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 is a UAE-
based telecommunications
services provider.

@ „t is currently operating in
18 countries across Asia,
the Middle East and Africa.

@ Etisalat is the 13th largest mobile network

operator in the world, it connects a total
customer base of 100 million.




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@ [

 

A service is any act or performance

offered by one party to another
that is essentially intangible.

Consumption of the service does not

result in any transfer of ownership
even though the service process
may be attached to a physical
product.
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@ „ntangibility
@ „nseparability
@ Variability or „nconsistency
@ Perishability
 
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@ A pure service cannot be
assessed using any of
the physical senses.

@ it is a concept which
cannot be directly
examined before it is
purchased.

@ Most of Etisalat·s services

are intangible, yet have
strong tangible cues.
 
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@ An interaction of the producer and the
consumer is necessary for the utility of the
service to be realized.
@ Etisalat customers and service provider
need to be in regular interaction with each
other so that their network and
telecommunications needs are continuously
realized.
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@ [ervices are different in that
they are heterogeneous,
meaning they differ with each use.

@ Etisalat services also experience great

vulnerability in terms of their customer
services, network strength and so on.
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@ Excess production of any service will not be made
up for by consumption in any subsequent period.

@ [o, if a service is rendered, it is considered perished

once its utility is realized.

@ Etisalat services such as internet data and talk-time

once used, cannot be used again.


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Œuring this processing the people have to be physically
present in order to get themselves immersed within the service
process.

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„n this processing there are chances for objects which are
used to provide services breakdown or need maintenance.
Here the quality of the repaired services is not dependent on
the owner or any other representative of the possession needs
to be present while the service repairing takes place.
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during this process people have
to get themselves involved
mentally in the service interaction
and give time so that they can
experience the benefits of this
type of service

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Advance in technology have
enable information processing to
become quicker, more accurate
and more frequent, often at the
expense of people processing.
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@ Product
@ Price
@ Promotion
@ People
@ Physical Evidence
@ Process
@ Place
@ ºhe first three P·s of the marketing mix have
been explained in relation to the Etisalat
marketing strategies understood thus far

@ Other strategies will be discussed in the

report in detail.
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@ [ome of the services offered by Etisalat areÕ

 Mobile [ervices
 ºelephone [ervices
 „nternet [ervices
 Landline [ervices
 ºelevision [ervices
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@ ith the competitive advantage that
Etisalat enjoys, their pricing has not changed
through the years since its inception. But
competitive promotion techniques have
helped it expand its customer base.

@ ºhere are year round promotions on the

prepaid services and other services that
come bundled along with it.
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@ ºhe gaps model or the [ERVQUAL
approach was designed by three
authors-Len Berry, Parsu
Parasuraman, and Valarie
Zeithmal in 1985, According to
Kasper et al (2006), this model
was introduced in order to
identify problems arising
between the customers in the
service delivery process and the
organisation
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@ ºhis GAP can be explained as ¶NOº KNO„NG

HAº CU[ºOMER[ EXPECº·
@ ºhe gap between what the management thinks the
customers expect and what the customers actually
expect.

X „n regards with
 , it thinks that the customers

are happy with the tariff plan but in reality the
customers are not really satisfied with it.
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@ ºhis Gap is also recognised as ¶ºHE
RONG [ERV„CE QUAL„º [ºANŒARŒ[·
@ „t is the GAP between what is provided
by the company and what is required to
match the customers expectations.

X „n regards with
 , it needs to

provide better customer care service.
ºhey need to employ more customer
care representatives in order to avoid
long waiting of the customers to solve
their problems
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@ ºhis GAP can also be explained as [ERV„CE-
QUAL„º [PEC„
„CAº„ON[- [ERV„CE-
ŒEL„VER GAP n also called ºHE [ERV„CE
PER
ORMANCE GAP.

@ ºhis is the GAP between the service

design of the company and service
delivered by the company.

X „n terms of
 , they have

designed the customer care service to
provide assistance and help the
customers but they are not being able to
deliver what the have planned, this is
shown as the customers are never being
able to get thru and are always kept on
hold for long hours
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@ ºhis GAP is also recognised as [ERV„CE ŒEL„VER ² EXºERNAL
COMMUN„CAº„ON[ GAP and can be explained as HEN PROM„[E[
ŒO NOº MAºCH ºHE ŒEL„VER .

@ ºhis is the GAP between the service delivered by the company and
the service advertised by the company.

X „n regards with
 , they don·t advertise with slogans and

promises and it is noticed that what they have promised they have
delivered and they have a record of the least number of calls being
dropped.
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@ ºhe gap formed as a result of the combination of
the above four gaps.

@ „t is the gap between management perceptions

and customer expectations.
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@ According to Zeithmal et al (2006), a service
blueprint is a map that portrays the way in
which a service process takes place. ºhe
main purpose of a [ervice Blueprint is to
enable the service providers to understand
the flow of a service and deal with it
objectively, thereby improving service
performance and delivery
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 steps or activities performed by a customer
in purchasing the service.

@    

Õ activities performed by an employee that
are visible to the customer, for example, answering queries at
the etisalat help desk in the malls, handling the queue, etc.

V   

 activities performed by an employee that
@ V
the customer can experience but cannot see it.
or example,
customer services by etisalat through phone.

@ [ 



   services where customers do not have any
contact with the employees.
or example, satellite services,
checking the balance (in case of a text message or a
recorded voice), etc.
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