Telenor Pakistan

Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia
together with Thailand, Malaysia and Bangladesh.

Telenor Pakistan launched its operations in March 2005 as the single largest direct European
investment in Pakistan, setting precedence for further foreign investments in the telecom
sector. The company has crossed many milestones and grown in a number of directions,
making Telenor Pakistan a leading telecom operator of the country.

They are the fastest growing mobile network in the country, with coverage reaching deep into
many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the
hilly northern areas to the sprawling deserts in the south, at times we are the only operator
connecting the previously unconnected.

They are keeping ahead by investing heavily in infrastructure expansion. With USD2 billion
already invested, they have extended agreements with our vendors for network expansion and
services until 2009. The agreements, with a potential to result in USD750 million worth of
orders from Telenor Pakistan, are some of the biggest of their kind in the industry.

They are spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment
opportunities. They have a network of 23 company-owned sales and service centers, more
than 200 franchisees and some 100,000 retail outlets.

Telenor ASA is an international provider of high quality telecommunications, data and media
communication services. It ranks as world’s 6th largest mobile operator above 170 million
subscribers in its mobile operations. Telenor Pakistan is 100% owned by Telenor ASA and
adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh.
VISION
Our vision is simple: Telenor exists to help customers get the full benefit of communications
services in their daily lives. We're here to help

MISSION
“Telenor is a customer focused business mobile service operator/telecommunications Company
that seeks competitive advantage in quality and valued added service in both prepaid and postpaid
categories through state of the art technology. Telenor relies on building trusting relationships
with customers, owners, employees and society in general”

CORE VALUES
Core values in Telenor Pakistan are

 MAKE IT EASY

We're practical. We don't complicate things. Everything we produce should be easy to

understand and use. Because we never forget we're trying to make customers' lives easier.

 KEEP PROMISES

Everything we set out to do should work, or if it doesn't, we're here to help. We're about
delivery, not over promising, actions not words.
 BE INSPIRING

We are creative. We strive to bring energy to the things we do. Everything we produce should
look good, modern and fresh. We are passionate about our business and customers.

 BE RESPECTFUL

We acknowledge and respect local cultures. We do not impose one formula worldwide. We
want to be a part of local communities wherever we operate. We believe loyalty has to be
earned.
Strategy of Telenor

Telenor's main strategy is to focus on subscriber growth in our mobile operations and to
increase overall profitability by combining Group industrialization with local drive and
responsiveness. Further, to develop our leading position in the Nordic region with a broad
range of communication services.

This strategy implies the following focus areas;

1. To strengthen our position as an international mobile operator

We intend to continue to strengthen our mobile industrialization mobile operations by

obtaining control over selected mobile companies. Control is essential for us to benefit from
cross-borders synergies, such as scale in procurement, to develop new services and
implement best practices, to improve operational efficiency and to increase our overall
profitability. We intend to manage our non-strategic investments as financial investments and
to exit from international mobile operations where we cannot obtain control over time.

2. To be the leading communications services provider in Pakistan

Being the leader in a broad range of services in both the residential and business markets in
Norway, we will seek to improve profit performance in the mobile and fixed areas by
introducing new services and through a wide range of cost-cutting initiatives.

3. Global coordination achieving local competitiveness

Telenor's global coordination programmed has a single goal: To increase the local
competitiveness of our mobile operations by taking advantage of our global joint competence
and scale.

Environment
Managers decisions and actions directly influence Environment by the of that
country in which the organization is operating

1. External Environment
Those factors or forces outside the organization that effect organizational
performance. It includes two components specific and geneal environment.

Specific Environment
Include all those forces and that have directly impact on managers decisions and
actions, the main factors and forces are
1. Customers
Telenores says, “We are here to help others”
Satisfying their customer is main aim of their organization because
dissatisfactory can lead telenore toward decline.
Telenore change their strategy according to customers demand. For instance
when telenore”s managers realize that some engaged in imaging while other
making. They introduce two packages Talkshalk and dejuice. These packages
further divided into sub packages.
2. Suppliers
Telenor provides telecommunication services to their customers. These suppliers
are their employees.
To maintain their working operations telenore’s management keeps their
staff satisfied by making their salaries on correct time or giving bounces
to hard working employees.
Because any problem created by employees can effect organizational
performance. For instance, any stick by engineers can cause network problem
for customers and as a result, customer can dissatisfied with services of
telenore.
3. Competitors
Telenore have five Competitors Warid, Zong, Ufone, and Jazz. Tough
competitor is Jazz, which is the No:1 telecommunication company in
Pakistan.
Telenore designs their call rates and Message packages, night
packages by watching their competitors.
4. Pressure groups
When the DENMARK prints the photo of Hazrat MOHAMMAD ( S A W) the
MUSLIMS leave the uses of telenore company. In this situation the pressures groups
promote their services and the telenore as a week company.
 2. General environment
Broad external conditions that may affect the organization. If includes
economic conditions, national and legal condition, socio culture condition
technological globe.
1. Economic condition
Inflation rates, interest rate, change in disposable income stock market
fluctuation and that stock of general business cycle are some economic factors
that can management practices in an organization.
2. Political and legal conditions
Federal stale and local as well as global and other country laws and
regulations what organization can and cannot do telenore before starting
operators in Pakistan must aware of rates and regulation of this state,
For example, what is tax-rate and what are labored-laws. How labor
coast operates.

3. Socioculture conditions
Managers must adapt theirs practices to the changing expectations of the
society in which they operate. For example just to save the time of peoples
they give the facility of easy paisa.

Managing in a global environment.

The environment will differ from one country to another country. Therefore
managers face a lot of problems and lot of challenges. These are Some
challenges and offer guidelines for responding.

1. The legal-political environment

In every country elations are held regular intervals. Even changes in political
parties after an election do not produce radical or quick transformations. The
stability of laws governing the actions of individual end institution allows for
accurate predictions. The same can’t be said for all countries . managers in a
global organization must stay informed of the specific laws if countries
where do business.
 2. The Economical environment
The global manager must the aware of economic issue when start business
in other countries. One the first is understanding the counties type of
economic system. The two major types are market economy and command
economy.

SWOT’ ANALYSIS
Strengths
 First one to bring the concept of "Mobile TV" in Pakistan.
 Customized packages available for every market segment e.g djuice for price
conscious class, smart calls for routine users, telenor persona for upper middle and
ellite class.
 State of art technology e.g they are up with the latest networking underground fiber
optical network.
 Widest network coverage after Mobilink.
 The first ones to provide free roaming facility during hajj program.

Telenor is operating in more than 200 destinations with more than 1.7 subscribers all
over the Pakistan.

Weaknesses
 Pakistan has no institute that provides formal education in this field regarding
networking and other core technical competencies so they are required to have a
major chunk of their employees trained from foreign institutions.

 Poor call center performance. Customer service center is not up to the commitment
and most of the customers' calls are not served.

 Comparatively high prices in Telenor persona (postpaid) as compared to Warid and

Ufone.

 Poor visual quality of Telenor mobile TV, as there is a buffering problem and stills
are received instead of the proper videos Franchise distribution system is not up to the
mark. This is the problem with almost every telecom company in Pakistan. Lack
quality in record keeping at franchises and other distribution networks.
 Opportunities
 Participation within the growing industry.

 Ample opportunities are available in the telecom sector and still many of the areas are
not being covered.

 Increasing market share.

 Product line expansion.

 Cost discount strategies.

 Product innovation.

 To become customer size specialist.

 Constant repositioning.

Threats
 Monopoly of PTA, at any time PTA can alter the facilities of telecom sector.

 Immense cut-throat competition operating in kinked demand oligopoly.

 Implementation of WTO will result in open & competitive pricing even in the service
sector exclusively in telecom There is an imbalance between prices of inputs &
outputs.