Telenor Internship Report Aug 2010

Telenor Pakistan Internship Report
Internship
Report
Line Manager
Mr. Imran Malik Awan
(Asst. Manager S&D)
Submitted By:
Muhammad Talha Sultan
Telenor Pakistan
(Pvt.) Ltd.
Internship Report
Organization:
Telenor Pakistan
Department:
Sale and Distribution
Topic:
Market conditions of Muzafargarh.
Primary Focus:
Primary Recharge (Easy Load)
Line Manager:
Mr. Imran Malik Awan
(Asst. Manager S&D)
Submitted By:
Muhammad Talha Sultan
ACKNOWLEDGEMENT
I
first of all thanks ALLAH Almighty for helping

and guiding me. Then I cordially thank to my
line manager Mr. Imran Malik Awan and TSS
of Muzaffargarh region Mr .M. Nadeem Awan
who gave me exposure of corporate world
and make things easy for me to learn. There
given experience will always be step of
success for me in my practical life. Last but
not least, all admirations for my parents
without them I will be nothing.
CONTENTS
1) Telenor History
01
2) Telenor Vision
03
3) Structure of Organization
04
4) Telenor Products
05
5) Sale & Distribution Hierarchy
05
6) Sale & Distribution Model
07
7) Telenor Easyload ComparisonV/s Competitor
08
a. Telenor Easy Load Intro
09
b. Khanpur Bagga Sher and Sultan Colony Sales
10
c. Ada Baseera and Chowk Qurashi Sales
11
d. Qasbah Gujrat Sales
12
e. MZG City and Doabba Sales
13
8) Availability (SIM) in the Market

14
a. Khanpur Bagga Sher and Sultan Colony
15
b. Ada Baseera and Chowk Qurashi
16
c. Qasbah Gujrat
17
d. MZG City and Chowk Qurashi
18
9) SWOT Analysis
19
10) Strategies to increase primary load
25
11) Conclusion
27
TELENOR HISTORY
Telenor Pakistan is 100% owned by the Telenor Group, an international
provider of high quality voice, data, content and communication services in
14 markets across Europe and Asia. Telenor Group is among the largest
mobile operators in the world with over 179 million mobile subscriptions (Q1
2010) and a workforce of approximately 40,000.
Telenor Pakistan is the country's single largest European investor, with

investments in excess of US$2 billion. It acquired a GSM license in 2004 and
began commercial operations on March 15, 2005.
At the end of May 2010 it had a reported subscriber base of 23.65 million,
and a market share of 24% making it the country's second largest mobile
operator.
OFFERING MOBILE FINANCIAL SERVICES
Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November

2008. In 2009 it launched ‘easypaisa’ to become Pakistan’s first telecom
operator to partner with a bank to offer mobile financial services across
Pakistan.
CONTRIBUTING TO PAKISTAN'S ECONOMY
The company continues to contribute to Pakistan's economy. It has created

2,500 direct and 25,000 plus indirect jobs and has a network of 24 sales &
service centers, more than 250 franchises and some 150,000 retailers, thus
providing a means to livelihood to thousands.
For 2009 it is estimated that Telenor Pakistan contributed Rs20 billion in

various forms of direct and indirect taxes to the economy of Pakistan.
INTERNET SERVICE PROVIDER
Telenor Pakistan provides wide EDGE connectivity across the country. It has
one of the largest data networks (GPRS) in Pakistan providing Internet
services to customers.
TODAY
Telenor Pakistan has grown to become a leading mobile communications

services provider of the country.
Telenor Pakistan's corporate headquarters are in Islamabad, with regional

offices in Karachi, Lahore, Faisalabad, Multan, and Hyderabad.
CORPORATE RESPONSIBILITY
Telenor Pakistan's flagship corporate responsibility program, Khuddar

Pakistan, aims to create dignified opportunities for persons with disabilities.
The purpose is to become the most disabled-friendly organization in Pakistan
in terms of employment, service, and community support.
ENVIRONMENTALLY CONSCIOUS
Telenor Pakistan has taken and continues to implement a number of

environmentally-friendly initiatives. These include mainstreaming energy
efficiency and alternate energy solutions, and implementing occupational
health & safety practices that comply with international standards.
TELENOR VISION
Telenor values describe what behaviors are necessary to realize that vision.
Corporate responsibility mindset ensures that vision and values nurture
social concern and help to create shared value.
VISION
Vision is simple: We're here to help
Telenor exist to help its customers and get the full benefit of
communications services in their daily lives.
The key to achieving this vision is a mindset where everyone works together:
Making it easy to buy and use services. Delivering on our promises. Being
respectful of differences. Inspiring people to find new ways.
STRUCTURE OF THE ORGANIZATION

In Telenor the structure is very lean. In general the whole setup is centralized
and 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
departmental level the structure is decentralized.
Telenor has following functional departments:
1. Technical
2. Customer Relation
3. Finnace
4. Administration and Procurement
5. Human Resource
6. Co-ordination (Govt. Relations)
7. Marketing
8. Sales and Distribution
TELENOR PRODUCTS
Products of Telenor are:
1) Telenor EasyLoad
2) Telenor Scratch Cards
3) Telenor SIM,s
4) Easy paisa
5) Shaulat Ghar
6) VAS at the retail and franchise
SALE AND DISTRIBUTION HIERARCHY
Sale
&
Distribution
Model
SALE AND DISTRIBUTION MODEL

Telenor Easyload
V/s
Competitors Load
(Mobilink)
Telenor Easyload
Telenor is pioneer in this service in Pakistan
telecommunication sector. This service facilitates the
customer to recharge his account as per his pocket
needs. Telenor easyload range varies from Rs10
recharge to Rs 5000 recharge and validity is as per
ones price plan. Telenor launches this service in
Pakistan because there is large number of prepaid
users in Pakistan and the Easyload proves a giant for
the market and users rush towards it. This innovation of Telenor Pakistan
revolutionizes the pattern of mobile account recharge.
EASY LOAD SALES IN MZG MARKET V/S MOBILINK

LOAD
1) Khanpur Bagga Sher and Sultan Colony
Sales
Telenor
28%
Mobilink
72%
Average Daily sale of Mobilink is approximately between Rs 90,000 to Rs

95,000
Average Daily sale of Telenor is approximately between Rs 35,000 to Rs

40,000
Reason
Network coverage in Sultan Colony is poor. Problem of signals dropping is
the main issue. Retailers claim that they sale Easy Load more than the
Mobilink Load in past, but due to poor network of Telenor people are
switching to Mobilink.
2) Ada Baseera and Chowk Qurashi
Sales
Telenor
Mobilink 46%
54%
Average Sale of Mobilink is approximately between Rs 75,000 to Rs 80,000
Average Sale of Telenor is approximately between Rs 65,000 to Rs 70,000
Reason
Competition in this market is tough and both companies are competing head
to head
3) Qasbah Gujrat
Sales
Mobilink
Telenor
48%
52%
Average sale of Mobilink is approximately between Rs 85,000 to 90,000
Average sale of Telenor is approximately between Rs 90,000 to 95,000
Reason
We have first mover advantage in this market.
4) MZG City and Doabba
Sales
Telenor
31%
Mobilink
69%
Average Sale of Mobilink is approximately between Rs 140,000 to Rs 145,000
Average Sale of Telenor is approximately between Rs 60,000 to Rs 65,000
Reason
Mobilink has high sale in this market because they force retailer to maintain
buffer stock.
Availability
In the Market
AVAILABILITY IN THE MARKET

1) Khanpur Bagga Sher and Sultan colony
SIM,s Availability
Telenor
32%
Mobilink
68%
2) Ada Baseera and Chowk Qurashi
SIM,sAvailability
Telenor
35%
Mobilink
65%
3) Qasbah Gujrat
SIM,sAvailability
Mobilink
28%
Telenor
72%
4) MZG City and Doabba
SIM,sAvailability
Telenor
44%
Mobilink
56%
Swot
Analysis
SWOT ANALYSIS OF MARKET

STRENGTHS
1) Retailers are interested in telenor products as it gives them chances to
improve their income, such as easy paisa and VAS at retail.
2) Telenor easyload commission to retailers 3.5%, while the rest others

give 3% except Zong.
3) Sahulat Ghar is really blessing for rural customers.
4) Facility of load on phone call.
5) Strong distribution channel.
6) Deep rural penetration with respect to coverage.
WEAKNESS
1) Visibility of Telenor is low than competitors
2) Unavailability of easyload on holidays.
3) RSO behavior in some areas.
4) Problem in doing VAS at retail.
5) RSO is irregular in Rohinlawali market.
6) High Price of SIM card than others.
OPPORTUNITIES
1) Easy Paisa penetration is a great tool to get through the market.
2) Give confidence to retailers about the easy load availability at anytime.
3) Make RSO regular and quick so he can be first at the shop than
competitors.
4) Provide retailers a handbook which contain summary of our products

and their usage detail, specially to FS and VAS retailers.
5) Service should be quick. Define criteria about how much time would be
needed to done a job.
6) VAS at retail is an advantage for the customers. Hence proper training

should be given to RSO’s so that they may tell retailers about the
benefit (commission) they get on activation of VAS.
7) Training of RSO’s so they can better represent at every step.
8) The issue of rates of SIM card can be diluted through MNP.
THREATS
1) Mobilink strong push strategy in the market.
2) Mobilink Service Points.
3) Network problem, dropping of signals in some areas.

Strategies
To
Increase
Primary load
STRATEGIES
1) Give customer choices in numbers. Available wide variety of numbers
to the customers so that one can choose his favorite number in
telenor.
2) Focus on MNP through stall activity.
3) RSO should be first at the shop; this can increase our primary load.
4) Must concentrate on selling value instead of price.
5) A plan should be made to give easyload to retailers on credit specially

on holidays, but at the same side recovery for that credit must be
efficient. In this way primary recharge can increase.
6) Route Plan of RSO is accessible and should be near to 40 to 50 shops.

So that RSO should focus on his shops and increase primary recharge
for company.
7) Prize Scheme for retailers motivates them to sell our load (like recent
activity of mala maal). Competition for retailers time to time will
increase their involvement in selling our load.
8) Visibility must be increased in markets. Because prominent thing in

market, has much sale than others.
Conclusion
CONCLUSION
The focus of this report is the situation of Telenor Easyload (primary Load) in
the Muzafargarh market versus its competitors. Telenor position in most of
Muzafargarh market is behind the Mobilink. Telenor is competing head to
head in many areas but still need an edge to leave behind mobilink.
Telenor bring innovation for their customers and in this matter mobilink
follow them. They see the result of telenor innovation and then redefine it
and make it part of their product package.
Mobilnk push strategy is very strong in market they force retailers to

maintain buffer stock and also give credit to them, it has some negative
effects but overall it give a positive impact for mobilink and in comparison
telenor facilitate its retailers, by not forcing him to maintain any buffer stock,
but this create dual effect positive for retailer and negative for company as
retailer is not consistent in buying primary recharge. Somehow credit must
be given to retailers this will boost up the primary load sale. Load sale also
decreases due to bad network coverage. People are switching to other
service provider.
Easy Paisa is really an attraction for retailers and they are really willing to
make their shops as FS outlet.
Availability of telenor is low then competitors because retailers complain that

the price of
SIM card is high and customer are not willing to purchase high price SIM card
if a very low price SIM card is available.
Another issue of visibility is also a main concern for telenor. Competitors
visibility is too much than telenor and retailer demand posters, sheet and
boards for their shops. They also claim that other companies give them too
much things than the telenor.
In the end Telenor is giving tough competition in the market and is growing
day by day due to his customer care policy. People are now begin to realize
that only telenor SIM card is just not a SIM card for call or messaging but it is
a package of different services in just one SIM card, like mobile account on
your number and other VAS. This image of telenor is making the company
stand above all.

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Telenor Pakistan Internship Report

first of all thanks ALLAH Almighty for helping

8) Availability (SIM) in the Market

Telenor Pakistan is the country's single largest European investor, with

OFFERING MOBILE FINANCIAL SERVICES

Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November

CONTRIBUTING TO PAKISTAN'S ECONOMY

The company continues to contribute to Pakistan's economy. It has created

For 2009 it is estimated that Telenor Pakistan contributed Rs20 billion in

INTERNET SERVICE PROVIDER

Telenor Pakistan has grown to become a leading mobile communications

Telenor Pakistan's corporate headquarters are in Islamabad, with regional

Telenor Pakistan's flagship corporate responsibility program, Khuddar

Telenor Pakistan has taken and continues to implement a number of

STRUCTURE OF THE ORGANIZATION

Telenor has following functional departments:

6) VAS at the retail and franchise

SALE AND DISTRIBUTION HIERARCHY

SALE AND DISTRIBUTION MODEL

EASY LOAD SALES IN MZG MARKET V/S MOBILINK

Average Daily sale of Mobilink is approximately between Rs 90,000 to Rs

Average Daily sale of Telenor is approximately between Rs 35,000 to Rs

2) Ada Baseera and Chowk Qurashi

Average Sale of Mobilink is approximately between Rs 75,000 to Rs 80,000

Average Sale of Telenor is approximately between Rs 65,000 to Rs 70,000

Average sale of Mobilink is approximately between Rs 85,000 to 90,000

Average sale of Telenor is approximately between Rs 90,000 to 95,000

4) MZG City and Doabba

Average Sale of Mobilink is approximately between Rs 140,000 to Rs 145,000

Average Sale of Telenor is approximately between Rs 60,000 to Rs 65,000

AVAILABILITY IN THE MARKET

2) Ada Baseera and Chowk Qurashi

4) MZG City and Doabba

SWOT ANALYSIS OF MARKET

2) Telenor easyload commission to retailers 3.5%, while the rest others

3) Sahulat Ghar is really blessing for rural customers.

4) Facility of load on phone call.

5) Strong distribution channel.

6) Deep rural penetration with respect to coverage.

2) Unavailability of easyload on holidays.

3) RSO behavior in some areas.

4) Problem in doing VAS at retail.

5) RSO is irregular in Rohinlawali market.

6) High Price of SIM card than others.

2) Give confidence to retailers about the easy load availability at anytime.

4) Provide retailers a handbook which contain summary of our products

6) VAS at retail is an advantage for the customers. Hence proper training

7) Training of RSO’s so they can better represent at every step.

8) The issue of rates of SIM card can be diluted through MNP.

2) Mobilink Service Points.

3) Network problem, dropping of signals in some areas.

2) Focus on MNP through stall activity.

4) Must concentrate on selling value instead of price.

5) A plan should be made to give easyload to retailers on credit specially

6) Route Plan of RSO is accessible and should be near to 40 to 50 shops.

8) Visibility must be increased in markets. Because prominent thing in

Mobilnk push strategy is very strong in market they force retailers to

Availability of telenor is low then competitors because retailers complain that

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