Company profileFor over 150 years, telecommunications has played a vital part in the development of modern Norwegian society. As the incumbent provider, Telenor has been the driving force in the development of a highly sophisticated home market. The physical work has helped in rolling out infrastructure and developing services over long distances and in tough natural conditions. The real job of Telenor is building relations between people. Telenor has successfully defended its strong position in the Norwegian market. Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality voice, data, content and communication services in 14 markets across Europe and Asia. Telenor is the 2nd largest network of Pakistan after Mobilink. Telenor acquired the license of GSM service in Pakistan in April, 2004 and began commercial operations on March 15, 2005. Telenor Pakistan’s corporate headquarters are in Islamabad, with regional offices in Karachi, Lahore, Faisalabad, Multan and Hyderabad. Basically it is subsidiary of Norway. It was inaugurated by ex-President of Pakistan General Pervaiz Musharaf. Its first inaugurated call was made by General Pervaiz Musharaf to the prime minister of Norway. Now Telenor has covered 3000 cities, towns and highways all over Pakistan. Dialing codes now available of Telenor in the market are 0341, 0342, 0343, 0344, 0345, 0346, 0347. It focuses on rural areas initially and this strategy helped them in gaining customer support quickly. Due to this they became first mobile operator to cover such remote areas of Pakistan. In October 2010 by the help of VSAT (Very Small Aperture Terminal) project it reaches to those remote areas through satellites and provides coverage where conventional transmission media cannot be implemented. Telenor spread across Pakistan, creating 2500 direct and 25000-plus indirect employment opportunities. They have a network of 23 company-owned sales and service centers, more than 200 franchises and some 100,000 retail outlets selling subscriptions and refills. It is currently providing prepaid, postpaid and value-added services. Their package includes:

TalkShawk Telenor Persona Djuice

Telenor Pakistan CEO states: “Telenor Pakistan is obviously different from the competition. Our culture is different, our values are different and our focus on the fundamentals of business is different. Telenor Pakistan is fully involved with its key stakeholders and trusted as a friend of the community. “

Mission:

“Telenor is a customer focused business mobile service operator/telecommunications company that seeks competitive advantage in both prepaid and postpaid categories

through state of the art technology. Telenor relies on building trusting relationships with customers, owners, employees and society in general”.

Vision:

“Telenor exists to help customers get the full benefits of communication service in their daily lives.”

Telenor vision in Pakistan is simple: “We’re here to help.”

They say that they exist to help their customers to get the full benefit of communication services in their daily lives.

Core Values Make it EasyWe’re practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier. 

Keep PromisesEverything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words. 

Be Inspiring

We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. 

Be RespectfulWe acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

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TELENOR PAKISTAN is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh.

Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country.

Telenor Pakistan is creating 2,500 direct and 25,000-plus indirect employment opportunities. It has a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets.

Internet service provider

Telenor Pakistan provides wide EDGE connectivity across the country. It has one of the largest data networks (GPRS) in Pakistan providing Internet services to customers.

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Today

Telenor Pakistan has grown to become a leading mobile communications services provider of the country. Telenor Pakistan's corporate headquarters are in Islamabad, with regional offices in Karachi, Lahore, Faisalabad, Multan, and Hyderabad.

Corporate Responsibility

Telenor Pakistan's flagship corporate responsibility program, Khuddar Pakistan, aims to create dignified opportunities for persons with disabilities. The purpose is to become the most disabled-friendly organization in Pakistan in terms of employment, service, and community support.

Environmentally conscious

Telenor Pakistan has taken and continues to implement a number of environmentally-friendly initiatives. These include mainstreaming energy efficiency and alternate energy solutions, and implementing occupational health & safety practices that comply with international standards.

Telenor Pakistan, a wholly owned subsidiary of Telenor ASA, launched its operations in March 2005. One of the leading telecom operators providing prepaid, postpaid and value-added services to seven million customers, it is spread across the country with a network of 15 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets selling subscriptions and refills. Differentiated packages include TalkShawk, Telenor Persona and Djuice.

Telenor took a big step seven years ago when it decided to expand in international markets. The key take points include: right time, targeting of emerging markets, policy of full management control (avoided joint ventures) and deployment of a repeatable methodology (for example the djuice brand). The success of the strategic focus can be understood from the following:

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Products:

Telenor is providing eight prepaid packages and four postpaid packages.

Prepaid Packages:

Talkshalk A1 Talkshalk Har Second Talkshalk Har Minute Talkshalk 30 Second Talkshawk 63 djuice Djuice Jaagtay Raho Djuice Din Raat

Postpaid Packages:

Persona EASY Persona SIMPLE Persona FREE Persona Karoobar (Aimed at Business owners)

AwardsTelenor Pakistan has been the recipient of a number of awards from different

bodies. Following is the list of awards that Telenor has acquired.

SAARC Award:

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Telenor Pakistan has won the awards for "Most Innovative Mobile Operator" and "Mobile Operator with the Most Consumer Pull" at the 6th SAARC Communication Industry Conference 2007 held in Kathmandu, Nepal.

Brand Award:

The 2008 Telenor Brand Award was given to Telenor Pakistan for the second year in a row.

AURORA Award:

The AURORA Awards for Excellence in Advertising were held on 11th March 2007, after a period of 15 years. The awards range in various industry categories, including FMCGs, Durables and Services and Social marketing & Community Services. The aim of the awards is to recognize and pay homage to creativity and excellence in advertising across Pakistan. ‘Telenor Pakistan’ won the best advertising awards at the all Pakistan Dawn Aurora Advertising awards held in Karachi

PSHRM Award:

The Pakistan Society of Human Resurces Management (PSHRM) and Engage Human Resources, a human resources consultancy, have announced the results of the first Most Preferred Graduate Employer 2007 study. At a ceremony held in Karachi yesterday, Telenor Pakistan won the PSHRM Preferred Graduate Employer Award for Most Preferred Telecommunications Company 2007.

Environment Excellence Awards:

Telenor Pakistan received an award at the 5th Annual Environment Excellence Awards (AEEA) distribution ceremony which was recently held to honor the 36 most environment friendly companies of Pakistan. The National Forum for Environment & Health (NFEH) organized the award ceremony in Karachi on 2 July. The award has been instituted to recognize and promote organizations which make an outstanding contribution toward sustainable development.

Buzziest Brands of 2007-08:

The Buzz Power Conference & Award Show was held on 25th October 2008 at Avari Towers, Karachi. The Conference was part of the Buzziest Brand of the Year Poll, in which Revelation invited advertising, marketing and media professionals to vote for their favorite brands. The poll aimed to identify those brands that are hot and have the greatest ‘buzz’ – that is, those brands, which are so exciting that they generate consumer word of mouth. Telenor Pakistan won the Buzziest Brand Award for 2008.

Superbrands Award:

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Superbrands Pakistan declares Telenor as superbrand of the telecom industry. This is the first Superbrand award in Pakistan. Superbrands is an independent body that identifies brands that perform above and beyond others within their respective markets.

Application of the Company Logo

It’s a symbol of balance, movement and change. It represents our philosophy of innovation and democratic process and takes its inspiration from Scandinavia’s long history of design inspired by nature.

Chapter 2

Management Functions

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“Planning”

Vision

Our vision crystallizes our customer focus as the cornerstone of everything we do. Our values describe what behaviors are necessary to realize that vision. Our corporate responsibility mindset ensures that our vision and values nurture social concern and help us create shared value.

Our VisionOur vision is simple: We're here to helpWe exist to help our customers get the full benefit of communications services in their daily lives. The key to achieving this vision is a mindset where every one of us works together: Making it easy to buy and use our services. Delivering on our promises. Being respectful of differences. Inspiring people to find new ways.

We believe in four core values:

Make it Easy

We're practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier.

Keep Promises

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Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words.

Be Inspiring

We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers.

Be Respectful

We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

Corporate Governance:

Telenor Pakistan considers good corporate governance to be an essential tool for achieving their vision, value creation and strategic goals, and for maintaining a healthy corporate culture. Furthermore, good corporate governance is imperative for credibility and for access to capital. Telenor corporate governance includes openness and transparency towards the company’s owners, the Board and Group Management, as well as other interested parties such as the Group’s employees, customers, suppliers, creditors, public authorities and society in general. Rules and procedures provide Telenor Pakistan with a sound platform for good corporate governance and for the further development of a positive, responsible and robust corporate culture. The Management is responsible for ensuring the existence of internal rules, procedures and structures that can efficiently secure value creation for all stakeholders and where authority and responsibilities are clearly set out and mutually understood.

SWOT Analysis

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. At Telenor PAkistan, the SWOT analysis reveals the following:

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Strengths

Network quality & design Superior customer care Financial Strength Excellent Coverage & Distribution. Commercial Launch of LDI & mobile services Contract with Siemens & Nokia Brand image of Quality

Weaknesses:

Relatively low market share Low profit margins Negative cash flows in the initial years

Opportunities:

Favorable Macroeconomic indicators Low cellular market penetration Inefficiency & poor performance of other mobile networks Co branding e.g. Ufone with ABN AMRO Strategic Alliances & Infrastructure Sharing Facilities E-commerce usage. Mobile Number Portability International Mobile Equipment Identity System

Threats:

Rolling Customers Privatizations & deregulations- increased competitions. Grey Traffic MNP mobile number portability Wireless technology at boom Public pay phones & calling cards usage where network is not available Propagandas attacking brand image

Corporate Social Responsibility

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Telenor Pakistan acts responsibly and respectfully towards the people and authorities in different societies and aims to contribute to social and economic development in the local market. This is the essence of our commitment to Corporate Responsibility.

We take seriously the social, ethical and environmental impact of our products and services. We place emphasis on making sure that the communities in which we operate see Telenor Pakistan's as a good citizen with genuine ambitions to contribute to social and economic development. We give our employees reasons to be proud of the way Telenor Pakistan's demonstrates Corporate Responsibility.

Khuddar Pakistan is Telenor Pakistan's flagship corporate responsibility initiative. With Khuddar Pakistan, we want to make a difference in the lives of our fellow persons with disabilities by addressing the challenges they face.

Under the umbrella of awareness, accessibility and inclusion, we are striving to change the public mindset by raising awareness about persons with disabilities and help develop technologies that will give them the opportunity to actively participate in society. We value diversity and pledge to integrate persons with disability fully into our workforce.

Currently, we are the only company in Pakistan to have a formal disability advisor and a disability advisory panel. Special Talent Exchange Program (STEP), a cross disability organization has been engaged as advisor to Telenor Pakistan for the provision of consultancy services on issues related to disability in Pakistan and international trends. We sponsor assistive technology training labs for persons with disabilities at National Institute of Special Education, National Training Center for Special Persons (NTCSP), and Special Talent Exchange (STEP). We have the first corporate products & services/career website that is accessible and our staff participate actively in the first formal employee volunteerism drive in the corporate sector to work with persons with disabilities.

You may read more about Khuddar Pakistan's work to date under Accessibility, Awareness, Inclusion, Related Sponsorships and Resources.

Goals at Telenor Pakistan:

Strategic (Long Term Goal)

Telenor's primary goal is to create greater value for our shareholders, customers, employees and partners, and for society in general. We strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace. For more than 150 years Telenor has pioneered communications technology. Today we are major international telecommunications provider, and all our operations share the same.

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Tactical Goals (Intermediate Goals)

Capitalize on first mover policy; introduce cutting edge technology and innovation to achieve the number one position and customer satisfaction. Telenor Pakistan has always been the leader in introducing cutting edge innovations in the telecom industry of Pakistan. The alliances with various different segments of highly contrasting industries make it possible for Telenor Pakistan to think out of the box and to offer its valued customers much more than just mobile communication services.

Operational Goals (Short Term Goals)

Focus on cost cutting methods, maximize profits with the available infrastructure and focus on employee Empowerment. In order to align the strategic and tactical goals in a single productive channel, the primary objective is to make the organization function in a ways that all the above mentioned goals can be achieved. Telenor Pakistan has formulated a number of different strategies to achieve those goals. These include from resource and infrastructure sharing mechanisms with competitors to introducing creative usage plans and packages for the customers so that even when the management is asleep, the business continues to run and hence revenues can be made to multiply.

Business Objectives, SMART Criteria

Business objectives at Telenor Pakistan are clearly specific, measurable, attainable, realistic and most importantly time bound. The following table gives some examples of some of the business objectives that Telenor Pakistan has set for itself.

Objectives 2006-07 2015

Market Share in terms ofSubscribers

10% 40%

Market Penetration 9% 30%

Market Share in terms ofRevenue

7% 30%

Unprompted BrandAwareness

20% 90%

Strategies at Telenor Pakistan

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Telenor crystallizes their customer focus as the cornerstone of everything they do. Their values describe what behaviors are necessary to realize that vision. Their corporate responsibility mindset ensures that their vision and values nurture social concern and help them create shared value.

Telenor Pakistan considers good business strategy to be an essential tool for achieving our vision, value creation and strategic goals, and for maintaining a healthy corporate culture. Furthermore, good corporate governance is imperative for credibility and for access to capital.

The key to achieving this vision is a mindset where every one of us works together: Making it easy to buy and use our services. Delivering on their promises. Being respectful of differences. Inspiring people to find new ways. Following are some areas in which Telenor Pakistan exercises its strategies to make the business most profitable.

Social Responsibility

Telenor Pakistan acts responsibly and respectfully towards the people and authorities in different societies and aims to contribute to social and economic development in the local market. This is the essence of our commitment to Social Responsibility.

Supply Chain Management

Telenor has an important role to play in the societies where we provide our services. Telecommunications has shown to give positive impacts on economic growth in all societies. Moreover, as a major buyer of products and services, Telenor has a responsibility to ensure that work conditions, safety, security and environmental standards are satisfactory. The same standards apply equally to our own operations as well as to our suppliers and subcontractors.

Collaboration

Collaboration and realization of projects with nongovernmental organizations, public and private institutions. Resource and infrastructure sharing with competitors make it possible for Telenor Pakistan to not only be able to grow its business but it also enables the company to improve the face value of the company in terms of corporate and business statures. Some of the examples of organizations that Telenor Pakistan is currently working hand in hand in terms of both business and social development are:

The Government of Punjab's Technical Education and Vocational Training Authority (TEVTA)

Nokia Siemens Networks The GSM Association Disabled Welfare Association Pakistan Red Crescent Society

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SOS Children's Villages The Baltistan Health & Education Foundation (BHEF).

Training and Research

Initiating, supporting and carrying out research, training and holding competitions.

Chapter 3

Management Functions

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“Organizing”

Organizational Structure:

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TYPE OF STRUCTURE: VERTICAL DIFFERENTIATION

HIERARCHICAL LEVELS

There are eight hierarchical levels as the size of the organization approaches 2500 to 3000 employees. Roles and responsibilities are clearly defined at the time of joining the organization; employees are selected against defined criteria. Roles can be added later but employees have a fair idea about their job responsibilities from the beginning.

Eight layers do not create communication or motivation problems due to the open culture. There are no instances of de-motivation though in certain areas like Customer Relationship Department or Customer Service Centre different customer queries and complaints can raise frustration levels.

Managers in these departments intervene to solve problems. Whenever an employee has a new idea, he/she is encouraged to approach the management and share it with them. Idea drop boxes are also placed at various locations where employees leave their suggestions. The Communications Department works out if the ideas can be implemented and then discusses them with the employees. There is also a formal platform at the group level known as SEED where innovation is encouraged and new ideas about revenue concepts and cost efficiency can be discussed. Employees are welcome to participate and submit their ideas. If the ideas handed in are feasible then

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they are implemented in the organization (at country level or global level, depending on the nature of the proposal).Employees are then rewarded financially for their helpful contributions.

SPAN OF CONTROL

Span of Control is determined by the role and job responsibilities of managers. It varies from department to department. On average, the span of control is 4-5 people under a manager.

INTEGRATING MECHANISMS

Cross-functional teams are a major integrating mechanism. Further there are temporary project teams. No ad-hoc committees have been formed to date. Team-building is enhanced by Away Days when members of different divisions and departments take some days away from work to meet other geographically spread employees of Telenor. Sometimes the whole department goes away from work for 2-3 days to have fun. Employees get to know those with whom they have communicated before but not met in person. Formal team evaluation does not exist. Employees on teams, for instance finance teams, are rewarded individually.

CENTRALIZATION AND DECENTRALIZATION

Apart from STRATEGY, all other functions are de-centralized. People at Telenor Pakistan are motivated to take their responsibilities especially in cross functional projects. Managers in each department oversee that the employees take up their roles and duties and their performance is monitored accordingly. If an employee is loosing focus from his core job by taking added responsibilities, he/she is instructed to re-adjust his/her priorities.

STANDARDIZATION AND MUTUAL ADJUSTMENT

At Telenor Pakistan, the level of standardization and mutual adjustment varies across functions. Generally strict obedience to rules is not required as long as results are not affected. As long as individual responsibilities and deadlines are met, there are flexible hours of work. Work is important instead of the number of hours worked. Employees can select their work timings which can even be from afternoon to evening. Instead of being bound by office hours, a sense of responsibility is inculcated in them to achieve self assigned goals. This brings a sense of comfort in working in such organizational structure. Rules and procedures are present to control the behavior of employees and to facilitate smooth working of the organization. A level of standardization is required to be maintained in certain vital functions such as Budget Control. SOPs are documented in the case of the financial control or HR related policies.

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Genuine requests from external customers are taken into account by the CRO (Customer Relationship Officer) at Service Centers. The CRO does all he/she can or is possible within authority to process the request or complaint. If the customer’s request is beyond the authority of the CRO, then managers are there to aid the customer or provide some sort of nonmonetary compensation to appease him.

IT AND EMPOWERMENT

The level of empowerment differs across departments and divisions, depending on the nature of work. It varies according to the style of management of functions; more empowerment in CRO and Sales and Marketing than in People Excellence. IT increases the level of empowerment.

Within the network service of the Telenor in Pakistan, there is a (inter and intra net) portal system used to communicate information efficiently. An online HR MS System, H2H (Here to Help), is being used internally. This locally built system was launched last year but is still not well integrated at present.

CONFLICT RESOLUTION

When different departments work together in an organization, their interests may differ due to functional and structural differences. Due to these variations, conflicts among departments are inevitable. The issues are not taken to the top management and there is no coordination post in the organization which can facilitate the departments to increase coordination with each other. Whenever a conflict arises among functions, the heads or managers from those functions sit together and discuss the source of conflict. They try to resolve all their differences amicably. There are always conflicts between the technical and commercial divisions which they mostly solve between themselves. If, however, a major issue arises which they are unable to resolve themselves then it is taken to a level higher. The management then discusses the reason for the conflict, addresses the concerns of both the parties and then arrives at a conclusion which is in the interest of all departments.

Major departments at Telenor Pakistan and their functions

Major departments in Telenor & functions

Finance Customer Services Commercial Technical

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I.T Human Resources Administration Legal Affairs

Finance Department

Operations Corporate accounts Bank reconciliation Treasury Budgeting and corporate affairs Credit and collection Procurement and contracts Payables Reporting and commissions

Customer services Department

Operations To facilitate and guide the customer To resolve customer’s queries, requests and provide optimal solution in minimum

turnaround time, keeping both companies and customer interest in focus. To inform and update customers about upcoming promos, AS and products. To minimize cost and increase revenue.

System The call center employees help solve the problems of customers on telephone. Identify and resolve root causes of chum and strive to minimize churn.

Marketing Department

Develop and execute regular promotions Brand management Ensure successful new city / product campaign launches Public relations International roaming Value added services Strategic planning and pricing Monitor competitor pricing and other activity and report back

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Market research Sales analysis

Sales department

Indirect sales Manage the franchise network Ensure achievement of sales target of franchise Coordinate with other departments for development programs Training of franchise staff

Direct sales Meet assigned sales targets throughout the year Maximize customer satisfaction and minimize churn Generate new accounts and manage old ones Strong follow-up

IT /Billing Department

Networking Operating systems Software development Resource applications Network security Billing

Technical Department

Maintain and operate the GSM cellular network consisting of 900 base transceiver sites and 9 mobile switching centers

Plan and roll out network expansion as per the commercial target (e.g. 1.5 million subscribers in 2004 translates into 650 new sites and expansion into 50 new cities)

Work closely with commercial and IT department to launch new services and cities.

Human resources department

Employee services Payroll information Leave and medical record

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Final settlements and provident fund Policies and procedures Employees record and recreation

OD and effectiveness Training plan Talent management Performance management Employees retention Orientation employee communication

Staffing and compensation Staffing plan and HR budgeting Management trainee and internship program Interviewing and selection Headhunters Compensation, benefits and incentive

Administration Department

Stationary requirements Courier services vehicle maintenance Janitorial services Event management Cafeteria arrangements

Recruitment

The recruitment policies of Telenor Pakistan are

Experience:

HR needs the experience of 3 TO 5 years for managerial positions. They also hired fresh graduates for their customer service department.

IQ test/Written test:

If the candidate has an experience of 5 years or more then there is no IQ test or written test.

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Equal Opportunity Employer:

Telenor Pakistan is an Equal Opportunity Employer. They maintain a policy of nondiscrimination towards all employees and applicants for employment. Telenor Pakistan has no discrimination in sectioning whether candidates are women, minority or disable. They only focus on skills, experience and qualification.

CV Submission:

Interested applicants should submit their CV to their official site.

Assessment:

The selection criteria may involve different steps with respect to the position you are applying for. There can be one to one interview with concerned Division head, Recruitment Manager and/ or a panel interview, or there can be series of interviews. Special process of a preliminary test might be carried out, depending upon nature of the job.

Keeping details on file:

If there is no specific job in the area of an individual's application, or an applied for position has already been filled, they will hold all details in there Careers database for up to one year, with the consent of the applicant. Within this period, should any vacancy arise to which they feel the applicant would be suited, he/she will automatically be considered.

Record Verification:

All the information provided is checked and verified by the related areas and any false or fake information provided can lead to the strict disciplinary action.

Recruitment procedures

Within the organization - Internal Recruitment Outside the organization – External Recruitment

INTERNAL RECRUITMENT

Telenor Recruitment Manager Faraz Shahid said,

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”it’s not the policy of Telenor that they are bound to hire employees from within the organization according to the rules, but we call it as our Preference”.

They prefer the employee to be recruited from within the company, otherwise they opt the alternative method for hiring. Internal recruitment is based of hiring people from within the organization for the position to be vacant.

Telenor Portals

The portal mentions the vacancy for the position, in order to alert those employees who fulfill the criteria for the particular job duties. With the help of portals, in which Vacancy is displayed, it becomes easy for the employees to evaluate their specifications for the higher posts.

Flyers and Broachers

Reinforcing the equity of brand is done for the existing employees, in order to make them connected towards the company. Flyers and broachers are being printed in a colorful manner about the allowances they are getting from Telenor, it includes health care programs, medical allowances, mobile connection financing and others. All these activities are done for the existing employees to make attracted towards the organization.Telenor Pakistan’s CEO Tore Johnson said,

"We are succeeding because of the faith the Telenor Pakistan team members have put in one another and the strong sense of purpose they continue to display. We genuinely

believe that mobile telephony is the best way of breaking socio-economic barriers, and trickling down wealth and information to the bottom of the pyramid. It helps businesses,

communities, and the country.”

EXTERNAL RECRUITMENTTelenor is providing opportunities to their target market i.e. candidates to benefit

Telenor with their capabilities and skills. There is recruitment process of Telenor, through which they hire their employees. But before recruitment process, there is a lot more. Attracting competent employees towards Telenor is one of the key objectives. Advertising the equity of brand for the external block of candidates requires various steps to market their human resources.

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Telenor Recruitment Manager Faraz Shahid said,

“Attracting the candidates is one of the interesting and challenging tasks for the recruitment team.”

Telenor attract the employees externally through

Job Ads Job Fairs Welcome Ads Online Recruitment University Visits Sponsoring Talent Shows Dishing Out Souvenirs

Job Advertisements

Telenor offers employment opportunities for those who are seeking great place to work. Telenor make their target market of candidates to be attentive, by providing job advertisements through print media. This is the first method Telenor select to create an opportunistic market. The company’s Advertisements get printed in two English newspapers, Dawn and The News and in one Urdu newspaper, Jang. These job ads provide opening alert for the vacancy at the Telenor. The ads always includes requires job specification and Job description for the candidates, so that they can recognize the required person of field.

Job Fairs

Telenor participates in job fairs very actively in order to advertise the HR brand. Participation is not restricted to professional Job fairs, which are conducted for the Pakistan’s candidates at large, but also in the university’s job fares conducted at theirown schedules.

Rozee Job Fair

Telenor participates in Rozee Job Fair very actively. Recently Telenor participated at Rozee Job fair conducted in Lahore on March 2 at Pearl Continental Hotel, then Islamabad on March 9 at the Convention Center, and Karachi on March 30 at the Expo Center.

University Job Fairs

Telenor Pakistan welcomes the fresh graduates with immensely unique and new talent. Innovation and distinctiveness is created mostly by the newly graduated job seekers. Telenor energetically participate in University’s Fairs as well. Telenor Stall at university job fairs, provides and opportunity for the students to interact with the HR

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personnel. The stall is made attractive for the students in order to grab their attention. Standees, umbrellas, flyers, broachers and banners are displayed. Students may provide their Resume/ CVs to the recruitment team present there or students can also fill up the given form for applying at Telenor. Spontaneous interviews are also been taken from the students to analyze their confidence for their competencies. Telenor advertise the HR brand into the graduates by explaining the Recruitment processes, employee’s career opportunities, workplace environment and training programs.

Welcome Advertisements

Telenor Pakistan’s VP Human Capital Division, Nayab Baig said,

“The mobile industry has a significant role to play in improving Pakistan’s competitiveness in the international market, not just by improving technology readiness but also through human resource development.”

Telenor is keen about its employees, as their employees are one of their sources to create competitive edge in the market. Employees join Telenor in Every quarter of the year, names of those employees who have passed the time duration of one quarter in Telenor are being printed in the newspaper in respect to provide them a Welcome in a company. This increases the motivational level of employees to be given importance and having name in newspaper. Moreover it’s an appealing factor for the other jobseekers as well. Employment opportunities increase by each step taken by the Telenor.

Online Recruitment

E-recruitment is based on online application system, it can be retrieved by using the Career tab in Telenor Pakistan website. An online application system requires the jobseekers to create their profile in which they are required to mention different fields regarding professional and personal details. Uploading of CV/resume is also one of the options for the seekers. A notification concerning profile setup of the candidate is done by sending e-mail to the person created profile. They can apply for the displayed vacancies once they have created their profiles with logins. The recruitment manager then evaluates these profiles of candidates who have applied for the particular vacancies in order to call the relevant employees suitable for the job. The evaluation of the employees is based on fair and on merit basis. All aspects of employment with Telenor are administered by merit, competence, suitability and qualifications, and will not be influenced in any manner by gender, age, race, color, religion, national origin or disability. There are no influences by the higher authorities on the recruiter to induct particular candidate. If a candidate fails to impress the recruiter with his/her knowledge, skills and abilities that are required for the certain job, then no top managers can influence the decision of recruiter. It is a fair evaluation, which is making Telenor to create a competitive edge.

University Visits

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Telenor Recruitment Team visits different universities, in order to aware students about the induction process and explaning the importance of the Telenor as start of career for students. The teams setup a TalkShawk Lounge in the premises of university. All the students are welcome for the lounge discussion. Attractive presentation about Human Resource Systems is given to the employees. Queries from the students are always appreciated by providing them with satisfactory answers to remove their confusions. Students are an important entity for the Telenor, company forecast these students to be upcoming member of Telenor family. University visits and creating a lounge session also helps Telenor to analyze brand positioning in the minds of students. These visits plays and important role in explaining the Human Resources actively as a Brand.

Sponsoring Talent Shows

Telenor is actively participating in sponsorship of various events taking place inPakistan. The company is sponsoring concerts, funfairs, kid’s activities and manymore. Telenor is also sponsoring the talent competition taking place at national level by universities. Recently a drama festival organized at Ghazi Ishaq Khan Institute in December 2007 was sponsored by Telenor. In this festival, various universities participated in order to unleash the student’s talent and capabilities. The objective of sponsoring talent completions at University level is again reminding students about the Telenor. The morale of the participants gets increased and they become Opportunistic about the particular company considering students’ capabilities shows.

Steps in selection procedure

Steps in selection process for middle managers

STEP1: Recruitment process STEP 2: Collecting CV’s STEP 3: Short listing of applicants as per job description STEP 4: First interview on telephone STEP 5: Short listing of applicants in first interview STEP 6: Second interview with supervisor STEP 7: Final interview with the head of HR department STEP 8: Formal offer made to the selected candidates STEP 9: Reference check STEP 10: Orientation STEP 11: Candidate handed over to immediate supervisor

Steps in selection process for top managers

STEP 1: Recruitment process STEP 2: Collecting CV’s STEP 3: Short listing of candidates as per job description STEP 4: First interview on telephone by supervisor

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STEP 5: Second interview with the head of HR department STEP 6: Final interview by CEO STEP 7: Formal offer made to selected candidate STEP 8: Reference check STEP 9: Orientation

Compensatory or successive hurdle approach:

They are using successive hurdle approach for selection because it’s very easy and one way method. The reason to not to use the compensatory approach is that it takes so much time of organization and the candidates. Candidates have no extra time to come again and again for every step but in successive hurdle approach there is the need of short listed and required candidates.

Chapter 4

Management Functions

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“Leading”

Expectations from the leaders at Telenor Pakistan

Passion for business Contribute towards change and constant improvement Empower People (Sub-Ordinates) Excellent Execution Integrity and Accountability

Leadership Continuum

Leadership Continuum Leaders come in all shapes and sizes. Some are authoritarian and prefer to tell their teams exactly what to do. Others use a much more participative style. And, of course, leaders may use a style anywhere between these two extremes.

These differences suggest a continuum of leadership behavior – with leaders being able to choose the style they use.

So how do you choose the leadership style that's right for you? One popular approach to leadership, the "contingency" approach, argues that your choice should be

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based on the situation, and not on your personal preferences (here, "contingency" means that your approach is dependent on/contingent upon the situation).

In 1958, contingency theorists Robert Tannenbaum and Warren Schmidt identified a continuum of seven distinct leadership styles, which they published in the Harvard Business Review. By understanding this continuum, you can see some of the options available to you, which helps you think about which leadership style is most appropriate in a given situation.

Understanding the Tannenbaum-Schmidt Continuum

The Tannenbaum-Schmidt Continuum shows where a manager's approach lies on a continuum, running from the manager exerting rigid authority through to the team having full freedom to act and make decisions. This is shown in Figure 1.

The model highlights seven leadership styles that occur across the continuum:

Tells – The leader makes the decision and expects the team to follow; and the team has very little involvement in decision-making. This type of style is often used early in team formation, before trust is established, or with very inexperienced team members. Continued use of this style can be very frustrating for team members and can break down trust, so leaders must be careful to use this style only when absolutely necessary.

Sells – The leader makes the decision, but provides a rationale. Team buy-in is important. Although the decision won't be changed, the team is allowed to ask questions and feel that its needs are being considered.

Suggests – The leader outlines the decision, includes a rationale, and asks if there are any questions. While the decision is already made, this style helps the team understand why, so team members don't feel as though the decision is forced on them. Because people have the opportunity to discuss the decision, they feel that they have participated in it, and they accept it more readily. This helps build trust, and it's a great strategy to use when you're trying to figure out what the team is capable of on its own.

Consults – The leader proposes a decision and then invites input and discussion to ensure that the decision is the right one. The team has the ability to influence the final outcome,

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and make changes to the decision. By using this style, the leader acknowledges that the team has valuable insight into the problem. This shows that the leader trusts the team members and wants them to participate actively in problem solving and decision making. This leadership style can build cohesiveness, and provide much-needed motivation to a team.

Joins – The leader presents the problem and then asks the team for suggestions and options to consider. Through the discussion that follows, the team helps the leader decide. So, while the leader ultimately makes the decision, it's a very collaborative process, and the team feels valued and trusted. This style is often used when the team has specific knowledge and expertise that the leader needs to make the best decision.

Delegates – The leader outlines the problem; provides decision parameters; and allows the team to find solutions and make a final decision. The leader remains accountable for the outcome, and he or she controls risks by setting limits and defining criteria that the final decision must meet. To delegate this much authority, the leader needs to trust the team and ensure that it has the support and resources necessary to make a solid decision.

Abdicates – The leader asks the team to define the problem, develop options, and make a decision. The team is free to do what's necessary to solve a problem while still working under reasonable limits, given organizational needs and objectives. Although the level of freedom is very high, the leader is still accountable for the decision and therefore must make sure the team is ready for this level of responsibility and self-control.

The continuum's seven leadership styles broadly correspond to a team's level of development. As trust and competency grow within a team, so does the amount of freedom that team members want and that leaders can feel comfortable providing. Tannenbaum and Schmidt felt that there were three key elements to consider when deciding on the style that's most appropriate for a particular situation:

The team members – How independent and experienced are they? Do they have the necessary level of competence for the level of freedom you're considering? Do they understand the goals of the team and the organization sufficiently to make good decisions?

The situation – Do you have enough time to allow the team to become involved in the decision-making process? Does the team operate well enough together to make an effective decision in a reasonable amount of time? Does the team have the knowledge and experience necessary to make a good decision? Are the consequences of getting the decision wrong significant? And does the culture of the organization support team decision-making?

The leader – Do you believe in your team's ability to deliver? Are you willing and able to accept accountability for your team's decision? And are you able to delegate tasks and decisions effectively?

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In 1973, Tannenbaum and Schmidt published an update to their theory, in which they recommended that managers consider the interrelationships between the above three factors – along with factors outside the team and the organization. For example:

If a manager trusts team members to make decisions, and the manager considers any mistakes made to be "learning experiences," then the team members' ability to make good decisions will improve.

If an organization has a strong culture of respect for its people, then using a "tell" or "sell" style may be less acceptable than it would be in another organization, even with an inexperienced team.

Consumers may boycott a company where managers are excessively authoritarian toward their people.

Leadership at Telenor Pakistan

Telenor Pakistan believes in highly empowered employees and thus a clear implementation of theory Y can be observed. In process of making a decision, the general procedure is that a manager presents a problem to his subordinates, gets suggestions from them and then implements the decisions.

Since Telenor Pakistan is a highly diversified organization in terms of business portfolio, a combination of all leadership styles is found. The manager decides what style to adopt in which situations i.e. the manager has liberty to choose from either the analytical style, driving style, amiable style or expressive style of leading. A combination of all such styles means that there is an even mix of supporting, coaching, designating and directing from the managers towards the subordinates.

Telenor Pakistan is a follower of “Care and Growth” philosophy. Managers while making decisions are expected to be highly concerned for the people so that once the employee is satisfied; he or she can deliver best possible results under the given circumstances. At Telenor Pakistan, managers believe that high concern for results and work can not be made possible if the concern for the employees is taken out of the equation. Hence, at Telenor Pakistan, managers are expected to show high concern for people so that they can be motivated to take responsibilities in order to produce the best possible results.

Motivation at Telenor Pakistan

In order to motivate individuals working at Telenor Pakistan, a mix of all motivation theories in employed. The domination of the two factor theory was clearly observed. Primarily the organizational culture comes from the top management. CEO of Telenor Pakistan is humble and cooperative. The employees get the message that if the top management is so accommodating then the employees should behave similarly. What is important to the CEO becomes important for employees to identify completely with the

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organization. There are four foreigners in the top management but this does not create communication barriers. They are extra humble to others while individuals of a local origin are extra sensitive to them so no one feels alienated. The values of humbleness and free interaction in putting forth ideas lead to a harmonious culture and efficient communication. The management is easily accessible to discuss various issues. It is difficult to distinguish between them as the culture is so homogeneous that it keeps every one at par with others (no formal protocol is given) At Telenor, People Excellence reinforces the culture through the concept of a ‘LEGEND’ for individuals who have performed outstandingly. These become role models for other people and their examples are quoted on various occasions (forum or ceremonies), so every employee is internally motivated to work harder. The new recruits are given orientation sessions where they are made to familiarize with the values and norms of the organization and how they can contribute to the organization even better. They are also provided with a Joining Book that comprises of the code of conduct and complete structure of policies and values.

Chapter 5

Management Functions

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“Controlling”

Code of Ethics at Telenor Pakistan (Control Methodology)

1. General Guidelines:

Corporate ethics are about more than avoiding contravention of any law; they are about how we behave towards each other and the outside world. Everybody associated

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with Telenor Pakistan is responsible for following the rules and guidelines that build on Telenor Pakistan's basic values and that form attitudes we can be proud of. At TelenorPakistan, we want everyone to be involved in this and help create a sound corporateculture based on satisfaction and security.

Telenor Pakistan's guidelines for corporate ethics apply to members of the board of directors, managers and other employees of Telenor Pakistan as well as others acting on behalf of Telenor Pakistan. It is the line managers' responsibility to make sure everybody is aware of, and complies with, these guidelines. As a Telenor Pakistan employee, it is your duty to read and follow the guidelines. Those who infringe Telenor Pakistan's rules and guidelines must be prepared to face the consequences that are in line with the infringement's type and scope.

It is Telenor Pakistan's policy to comply with all applicable laws and governmental rules and regulations. In the event that there are differences between such laws, rules and regulations and the standards set out in our Codes of Conduct, the highest standards consistent with applicable local laws shall be applied. It is the personal responsibility of each to adhere to these applicable standards, including those relating to accounting and auditing matters.

2. Relations to employees

Human rights:Telenor Pakistan supports the internationally proclaimed human rights including

the UN Declaration and conventions on human rights. You shall respect the personal dignity, privacy and rights of each individual you interact with during the course of work and shall not in any way cause or contribute to the violation or circumvention of human rights.

Working environment:Telenor Pakistan shall be a professional workplace with an inclusive working

environment and shall comply with recognized international conventions, including the International Labor Organization’s core conventions. You shall act with integrity and treat with respect your colleagues and others that you meet through your work. Telenor Pakistan is opposed to discriminatory practices and shall do its utmost to promote equality in all employment practices. No direct or indirect negative discrimination shall take place based on race, colour, gender, sexual orientation, age, disability, language, religion, legitimate- political or other opinions, national or social origin, property, birth or other status. We do not tolerate degrading treatments towards any employee, such as mental or sexual harassment or discriminatory gestures, language or physical contact that is sexual, coercive, threatening, abusive or exploitative.

Occupational Health, Safety and Employee Security:Telenor Pakistan shall be a pioneer in the field of health, safety and employee

security to promote good health and safe working environment in compliance with

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internationally recognized standards. You share the responsibility for achieving this goal. We shall do our utmost to control hazards and take necessary precautions to prevent accidents and occupational diseases.

Freedom of association and the right to collective bargaining:Telenor Pakistan recognizes the right to freedom of association and collective

bargaining in mature labour environments. In such environments Telenor Pakistan shall allow its employees to freely elect representatives among the employees, unless this would represent a breach of national laws and regulations. Such employee representatives shall be allowed to carry out their functions unhindered at the work place. You share the responsibility to avoid discrimination against any employee representatives.

Forced labor:Any employment relationship with Telenor Pakistan shall be freely chosen and

free from threats. Telenor Pakistan oppose the use of forced or compulsory labour, including but not limited to exchange of labour for payment of debt. Any employee shall be free to leave his/her employment after giving reasonable notice. No one shall be required to deposit money, lodge identity papers or similar in order to get or keep their employment with Telenor Pakistan.

Child labor:Telenor Pakistan shall not employ or contract child labour. “Child labour” means

any work by child or young person unless it is considered acceptable under the ILO Minimum Age Convention 1973 (C138). “Child” means anyone under 15 years of age, unless national or local law stipulates a higher minimum working age or higher age for completing mandatory schooling, in which case the higher age shall apply. Everyone share a responsibility to secure that persons under the age of 18 do not perform any hazardous work, including but not limited to exposure to physical, psychological or sexual abuse. If you become aware of any employment situation in breach with the standards set out above, you shall at once notify your immediate superior or any other appropriate executive. The employment situation shall straight away be remedied in the best interests of the child.

Loyalty, impartiality, conflict of interests and related party transactions:Telenor Pakistan respects the individual employee's right to a private life and

private interests, but demands openness and loyalty to the group and the group's interests.You shall not take actions nor have interests that make it difficult to perform your workObjectively and effectively. Service to Telenor Pakistan should never be subordinated toPersonal gain and advantage. Conflicts of interest should, wherever possible, be avoided. You shall never take part in or attempt to influence a decision or settlement if there is a conflict of interest or other circumstances exist, which could give grounds to question one's impartiality. Conflicts of interest could involve, but are not limited to, customers, suppliers, contractors, present or prospective employees, competitors or outside business activities. Anything that would present a conflict for you would likely also present a conflict if it is related to a member of your family. Should a conflict of interest arise you

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shall on your own initiative evaluate and notify your immediate superior of your partiality or the conflict of interest.

Confidentiality:Every employee in the group has a duty of confidentiality by law and written

agreement. You shall keep confidential all corporate and other matters that could provide third parties unauthorized access to confidential information, and exercise caution when discussing internal affairs so as to avoid being overheard by unauthorized persons. The duty of confidentiality also applies after the conclusion of employment or contractual relationship with Telenor Pakistan for as long as the information is considered to be of a sensitive nature or in any other way confidential.

Private interests and actions:As an employee of Telenor Pakistan you shall not hold another position or carry

out work for others during working hours without prior express written permission fromyour superior.

Duty, positions and ownership of external businesses:Engagements in external duties and positions are positive, but their scope or type

must not affect your working relationship with Telenor Pakistan or come into conflict with Telenor Pakistan's business interests. Board duties, consultancy for or ownership ofcustomers', suppliers', joint-venture partners' or competitors' businesses as well as duties and positions of a scope or nature that can affect your working relationship with Telenor Pakistan shall be expressly agreed in writing in advance by your immediate superior.

Political activity:Telenor Pakistan does not give support to political parties, either in the form of

direct financial support or paid working time. Employees who take part in political activities will be granted leave from their work in accordance with the law and any agreements.

3. Relations to Customers, Suppliers, Competitors & Public Authorities

General: Customers shall be met with insight, respect and understanding. You shall always

try to fulfil the needs of the customer in the best possible manner, within the guidelines for corporate ethics that apply to the business. Customer's personal information shall beprotected in accordance with the relevant laws on protection of personal data. Suppliers shall be treated impartially and justly. Suppliers in competition for contracts with Telenor Pakistan shall at all times be able to trust Telenor Pakistan's selection processes. When selecting suppliers you shall therefore follow the group's established guidelines and routines at all times. Telenor Pakistan's competitiveness in the market is based on good products and services at the right price. You shall always meet the group's competitors in an honest and professional manner. Public authorities shall be met in an appropriate and open manner. Public information about the Group shall only be supplied by Telenor

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Pakistan's management or by the person responsible for public communications, unless otherwise agreed.

Competition:Telenor Pakistan wants fair and open competition in all markets, both nationally

and internationally. Under no circumstances shall you cause or be part of any breach of general or special competition regulations, such as illegal cooperation on pricing, illegal market sharing or any other behaviour that is in breach of relevant competition laws.

Corruption and bribery:Telenor Pakistan is firmly opposed to all forms of corruption. You shall never

offer or accept illegal or inappropriate monetary gifts or other remuneration in order to achieve business or personal advantages for yourself or others. Nor shall you use agreements with middlemen to channel payment to anyone in such a way that may be interpreted as corruption.

Gifts and business courtesies:You shall always exercise caution in relation to offering or accepting gifts and

business courtesies. You shall not accept gifts or other remuneration if there is reason to believe that its purpose is to influence business decisions. If in doubt, always consult your immediate superior.

Money laundering:Telenor Pakistan is firmly opposed to all forms of money laundering and shall

take steps to prevent its financial transactions from being used by others to launder money.

4. Environment

Telenor Pakistan shall be at the forefront in protecting the environment and undertake initiatives to promote greater environmental responsibility. Telenor Pakistan shall adhere to relevant local and internationally recognized standards, minimize its environmental impact and continuously improve its environmental performance. We shall promote development and diffusion of environmentally friendly technologies. You share a responsibility for achieving these goals.

5. Property and assets

Real estate and movablesTelenor Pakistan's property and assets, e.g. buildings and equipment, shall be

managed and safeguarded in an appropriate manner. You shall observe the group's security requirements concerning access to and use of the group's facilities, IT resources and access to electronic resources and documents. The group's equipment and property may only be used for personal purposes if agreed in connection with the employment or as a result of Telenor Pakistan's rules and guidelines.

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Intellectual property:Intellectual property such as know-how, methodology, concepts and ideas are

important to Telenor Pakistan's success in the market. If you are involved with the group's intellectual property you shall protect and administer it in the interest of the group. You shall also respect the intellectual property rights of others and seek to avoid contravention of such rights. Unless otherwise specified by law or orders from public authorities, you shall not make corporate secrets or other important information available to unauthorized persons before obtaining a signed confidentiality agreement from each of those persons.

6. Information handling and protection of personal data

Information, communication and contact with the media All information from Telenor Pakistan shall be reliable and correct, and maintain high professional and ethical standards. All of those who, through their work, deal with information are responsible for meeting these standards. Communication with the media, the public and the financial markets shall take place in accordance with established guidelines and routines and satisfy the regulations and practice applicable to publicly listed companies.

Information that may affect the stock price:As a publicly listed company, Telenor Pakistan is subject to strict rules

concerning the handling of non-public information that may affect the market price of Telenor Pakistan shares and other financial instruments issued by Telenor Pakistan.

Protection of personal data:Telenor Pakistan’s processing of Personal Data shall be subject to the care and

awareness which is required according to law and regulations and relevant for information that might be sensitive, regardless whether the data refer to customers, employees or others. Processing of personal data should be limited to what is needed for operational purposes, efficient customer care, relevant commercial activities and proper administration of human resources.

7. Internal control, accounting and reporting

Expertise and authority:All decisions shall be made at the appropriate level in accordance with the

applicable regulations concerning authority. You may only obligate a company vis-à-vis others if you hold such special authority, and you must at all times keep within the limits of your authority.

Internal control:Telenor Pakistan shall have good internal controls that ensure that the group's

goals and strategies are fulfilled and complied with. Internal controls shall ensure that the

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business processes are at all times efficient and carry an acceptable level of risk, thatphysical and intangible assets are safeguarded and utilised, that financial information iscorrect and timely, and that laws, regulations and guidelines are followed. Internalcontrols are the responsibility of management, but the individual employees also sharethis responsibility.

Accounting:Telenor Pakistan's accounting shall ensure that all transactions are correctly

registered in accordance with local law and good accounting practice. You shall follow the group's regulations concerning the registration of transactions and proper documentation and you share a responsibility for ensuring that business transactions are fully and correctly reported and documented, and in accordance with applicable accounting practices. The annual accounts and interim accounts shall be in accordance with the law, IFRS and good accounting practice.

Reporting and disclosure:Telenor Pakistan's reporting shall in all material respects comply with applicable

laws and regulations and be full, fair, accurate, timely and understandable. If you are involved in Telenor Pakistan's disclosure process you are required to be familiar and comply with Telenor Pakistan's disclosure controls and procedures and internal controls over financial reporting, to the extent relevant to your responsibility, so that Telenor Pakistan's public reports and documents filed with Oslo Børs and other public communications comply in all material respects with applicable laws and regulations.

8. Handling of infringements

Should you become aware of an infringement of Telenor Pakistan's rules and guidelines? You should raise this issue with your immediate superior. If this is not possible you Should report the infringement directly to the Compliance Manager. Incidents may be Reported confidentially to the Compliance Manager if desired.

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Recommendations:

There should be an effective employee exchange program even at the level of middle management so the organization can share the level of skill and expertise at all levels with the parent company.

Introduction of employees stock options would further enhance the motivation level because then the employees too would have a stake in the organization.

In their workforce there should be a quota for the disabled people. This is currently being practiced in the parent company. This would enhance the image of the organization being socially responsible.

To increase in the market share Telenor Pakistan must give more attention to the Rural areas of Pakistan.

Telenor Pakistan should focus on the business customers by giving them more Benefits in post paid packages.

Telenor Pakistan should use the technology that gives promised benefits to its Customers.

As Telenor is a multinational telecommunication company it should introduce radical new technologies in Pakistan.

Telenor Pakistan can be an effective player in the local PCO market.

Telenor Pakistan can be an effective player in providing wireless broadband internet.

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Chapter 6

References

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References

http://telecompk.net/2008/12/30/telenor-emerging-market-strategy-success-swot/

http://en.wikipedia.org/wiki/Telenor_Pakistan

http://www.telenor.com.pk/about/awards.php

http://www.telenor.com.pk/about/visionValues.php

www.telenor.com.pk/cr/pdf/newCOC.pdf

http://www.mindtools.com/pages/article/newLDR_42.htm

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