Objectives of Studying The Organization

Main Saddar Road, Peshawar Cantt
OBJECTIVES OF STUDYING THE ORGANIZATION

Major objectives of an Internship are to know things in practice. The learning
objectives of the Internship Programme in Worldcall provide me with the
opportunity to:
 Obtain, understand and apply information from the liberal arts, sciences,
business and discipline specific courses to organize issues and situations.
 Explain how ethical, legal, political, social, global, environmental and technical
issues influence business decisions.
 Analyze a business problem by incorporating adverse prospective.
 Apply foundation business knowledge & skills.
 Communicate effectively the problem alternatives, considered recommended
solutions & implementation strategy in over all written and electronic form.
HISTORY
Worldcall Telecommunications Group began life in 1995 when First Capital
Securities Corporation Ltd started incubating Worldcall Payphones, now Worldcall
Communications Limited. The next few years were spent in expanding payphone network
across Pakistan, creating new businesses and drawing investor attention to the value of
Worldcall businesses. Operation called Worldcall Payphones Limited. The new
venture stood at the front end of a communication revolution that was yet to grip the
country. Our perception of a changing business environment placed Worldcall at the
lead of a demand-led explosion of payphones all over the country. We installed our
first payphone in June 1996. Today there are around 169,000 payphones all over the
country and Worldcall holds the largest share with about 21 % of the market. Today,
we are number one, and the pioneers in franchised payphones. With the expansion
in telecom we have continued to innovate. Over the years we have invested in new
technologies and businesses. In 1998 Worldcall Phone cards launched prepaid
calling cards under the brand name "1012 Hello". In the private sector "1012 Hello"
is amongst the leading service providers. In the following year the group established
dial-up internet services through Worldcall Dot Com.
In 1999 Worldcall Telecom Lanka established the groups' first overseas

presence when payphone operations were established in Sri Lanka. Today, we
operate over 1200 payphones in Sri Lanka.
In 2000 Worldcall Multimedia established a Hybrid Fiber Coaxial (HFC)

network in Lahore thus becoming the first Multi service operator in the country,
providing cable television and Internet-over-cable. In Cable Television in Lahore,
Worldcall was the last entrant and by far the largest. In 2003 we launched a state of
the art HFC network operation in Karachi branded Worldcall Broadband Limited.
Phase 1 of the project, covering Defense and Clifton is complete and over the next
eighteen months the project envisions a fiber network all over Karachi.
And now, the Worldcall Group is one of the largest private telecom operators
in the country with businesses like Wireless Local Loop (WLL) through CDMA
2000 1X technology, nationwide presence of long distance & international (LDI)
network with 14 POPs, over 35,000 payphones and the pioneer prepaid calling card
"HELLO". Over and above the telecom businesses the conglomerate of Worldcall &
First Capital Group owns a mix of print & media, technology, financial services,
retail and property development businesses with national and international coverage.
Vision Statement
“To become the number one national alternative telecoms provider and a
leading national & international telecommunications multi-services operator and
create a true regional telecoms foot print.”
OBJECTIVES OF THE ORGANIZATION
Worldcall strategy is to position itself a first ever in various communication

businesses in Pakistan. Worldcall is investing in scalable and flexible NGN (next
generation network solution providing cost effective and future proof investments.
This means lower fixed and capital expenditure and more efficient structures
creating lower operating expenditures, better quality of service more competitive
products, quick to market a new revenue rich services.
Provide better services, Attractive pricing plan and a new set of features i.e.-e
Conferencing calling, call waiting, call forwarding, free phone (0800 service)
Worldcall aggressively expansion in all its existing business.
Internationally Worldcall is evaluating other opportunities in infant regional
market with similar profile like Bangladesh, Silence etc. As well as international
market that have become telecom hubs for these region like UK, US, Hong Kong
Australia and Singapore.
Broad Based Objectives

The Organization is engaged in the most important task of facilitating the
Customer with higher quality Services. The following are the main objectives of the
Organization.
• To promote and foster the flow of information and ideas among the
Employees/Customer.
• To provide the modern technologies to Employees/Customer.
• To give the better environmental condition to their Employees.
• Facilitates the Organization with better faculty.
Employees Profile
Chairman & CEO

Salmaan Taseer
CEO
Shaan Taseer - Total Media Limited (Business Plus)
Managing Directors
Mian Ehsan ul Haq - Financial Sector
Babar Ali Syed - Worldcall Telecom Limited
Group Directors
Sardar Ali Wattoo - Finance
Shahid Mahmood - Information Technology
Executive Directors
Razzaq Paracha - Worldcall Telecom Limited (NORTH)
Sadiq Yousaf Yalmaz - Worldcall Telecom Limited (SOUTH)
Directors
Kamil Aziz - Business Development
Naveed Tariq - Finance - Worldcall Telecom Limited
Effan Ibne Riaz - Technical - Worldcall Telecom Limited
Farooq Ahmed
Nature - Marketing - Worldcall Telecom Limited
of the organization
Faisal Murad - Director Engineering
Worldcall Telecommunications Group
began
Chief lifeOfficers
Operating in 1995 when First Capital
Securities
Moeed Rehman - Pace Corporation
Pakistan LimitedLtd started
incubating
Sohail Worldcall
Qadir - Worldcall Payphones,
Telecom Limited - LDI now
Worldcall Communications Limited. The
Amir Gulzar - Worldcall Telecom Limited - Lahore Broadband
next few years were spent in
Akbar Naqi - Worldcall Telecom Limited - Karachi Broadband
expanding payphone network across
No of Zonal Managers
Pakistan, creating10 new businesses and
Operational
drawing or Lower managers
investor 30
attention to the value
No of sales rep 600
of Worldcall businesses.
And now, the Worldcall Group is one of

the largest private telecom operators in
the country with businesses like Wireless
Local Loop (WLL) through CDMA 2000 1X
technology, nationwide presence of long
distance & international (LDI) network
with 42 POPs, over 60,000 payphones, the
pioneer prepaid calling card "Hello" and
rights to dark fibers in a national long
haul network being built across Pakistan.
Hello international calling card: world call is the pioneer in calling

card industry. Hello calling card is launched in 1999. Pakistan’s first calling card
is back with the Bang. Now Worldcall has Re-launched Hello1 calling card with
many interesting features, attractive, lowest nationwide and International tariffs.
First time in Pakistan, Worldcall has introduced independent calling card tariffs
with its own LDI network.
International Dialing
Time Band Destination Rates / min in Rs
Around the clock USA - UK - CANADA 4.50
Around the clock Rest of the World 17.99
Hello1 calling card has been launched on 17th of January 2005 with the new access
code 1255 .New Tariffs are mentioned below
Due to its performance, the group has been able to develop strategic
partnerships in Pakistan and South Asia. Our international investors/partners include
the following groups:
• Al Juffali Group, of Saudi Arabia

• Sheikh Syed Sulieman Ahmad Said Al-Hoqani of Oman
• Hayleys Group, Sri Lanka
• Merchant Bank of Sri Lanka
• Shaheen Foundation
• United Bank Limited
• Aqeel Karim Dhedhi Securities Limited
• Elixir Securities Pakistan Limited
• Saudi Pak
• Union Bank Limited
• Pak Kuwait Investment Co. Ltd

Technology Partners / Vendors
• Schlumberger
• Scientific Atlanta Inc. USA
• Siemens
• Cisco Systems
• Nuera Communications Inc. USA
• Times Fibre Communications (TFC)
• COM Scope Inc.
• Corning Kablo Ve Sistemleri Ltd
• ZTE
• Comcept
• Samsung
PRODUCT LINES
Hello international calling card: world call is the pioneer in calling

card industry. Hello calling card is launched in 1999. Pakistan’s first calling card
is back with the Bang. Now Worldcall has Re-launched Hello1 calling card with
many interesting features, attractive, lowest nationwide and International tariffs.
First time in Pakistan, Worldcall has introduced independent calling card tariffs
with its own LDI network.
Hello1 calling card has been launched on 17th of January 2005 with the new access
code 1255 .New Tariffs are mentioned below:
Nation Wide Dialing

7 am to 12 midnight 2.50
Worldcall destination**
12 midnight to 7 am 1.00
Around the clock Non Worldcall destination 2.50
Worldcall Destinations NWD**

Lahore - Rawalpindi - Islamabad - Faisalabad - Gujranwala - Multan - Jehlum -

Sahiwal – Abbottabad, Karachi - Sukkur - Hyderabad - D.I.Khan - Peshawar &
Quetta.
Mobile Users Dialing

Sri Lanka - India - Bangladesh - UK 10.00
Around the clock NWD 5.00
Local 4.00
The competitive Hello1 rates are also applicable on all Hello calling cards. Our
valued customers can get benefit of the new tariffs by dialing 1012 as well.
WorldCALL Pay Phones
• One of the largest payphone operator in Pakistan

• Holds over 20% share of market amongst over 140 operators
• Currently managing over 36,000 national payphones
• Technology: smart card based payphones
• Introduced the highly successful ‘Supervised Payphone’ concept in Pakistan
• Operating in both ‘Supervised’ and ‘Standalone’ segments of the market
• Extensive distribution network
Charges for PayPhone

Booking Charges in RS Rates / unit in Rs
The charges per 6,999 3.20
unit & Booking for 12,000 2.65
PCO Holders 18,000 2.50
Worldcall Multimedia Limited (WML)

• WorldCALL Multimedia has deployed the first ever HFC broadband
infrastructure in Pakistan to provide interactive multimedia services
• The size of the scalable network in Lahore, the second largest city in the
country, is 65,000 house passes
• WorldCALL Telecom Group is the only business house in Pakistan which
has in-house expertise for deploying HFC networks
• Over 110 km of optic fiber
• Service commenced in December 2001
• 80+ crisp channels
• Serving over 47,000 CATV subscribers
• High-speed Internet-over-Cable service started in March 2002
• Over 12,000 IOC subscribers
HFC Broadband Networks – Karachi

• Network size: 200,000 House Pass scalable broadband HFC network
• Location: Karachi – the financial / commercial center of Pakistan
• The network is deployed in high and middle income residential and
commercial areas
• Top of the line vendors & equipment suppliers including Scientific Atlanta
Inc., Corning, Commscope, ADC & Times Fiber Communications
• Phase 1 network deployment has been finalized and Phase 2 is at an
advanced stage
• hase 1 Network inaugurated in June 2003
• Over 48,000 CATV; 8,700 IOC and 5,600 Telephony customers
• IPO in December 2003; More than 7 times oversubscribed
World Press Limited
World Press is a printing, packaging and publishing company with all

modern facilities under one roof. The Roland presses are producing export
quality printing at better speed than its competition.
• Euro Cards is a division of World Press which produces pre-paid Hello Cards
for Worldcall as well as scratch cards for other companies. Euro Cards will
shortly be producing smart cards, hotel key cards and credit cards making it
the only company in the country offering complete card solutions. We plan to
export cards initially to Bangladesh, Sri Lanka and Central Asian States.
• Diaries and Calendars Division will produce state of the art executive desk
and pocket diaries at its plant for 2005. Calendar designs for the coming year
are currently being developed for multinational and national companies.
• World Press is equipped to produce a range of hardbound and paperback
books and is a complete publishing house.
Daily Times
• The company publishes an English newspaper - Daily Times edited by award
winning journalist Mr. Najam Sethi
• The official web site of Daily Times is www.dailytimes.com.pk
• Daily Times began publication from Lahore on 9 April 2002 and later started
publication from Karachi as well to ensure timely deliveries in both the North
and South of Pakistan.
BUSINESS VOLUME
Note:- The following table represent 3 years Business volume instead of 5years
because 5 years data is not available. The data has been taken from the company
annual reports.
WORLDCALL COMMUNICATIONS LIMITED
CONSOLIDATED BALANCE SHEET (UN-

AUDITED)
AS AT 31 JUNE 2005
Note June 30, 2007 June 30, 2006 June 30, 2005 June 30, 2004 June 30, 2003
(Rupees)
OPERATING FIXED 7 1743498966 1734824842 1,726,193,873 1,704,111,587 1,618,906,008
ASSETS
CAPITAL WORK IN 23974406.21 15300282 15,224,162 401,325,635 316,120,056
PROGRESS
PAYPHONES AND 30681333.21 22007209 21,897,720 50,110,025 41,589,467
ANCILLARY EQUIPMENT
IN STOCK – at cost
GOODWILL 6 10202904.21 1528780 152,117,392 162,057,053 76,851,474
INTANGIBLE ASSETS 15041097.21 6366973 6,335,297 6,936,371 6,084,315
LONG TERM DEPOSITS 62005402.21 53331278 53,065,948 51,187,354 50,335,298
INVESTMENT PROPERTY 9 32480062.21 23805938 23,687,500 -
-
LONG TERM 8 542635263.2 533961139 531,304,616 12,497,152 11,645,096
INVESTMENTS
PRE-OPERATING AND 23355235.21 14681111 14,608,071 27,222,931 18,702,373
DEFERRED COSTS
25485780876 25477106752 2,534,434,579 2,415,448,108 2,330,242,529
CURRENT ASSETS
Stock and spare parts 74568878.21 65894754 65,566,919 97,653,134 12,447,555

Trade receivables 48345040.21 39670916 39,473,548 39,321,027 30,800,469
Advances, deposits, 441603946.2 432929822 430,775,942 331,246,520 246,040,941
prepayments and receivables
Short term investments 127822519.2 119148395 118,555,617 51,573,220 43,052,662
Cash and bank balances 204748342.2 196074218 195,098,724 385,556,619 300,351,040
862392228.2 853718104 849,470,750 905,350,520 820,144,941
CURRENT LIABILITIES
Current portion of non current 30307852.21 21633728 215,475,376 145,888,190 60,682,611

liabilities
Current maturity of long term 25407459.21 16733335 16,666,668 16,666,668 8,146,110
loans
Short term running finance- 18714124.21 10040000 10,000,000 10,000,000 9,147,944
secured
Creditors, accrued and other 328575571.2 319901447 318,626,939 356,633,430 271,427,851
liabilities
Provision for taxation 85261672.21 76587548 76,282,418 67,408,828 58,888,270
Unclaimed dividend 23153400.21 14479276 14,421,590 14,427,092 5,906,534
662753007.2 654078883 651,472,991 611,024,208 525,818,629

NET CURRENT ASSETS 208313345.2 199639221 197,997,759 294,326,312 209,120,733
LONG TERM DEPOSITS 149057176.2 140383052 139,684,629 154,805,282 69,599,703

REDEEMABLE CAPITAL – 149057176.2 140383052 248,942,198 345,861,716 260,656,137
SECURED
LONG TERM LOANS 29611622.21 20937498 20,833,331 33,333,332 24,812,774
LIABILITIES AGAINST 94797792.21 86123668 85,695,192 117,074,911 31,869,332
ASSETS SUBJECT TO
FINANCE LEASE
DEFERRED LIABILITIES 37114616.21 28440492 28,298,997 27,117,157 18,596,599
FOR STAFF RETIREMENT-
GRATUITY
DEFERRED TAXATION 193319016.2 184644892 183,726,261 154,529,763 69,324,184
CONTINGENCIES AND 13 - - – –
COMMITMENTS -
2044052113 2035377989 2,025,251,730 1,877,052,259 1,791,846,680
REPRESENTED BY:
SHARE CAPITAL AND

RESERVES
Authorized capital
ordinary shares of Rs. 10/each 2129600000 1936000000 1760000000 1,600,000,000 1,514,794,421
Issued, subscribed and paid- 1609280027 1600605903 1,592,642,690 1,592,642,690 1,507,437,111

up capital
Capital reserves (share 27384500.21 18710376 18,617,290 18,617,290 10,096,732
premium account)
Inappropriate profit 415584437.2 406910313 404,885,884 240,615,677 155,410,098
2034900717 2026226593 2,016,145,864 1,851,875,657 1,766,670,078

MINORITY INTEREST 17825519.21 9151395 9,105,866 25,176,602 -60,028,977
8674124.21
2044052113 2035377989 2,025,251,730 1,877,052,259 1,877,052,259

The annexed notes 1 to 14
form an integral part of these
accounts
These quarterly accounts were authorized for issue on 30 June 2005 by the Board of Directors of the parent company.
These accounts have been authenticated by two directors of the company, as allowed by section 241(2) of Companies Ordinance 1984, due to non availability of the
Chief Executive
LAHORE DIRECTOR
Assets
920000000
900000000
880000000
Rupees
860000000
840000000
820000000
800000000
780000000
760000000
03
04
05
06
07
20
20
20
20
20
30
30
30
30
30
ne
ne
ne
ne
ne
Ju
Ju
Ju
Ju
Ju
Year
Current Liabilities
600000000
500000000
400000000
Rupees
300000000
200000000
100000000
0
03
04
05
06
07
20
20
20
20
20
30
30
30
30
30
ne
ne
ne
ne
ne
Ju
Ju
Ju
Ju
Ju
Year
Net Assets
300000000
250000000
200000000
Rupees
150000000
100000000
50000000
0
6
03
04
05
07
0
20
20
20
20
20
30
30
30
30
30
ne
ne
ne
ne
ne
Ju
Ju
Ju
Ju
Ju
year
MINORITY CURRENT A S SETS;

INTERES T; 28% 35%
CURRENT
A UTHORISED LIA BILITIES ; 12%
CA PITA L; 22%
NET CURRENT
A SSETS; 3%
CURRENT AS S ETS CU RRENT LIABILITIES

NET CURRENT AS S ETS AU THO RIS ED CAP ITAL
M INO RITY INTERES T
Horizontal Financial Statement Analysis

This technique is also known as comparative analysis. It is conducted by setting
consecutive balance sheet, income statement side-by-side and reviewing changes in
individual categories on a year-to-year or multiyear basis
Taking 2004 as a base year following table No. III represents the balance sheet
analyzing performance of the year 2004 and 2005 while table No. VI represents the income
statement showing that the firm has an excellent performance.
Table No. III
Balance Sheet
For the ended 30th June (Rs. In Million)
2004-2005
Increase
Assets: 2003 2004 2005 (Decrease)
Amount In % age
Cash and Cash equivalents 200.00 419.00 480.00 61.00 14.56%

Accounts receivable 0.00 10.00 60.00 50.00 500.00%
Investment 0.00 64.00 70.00 6.00 9.38%
Other Assets 0.00 120.00 29.56 -90.44 -75.37%
Property, plant, and
Equipment- net 0.00 125.00 224.00 99.00 79.20%
Total Assets 200.00 738.00 863.56 125.56 17.01%
Liabilities and net assets:
Accounts payable and current
liabilities 49.40 90.30 172.00 81.70 90.48%
Long-term debt 0.00 0.00 108.00 108.00 0.00%
Other Liabilities 25.00 138.80 205.64 66.84 48.16%
Net assets 125.60 508.90 377.92 -130.98 -25.74%
Total Liabilities 200.00 738.00 863.56 125.56 17.01%
Table No. IV
Balance Sheet
2004-2005
Assets: 2003 2004 2005 Change in
%age
Cash and Cash equivalents 200.00 419.00 480.00 114.56
Accounts receivable 0.00 10.00 60.00 600.00
Investment 0.00 64.00 70.00 0.00
Other Assets 0.00 120.00 29.56 24.63
Property, plant, and Equipment- net 0.00 125.00 224.00 179.20
Total Assets 200.00 738.00 863.56 117.01

Liabilities and net assets:
Accounts payable and current liabilities 49.40 90.30 172.00 190.48
Long-term debt 0.00 0.00 108.00 0.00
Other Liabilities 25.00 138.80 205.64 148.16
Net assets 125.60 508.90 377.92 74.26
Total Liabilities 200.00 738.00 863.56 117.01
The most important item revealed by comparative financial statement analysis is

trend as it is satisfactory. Comparison of statements over several years reveals direction,
speed and extent of a trend.
Taking 2004 as a basis year we may seek variables, which seem to improve or
deteriorate and bring a challenge to the firm in their various decisions as shown in
table No. V below.
Table No. V
Income Statement
For the ended 30th June (Rs. In
Million)
%Age
Change in
Description 2004 2005
Seed money 100 0.00
Previous Year Savings 100 110.20%
Revenue 100 51.88%
Gross profit 100 35.27%
Operating expenses 100 57.45%
Net Income 100 91.39%
Vertical/Cross-Sectional/Common Size Analysis Techniques
Vertical/Cross-sectional/Common size statements came from the problems in

comparing the financial statements of firms that differ in size.
In the balance sheet as shown bellow in the table No. VI, the assets as well as the liabilities
and equity are each is expressed as a 100% and each item in these categories is expressed
as a percentage of the respective totals.
Table No. VI
Balance Sheet
Assets: 2004 2005
Cash and Cash equivalents 56.78 55.58
Accounts receivable 1.36 6.95
Investment 8.67 8.11
Other Assets 16.94 3.42
Property, plant, and Equipment- net 16.26 25.94
Accounts payable and current liabilities 12.24 12.51

Long-term debt 0.00 19.92
Other Liabilities 68.96 23.81
Net assets 18.81 43.76
In the common size income statement as shown in the table No. VII revenue is
expressed as 100 % and every item in the income statement is expressed as a percentage of
revenue.
Table No. VII
Income Statement
Description 2004 2005

Seed money 0.00 0.00
Previous Year Savings 47.08 44.67
Net Revenue 100.00 100.00
Gross profit 147.08 144.67
Operating expenses 173.40 73.52
Net Income 56.77 71.15
From the vertical analysis above, we can compare the percentage mark-up of asset
items and how they have been financed. The strategies may include increase/decrease the
holding of certain assets. The analyst may as well observe the trend of the increase in the
assets and liabilities over several years.
Calculating Financial Ratios
Ratio analysis is the mathematical relationship between two quantities in the form
of a fraction or percentage. Ratio analysis is essentially concerned with the calculation of
relationships, which after proper identification and interoperation may provide information
about the operations and state of affair of business enterprise.
The following table represents detail of the firm’s financial ratios analysis
calculations.
Liquidity Ratios Formula Calculation for 2003, 2004 and 2005
2003 2004 2005

Current Assets
Current Ratio 0.80 0.83 0.85
Current liabilities
Current assets - Inventory
Quick Ratio 1.20 1.33 1.28
Current liabilities
Cash + Marketable securities
Cash Ratio 2.69 1.82 0.98
Current liabilities
Activity Ratios Formula Calculation for 2003, 2004 and 2005
Total Asset Turnover Revenue
1.33 0.77 0.98
Ratio Average total Revenue
Fixed Asset Turnover Revenue
2.10 2.31 2.36
Ratio Average fixed assets
Receivables Turnover Revenue
1.00 112.96 10.75
Ratio Average receivables
Working Capital Revenue
Turnover Ratio Working Capital =(Current assets 1.05 16.61 7.41
– current liabilities)
Profitability Ratios Formula Calculation for 2003, 2004 and 2005
Gross Profit Margin Gross profit
1.50 2.59 2.03
Ratio Revenue
Net Profit Margin Net Revenue
0.67 0.39 0.49
Ratio Sales
Basic Earning Power EBIT
1.40 0.30 0.37
Average total assets
Return on Assets Net Revenue
1.40 0.29 0.36
(ROA) Average total assets
Return on Equity Net Revenue 0.70 0.55 0.80
(ROE) Total equity

Leverage Ratios Formula Calculation for 2003, 2004 and 2005
Debt Ratio Debt/(Total Assets) 1.00 0.27 0.23
Debt to Equity Ratio Debt/Equity - - 0.54
Comments on Financial Ratios

Purposes, Considerations of Ratios and Ratio Analysis
Any successful business executives are constantly evaluating the performance of
the organization, comparing it with the organization's historical figures, with its industry
competitors, and even with successful businesses from other industries.
This massive data overload could seem staggering. Luckily, there are many well-tested
ratios out there that make the task a bit less daunting. Ratio analysis helps you identify and
quantify your organization's strengths and weaknesses, evaluate its financial position, and
understand the risks you may be taking.
Ratios are highly important profit tools in financial analysis that help financial
analysts implement plans that improve profitability, liquidity, financial structure,
reordering, and leverage ratio. Although ratios report mostly on past performances, they
can be predictive too, and provide lead indications of potential problem areas.
Above-mentioned chart represents ratio analysis of the Firm for the three years and
all calculation has been rounded off.
A) Liquidity Ratios
Liquidity ratios provide information about the firm's ability to meet its short-term
financial obligations. They are of particular interest to those extending short-term credit to
the Firm.
• Current Ratio
Measures the firm's ability to pay its short-term liabilities from short-term assets. It
is clear that the Firm only had 80 percent worth of current assets for every dollar of
liabilities in the year 2003. The grew in the next years indicating increasing trend on
liquidity, however the Firm is still unable to support its short-term debt from its
currents assets.
• Quick Ratio
Quick ratio known as Acid Test, measures the firm's ability to pay off its short-term
obligations from current assets, excluding inventories. It draws a more realistic picture
of a company's ability to repay current obligations than the current ratio as it excludes
inventories that may hardly be liquidated at their book value. The Firm quick ratio
shows that it had sufficient current assets to pay off its short-term obligations.
• Cash Ratio
Measures the extent to which current obligations can be paid from cash or near cash
assets. The cash ratio is the most conservative liquidity ratio. It excludes all current
assets except the most liquid: cash and cash equivalents. The cash ratio is an indication
of the firm’s ability to pay off its current liabilities if for some reason immediate
payment were demanded.
B) Activity Ratios
Shows how effectively the Firm is using its assets. If the firm does not use its assets
effectively, investors in the business would rather take their money and place it somewhere
else. In order for the assets to be used effectively, the Firm needs a high turnover. These
ratios help assess the efficiency of managers' actions.
• Total Asset Turnover Ratio
Asset turnover ratios indicate of how efficiently the firm utilizes its assets. It
measures the amount of sales generated by each dollar of asset. The asset turnover ratio
simply compares the turnover with the assets that the business has used to generate that
turnover. We see the result of 1.33 times for 2003 this means that turnover is 1.33
times bigger than total assets. Another way of saying that is that the Firm was able to
generate sales of Rs1.33 for every Rs.1 of assets it owned and used for the year ended
30th June 2003. The Total Asset turnover ratio has worsened a lot over the two years. If
1.33 times was good, then 0.77 and 098 times is definitely worse.
• Fixed Asset Turnover Ratio
Measures the utilization of the firm's fixed assets. Typically, fixed assets are a
combination of tangible assets (property, plants and equipment), intangible assets
(trademarks, goodwill) and investments in subsidiaries.
Fixed assets may have been depreciated by a great extent, giving an impression of
high return on assets. Assets are leased, hence the level of fixed assets is deflated, and
an impression of high return on asset is provided.
In the table we see it is growing in such a way that its ratios cannot stay constant.
Here we have a very steady increase, this is bound to mean that the fixed asset turnover
will get worse. What this means is that whilst the Firm has invested heavily in new
fixed assets, turnover has not increased enough to reflect the new investments.
• Receivable Turnover Ratio
Number of times that accounts are cycled during the period. The average Accounts
Receivable should preferably be taken into account. Indeed, to lessen the seasonal
aspect of the Firm's activity, the average receivables over the period should be used.
Receivables turnover is an indication of how quickly the firm collects its accounts
receivables. The receivables turnover often is reported in terms of the number of days
that credit sales remain in accounts receivable before they are collected.
• Working Capital Turnover Ratio
Working capital turnover is the measurement comparing the depletion of working
capital to the generation of revenues over a given period. This provides some useful
information as to how effectively the Firm is using its working capital to generate
revenue. As we observe from the table the working capital turnover ratio for the period
2003 was 1.05 and increased in 2004 but decreased in 2005.
The Firm uses working capital (current assets – current liabilities) to fund
operations and purchase inventory. These operations and inventory are then converted
into sales revenue for the Firm. The working capital turnover ratio is used to analyze
the relationship between the money used to fund operations and the revenue generated
from these operations. In a general sense, the higher the working capital turnover, the
better, it means the Firm is generating a lot of revenue compared to the money it uses
to fund it.
C) Profitability Ratios
Profitability ratios offer several different measures of the success of the Firm at
generating profits. These ratios are measures of performance showing how much the Firm
is earning compared to its revenue, assets or equity. Closely linked with income ratios are
profitability ratios, which shed light upon the overall effectiveness of management
regarding the returns generated on sales and investment.
• Gross Profit Margin Ratio
The gross profit margin is a measure of the gross profit earned on sales. The gross
profit margin considers the Firm's cost of goods sold, but does not include other costs.
Does your business normally cover your expenses, and therefore result in a profit? This
ratio will tell you. If your gross profit rate is continually lower than your average
margin, something is wrong, as it is decreased in 2005. The Firm will be on the lookout
for downward trends in its gross profit rate.
The gross profit margin ratio tells us the profit a business makes on its cost of
revenue, or operating. Gross profit is the profit the Firm earns before we take off any
administration costs, earning costs and so on. So the Firm should have a much higher
gross profit margin than net profit margin.
• Net Profit Margin Ratio
Net profit margin ratio shows how much after tax profit (net income) is generated
by each dollar of sales. This ratio provides a primary appraisal of net profits related to
investment. Once the Firm basic expenses are covered, profits will rise
disproportionately greater than sales above the break-even point of operations.
The net profit margin ratio tells us the amount of net profit per Rs.1 of turnover a
business has earned. That is, after taking account of the cost of revenue, the
administration costs, the selling and distributions costs and all other costs, the net profit
is the profit that is left, out of which they will pay interest, tax, and so on.
• Basic Earning Power Ratio
Basic earning power is useful for comparing the Firm in different tax situations and with different degrees of
financial leverage. This ratio is often used as a measure of the effectiveness of operations. Basic Earning Power
measures the basic profitability of Assets because it excludes consideration of interest and tax. This ratio should be
examined in conjunction with turnover ratios to help pinpoint potential problems regarding asset management.
• Return on Assets Ratio

Return on assets ratio shows the after tax earnings of assets. Return on assets is an
indicator of how profitable the Firm is. Use this ratio annually to compare a business'
performance to the industry norms: The higher the ratio the greater the return on assets.
However this has to be balanced against such factors as risk, sustainability and
reinvestment in the business through development costs. The Firm has higher in the
2003 and then steadily getting dawn.
• Return on Equity Ratio
Return On Equity measures the overall efficiency of the Firm in managing its total
investments in assets and in generating a return to stockholders. It is the primary
measure of how well management is running the Firm. ROE allows the Firm to quickly
gauge whether the Firm is a value creator or a cash consumer. By relating the earnings
generated to the shareholders' equity, you can see how much cash is created from the
existing assets. Clearly, all things being equal, the higher a company's ROE, the better
the Firm as we it is higher in 2005.
D) Leverage Ratios
Financial leverage ratios provide an indication of the long-term solvency of the Firm.
Unlike liquidity ratios that are concerned with short-term assets and liabilities, financial
leverage ratios measure the extent to which the Firm is using long-term debt. Leverage
ratios look at the extent that The Firm has depended upon borrowing to finance its
operations. As a result, bankers and investors review these ratios closely. Most leverage
ratios compare assets or net worth with liabilities.
The higher the leverage of the Firm as in 2003, the greater the sensitivity of its profit to
variations in revenue volume. In other words, the more debt the Firm bears, the more likely
it is to fail when revenue go down, following a recession for instance. A high leverage ratio
may increase the Firm exposure to risk and business downturns, but along with this higher
risk also comes the potential for higher returns.
• Debt Ratio
Debt Ratio measures the portion of the Firm’s capital that is provided by borrowing.
It also measures the extent to which borrowed funds have been used to finance the
acquisition of assets. A debt ratio greater than 1.0 means the Firm has negative net
worth, and is technically bankrupt. This ratio is similar, and can easily be converted to,
the debt to equity ratio.
• Debt to Equity Ratio

This ratio indicates the relative mix of the Firm’s investor-supplied capital. The
Firm is generally considered safer if it has a low debt to equity ratio that is, a higher
proportion of owner-supplied capital though a very low ratio can indicate excessive
caution. The Firm has no debt during 2003 and 2005 but it is fair ratio during 2005.
E) Market Value Ratios
These ratios indicate the relationship of the organization’s share price to dividends
and earnings.
Services & Department’s of the Worldcall Ltd
Services
The world call is serving the customers under the following esteems;
• Worldcall Communication Ltd.

• Worldcall Phone cards Ltd.
• Worldcall Multimedia Ltd.
• Worldcall Broadband Ltd.
• Worldcall Telecom Lanka Ltd.
• Worldcall Dot Com Ltd.
• Worldcall Internet Solutions Ltd.
• Total media Ltd.
• Media Times Ltd.
• World Press Ltd.
Major Departments
• Sales
• Accounts/Finance
• Marketing
• Administration
• Technical (trouble shooting)
• HRM
• R&D
• Procurement
ORGANIZATIONAL STRUCTURE
Chairman &
CEO.
Managing
Director’s
Group
Director’s
Chief operating
officers
Directors
DGM DGM DGM DGM DGM DGM

Zone ‘A’ Zone ‘B’ Zone ‘C’ CITIES
Zone ‘D’ Zone ‘E’ Zone ‘F’
CITIES
CITIES
CITIES Multan
Lahore CITIES
Peshawar
Islamabad Faisalaba
Wah Kasoor d Hyderaba
HTR CITIES
Checkwal d
(Hazara
Jehlum Shekhopu Sargoda
Telecom
Mirpur Ajk ra Karachi Quetta
Region)
Gujrat Raheemy
Sialkot Okara ar- Sakhar
Mardan
Gujranwal Khan
a Sahiwal Bahawalp
D.I. Khan
ur
DGM Zone –A is responsible for Peshawar , HTR Region, Mardan and D.I.Khan.
DGM Zone –B is responsible for Islamabad, Wah, Checkwal, Mirpur, AJK, Gujrat,
Sialkot and Gujranwala.
DGM Zone –C is responsible for Lahore, Kasoor, Shekhopura and Okara.
DGM Zone –D is responsible for Multan, Faisalabad, Sargoda and Rahimyar Khan
DGM Zone –E is responsible for Karachi.
DGM Zone –F is responsible for Hyderabad, Quetta and Sakkhar.
STRUCTURE OF THE MARKETING DEPARTMENT

ORGANIZATIONAL STRUCTURE OF ZONE ‘A’
Area
Manager
Branch
Manager’s
Technical CRO/ Admin

Sales Account PTCL Liaison
Supervisor Officers
coordinator Manager
Tech & exec Supporting

Area Accountants
consultant Staff
coordinators
Number of Employees working in the Marketing Department

HTR: Hazara Telecom Region
ATD: Abbottabad
Employees working in the HTR Region
There are twenty employees working in each six outlets of the HTR (Hazara
telecom region), so making 120 employees working at the different designations,
right from lower management to upper management & the control.
Existence System of the Organization
The existence system of the organization is half manual & half of the transaction
are being done on computer by mailing their reports in excel sheet which doesn’t
full fill the information flow of the huge HTR that contains six outlets ,allocated at
the various location of the Hazara division.
MARKETING OPERATIONS
ORGANIZATIONAL CHART OF HTR
The structure of the organization is basically hierarchical. The organization

has been divided into various departments (Sales, Account, Administration
technical/Telecom exchange (trouble shooting). These departments are working in
the coordinate way performing their respective duties and are being headed by their
Departmental manager. The following figure shows the organizational structure of
the Worldcall communication system.
Detail study of Existing System
The existence system of the organization partial manual & partial of the
transaction are being done on computer by mailing their reports in excel sheet which
doesn’t fulfill the information flow of the huge HTR that contains six outlets,
allocated at the various location of the Hazara division
Worldcall management performs their work manually which is difficult to

maintain & manage. all manual record of Billing, Booking, Sales, Activation
System is less effective & efficient in decision making .The need is to replace
manual record keeping of the system with the fully automated system & the
development of online system will assist the organization to calculate the, daily sale,
billing, activation, and booking. To reduce the time period for managing the sale,
billing, activation & booking system.
Record Keeping At Worldcall Communication Ltd Zone “A”
The Following types of data is maintained manually
• Record of employees
• Record of Customers
• Record of Booking
• Record of Activation
• Record of Complaint
• Record of Sale
• Record of Product
• Record of Order
Employee’s Profile: -
Management Team
Chairman & CEO Salmaan Taseer
Managing Directors Mian Ehsan ul Haq - Financial Sector

Shaan Taseer - Multimedia Broadband Karachi &
MSAN
Group Directors Muhammad Shoaib – Technical

Shahid Mahmood - Information Technology
Dr. Ahsan Hameed Malik - Communications & HR
Sardar Ali Wattoo – Finance
Group Financial Controllers Arif Kitchlew - Media, Property & Financial

Services
Naveed Tariq - Telecom
Executive Directors Babar Ali Syed - Worldcall Telecom Limited
Chief Operating Officers Razzaq Paracha - Worldcall Communications
Directors Kamil Aziz - Business Development
It is used for keeping the history of employee including their performance &
achievements.
Emp Emp NIC Address Designation Company Hire date

Code Name #
D.O.J Salary Allowances
Customers Profile
It is used for keeping the history of the customer including their current status.
Customer F.Name Address Sex/age NIC # Cust ph# Cust Type

Name
Booking:
Booking includes, connections of PCO’s (indoor), connections of Booths (outdoor)
Sr. Booking # Client Address Balance Received Refund Reason

# Name Amount Amount refund
Activation:
Activation activates after booking, includes the information of the clients

concern exchange and the phone sets
Sr # Activation IDN # PTCL Exchange Booking Booking Receivable Pair

Date # Code Date Scheme #
Asset Manuf # Set Multiple / ISD / Company Own Cust Address

Code Type Single NWD PP pp Name
Complaint:
Manage the record of the customer’s complaints.
Cust Cust Problem Concern Recover Dispatch Reason Date

Name Address Officer Status
Sales:
The sales keep the record of the sale of the consultants.

Agent Sale Cust ID # of Unit Cards Discount Net

Name Invoice # # Cards Amount Amount
Product:
Product includes the information of item, quantity and price.
Agent Prod Prod Prod Total Received Discount Net

Name Name Quantity Price Amount Amount
Order:
In order we keep the record of the different orders of different products from our agent.
Ord: Item Qty Rate/ Total Discount Received Balance Delivery

Date Item Amount Date
FUNCTIONS OF THE MARKETING DEPARTMENT

Companies Current Marketing & Sales Strategies
Product & Pricing
HTR deals in
these two
Products only
Product & Services
Printing
ISP Multimedia press Hello Pay phone
World call head office is responsible for setting the strategic planning in
action, they are responsible for developing & maintaining a viable fit strategies
between organization’s objectives, skills and resources and its changing market
opportunities.
World call communication Pvt Ltd has waste product line these products are
mostly end consumer oriented. The products are as following:
MARKETING STRATEGY
Worldcall normally formulate their marketing strategy several times

during a product life. Economic condition change, competitors launch new
assaults and the product passes through new stages of buyer interest and
requirements.
Company constantly thinks up new value-adding features and benefits to win

the attention and interest choice-rich, price-prone consumers. Worldcall uses mainly
print and electronic media for their product mix. Sale promotion officers are also
employed for different areas.
Hello international calling card: world call is the pioneer in calling card
industry. Hello calling card is launched in 1999. Pakistan’s first calling card is back
with the Bang. Now Worldcall has Re-launched Hello1 calling card with many
interesting features, attractive, lowest nationwide and International tariffs. First time
in Pakistan, Worldcall has introduced independent calling card tariffs with its own
LDI network.
Hello1 calling card has been launched on 17th of January 2005 with the new
access code 1255 .New Tariffs are mentioned below:
Nation Wide Dialing

7 am to 12 midnight 2.50
Worldcall destination**
12 midnight to 7 am 1.00
Around the clock Non Worldcall destination 2.50
Worldcall Destinations NWD**
Lahore - Rawalpindi - Islamabad - Faisalabad - Gujranwala - Multan - Jehlum -

Sahiwal – Abbottabad, Karachi - Sukkur - Hyderabad - D.I.Khan - Peshawar &
Quetta.
Mobile Users Dialing

Sri Lanka - India - Bangladesh - UK 10.00
Around the clock NWD 5.00
Local 4.00
The competitive Hello1 rates are also applicable on all Hello calling cards.
Our valued customers can get benefit of the new tariffs by dialing 1012 as well.
PRICING STRATEGY
Worldcall uses competitive pricing strategy keeping in view others in this field.
Prices are changed with market trends.
WorldCALL Pay Phones
• One of the largest payphone operator in Pakistan

• Holds over 20% share of market amongst over 140 operators
• Currently managing over 36,000 national payphones
• Technology: smart card based payphones
• Introduced the highly successful ‘Supervised Payphone’ concept in Pakistan
• Operating in both ‘Supervised’ and ‘Standalone’ segments of the market
• Extensive distribution network
Charges for PayPhone

Booking Charges in RS Rates / unit in Rs
The charges per 6,999 3.20
unit & Booking for 12,000 2.65
PCO Holders 18,000 2.50
Worldcall Multimedia Limited (WML)

• WorldCALL Multimedia has deployed the first ever HFC broadband
infrastructure in Pakistan to provide interactive multimedia services
• The size of the scalable network in Lahore, the second largest city in the
country, is 65,000 house passes
• WorldCALL Telecom Group is the only business house in Pakistan which
has in-house expertise for deploying HFC networks
• Over 110 km of optic fiber
• Service commenced in December 2001
• 80+ crisp channels
• Serving over 47,000 CATV subscribers
• High-speed Internet-over-Cable service started in March 2002
• Over 12,000 IOC subscribers
HFC Broadband Networks – Karachi

• Network size: 200,000 House Pass scalable broadband HFC network
• Location: Karachi – the financial / commercial center of Pakistan
• The network is deployed in high and middle income residential and
commercial areas
• Top of the line vendors & equipment suppliers including Scientific Atlanta
Inc., Corning, Commscope, ADC & Times Fiber Communications
• Phase 1 network deployment has been finalized and Phase 2 is at an

advanced stage
• hase 1 Network inaugurated in June 2003
• Over 48,000 CATV; 8,700 IOC and 5,600 Telephony customers
• IPO in December 2003; More than 7 times oversubscribed
World Press Limited
World Press is a printing, packaging and publishing company with all

modern facilities under one roof. The Roland presses are producing export
quality printing at better speed than its competition.
• Euro Cards is a division of World Press which produces pre-paid Hello Cards
for Worldcall as well as scratch cards for other companies. Euro Cards will
shortly be producing smart cards, hotel key cards and credit cards making it
the only company in the country offering complete card solutions. We plan to
export cards initially to Bangladesh, Sri Lanka and Central Asian States.
• Diaries and Calendars Division will produce state of the art executive desk
and pocket diaries at its plant for 2005. Calendar designs for the coming year
are currently being developed for multinational and national companies.
• World Press is equipped to produce a range of hardbound and paperback
books and is a complete publishing house.
Daily Times
• The company publishes an English newspaper - Daily Times edited by award
winning journalist Mr. Najam Sethi
• The official web site of Daily Times is www.dailytimes.com.pk
• Daily Times began publication from Lahore on 9 April 2002 and later started
publication from Karachi as well to ensure timely deliveries in both the North
and South of Pakistan.
Distribution & Promotion

Distribution Strategy
HTR Regional Accountant makes request to Head office Lahore for

inventory issuance, headoffice sens cards to regional offices though TCS courer
service. These cards are collected by regional office HTR (Abbottbabad) and
further distributed to different sub- regional offices i.e. Manshera, Haripure,
Muzafarabad etc.
World call is following mostly the middle man concept for distribution of
their cards. In case of Hello calling cards the PCO’s holder, big general stores,
mobile phone shops, or medical Stores work as retailers who provide Company’s
product to end users. Sales person palce the cards on differnent store (general ,
medical , departmental stores) to make maximum availibility of product for
cunsumers conveniance, customer can directly purchase these calling cards from
Regional Offices. Companies Sale person also perform perosnal selling activities to
its corporate customers.
In case of Pay phone Cards the PCO Holders purcase these cards directly
from Regional Offcies or the Company’s sale person deliver them cards at their
PCOs. Whereas in remote areas pay phone cards are sold by sales officer or through
mini distributors who are not Employee of company but they perfom selling
Distribution Channels in HTR Region
activities on commission basis.
Hello Pay phone
1) Personal selling
2) PCO’s
Public Call
3) General Store
Offices
4) Medical Stores
Promotion Strategy
The Company announces different promotional strategies with respect to

time & need of the market.
• Worldcall mostly uses print media to inform, persuade, and influence the
existing & potential customer about the product & services. In print media
mostly use are posters, stickers, calendars, pamphlets, newspapers.
• Company’s sales persons are also performing promotional activities through
presentation about pay phone set & tariffs.
• The Company sponsors different local activates at local level.
• Public Relations is the most effective tool in promotion, World Call is also
using public relation strategy to establish long term & profitable relationship
with the customer.
• Price-off Strategy, company time to time reduce the %age in price of cards &
PCO telephone sets to attract the customer
• Advertisement of products serves two objectives of the company,
maintaining & expending sales and introducing products in the new markets.
CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS

RELATING TO PRACTICAL EXPERIENCES
The Complaint’s target markets in HTR are Abbottabad, Haripur, Manshera,

Muzaffarabad and different small villages & town associated with these cities, the
major focus of payphone cards (PCO) are on remote area which include villages &
small towns, where there is no PTCL line. World Call has categorized its markets
with respect to market potential; in case of hello calling card the focus is on major
cities where PTCL line is available. If we analyze the competitor in hello calling
card then PTCL is well established competitor (PCTL calling Card) and recently the
Big Time the product of DV Com captured a chunk of market Share, in comparison
with Hello calling cards with Big time calling Cards in following table. Currently in
the presence of the Big time’s lesser rates, it is not possible for hello to get market
share in the presence of Big Time calling card, they have to change their pricing
strategies.
Comparison of calling cards Prices

Cards Europe Middle East
Big-time Rs 4/min Rs 11/min
Hello Rs 11/min Rs 23/min
Success and failure of different products of the Organization

SWOT ANALYSIS
Strengths of WorldCALL
• Captive subscriber base of 36,000+ operational payphones with existing
calling cards & payphone businesses generating significant amount of
nationwide and international traffic
• Extensive nationwide distribution network positioned to launch new products
• 54 offices / 255 cities / 45,000 sites
• LDI next generation network
• 14 nationwide Points of Presence (PoPs) in phase I growing to over 35
• 2 high capacity carrier grade Telco switches
• Interconnects with all major exchanges / operations
• Extensive last mile connectivity / metro fiber: 230 km of optic fiber in
Karachi & Lahore
• Connectivity to over 90% of PTCL exchanges with real live information
• Proven track record of large scale / infrastructure projects encompassing
build, launch and operations
• Relationships with market players
• Strong brand recognition (Worldcall, Hello1)
• In-depth market knowledge and understanding of telecom industry / products
- experience of more than 10 years
• Knowledge of market dynamics due to existing strong brands and marketing
initiatives
• Technology Focus
• Ready access to strong, highly skilled in-house resource pool of over 1,500
employees
Thus Worldcall is strongly positioned with a nationwide presence, in-depth

knowledge of PTCL’s network and control over a significant amount of traffic
through its existing services. This traffic can be routed onto WorldCALL’s own
network post deregulation giving the company a strategic edge over the competition
Weaknesses of Worldcall
• Less focus on Electronic media (Advertisement) & promotional strategies,

though they are using print media to communicate in potential market, but
WorldCALL is unable to influence the potential customers.
• Delay in technical Services because of limited number of employees in
Technical Department.
• Overload on network is the bigger problem that the company is facing
nowadays due to which the sale of HELLO calling card is decreasing.
• Low motivation level or loyalty of employees due to companies promotional
& rewards strategies.
• Lack of Expertise in specific HTR Region.
• Monitoring problems & delay in decision making by top management.
Opportunities for World Call
Worldcall not only has the requisite experience but also a solid track record
which will reduce the exposure of our partners who wish to invest with Worldcall in
these exciting new opportunities.
• The Ministry of Science & Technology (MOST) has framed a comprehensive

deregulation policy in consultation with McCarthy Tetrault of Canada &
Analyses Consulting of UK.
• New Telecom policy was unveiled in July 2003 with an objective to attract
investment, increase teledensity and sector development
• The policy is technology neutral.
• 2 new cellular licenses were auctioned in April 2004 through a transparent
process
• Licenses awarded for local loops (LL / WLL), long distance & international
(LDI) telephony in July / August 2004.
• 26% stake and management control of incumbent PTCL sold - June 2005
• Deregulation of the telecom market offers great opportunities to players with
existing operations and significant experience of the local market.
Threats for Worldcall

Competitors: The major competitors of world call in calling cards are as following,
They all are offering more attractive packages to the customers as compared to
world call rates & tariffs
o PTCL
o Callmate
o DV Com
o Call point
o GT
If we consider a recent example of DV com’s product named as BIG TIME

calling card which gave Rs 4/min to USA, Canada, England & Rs 11/Min to Middle
East where as world call Hello calling card is offering Rs 11/min to USA &
Rs.21/min to Middle East. So due to these strategies the competitors get the
opportunities of bigger market share.
They are making too much expansion in consumer base without making
proportionate improvement in their system.
Major Competitors of the Organization
Market Segmentation in HTR
Geographically
In HTR region, the market is divided into different geographical units such as
Mandian, Nathiagully, Havilian, Qalandarabad etc which are assigned to different
sales persons to perform sales related activities is their specific geographical area.
Manshara Batagram
Ugii Attershisha
Naran
HTR Abbottabad Mandian

Nathiagully Kehall
Cantt
Haripur Khala bat

Hattar Cantt
Havilian
Demographically
If we talk in broader aspect on Country level then world call has divided its
market into groups on the basis of variables such as age, family, religion, and social
setup etc. World call introduced its segment specific Hello Bangla and Hello
Afghan calling cards in Karachi and Peshawar in May 2004.
• Bangali calling card for those who are Bangali & live in Karachi.
• Afghan Calling Cards for Afghanis who use to live in Pakistan.
Sales Department’s Objectives & Strategies
Sales personal of world call is working as the company’s personal link to the
customers. Specific objectives or target for sale force is designed by manager. They
not only sale the product in HTR but also
• prospecting (searching for prospects or leads)
• targeting (deciding how to allocate their time among prospects & customers)
• Communicating (communicating information about the company’s product &
services.
• Selling (Approaching, presenting, answering objections and closing sales.
• Servicing (proving various services to the customer)
• Information Gathering (conducting intelligence work)
In Hazara telecom region the sales procedure of World Call is based on

Geographical Sales. Whole of the HTR Region is further subdivided into
manageable segments and is allocated to sales force. Prepaid calling cards named as
Hello, for domestic use on PTCL lines, and Pay Phone Cards for use only on
Worldcall designed sets for customer services via Public Call Offices.
The procedure set up by the Company for cards to be issued to end customers
is regulated by Accounts department. Sales personnel, have certain ensured
monetary limits which are fixed at the time of their appointment via an undertaking.
The accounts departments can only issue cards to the sales force in accordance to
their assured limits. The sales forces are procedurally liable to take the cards
themselves to the outlets / PCO’s. All such personal distribute the cards on two
modes a) Credit and b) Cash, which are evaluated in accordance to the threshold of
the outlet. In case of increased demand the sales person can request to area manager
for further issuance.
Insurance limit as per sales records: The issuance of cards depends upon the
sale records of specific sales person, e.g. if ABC sales agent sales 250 cards per
month, department will issue him 500 cards and 500cards will be the limit of that
sales person, the cards will not be issued by accounts department until a sales person
deposits the sales cash of 500 cards.
Market Segmentation with respect to Sales-Force Size
In HTR the whole market is subdivided in to geographical segments,

customer are grouped into size classes according to annual sale volume and these
segments are as follows:
• Haripur
• Abbottabad
• Manshera
• Muzaffarabad
Sales personal allocated to the above mentioned segments is as follows reporting to

Area manager:
Haripur 3
Manshera 3
Abbottabad 2
Muzaffarabad 2
The above mentioned sale force number is bound to conduct promotional and
sales activities in their own specified areas only by using the resources of their
regional offices, HTR. Wireless Local loop promotional staff have their own ambit
to deal are segregated from the other staff by limiting them to their own area of
jurisdiction i.e. WLL. Like wise the staff dealing with Pay phone and Hello cards is
not to interfere or indulge in any activity related to WLL, thereby to ensure and fix
responsibility. All the sales force is salaried and their allowances and other perks are
regulated by the head office and have no share in the card sale or percentage.
Numbers of sales officers are allocated in a specific are designated in the
region keeping in view the market potential and size of the potential market
territory. The distribution outlets in these segments are not limited constituent of all
kinds of merchandises like PCOs, Medical stores, General stores and especially in
remote areas they use their PCOs as outlets.
Typically sales process of HTR comprises on methodology that the target
sale area of segment market is further divided into portions corresponding to the
numbers of sale personnel, which may be called sub segment. Each sub segment
has further portions called routes, with the following topology (Abbottabad for
example):
Saturday Mandian / Qalandarabad
Number of outlets (PCOs) 40
New outlets 4
Hello outlets 60
Monday Supply / Nawanshehar
Number of outlets (PCOs) 30
New outlets 2
Hello outlets 6
Each route is to be visited for the provision of company’s products on one

fixed day, thereby to ensure the visits to encompass all the sub routes by the end of
the week. Each route consists of outlets for both calling cards and pay phone
(PCO), whose needs have to be addressed by the sale force with a view to extend
existing network to achieve ultimate targets amicably. Number of visit days to
specific route depends upon the sales potential and demand of specific sub segment.
Area managers check the performance of the force on test check basis by
paying randomized visits to their target areas. On realization of sales by the end of
month of each sale person, the assigned targets are compared with achieved targets
for performance evaluation process. If the present month’s sale of a specific sale
person is lesser than the last month, it is taken as a negative variance resulting in the
decrease of points in bench marking the performance of the said person and vice
versa.
Advantages of this method
• The sale person focuses on the specific area.
• The person can be held responsible for the declining sale.
• The person can be rewarded for the sales increase.
• Pre planned sales targets are known in accordance to the market potential.
• The process is easily manageable.
• Monitoring of the sales staff by the Area Manager is manageable and easy to
check the progress and ensure availability of products on specified outlets
after working day in a specific known area.
Disadvantages of this method:
• Requires more sale personnel to cover the area.
• If an assigned day is by some reason skipped by the person, the target route
can be facilitated only on the subsequent day of the next week.
• Competitors get market space to penetrate for introduction of their product.
• The target market is monopolized in this manner by the sales person dealing
that area.
SHORT FALLS / WEAKNESSES OF THE OF THE MARKETING

DEPARTMENT
Draw backs in Existing System
• Feed back
• HR & Top management
• Lack of Advertisement & promotional strategies.
• Interrupted flow of supportive technical equipment.
• Quick fix techniques.
• Considerably slow response to market competition.
• Lack of technical Expertise.
No doubt, business strategies always have a room for improvement. In

current tends of market competition an organization must consider its all business
actives to meet the organizational objectives, these activities involves continues feed
back from market to improve quality & standard of product & services, training of
employees to make them more productive . Rewards & incentives which motivate
the employees. Formal & informal gathering to improve the interaction with
employees because Managed employees are the backbone of any organization.
There are certain draw backs in present system of world call communication which
are affecting it performance as rewards it market share & promotion.
FEED BACK
The collection of data regarding changes in market is not systematic to be

further communicated to the highups in a periodical & systematic manner. This may
also be perceived as that the data sent by the field staff is not properly
communicated or acted upon. The end effect of this practice is that it demoralizes
the field staff as it evokes a since of being less important and that his suggestion &
feed back is meaningless, where as on the other hand this decision effects the
companies over all strategies which reflects the loss in market share. With
emphising disinterest in rendering feed back is notice. Some of the members of the
field staff are least interested in observing the changes in market trends and
provision of feed back to the concern sections of Regional office, Which results in
week decision making, customer dissatisfaction. At some time even possible for the
field staff to collect feed back from remote areas which are so far away from
regional office.
LACK OF ADVERTISEMENT & PROMOTION
The strength of advertisement is the backbone of any commercial based

company which directly enhances its product, sale, and helpful in making up the
minds of the targeted populace, is towards molding their buying habits in favor of
the company, WorldCALL is seemed to be little shy in investing for advertising in
electronic media, and a keen trend has been noticed for using local print media for
all the promotional programs. Whereas it competitor use both with high
concentration towards electronic media. This results in low familiarity of the target
people with world call’s product.
INTERRUPTED FLOW OF SUPPORTIVE TECHNICAL EQUIPMENT.
At PCO center WorldCALL has installed its own programmed telephone set
for use with their specified cards only, the sets like any other technical equipment
are prone to malfunctioning due to which PCO holders have to contact technical
staff of world call for troubleshooting & bring it to working condition. The
technical department of WorldCALL office at Abbottabad has scares backup of

components used in sets, due to this tendency there is a delay in fixing the problems
that arise in sets, this intern tilt the PCO holders towards loss of business and
Revenue. In this situation tends to affirm decrease in number of activations.
QUICK FIX TECHNIQUES
Whenever a problem arises a permanent solution for its eradication is not

sought. Quick fix technique is just a measure to temporarily troubleshoot the
problem. Due to this tendency problems resurface with time.
CONSIDERABLY SLOW RESPONSE TO MARKET COMPETITION
The functional hierarchy or clear chain of command in world call is of the

format that due to which delay in decision making occurs. Due to this effect world
call cannot face timely competition with the rest of the companies. On the other
hand the Top level Management takes too much time in announcing competitive
policy due to which a major chunk of the market share is taken away by the
competitors.
LACK OF TECHNICAL EXPERTISE PERSONAL
The number of technical staff as compared to the area under their

responsibility is less than adequate due to which they have a great quantum of work
to accomplish. HR department does not consider this deficiency and no supportive
staff additional have been recruited which results in lack of coherence in the
employee and adverse effect as regards the company’s reputation.
CONCLUSIONS AND RECOMMENDATION FOR

IMPROVEMENT
CONCLUSION:
After identification of the problem based on events and personal sources and
observation, I here by pronounce different remedies based on my knowledge and
courses I have taken. Management is clearly different form leadership. The ability to
manage well determines the quality and even the existence of second creation which
may be termed as good repute.
RECOMMENDATION:
• Better Marketing Mix

• MIS (Marketing information system) for feed back
• MIS (Management information system) for decision making.
• Human Resource Department & Top management
• Proper Flow of Supportive Technical Equipment
• Quick response to market competition.
• Hiring Technical Expertise.
• Company’s maintained Conveyance for field staff
Better Marketing Mix

World call should focus on developing long term brand image instead of
focusing the short term sales. And should make product available at the most
convenient places for the customers. The launch of product should accompany
quality services with it to develop corporate image which will result in loyalty of the
customer, increase in sale figure, and increase in market share. Fixing of prices of
the products be adjusted timely with those of the products of the competitor, their
major focus must be to get market shares. Worldcall communication should focus
on advertising through electronic media after preparation of attractive & interesting
commercials. Print media should also use in parallel for the purpose, organizing of
stage shows & concerts other promotional live programs may also be used for active
Publicity. Currently world call using effective & efficient distribution setup.
MIS (Marketing Information System) for Feed Back.
World Call must adopt modern Marketing information system which enable
them to collect store and manipulate large amount of data or information which is
collected through market to make marketing decisions. MIS is ongoing organized
procedure to generate, analyze, disseminate, store and retrieve information for use in
making marketing decisions. The collected data can be used for different purposes
i.e. consumption pattern of the specific market and setting the quotas of sales force.
MIS (Management information system) for decision making.
The external feedback received and the information / feedback from within
the company, when integrated bring a clear sketch in front which helps in decision
making process. Due to the integration of different departments of the company,
distribution of required resources among the departments becomes effective. World
Call should adopt such type of automated systems which should facilitate top and
middle management.
Human Resource Department & Top management
The ability to make decisions, choices & to act in accordance to them with in
ones own power is the fore most important thing amongst others to enable planning
process for an effective out come. In the area of management each managerial step
builds on the one before it, therefore a company works on interdependent
management and policy making organized system, with each step of management
having it own level of ability to make decisions corresponding to the general rules
set fourth by the company.
The world call may empower its regional heads to offer flexibility in the rates
of their product with in a specified limit so that a clear distention between a low & a
high consumer be placed. Thus encouraging investors to by their products in bulk
quantity for onward sale in the market.
The performance evaluation of the employees of the world call may be

conducted on regular bases, on the bases of which appropriate increments & salaries
& promotion be given. This inturn would mark a clear line between hard working &
passive employees, thus encouraging them towards delivery of better performances
to achieve their targets. It is pertinent to mention here that the targets assigned to the
work force be realistic, and as per prevailing market potential instead of inflated and
unrealistic targets which can never be achieved Via any amount of efforts. Regular
training programs in pace with latest technologies & policies be organized for a
detailed introduction and familiarity with new term associated with them,
Proper Flow of Supportive Technical Equipment
Worldcall has endeavored to introduce wireless local loop (WLL) in support to its
existing pay phone technology .this effort has consumed attention of the high ups
especially of technical department which has adversely effected the backup supply
of the components of pay phone sets. It is recommended that along with WLL pay
phone structure and functioning should be resuming in letter & spirit, so that the
payphone sets may be repaired with in time.
Quick response to market competition.
Due to privatization of PTCL and accruing of licenses by multiple similar

companies, a fast decrease in calling rates can be observed. WorldCALL has not
been able to keep abreast with the changes in telecommunication prices timely.
Amongst private companies world call has the largest networks and latest
technologies, but delay introduction of Competitive rates has resulted in a
considerable downfall of their product sales. Taking timely decision in this regards
would help sustain and promote product sale of world call.
Hiring the Technical Expertise.
The area to look after technically is much larger for a technical person;
therefore world call should concentrate on the recruitment of more qualified
technical staff for better management of technical issues. Another remedy for this
situation is to urgently hire qualified staff on purely contract basis.
Company’s maintained Conveyance for Field Staff

The company may arrange conveyance facilities for it work force such as
motorbikes, to save both energy & time. The geographical structure of Abbottabad
consists of only one main city whereas other areas are mostly rural to which local
transport consumes a lot of time for access.
REFERENCES & SOURCES
Principle of marketing by Philip Kotlar
Market Management by Philip Kotlar.
www.worldcall.com.pk
www.worldcall.net.pk
Mr. Gohar Haroon (DGM N.W.F.P) world call communication Pvt Ltd.
Mr. Khattak (Area Manager) world call communication Pvt Ltd.

No. WC/Exp:Cert/2006-07/223
Dated 15/10/2007.
TO WHOM IT MAY CONCERN:
Certified that Syed Ihsan Ali Shah S/O Syed Phool Badshah has successfully completed a
Internship Report on “Finance on World Call (Pvt) Limited for the period of two months.
He is energetic, honest and professional in his field.
Best Regards,
Regional Manager
For World Call Pvt Ltd,
Peshawar Region.

Objectives of Studying The Organization

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Main Saddar Road, Peshawar Cantt

OBJECTIVES OF STUDYING THE ORGANIZATION

In 1999 Worldcall Telecom Lanka established the groups' first overseas

In 2000 Worldcall Multimedia established a Hybrid Fiber Coaxial (HFC)

OBJECTIVES OF THE ORGANIZATION

Worldcall strategy is to position itself a first ever in various communication

Broad Based Objectives

Chairman & CEO

And now, the Worldcall Group is one of

Hello international calling card: world call is the pioneer in calling

• Al Juffali Group, of Saudi Arabia

• Pak Kuwait Investment Co. Ltd

Hello international calling card: world call is the pioneer in calling

Nation Wide Dialing

Worldcall Destinations NWD**

Lahore - Rawalpindi - Islamabad - Faisalabad - Gujranwala - Multan - Jehlum -

Mobile Users Dialing

WorldCALL Pay Phones

• One of the largest payphone operator in Pakistan

Charges for PayPhone

Worldcall Multimedia Limited (WML)

HFC Broadband Networks – Karachi

• IPO in December 2003; More than 7 times oversubscribed

World Press Limited

World Press is a printing, packaging and publishing company with all

WORLDCALL COMMUNICATIONS LIMITED

CONSOLIDATED BALANCE SHEET (UN-

Stock and spare parts 74568878.21 65894754 65,566,919 97,653,134 12,447,555

862392228.2 853718104 849,470,750 905,350,520 820,144,941

Current portion of non current 30307852.21 21633728 215,475,376 145,888,190 60,682,611

662753007.2 654078883 651,472,991 611,024,208 525,818,629

NET CURRENT ASSETS 208313345.2 199639221 197,997,759 294,326,312 209,120,733

LONG TERM DEPOSITS 149057176.2 140383052 139,684,629 154,805,282 69,599,703

SHARE CAPITAL AND

Issued, subscribed and paid- 1609280027 1600605903 1,592,642,690 1,592,642,690 1,507,437,111

2034900717 2026226593 2,016,145,864 1,851,875,657 1,766,670,078

2044052113 2035377989 2,025,251,730 1,877,052,259 1,877,052,259

MINORITY CURRENT A S SETS;

CURRENT AS S ETS CU RRENT LIABILITIES

Horizontal Financial Statement Analysis

Cash and Cash equivalents 200.00 419.00 480.00 61.00 14.56%

Total Assets 200.00 738.00 863.56 117.01

The most important item revealed by comparative financial statement analysis is

Vertical/Cross-Sectional/Common Size Analysis Techniques

Vertical/Cross-sectional/Common size statements came from the problems in

Accounts payable and current liabilities 12.24 12.51

Description 2004 2005

Liquidity Ratios Formula Calculation for 2003, 2004 and 2005

2003 2004 2005

(ROE) Total equity

Debt to Equity Ratio Debt/Equity - - 0.54

Comments on Financial Ratios

• Return on Assets Ratio

• Debt to Equity Ratio

Services & Department’s of the Worldcall Ltd

• Worldcall Communication Ltd.

DGM DGM DGM DGM DGM DGM

STRUCTURE OF THE MARKETING DEPARTMENT

Technical CRO/ Admin

Tech & exec Supporting

Number of Employees working in the Marketing Department

Employees working in the HTR Region