08 The Big Idea

The Deadly Signs of Customer

Management
Dr. Ted Marra

July-Dec 2016 | Volume 4 Issue 1
11 Gamification Continues
The Fun Way To Engage
Usama Ibrahim
13 Customer Story
How Nageena turned things
around for her family?
Maryam Bibi

15 Travelogue
Bahawalpur – The Land of
Nawabs

The Rebranding – Usama Ibrahim

More Than Just A

Good Reputation
Page 5
 Exclusive Interview
pg, 9
With Najmus Sahar,
Head Internal Audit
(currently acting CFO)
Gamification
Let’s Grow Continues
Together pg, 10
pg, 1 Know about the
Last six months Gamification factors at
statistical review of work
MMBL
Customer Story
pg, 12
See how Nageena
Departmental turned things around for
Achievements her family?
pg, 3
Overview of Dept. Travelogue:
Achievements Bahawalpur
pg, 14
Know about Usama’s
journey towards “The Land
The Rebranding
of Nawabs”
pg, 5
Why did Waseela
Mobilink Bank’s Got
rebrand itself?
Talent
pg, 15
Exploring the unexplored
Customer talent of our employees
Management Event Gallery
pg, 7 pg, 18
Find out the the Main highlights of the
deadly signs of CM year

Editor: Samiha Ali Zahid

Features & Design Editor: Usama Ibrahim
Feedback: HR@mobilinkbank.com
Terms and Conditions:
i. MMBL Fixed Income Group Finance means the purchase of goods and services by individual or company's employee to acquire selected
goods/products and repay the transaction amount in equal monthly installments (EMI) according to terms & conditions.
ii. Total price includes the purchase price and applicable charges as per EMI plan.
iii. 1.5% processing charges shall apply on total loan amount.
iv. 5% of installment amount shall be charged incase of payment after due date.
v. 5% of outstanding balance shall be charged in case of early termination of loan.
vi. 12% per annum flat rate of markup shall be charged.
vii. The bank reserve the absolute right to accept/reject the request of loan.
viii. The bank shall not be liable if product is not arranged by vendor within the stipulated time period due to any stock issue or in
circumstances of Force Majeure.
ix. All products offered under MMBL Fixed Income Group Finance are subject to the availability of the product and prevailing market price,
any increase in price will be updated and shall be communicated at the time of booking.
x. All Fixed Income Group Finance promotions shall be valid for a limited time.
xi. MMBL shall not, in any way, be held responsible for the quality and fitness of or the purpose, merchantability of the consumer durable /
electronic product delivery by the vendor.
xii. MMBL shall not be liable for any loss or damage of the product and the customer shall indemnify the bank in any case whatsoever.
xiii. If installment cheque is bounced, cheque return charges shall be borne by the customer.
xiv. Customer needs to confirm if the product is not delivered within 3 weeks time.
xv. Product delivery charges shall be borne by the customer.
 ’

Branch Banking Highlights

Net
Description Dec-15 Jun-16 Percentage Change
Increase/Decrease
Deposit 1,616.082 (M) 2,602 (M) 985.918 (M) 61%
No. of Depositors 4,5807 91,015 45,208 99%
Receivables 1,350.368 (M) 3,673 (M) 2,322.632 (M) 172%
Avg. Loan Size 50,029 59,491 9,462 19%
Active Clients 27,218 61,628 34,410 126%
NPL Nil Nil Nil Nil
Write Off Nil Nil Nil Nil
PAR Nil Nil Nil Nil

Deposits Receivables
3,000 4,000 3,673
2,602
3,500
2,500
3,000
2,000
In Millions

1,616 2,500
1,500 2,000
1,500 1,350
1,000
1,000
500
500
- -
Dec-15 Jun-16 Dec-15 Jun-16

No. of Depositors Active Borrowers

100,000 91,015 70,000
61,628
60,000
80,000
50,000
In Millions

60,000 40,000
45,807
30,000 27,218
40,000
20,000
20,000
10,000
- -
Dec-15 Jun-16 Dec-15 Jun-16 1
 ’

Branchless Banking Highlights

Jan-Jun 2016
Product/Service Amount in Millions
No. of Transactions Volume Transacted
Account-to-Account Fund transfers 4,757,792 15,467,774,762 15467.77
Person-to-Person Fund Transfers (Sent) 8,544,293 37,422,815,897 37422.82
Person-to-Person Fund Transfers (Received) 9,309,720 39,991,633,764 39991.63
Person-to-Account Fund Transfers 4,256 36,320,597 36.32
Account-to-Person Fund Transfers 791,015 2,654,224,157 2654.22
Cash-in (Deposit) 6,854,420 27,366,062,643 27366.06
Cash-out (Withdrawal) 1,773,176 5,253,285,174 5253.29
Utility Bills Payments 11,614,903 17,263,529,787 17263.53
Mobile Top-ups 21,076,397 1,376,454,163 1376.45
IBFT Outgoing 286,106 2,368,249,273 2368.25
IBFT Incoming 9,347 208,398,911 208.40
Donations 3,041 575,093 0.58
Salary Disbursement 100,531 688,458,768 688.46
G2P Payment 130,694 936,327,718 936.33
Total 65,255,691 151,034,110,707 151034.11

Agents Level 0 Customers

62,000 61,573 6,000,000 4,650,021
4,000,000 3,016,523
60,000 59,267
2,000,000

58,000 0
Dec-15 Jun-16 Dec-15 Jun-16

Level 1 Customers Level 2 Customers

66,000 64,801 4,000
3,000
64,000
62,017 2,000
62,000
-
60,000 -
Dec-15 Jun-16 Dec-15 Jun-16

2
 Departmental
Achievements

HR & Trainings

A glimpse of career progressions that have taken place in MMBL to date.

Promotions Transfers
400 312 326 100
79
300 232
200
50 31
100 62
5 20 28 30
0 0 3
2012 2013 2014 2015 0
Total HC Promotions 2012 2013 2014 2015

Internal Audit

• Implementation of Integrated Calling System with respect to verification calls made to borrowers in
1st Quarter 2016.
• Review of Branchless Banking Transactions through Data Analysis Software ACL, resulting in
identification of gaps/exceptions and recommended improvements in light of SBP Regulations on
Branchless Banking.
• Conducted Full Scope Audits of 23 Branches/Booths and Limited Scope Audits of 7 Branches/Booths.

Branchless Banking:

Financial Transactions Unit:

• Successful disbursement G2P projects like FDMA, BAIT-UL-MAAL and PVTC (Punjab Vocational
Training council).

Liquidity Cash Management Solutions:

• Launched Bank cash in /out functionality (Automation) for Franchises & Integration with other banks
and direct deposit for Retailer into M-Wallet through MCB.

Corporate Billing Unit:

• Launched Utility Billing payment per month for more than 7000 PMCL Cell sites through MMBL
(JAZZCASH) & Reconciliation of Internal account for PMCL Corporate Billing.

Cash Management & Internal Control Unit:

• Launched automated Cash-In and Cash-Out functionality for franchises.

Credit Control Unit (CCU):

• Induction of Review and approval system for secured and unsecured loan files for smooth flow of
Bank’s operations while ensuring the compliance with MMBL & SBP guidelines.
• Compilation of insurance data on monthly basis & processing deceased cases to Bank’s insurance
partner to mitigate the risk and to ensure Bank’s interests is safeguard.
• Initiating an efficient system of monitoring every loan file received/ processed/ approved at CCU.
Maintaining a record system of PDCs for every loan processed (since inception).

3
 Departmental
Achievements

Banking Operations/CPU/Quality Assurance:

• Highest monthly disbursement (Rs. 698.34 Million) in the month of May 2016.
• Creation of CPU (Loans Disbursements) with a zero error asset accumulations, Quality Assurance
department & Compliant Resolution Unit (CRU).
• Updating & creation of Operations Policies/Procedures in accordance with updated guidelines from
the Banking regulator.

Call Center/CFC:

• Completed smooth migration of existing ATM Cards data in new Middleware system.
• VISA Debit Card issuing membership received from VISA International.

Information Technology

 Designed and implemented the HR Portal.

 Implement Finance Reconciliation Tool for IRIS, UBPS, CPS, T24.
 Implement Digital Data Archiving.
 Implement VTI disbursements Automation Portal-DDR.
 Implement ITRSM Automation Portal.
 Migration from Decentralized Architecture to Centralized architecture for In-house Automations.
 Trianglo First Exchange Company Integration on Live Environment.
 Moneta IBFT deployment on Live environment.
 NFC Integration at IRIS end.
 BVS – Biometric verification system for branches / Branchless.
 Integration of PGW in middleware/CPS.
 UBP In-house system (migrated from outsource).
 Middleware integration with other banks, Zakat, VISA under CV5 deployment.
 Integration of several offline/online companies.
 Jazz Cash Customer App.

Rebranding project (Migration of IT services from Waseela Bank to Mobilink Bank)

 Migration of backups from local media to VTL and setting up replication between
Primary and DR datacenters, to enhance BCP / DR function.

 COB optimization
 T24 platform migration.

Administration

Procurement

 Total Value of Procurement projects: Rs. 57.5 Million

 Total Savings: Rs. 16.6 Million (24%)

 Completion of procurement process for Internet Banking (Bank KPI)

 Completion of procurement process for digital archiving solution (Bank KPI)

4
Cover Story

The Rebranding –
More Than Just A Good Reputation
By Ifrah Aziz, Associate Admin

R ebranding! Why do companies choose to adopt a new logo

and identity when they have already been living with one for
years? While some companies rebrand to simplify the message of
what they exactly do, others go through rebranding campaigns to
target a wider customer base, expand beyond their original scope
or to present a more modern image. Rebranding is not just an
addition of a revamped logo and a fancy name, it is much more
than that. Successful rebranding requires a vision and the ability
to make people see through the lens of the company and envision
it in a new light.
In a massive rebranding campaign, Waseela Microfinance Bank
has been rebranded as Mobilink Microfinance Bank Limited w.e.f.
19-May-2016. Along with the renaming of the bank, the bank’s
branchless banking service has also been renamed from Mobicash
to Jazz Cash.

We now carry a nationally recognized & renowned

brand which can open doors for us to create more
business ventures, but certainly with more
responsibility & maturity.
Mobilink Bank’s new name will better reflect the bank’s connection to Mobilink and strengthen its
recognition in the country along with making the bank more approachable to customers. This
strategic move by Vimpelcom, the parent company of Mobilink and the Bank, will help the bank
expand microfinance and mobile finance services in every nook and cranny of Pakistan.
The most important aspect of branding is the value addition to the products. This renaming of the
bank to Mobilink Bank will further increase the customers’ trust in the bank and reshape their
opinion about the bank in new ways as Mobilink is already a household name in the country.
Pakistan has a large untapped market in the banking sector where the cellular mobile tele density
is more than 69% while the people with an official bank account stand abysmally low at 16%. By
aligning with its sister company Mobilink, the largest network service provider in the country, the
bank aims to offer its range of mobile financial services to a huge potential market.

5
The benefits of this rebranding for Mobilink bank are
further augmented by Mobilink’s distribution network,
strong brand equity and customers place in its services.
Being the 10th licensed microfinance bank in the country,
Mobilink Bank’s aim is to reach out to the large number of
people who remain financially excluded. In the fifth year of
its operations the bank stands at a position where it can
play a leading role in promoting final inclusion in the
country.
The outlook of the banks branches and
other elements have already been
effective in most of the areas and it
continues to take place throughout the
year. Featuring a new logo, the new brand
does away with the long standing light
green and purple and dons a bold red.
MMBL now stands at a point where it can
have transformational impact on the
financial services in Pakistan.

Mobilink bank was established with a vision for economic and trade empowerment in both rural and
urban communities, offering consumer focused products and outstanding banking services. Under its
new identity, the bank aims to expand its services and work diligently on its core values of integrity,
passion, respect for all, commitment to excellence and innovation. MMBL is increasingly committed to
making a larger contribution in the transformation of banking sector in the country.

Did You know?

Global brands spend 45-75 % of their social media time on Facebook.
Social media is for B2B brands too. In today’s digital networking environment,
your brand can’t afford to ignore major networks like Facebook or Twitter.

6
The Big Idea

The Deadly Signs of Customer Management

By Dr. Ted Marra

First: Failure of the senior management team to exhibit role model

behaviors (or, in other words, not walking the talk regarding the customer)
While many senior executives talk the good talk regarding the importance of the customer or how
customer-focused we are or need to be, the reality is that far too many are either clueless or have
limited knowledge of the true requirements, they must meet as members of the leadership team or as
an organization to become or maintain true customer focus.
The culture of an organization is like the soil. One cannot grow a good crop unless the soil is properly
prepared and cultivated/nurtured continuously. The right behaviors are critical — especially from senior
executives. Here is one of those critical behaviors/practices: Management at the senior level must
regularly meet with customers (B2B or B2C) to listen and learn about changing requirements/evolving
trends/new issues, how their organization is performing in meeting these requirements/sensing the
evolving trends or addressing the issues as the customers perceive them, and to strengthen relationships
with their customers.

Second: Not Answering the Question: What's in it for the customer?

It was Peter Drucker, well-known business guru, who said that “The purpose of a business is to create a
customer.” While we can agree with this to a certain extent, the purpose of a business is to identify the
customers it really wants, attract them, and build a long-term relationship with them by consistently
delivering an appropriate value proposition. How many of your Key Business Objectives, provide value to
your customers is a question one must ask.

Third: Failure to define specific relationship strategies

It would surprise you how many organizations today still follow a “one size fits all" strategy (one which
will doom your organization to failure). Such an approach is not strategic. We can call it laziness and
taking the customer for granted. Most often, there is no segmentation analysis by lifestyle,
demographics, attitudes, or anything else that could prove valuable to the development of effective
relationship strategies. Not all customers want to be treated the same.

Michael Porter in his HBR article, "What is Strategy," said that there are really only two strategies for any
organization. The first is, "Do what everyone else does, but do it better" and the second is, "Follow a
strategy that creates and delivers maximum value to your customers."

Did you know?

• Those firms in the top quartile, in terms of strength of their relationship with customers,
achieve loyalty levels three times higher than bottom quartile brands.
• Those companies that enjoy higher levels of brand loyalty achieve price/earnings ratios twice
than those of average companies.
• Even in an economic downturn, consumers will pay more for a better customer experience.

7
 Good To Watch

Jinnah is a 1998 epic

biographical film which
follows the life of the founder
of Pakistan, Muhammad Ali
Jinnah. It was directed by
Jamil Dehlavi; and written by
Akbar S. Ahmed and Jamil
Dehlavi. The film was released
in 1998 in the United Kingdom
and Pakistan.

Good To Read

Who Moved My Cheese?

An Amazing Way to Deal with
Change in Your Work and in
Your Life, published on
September 8, 1998 and a New
York Times business bestseller
upon release is a motivational
tale by Spencer Johnson
written in the style of a parable
or business fable. It remains
one of the best-selling business
books.
Interview

Syed Najmus Sahar Sabzwari

Head Internal Audit
Mobilink Bank

Q: What is the importance of internal audit when organizations are already working on the four-eyes
principle?
No doubt four-eyes principle is the basic ingredient of internal control framework normally witnessed in the
form of maker/ checker relationship, supervision, segregation of duties, monitoring etc. However, the risk of
inappropriate control design or collusion may impair basic objective of intended internal control procedure.
Therefore, Internal Auditing helps to analyze appropriateness of internal control design and its implementation
by the person independent of the activity i.e. not the part of four-eyes.

Q: What is the role of internal audit in organization’s performance and growth?

Internal auditing is an independent, objective assurance and consulting activity designed to add value and
improve an organization's operations. It helps an organization to accomplish its objectives by bringing a
systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and
governance processes. Internal auditing is a catalyst for improving an organization’s effectiveness and efficiency
by providing insight and recommendations based on analyses and assessments of data and business processes.

Q: What is the biggest challenge facing leaders today?

I think keeping up with technology is the biggest challenge faced by leaders today. Technology, especially for
businesses, is evolving at lightning speed. The latest and greatest tools from just a few years ago are now
obsolete and business leaders may find it difficult to follow every change. But staying ahead of the curve means
using technological tools to your advantage, so if you want to compete in today's market, you need to find a
way to do it.

Q: What should be the main characteristics of an internal audit?

Very pertinent question. I believe that one of the output of globalization is the change of internal auditor’s role
in corporate environment. Thus an internal auditor should:
a)Respect others
b)Be updated with emerging business, operational and technological advancements
c)Have strong communication skills
d)Add value to the overall corporate business objectives
e)Always striving hard to capacity building

Q: What is the biggest challenge being faced as Head Internal Audit?

The role of Head Internal Audit is quite complicated due to having dual reporting lines i.e. to Audit Committee
(functional) and to the Management (administrative). This reporting in itself is the biggest challenge i.e. you
have to maintain independence to highlight control weaknesses/ exceptions and also to establish constructive
relationship with the management.

Did you know?

Najam spends his leisure time with parents and family. He likes to update himself with technological
innovation. He is also fond of origami, cartooning and watching current affairs programs.
9
Gamification Continues

Gamification
Factor AT Work By Usama Ibrahim, HR Associate
Gamification is a technique of using human psychological preferences involving game
design techniques on non-game applications to mold human behavior — so work
becomes play, more engaging and more fun.

Market research by Gartner claims that by 2015, more than 50 percent of organizations
will gamify their processes in some form.
The four principal drivers of enabling engagement using gamification are:
1) Accelerated feedback cycles
2) Clear goals and rules of play
3) A compelling narrative
4) Challenging, yet achievable tasks

How to Gamify tasks at Work? When Work = Play

Here is a routine process exception-based situation in any other enterprise:
Head of Department: "We have to resolve the customer service request in the next two
days?” Departmental Employee argues, but accepts it, feeling stressed and overworked.
Using Gamification, however, the Departmental Head can put a challenge as:

Target needs to be achieved in two days; reward = parking space reserved. Employee feels
rewarded, recognized, and works with greater efficiency.
It does not necessarily have to be a physical reward; it can be a freebie, recognition, or
distinction. The human behavioral trait of being recognized is working here.

10
Mission/Challenges:
1) A clear ability to define mission/challenges and what will be the achievement
2) People who can define it (enterprise higher management as well as
departmental heads)
3) For maximum fun, a mission/challenge needs to be time bound
4) It needs to be verified that the mission/challenge is accomplished
5) It can be a personal or organization-wide mission/challenge

Achievements
1) Reward points: Getting points for doing certain things. Upon completion of
monthly or quarterly targets set by department head, employees can earn 1
point.
2) Badges: Progress in a specific area is rewarded by a badge. Conducting an
assignment on time gets a badge for “Superfast Team Member”.
3) Progress Bar: Indicating how far you are from achieving the next badge to
make the employee seek it.
4) Leader board: Displaying photographs of top 5 employees with maximum
Reward Points.
5) Virtual/Physical Awards: Whoever earns 30 points can be entitled for eat out
or shopping vouchers @ Rs.1000
6) A Redemption Scheme: Points accumulated over the year by an employee can
be traded for a physical or virtual award. "I will redeem my 100,000 points for
road miles."
7) Instant Gratification: A way to see the badges, points, rewards, etc. on the
profile whenever the user logs in to keep him excited for more.

“Gartner claims that by 2016, more

than 50% of organizations will gamify
their processes.”
Badges: Badges provide a recognition mechanism without the enterprise spending on
any physical reward. Once it is achieved, the psychological need to ‘Not Lose' will keep
the employees feel engaged, strive for better, and remain addicted to work like a
game. (courtesy: Ali Asghar Safri)

11
Customer Story

How Nageena Turned Things Around

By Maryam Bibi, RO Mardan
Nageena, age 35, is a resident of a small village
Gujar Gharai situated in the district Mardan.
She did not marry due to a chronic disease and
lives with her father and brother. Her father is a
heart patient and is unable to work while her
brother is running a small generator repairing
workshop in the village. The shop doesn’t
generate much money to run the house
financially. So, Nageena had to work too. In
2003, she started working as LHV at B.H.U
hospital in her village. The job was good but
not good enough to support her family.
Therefore, she decided to start her own
cosmetic business.
She met a lady who was running her cosmetic
business and a boutique shop in her home on a
small scale. Inspired by her, Nageena learnt
how she could run a business of her own.
Nageena decided to avail microloan and visited
different Microfinance Banks until she found a
product at Mardan branch of Mobilink
Microfinance Bank relevant to her need.

12
Ms. Nageena got Fori Cash Loan of
Rs. 25K. Using that amount, she
started a small level cosmetic and
cloth shop at home. The business
generates Rs. 10K to 15K on monthly
basis. According to her, she is now
able to bear the cost of her father’s
treatment, feed her family and send
her nephews to a school.

‫’’اب میں نہ صرف کامیابی سے اپنا‬

‫ بلکہ گاؤں سے‬،‫کاروبار چال رہی ہوں‬
‫ شاگردوں کو بھی کاروباری علم‬25-20
‫سے آراستہ کر رہی ہوں۔ان میں سے‬
‫کچھ نے تو اپنا کاروبار بھی شروع کر‬
‫دیا ہے جس سےوہ اپنے گھرانے کی‬
‘‘‫مالی ضروریا ت کو پورا کر رہی ہیں۔‬

Loan Amount: Rs.25K

Date: April 12, 2016

RO Maryam Bibi
with Ms. Nageena

13
Travelogue

Bahawalpur – The Land of Nawabs

By Usama Ibrahim, HR Associate

14
Hidden Talent

Name: Muhammad Bilal Qureshi

Designation: Service Delivery Officer,
Department: Information Technology
Location: Islamabad

“Art is the best way to express your feelings and situations. It’s more of a passion less of a hobby. I have
been working as an artist since 2006. It’s been 10 years and it has never caused boredom to me. I have
studied sculpture from National College of Arts. I have been painting, sketching, sculpture and relief work.
I have been working in different mediums and styles like realistic, impression, abstract etc. Since then, I
have worked with pencil, charcoal, oil pastels, dry pastels, crayons, poster colors, water colors, glass paints,
oil paints, acrylic paints mediums. Whereas in sculpture and relief, I have worked with clay, paper mash,
plaster of Paris, cement, stone, wood, leather, silicon, fiber. So far 10 exhibitions have been conducted on
my work. I was invited twice as a guest on Such TV’s morning show and several English and Urdu dailies
have covered my work like Dawn, Express Tribune, Jang etc. I won first prize in painting in all Pakistan
inter religion painting competition and 3rd prize in all Pakistan inter universities sketching competition. I
have done several art projects with government and private organizations like GHQ Army, Nur Khan Air
Base Chakala, Military Units, Mari petroleum, EK fashion designer etc. I believe that “Art is an addiction
more dangerous than cocaine.”

15
 Name: Naveed Iqbal
Designation: RO-Asset,
Department: Business Banking
Location: Mian Channu

Naveed Iqbal, known by his pen name as Naveed Aakash,

is a poet, RJ, calligrapher and columnist. Hailing from a ‫لہو لہو ہے یہ دل کی کتاب مت دیکھو‬
literary family and being a fan of famous Urdu poets, he
started taking interest in Urdu poetry and prose. ‫نہ بھول پاؤ گے سار ا نصاب مت دیکھو‬
‫تمہاری آنکھ کی بینائی جا بھی سکتی ہے‬
His first poetry collection ‘‫ ’کس نے کہا تھا پیار کر‬got
attention not only in Pakistan but India as well. His ‫وہ آئے بام پہ جب بے نقاب مت دیکھو‬
second work, ‘‫’’تجھے میں یاد آؤنگا‬, paved his way to
Television and Radio. ‫یہ ٹوٹ ٹوٹ کے بکھریں گے تیری آنکھوں میں‬
He started his career as RJ on FM 103 Multan by ‫شیشے کے خواب مت دیکھو‬،‫کہا نہیں تھا کہ‬
hosting a late-night ghazal show ‘‫ت شب‬ ِ ‫ ’مساف‬and has been
entertaining poetry lovers for 12 years. Once his show ‫ہم ایسے حال کو پہنچے تمہارے ہا تھوں سے‬
aired for 72 hours paying tribute to Shuhada-e-Karbala.
‫اب اتنے غور سے ہم کو جناب مت دیکھو‬
‘‫’وہ مجھ میں رہتا ہے‬, his third poetry collection has been ‫ہر ایک بات پہ سود و زیاں کے کیا معنی‬
published thrice getting him invites for national and
international Mushaira Muhafils in Pakistan, India, ‫محبتوں کے سفر میں حساب مت دیکھو‬
Dubai and Sharja. Love is an essence of his poetry and he
is an ambassador of love for his land, relations and
humanity.

16
Cricket Mania (March 2016)

MMBL’s 4th Anniversary

(May 2, 2016)

18
The Rebranding Celebration (May 2016)

Training: The Inspiring Manager (June 2016)

19
Musical Night (June 2016)

Annual Awards 2015 (June 2016)

20