Final Year Project Report

MBA Case Study Batch 2013-15

Telenor Pakistan

Team Members
-

ZUHAIB ALI
SYED SAJID HUSSAIN
LIAQAT ALI
HAZOOR BUX
SYED MUHAMMAD UZAIR
MUHAMMAD SHOAIB

Project Supervisors
Sukkur IBA

Telenor

SYED SAEED ABBAS

HAMMAD KHAN SADDOZAI

Regional Manager
MUHAMMAD WASEEM TAHIR

Lecturer

Area Sales Head

Executive Summary
Telecommunication industry in Pakistan has played a vital role for serving different types of
customers; big companies, corporations, academia and even individual/independent customers
and foremost important thing is that this Telecom industry contributes a handsome amount in the
GDP of country as well as in the countrys employments. Where this is one of the strongest industry
in MNCs. In this industry there are few strong and popular competitors like Zong, Mobilink, Ufone
and Warid. Geographically market share of these companies varies a lot. If one player is strong in
one location as compare to its competitors then it may not be that much powerful in other location
and this is all happening due to marketing or distribution strategies and customer preferences.
These companies are doing primary sales which is B2B business. For their B2B business they have
franchise licensing system with proper processes, they have retail dealings with retail shop keepers
from these business partners (Franchise) and the retailers customers are directly purchasing their
required telecom connection products like Sim, easy load, and Scratch cards. A new and creative
initiative of branchless banking has been taken by the Telenor in shape of Easy Paisa and also then
launched Tameer bank network for its convenience and for its customers. Therefore following the
same concept of branchless banking other companies have started their branchless banking
system to transfer the customers money from one place to another place through transaction
process by mobile phone connection but the business partner and the retailers firstly have to avail
the mobile account issued by a specific company like Easy Paisa, Mobicash, Upaisa, Timepey etc.
Meanwhile the bargaining power of retailer is stronger where the product availability is main tool
for sales of any Telecom company.
Now its the major challenge for any company to know the factors that may influence retailers
behavior for product availability, whether the retailer is providing main features of products to
customers or not, and others related issues of retailers end are to be investigated in this report.
This report entails the details about our project, it is divided in to two parts, in the first part we
have been assigned some tasks to understand the operations of Telenor, some of these tasks were
to work as front line customer services representatives in Sukkur walk-in center, carry out
merchandising drive, execute survey to understand market operations, visit corporate offices to
promote the brand and work on new ideas to support new product development. The second part
of our project was to identify the gaps and execute strategy formulation to cope up the loopholes.
From retailers we got first-hand information and decode that as long term future strategy .That
strategy was to finding out the factors which play an important role to offer and maintain an
effective service delivery and relationship sustenance with the retailers.
The report contains analysis, results of our assignments and key findings of retailer advocacy survey
where we have shown graphs entailing status about the feedback acquired through collected data.
We have ended the report by presenting a conclusion about our tenure of the project and our
recommendations to Telenor, some highlights of our key findings and recommendations revolve
around the identification of room for improvement in key functional areas such as customer
relationship management, effective management of sales team, enhancing product visibility at
trade and developing a long term relationship with business partners.
We hope the readers of this report will come to know about our efforts by being able to understand
this piece of work and we hope our efforts will add a significant value for all the stakeholders of
this project.

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Acknowledgement
F
Starting with the praise and gratitude to ALLAH (SWT) for the shadow of his countless blessings and
guidance throughout our lives and especially for letting us successfully complete this project work.
Moving ahead we are grateful to the Sukkur IBA management and special thanks to Director Sukkur
IBA Sir Nisar Ahmed Siddiqui, Project Chief Coordinators Dr. Niaz Ahmed Bhutto HOD of Business
Department, Mr. Falahuddin Butt and Mr. Jay Kumar Panjwani for this wonderful platform and for
their continuous support. We are very thankful to our Project Supervisor Mr. Saeed Abbas Shah,
for his exemplary guidance, monitoring and constant encouragement throughout the course of this
project.
We also take this opportunity to express our deep sense of gratitude to Mr. Hammad Khan
Saddozai Regional Manager Telenor Pakistan for Sukkur Region, Mr. Waseem Tahir Area Sales Head
at Telenor Pakistan Sukkur Region. Mr. Waseem Tahir was also our Project Supervisor from Telenor
Side. We are thankful for their support in providing valuable information and guidance which
helped us in completing this project through which we moved from various stages.
In the end thanks and gratitude to the prayers and support our parents, family members and
sincere friends have always extended us, whose best wishes keep us afloat and enable us to achieve
success in our endeavors.

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Table of Contents
I.
II.
III.
a.
b.
IV.
a.
b.
c.
d.
e.
V.
a.
i.
ii.
iii.
b.
i.
ii.
iii.
iv.
VI.
VII.
VIII.
a.
b.
c.

Introduction about the Project..4

Purpose of the Project....5
Insights about Telecommunication Industry...6
Worldwide Telecommunication Industry6
Telecommunication Industry in Pakistan8
Telenor Pakistan An Overview9
Vision, Mission and Values of Telenor..9
Introduction and Operations..9
Telenor Products...11
Existing Marketing Strategies11
Awards and Recognition..12
Phases of the Project .13
Phase I Customer Relationship Management Assignments..13
Introduction..13
Customer Relationship Management at Sukkur Walk-in Center.13
Field Assignments.15
Phase II Survey Execution & Strategy Formulation..16
Survey Execution Details.16
Target Market.17
Findings: Results/Responses of survey & Data analysis.17
Strategy Formulation.28
Conclusion.29
References....29
Appendices...30
TOR30
Questionnaire...33
Project Team..37

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Introduction about the Project

This project is final year project of MBA. Group of Six students were assigned a company named
Telenor Pakistan based at Sukkur Region. Where students were supposed to identify problem for
company in Sukkur Region and then provide a sort of consultancy to them. Management was
keen interested to know about the problems and opportunities, performance of their RSOs,
Trade Marketing-Merchandisers and the performance of the company in Sukkur market.
The project is designed to introduce the students to corporate environment, encouraging
learning related to the real time business working standards about Telenor in Telecom Industry,
get to know about the on ground market conditions and business environment as a whole and
while do so identify a key functional domain where there is any ongoing problem at any scale,
investigate and explore the factors related to the problem and to devise solution while working
on these issues which Telenor is facing in market of Sukkur region. At the end of this project this
Team has to present the key recommendations and feasible options to overcome the situation
prevailing in cut throat competition in Telecom industry in which key players of competition are
Zong, Mobilink, Ufone, and Warid against Telenor Pakistan.
Another thing which was more important for company was the performance of their main
competitors like Ufone, Mobilink, Zong and Warid. What sorts of activities were being performed
by their competitors and what sort of marketing strategies were being executed, like how their
competitors were making their position strong and what sort of services they were providing in
market. Main thing is that these all are doing primary sales where they have to make their
relations more strong with retailers otherwise they may suffer in market. So it was important to
know the demands of retailers, to know the benefits provided by their competitor to retailers in
terms of supporting tools like tools of trade and other marketing support material. Also it was
important for company to know the investment of competitors in market that how much they
are investing and what sort of offerings are being offered to retailers.

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Purpose of the Project

The purpose of this project entitled project students to execute survey over the retailers to
identify the respective domains being mentioned in our questionnaire and to measure the
current standing of Telenor with retailers and to formulate strategies for Telenor to build better
relationship level with retailers so that they can increase the business of Telenor in retail trade
channel. While being engaged with our routine of working at walk-in center and conducting field
visits, we arrived at the idea while presented our learning and discussed the possibility to focus
Retailer Advocacy where we would identify and explore the factors associated with retail
service and relationship management at trade channels. Our idea streamlined with our assigned
supervisor at Telenor and Sukkur IBA project team and we have executed our directed survey
and explored about the said topic and the key concerns by the side of retailers. Moving forwards
in this report we have entailed the modalities of phases of our project and have shared our
detailed learning and analysis respectively.
Students were assigned two major tasks to perform for Telenor in Sukkur. In first phase of the
project, this team was required to perform the role as front line customer service representatives
at Telenors corporate walk-in center in Sukkur and at franchises of surrounding towns, where
this team has performed its duties as facilitators to support SIM Bio-metric Re-verification
process. This process has been running across the country by all telecom operators of the
Pakistan following the instructions of Pakistan Telecommunication Authority. Parallel to this role
our team was also assigned by our corporate supervisor to execute a survey at trade channel of
the area to get to know about market operations and conduct a thorough scan of the business
environment so as to identify any loop holes or opportunities to further flourish service level of
Telenor Pakistan.
To know these factors that may influence the retailers behavior there was need of a market
intelligence and data gathering on identified and also exploring some new problems by the side
of retailers and their concerns against Telenor, its business operations and the behavior from its
management. Therefore this whole process of data collection was must to be conducted by any
neutral body that may get neutral and natural responses from respondents (Retailers) the sellers
of the Telecom companies products. So in this consent we decided to conduct a survey on the
Retailers Advocacy in Sukkur city where some of these retailers mentioned by Telenor will be
covered, and also its surrounding areas; villages and sites where these retailers are located for
this survey. At initial phase we visited randomly retailers to know the factors then we got finalized
questionnaire from Telenor management to execute a survey in respective survey domains.
Second phase was data collection and our survey was based on directed route plan which the
Telenor RSOs also have to visit and sell Telenor products on daily basis including shops, kiosk, Pan
Shops, medical store, and others. After data collection there was data compilation and data
analysis step to be performed. After data analysis we found results which provided actual picture
of Telenor in Sukkur region in advocacy of retailers and also we investigated and explored the
competitors position in minds of retailers compared to Telenor. Therefore we have tried our
level best to provide useful data and results to Telenor to focus on and try to resolve the retailers
concerns and make the most of this opportunity through recommended strategies.

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Insights about Telecommunication Industry

a. Worldwide Telecommunication Industry
The global telecommunications market refers to the delivery of services such as broadband
internet, mobile internet, wired telephone and mobile phone as well as standard, cable and
satellite television. Telecommunications companies offer services to various sectors from private
individuals to businesses. They operate in different categories, i.e. satellite, wireless, wired and
other types of telecommunications businesses. The global broadband telecommunications
industry continues to record robust growth, with broadband satellite services expected to the
extent of $6.4 billion by 2015, reports Global Industry Analysts.
The worlds mobile broadband market had gotten to $85 billion in 2010, according to Market Line.
The number of industry subscriptions has reached to almost 47% in the four-year period ending
2010, and with more than 805 million people subscribing to mobile broadband in 2010. After 2010
it has been observed that yearly market growth is likely to relax to approximately 41% between
2010 and 2015 to reach $480 billion. Telecommunication companies which are providing Internet
Protocol Television can easily avail broadband infrastructure and video compression technology
developments to broadcast live TV signals through private broadband networks. Globally, IPTV
represents an opportunity for telecommunication companies looking for new revenue streams
beyond data and voice services.

Key Market Segments

Voice category represents as the leading market segment at more than 57% in the overall
market. The global Internet audience are continuously increasing rapidly, with the worldwide base
of broadband Internet users (of wired and wireless) to 3 billion range as in 2015 began. This kind
of massive base of high speed Internet users is greatly encouraging businesses to innovate and
renovate in order to offer an ever-evolving array of online services. Sectors that are developing
very rapidly through online; including the sale of entertainment products, event tickets, travel,
and apparel and consumer electronics. The most controlling trends on the Internet including
access via wireless devices, the movement of entertainment to the web and cloud-based software
as a service.

http://www.reportlinker.com
Trends that will shape the Telecom Sector by 2020
Global Telecom industry is going to eyewitness growth, a CAGR of 9.1% over the period 20122016. In this regard, top key factor which is going to contribute in that market growth is unlimited
demand for bandwidth in wireless networks. Currently, there are approximately 4.6 billion mobile
users globally, and 1.7 billion Internet. Investigators have forecasted that by 2020, the number of
mobile users will range to almost 6 billion and the number of people accessing the Internet will
reach to 4.7 billionprimarily through their mobile devices. The average person in 2020 will live
in a web of 200 to 300 contacts. By the year 2020, an entire generation will have grown up in a
primarily digital world. Computers, the Internet, mobile phones, texting, social networkingall
will be second nature to them. And their familiarity with technology, reliance on mobile
communications, and desire to remain in contact with large networks of family members, friends,
business contacts, and others will transform how we work and how we consume. This is the
demographic group we call Generation Cthe C stands for connect, communicate, change. Year
2020 will witness more than half of employees at bigger corporations will work on virtual project
groups.
http://www.reportlinker.com

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Asia Key Developments moving into 2015

Asia is the largest populated continent and almost all the countries are in developing phase.
Therefore, Telecom industry has a great chance to make the most of it. Here people are very much
curious about new innovative technology based products and are more willing to live in contact
with people. With the advent of mobile technology people of Asian countries have shown a great
concern to use these technological products viably. In this way with some 3.3 billion Asians are
using mobile phones. Which are nearly half of the number of mobile subscribers in the world
spread across a diverse range of markets, the region is already rapidly evolving in its exploiting of
mobile data/wireless broadband services. This will provide the basis for key developments into
2015. Growth across Asia in high speed access to the internet by mobile wireless has been largely
driven by highly competitive markets combined with boldness in the embracing of new generation
mobile technologies. With 3G and 3G+ platforms extensively covering the region, mobile
broadband services are already well established. The rapid take up has been strengthened by
increasingly cheaper smartphone prices and lower airtime tariffs combining to support even wider
adoption. And now, of course, people have 4G and LTE that is providing a fresh stimulus, especially
in the regions pace-setting markets.
http://www.reportlinker.com

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b. Telecommunication Industry in Pakistan

In Pakistan, currently there are five cellular mobile operators i.e. Telenor Pakistan, Mobilink,
Ufone, Warid and Zong which are entitled to provide services using GSM technology whereas the
sixth operator i.e. Instaphone was providing CDMA services had its license cancelled in 2011.in
Pakistan these all the GSM operators have launched GPRS/EDGE services. In the core network,
some operators have deployed and some are in advanced stage of deployment of R4/NGN
network. As a result of advanced network rollout by the operators, the facilities are available to
over 95 % population of the country. In terms of total telecom revenues, each passing year there
has been seen a great increasing trends but Rs.465.5 billion revenue registered during 2014 and it
was the highest in past 11 years. In this scenario, telecom revenues registered during 2003-04
were Rs.116.8 billion. Therefore, the other signs for Pakistan's telecom industry during the year
2014 presented that teledensity increased to 79.8%, telecom investment crossed US$ 1.816 billion
including US$ 903 million Foreign Direct Investment (FDI) inflows and broadband penetration
crossed 2 percent mark. With regard to telecom contribution to national exchequer, the stats
revealed that this sector is a significant source of revenue generation. During 2014, telecom sector
has contributed an all-time high Rs243.5 billion, annually to the national exchequer in terms of
taxes, regulatory fees, initial and annual license fees, activation tax, and other charges. This much
contribution is due to auction of 3G and 4G cellular mobile licenses in April 2014.In term of
telecom investments, in year 2014, cellular mobile operators invested US$ 1.790 billion on
account of acquiring 3G and 4G spectrum and deployment of advanced telecommunication
networks.

Key Developments
Tighter restriction on number of SIMs permitted per person introduced by PTA
The PTA held the auction of 3G concessions in April 2014
One 4G license was sold at auction at the same time
The year 2014 saw a series of 3G network launches with all four licensees operational by July
Zong launched its 4G offering the first of its kind in Pakistan in September 2014
Total investment in the countrys telecom sector picked up in fiscal 2013 after hitting a low point
in 2012
Pakistan has launched its first communications satellite, Paksat-1R.

http//:www.pta.gov.pk

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Telenor Pakistan An Overview

a. Vision and Mission and Values of Telenor

Vision
We provide the power of digital communication, enabling everyone to improve their lives, build
societies and secure a better future for all. Our vision to empower societies is a clear call to action.
We bring vital infrastructure, new services and products that stimulate progress, change and
improvement.

Mission
We exist to help our customers get the full benefit of being connected. Our success is measure by
how passionately they promote us.

Values of Telenor for Customers

Our values serve as a guide for our everyday work. They describe how we should serve our
customers and work together as colleagues. In this Regard we must;
Be Respectful: We acknowledge and respect local cultures and want to be a part of local
communities wherever we operate.
Keep Promises: We are delivering, not overpromising. We are about actions, not words.
Make It Easy: We dont complicate things. Everything we produce should be easy to understand
and use.
Be Inspiring: We find new ways to improve and create value.

b. Introduction and Operations

Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality
voice, data, content and communication services. The official opening of Telenor Pakistan was
held in Islamabad with former President of Pakistan General Pervez Musharraf as guest of honor
and a Telenor delegation headed by President & CEO Telenor Group Jon Fredrik Baksaas along
with then CEO Telenor Pakistan Tore Johnsen.
The company acquired the GSM license in 2004 and began commercial operations on March 15,
2005.So far; it has invested over USD 2.3 billion in the local economy and has created 2,400 direct
and 25,000 plus indirect jobs. It also has a network of over 200,000 retailers, franchises and sales
& service centers, thus providing means of livelihood to thousands of Pakistanis. Telenor Pakistan
has reported a subscriber base of over 36 million, making it Pakistan's second largest mobile
operator. Over Rs. 147 billion in various forms of direct and indirect taxes have been contributed
to the national exchequer by Telenor Pakistan since the beginning of its operations in 2005.
Telenor Pakistan's corporate headquarters are in Islamabad, with regional offices in Karachi,
Lahore, Faisalabad, Multan, Hyderabad and Peshawar. Following are the Services of Telenor in
Pakistan

Mobile Financial Services

Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008 and in 2009,
launched Pakistans first and to date the largest Mobile Financial Services with the brand name of
Easy paisa. In February 2014, Easy paisa won two GSMA awards at the Mobile World Congress in
Barcelona Spain. It was honored the Best Mobile Money Service in the World and Best Mobile
Money Service for Women in Emerging Markets.

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Internet Services
Telenor Pakistan took part in the spectrum auction held on April 23, 2014 and acquired the license
to launch 3G services in Pakistan for USD 147.5 million. With the ambition of
bringing INTERNET for all, the company started aggressive rollout of 3G services across urban and
rural areas of Pakistan. Today, Telenor Pakistan is the fastest growing 3G network in Pakistan and
expanded the 3G coverage area to 45 cities by the end of October 2014. Telenor Pakistan currently
serves over 1.3 million 3G customers across Pakistan.
Telenor Pakistan provides also wide EDGE connectivity across the country. It has one of the largest
data networks (GPRS) in Pakistan providing Internet services to customers.

Corporate Social Responsibility (CSR)

Telenor Pakistan contributes to society through selected social investments that are focused on
everlasting change in areas like; Disability, Education, Health, Emergency Response and Employee
Volunteerism. Currently, Telenor Pakistan is partnering with Plan international to rehabilitate 44
partially damaged, flood affected, government middle schools across Pakistan to benefit more
than 10,000 students. PKR 145 million have already been allocated to improve the infrastructure
of school buildings, provide water sanitation & hygiene (WASH) facilities, construct IT labs, install
solar electrification and in house maintenance of the facilities. The school improvement plan also
includes teacher/student training on use of ICT for EDUCATION and improved conceptual clarity
through Telenor m-learning service as well as e-education content.
Khuddar Pakistan is Telenor Pakistan's flagship corporate responsibility program which aims to
create dignified opportunities for persons with DISABILITIES. The purpose is to become the most
disabled-friendly organization in Pakistan in terms of employment, service, and community
support.

Operations of Telenor in Pakistan

Areas: Telenor covers more than 3,500 cities and towns throughout Pakistan. The company has
over 8,000 3G-ready cell sites throughout the country and offers GPRS.
Sales and Distribution: Telenor Pakistans distribution network has over 200,000 touch points
across Pakistan that include company-owned customer sales and service centers, franchises,
Sahulat ghars and retailers that offer GSM products and Easy paisa services.
Third Generation Services: Telenor Pakistan is providing 3G services as the company has acquired
a 3G license in an auction that took place on 23 April 2014 in Islamabad, Pakistan and expanding
services rapidly. Telenor Pakistan has Pakistan's largest 3G coverage currently in 73 cities.
Mobile Banking and Easy Paisa: In 2008, Telenor picked up majority shares of Tameer
Microfinance Bank Limited for its mobile financial services project. They titled "Easy paisa" as the
branchless banking service then it was launched in October 2009. In a country of over 190 million
people, with only 10,000 bank branches and approximately 15 million bank accounts, in this
platform Easy paisa was Pakistan's first branchless banking deployment aimed to increase access
to financial services for the people of Pakistan, with over 25,000 Easy Paisa shops across the
country. CNN reported it as the "model to follow" in launching mobile banking services.
Easy paisa is then first Pakistani and largest mobile money service and also third largest in the
world, serving and providing to approximately 6 million plus customers in every month. It
currently has over 40,000 agents in 750 cities and towns throughout Pakistan. Besides, in October
2014 Telenor Easy Paisa has announced 3 types of accounts for every class of users. They have
named them as Level-2 Basic Account which are Level-2 A Type Account, Level-2 B Type
Account and Level 2 C Type Account; these accounts have their own depositing limit and
distinctive rules.

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c. Telenor Products
Telenor provide following products:
Prepaid: Prepaid packages are:
Telenor Talk Shawk-A1
Telenor Talk Shawk-Har Second
Telenor Talk Shawk-Har Minute
Telenor Talk Shawk-30 Seconds
Djuice
Djuice Jagtay Raho
Postpaid: Postpaid Packages are:
Persona EASY
Persona SIMPLE
Persona FREE

http://www.telenor.com.pk

d. Existing Marketing Strategies

Customer Acquisition
Telenor has created and initiated good acquisition strategy to attract new customers as well as
motivate existing customers to more use of Telenor products. For that purpose it has policies
like;
They are First one to bring the concept of "Mobile TV" in Pakistan.
They have Customized their products packages available for each type of market segment i.e.
Djuice for price conscious class, smart calls for routine users, Telenor persona for upper middle
and elite class.
Telenor Pakistan is the first one to deliver free roaming facility during HAJJ program.
First one to introduce Easy Paisa in 2008-09 (Money Transfer, bill payment).
They (Telenor) promote themselves by using Billboards, Fashion Magazines, Banners,
Newspapers, Internet, Banners, TV, and Radio.
They are attracting and motivating their customers through Smart Share, MCA, V.A.S. (Call block,
Social Service, Sports, Music, Internet, Religion, cell info display).
Closeness through Easy Load and distribution setup.

Customer Retention
Main objectives of any organization are to maximize the wealth and creating more revenue
generating business. For this reason, main source to maximize the wealth is the customers and
keeping these customers retained with organization and with its products is the key to success.
In this regard Quality has presented strong relationship with the customer retention with the
services. Meanwhile other factors like customer services (care), customer attraction, interaction
and customer loyalty has also shown relationship with the overall customer satisfaction. For this
purpose following are some of the strategies that Telenor uses to retain the Existing Customer:

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Welcome strategy: Telenor often send messages when you avail few types of services. For
instance: Buying sms, Internet packages etc.
Responsiveness: To show a good reaction. For instance: When you have minimum balance, send
messages by Telenor about your balance.
Personalization: Meeting individuals requirements one can formulate, design and produce
something that better meet someones individual required needs. For example; Web self-service
which is related to someones personal profile and Djuice friend finder messenger this is an
attractive thing for customers.
Priority Access: Best customers have special number or another channel to gain quick access to
the organization. For instance: Postpaid
Reward Strategies: Rewarding customers is a good strategy to keep the customers attached with
companys products and for their motivation. For this purpose something which must be given
in return for or to get from work done, for showing a good behavior etc. For instance these
rewards can be free minutes on maximum calls.
Win back Strategies: Telenor has launched a push to target the consumers who have been
inactive for last 3 months or so, means if any customer has stopped using your product then
giving them an additional offer plus product to attract him to come back that thing is referred as
customer win back.
Identify who is about to terminate: RFM can help and measure about customers activity
through call, e-mail, and website. This is good thing to create customer follow up and keeping a
close eye to loyal customers that why customers are leaving? Therefore, this can be done through
surveys then problems can be analyzed.
Create an offer for who is about to terminate: Provide offers to the customers like Telenor
posted an unconditional Rs.30worth of balance for those who did not use Telenor connection for
a few months.

http://www.google.com.pk

e. Awards and Recognition

Lahore Chamber of Commerce and Industries awarded Prime Minister of Pakistan trophy to
Telenor in 2011, because, telecom sector has largest FDI in Pakistan especially by Telenor
Pakistan.
Shaukat Khanum Memorial Cancer Hospital & Research Centre, Lahore awarded Telenor and
Tameer Microfinance Banks Easy Paisa with the Shaukat Khanum Social Responsibility Award in
2011.
Easy Paisa has also won the Best Mobile Money Transfer Entrant of the Year Award at the
worlds first Mobile Money Awards in 2011.
Telenor Pakistan was presented the "Best Place to Work Award" by Pakistans HR associations;
and the Best Practices Award, presented by The Data Warehousing Institute.
Telenor Pakistan has also won the "Super brand of the Telecom Industry Award"; recognition
supported by the international brand arbiter Super brands that operates in 55 countries.
https://www.scribd.com & Referred from: Google.com; Wikipedia.com

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Phases of the Project

a. Phase I Customer Relationship Management Assignments
i.

Introduction

As explained above, once we as a team got on board with Telenor, we were assigned various
tasks to perform under the supervision and guidance of Telenor management; these were some
front line assignments which provided us an opportunity to explore the culture, work
environment, work ethics, business model, end customers and market operations of Telenor.
Entailed below are those assignments and our learning experiences against each.

ii.

Customer Services Management at Telenor Sukkur Walk-in Center

Sukkur walk-in center is a touch point to facilitate customers in providing best services, Telenor
Management for some unknown internal reasons made a decision to terminate operations of
this facility in 2011. One of our assignments was to re-operationalize this facility and resume it
as a convenient touch point to facilitate the customers of Telenor during the nationwide initiative
of Bio Metric Re-verification, having this up front engagement and opportunity to come to
directly know the end customer of Telenor, we while working there, managed the routine
operations of walk-in and gradually began to get instruction from Telenor regional management
to enhance our service level by expanding the scope of services to incorporate almost every
aspect of a fully functional customer services center. The graph below shows our scope of work
and a significant amount of customers entertained during our tenure at walk-in.

Sukkur Walk-in customer report

Total verifications

31.66%

49.75%

Change of Ownership
Sim Replacement

4.29%

FCA

3.27%

Other (Close,Postpaid&MNP etc)

11.018%

The above graph reveals the statistics of our 110 working days in Sukkur walk-in center, with a total inflow
of 13,024 customers interacted with the average of 130 customers on daily basis. As seen above, majority
of foot fall was for bio metric re-verification, which led to an introduction to customers about walk-in
center for being re-opened and they kept flowing in for all kinds of queries related to Telenor connections.
Therefore, this 49.750% results of verifications show that customers are willing to retain with Telenor
connections and they do not want to lose their connections.
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Key achievements at Sukkur Walk-in

Re-operationalized the Walk-in, as a result of our hard work the regional management has put
efforts to prolong the operations of walk-in even after the completion of project
Equipped customers with maximum information and awareness about Telenor Products by
handing out product literature and maintained the corporate ambiance of walk-in with support
from trade marketing team.
Achieved a record foot print of 13,024 customers in just 110 working days.
Also supported and worked at franchise of Sukkur as well as Ranipur and Khairpur, where we
shared some view points on effective customer flow management with Customer Relationship
Manager of respective franchise.

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iii.

Field Assignments

Scope of our work was not limited to walk-in center only; we also engaged in the operations of
franchises of Sukkur, Ranipur and Khairpur. Paid visits to various organizations to perform
corporate level activities and ran a merchandising drive across suburbs of Sukkur town. One of
our most interesting and full of learning assignment was to conduct a pilot survey at retail/trade
channel of Telenor where we were asked to visit the markets with Retail Sales Officers (RSOs)
and get to know the business process or selling model of Telenor and at the same time identify if
there are any areas of improvement; this lead to our idea and possibility to conduct 2 nd phase
our project, details are shared later in this report under the Phase II heading. Here are some
glimpses of our work during Phase-I of the project.

15 | P a g e

b. Phase II: Survey Execution & Strategy Formulation

Survey Execution
i.
After our discussions on the findings of pilot survey conducted via different field assignments in
Phase-I of the project, the Telenor management supported us to focus at the Retailer Advocacy
domain. In this regard Telenor management provided us finalized survey details to execute it in
targeted market of retailers in sukkur region.
To Execute a Survey Suggested by Telenor in order to measure the relationship level of company
RSO to the retailers (B2B), to find out the key factors which play an important role to build and
maintain effective relationship with retailers, and the need of an action plan to be devised based
on results from exploring about level of presence of these factors which will lead the Telenor
management to further connect and strengthen the relationship measures with retailers. This is
what our Project objectives as well as Telenor Objective has led us to determine following key
factors to be focused for a purposeful strategic planning:
Service level
o Frequency of RSO visit at a shop (according to his pre-set daily route plan)
o Time spent at each shop by the RSO
o Presence and Effectiveness of Treatment factors
Relationship level
o Friendly relation or just business concern
o If there is any Conflict or pending issue
Availability of Product (s)
o Product Variants (Easy load, Easy Paisa, Cards) availability
o Feedback about Telenors policy on investment/credit offer
o Any support required from Telenor
Awareness and Education about Products
o Retailer is educated about new offers or not
o Retailer understands the margin/incentive breakup
Level of Merchandising at his shop
o Visibility level presence of visibility tools
o Merchandiser visit frequency& comparison with competition
Satisfaction in terms of incentives provided to retailer
o Market competitiveness in terms of financial incentives
o Frequency of relationship building programs Workshops, Trainings& General
gatherings

16 | P a g e

iii.

Target Market

As the main focus of our team as to devise efficient strategy for customer advocacy and
relationship. For that a sample of Respondents from the GSM and Financial Services (FS) retailers
was provided by Telenor. We consulted our Supervisor at Telenor to guide us to select and
communicate the suitable areas where he would recommend us to go in and get a best sample
among the population, based on results of sales and service level from his experience and official
reports of Telenor as well as areas where he anticipated the loop holes or room for improvement,
quota sampling method was followed and key locations from the overall Sukkur area were given
to us in a route plan from Telenor Supervisor.
Following are the areas we covered:
GHANTA GHAR
MILITARY ROAD
AYUB GATE
NEW PIND
ROHRI
ALI WAHAN
ARAIN
TOLL PLAZA
TANDRA
SITE AREA
SABZI MANDI
BARAGE ROAD
BUS STAND

vi.

Findings: Results/Responses of Survey & data analysis

As explained in our Term of Reference - TOR (Appendices A) and in the strategy formulation
objectives, the purpose of our project was to explore the key problems, then making strategic plan
and executing it, where we worked on to find the presence and adherence to the targeted factors
which are a general measure in our telecom and branchless banking service providers ground
level sales and distribution operation. An important thing to discuss here is to find the loop holes
where we formulate and recommend the strategy to Telenor based on the results. Having a proper
presence of these factors at a significant level among the trade channel can ensure to carry out
and maintain the desired service level and the relationship level with retailers. We have
incorporated the analysis and strategy based on results revealed from survey in the form of graphs
and descriptions; as our objective was to designed strategy and policy which can lead to the
improved performance of retailers. Therefore we have used only frequency models and graphs to
identify the related factors. Therefore, this survey was supposed to identify these factors and
exploring how much they have implication at ground level. And then devise a strategy for these
weak areas that is a strategic formulation. So, following is the Data Analysis which depicts the
results of Market Survey; furthermore other comprehensive things related to the objectives are
also discussed in this report.

17 | P a g e

Analysis of Service Level

Frequency of RSOs visit at a shop (according to his pre-set daily route plan)

6%

1%

Telenor RSO visit frequency

3%

Daily (Friday Off)

1 to 2 times a week
3 to 4 times a week
1 time in a month

90%

The above graph shows the frequency of Telenor Retail Sales Officer (RSO) visits on the selected
market route plan to retailers. It is required from every RSO to pay a visit daily at each retailer
falling under his designated route plan, as the graph reveals 90% of the retailers said the RSO visits
them daily, whereas 10% visits are not on daily basis, which directs us to the deep market
penetration strategy of Telenor and reveals that it is adhered at 90%. For this our teams general
observation was that the 10% retailers were mostly the out of sight and less in penetration.
Meanwhile according to companys trust on RSOs; they are doing well as per the job
responsibilities and task on daily basis. Therefore as a whole, company policy is to tape each and
every customer despite of its business. Focus on this issue because the customer is our priority.

Time spent by RSO at retailer

7%

RSO spending time per shop

5%
23%

Less than 5 minutes

6 to 10 minutes

25%

11 to 15 minutes
16 to 20 minutes

40%

More than 20 minutes

The above graph reveals time duration responses, as per the general observation and market
standards the average time span is 6 to 10 minutes for an RSO to thoroughly conclude his visit at
the designated shop. Telenor RSOs adhere it 40% in the market which is not up to the satisfactory
results. As the graph also shows the 23% RSO spend less than five minute which is alarming
situation. For that the training for RSO should design to help them out this situation.

18 | P a g e

Analysis of Treatment Factors

Friendly greeting style
1%

Friendly Greeting Style

Mobilink

31%

32%

Zong
Ufone
Telenore

6%

Warid

30%

Relationship level is the critical issue to cater. As above graph shows the highest relationship level
of Telenor but in the competition level other Mobile operators RSO also spending lots of time to
make market more competitive. For improving this RSO need training regarding the relationship
and greeting style. As the relationship is the core value in service industry to work on because
the most of the organization working on the relations improvement to better service level.
RSO conducts fair business with Retailer

Fair Business
28%

35%

Mobilink
Telenor
Ufone

2%

Warid

3%

32%

Zong

Another important treatment factor is whether the RSO is following fair Business code of conduct
with Retailer or not, i.e. he is transparent in conducting transaction with retailer, follows ethics
of business and does not indulge in any immoral/corrupt action. It can be seen in the graph that
Telenor is ranked2nd number in this regard. As the many company RSO not exactly pass on the
real info miss utilize the incentive given to retailers by company. Mobilink RSO is top in the fair
business with retailers.

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RSO Educates Retailer about New Offers

RSO educates about new offers of products

Mobilink

34%

30%

Telenor
Ufone
Warid

30%

1%

Zong

5%

Once again Telenor RSOs are rated at 2nd regarding educating the new offers to retailers. The
serious and busy mode of a retailer requires the RSO of a company to expose him to new offers
of the brand and should clearly educate him about attributes of the offer which leads to better
endorsement to end customer. As the RSO is the only source which directly meet with the exactly
our customer and he is the person who can better evaluate the business from all other mobile
operates, he is the intermediary between company and end user. So the timely and in better way
communication of newly offers to retailers can result the better and efficient result. 60% to 70%
mind changing power resides to the retailers. He can be our bad word of mouth disseminator or
good word of mouth spreader.
RSO Supports to solve queries of retailer promptly

Solving Queries Promptly

28%

Mobilink

39%

Telenor
Ufone

1%
Warid

3%
29%

Zong

Retailers expect a prompt solution to their operational issues, hence a better service to retailer,
Telenor needs to pace up in this regard and bring timely solutions to the front level operational
issues. As the better relationship evaluation factor is to solve the issues in urgent basis here
Telenor is on 2nd number 29% which is the lowest in rank as compare to competition. Here is the
responsibility of company S&D department which can resolve issues timely and accurately. That
will also enhance the confidence level of RSO and trust of retailer on RSO will be maintained.

20 | P a g e

RSO takes responsibility of pending issues

Taking Responsibility
Mobilink

35%

35%

Telenor
Ufone

27%
1%

Warid
Zong

2%

In better service the relationship trust is very important and in this situation if Telenor own the
responsibility of pending issues will lead highly satisfaction. Sales team is the face of company
and must have an ownership for operational queries, the feedback from respondents revealed (as
the above graph shows) that Telenor sales team needs to have that ownership and be as good as
the competition. Above graph draw attention to the issue resolved on promptly. Therefore, it is
very important for Telenor management to take decision in order to provide proper trainings and
should work on mental grooming of RSOs to serve their customers/retailers effectively and
efficiently.

Analysis of Relationship Level

Relationship style of RSO with Retailer

Relationship of RSO with retailer

Just Business

50%

50%
Friendly

Stronger relationship with retailers increases the growth of company specifically in the long term.
Getting to know your business partner and have a mutual trust worthy relationship is an important
Factor to prolong the business proceedings. Telenor RSO is also good in making the friendly
relationship with retailers which contributes in the sales and shows the stronger bond between
both the parties.

21 | P a g e

Satisfaction level against RSO Educates Retailer about New Offers

8%

4%

Response against satisfaction level

4%
8%

Strongly Dissatisfied
Dissatisfied
Indifferent

76%

Satisfied
Strongly Satisfied

As the core Function of an RSO is to inform retailers about new offering and new marketing
campaign. The above graph explains the satisfaction level of Telenor RSO. Majority of retailers
(76%) revealed they are satisfied from the overall personality of RSO and will keep on doing
business with current staff given their other queries from backend and at strategic level are
solved with efforts across the hierarchy.

Analysis of Product Availability

Availability of Telenor Final Services at retailers

Chart Title
106

EASY LOAD

81

81

EASY PAISA

SCRATCH CARDS

Easy load shows the key performer indicator which majorly available in shops. As Telenor is the
pioneer in financial service easy paisa which shows greater presence in the retailers outlet.
Last factor scratch cards contributes in the same line of easy load which shows less
presence.

22 | P a g e

Easy load Daily Turnover of Sample Retailers

Easy Load Availability

1%

8%

8%
Less than Rs.500
Rs.501 to Rs.1,000
Rs.1,001 to Rs.2,000

41%

42%

Rs.2,001 to Rs.5,000
More than Rs.5,000

The above graph shows the Easy load daily turnover of sample retailers. Telenors minimal
requirement from a retailer is to maintain daily turnover of Rs. 500. The graph above reveals
almost perfect (99%) adherence and compliance to this SOP among the sample retailers.

Easy Paisa Daily Turnover of Sample Retailers

Easy Paisa Availability

6%

Less than Rs.5,000

24%

17%

Rs.5,001 to Rs.10,000
Rs.10,001 to Rs. 20,000

9%

16%

Rs.20,001 to Rs.50,000
More than Rs.50,000

28%

Easy Paisa Not Available

The above graph shows the Easy Paisa daily turnover of sample retailers. Flexible investment
policies to extend credit support to retailers may lead to expansion in that category of Rs. 20,001
to Rs. 50,000 which is now at 28% and may further expand, as well as higher volumes can be
achieved in this regard.

23 | P a g e

Retailers need for credit support

Need credit support

40%

Yes

No

60%

The above graph shows 60% retailers are content with Telenors current policy of providing
overnight credit facility (i.e. RSO transfers Easy paisa or Easy load stock to retailers on call and
retrieves cash in the following morning), whereas 40% retailers said they would appreciate if
Telenor can be more flexible in this regard which also links to the graph above this one. So the
competitor are extending loan facility for the month specially Mobicash UBL Omni etc. they are
penetrating with this facility in market and trying to catch due share from Telenor . So the team
focused on the pilot loan policy for few shops to check whether by this act business share increase
or not.

Analysis of Awareness and Education about Product

Understanding about Incentive/Commission Breakup

Understanding about Incentive breakup

4%
Yes
No

96%

The above graph shows 96% retailers are up to speed to understand what lies in for them when
they engage in business with Telenor. Since it involves financial benefit therefore almost every
retailer eagerly triggers RSO to clearly communicate the due share from each and every kind of
transaction the retailer performs.

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Analysis of Merchandising Level at Trade

Variety of Trade Tools available at Retailers

Tools available

70
60

61

50
40
30

34

30

27

20

23

21

BANNERS

NO VISIBILITY TOOL
AVAILABLE

10
0
POSTERS

TRADE LETTERS

SHOP BOARD

SIDE BOARD

Out of 106 sample size, shop board being available to 61 shops was the major visibility tool,
however, there is a need to seriously look at the merchandising scenario and maximize
availability of other trade visibility tools at retail. Shop boards should be made available at a
greater ratio because it helps the end customer to locate the touch point from a distance,
whereas the other visibility tools help in effective delivery of brand message as well as keep the
retailer satisfied with branded ambiance facilitated by brand.

Pending Merchandising issue

Pending Merchandising Issues

41%
59%

Yes
No

The above graph is self-explanatory because majority (59%) of respondents answered that Telenor
officials never promptly solved merchandising issue being delivered by retailers to RSO. By this act Telenor
will lose its market competitiveness and give chance to other competitor to enter in telecom industry
because of responsiveness factor.

25 | P a g e

Comparative analysis of merchandising efforts

Most Frequent Visits by Merchandiser

Mobilink

26%

30%

Telenor
Ufone

11%

Warid

8%

Zong

25%

Only 11% retailers said Telenor Merchandiser visits them at least once in week, it can be seen
that the efforts are also required here so as to reveal a positive impact and visibility at trade.
SOPs of Merchandisers need to be reconsidered and even induction in the merchandising staff
would be highly recommended.

Analysis Incentive and Relationship Building Initiatives

Feedback of retailers about Telenors Retail Margin

Telenor Retail Margin

17%
Higher than to competition

49%
34%

Equal to competition margins

Less than competitions margins

The above graph reveals the feedback that 49% retailers access Telenors retail margins as less
than what competition offers them. Telenor keeps on improvising its margin policies, but a
competitive and dynamic Financial Services market like Pakistans has a higher rate of imitation,
this calls for some plans at strategic level of Telenor so as to proactively counter the competitive
moves and achieve a long term competitive edge.

26 | P a g e

Frequency of Trainings

Frequency of Training Programs

12%
Once in A Quarter
Semi Annually

39%
39%

Once in a Year
Once in Many Years
Never

6%

4%

The above graph shows how frequently Telenor calls retailer for trainings programs to have
them assembled at a platform and share trends and shifts in market opportunities. 39% retailers
said they have never been called ever. Approx. 50% retailers from the sample have been given the
opportunity meet once in a year and rest got this chance once in many years.
Frequency of General Gatherings

Frequency of General Gathering

8%
Once in a quarter
Semi Annually

47%
35%

Once in a year
Once in many years
Never

7%

3%

The above graph shows how frequently Telenor invites its retailer for general gatherings to own
them and give them an environment of mutual trust and sharing. As seen above there is a serious
need to give some attention for this aspect. Having a customized service for the retailer and owning
the channel at maximum is the paradigm in social sciences and leading brands in world have
shifted their focus to meet and greet with their retail channel and continuously value them to
remain inspired and satisfied from the brand.

27 | P a g e

Strategy Formulation

Based on our practical learning, observation and experiences while working with Telenor
throughout our project duration, we feel obliged to share our view point with Telenor and apply
our business administration theoretical knowledge and concepts for a better prospect of Telenor
in Sukkur Market, in doing so we are keeping in mind the resource availability/constraint to the
Sukkur S&D Office, and also feel that the learning we share via this report may add some value
at strategic level in Telenor. Here are some ideas which we feel once applied may lead to a
positive image and will increase the performance of Telenor in the future.
Re-Operationalize the Sukkur Walk-in Center. (concept of the Easy shops)
The ambiance, service level, convenience for the customer, need for a fully operational service
center in the area, meeting the competitive benchmark, market dynamism, positive image in the
mind of customer and the need of a branded corporate touch point where the true reflection of
brand personality can be portrayed are the factors which made us to recommend Telenor to
think over their decision to resume operations of this facility. As their franchises in sukkur was
only one for that we also float the idea of easy shops which was appreciated and it was launched
first in Rohri bus stop; which are dedicated to serve the customer on their door steep
Retail Sales Officers Training Initiatives
From the behavioral aspect to relationship building, the sales team needs to have consistent
refreshers in shape of trainings and motivational sessions in order to induct a sense of ownership,
to broaden their vision, to have a long term approach in their working style and to keep them
afloat to understand the changing needs and dynamics of retail market and future of GSM and
Financial Services. Training is the integral part of service industry as the service is perishable,
inseparable and variable in nature for that employee training is highly recommended as the
service is mostly base on the attitude and behavior of the person
Product Visibility
Although Telenor is in service industry but the true reflection of brand image, branded ambiance
where the service is delivered and marketing efforts need to be active at full throttle to act as an
effective suppliers to create pull at touch points. Telenor as a brand is very prominent in its above
the Line media communication but still they need to induct optimal resources to enhance
visibility by effective and efficient placement of Point of Sales Branded Collaterals at the retail
touch point so as the customer should be hit very hard at the moment of truth, which we feel
will lead to a positive and top of the mind recall for Telenor and will establish its roots in pursuing
the customer towards the Telenor. As the IMC concept was not properly disseminated as
compare to their competitor. Though they were doing their best in the merchandising and
visibility and no doubt the regulation was also hinder the merchandising but despite of that
competitor were at top on visibility at point of sale as well as on other touch points. We
recommend the Telenor Sukkur Management to increase the staff and train the existing staff
with Relationship maintaining traits with customers/retailers.
Retail Relationship Building Programs
The emerging trends and market dynamism of 21st century have registered retail channel as a
very effective touch point to influence decision of customer. Many of the world renowned brands
have shifted their efforts to customize their offers specific to this channel, in this regard some
initiatives to accumulate the business partners at central meet points, arrange special programs
for them, deliver branded incentives is shape of accessories, offering schemes to enhance
competition within channel and connecting with them beyond financial incentives is the need of
the time and we urge Telenor management to shift their kind attention to this recommendation
as well so as to cover this aspect for a better long term success in the local market.
28 | P a g e

Conclusion
Our experience at Telenor while conducting all sorts of assignments has been very good and has
empowered us with a lot of learning and understanding of the corporate environment and gave us
many opportunities to apply ourselves whenever there was a need.
Our experience at walk-in center Sukkur, franchises of Khairpur and Ranipur, visiting corporate
offices, merchandising efforts and conducting survey at retail gave us a thorough understanding of
Telenor customer profile, retail operations, business process, understanding of various roles and
duties, how to apply ourselves in different situations and how to look forward when there is any
problem in business operations.
The data revealed through survey and the feedback we heard at the moment of truth from retailers
regarding Telenor comprises of a mix of responses. Many of the retailers were satisfied with
Telenor and acknowledged it as a first mover in the category of financial services especially
branchless banking, we also got the feedback that Telenor somehow couldnt stop the rise of
competition and let the others to easily enter the market and claim their share of pie. Another
aspect regarding GSM services observed at most was that Telenor in Sukkur area is comparatively
at 4th position in terms of GSM volume and subscription base, reason for that which we mostly got
from retailers is that the Telenor once again didnt kept pace with competition and let Zong with
its strong package support come at top followed by Mobilink and Ufone. We anticipate the brand
policy and positioning of Telenor might have led to these outcomes but once again if we look closely
into these details than the Telenor management needs to seriously consider putting some beyond
the line resources in this area in order to revive their position and to achieve a competitive position.

References:
http://www.reportlinker.com
http//:www.pta.go
https://www.scribd.com
http://www.telenor.com.pk
Referred from: Google.com; Wikipedia.com

29 | P a g e

Appendices
a. TOR of the Project
Telenor Pakistan
Terms of Reference (TOR)

Introduction to Project:
This is a final year project assigned to students of MBA Case Study batch 2013-15. The eligible
students are required to spend a semester (Spring 2015) in Telenors Sukkur Regional Office. The
project is divided into two phases; Phase I is to render services of selected students to Telenor as
Biometric SIM Re-Verification Officers (BVOs) and the Phase II is about the survey execution on
Retailers Advocacy which revolves around the idea of finding out the key factors to sustain effective
relationship with trade channels of Telenor.

Objectives of the project:

As mentioned above, the phase I is designed to expose the students to culture of the Telenor
while working as a front line customer relationship officers mainly during the nationwide initiative
of SIM Biometric Re-verification streamlined by Government of Pakistan and Pakistan
Telecommunication Authority. Where the students will be required to:
Re-open and operate Telenors Sukkur Walk-in Center
Facilitate and engage customers in Biometric re-verification of their SIM
Entertain all kind of queries of customers
Equip customers with maximum information and awareness about Telenor Products by handing
out product literature
Also support and work at franchise of Sukkur as well as surrounding towns
Phase I is an ongoing process which starts in January 2015 and will prolong till the end of project
duration i.e. May 2015.
Phase II of the project (March to May 2015) is aimed at Executing the Survey which is approved
and instructed by Telenor Sukkur Management about Retailer Advocacy for Telenor in Sukkur
Region to gauge the effectiveness of following factors which play a key role in maintaining a long
term and profitable relationship with retailers. The factors include:

o
o
o
o
o
o
o
o
o

Service level
Is or is not In-line with the Telenors strategy of Deep market penetration
Equality as compared to ranking of trade channel
Competitive as per the standards of Market
Frequency according to pre-set route plan
Relationship level
Friendliness, empathy, level of mutual trust between retailer and Telenor representative
If there is any Conflict with Telenor Representative
Availability of Product (s)
Stock maintained as per SOPs
Feedback about Telenors policy on investment and issues associated to it
Any support required from Telenor
Awareness and Education about Products
30 | P a g e

o Level of knowledge about product packages and offers

o Level of understanding the Financial services
o Any queries or training needed
Level of Merchandising at his shop
o Visibility level
o Merchandiser visit frequency
o Factors to improve the impact
Satisfaction in terms of incentives provided to retailer
o Market competitiveness in terms of financial incentives
o Frequency of relationship building programs Workshops & Trainings
o Supporting requirements besides financial incentives any emotional or social support required
Geographic spread of phase II of the project:
The geographic spread of project encompasses retailers of Sukkur region which includes:
Sukkur Main city (e.g. Ghanta ghar, Military Road, Shalimar, Ayyub Gate)
Sukkur Sub-Urban (e.g. Rohri, Old Sukkur, Ali Wahan, Piyaro wah)
Sukkur Outskirts (e.g. Kandhra, Chak, Priyalo, Peer jo Goth)

Market analysis and strategy formulation:

Market analysis will be done by survey questionnaire which was provided by the Telenor. Retailer
advocacy survey will be conducted through a Primary data collection at trade channel. This
questionnaire will contain questions (open & close ended) and scales (Ordinal & Interval) to
measure the responses against the aforementioned domains. A sample size of 106 (Out of 700
total population of retailers in the region) will be selected by using quota sampling method In
coordination with Area Sales Head to identify and communicate names and route plan of
sampling. Questionnaire will be designed in mutual consensus and under the supervision of
concerned Telenor management and project supervisor at Sukkur IBA. Sub-Phases of Survey
Execution are including;
Data collection
Analysis of data and discussions with concerned stakeholders
Key findings and strategy formulation
Target Market:
Respondents will be the Financial Services (FS) retailers of Telenor across all trade channels in
the selected areas. However further classification will be done the bases of ranking (in terms of
revenue generation) assigned by the Telenor, which include:
A Class
B Class
C Class
Responsibilities of Telenor:
Deliverables on Telenors part include:
To Provide relevant product knowledge and understanding to students
To Provide necessary and relevant knowledge about distribution operations
To discuss strategic issues and areas where students should focus their efforts
To support and facilitate in relevant expenses regarding project

31 | P a g e

Project Flow:
Phase I
Duration

Work Flow
Jan Feb

Jan May

All the students assigned and rotated accordingly to report at and perform
their duties in Walk-in Centre Sukkur and Franchise of Sukkur, Ranipur,
Khairpur and Ghotki
Mar May
2 students (personnel will rotate weekly) will be assigned to regularly perform
their CRO role at Sukkur Walk-in until the end of project

Phase II (Starts from March in parallel with Phase I)

Duration

Work Flow
Mar 1 Mar 15 (Week 1 & 2)
Preparation and discussions regarding TOR with Telenor and Sukkur IBA
supervisor
Discussion with Telenor team to identify key issues
Field visits with RSOs

March

Mar 16 Mar 31 (Week 3 & 4)

Discussions with Telenor and Sukkur IBA supervisor to design the
questionnaire
Relevant trainings and knowledge about products, distribution and retailer
incentive plans
Finalization of questionnaire

Apr 1 Apr 15 (Week 1 & 2)

Field visits and Data collection
Interim meeting to discuss progress with supervisors
April

Apr 16 Apr 30 (Week 3 & 4)

Data Sorting
Data Compilation and Data Entry
Data Analysis
May 1 May 25 (Week 1, 2, 3 & 4)

May

Interim meeting to discuss progress with supervisors

Preparation of Final Report and discussion with supervisors
Preparation of Final presentation
Final Presentation at Sukkur IBA

32 | P a g e

c. Questionnaire
Retailer Advocacy Survey
We are the students of Sukkur IBA and performing a Survey Execution activities to collect a
primary data about Retailer Advocacy for Telenor in Sukkur Region. Our purpose is to measure
the level of presence and effectiveness of relationship variables and to identify the significant
factors to improve the service level for retailers in order to maintain a long term and profitable
relationship with Telenor. We will be sincerely grateful to your cooperation, and assure you that
your response will be used purely for the subjected feedback submitted through survey execution
and will be kept highly confidential.
Details about Retailer
Shop Name: ____________________________
Contact No: ____________________________
Address: _______________________________
Questions about Service Level
Q.1: How Frequently Telenor RSO visits your shop?
_____ Daily (Friday Off)
_____ 1 to 2 times a week
_____ 3 to 4 times a week
_____ 1 Time in a month
_____ Never
Q.2: How much Time does the Telenor RSO (in case of visit) spend at your shop?
_____ Less than 5 minutes
_____ 6 to 10 minutes
_____ 11 to 15 minutes
_____ 16 to 20 minutes
_____ More than 20 minutes
Q.3: Do you find the following factors in the behaviour (treatment) of Telenor RSO?
(Can tick more than one factor)
____Friendly greeting style
____Conducts fair business with you
____Educates about new offers
____Solves your queries promptly
____Takes responsibility of your pending issues
Q.4: Rate the company as given scale about the treatment factors of RSO being compared with
OMOs.. Rate 1 for highest and 5 for lowest)
FACTORS
MOBILINK TELENOR UFONE WARID ZONG
Friendly greeting style
Conducts fair business with you
Educates about new offers
Solve your queries promptly
Takes responsibility of your pending
issues

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Q.5: On a scale of Strongly Dissatisfied to Strongly Satisfied where will you place the service level of
Telenor RSO?
_____ Strongly Dissatisfied
_____ Dissatisfied
_____ Indifferent
_____ Satisfied
_____ Strongly Satisfied
Questions about Relationship Level
Q.6: How is your relationship with Telenor RSO?
1) Just Business
2) Friendly
3) He is very concerned about you
Q.7: Any ongoing conflict or pending issue with Telenor RSO?
_____ Yes
_____ No
Q.8: If Yes to Q.7: then kindly specify those conflicts or issues
___________________________________________________________________________
Q.9: Is the relationship level of Telenor RSO with you is better than the relationship levels you have with
the RSO of OMOs?
_____ Yes
_____ No
_____ No difference in the relationship level
Kindly skip the Q.10 and Q.11 if you have chosen the option No difference in the relationship level for
Q.9.
Q.10: If Yes to Q.9: then kindly explain how it is better?
___________________________________________________________________________
Q.11: If No to Q.9: then kindly explain how it is not better?
Questions about availability of Product?
Q.12: Which of the following Telenor Financial services do you have? (Kindly check as many as apply)
_____ Easy Load
_____ Easy Paisa
_____ Scratch Cards
Q.13: In case you have opted the Easy Load services, what is your daily level of easy load stock?
_____ Less than Rs.500/_____ Rs. 501/- to Rs. 1,000/_____ Rs. 1,001/- to Rs. 2,000/_____ Rs. 2,001/- to Rs. 5,000/_____ More than Rs. 5,000/Kindly skip Q.14 if you have not opted the Easy Paisa Service
Q.14: In case you have opted the Easy Paisa services, what is your daily level of easy paisa stock?
_____ Less than Rs. 5,000/_____ Rs. 5,001/- to Rs. 10,000/_____ Rs. 10,001/- to Rs. 20,000/_____ Rs. 20,001/- to Rs. 50,000/_____ More than Rs. 50,000/_____ Easy Paisa Not Available

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Q.15: Do you get any credit facility on Telenor Financial Services?

_____ Yes
_____ No
Q.16: If Yes to Q.15: then kindly specify for how many days? ___________
Q.17: Do you need investment support related to Financial Services?
1) Yes
2) No 3) If Yes then for what________________________
Q.18: Is there any pending issue related to subscription of financial services account?
_____ Yes
_____ No
Q.19: If Yes to Q.18: then kindly specify those pending issues
___________________________________________________________________________
Questions about awareness and education about Telenor Products
Q.20: Does the RSO brief you about new Promotions?
_____ Yes
_____ No
Q.21: Do you completely understand the procedure to operate Telenor financial services?
_____ Yes
_____ No
Q.22: If No to Q.21then what queries do you have please elaborate
____________________________________________________________________________
Q.23: Do you have complete information about incentive breakup
_____ Yes
_____ No
Q.24: If No to Q.23: then do you need training in this regard?
_____ Yes
_____ No
Questions about Merchandising Visibility
Q.25: How often the Telenor Merchandiser visits you?
_____ More than once in a Week
_____ Once in a Week
_____ Once in a Fortnight
_____ Once in a Month
_____ Never
Q.26: How often merchandisers of OMOs visit your shop?
1) Mobilink______
2) Ufone______
3) Zong_______
4) Warid_______
Q.27: For Surveyor how many of the Telenor Merchandising Tools are available at your shop?
_____ Posters
_____ Trade Letters
_____ Shop Board
_____ Side Board
_____ Banners
_____ No visibility tool available

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Q.28: Any pending requests/issues related to Merchandising?

_____ Yes
_____ No
Q.29: If Yes to Q.28: then kindly specify those pending issues
___________________________________________________________________________
Questions about retailer incentives
Q.30: Please rate Telenors retail margin on its Financial Services?
_____ Telenor offers highest commission and margin on sales
_____ Telenors margins are equal to competition margins
_____ Telenors margins are less than competitions margins

Q.31: How often are you invited by Telenor for trainings programs?
_____ Once in a Quarter
_____ Semi Annually
_____ Once in a Year
_____ Once in a Many Years
_____ Never
Q.32: How often are you invited by Telenor for general gatherings?
_____ Once in a Quarter
_____ Semi Annually
_____ Once in a Year
_____ Once in a Many Years
_____ Never
Q.33: Any other incentive you need from Telenor?
_____ Yes
_____ No
Q.34: If Yes to Q.33: then kindly specify those incentives.

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Project Team
Supervisors at Telenor Regional Office Sukkur
Hamad Khan Saddozai
Regional Manager
Contact: +923458010173
Email: hammad.sadozai@telenor.com.pk

Muhammad Waseem
Area Sales Head
Contact: +923452020273
Email: waseem.tahir@telenor.com.pk

Supervisors at Sukkur IBA

Saeed Abbas Shah
Lecturer at Sukkur IBA
Contact: +92 3342912868
Email: s.abbas@iba-suk.edu.pk

Students of FYP
Hazoor Bux
+92 346 3420277
hazoor.bux@iba-suk.edu.pk

Liaqat Ali
+92 346 3406706
liaqat@iba-suk.edu.pk

Muhammad Shoaib
+92 334 2594585
shoaib.mb13@iba-suk.edu.pk

Syed Muhammad Uzair

+92 345 3892880
uzair.mb13@iba-suk.edu.pk

Syed Sajid Hussain Shah

+92 343 8339976
sajid.hussain@iba-suk.edu.pk

Zuhaib Ali
+92 346 3411103
zuhaib.ali.mb13@iba-suk.edu.pk

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