Prestion University Pakistan

Acknowledgement
I would like to thanks and express my gratitude firstly to ALLAH whose helping hand kept me going till end of
this final semester project , and then toward the people who Contribute in so many ways towards the creation
and completion of this project. Although we hae short time to prepare it but the experience was !uite
interesting. "e tried our leel best in preparing this particular project #y instructor and guide throughout Sir
Feroz Alam , #y $arents who support me in a million ways, my friends etc. "ho helped
me in the completion of the project.
GROUP LEADER:
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MEMBERS :
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Farah Khan
Page 1
Prestion University Pakistan
DE D IA !IO"
"- *-*ICA/-* /HI2 $&.,-C/ /. .+& )-L.3-* /-ACH-& SIR FERO#E ALAM$ "I/H.+/ /H-I&
$A/I-(C- ,+(*-&2/A(*I(4,2+$$.&/ A(* #.2/ .% ALL , L.3- /H- C.#$L-/I.( .% /HI2
".&' ".+L* (./ HA3- )--( $.22I)L-.
Farah Khan
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Prestion University Pakistan
Introd%ction
/he company commenced its operations under the brand name of +fone from Islamabad on ,anuary 56
5771. +fone expanded its coerage and has added new cities and highways to its coerage network. After the
priati8ation of $/CL, +fone is now owned by -tisalat .
om&an' Pro(ile
$/#L is a wholly owned subsidiary of $/CL. established to operate cellular telephony. /he company
commenced its operations, under the brand name of +fone from Islamabad on ,anuary 56 5771.
*uring the year, as a conse!uence of $/CL9s priati8ation, 5:; of its shares were ac!uired by -mirates
/elecommunication Corporation <-tisalat=. )eing part of $/CL, the management of +fone has also been
handed oer to -tisalat. *uring the year ,uly 577> to ,une 577:, +fone continued on the path to success. /he
Company further expanded its coerage and has added new cities and highways. +fone has network
coerage in more than ?>7 cities, towns and across all major highways of the country.
*uring the year +fone successfully completed the network expansion of $hase @ in existing as well as in
new cities and towns which amounted to more than +2 *ollar 1?7 million. As a result the asset base of the
Company has increased from &s. 57 billion to &s. 5? billion.
*uring the year +fone adopted the policy of simplified tariffs with no hidden charges, which resulted in
positie impacts on the usage trends of subscribers as well as total subscriber base, which has increased
from 5,>?6k in ,une 577> to ?,@A?k in ,une 577:. +fone currently caters for international roaming to more
than 16> lie operators across 116 countries and introduced International roaming facility for $repaid
subscribers in 2audi Arabia, +nited 'ingdom, +nited Arab -mirates, 2ingapore, $ortugal and 'uwait with
lowest rates, featuring no security deposit and actiation charges. 4$&2 &oaming facility is aailable with
more than ?> Lie .perators across >6 countries. /he company has also been awarded a new License for
proiding cellular serices in A8ad ,ammu B 'ashmir and the (orthern Areas. .perating $erformance
+fone9s operational performance has been ery encouraging. *espite the stiff competition in $akistan
telecom market which has led to reduction of prices to bare minimum leel, due
to its aggressie policies and exercising strict control oer expenses the Company managed to improe its
reenue and afterCtax profit by A?; and >@; respectiely, as compared to last year.
%uture $lans 'eeping in iew the growth potential of the cellular industry there is no option but to be
aggressie in order to remain a potent force in the cellular industry. In order to extend cellular network to
new cities, towns and highways and enhance its current installed capacities in existing cities, +fone has
finali8ed a huge network expansion contract amounting to about +2* >>7 million, which will enhance the
subscribers9 capacity by 17 million. /his is the largest eer expansion project of +fone. serices, market
isibility through arious market initiaties to fulfill subscribers9 satisfaction and demand and aboe all to
increase the alue of inestment for the shareholders.
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Prestion University Pakistan
)ISIO" * MISSIO" S !A! EME"!
)ISIO" S!A!EME"!
/o be the leading telecommunication serices proider in $akistan by offering innoate serices for our
customer while exceeding shareholder alue and employee expectation
MISSIO" S!A!EME"!
/o become the best Cellular Communication option aailable in the country for E+F. At +fone we aim to
proide you with wider coerage ,superior connectiity ,clear signal and oice !uality ."here eer you are
+fone keep you connected
Orga n i zation +, E- ter n al O &&ort% ni tie, * !.re at ,
OPPOR! U "I !IES :
/0 O"!I"UI"G !O E1PA"D GLOBALL2:
+fone has the ability to expand globally. )ut due to current economic condition all its operation on
halt.
30 PUBLII!2 A"D MAR4E!I"G:
"ith the right marketing strategy they can ac!uire much more.
50 DE)ELOP "E6 )ALUE ADDED SER)IE:
/his is an opportunity that will neer be satisfied, meaning that +fone should always be attempting to
keep improing new alue added serices and as we know what is in today will be out tomorrow.
Farah Khan
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Prestion University Pakistan
70 I"!RODUE 4IOS4 !E8"OLOG2:
Farah Khan
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Prestion University Pakistan
+fone can surprise its competitors by introducing E+fone kioskF. /hese will be A/# like machines and
that will gie 5@Chour serice to +fone subscribers to load the balance just like they take money from
A/#.
90 DE)ELOP FRA"8ISE I" REMO!E AREAS:
+fone should deelop some new franchises in remote areas so that people will get more and more
benefit from it and it will help to increase their customers.
+fone should extend its network coerage area to (orthern part of the country as well because in
that part not too many companies are giing serices and if +fone gie its serice there then it will
definitely attract people and its number of customers will shoot like a rocket.
!8 REA!
/0 GO)ER"ME"! I"!ERFERE"E
4oernment interference in terms of taxes will always be treated as a threat.
30 P!L ELLULAR LIE"SE
+fone is nothing just a cellular license to $/CL, $/CL should proide more financial support to
enhance profitability of its subsidiary company.
50 PE"SIO" PA2OU!S
$art of this threat is their own doing and other is simply unaoidable. +fone is responsible for
proiding generous pension benefits to its employees, which at time seems like a great idea,
howeer they are now experiencing problems as more and more people begin to collect.
70 I"REASED 8EAL!8 ARE OS!S
+fone, like many large companies with !uality employees9 health care benefits, is experiencing a
large financial hit that only get worse as time continues as compare to other cellular firms
90 !OUG8 OMPE!E!IO"
As +fone is cellular company and there is cut throat competition among cellular companies in
$akistan. /here are six other companies also working in $akistan so +fone would hae to face
some growing competitie pressures.
Farah Khan
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Prestion University Pakistan
:0 PRESSURE GROUP
2ome pressure groups are protesting on the towers that are installed in residential areas. /heir
opinion is that it is not good for health of people to hae such towers near their homes that cause
radiations.
;0 EO"OMI PROBLEMS
$akistan is facing some serious economic problems now days so that would also affect +fone. /he
current recession in market is not good for any kind of business including telecommunication.
S6O! A"AL2SIS FOR UFO"E
+fone 42# is a $akistani 42# cellular serice proider. It is one of the six 42# mobile companies in
$akistan and it is a subsidiary of $akistan /elecommunication Company Limited. It has a subscriber base of
57 million as of ,une 5776. /he company commenced its operation under the brand name of +fone from
Islamabad in ,anuary 56 5771. *uring the years, +fone continued on the path to successG the company has
network coerage in more than >AA> locations and across all major highways of the country.
S!RE"G! 8 S
/0"E!6OR4 O)ERAGE
+fone has a network coerage in more that >AA> locations and across all major highways of the country.
30 I"!ER"A!IO"AL ROAMI"G
+fone currently caters for International &oaming to more than 5D7 lie operators in more than 1D7 countries.
+fone has introduced International &oaming facility for prepaid subscriber in arious countries around the
globe with the lowest call
rates, featuring no security charges and actiation charges.
50 GPRS ROAMI"G GPRS
&oaming facility is aailable with more than 11> lie operators across A> countries.
70 LIE"SE FOR A#AD <AMMU 4AS8MIR A"D "OR!8ER" AREAS
/he company has also been awarded a new license for proiding cellular serices in A8ad ,ammu and
'ashmir and (orthern Areas.
90 =UALI!2 O)ERAGE
Farah Khan
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Prestion University Pakistan
+fone proides its subscriber with !uality coerage and clear connectiity.
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Prestion University Pakistan
:0 )ALUE ADDED SER)IES
+fone is a host of alue added serices and data connectiity with the best network $akistan.
;0 LO6ES! PRIES
+fone offers the most reasonable prices for its users.
>0 REPRESE"!A!I)E OF P!L
+fone acts as a representatie of $/CL as it is its subsidiary
?0 PIO"EERS OF MMS A"D
4$&2 +fone was the first to launch 4$&2 serices and #ultimedia #essaging 2erice <##2= and prepaid
roaming in $akistan. /he network also allows +fone subscriber to hae high speed wireless data serice.
/@0 SEO"D LARGES! MAR4E! S8ARE
+fone is the second largest cellular operator in $akistan with subscriber base of around :.> million and a
market share of nearly 5>;.+fone9s $repay brand is now considered to be one of the most faorite brands by
the youth market.
6EA4"ESS
/0BE8I"D O" E1ESSI)E DEMA"D
/his is +fone9s biggest weaknessG company is unable to meet the demands
30 POOR ORGA"I#A!IO"AL S!RU!URE
Centrali8ed structure failed to proide proper guidance oer instruction and policies.
50 S!AG"A"! PROFI!ABILI!2
As compared to financial assets, +fone is not close to expected profitability.
70 O)ERL2 DEPE"DE"! O" P!L
2ince, it is a subsidiary of $/CL I/ is dependent on $/CL.
90 LA4 OF FR"A8ISE
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Prestion University Pakistan
It has many franchises in the whole country but as its customers are increasing day by day so its present
Farah Khan
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Prestion University Pakistan
franchises are not enough to fulfill
the needs of it customers.
:0 LA4 OF I""O)A!I)E SER)IES
+fone though has some uni!ue and distinct serices but it has not yet gien many innoatie serices as
compared to other cellular
companies.
;0 "E!6OR4 O)ERAGE
Its coerage on 2outhern part of $akistan is !uite good but in northern areas its coerage is a bit poor.
>0 OMPE!E!IO"
"hen +fone came into the seen in $akistan cellular market #obilink was already preailing in the market and
it was all #obilink monopoly
that time. /hough with the passage of time +fone took many customers of #obilink but still #obilink has
large number of users because it was first to $akistan9s cellular market and this is the competitie
disadantage to +fone.
?0 I"!ER"AL PROBLEMS
+fone is plagued with some internal problems like when it is priati8ed to -tisalaat being the part of the
$/CL many employees were not happy with the pay scale that they were offering.
OPPOR! U "I !IES
/ O"!I"UI"G !O E1PA"D GLOBALL2
+fone has the ability to expand globally. )ut due to current economic condition all its operation on
halt.
3 PUBLII!2 A"D MAR4E!I"G
"ith the right marketing strategy they can ac!uire much more.
5 DE)ELOP "E6 )ALUE ADDED SER)IE
/his is an opportunity that will neer be satisfied, meaning that +fone should always be attempting to
keep improing new alue added serices and as we know what is in today will be out tomorrow.
7 I"!RODUE 4IOS4 !E8"OLOG2
+fone can surprise its competitors by introducing E+fone kioskF. /hese will be A/# like machines and
that will gie 5@Chour serice to +fone subscribers to load the balance just like they take money from
Farah Khan
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Prestion University Pakistan
A/#.
Farah Khan
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Prestion University Pakistan
9 DE)ELOP FRA"8ISE I" REMO!E AREAS
+fone should deelop some new franchises in remote areas so that people will get more and more
benefit from it and it will help to increase their customers.
+fone should extend its network coerage area to (orthern part of the country as well because in
that part not too many companies are giing serices and if +fone gie its serice there then it will
definitely attract people and its number of customers will shoot like a rocket.
!8 REA!
/ GO)ER"ME"! I"!ERFERE"E
4oernment interference in terms of taxes will always be treated as a threat.
3 P!L ELLULAR LIE"SE
+fone is nothing just a cellular license to $/CL, $/CL should proide more financial support to
enhance profitability of its subsidiary company.
5 PE"SIO" PA2OU!S
$art of this threat is their own doing and other is simply unaoidable. +fone is responsible for
proiding generous pension benefits to its employees, which at time seems like a great idea,
howeer they are now experiencing problems as more and more people begin to collect.
7 I"REASED 8EAL!8 ARE OS!S
+fone, like many large companies with !uality employees9 health care benefits, is experiencing a
large financial hit that only get worse as time continues as compare to other cellular firms
CPM -COMPETITIVE PROFILE MATRIX
-%- is used to collect competitie intelligence information from external from external enironment .It not
focuses on internal issues .where as C$# is little different from -%- it is also consider the internal issues and the
best feature of C$# that it allow to compare the competitor critical success factor with your
organi8ation.
H %ind out critical success factor.
H Assign weight to each factor depend up how important the specific factor for the organi8ation success.
H /he weight range from 7.7 to 1.7 lower number shows no or minimum importance and high
Farah Khan
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Prestion University Pakistan
weight show more importance of factor to the company.
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Prestion University Pakistan
H Assign rating to each factor depends upon how well organi8ation respond to that factor.
H Assign a 1 C @ rating to each critical success factor to indicate how effectiely the firmIs current
strategies respond to the factor.<1J response is poor ,@Jresponse is extremely good =
H #ultiply each factors wait by its rating to determine a waited score.
HAerage total weighted score is 5.>.
/he aboe C$# matrix compares the oil marketing9s companies on importance factors.
/he total calculated figures tells the exact situation.
/he competitie profile matrix <C$#= identifies a firmIs major competitors and their particular
strengths and weaknesses in relation to a sample firmIs strategic position
In a C$# the rating and total weighted scores for rial firmIs can be compared to a sample firm. /his
comparatie analysis proides important internal strategic information. +fone competitie
$rofile #atrix is proided in table .In this matrix market share, growth rate and financial strength
are the most important critical success factors , as indicated by a weight of 7.:7. In market share
#obilink is leading but in the growth factors +fone is leading with the weighted point of 7.@7
Competitive Profile Matrix (CPM)
Critical
Success
Factors (CSF)
Weig
h
t
Rati
n
g
Weight
e
d
Score
Rati
n
g
Weigh
e
d
Score
Rati
n
g
Weighte
d Score
R
a
t
i
n
Weigh
e
d
Score
Market
Share
.15 .!" # ".5 1 ".15 # ".5
$ro%th Rate .1" 1 .1" # ".#" "." # ".#"
Financial
Strength
."& # .' # ".' ".#' # ".'
Manage(ent .1' .& # ".#! # ".#! # ".#!
Coverage .1 ." # ".#" ' ".'" ' ".'"
CCS .1# .5' # ".#) # ".#) ' ".'!
*dvertising+
Marketing
."! ' .1' # ".1& # ".1& ."'
,rand -a(e .1" ." ' ".'" # ".#" # ".#"
Packages+
.//ers
.") ' .1& # ".'0 # ".'0 ".#!
Price
Co(1etitivene
ss
."0 ' .1 # ".'1 # ".'1 ".'&
2.2*3 1."" #.1& '.)" '.0& #.""
The ratings values are as follows:
Farah Khan
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Prestion University Pakistan
! "a#or wea$ness%
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Prestion University Pakistan
& ! "inor wea$ness%
' ! "inor strength %
( ! "a#or strength)
As indicated by the total weighted scores of 2.78, zong is weakest . Because it is initial position
as compare to competitors. With the point of .!8 "obilink is leading.only eight critical success factors
are included for simplicity# this is too few in actuality
Threat -O**ortunities -+ea$nesses - ,trengths -TO+,. Matri/
/he /hreats .pportunities C"eaknesses C 2trengths </."2= is also named as 2"./ analysis .A /."2
Analysis is a strategic planning tool used to ealuate the threats, .pportunities and strength, weaknesses,
inoled in a project or in a business enture or in any other situation re!uiring a decision.
this is an important tool in order formulate strategy . /his matrix is an important matching tool that help
manager deelop four types of strategiesK so 2trategies <strength opportunities= 2/ 2trategies <strength C
threats=, and "/ 2trategies <weaknessCthreats=. /he most difficult part of /."2 matrix is to match internal and
external factor. .nce the objectie has been identified, /."2 are discoered
and listed. /."2 are defined precisely as followsK
2trengths are attributes of the organi8ation that are helpful to the achieement of the objectie.
"eaknesses are attributes of the organi8ation that are harmful to the achieement of the objectie.
.pportunities are external conditions that are helpful to the achieement of the objectie.
/hreats are external conditions that are harmful to the achieement of the objectie.
2tep for deeloping 2trategiesK
/here are eight step inoled in constructing a /."2 #atrixK
1 &ank external .pportunities
5 &ank external threats
D &ank internal strength
@ &ank internal weaknesses.
> #atch internal strengths with external opportunities and mention the result in the 2o 2trategies cell.
: #atch internal weaknesses with external opportunities and mention the result in the 2trategies cell.
? #atch internal strengths with external threats and mention the result in the 2/ 2trategies cell.
A #atch internal "eaknesses with external threats and mention the result in the "/ 2trategies cell.
!OUG8 OMPE!E!IO"
As +fone is cellular company and there is cut throat competition among cellular companies in
$akistan. /here are six other companies also working in $akistan so +fone would hae to face
some growing competitie pressures.
Farah Khan
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Prestion University Pakistan
E-ternal Factor, EAal%ation BEFE C Matri- o( U(one
4e' E-ternal Factor, 6eig.
t
Rating 6eig.ted Score
O&&ort%nitie,
/ GloDalization 0/3 7 07>
3 P%Dlicit' * Marketing 0@: 5 0/>
5 an target or&orate 0/@ 7 07@
7 DeAelo& "ew )al%e added SerAice, 0/@ 7 07@
9 E-tend oAerage to "ort.ern area 0@9 5 0/9
: Introd%ced international SMS &ackage,
like local SMS * call Package
0@: 5 0/>
; DeAelo& ,ome new (ranc.i,e, in remote area, 0@> 7 053
> Introd%cing EU(one 4io,k E F%,t like A!M 0@9 3 0/@
!.reat,
/ Old StaDle om&anie, * arriAal o(
.ina moDile om&an'
0/@ 3 03
3 P!L cell%lar licen,e 0@> 3 0/:
5 Price 6ar 0@9 3 0/@
7 GoAernment inter(erence 0/3 5 05:
9 Pre,,%re gro%&, * .ealt. i,,%e d%e to tower in
re,idential area,
0@9 3 0/@
!otal /0@@ 30?;
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Prestion University Pakistan
Internal Factor EAal%ation Matri-G IFE Matri-
A summary step in conducting an internal strategic management audit is to construct an Internal %actor
-aluation <1%-= #atrix. /his strategy formulation tool summari8es and ealuates the major strengths and
weaknesses in the functional areas of a business, and it also proides a basis for identifying and ealuating
relationships among those areas. Intuitie judgments are re!uired in deeloping an I%- #atrix, so the
appearance of a scientific approach should not be interpreted to mean this is an all powerful techni!ue. A
thorough understanding of the factors included is more important than the actual numbers. 2imilar to the
-%- #atrix and Competitie $rofile #atrix described in Chapter D, an I%- #atrix can be deeloped in fie
stepsK
1. List key internal factors as identified in the internal audit process. +se a total of from ten to twenty
internal factors, including both strengths and weaknesses. List strengths first and then weaknesses. )e as
specific as possible, using percentages, ratios, and comparatie numbers.
5. Assign a weight that ranges from 7.7 <not important= to 1.7 <all important= to each thctor. /he weight
assigned to a gien factor indicates the relatie importance of the factor to being successful in the firmIs
industry. &egardless of whether a key factor is an internal strength or weakness, factors considered to hae
the greatest effect on organi8ational performance should be assigned the highest weights. /he sum of all
weights must e!ual 1.7.
D. Assign a Ito @ rating to each factor to indicate whether that factor represents a major weakness <rating J
1=, a minor weakness <rating J 5=, a minor strength <rating J D=, or a major strength <rating J @=. (ote that
strengths must receie a @ or D rating and weaknesses must receie a 1 or 5 rating. &atings are thus company
based, whereas the weights in 2tep 5 are industry based.
@. #ultiply each factorIs weight by its rating to determine a weighted score for each ariable.
>. 2um the weighted scores for each ariable to determine the total weighted score for the organi8ation.
&egardless of how many factors arc included in an I%- #atrix, the total weighted score can range from a low of
1.7 to a high of @.7, with the aerage score being 5.>. /otal weighted scores well below 5.> characteri8e
organi8ations that are weak internally, whereas scores significantly aboe 5.> indicate a strong internal
position. Like the -%- #atrix, an I%- #atrix should include from 17 to 57 key factors. /he number of factors
has no effect upon the range of total weighted scores because the weights always sum to 1.7.
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Internal Factor Evaluation Matrix for Ufone
4 2otal %eighted score /or the U/one internal /actor is '.0 %hich is a5ove average.
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PMGom&etitiAe Pro(ile Ma tri-
-%- is used to collect competitie intelligence information from external enironment. It not focuses on
internal issues. "hereas C$# is little different from -%- it also consider the internal issues and best feature of
C$# that it allow to compare the competitor critical success factor with your organi8ation.
L %ind out critical success factor.
L Assign weight to each factor depend up how important the specific factor for the organi8ation success.
L /he weight range from 7.7 to 1.7 lower number shows no or minimum importance and high weight show
more importance of factor to the company.
L Assign rating to each factor depends upon how well organi8ation respond to that factor.
L Assign a 1C@ rating to each critical success factor to indicate how effectiely the firmIs current strategies
respond to the factor. <I J response is poor, @ J response is extremely good=
L #ultiply each factorIs weight by its rating to determine a weighted score.
2um the weighted scores.
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Prestion University Pakistan
L Aerage total weighted score is 5.>.
/he aboe C$# matrix compares the oil marketing companies on importance factor. /he total calculated
figure tells the exact situation.
/he Competitie $rofile #atrix <C$#= identifies a firmIs major competitors and their particular strengths and
weaknesses in relation to a sample strategic position
In a C$# the ratings and total weighted scores for rial firms can be compared to the sample firm. /his
comparatie analysis proides important internal strategic information. +fone Competitie $rofile #atrix is
proided in /able. In this matrix market share, growth rate and financial strength are the most important critical
success factors, as indicated by a weight of 7.:7. In market share #obilink is leading but in the growth factor
+fone is leading with the weighted point of 7.@7
Recommended , tra teg'
We select the t%o strategies (arket 1enetration and 1roduct develo1(ent. 2here total attractive score is 5."'
and !.'0 res1ectively. 2he strategy 1roduct develo1(ent has 5ig score that is %hy %e select hi(.
oncl%,ion * R e comm e n datio n
Fine is '
nd
largest cellular co(1any in Pakistan. More co((itted to%ard gro%th.
2eleco( industry is (ost gro%ing industry o/ Pakistan still huge invest(ent re6uire /or coverage. 2he
(arket also has strong co(1etition a/ter the entrance o/ china (o5ile co(1any as a 1layer. Co(1etition
are hiring 1ro/essionals to entertain the consu(er %hich is resulting technological i(1le(entation and
value added services. Consu(er searches good services %ith lo%est call rates7 although co(1anies are
(ini(i8ing call rate this %ill result (ore gro%th in the (arket. U/one 5ring a(a8ing 1ackages to attract
the custo(ers. U/one 1ro(ote their 1roduct through 29 co((ercial7 ne%s1a1er7 radio7 internet etc. 2he
choice o/ 1eo1le is u/one 5ecause U/one 1rice level is lo% and a//orda5le that every one can say.
:;2<S *33 *,.U2 U=
UF.-> could develo1 so(e ne% and innovative services to attract custo(er to increase their revenues as
%ell as it custo(ers? ;t should introduce international SMS 1ackages
UF.-> has strong /inancial 1osition + (ore co(1etitive advantages then other cellular co(1anies so he should (ore
/ocus on
his strategies.
@e should gro% and (aintain his 1osition
2hey should also introduce so(e international call 1ackages to (iddle eastern countries
;n :UF.-> $@*-2*= 1ackages ti(e o/ the 1ackages should 5e eAtended.
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@e should 1ay (ore attention to%ards 1ost1aid services.
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Farah Khan
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