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Project of Mobilink

Sep 09, 2014




INTRODUCTIONMobilink GSM (PMCL), a subsidiary of Orascom Telecom is the market leader in providing state-of-the-art communications solutions in Pakistan. Orascom Telecom Holding S.A.E (OTH), the parent company based in Egypt was established in 1998, and has grown to become the largest and most diversified GSM network operator in the Middle East, Africa, and Pakistan. With over ten licenses covering the region, Orascom Telecom has positioned itself as a leading telecommunications conglomerate in emerging markets of this region. Orascom enter in the Pakistani market through the licensing where they have to pay the Royalty fee. Mobilink covers approximately 85 percent of Pakistan's urban population and it can proudly boast of being the first cellular service provider in Pakistan to operate on a 100% digital GSM technology. It offers tariff plans that are exclusively designed to cater to the communication needs of a diverse group of people, taking into account occasional users to businessmen. To achieve this objective, Mobilink offers both postpaid (Indigo) and the prepaid (JAZZ) solutions to its customers. In addition to providing advanced voice communication services, Mobilink also offers a number of value added services to its valued subscribers. Keeping in mind its customers' convenience, Mobilink has also bundled mobile handsets, sold either independently or bundled in Get Set Go Pack. Mobilink GSM started operations in the year 1994,as a third entrant in the market, while Paktel and Instaphone were already operating since 1991 and had acquired substantial market penetration. Despite the re-launch of Ufone, the main competitor, Mobilink has maintained its momentum of growth. All this has been possible due to inter-departmental synergy and strengthening of Mobilinks brands. Till early 2001, they had a market share of 43%. OT took over management control of the company in April 2001 and changed the overall market dynamics through its aggressive marketing strategy and expertise. In less than two years time Mobilink grew by almost 400% with market leadership of 60% market share (year end 2003).At the time when it entered 1


the market it was a small player in the cellular market of Pakistan it is now the market leader both in terms of growth as well as having the largest subscriber base in Pakistan.

MANAGEMENTMobilink has a very competitive management. The names of the Top Management are given below. Zouhair Abdul Khaliq, President and CEO Ehab Rochdy, Chief Finance Officer Tariq Rashid, Chief Information Officer Rashid khan, Chief Commercial Officer Marwan Hayek, Chief Technical Officer Ali Raza Mehdi, Vice President Administration & Human Resources

MISSION STATEMENTHere are Mission statements of both organizations i.e. parent company and subsidry.

Orascom TelecomOur mission is to be the premiere telecom operator in the Middle East, Africa, and Indian sub-continent, providing the best quality services to our customers, value to our shareholders, and a dynamic working environment for our employees.

Mobilink GSMTo provide unparallel services while making sure to satisfy all stake holders

PRODUCTS AND SERVICESMobilink being the market leader enjoys major share of the overall market with both Indigo and Jazz dominating the postpaid and prepaid segments respectively Mobilink deals with postpaid Indigo and prepaid (Jazz) packages. 2

JAZZ Addressing the press conference, Graham Burke, president Pakistan Mobilink Corporation Limited said that with the prepaid card a customer could control its cost with the freedom to use. This is when Jazz was first launched in Pakistan, and with the passage of time became very popular, especially among the young lot. Jazz, is based on an intelligent network which is the most advanced and expensive platform, presently available in cellular telephone technology. Scores of facilities available in the package will cater to the communication needs of thousands of people in the country who cannot afford a post paid mobile phone connection. Jazz is an amazing prepaid service that allows customer freedom from monthly bills and gives him/her complete control over his/her cellular expenditure. Customer decides in advance when and how much he/she wants to spend. Jazz is simple, easy and loads of fun. Jazz is extremely affordable, with features like: No daily charges Low outgoing rates 180 days validity of Jazz Scratch Cards Simply reactivate deactivated Jazz connection

Jazz-Aur Sunao 3

Jazz tariffs have been reduced from Rs. 4.75 per minute to Rs. 3.50 per minute on all calls from Jazz to any other Mobilink numbers. This tariff reduction will serve as an unparalleled advantage to the largest mobile community in Pakistan, who will now have to pay less to call within the Mobilink family, 24 hours a day. Jazz Member get Member The Jazz Member get Member promo is the first of its kind where Mobilink will be giving its customers an opportunity to become the brands ambassadors and at the same time earn some free airtime. The essence of the campaign is that an Existing Jazz customer can refer up to 4 new customers and earn Rs.400 in airtime. The new Jazz customer will also get Rs. 100 free airtime. INDIGO


STRATEGIC MANAGEMENTArt and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objective.


STRATEGY FORMULATION Strategy formulation includes developing a business mission, identifying an organization external opportunities and threats, determining internal strength and weaknesses, establishing long-term objective, generating alternative strategies, and choosing particular strategies to pursue. Strategists must decide which alternative strategies will benefit the firm most. Strategyformulation decision commits an organization to specific products, markets, resources, and technologies over an extended period of time. Strategies determine long-term competitive advantages. Top managers have the best perspective to understand fully the ramifications of formulation decision; they have the authority to commit the resources necessary for implementation. STRATEGY IMPLEMENTATION Strategy implementation requires a firm to establish annual objectives, devise policies, motivate employees, and allocate resources so that formulated strategies can be executed; strategy implementation includes developing a strategy-supportive culture, creating an effective organizational structure, redirecting marketing efforts, preparing budgets, developing and utilizing information system, and linking employee compensation to organizational performance. 5

Strategy implementation often is called action stage of strategic management. Strategy implementation requires personal discipline, commitment, and sacrifice, success full strategy implementation hinges upon managers ability to motivate employee. Interpersonal skills are especially critical to success full strategy implementation. Every division and department must decide on answers to questions such as What must we do to implement over part of the organizations strategy? and How best can we get the job done? STRATEGY EVALUATION Strategy evaluation is the final stage in strategic management, because external and internal factors are constantly changing. Three fundamental strategy-evaluation activities are Reviewing external and internal factor that are bases for current strategies Measuring performance Taking corrective action

Strategy evaluation is needed because success today is no guarantee of success tomorrow success always creates new and different problems; complacent organization experience demise. Strategy formulation, implementation, and evaluation activities occur at three hierarchical levels in large organization: corporate, divisional or strategic business unit, and functional. By fostering communication and interaction among managers and employees across hierarchical levels, Strategic management helps a firm function as a competitive team. Nevertheless, managers and employees at these two levels should be actively involved in strategic management activities.


COMPONENTES OF A MISSION STATEMENTMission statement can and do very in length, content, format, and specificity. Most practitioners and academicians of strategic management consider an effective statement to exhibit nine characteristics or components. Because a mission statement is often the most visible and public part of the strategic-management process, it is important that is includes all of these essential components. Components and corresponding question that a mission statement should answer are given here, CUSTOMERS Who are the firms customers? PRODUCTS OR SERVICES What are the firms major products or services? MARKETS Geographically, where does the firm compete? TECHNOLOGY Is the firm technology current? CONCERN FOR SURVIVAL, GROWTH, AND PROFITABILITY Is the firm committed to growth and financial soundness? PHILOSOPHY What are the basic beliefs, values, aspirations, and ethical priorities of the firm? SELF-CONCEPT What are the firms distinctive competence or major competitive advantage? CONCERN FOR PUBLIC IMAGE Is the firm responsive to social, community, and environmental concerns? 7

CONCERN FOR EMPLOYEES Are employees a valuable asset of the firm?

MOBILINKS MISSION STAEMENT ALONG WITH ITS COMPONENTSTo provide unparallel services while making sure to satisfy all stake holders

THE NATURE OF AN EXTERNAL AUDIT THE NATURE OF AN EXThe purpose of an external audits us to develop a finite list of opportunities that could benefit and threats that should be avoid. Firms should be able to respond