Marketing Strategy

Mobilink

Group Members
Ahsan Arshad Faizan Khalid Hina Qaiser Madiha Saeed Maheen Chaudhry Nida Nabeel Zunair Ahmed

Introduction and History

Passionate, Professional and lead with purpose Established in 1994 37 Million subscribers and 34% market share Motorola > Oriscom > Vimple com Revenue : $1.1 Billion Coverage in more than 20000 locations More than 8500 cell cites Strategic Drift towards Customer Delight

Competitors Analysis

Nida

Ahsan

Strengths
Mobilink Considered very strong and reliable Warid Superior product quality for customers Good network coverage Ufone Offers the most reasonable prices for its users Second largest market share Telenor Multinational company Zong Strong image of parent company Superior First to offer Customer Care network portability

Very strong brand image Large number of corporate customers

Capture Highest market share Good reputation not only in terms of number of among customers subscribers but also in terms of revenue Covering over 10,000 cities, towns and villages across the Pakistan Signed bilateral roaming agreements with 50 operators Good packages according to the target market Liberal policies for IT investments

Subsidiary of PTCL

Contract with Siemens & Nokia

Pioneers of MMS and GPRS

Brand Image of Quality

Weaknesses
Mobilink Most expensive telecom company both in call rates and SMS

Warid

Ufone Poor organizational Structure Centralized

Telenor Relatively low market share

Less time in market as compared to major competitors Weak Branding

Zong Weak brand standing

Customer retention Side is weak due to expensive packages

L a c k o f f r a n c h i s e Less coverage To fulfill the needs of its customers

Bad image

Fewer advertisements now days

Sometimes net overloaded

High staff turnover

Lack of innovative services

Less time in market

High Debt Burden Network coverage

 Large number of large equipment makers Nortel, Lucent, Cisco, Nokia, Alcatel, Ericsson, Tellabs Dilute bargaining power Limited pool of talented managers and engineers

Bargaining Power Suppliers

Barriers to Entry

Capital intensive High fixed costs Access to finance Telecom License Operating and management skills are scarce

For high-speed business networking needs Broadband Internet services Satellite links Internet: it is becoming a viable vehicle for cut-rate voice calls Delivered by ISPs - not telecom operators "Internet telephony"

Industry Competitiveness Cut throat De-regulation in 2000s lower prices and more exciting services. High exit barriers

Threats of Substitutes

Bargaining Power Buyers

Bargaining power of buyers is rising switching costs are relatively low for residential telecom customers For larger business customers

Problem Identification
Mobilink Post Paid Lost of Brand Identity
Mobilink Indigo

Lost of Market Share

Competitive Strategy by Telenor Persona

Poor Awareness of Brand

Lack of training to franchise staff Confusing post paid product line

Incomplete post paid packages Technical Issues

Questionnaire

Thank You