Shahbaz Ahmad

0300-6957234

Shoaib Tariq

SHAHBAZ AHMED        3007SHOAI

 B TARIQ                     3003 

  

  

Presented to: Ms. Taha Seyal 

Date of submission: 13th April 

2009 

BILAL AZAM          2967 SHUMAILA KHALID        2983 NAGHMANA LIAQAT        2997 ABEER M. HUSSAIN            3035  

 

 

Contact:   Shahbaz Ahmad 

     (0300‐6957234, 0333‐4094882) 

 

 

 

 

 

 

 

   

Pakistan Telecommunication Limited

Shahbaz Ahmad

0300-6957234

Shoaib Tariq

 

 

TABLE OF CONTENTS 

1 INTRODUCTION OF TELECOM INDUSTRY              1 

2. PTCL ‐ PAKISTAN TELECOMMUNICATION LIMITED          1 

2.1 Introduction of PTCL                  1 

2.2 Vision                       2

2.3 Mission                       2 

2.4 Core Values                     2 

2.5 Organizational Structure                   3 

2.6 Products & Services                   3 

2.6.1 PTCL Landline                     3 

2.6.2 PTCL V‐Fone                      4 

2.6.3 Ufone                       4 

2.6.4 Paknet Limited                     5 

2.6.5 PTCL Broadband                   5 

2.6.6 Smart Services                     5 

3. ANALYSIS OF EXTERNAL ENVIRONMENT               6 

3.1 Industrial Structure                    6

3.2 Market Operation                   6 

3.3 Top PTCL Competitors                    6  

3.4 Market Structure                    7 

3.5 Regulatory Environment                   7 

4. ANALYSIS OF INTERNAL ENVIRONMENT 8

4.1 Organizational Management Cycle                9 

4.2 HR Aspects                     9 

4.3 Training and Development                             10 

5. BUSINESS STRATEGIES 11

5.1. Fixed Line Telephony                             11 

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5.2 Wireless Local Loop                   11 

5.3 Broadband and Value Added Services               12

5.4 Cross Subsidization                    12 

6. ENTREPRENEURSHIP ‐ INNOVATION & INCENTIVE PLANS          13 

6.1 Quality Services 13

6.2 Free Internet                      13 

6.3 One Stop Shop                     14 

7. SWOT ANALYSIS                     14 

7.1 Strengths 14 

7.2 Weakness 15

7.3 Opportunities 15

7.4 Threats                       15 

8. GAP ANALYSIS                     15 

8.1 FUTURE OF PTCL 15

8.2 Measures to achieve Set Targets                16 

8.2.1 New Technology 16

9. Bibliography                     17 

10. Executive Summary                   18 

11. Resources                      20 

 

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0300-6957234

Shoaib Tariq

 

1  

1 INTRODUCTION OF TELECOM INDUSTRY 

Since the independence of Pakistan, basic telecom services were being provided by a

monopolist, previously called as Telephone and Telegraph department (T&T). The department

was being run by the government and played multiple roles as regulator, policy maker, operator

and service provider in the country. The T&T department was later converted into a corporation.

Although the corporation was earning huge profits from the services, it was re-investing the

same profits into the sector for the provision of more telecom service but the investment was not

enough.

Further, with the technological advancement, more and more telecom services were

becoming available but there was not enough money available with the corporation to install new

telecom systems for the provision of modern services. Resultantly, a digital divide prevailed in

Pakistan keeping it behind its neighbors and other comparable countries in terms of telecom

access, Cellular mobile services in Pakistan commenced in 90s when two cellular mobile

telephone licenses were awarded to PakTel and PakCom (Instaphone) for provision of cellular

mobile telephony in Pakistan. Currently there are six cellular players in the market. The Telecom

Sector has contributed 2 percent towards the overall GDP growth with revenues of over PKR

235bn.

2 PTCL ‐ PAKISTAN TELECOMMUNICATION LIMITED  2.1 Introduction of PTCL  

PTCL is the largest telecommunications provider in Pakistan. PTCL also continues to be

the largest CDMA (CORE DIVISION MULTIPLE ACCESS) operator in the country with 0.8

million V-fone customers. The company maintains a leading position in Pakistan as an

infrastructure provider to other telecom operators and corporate customers of the country. PTCL

has laid an Optical Fiber Access Network in the major metropolitan centers of Pakistan and local

loop services have started to be modernized and upgraded from copper to an optical network. On

the Long Distance and International infrastructure side,  the capacity of two SEA-ME-WE

(South-East Asia - Middle East - Western Europe) submarine cables is being expanded to meet

the increasing demand of International traffic.

With the promulgation of Telecommunication (Re-Organization) Act 1996, the PTA

(Pakistan Telecommunication Authority) was established as the Telecom Regulatory body.

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Following the open licensing policy in BUY @ PKR 45.40 accordance with the instructions of

Government of Pakistan and in exercise of powers conferred by Pakistan Telecommunication

(Re-Organization) Act l996, the basic telephony was put under exclusivity and PTCL was given

a seven years monopoly over basic telephony which ended by December 31, 2002. The year

2006-07 in the telecom sector witnessed a phenomenal growth in the mobile phone sector in

Pakistan, which doubled its subscriber base to 60 million. The teledensity increased from 26% to

40% helping to spread the benefits of communication technology across the country PTCL’s

mobile phone subsidiary Ufone’s subscriber base grew by more than 87%, from 7.49 million to

14 million.

2.2 Vision 

“To be the leading Information and Communication Technology Service Provider in the

region by achieving customer satisfaction and maximizing shareholder’s value. “

The future is unfolding around us. In times to come, we will be the link that allows global

communication. We are striving towards mobilizing the world for the future. By becoming

partners in innovation, we are ready to shape a future that offers telecom services that bring us

closer.

2.3 Mission 

To achieve our vision by having

• An organizational environment that fosters professionalism, motivation and quality

• An environment that is cost effective and quality conscious

• Services that are based on the most optimum technology

• “Quality” and ‘Time” conscious customer service

• Sustained growth in earnings and profitability  

2.4 Core Values  

• Processional Integrity

• Customer Satisfaction

• Teamwork

• Company Loyalty

• Corporate Information  

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2.5 Organizational Structure  

2.6 Products & Services  2.6.1 PTCL Landline  

Since the deregulation of the telecom sector, a large number of foreign investors opted

for lice

on based charging

system

nses in LL (Local Loop), LDI (Long Distance International) and cellular operations,

identifying Pakistan as an emerging market. Investors entered the market forcefully in the

cellular segment introducing heated competition for PTCL. In this situation PTCL’s counter

strategy for landline service, during the year 2007-08 was aimed to increase ARPU (Average

return per user), acquire new subscribers and contain facilitate existing ones. 

To increase operations PTCL shifted from its conventional durati

to value based options, like ‘Pakistan Package’ that offered 5,000 minutes for on-net

nationwide calls at Rs. l99/month. PTCL also launched ‘International Plus’ package to facilitate

cost effective international calls at unmatchable rates alongside offering Voice messaging and

Phone n Net services, adding more value to the landline service. To increase customers’ base

‘order on phone’ was introduced, allowing customer to apply for a new connection by simply

calling 0800-80800.

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2.6.2 PTCL V‐Fone  

PTCL V-Fone (WLL, Wireless Local Loop Service) was another major area of focus for

PTCL during the year. A few prominent measures taken in this area during the year were

launching of free home delivery service. No line rent package was launched in September 2007.

In June 2008 30 seconds billing was introduced contributing as an effective customer retention

tool. PTCL has expanded the network to provide coverage in all large and small cities including

over 10,000 villages in rural areas of Pakistan.

As V-fone becomes the Wireless substitute to landline in un-served areas, it will be a

robust line for voice, data and fax services for use at home and in the office in business markets

it will be positioned as the CDMA cellular extension to add trunk lines to the ever expanding

business PABXs. V-fone will be spearheading the launch of the new post pay and pre-pay tariffs

with no line-rent to meet the market demand. The tariff will include new post-pay unlimited local

and nationwide calling packages to bring traffic back to PTCL’s networks to stabilize the

revenues.

2.6.3 Ufone 

(Pakistan Telecom Mobile Ltd) a wholly-owned subsidiary of PTCL commenced its

operations on 29th January 2001 as a 1SM 900 set-vice provider. Since the outset, it has

expanded its coverage and customer base at a rapid pace and established itself as one of the

leading cellular service providers in Pakistan. Ufone is now considered to be one of the most

active, aggressive and innovative players in the mobile sector of Pakistan. The growth of the

cellular industry is a direct result of the successful implementation of the telecom deregulation

and cellular mobile policy by the Ministry of IT and Telecommunications (MOIT&T) and the

support, guidance and timely enforcement of regulatory process by the Pakistan

Telecommunication Authority (PTA) Ufone’s operational performance has been very

encouraging despite still competition in Pakistan telecom market which has led to reduction of

prices to bare minimum level. Ufone managed to improve its revenue and operating profit by

35% and 47% respectively, as compared to the last year through aggressive policies and

exercising strict control over expenses.

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2.6.4 Paknet Limited  

Paknet was incorporated in year 2000 for providing internet related services in the

country is being wound up. However, PTCL has developed its own voice, data and video

infrastructure and services. Paknet’s operations have been closed and liquidator appointed for

completing the formalities involving the company closure. All customers, assets, liabilities and

capital stand transferred to PTCL in accordance with the special resolution passed in General

Meetings.

2.6.5 PTCL Broadband 

The first major product initiative taken towards a changing PTCL during the year 2006-

07 was the launch of PTCL’s Broadband service under the theme of ‘Broadband Pakistan’ by the

Prime Minister of Pakistan. The service was launched on PTCL’s new state of the art Broadband

infrastructure that was added to our network during the last three quarters of 2007 with the initial

capacity of over 100.000 subscribers.

PTCL achieved unprecedented success as it added over l0, 000 customers within the first

120 days of its launch while historically it had taken four years collectively for all the other

operators to achieve 30,000 customers in Pakistan! The hallmark of’ PTCL service was the

removal of the traditional barriers such as the upfront costs of installation and customer premises

equipment and added bandwidth download. This high customer take up also reflected on the

company’s trusted image in the eyes of the nation. The service is expanded into dozen cities of

Pakistan during the corning year.

2.6.6 Smart Services

In March 2008, PTCL introduced a trial service that put PTCL on the path of a paradigm

shift. Branded under PTCL Smart Line, the service included Interactive Television. Broadband

and voice Telephony all at the same time on PTCL’s telephone line. The ‘Smart TV’ for the first

time offered TV viewers the power to control the TV channels interactively. The Commercial

launch of the PTCL Smart line services across the three largest cities in Pakistan was arranged on

the 14th of August 2008 which will be expanded to the other cities during the course of the year.

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3. ANALYSIS OF EXTERNAL ENVIRONMENT  

3.1 Industrial Structure 

In recent times, the focus of PTCL has increasingly shifted from Fixed Lines to Cellular

and Wireless Fixed Lines (WLL), with better portability and convenience. WLL has shown an

improvement from 0.7 percent to 1.1 percent in 2006- 07 from last year with subscribers of 2mn.

Cellular segment remained the vital player with increase in total Teledensity contributing 48

percent. In the urban markets introduction of Broadband internet services by PTCL has further

benefited the consumers to access timely information over the internet with competitive rates.

3.2 Market Operation 

The communications services provider offers consumers and businesses with basic

landline, DSL broadband and smart services. The company also provides wholesale services

such as traffic routing and call termination to other carriers. PTCL’s subsidiaries include wireless

phone services provider Pakistan Telecom Mobile, which operates as Ufone. In 2006 Emirates

Telecommunications (Etisalat) acquired a 26% stake in PTCL and assumed management control

of the company. Demand is driven by technological innovation and by growth in business

activity. The profitability of individual companies depends on efficient operations and good

marketing.

3.3 Top PTCL Competitors 

• China Mobile

• Orascom Telecom

• Telenor

• Mobilink

• Warid

• Worldcall

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3.4 Market Structure 

Wireless Local Loop (WLL) is growing at a rate of about 100 percent per annum as its

teledensity has reached to 1.34 percent by end of December 2007. The quarterly addition of

WLL subscriber is approximately 0.14 million on an average. PTCL is leading in terms of traffic

on WLL in Pakistan. This has about 54 percent market share of total traffic of WLL segment.

Two major players PTCL and Telecard have lost market share in WLL traffic in quarter ending

December 2007 when compared with the same quarter of the last year. PTCL share came down

to 54 percent from 57 percent while Telecard share in total traffic has come down to 22 percent

from 30 percent. WorldCall has gained 100 percent and its share reached to 22 percent at the end

of 2007 compared to the same quarter last year. PTCL the incumbent operator in fixed line in

Pakistan has also emerged as market leader with 57 percent market share followed by Telecard

and Worldcall with 19.6 percent and 20.2 percent market share at the end of December 2007.

PTCL has already covered over 11,500 cities/towns/villages while other major operators like

Worldcall, Telecard and Wateen are increasing their coverage too.

WLL system is used when low to medium subscribers densities are located apart from

each other and deployment of primary or secondary copper network is difficult. WLL system is

best suited for rural, sub urban areas and very congested metropolitan areas.

3.5 Regulatory Environment  

The local telecom market has altered significantly since the creation of PTA as an

independent regulatory agency and had enjoyed sizeable success to open up the local market to

competing operators. With the governments deregulation policies, Etisalat the UAE based

telecom player being the highest bidder emerged as the buyer of the 26 percent share in PTCL in

April 2006. PTCL despite being a giant had to face many bottlenecks in its operations with such

large network. PTCL has recently taken an initiative to right size itself by introduction of VSS

(Voluntary Separation Scheme) for its employees where about 28000 employees are accepted

under the scheme. Introduction of various diversified products and services to sustain it market

share, Implementation of ERP solutions to provide integration of various departments through

acquisition of SAP (Solution Application) software and state of the art billing and customer

service software, translates PTCL’s long term goals of operational effectiveness into practice.

The telecom giant PTCL has observed cutthroat competition from various service providers after

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the implementation of the deregulation policies by the PTA, However through the vast

infrastructure and being the carriers’ carrier, PTCL with diversification of its various services has

enjoyed well-built position and posses immense potential for growth, while need for telecom

services is on rise as economy continues to grow on the right track.

4 ANALYSIS OF INTERNAL ENVIRONMENT

Being a public limited company whose majority shares are controlled by the Government

of Pakistan. PTCL is responsible to provide telecommunication services in the country on

affordable prices while ensuring that the telecom services become accessible throughout the

country. Since exclusivity of PTCL has ended on 1st Jan 2003 the telecom sector of Pakistan has

entered into a new era and PTCL is slowly moving towards competition in the basic telecom

services. The company’s policy objectives are as follows:

• Increase service choice for all consumers of telecom services at competitive and affordable

prices

• Increase private investment in the telecom sector and encourage local telecom

manufacturing/service industry

• Enhance long run benefits to the Government’s financial position by expanding the taxable

revenue base.

• Accelerate expansion of telecom infrastructure to extend telecom services to un-served and

undeserved areas.

• Encourage fair competition among service providers, while maintaining leadership in the

telecom sector

• Maintain consistency with the Pakistan IT and Internet promotion policy of low prices for

Bandwidth and Internet access.

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4.1 Organizational Management Cycle 

The cycle above describes the Organizational Management process at PTCL. White

blocks describe the Core functions of the Company performed at all levels in the Organization.

Blue B

locks are the Strategic functions which are performed at the Strategic level only.

4.2 HR Aspects  

The transformation from a legacy public sector organization into a responsive and

competitive enterprise in the deregulated era could not have been possible without implementing

a forward looking Human Capital development and management strategy. One of the most

important objectives of this new strategy was to optimize the workforce which was implemented

by offering the voluntary option of separating from PTCL in exchange for financial

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d forward to facilitate the emergence

of new

Development 

compensation. Around 29,920 employees opted to pursue other career opportunities after

accepting terms of voluntary separation from PTCL.

The VSS marked the single largest most successful exercise in the history of Pakistan. In

the highly challenging marketplace PTCL HR wing steppe

Corporate Culture by becoming Equal opportunity employer inducting fresh blood from

the market, improving the way PTCL runs and reducing the number of employees having

outdated skill set. The Training & Development wing of the HR Department also organized a

comprehensive six months “Urgent Training Needs” program in technical and managerial fields

to enhance soil skills. An MoU (memorandum of understanding) was also signed with Etisalat

Academy to benefit from their experience in training programs. Healthy improvements have

been made in the area of Recruitment and Retention as the whole recruitment process has been

redefined to cope with the changing business requirements. Detailed facilitation programs have

been initiated for the orientation of newly hired employees. PTCL employees have been

provided excellent international placement opportunities across various Etisalat International

Business Operations.

4.3 Training and   

service involved organization is many times

ore in comparison with what it has in a manufacturing involved organization. This role

become

The role of training and development in a

m

s more significant in a situation where the need to transform organizational culture is

identified as the most glaring problem and the most difficult obstacle on the way to

organizational growth. PTCL employees are a great asset not only for the company but also for

the country. Their marvelous potential is yet to be exploited. Their skills need to be developed,

their expertise need to be updated for which training and development department is at their

disposal to cater to their training needs. PTCL consider every employee of the company as our

customer and firmly believe that meeting their expectation would help us achieve customer

satisfaction. We look forward to your input for making our endeavors more effective. The

Training and Development has a clear road map of activities and is committed to provide high

quality trainings for the development of every single employee.

Shahbaz Ahmad

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Shoaib Tariq

 

11  

5 BUSINESS STRATEGIES

the Independence Day, to launch its new logo and theme of

feel the difference. To support the new spirit a

Telephony

PTCL choose August 14th

nd to reinforce its commitment PTCL offered

‘free’ nationwide calls to the people of Pakistan. The traffic on 14th August 2007 jumped to 4

times the level on a similar holiday to give credibility to our hypotheses that the ‘good old

telephone Company is still the trusted landmark of the people of Pakistan’. This exceptional

response to free calls on 14th August was a heartwarming experience as it reassured the faith of

our customers in our services, making us even more aware of our responsibilities towards putting

our customer first.

5.1. Fixed Line    

as witnessed decline in number in 2006-07 as against last

year with a decrease of 452K lin

eless Local Loop 

PTCL’s fixed line segment h

es during the past year. The market for the FLL (Fixed Local

Loop) segment has least amount of penetration primarily due to the major inclination towards

cellular and wireless segments by users. PTCL’s fixed line potential is anticipated to remain

stable with its having the largest network coverage and better quality service as compared to

WLL and cellular networks. The fixed line segment is anticipated to cater the needs of the

business community at large and as expected is to be driven by the country’s future economic

growth.

5.2 Wir  

depicted immense amount of growth nevertheless at a slower

pace than expected. It s

PTCL’s WLL segment has

tarted its service from the northern regions slowly moving towards the

metro cities using its CDMA wireless technology. World Call and Telecard were the other major

operators that introduced the WLL services using CDMA2000 and CDMA technology to cater

the needs at its customers. Telecard started its operations 1mm Karachi flowing into Baluchistan

region while World Call initiated its operation in Lahore in June 2005 with aim of rollout its

network to update its capacity to 1.5mn subscribers in the years to come. PTCL has been facing

still competition however with vast presence and infrastructural facilities across Pakistan, has the

potential to outrun its competitors in the segment.

 

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5.3 Broadband and Value Added Services

oducts and services could retain its

fundamental presence in the Telecom Sector. Introduction of DSL Broadband services across

major c

tion 

PTCL through diversification and assorted pr

ities with plans to include more cities in times to come will enhance the revenue base of

PTCL, Still competition from other cable based broadband service providers and local cable

operators still persists. PTCL’s broadband services were introduced in June 2007 with free

installation service with an initial capacity of 100.000 subscribers by providing services in the

five largest cities and had a decent start by adding over 10,000 subscribers within the first few

months of its operations depicting PTCL’s brand recognition. Furthermore, with the introduction

of WLL segment. Phone n Net, IPTV, VMS and Carrier Services is expected to bring product

leadership in the sector.

5.4 Cross Subsidiza

of services i.e. Fixed Line Cellular Mobile and Internet etc. As

the world experience shows, current can engage in cross subsidization which means that price of

one ma

PTCL is providing range

rket may be increased above the cost and use the surplus revenue obtained from this

market to subsidize the lower prices in other markets where more competition is faced.

Analyzing PTCL position against this experience and seeing the prevailing competition

environments of Pakistan, it can be safely concluded that cross subsidization is not possible in

Cellular Mobile and ISP markets. However, in Fixed Line segment, there is a real possibility of

cross subsidization. PTCL can lower rates of line rent, installation charges and local calls and

correspondingly increase rates of NWD and International out bound traffic maintain present

level; lower the prices but still remain on the higher profit margin side. Alternatively as part of

overall business strategy, it can offer different packages i.e. residential and corporate customers,

rural and urban and economy groups etc within each package the prices can be cross subsidized.

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  ENTREPRENEURSHIP  ‐  INNOVATION  &  INCENTIVE  PLANS 6  

 6.1 Quality Services

In order to have sustainable business performance in the highly competitive environment

of the Telecom

ement is taking key initiatives in different

business areas one im

l cash rewards to the

employees perform

the rewards shall be linked with the performance and achievement of targets.

 

 

 

 

industry PTCL has to deliver highest quality services to its customers. Quick

provisioning of PTCL services brings lot of value to the customers which not only guarantees

more revenues but creates goodwill for the company.

In the backdrop of this situation, PTCL manag

portant move aimed at improving the Sales and Customer satisfaction is to

boost the morale and motivation level of our employees.

An Incentive Plan has been worked out to present substantia

ing beyond the specified benchmarks. This will be the start of an era where

 

 

6.2 Free Internet  

PTCL proudly presents Free Internet facility for its landline valued customers. All PTCL

ndline subscribers can now experience the best dial up speeds with unlimited internet usage

during night hours from 10:00 pm to 07:00 am, Furthermore subscribers can also avail up to 100

ours of free dialup internet on monthly basis from 0:700 am to 10:00 pm every day.

la

h

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r Package Details:Offe

ited dialup Internet will be available from 10pm to 7am in the morning every day.

• For day time users (7am to 10pm) PTCL is offering up to 100 free hours on monthly basis to

• Custo

• Free unlim

entire subscriber base.

mers exceeding 100 hours in a month (during day time from 7am to 10pm) will be

charged as per existing tariffs of Rs. 6/Hour.

6.3 One Stop Shop  

Customer service is a series of activities designed to enhance the level of customer

satisfaction that is, the feeling that a product or service has met the customer expectation. High

standard customer service is an integral part of PTCL’s customer value proposition. As part of

ed huge sum of money to improve the environment & efficiency of its

service centers. With all together complete change in outlook, services to customers & facilities

positive these centers help us to provide better service to our

7 SWOT ANALYSIS

strategy PTCL has invest

available, and these centers are called ‘One Stop Shop. They are aimed to provide better services

to our valued customers for sales of products and after sales services feedback about services

standards at these OSS is very

customers.

 

7.1 Strengths  

• Largest operational network and infrastructure within ICT (Information & Communication Technologies) segment. • An integrated Monopoly. • Market leadership in Local loop, Wireless local loop (WLL) and Fixed telephony. • PTCL (Ufone) is market challenger in GSM segment. • Competitors still depend on PTCL network either directly or indirectly. • Experienced Telecom Resources.

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7.2 Weakness

. esses issues.

ent departments

7.3 Opportunities

• Not been able to nurture its growth around customer services oriented strategy• Internal organizational and business proc• Monopolistic culture has further added to its complexities. • PTCL-V the fixed wireless phone service is poor. • Over employment & low productivity. • Slow decision making including external interferences. • Corporate culture akin to governm

• Have vast infrastructure and real estate assets which can be leveraged further.

ectivity reliability has been improved. PTCL is expanding the long distance

nd infrastructure side through spreading out two sea-me-we submarine cables.

7.4 Th

• Low teledensity of Pakistan.

• Global conn

a

• Partnership with new entrants in a deregulated environment.

• Scope for efficient/cost effective operations.

reats 

• Increased competition in long distance continues to exert pressure.

asing despite ambiguous and discriminatory policies mpetition

• Migration to Cellular Networks ality Professionals

8. GA

• VOIP use is incre• Exposure to market co

• Ability to Attract & Retain Qu• Reduction in International Settlement Rates

P ANALYSIS 

TURE OF PTCL8.1 FU

Going forward PTCL is poised to align itself in to a more customer friendly and

riented organization. This will be achieved through improved customer

experience, offering better quality of service, and introducing new products and emerging

commercially o

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services to satisfy specific market segment needs besides consolidating its leadership position in

fixed l achieve corporate

objectiv

expend ext Generation Networks. Enhancement of national

backbo e IP infrastructure and increase of

broadb ay forward.

8.2 Measures to achieve Set Targets 

ine business. The customer interfaces will be fully empowered to

es. Automation and simplification of internal process optimization of operational

iture, migration of services to N

ne infrastructure, expansion of robust and flexibl

and services are few of the milestones far the w

 

preparing itself to face the forthcoming

challen

The management of PTCL has been adequately

ges of deregulated environment. Appropriate structural changes have either been initiated

or these are underway. To face the challenge, a new Marketing and Business Developing wing

headed by a Member with appropriate organizational structure has been made functional with a

view to expanding business and taking good care of the customers.

8.2.1 New Technology

Prior to the start of the competition PTCL should be well equipped with new technologies

billing, marketing & customer care infrastructure, skilled trained professionals with focus to win

business and earn customer loyalty.

Shahbaz Ahmad

0300-6957234

Shoaib Tariq

 

17  

9 Bibliographies  

For successful completion of this project we have utilize different available resources,

from which we have obtain required data. These resources lie in both digital and analog form.

Most of the information is obtain from Mr. Mehboob Alam, Internal Auditor PTCL, Head Office,

Islamabad, Mr. Mohammed Khalid, Ex-Regional Incharge Operations, Lahore, Division. We are

pany management, who had welcomed and cooperated with us.

 

 

 

 

 

   

thankful to com

 

 

 

 

Shahbaz Ahmad

0300-6957234

Shoaib Tariq

 

18  

0. Executive Summary1  

Ever since Pakistan got independent, Telecom services were monopolized by only one

department that was Telecom & Telegraph department (T&T). T&T had a sole monopoly over

e provision of said so services in Pakistan till early 90’s. The 90’s decade saw massive change

in this sector when two licenses were issued to PakTel & PakCom (Instaphone).

PTCL being the largest shareholder of the cliental in the telecom business has the biggest

infrastructure for provision of the services. Though having the largest infrastructure yet PTCL

as to upgrade its existing systems and introduce new technology to cope with the new product

ents. This included the provision of two new submarine SEA-ME-WE cables. In 1996

akistan saw a new entity by the name of PTA (Pakistan Telecommunication Authority) this

monopoly over the basic telephony

volution in shape of

cellular service providers. The good thing was that all the new emerging cellular service

providers coming in Pakistan had to use the basic infrastructure of the PTCL. The basic vision of

the PTCL states that provision of telephony based services with keeping in mind customer

satisfaction as well to maintain the leading Information, Communication & Technology service

provider.

To achieve the vision, the mission selected was of the utmost importance. The mission

stated that provision of an environment where professionalism could excel, customer service

given the maximum importance and to keep on growing and get the optimum of the profits. As

Pakistan was seen as a potential for investment by the international opportunists, PTCL had to

change or upgrade its services and entertain its customers with newly added features, services,

tariffs etc. Pakistan package was introduced for its valued customers, providing them 5000

minutes for on-net nationwide calls at Rs. l99/month. Applying for a new landline subscriber was

made easier by introducing toll free help lines. PTCL expanded its network by facilitating

Pakistan’s 70% of the population which lives in the rural areas. This served as a landline

substitute in un-served areas.

Ufone commenced its operations in 2001, as a wholly owned subsidiary of PTCL. In the

current situation Ufone is one of the innovative players in the mobile sector of Pakistan. Paknet

was incorporated in year 2000 for providing internet related services in the country but now it’s

being wound up. In 2006 PTCL took a bold and innovative step by introducing PTCL’s

th

h

requirem

P

acted as a regulatory body and so gave PTCL an exclusive

for the coming seven years. In 2006-07 the masses of Pakistan saw a re

Shahbaz Ahmad

0300-6957234

Shoaib Tariq

 

19  

of Broadband Pakistan. PTCL also introduce PTCL smart line, a

different service which was only in the West which Pakistan had never got the taste of.

PTCL’s new focus emphasizing on shifting its customers from fixed lines to cellular and

wireless fixed lines/WLL. Other then the now basic services PTCL also started offering

wholesale services such as traffic routing and call termination to other carriers. Whatever bold

steps PTCL takes, it does not neglect the presence of its six major competitors in the same sector.

Even though PTCL being the giant in providing the said so services when it was privatized and

Etisalat bought its shares in 2006. It had to face many bottlenecks to make necessary changes to

smoothen the monopolistic environment. Etisalat has also merged/integrated many departments

through new software (SAP).

As PTCL is public limited company and owned by the government it is liable to provide

telecommunication services in the country at the most affordable rates. To obtain best of the

quality and experienced staff members PTCL offered a voluntary option for employees to

separate from PTCL in return of compensation. The HR department has taken an initiative by

providing a comprehensive six months “Urgent Training Needs Program”. Training and

development has also been a major issue because of the fact that transformation of organizational

culture of PTCL is very difficult. PTCL employees are not only important for the organization

but for the country too. A new way of thinking arrived when PTCL started to consider its

employees as its customers, by this it could achieve the said so aims and objectives. PTCL

choose a new logo and color to express its upgrading. The SWOT analysis shows many strengths

and opportunities rather than its weaknesses and threats which shows a very good sign for PTCL

on a road to its success. PTCL wants to achieve a high standard of customer service and

provision of quality services and migration of services to Next Generation Networks. The

management of PTCL has been adequately preparing to face the forthcoming challenges of

deregulated environment. Many structural changes have been initiated or are underway.

 

 

 

broadband service by the theme

Shahbaz Ahmad

0300-6957234

Shoaib Tariq

 

20  

11. Resources  

Resources which are consulted discussed below:

Head Office, Islamabad

•

• Company’s website - www.ptcl.com.pk

• PTCL Annual Reports

• PTA Reports

• Mr. Mehboob Alam

Internal Auditor PTCL

Mr. Mohammed Khalid,

Ex-Regional Incharge Operations

Lahore, Division.