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Prepared for
The Executive Committee

Prepared by
Amna Anwer
Abdullah Saeed
Hunzalah Ejaz

May 13, 2023

 MEMORANDUM

TO: The Executive Council

FROM: Abdullah Saeed, Marketing Director

DATE: May 11, 2023

SUBJECT: Feedback on the Digicash marketing campaign

Here is the report you requested regarding the feedback on the Digicash Campaign. Your

assumptions were right. The Digicash marketing campaign has yielded positive results and

achieved its objectives.

Here is an overview of the feedback based on key performance indicators:

Increased Awareness: The campaign successfully raised awareness about the DIGICASH platform

among our target audience. The use of multimedia channels, including television, radio, online

platforms, and social media, helped to reach a wide audience and generate interest in the digital

payment solution.

Enhanced Customer Engagement: The campaign's interactive elements, such as contests,

giveaways, and online engagement, effectively engaged customers and encouraged their active

participation. This led to increased customer interactions, feedback, and brand loyalty.

Adoption of DIGICASH: The campaign played a crucial role in driving the adoption of the

DIGICASH platform. We witnessed a significant increase in the number of customers registering

for the service and utilizing it for their transactions at PSO outlets. The campaign effectively

communicated the benefits and convenience of using DIGICASH, contributing to its acceptance

among our customer base.

Partner Collaborations: Collaboration with strategic partners, including banks and payment

processors, greatly supported the success of the campaign. Joint promotional efforts, exclusive

offers, and cross-marketing activities helped to amplify the reach and adoption of DIGICASH.

Measurable Metrics: Key performance indicators, such as the number of downloads, transactions

processed through DIGICASH, and customer feedback, were tracked throughout the campaign.

These metrics allowed us to measure the campaign's impact and make data-driven decisions for

future marketing strategies.

Making Digicash a success however, would mean that there needs to be a few changes made. So

here are a few recommendations that my team has come up with to take Digicash two steps ahead

of where it already is. So here are a few recommendations:

Continuous Promotion: Maintain consistent promotion of the DIGICASH platform to ensure

sustained customer engagement and adoption. Implement targeted advertising campaigns, digital

marketing strategies, and regular communication to reinforce the benefits of using DIGICASH.

Customer Education: Focus on educating customers about the features, security measures, and

convenience of DIGICASH. Develop user-friendly guides, tutorials, and FAQs to address any

concerns or hesitations customers may have regarding digital payment solutions.

Enhance Partner Collaborations: Strengthen collaborations with banks, payment processors, and

other relevant stakeholders to expand the reach of DIGICASH. Explore opportunities for joint

promotions, exclusive offers, and incentives that further incentivize customers to use the platform.
Feedback Integration: Continuously gather customer feedback and integrate it into the ongoing

development and improvement of the DIGICASH platform. This feedback will provide valuable

insights for enhancing user experience, addressing customer needs, and staying ahead of market

trends.

The DIGICASH marketing campaign has successfully introduced and promoted PSO's digital

payment platform, driving customer engagement, and encouraging the adoption of cashless

transactions at our outlets. The campaign's positive outcomes have reinforced PSO's commitment

to technological innovation and customer-centric solutions. We will build upon this success and

leverage the valuable insights gained from this campaign to further enhance our marketing

strategies.

Thank you for giving me an opportunity to work on this project. It has been a really good learning

experience for me and my team. If you have any other questions regarding this matter, feel free to

email me.
Contents
MEMORANDUM ....................................................................................................................................... ii
Executive Summary ................................................................................................................................... vi
Introduction ................................................................................................................................................. 1
History of PSO: ....................................................................................................................................... 1
Mission and position in the market: ...................................................................................................... 2
Situation Analysis........................................................................................................................................ 2
SWOT Analysis: ...................................................................................................................................... 2
PEST Analysis: ........................................................................................................................................ 4
Marketing objectives .................................................................................................................................. 5
Target market analysis ............................................................................................................................... 6
Marketing Mix .......................................................................................................................................... 10
Product: ................................................................................................................................................. 10
Price: ...................................................................................................................................................... 10
Place: ...................................................................................................................................................... 11
Promotion: ............................................................................................................................................. 11
New Innovations ........................................................................................................................................ 14
Evaluation and Measurement .................................................................................................................. 15
KPI ......................................................................................................................................................... 15
Implementation Strategy .......................................................................................................................... 18
REFERENCES: ........................................................................................................................................ 20

v
Executive Summary

This executive summary provides an overview of the Pakistan State Oil Company Limited (PSO)

and presents a situational analysis, including a SWOT analysis and PEST analysis. It also outlines

the marketing objectives, target market analysis, and marketing mix for PSO.

PSO is a leading energy company in Pakistan, involved in the marketing, distribution, and storage

of petroleum and oil products. The company has a strong brand recognition and holds a substantial

market share in the industry. With a diverse range of products and a widespread distribution

network, PSO caters to individual customers, commercial customers, industrial customers, and

aviation customers.

The SWOT analysis highlights PSO's strengths, such as strong brand recognition, largest store

capacity, extensive distribution network, substantial market share, and strategic investments. The

weaknesses identified include trapped retained earnings, inadequate integration and

diversification, and lengthy procurement processes. The opportunities for PSO lie in long-term

contracts, strategic investments, infrastructure development for electric vehicle chargers,

investment in renewable energy, and diversification. The threats include the influx of alternatives

like electric vehicles, new entrants in the market, and external factors such as increased taxes, cost

of funds, oil price fluctuations, inflation, and currency devaluation.

The PEST analysis considers the political, economic, social, and technological factors impacting

PSO. It highlights the influence of international and local politics, economic challenges, skill gap

in the labor force, and evolving technological landscape.

vi
The marketing objectives for PSO include increasing usage rate among existing customers,

improving brand establishment, enhancing customer loyalty, attracting new customers,

introducing new products or services, boosting sales of petrol oil, and enhancing market share.

The target market analysis identifies individual customers, commercial customers, industrial

customers, and aviation customers as the primary target segments. Each segment has specific fuel

requirements, preferences, and growth potentials. PSO can tailor its marketing efforts to cater to

the needs of each segment and increase its market share.

The marketing mix for PSO includes the product, price, place, and promotion strategies. PSO

offers a comprehensive range of petroleum products and customizes its pricing strategy based on

market dynamics, cost structure, and customer segmentation. The company has an extensive

distribution network and focuses on promoting its brand through various marketing channels.

Key Performance Indicators (KPIs) play a crucial role in measuring and evaluating the success of

marketing efforts and overall business performance. In the context of Pakistan State Oil (PSO),

KPIs serve as important benchmarks to track the company's progress in achieving its marketing

objectives and targets. These KPIs include metrics such as market share, customer acquisition and

retention rates, sales volume and revenue growth, customer satisfaction scores, and brand

perception. By monitoring and analyzing these KPIs, PSO can gain valuable insights into the

effectiveness of its marketing strategies and make data-driven decisions to drive further growth

and success in the competitive fuel industry.

In conclusion, PSO is a prominent player in the energy industry in Pakistan, with a strong brand

reputation and market presence. By leveraging its strengths, addressing weaknesses, capitalizing

vii
on opportunities, and mitigating threats, PSO can continue to grow and maintain its position as a

leading energy company in Pakistan.

viii
Introduction

History of PSO:

Pakistan State Oil Business Limited (PSOCL) is a Pakistani energy business located in Karachi. It

has holdings in the storage, refining, aviation, lubricants, and pipeline industries. PSO sources,

markets, and distributes a wide range of POL products, including Hi-Octane (HOBC), Premium

Motor Gasoline (PMG), High-Speed Diesel (HSD), Furnace Oil (FO), Jet Fuel (JP-1), Kerosene,

LNG, LPG, and Lubricants.

PSO's history began in 1974, when the federal government of Pakistan merged PNO (Pakistan

National Oil) and DPL (Dawood Petroleum Limited) to become Premier Oil Company Limited

(POCL). Pakistan State Oil Company Limited (PSOCL) was formed in 1976 when the government

amalgamated POCL (Premier Oil Company Limited) and SOCL (State Oil Company Limited).

The government established the State Oil Company Limited (SOCL) in 1974 as the Petroleum

Storage Development Corporation (PSDC), and it was renamed SOCL in 1976. The PSO Group's

holding company is Pakistan State Oil.

Subsidiaries:

Pakistan Refinery Company Limited

Pak Grease Manufacturing Company (Private) Limited

Asia Petroleum Limited

Pakistan State Oil Company Limited (PSO) is one of the leading energy corporations in Pakistan,

employing over 2,000 people. According to Forbes, it is one of the world's largest public

companies. (Chcom, 2022)

1
Mission and position in the market:

Pakistan State Oil (PSO) is a leading energy company that aims to provide reliable and high-quality

fuel products and services to its customers. Its mission is to promote sustainable development and

contribute to the prosperity of the nation. Mission statement of Pakistan State Oil is “To leverage

our strengths in order to grow, diversify and build value”.

As the largest oil marketing company in Pakistan, PSO holds a significant position in the market.

It has an extensive marketing and distribution network that caters to the fuel requirements of

customers in the retail, aviation, and industrial sectors. PSO is known for its focus on providing

top-notch products and services, which has helped to establish its reputation as a reliable and

trusted name in the fuel industry in Pakistan. Additionally, the company's commitment to

sustainable practices and corporate social responsibility initiatives has further enhanced its position

in the market. (BR Markets, n.d.)

Situation Analysis

SWOT Analysis:

Strengths:

• Strong brand recognition, PSO has established itself as a trusted brand in the Pakistani

market, known for its satisfactory services and high-quality products. (BR Markets, n.d.)

• Largest store capacity of 1.1 million tons plus 9 installations, 19 depots, and refueling

facilities at 10 airports, 2 state-of-the-art lubricant manufacturing facilities, and LPG

storage & bottling facilities. (Pakistan State Oil Company Limited, n.d.)

2
 • PSO has largest distribution network, including retail outlets which are 3500+, which

provides convenient access to customers across the country. (Pakistan State Oil Company

Limited, n.d.)

• PSO has a substantial market share, making it Pakistan's top oil marketing firm. The market

share of Pakistan State Oil (PSO) has increased by 3 percent to 47 percent in the financial

year 2020-21 from 44 percent in FY 2019-20. (Staff, 2022)

• To maintain supply-demand equilibrium for our customers, PSO imports Mogas, HSD,

JP1, and FO as and when required. The total import of black and white oil in Pakistan last

year was 4.6 million metric tons, accounting for 55% of the total imports by the industry.

Besides product imports, PSO also acquired 2.7 million metric tons from various refineries

based in Pakistan to cater to our customers' needs. (Pakistan State Oil Company Limited,

n.d.-b)

• Strategic investments in refining, pipeline, storage and lubricants. (BR Markets, n.d.)

Weaknesses:

• Retained earnings were trapped due to extended outstanding receivables. Its huge fund of

receivables was blocked in circular debt that caused the company budget constraints and

deficits. (Qureshi et al., 2022)

• Inadequate integration and diversification. (BR Markets, n.d.)

• Lengthy procurement process owing to PPRA rules. (BR Markets, n.d.)

Opportunities:

• Long-term contracts under G-to-G for gasoline.

• Investments in strategic projects including PRL expansion and KKLP.

3
 • Infrastructure development for electric vehicle (EV) chargers.

• Investment in renewable energy.

• Diversification in unrelated businesses. (BR Markets, n.d.)

Threats:

• Influx of alternates like EVs.

• New entrants in market.

• Lack of access to financial and commodity markets under abnormal circumstances.

• Increase in taxes, cost of fund, oil price fluctuations, inflation and PKR devaluation. (BR

Markets, n.d.)

PEST Analysis:

Political factors:

International and domestic politics can have a considerable impact on the Pakistani oil industry.

A minor disturbance in the supply chain might have an impact on the oil business's dynamics.

Events such as the Russia-Ukraine conflict can cause oil prices to rise, causing changes in local

policy and economic measures.

Economic factors:

The company's bottom line is being impacted by continued balance of payment concerns, limited

foreign exchange reserves, rising cost of capital and commodities prices, and more taxation.

Furthermore, worsening economic conditions may raise risk premiums on overseas transactions.

Difficulties in obtaining letter of credit confirmation from international banks, as well as a lack of

4
available finances, are also thought to have an impact on the country's petroleum product supply

chain.

Social factors:

Pakistan is one of the top ten countries in the world in terms of labor force size. However, it

indicates that a talent gap exists that must be filled in order to satisfy expectations. To acquire the

necessary skills and bring our kids up to worldwide standards, the government has launched many

development and youth entrepreneurial programs.

Technological factors:

The technological world is rapidly changing. These technological and innovative innovations are

changing the way firms function and offering a competitive advantage. Technology that improves

operational efficiency while reducing human intervention has also had an impact on the petroleum

downstream sector. Furthermore, the surge of technologically improved energy sources is likely

to have a regressive influence on future energy consumption. (BR Markets, n.d.)

Marketing objectives

Encourage existing petrol oil customers to buy more:

Typically, this means selling accessories alongside current products or raising the usage rate of

existing products. Increasing utilization rate is a difficult job even with a war chest of large

marketing expenditures.

Improve the recognition of Gas Oil brands:

Brand recognition and positioning is one of the primary goals of marketing, and organizations

usually devote a significant percentage of their marketing budget to brand positioning.

5
Increase customer loyalty among Gas Oil customers:

Marketing efforts can be used to promote loyalty among existing consumers by organizing events

and giving post-purchase information and services.

Bring in new customers to Gas Oil:

This could mean launching a new version of a product that appeals to a new group of customers

or entering new markets.

Launch a new Gas Oil product or service:

This is a typical marketing mix function, launching a new product and emphasizing its benefits,

superior value proposition, and distinctiveness.

Increase fuel sales:

The goal of marketing campaigns is to increase sales of current items. It could require selecting a

new target market or repositioning an existing product into a new sector.

Increase Gas Oil Market Share:

Marketing efforts can be utilized to increase market share by selling to new customers or selling

to existing consumers. (Pro, 2020)

Target market analysis

Individual consumers who own petrol or diesel vehicles are PSO's major target market. This

market can be further subdivided based on criteria such as age, income, education, occupation, and

location. PSO can undertake market research and analyses customer behaviour, such as fueling

habits, consumption patterns, and brand preferences, to discover these sub-segments. PSO may

6
design personalized marketing efforts geared to each group's wants and interests by analyzing these

sub-segments. Loyalty programmes, for example, might be developed to reward frequent

consumers, and premium fuels can be supplied to those wanting improved performance. Individual

clients can also be classified as young professionals, families, or retirees, each with their own set

of interests and priorities. Young professionals may place a premium on convenience and

innovation, whereas families may place a premium on fuel efficiency and safety. Retirees, on the

other hand, may be more cost-conscious. PSO can offer value-added services such as loyalty

programmes and incentives to particular consumers, as well as investigate online and mobile

fueling solutions for increased convenience. Given the vast market size of individual consumers,

which includes millions of vehicle owners in Pakistan, PSO sees substantial development potential

in this category. In 2020, approximately 2.2 million automobiles and 2.4 million motorcycles were

sold in Pakistan, according to the Pakistan Automotive Manufacturers Association (PAMA). PSO

is one of Pakistan's top petroleum sellers, with a market share of more than 50%. This segment's

growth potential is limited, as it is strongly linked to the expansion of Pakistan's automotive

industry. To attract more clients, PSO can improve its market share by increasing its network of

fuel stations and delivering value-added services. PSO sees competition in this area from other big

petroleum retailers such as Shell and Total, as well as smaller regional businesses.

Commercial customers include transportation companies, taxi services, and ride-hailing services.

This industry has unique fuel needs, such as high-performance diesel or aviation fuels, and is

looking for cost-effective solutions to improve operating efficiency. PSO can perform market

research and customer behaviour analysis to identify sub-segments such as long-haul trucking

firms, local taxi services, and ride-hailing companies. Each sub-segment has its own set of fuel

requirements and preferences, such as long-haul trucking firms preferring high-performance diesel

7
fuels with higher mileage and ride-hailing companies preferring fuels that are both cost-effective

and environmentally benign. To satisfy the individual demands of each sub-segment, PSO can

provide customized fuel solutions, fleet management services, and fuel tracking solutions.

According to a Pakistan Business Council estimate, the transport and logistics business in Pakistan

is worth more than PKR 1 trillion. PSO is a key fuel provider for this industry. The commercial

client market is significant, as many businesses in Pakistan rely on automobiles for their

operations. This industry has a strong growth potential, as the transport and logistics sector in

Pakistan is predicted to increase at a CAGR of 5.5% from 2021 to 2025. PSO can improve its

market share by attracting more clients by providing customized fuel solutions, fleet management

services, and fuel tracking systems. PSO sees competition in this area from other large fuel

suppliers like as Shell, Total, and Attock Petroleum, as well as smaller regional businesses.

PSO's industrial customers include the power generating, manufacturing, and construction

industries, all of which need on large volumes of petroleum products to operate. These clients

place a premium on high-quality fuels and lubricants that can improve the efficiency and

dependability of their equipment. The industrial market is further subdivided into sub-segments

such as power plants, factories, and building sites, each having its own set of fuel and lubricant

needs. PSO can meet these demands by providing tailored fuel and lubricant solutions, equipment

testing and maintenance, and personnel training programmes. While the industrial client market is

lower in size than other segments, the value is significant due to the high number and value of

transactions involved. PSO occupies a prominent market position as a major supplier in this field.

This segment's growth potential is moderate and closely related to the overall growth of Pakistan's

industrial sector. According to the State Bank of Pakistan, the industrial sector will increase at a

3.9% annual rate in fiscal year 2021-2022. PSO can improve its market share by providing

8
customized fuel and lubricant solutions, equipment testing and maintenance services, and

personnel training programmes. PSO faces competition in this area from other significant

providers of petroleum products such as Shell, Total, and Attock Petroleum.

Airlines and aircraft operators are among PSO's aviation customers, who demand specialized fuels

that fulfil stringent quality standards to ensure safe and reliable operations. This group is further

subdivided into commercial airlines, freight carriers, and private jet operators, each with their own

fuel requirements and preferences. Commercial airlines, for example, normally demand Jet-A1

aviation fuel that fulfils international quality standards, whereas private jet operators may select

premium fuels that provide better performance and efficiency. Customers in the aviation industry

are looking for specialized fuels that meet stringent quality criteria and ensure operating safety.

PSO can meet customer requirements by offering customized fuel solutions, fueling support

services, and equipment maintenance. Although the market for aviation clients is relatively small

in comparison to other categories in Pakistan due to the restricted number of airlines and aircraft

operators, it maintains significant value due to the specialized and high-value nature of aviation

fuel. With a market share of more than 80%, PSO is Pakistan's leading supplier of aviation fuel.

This category has a strong growth potential, as the aviation industry in Pakistan is predicted to

increase at a CAGR of 5.5% from 2021 to 2025. PSO can expand its market share by providing

specialized fuels, fueling support services, and equipment maintenance that fulfil the strict quality

standards demanded by aviation regulations. Because PSO is Pakistan's main supplier of aviation

fuel, competition in this area is quite limited. However, certain foreign players, such as Shell and

Total, provide aviation fuel in the country.

9
Marketing Mix

Product:

PSO (Pakistan State Oil), often known as PSX: PSO, is the largest oil marketing company (OMC)

in Pakistan. Its principal activity is the marketing and distribution of a wide variety of petroleum

products. Motor Gasoline (Mogas), High-Speed Diesel (HSD), Furnace Oil (FO), Jet Fuel (JP-1),

Kerosene, Compressed Natural Gas (CNG), Liquefied Petroleum Gas (LPG), Petrochemicals, and

Lubricants are among these items. PSO also imports Mogas, HSD, JP-1, and FO to meet demand

for certain products. PSO supports a diversified consumer base through its extensive network of

over 3,500 shops nationally, catering to both retail and bulk requirements. The company's

extensive distribution network has established it as a prominent player in Pakistan's petroleum

business. (Research, 2021)

Price:

PSO (Pakistan State Oil) uses a strategic pricing approach to ensure its clients' competitiveness,

profitability, and value. To develop its pricing strategy, the company considers a variety of criteria

such as market dynamics, competitiveness, cost structure, client segmentation, and transparency.

PSO tries to remain competitive while preserving profitability by regularly analyzing market

conditions and modifying prices accordingly. The pricing strategy also examines rivals' pricing

trends and the cost structure of operations. PSO also provides customized pricing and incentives

based on customer segmentation. Transparency is prioritized in order to offer clients with a clear

understanding of the variables driving prices. PSO's pricing strategy attempts to create a balance

between competitiveness and profitability while providing value to its broad customer base.

10
Place:

PSO's substantial marketing and distribution network, which includes a large number of retail

stores, installations, and depots, positions it as a major participant in the country's gasoline

business. With over 3,500 retail outlets, PSO provides a significant number of clients with easy

access to fuel. Furthermore, with refueling capabilities at ten aviation stations, PSO has established

itself as the market leader in the aviation fuel business. This reflects PSO's commitment to offering

specialized services to address the unique needs of its aviation customers. PSO's COCO sites,

which serve as models for all other retail outlets, demonstrate the company's commitment to

excellent operational efficiency, outlet upkeep, and customer care. This strategy enables PSO to

give outstanding service to its retail customers while also setting a high bar for other stores to

emulate. Furthermore, PSO's vast industrial clientele, which includes over 2,000 industrial units,

business houses, power plants, and airlines, proves the company's ability to meet the diversified

fuel requirements of the economy's numerous sectors. Overall, PSO's focus on supplying high-

quality petroleum products and related services to consumers in the retail, aviation, and industrial

sectors has established the firm as a trustworthy and reliable name in the country's fuel market.

(Pakistan State Oil Company Limited, n.d.-d)

Promotion:

PSO is known for creating distinctive and impactful advertising for the Pakistani public. The

company's advertising frequently emphasizes instilling a sense of national pride, fostering

dependability, and emphasizing PSO's role in propelling the nation's prosperity. PSO

advertisements frequently depict the beauty of Pakistan's landscapes, portraying the country's

numerous terrains and cultural complexity. These stunning graphics and storylines highlight PSO's

dedication to delivering high-quality gasoline and maintaining the seamless operation of

11
industries, transportation, and daily life. In addition, the advertising usually contains relatable

characters and events, which effectively connects customers on an emotional level. PSO's

advertisements strive to instill in Pakistanis feelings of trust, dependability, and solidarity. PSO

has used digital and social media platforms, in addition to traditional media channels, to magnify

its message and communicate with a broader audience. The company's advertisements have gotten

a lot of attention and have become a hot subject among viewers. PSO's advertising have helped to

establish the company as a respected and trusted organization in the minds of the Pakistani public

by blending fascinating storytelling, breathtaking images, and a powerful brand message.

(Pakistan State Oil Company Limited, n.d.-c)

For example, one of PSO's latest advertising was done on Women's Day with the hashtag

#Breakthebias, and the campaign was called Mera Safar Mera Azm. This advertisement features

young ladies who are willing to defy conventional standards and pursue their passions despite the

limits placed on them. The advertisement illustrates a situation in which one girl is prevented from

riding a bike or seeking further education owing to gender preconceptions. Instead of complying

to the standards, she opposes them and starts on a journey of self-discovery and empowerment.

This advertisement emphasizes the necessity of equal chances and the positive impact of breaking

down gender barriers. It honors women's perseverance, tenacity, and desire to defy preconceptions

and establish their worth. This story focuses on how their journey influences and inspires others,

gradually influencing society perspectives and breaking down obstacles for future generations.

The ad's visual and musical aesthetics are key in portraying a sense of empowerment, liberty, and

breaking free from stereotypes. The campaign strives to build a sense of inclusivity, equality, and

empowerment for all viewers, regardless of gender, by telling a realistic and uplifting story.

Furthermore, such advertising has the potential to have a significant impact by questioning deeply

12
held cultural ideas and advocating for a more inclusive and equal society. This inspires viewers to

rethink established gender norms, appreciate individuality, and aim for a society where everyone

has the opportunity to pursue their ambitions without boundaries. (Pakistan State Oil Company

Limited, n.d.-c)

One prominent Corporate Social Responsibility (CSR) ad produced by Pakistan State Oil (PSO)

aiming at promoting social welfare and community engagement is the vaccination of 100,000+

people against the COVID-19 outbreak. Beyond its main business operations, this initiative

demonstrated PSO's dedication to making a good impact on society. It portrayed PSO's

collaboration with healthcare organizations to hold medical camps, provide free healthcare

services, and encourage the development of healthcare infrastructure. The campaign aims to

emphasize the importance of healthcare support and urge others to contribute to similar causes by

emphasizing the impact of accessible healthcare on individuals' lives. One prominent Corporate

Social Responsibility (CSR) ad produced by Pakistan State Oil (PSO) aiming at promoting social

welfare and community engagement is the vaccination of 100,000+ people against the COVID-19

outbreak. Beyond its main business operations, this initiative demonstrated PSO's dedication to

making a good impact on society. It portrayed PSO's collaboration with healthcare organizations

13
to hold medical camps, provide free healthcare services, and encourage the development of

healthcare infrastructure. The campaign aims to emphasize the importance of healthcare support

and urge others to contribute to similar causes by emphasizing the impact of accessible healthcare

on individuals' lives. (BR Markets, n.d.)

New Innovations

Electro - Electric Vehicle Charging

PSO has made significant progress in promoting sustainable and clean energy by achieving a major

milestone in its electric vehicle (EV) business. The company recently added three ultra-fast

charging stations to its network, specifically along the Lahore-Islamabad Motorway (M-2). This

move makes PSO the first oil marketing company in Pakistan to establish inter-city EV charging

infrastructure, covering the round-trip journey between Lahore and Islamabad. The installation of

these ultra-fast EV charging stations enables electric vehicle owners to conveniently recharge their

vehicles while traveling along the M-2. This achievement builds upon PSO's previous installation

of an EV charging facility at Capri gas station in Islamabad.

Vehicle Management and Lubricants Doorstep via PSO FUELINK

FUELINK is an online platform that provides an interactive channel for B2B fleet, corporate, and

commercial card customers. Currently, FUELINK has over 6,000 users from more than 3,000

organizations who are highly satisfied with its services. This web-based platform allows customers

to efficiently manage their transactions and payments. In addition to accessing reports, bills, and

statements, users can also perform various tasks such as applying for new or replacement cards,

adjusting card limits, modifying configurations, and updating card statuses. FUELINK offers a

user-friendly interface and comprehensive features, creating a seamless fuel management

14
experience for customers. Furthermore, this platform presents ample opportunities for adding

additional features and enhancing value for its users.

Introducing DIGICASH Wallets

This electronic wallet aims to enhance the quality of fuel card services by introducing upgraded

standards. The streamlined process enables our esteemed customers to create their accounts

swiftly, taking only a few minutes. Transactions become effortless, rapid, and secure through the

utilization of a dynamic QR code. As an additional benefit, the company has partnered with well-

known brands to offer exclusive deals and discounts at more than 500 retail establishments,

encompassing restaurants and clothing stores.

Launch of NFC Stickers

As an innovative company, our organization has introduced a modern payment solution that

empowers customers to select their preferred method of transaction. In addition to chip cards, we

have also introduced Near Field Communication (NFC) stickers as an alternative mode of

payment. These NFC stickers utilize chip technology, ensuring a high level of security. They offer

a range of features, including contactless payment, vehicle identification, and financial control.

This contemporary payment method provides convenience and peace of mind to our customers

while maintaining robust security measures. (BR Markets, n.d.) (Pg 101 BR)

Evaluation and Measurement

KPI

PSO (Pakistan State Oil) has defined four key performance indicators (KPIs) that are critical to

the organization's success and growth. These KPIs are Technology, Profitability, Environment,

15
Health and Safety, and Organizational Development. Each of these categories is critical in

determining PSO's strategic direction and guaranteeing its long-term viability.

Technology:

PSO recognizes the importance of technology as a major engine of progress and efficiency in

today's corporate world. To improve its operations, increase customer delivery, and remain ahead

of industry trends, the company invests in cutting-edge technologies. This comprises the

installation of modern supply chain management, logistics, inventory control, and customer

relationship management systems and software. PSO intends to use technology to improve

procedures, cut costs, and give a seamless experience to its customers.

Profitability:

Profitability is a primary goal for any company, and PSO is no exception. PSO, as a leading energy

provider, aspires for long-term growth and financial success. The organization establishes financial

goals and strategies to optimize its income sources, effectively control costs, and maximize

profitability. To remain competitive, essential financial parameters must be monitored, market

dynamics must be analyzed, and pricing strategies must be adjusted. The profitability goal of PSO

supports the company's ability to invest in future growth, generate shareholder value, and meet

financial obligations.

Health and Safety Environment:

PSO prioritizes the health and safety of its personnel, customers, and the environment. The

company is dedicated to providing a safe working environment, upholding stringent safety

standards, and minimizing any potential injury or risk related with its operations. PSO invests in

safety training on an ongoing basis, develops safety regulations, and conducts regular inspections

16
and audits to verify compliance. PSO protects its staff, builds customer trust, and helps to the

overall well-being of the communities it serves by prioritizing health and safety.

Organizational Development:

Organizational development is critical for developing a capable and resilient workforce capable of

adapting to changing business needs. PSO values talent development, employee engagement, and

cultivating a culture of continual learning and progress. To improve its employees' skills and

capacities, the corporation invests in training programmes, leadership development initiatives, and

performance management systems. To ensure a solid pipeline of future leaders, PSO also focuses

on effective talent acquisition, retention, and succession planning. PSO seeks to create a high-

performing staff and a culture of innovation and excellence by prioritizing organizational growth.

PSO's strategic decision-making, resource allocation, and performance evaluation processes are

all driven by these four KPIs. PSO can review its overall performance, identify areas for

development, and connect its strategy with its long-term goals by monitoring and assessing success

in these areas. As a result, PSO aspires to be at the cutting edge of technical breakthroughs, to

achieve long-term profitability, to maintain a safe and healthy environment, and to cultivate a

talented and engaged staff. PSO seeks to position itself as a premier energy company that offers

value to its stakeholders while contributing to Pakistan's socioeconomic growth by focusing on

these KPIs. (BR Markets, n.d.)

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Implementation Strategy

Define the goals and objectives:

Defining the goals and objectives is the first step in developing a marketing plan for Pakistan State

Oil. Among these will be increased brand exposure, new customer acquisition, and revenue

growth.

Conduct a market analysis:

PSO will do a complete market analysis in order to understand the competition landscape, client

needs, and industry trends. This will aid in the identification of market opportunities and dangers.

Develop a marketing plan:

PSO's marketing department will produce a marketing plan that specifies the main activities that

must be performed to attain the intended outcomes based on the goals and objectives and market

analysis. The marketing plan will outline the target audience, messaging, techniques, channels,

and resources needed to put the plan into action.

Establish success metrics:

Determine the measures that will be used to assess the marketing plan's success. These metrics

will be measurable, detailed, and relevant, and will be associated with the goals and objectives.

Metrics such as website traffic, social media engagement, and customer acquisition are examples

of metrics.

Implement the plan:

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Once the marketing strategy has been devised, it is time to put it into action. This will entail

carrying out the plan's techniques, such as advertising, content marketing, social media marketing,

and events.

Monitor progress:

Track progress against set KPIs on a regular basis to ensure that the marketing plan is on track.

This will entail tracking key performance indicators (KPIs), conducting regular assessments, and

making required adjustments.

Evaluating outcomes:

After the marketing plan has been implemented, analyze the results against the set metrics. This

will aid in identifying accomplishments and areas for improvement, allowing the organization to

fine-tune its marketing efforts in the future.

Overall, Pakistan State Oil will effectively promote its brand, attract new clients, and enhance

income by implementing this marketing plan. It is critical to assess and change the strategy on a

regular basis to ensure that it is in line with the organization's goals and objectives as well as

changing market circumstances. (Eby, 2019)

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 REFERENCES:

BR Markets. (n.d.). https://markets.brecorder.com/market-live/companies-live/detailed-

view/PSO.html

Chcom. (2022). Pakistan State Oil. CompaniesHistory.com - the Largest Companies and Brands

in the World. https://www.companieshistory.com/pakistan-state-oil/

Eby, K. (2019). From Strategy to Execution: How to Create a Sustainable, Repeatable

Implementation Plan. Smartsheet. https://www.smartsheet.com/implementation-plan

Pakistan State Oil Company Limited. (n.d.). https://psopk.com/en/our-group/what-we-do

Pakistan State Oil Company Limited. (n.d.-b). https://psopk.com/en/our-group/what-we-

do/acquisition-of-products

Pakistan State Oil Company Limited. (n.d.-c). https://www.psopk.com/en/media/advertising-

campaigns

Pakistan State Oil Company Limited. (n.d.-d). https://www.psopk.com/en/our-group/what-we-

do/marketing-distribution

Pro, E. (2020, June 4). Marketing Strategy: The Global Oil and Gas Industry Case Study Solution.

EMBA Pro for Executive MBA Professionals.

https://embapro.com/frontpage/marketingstrategyanalysis/16112-gas-oil

Qureshi, J. A., Shamsi, A. F., & Arif, F. (2022). Stuck in the mud – Pakistan state oil under assault:

multidimensional strategic crises. Emerald Emerging Markets Case Studies, 12(1), 1–27.

https://doi.org/10.1108/eemcs-03-2020-0073

Research, B. (2021, June 29). Pakistan State Oil. Brecorder.

https://www.brecorder.com/news/40103472

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Staff, P. (2022, September 23). Pakistan State Oil’s Market Share Jumped to 47% in 2020-21:

OGRA Report. ProPakistani. https://propakistani.pk/2022/09/23/pakistan-state-oils-

market-share-jumped-to-47-in-2020-21-ogra-

report/#:~:text=The%20market%20share%20of%20Pakistan%20State%20Oil%20%28P

SO%29,year%202020-21%20from%2044%20percent%20in%20FY%202019-2

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