2

INTERNSHIP REPORT

NAME:
Daaim Ali Shamsi

Registration No:
BBA-13-F-093

Name of Organization:
Jazz (Mobilink)
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TABLE OF CONTENTS

1 Acknowledgement _______________________________________ 6
2 Executive summary_______________________________________ 7
3 Introduction ____________________________________________ 8
3.1 Brand History ___________________________________________________ 9
3.2 Policy Statement ________________________________________________ 10
3.3 Vision & Mission _______________________________________________ 11
3.4 Goals & Objectives______________________________________________ 11
3.5 Jazz Tagline ___________________________________________________ 11
3.6 Corporate Responsibility _________________________________________ 12
3.6.1 Societal Marketing ____________________________________________________________ 12
3.6.2 Educating the Youth ___________________________________________________________ 12
3.6.3 Supporting the Arts ___________________________________________________________ 12
3.6.4 Employee Involvement ________________________________________________________ 13
3.6.5 Earthquake 2005______________________________________________________________ 13
3.7 Customer Care _________________________________________________ 13
3.7.1 Pakistan’s Largest Customer Care Network ________________________________________ 13
3.7.2 Regional Languages Support (111) _______________________________________________ 14
3.7.3 Customer Support24/7 (111) ____________________________________________________ 14
3.7.4 Dedicated Corporate Relationship Support _________________________________________ 14
3.8 Sales Tactics ___________________________________________________ 14

4 MANAGEMENT AND ORGANIZATIONAL STRUCTURE ____ 15

4.1 Organization Hierarchy __________________________________________ 15
4.2 Board of Directors ______________________________________________ 16
4.3 Company Orientation ____________________________________________ 16
4.4 Health and Safety _______________________________________________ 17
4.4.1 Vision & Mission _____________________________________________________________ 17
4.4.2 Goals & Objectives ___________________________________________________________ 17
4.5 Coverage______________________________________________________ 18
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4.6 Evolving the Prepay _____________________________________________ 19

4.7 Competitive Forces ______________________________________________ 20
4.8 Marketing Management __________________________________________ 20
4.9 Marketing research ______________________________________________ 20
4.10 Marketing research process by Mobilink____________________________ 21
4.10.1 Step 1: Identifying and defining the problem ________________________________________ 21
4.10.2 Step 2: Developing the approach and establishing research design and strategy _____________ 22
4.10.3 Step 3: Collecting the data ______________________________________________________ 22
4.10.4 Step 4: Performing data analysis _________________________________________________ 22
4.10.5 Step 5: Reporting and presentation _______________________________________________ 23
4.10.6 Step 6: Making a decision ______________________________________________________ 23
5 Major Departments at Jazz ________________________________ 24
5.1 Marketing _____________________________________________________ 24
5.2 Sales _________________________________________________________ 24
5.3 Customer Services ______________________________________________ 24
5.4 Finance _______________________________________________________ 25
5.5 Human Resources _______________________________________________ 25
5.6 Administration _________________________________________________ 26
6.1 Introduction of Marketing Mix _____________________________________ 27
6.2 Segmentation __________________________________________________ 27
6.3 Targeting _____________________________________________________ 28
6.4 Positioning ____________________________________________________ 29
6.5 Competitive Strategies ___________________________________________ 29
6.6 Expanding the Total Market _______________________________________ 29
6.7 Defending Market Share __________________________________________ 30

7 Business Strategies at Jazz ________________________________ 31

7.1 Commercial Strategy ____________________________________________ 31
7.2 Production Strategy _____________________________________________ 31
7.2.1 Promotion/Advertisements ______________________________________________________ 31
7.3 Operational Strategy _____________________________________________ 32
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8 Area of my work experience _______________________________ 33

9 product lines ___________________________________________ 34
9.1 JAZZ Prepaid Service ____________________________________________ 34
9.2 Jazba _________________________________________________________ 34
9.3 Jazz Offerings __________________________________________________ 35
9.3.1 Jazz Easy ___________________________________________________________________ 35
9.3.2 Jazz Share ___________________________________________________________________ 35
9.3.3 Jazz Advance ________________________________________________________________ 35
9.3.4 Jazz Load ___________________________________________________________________ 35
9.4 Indigo Postpaid Service __________________________________________ 35
9.5 Jazz Business - Enterprise Solutions ________________________________ 36
9.5.1 Jazz Business Mobile __________________________________________________________ 36
9.5.2 Jazz Enterprise Solutions _______________________________________________________ 36
10 FINANCIAL STATEMENTS ______________________________ 37
11 SWOT AND PEST ANALYSIS ____________________________ 39
11.1 SWOT ______________________________________________________ 39
11.1.1 Strengths: ___________________________________________________________________ 39
11.1.2 Weaknesses _________________________________________________________________ 40
11.1.3 Opportunities ________________________________________________________________ 40
11.1.4 Threats _____________________________________________________________________ 41
11.2 PEST Analysis of Pakistan Telecom industry ________________________ 41
11.2.1 Political Factors ______________________________________________________________ 42
11.2.2 Economic Factors _____________________________________________________________ 42
11.2.3 Socio-Cultural Factors _________________________________________________________ 42
11.2.4 Technological Factors _________________________________________________________ 43
12 Conclusion & Recommendation ____________________________ 44
12.1 Conclusion ___________________________________________________ 44
12.2 Recommendations _____________________________________________ 44
References _________________________________________________________ 47
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1 ACKNOWLEDGEMENT

All the praise is for Allah, the most merciful and beneficent, who blessed me with the
knowledge, gave me the courage and allowed me to accomplish this task. Due to his
bounteous blessings, I become able to contribute this comprehensive assignment toward
the deep ocean of knowledge already exists. Heart is warm with love and thoughts have
turned to the city of knowledge – The Holy Profit (P.B.U.H) His saying “Learn from to
Cradle to Grave” inspired the strong desire in me to undertake this course of valuable
studies. I am especially indebted to all my teachers for instilling in me enough
knowledge to be able to carry myself efficiently during my internship.

Secondly, I am bound to thank all the staff of Mobilink and my seniors in particularly
their inspiring guidance, remarkable suggestions, constant encouragement, keen interest,
constructive criticism and friendly discussion help me to learn and enabled me to
complete this report efficiently.
I dedicate this report to my parents and friends in recognition of their worth and to my
teachers who are the guiding force for me and it is their effort and hard work that
showed me the path of success and prosperity which would be there for me for the rest
of my life.

My thanks to all those who have generously contributed their theoretical knowledge to
this report including my teachers. Without their understanding and support, completion
of this work would not have been possible.
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2 EXECUTIVE SUMMARY

As part of the academic requirement for completing the program of Bachelors of Business
Administration, students are required to undergo six weeks of internship with an
organization. The selection of the organization is based on the choice of the student. The
institute then requires an internship report based on practical learning of the student
through that period of time.
This report is about Jazz that was formerly known as Mobilink (PMCL), however in
November 2015, it announced a merger with WaridTel Pakistan, both companies re-
launched under the 'Jazz' brand name. Both merged companies now collectively serve 53
million subscribers in Pakistan with 37% of the total market share.

Internship was my first step in practical life, through which I learnt a lot and it has aided
me in being well equipped with valuable experience that would help me once I enter the
professional life after the completion of my studies.

During the month of Aug and Oct 2017, I worked in Jazz as an internee. My association
with this company was being a part of the Marketing Department. It was a great
experience for me and it helped me in realizing where my potential lies. What I learnt at
Jazz over the weeks was how to get along with the people that I have to work with every
day, building confidence and improving my skills. This internship has also prepared me
for my future career in Marketing so this internship has helped me a great deal. The
experience has taught me responsibility, teamwork and how to handle problems
occurring. Even though the nature of work was quite basic as an internee, nevertheless I
got to see what practical life is. This internship overall has been a great experience. This
report gives a profile of Jazz and an insight into the Marketing department where I was
assigned to work. This report also reflects my learning and experiences at Jazz along
with my responsibilities and the tasks that I performed.
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3 INTRODUCTION

Jazz was formerly known as Mobilink (PMCL), however in November 2015, it

announced a merger with WaridTel Pakistan, both companies re-launched under the
'Jazz' brand name. Both merged companies now collectively serve 53 million
subscribers in Pakistan with 37% of the total market share.

Jazz has over 8500 active cell sites in the country, with over 6500 kilometers of Fiber
Optic cable laid. Huawei, Nokia-Siemens, Alcatel and ZTE are the primary vendors for
networking equipment at Jazz, including Radio Base Stations, Microwave equipment
and network switches. Over 20 cities are also covered under Jazz's recently launched
LTE service as well. Jazz uses Ericsson for its intelligent networks and Acision for its
SMSC. Jazz has invested over 3.9 billion US Dollars in their network.
In March 2017, Jazz inaugurated their new state-of-the-art Network Operations Center
(NOC), it uses IBM and Dell EMC to manage day-to-day network operations and
provides the company with 24x7 network surveillance. The inauguration of this NOC
caused minor network outages for users in some areas, however as the facility has
become fully operational, all network related issues have been resolved.

Mobilink's participation in the 2014 NGMS Auction held by PTA allowed them to bid
for the 3G license, which included a 10 MHz block in the 2100 MHz band. In July
2014, they announced that they would have the country's largest network with over
9000 3G-ready cell sites. Mobilink did not bid for any LTE spectrum in the 2014
NGMS auction.
Post-merger with WaridTel, Jazz was able to use Warid's technology neutral license
allowing them to become an LTE network using a 5 MHz block in the 1800 MHz band.
Jazz is currently in the process of decommissioning Warid cell sites and bringing the
Warid customers on to the new network. This process is slow and is happening in
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stages, Warid customers are being told to replace their SIM cards with new ones issued
from Jazz offices or franchises across the country.

In May 2017, Jazz won the 2017 NGMS auction held by PTA. This includes a 10 MHz
block in the 1800 MHz (FDD-LTE Band 3) frequency to be used for Jazz LTE, whereas
the current 5 MHz block is Warid's spectrum that is unlikely to have its license renewed
in the future.
Jazz was officially awarded its 4G spectrum on 30th June 2017 by PTA.

3.1 Brand History

Mobilink established its operations in 1994 as the first GSM operator in Pakistan after
obtaining the GSM license in 1992. Four years later, Mobilink introduced Pakistan’s
first prepaid brand ‘Mobilink JAZZ’ in 2008. A postpaid package, ‘Mobilink Star’ was
launched in 2001.
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Mobilink rebranded itself in 2004 with a new logo and slogan, “Reshaping
communication”, while JAZZ also rebranded itself with a new logo and tag line of ‘Aur
Sunao’ (Say More). Additionally, Mobilink Star was also re-launched as ‘Mobilink
Indigo’, In the same year, ‘Mobilink World’– a collection of the most cutting-edge
value-added services was launched and Mobilink reached the 5 million subscribers
mark.
Despite increasing competition, Mobilink reached 10 million subscribers in 2005,
maintaining its leading market position. To appeal to the growing urban population,
Mobilink launched ‘Jazz Octane’ and ‘JAZZ Ladies First’, in 2006. Octane is a youth
package on Jazz to meet the needs of the dynamic and energetic urban youth of
Pakistan, while ‘JAZZ Ladies First’ is Pakistan’s first exclusive offering for women. In
2007 Mobilink marked another milestone, reaching 20 million subscribers and doubling
its customer base in only 2 years.
Connecting its customers with their favorite sport of cricket, Mobilink launched a new
slogan in 2011, ‘Ye khel apna hai’ (This game is ours). In 2012, Mobilink continued to
appeal to the Pakistani youth, upgrading Jazba from a package on Mobilink Jazz to its
own brand. Jazba is endorsed by Atif Aslam, Pakistan’s biggest pop star. Based on this
demographics’ need for mobile Internet, Jazba promises to be ‘the best connection for
the data generation’.

3.2 Policy Statement

Jazz aims to be the safest place to work in Pakistan. We care about our employees, the
way we conduct business, the environment and our communities. We will leave no
stone unturned to prevent accidents and illnesses in our workplace and provide our
employees and customers a healthy and safe working environment.
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3.3 Vision & Mission

Jazz aims to be the best employer in Pakistan. An integral part of this ambition is to
provide our employees and customers a safe and healthy work environment, and to
achieve this we will use our full resources to prevent accidents and illnesses in our
workplace.
Being a responsible Corporate citizen of Pakistan, we believe we have an inherent duty
to propagate innovative work practices in the country and be an example for others.
Bringing Safety to the forefront of business shows our dedication to the people who
work with us and our duty of care to all those associated with the organization.

3.4 Goals & Objectives

As an organization, we will inculcate a culture of safe work practices. We want to be the
benchmark company in Pakistan, with a reputation of providing a unique, exciting, safe
and healthy work environment.
We will be transparent in reporting, objective in investigating and constantly strive to
minimize the risk of harm to our employees and damage to the environment.
Jazz undertakes to develop and sustain a world class Occupational Health, Safety,
Security & Environment function.

3.5 Jazz Tagline

Jazz carries a unique tagline that expresses its
message.

“Dunya ko bataa do”

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3.6 Corporate Responsibility

Mobilink believes in playing an active role in supporting the community and social
development of Pakistan. Our Corporate Responsibility goes beyond philanthropy and
donations whereby we take into full account the impact that Mobilink creates on all
stakeholders and on the environment when making decisions.

We recognize that an educated, healthy society is Pakistan’s key to ensuring sustainable

development and we do our best to give back to the community we operate in.

3.6.1 Societal Marketing

Mobilink believes in playing an active role in supporting the community and social
development of Pakistan. Each year, Mobilink and its staff contribute significantly to
charities and community projects to help bring about a better quality of life to the less
privileged in the community and enrich the lives of Pakistanis through support in local
arts, education and sports.

3.6.2 Educating the Youth

Mobilink has made various donations to educational institutes. This includes donating
computers to the Federal Board of Intermediate and Secondary Education, donating Rs.
100,000 to Pakistan Institute of Medical Sciences to set up a computer lab, and
sponsoring the commemorative ceremony for the golden jubilee of Cadet College,
Hasanabdal.

3.6.3 Supporting the Arts

Mobilink's alliance with the international Kara Film Festival demonstrates its
commitment to the promotion of art and theatre. The festival creates a space for
alternative and independent cinematographers, both experienced and new filmmakers, to
exhibit their creative endeavors in Pakistan.
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3.6.4 Employee Involvement

Mobilink believes in supporting the community not only through sponsorships but also
through employee involvement. In addition to sponsorships, Mobilink encourages its
employees to be engaged in community welfare work and to support relevant causes.

3.6.5 Earthquake 2005

During the devastating earthquake of 2005 that struck the Northern Areas of Pakistan,
Mobilink was amongst the first to respond to the crisis. Relief Camps were set up in all
major hospitals to provide free calling facilities to patients and relatives arriving

from far flung areas. Goods such as blankets, shawls, jackets were also collected for
those affected by the earthquake and Mobilink Relief Teams were constituted to provide
aid to the Northern Areas.

3.7 Customer Care

Total Customer Satisfaction is one of the key Mobilink values that place customers at
the heart of our success. Safeguarding their trust and respecting their confidence is
achieved with service, quality and value, beyond expectation. Catering to a diverse
clientele spread across Pakistan, Mobilink Customer Care is more than glad to help you
with your concerns, questions and suggestions – anywhere, anytime in Pakistan. Here is
what sets Mobilink Customer Care apart:

3.7.1 Pakistan’s Largest Customer Care Network

Mobilink has the leading customer care footprint across the country, where our valued
customers can find a Customer Care Centre, Franchise Centre, and countless Partner
Retail Outlets virtually anywhere. North or South, left or right, you can find our support
just around the corner.
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3.7.2 Regional Languages Support (111)

At Mobilink, we understand the unique needs of each of our customers. Add a personal
touch to your experience with our team of Customer Care Representatives, who
communicate in your regional language. This is just one of the many ways how we
make your Customer Care experience not only personal, but better.

3.7.3 Customer Support24/7 (111)

Be it any time of the day, you can count on our team of skilled Customer Care
Representatives who are always ready to help with a smile.

3.7.4 Dedicated Corporate Relationship Support

By providing our corporate patrons with dedicated support, our Corporate Account
Managers (CAMs) are more than happy to assist with personalized connectivity
solutions and an array of services – so that your connections remain seamless and
strong.

3.8 Sales Tactics

Jazz also led the way up for opening up franchises nationwide and it has over 500
franchises which provide different services to its customers. Jazz has over 800 sub
dealers too that help it in expanding its network and quality services. The basic idea
behind opening up a franchise is to provide help to its customers that are encountering
any issues or problems in the communication service. Franchises also provide facilities
for bill payments, sales, etc. Jazz has hired proficient personnel who are dedicating
working for providing help and support to Jazz privileged subscribers.
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4 MANAGEMENT AND ORGANIZATIONAL

STRUCTURE

4.1 Organization Hierarchy

The organization hierarchy of Jazz consists of a Top manager that is the CEO/Head of
the organization. It has the supreme authority of all the operations of Jazz. There are 4
top managers that report to the CEO. They are; Chief HR Office, Chief Financial
Officer, Chief Commercial Officer and Chief Technical Officer. The Head of Marketing
Officer directly reports to the Chief Commercial Officer and he has a team of Director
Internet, Director Pricing and Director Brands.
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4.2 Board of Directors

List of people in board of directors to whom Jazz is governed.

Name Position

David Dobbie Board Member

Hassan Helmy Board Member

Vincenzo Nesci Chairman and Board member

Aamir Ibrahim CEO and Board member

Mikhail Gerchuk Chairman and board member

Niaz Brohi Board Member

Alex Shalaby Board Member

Emad Shawky Farid Independent Member

4.3 Company Orientation

While a company has to keep a watch on its competitors, Mobilink strongly favors a
customer-centered orientation and considers itself to be a customer-centered company.
A customer centered company is in a better position to identify new opportunities and
set a course that promises to deliver long-run profits. Same is the case with Mobilink.
By monitoring customer needs, it can decide which customer groups and emerging
trends are the most important to serve given its resources and objectives.
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4.4 Health and Safety

4.4.1 Vision & Mission

Mobilink aims to be the best employer in Pakistan. An integral part of this ambition is to
provide our employees and customers a safe and healthy work environment, and to
achieve this we will use our full resources to prevent accidents and illnesses in our
workplace. Being a responsible Corporate citizen of Pakistan, we believe we have an
inherent duty to propagate innovative work practices in the country and be an example
for others. Bringing Safety to the forefront of business shows our dedication to the
people who work with us and our duty of care to all those associated with the
organization.

4.4.2 Goals & Objectives

As an organization, we will inculcate a culture of safe work practices. We want to be the
benchmark company in Pakistan, with a reputation of providing a unique, exciting, safe
and healthy work environment.
We will be transparent in reporting, objective in investigating and constantly strive to
minimize the risk of harm to our employees and damage to the environment. Mobilink
undertakes to develop and sustain a world class Occupational Health, Safety, Security &
Environment function. The strategy to maintain this program will comprise of the
following main points:

1. Conduct business in a manner that protects public and occupational health, the
environment and employee safety.
2. Provide employees a secure workplace.
3. Strive to eliminate all accidents and environmental incidents in our supply chain.
4. Comply with all national and local laws and regulations related to the
occupational health and safety.
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5. Establishing and revising carefully considered occupational health and safety

programs in accordance with the OHSAS 18001/2007 standard and other
international benchmarks for health and safety applicable to our business.
6. Reduce emissions and waste.
7. Use energy and natural resources efficiently and intelligently in our supply chain.
8. Working with our employees, suppliers, customers, contractors and partners to
promote responsible management of products and processes.
9. Encourage constructive communication with all our stakeholders about managing
Health, Safety, Security and Environmental issues.
10.Inculcate a culture of Safety and awareness in the organization through various
activities and programs.
11.Reduce losses, both internally and in our supply chain.
12.Sharing health and safety knowledge and good practice across the company.

4.5 Coverage
Where other networks fail, ours connects instantly. On highways & byways, throughout
thousands of destinations across Pakistan, only Mobilink has you fully covered. So no
more mixed signals, because only Mobilink talks to you loud & clear. Mobilink
provides the widest coverage network, covering more than 10,000+ cities, towns, and
villages across Pakistan.
It connects over 31.6 million family members every second of the day with exceptional
voice quality due to its broad coverage. Our coverage is expanding day by day, and
soon, the only other thing covering Pakistan more than Mobilink would be the clear blue
sky. The type of coverage service Mobilink provides is divided into three main
categories:
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1. PHYSICAL PRESENCE (Mobilink has physical infrastructure in the area)

2. INDOOR SPILLOVER COVERAGE (High coverage level in adjoining area)
3. OUTDOOR SPILLOVER COVERAGE (Medium coverage level in adjoining
area)

Along with nationwide coverage, Mobilink also provides true International Roaming in
over 140 countries with more than 300 partner operators worldwide. It also has
deployed around 3,000 km of optical cable.

4.6 Evolving the Prepay

Traditionally, post-paid billing has always been the method that telecom companies
have used for obtaining payments for the services provided. Whether the said companies
were state-owned giants, or private ventures; billed accounts were the way to go. With
the advent of mobile telephony, this system changed to accommodate and facilitate the
needs of different users. Here was where the prepay concept was born. The company
that is credited with introducing the concept in Pakistan is Mobilink. There is little
doubt, though, that when the company that prided itself on its executive clientele came
up with prepaid cards, it could not have imagined the extent to which the idea would
take off in the country.
On the other hand, it is not hard to imagine the motivation behind Mobilink’s decision
to launch its offering. At the time, having a cell phone and a post-paid connection was
no cheap thing. So, the company decided to try to grow by targeting the majority that
could not afford billed connections. The idea worked pretty well, and Mobilink Jazz
came to be.
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4.7 Competitive Forces

The industry structure of Pakistan’s mobile phone service providers is differentiated
oligopoly; a small no. of large firms producing products partially differentiated along
the lines of quality, features, styling, or services. There are 4 major providers of mobile
service in Pakistan.
• Jazz
• Telenor
• Ufone
• Zong

4.8 Marketing Management

The art and science of choosing target markets and getting, keeping, and growing
customers through creating, delivering, and communicating superior customer value.

4.9 Marketing research

The marketing research process includes the systematic identification, collection,
analysis and distribution of information for the purpose of knowledge development and
decision making. The marketing executive at Mobilink admits that understanding
markets and customers is the bedrock on which business planning and strategy is built.
Without knowing our customer’s needs and wants or understanding demand, our
business will be under constant threat from competitors and may be failing to extract the
maximum value from the market. Mobilink provides excellence in market research
through their extensive experience in telecommunication working.

They focus on providing better research techniques that enables to understand why and
how customers make choices and a better research process, based on understanding the
business and commercial context. Mobilink marketing executive further says that our
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research process is designed so that we take more care to understand our goals and
constraints and use this to deliver better value to our customers. Market research does
not sit in a vacuum. The design and outcomes of a market research project have to
reflect not just the results from the data, but the way in which the organization could and
should use the data.

4.10 Marketing research process by Mobilink

Effective marketing research in Mobilink consists of 6 steps;

Step 1: Identifying and defining the problem

Step 2: Developing the approach and establishing research design and strategy
Step 3: Collecting the data
Step 4: Performing data analysis
Step 5: Reporting and presentation
Step 6: Making a decision

4.10.1 Step 1: Identifying and defining the problem

The first step is to understand the question(s), which need to be answered. Then they
work to identify and outline the marketing research project objectives and define the
size and source of the survey sample. Next, the most appropriate marketing research
methodology is determined. The innovative and actionable design approaches ensure
that study is customized to meet the unique needs of the project.
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4.10.2 Step 2: Developing the approach and establishing research

design and strategy

Mobilink researchers gather data both by primary and secondary means. The second
step is questionnaire development. Surveys are designed with the marketing research
objectives in mind. It is made sure that the questions address the needs of the project
and all surveys are pre-tested to confirm the survey, instructions and procedures are set
up appropriately. The next step is to coordinate data collection.

4.10.3 Step 3: Collecting the data

The data is collected via telephone, in-person, through the Internet or by using
qualitative research. Marketing research studies are continuously monitored by the
research team to ensure accuracy. As Mobilink is well aware of the fact that data
collection phase is prone to errors and inaccuracies so the management tries hard to get
that right. A major problem is getting biased and dishonest answers. So getting true
respondents is crucial.

4.10.4 Step 4: Performing data analysis

The fourth step is to analyze the data. Once collected, Mobilink utilizes their extensive
statistical and analytical expertise to transform the data into clear, concise and
actionable information. Key findings are summarized and a course of action is
recommended.
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4.10.5 Step 5: Reporting and presentation

The fifth step is to report the results. Our clients have come to rely on our reporting
capabilities. Whether it's providing presentation-ready materials, formatting reports to
meeting the internal standards or delivering reports via choice of media, every effort are
made to give the insight that Mobilink is the most innovative and progressive
telecommunication company in Pakistan.

4.10.6 Step 6: Making a decision

Mobilink uses marketing decision support system to enable its managers to make better
decisions, it is the system for collection of data, system, tools and techniques with
supporting software and hardware which an organization gathers and interprets relevant
information from business and environment and turns it into a basis for marketing
action.
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5 MAJOR DEPARTMENTS AT JAZZ

5.1 Marketing
Anticipates, and satisfies the customers’ communication needs. This includes
consumer behavior research and translating this research into services and pricing plans.
The Marketing team helps identify new business opportunities and develops plans to
exploit these profitably. It also designs and implements brand strategies and
communication plans

5.2 Sales
Employs direct and indirect channels to augment sales. They are also responsible for
extending post-sales support to ensure customer convenience. The major functions
within the sales division include:

•Indirect Sales
•Direct Sales
•Enterprise Solutions
•Corporate Sales
•Distribution

5.3 Customer Services

It provides services to customers pre and post purchase to ensure that customer
expectations are exceeded. It is the largest division in the company. The main sub areas
of this division include:
•Customer services operations (front end)
•Customer services systems (contact center)
•Quality assurance, standardization & training
 25

5.4 Finance
Prepares and monitors financial plans and budgets. Arranges timely funding to meet
business requirements and for maintaining accounting records. Sourcing and
qualification of items and vendors and handling custom clearance of imported goods
also falls into the responsibility areas of this division. The primary areas within the
division are:

• Corporate accounting
• Treasury
• Procurement & contracts
• Planning, budgeting & reporting
• Finance logistics

5.5 Human Resources

The human resources function at Mobilink comprises four main areas. The staffing and
compensation function is responsible for meeting the company’s recruitment
requirements along with developing, implementing and maintaining
companywide compensation
and incentive plans. Organizational Development is primarily responsible for initiatives
tied to employee development and organizational capability enhancement. HR
Operations looks after
employeeservices and employee relations. The employee excellence function aims to en
hance HR performance through value creating activities focusing on wellness and
diversity management initiatives.
 26

5.6 Administration
Overseeing nationwide facilities management, the Administration department ensures
that employees are provided with a comfortable working environment that is conducive
to high performance. It is responsible for office build outs & maintenance, travel &
accommodation, transport fleet management, janitorial services, event management,
cafeteria services and office supplies.
 27

6 MARKETING STRATEGIES

6.1 Introduction of Marketing Mix

It is the set of marketing tools a firm uses to pursue its marketing objectives. McCarthy
has classified these tools into four broad groups, called the four Ps of marketing:

• Product
• Price
• Place
• Promotion

Mobilink management understands the importance of the marketing mix and its
decisions, which must be made for influencing the trade channels as well as the final
consumers. The company prepares an offering mix of products, services, and prices, and
utilizes a communication mix of advertising, sales promotion, events, and experiences,
public relations, direct marketing, and personal selling to reach the trade channels and
the target customers. As a popular brand there is a lot that is expected from the
company and the management strives hard to ensure that the promises are kept.
Mobilink has been continuously investing in network resources and improving its
marketing mix so that its vast customer base can be satisfied and expanded.

6.2 Segmentation
Mobilink, a telecommunication service provider emphasizes on being part of a value
delivery process. The first phase, choosing the value, represents the homework
marketing must do before any product exists. First, the marketing staff must segment the
 28

market. The variables used for segmenting the consumer market demographic as well as
psychographic;

• Age
• Income
• Occupation
• Social Class

6.3 Targeting
The second step of choosing the value is selecting the appropriate target market.
Mobilink’s target market varies with its different product lines e.g. the Mobilink Indigo
brand mainly targets the corporate sector of the Pakistani community. The Jazz Octane
is designed to attract youth; Jazz Budget is aimed at the middle and upper middle class,
while Mobilink World targets the masses with its diverse value-added services. It is
important to understand that the future of marketing telecommunication services in
Pakistan is going to be based on targeted segmentation strategies. Mobilink follows the
target selection pattern of full market coverage and develops strategies as per the
requirement of the different targeted segments. Mobilink has followed a consistent
strategy of growing the network and ensuring that the products are available
everywhere. This growth has been further strengthened with brand building activities
that have ensured that Jazz and Indigo remain synonymous for premium
telecommunication services for which they are close to the hearts and minds of the
customers.
 29

6.4 Positioning
Developing the offerings value positioning is the last part of choosing the value phase of
the value delivery process. Mobilink’s catchphrase ―Mobilink… Reshaping Lives‖
tells all about how they want to position the brand in the minds of their target customers.
The message they want to communicate to the consumer market is that Mobilink is the
best solution for telecommunication and can be trusted to provide communication
facilities all across the globe where no other service is available.

6.5 Competitive Strategies

Being the market leader, first, Mobilink must find ways to expand total market demand.
Second, it must protect its current market share through good defensive and offensive
actions. Third, it has to try to increase its market share, even if the market size remains
constant.

6.6 Expanding the Total Market

Mobile phone tele-density has increased to 35 per cent with over 53 million users. The
market growth still has 65 percent potential if not more, as Pakistan’s population is over
200 million. The dominant firm gains the most when the total market expands. Same is
the case with Mobilink. It uses the following strategies to expand the total market:

• Market-penetration strategy
• New-market segment strategy
• Geographical-expansion strategy
 30

6.7 Defending Market Share

The rapid growth in mobile phone ownership has opened a new, mass marketing
channel for marketers to reach their target market. Direct, responsive and measurable,
mobile marketing is emerging as a key element of the marketing mix for Mobilink.
Mobile marketing integrates across the marketing mix to drive the effectiveness of both
above and below the line activities. Delivering:

1. Direct marketing channel to customers

2. Clean, uncluttered environment to maximize the impact of the marketing message
3. Context and time relevant marketing medium
4. Instant response mechanism delivering true one to one communication
5. A digital medium enabling deep campaign measurement and analysis

Mobilink marketers are deploying the mobile to strategically drive customer acquisition,
retention and improved relationships to defend its market share. Campaign tactics
include as an instant response mechanism to TV and poster campaigns, as a direct
medium to drive awareness in targeted demographics and for instant win for on or off
pack promotions. Engaging and effective mobile marketing campaigns reflect an
understanding of the existing mobile habits of the target market. The unique and
personal nature of mobile communication dictates an approach that is clear, actionable,
engaging and instantly rewarding for consumers.

• How does the target market currently use mobile?

• The effective integration of the campaign across multiple elements of the marketing
mix
• Ensuring a positive customer experience as a key driver for response and uptake
• Building long term value out of data collection
• Operating within the regulatory and legal guidelines for mobile marketing
 31

7 BUSINESS STRATEGIES AT JAZZ

There are three most important functioning strategies:

7.1 Commercial Strategy

Commercial strategy focuses on the overall range of products and services which
actually in total encompasses the company's product line, different methods and
processes through which a company interrelate its products to its business. Early Jazz
only focused on its internal expansion but due to increase in competition they have
changed their strategy and now working with other telecom companies.

7.2 Production Strategy

Jazz production strategy focuses on putting together its profitable products hence
maintaining and strengthening its business position which will also benefit them in the
long term. To continue its production Jazz has always worked with its research and
development department to distinguish its product from other competitors on the basis
of network simplicity, as compare to its competitors. Jazz has created their product and
services unique through:

7.2.1 Promotion/Advertisements
Jazz have an enormously impressive marketing team who designs and promotes its
packages and services by keeping in mind the variations in consumer behavior of
customers.
Jazz has been advertising and promoting its offerings through different media like
Electronic media. Promoting its new products through Print Media like glossy
magazine, tabloids and Billboards. They have nominated different sportsmen and
celebrities as their brand ambassador.
 32

7.3 Operational Strategy

As the cellular companies continue to launch new services and products, they are
implementing new and innovative strategies to beat their competitors. Most of the
companies has started to focus on low cost strategy, by offering cheaper rates they
comprise on service quality, on the other hand Jazz stands firm on its quality service
strategy, they don't comprise on quality at all, this is also the reason that its rates are on
higher side but its loyal customers understand and appreciate Jazz efforts to maintain the
quality management hence they don't switch to other companies.
 33

8 AREA OF MY WORK EXPERIENCE

During my six weeks of internship I performed many duties which added to my

experience and learning. All the tasks that I executed gave me a sense of responsibility.
Sometimes there was too much responsibility on me, too much burden was there. At
times things were slow, yet I wanted to work more.
I did my 6 weeks internship at the sales operation section of the sales department of
Jazz. The sales operation section is one of the three sections of the sales department.
The other departments are Direct Sales & Indirect Sales.
Direct sales deals with postpaid connections and sell them directly to the customers.
Indirect sales deals with the sales of prepaid connections, scratch cards and jazz load
through franchises.
Sales operations keeps record of all sales related issues such as targets, target
achievement, daily sales report and also act as a bridge between franchise and all other
departments of Regional Office.
During my internship major tasks done by me include MNP, computer entries of MNP,
Postpaid bill payment, Easyload, Giving New connection, providing information about
the packages, Customer complaints recording and other office related tasks, the main
problem that I identified during my internship period was the lack of information about
the updated packages. When a customer wants to know about a newly advertised
package a staff member simply handover a brusher of that package. Lastly, I would say
that Mobilink will become 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.
 34

9 PRODUCT LINES

Jazz caters to the needs of people from all walks of life. Whether a customer is a
businessman, housewife, corporate professional or a teenager about to buy his first
SIM, Jazz has something special for everyone.

9.1 JAZZ Prepaid Service

The JAZZ pre-paid brand from Jazz (previously Mobilink) has been a mainstay since
day one in the industry. JAZZ is the largest pre-paid connection available in the country
and it's no surprise that with its marvelous product offers it is not only very popular
amongst the target audience but is in fact still growing at a healthy rate each year. JAZZ
is proud to be the choice of the people with a highly diverse and segmented market that
spans multiple ethnicities, provinces, languages and cultures across the nation. JAZZ
provides its varied clientele with the best rates, voice and SMS offers and has recently
upgraded its data services to provide the highest bandwidth to surf the internet via
mobile for a truly smooth and speedy internet experience. JAZZ is, and always will be,
the preferred pre-paid brand in the country with a significant growth in its customer
base each year.

9.2 Jazba
Developed to cater to the fast-growing youth market in the country, Jazba has been well
received and is currently in the growth phase with new subscribers being added each
day. Jazba is a dynamic pre-paid solution to the youth's evolving needs with particular
emphasis on data and connectivity. Jazba knows the future of the market lies with
unbeatable data offers as bandwidths are set to exceed current limits in the near future.
 35

9.3 Jazz Offerings

1. Jazz Easy
2. Jazz Share
3. Jazz Load
4. Jazz Advance

9.3.1 Jazz Easy

Jazz Easy customers can enjoy calling at amazingly low call rates for Mobilink
numbers, they also benefit tremendously from the fabulous rates to call on any other
network.
9.3.2 Jazz Share
An exciting new service targeting the Jazz Family Members and allows them to share
balance anytime, anywhere.
9.3.3 Jazz Advance
Targets Jazz Family Members with Additional balance benefit to help them talk some
more
9.3.4 Jazz Load
Jazz Load allows to recharge Jazz account in variable denominations.

9.4 Indigo Postpaid Service

The largest post-paid customer base in the country belongs to the leader, Jazz. Indigo
is Jazz's flagship brand that has catered to millions of Pakistanis for decades, offering
them cutting edge services and value-added propositions to serve them better. In just
under two decades, Indigo has surpassed the expectations of consumers across the board
with its unbeatable rates, comprehensive coverage and data packages that deliver when
and where you need them. On top of this, Indigo's aura of familiarity and prestige has
created a niche audience in Pakistan for whom Jazz rings with exclusivity.
 36

9.5 Jazz Business - Enterprise Solutions

Jazz Business is a department of Jazz whose primary aim is to provide Enterprise

Solutions for Businesses in Pakistan.

9.5.1 Jazz Business Mobile

Jazz Business Mobile consists of full control over Postpaid Plans, namely Postpaid Pro
and Postpaid Control, Mobile Data, Device Plans and International Roaming. Moreover,
Jazz also offers 'Business Line' which allows for one mobile phone number to have
multiple extensions such as those possible with a fixed line service, however without the
need of equipment at the customer premises.

9.5.2 Jazz Enterprise Solutions

Jazz offers numerous Enterprise Solutions ranging from simple Voice Solutions to
Managed Services and various Connectivity Solutions.

• Managed Services
Location and secure storage for business-critical IT and networking equipment.
They also provide reliable cloud-based web hosting services.

• Connectivity Solutions
Jazz provides many suitable connectivity solutions in collaboration with
LinkDotNet, such as Domestic MPLS, DIA, Leased Circuits, Global MPLS and
3G Access Service.

• Mobile Device Management (MDM)

Jazz's MDM allows for Freedom, Customization and Remote Management. This
is achieved using Samsung's KNOX security platform.
 37

10 FINANCIAL STATEMENTS

No company can remain in business if it cannot sustain and grow its profits and telecom
companies are no exemption. If Jazz wants to remain the market leader in the mobile
industry and wants to satisfy its customers, it itself needs to remain a profitable
company. Jazz is a private limited company and due to this reason, its financial
statements are not made public. However, it does provide its financial information to
different financial institutions and companies that have invested in Jazz.

Jazz announced its financial results for the year 2016 while incorporating Warid’s
numbers for the first time after merger.
Merged company generated a total of Rs. 38.7 billion in revenues during Q4 2016, up
from Rs. 26.8 billion during same period last year.
For the entire fiscal year 2016, Jazz posted a revenue of Rs. 135.6 billion, up from Rs.
104.2 billion during previous year.
Reported service revenue increased by 43% during the quarter, while organically,
excluding Warid, it increased by 16%.
Mobile Financial Services revenue continued to show robust growth at 34%.
Data revenue, excluding Warid, organically increased by 62%, mainly due to successful
data monetization initiatives, including attractive bundle offers and the unification of the
tariff portfolio, together with continued 3G network expansion.
Statement said that Warid’s data was consolidated starting July 1st, 2016.
Underlying EBITDA margin, excluding both restructuring costs related to the
performance transformation programme and integration costs related to the Warid
transaction, was 40.3% in Q4 2016, slightly lower year-on-year due to the consolidation
of Warid during 2016.
Capex increased to PKR 10.1 billion in Q4 2016 while the full year capex to revenue
ratio decreased to 16.6% and full year operating cash flow margin was 26%.
 38

Jazz said that it offered 3G to Warid customers in 30 cities while 4G was offered to
Mobilink customers in 17 cities.
Interconnect, site sharing activities and marketing synergies reached PKR 8.2 billion of
run-rate of synergies in Q4 2016.
Mobilink’s customer base increased 14% YoY in Q4 2016.

Jazz revealed that in November 2016, the company declared, for the first time after 11
years, a gross dividend of PKR 5 billion (approximately USD 50 million) to its
shareholders.
 39

11 SWOT AND PEST ANALYSIS

11.1 SWOT
Overall evaluation of a company’s strengths, weaknesses, opportunities and threats is
called SWOT analysis.
SWOT analysis provides a good overview of whether a firm’s business is fundamentally
healthy or not. Proper understanding of SWOT analysis is essential for good strategy
making.
SWOT analysis is one of the most important steps in formulating strategy using the
organization mission as a context; managers assess internal strengths, distinctive
competencies and weakness and external opportunities and threats. The goal is then to
develop good strategies and exploit opportunities and strengths neutralize threats and
avoid weaknesses with an overall organizational goal to increase the wealth and value of
the organization.

11.1.1 Strengths:

1. Franchise of Orascom, a well Known Egyptian telecom company is considered

very strong and reliable.
2. Being the oldest international telecom company, Mobilink has captured most of
the potential customers by penetrating in the early stages of market development.
(Now 28million)
3. Covering over 10,000 cities, towns and villages across the Pakistan.
4. First operator to introduce IR for the people of Pakistan. Currently our network
covers more than 100 countries across the globe with over 300 roaming partners.
5. Human resources are considered as the asset of the organization.
6. Marketing strategies of Mobilink are more effective and more captivating than
any of its competitors present in Pakistan.
 40

7. Ventures with well-known banks like MCB, Citibank for Mobilink banking etc.
8. A very strong brand image

11.1.2 Weaknesses

1. Instead of all its strength still considered to be the most expensive telecom
company both in call rates and SMS as compared to the its competitors.
2. Engineering department of Mobilink is not that well competent as compared to its
new competitors.
3. With first expending customer-based customer care facilities need to be expended
simultaneously for customer retention alongside switch capacity networks
coverage.

11.1.3 Opportunities

1. Potential opportunity is there as telecommunication has become the need of

people all around the world.
2. The fourth expend its networks in the areas where other networks have been
unable to reach.
3. To bring in more innovative services like Mobilink PCO, Mobile banking lost
/stolen phone information etc. this can be done by hiring fresh and competitive
staff.
4. Services in the future can be
a. Fixed Line Telephone
b. Wireless
c. Calling Cards
 41

11.1.4 Threats

1. Biggest threats are the new competitors like Telenor who recently entered in
telecom market of Pakistan.
2. Employees retention is also issue of concern for Mobilink as most of the
employees get attracted by the more handsome salary paid by recently happenings
multi-nationals
3. Loss of loyal customer can be one of the issues as they are moving toward the
less expenses package of competitors.

11.2 PEST Analysis of Pakistan Telecom industry

In PEST P stands for Political, E stands for economical, S stands for social and T stands
for technological analysis of industry with respect to their environment. The
organization’s advertising surroundings is made up from:

1.The organization inner environment e.g. staff (or internal customers), office,
technology, wages and finance, etc.
2.The organization external-environment e.g. our external customers, agents and
distributors, suppliers, our competitors, etc.
3.The country forces affecting the environment e.g. Political forces, Economic forces,
Socio-cultural forces, and Technological forces. These are known as PEST factors.
 42

11.2.1 Political Factors

• Political environment of Pakistan is stable in the current situation and country is

not progressing in terms of economic growth that was expected.
• Environment is investor non-friendly & telecommunication sector is under
regulation.

11.2.2 Economic Factors

• Marketers should consider long term and short-term state of a trading market
• Inflation is being controlled by state bank and under strict eyes but
unemployment rate is going up & up with the increase of level of poverty
• Economic instability is worsening day by day as liquidity crunch is prevailing in
the world.

11.2.3 Socio-Cultural Factors

• As Pakistan is an Islamic country and people are very strict in case of Islam
anything against the philosophy of Islam on either print or electronic media are
treated as against Pakistan.
• Most of the people dislike anything extra-ordinary or something which sabotage
their culture or subculture.
• Companies who are targeting upper-end of market mostly published and aired
their advertisement in English language.
• In metropolitan cities women are doing work along with their other
responsibilities but other than metropolitan cities it is difficult for women to
convince their parents and spouses for work.
 43

11.2.4 Technological Factors

• Companies have technology with which they can compete in the Pakistan and
now companies are investing in their infrastructure to not only expand but also to
upgrade their existing structure.
• Currently all companies are providing Multi-Media Messaging Services (MMS),
General Packet Radio Service (GPRS), 4G, Virtual Private Network (VPN),
Pocket Stocks, Conference Calling, and Voice Mail at low price.
• Mobilink shifted its whole network from 900 MHz to 1800 MHz offer Value-
Added Services.
 44

12 CONCLUSION & RECOMMENDATION

12.1 Conclusion

The motto of the company is ―Connecting People" and ―Reshaping Communications.

Mobilink is proud to be the leader in telecommunication industry. Mobilink Pakistan is
the fastest growing mobile operator in Pakistan. Mobilink Pakistan is committed to
bringing true mobile innovation to the underserved masses of Pakistan. Mobilink
Pakistan’s community contributions have extended over the years to include education,
empowerment, enterprise, and environment - with special focus on bringing the telecom
promise within the grasp of the most disadvantaged sections of the society. The
company has created 2500 direct and more than 25000 indirect employment
opportunities with 100,000+ retail outlets and 200+ franchises in addition. 99.9% of
these employment opportunities belong to Pakistanis. Mobilink is a place where one can
live his dreams and pursue a career that reflects his skills and passions. Mobilink gives
flexibility for change, the opportunity to learn, and providing career options with
endless possibilities.

12.2 Recommendations

Some of the recommendations for Mobilink according to my understanding are:

• Franchise must be given full access on customer service database of Mobilink.

• There must be rewards and acknowledgement for the best franchise in zone to
increase motivation level of franchise employees.
 45

• Refresher courses for the staff are most important in any international
organization. All the employees of franchise should have these courses according
to their requirement. Foreign experts can also be called for this purpose.
• Every year some of the employees should be sent for training to other countries
and employees from other branches or main office should be brought here in the
franchise. So that they can observe the right things.
• There were too many internees in customer care department, the company has to
meet a certain quota of internees and this load is maximum during summers.
What this does is makes the environment inefficient and extremely relaxed. This
matter requires attention.
• Such system should be designed that every employee who has some problems
with his supervisors can communicate it to the higher management and some
steps must be taken to improve that.
• There was a fine line between employees and internees, and though that is
understandable, the system seemed much closed at times.
• Because of better opportunities in market, a high turnover of skilled human
resource has been seen in Mobilink. Serious efforts are needed to arrest this trend.
More and more incentives should be given to the employees other than just
medical facility and paid leaves.
• The period of internship should be divided into the number of departments in
Mobilink. The internee should be given timetable mentioning the number of days
he has to work at different places in the office. Once in a while, in each
department internee should be given a lecture by the manager of the department
about operations of the department. This would increase the learning of the
internee.
• The fact that there were two sales offices in the building (one on the 2nd floor and
one in the ground), led to work related confusion and hence mishaps. Proper
communication and planning should be there.
 46

• Distribution of work is not on equity basis in franchise, work has not been
allocated properly some workers have to work hard and have to work in late
hours without any extra reward. So, I suggest that steps should be taken to
allocate the work properly.
• All the employees in the customer care department are over-burden with work
and responsibility. The customer care department requires more employees.
• When a new employee becomes a part of Mobilink, he is not properly oriented.
Mobilink has this policy of orientation but it only includes visits to departments
and knowing about the policies and rules of the company. I suggest a proper
orientation and socialization session should be there for a new employee so that
he may feel comfortable with his new organization.
• The late seating of employees has been observed in Mobilink franchise
distribution department and many employees work overtime after office hours.
They should be properly compensated for their work especially during the
overtime period. This would be encouraging for all the employees.
• Mobilink should work on network improvement.
• As far as their charges are concerned they are a bit expensive as compared to their
competitors so we suggest that the charges should be reduced.
• Mobilink should attract maximum customers and satisfy them.
 47

References

https://www.jazz.com.pk/
www.google.com.pk
www.polarismr.com
www.prenhall.com