Professional Documents
Culture Documents
Telenor Pakistan
Telenor Pakistan
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia
together with Thailand, Malaysia and Bangladesh.
Telenor Pakistan launched its operations in March 2005 as the single largest direct
European investment in Pakistan, setting precedence for further foreign investments in
the telecom sector. The company has crossed many milestones and grown in a number of
directions, making Telenor Pakistan a leading telecom operator of the country.
They are the fastest growing mobile network in the country, with coverage reaching deep
into many of the remotest areas of Pakistan. In the most difficult terrains of the country,
from the hilly northern areas to the sprawling deserts in the south, at times we are the
only operator connecting the previously unconnected.
They are keeping ahead by investing heavily in infrastructure expansion. With USD2
billion already invested, they have extended agreements with our vendors for network
expansion and services until 2009. The agreements, with a potential to result in USD750
million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the
industry.
They are spread across Pakistan, creating 2,500 direct and 25,000-plus indirect
employment opportunities. They have a network of 23 company-owned sales and service
centers, more than 200 franchisees and some
100,000 retail outlets.
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VISION
Our vision is simple: Telenor exists to
help customers get the full benefit of
communications services in their daily
lives. We're here to help.
MISSION
“Telenor is a customer focused business mobile
service operator/telecommunications
Company that seeks competitive advantage in
quality and valued added service in both
prepaid and postpaid categories through state
of the art technology. Telenor relies on
building trusting relationships with customers,
owners, employees and society in general”
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PRODUCTS & SERVICES
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Products:
Telenor provide products of two types
Prepaid
Postpaid
Dejuice
Talkshawk
Persona individual
Persona karobar
Services:
The Telenor Group provides a wide range of innovative services that are available
throughout the world. Here is a selection.
Mobile Fun
Mobile Sports
Mobile Music
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Right now there are 1 million songs ready to download to your mobile. You can share
these digital rights management-free songs with your friends and family or transfer them
to your mobile phone, mp3 player and PC. Share that funky music!
Mobile TV
Mobile Communities
Get out and about, and stay connected and in touch with your
friends. With Telenor you can access communities such as
Windows Live MSN and Facebook on your mobile and keep your
friends close anytime, anywhere.
Mobile Interaction
Health Line
Health Line provides 24/7 access to medical services for mobile users
in remote areas, several miles from the nearest doctor. All
Grameenphone subscribers in Bangladesh can get medical assistance
directly over the phone.
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Can you imagine life without a phone – at all? That is the case for many people living in
some of the most rural communities in Pakistan. ApnaPCO is a business-in-a-box
solution, which allows people in remote areas to share a mobile phone where there are no
other alternatives – making life a little easier.
TeleDoctors
Mobile in Flight
Mobile at Sea
Mobile Marketing
Register your phone number with your favorite shops and services,
and receive sms’s with up to the minute information on the latest
events and offers. Don’t get first in line, avoid the queue altogether!
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Child Sexual Abuse Filter
In areas with limited access to regular banking services and the Internet, people can use
their mobile phones to transfer money – anywhere, anytime. The easy accessibility of the
service will bring new opportunities to DiGi subscribers with insufficient access to regular
banking services.
Mobile Commerce
Easy Paisa
Easy paisa is a unique service offered by telenor.by easy paisa you can
send your mony nationwide to your lovedones.you can send your
money by easy paisa either you are a telenor customer or not.i.e this
service is for all the only requirment is that you shoud have a valid
nation id card.
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our business and customers.
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KEEP
Everything we set out to do should work, or if it doesn't, we're here to help. PROMISES
We're about delivery, not over promising, actions not words.
MAKE IT
We're practical. We don't complicate things. Everything we produce should EASY
be easy to understand and use. Because we never forget we're trying to
make customers' lives easier.
Core values in Telenor Pakistan are
CORE VALUES
Content and Service Connected Objects
FutureSIM Wireless Broadband
Our main research areas are:
employ 236 people from 23 countries.
With three locations in Norway and a satellite in Kuala Lumpur, Malaysia, Telenor R&I
The Telenor Research & Innovation unit is an innovation hub for the Telenor Group.
BE
We are creative. We strive to bring energy to the things we do. Everything
CULTURE IN TELENOR
Telenor has an Adaptability Culture, with flexibility being the need of the organization and
strategic focus being external. The organization has a clear vision, with the goal of increasing
growth, profitability, and market share. The employees are paid for performance. The
individual employees are made responsible for contributing in gaining the organization's
goal, and in return they are rewarded with incentives thus keeping the employees motivated.
The organization has Award Functions, as a part of the organization's culture.
PEOPLE
Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27 to 28
on average. An appropriate match is required between the culture and employees at
recruitment and hiring. If People Excellence (Human Resource Department) feels that a
person will not be unable to adjust into the organization’s environment, even if he/she is
performing functionally well, the person is rejected. The dynamic group of people,
sharing similar mind-sets, love being with each other and meet on other occasions if
unable to meet during work-hours. They even stay back late, employees can be seen
roaming around till 9 at night.
Primarily the culture comes from the top management. CEO of Telenor Pakistan is
humble and cooperative. The employees get the message that if the top management is so
accommodating then the employees should behave similarly. What is important to the
CEO becomes important for employees to identify completely with the organization.
There are four foreigners in the top management but this does not create communication
barriers. They are extra humble to others while individuals of a local origin are extra
sensitive to them so no one feels alienated. The values of humbleness and free interaction
in putting forth ideas lead to a harmonious culture and efficient communication. The
management is easily accessible to discuss various issues. It is difficult to distinguish
between them as the culture is so homogeneous that it keeps every one at par with
others.
ORGANIZATIONAL STRUCTURE
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The structure of Telenor is mechanistic structure. As being told, during the interview with
Human Resource Manager, there are strict rules and regulations, which the company's
employees have to follow. Decision-making is highly centralized and empowerment is not
appreciated.
The structure of Telenor is functional as there are seven departments. A Senior Executive
Vice President or Executive Vice President heads every department. Each executive in charge
is responsible for all the services that are related to him. Every department is headed by a
separate manager, which controls overall operations of that department.
Flat structure for each department is adopted to enhance mutual operations and co-
operations between lower staff and managers. Wide span of control in whole organization
makes it easy for lower staff to access top managers and enhance coordination between them.
For maximum efficiency, the overall structure of organization is functional as all human
knowledge; skills and abilities with respect to specific activities are consolidated in a single
department.The organ gram of Telenor Pakistan is given as:
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CEO
Vice President Executive Vice President
Strategy Corporate & Regulatory Affairs
Regulatory &
Legal Affairs
Interconnect
Organizational
Support
Services
Business Network
Business Sales &
Support Planning &
Planning & Accounts Distribution
System Design
Finance
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organization; employees are selected against defined criteria. Roles can be added later but
employees have a fair idea about their job responsibilities from the beginning.
CEO
Vice Presidents
Directors
Managers
Assistant Managers
Executives
Officers
Seven layers do not create communication or motivation problems due to the open
culture. There are no instances of de-motivation though in certain areas like Customer
Relationship Department or Customer Service Centre different customer queries and
complaints can raise frustration levels. Managers in these departments intervene to solve
problems.
SPAN OF CONTROL
Span of Control is determined by the role and job responsibilities of managers. It varies
from department to department. On average, the span of control is 4-5 people under a
manager.
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INTEGRATING MECHANISMS
Cross-functional teams are a major integrating mechanism. Further there are temporary
project teams. No ad-hoc committees have been formed to date. Team-building is
enhanced by Away Days when members of different divisions and departments take some
days away from work to meet other geographically spread employees of Telenor.
Sometimes the whole department goes away from work for 2-3 days to have fun.
Employees get to know those with whom they have communicated before but not met in
person. Formal team evaluation does not exist. Employees on teams, for instance finance
teams, are rewarded individually.
Genuine requests from external customers are taken into account by the CRO (Customer
Relationship Officer) at Service Centers. The CRO does all he/she can or is possible
within authority to process the request or complaint. If the customer’s request is beyond
the authority of the CRO, then managers are there to aid the customer or provide some
sort of non-monetary compensation to appease him.
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Formalization
Although the organization has a functional structure, the level of Formalization is not very
high. Written Rules & Procedures do exist at the office Level, but at higher levels, Informal
channels of communication are most visible. The Policy Manual currently needs to be
updated. Telenor has well defined job descriptions that give the details of every job.
Specialization
Telenor is highly specialized, since the organizational tasks are subdivided into separate jobs
and there is a visible division of jobs between employees.
Standardization
Standardization is high at Telenor, the procedures are well defined, and the employees
perform their tasks in a uniform manner. Standardization is mostly visible in lower and
middle level of employees.
Centralization
Strategic Decisions are highly centralized, where as certain decisions may be decentralized to
lower levels. For example, HR decisions are highly centralized. On the other hand decisions
taken for the marketing of brand are highly decentralized. The decision is done on the spot,
whether to display the Billboard on that specific place or not.
Professionalism
Telenor has a high level of Professionalism. Formal education and Training of the employees
and requites is given major importance.
Complexity
Since the organization has a Functional structure as described earlier and has several levels of
hierarchy.
DEPARTMENTAL DESIGN
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Departments following the routine technology have the Organic structure with following
characteristics:
Low Formalization
Low centralization
More training or experience
Small span of control.
ETHICAL VALUES
Since recently, the organizations' major ethical focus is on the physical environment in which
it exists. Telenor has no such by-product that would end up polluting the environment.
Hence the organization is not a burden on the environment.
BUSINESS OBJECTIVES
Objectives 2006-07 2015
Market Share in terms of 10% 40%
Subscribers
Market Penetration 9% 30%
Market Share in terms of 7% 30%
Revenue
Unprompted Brand 20% 90%
Awareness
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MARKET SEGMENTATION AND POSITIONING
Segmentation is the process of dividing the total market for a good or service into several
smaller, internally homogenous groups. Since Telenor is a customer oriented and quality
driven company, it segments its market on the basis of various different dimensions.
Segmentation is the process of dividing the total market for a good or service into several
smaller, internally homogenous groups. Since Telenor is a customer oriented and quality
driven company, it segments its market on the basis of various different dimensions.
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Corporate/ 25% 30% Post Paid 30%
SME -Packages
Segmentation Strategy
Telenor is using multiple segmentation strategy and developing separate marketing
program for each segment because different customers are looking for different benefits
from different services they purchase. Estimating the market potential of each segment
includes asking how many prospects with how much purchase power there is for each
particular want.
Market to Segment
Regarding Pakistan different markets are segmented by Telenor on the basis of:
1. Geographic
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2. Demographic
3. Psychographic
4. Behavioural
In Pakistan Telenor is segmenting the whole country region wise. There are different
regions in Pakistan. Telenor is providing service specially in Northern Areas and in Rural
areas of Sindh, Balochistan and Punjab where others are not providing services.
Age:
Telenor knows that needs and wants of customers changes as they go through life. So,
with change in age Telenor introduces different services. The main segmented market is
the young people of age 15-30.
Pre paid:
Talkshawk
Djuice
night
Post paid:
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Persona
This Post paid service targets the Business Class mainly. There are four different plans
which varies with the amount of monthly line rent.
Income:
Telenor also segments the customers on the basis of income level. Different packages are
there for people of different income level
Pre paid:
Talkshawk
Djuice
Djuice Jaagtay raho For SMS lovers & who like to talk them in night
Behavioral
Telenor is segmenting the customers according to their behavior, mind set and thinking.
Different people have different behavior, different mind set different thinking Telenor is
segmenting behaviorally by offering different package in pre paid and different plans in
post paid. Singers are liked by people the singing culture is being promoted in our
country so they hire singers for their promotions to hit customer’s mind.
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ENVIRONMENT
EXTERNAL ENVIRONMENT
Environmental Domain
Telenor Pakistan is an open system and operating in a competitive environment. External
environmental variables like telecommunication industry competitors, government rules and
regulations, customers, and other stakeholders etc do affect the Telenor domain.
TASK ENVIRONMENT
Telenor's task environment includes Industry Sector,, Market Sector, Human Resource and
these sectors have a direct impact on the ability of Telenor to achieve its goals.
Industry Sector
The major competitors of Telenor Pakistan are Mobilink, Ufone, and Warid While Paktel and
Instafone are also competitors of Telenor but right now they are not in position of being the
headache of Telenor.
Market Sector
Market sector or the customer sector is the main sector that influences all the
telecommunication companies. For a telecommunication company it is very important to
satisfy its customer and to make long term relations with them.
Marketing department has the responsibility of establishing long term relationship with the
customers through public relation. Marketing department also has the responsibility of
advertisement which is very important to grasp the attention of its customers.
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GENERAL ENVIRONMENT
Financial Sector
Telenor has no issues obtaining the finances. The organization has no debts; hence it is pretty
stable in this sector. Teienor Pakistan is the subsidiary of Teienor International that is among
the world largest telecommunication firms therefore, Teienor is having to financial problems.
Socio-Cultural Sector
This is the sector that so far has influenced Teienor Pakistan more than any other
factor. Telenor's parent company, which is Teienor international, is mainly owned by
Norway and Denmark. As Pakistan is an Islamic country, so after the publication of cartoon
in the newspapers of Norway and Denmark related to Holy Prophet S.A.W influenced
Teienor Pakistan. The offices of Teienor were burnt down in Pakistan. After that mishap,
Teienor built its goodwill with great hard work and consistency.
Technology
Telecommunication industry is influenced heavily by the technology introduced and being
used in the market by the company and its competitors. So far Telenor is dealing well with
this factor and it is far ahead as compared to its competitors.Mobile TV is one example and
Edge service in another one. GPRS and WAP is more fast as compared to other networks. So,
Telenor is having no problems related to technologies.
ENVIRONMENT UNCERTAINTY
The environment of Telenor is Complex and Unstable, with high uncertainty. There are only
many external elements to compete with, and they all are dynamically active.
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The Environment for the organization is Complex. The organization has many competitors,
like Mobilink, Warid, Ufone etc., and the competition is high with its competitors. Due to
this reason the environmental changes become unstable. To counteract the changes in the
environment the organization has organized into Cross-functional Teams. The Uncertainty is
high, and hence the organization has an Organic Structure.
‘SWOT’ ANALYSIS
Strengths
First one to bring the concept of "Mobile TV" in Pakistan.
Customized packages available for every market segment e.g djuice for price
conscious class, smart calls for routine users, telenor persona for upper middle and
ellite class.
State of art technology e.g they are up with the latest networking underground
fiber optical network.
The first ones to provide free roaming facility during hajj program.
Telenor is operating in more than 200 destinations with more than 1.7 subscribers
all over the Pakistan.
Weaknesses
Pakistan has no institute that provides formal education in this field regarding
networking and other core technical competencies so they are required to have a
major chunk of their employees trained from foreign institutions.
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Poor visual quality of Telenor mobile TV, as there is a buffering problem and stills
are received instead of the proper videos Franchise distribution system is not up to
the mark. This is the problem with almost every telecom company in Pakistan.
Lack quality in record keeping at franchises and other distribution networks.
Opportunities
Participation within the growing industry.
Ample opportunities are available in the telecom sector and still many of the areas
are not being covered.
Threats
Monopoly of PTA, at any time PTA can alter the facilities of telecom sector.
COMPETITIVE ADVANTAGE
In order to gain a competitive advantage one has to align competences and strategies.
Highly motivated employees and flexible culture enables them to achieve an edge over
competitors.
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Service Quality
Simplicity and Efficiency
and Convenience
trust through through
Performance through the
pricing alignment of
through a distribution
structure and structure and
superior setup
transparency strategy
network design
Core Competencies
The Human Resource at Telenor Pakistan is their core competency. The reason is that the
employees create a culture and all the achievements of Telenor are attributed to its
flexible culture. It is necessary to motivate and retain this asset of the organization. For
this purpose, training and compensation is provided to employees along with other
motivational techniques.
Training
The methods of training differ from function to function. On-the-job training is required
in the Customer Relationship Department (CRD) and similar system training in the IT
Department. Management Training Programs combine experiential learning with theory.
Leaders are chosen according to the following role expectations:
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LEADERSHIP
EXPECTATIONS
Compensation
Base salary
Bonus/commission
Long-term incentive plans
In addition, Telenor offers a total package that may include insurance, recreational
activities and other benefits adapted to the local market and individual employee’s need.
Managers are rewarded according to the achievement of assigned goals. Apart from
monetary rewards, such as variable pays/increments, other motivational tools such as
recognition (Employee of the Year rewards) are used.
Employee Motivation
Underperforming managers are encouraged through coaching and counseling by their
respective directors or the director of People Excellence. The turnover is not high as
compared to that of the industry. There is no defined employee exchange program.
Employees performing exceptionally well are taken up to work in the Telenor Group.
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Relocations are common in the organization: employees are transferred from People
Excellence to Finance or from Procurement to Customer Relations. Investment per
employee is placed at the higher end of the industry.
Objectives: The purpose of this policy is to provide a formal review program to evaluate
work performance and to promote communication and discussion of job performance.
The intent of these discussions should be to review current job performance and
responsibilities, set goals, and discuss future opportunities with reference to past
performance at Telenor.
To motivate and assist employees in improving their performance and achieving their
personal/professional career goals
Formal written performance reviews will be conducted with all employees annually.
Notification along with Performance Evaluation Forms will be sent from the Human
Resources Department in advance with the scheduled performance evaluation date.
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All employees will be reviewed at least once at confirmation. Therefore, Performance
Reviews will be held on an annual basis from the date of hiring or more often if desirable
to do so. The supervisor will receive notification of the scheduled review period from the
Human Resources Department.
There are many performance appraisal methods. Telenor uses the computerized
performance appraisal method.
Performance Review:
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Appraisal categories
% Of total numbers of
employees which can
Appraisal category Definition of
be rated in this
category
category
4. Basic Performance to be 5%
improved (hardly meets
requirements)
Reward System:
TELENOR considers its employees not just as a cost but also as a resource in which the
company has invested from which it expects valuable returns. Pay policies and programs
are one of the most important human resource tools for encouraging desired employee
behaviors. The advantage of paying above the market average is the ability to attract and
retain the top talent available, which can translate into highly effective and productive
work force. The incentive schemes and incentive objective have been clearly
communicated to all individuals and weekly progress report is also communicated to all
concerned.
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Compensation and benefit plans:
Telenor has a separate department for compensation. That department deals in staffing
and compensation planning. First of all this department has all the information regarding
who is being employed and how it is performing. What so ever promises are made to the
employees, they know that. So it’s easy for them to design compensation plans because
they know every employee which is being hired.
Salary policy
All new employees have to open bank accounts in specified banks prescribed by
the company so that their salary will be credited at the end of each month.
After opening account with the bank employees should forward his account
number to HR.
Upon termination of services the employee will receive his salary within 15 days up
to the time of date of his last working day.
Upon resignation the employee will be paid his dues during a maximum period of
15 days from the date he left the job
STRATEGIC MANAGEMENT
A mix of differentiation and low cost strategy is followed by Telenor Pakistan.
Differentiation and innovation exist at the core of Telenor, be it culture, compensation
packages or value added services.
Market Penetration
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Global expansion (Telenor has also entered the Indian market by taking a stake in
Unitech Wireless)
COMPETITION
As at 30 June 2008, Telenor Pakistan had a market share of approximately 20%. In
addition to Telenor Pakistan, there are five other mobile operators in Pakistan: Mobilink,
Ufone, Warid, Zong (formerly Paktel) and Instaphone. According to data provided by the
Pakistan Telecommunication Authority (the PTA), as at 30 June 2008 Mobilink was the
largest cellular mobile operator in Pakistan with a market share of approximately 37%,
Ufone had a market share of approximately 20%, Warid had a market share of
approximately 17%, Zong had a market share of approximately 4%, and Instaphone had a
market share of approximately 0.4%.
Major Competitor
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Marketing Operations Excellent Good
BCG MATRIX
Boston Consulting Group is used to help corporations with analyzing their business units
or product lines. This helps the company allocate resources and is used as an analytical
tool in brand marketing, product management, strategic management, and portfolio
analysis.
This BCG matrix is with respect to the competition that exists for Telenor in the telecom
industry. This includes the following mobile operators:
Mobilink
Ufone
Warid
Zong
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MOTIVATION
Motivation at Telenor is based on a factor i.e High performance culture.
1. Guideline (procedures).
So every employee is well aware of the values and vision which are contributing towards the
core goal of Telenor. In this way considering their targets and guidelines, they are required to
execute with high performance. The high performance gives rise to high performance
culture. Now Telenor has to maintain this performance culture which is maintained through
motivation.
MOTIVATING DRIVERS
Empowerment:
For employees to work appropriately there is employee motivation which is employee
empowerment. Employees hired at Telenor are empowered enough that they can make
decisions of the given project and responsibility. It makes an employee feel as though he or
she is important and thus the motivation is elevated. It also makes the employees responsible
for their actions because when power is delegated to them they also become accountable for
their dealings.
Compensation:
Telenor Pakistan offers the employees with good salary packages and incentives in return of
the performance they are providing. The employees are awarded with high quality income in
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relation with the high quality performance. Compensation is an important motivating tool
for motivation for some employees at Telenor as it increases the efficiency of the employees.
Culture:
In an organization, the culture plays an important role for the person to show high
performance. The culture at Telenor is TOP DOWN, the top employees establishes the tone
for the organization. The top level employees take good care while performing any task or
action because it will have to be followed by the subordinates. Things are properly informed.
Recreational Activities:
The employees are provided with recreational activities, by sending to hilly stations to be
getting fresh and also perform certain work tasks which are to completed in normal routine.
They get motivated and work well by having these recreational activities.
Promotions:
Employees are upgraded when their performance meets the standards or beyond, this is also
an important motivational driver.
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CONCLUSION
RECOMMENDATIONS
Dealing with challenges requires a coordinated effort so that the company is able to
sustain itself in the ever-changing competitive environment and continues to provide
superior value to the customers. The group recommends the following:
Telenor as described in the report has a functional structure with well-defined
department. The coordination and communication is enhanced by the cross
functional teams. After viewing the functioning of the organization it is
recommended that the organization could have a Hybrid Structure, between the
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characteristics of functional and horizontal structures. Horizontal model offered the
best chance to gain a faster, more efficient approach to a customer service.
As the organization's structure is highly Functional, and the Environment is currently
stable, organization is suited well to the environment. But organization should also
focus on the changing trends in the Environment, and make the structure flexible
enough for any sudden changes.
The organic structure is being used in the Telenor Pakistan but organization is needed
to move to Mechanistic structure for the better control of the employees for the better
use of rules, policies and procedures.
There should be an effective employee exchange program even at the level of
middle management so the organization can share the level of skill and expertise
at all levels with the parent company
Introduction of employees stock options would further enhance the motivation
level because then the employees too would have a stake in the organization.
In their workforce there should be a quota for the disabled people. This is
currently being practiced in the parent company. This would enhance the image of
the organization being socially responsible
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REFERENCES
Management (9th edition)by Steven P. Robbins and Mary Coulter
www. Telenor.com.pk
www.researchandmarkets.com/reports
www.telenor.com.pk
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