ufone pakistan
TRANSCRIPT
- 1 -
Applied Marketing
Submitted To:
Submitted By:
Muhammad Faiz Un Noor Sp10-085Faran Saeed Sp10-187Shuja Ur Rehman Sp10-148Hafiz Waqar Ishaq Fa09-043Muhammad Bilal Amjad Sp10-190
- 2 -
COMSATS Institute of Information & Technology M.A Jinnah Campus, Lahore.
- 3 -
Executive Summary
This report gives a profile of Ufone and an insight into the Ufone Marketing
Strategy. All the functions and operations of marketing strategy are defined in the
report including; miles and snow strategy, resource allocation and blue ocean
strategy for the Ufone. This report also reflects our learning and experiences at
Ufone along with our responsibilities and the tasks that we performed. Our proposal
would be of great use to Ufone and if followed properly, it can increase the
performance of employees and finally the performance of the organization itself.
- 4 -
ACKNOWLEDGEMENT
First of all we thank Allah Almighty the most beneficent and merciful who gave us strength, patience and inspiration needed
to complete this task, which is essential requirement for the completion of our project.
We would like to acknowledge,
For providing us the proper guideline for the accomplishment of our report and giving us practical exposure of work.
- 5 -
Our Honorable Teachers & Loving Parents
Whose,
Love, Affection, Motivation, Patience, Support
&
Spiritual Inspiration
Give us Encouragement,
To all those People who have quenched for Knowledge,
To all those who have dedicated their lives to others,
To all of those who have served and sacrificed for
Sake of Freedom
To all of those people, who may be gone now,
But they will never be
Forgotten....
- 6 -
Table of Contents
Sr. No
Contents Page
1 Introduction 62 Etisalat 73 Head Quarter 74 Mission Statement 85 Vision Statement 96 Objectives 107 Target Level of Performance 118 Time frame package 129 Allocation Resources 1310 Miles and Snows 1411 Blue Ocean Strategy 1512 As Is strategy canvas 1713 Factor Comparison 1814 Four Action frame work 2115 A New value Curve 2316 BOS 2417 Minimizing Planning risk 2518 Minimizing Search risk 28
- 7 -
Introduction
In 1990, Pakistan introduced its first mobile phone service called “Paktel”.
After eleven years in Jan 29, 2001 ufone has started the operation under the
brand name of ufone of telecommunication. Afterward ufone wants to expand
his business so, the have to decide with the expansion in some cities of
Pakistan. Actually ufone head office is in the Islamabad. After the privatization
of PTCL, Ufone is now owned by Etisalat.
The government of Pakistan granted them the license of Pak Telecom
mobile limited to operate GSM 9000 all Around Pakistan. Under the
agreement, Huawei will provide its future-oriented EnerG GSM solution to
expand Ufone’s network to cover over 1,500 cities, towns, villages and all
major highways in the country.
The network also allows Ufone subscribers to enjoy high-speed wireless
data service. The GSM contract for Ufone also include Huawei’s new
generation GSM dual density BTS that feature high integrated and receiving
sensitivity to improve the network performance and lower the cost of network
construction and O&M expenditure. In addition, Huawei will provide Mobile
Soft switch solution based on the advanced R4 architecture to satisfy Ufone’s
network expansion requirements, enables the telecom service provider to
evolve into 3G smoothly.
Ufone markets its prepaid services as “Prepay”. Ufone Prepay is more
affordable. Its primary market is intended towards teenagers and students.
Postpaid services are marketed by the name “Postpay”. These services are
mainly targeted towards the business community of the country.
- 8 - Ufone has a subscriber base of 12.49 million as of April 2007 and has
network coverage in more than 1600 citi.
Etisalat
Emirates Telecommunication Corporation - Etisalat was founded in 1976 as a
joint-stock company between International Aeradio Limited, a British
Company, and local partners. In 1983 the ownership structure changed United
Arab Emirates government held a 60% share in the company and the remaining
40% were publicly traded.
HEADQUARTER
The head office of the ufone is located in 13-B, F-7 Markaz Islamabad, Pakistan
and it covered area is 2336 cities of Pakistan, GT Road, Super Highway &
Motorway.
- 9 -
Mission Statement
At Ufone we aim to provide you with wider coverage, superior
connectivity, clear signals and voice quality, where ever you are in
Pakistan. Ufone focus young generation. Ufone maintain high quality of
service (near about to boom), to increase market share and market growth
on value added services. Ufone keep you connected and giving different
packages at low prices and our employees are valuable assets for Ufone.
- 10 -
Vision Statement
“To be the leading a telecommunication services provider in Pakistan by
offering innovate communication solutions for our customers while
exceeding shareholder value & employee expectations.”
- 11 -
Objectives
Dimensions
Age
Our main focus is young generation.
Demands
We give services to our customers and fulfill their demands and desires.
Network
Wider coverage, superior connectivity and voice quality will be the focus for
customer.
Charges
Low charges as per as their competitors are providing.
Competitive advantage
Customer should feel convenient while using our network the best advantage
against our competitors.
Franchise
We have round about 390 franchises in Pakistan and now our focus on
multinational franchises.
Employee
As you know our employees are valuable assets for us as well as there is a
check and balance system on all of them for improvement of business.
- 12 -
Target level of performance
(On Dimensions)
Area base
Our basic focus on the young generation but now we are wider in other
means you can say that we are providing our services to the business level and
multinational level afterwards our business is expand and more valuable for
our customers as well as for our employees.
Mission
Our target is to meet our mission that’s why we are working hardly and
give best services to customers and now as you know we are at international
level so we are providing suitable packages to our best customers and facilitate
them with as per as low charges so that they can achieve their target.
Signals
We are wider then us means our network coverage is good against our
competitors. Firstly, our target to meet the goal of our company that applying
the knowledge of people on the firm and then follow it with great care and then
use valuable resources to appreciate our employees on their hard work.
- 13 - Charges
We are providing different packages at lower prices that can make call’s
easy for customers. Like 3.99rs for 500 SMS daily and just 0.49rs per 30
second to make a call to which you want!
TIME FRAME FOR PACKAGES
There are different packages provided to our convenient customers. We
feel them pride. In real, they are our valuable assets. Packages are different so
there are different charges on each packages here are some relatively charges
of now a days packages:
- 14 -
Allocating corporate resources
From this figure we can see that ufone Prepay is at Stars and Postpay on Question Marks this means that ufone should advertise the Postpay more than their Prepay connections as it should also be in the Stars for higher success and to get High growth-rate and High Market Share.In the other hand ufone mobile is Dogs because their Low growth and Low market shares.
- 15 -
MILES AND SNOW STRATEGY
Prospector:
In miles and snow strategy, Ufone takes place prospector. Ufone enters in the market with new ideas and new packages.
Analyzer:In miles and snow strategy, Zong takes place in analyzer. Because Zong analyze the packages of prospectors and defenders.
Defender:
In miles and snow strategy, Moblink comes under the head of defender, it analyzes the propectors and then defend it for the sake of remain live in the market.
Reactor:In miles and snow strategy, Telenor comes under the head of reactor because there is not a clear objective.
Prospector Analyzer Defender Reactor
Ufone Zong Mobilink Telenor
- 16 -
Blue OceanStrategy
How to Create Uncontested Market Space andMake the Competition Irrelevant
W. Chan KimRenée Mauborgne
- 17 -
Blue Ocean StrategyINTRODUCTION
Companies have long engaged in head-to-head competition in search of
sustained, profitable growth. They have fought for competitive advantage,
battled over market share, and struggled for differentiation.
Yet in today’s overcrowded industries, competing head-on results in nothing
but a bloody “red ocean” of rivals fighting over a shrinking profit pool. In a
book that challenges everything you thought you knew about the requirements
for strategic success, W. Chan Kim and Renée Mauborgne contend that while
most companies compete within such red oceans, this strategy is increasingly
unlikely to create profitable growth in the future.
Based on a study of 150 strategic moves spanning more than a hundred years
and thirty industries, Kim and Mauborgne argue that tomorrow’s leading
companies will succeed not by battling competitors, but by creating “blue
oceans” of uncontested market space ripe for growth. Such strategic moves—
termed “value innovation”—create powerful leaps in value for both the firm
and its buyers, rendering rivals obsolete and unleashing new demand.
Blue Ocean Strategy provides a systematic approach to making the competition
irrelevant. In this frame-changing book, Kim and Mauborgne present a proven
analytical framework and the tools for successfully creating and capturing blue
oceans. Examining a wide range of strategic moves across a host of industries,
Blue Ocean Strategy highlights the six principles that every company can use
to successfully formulate and execute blue ocean strategies. The six principles
show how to reconstruct market boundaries, focus on the big picture, reach
beyond existing demand, get the strategic sequence right, overcome
organizational hurdles, and build execution into strategy.
- 18 -
AS-IS STRATEGY CANVAS
The strategy canvas is the central diagnostic and action framework for building
a compelling blue ocean strategy. The horizontal axis captures the range of
factors that the industry competes on and invests in, and the vertical axis
captures the offering level that buyers receive across all these key competing
factors.
The strategy canvas serves two purposes:
Firstly, it captures the current state of play in the known market
space. This allows you to understand where the competition is currently
investing and the factors that the industry competes on.
Secondly, it propels you to action by reorienting your focus from
competitors to alternatives and from customers and non customers of the
industry.
The value curve is the basic component of the strategy canvas. It is a graphic
depiction of a company's relative performance across its industry's factors of
competition.
- 19 -
Factor comparison
Sr* Competing Factor UFONE JAZZ TELENOR
(you) (c-1) (c-2)
1 Price Low High High
2 Technology High Medium Low
3Voice
QualityHigh High Medium
4After Sale
ServiceMedium Low High
5Market Survey
High Low Medium
6 Adaptability High Medium Low
- 20 -
- 21 -
- 22 -
Four Actions Framework
1. Four Actions Framework is a tool that helps managers reconstructs buyer
value elements into a new value curve that breaks the differentiation/low cost
trade-off. It forces the organization to ask the following four questions:
1.Which of the factors that the industry takes for granted should be eliminated?
2. Which factors should be reduced well below the industry's standard?
3. Which factors should be raised well above the industry's standard?
4. Which factors should be created that the industry has never offered?
The first question forces managers to consider eliminating factors that may
have made sense in the past, but do not add much value to buyers today. The
second question forces them to consider reducing factors that may have been
over-designed in the race to beat the competition. Hence those two questions
address the low cost side of the equation by helping companies reduce their
cost structure. The third question forces managers to uncover and eliminate the
compromises that the industry has forced buyers to make. The fourth question
helps managers discover new sources of value for buyers. The last two
questions address the differentiation side of the equation.
- 23 -
- 24 -
- 25 -
BOS CURVE
- 26 -
MUNIMIZING PLANNING & SEARCH RISK
Minimize Planning Risk
Question Arises in the mind of dealer from customers?
We are providing our customers Ufone MAP. This is also for the non-
customers for promotion of Ufone. In your opinion, is this is the good way to
search out the right path?
In your point of view, which telecom company gives you the best quality
service like; voice quality, signals quality etc?
- 27 -
Ufone providing U cell phones now, we are going to eliminate these cell
phones. What you suggest us that should we eliminate them or not? (The
referred person is already known about U cell phones.)
When Ufone launch new package, how you react on that package, do you
adapt it quickly or after some survey?
Which telecom company gives you best technology in every field like;
booster system, signals, connectivity with internet, helpline or any other?
How Ufone gather information from their customer via internet or
questionnaire or from any primary source like; AFTAB companies?
The curve of AS-IS STRATEGY shows in the earlier stage.
- 28 -
After minimizing planning risk survey look like as
Sr. No. Factors High/Low
1 Price low
2 Technology High
3 Voice High
4 After Sales service Medium
5 Market survey Medium-high
6 Adaptability Medium
7 Ufone Map High
The curve of AS-IS STRATEGY is shown after minimizing planning risk survey look like as;
- 29 - Minimize Search Risk
- 30 -
Minimize the search risk
1. LOOK ACROSS ALTERNATIVE INDUSTRIES:
What are the alternative industries to your industry? Why do customers
trade across them? By focusing on the key factors that lead buyers to trade
across alternative industries and eliminating or reducing every thing else, you
can create a blue ocean of new market space.
2. LOOK ACROSS STRATEGIC GROUPS WITHIN INDUSTRIES:
What are the strategic groups in your industry? Why do customers trade
up for the higher group, and why they trade down for the lower one?
3. LOOK ACROSS THE CHAIN OF BUYERS:
What is the chain of buyers in your industry? Which buyer group does
your industry typically focus on? If you shifted the buyer group of your
industry, how could you unlock new value?
4. LOOK ACROSS COMPLEMENTARY PRODUCT & SERVICE
OFFERINGS:
What is the context in which your product or service is used? What
happens before, during and after? Can you identify the pain points? How can
you eliminate these pain points through a complementary product or service
offering?
5. LOOK ACROSS FUNCTIONAL & EMOTIONAL APPEAL TO
BUYERS:
Does your industry compete on functionality or emotional appeal? If you
compete on emotional appeal, what elements can you strip out to make it
functional? If you compete on functionality, what elements can be added to
make it emotional?
- 31 - 6. LOOK ACROSS TIME:
What trends have a high probability of impacting your industry, are
irreversible, and are evolving in a clear trajectory? How will these trends
impact your industry? Given this, how can you open up unprecedented
customer utility?
Minimize the search risk
Strategic group:
Sms bundle for youth Call packages for middle age Both high and middle society
Functional & emotional appeal:
Call to relative & friends emotional appeal Call for business purpose functional appeal