17236183 Luxsoap Marketing Report

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INTERNSHIP REPORT ON

WARID TELECOM

Advisor:

SIR MUDASSARAWAN

Submitted By:

KHURRAM WAHEEDMBA-SP07-042

COMSATS Institute of Information TechnologyM.A Jinnah Campus, Defence Road

Off Raiwand Road Lahore

PREFACE

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Educations basic purpose is to replace the closed mind with an open one. But

knowledge is nothing without experience.

The basic purpose of doing studies is getting more and more knowledge. MBA is the

only degree that provides us an opportunity to explore the knowledge practically.

Internships with the help of which we get information about the existing market makes

us prepare for entering into market after the completion of degree program.

Internship is a part of our degree program that enables us to enter into the market

before the completion of the degree. I have prepared my internship report on Warid

Telecom, which would definitely be a change in internship reports as the sector which

has been focused is never focused before regarding internships.

This report also contains some worthy information about the telecommunication

revolution and growth in Pakistan. The use of cellular phones is also a great issue and a

huge market which has also been focused in this report. Plus it contains the learning

which I got by working into Warid Telecom.

No doubt this internship helped me out in exploring new skies of knowledge and new

experiences of life.

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ACKNOWLEDGEMENT

The completion of this internship report was not

possible without the worthy information provided

by Mr. Ahsan Waheed who is playing role as a

boss of mine who gave me training in the initialdays of joining the job. And special thanks to

University that made internship a part of our

degree program which enables us to enter into

the market and explore the new skies of

knowledge.

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Dedication

Idedicate my work to my honorable

Parents and respectable teachers, whose

guidance and magnificent devotion to my

Studies encouraged me to achieve this

Landmark

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Table of contentsParticulars Page #

Executivesummary 8Background and Introduction

Vision Statement

Mission statement

Core Values

Introduction of Warid telecom

Key strengths

Telecom Revolution in Pakistan

PTA Chairman

Mobile Sector

10

12

13

15

21

23

24

25Business Structure and Strategy

Management levels

Top management chart

Middle management chart Low level management

Organizational structure of Business centres

Organizational structure of contact centres

Organizational strucure of Sales and Marketing

Swot Analysis

Competitive strategy

Strategic objectives

Business strategies

Comparison of tariff plan with competitors

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29

30 31

32

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35

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38

39

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Management Approaches used in Warid

Managerial Roles at Warid

Management functions

Motivation Methods used at Warid

Ethics and Ethical behavior

Social Responsibility of Warid

Organizational Culture of Warid

Strategic Management At Warid

Business overview

GSM

LDI/WLL

48

50

51

52

54

55

56

56

59

60

62

Marketing strategies and Marketing Mix

Marketing Strategy

Marketing Objectives

Good Corporate Citizenship

Putting Customer First

Coverage

Service

Price

Distribution

Benefits

Brand Value and Identity Core Competencies

Brand Values

Product Positioning

Target Market

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71

71

71

71

72

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73

73 73

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Target Maket Analysis

Marketing Mix

Product

Price

Place

Promotion

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76

86

86

89

Suggestions and Recommendation

Conclusion

91

91

My Learning as a Student 92Index

Biblography

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EXECUTIVE SUMMERYThis report covers information about my practical experience at Warid Telecom. This

report contains the practical experience which I have in Warid Telecom. It contains the

introduction of Warid, its strategic objectives, marketing strategies, competitive

strategies and most important the learning which I get out during my stay at warid. I also

give some recommendation at the end.

In this project report first I give the profile of Warid Telecom, its Vision and Mission

statement and core values. Then the hierarchy of the management at Warid is

discussed and shown with the help of tables. Various strategic objectives and business

strategies are also discussed in the report then various approaches that are used by the

Warid Telecom are discussed while basic concepts of all the approaches are also

discussed. After that the different roles of managers are defined and how managers at

Warid perform those roles is elaborated. Different functions of managers are defined

and how these functions are performed by the Warid managers is written. Going ahead

there are concepts like motivation, ethics , organizational culture, strategies that are

being defined according to their bookish definitions and how these concepts are applied

in Warid Telecom is discussed.

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BackgroundAndIntroduction

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Warid Telecom's vision is "To be the leading national communication provider with

a strong international presence."

To become the leading national communications provider by enriching lives through a

unique customer experience in the Pakistani market

Delivering the Promise.

Once a Warid Customer is always a Warid Customer

DEVELPOERS

At Warid Telecom we believe in empowering our customers to be able to develop their

own services and add value to their lives. Warid Telecoms stated mission is to be the

leader in innovation and services. In order to facilitate this Warid Telecom and Ericsson

have teamed up to create the Warid Developer Forum (WDF).

Through our open platforms and easy to use APIs one can directly develop their own

content, applications and services, test them vigorously and when the time comes to

deliver their service, Warid Telecom and Ericsson will assist them in getting their

application to market.

As a member of WDF, partners will be able to attend periodic seminars and workshops,

leverage Warid Telecoms and Ericsson's national and international experience and

footprint to create wireless products, source financing to commercialize good ideas,

technical support, etc.

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FRANCHISES

Warid Telecom has established dedicated company owned sales and service centers in

all major cities and towns of Pakistan.

In addition, Warid Telecom plans to develop a franchise network for Sales, Customer

Service and distribution all across the country.

TECHNICAL

Warid Telecom is looking to create a leading communications company in Pakistan withan international footprint. Warid Telecom wishes to leverage its Partners innovative and

robust solutions to launch a Quality Service. To highlight this Warid Telecom has

entered into a long term agreement with Ericsson, the leading wireless solution partner

in the world.

Nortel and Cisco are other key technical partners of Warid Telecom, providing full LDI

services across Pakistan.

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Mission Statement

Our promises will be delivered by enriching customers lives through our USPs (Unique

Selling Proposition):

A comprehensive portfolio of innovative & value formoney services meeting the

diversified needs of the market.

Easy access to services, products and support.

Simple, transparent value and commercial propositions.

High quality network and customer service

Effective and available distribution channels.

Complete customer satisfaction

Building brand loyalty

Delivering enhanced value to customers and shareholders.

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CORE VALUES

Our unique customer experience will be delivered through our core values:

Quality

Transparent

Innovative

Customer Friendly

Simple

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Values

SimplicityMaking communication

simple &technology easy to use

InnovationTo consistently strive toprovide leading edge

solutions

CaringTruly sensitive tocustomer needs

HonestyTo provide

transparency, openness& fairness

QualityBest in class

Quality

Premium Quality of Service.

International Standards

Second to None

through our network, products and services

Quality product

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Openness / Transparency

We will make and keep our promises

Open and Honest - Nothing to Hide

What you see is what you get

We say what we do and do what we say.

Friendliness

our people are accessible, approachable and helpful.

Ease of use

Making communication

Simple

Clear and straight forward

Innovation & Simplicity

through our product, service and tariffs.

Bright Ideas - the only thing that restricts us is our imagination

Continuously improving through challenging the norm and looking at things

differentlyLeading the way in adding value to your life

Customer Friendly

Affordable solutions for you

Speaking your language

Being there for you, when you need us

Simple

Ease of use

Making communication simple

Clear and straight forward

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WARID TELECOM

INTRODUCTION

Warid Telecom Pvt. Ltd. Is a well recognized cellular operator in Pakistan. Warid

Telecom has a vision to become

the leading alternative national communication provider with an international

presence.

Warid Telecom Pvt. Ltd is backed by the Abu Dhabi Consortium, led by His HighnessSheikh Nahayan Mubarak Al Nahayan. For those who are not familiar with Wairds

background, this is not the first time our investors have initiated a business of such

magnitude in this region. The management has substantial experience and a strong

financial standing to support their vision of becoming a leader in the telecom industry of

Pakistan.

The existing success of previous investments, namely Bank Alfalah and UBL, is

attributed to the same leadership. Warid Telecom was recently awarded a license worth

US $ 291 Million to operate mobile services in Pakistan. In addition, Warid also holds

the license to operate Long Distance & International (LDI) and Wireless Local Loop

(WLL) businesses. It is expected that Warid Telecom will be investing approximately

US$ 1 Billion in the Pakistan Telecom Sector in the near future.

Warid Telecom is also evaluating many other options. These include a national

transmission network providing quality connectivity across Pakistan, vertical integration

into complimentary markets such as Call Centers and Product Development, and

several other options. It is undoubtedly going to be a great challenge for us to provideunrivaled and

unmatched services to our clientage while ensuring the excellence that we aim to

deliver.

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Warid Telecom wishes to pioneer a better quality of service, innovative products and

true customer choice in Pakistans Telecom market. In line with its brand values, Warid

Telecom will focus on Openness & Fairness, Simplicity, Customer Focus and

Listening.

Warid Telecom Pvt. Ltd. Is a well recognized cellular operator in Pakistan. Warid

Telecom has a vision to become

the leading alternative national communication provider with an international

presence.

4

T h e A b u D h a b i G r o u p i s l e d b y H i sH i g h n e s s N a h a y a n M a b a r a k A lN a h a y a n . H i s H i g h n e s s i s F e d e r a l

M in is te r f o r Educa t ion (U .A .E) . He i sa ls o th e C h a i rm a n o f W a rid T e l e c o m ,W a te e n T e l e c o m a n d U n ite d B a n kL im i ted

O ur Chairman

M essage from H is H ighness

We are confident that like A bu Dhabi Groups hallmark in the banking industry of PakWarid & Wateen T elecom would not only reach out to every cornerof the country but will also

new trends and standards of providing latest technology, unparalleled quality service and customein the telecommunication industry of Pakistan

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ABOUT WARID

Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi

Group entered into a strategic alliance with Singapore Telecom. Subsequent to thistransaction in July 2007, telecom giant SingTel acquired 30% percent equity stake in Warid

Telecom, Pakistan, for US$758 million. This partnership is part of a strategy to support

Warid Telecoms continued growth and to enhance its market position.

Abu Dhabi Group, one of the largest business groups in the Middle East and the single

largest foreign investor in Pakistan. It has diversified business interests, offering strong

financial resources and extensive management expertise that result in commercial success

for several institutions.

SingTels investment in mobile operations include, Advanced Info Service (AIS) Thailand,

(21.4%), Bharti Telecom Group India (30.5%), Optus Telecom Australia (100%), Globe

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Telecom Philippines (44.5%), Pacific Bangladesh Telecom (PBTL) - Bangladesh (45%),

Telkomsel Indonesia (35%) and Warid Telecom Pakistan (30%).

The Warid New Look

An evolution that strengthens the Warid identity while keeping the customers in focus

Use of a more contemporary font & style to give a more approachable image.

This new logo encompasses the expanding reach of Warid not just in Pakistan but in

an international footprint.

With our strengthened GPRS/EDGE network we would empower our customers to

create their own life style networks.

Business Description

Warid Telecom will focus on providing the following services to its potential clientele:

IP Telephony Internet Access Point to point and point to multi point connectivity such as VPNs or IP VPNs

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Warid Telecom has implemented a new and modern corporate identity as a result of the

dynamic changes taking place in the telecom industry in Pakistan. With a reflection of a

new strategy, our aim is to be perceived not only as a telecommunication operator of

voice services, but also as a universal provider of comprehensive communications

services for both residential and business customers. Warid's corporate identity seeks

to reflect the changes in telecom sector in relation to helping customers keep pace withrapidly changing technology in the field of communication, and to harmonize the

customers' perception of our brand with the quality and range of our services. Our

objective is to provide optimum level of support and care through our highly skilled and

motivated team of professionals and through maximum network coverage and clear

connectivity that we have committed to provide.

Warid Telecom takes pride in being backed by the Abu Dhabi Group, one of the largest

groups in the Middle East and the single largest foreign investor group in Pakistan. It

has a diversified business interest in the institutions that have enjoyed commercial

success as a result of its strong financial resources and extensive management

expertise. The Abu Dhabi Group's major investment are in the following sector:

Oil and Gas ExplorationBanking and

financial Services

Automobile Industry Hospitality Services

Property Development Telecommunications

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Warid Telecom decided to opt for GSM (Global System for Mobile Communication)

technology as it is the global standard for digital cellular telephone service. GSM

networks support enhanced data applications and more than 1 billion customers in 109

countries are using this technology. Warid Telecom would be launching its cellular

services based on 900 and 1800 GSM technology, in order to optimize the utilization of

frequency, thus ensuring the highest quality and service.

The Abu Dhabi Group's Telecom Businesses include:

Warid Telecom

We have made no compromise on investments required for research and development.

With a projected capital expenditure of over US $500 million, Warid Telecom has been

set up to provide a premium quality GSM service. The Company will be operational in

the 28 major cities of Pakistan at the time of launch, and will cover most of the larger

cities of Pakistan by summer of 2006.

Wateen Telecom

With a projected capitalization of US $200 million, Wateen Telecom plans to lay a

comprehensive telecommunication's infrastructure that would consist of:

International optical fiber network linking Pakistan with China, Central Asia,

Afghanistan, India and Iran.

VSAT transmission network with foot prints to cover Middle East, Asia & parts of

Europe in addition to Pakistan.

3.5 GHz wireless access network infrastructure in selected metros to provide

VOIP telephony, broadband internet and VPN/EDN solutions.

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5,000-km wholly owned nationwide optical fiber transmission network, including optical

fiber rings across the country

The Network

We are partners with some of the leading vendors in the telecom industry who help in

providing the best and the latest network solutions for our businesses. These vendors

include cellular giants Ericsson, Nortel, Siemens, Cisco and Huawei.

Warid has pioneered in key technologies which include the following:

Custom-made network for Pakistan's environment

Congestion-free connectivity in all coverage areas

Roll out plan for complete national populated coverage by 2006

Fully redundant network

Robust design catering to future needs

Future professional network (EDGE compatible and 3G upgraded with soft switch

and media gateway architecture)

State of the art IP based contact center and leading data center

Launch of WiMax services across Pakistan by the end of 2005 with revolutionary

3.5 GHz broadband solution

Services Beyond ComparisonCustomers are the most important element in any organization. We distinguish them as

our biggest assets, and we strive for excellence by listening to their needs. We work

with our customers to gain an understanding of their business, their goals and their

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objectives, to ensure that they receive the best possible service and the right solutions

to meet their demands.

We seek to be trendsetters in customer service, with our 'one stop' concept for all your

telecom requirements. This will be achieved with the provision of a one window

operation for on-the-spot issue resolution and one stop service. We have the maximum

number of Sales and Customer Service Centers countrywide, with two state-of-the-art

Contact Centers of international standards, equipped with cutting edge technologies to

ensure real-time online services. Our highly trained and well-groomed teams of

Customer Service Executives are on hand 24 hours to provide support. We have

established Corporate Lounges, with a customer-friendly environment to provide

personalized care to our esteemed corporate clients. Furthermore, an extensivenetwork of franchises, kiosks and mobile units ensure easy and convenient accessibility

Innovation

Warid is committed to providing superior levels of professional services to all its

customers - before, during and after the deployment of our leading solutions. To

accommodate our customer's demands, we have deployed a state-of-the-art 2.5 G

EDGE compliant network. There are also innovative services of various standards thatcater to a wide spectrum of users.

Best practices

We believe in a process driven setup with comprehensive business processes covering

all our activities. All business processes are ETOM compliant as per accredited

international standards.

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TELECOM REVOLUTION IN PAKISTAN

Telecom sector in Pakistan has witnessed a robust growth which mainly attributable to

the participation of the private sector during last few years.

According to Chairman Pakistan Telecommunication Authority (PTA), the cell phone

population was multiplying by five hundred thousand every month and it is estimated to

pass over 40 million mark in next five years.

The Minister for Information Technology, Awais Ahmad Khan Leghari while speaking

over phenomenal growth of telecom sector at a seminar expressed his confidence that

the vibrant telecom sector would attract 4 to 5 billion dollars fresh investment besides

creating additional 15,000-20,000 jobs during next 4-5 years.

The cellular market at present dominated by six companies which include Egypt-based

Orascoms Mobilink, Instaphone and Paktel that have partnership between a Pakistani

group and Millicom International Cellular of Sweden, and state-owned Ufone is already

operating here and a new entry of Norway based, Telenor. The Mobilink, owing to its

attractive customer packages, has succeeded to grab a major share of the market with

more than 3 million subscribers to its credit. There were only 200,000 cellular

subscribers in 1999 when the first cellular service started in Pakistan. So far penetration

of mobile phones at 2.3 percent is quite low compared to the Asian region, as it should

be more than 10 percent.

It may be recalled that PTA had issued two licenses for launching cellular services to

UAE's Al-Warid of Chairman Shaikh Nahyan bin Mubarak Al Nahyan and Norway's

Telenor of chief Executive Officer Fredbrik Baksaas last year. These companies areexpected to invest around $300 to 400 million besides paying $291 million as the

license fee to the telecom regulator, Pakistan Telecommunication Authority (PTA).

Scores of other foreign and domestic companies have just lapped up licenses for

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investment in Long Distance International (LDI), Fixed Local Loop (FLL) and Wireless

Local Loop (WLL) services.

PTA Chairman

He maintained that the annual increase in the number of mobile phones is expected to

be around 6 million in the backdrop of an expected tough competition between the cell

phone operators. To a question about potential of investment in cell phones sector, the

chief regulator of telecom sector said that the companies can make about $400 million

to $500 million investment per year. He said that the Telenor has pledged to make $1

billion investment in Pakistan for three to five years. Warid, Ufone, Mobilink, Instaphone

and Paktel are also making investment for expansion.

"All the players in mobile phones in Pakistan are expected to expand in future to capture

untapped clientele, to expand their operations and meet the growing demand of new

cell phones' connection in future".

He further said that the foreign direct investment is considered an important source of

economic growth in this global village. He said that the authority has created a friendly

environment for investors and also provided a number of incentives in all the sectors of

telecommunications. "We are sure that 5 to 6 billion dollars foreign direct investment

(FDI) is expected in the cellular phones and fixed phony in next three to five years," said

the PTA chairman.

When asked as to what could be the scenario after the privatization of PTCL, he said

that a tough competition is expected to emerge between the telecom operators in the

country. Upcoming competition among the telecom players would ensure the survival ofthe fittest, encourage quality in service, expansion in the network, and facilitation of the

subscribers. Regarding increasing regulatory responsibility of the authority amid fast-

growing telecom sector, the PTA Chairman said:

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"We are increasing our capacity by hiring professionals to meet the challenge of

regulating the fast-growing overall telecom sector. He said that the PTA will not tolerate

any inconvenience to the telecom customers and come hard on the companies, giving

poor service and below the prescribed standards."

Mobile Sector

The mobile sector has enhanced the profits of the Pakistan Telecommunication

Company Ltd. (PTCL) during the nine months ended March 31, 2005, analysts said.

"The mobile sector has witnessed tremendous growth during 9M-FY05 where the

number of mobile subscribers doubled from June 2004 figures," one analyst of Capital

One Research said.

Keeping in view the ongoing expansion in mobile sector, we expect the revenue from

this segment would augment the bottom line in ensuring fiscals, said an analyst and

added: "However, the price competition among the mobile phone operators would

impact the revenue of the company in the long run.

There is no doubt that as a result of the aggressive strategy of the government, the IT

and telecom sector has made rapid progress during the last few years. Use of

computer/Internet has grown with phenomenal speed due to reduction in bandwidth

rates and spread of the facility in different regions of the country. Similarly, the demand

for both fixed and mobile phones has grown rapidly. However, it is a fact that we had

almost become users of consumers of modern technologies because of lack of

necessary research and development activities. Despite repeated claims of the

government, Pakistan could not achieve any significant progress in software

development whereas there are no plans in sight for local manufacturing or

development of computers and their accessories. Same is the case with the

communication technology as we import all sorts of phones and accessories. Thanks to

the increased budgetary allocations for the sector, the country today has a few quality

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institutions producing IT and telecom graduates but we are unable to absorb them. It

shows that there is something seriously wrong with the approach and it needs to be

rectified at the soonest to reap the benefits of modern technologies.

Currently, the issue of intellectual property right is a major hurdle in the way of software

business in the country. It should, therefore, be resolved soon to encourage software

developers.

Concrete steps are needed to give a practical shape to the concept of E-government

which has the potential to give a kick-start to IT business to the grass root level. The

implementation, however, calls for transparency in government policies and actions.

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Business StructureAndStrategy

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MANAGEMENT LEVELS

Below is the pyramid showing the management hierarchy. According to which there are

thee main levels of management. Top management, middle management and first linemanagement below them are non managerial employees.

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This is the chart of top management of warid telecom.

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This is the chart of Middle Management

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This is the chart of Low level mangement

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This is the organizational structure of business centres

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This is the organization structure of contact centre

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This is the organization structure of sales and marketing

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SWOT Analysis

Strengths

Custom-made network for Pakistans environment, by enhancing their packages

according to customer needs.

Backed by Abu Dhabi Group.

The strategic alliance agreement with Ericsson to provide Warid Telecom a

complete state of the art GSM network solution.

Rich human resource capital from Pakistan and abroad.

Second largest customer based Telecom company.

Best quality at competitive tariff rates.

Quick connectivity.

Future professional network.

Launch of Wi Max service.

Extensive network of franchise and CS centers. Evolving better services and creative ideas.

Awards and Appreciation for their employees.

Introducing new packages on special events.

Weaknesses

At some posts job descriptions are not clearly defined.

Coverage issues need more attention.

Network problems for customers.

Workload on the employees.

Marketing campaigns needs more attentions.

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Opportunities

Tremendous growth potential and market dynamics of Pakistan Telecom sector

and extensive development and privatization taking place with a lot of unmet

demand in the telecom sector has given a chance to company to invest more in

the lucrative industry.

Expanding operations in less developed countries e.g. Congo and Uganda.

MNP will reduce switching barrier for operators.

PTCL has been privatized and acquired by Etisalat, UAE. It will definitely

enhance the competition and telecom sector will see more growth and at a faster

pace.

Targeting rural areas. Low tariff rates.

Employee skills can be enhanced a lot due to cooperative environment.

Threats

New entrants of the companies in the market.

MNP is a great threat for all the mobile operators in Pakistan.

Reduce tariff of the competitors.

Availability of substitute for the customers in the form of new companies.

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Competitive Strategy

In this competitive market of five GSM operators it is best quality at competitive rates.

Warid is building a base of satisfied customers and this customer base will help themexpand. Warid Telecom has the advantage of starting from a brand new network from

day one to support our customers. Warid has been the first to introduce a series of new

features for the users and these are gaining tremendous popularity among the users,

these are:

Zero line rent post paid.

30 second billing.

Lowest and very attractive international dialing rates.

Friends and family service.

Warid Strategic Objectives

Following are some strategic objectives of Warid telecom

To become leading telecom operator within 12 months of launch with a market

share amongst the top3 operators

Become the market leader of quality in Pakistan

Ensures 95% customer satisfaction

Become the leading mobile brand and attain the brand awareness level of 95%

within urban population

Enrich the life of the customers by providing extraordinary products and services

and a unique customer experience

Accelerate tele-density/ penetration through educating customers and ensuring

availability and affordability

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Warid Business Strategies

There are three types of business strategies followed by Warid telecom

Short term

Medium term

Long term

Short Term

Aggressive customer acquisition to gain at least 20% market share

Medium Term

Focus on customer satisfaction through desired products and services while maintaining

position on customer acquisition

Long Term

Continuously improve in all areas,

Quality services and high operational control

Staff training and development

Improve customer profitability

Market Penetration Strategy

The initial focus is on corporate giants e. g Tetra pak, ICI, and Shell etc, by providing

them the free trial period and alternatives to existing communication networks with

reduced and improved communication services. Providing corporate giants the

incentives like effortless conversion of communication network.

The idea of not just being a communication service provider but a change agent and

bring about a healthy revolution among the corporate clients.

Personal relationships and care instead of strict professional approach to attract more

and more customers

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COMPARISON OF TARIFF PLANSOF ALL PLAYERS OFTELECOMMUNICATION

INDUSTRY.

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OLD TARIFF COMPARISON

15

Mobilink Indigo Freedom Plans

20000200002000020000Security Deposit International Roaming

5000500050005000Security Deposit International Call

2500200015001000Security Deposit Local & NWD

30201510Free SMS

40010000Free Minutes Min

0.751.01.01.0SMS Rs/ msg

15004251000Line Rent Rs

1.272.272.523.22Outgoing Airtime Charges on PTCL Rs / min

2.353.353.604.30Outgoing Airtime Charges on other operators Rs / min

0.751.752.02.70Outgoing Airtime Charges Rs. / min (on net)

Freedom

Plan-4

Freedom

Plan-3

Freedom

Plan-2

Freedom

Plan-1Plan Details

16

UfoneTalk PlusTalk ValueTalk EaseZero Line Rent

ZLRPlan Details

0.91.11.41.5FNF Ufone - Ufone

1.401.611.901.5FNF Ufone - PTCL



250015001000750Security Deposits Local & NWD

10050250Free SMS


1.01.01.01.0SMS on other operators Rs/msg

0.50.50.50.5SMS on Net Rs/msg


1.7522.252.50Outgoing Airtime Charges on PTCL Rs/min

2.502.502.502.50Outgoing Airtime Charges on other operators Rs/min

1.251.51.752.50Outgoing Airtime Charges Rs/min (on net)

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telenor

Security Deposit International Roaming

Security Deposit International Call

Security Deposits Local & NWD

125755025Free SMS




15001000500250Line Rent Rs

FNF

FNF

1.751.991.992.25Outgoing Airtime Charges on PTCL Rs/min


0.5*0.7511.25Outgoing Airtime Charges Rs/min (on net)

Package DPackage CPackage BPackage APlan Details

18

Warid

0.501.251.501.50Outgoing Airtime Charges Rs/min 10pm~7am


10pm~7am

DiamondPlatinumGoldSilverPlan Details

0.501.001.251.50FNF Warid Warid 7am~10pm

0.500.751.001.00FNF Warid Warid 10pm~7am




10050150Free SMS





2.002.502.753.00Outgoing Airtime Charges on other operators Rs/min7am~10pm

0.501.501.752.00Outgoing Airtime Charges Rs/min 7am~10pm (on

net)

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18

Warid

0.501.251.501.50Outgoing Airtime Charges Rs/min 10pm~7am


10pm~7am

DiamondPlatinumGoldSilverPlan Details

0.501.001.251.50FNF Warid Warid 7am~10pm

0.500.751.001.00FNF Warid Warid 10pm~7am




10050150Free SMS





2.002.502.753.00Outgoing Airtime Charges on other operators Rs/min7am~10pm

0.501.501.752.00Outgoing Airtime Charges Rs/min 7am~10pm (on

net)

19

Warid -Mobilink

20000

8000

4000

100

1200

1.0

0.5

2500

0.50

0.50

2.00

2.00

0.50

0.50

Diamond

20000

5000

2500

30

400

0.75

0.75

1500

0.75

0.75

2.35

2.35

0.75

0.75

Freedom

4

20000

5000

2000

20

100

1.0

1.0

425

1.75

1.75

3.35

3.35

1.75

1.75

Freedom

3

20000

5000

1500

15

0

1.0

1.0

100

2.0

2.0

3.60

3.60

2.0

2.0

Freedom

2

2000

5000

1000

10

0

1.0

1.0

0

2.70

2.70

4.30

4.30

2.70

2.70

Freedom

1

1.251.501.50Outgoing Airtime Charges Rs/min10pm~7am

2.252.502.75Outgoing Airtime Charges on otheroperators Rs/min 10pm~7am

PlatinumGoldSilverPlan Details

1.001.251.50FNF Warid Warid7am~10pm

0.751.001.00FNF Warid Warid10pm~7am




50150Free SMS


1.01.01.0SMS on other operators Rs/msg

0.50.50.5SMS on Net Rs/msg

5001500Line Rent Rs

2.502.753.00Outgoing Airtime Charges on otheroperators Rs/min 7am~10pm

1.501.752.00Outgoing Airtime Charges Rs/min7am~10pm ( on net)

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20

Warid -ufone

20000

8000

4000

100

1200

1.0

0.5

2500

0.50

0.50

2.00

2.00

0.50

0.50

Diamond

15000

5000

2500

100

500

1.0

0.5

999

0.90

0.90

1.4

2.50

0.9

1.25

Talk Plus

15000

3000

1500

50

250

1.0

0.5

399

1.10

1.10

1.61

2.50

1.1

1.5

Talk Value

15000

2500

1000

25

75

1.0

0.5

199

1.40

1.40

1.9

2.50

1.4

1.75

Talk Ease

15000

2500

750

0

0

1.0

0.5

0

1.5

1.5

1.5

2.50

1.5

2.50

Zero LineRent

1.251.501.50Outgoing Airtime Charges Rs/min10pm~7am

2.252.502.75Outgoing Airtime Charges onother operators Rs/min

10pm~7am

PlatinumGoldSilverPlan Details

1.001.251.50FNF Warid Warid7am~10pm

0.751.001.00FNF Warid Warid10pm~7am

200002000020000Security Deposit InternationalRoaming



50150Free SMS


1.01.01.0SMS on other operators Rs/msg

0.50.50.5SMS on Net Rs/msg

5001500Line Rent Rs

2.502.753.00Outgoing Airtime Charges onother operators Rs/min

7am~10pm

1.501.752.00Outgoing Airtime Charges Rs/min7am~10pm (on net)

21

Warid-telenor

20000Security Deposit InternationalRoaming



12510075505015250Free SMS

300120025024012560500Free Minutes Min

0.51.01.01.01.01.01.01.0SMS on other operators Rs/msg

0.50.50.50.50.50.50.750.5SMS on Net Rs/msg

1500250010005005001502500Line Rent Rs

FNF

FNF

2.252.002.52.252.52.502.752.75Outgoing Airtime Charges onother operators Rs/min 6pm~6am

1.752.001.992.501.992.752.253.00Outgoing Airtime Charges onother operators Rs/min 6am~6pm

10.501.51.251.991.502.251.50Outgoing Airtime Charges Rs/min6pm~6am

0.5*0.500.751.5011.751.252.00Outgoing Airtime Charges Rs/min6am~6pm (on net)

Package

D

DiamondPackage CPlatinumPackage BGoldPackage

A

SilverPlan Details

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NEW TARIFF COMPARISON

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9

Mobilink Indigo Freedom Plans

N/A03030303F&F Lines (New)

N/A0.990.990.990.99F&F Charges (New) Rs./min

3025201510Free SMS

20000

5000

2000

400

900

1.77

2.85

1.25

FreedomPlan- 3 +

(New)

20000200002000020000SecurityDeposit International Roaming

5000500050005000SecurityDeposit International Call

2500200015001000SecurityDeposit Local & NWD

600 (new)200 (new)50 (new)0Free Minutes Min

1500400 (new)1000Line Rent Rs

1.272.272.523.22Outgoing Airtime Charges on PTCL Rs / min

2.353.353.604.30Outgoing Airtime Charges on other operators Rs / min

0.751.752.02.35 (new)Outgoing Airtime Charges Rs. / min (on net)

FreedomPlan-4

FreedomPlan- 3

FreedomPlan-2

FreedomPlan -1

Plan Details

10

Ufone

Talk PlusTalk ValueTalk EaseZero Line Rent

ZLRPlan Details

0.91.11.41.5Outgoing Airtime Charges FNF Ufone Ufone Rs./min

1.401.611.901.5Outgoing Airtime Charges FNF Ufone PTCLRs./min

15000150001500015000Security Deposit Internati onal R oaming

5000300025002500Security Deposit Internati onal C all


10050250Free SMS





1.7522.252.50Outgoing Airtime Charges on PTCL Rs/min


1.251.51.752.50Outgoing Air time Charges Rs/min (on net)

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11

Telenor

----Securit y Deposit Internati onal R oaming

----Securit y Deposit International C all

----Securit y Deposits Local & NWD

125755025Free SMS

30025012550Free Minutes


0.50.50.50.75SMS on Net R s/msg

15001000500250Line Rent Rs

---FNF

---FNF

1.751.991.992.25Outgoing Airtime Charges on PTCL Rs/min


0.50.7511.25Outgoing Airtime Charges Rs/min (on net)

Package DPackage CPackage BPackage APlan Details

12

Warid

1000050005000500040004000Securit y Deposit International C all

333333ISDN Zone 1

888888ISDN Zone 2

111111111111ISDN Zone 3

181818181818ISDN Zone 4

2000

1000

1

0.50

1000

0.50

1.60

1.10

0.80

Zahi-1000

3000

1500

1

0.50

1500

0.40

1.45

0.90

0.55

Zahi-1500

5000

2500

1

0.50

2500

0.30

1.50

1.05

0.30

Zahi-2500

0.601.401.60Outgoing Airtime Charges on LandlineRs/min

Zahi

Unlimited

Zahi-500Zahi-150Plan Details

Free0.600.65FNF Warid Warid

1000015001000Securit y Deposits Local & NWD

4000500150Free Minutes

111SMS on other operators Rs/msg

0.500.500.50SMS on Net R s/msg


1.321.802.10Outgoing Airtime Charges on other

operators

Free1.001.1Outgoing Airtime Charges Rs/min (on

net)

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13

Warid -Mobilink

10000

10000

0.50

4000

4000

Free

1.32

0.60

Free

Zahi

Unlimited

5000

2500

0.75

600

1500

N/A

2.35

1.27

0.75

Freedom 4

5000

5000

0.50

2500

2500

0.30

1.50

1.05

0.30

Zahi

2500

5000

2000

0.75

400

900

0.99

2.85

1.77

1.25

Freedom

3 +

0.5010.5010.5010.50SMS Rs./SMS

5000

3000

1500

1500

0.40

1.45

0.90

0.55

Zahi

1500

5000

2000

200

400

0.99

3.35

2.27

1.75

Freedom

3

5000

1500

50

100

0.99

3.60

2.52

2.0

Freedom

2

5000

1000

0

0

0.99

3.95

2.87

2.35

Freedom

1

1.101.401.60Outgoing Airtim eCharges on

Landline Rs/m

Zahi

1000

Zahi

500

Zahi

150

Plan

Details

0.500.600.65FNF Rs./min

500040004000Security DepositInternation al Call

200015001000Security Deposit sLocal & NWD

1000500150Free Mins

1000500150Line Rent

1.601.802.10Outgoing Airtim eCharges

on otheroperators Rs/min

0.801.001.1Outgoing Airtim e

Charges

Rs/min ( on net)

14

Warid -Ufone

5000

5000

0.50

2500

2500

0.30

1.50

1.05

0.30

Zahi

2500

5000

2500

0.5

500

999

0.90

2.50

1.75

1.25

Talk

Plus

10000

10000

0.50

4000

4000

Free

1.32

0.60

Free

Zahi

Unlimited

5000

3000

0.50

1500

1500

0.40

1.45

0.90

0.55

Zahi

1500

3000

1500

0.5

250

399

1.10

2.50

2.00

1.50

Talk

Value

2500

1000

0.5

75

199

1.40

2.50

2.25

1.75

Talk

Ease

2500

750

0.50

0

0

1.50

2.50

2.50

2.50

Zero

LineRent

1.101.401.60Outgoing Airtim eCharges on

Landline Rs/m

0.500.600.65FNF Rs./min

Zahi1000Zahi500Zahi

150

Plan

Details

1000500150Line Rent

500040004000Security DepositInternation al Call

200015001000Security DepositsLocal & NWD

0.500.500.50SMS Rs./SMS

1000500150Free Mins


on other operatorsRs/min


Rs/min ( on net)

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15

Warid-Telenor

1.321.501.751.451.991.601.991.802.252.10Outgoing Airtime Chargeson other operators Rs/min

Peak Hours

0.601.052.250.902.501.102.501.402.751.60Outgoing Airtime Chargeson Landline Rs/m Off-Pk

0.601.051.750.901.991.101.991.402.251.60Outgoing Airtime Chargeson Landline Rs/m PkHrs

Free0.301.000.551.500.801.991.002.251.10Outgoing ChargesRs/min (on net) Off-peak

0.50

600

1500

N/A

2.25

0.50

PackageD

0.50

2500

2500

0.30

1.50

0.30

Zahi

2500

0.500.500.500.500.500.500.750.50SMS Rs./SMS

400015005001000300500100150Free Mins

4000150010001000500500250150Line Rent

Free0.40N/A0.50N/A0.60N/A0.65FNF Rs./min

1.321.452.501.602.501.802.752.10Outgoing Airtime Chargeson other operators Rs/min

Off-Peak Hours

Free0.550.750.801.001.001.251.10Outgoing Airtime ChargesRs/min ( on net) Peak Hrs

(6:00AM-6:00PM)

Zahi

Unlimited

Zahi

1500PackageC

Zahi

1000PackageB

Zahi

500PackageA

Zahi

150Plan Details

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MANAGEMENT APPROACHES

Six management approaches are in organizations to handle the tasks about

management.

1. Scientific management theory

The use of scientific method to determine the one best way for a job to be done.Taylor

said develop a science for each element of an individuals work. Scientifically select and

train ,teach and develop the worker heartily cooperate with workers and divide work

almost equally among the management and workers.

2. General administrative theory

This theory is contributed by Hanri foyel and Max Weber.Foyel gave 14 principles of

management under this theory. This theory says there should be a hierarchy of

command like bureaucracy.

3. Quantitative approach theory

The quantitative approach involves the use of quantitative techniques to improvedecision making. It involves applications of statistics, optimization models and

information models to management activities.

4. Organization behavior theory

The field of study concern with the actions and behaviors of people at work.

Organizations use this approach because it also addresses the motivation, leadership,

trust and teamwork.

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5. The system approach

This theory says that organization should work like a system. All the interdependent

parts are coordinated by the managers so that the workers work together to attain thee

organizational goals.

6. The contingency approach

An approach that says organizations face different situations and require different

ways of management.

Popular contingency variables are:

Organization size

Routine ness of task technologyEnvironmental uncertainty

Individual indifference

Approaches Used in Warid:

We can say that the contingency approach of management is used in Warid Telecom

because they are using approaches according to the different situations. There is a

hierarchy of command so they use administrative approach but they also usequantitative techniques as well for making decisions regarding sales etc. They also use

the behavioral approach to keep their employees motivated. They regard their human

resource as valuable resource and they try to improve their abilities all the time. So we

can say that Warid Telecom uses a combination of different managerial approaches to

manage their organization.

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Managerial Roles

Managers perform ten different roles and these roles fall in three basic categories i.e.

Interpersonal, informational and decisional roles.

Interpersonal Role Includes

1) Figurehead

2) Leader

3) Liaison

Informational Role includes

1) Monitor

2) Disseminator

3) Spokesperso

Decisional Role includes

1) Entrepreneur

2) Disturbance handler

3) Resource allocator

4) Negotiator

Roles of Managers in Warid

Managers at Warid Telecom are familiar with their roles. They do have interpersonal

skills; they encourage their subordinates to improve their performance. They represent

their organizations by asking for applications for job opportunities as well. All and all

they are quite familiar with their managerial roles.

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Management Functions

In the early part of this century, French industrialists by the name of Henri Fayol wrote

that all managers perform five management functions: they plan, organize, command,

coordinate and control. But now days these functions have been condensed generally

to the basic four.

Planning

Organizing

Leading

Controlling

PLANNING

Planning function involves defining an organization's goals, establishing an overall

strategy for achieving these goals, and developing a comprehensive hierarchy of plans

to integrate and coordinate activities.

ORGANIZING

Managers are also responsible for designing an organizations structure. We call this

function "organizing". It includes determining what tasks are to be done, who is to do

them, how the tasks are to be grouped, who reports to whom, and what at what levels

decisions are made.

LEADING

Every organization includes people, and management's job is to direct and coordinatethese people. This is the function of "leading". When managers motivate subordinates,

direct the activities of others, select the most effective communication channel, or

resolve conflicts among members, they are engaging in leading.

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CONTROLLING

The final function managers perform is "controlling". After the goals are set, the plans

formulated, the structural arrangements delineated and the people hired, trained, and

motivated, something may still go wrong. To ensure that things are going as they should

, management must monitor the organization's performance. Actual performance must

be compared with the previously set goals.

Functions of managers of warid telecom

As far as Warid is concerned it has firm belief on all the functions of management

namely planning, organizing, leading and organizing. When we told these functions to

the managers at Warid Telecom they agreed that these are the functions that they have

to perform in order to complete their tasks effectively and efficiently.

Motivation

Motivation means a set of forces that causes people to behave in certain ways. There

are various theories about motivation that explain the human behavior regarding

motivation. Maslows theory, two factor theory and ERG theory of motivation are some

examples.

Maslows Hierarchy of Needs:

Maslows hierarchy of needs suggests that human needs can be classified into five

categories and that these categories can be arranged in a hierarchy of importance.

1. Self Actualization

2. Self Esteem

3. Belongingness

4. Security

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5. Basic Needs

Two Factor TheoryTwo factor theory suggests hat peoples satisfaction and dissatisfaction are influenced

by two independent sets of factors- motivation factors and hygiene factors.

Motivation factors Include:

1) Achievement

2) Recognition

3) The work itself

4) Responsibility

5) Advancement and growth

Hygiene Factors:

1) Supervisors

2) Working conditions

3) Interpersonal relations

4) Pay and security

5) Company policies and administration

Motivation at Warid

Management at Warid Telecom believes in Maslows theory of motivation when it

comes to motivating people. There is also a touch of two factor theory as well because

they give away titles like employee of the month as well but that is done on a lower

level. Organization as a whole believes in Maslows hierarchy of needs.

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Ethics and Ethical Behavior

Ethics can be defined as an individuals personal beliefs about whether a behavior,

action, or decision is right or wrong.

Ethical behavior can be defined as behavior that conforms to generally accept social

norms.

Utilitarian view of ethics

A view of ethics that says that ethical decisions are made solely on the basis of their

outcomes or consequences Utilitarian theory uses a quantitative method for making

ethical decisions by looking at how to provide the greatest good for the greatest

number.

Right View of ethics

A View of ethics thats concerned with respecting and protecting individual liberties and

privileges. Such as the rights to privacy, freedom of conscience, free speech, life and

safety and due process.

Theory of justice view of ethics

A view of ethics in which managers impose and enforce rules fairly and impartially and

do so by following all legal rules and regulations. A manager using the theory of justice

perspective would decide to provide the same rate of pay to individuals who are similar

in their levels of skills, performance or responsibilities and not base that decision on

arbitrary differences. Such as gender, personality, race, or personal favorites.

Integrative social contracts theory

A view of ethics that proposes that ethical decisions be based on existing ethical norms

in industries and communities in order to determine what constitutes right and wrong.

This view of ethics is based on the integration of two contracts: the general social

contract that allows businesses to operate and defines the acceptable ground rules and

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a more specific contract among members of a community that addresses acceptable

ways of behaving.

Ethics at Warid

Managers at Warid Telecom believe in ethics and they put special emphasis on ethics

of a candidate while interviewing him. They take special measures to maintain ethical

standards e.g. sending employees on training, hiring a firm to improve the idea of ethics

held by the employees etc.

Social responsibility

Itis the idea that business has a duty to serve society in general as well as the financial

interests of stockholders. Simply It is about how a business makes its money and

NOT how it uses its money.

Types of Social Responsibility

Economic the duty of managers, as agents of the company owners, tomaximize stockholder wealth

Legal the firms obligations to comply with the laws that regulate business

activities

Ethical the companys notion of right and proper business behavior.

Discretionary voluntarily assumed by a business organization.

Warids Social Responsibility

Warid as an organization has firm belief in social responsibility. The main example of

their social responsibility is that recently they have contributed in the Lions Club in

Faisalabad. The donation is round about Rs. 5 Lac in order to help the poor blind

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people. They also contributed in the earthquake disaster. They contributed a lot of

amount on the development of the earthquake affected people.

Warids Organizational Culture

The organizational culture of Warid is depending on the combination of different kinds of

dimensions of organizational culture like for example they sometime use the Aggressive

style and sometime the combination of the people oriented & innovating and risk taking.

Warid as an organization also has a firm a belief in the following steps in order to create

the organizational culture,

Formulate Strategic Values

Develop Cultural Values

Create Vision

Initiate Implementation Strategies

Reinforce Cultural Behavior

Strategic Management

That set of managerial decisions and actions that determine the long run performance

of an organization.

Types of Organizational Strategies

Corporate Level Strategies

An organization strategy that seeks so determine what business a company should be

in or wants to be in.

Growth

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It is a corporate level strategy that seeks to increase the operations of an organization

by expanding the number of products offered or markets served.

Related Diversification

It is a corporate level strategy when a company grows by merging or acquiring firms in

different but related industries.

Unrelated Diversification

A corporate level strategy when a company grows by merging or acquiring firms in

different and unrelated industries.

Renewal

A corporate level strategy designed to address organizations weaknesses that are

leading to performance decline.

Business Level Strategy

An organizational strategy that seeks to determine how an organization should compete

in each of its businesses.

Overall Cost Leadership

A business level strategy in which an organization is the lowest cost producer in its

industry.

Differentiation

A business level strategy in which a company offers unique products that are widelyvalued by customers.

Focus

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A business level strategy in which a company pursues a cost or differentiation

advantage in a narrow industry segment.

Strategy Followed By Warid

Warid Telecom strategy to lead the market is based on differentiated product. They

were the first ones to introduce billings that ranged from 60 seconds30 seconds to Per

second rates. This was the first of a kind billing in Pakistan cellular services history and

Warid benefited a lot from this.

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BUSINESS OVERVIEW

Warid Telecom was recently awarded a license to operate mobile services in Pakistan for

US $291 million. In addition, Warid Telecom also holds a license to operate Long Distance

& International (LDI) and Wireless Local Loop ("WLL") activities.

In continuation to the successful operations of Bank Alfalah and United Bank Limited, the

Abu Dhabi Consortium, lead by His Highness Sheikh Nahayan Mabarak Al Nahayan, has

recently set up Warid Telecom (Pvt.) Limited.

Warid Telecom intends to launch its nationwide GSM network in the first half of 2005 to

cater to the current unmet demand for quality mobile services. The mobile market in

Pakistan is undergoing significant growth. Current mobile penetration in the country is

around 3%. The country has a large population of 150 million (sixth most populous in the

world) and a market with a strong appetite for communication services. The potential of this

market is further evident from the limited existing coverage areas, capacity constraints and

continued aggressive expansion by the current telecom operators. With new entrants,

customers will be provided with more choices, better quality of services, cheaper rates and

many new innovative products, which Warid Telecom wishes to pioneer. Warid Telecom

will focus on: Quality, Transparency, Innovation, Customer Friendliness and Simplicity in

line with its brand values.

In addition to its mobile services, Warid Telecom will be launching a Long Distance &

International and Wireless Local Loop business shortly. This service will provide

international termination of traffic into Pakistan, alternative affordable nationwide &

international voice telephony, and data & value added services. These services also target

a market that is highly price competitive and quality conscious. It is Warid Telecoms intent

to provide premium quality services powering not only its mobile network, but also its

customers and partners.

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http://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htmhttp://www.waridtel.com/aboutus_vision.htm


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As a consequence of the growth and deregulation in the telecom markets, Warid Telecom

is also evaluating many other options. These include a national transmission network

providing quality connectivity across Pakistan, vertical integration into complimentary

markets such as Call Centers and Product Development, and several other options.

International plans include expanding mobile, LDI and telecom footprints in other key

markets with similar profiles.

Warid Telecom stands committed to provide the finest mobile phone services to customers

in Pakistan. Our partnership with Ericsson, the leader in this field is proof of our

commitment to the Pakistani market, where we feel that high quality technology coupled

with impeccable customer oriented service is the key to attaining leadership. As we

approach the formal launch of our services, the team at Warid Telecom is working hard to

ensure that our network rollout and coverage build up is second to none and that there are

no compromises in the quality of the service we offer. Our partnership with Ericsson will

only cement that decisive advantage.

GSM

LDI/WLL

GSM

The Pakistan Telecommunication Authority (PTA), as part of the governments

initiative to improve national telecom services and to bring in foreign investment and

expertise in the telecommunication sector, awarded one of the two new cellular licenses

to Warid Telecom (Pvt) Limited owned by the Abu Dhabi Consortium of UAE. The

license was awarded under an open auction process for a fee of $291 million.

Warid Telecom, one of the latest entrants in the telecom sector in Pakistan, plans to

operate and manage a leading telecommunication business focusing primarily on the

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mobile segment of the market and is looking to launch a nationwide GSM network in

Pakistan.

The Abu Dhabi Consortium, who has other successful investments in Pakistan, namely

Bank Alfalah and United Bank Limited, was interested in investing in other booming

segments of the economy. In light of Pakistans substantial economic growth, increasing

tele-density and subscriber penetration rates, and the liberalization process taking place

in the telecommunication industry, the telecom sector has become a favorable choice.

The past few years have witnessed a tremendous improvement in the development and

growth of the telecom industry in Pakistan, specifically the cellular market. Theintroduction of Calling Party Pays regime (CPP) in 2000 and the entry of Ufone in

2001 led to a threefold increase in mobile subscribers. However, the cellular penetration

rate (around 3%) of Pakistan is still considerably low compared to that of South Asias

which is around 12%. This gap highlights the immense potential for growth available in

the industry.

In order to gain a footing in the mobile market Warid Telecom has partnered with

Ericsson to provide network solutions for the business. Being one of the top cellular

vendors established in over 140 countries with vast experience in the industry, Ericsson

will be able to offer Warid Telecom the latest technology required for their business.

This coupled with Warid Telecoms sound financial backing will place it in a strong

strategic position to capture the market share in the tapped as well as the untapped

market.

As part of its business strategy, Warid Telecom plans to establish itself as a leader, and

increase the overall market size through broader coverage of all income groups due to

its affordability. Warid Telecoms superior products, high quality of service, and

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customer support will enable it to not only capture market share from existing players,

but also acquire the so far untapped market.

LDI/WLL

The main services being provided under Warid Telecoms LDI license include:

Management of internationally originated voice and data traffic terminating into

Pakistan (International Gateway).

Management of nationally originated voice and data traffic terminating both in

Pakistan and Overseas (National Origination).

Data and Value Added Services, such as Corporate Solutions, IP Telephony, VPNs,

Data Warehousing, Data Connectivity etc. (Data & VAS).

There are several potential LDI candidates and Warid Telecom foresees intense

competition in the market. Warid Telecoms stated strategy is to provide superior quality

of service based on competitive pricing as it believes that ensuring certain key

performance indicators is critical. A critical element to Warid Telecoms strategy is to

work with key Strategic Partners to allow Warid Telecom to focus on its corecompetencies while leveraging its Partners strength.

Warid Telecom believes that there are many untapped opportunities and has created a

Pick & Mix modular format for its partners to evaluate which opportunities they wish to

leverage.

i) International Gateway (Inbound Termination of Minutes by Warid

Telecom)

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The current PTCL official rate is US18.05c based on an APC rate of US12.05c.

There tend to be many hidden additional costs with calls terminating on existing

operators along with significant administrative issues. Warid Telecom operates

on a transparent basis. The intention is to provide lucrative terms to ourPartners

based on a cost plus basis to create long term business opportunities.

(ii) Outbound International Termination

Currently all traffic originated by customers in Pakistan is terminated through

PTCL to 3rd party international operators. To date this market has severely been

stifled as a consequence of excessive pricing and poor quality of service (i.e.

individuals cannot get international connectivity at peak hours due to networkcongestion and pricing to date has come down by 50%). The market has proven

to be highly price elastic. Warid Telecom intends to generate and grow this

business substantially through its mobile LDI and WLL activities over the next 3

years in conjunction with its partners.

(iii) Nationwide & International Traffic Origination in Pakistan

The Pakistan market is highly entrepreneurial with a large mushroom market.

Furthermore, through customer pre-select/select services (e.g. four digit access

codes) and Wireless Local Loop, Warid Telecom believes that there is significant

customer and O&M market potential for the origination of nationwide and

international traffic. Warid Telecom would like to work with companies to create win-

win business initiatives. Warid Telecom believes that there are business

opportunities in the following areas:

Calling Cards Partners: White labeled or Co-branded Calling Card Platform forwhich our partners will focus on Sales & Marketing initiatives to create strong

local or national calling card distribution networks.

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Payphone Operators: Using 4 digit access services Pay Phone Operators will be

able to enjoy preferential rates from Warid Telecom.

Corporate and High end user retail market using customer selection / pre-select

services.

O&M and Other Agent Partners: O&M agreements and agency terms for wholesale,

corporate and retail opportunities providing the end customer with cheaper

telephony rates and lucrative returns for Warid Telecoms O&M partners and agents.

iv) Data & Value Added Services

Warid Telecom will focus on providing the following services to its potential clientele:

IP Telephony

Internet Access

Point to point and point to multi point connectivity such as VPNs or IP VPNs

Disaster recovery, financial transaction verification

It is Warid Telecoms belief that most companies are underestimating the

potential of this market. Already Warid Telecom has approached several large

organizations with multi point locations that have shown an interest in this

bundled solution.

LDI Partnership Programs

National Partnerships

1. LDI Affinity Marketing & Sales

Warid's strategy is to setup multiple routes to market for its LDI services as detailed

above. A key route to market is the Affinity Marketing and Sales program whereby

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Warid forms a marketing and sales partnership with a strong brand to re-sell its suite of

LDI services to corporate and residential consumers in Pakistan. Warid has developed

attractive commercial terms that will sustain this as a standalone business for its Affinity

partners.

2. Local Loop Partnerships

Warid offers attractive terms of interconnection to select local loop partners to provide

them national and international transit and termination services. Warid LDI network has

14 PoP's in Pakistan. Warid will be increasing its PoP's in Pakistan to 24-26 in the next

2-3 years. Interconnection with fixed and wireless local loop operators is available at all

of the Warid PoP's and Warid LDI infrastructure supports most common interconnection

protocols and interfaces.

3. Payphone Partners

Warid offers wire-line payphone operators an alternative transit network at very

attractive terms and conditions. Warid has created a significant commercial incentive for

Payphone operators to switch to its LDI network for transit and termination services.

Please contact GM LDI for more information on tariffs, mode of interconnection and

billing mechanisms.

4. Calling Card Partners

Warid offers companies with strong brand names and nationwide distribution

capabilities opportunities to launch Pre-paid Calling Card Services under their own

brand names. Calling card partners are responsible for setting up and managing the

distribution channel, providing sales, marketing and advertising support to calling card

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products.

International Partnerships

1. Wholesale Partners

Warid has a clearly defined strategy of setting up direct interconnects with select Tier 1

operators to setup international routes into Pakistan. Warid routes into Pakistan are of

Tier 1 quality, and its focus is to providing Quality of Service at a Competitive Price

Point.

Warid is interested in setting up a long term wholesale relationship on a cost plus basis.

The cost plus basis of the commercial relationships ensures that the commercial

interests of both parties are pro-actively managed in a price volatile post deregulation

market. Warid standard terms and conditions for international wholesale partnerships

are available through GM Long Distance and International

2. International Strategic Partnerships

Warid is interested in strategic partnerships and joint ventures in which the partner and

Warid jointly enter and develop new business lines. Important considerations in

structuring these joint ventures include the financial and market strength of the partner,

the revenue potential of the business line, and the strength of the existing relationship

between Warid and partner.

3. International Home Accounts

In addition to its wholesale and strategic partnerships in the international market, Warid

has plans to target expatriate Pakistani communities through retail channels managed

by its international brand and marketing partners.

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4. Preferred Roaming

Warid is interested in preferred International Roaming partnerships with key

international operators for reciprocal exchange of roaming business, reciprocal

preferred tariffs, select value added services, and high end customer services.

Wireless Local Loop Services

1. Corporate and SOHO Services

(a) VOIP Service

VoIP(Voice Over Internet Protocol) is now the most used application internationally as it

has driven down the cost of providing voice services across all consumer and business

sectors. Warid WLL network will provide the service to Corporate and SOHO markets

initially to connect your PABX and IPBX in different cities and locations at much better

pricing then ever before without the need of local connection from PTCL. These

services will be available for you throughout Pakistan to connect your head offices with

regional and city offices anywhere in the country where service is offered.

(b) Data Connectivity

Intra-city, Inter-city and International data connectivity on telephone and leased lines

has been the most expensive bottleneck in development of corporate and SOHO data

infrastructures. Warid WLL networks will provide you always-on connectivity with CIR at

rates of 128kbps to 2Mbps at better prices then ever before. With Warid WLL

connection at each office your virtual private network (VPN) will connect your Local

Area Networks (LAN) in each city to give you a nationwide network to increase your

throughput dramatically. Biggest users of these services will include banking, insurance,

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manufacturing, trading, stock-exchanges, education and government sectors.

(c) Utility and Public Safety

Wireless connectivity of Warid WLL will enable new businesses in Utility and Public

safely sectors tremendously. Partners using third party applications will provide security,

telemetry and public VoIP emergency services. Other key applications will range from

remote control applications for managing traffic flows to traffic lights by city governments

to remote automatic meter reading by utility companies. Likewise the same WLL

network will be used for home, office, and industrial suveillance by security agencies or

private security agencies or even by you yourself right off the web.

2.Consumer Services

(a) Integrated & Internet Access Service:

You can now have fixed Wireless Local Loop (WLL) connectivity on the fly in your

homes, offices, schools, universities, hospitals, internet cafe, stores and shops to get a

voice and internet access services at fraction of today's cost with an "always-on"

connection ranging from 64kbps to 256kbps.?

(b) Rural Telephony & Data Network

Warid WLL network will provide wireless connectivity to you and other landline local-

loop operators to bring voice and data services to your homes and businesses in the

rural areas of Pakistan to develop it with the same dedication as we are working with in

Urban and suburban areas.

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3.Special Applications

Our WLL network will be available for your special application needs and we would

listen to your requirement and make you a proposal accordingly

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Marketing Strategies

And

Marketing Mix

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Marketing Strategy

All the players will be competing with one another each having its own strength and

weaknesses. The market positioning is extremely dynamic. Under these circumstances

quality of service, marketing strategies, pricing, promotions and brand loyalties all will

interplay and have their individual impact. Collectively whoever masters this set of

strategies and is able to develop a synergy will be our greatest competitor. In my

opinion, the market is large enough for all of us to have our share and survive.

Warid is following the internationally recognized quality of service benchmarks in

maintenance of its GSM network. The coverage is definitely extensive and in line with

our USO Universal Service Obligations. In terms of services Warid is maintaining an

edge in bringing the most advanced and innovative features to their valued customers

and will maintain their edge in being the trendsetters. Their first priority is to provide best

quality services of voice telephony and short messaging (SMS). Their services are

available on all motorways and other major highways from the first day of operations.

The price of the services will be determined by the market forces.

Marketing Objectives

Good corporate citizenship

The GSM license will be used for the maximum benefit of the country, its people,

customers and the business community.

Putting customer first

Being customer oriented is the key to the success of any organization.

Localisation

Integration of marketing activities centred around the customer

Customer relationship management

Effective and aggressive sales force targets and personnel.

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Coverage

Wide population and geographic coverage

Excellent indoor and outdoor coverage

High capacity network

Efficient use of spectrum

Service

Maintenance of quality

Offer unique value added services

Content and bulk messaging services for mass communication

Infoservices capability Allowing for top-up facilities like recharging via credit card, via another zem

cardholder, and via recharge vouchers.

Price

Offer low, affordable prices at launch. However, the aim is not to indulge in price

competition in the long run, and maintenance of customer base should be on

basis of quality of service.

Low activation charge lowers barrier to adoption

Cost based low tariffs mean customers can afford more calls

Future price reductions to line with cost reductions

Low priced SMS.

Distribution

Make zem prepaid cards available everywhere, in every locality of Pakistan

Franchise as well as othe

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