Internship Report

INTERNSHIP REPORT
UFONE
FAIZA YOUSUF
Project report Submitted in partial fulfillment of the requirements for the
degree of Master of Business Administration in Finance
AT
National University of Modern Languages
Islamabad, Pakistan
OCTOBER, 2009
© Copyright by Faiza Yousuf 2009.
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NATIONAL UNIVERSITY OF MODERN LANGUAGES
Faculty of Information Technology & Management Sciences
It is hereby certified that the report has been thoroughly and carefully read and recommended to the
Faculty of Management Sciences for acceptance of Final Internship Report. by Faiza Yousuf Roll No.
7902, Session (Aug 2007 to Jun 2009) Morning, in partial fulfillment of the requirements for the degree
of Master of Business Administration in Finance of National University of Modern Languages,
Islamabad.
Dated: October, 07, 2009
Supervisor: _______________
Observer: _________________
Head of Department:________________
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Acknowledgment
By the Grace of Almighty, the most Merciful, the most Beneficial, I'm today submitting my
internship report, at the end of my pragmatic experience and I'm glad to have it with Ufone, where you
come first, because its all “U”. Thirst of learning is inside you, and whatever the environment, if you're
willing to learn, you do. At Ufone, I had a new, challenging, yet a perfect environment to learn. My
parents' prayers and their teachings were always with me and hereby I will like to take this opportunity to
show my gratitude to all those who made my internship an adventurous outwit.
. .
Here I am, from more professional and rather corporate environment of Ufone main branch
Islamabad. I never knew what it all going to be. As I enter the office, it took me a minute to realize that
the person sitting in the half fortified walls is the manager. At a glance, I grasped the interesting
personality of the officer and today at the end of my internship; he’s one of the persons I’ll always
remember. Sir I learnt from you is always going to be respected, no matter whatever business field I
choose. Those tips are always in my memory bag.
Despite of the most hectic schedule, my teacher helped me so much. I'm really grateful to you for
clarifying my concepts and making me learn from your experience. Whatever I learnt from you will
definitely help me in my upcoming study and the professional life ahead. Thank you so much for being so
co-operative and so helpful every time. I hope I have been up to your expectations.
FAIZA YOUSUF
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DEDICATION:
I dedicated my work to my parents, brother and friends. They help me a lot in the
accomplishment of this task. Without their help assistance and cooperation I will not be
able to complete my work. They encourage me at every step and boost up my moral. I
thank them all from the core of my heart.
Executive Summary
The mobile industry of Pakistan has seen phenomenal growth in recent years. The total mobile
subscribers in 2007 were more than 63 million, a growth of more than 80% from the previous
year. The telecom sector of Pakistan was deregulated in 2003, and mobile industry being a part
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has seen phenomenal growth ever since. Many analysts believe that Pakistan is one of the fastest
growing telecom markets in the world.
Currently there are five diverse companies making the mobile industry of Pakistan, Mobilink
being one of them. Other companies include Ufone, Telenor, Warid, Zong and Mobilink enjoys
being the market leader with a 36% market share as of July, 2008.
Ufone GSM is a Pakistani GSM cellular service provider. It is one of six GSM Mobile
companies in Pakistan and is a subsidiary of Pakistan Telecommunication Company. Ufone
expanded its coverage and has added new cities and highways to its coverage network. After the
privatization of PTCL, Ufone is now owned by Etisalat. During the year Ufone successfully
completed the network expansion of Phase 4 in existing as well as in new cities and towns which
amounted to more than US Dollar 170 million. As a result the asset base of the Company has
increased from Rs. 20 billion to Rs. 27 billion.
GPRS Roaming facility is available with more than 75 Live Operators across 59 countries.
The company has also been awarded a new License for providing cellular services in Azad
Jammu & Kashmir and the Northern Areas. A strong focus will be on maintaining high quality
of service, which is always a benchmark of Ufone, increasing usage and exploring new revenue
streams on value added services, market visibility through various market initiatives to fulfill
subscribers’ satisfaction and demand and above all to increase the value of investment for the
shareholders.
Ufone agreement with Huawei set a competitive edge over its competitors because Huawei will
provide its future-oriented Energy GSM solution to expand Ufone's network to cover over 2200
cities, towns, villages and all major highways in the country. Ufone offer many services like
prepay, postpaid, corporate services, mobile product services and mobile entertainment services.
During my internship period at Ufone franchise I perform so many tasks like sales the Ufone
connections, change the packages, ownership transfer, handle the customer complaints, provide
information to the customers etc. My report covers the practical experience & exposure that I
gained at Ufone including the problems I faced with timely steps taken for its solution.
Lastly I would say that Ufone became the market leader by introducing new products and
services that took full advantage of new technologies over the years and I hope that it will tend to
do so in the coming future and provide stiff competition to any challenger that poses a threat to
its leadership in the market.
Table of Contents
EXECUTIVE SUMMARY........................................................................................4
INTRODUCTION..................................................................................................8
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1.1 COMPANY PROFILE...............................................................................................................14
1.2 KEY ACCOMPLISHMENTS..........................................................................................................15
1.3 COMPETITIVE EDGE..............................................................................................................16
1.4 NETWORK COVERAGE...........................................................................................................16
1.5 INTERNATIONAL COVERAGE.....................................................................................................17
1.6 CUSTOMER SERVICE.............................................................................................................17
1.7 POSITIONING.....................................................................................................................17
1.8 UFONE SERVICES................................................................................................................17
1.9 UFONE MANAGEMENT............................................................................................................19
1.10 STRUCTURE OF THE ORGANIZATION.........................................................................................20
1.11 DEPARTMENTS.................................................................................................................20
1.12 ORGANIZATIONAL STRUCTURE ...............................................................................................20
PEST ANALYSIS................................................................................................22
1.13 ENVIRONMENTAL ANALYSIS....................................................................................................22
1.13.1 Major Product Lines Market Segment..................................................................22
1.13.2 Growth Rate of Entire Industry............................................................................24
1.14 SOCIAL & POLITICAL ANALYSIS...............................................................................................25
1.14.1 Major Competitors...............................................................................................25
1.14.2 Their Market Shares............................................................................................28
1.14.3 Their Goals and Strategies..................................................................................29
1.15 TECHNOLOGY ANALYSIS........................................................................................................31
1.15.1 Technical Methods That Affect the Industry........................................................31
1.15.2 Innovation...........................................................................................................32
1.16 SWOT ANALYSIS OF UFONE..................................................................................................33
INTERNSHIP DETAIL..........................................................................................35
INTERNSHIP AT UFONE FRANCHISE...................................................................36
DEPARTMENT WORKED DURING INTERNSHIP.....................................................36
1.17 ACTIVITIES DONE WITHIN CASH MANAGEMENT DEPARTMENT.............................................................37
1.17.1 Daily Activities....................................................................................................37
1.17.2 Occasional Activities...........................................................................................38
1.17.3 Month End Activities............................................................................................39
LIQUIDITY RATIO ANALYSIS...............................................................................46
1.18 DAYS' SALES IN RECEIVABLES:...............................................................................................46
1.19 ACCOUNTS RECEIVABLE TURNOVER:.........................................................................................47
1.20 ACCOUNTS RECEIVABLE TURNOVER IN DAYS:...............................................................................48
1.21 CURRENT RATIO:...............................................................................................................49
1.22 DEBT TO EQUITY RATIO........................................................................................................52
1.23 DEBT TO TANGIBLE NET WORTH...............................................................................................53
1.24 SALES TO FIXED ASSETS.......................................................................................................53
1.25 ROI (RETURN ON INVESTMENT).............................................................................................54
1.26 RETURN ON TOTAL EQUITY.....................................................................................................56
1.27 GROSS PROFIT MARGIN.......................................................................................................57
IDENTIFICATION OF A MAIN PROBLEM AND FINDINGS.........................................59
1.28 MAIN PROBLUMS...............................................................................................................59
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5.1 FINDINGS.....................................................................................................................60
CONCLUSION....................................................................................................62
5.2 RECOMMENDATION...............................................................................................................63
5.3 REFERENCE ......................................................................................................................65
1.28.1 Web Resources....................................................................................................65
C HAPTER NO : 1
INTRODUCTION
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Introduction
Since the inception of Pakistan, basic telecom services were being provided by a monopolist,
previously called as Telephone and Telegraph department (T&T). The department was being run
by the Government and played multiple roles of regulator, policy maker and operator in the
country. The T& T department was later converted into a corporation. Although the corporation
was earning huge profits from the services, it was re-investing the same profits into the sector for
the provision of more telecom service but the investment was not enough. Further, with the
technological advancement, more and more telecom services were becoming available but there
was not enough money available with the corporation to install new telecom systems for the
provision of modern services. Resultantly, a digital divide prevailed in Pakistan and we remained
far behind our neighbors and other comparable countries in terms of telecom access.
Cellular mobile services in Pakistan were commenced in 1990s when two cellular mobile
telephone licenses were awarded to Paktel and Pak Com (Instaphone) for provision of cellular
mobile telephony in Pakistan. Currently there are four cellular players in the market, two with
GSM and two with DAMPS technology. Cellular subscribers though grew over the years
however, due to partial competition; cellular companies could not meet the growing demand in
Pakistan. Keeping in view the above factors, government of Pakistan has decided to move away
from monopoly situation in basic telephone and introduce more competition in the cellular
market of Pakistan. The year 2003-2004 is considered as a historical year in the history of
telecommunication in Pakistan. The telecom deregulation which started early this year in
Pakistan has revolutionized the whole industry. Significant landmarks are achieved and the local
telecom scenario is completely changed. Today all telecom services in Pakistan are open to
competition whereby incumbent monopolies will now be competing with telecom giants of the
world working in Pakistan. Telecom services consumers are forecasted to increase by many folds
due to price reduction under competition and price regulation of SMP operators by the Authority.
Telecom sector is seeing exorbitant growth in Pakistan. The sector is said to be growing at a pace
of 170 per cent yearly. Mobile subscribers are 71.5 million as of October 2007, according to
Pakistan Telecommunications Authority (PTA), 2.7 million subscribers are added monthly. In
fact Pakistan has the highest mobile penetration rate in the region.
MOBILE PHONE COMPANIES IN PAKISTAN

There are six major providers of mobile phone service in Pakistan.
• Mobilink
• Ufone
• Paktel CM
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• Warid Telecom
• Telenor
MARKET OVERVIEW OF MOBILE COMPANIES IN PAKISTAN

Based on PTA stats for Oct 2007, the total number of subscribers was 71.5 million, a teledensity
of 44.5%. In 2007 the average growth rate has been 2.3 million new subscribers each month!
However after second half of 2007 the growth has slowed down.
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Following is the brief description of the top mobile companies in Pakistan.
http://www.mobilinkgsm.com/At the top is Mobilink, the Pakistani unit of Egypt-

based telecom company Orascom. It has been operating in Pakistan since 1994.
Subscriber share was around 42% at the end of June 2007.
http://www.telenor.com.pk/Norway’s Telenor, a recent entrant with about a billion US dollar

investment in Pakistan has been doing well, based on its recent earning report. It
has about 16% of the market share. Telenor stock is listed in the Oslo stock
market (TEL) and in US (TELNY.PK).
http://www.waridtel.com/Warid, owned by the Abu Dhabi group of the United Arab

Emirates and sister of Wateen group is number 3 with 17% market of subscribers.
Recently it sold 30% share to SingTel.
http://paktel.com/gsm/CMPak, formerly Paktel, is the latest target of foreign

acquisition. After it
got acquired by China Mobile it is in the process of rebranding. CMPak has
2% of market share.
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VISION
“We seek to create our own future and in the

process evolve and grow alongside the evolution
and growth of our team members and in turn
provide U the grounds most fertile for the career
growth, and also revolutionize the way everybody
communicates.”
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MISSION STATEMENT
“To become the best cellular

communication option available in the
country for “U”
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The company commenced its operations under the brand name of Ufone from Islamabad on
January 29 2001. Ufone expanded its coverage and has added new cities and highways to its
coverage network. After the privatization of PTCL, Ufone is now owned by Etisalat.
Ufone
Demand Growth
Time
1.1 COMPANY PROFILE
PTML is a wholly owned subsidiary of PTCL established to operate cellular telephony. The
company commenced its operations, under the brand name of Ufone from Islamabad on January
29 2001.
During the year, as a consequence of PTCL’s privatization, 26% of its shares were acquired by
Emirates Telecommunication Corporation (Etisalat). Being part of PTCL, the management of
Ufone has also been handed over to Etisalat. During the year July 2005 to June 2006, Ufone
continued on the path to success. The Company further expanded its coverage and has added
new cities and highways. Ufone has network coverage in more than 750 cities, towns and across
all major highways of the country.
During the year Ufone successfully completed the network expansion of Phase 4 in existing as
well as in new cities and towns which amounted to more than US Dollar 170 million. As a result
the asset base of the Company has increased from Rs. 20 billion to Rs. 27 billion.
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During the year Ufone adopted the policy of simplified tariffs with no hidden charges, which
resulted in positive impacts on the usage trends of subscribers as well as total subscriber base,
which has increased from 2,579k in June 2005 to 7,487k in June 2006. Ufone currently caters for
international roaming to more than 195 live operators across 119 countries and introduced
International roaming facility for Prepaid subscribers in Saudi Arabia, United Kingdom, United
Arab Emirates, Singapore, Portugal and Kuwait with lowest rates, featuring no security deposit
and activation charges. GPRS Roaming facility is available with more than 75 Live Operators
across 59 countries.
The company has also been awarded a new License for providing cellular services in Azad
Jammu & Kashmir and the Northern Areas.
Operating Performance Ufone’s operational performance has been very encouraging. Despite the
stiff competition in Pakistan telecom market which has led to reduction of prices to bare
minimum level, due to its aggressive policies and exercising strict control over expenses the
Company managed to improve its revenue and after-tax profit by 87% and 54% respectively, as
compared to last year.
Future Plans keeping in view the growth potential of the cellular industry there is no option but
to be aggressive in order to remain a potent force in the cellular industry. In order to extend
cellular network to new cities, towns and highways and enhance its current installed capacities in
existing cities, Ufone has finalized a huge network expansion contract amounting to about USD
550 million, which will enhance the subscribers’ capacity by 10 million. This is the largest ever
expansion project of Ufone.
A strong focus will be on maintaining high quality of service, which is always a benchmark of
Ufone, increasing usage and exploring new revenue streams on value added services, market
visibility through various market initiatives to fulfill subscribers’ satisfaction and demand and
above all to increase the value of investment for the shareholders.
1.2 KEY ACCOMPLISHMENTS

Ufone has always played a pivotal role in the development of the cellular market in Pakistan. For
the most part, it has been a step ahead in introducing innovative products to the market. Ufone
was a pioneer in launching the GPRS services and Multi-media Messaging Service (MMS) in
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Pakistan, and lead the way in introducing GPRS international roaming and prepaid international
roaming for these services in the Pakistani market.
1.3 COMPETITIVE EDGE

Ufone agreement with Huawei set a competitive edge over its competitors because Huawei will
provide its future-oriented Energy GSM solution to expand Ufone's network to cover over 2200
cities, towns, villages and all major highways in the country. The network also allows Ufone
subscribers to enjoy high-speed wireless data service.
The GSM contract for Ufone also include Huawei's new generation GSM dual density BTS that
feature high integrated and receiving sensitivity to improve the network performance and lower
the cost of network construction and O&M expenditure. In addition, Huawei will provide Mobile
Soft switch solution based on the advanced R4 architecture to satisfy Ufone's network expansion
requirements, enables the telecom service provider to evolve into 3G smoothly.
The other competitive edge is that Ufone is very cheap and its packages and call rates are very
attractive for customers and the main competitive edge is Ufone is the subsidiary of Pakistan
Telecommunication limited.
1.4 NETWORK COVERAGE

As one of the fastest growing mobile communication markets in the world, Pakistan becomes the
target of international operators. Ufone spent less than 4 months attracting more than 1 million
mobile subscribers. In order to meet the need of rapid growth of subscribers and support its
marketing strategy, Ufone joined hands with Huawei. In November 2006, Huawei completed the
construction of hundreds of RFI sites by turnkey way including civil engineering, satisfying
Ufone need of the monthly increment of 1 million subscribers. With .Huawei's EnerG GSM
provide more high speed wireless data service, and thus further enhance service offerings to
Ufone subscribers. At Ufone we aim to provide you with wider coverage, superior connectivity,
clear signals & voice quality. Covering over 2404 key destinations your Ufone is the ultimate
means to stay connected wherever your business takes you allowing seamless roaming through
the network providing the best nationwide coverage. Ufone, being one of the leading cellular
service providers has recently launched its service in many new cities. Keeping up with its
rapidly expanding its network. Ufone keeps on adding new cities with superior network that
continues to expand. Ufone covers all major cities of Pakistan now you can enjoy comprehensive
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coverage in areas like the GT Road, Super Highway & Motorway etc. So wherever you are in
Pakistan Ufone keeps you connected.
1.5 INTERNATIONAL COVERAGE

Ufone provides International Roaming facility with more than 150 international operators across
79 countries. Ufone has GPRS roaming agreements with several international operators and also
provides prepaid roaming facility to selective destinations.
1.6 CUSTOMER SERVICE
Ufone is proud to have an efficient and friendly customer service through 21 company-owned
Sales & Customer Service Centers and nearly 250 franchisees across the country. The outlets are
able to service the customers with innovative solutions, and are empowered with Web based
franchise management systems. Ufone is poised to face the ever increasing challenges of the
market and is confident it will attract new customers. It has the ability to retain its existing
customer base with a high level of customer satisfaction via optimum network service and a 24
hour call center facility.
1.7 POSITIONING
In keeping with the upcoming competition and market dynamics, Ufone increased its focus on
the youth segment (which comprises 50% of the population), with the Prepay brand. By
designing market focused products, Ufone’s brand team launched aggressive campaigns, which
further increased the brand equity. The new brand image gained huge popularity amongst the
targeted market. A recent marketing survey conducted by a prominent marketing research
company showed that Ufone has considerably increased its brand visibility and image. Ufone’s
Prepay brand is now considered to be one of the most favored brands by the youth market and is
followed by other mobile operators launching their respective brands for the youth market.
1.8 UFONE SERVICES

Ufone offer following services for customers.
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• Prepaid Services
• Tariff
• Recharge
• SMS bundle
• U-Circle
• International Calling
• Products & Features
• U-share
• Public Demand
• Life
• Call Details
• Postpaid Services
• Tariff
• International Calling Tariff
• Postpaid Supplementary Connections
• Boundless Roaming
• Value added Services
• Rewards
• Payment Choices
• Customer Care
• Blackberry
• Corporate Services
• Value added Services

• VAN- Personal Network
• Ufone/ABN AMRO Credit Card
• Mobile Products Services
• U-talk
• Phonebook
• My-phone
• Infotainment
• Urdu info services
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• Pocket data services
• VPN
• Call Features
• Messaging services
• Missed call notification
• U-Share
• Voice Bucket
• U-Tunes
• Mobile Entertainment Services
• Ring Tones
• Games
• Wallpapers
• Animations
• Picture Messages
• Mobile Logos
• Themes
• Song Dedication
1.9 UFONE MANAGEMENT
Ufone has got a well-established management control system, which is working under the supervision of
human resource department. The responsibility of this department is to make and review the conduct rules
of Ufone. Through this department they have been able to keep proper checks and balances on their
employees.
Ufone is basically equal employment opportunity organization. Almost 65% of its employees are male
and 35% are female. The job description of each and every employee is predefined. Performance
appraisal is done on annual basis. Average age of Ufone employee is between 30 to 40 years. This shows
that they prefer young and energetic people for their middle and lower level management. High profile
well experienced persons are considered for top-level management.
The employees at Ufone are very devoted as they are given a wonderful learning environment to work;
pay offered to them is also very attractive chance of progress motivates them to work more. The job
analysis is done on targets assigned and daily routines. The employees are indeed very satisfied and
motivated. The human resource of Ufone is highly skillful, educated and committed towards their work.
Mostly people working in Ufone are MBAs and masters in specialized fields. Total number of Ufone
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employees is 3000 all over Pakistan. According to them their human resource is their biggest assets and
they want committed people. Their human resource department is a well-established department working
on career development and compensation of their employees. A continuous training is conducted inside
and outside the organization to improve the skills of the employee. On achieving different target different
intrinsic and extrinsic rewards are given.
1.10 STRUCTURE OF THE ORGANIZATION
In Ufone the hierarchy is very lean, in general the whole setup is centralized, all the matters are to be
reported to the main company and all the policies and targets are approved at the higher level. But at the
department level the structure is decentralized.
1.11 DEPARTMENTS
As shown in the organizational structures there are 7 departments, which are prevailing in Ufone.
• Finance
• Marketing
• Engineering
• Customer Care
• Quality Assurance
• Information System
• Human Resource & Admin
CEO
GM
1.12 ORGANIZATIONAL STRUCTURE
Customer Business Unit
GM
care Manager
(BUM) North
HR &GM
Admin
BUM Central NOTE:Similar

Finance
GM
Lines for
Information the other
Systems
GM BUM South
two BUMS
Marketing
GM 20
Engineering
GM
Quality
There are 7 different departments each headed by a General Manager. They report directly to the CEO.
Then there are three BUMs (Business Unit Managers) who report directly to the CEO but they are also
directed and responsible to report to all the GMs of the 7 other departments. BUMs are divided
geographically into three divisions
• BUM North (Islamabad, Peshawar, Jehlum)

• BUM Central (Lahore till South of Punjab)
• BUM South (Entire Sindh)
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CHAPTER NO. 2
A NALYSIS
PEST Analysis
1.13 Environmental Analysis

1.13.1 Major Product Lines Market Segment
Mobile Industry has been very effective in introducing new and innovative products and services over the
years. The major product lines can be segmented into, three categories, which are as follows:
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1. Consumer Packages
2. Value Added Services
3. Corporate Packages and Services
These product lines have a range of different services, catering to different market segment.
1.13.1.1Consumer Packages
The consumer packages of the mobile Industry include the prepaid and postpaid packages being provided
by the different cellular providers of Pakistan.
Prepaid packages, due to their nature is the most common type of package being used today by millions
of Pakistani’s. Prepaid packages provide a sense of affordability, whereby consumers have the option of
only recharging their accounts, when needed. This affordability has led to a massive increase in the
prepaid subscriber base, with everyone from housewives to teenagers; to electricians to small shop
owners all using prepaid packages. The main user segments of prepaid packages include the lower,
middle and middle upper class of the country. Furthermore, a number of people use prepaid packages as
a second number, which also include people from the upper class..
Mobile companies today have used immense popularity of prepaid packages to introduce packages that
are targeted to different segment. These include Telenor’s Djuice, targeted towards teenagers and young
individuals and Ufone night packages, targeted towards students outside their home. Furthermore,
packages that bill at 1min, 30 second and per second have also been introduced by mobile companies.
Postpaid packages were introduced, keeping in mind, the businessmen and executives. Postpaid packages,
due to their nature provided the benefits of connectivity 24/7, without the fuss of scratch cards and
recharge of accounts. Furthermore, as competition rose in the mobile industry and new entrants came;
postpaid packages were made more affordable. The work of Warid in this concern is an example, creating
postpaid packages as affordable as prepaid ones. The main market segments, towards which the postpaid
packages are targeted, include small and medium businessmen, industrialists, bureaucrats and people of
the upper class. However with the affordability of postpaid packages, people from the middle class have
also been seen using post paid packages.
1.13.1.2Value Added Services

Value Added Services have become an essential tool for generating revenues for mobile companies today.
Starting in the early years, from wallpaper and ringtones download, today mobile companies provide a
range of services to their customers.
Some of the popular services include, religion services, music services, which includes song dedication,
voice and timed messages, sports and cricket services, food and recipe services, WAP/GPRS/EDGE,
themes, wallpapers, games and ringtones downloads, credit share, MMS, voice mail, email, missed call
alert, conference call, mobile TV, web2sms and many more.
Value added services have been designed by companies, so that there are services for every segment of
their users and that these services completely satisfy them, as and when needed.
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1.13.1.3Corporate Packages and Services
Cellular providers in Pakistan are also providing corporate clients with services catered to them.
Corporate clients due to their huge operations have special requirements. Mobile packages and tariffs;
secure email and instant web connectivity, being some of the most important issues.
Today mobile companies provide BlackBerry solutions, Mobilink and Warid being forefront in this
technology, furthermore to add to this innovative service, companies today are providing SMS marketing
feature, SMS management facility, fax mail, Wireless connectivity through EDGE, private numbering
plans, closed user groups and mobile email to their corporate clients.
All above features and many more have helped corporate clients to manage their operations effectively
and efficiently.
Figure 1: Products Offered By Different Mobile Companies
1.13.2 Growth Rate of Entire Industry

The mobile industry has seen phenomenal growth over the years. Today there are five major competitors
competing for their subscriber base, increasing the services provided, reducing their call rate and having
aggressive marketing campaigns. Simply put, competition is heating up in the mobile industry.
In July 2008, according to Pakistan Telecommunication Authority (PTA), the total subscriber base in the
mobile industry reached to more than 89 million to 89,325,296. This was an increase of 41.4% from
December 2007. Although this is phenomenal growth, analysts believe that it mould be even higher, if
taxes would have not increased, in the financial budget.
The mobile industry has seen phenomenal growth over the years, as seen below:
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Figure 2: Growth Rates in Mobile Industry 2006-July 2009
As the above figure shows, the mobile industry saw phenomenal growth from 2006-2009. According to
PTA, on average 2.3 million subscribers were added every month during 2006-07.
Furthermore, in 2003-04 the sector was offering 466,068 direct and indirect employments, which in 2006-
07 more than doubled to 1,366,698 employments. Also the cellular mobile density or mobile penetration
in the total population has also increased over the years. In July 2008, the mobile density reached 55.62%.
It was 54.7% in Dec 2007 and 39.94% in Dec 2006, according to official figures.
Also during 2006-07 the revenue of mobile industry was Rs.133 billion, an increase of 48% from
pervious year
However, none the less, the growth has subsided since 2006, from 170.2% in December 2006 to 80.7% in
December 2007, the major reasons of which include the crackdowns on SIM registration, rising taxes and
the general economic conditions of the country.
1.14 Social & Political Analysis

1.14.1 Major Competitors
1.14.1.1Mobilink
It started as a joint venture of IWC, Motorola and Saif Group in 1994 with GSM digital technology.
Foreign partners later sold out and now Mobilink is a subsidiary of Orascom. It is the current market
leader with a strong nationwide footprint and 56% market share. Mobilink is benefiting from its earlier
entry in the market, its GSM technology and availability of a large variety of cell phone models.
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Mobilink is currently the largest cellular company in the country as far as the number of subscribers and
covered cities are concerned. The company proudly boasts of being the first cellular service provider in
Pakistan to operate in a 100% digital GSM technology.
It is currently providing nationwide coverage in over 300 cities and also has a roaming partnership with
210 operators worldwide. It also got an ISO 9002 Quality Management Systems Certification for billing,
engineering department and customer service contact centre. Mobilink has also been nominated for the
category of Best Mobile Operator of the Year, Regional – India and Subcontinent Awards at the Asian
Mobile News Awards 2004.
1.14.1.2Telenor
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with
Thailand, Malaysia and Bangladesh. Telenor acquired the license for providing GSM services in Pakistan
in April 2004, and had launched its services commercially in Islamabad, Rawalpindi and Karachi on
March 15, 2005 and on March 23, 2005 Telenor started its services in Lahore, Faisalabad and Hyderabad.
Telenor’s investment in Pakistan is the single largest direct European investment in Pakistan.
By the end of July 2008, the total subscribers of Telenor exceeded 18 million, with a market share of
20%. Telenor’s network covers more than 3000 cities, towns and highways throughout Pakistan.
Furthermore, Telenor Pakistan has more than 5,000 cell masts throughout Pakistan, making it the 2 nd
largest network in Pakistan and 3rd in terms of customer base.
Telenor has a strategic alliance with Nokia Siemens Networks for expansion in Pakistan. With USD 1
billion already invested, Telenor has extended agreements with its vendors, including Nokia Semens for
network expansion and services until 2009. The agreements will result in USD750 million worth of
orders from Telenor Pakistan.
1.14.1.3Warid
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. In 2004, Warid Telecom
International LLC, purchased a license for operating a nationwide mobile telephony network, (WLL) and
long distance international (LDI) for $291 million US dollars and was the first venture of Warid Telecom
International LLC. Warid Pakistan launched its services in May 2005 and is based in Lahore.
Abu Dhabi Group is one of the largest business groups in the Middle East and the single largest foreign
investor in Pakistan. Abu Dhabi Group entered into a strategic alliance with Singapore Telecom.
Subsequent to this transaction in July 2007, telecom giant SingTel acquired 30% percent equity stake in
Warid Telecom, Pakistan, for US$758 million- valuing the company at an enterprise value of $2.9 billion.
This partnership is part of a strategy to support Warid Telecom’s continued growth and to enhance its
market position.
In July 2008, Warid’s total subscribers were more than 15 million subscribers and enjoyed 4 th position in
the market with a market share of 18%. In June 2008, Warid Telecom announced it would invest $1.5
billion by end of this year and $2.5 billion by end of 2009 to expand and modernize its network in
Pakistan.
26
1.14.1.4Zong
China Mobile Pakistan (CMPak) is a 100% subsidiary of China Mobile. The pioneering overseas set up of
China Mobile came through acquisition of a license from Millicom to operate a GSM network in
Pakistan. With ambitious plans to cater to the fastest growing Pakistani market and to win over the ever
demanding Pakistani customer, CMPak's edge comes from the experience and expertise of running the
world's largest telecom service and the commitment they make to setting quality and customer relations
standards. ZONG is the first International brand of China Mobile being launched in Pakistan.
On 22nd January 2007, Millicom International Cellular S.A. announced that it would sell its 88.86 percent
stake in Paktel Ltd. to China Mobile for $284. On 4th May 2007, Paktel was renamed to CMPak and then,
on 16th May 2007, China Mobile announced that it had upped its stake in CMPak to 100%. It later
rebranded branded Paktel to Zong.
In July 2008, the total subscribers of Zong were more than 4 million and enjoyed 5th position in the
market with 5% share in the market. So far CMPak has invested more than US$ 700 million in the
telecom sector in Pakistan and an additional US$ 800 million will be invested till the end of year 2008.
27
1.14.2 Their Market Shares
According to official figures in July 2008, there were a total of 89m subscribers (89,325,296) in the
mobile industry, Ufone had 18 million (18,368,074) subscribers and was second in market share to
Mobilink, followed closely by Telenor with 18,329,428 subscribers, a difference of just 38,646
subscribers. This difference was 3,312,712 subscribers at the end of 2007. Warid was forth with 15
million (15,774,299) subscribers. Warid has also lost to Telenor in terms of market share since 2006,
when it was third in the industry. In July 2008, Zong had 4 million (4,446,024) subscribers and was fifth
overall. Instaphone had only 351,135 subscribers during this time.
Figure 3: Segmentation of Total Subscribers
In 2007, Ufone still remained second (14,014,044) in terms of mobile subscribers and Telenor third
(10,701,332), followed closely by Warid (10,620,386), which remained forth. Zong was fifth (1,024,563)
and Instaphone sixth (333,081). The total subscribers in 2007 were 63 million (63,159,857).
Figure 4: Segmentation of Total Subscribers in December 07
28
1.14.3 Their Goals and Strategies
1.14.3.1Mobilink
It started as a joint venture of IWC, Motorola and Saif Group in 1994 with GSM digital technology.
Foreign partners later sold out and now Mobilink is a subsidiary of Orascom. It is the current market
leader with a strong nationwide footprint and 56% market share. Mobilink is benefiting from its earlier
entry in the market, its GSM technology and availability of a large variety of cell phone models.
Mobilink is currently the largest cellular company in the country as far as the number of subscribers and
covered cities are concerned. The company proudly boasts of being the first cellular service provider in
Pakistan to operate in a 100% digital GSM technology.
It is currently providing nationwide coverage in over 300 cities and also has a roaming partnership with
210 operators worldwide. It also got an ISO 9002 Quality Management Systems Certification for billing,
engineering department and customer service contact centre. Mobilink has also been nominated for the
category of Best Mobile Operator of the Year, Regional – India and Subcontinent Awards at the Asian
Mobile News Awards 2004.
1.14.3.2Telenor
Telenor since its inception in 2005, has been an aggressive company, trying to gain market share from
other competitors, first it took the third position from Warid (another company that started in 2005) in
2007 and is now giving stiff competition to Ufone (currently second1) and is favorite in gaining the
position from its rival company.
The main goal of Telenor is to help its customers get the full benefit of communications services in their
daily lives. This is also reflected in their vision, which is “we’re here to help”. The main goal of Telenor
is to provide services, which take use of the latest technologies and are also new to the industry, thus
providing their customers with the full benefits of communications, which other companies are not able to
provide. Telenor’s slogan or punch line also reiterates their goal which is “the smart call”. Henceforth, by
accomplishing its vision, Telenor would be able to take the second position in the industry and can then
provide competition to the market leader-Mobilink.
The strategies used by Telenor to achieve its goals is by being creative, that is providing new and modern
services, that take advantages of new technologies but are also easy to understand and use. Some of the
creative products introduced by Telenor over the years include: EasyLoad, SmartShare, mobileTV, largest
network of EDGE, PicShare, international packages like Djuice and many more. All these services are
very creative, never been introduced before and helping all its customers around Pakistan.
1.14.3.3Warid
Warid started its operations in May 2005, and enjoyed a good market share in the industry, however it has
lost its subscribers to its competitors in recent years, leading to its loss of position in the industry. The
main goal of Warid is to maintain and strengthen its current market share and increase to positions, which
it earlier held in the industry.
1
As of July 2008 (PTA figures)
29
The major strategy used by Warid is to create a sense of confidence among its customers that it is the best
network for their lives. That is it provides the best calling and sms rates, including the value added
services. Its slogan, “life ka network” also provides emphasis to this point.
Warid had earlier efficiently promoted its postpaid packages as affordable as its prepaid packages, a
strategy that increased its postpaid customers significantly in the mobile industry, at a time when overall
post paid connections were decreasing. Currently its agreement with SingTel will also provide emphasis
to its goals and associated strategies.
1.14.3.4Zong
Zong, a recent entrant in the mobile industry is a subsidiary of China Mobile. Zong’s inception was the
result of the takeover of Paktel by China Mobile in 2007. Being a new entrant in the mobile industry, its
goal is to gain market share, currently Zong is a small part of the industry, but however it aims to increase
its market share reach above 10% by 2010.
The main strategy of Zong in this concern is to allow people to communicate at will, without worrying
about tariffs, network coverage, capacity issues or congestion. Its slogan “Say it All”, provide the
emphasis to their strategy.
Currently Zong is providing packages with the lowest call rates. Furthermore it has also introduced
features, which were not present earlier. These include change of happy hours, changing SMS packages
and internet packages on the discretion of its customers.
30
1.15 Technology Analysis
1.15.1 Technical Methods That Affect the Industry
Mobile networks are one of the most technical aspects of any mobile company and the technology
changes affecting the networks have changed considerable, since the first mobile company Paktel was
introduced in Pakistan.
Paktel’s networks ran on Advanced Mobile Phone System (AMPS). AMPS was the analog mobile phone
system standard developed by Bell Labs. AMPS were a first-generation cellular technology that used
separate frequencies, or "channels", for each conversation. AMPS used considerably more computing
power in order to select frequencies; however cell centers could flexibly assign channels to handsets
based on signal strength, allowing the same frequency to be re-used in various locations without
interference. However it suffered from some weaknesses when compared to today's digital technologies.
Since it is an analog standard, it was very susceptible to static and noise and had no protection from
eavesdropping using a scanner.
However with the introduction of Mobilink in 1992, Pakistan’s mobile industry entered into the second
generation of mobile networks with GSM. GSM (Global System for Mobile Communications) is the most
popular standard for mobile phones in the world. Its promoter, the GSM Association, estimates that 82%
of the global mobile market uses the standard. Its ubiquity makes international roaming very common
between mobile phone operators, enabling subscribers to use their phones in many parts of the world.
GSM differs from its predecessors in that both signaling and speech channels, which are digital, and thus
is considered a second generation (2G) mobile phone system. This has also meant that data
communication was easy to build into the system. GSM also pioneered the short message service (SMS),
which is now supported on other mobile standards as well. Most GSM networks operate in the 900 MHz
or 1800 MHz bands.
Currently all mobile networks of Pakistan have entered the 2.5G. Mobile networks entered the 2.5G, by
implementing the General Packet Radio Service (GPRS). It is a packet oriented mobile data service
available to users of GSM. GPRS can be used for services such as Wireless Application Protocol (WAP)
access, Short Message Service (SMS), Multimedia Messaging Service (MMS), and for internet
communication services such as email and World Wide Web access. Later on, Enhanced Data rates for
Global Evolution (EDGE) was introduced, EDGE is an upgrade that provides a potential three-fold
increase in capacity of GSM/GPRS networks. Although EDGE is a 3G technology, but it is considered a
part of 2.5G technologies, however sometimes separately referred to as 2.75G.
Currently the Pakistan Telecommunication Authority is planning to launch 3G licenses in Pakistan,

starting from the end of 2008. 3G networks enable network operators to offer users a wider range of more
advanced services while achieving greater network capacity through improved spectral efficiency.
Services include wide-area wireless voice telephony, video calls, and broadband wireless data, all in a
mobile environment. Additional features also include HSPA (High Speed Packet Access) data
transmission capabilities able to deliver speeds up to 14.4Mbit/s on the downlink and 5.8Mbit/s on the
uplink. Furthermore 3G networks offer a greater degree of security than 2G predecessors.
31
1.15.2 Innovation
The mobile industry of Pakistan is considered by many as the most innovative industry of Pakistan.
Innovation means introducing new things or methods, and the mobile industry has kept this promise by
introducing new and innovative services for years.
In recent years, most of the innovative services have been introduced by Telenor; these services being
innovative took the Pakistani market by storm and have become part of our daily lives. Examples of these
services include Easyload and Smartshare. Although Telenor is seen as the most innovative company
right now, we cannot diminish the contributions of other competitors to the Pakistani mobile industry.
Some of the innovative services introduced by the different service providers are as follows:
• Introduction of dynamic SIM’s by Ufone
• Introduction of GPRS capabilities of Ufone
• Introduction of voice controlled services by Mobilink
• Introduction of Bundle SMS packages by Ufone
• Introduction of voice SMS by Telenor
• Introduction of emergency credit buying by Mobilink
• Introduction of dedicated website for downloads by Warid
• Introduction of credit share by Telenor
• Introduction of BlackBerry services by Mobilink
• Introduction of mobile television by Telenor
• Introduction of caller tunes by Mobilink
• Introduction of backup of contact lists by Ufone
These and many more services have helped make the mobile industry what it is today. With innovations,
being the hallmark of the mobile industry of Pakistan, future prospects are bright. Also with swap of
mobile operators becoming very easy using Mobile Number Portability (MNP), and competition based on
tariffs, innovation becomes a must to create a competitive advantage. Furthermore, introduction of 3G
services in the years to come would also increase the innovative service provided by the mobile operators.
Future innovation would take advantage of the current network capabilities and additional benefits of 3G
networks, including the high speed data transfer services.
32
1.16 SWOT ANALYSIS OF UFONE
The SWOT analysis of Ufone is conducted as under: -
STRENGTHS
Following are the vital strengths of Ufone:
• Increased brand equity

• Premium brand image
• Being a GSM company
• It has adequate financial resources.
• Ufone has a distinctive competence.
• The company has good competitive skills.
• Ufone provides good service to its customers.
• Ufone has effective product innovation abilities.
• Ufone is an acknowledged market leader of all the companies of its kind.
• The network service of Ufone is in progress to be distributed over a wide area.
• The customers of Ufone are very much satisfied therefore, therefore it is the biggest
strength
The company has hired well qualified and able employees in all its departments. The services of Ufone
are wide spread such that you can see many small outlets in every market area.
WEAKNESSES
Following weaknesses are identified in Ufone:
• The product line is too narrow.

• Sometimes the network is busy and over loaded which results in poor connectivity.
33
OPPORTUNITIES
Ufone has the following opportunities:
• Company has faster market growth.

• Ufone can expand its target markets and enter new market segments.
• Ufone has the opportunity to add further products to its existing product line.
• 2.3% of the population of Pakistan is mobile users. Ufone has the opportunity to expand its
services to a larger number of people.
THREATS
The threat that Ufone may faces is the strength of existing competitors. Although Ufone
has competitors in the market but as Ufone is a market leader so it has no fear from competition but still
there are some factors which can affect the sales of Ufone.
• Ufone has three major competitors, Mobilink, Telenor and Warid. Under certain circumstances
these companies may act as a major threat for the organization.
• Change in Government policies can act as a threat for Ufone.
• Rising sales of substitute products like Mobilink may also act as a threat.
• Wireless local loops can be a threat.
34
CHAPTER NO. 3
TASKS PERFORMED
AT WORK
Internship Detail
I have completed my internship in Ufone franchise, Islamabad. Franchises are the part of the sales
department of Ufone. Following part is showing my detail regarding my internship.
35
Internship At Ufone Franchise
I am the student of MBA and I have worked with Ufone franchise as an internee that located in sector F-
10 Markaz, Islamabad. Through this internship I have learn so many new methods of sales. Before
internship I have only theoretical knowledge but now I have some practical experience of sales. Now I
have the knowledge about the organization’s environment and know how organizations work and achieve
their objectives and goals as well. This internship has to gives me the understanding of business and also
about the elements of strategic thinking; planning and implementation are applied in a real world
environment. Following are the objectives that I have in my mind before working as an internee.
• To improve communication skills.

• To analyze the business situation.
• To learn about the consumer behavior.
• To make quick decisions in real situations.
• To establish high standard of professionalism
• To learn more than the theoretical knowledge.
• To learn sales management practices of Ufone.
• To apply theoretical knowledge in actual organization.
• To improve my communication and interpersonal skills.
• To compare the practical aspects with theoretical aspects.
• To learn how to promote and to conduct research in business areas.
• To learn about research methodology in term of intangible products.
• To learn about the organizational structure in place in Pakistani companies.
• To promote my personal knowledge and professional preparation for future.
• To properly integrate my theoretical knowledge and practical work.
• To plan for the future of oneself and learn how to adjust in an organization.
• To know how to present your recommendations in front of your boss.
• To get knowledge of opportunities and threats while entering into an organization.
• To get exposure to do a work in an organization and also know about organizational behavior,
ethic rules and regulations.
Department Worked During Internship

I did my 8 weeks internship at the cash management section of the treasury department of Ufone. The
cash management section is one of the three sections of the treasury department. The organizational
structure extract of the finance department can be seen in the appendix of the report.
36
The importance of cash management is immense for a company, including Ufone. If at any time a
company fails to payoff an obligation when it is due, because of the lack of cash, the company is
insolvent and insolvency is the primary reason firms go bankrupt. Efficient cash management means
more than just preventing bankruptcy. It improves the profitability and reduces the risk to which the firm
is exposed.
At Ufone, the main responsibilities of the cash management sections include the collection, concentration,
and disbursement of cash. It includes its efforts of timely collection of income from its major sales centers
and franchises. Revenues attained from international roaming partners are needed to be encashed
efficiently as well. Furthermore, paying off the liabilities generated through daily operations and
financing activities and finally developing short-term investment strategies for Ufone. Some of the
activities done within cash management are as follows.
1.17 Activities Done Within Cash Management Department

1.17.1 Daily Activities
1.17.1.1Opening Cash Position

The opening cash position is created daily and contains the following sections:
1. Cash in hand: Contains the closing balances of all the major franchises and sales centre’s of
Ufone. It is added to identify the amount of money that would come into the bank accounts of
Ufone. There are more than 500 major franchises and business centres in this list.
2. Details: The details contain the major bank accounts of Ufone. These include the major current
and saving accounts in which major collection comes. There are more than 40 such different
accounts. Furthermore some accounts are for specific purposes,
3. Other categories include the DSRA (Debt Servicing Reserve Accounts); these are used for debt
servicing of long term loans. These are saving accounts, with the purpose of collecting money till
the repayment amount is achieved, after which, as a part of standing instructions, the following
collections are transferred to main saving or current accounts. Cash Margin Accounts, these are
lien marked accounts for specific purposes like credit cards and different guarantees. Overdraft
Accounts, these includes the number of accounts, with which Ufone has overdraft facilities.
Fixed Deposit Accounts, theses are the accounts with which Ufone has some fixed deposits, if
any. Short Term Loan Accounts, theses are the accounts used when Ufone wants any short term
loans. Foreign Currency Accounts, there is only one foreign currency account of Ufone, which
is with CitiBank and is used for off shore marketing expenses and international receipts. Sinking
Fund Accounts, maintained by Ufone, contains funds that are set aside to pay the license fee,
paid out to PTA and Utility Accounts, to pay utility bills of Ufone are the other types of
accounts.
4. Liabilities: In this section, major liabilities for the month are recorded in the following
categories: taxes, commissions, payroll, and repayment of loans, roaming partner’s payments,
payments against Form M and Link Direct International (LDI), a subsidiary of Ufone payments.
The liabilities are updated as needed, with amounts; bank used for paying off and date of
payment.
37
5. Cheque Float: In cheque float, the major liabilities of different vendors are recorded. They are
divided into three different regions, which include Islamabad, Karachi and Lahore. The
intimidation of the cheque’s released comes from the accounts payable department, while the
clearance coming from daily bank statements. All payments of vendors are made from CitiBank.
6. LC and IC’s: This section includes the Import Contract (IC) and Letter of Credit (LC) payments
that have to be paid out for the foreign transactions that take place with Ufone. The intimation
comes from the Trade department of Ufone Treasury.
7. The Main and Forecast summary: The Main Summary includes both the revenues and
liabilities of Ufone on a given day, while and the Forecast Summary is made for the current &
following month.
1.17.1.2Cash Transfers
The cash transfer take place every day and includes the transfer of collections and payment from and to
different banks. The major collection of funds takes place in Allied Bank Limited, Habib Bank Limited,
Standard Chartered Bank and United Bank Limited. These banks receive the most collection on daily
basis but pay less interest, thus all collections from these banks are transferred to a bank that pays more
interest, currently transferring to Askari Bank, as it pays a better interest rate of 13.65%. . Also transfer of
collection funds from other banks can take place as and when required by Ufone. Furthermore all transfer
of funds for paying off liabilities take place from ACBL to the bank required. These transfers for paying
off liabilities take place as required, and are not usually on daily basis.
1.17.2 Occasional Activities
1.17.2.1Encashment
Occasionally, international roaming income is received by Ufone from other cellular operators around the
world. However as these receipts are in foreign currencies and are thus needed to be encashed, on an
intimidation from the bank. Furthermore according to the SBP Foreign Exchange Policy, companies can
only keep 35% of the total foreign exchange earned in their foreign currency accounts, the remaining 65%
needs to be converted to PKR.
1.17.2.2International Payments
Furthermore occasionally Ufone has to pay for international roaming charges to international cellular
operators or other international payments, like paying for training activities for Ufone employees.
Payments can either be made by debiting the foreign currency account maintained with CitiBank or by
debiting the PKR account and obtaining foreign currency exchange rate against that amount and paying
off the liability.
1.17.2.3Account Opening
As needed, the department will open new accounts with banks as needed, which could be for specific
reason, for example the new HSBC overdraft account or just to facilitate the vendors or franchises of
Ufone. Furthermore requirements with current banking accounts are changed as and when required,
including the interest rate offered, lien marked and overdraft facilities. Document required for account
opening are as follows:
38
1. Account opening form duly signed by the CEO
2. Request letter on company letter head
3. NTN Certificate
4. Certificate of Incorporation
5. Memorandum and Article of Association
6. CNIC and Passport of all Board of Directors and Signatories
7. Signature cards signed by all signatories and stamped
8. Form 29
9. List of board of directors
10. Board resolution
1.17.2.4Credit Cards
Ufone provides corporate AMEX card to directors and above. Activities regarding credit card
applications, their payments and limits enhancement etc are handled by the department.
1.17.3 Month End Activities
1.17.3.1Interest Income Sheet

The interest income is calculated for those accounts that either pay interest semi annually or on the 1st of
each month. There are total 8 banks in this list, including Bank Alfalah and NIB. Furthermore this
includes the TDR’s booked by Ufone. All this information is passed onwards to the accounts department
of Ufone.
1.17.3.2OD Sheet
Ufone takes on overdraft facilities daily from different banks, which gets off set from the collection,
however sometimes it is not offset and remains outstanding. On the outstanding amount, interest
payments are to be paid and are calculated at the month end and passed on to the accounts payable
department. However the actual payments are made on quarterly basis while accrual is calculated on
monthly basis.
1.17.3.3Calculation of Cash Flow Statement

Cash Flow Statement consists of three major parts:
1. Capex (Capital Expenditures)
2. Opex (Operating Expenditures)
3. Financial Charges
39
Revenue information is received from the revenue monitoring department (Finance Operations)
bifurcating the total revenue earned form postpaid and prepaid connections. Average revenue earned is 7-
8 Billion PKR. Furthermore information regarding financial charges is taken from the financing
department of Ufone Treasury.
1.17.3.4Finance department
My last two weeks were spent in the finance department. PTML closes its annual year in June due to
which July is a busy month in which a lot of year end activities were being conducted, including the visit
by the external auditing team. I worked on the Bank reconciliations in which I had to collect “supports” of
the non-reconciled bank figures from the year’s bank statement records. These “supports” were then used
by the accountants in reconciling their cash flow statements. Most of this work was done on the Sun
Systems software. This software was primarily used by the finance department and kept record of all
financial and accounts related activities of the company conducted across Pakistan.
Along with this I worked in updating their payments vouchers files by abstracting any of missing
documents from the database (again using Sun Systems). Hard copies of these payments voucher, (from
the operations conducted throughout the year) are maintained for the future reference purpose and record
proof keeping. Other than this I made spreadsheets to record the shipments of new SIMs - for the
payments and tax calculations purpose. Some of the other tasks that I had to do were, typing out the bank
letters for special payments and checks etc, and the calculations of the amounts redeemed by the
company, to the employees on their company work visits to other stations.
CHAPTER NO. 4
40
Ufone
Income Statement Horizontal
Balance Analysis
sheet Horizontal Analysis
For the Year ended June 30, 2009
For the Year ended June 2009
Base Year Current Year Horizontal
Items
Items 2009 2008 (2008) (2009) Analysis
EQUITY AND Rupees2009
in Thousands 2008 Base Year Current
FiguresYear
in %
LIABILITIES (2008) (2009)
123,404,53 122,091,65
Share capital and Reserves
Sales 7 (Rupees in Thousands)
2 100 101.08 1.08
Authorized share capital
Add / (Less):
ordinary shares of Rupees 10 1,500,000,000 1,500,000,000
Differential
each
margin /
Issued, subscribed and paid 5,491,053 5,491,053 100 100 0
(development
up capital
Revenue
surcharge)reserves 750,496 11,647,796
(9,514,600) 10,798,422 100 107.87 7.87
124,155,03 112,577,05
Total equity 317,138,849 2 16,289,475 100 100 105.21
110.28 5.21
10.28
Cost of goods 109,107,46
sold
Non-current liabilities 1 99,168,250 100 110.02 10.02
Grossterm
Long profit
financing: 15,047,572 13,408,802 100 112.22 12.22
Secured 62,500 662,500 100 9.43 -90.57
Rental andUnsecured 2,717,963 3,710,181 100 73.26 -26.74
service deposits
Security 9,068,102 7,270,407 100 124.73 24.73
income
Deferred credit 916,351 31,386,548
828,140 23,108,412 100 100 110.65
135.82 10.65
35.82
interest taxation
Deferred on 7,562,412 6,752,570 100 111.99 11.99
sales arrears
Employee benefits 703,328 336,667 673,241 331,754 100 100 104.47
101.48 4.47
1.48
Amortization
Total non-current 51,134,192 41,835,824 100 122.23 22.23
Liabilities
of deferred
Current
credit liabilities 790,289 591,354 100 133.64 33.64
Trade and other payables 27,416,384 22,810,592 100 120.19 20.19
Interest /
Profit frommarkup accrued 396,323 467,452 100 84.78 -15.22
Current portion
operations of long term 1,561,895
17,457,540 15,501,537 2,281,243 100 100 68.47
112.62 -31.53
12.62
financing
Total current Liabilities 29,374,602 25,559,287 100 114.93 14.93
Operating
Total liabilities 80,508,794 67,395,111 100 119.46 19.46
expenses:
TOTAL EQUITY AND 97,647,643 83,684,586 100 116.69 16.69
Distribution
LIABILITIES
cost 11,797,778 10,692,061 100 110.34 10.34
Administrativ
ASSETS
eNon-current
expenses assets 1,379,080 1,312,983 100 105.03 5.03
Property, plant and 62,165,176 50,036,217 100 124.24 24.24
Other
equipment
Intangible assets
operating 29,441 17,713 100 166.21 66.21
Investment
expenses in an associate 957,194 4,900241,324 4,978 100 100 98.43
396.64 -1.57
296.64
company
Long term loans 224,645 222,310 100 101.05 1.05
Other
Employee benefits 357,140 54,756 100 652.24 552.24
operating
Long term deposits and 7,138 6,406 100 111.43 11.43
income
prepayments 1,446,568 1,855,118 100 77.98 -22.02
Total Non-Current Assets 62,788,440 50,342,380 100 124.72 24.72
Operating
Current assets
profit
Stores and spare parts 4,770,056 2,287,0845,110,287 1,089,526 100 100 93.34
209.92 -6.66
109.92
Finance cost
Stock in trade 789,247 525,370860,715 473,404 100 100 91.7
110.98 -8.3
10.98
Profit before
Trade debts 18,757,385 16,229,067 100 115.58 15.58
taxation
Loans and and
advances 148,403 181,414 100 81.8 -18.2
share from and short
Trade deposits 95,428 33,293 100 286.63 186.63
associate
term prepayments 3,980,809 4,249,572 100 93.68 -6.32
Interest
Share in accrued
profit 40,988 72,756 100 56.34 -43.66
Other receivables
of associate - 2,235,441 1,319,206 100 169.45 69.45
Taxation
before tax– net 422 764,521 485 134,079 100 100 570.2
87.01 470.2
-12.99
Sales taxbefore
Profit recoverable 1,356,339 263,233
41 100 515.26 415.26
Short term investments 3,981,231 511,096
taxation 4,250,057 0 100 93.67 100
-6.33
Cash and
Taxation bank balances 1,484,541 8,137,148
1,571,714 13,546,228 100 100 60.07
94.45 -39.93
-5.55
Total
Profitcurrent
after assets 34,859,203 33,342,206 100 104.55 4.55
TOTAL
taxation ASSETS 2,496,69097,647,643
2,678,343 83,684,586 100 100 116.69
93.22 16.69
-6.78
BALANCE SHEET & INCOME
STATEMENT ANALYSIS
42
Items 2009 2008 Vertical
Analysis
Rupees in Thousands Figures in %
Gas sales 123,404,53 122,091,65
7 2
Add / (Less): Differential margin / 750,496 -9,514,600
(development surcharge)
Net Sales 124,155,03 112,577,05 100
3 2
Cost of goods sold 109,107,46 99,168,250 87.88
1
Gross profit 15,047,572 13,408,802 12.12
Rental and service income 916,351 828,140 0.74

Surcharge and interest on sales arrears 703,328 673,241 0.57
Amortization of deferred credit 790,289 591,354 0.64
Profit from operations 17,457,540 15,501,537 14.06
Operating expenses:
Distribution cost 11,797,778 10,692,061 9.5
Administrative expenses 1,379,080 1,312,983 1.11
Other operating expenses 957,194 241,324 0.77
Other operating income 1,446,568 1,855,118 1.17
Operating profit 4,770,056 5,110,287 3.84

Finance cost 789,247 860,715 0.64
Profit before taxation and share from 3,980,809 4,249,572 3.21
associate
Share in profit of associate - before tax 422 485 0
Profit before taxation 3,981,231 4,250,057 3.21
Taxation 1,484,541 1,571,714 1.2
Profit after taxation 2,496,690 2,678,343 2.01
43
Ufone
Balance sheet Vertical Analysis
For the Year ended June 2009
Items
EQUITY AND 2009 2008 Vertical
LIABILITIES Analysis %
Share capital and Reserves (Rupees in Thousands)
Authorized share capital
ordinary shares of Rupees 1,500,000,00 1,500,000,00
10 each 0 0
Issued, subscribed and paid 5,491,053 5,491,053 32.04
up capital
Revenue reserves 11,647,796 10,798,422 67.96
Total equity 17,138,849 16,289,475 100
Non-current liabilities
Long term financing:
Secured 62,500 662,500 0.12
Unsecured 2,717,963 3,710,181 5.32
Security deposits 9,068,102 7,270,407 17.73
Deferred credit 31,386,548 23,108,412 61.38
Deferred taxation 7,562,412 6,752,570 14.79
Employee benefits 336,667 331,754 0.66
Total non-current 51,134,192 41,835,824 100
Liabilities
Current liabilities
Trade and other payables 27,416,384 22,810,592 93.33
Interest / markup accrued 396,323 467,452 1.35
Current portion of long 1,561,895 2,281,243 5.32
term financing
Total current Liabilities 29,374,602 25,559,287 100
Total liabilities 80,508,794 67,395,111
TOTAL EQUITY AND 97,647,643 83,684,586
44
LIABILITIES
ASSETS
Non-current assets
Property, plant and 62,165,176 50,036,217 99.01
equipment
Intangible assets 29,441 17,713 0.05
Investment in an associate 4,900 4,978 0.01
company
Long term loans 224,645 222,310 0.36
Employee benefits 357,140 54,756 0.57
Long term deposits and 7,138 6,406 0.01
prepayments
Total Non-Current Assets 62,788,440 50,342,380 100
Current assets
Stores and spare parts 2,287,084 1,089,526 6.56
Stock in trade 525,370 473,404 1.51
Trade debts 18,757,385 16,229,067 53.81
Loans and advances 148,403 181,414 0.43
Trade deposits and short 95,428 33,293 0.27
term prepayments
Interest accrued 40,988 72,756 0.12
Other receivables 2,235,441 1,319,206 6.41
Taxation – net 764,521 134,079 2.19
Sales tax recoverable 1,356,339 263,233 3.89
Short term investments 511,096 0 1.47
Cash and bank balances 8,137,148 13,546,228 23.34
Total current assets 34,859,203 33,342,206 100
TOTAL ASSETS 97,647,643 83,684,586
45
Liquidity Ratio Analysis
1.18 Days' Sales in Receivables:
Purpose of Ratio: It indicates the average time in days, that receivables are outstanding (DSO). It helps
determine if a change in receivables is due to a change in sales, or to another factor such as a change in
selling terms.
Formula:
Gross Receivables
Annual Net Sales / 365
Calculation:
For year 2009:
18757385+1428181
124155033 / 365
= 59.3429 Days
For year 2008:
16229067+1122774
112577052 / 365
= 56.2465 Days
Competitor Days sales in Receivable: = 50.4 Days
46
Interpretation:
• This ratio tells that our account receivable in one day sale is converted into cash in 59.3429 days
• Lower the ratio, better the company position and vice versa
• As compared to 2008, we are at weaker position as our ratio increase to 59.3429 days
• We are at better condition than our competitors
1.19 Accounts Receivable Turnover:

Purpose of Ratio: It indicates the liquidity of the company's receivables
Formula:
Net Sales
Average Gross Receivables
Calculation:
For year 2008:
Average Gross Receivable (2009) = 20185566 + 17351841

2
= 18768704
Putting the values in Formula
124155033
18768704
47
= 6.615 Times per year
For year 2008:
Average Gross Receivable (2008) = 17351841 + 14517536

2
= 15934689
Putting the values in Formula
112577052
15934689
= 7.0649 Times per year
Competitor Ratio for 2009 =2.75 Times per year
Interpretation:
• This ratio tells that our account receivable is converted 6.615 Times in cash in a year
• The bigger the ratio, the better the company performance
• As compared to 2008, we are in good condition position in 2009
• As compared to our competitor, we are in good position
1.20 Accounts Receivable Turnover in Days:
Purpose of Ratio: It indicates the liquidity of the company's receivables in days.
Formula:
Average Gross Receivables

Annual Net Sales / 365
48
Calculation:
For year 2009:
187687035
124155033 / 365
= 55.177 Days
For year 2008:
15934689
112577055 / 365
= 51.638 Days
Competitor Ratio for 2009: = 132.45 Days
Interpretation:
• This ratio tells that our account receivable are converted into cash in 55.177 Days
• Lower the ratio, better the company position and vice versa
• As compared to 2008, we are at weaker position as shown in fig
• As compared to our competitors; we are a good position
1.21 Current Ratio:
Purpose of Ratio: It provides an indication of the liquidity of the business by comparing the
amount of current assets to current liabilities.
Formula:
Current Assets
Current Liabilities
Calculation:
For year 2009:
34859203
29374602
= 1.186
For year 2008:
= 33,342,206 / 25,559,287
49
= 1.30
Industry Average: = 1.13
Interpretation:
• This ratio tells about our company ability to pay its current liability, in 2009, we have 1.186 rupee
current assets to pay a 1 rupee current liability
• Lower the ratio, weaker the company position and vice versa
• We are at Better condition than Industry
• As compared to 2008, we are at weaker position as our ratio decrease by 0.114
Acid Test or Quick Ratio

Purpose of Ratio: A measurement of the liquidity position of the business. The quick ratio
compares the cash plus cash equivalents and accounts receivable to the current liabilities. The
primary difference between the current ratio and the quick ratio is the quick ratio does not
include inventory and prepaid expenses in the calculation. Consequently, a business's quick ratio
will be lower than its current ratio. It is a stringent test of liquidity.
Formula:
Cash + Marketable Securities + Accounts Receivable

Current Liabilities
Calculation:
For year 2009:
= 8,137,148+511,096+18,757,385
29,374,602
= 0.93
50
For year 2008:
=13,546,228 + 0 + 16,229,067
25,559,287
= 1.164
Industry Average: = 1.06
Interpretation:
• This ratio tells about our company ability to pay its current liability from its more liquid assets, in
2008, we have 0.93 rupee more liquid assets to pay a 1 rupee current liability
Cash Ratio
Purpose of Ratio: Indicates a conservative view of liquidity such as when a company has
pledged its receivables and its inventory, or the analyst suspects’ severe liquidity problems with
inventory and receivables.
Formula
Cash Equivalents + Marketable Securities

Current Liabilities
Calculation:
51
For year 2009:
= 8,137,148+511,096
29,374,602
= 0.2944
For year 2008:
= 13,546,228 + 0
25,559,287
= 0.53
Interpretation:
• This ratio tells about our company ability to pay its current liability from its most liquid assets, in
2008, we have 0.2944 rupees liquid assets to pay a 1 rupee current liability
1.22 Debt to equity ratio

Purpose of Ratio: Indicates how well creditors are protected in case of the company's insolvency
Formula
Total Liabilities___
Total Shareholder equity
Calculation:
For year 2009:

=80508794/17138849)×100
=104.69%
For year 2008:

= (67395111/16289475) ×100
= 104.1373%
Industry Average: = 103.08%
52
Interpretation:
• We have 104.69%of total liability as compare to equity.
• The better the ratio the stronger the company
• We are at better condition than industry
• As compare to 2008 we are at Stronger position
1.23 Debt to tangible net worth

Purpose of Ratio: To know the long term debt paying ability of the firm from tangible Assets
Formula
Total Liabilities
Total Shareholder equity – Intangible Assets
Calculation:
For year 2009:

=80508749/(17138849-29441)
= 4.705 ×100 = 104.705%
For year 2008:

= (6739511/(16289475-17713) ×100 = 104.14%
Interpretation:
• We have 104.705%of total liability as compare to net worth of equity.
• The better the Ratio, stronger for paying its liabilities
• As compare to 2007 we are at Stronger position
1.24 Sales to fixed assets

Purpose of Ratio: To know the profitability of the firm or to know how efficiently management utilize
fixed assets.
Formula
53
= Net sales_______
Average Net fixed assets
Calculation:
For year 2009:

Calculation of Average Fixed Assets2008 = [(62165176-10269886)+(50036217-6513194)]/2
= 47709157
Putting the Value in Formula:
= 124155033/47709157
= 2.60 time/year
For year 2008:
Calculation of Average Fixed Assets2007 = [(50036217-6513194)+(43561473-5402146)]/2
= 2.7564 time/year
Competitor Ratio for 2009: = 2.56times per year
Interpretation:
• Our fixed assets are converted into sales 2.60 times a year.
• The better the Ratio; the better the company position
• We are at better condition than our competitor
• Weaker position as compare to 2008.
1.25 ROI (Return on Investment)
54
Purpose of Ratio: It is measure of the operating income generated by each dollar of sales.
Formula
= Net Income before Non Recurring Items + Interest exp × (1-tax rate) ×100
Average (Long term Liabilities + equity)
Calculation:
For year 2009:

Calculation of Average (long term Assets + Owner Equity)2008:
= [(51134192+17138849)+(41835824+16289475)]/2
= 63199170
= [{2496690-422(1-.35)+789247(1-.35)}/63199170] ×100
= 4.761%
For year 2008:
Calculation of Average (long term Assets + Owner Equity)2007:
= [(41835824+16289475)+(36312375+15108692)]/2
= 54773183
= [{2678343-485(1-.35)+860715(1-.35)}/54773183] ×100
= 5.910%
Interpretation:
55
• Net income before interest is 4.761% of total investment.
• We are at better condition in overall industry in this ratio
• Weaker position as compare to 2008.
1.26 Return on total equity
Purpose of Ratio: Measures the income earned on the shareholder's investment in the business.
Formula
= Net Income before Non Recurring Items – Dividend on .R.P.S
Average total shareholder equity
Calculation:
For year 2009:

Calculation of Average Equity2008: = (17138849+16289475)/2
= 16714162
= [{2496690-422(1-.35)-0}/16714162] ×100
= 14.935 %
For year 2008:
Calculation of Average Equity2007: = (16289475+15108692)/2
= 15699084
= [{2678343-485(1-.35)-0}/15699084] ×100
= 17.058%
56
Interpretation:
• Net income is 14.935 %of total shareholder equity.
• We are at better condition in overall industry in this ratio
• Weaker position as compare to 2008
1.27 Gross Profit Margin

Purpose of Ratio: Indicates the relationship between net sales revenue and the cost of goods sold. This
ratio should be compared with industry data as it may indicate insufficient volume and excessive
purchasing or labor costs.
Formula
Gross Profit
Net Sales
Calculation:
For year 2009:

= (15047572/124155033) ×100
= 12.12%
For year 2008:
= (13408802/112577052) ×100 = 11.91%
Industry Average = 10.36%
57
Interpretation:
• Our total Net sale is converted into Gross profit by 40.39%
• We are at better condition than industry
CHAPTER NO. 5
58
IDENTIFICATION OF MAIN
PROBLUM & ITS SOLOUTION
Identification of a Main Problem and Findings

1.28 Main Problums
Although I found Ufone to be a truly modern and a professional organization which is also
evident from its performance but a few factors did stand out. Telecom is a fast growing industry
in Pakistan and the recent issue of two more Cellular operator licences in the country have
brought with them more job opportunities for the experienced players of the industry. This
increase in job opportunities and more and better job growth options has caused a decline in the
employee retention and also their sincerity to the company. Although everyone puts in their best
efforts on the job, but, are also constantly on the look out for better and more paying options.
Most people hardly get to spent more than a year in the company before they move on to a better
option. Although Ufone tries to provide healthy pay and job packages to its employees but still
the retention rate is quite low and the problem seems quite pressing.
Another issue that comes to mind is that although Ufone takes in a number of interns each year,
it still lacks a proper internship program. A program which can increase the learning experience
of the intern and at the same time help them to contribute something meaningful and significant
towards the organization. More interns should be allowed to rotate between the departments so
that they can learn and experience the workings of the entire organization. Interns can also be
asked to work on some project or report relating to their internship, or they can also be asked to
59
keep a record of their activities which they can show to their supervisor at the end of the duration
and also some thing that they can refer back to later on.
Ufone is 100% owned by the government but is considered an independent subsidiary of

Pakistan Telecommunications Corporation Ltd. For this reason, managers often find themselves
in a dilemma. Although Ufone claims to be independent but bureaucracy does not cease to find
its way though. At times, ministers and other politicians especially those on government
positions try to put undue pressures on the management deviating them from their original goals.
Pressures to employee the governments’ choice of people, provision over coverage in areas
which are otherwise not on the company’s agenda (due to limited financial resources) etc, are not
uncommon. Managers find such outside pressures an unnecessary hurdle in the organizations
flow.
5.1 FINDINGS
I learnt a lot during the 6 weeks I spent at Ufone, and my learning experience was further
enhanced by another 4 weeks internship that I did at Citi Bank. This way I got a chance to work
in two different types of service industries; the banking sector and the non-banking sector. After
working at both the places I discovered one thing for sure – that there is no such thing as a 9 to 5
job. The work timings at Ufone were 9 – 5:30 but the employees stayed for at long as 10 at night.
Putting in long hours was not an uncommon practice especially the days when everyone was
working hard to complete the final financial accounts and work with the auditing team.
I learnt how much it matters to conduct one self professionally and how to maintain similar
professional relationships with ones seniors, colleagues and customers. The last one was of vital
importance especially while I was working at the customer services centre. Since Ufones product
caters to all classes of people, every day we had to deal with a variety of customers. The older
(age wise) customers were the most difficult. Since the technology leap has been a little too big
for them they got agitated easily if their problem was not solved to their satisfaction. Dealing
with such customers required lot of… well… patience. At times we have also had some difficult
customers who tried to blame any damage that they had done to their SIMs onto us. No matter
how unreasonable or angry the customer sounded we were always required to remain calm,
helpful and amiable. The aim was to win over any customer, no matter how unsatisfied he
seemed by giving him the service better than what he expects from you.
Another important factor was customer confidentiality. We had access to a lot of customer data,
some of it private, and it was up to us to respect that and not try to use it to gain undue
advantage. Customers address and numbers, his/her call details are all confidential information
and should be treated so, and violation cannot be taken lightly.
Although I found most of the staff members very friendly and helpful, but then exceptions are
always there. Not everyone is easy to work with and some can even be rude at times but it was
60
always important that we never cease to respect them and …. Simply stay out of their way!!!
(This is how I dealt with the unpleasant ones).
This internship defiantly provided me with a vision that is going to help me in the long run
especially when I myself enter the work force tomorrow. A job may be maintained by
performing ones responsibilities in the 8 hour day but it takes a lot more to built one self a career.
‘Cause that requires handwork, teamwork, knowledge and professionalism.
CHAPTER NO. 5
61
CONCLUSION & REFERANCES
Conclusion
The mobile industry has seen phenomenal growth over the year, showing growth rate of more
than 80% in 2007. This growth is not new to the industry, as previous years have shown
substantial growth as well. This growth is a direct result of the increased competition in the
mobile industry, resulting into better services at reduced rate. Furthermore, this has favorably
affected our economy as a whole, generating revenues for the government, through direct and
indirect taxation and creating employment opportunities for the people. The mobile industry of
Pakistan is considered by a majority of prospective employees as the best industry for a job.
Although the mobile industry has seen substantial growth over the years, many observers feel
that the industry may become saturated and will show lower growth rates as a result of increased
taxation and the general economic conditions of Pakistan. Although the concerns may be valid to
some extent, but with PTA, introducing the 3G platform in the coming years and a major part of
our population still without mobile connectivity, especially in distant villages, there is still
optimism that the mobile industry will not become saturated and there is still place for
competition in the industry.
62
Thus, all in all, Ufone can be described as today’s “Modern” organization - where policies and
procedures are made keeping in mind - equality, quality, competitiveness and professionalism.
Ufone’s performance in the industry, since the time of its establishment has been exemplary, as it
surpassed all financial and marketing goals, converting mobile phones into an everyday business
and personal communication tool for all. Despite Ufone’s strategy to provide a high standard of
service rather than increasing subscriber base without capacity, it has achieved a substantial
market share in a market ten years older than itself.
But like any other organization, nothing is perfect. Managers here do face many challenges.
Integrating a group of people on a common ground, who otherwise have nothing common
amongst them, is not an easy task. People come with their own set of principles, views and
beliefs. It is the task of the organizations managers, that via efficient policies they inculcate
amongst their employees the dedication that is required to help the organization achieve its goals.
Thus retaining the “right” people is at times considered a challenge.
But all in all, Ufone finds itself having full grown potential in spite of the odds in its way. Its
employees feel that they are well equipped in terms of stamina, experience, knowledge and have
just the right attitude to make Ufone the leaders in the mobile service market.
5.2 Recommendation
Following are my recommendations for Ufone to increase the quality of service.
• Learn to listen to your customers first. Really listen to them - ask what you can do to help
them. This is the most important step in preventing problems and the only way you can
solve complaints if they come up.
• Look at all complaints about your service as an opportunity to improve. Aim to resolve
any complaint quickly and efficiently.
• Establish an environment where great service is recognized and rewarded and poor
service is challenged and rectified.
• Have a fun staff meeting where good service elements are discussed and role played.
63
• Ensure that your staff feels they are an important part of your success. Have fun team
building days as well as formal meetings.
• Lead by example - show respect for every person at every level in your company.
• Do things regularly to improve the workplace.
Happy staff = happy customers.
• Give your staff a reason to come to work with a big smile on their face and a great
attitude. Paying them competitive wages so they can live comfortably in the area is a
good start.
• Create a sort of enthusiasm you want to inspire in your employees. Their enthusiasm will
naturally pass on through their service.
• Be sure your employees are aware of your expectations. Clear service guidelines and
knowledge of the company's mission are necessary.
• Hire the right people for the right job. Ensure your interview techniques get the right
answers, not the answers you want to hear. Some people are just really good at
interviewing, but may not be the best people for the job.
• To improve the loyalty of employees with the organization it is necessary that proper
incentive must be provided to each level of employees.
• Look outside the box and employ people who have a love of service - people with little
experience in your field, but lots of service experience (e.g. retail or hospitality
experience) may be able to learn the intricate details of your business and also provide
the kind of service you need. A service professional with no specific experience might be
better than someone who knows the field, but has no people skills.
• Also have your customer service goals in clear view for customers to see.
64
5.3 Reference
1.28.1 Web Resources
• Wikipedia (wikipedia.com)
Articles used:
o Ufone
o MObilink
o Telenor Pakistan
o Warid Telecom (Pakistan)
o Paktel
o China Mobile (Pakistan)
• Ufone (ufone.com)
• Pakistan Telecommunication Authority (pta.gov.pk)
• Mobilink (mobilinkgsm.com)
• Telenor (telenor.com.pk)
65
• Warid (waridtel.com)
• Zong (zong.com.pk)
• Orascom Telecom (otelecom.com)
• The News (thenews.com.pk)
66

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INTERNSHIP REPORT

© Copyright by Faiza Yousuf 2009.

Dated: October, 07, 2009

MOBILE PHONE COMPANIES IN PAKISTAN

MARKET OVERVIEW OF MOBILE COMPANIES IN PAKISTAN

http://www.mobilinkgsm.com/At the top is Mobilink, the Pakistani unit of Egypt-

http://www.telenor.com.pk/Norway’s Telenor, a recent entrant with about a billion US dollar

http://www.waridtel.com/Warid, owned by the Abu Dhabi group of the United Arab

http://paktel.com/gsm/CMPak, formerly Paktel, is the latest target of foreign

“We seek to create our own future and in the

“To become the best cellular

1.2 KEY ACCOMPLISHMENTS

1.3 COMPETITIVE EDGE

1.4 NETWORK COVERAGE

1.5 INTERNATIONAL COVERAGE

1.6 CUSTOMER SERVICE

1.8 UFONE SERVICES

• Value added Services

• Mobile Products Services

• Mobile Entertainment Services

1.9 UFONE MANAGEMENT

1.10 STRUCTURE OF THE ORGANIZATION

BUM Central NOTE:Similar

• BUM North (Islamabad, Peshawar, Jehlum)

1.13 Environmental Analysis

2. Value Added Services

3. Corporate Packages and Services

1.13.1.2Value Added Services

Figure 1: Products Offered By Different Mobile Companies

1.13.2 Growth Rate of Entire Industry

1.14 Social & Political Analysis

Figure 3: Segmentation of Total Subscribers

Figure 4: Segmentation of Total Subscribers in December 07

Currently the Pakistan Telecommunication Authority is planning to launch 3G licenses in Pakistan,

• Introduction of dynamic SIM’s by Ufone

• Introduction of GPRS capabilities of Ufone

• Introduction of voice controlled services by Mobilink

• Introduction of Bundle SMS packages by Ufone

• Introduction of voice SMS by Telenor

• Introduction of emergency credit buying by Mobilink

• Introduction of dedicated website for downloads by Warid

• Introduction of credit share by Telenor

• Introduction of BlackBerry services by Mobilink

• Introduction of mobile television by Telenor

• Introduction of caller tunes by Mobilink

• Introduction of backup of contact lists by Ufone

The SWOT analysis of Ufone is conducted as under: -

Following are the vital strengths of Ufone:

• Increased brand equity

Following weaknesses are identified in Ufone:

• The product line is too narrow.

Ufone has the following opportunities:

• Company has faster market growth.

• To improve communication skills.

Department Worked During Internship

1.17 Activities Done Within Cash Management Department

1.17.1.1Opening Cash Position

1.17.2 Occasional Activities

2. Request letter on company letter head

5. Memorandum and Article of Association

6. CNIC and Passport of all Board of Directors and Signatories

7. Signature cards signed by all signatories and stamped

9. List of board of directors

10. Board resolution