Strategic Management & Planning Tools & Techniques

COMPANY PROFILE
PAKISTAN Telecom Mobile Limited (PTML) is a wholly owned subsidiary of
PAKISTAN Telecommunication Corporation Limited (PTCL) that started its operations in
January 2001 under the brand name Ufone. As a result of PTCLs privatization, Ufone became
a part of the Emirates Telecommunication Corporation Group (Etisalat) in 2006.
Since its inception, Ufone has focused on the people of Pakistan, empowering them with the
most relevant communication modes and services that enable them to do a lot more than just
talk, at a price that suits them the most. Along with the claim of lowest call rates, clear sound and
best network, Ufone offers its customers simplified tariffs with no hidden charges. With a strong
and uniquely humorous communication direction that has now become Ufones signature across
all advertising media, Ufone gives its customers many reasons to smile.
This customer focus and best offering has allowed Ufone to build a subscriber base of over 20
million in less than a decade. Ufone has network coverage in 10,000 locations and across all
major highways of Pakistan. Ufone currently caters for International Roaming to more than 260
live operators in more than 150 countries. Ufone also offers Pakistans largest GPRS &
BlackBerry Roaming coverage available with more than 150 Live Operators across 105
countries. More recently, Ufone has become a focused and intensive leader in VAS, constantly
introducing innovative services, which have been the first of its kind in the Pakistani cellular
industry.
As the world of telecommunications advances, Ufone promises its customers to stay ahead,
developing and evolving, to go beyond their expectations, because at Ufone, its all about U.

Strategic Management & Planning Tools & Techniques

MANAGEMENT PROFILES

Mr. Abdul Aziz

President & CEO

Mr. Abdul Aziz has rejoined Ufone as President & CEO in December
2007. A fellow Chartered Accountant, he has over fourteen years of
experience in the Telecom Industry both local and International
including Europe, Asia and Africa.
During his career he has held various senior level positions with
companies including Millicom International, S.A., Ufone GSM and Celtel
International. Mr Aziz, being first CFO/Cosec was a key member of the
Core Team which launched Ufone in 2001.

Mr. Mohammad Nadeem Khan

Chief Financial Officer
A Fellow Chartered Accountant Mr. Nadeem Khan has around 12 years
experience in the telecommunication industry both locally and
internationally. He holds a diversified portfolio as international auditor
at MIC, Luxemburg and served in the capacity of Financial Controller in
Millicom Cambodia before joining Ufone as Chief Financial officer (CFO)
in 2003.

Mr. Naveed Khalid Butt

Chief Officer (Customer Operations & Regulatory Affairs)
With over 15 years of commercial & technical experience in the
telecommunication industry, Naveed Butt has worked on senior

Strategic Management & Planning Tools & Techniques

management positions with various cellular operators in Pakistan.

An engineer by profession, Naveed has done his B.E. in Electronics
from U.E.T, Lahore. Presently he is heading the Customer Operations
and Regulatory Affairs departments at Ufone since June 2004.

Mr. Jafar Khalid

Chief Technical Officer
Mr. Jafar Khalid is heading the Technical Department. He has over 12
years of diversified experience in the telecom sector. He has a proven
background in managing large-scale cellular projects, leading network
planning, operations and implementation initiatives, establishing and
improving organizational processes, and aligning technical activities
with business strategies.
Before his appointment as CTO, he served as the Project Director & GM
Network Planning in Ufone, and has held various senior technical
management positions with his last employer Mobilink.

Mr. Faisal Khaliq

Chief Information Officer
Mr. Faisal Khaliq is the Chief Information Officer of Ufone since June
2008. Faisal has a Masters Degree in Computer Sciences from the
University of Texas at Austin. He is also a Project Management
Professional (PMP) with 12 years of experience in the IT industry.
Prior to joining Ufone, Faisal was the Managing Director for Teradatas
Global Consulting Center in Pakistan which is one of the largest
offshore operations its kind for a multinational in Pakistan.

Strategic Management & Planning Tools & Techniques

Mr.Younas Iqbal Sheikh
Chief Officer (Sales & Distribution)
Mr.Younas Iqbal Sheikh heads Sales & Distribution at Ufone (PTML) and
has a rich working experience of 20 years most of which is in Telecom
Sector serving companies like Siemens, InstaPhone, Worldcall, Mobilink
,Wi-tribe (Qtel) & Ufone (PTML). In his career he has played a key role
in the areas of Sales & Distribution, Customer Services, Operations and
Marketing, throughout his career he was given challenging
responsibilities, for instance heading 2 countries with a team of
thousands and portfolio of Billions.
He performed major successful overhauling with self-initiatives for
Process-Re-engineering in the areas of; Sales, Channel Development,
Customer Services, Business Operations and was a major contributor in
developing complete business launch plan for Wi-Max services
business in Pakistan for Wi-tribe Pakistan (Qtel).

Mr. Akbar Khan

General Manager Marketing
Akbar Khan heads the Marketing Division at Ufone. He has been part of
the Pakistan telecom industry in key roles since 1998. Before joining
Ufone last year, Akbar was Head of Brands at Mobilink and before that
he was Head of Marketing at Paktel Limited. Akbar has done is MBA
degree from IBA Karachi.

Mr. Moqeem Ul Haque

General Manager Corporate Strategic Planning & PMO
Moqeem ul Haque is associate member of the Institute of Chartered
accountants of Pakistan. He brings in thirteen years of extensive
experience of working in the cellular industry. He was among one of the
pioneers in Warid telecom. Moqeem has also served in Mobilink.
Mr. Moqeem heads the corporate strategic planning function as well as
supervises the special projects of the organization.

Strategic Management & Planning Tools & Techniques

STANDARD

STRATEGIC MANAGEMENT
Decision and actions of managers that determine the long-run performance of an organization.

BUSINESS MODEL
How an organization wants to be profitable. Focus on two things:
1. Does customer values product?
2. Means and ways of profit generation.

IMPORTANCE
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Strategic Management & Planning Tools & Techniques

1.
2.
3.
4.

Results in higher organizational performance.

Managers examine & adapt to business environment changes.
Coordinates diverse organizational units, helping to focus on organizational goals.
Involved in managerial decision making process.

PROCESS
1.
2.
3.
4.
5.
6.

Identifying the organizational current mission, goals, and strategies.

External analysis.
Internal analysis.
Formulate strategies.
Implement strategies.
Evaluate results.

COMPONENTS OF MISSION STATEMENT

1.
2.
3.
4.
5.
6.
7.
8.
9.

Customers.
Markets.
Concern for survival, growth, and profitability.
Philosophy.
Concern for public image.
Products or services.
Technology.
Self-concept.
Concern for employees.

TYPES OF ORGANIZATIONAL STRATEGIES

1. Corporate Strategies.
i.
Growth Strategy.
a.Concentration.
b.
Vertical integration.
Backward integration.
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Strategic Management & Planning Tools & Techniques

ii.
iii.

Forward integration.
c.Horizontal integration.
d.
Related diversification.
e.Unrelated diversification.
Stability Strategy.
Renewal Strategy.

2. Business or Competitive Strategies.

i.
Competitive advantage.
ii.
Quality as a competitive advantage.
iii.
Sustainable competitive advantage.
3. Functional Strategies.

FIVE COMPETITIVE FORCES

1.
2.
3.
4.
5.

Threat of New Entrants.

Threats of Substitutes.
Bargaining Power of Buyers.
Bargaining Power of Suppliers.
Current Rivalry.

STRATEGIC FLEXIBILITY
1. Know whats happening with strategies currently being used by monitoring and
measuring results.
2. Encourage employees to be open about disclosing and sharing negative information.
3. Ger new ideas and perspective from outside the organization.
4. Have multiple alternatives when making strategic decisions.

Strategic Management & Planning Tools & Techniques

PLANNING TOOLS & TECHNIQUES

1. ENVIRONMENTAL SCANNING
i.
ii.

Customer Retention
Customer Defection

2. COMPETITOR INTELLIGENCE
i.
ii.
iii.
iv.
v.
vi.
vii.

Know About Your Customer

Customer Surveys Can Be Used Predict Customer Churns
Passive Retention
Active & Scientific Retention
Effective Communication
Achievement Drive
Daily Planning & Personal Management

Strategic Management & Planning Tools & Techniques

Ufone Company
STRATEGIC MANAGEMENT
Ufone is Cellular Service Provider founder in 2001. It is also a subsidiary firm of PTCL. As of
2009, Ufone employs more than 1,730 people. It is the GSM company providing services to all
four urban and rural areas. As of 2009, Ufone is the second largest telecommunication company
in PAKISTAN. In recent years the company has endured significant improvement in services to
almost 4,745 locations throughout the country.

ANALYSIS WITH COMPETITORS

The major competitors of Ufone are domestic companies like.
MOBILINK
PAKISTAN Mobile Communications Limited, better known as Mobilink GSM, is a
telecommunication service provider in PAKISTAN. According to PTA statistics, Mobilink has
30.88 million customers by January 2009. Mobilinks Head Office is located in Kulsum Plaze,
Blue Area Islamabad.
TELENOR

Strategic Management & Planning Tools & Techniques

Telenor (OSE: TEL, NASDAQ: TELN) is the incumbent telecommunications company in

Norway, with headquarters located at Fornebu, close to Oslo, Telenor is mostly an international
wireless carrier with operations in Scandinavia, Eastern Europe and Asia. In addition, it has
extensive broadband and TV distribution operations in four Nordic Countries.
PAKTEL/ CHINA MOBILE/CMPAK
Paktel was the first ever company granted license to carry out cellular phone services in
PAKISTAN, set up by Cable & wireless. It carried out AMPS services until 2004, when the
company launched GSM services as well. Its main competitor emerged in late 1990s as
Instaphone and soon began to dominate the market. On 4 th 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%. Moreover, PTA (Pakistan Telecommunication Authority) has announced that it
may resolve the frequency issue with China Mobile, as it was one of the main reason for pullout
by Millicom International Cellular S.A.

WARID
Warid Telecom International is an Abu Dhabi based mobile telecommunication firm providing
telephony services in PAKISTAN, Bangladesh, and Uganda.
ZONG
Zong is the first International brand of China Mobile being launched in PAKISTAN. It is meant
to empower and liberate the people of PAKISTAN in every nook and corner of the country.

FINDINGS
INTERNAL & EXTERNAL ANALYSIS
INTERNAL ENVIORNMENT
1.
2.
3.
4.
5.
6.
7.
8.

Human Resource Management.

Marketing Department.
Commercial Department.
Sales Department.
Finance Department.
Payroll Department.
Information Technology Department.
Engineering Department.
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Strategic Management & Planning Tools & Techniques

9. Administration.
10. Auditing Department.
11. Customer Care.

EXTERNAL ENVIORNMENT
1.
2.
3.
4.
5.
6.
7.
8.
9.

Economic Conditions
Social Conditions
Culture
Demographics
Environmental
Competitive
Technological
Consumer Attitude
Globalization

SWOT ANALYSIS
STRENGTHS
1. Second Large Market Share
Although Ufone market share has dropped due to current economic and political
circumstances but it is still very much competitive at 20 percent.
2. Worldwide Cheap Call Experience
As explained above even with Ufones recent decline they still have the market share and
the experience to bounce back. They have been a nationwide company for nearly ten
years now and have established themselves as the national leader for most of them.
3. Variety of Value Added Service
Provide verities of value added services as compare to other cellular networks.
4. Representing PTCL Name
As it is the subsidiary of PTCL.
5. Coverage of GT Road 60%
Now Ufone is covering PAKISTAN business highway up to 73%.
6. Aggressive Advertising
With aggressive advertisement they are attracting viewers through which they are able to
gain new clients and same way being able to retain their customer utilizing the product
and value added services.

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Strategic Management & Planning Tools & Techniques

WEAKNESSES
1. Un-Organized Organizational Structure
Centralized structure failed to provide proper guidance over instruction and policies.
2. Overly Dependent on PTCL
Subsidiary of PTCL, it is dependent on PTCL.

OPPORTUNITIES
1. Targetting Corporate Sector
It is obvious that GM was behind its competition with regards to the research and
development of hybrid vehicles. However hybrid technology is still very much new
giving GM the opportunity to once again become the automotive industrys leader in
innovation and technology.
2. Continuing to Expand Globally
Ufone have the ability to expand globally, but due to current economic condition all its
operation is on halt.
3. Publicity and Marketing
With the right marketing strategy they can acquire much more.
4. Introducing More Value Added Service
This is an opportunity that will never be satisfied, meaning that Ufone should always be
attempting to keep improvising new valued added services, and as we know, what is in
today will be out tomorrow.

THREATS
1. Government Interference
Government Interference will always be treated as a threat in terms of taxes.
2. PTCL Cellular License

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Strategic Management & Planning Tools & Techniques

Ufone is nothing just a cellular to PTCL. PTCL should provide more financial support to
enhance profitability of its subsidiary company.
3. Un-Avoidable Law & Order Situation
At times due to un-avoidable circumstances businesses are not in a position to progress
and maintain their services.

EXTERNAL FACTORS EVALUATION

KEY EXTERNAL FACTOR
OPPORTUNITIES
1.
2.
3.
4.

Can target Corporate

Continuing to Expand Globally
Publicity and Marketing
Develop New Value Added Service

Weight

Rating

Score

0.20
0.20
0.05
0.10

4
4
3
3

0.80
0.80
0.15
0.30

0.10
0.05
0.15
0.15
1.00

2
2
2
2

0.20
0.10
0.30
0.30
2.95

THREAT
1.
2.
3.
4.

Government Interference
PTCL Cellular License
Pension Payouts
Increased Health Care Costs

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Strategic Management & Planning Tools & Techniques

EXTERNAL FACTORS EVALUATION

KEY INTERNAL FACTOR
INTERNAL STRENGTH

Weight

Rating

Score

Human Resource Management

0.10

0.40

0.05

0.20

0.10

0.20

0.15

0.15

0.05

0.15

0.05

0.15

Staff Remuneration
Staff Personal Finance

Marketing Department

Marketing Planning
Prices

Commercial Department

Promotion
Advertisement

Sales Department

Target Market
Skilled Staff

Finance Department

Earnings Per Share

Royalties

Payroll Department

Staff Salaries

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Strategic Management & Planning Tools & Techniques

Staff Bonuses

Information Technology Department

Hardware
Network
Operations

0.05

0.15

0.05

0.15

0.05

0.15

0.05

0.20

0.15

0.15

0.05

0.10

Engineering Department

Tier 3 Level Engineers

Highly Skilled

Administration

Day to Day Expenses

Correspondence

Auditing Department

Financial Lookup
Cost and Management

Customer Care

Tier 1 Level Support

Customer Support

INTERNAL WEAKNESSES

Human Resource Management

Staff Family Planning

Staff Pension Funds
Staff Training

Marketing Department
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Strategic Management & Planning Tools & Techniques

Global Expansion

0.10
1.00

0.10
1.85

BCG: (BOSTON CONSULTING GROUP)

Ufone understands the value of words and the need to communicate effectively and efficiently at
all levels of society, which is why companys primary focus is on U. Ufone offers, Prepay &
Postpaid services in the Telecom sector.
The telecom markets growing rate in PAKISTAN is higher than any Asian country. Ufone offers
lower rates and better network then other already established cellular companies. All living
standards have been captured by Ufone, like Students, Labor, and Businessmen, etc.
Ufone aims are to provide with wider coverage, superior connectivity, clear signals & voice
quality to their valued customers.
MATRIX
1. PREPAID
i.
STARS
2. POST PAID
i.
CASH COWS
ii.
DOGS
PUBLIC DEMAND TARIFF
PREPAY PUBLIC DEMAND TARIFF

Outgoing Calls
Per 30 secs

SMS
Per 160 Characters

WITHIN UFONE
COMMUNITY

TO OTHER NETWORKS
& PTCL

99 Paisas

99 Paisas

50 Paisas/sms

Re. 1/sms

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Strategic Management & Planning Tools & Techniques

PAANCH KA PANDRAH
Ufone to Ufone*
*Call for 5 minutes and the next 10 are free (loop)

Rs. 1.125 / 30 sec

Ufone to Other Mobile Operators

Rs. 1.25 / 30 sec

Ufone to PTCL

Rs. 1.25 / 30 sec

U-circle

Same as Ufone to Ufone*

SMS (any network in Pakistan)

0.25/sms

KEY INTERNAL FACTOR

1. Human Resource Management
2. Marketing Department
3. Commercial Department
4. Sales Department
5. Finance Department
6. Payroll Department
7. Information Technology Dept.
8. Engineering Department
9. Administration
10. Auditing Department
11. Customer Care

Weight

Strategy 1

0.15
0.15
0.10
0.15
0.05
0.05
0.05
0.05
0.05
0.05
0.15

0.60
0.60
0.20
0.15
0.15
0.15
0.15
0.15
0.15
0.20
0.15

0.20
0.20

0.80
0.80

KEY EXTERNAL FACTOR

1.
2.
3.
4.
5.
6.
7.
8.
9.

Economic Conditions
Social Conditions
Culture
Demographics
Environmental
Competitive
Technological
Consumer Attitude
Globalization

0.05
0.10
0.10
0.05
0.15
0.10
0.05

0.20
0.40
0.40
0.20
0.60
0.40
0.20

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Strategic Management & Planning Tools & Techniques

PLANNING TOOLS & TECHNIQUES

ENVIRONMENTAL SCANNING
1. CUSTOMER RETENTION
Customer retention is very important because acquiring a new customer is far more expensive
than keeping an existing one. This is even truer if the market operating is saturated or saturating
as in mobile telecommunication industry. Retention is important to most businesses because the
cost of acquiring new customers is much greater than the cost of keeping good relationship with
current customers. Best determinant of profit is to sale but retention rate. Retention must be
greater than the defection rate.

Acquisition of customers can cost 5 times more than retaining current customers.
The average customer loses 10% of its customers each year.
A 5% reduction to the customer defection rate can increase profits by 25% to 85%.
The customer profit rate increases over the life of a retained customer.

2. CUSTOMER DEFECTION
DEFECTS
A defect is defined as any part of a product or service that
Does not meet customer specifications or requirements, or
Causes customer dissatisfaction, or
Does not fulfill the functional or physical requirements.

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Strategic Management & Planning Tools & Techniques

By knowing the defection rate firm can project about the future prediction of profit and know
about the reasons of defection and reasons of satisfaction of customer. Its easy to know about
the reason of defection then knowing about the desires of customers. Relationship marketing and
conquest marketing are two approaches that can be used to reduce customer defection rate. The
risk of customers defecting to competitors is extraordinarily high. While no magic bullet exists to
dramatically lower this defection risk, three steps can take to reduce the defection risk of their
customers. Responsiveness and responsibility can also be the ways to reduce the defection of the
customers.

COMPETITOR INTELLIGENCE
Following are the ways being used by Ufone to retain the customers.
1. KNOW ABOUT YOUR CUSTOMER

Can you develop effective retention strategies without knowing this vital information?
Will it be possible to do so?

The single most important thing in customer retention is to understand your customers well
enough: customers' expectations, satisfaction, demographic & geographic & psychographic
customer tendencies, etc. If you understand more about customers and know more about which
customer groups are defecting to rival providers, more effective retention strategies can be
developed. This is the key to the successful retention marketing!
How it helps?
Ufone knows its customer very well geographically, psychologically etc. And they are providing
desired products and packages. This is providing them a way to know whether there is any need
for U Night package or not
2. CUSTOMER SURVERYS CAN BE USED TO PREDICT CUSTOMER CHURNS
Customer surveys are very important means for identifying potential problems in your services.
Most common reasons for customer defection include inadequate service quality and high cost.
Ask customers to rate your services along with their demographic and psychographic profiles.
When it is matched (or combined) with customer churn status, it can reveal surprising
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Strategic Management & Planning Tools & Techniques

information! Analyzing surveys can reveal customer groups who are not happy with your
services. Actions can be taken to prevent customer defections.
How it helps?
Ufone gets information about their customer defection reason, if someone wants to change their
product from pre paid to post paid. They often conduct a survey or predict Customer Church to
know about their services and suggestions.

3. PASSIVE RETENTION
Passive retention involves building loyalty with customers through communication and rewards,
with segmentation being based on managerial judgments.
How it helps?
Ufone knows and greatly communicate to their customer and design rewards program for
satisfying their customer and to retain them. They often go to different areas and doffer a concert
and gave people gifts for participating.
Categorization of Firms by Customer Retention Processes Used

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Strategic Management & Planning Tools & Techniques

4. ACTIVE & SCIENTIFIC RETENTION

Active and scientific retention both focus on identifying customers who may lapse in the future
and using tactics to retain them. However, when segmenting to identify the right customers to
retain, active retention uses managerial judgments while scientific retention uses sophisticated
mathematical models. Furthermore, this research found that variables are pre selected when
managerial judgments is used (as occurred in passive and active retention) and that the
behavioral base and variables was used to segment customers regardless of the approach
adopted. The managerial implications for this study are that firms should use a combination of

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Strategic Management & Planning Tools & Techniques

both passive and active strategy and where possible, firms should try to use mathematical
modeling for their retention strategies.
How it helps?
They use MIS programs and self survey and other tools to know about the customer and develop
strategies according to the requirement. They have segmented customer into different categories
and have package accordingly.
5. EFFECTIVE COMMUNICATIONS
Developing effective and consistent two-way communication skills is the first component in
establishing and maintaining a selling edge and developing long-term customer or client
relationships. It is accomplished through practice and constant exchange of thoughts, feelings,
and reactions with those customers, clients or prospects that have a distinct need and ability to
acquire the products or services that you provide. A prospect's or customer's thoughts and
feelings can easily be discerned by talking to him--asking open-ended questions and really
listening to what he has to say about his family, background, employment, goals, hobbies, and
interests. Then you can use what you have learned to create a long-term, mutually profitable
working relationship.
How it helps?
This develops a close relationship and Ufone uses it through print media.
6. ACHIEVEMENT DRIVE
The right attitude--a strong, overpowering will to succeed (success motivation) is the second key
to achieving consistent sales. Studies show that top sales people from every field of endeavor
have more desire to achieve than the vast majority of their peers. They also gain personal
satisfaction in helping other people make sound buying decisions. This gives them the energy,
stamina, enthusiasm, and compelling motivation to attain the edge that produces higher rates of
sales and high quality customer service levels. Our research reveals that success motivation can
be learned and heightened with a positive attitude about you, your products, and services through
creative mental imagery, and by developing specific, written sales and promotional goals.
7. DAILY PLANNING & PERSONAL MANAGEMENT
The mere possession of selling techniques does little to insure success. It is the person's attitude
and work habits that are important. The third concept to be mastered, if you are to achieve
success in selling, lies in your ability to schedule your time wisely and work effectively during
the periods you allocate to your sales promotional activities. Major studies have conclusively
demonstrated that sales professionals are successful not because of any special or unique selling

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Strategic Management & Planning Tools & Techniques

techniques they use or a sales personality, but they succeed because of the positive disciplined
approach they bring to their work.
How it helps?
Thos tells frequency of use and is gathering by usage of product. This makes them up-to-date.

CONCLUSION
In the view of following data Ufone is one of the telecom sector who need to produce more
output by implementing new technologies, new tariffs, and new consumer satisfaction value
added service. Further, it is still the second largest cellular service provider in the country.

ANALYSIS
Ufone is focusing on its products and services with its customer satisfaction. The important point
is SWOT analysis which Ufone is performing. Value added services and competitive rates have
been the factors of the company success. Up to some extent the company lacks its market in
Postpay services. Centralized structure failed to provide proper guidance over instruction and
policies. Should innovate more VAS (value added services) in the Telecom sector which Ufone is
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Strategic Management & Planning Tools & Techniques

already doing and trying to make attractive strategies for new customers. Government policies
law and order situation in the country is at times is alarming. Postpay services fall in Stars and
Question Mark according to BCG matrix. Whereas Prepay services fall in Cash Cow and Dogs in
consideration with growth rate and market share. Customer retention is focused very much by
offering different promotions to the customers who are dormant with respect to utilization of the
services, in the words of the company it is known as BBFD (Bring Back Customer From
Dormancy). Customer requesting for porting-out from the network are given best options to
remain with the network special offers at times are given when needed to the customer
requesting to port-out form the network & also maintaining proper follow-up with the customers.

EXECUTIVE SUMMARY
Ufone (official name: PTML) is a PTCL company, PTML (Ufone) - a wholly-owned subsidiary
has improved its financial performance commenced its operations on 20 th January 2001 as a
GSM 900 service provider. Since the outset, it has expanded its coverage and customer base at a
rapid pace and established itself as one of the leading cellular service providers in PAKISTAN.

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Strategic Management & Planning Tools & Techniques

During the last year Ufone successfully completed the launching of sites under Phase V in
existing as well as new cities and towns by investing more than US$ 525 million. This has
increased the asset base of Ufone from Rs. 20 billion to Rs.27 billion. To further enhance the
subscriber base and strategically position the company in the growing telecom market, Ufone has
finalized a network expansion for Phase VI contract amounting to about US$ 170 million. Ufone
currently, has network coverage in more than 4,745 locations throughout the country.
Ufones operational performance has been very encouraging despite stiff competition is
PAKISTAN telecom market which has led to reduction of prices to bare minimum level. Ufone
managed to improve its revenue and after tax profit by 87% and 54% respectively, as compared
to the last year through aggressive policies and exercising strict control over expenses

SUGGESTED STRATEGIES
1.
2.
3.
4.
5.
6.

Market Development.
Market Penetration.
Product Development.
Restructuring.
Refreshment.
Liquidation.

25