Warid Telecom Internship Report

TABLE OF CONTENTS
Acknowledgements
Abbreviations
Executive Summary
Chapter No 1
Introduction of Report
i. Purpose of Report
ii. Purpose of Study
iii. Scope of Study
iv. Limitation of Study
v. Advantages of Study
vi. Methodology of the Study
a. 1.6.1 Primary Data
b. 1.6.2 Secondary Data
Chapter No. 02
Introduction of War Id Telecom
i. Warid Vision
ii. Warid Mission
iii. Management Profile

iv. Share holders

v. Sheikh Nahayan Mabarak Al Nahayan
vi. Sheikh Suroor Bin Mohammed Al Nahayan
vii. Abu Dhabi Group
viii. Major Investments
ix. Board of Advisory Committee
x. Executive Committee Member
xi. Commercial
xii. Technical
xiii. Operations and Support
xiv. Wateen Telecom
xv. Consultant
xvi. Warid Divisions

Chapter 3
Product and Services
i. Customer Service Centers
ii. Business Centre
iii. Scratch Cards
iv. Zem Scratch Card PINs
v. Denominations
vi. Zem Pre-Paid Connections

vii. Zem Tariff

viii. Zem Per Second
ix. Zem Per 30 Second
x. Zem Per 60 Second
xi. Zem 321
xii. Zem 12 to 9 All Night
xiii. Zahi Post-Paid Connections
xiv. Zahi Features
xv. Value Added Services
Chapter No 4
i. Competitors Analysis
ii. Zong
iii. Telenor
iv. Ufone
v. Mobilink (Orascom)

Chapter No 5
SWOT Analysis
i. Current Scenario
ii. Opportunities/Investment
iii. Long distance and international license opportunities
iv. Strengths
v. Weaknesses
vi. Opportunities
vii. Threats
Chapter No 6
i. Marketing Strategies
ii. Promotion Strategies
iii. Advertising
iv. Incentives to consumers
v. Personal selling
vi. Placement Strategies
vii. Channels
viii. Al Distribution -Warid Mobile User
ix. Al-Warid- Dealer -mobile User
x. Pricing Strategy
xi. Pricing Objectives

xii. Customer oriented price

xiii. Cost oriented price
xiv. Competition oriented price

Chapter No 7
Mardan Warid Telecom Franchise
i. Introduction of Mardan Warid Telecom Franchise
ii. Management hierarchy
iii. My Job in Mardan Warid Telecom Franchise
iv. Customer Service Officer
v. Sales force
Chapter No. 8
Findings and Recommendations
References

List of Acronyms
GSM Global System for Mobile communication
SMS Short Messaging Service
MMS Multimedia Messaging Service
GPRS General Packet Radio Service
WAP Wireless Application Protocol
IP Internet Protocol
SIM Subscriber Identity Module
SWOT Strength, Weaknesses, Opportunities, Threats.

ACKNOWLEDGEMENT
All praises to almighty Allah who grant me the courage, spirit and patience to accomplish is task and
every task of my life, and all the respects be for our beloved Holly Prophet, Muhammad (P.B.U.H) whose
life is a model of guidance for all the humanity.
I would like to mention the support of my loving parents and brothers who have always been
remembering me in their prayers and encourage me to be a true Muslim as well as to achieve excellent
academic education which is the building block of my future life.
I would like to extend my thanks to the all members of Franchise who trusted me and gave me much a
position through which I can utilize the knowledge which I have learned during the BBA (H) program.
At the end and foremost I am thankful to my Supervisor, who was very kind and gracious I provide me all
opportunities of guidance, direction and assistance whenever required.

Executive Summary
As an internee I had fulfilled not only BBA requirement but learned a lot of applications of the concepts
which I had learnt during my perusing BBA Program. Operations determine the viability of a business
entity, its efficiency and effectiveness accounts for the overall success the organization. At Mardan Warid
Telecom Franchise (Warid Franchise) there are total four actions. Strategic Management responsibilities
lie at the shoulders of the director. The Manager does the job of implementing all the strategies on ground.
At sales I really applied my knowledge of 4Ps, Targeting and segmentation. Customer Services
department is supposed not only to satisfy the customers for their queries but to strive for a bit of
customer delight as well. I keenly observed the Service line and timing of different Promotions relative to
competition, some of them were reactive and other proactive moves made by the organization to gain a
competitive edge

CHAPTER NO 1
INTRODUCTION OF REPORT
1.1 Purpose of Report
The students of Mardan Institute of Management Studies arc required to
undergo an internship program in any national or international organization of
repute. This is an essential academic requirement. To fulfill this academic
requirement, 1 have done my internship in Mardan Warid telecom Franchise, a fully
authorize franchise of Al-Warid telecom located on Mall Road Mardan K P.K
Pakistan.
I am required to submit an internship report to university of Peshawar that
is properly evaluated on the basis of their description and analytical capabilities by
internal and external examiners.

1.2 Purpose of Study

The purpose of the study is to work in real life situation and to apply
managing me it skills, which we have learned in the last two years of our BBA In
this context its objectives are:

o To analyze Franchise operations i.e. operational analysis, marketing analysis

etc.
o To develop concrete and feasible suggestions.
o To improve report writing skills.

3 Scope of Study
There are different franchises in all over K.P.K and as well as in all
Pakistan Al Warid, so it is difficult to cover all aspects of organization within
limited time so the study is confined to the important areas only.

4 Limitation of Study
In this branch the staff is mostly graduated who docs not contain
management skill; therefore, there are difficulties in gathering information. Non
availability of information due to secrecy of the franchise is an influencing
limitation that suffered the study. Facts and figures, which otherwise might be
equally important for analysis, but not having a direct bearing on the conclusion
arrived at this study, have been ignored.

5 Advantages of Study
The information given in this report will be useful for anyone who is
interested in knowing about franchise operations in General. It will contribute to the
body of knowledge regarding the telecom sector.

1.6 Methodology of the Study

This report endeavors to have a comprehensive research methodology. Both
primary and secondary data were used thus completing the report. The tools used
were:

6 Primary Data
1. Personal Observations.
1 Interviews with franchise personnel

1.7 Secondary Data

1 Brochures of the Al-Warid.
2 Franchise Manuals of Al-Warid.
3 Annual Report of Al-Warid.
4 Internet

CHAPTER NO: 2
INTRODUCTION OF WARID TELECOM
Warid Telecom has implemented a new and modern corporate identity as a result of the dynamic changes
taking place in the telecom industry in Pakistan. With a reflection of a new strategy, our aim is to he
perceived not only as a telecommunication operator of voice services, but also as a universal provider of
comprehensive communications services for both residential and business customers. Warid's corporate
identity seeks to reflect the changes in telecom sector in relation to helping customers keep pace with
rapidly changing technology in the field of communication, and to harmonize the customers' perception of
our brand with the quality and range of our services. Our objective is to provide optimum level of support
and care through our highly skilled and motivated team of professionals and through maximum network
coverage and clear connectivity that we have committed to provide.
Warid Telecom takes pride in being backed by the Abu Dhabi Group, one of the largest groups in the
Middle East and the single largest foreign investor group in Pakistan. It has a diversified business interest
in the institutions that have enjoyed commercial success as a result of its strong financial resources and
extensive management expertise.
Warid Telecom decided to opt for GSM (Global System for Mobile Communication) technology as it is
the global standard for digital cellular telephone service. GSM networks support enhanced data
applications and more than 1 billion customers in 109 countries are using this technology. Warid Telecom
would be launching its cellular services based on 900 and 1800 GSM technology, in order to optimize the
utilization of frequency, thus ensuring the highest quality and service.

1 Warid Vision
"To be the leading national communication provider with a strong international
presence."
Warid Telecom's brand values include:
i. Quality - the best available
ii. Simplicity - easy and user friendly
iii. Innovation - providing cutting edge technology and solutions
iv. Honesty - providing openness and fairness

v. Friendliness - sensitive to customer needs

Warid Telecom believes in working with strategic partners and employees for long term relationships.
As a consequence of the above, Warid Telecom is looking for the following to deliver its vision:
vi. Strategic vendors and partners to assist in rolling out these services in a timely
and efficient manner with a focus on turnkey solutions and premium
propositions.
vii. Strong partners to assist in launching these services and creating effective sales
& marketing / business development opportunities in order to gain
operationally and financially.
viii.Consultants and experts to help deliver this vision
ix. Well rounded employees who wish to become part of this adventure

2.2 Warid Mission

Wand's mission is to enter new market segments, expand the cellular market
through high sales, capture significant market share and consequently achieve
unprecedented revenues

2 Management Profile
The appointed management team of Warid Telecom has substantial
expertise in the field of communication services and infrastructure, both
domestically and internationally.

2.4 Share holders

1 Sheikh Nahayan Mabarak Al Nahayan
His Highness Sheikh Nahayan Mabarak Al Nahayan - Member of the
Royal Family of Abu Dhabi, Minister for Higher Studies and Chancellor of the
University of Al Ain. His Highness Sheikh Nahayan Mabarak Al Nahayan is the
Chairman of the Company and takes keen interest in the management of Warid
Telecom.

His Highness Sheikh Nahayan is the Federal Minister for Higher Education
and Scientific Research for UAE and is also Chairman of Union National Bank,
Abu Dhabi, Chairman & Director United Bank Limited, Pakistan, Chancellor Al
Ain University and President at the Higher Colleges of Technology, Abu Dhabi. His
Highness is also the former Chairman Bank Alfalah Limited, Pakistan.

2 Sheikh Suroor Bin Mohammed Al Nahayan

His Excellency Sheikh Suroor Bin Mohammed AI Nahayan Chamberlain
of the Royal Amiri Courts and Member of the Royal Family of Abu Dhabi
His Excellency Sheikh Suroor Bin Mohammed AI Nahayan was the Governor of UAE Central Bank for
the last 10 years and a major shareholder of Abu Dhabi Commercial Bank. He is a member of the Royal
Family and holds interest in Bank Alfalah Limited and United Bank Limited in Pakistan.
His Excellency Sheikh Suroor is the major shareholder of Abu Dhabi Commercial Bank, Abu Dhabi, and
UAE. Other interests include shares in joint stock companies as well as interest in commercial and real
estate properties both in UAE and abroad. His Excellency Sheikh Suroor also owns the five star Hotel

2.5 Abu Dhabi Group

1 Major Investments
i. Bark Alfalah Limited: Fully licensed commercial bank in lak istan with over 70
branches in all the major financial centers of the country.
ii. United Bank Limited: A leading commercial bank in Pakistan with a vast branch
network of approximately 1,100 branches including 23 international branches,
affiliates and representative offices in UAE, Bahrain, Qatar, Yemen, Egypt,
Iran, Switzerland, UK and USA
iii. Alfalah Exchange Company: Fully licensed exchange company in Abu Dhobi
iv. Iranian Sanden Industries PJS Co: A joint venture with Sandcn Singapore to
manufacture car air conditioners in Iran. The project has the capacity to
produce up to 300,000 air conditioning units per annum.
v. J.C. MacLean and Co.: Manufacturers of high quality furniture
vi. Neo Pharma LLC: Manu facturers of pharmaceutical products
vii. National Telesystems and Services (NTS): A joint Venture with Bin Jaber Group
Ltd. and Thales International Middle East Holding S.A.L.
viii.Al Jazira Management Mall: Management joint venture
ix. Abu Dhabi Vegetable Oil Company: Manufacturer of edible oils
x. Nama Development Enterprises: Representation of leading companies in the
UAE in the field of oil and gas, engineering, equipment suppliers, consultants
etc.
xi. Wholly Owned Properties and Companies
xii. Le Royal Meridien Hotel, Abu Dhabi, previously known as the Abu Dhabi
Grand Hotel, is a 5-star hotel in the heart of Abu Dhabi. It will soon be offering
300 deluxe rooms, suites and other facilities.
xiii.Dhpbi Contracting: A special category construction company

xiv.Dhabi Drilling Offshore Rig operations in collaboration with Scdco Forex

xv. Al Ain Palace Hotel: A 4-star hotel in Abu Dhabi
xvi.Dhabi Enterprises Leasing: Leasing a number of groups and real estate
properties across Abu Dhabi.

5 Board of Advisory Committee

i. H.E Ali Bin Salem Al Owais - Board Director and Advisor to the Chairman
ii. Bashir Ahmed Tahir-Vice Chairman & Member of Advisory Committee:

6 Executive Committee Member

An Executive Committee has been created to define and deliver Warid Telecom's
vision and business initiatives. The members etc
i. Harnid Farooq- Chief Executive Officer
ii. Marwan Zawaydch - Board Directo
iii. Parvez A. Shahid - Board Director
iv. Tar.q Malik - Member Executive Management Committee
v. Warid Telecom's main focus and strength is its employees. Warid Telecom
believes this will be its key differentiating factor and recipe for success.
The key management team includes:

7 Commercial
i. Naveed Saced - GM Sales & Marketing
ii. Farrukh Hayat - GM Distribution & Payphones
iii. Muneer Farooqui - GM Customer Services
iv. Zoha Imam - GM Quality Assurance & Affinity Marketing

8 Technical
i. Muhammad Iltaf - GM Engineering
ii. Shahid Saeed - GM l.T

9 Operations and Support

i. Tar veer Khan -Director Operations
ii. Zafar Iqbal - GM Human Resources
iii. Abdul Aziz -GM Finance
iv. Shahzad Rauf -GM Procurement, Logistics and Special Projects

10 Wateen Telecom
i. Taiiq J. Qureshi - GM WLL
ii. Tayyab Shaft -GM LDI

2.12 Consultant
i. Peter Morgan - Launch Director
The Board Advisory Committee, along with Warid Telecom's experienced
management team aim to establish Warid Telecom as a premium communications
provider through state of the art technological equipment, through competitive
pricing strategies and introduction of innovative products and ideas. Their
experience will enable Warid Telecom to become a powerful player in the
communications business. Keeping in mind the limited number of talented
professionals in the market, Warid Telecom expects to have a clear advantage in
this respect over its competitors.

11 Warid Divisions
ii. Finance

iii. Human Resources

iv. Engineering
v. Information Technology
vi. Strategic Planning
vii. Quality Assurance
viii.Customer Services
ix. Procurement, Logistics & PMO
x. Sales & Marketing
xi. International Roaming
xii. Legal
xiii.Administration Services
xiv.Government Relation & Regulatory Affairs
xv. Corporate Sales & Affinity
xvi.Internal Audit & Risk

CHAPTER NO: 3
Product and Services
Al-Warid is the firm providing digital communication facilities in the country. It offers the various
packages and scratch Card. The firm primarily dealing is only cellular links (digital communication
services), although it is focused on various customer groups and categories.

3.1 Customer Service Centers

3.1.1 Business Centre
i. Karachi
ii. Clifton
iii. Nazimabad
iv. Business Arcade
v. Centrum

1 Quetta
i. Jinnah Road

2 Lahore
i. 1-k
ii. Spencer Building
iii. Gujranwala
iv. Sethi Marriage Hall
v. Sialkot
vi. Paris Road
vii. Faisalabad

viii.Abdullah Pur Canal Road

ix. Multan
x. T 1 -Nusrat Road
xi. Islamabad
xii. Blue Area
xiii.F-10
xiv.Rawalpindi
xv. Murree Road
xvi.Nowshera
xvii. Terminal Mall Road
xviii. Peshawar
xix.University Road
xx. Al-Warid's Products and services are currently included pre-paid
connections (Zems), post-paid connections (Zahi) and scratch cards to their
customers.

3.2 Scratch Cards

1 Zem Scratch Card PINs
Re-charge your Zem Prepaid account with Scratch Card PINs. Scratch Card
PINs makes sure you get the balance you want in your prepaid account at all times.
Now you do not have to suffer any more because of the unavailability of the scratch
cards of your choice.

1 Denominations
Zen Scratch Card PINs are available currently in the following denominations.

i. Rs.:100
ii. Rs. 250
iii. Rs. 500
iv. Rs. 1000

2 Zem Pre-Paid Connections

Zem is prepaid service that allows you freedom from monthly bills and
gives you complete control over your cellular expenditure. You decide in advance
when and how much you want to spend. Load a scratch card whenever you want to
and start talking.

3.4 Zen Tariff

3.4.1 Zen per Second
Charges (Paisas)
Friends & Family 2
On-Net (Warid to Warid) 3
Off-Net (Landline) 4
Off-Net (Other mobile) 5

Zem 111 International

Zone 1 2.25
Zone 2 12
Zone 3 18
Zone 4 33

International Regular Rates

Zone 1 18
Zone 2 36

2 Zen per 30 Second.

Charges (Rs.)
Friends & Family 0.50
On-Net (Warid to Warid) 0.75
Off-Net (Landline) 1.00
Off-Net (Other mobile) 1.25

Zem 111 International

Zone 1 0.55
Zone 2 3.49
Zone 3 4.99
Zone 4 8.99

International Regular Rates

Zone 1 4.50
Zone 2 9.00

3 Zem Per 60 Second Charges (Rs.)

Friends & Family 0.75
On-Net (Warid to Warid) 1.25
Off-Net (Landline) 1.75
Off-Net (Other mobile) 2.25

Zem 111 International

Zone 1 0.99
Zone 2 5.99
Zone 3 8.99

Zem 111 International

Zone 1 0.55
Zone 2 3.49
Zone 3 4.99
Zone 4 8.99

International Regular Rates

Zone 1 4.50
Zone 2 9.00

Zem Per 60 Second Charges (Rs.)

Friends & Family 0.75
On-Net (Warid to Warid) 1.25
Off-Net (Landline) 1.75
Off-Net (Other mobile) 2.25

Zem 111 International

Zone 1 0.99
Zone 2 5.99
Zone 3 8.99

Zem 12 to 9 All Night

Charges (Rs.) 12 to 9 Day
Time
Friends & Family (Warid to Warid) 0.65 1.00
On-Net (Warid to Warid) 0.65 1.50
Off-Net (Landline) 1.00 2.00
Off-Net (Other mobile) 1.75 2.50

Zem 111 International

Zone 1 1.99 1.99
Zone 2 6.99 6.99
Zone 3 9.99 9.99
Zone 4 16.99 16.99

International Regular Rates

Zone 1 7.00 7.00
Zone 2 14.00 14.00

4 Zahi Post-Paid Connections

Zahi is post-paid service that has a monthly billing system i.e. you will received you are bills through
yours post address.

Want a worthwhile Postpaid Package?

With Warid's unique billing system, you only get billed for a call on a 30 second basis when
calling from Warid to Warid, Warid to PTCL landline and Warid to International Zone 1 & 2, instead of
the existing per minute charges. This is not applicable on Off-net (Warid to other mobile operators)
numbers in Pakistan.

Package

Silver

Gold

Platinu
m

Emera
ld

Sapphi
re

Diamon
d

Connectio
n

Postpa
id

Postpa
id

Postpai
d

Postpa
id

Postpa
id

Postpai
d

Activation
Tax

150

150

150

150

150

Monthly
Line Rent

150

500

1,000

1,750

2,500

No. of
Friends &
Family
Members

10

20

25

30

Unlimit
ed

Monthly
VAS
Subscripti
on

50

5 Zahi Features.
Caller Line Identification (CLI)
This service enables you to identify callers at your discretion

Conference Call
With Conference Call, you can teleconference with 6 people simultaneously. You can create conference
calls with on-net (Warid to Warid) and off-net (national) numbers.

Call Waiting & Call Hold

Handle two calls at a time with your Warid phone. You can be on one call while the network will alert you
about another incoming call. You can put the first call on hold while you answer the second call.

Call Divert
Whether you're unable to take a call, driving outside the national coverage area, traveling abroad or are
busy, you can divert your calls to any other Warid number.

Short Messaging Service (SMS)

With SMS you can be as discreet or as creative as you like. Hither way, sending a .message is quick,
reliable, and confidential and if you want it to be...great fun!

3.7 Value Added Services

Missed Call Alerts
With this service, whenever your phone is busy, switched off or out of coverage, you can rest assured that
as soon as you arc back in coverage, you will be instantly informed about all your missed calls via SMS.
Instant delivery of Missed Call Alerts upon subscriber availability Alerts carry calling party's name if
number is saved in subscriber's phone book one alert per missed call, ensuring ease of returning calls
Permanent storage of Missed Call Alerts for future reference.

Voice Mail

Voice Mail allows you to receive your voice messages even when your mobile is switched off, you are
outside the coverage are or are busy. You can relieve these messages for free from your Warid phone at
your own convenience.
Picture Messaging & Multi-media Messaging Service (MMS), With MMS messaging is fun, colorful and
musical. Add pictures, animations, polyphonic & MIDI sounds, even video clips to messages and show
the world how amazing communications can be.

Surf Now (Mobile Internet)

Surf now gives you the flexibility to browse the internet on your mobile phone or laptop anywhere you
are. So, whenever you arc on the internet, simply setup the internet connection from your GPRS/WAP
enabled handset. Please note that both your handset and website need to be WAP enabled for this service
to work.

64K SIM
Warid presents the most powerful 64K SIM. Apart from the special WARID menu, the 64K SIM gives its
users added flexibility to store up to 500 numbers and 50 text messages. No other SIM in the market
offers this amount of storage space. Prepaid customers can replace their standard 32K SIM with the 64K
SIM by paying a replacement fee.

Warid Zone
Your Warid SIM comes with a special WARID menu. This menu offers a bundle of services. Now you
don't need to remember key words or short codes to access information any more. Key words have
already been pre-coded in your SIM card, allowing you to get information...easily and swiftly.

CHAPTER NO: 04
Competitors Analysis
There are four major competitors in Pakistan including
i. Zong
ii. Mobilink
iii. Telenor
iv. Ufone

1 Zong
Zong is the company that launched cellular technology and introduced mobile
telephony in Pakistan. Since then both our customers and Zong have come a long
way in terms of the way Pakistanis communicate. From the basic one-to- one voice
communication, customers can now enjoy short messaging (SMS), picture me.'
sages, polyphonic ring-tones, conference calling, call forwarding and a host of other
fabulous services

2 TELENOR
Telenor is one of the largest mobile operators worldwide with ownership interests
in 12 mobile operators across Europe and Asia, constituting a total subscriber base
of 82.7 million at year-end 2009.
Telenor is Norway's largest telecommunications company and one of the fastest
growing providers of mobile communications services worldwide. Telenor is also
the largest provider of TV services in the Nordic region. J.n 2009, 57% of the
Group's revenues were derived from the mobile operations. Telenor has mobile
operations in some of the world's fastest growing markets, and the home market,
Norway, is one of the most advanced in the world today. Group revenues for 2009
reached NOK 68.9 billion - a growth of 14 per cent compared to 2008. At year-end
2009, Telenor employed 27,600 people (man- years) - 16.700 of whom were
employed outside Norway.

3 UFONE

PTML, a 100% owned subsidiary of PTCL was established to operate cellular GSM
900 services. The company commenced its operations, under the brand name of
Ufone, from Islamabad on January 29, 2001. Ufone expanded its coverage and has
added new cities and highways to its coverage network. Ufone ne w covers-over
100 key cities and prominent highways across Pakistan providing the customers
best quality service and value for money.
With a total current investment of over $350 Million, including a recent contract of
$161 Million for expansion & capacity for 2008-09, PTML believes in solid
commitment to growth, security & reliability. Currently, with a market share of over
24%, and an aggressive commercial plan, the customer base has more than tripled
from the last fiscal year to over 4.5 million subscribers.

4 Mobilink (ORASCOM)
Holding S.A.E. ("Orascom Telecom") or ("OTII") was established in 1998 and has
grown to become a major player in the telecommunication market in the world.
OTH is considered among the largest and most diversified network operator in the
Middle East, Africa and Pakistan. It is a leading mobile telecommunications
company operating in seven emerging markets in the Middle East, Africa and South
Asia having a population under license of 460 million in total population with an
average penetration of mobile telephony rate across all markets of 8%. Orascom
Telecom operates GSM networks in Algeria ("Djczzy"), Egypt ("MobiNil"),
Pakistan ("Mobilink"), Iraq ("IraQna"), Bangladesh
("Banglalink"), Tunisia ("Tunisiana") and ZiBBAbwe ("Tclcccl ZiBBAbwe"). Orascom Telecom
subscriber number reached over 20 million subscribers as of June, 2009.
Orascom Telecom's operation in Pakistan, Mobil ink, started its operations in 1994, and until early 2001,
had a market share of 40%. In April 2001, OTII took over management control of the company and as of
June, 2009; Mobilink served more than 7 million subscribers, representing a market share of
approximately 61% of total mobile subscribers in Pakistan.
Orascom Telecom has positioned itself as a leader in the region for its diverse GSM operations, with
various GSM support and Internet operations. One of Orascom Telecom's main strategies is to create its
own non-GSM subsidiaries to act as a support for its regional GSM operations. OTH has achieved this by
dedicating financial, technical, and management resources for its subsidiaries. This includes network
support and installation of GSM operations, equipment procurement, handset procurement and
distribution companies, value Added Services, and Internet operations.

OTH is dedicated to provide the best quality services to its customers, value to shareholders, and a
dynamic working environment for its nearly 11,000 employees.

CHAPTER 05
SWOT ANALYSES
1 Current Scenario
Four Cellular Players already in the market. Two new GSM licenses have
been awarded. License fee set at a whooping USD 291m. Additional Investment is
required by all companies to expand and improve their networks.

5.2 Opportunities/Investment
Obtain one of the existing cellular companies. Valuation could range
between 8-12 times earnings. Additional capital would be required for expansion,
and license renewal fee of USD 291m for all but two of the recently non-operation
companies will have to be paid.

2 LONG DISTANCE & INTERNATIONAL LICENSE

Opportunities
Obtain one of the long distance and international licenses, which will
require investment of 3-5 years of US$ 50M to US$ 400M+ plus an additional US$
10 million performance bond. Partnerships will be required with right of way
providers such as Railways if fixed line infrastructure is to be developed.
Alternative can be to use satellite and IP networks to establish a domestic long
distance us ng VoIP technologies.

5.4 Strengths
i. Low production cost
ii. Availability of infrastructure
iii. Liberal policies for IT investments

5 Weaknesses
i.

Graduate Staff

ii.

Weak Branding

iii.

Regional & Domestic Political Instability

iv.

Weak economy & corporate profiles

v.

Customer Confidence

6 Opportunities
i. Market Size
ii. Privatization & liberalization of IT growth
iii. Govt. IT operations & projects
iv. Innovation

7 Threats
i.

Ad hoc Decisions Form

ii.

Authorities

iii.

Political Instability

CHAPTER NO. 06
MARKETING STRATEGIES
Warid telecom uses the following marketing strategies.

1 Promotion Strategies
Al-Warid started out with an aggressive promotional came back relying
mostly on Print media and out-door advertising. In the monopolistic competition
not very heavy budget for advertising is set aside. The key points in Al-Warid's
promotional programs are:
i.

Sign board

ii.

Transit advertising

iii.

Shelter advertising
Promotional services three essential roles it informs, persuades and reminds
prospective customers about a company and its products and it influences
recipient's feeling, belief or behavior.

2 Advertising
Al-Warid has a very well established marketing department, which
emphasizes on advertisement through different ways like:
i. Newspaper
ii. Posters
iii. Neon sign boards
iv. Electric board
v. Advertisement through television.
vi. Internet
vii. On promotional activities Al-Warid spends millions of rupees annually.

3 Incentives to consumers
In promotional activities they provide incentive to customers like the
customers will get free airtime if he convinces his friend to use Al-Warid.

4 Personal selling
Beside their sales department Al-Warid is maintaining a separate sales
force, which goes door-to-door and different offices in order to increase the sales
volume and promote Al-Warid as well. Ratifying all miss-conceptions and
convincing them about benefits which they can get from Al-Warid.

6.5 Placement Strategies

6.5.1 Distribution Channels
A distribution channel consists of set of people and firms involved in the
transfer of title to a product as product moves from producer to ultimate consumer
or business user. The intangible natures of Al-Warid service created special
distribute requirements. There are only two channels of Al-Warid service.
i. Al-Warid to mobile user.
ii. Al-Warid to Dealer to mobile user.

2 Al-Warid Mobile User:

As Al-Warid service is intangible, the sales activities often require personal
contact with customer and also require feedback regarding their service, complain
about product from their customers.

3 Al-Warid Dealer - Mobile User:

These customers whom are missed by above direct channel, Al-Warid user
their dealers as middlemen to reach these customers the same service which they
could have indirect channel. These dealers are fully authorized by Al-Warid and
also provide them technical and managerial services. These dealers also provide
customer services like handset maintenance, spare parts, batteries, charge and other
technical services.

5 Pricing Strategy
Maintaining its monopoly in digital technology, Al-Warid does not go for
keeping its packages tariffs low. Still it has competitive prices and also has
designed a few packages for less frequent users. Starting from the sale and purchase
cellular phone sets, pricing includes the security deposits in order to get connected
and then the monthly.

6.5 Placement Objectives

1 Distribution Channels
Management fixes the price on three methods of pricing:
Customer oriented price.
The Pricing of the service is fixed on the consumer-oriented basis. The purchasing
power of a consumer belonging to a certain target segment has been kept in mind at
the time of fixing the price.

3 Cost oriented price:

Al-Warid also fix price on the basis of expenditure of product and taxes of
the government. This has been done after comprehensive break even analysis with
proper costing and forecasting.

4 Competition oriented price:

Al-Warid management always keeps in mind the competition. They are
facing from other mobile phone services their prices are competitive flexible
enough to adoptable to fluctuation in the competition prices.

CHAPTER NO 7

MARDAN WARID TELECOM FRANCHISE

7.1 Introduction of Mardan Warid Telecom Franchise
Mardan Warid telecom Franchise is an exclusive franchise of Warid telecom located
on Mall Road Mardan K.P.K Pakistan, start it operations from May 2005.

7.2 Management hierarchy

i. Director.
ii. Manager
iii. Finance Officer
iv. Customer Service Officer
v. Sales Force

7.3 My Job in Mardan Warid Telecom Franchise

I have done job with the following positions during my internship.

1 Customer Service Officer

Customer Services department is supposed not only to satisfy the customers for
their queries but to strive for a bit of customer delight as well.
i. Sim blocking and reactivation
ii. GPRS and MMS activation
iii. Customer service agreement form
iv. Customers queries
v. In-house sales 7.3.2

Sales force
At Sales I really applied my knowledge of 4Ps, Targeting and segmentation. I
keenly observed the Service line and timing of different Promotions relative to
competition, some of them were reactive and other proactive moves made by the
organization to gain a competitive edge. Their major responsibilities were:
i. Personal selling
ii. Wholesale to dealers
iii. Business to Customer information dissemination

CHAPTER 08

CONCLUSION AND RECOMMENDATION

8.1 Conclusion
i. The General manager Warid is usually given very little regarding sanction of
advances and over draft whereas the responsibilities are numerous.
ii. The marketing efforts at the Warid franchise are less disciplined and there are
no integrated efforts from all the staff members. The mobilization of
deposits is mainly considered as the responsibility of the General manager
but the rest of the staff is usually least interested
iii. The Warid has been applying he modern concepts of management and
marketing at both micro levels. The interior and exteriors of the Warid have
been changed but the staff of the branch has been found less motivated
towards the organizational objectives.
iv. Employees of the Warid are fed up with there work they feci bore from their
daily work especially the manager.
v. The decision-making is still centralized as the middle and low level
management is not taken into confidence.
vi. The. Promotional policy of the Warid was observed as without any specific
direction. Though the bank has defined its mission and vision but no
specific plan has been designed so far.
vii. The Warid staff has been found as less satisfied with bank policies and the
recent retrenchment in the bank has created unrest and panic.
viii.Most of the employees working in this branch arc not much familiar with
computer. They just know how to use their part of software if any problem
comes in the computer they can't fix it.
ix. The relationship between the employees of the Warid is not that good
because of which the whole environment of the Warid becomes less
favorable for work.

x. Miss utilization of office utilities, especially the telephone.

Recommendation
i.

The Warid General Manager should arrange a training program for its
existing employees to help them perform their duties more effectively.

ii.

The re should be a proper platform provided to its employees from where

they can help the management in achieving its objectives.

iii.

The Warid should appoint customers relation officer where the volume of
work is too high. This will give an impression to client for personal
relationship. This will help in improving the image of the bank and hence will
attract more clients.

iv.

The existing customers of the Warid are of the opinion that customer
services are not up to the mark. According to them customer services
provided by Paktel, Telenor, Mobilink Ufone etc., are far better than Warid
services. There must be a separate information counter in this Franchise of
Warid. So that as the customer enters in he can clearly sec someone who
would help him.

v.

Warid is a well-known organization in the market. Their market standing is

strong as their competitors.

vi.

The Warid must ensure the participation of the staff in all promotional
activities of the franchise to this end the company must adhere to the policy
of fringe benefits rapid promotion of capable management and official. The
old age benefit of the company employee must be increased to motivate fee
staff

REFRENCES
i. Kotler .P. (2002); Marketing Management
ii. Al Warid Telecom Franchise Nowshera Cantt
iii. Warid telecom website.www.waridtcl.com.pk
iv. Warid telecom document.
v. History and background of Warid telecom (unpublished)

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