A Project Report On A Study of Zain Telecom Brand Presence and Its Market Share in Saudi Arabia - V 1.0

NMIMS Global Access School for
Continuing Education (NGA-SCE)
A Project Report
On
A Study of Zain Telecom Brand Presence
and
Its Market Share in Saudi Arabia
Submitted in partial fulfilment of the requirements for the award of the

Post Graduate Diploma
IN
MARKETING MANAGEMENT
Submitted by,
Ashish Ranjan Pattnayak
Student Id: 77219782943
PGDMM - Semester IV
Batch: 2020-2022
ACKNOWLEDGEMENT
It is my immense pleasure to express my deepest sense of gratitude to Mr Ahmed

Mohammed Sir Elkhatim (VAS & Integrations General Manager – Zain KSA), Mr
Basheer Abdulrhman (Alarmi Sales Systems & Training Director), Mr Maher
Mohammed Alfawaz (Chief Sales Officer – Zain KSA), for their invaluable support.
This thesis would never have been possible without their continuous guidance,
mentoring, inspiration and required support to understand and acquire the required
insight into the company’s business. I have learnt numerous things from them
regarding their business and greatly admire their dedication.
I am especially expressing my sincere gratitude to Mr Andrew Wright , Senior

Product Marketer in Evolving System Inc. for providing necessary support and
encouragement during the entire period of the progress of the project work. Also, my
manager Mr Andrew Paul Coyles , VP – Key Accounts in Evolving Systems Inc. for
being so encouraging and helping me through in completing this project.
I owe a debt of gratitude to people of my family, my colleagues, my friends & their

department for their suggestions and guidance during the progress of the work
Google, Wikipedia, who have directly or indirectly helped me in the completion of
project work.
Last but not the least, my sincere thanks to all who are directly or indirectly encourage
and help me in carrying the work.
Ashish Ranjan Pattnayak

Student Id: 77219782943
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Table of Contents
CHAPTER 1 - Introduction......................................................................................................................... 10
Global Telecom Industry........................................................................................................................ 10
Impact of Telecom Sector due to Covid – 19.........................................................................11
Telecom Industry in Saudi Arabia................................................................................................... 11
K S A G o v e r n m e n t E n t i t i e s a n d R e g u l a t o r s..................................................13
M a r k e t O v e r v i e w........................................................................................................................... 13
K e y M a r k e t T r e n d s...................................................................................................................... 14
C o m p e t i t i v e L a n d s c a p e....................................................................................................... 15
CHAPTER 2 – ZAIN KSA - An Overview............................................................................................ 17
Zain KSA - Company Overview........................................................................................................ 17
Zain KSA - Products and Services................................................................................................... 18
P r e p a i d S e r v i c e............................................................................................................................... 18
Z a i n P o s t p a i d P a c k a g e s....................................................................................................... 21
Z a i n P a y..................................................................................................................................................... 22
Z a i n 5 G........................................................................................................................................................ 22
Zain KSA - A Journey so far................................................................................................................ 25
Zain KSA - Strategy................................................................................................................................... 25
Zain KSA - Key Milestones................................................................................................................. 27
Zain KSA - Market Segmentation.................................................................................................... 28
Zain KSA - Customer Base.................................................................................................................... 28
Zain KSA - Sales and Distribution.................................................................................................. 29
Zain KSA - Strategy Moving Forward........................................................................................... 30
CHAPTER 3 - Conceptual Framework................................................................................................ 31
Introduction......................................................................................................................31
Definition and Concept of Strategy.............................................................................................. 31
Marketing Strategy – An Overview................................................................................................ 33
F o r m u l a t i o n o f a M a r k e t i n g S t r a t e g y...............................................................33
Marketing Strategies - Types............................................................................................................ 33
P o r t e r ' s G e n e r i c C o m p e t i t i v e S t r a t e g i e s...................................................34
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G r o w t h S t r a t e g i e s....................................................................................................................... 36
M a r k e t P o s i t i o n a n d S t r a t e g y..................................................................................... 37
M a r k e t E n t r y S t r a t e g i e s...................................................................................................... 38
W a r f a r e S t r a t e g i e s..................................................................................................................... 39
M a r k e t i n g - M i x S t r a t e g y.................................................................................................. 40
P r o d u c t L i f e C y c l e S t r a t e g i e s..................................................................................... 41
S e r v i c e M a r k e t i n g S t r a t e g i e s..................................................................................... 41
Marketing Strategies Of Telecom Providers........................................................................... 44
P r o d u c t S t r a t e g i e s..................................................................................................................... 44
P r i c i n g S t r a t e g i e s....................................................................................................................... 45
D i s t r i b u t i o n S t r a t e g i e s....................................................................................................... 46
P r o m o t i o n S t r a t e g i e s............................................................................................................. 46
S e r v i c e M a r k e t i n g S t r a t e g i e s..................................................................................... 47
CHAPTER 4 - Literature Review............................................................................................................. 48
Introduction......................................................................................................................48
Studies on International Telecom Industry..............................................................................49
Factors Affecting Customer Decisions......................................................................................... 50
C u s t o m e r S a t i s f a c t i o n.......................................................................................................... 50
P r i c e............................................................................................................................................................... 51
S w i t c h i n g C o s t................................................................................................................................. 52
S e r v i c e Q u a l i t y................................................................................................................................ 53
T r u s t............................................................................................................................................................... 55
CHAPTER 5 – Objective and Scope..................................................................................................... 56
The objective of this Research......................................................................................................... 56
Sp e c i f i c O b j e c t i v e s................................................................................................................... 56
The Scope of this Study.......................................................................................................................... 56
Limitations of this Study....................................................................................................................... 56
Significance of the study...................................................................................................................... 57
CHAPTER 6 – Executive Summary........................................................................................................ 58
CHAPTER 7 - Research Design & Methodology........................................................................59
Introduction......................................................................................................................59
Hypotheses of the study....................................................................................................................... 59
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Research Design & Methodology.................................................................................................... 60
T h e p o p u l a t i o n o f t h e S t u d y......................................................................................... 60
T y p e o f t h e S t u d y.......................................................................................................................... 60
N a t u r e o f t h e S t u d y................................................................................................................... 60
Operational Definition Of Variables............................................................................................. 61
C u s t o m e r S a t i s f a c t i o n.......................................................................................................... 61
C u s t o m e r L o y a l t y......................................................................................................................... 61
Sampling Design & Sources................................................................................................................ 62
Data Collection.............................................................................................................................................. 62
CHAPTER 8 - Data Analysis & Interpretation..............................................................................63
Introduction......................................................................................................................63
Profile Of The Respondents................................................................................................................ 63
D i s t r i b u t i o n A c c o r d i n g t o S e r v i c e O f f e r e d.............................................63
D i s t r i b u t i o n A c c o r d i n g t o O c c u p a t i o n..........................................................64
D i s t r i b u t i o n A c c o r d i n g t o A g e.................................................................................. 65
Data Analysis and Hypotheses Testing........................................................................................ 65
H y p o t h e s i s 1....................................................................................................................................... 66
H y p o t h e s i s 1 - C o n c l u s i o n............................................................................................... 71
H y p o t h e s i s 2....................................................................................................................................... 71
H y p o t h e s i s 3....................................................................................................................................... 75
H y p o t h e s i s 4....................................................................................................................................... 80
H y p o t h e s i s 5....................................................................................................................................... 85
Hypotheses Viewed as per the Analysis..................................................................................... 88
CHAPTER-9 Conclusion And Suggestions...................................................................................... 89
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Introduction......................................................................................................................89
Major Findings of the Study............................................................................................................... 89
P r o c e s s S t r a t e g i e s..................................................................................................................... 91
Conclusion......................................................................................................................... 91
Suggestions.......................................................................................................................92
CHAPTER 10 – Bibliography..................................................................................................................... 94
Bibliography.....................................................................................................................94
Webliography...................................................................................................................95
CHAPTER 11 – Questionnaire................................................................................................................. 96
The List of Tables
Table 8. 1 Distribution According to Service................................................................................................ 63

Table 8. 2 Distribution According to Service - Graph............................................................................... 63
Table 8. 3 Distribution According to Occupation....................................................................................... 64
Table 8. 4 Distribution According to Occupation - Graph......................................................................64
Table 8. 5 Distribution According to Occupation....................................................................................... 65
Table 8. 6 Distribution According to Occupation – Graph......................................................................65
Table 8. 7 Association between Respondents opinion regarding Various Zain Products/Services 66
Table 8. 8 Association between Respondents opinion regarding Various Zain Products/Services -
Graph...................................................................................................................................................67
Table 8. 9 Association between Respondents opinion regarding Various Data and Internet bundles
68 Table 8. 10 Association between Respondents opinion regarding Various Data and Internet
bundles - Graph...................................................................................................................................68
Table 8. 11 Association between Respondents opinion regarding providing 5G Services free of cost
69 Table 8. 12 Association between Respondents opinion regarding providing 5G Services free of
cost - Graph.........................................................................................................................................69
Table 8. 13 Association between Respondents opinion regarding Personalized Services Offered and
Category of users.................................................................................................................................70
Table 8. 14 Association between Respondents opinion regarding Personalized Services Offered and
Category of users - Graph....................................................................................................................70
Table 8. 15 Association between Respondents opinion regarding Offer of Good Services at Lower
Price and Service Provider...................................................................................................................72
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Table 8. 16 Table 8. 17 Association between Respondents opinion regarding Offer of Good Services
at Lower Price and Service Provider - Graph.......................................................................................72
Table 8. 18 Association between Respondents opinions regarding the Best Internet bundle at a
comparative price point......................................................................................................................73
Table 8. 19 Association between Respondents opinions regarding the Best Internet bundle at a
comparative price point......................................................................................................................73
Table 8. 20 Association between Respondents opinion on Effect of Pricing of Add-On Services on
Customers’ Choice and Service Provider...............................................................................................74
Table 8. 21 Table 8. 22 Association between Respondents opinion on Effect of Pricing of Add-On
Services on Customers’ Choice and Service Provider - Graph..............................................................75
Table 8. 23 Association between Respondents opinion regarding Bad Network Signals during
Travelling and the users.......................................................................................................................76
Table 8. 24 Association between Respondents opinion regarding Bad Network Signals during
Travelling and the users - Graph..........................................................................................................76
Table 8. 25 Association between Respondents opinion regarding Providing Best Network and its user
............................................................................................................................................................77
Table 8. 26 Association between Respondents opinion regarding Providing Best Network and its user
- Graph.................................................................................................................................................77
Table 8. 27 Association between Respondents’ Opinion regarding Convenience of Bill
Payment/Recharge and Service Provider.............................................................................................78
Table 8. 28 Association between Respondents’ Opinion regarding Convenience of Bill
Payment/Recharge and Service Provider - Graph................................................................................78
Table 8. 29 Association between Respondents opinion regarding Availability of Services at Single
Store and Service Provider..................................................................................................................79
Table 8. 30 Association between Respondents opinion regarding Availability of Services at Single
Store and Service Provider - Graph......................................................................................................79
Table 8. 31 Association between Respondents opinion regarding Effect of Brand of Smartphone
Offered................................................................................................................................................81
Table 8. 32 Association between Respondents opinion regarding Effect of Brand of
Smartphone Offered - Graph............................................................................................................................ 81
Table 8. 33 Association between Respondents opinion regarding Effect of Smart
Phone with Value Added Services Offer..................................................................................82
Table 8. 34 Association between Respondents opinion regarding Effect of Smart
Phone with Value Added Services Offer - Graph...................................................................82
Table 8. 35 Association between Respondents opinion regarding Influence of
Advertisement.................................................................................................................................83
Table 8. 36 Association between Respondents opinion regarding Influence of
Advertisement - Graph..................................................................................................................83
Table 8. 37 Association between Respondents opinion regarding Effectiveness of
Promotional Campaigns................................................................................................................84
Table 8. 38 Association between Respondents opinion regarding Effectiveness of
Promotional Campaigns - Graph.................................................................................................84
Table 8. 39 Association between Respondents opinion regarding Knowledge of
Services Offered..............................................................................................................................85
Table 8. 40 Association between Respondents opinion regarding Knowledge of
Services Offered - Graph..............................................................................................................85
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Table 8. 41 Association between Respondents opinion regard ing Friendly Procedures
of Connection...................................................................................................................................86
Table 8. 42 Association between Respondents opinion regarding Friendly Procedures
of Connection - Graph....................................................................................................................86
Table 8. 43 Association between Respondents opinion regarding Easy Activation of
Additional Services........................................................................................................................87
Table 8. 44 Association between Respondents opinion regarding Easy Activation of
Additional Services - Graph.........................................................................................................88
The List of Images
Image 1 Performance of Key Global Players........................................................................................11

Image 2 The subscriber statistics in KSA..............................................................................................15
Image 3 Major Players in KSA.............................................................................................................16
Image 4 Zain KSA Pre-paid plans Source – www.sa.zain.com..............................................................18
Image 5 Zain KSA Visitor Plans............................................................................................................19
Image 6 Zain KSA 5G Plans..................................................................................................................20
Image 7 – Zain KSA “Sky Zain” Plan......................................................................................................20
Image 8 Zain KSA Postpaid Plans........................................................................................................21
Image 9 Zain KSA 5G coverage............................................................................................................22
Image 10 Zain KSA 5G Packages.........................................................................................................23
Image 11 Telecom Market Share - KSA...............................................................................................23
Image 12 Caption: 5G coverage across Riyadh...................................................................................24
Image 13 Zain KSA Key Milestones......................................................................................................27
Image 14 Strategy Levels....................................................................................................................32
Image 15 Porter’s Generic Strategy......................................................................................................34
Image 16 Growth Strategy..................................................................................................................36
Image 17 Product Lifecycle..................................................................................................................41
Image 18 Hierarchy of Effect Model....................................................................................................46
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ABSTRACT
Saudi Arabia's telecommunications industry is rapidly expanding and experiencing numerous

developments which include the technologies like IoT and 5G. It has undergone several
transformations, resulting in fierce competition in the industry. This article examines the major
policy changes in Saudi Arabia's telecommunications sector. Furthermore, the article discusses
the change strategies used by the three major market players, Mobily, STC and Zain Telecom.
The paper will provide in-depth knowledge of recent developments in the telecom sector and
will aid in highlighting changes in Zain Telecom in Saudi Arabia.
This research is being performed to understand more regarding the role of corporate branding
in mobile phone telecommunication, as well as the several motivating elements involved in the
buying of new mobile connections. This report analyzes corporate branding from the viewpoint
of the consumer; including how much they value it and what role it plays. This is a quantitative
study. A questionnaire is used to study corporate branding and other affecting factors in
consumer buying decisions.
The population chosen for this study is "The Dealer of Zain Telecom" who are key stakeholders
in the overall sales process of Mobile and Fixed-line SIMs. This study's analysis reveals a variety
of results when comparing literature and empirical data. It explores the significance of
corporate branding to consumers in the telecommunications industry when making purchasing
decisions. This study's conclusions offer valuable insights that are beneficial for the brand
managers of Zain Telecom on how they can enhance their company's strategic position for an
extended period through corporate branding to trigger more customers and improve their
brand presence.
The theory of "brand loyalty" is the aim of this research. The concept of brand loyalty is a
critical issue in the telecommunications industry and one of the relationship marketing
strategies. By testing the model proposed as a determinant of brand loyalty, this paper
revaluates the comprehensive determinants of brand loyalty. Service quality, customer
satisfaction, and brand trust are the determinants of brand loyalty. Numerous earlier
researches have addressed the relationship between service quality, customer satisfaction, and
brand trust with brand loyalty, and the analysis also describes several recent research
shortcomings and upcoming research trends in the telecommunications industry.
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CHAPTER 1 - Introduction
Global Telecom Industry
The telecommunications industry has witnessed immense technological innovations over

the past few decades, with mobility, broadband, and internet services expanding in
capacity and availability in the world. The International Telecommunication Union (ITU)
accesses that there were over 4 billion internet customers at the end of 2019, of which
over 3 billion subscribers are in developing countries.
However, despite the growth in the availability of the internet and mobile services, several
individuals and industries stay disconnected. Globally, 3 billion people continue to be
isolated. And in Africa, only 294 million have internet access out of a population
surpassing 1 billion.
The telecom market includes the sales of telecom products and services by companies
that offer communication hardware tools for the communication of voice, data, text and
video. The telecoms market also comprises manufacturers' sales of products like GPS
tools, mobiles and switching equipment. The telecom market is segmented into wireless
telecommunication carriers; wired telecommunications carriers; communications
hardware and satellite & telecommunication resellers.
It is expected that the telecom market will grow from $2555.45 billion in 2020 to $2713.53
billion in 2021 at a compound annual growth rate (CAGR) of 6.2% globally. The market is
anticipated to achieve $3461.03 billion in 2025 at a CAGR of 6%.
The development is mostly because of the companies repositioning their operations and
recovering from the COVID-19, which had previously been directed to limiting
containment measures including social distancing, remote working, and the shutting of
commercial events that caused operational challenges.
The Asia Pacific accounting for 34% of the market in 2020, was the biggest region in the
global telecom market. North America, accounting for 32% of the global telecom market
was the second largest region. Africa was the tiniest region in the global telecom market.
IoT technology acceptance by manufacturing and transport services companies is

pushing the telecom market in the predicted period. IoT is a network of tangible entities
such as devices, vehicles, buildings and other items that are embedded with electronics,
software, sensors and network connectivity to enable these objects to collect and
exchange data.
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Impact of Telecom Sector due to Covid – 19
Several telecom companies have gained from a rise in the traffic of data and voice. Which
resulted in the telecom sector is performing fairly compared to other infrastructure sub-
sectors. As compared to several other industries, the telecommunication industry has
been largely exempted from major COVID-19-related restraints, such as stay-at-home
and quarantine conditions, as it is acknowledged as an indispensable service. Several
telecom companies have been reinforced by the short-term increase in data traffic and
increased use of broadband services, as more individuals are working from home and
depend on video conferencing to conduct meetings. Traffic growth has shown
heightened dependence on connectivity and digital services. As a result, the telecom
industry has continued a cyclical comparison to the S&P 500 during the crisis, as shown
below:
Image 1 Performance of Key Global Players
The technology, media, and telecom (TMT) industry, though, is not insulated from short
or medium-term disruptions. General macroeconomic effects, constraints in the
distribution of airtime, and lack of demand from the bottom of the pyramid are starting
to have an impact.
Telecom Industry in Saudi Arabia
The global telecom sector has shifted considerably over the past few years with the
advancement of new technologies and the inclusion of new revenue streams. In the
Kingdom of Saudi Arabia (KSA), the telecom market has seen growth soon after
liberalization in 2003. Since then, with the access of foreign investment and government
assistance, KSA has developed an exceptionally aggressive telecom market. The Saudi
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telecom market is at present controlled by three players having unified licenses: Saudi
Telecom Company (STC), Etihad Etisalat Company (Mobily), and Mobile
Telecommunication Company Saudi Arabia (Zain KSA).
The Saudi telecom market also accommodates other Internet service providers (ISPs),
mobile virtual network operators (MVNOs), and fixed-line service providers. The
government has played an important role in building a transparent, competitive market
that holds up with innovative technologies and infrastructure. Industry dynamics indicate
a huge potential for revenue expansion: KSA is the extremely crowded nation in the GCC
region, with the majority of the population containing young individuals. With the
growing use of technology, there is an increasing need for information communication
technology (ICT) services.
We find telecom companies pulling a larger share of their top line from high-value
services, which must improve their ARPUs. Operators are also centred on enlarging
postpaid consumer base and corporate customers, thus boosting the case for ARPU
growth.
 5G implementation critical for the sector : KSA had a head start with the
introduction of 5G in 2019 and is amongst the few early adopters of the
technology worldwide. With strong government support, KSA must maintain to
lead the regional market soon. 5G offers a great expansion opportunity for
telecom companies to expand services. Early trends in a few of the more
developed markets indicate growth in ARPU. However, to grab these
opportunities, telecom companies require to invest a huge amount in growing 5G
coverage and effectively transitioning their subscribers base to the technology.
 Regulators support growing competition, innovative

infrastructure : The Communications and Information Technology Commission
(CITC) and the Ministry of Communications and Information Technology (MCIT)
have constantly backed competition in the sector and infrastructure development.
This strategy of the regulators is evidently mirrored in decisions like issuing unified
licenses, lessening call termination fees, and settlement of royalty fees against
investment in infrastructure from operators.
 Lucrative potential opportunities : The KSA government is dedicated to
building a globally competitive economy as part of Vision 2030. The government
intends to build future-ready smart cities acquiring superior infrastructure to
provide new communication technologies, thus supplying attractive opportunities
for ICT service providers. Telecom companies are also venturing into related
services, like mobile payment (STC Pay), IPTV, content broadcasting, and OTT
media.
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KSA Government Entities and Regulators
Ministry of Communications and Information Technology The Ministry of

Communications and Information Technology is the Government organization that
manages all information and communication technology in the country. It is accountable
for designing and executing the Government’s policies and strategies for the telecoms
sector.
Communications and Information Technology Commission The Communications and

Information Technology Commission (“CITC”) is an autonomous Government bureau with
independent legal position and financial and administrative autonomy. The CITC is
responsible for licensing companies that wish to offer telecom and IT services in the
Kingdom and for controlling tariffs, content streaming and quality control. The CITC gets
this, in part, through adding firewalls that restrict access to websites considered offensive
under the strict censorship rules. The CITC’s goals, as defined under the Telecom Act, are
to:
‘provide advanced, sufficient and affordable communications services; creating the proper
climate to encourage fair competition; utilising frequencies efficiently, transferring
telecommunications technology and keeping breast with its developments and realising
clarity and transparency in processes procedures, in addition to achieving the principles of
equality and non-discrimination and protecting the public interest as well as the interests of
users and investors.
Council of Ministers The Council of Ministers (the “Council”) be required to approve the
permitting of any licence under the Telecom Act.
Market Overview
The KSA Telecom Market is anticipated to record a CAGR of over 10% above the
projected period 2021 - 2026. The telecom industry is quickly shifting in technological
changes, service distribution, competitive environment, and telcos' services growth in the
unconventional telecom services section. These consist of managed infrastructure
services, data centre/co-location services, and cloud services.
 In the Kingdom of Saudi Arabia, the telecom market started expanding soon after
liberalization in 2003. Ever since foreign investment is entered and with the help of
government assistance, the country has constructed an extremely competitive
telecom market.
 The country is one of the highly crowded nations in the GCC region, with the
majority of the residents consisting of young individuals. With the rising use of
technology, there is a growing necessity for information communication
technology (ICT) services.
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 As per The Communications and Information Technology Commission (CITC), 93%
of the residents in the kingdom has gained access to the Internet against the
global average of 53%. Additionally, with a rising percentage of people using
smartphones, the improvement in service quality provided by operators, and
technology and infrastructure improvements, the number of internet users is likely
to increase further.
 Furthermore, the country's demographic shape, with about 69% of the residents
aged under 40, implies a potential growth in the demand for ICT services. Also, 5G
is expected to attract new investments, along with opportunities, for telcos. Saudi
Arabian telcos are spending huge on 5G.
 Yet, the telecom sector in Saudi Arabia is likely to encounter various hindrances in
commercializing 5G services like transitioning from 2G, 3G and 4G networks to 5G,
bearing costs of upholding these networks until the transition is accomplished,
accessibility to inexpensive 5G devices and allowing 5G into vertical markets such
as the IoT and AI.
Key Market Trends
Successful Liberalization of Saudi Telecom Sector & Introduction of MVNOs Guiding the
Market's Growth
 Licensing of MVNO services is an important move in the liberalization of the
telecommunications market in the nation. It intends to offer more alternatives for
users of information and communications technology services. It is also anticipated
to provide users with new applications and innovative services, improve customer
care, and inspire additional new investment.
 The nation provided access to the telecom market to MVNOs in 2013. At present,
two MVNOs are operational in Saudi Arabia, Virgin Mobile and Jawraa Lebara, with
Saudi Telecom Company (STC) and Etihad Etisalat Company (Mobily) as host
mobile network operators (MNOs), respectively.
 Though the inclusion of MVNOs grew competition and tariff pressure, it also
allowed existing MNOs to make extra revenue by renting out their infrastructure
resources.
 In January 2020, CITC requested applications for distributing licenses to overseas

MVNOs to improve foreign investment in the sector, signifying the regulator’s
objectives to continue competitive pressure, considering consumer benefit. CITC is
preparing to grant two MVNO licenses to global operators keen on investing in
the country's telecom market.
 The license was projected to be granted in the third quarter of 2020 and would
raise the competition and push innovation in the mobile communications
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sector. The
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government bureau also said that operators granted a license would obtain entry
to a market of more than 43.8 million mobile subscribers, with a mobile
penetration rate of 129% of the total population.
 Moreover, this decision would also support achieving Saudi Arabia’s Vision 2030’s
goal to enhance ICT's strength by using digital technologies. Licensing of MVNOs
would also have a significant contribution to the five-year strategy planned by the
Ministry of Information and Communication Technology to speed up the ICT
sector’s growth by 50% and raise its contribution to GDP by USD 13.3 billion.
 Additionally, increasing mobile subscribers are anticipated to generate

opportunities for MVNO in the country. 5G is on the plan for the country with the
regulator granting a new spectrum for 4G/5G use in early 2019
 The primary operators currently operational in the country have already introduced
5G services. In November 2019, Zain declared the formal launch of commercial 5G
operations in the country. Zain purchased 100 megahertz of spectrum in the 3.5
GHz band at a total value of SAR 624 million (USD166 million).
 Furthermore, STC had formally launched 5G services in the kingdom. The company
presently offers 5G services through 100MHz of spectrum in the 3.5GHz band. The
rollout of 5G would play an important role in defining the market landscape.
Image 2 The subscriber statistics in KSA
Competitive Landscape
The Saudi Arabia Telecom market is presently overshadowed by three players holding
unified licenses: Etihad Etisalat Company (Mobily), Saudi Telecom Company (STC), and
Mobile Telecommunication Company Saudi Arabia (Zain KSA). The market also
accommodates other Internet service providers (ISPs), MVNOs, and fixed-line service
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providers. Some of the latest changes in the market are:
 July 2020 – Zain KSA declared that it will expand its 5G network to cover all the
county's regions after it had recently included Al-Jouf and the northern borders.
This extension grows its 5G network’s total coverage to 30 cities all over the
country.
 June 2020 – Saudi Telecom Company (STC) and CommScope said that they are
installing 30-port antennas, which will help the operator to bring in innovation
around 5G throughout the Middle East and North Africa (MENA). The
implementation of CommScope’s tailored 30-port antenna facilitated STC to help
more technologies with less weight and wind-load on towers, resolving the
challenge of burdened infrastructure and providing ample room to install 5G
equipment.
Image 3 Major Players in KSA
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CHAPTER 2 – ZAIN KSA - An Overview
Zain KSA - Company Overview
Mobile Telecommunication Company Saudi Arabia (Zain KSA) is a telecom company that
provides fixed-line, mobile telephony, and Internet services under the brand
name Zain Saudi Arabia.
Zain KSA was founded as a major telecom provider in the ICT sector in Saudi Arabia in
August 2008, as a listed company and its shares are quoted on Saudi Arabia's stock
exchange. Zain KSA registered more than 2 million subscribers in 4 months of its launch.
Distributed throughout the kingdom in 75 cities, Zain is constantly improving its services
and empowering its subscribers with a new lifestyle to gain from futuristic technology, by
quickly updating its offerings and adapting to the modern improvements in the sector.
With its improved infrastructure, the company was thriving in establishing itself as a
dependable telecom operator and a digital service provider, whose services contain
telecom services, 5G network, digital payment services, cloud computing, IoT solutions,
fibre services, drones, and several others.
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Zain KSA - Products and Services
Prepaid Service
Zain KSA announced its newest offer on all prepaid packages, letting users to experience
unrestricted Internet use with every recharge, along with free data balance and the added
value of using the balance for any of Zain’s various services.
Image 4 Zain KSA Pre-paid plans Source – www.sa.zain.com
The new offer provides users with distinguished features every time they recharge their
lines with SR19, SR29, SR99, or SR319, including 1GB DATA and up to unlimited YouTube
usage for up to seven days depending on the amount recharged. The offer also includes
a free data bundle up to 100 GB valid for 90 days, in addition to using the recharged
balance to request any of Zain’s services.
Zain KSA’s prepaid packages are designed to offer subscribers several options that fit
their needs, proving its efforts to present the latest communication technologies, in
addition to designing unprecedented packages and offers that combine the best services
and costs.
Additional Zain KSA provides separate packages for Visitors and Hajj and Umra with
unlimited calls to Zain Network, 20 international minutes depending on the selected
packages.
Total Cost Control – Zain KSA allows its users to control the Zain KSA Prepaid as
never before. No more rentals or deposits – one just need to recharge as much as they
want from as low as SAR 19, to as high as SR319.
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Image 5 Zain KSA Visitor Plans
Strong Network Coverage - Experience total clarity when calling with Zain’s world-
class technology and unbreakable network coverage that spans over 75 cities across the
country.
Recharge your Zain Prepaid - Recharging is Easy. The calling amount on your card
keeps on reducing as you make calls or use any other chargeable service. Select the Zain
Prepaid Recharge Coupon that suits you, from a range of customized recharge coupons
with various values, which are offered at several outlets around the nation. Simply follow
the process mentioned on the coupon, to recharge your phone.
Roaming - Zain is providing you with a global connectivity with incredible rates for calls,
SMS and browsing the internet. You can choose a country on the Zain KSA website to see
the rates and service availability to make the travel at ease and fun.
Call management Services - Call waiting, call hold, call divert and Caller Line
Identification Presentation – all with your Zain prepaid connection.
Voice Mail - When your mobile is switched off, or you’re too occupied to respond to
the call, Zain KSA’s Voicemail will respond to your calls and record a message with no
additional monthly cost for setting up Voicemail - you just pay for the phone call when
you use the service.
SMS (Short Messaging Service) - Send messages instantly and effortlessly using
text, if it's too noisy to talk or you don't have much time. It's the medium to share those
exciting one-liners, crucial reminders and rib-tickling jokes, with anyone, anytime,
anywhere in the world.
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GCC Unlimited Offer - Travelling is a pleasure and Zain amplify it for you with GCC
unlimited roaming offer. You can now travel within GCC counties with a piece of mind.
Enjoy unlimited voice, SMS and Data with free incoming, in GCC countries and remain
connected to your family, friends and business anywhere you go. The services contain:
 Browse the Internet.

 Unlimited calls include local calls in the roaming country and call back to KSA
only.
 Short Messaging Service (SMS).
 Incoming calls are free.
Image 6 Zain KSA 5G Plans
Receiving Call Packages - Zain offers you anywhere globally with the UNLIMITED
RECEIVING CALL feature. Remain connected with peace of mind for only 1.15 SAR per
day.
Sky Zain - Enjoy the extravagances of voice and data connectivity even on a flight. With
Sky Zain, your travelling will be perfect as if you are on the land or travelling in an aircraft.
Rest your worries about costly rates, Sky Zain will bring you peace of mind in your air
travel.
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Image 7 – Zain KSA “Sky Zain” Plan
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Zain Wi-Fi Calling - Wi-Fi Calling is a functionality that lets you make calls and SMSs
anywhere through Wi-Fi networks or hotspot connections.
Place calls and send SMSs through any Wi-Fi Connection you come across in Saudi
Arabia, with no extra charges! Only your package rates will be applied.
Zain Postpaid Packages
Zain KSA provides its consumers with a variety of alternatives with ‘Zain Postpaid
Packages’, letting them have all the services in a single package. The services include
vanity numbers, a monthly bundle of voice calls, SMS and internet use, additionally the
newest smartphones and routers with no additional cost with the packages.
Image 8 Zain KSA Postpaid Plans
The company clarified that the monthly bundle contains various services provided by
‘Zain Postpaid Packages’, starting with up to 2400 monthly call minutes and unlimited
SMS to all local networks, additionally data services going up to 1 Terabyte per month.
The services also contain several SIM card use, allowing users to experience the data
bundle on several devices simultaneously, while also getting the latest smartphones and
mobile devices for free with the package.
‘Zain Postpaid Packages’ provides its subscribers with an exclusive feel of selecting vanity
numbers and getting them for free when subscribing to one of the packages, including a
diamond vanity number worth SAR 100,000.
The company now has five variable and different packages from which subscribers may
select, all intended to meet the various communication demands of users and make sure
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the luxury of having various services from one source. This is all element of the company’s
continuous attempts to improve its services and enhance user satisfaction.
Zain Pay
Zain KSA launched (Zain Pay) service which lets direct mobile operator billing feature for
Windows Phone Store in collaboration with Microsoft, Zain announced.
Zain customers can now use one-tap mobile payments to buy games and apps in
‘Windows Phone Store’ without the necessity to use credit cards, with charges being
applied through the subscriber’s monthly postpaid bill or prepaid balance.
Zain KSA is the first operator in the nation to launch the service with Microsoft, and the
third in the MENA region.
The new service is in line with Zain’s attempt to create value and innovation, extending
the finest possible customer experience, as part of the transformation plan executed by
the company at present.
Zain 5G
Zain's 5G empowers incredible new experiences that will reform our lives and the way we
perceive things. Zain offers the most thorough coverage in Saudi Arabia with the highly
advanced technology to gain from the revolutionary 5G.
Image 9 Zain KSA 5G coverage
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Zain 5G Packages:
Image 10 Zain KSA 5G Packages
According to an umlaut report, Zain KSA has accomplished the finest 5G network and
data performance in Riyadh. It has the strongest 5G coverage in Riyadh, with at least 27%
more than its rivals, with Zain KSA users reaching the maximum data stream download
and upload speeds and quickest YouTube start time with exceptional resolution.
Image 11 Telecom Market Share - KSA
This places Zain KSA’s attempts at the front of Saudi’s ICT sector and global
competitiveness. It is notable from the rest of the telecom and internet service providers
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(ISPs) in the 5G network, in addition to the innovative technologies and robust digital
performance of the company. Zain KSA leads the telecommunications sector in the
Kingdom by improving its network with updates and investments in the latest years.
Highest 5G data score and peak rates – umlaut benchmarked the typical user
experience on the available 5G networks, with Zain KSA earning the highest 5G data score
of 899 points, and 894 points in all technologies. Zain KSA’s 5G data service shows
excellent reliability and performance with success rates of at least 98.8%.
With the wide-scale rollout of its 5G network, Zain KSA achieves the highest 5G peak data
rates and the strongest 5G coverage around the city with 89.5%. This improves its rank by
at least 27% compared to other telcos, according to umlaut’s data.
Image 12 Caption: 5G coverage across Riyadh
As the file download and upload speed rates are an important part of the mobile user’s
experience, umlaut’s tests disclose that Zain KSA has the least 5G session time for both
5Mb file download (0.9s) and 2.5Mb file upload (2s), indicating the company’s
competences in guaranteeing the shortest session time for music download and an
uninterrupted social media experience.
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Zain KSA - A Journey so far
Zain KSA was founded as a Saudi Joint Stock Company under Royal Decree No. 48/M
dated 26th of Jumada I 1428H (corresponding to June 12, 2007), Ministerial Resolutions
No. 176 dated 25th of Jumada I 1428H (corresponding to June 11, 2007), No. 357 dated
28th of Dhu Al Hijjah 1428H (corresponding to January 7, 2008), and Commercial
Registration No. 10246192 issued in Riyadh, on the 4th of Rabi Al-Awwal 1429H
(corresponding to March 12, 2008).
These licenses have permitted the company to function as the Kingdom’s third mobile
cellular operator, having obtained the first technology-neutral license in the nation for 25
years. The license term was increased for a further 15 years, via the High Order issued in
October 2016 that also awarded the Company a unified license to offer all
telecommunication services. Additionally, Zain KSA established an operational and
financial strategy depending on driving digital transformation across the Kingdom.
Zain KSA’s new digital strategy is centred on serving all segments of society all over the
Kingdom, which shows the Company’s important role in the national ICT roadmap
defined via Saudi Vision 2030, which intends to improve social growth and enhance
quality of life. The Company also helps the national vision in its three main themes:
Ambitious Nation, Vibrant Society, Thriving Economy.
Zain KSA’s main attention on sustainability in each part of its business shared with its
innovative networks and infrastructure, Zain KSA has been establishing itself as a
consistent telecom operator and a digital services provider successfully whose
telecommunication products/services include, but are not restricted to, digital payment
services, cloud computing and the Internet Of Things (IoT).
In line with its innovative strategy, in October 2019 Zain KSA launched its 5G network
which by 2020 had grown its connectivity to 50 cities across the Kingdom, facilitated by
+4,700 towers, becoming the world’s fourth largest 5G network and the major in the
Middle East, Europe and Africa to date. Serving more than 7.01 million subscribers and
expanding its network coverage to 99% of the population, with 5G covering presently
standing at 61% of the population, the constantly progressing operator maintains its
efforts to attract thousands of new voice and data subscribers daily.
Zain KSA - Strategy
 The foundation of Zain KSA strategy is to translate into a leading information and
communications enterprise in the Kingdom of Saudi Arabia that permits the
subscribers to get benefited in a connected growing society. Zain KSA’s objectives
involve growing commercially and leading the constant evolution for a digitally-
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connected future - for individuals, businesses, and machines - and bringing value
to all key stakeholders.
 Boosting the Core Business Increasing the value of own user base - The Saudi
Arabian people are frequently quoted as one of the tops in young mass, which has
led to increasing demand for wireless digital connectivity services. The Saudi
market maintains to demonstrate a huge growth in the need for data products and
applications, not only driven by young and digitally-connected people but also
motivated by the strong acceptance of e-government services and the popularity
of video streaming and HD content on social media. Zain KSA has effectively raised
the share of Saudi subscribers to its postpaid service by 60%.
 Smart Network Evolution provide continuous, end-to-end user experience through

Zain KSA’s network technologies and develop the network architecture for 2020
and beyond. Significance and leadership in the data market are determined on
continuing to leverage the latest 5G evolution technologies. Zain KSA continues to
invest in innovative wireless technologies, fibre to the premises (FTTP) and hybrid
fiber-wireless connectivity. In addition, Zain KSA promises to make sure smart and
effective Capex investment, recognize and implement Opex optimization programs
and maximize subscriber experience.
 Digitization Automate systems and procedures to bring a reliable & enhanced

experience and outline lifestyle/entertainment digital services. Zain KSA intends to
entirely improve its digital abilities to interface with the digital users of Saudi
Arabia, and contribute to governmental and economic digitization endeavours and
projects, thus supporting to nurturing the Saudi knowledge-based economy and
supporting Vision 2030.
Subscribers in Saudi Arabia are extremely digitally-connected; to ensure that Zain

KSA continues at the forefront of the ever-growing digital economy, Zain KSA has
boarded on a digital transformation journey. This digital transformation will
incrementally enhance, in light of the accessibility of products/services to
consumers, the sufficiency of internal and external practices, and the activation of
customer interaction points, making consumers’ interaction with Zain KSA simpler,
and more pleasant. Thorough digitalization will lead to the customers the
advantages of operational brilliance and enlarge its digital footprint in the market.
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Zain KSA - Key Milestones
Image 13 Zain KSA Key Milestones

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Zain KSA - Market Segmentation
Segmentation is important and helps in better predictability of the target subscriber

group, minimizing the risk coverage, better proficiency to fine-tune a product/service to
the necessity of the target consumer and the subsequent ease in designing an
appropriate marketing mix strategy. Here the segmentation is done based on Income.
In evaluating different market segments the company looks at two factors. The overall
attractiveness of the segments and the company's objectives & resources. The present
market for Mobiles, Broadband Modems, eSIM, Smart Watches, Tablets, Laptops with
SIM.
Products Premium Middle Economy Visitors

Upper Lower Upper Lower Upper Lower
Smart Phones       
Broadband       
eSIM     
Smart Watches       
Tablets       
Laptops with SIM       
Table 2. 1 Zain KSA Market Segment
Zain KSA - Customer Base
The regulatory adjustments and successive decline in interconnection costs allowed Zain
KSA to pierce the mid and high-end market even further. The message of youth and
data- centric packages like “Shabab” was reinvented, and the packages themselves were
extensively stretched, for instance with the launch of “Shabab Nitro”, a new high-end
offer.
The marketing of these packages was organized around a powerful digital drive to reach
the channels used by Saudi digital-centric consumers. The new focus on the mid and
high- end Saudi segments improved the ARPU and considerably rebalanced the structure
of the company’s base while maintaining the citadel thanks to Zain KSA’s’ very attractive
on-net offers for its expatriated populations.
Quickening data monetisation to be a data-centric service provider Zain has maintained

to take advantage of the success of its data products with added features, like multi-SIM
offers, shared data wallets, or new data packages for voice subscribers. Aligned with
international movements and standards, the market faced multiple rises in the per-unit
price (per MB) of mobile data services.
Zain KSA faced rising demand for mobile data services, although prices soared. It
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observes that post rising prices per unit data prices in Saudi Arabia continue to be
very low by
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international benchmarks. Aligned with Zain KSA’s “Winning Through Caring” strategy, it
has specific goals and objectives to improve the monetization of data services further
over the coming years.
Zain KSA - Sales and Distribution
The Company has established and engaged in a strategy to expand and strengthen its
sales and distribution channels to improve customer base numbers and optimize the
distribution of its products and services to its customer.
The Company has taken on the Group's vast experience throughout the Middle East to
create and commission a system that promotes all parts of the distribution network to
deliver on time and to customers' satisfaction. During 2018 and 2019, Zain KSA
maintained to develop its sales and distribution model and even though a sharp increase
in airtime distribution, Zain managed to maintain a very robust distribution network.
Independent study demonstrated that Zain’s sales and airtime coverage in 2020
considerably improved and was similar to or better than the competition that started
their operations years before Zain.
In this line, Zain KSA was also forced to employ more effective logistics models
depending on electronic channels like web and mobile apps to distribute airtime, which
let the Company boost the contribution weight of EVD (Electronic Voucher Distribution)
and its dealer network considerably by end of 2019.
Lastly, Zain embarked on the refurbishment of the incentive scheme for its sales partners.
This practice is intended to adjust to the certainties of the market and is also pitched
towards driving obtaining quality customer base performance to provide an excellent
customer experience. Moreover, the implementation of the new incentive scheme
permitted the Company to obtain the majority of the pre-paid gross ads produced
throughout the year in KSA.
The Company will continue to evaluate its sales and distribution partner network and is
looking for and engaging strategic partnerships, and create new alternate sales
distribution channels, and also ensure that the distribution channel network is as spread
as possible, letting for more effective targeting of specific customer segments. For
example, in line with the Company's aim to raise postpaid and 4G customer base seek to
increase the accessibility of mobile recharge options to its customers in a cost-effective
way, also the Zain KSA Company is enduring to develop its prepaid distribution network
across KSA, and raise the electronic recharge contribution to distribution network across
the KSA.
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Zain KSA - Strategy Moving Forward
The Company’s goal is to achieve a fair market share, to offer the best possible returns for
shareholders. Zain KSA said we will achieve this goal through the implementation of the
following strategic initiatives:
 Enhancing and Modernizing our Services and Products - We will maintain to lead
the market in terms of advanced products and services providing real value to our
customers. We aim to improve the spending and loyalty of our existing customers,
as well as entice new customers. We will build upon the success of our new
product platforms; “Zain Max” and “Kareeb” packages.
 Extending our Distribution Network - We will keep on with the increase and
transformation of our retail distribution network ensuring our products are
available through more points of sales across the Kingdom.
 Continuous Improvement of our Network and Operations - We aim to provide a

reliably exceptional data experience to our customers through the extensive
deployment of 5G and 4G radio access technologies, and by joining our network
together with high capacity backhaul links. We present our customers with an
ultrahigh-speed, low latency mobile data network. We will continue to develop
upon this leadership position, becoming the first mobile network in the Kingdom
to introduce true 5G data services. We are dedicated to continuously enhancing
our network and operational competence.
 Aiming to Excel in Wholesale Segment - We intend to be number 1 in the MVNO

wholesale market. We have chosen to support Axiom as our MVNO partner. Axiom
is one of the prominent retailers of smartphones in the Kingdom of Saudi Arabia;
they have gained access to a customer base that is balancing to Zain’s customer
base.
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CHAPTER 3 - Conceptual Framework
Introduction
This chapter focuses on various concepts related to marketing strategy, its types covering
competitive strategies, growth strategies, strategies about market position and entry,
marketing mix and service marketing. Further, the researcher tried to discuss other
aspects which could help a telecom company to market its products/services. The
researcher, therefore, classified key issues for developing a conceptual framework based
on literature as follows:
 Definition and Meaning of Strategy
 Concept of Marketing Strategy
 Types of Marketing Strategies
 Marketing strategies of telecom service providers
Sources of data include textbooks, articles, theses in India and abroad, published and
unpublished annual reports, research papers and other material published in journals and
on the internet etc.
Definition and Concept of Strategy
The word strategy denotes an action plan to achieve a predetermined goal. It generally
covers goal setting, deciding the course of actions to accomplish the goal, and utilizing
resources to perform the actions. In this way, a strategy describes how the resources will
be put to use to achieve predetermined goals. The strategy may be of two types i.e.
intended or emerged. Intended strategy refers to proactive strategy while emerged
denotes reactive strategy. The term Strategy has been defined at different times by
different authors.
Few popular amongst them are as under:
According to Alfred Chandler, "Strategy is the determination of the basic long-term goals
of an enterprise, and the adoption of courses of action and the allocation of resources
necessary for carrying out these goals."
Michael Porter defined strategy as the "...broad formula for how a business is going to
compete, what its goals should be, and what policies will be needed to carry out those
goals" and the "...combination of the ends (goals) for which the firm is striving and the
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means (policies) by which it is seeking to get there."
Gluek (1984) defines strategy as “a unified comprehensive, integrated plan that relates
the strategic advantages of the firm to the challenges of the environment and is designed
to ensure that basic objectives of the enterprise are achieved through the proper
implementation process.”
According to Bennet (1999), it is “a proposed series of actions intended to beat the

competition by unifying the various decisions of the organization and determines
logically and coherently the direction it is to follow.”
The strategy has currently been viewed as the market-driven strategy in which the market
and the customer that forms the market are regarded as the initial point of business
(Cravens & Piercy, 2003). It has guided how to gain market orientation and how it is
expected to change in the future.
There are three levels at which strategies are formulated. A strategy formulated at the top
level is called corporate strategy. Corporate strategy deals with decisions related to
various business areas in which the firm operates and competes. At the business unit
level, strategy is formulated to convert the corporate vision into reality. At the functional
level, strategy is formulated to realize the business unit level goals and objectives using
the strengths and capabilities of the organization.
Image 14 Strategy Levels
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Marketing Strategy – An Overview
A marketing strategy involves planning and activities to inform people and convert them
into customers of the product or service that the business offers. The marketing strategy
of a company contains the company’s value proposition, important promotional
messages, information on the target customers and other worthy elements.
Marketing Strategy is defined as:
"The marketing strategy lays out target markets and the value proposition that will be
offered based on an analysis of the best market opportunities." (Philip Kotler & Kevin Keller,
Marketing Management, Pearson, 14th Edition).
“Marketing Strategy is an over-riding directional concept that sets out the planned path.”
(David Aaker and Michael K. Mills, Strategic Market Management, 2001, p. 11)
"Marketing Strategy is essentially a formula for how a business is going to compete, what
its goals should be and what policies will be needed to carry out these goals." (Michael
Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, NY,
Free Press, 1980)
Formulation of a Marketing Strategy
Marketing Strategy is a combination of an organization’s marketing goals and sets out

one comprehensive plan. A good marketing strategy is based on market research and it
suggests the right product mix to achieve the maximum profit potential and overall
growth of the business. The marketing strategy lays down the foundation of a marketing
plan.
A marketing strategy comes out with the value proposition of an organization and refines
the key marketing message(s) from that. Further, market research is carried out to identify
target customers. An ultimate goal for the marketing strategy can be set then with all the
subsequent marketing plans to deliver it in the best possible manner.
A marketing plan is an operational document that is the core of every marketing strategy.
Because it details the day-to-day tasks that a company indulges in to promote itself to
the world.
Marketing Strategies - Types
There are various types of marketing strategies that can be applied as per the situation
prevailing in the market and requirements of a firm. In the following section, the
researcher tried to present as many strategies that can guide decision-makers to decide
their future course of action.
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Porter's Generic Competitive Strategies
In 1980, Michael Porter suggested an approach that proved relevant to every

businessman in formulating their business strategies and helped scholars and
practitioners to understand the subject of strategic management. According to him,
strategic choices entail decisions about whether to strive for winning market share or for
a specific target group (competitive scope) and whether to lead the market on a costs or
differentiation basis (competitive advantage).
A firm's relative position within its industry helps in determining its level of profitability in
the context of the industry average. It can better portray whether a firm’s profitability is
below or above the industry average. To gain above average profitability in the long run,
a firm must have a sustainable competitive advantage that can be: low cost or
differentiation. The aforesaid types of competitive advantage lead to three generic
strategies: cost leadership, differentiation, and focus.
Image 15 Porter’s Generic Strategy
Cost Leadership - Here a firm attempts to produce the product at the lowest possible
cost so that it can become the most economical producer in the industry. The cost
advantage can be achieved in various ways that depend on the composition of the
industry.
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The sources may include achieving economies of scale, technology ownership, superior
access to raw materials and other inputs. To be a low-cost producer one must search and
exploit all possible sources of cost advantage. If a business successfully achieves and
sustains overall cost leadership, it will be an above-average performer in its industry,
provided its prices are at par or close to the industry average.
Differentiation - Here a firm seeks to be unique in its industry and attempts to

maintain unique points of product difference perceived as desirable and widely valued by
customers and for which they are prepared to pay premium prices. The firm chooses one
or more features that a lot of buyers perceive as essential, and uniquely position itself to
meet those needs. It is rewarded by customers for its differentiated features by paying a
premium price. The firm highlights a particular element that is seen by customers to be
important and it becomes a basis for competitive advantage for which customers agree
to pay a premium price. Differentiation can also be achieved through adding extra
features, brand image, and packaging etc.
Focus - The firm does not compete in mass-market with a broader strategy, but instead
selects one or more narrow target markets that typically have specialized needs. With
this, a firm can build greater in-depth knowledge of each segment and create specialist
reputations and serve them by way of creating barriers to entry for other players.
According to Porter, these strategies are mutually exclusive and a firm must choose one
approach and eliminate all others. Firms that try all approaches simultaneously can
present a confusing market position which ultimately leads to below-average returns.
When an organization’s method is ambiguous then it provides a recipe for "strategic
mediocrity" and any firm that tries to pursue two approaches simultaneously is said to be
"stuck in the middle" and destined for failure.
The standard strategy of emphasis lies in the selection of limited competitive scope
within an industry. The organization selects a segment or group of segments in the
industry and customizes its strategy to serve them to the exclusion of others.
The focus strategy is of two types.

a. Cost Focus
b. Differentiation Focus
Both strategies of the focus strategy stand on the distinction between a target segment
and other segments in the industry. In Cost Focus a business strives for a cost benefit in
its target segment, whereas in Differentiation Focus a business looks for differentiation in
its target segment. The target segments should either have consumers with uncommon
needs or else the production and delivery system that best serves the target segment
should be different from that of other industry segments. Cost focus uses the
differences in cost
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behaviour in certain segments, whereas differentiation focus uses the special needs of
buyers in certain segments.
Growth Strategies
To succeed every business needs to put effort into growth. It can be achieved by
developing the market or by developing new products. The Ansoff product-market
growth matrix describes the two broad dimensions for achieving growth. It delivers four
specific growth strategies: market penetration, product development, market
development and diversification.
Image 16 Growth Strategy
Market penetration means offering current products to existing consumers. This is a

conventional, low-risk tactic because the product is already recognized in the market. It
can be accomplished in the following three ways:
 Converting non-users into users
 Suggesting new uses of existing product
 More usage per use
Product development is the launch of a new product to existing customers. This can
involve alterations to an already existing market which can build a product that has more
interest or adding new products to the existing portfolio.
Market development includes the offering of existing products to new consumers to

find and develop a new customers base. This can involve new geographical markets, new
distribution channels, and separate pricing strategies that bring the product price in the
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ability of new market segments.
Diversification is a dangerous choice for a company. Here a new product is launched

in a new market. This can be done in two ways; horizontal and vertical. 'Horizontal
diversification aims more on the product(s) where the business is known, whereas vertical
diversification aims more on the launch of a new product into new markets, where the
business could have less experience of the new market.
Market Position and Strategy
As far as market position is concerned, firms may be classified as market leaders, market
challengers, market followers or market niche.
Market leader : The market leader in the business that controls the market by
achieving the largest market share. They play cautiously because there is plenty to lose.
Their main goal is to strengthen their top spot by employing public relations to develop
corporate image and to prevent competitors’ brands by laying various strategies in
action. Market leaders may implement unusual or unforeseen tactics to build growth that
may involve: product proliferation; diversification; multi-branding; rising barriers to entry;
vertical and horizontal incorporation and corporate acquisitions.
Market challenger : It is the position occupied by the firm which has the second-
highest market share in the category, following close to the market leader. They play
generally offensive because they have less to lose and more to gain by taking risks. They
put hard efforts to grow their market share by competing for head to head with the
market leader. They focus to gain market share through innovating products, packaging
and service; developing new markets and redefining their business to widen the scope
and improve their position.
Market follower : In general they are satisfied with the market share they occupy in
the category. They wait for the outcomes of R&D activities undertaken by market leaders
and then follow them by adopting a “me-too” approach. Their play neutral and typically
strive to maintain their current market share by maintaining existing customers and
capturing a fair share of any new segments. They sustain profits by controlling costs.
Market niche : They occupy small niches in the market and serve them with their
unique products to avoid head to head competition. Their main purpose is to identify the
unfulfilled needs of the customers and build a strong customer base and develop strong
loyalty with existing customers. They also play neutral. Strategically, nichers strive to
advance the product or service offering, create value for money and offer superior after-
sales service, service quality and engage in similar value-adding activities.
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Market Entry Strategies
Marketing strategies may support a decision-maker to decide the time when to enter a
market. The alternatives differ depending on the unique situation of an individual firm.
According to Lieberman and Montgomery, every entrant into a market whether new or
existing can be classified under given categories such as Market Pioneer, Close Follower
or a Late follower. The consideration of whether to be a pioneer or a follower is of
growing significance in the modern Age of Information/Uncertainty.
Pioneers : They are usually famous for launching a new product or service and opening
a new market based on a major innovation. A pioneering advantage or first-mover
advantage is defined as the competence of a firm to get an advantage over its
competitors through the early introduction of a new product category (Suarez and
Lanzolla, 2005).
They highlight their innovation and studies have shown that early entrants or pioneers
enjoy larger market-share advantages above all those who enter later. Pioneering and
first- move benefit can be accomplished in several ways:
a) innovating new products,

b) a new process, or
c) entering a new market (Heiens etal, 2003).
In all cases, pioneers generate new market demand for their products/services and
successfully meet the demand before other enterprises enter the same market.
It has also been found that first-mover advantage can be availed by building awareness
through advertising campaigns, offering price cuts and introducing new distribution
techniques. Thus, by using pre-existing information risk can be reduced when entering
first in a new market.
It becomes easy to avoid higher switching costs compared to later entrants. For example,
those who enter later are needed to put in more expenditure to grab customers away
from early entrants.
However, lower switching costs as the first-mover advantage can be more costly because
product innovation is more expensive as compared to product imitation. It has been
observed that while Pioneers enjoy noteworthy market share advantages, they suffer
larger cost disadvantages.
Close followers : Inspired by the success achieved by pioneers, many entrepreneurs

get attracted depending on the benefits of the market. If the probability of success is
high, many entrepreneurs would enter and follow the tactics of pioneers.
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These are better regarded as Close Followers. They can also be termed as challengers to
the Pioneers and the Early Followers.
They are more likely to invest a significant amount in Product Research and Development
than later entrants. They observe the outcome of pioneer’s innovations and find
weaknesses in products served to customers before, which leads to improvements and
modifications in the aforesaid products.
Therefore, it could also lead to attracting customers who were searching for alternatives
to the previous products, which is essential in market success. As early followers invest in
research later than Market Pioneers, different development strategies are used against
those in practice, and the same is done by the Late Followers in the market.
With different strategies, followers can build their own unique selling proposition and
perhaps target a different segment in comparison to that of the Market Pioneers.
Late Entrants : The businesses who move in after the Close Followers and are referred
to as the Late Entrants. It seems very daunting; however, there are some advantages of
being a late follower.
They have a lot to learn from those who have already been playing in the market. They
have the opportunity to improve their offerings and reduce their costs. In this way, they
can grab a significant market share and most importantly, sustain in the market. As
markets evolve, consumers always seek improvements and advancements in products.
Late Followers can take the benefit of shifts in customer preferences. On the other hand,
if there is a slight change in their preferences, Late Followers can enjoy a cost advantage
over early entrants through product imitation.
Late Entry does not necessarily mean disadvantage in terms of market share, it depends
on how the businesses adopt strategies related to the marketing mix and overall growth.
Therefore the decision concerning entry time must be coupled with a suitable marketing
mix to take the advantage of a significant opportunity.
Warfare Strategies
Similar to military strategies, these strategies can help a business to win the market. There
are various types of marketing warfare strategies; they can be categorized as;
Offensive Marketing Strategy - This strategy is used by challengers to secure

competitive advantages; they usually attack on the leader’s strength, with this strategy
like offering sharp price cuts, repositioning of products, introducing special offers etc.
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Defensive Marketing Strategy - This strategy is generally used by market leaders to
defend competitive advantages, protect market share, reduce the threat of being
attacked, lessen the impact of attacks, strengthen the position.
Flanking Marketing Strategy - This strategy is used by firms having a relatively
small market share. It is an indirect attack on the areas which are of little importance to
the competitors.
Guerrilla Marketing Strategy - This strategy is used by firms that are relatively too
small to implement offensive or flanking moves. Attack, retreat, hide, then do it again,
and again, until the competitor pushes on to other markets.
Large companies typically use many strategies simultaneously. Different companies or

brands will have different motives to use any of these strategies. Timing and
circumstances are necessary to be considered while selecting the best option.
Marketing - Mix Strategy
In 1964 McCarthy presented the theory which is commonly known as the “4Ps”, as a
means of converting marketing planning into practice (Bennett, 1997) Marketing mix has
originated from the single P (price) of microeconomic theory (Chong, 2003). It is not a
scientific theory, but simply a conceptual framework that identifies the key decision
strategists take while designing their offerings to match consumers’ needs. This tool can
be used to determine both long-term strategies and short-term tactical decisions
(Palmer, 2004).
There are mainly four components of the marketing mix. These are- Product, Place, Price,
Promotion. These components can be varied in their proportion and they can differ from
product to product. It can change a firm’s competitive position.
Marketing Mix strategy can be framed in two ways depending upon the suitability with a
firm’s objectives:
 Standardized marketing strategy: Where a company develops and implements a

standardized marketing mix i.e. the same product, price, distribution, and
promotion strategies for every market.
 Customized marketing strategy: Where a firm develops and implements a different

marketing mix for each target market i.e. different combination of 4ps for different
markets.
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Product Life Cycle Strategies
The product life cycle includes four distinctive phases: introduction, growth, maturity and
decline. Each stage is associated with changes in a product’s marketing position and faces
different challenges; opportunities and problems to the seller. The following chart shows
different stages and their characteristics which help in deciding strategies to be used.
Image 17 Product Lifecycle
Service Marketing Strategies
Service marketing is done for delivering processes, experiences, and intangibles to

customers rather than tangible goods. To plan an effective service marketing strategy
four Ps of the marketing mix (product, price, promotion, and place) are inadequate.
Other 3Ps- people, process, and physical evidence are also required to support those 4Ps.
Because services are usually produced and consumed at the same time, customers are
required to be a part of the service production process.
Therefore ‘people’ play a significant part in service delivery and thus affects customers’
perceptions. Here people include the firm’s human resource, the customer himself, and
other customers present at the service station; they all serve as decisive elements
regarding the image of the service itself.
Service providers’ appearance, attitudes, and behaviours affect customer perceptions.

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‘Physical evidence refers to the setting in which the service is delivered; all tangible
components that assist service performance also affect customer perception. This
includes components such as the ambience of the service station, brochures, letterheads,
business cards, report formats, signage, and service equipment, and the physical facility
offered. Finally, ‘process’ contains the operating systems, processes, methods, and flow of
activities involved in service delivery. This P may be seen as an important factor while
deciding the quality of service.
Parasuraman, Parasuraman, Zeithaml, and Berry (1985) explored some gaps in customer
expectations of service and service quality delivered by the provider. To fill these gaps,
they suggested a few strategies which are still relevant to the service industry.
Gap 1: The listening gap - It is the difference between consumer expectations of service
and suppliers awareness of those expectations. It appears due to an absence of a precise
understanding of customer expectations by the company.
Gap 2: The service design and standards gap - This is involved with translating customer
expectations into real service designs and developing standards to measure service
operations against customer expectations.
Gap 3: The performance gap - The service performance gap appears because of the
differences between customer-driven service design and standards and actual service
delivery.
Gap 4: The communication gap This gap shows the difference between service delivery
and what is communicated externally to customers through advertising, pricing, and
other forms of communication.
Strategies for filling the listening gap – a) Listen to customers in various ways
through customer surveys and employee communication. b) Build relationships by
understanding and meeting customer needs over time. c) Know and act on what
customers expect when they experience a service failure.
Strategies for filling the design and standards gap – a) Employ well-defined
new service development and innovation practices- b) Understand the total customer
experience through service blueprinting. c) Measure service operations via customer-
defined rather than company-defined standards. d) Incorporate physical evidence in
service design.
Strategies for filling the service perfo rmance gap - a) Align human resource
practices (hiring, training, support systems, and rewards) around delivering service
excellence. b) Define customers’ roles and help them to understand and perform
effectively.
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c) Integrate technology effectively and appropriately to aid service performance. d)
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Motivate and incentivize intermediaries to perform service according to firm standards. e)
Manage fluctuations in supply and demand.
Strategies for filling the communication gap - Employ integrated services

marketing communication strategies around everything and everyone sending a message
or signal to the customer. Manage customer expectations effectively throughout the
experience. Build processes for internal communication to prevent overpromising and
ensure successful delivery. Manage the service brand. Price services appropriately.
Word of Mouth - Word of Mouth is one of the promising methods to market an

intangible product or service. A satisfied customer will be eager to share her experiences
about the service with her friends and relatives even if she is not being asked and tell
them why she prefers that particular provider. Using referral programs as an integral part
of marketing can give desired outcomes. Service providers offer cash bonuses, free
service or a reduced rate on service to each referral to increase their customer base.
Education - Another proven method is to educate customers about the service and the
way it is delivered. Service providers organize free seminars, educational meetings or
offer free trials, membership to the people. Articles for magazines and newspapers and
talks at trade shows and conferences can be proved as successful tools to promote a
service. An educational marketing strategy does not emphasize features of a service or
prices rather it explains the benefits of using the service.
Demonstrations - People are generally hesitant or afraid while trying a service

provided by a new provider for them. Offering free demonstrations can help those
providers to convince and convert them into customers and achieve desired results. For
example, offering free yoga sessions for a large company can help the service provider to
promote its services and in this way, a lot of people can be made convinced about their
service quality and benefits of their services. If a company runs an advertising agency, it
can suggest some good alternatives to a business owner, and outline the cost to do so.
Social Media - In the era of information exposure through social media, it is very hard
to avoid or escape interesting items shared by others on emails, social networking sites or
messenger apps. It is a cheaper way to reach people to bring them closer and make an
impact. A social media marketing strategy allows service providers to educate people and
get them to spread the word to their network of contacts through various tools. With
Facebook, for example, you can create a free business page to detail your service.
Testimonials and case histories posted by satisfied customers displayed on your page
might create a positive image of your offerings or organizing contests and offer a cash
prize or a free session or visit. The number of Likes on your business or web page might
encourage visitors to share their experiences with their friends.
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Marketing Strategies Of Telecom Providers
For achieving growth and success, every firm needs to frame its marketing strategies by
combining the seven Ps, i.e. product, price, place, promotion, people, physical evidence
and process in the right proportion. Hence, strategies about the overall service marketing
mix are planned and designed by telecom service providers to compete and sustain in the
market. As per the observation, common marketing strategies of telecom service
providers covering services marketing mix are as follows :
Product Strategies
The basic product in mobile telecom service is core functional benefits that are desired by
customers. It may include voice clarity, physical network coverage and easy connectivity
to the network by the majority of the customers.
Roaming facility is essential for those who regularly visit interstate as well as international
tours, while for internet savvy customers easiness in activation of internet services is also
considered a part of the basic product. In the present era where most of the customers
are having 3G and/or4G mobile services, the core benefits also include compatibility of
handset settings with mobile internet facility and data accessing speed.
At the augmented level the basic product is associated with superior customer support
and customer care activities and a high level of quality of service. The customer support
activities include easy availability of a new mobile connection - the SIM card with user-
friendly procedures, recharge facility at convenient locations (for prepaid customers),
guiding assistance from retailers, and convenient bill payment facilities (for post-paid
customers).
The customer care activities are - easy activation of value-added services, easy
deactivation of services availed as and when asked, accessible customer care helpline,
freedom to choose the right customer care person at service online to get immediate
help or information, and quick solutions to problems.
The quality of service and brand value of telecom service providers are also reflected in
product-related strategies. The five distinct elements of quality of service recommended
by Parasuraman A. et al. (1988) are tangibility, reliability, responsiveness, assurance and
empathy. The tangibility is reflected through physical facilities, equipment's, and the
appearance of staff. The reliability is ensured by the promise to perform required services
accurately and up to the mark.
The responsiveness denotes a willingness to support customers and to deliver service

without delay. Confidence is involved with the expertise and courtesy of employees and
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their capability to build confidence and trust in customers. Empathy deals with individual
attention and care, the firm provides to its customers.
The features, benefits, quality, and identity of the product constitute the corporate image
and it is reflected through the brand name. Telecom service providers segment the
market mainly based on demographic profiles such as age, gender, locality (Urban or
Rural), educational levels, employment status and income.
Customers’ expectations of core benefits vary according to the segment they belong to;
therefore, companies position their products to target the specific segments. As youth is
considered internet savvy, companies target them and position their products to meet
their requirements of free data with high speed.
Pricing Strategies
The revenue and Profit of any organization are significantly affected by its Pricing
strategies. Even though pricing is merely the exchange value of a product or service,
pricing strategies are framed considering the objectives of pricing.
Different service providers have different objectives of pricing. It may be to earn a

reasonable profit, profiteering, price leadership or to attract a large number of customers,
make a superior image of the brand or to strategically counter the competitors.
Due to the presence of several telecom operators, the competition in the mobile market
has stepped up and it has resulted in price wars.
Every telecom operator has been pricing its products very strategically since Pricing
became the major strategy in this industry. A wide range of tariff plans is made available
by telecom service providers to attract customers of various segments.
Special Tariff Vouchers (STV) for voice, data and SMS allow customers to call, SMS and
access the internet at comparatively low rates, at times on an unlimited basis. When one
operator introduces an STV, immediately others react and offer cheaper plans. Since a
telecom service provider cannot get a patent of a marketing strategy introduced by him
and intellectual property rights also do not apply here, capability (copying + ability) is a
widely utilized strategy among the telecom service providers.
Due to intense price war, companies introduced top-up recharge cards, electronic
recharge facilities, credit recharge facilities, validity extenders, separate and combo tariff
plans for voice, data and SMS, in addition to STVs. Exclusive tariff plans have been
launched for closed user groups such as friends, lovers, family, official groups, or business
groups. Few telecom service providers offered customized special tariff packages for
individuals in addition to standard plans.
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Distribution Strategies
It is designed to provide easy availability of products and services to customers and offer
them place convenience. It covers channel management including distributors and
retailers, distribution settings and the overall network of their service. Initially public
sector provider ZAIN adopted an exclusive distribution strategy, in which exclusive outlets
were made to deal with ZAIN products only. Today every company has adopted an
intensive distribution strategy, where all possible outlets are used to ensure easy
availability to everyone.
Promotion Strategies
Integrated marketing communication tools are used to inform, persuade and influence
people about a product or service. There are several ways to promote a product. Telecom
companies use a mix of various promotional tools such as advertisements, sales
promotion, personal selling, events, publicity and public relations.
Image 18 Hierarchy of Effect Model
Telecom service providers also follow this model and use it in designing their promotion
strategies. They also use various sales promotion tools. Some common tools among them
are: promotional calls and messages to the customers, attractive price offers, extra talk
time, value package, internet package, free trial of newly launched services, free add-on
SIM card, facility to make calls on credit basis even at zero balance for prepaid customers,
extending continued services in special cases even at non-payment of bills for post-paid
customers, demonstrations and displays at point of sales, and specialized pricing offers
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exclusively for individual customers. These offers create immediate buyer responses that
help in increasing the customer base. Different companies in the telecom sector use
different types of sales promotion tools to make their offer distinctive.
Service Marketing Strategies
People : All human elements involved in service delivery or service assurance influence
buyers’ perceptions. The customer care team, maintenance staff, individuals representing
the organisation, the customers, and other customers present at the service centre play
very important roles in marketing a service. The private telecom companies tactically
manage this P primarily through outsourcing. The customer care and call centre
personnel are efficiently skilled employees provided by outside agencies. Telecom
companies provide exceptional backend support for outsourced customer touchpoints.
They utilise IT expertise for extending service to these touchpoints which are in turn
reflected in their customer service.
Although the private telecom companies seem to avoid direct contact with the
customers, they have few experience centres or relationship centres or customer care
centres at main towns and cities which are managed by the franchisees. They explain the
terms to their franchisee concerning code of conduct, dress code, personal grooming,
telephone etiquettes, attitude and behaviour to be displayed by the employees hired by
franchisees while dealing with customers.
Physical Evidence : The physical evidence is the situation where the service is provided
and where the company and customer interact, and any physical element that assists the
performance or communication of the service. The private telecom service providers are
eager on establishing their existence through employee outfits, uniforms, brochures, tariff
booklets, business cards, and glow sign boards etc. The constantly changing tariff is
instantly updated and made available to retailers and customers. Their physical existence
is distinct even in remote areas of the country. As part of creating the tangibility, the
telecom service providers seem to offer newly introduced value-added services to
customers for a free trial for a limited period. This is combined with several sales
promotion methods to motivate the consumers to become subscribers of the services.
The advertisements, hoardings, events, and public relations also help build the physical
evidence.
Process : The real methods, processes, and flow of events by which the service is
provided are called a process. The private sector extensively utilises the retailer network
to distribute its products and services. The process and procedures to get mobile
connections and related services from Zain are very simple as compared to other
operators. Its retailers and dealers are encouraged by offers, incentives and proper back
end support to push their products.
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CHAPTER 4 - Literature Review
Introduction
Customer retention (CR). loyalty (CL), and satisfaction (CS) are important (intermediate)
goals for telecommunication network operators on their way to superior economic
success in the telecommunication industry (Torsten et al., 2001). Customer switching (or
churn), which is the opposite of customer loyalty, has been studied extensively in
marketing literature, including various studies that discuss and investigate potential
antecedents of customer switching (Jape and Peter, 2007). As Jun and Bin (2005)
remarked; initial research into customer loyalty concentrates on the measuring of
customer's behaviour. Three decades earlier loyalty has been studied through behaviour
measurement thinking high- frequency purchase is customer loyalty. Still, some scholars
and managers believe that repeated purchase behaviour is customer loyalty. Recently
people considered attitude preference as one of the major sources to measure and divide
customer loyalty.
Odin et al.. (.2001) say about two basic approaches on loyalty; stochastic and
deterministic. The stochastic approach assumes customer loyalty as a behaviour. In this
approach, it is considered that the preference structure of the customer is reflected in the
customer's behaviour. Some of the operational measures of this approach are shares of
purchase and purchase frequency. Alternatively, the deterministic tactic presumes
customer loyalty as an attitude. Some of the operational measures of this approach are
the preference, buying intention, supplier prioritization and recommendation willingness.
Loyalty literature categorizes elements of consumer switching behaviour into two broad
groups of antecedents: economic or cognitive and social/affective (Jape and Peter, 2007).
Economic factors focus on the economic value of the relationship with the firm, including
aspects such as economic satisfaction, perceived price levels and price-value ratios (or
payment equity) values. In contrast, social determents consider more social and affective
aspects such as trust and commitment (Jape and Peter. 2007).
Serkan and Ozer, (?005) focus on understanding the factors related to customer retention
behaviour, both behavioural factors such as switching costs and customer satisfaction
and demographic factors. Its two objectives are to know (1) how factors that affect
switching costs and customer satisfaction, like the length of association, complex service
plan, luxury handset and the quality of connectivity, drive customer retention behaviour,
and (2) how customer demographics such as age and gender affect their choice of service
plan complexity and handset sophistication, leading to differences in customer retention
behaviour.
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Among the studies and researches done by several scholars on this topic, it has been
widely accepted that generally switching behaviour in the telecommunication sector is
determined by switching cost, service quality and trust in the operator.
Studies on International Telecom Industry
Roland T. Rust et al. (2004) proposed that customer equity is made up of three
components namely, Value equity, Brand equity and Relationship equity. Four important
elements of relationship equity are loyalty programs, special credit and care programs,
community– developing programs and knowledge building programs.
Tomi T. Ahonen et al. (2004) explained in their book ‘3G Marketing – Communities and
Strategic Partnerships’ how the telecom service providers in the 1990s underutilised
marketing. They only focused on the rapid expansion of capacity and connecting new
subscribers without being visionary of the future. The success in third-generation
technology depends largely on successful strategic partnerships right from market
intelligence to sales channel support. The authors observed that when customers become
more educated and aware about a product, they become very selective with the choice of
operators, When more players enter the mobile telecom markets, the marketing tools and
processes required to be regularly refined and upgraded. Operators must refrain from
offering everything to everybody in similar situations. To create profitability and the right
customer orientation, focussed marketing efforts and strategic segmentation is required.
According to the authors, the next-generation wireless will be all about marketing but
technology.
Aaker A. David (2005) in his book ‘Strategic Market Management’ discusses that three
things will specify strategic options. First is Value propositions which are not limited to
functional benefits but can include social, emotional and self-expressive benefits. The
second is a sustainable competitive advantage. The third is those Functional strategies
and programs that support the value proposition and development for enhancement of
the assets and competencies. The author further stated that segmentation is often the
key to developing a sustainable competitive advantage. From a strategic perspective,
segmentation involves the finding of customer groups that react differently from other
groups to competitive offerings. The development of a successful segmentation strategy
requires the conceptualisation, development and evaluation of a targeted competitive
offering.
Dan Steinbock (2005) explains the explosion of mobile communication services

worldwide in his book. It explains the growth of multimedia messaging services, location-
based services, mobile phone television and mobile value-added services in the 3G and
4G platform in the markets of Europe, the United States and the Asia Pacific. The author
detailed the history of the evolution of the wireless telephone. He suggested that
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operational effectiveness and strategy are two fundamentals for any company to
differentiate itself from the competition. With a strategic position, a company may use
mobility, including other items to provide a different range of services or different
customer relationship arrangements.
John W. Mullins et al. (2005) stated that market orientation has a significant positive
effect on various dimensions of performance, including return on assets, sales growth and
new product success. The guidelines for market-oriented management includes creating
customer focus, listening to the customer, defining and nurturing distinctive competence,
defining marketing as market intelligence, targeting the right customers, managing
profitability making customer value high priority, letting the customer define the quality,
measuring and managing customer expectations, build customer relationship and loyalty,
define business as a service business, commit to nonstop enhancement and innovation,
manage culture along with strategy and structure, raise with partners and alliances, and
abolish marketing bureaucracy. The primary focus of marketing strategy is to allocate and
coordinate resources and accomplish the firm’s objectives within a specific product-market.
Mark Daniel (2006) explained the business strategy as the art and science of informed
action to achieve a specific vision. The author has stated that the ability to drive customer
relationships to a higher level is an essential element in strategic assessment and
valuation. For a sound strategic evaluation, all the variables of product, brand and
services have to be taken into consideration. Competitive differentiation in the fields that
affect customers and the business system is a critical endpoint of any successful strategy.
Those options which genuinely create clear water between a business and its competition
will also yield both immediate and future value for that business.
Xavier M. J. (2007) in his book, ‘Strategic Marketing: A guide for developing sustainable
competitive advantage’ described various ways to evolve an appropriate business
strategy. These methods are; Long term planning for the firm, Capability /opportunity fit,
Planning to gain competitive advantage and Capability (copying + ability) in a turbulent
environment. The author suggested that the marketing mix elements offered by the
competitors may be useful to analyse the relative strengths and weaknesses of their own
offerings. He observed that advances in telecommunication and IT (Information
Technology) have reduced the barriers of time and place for business. He also described
various models to fight the competition.
Factors Affecting Customer Decisions
Customer Satisfaction
Bitner and Zeithaml (2003) stated that satisfaction is the customers’ measurement of
services in terms of whether that service has met its needs and expectations.
According to Boselie et. Al (2002) satisfaction is a constructive, emotional state resulting
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from the assessment of all attributes of a party’s working relationship with another.
According to Cronin and Taylor (1992), customer satisfaction can measure by overall
feelings towards an organization while the Six-item construct was used by Anderson and
Srinivasan (2003) for measuring customer satisfaction for all service quality of the
organization.
Siew-Phaik et.al (2011) lectured that dependability, responsiveness, assurance and

empathy considerably positively affected customer attitudes in terms of satisfaction and
loyalty.
Dabholkar (1993) is of the view that customer satisfaction is a kind of emotional, which
leads to an overall, world attitude of quality, which is based on a kind of internal
expectation. Customer satisfaction can be measured on a single-item scale or as a multi-
item scale assessing the satisfaction level for each factor of the service.
According to Mohammad and Noorjahan (2009), a clear knowledge of the hypothesised

relationships between the studied variables might inspire the mobile service provider(s)
to figure out a suitable course of action to win customers’ trust by providing better
services to create a loyal customer base.
Muhammad (2011) said that customer satisfaction varies on the managers’ wish and
maintain the necessary services and service quality. He also focused on implications for
marketing strategists attract to customers. Reichheld and Sasser (1990) considered
‘customer satisfaction as a fundamental determinant of customer loyalty. They said that
satisfaction promotes recurring purchases and generates positive mouth publicity.
Price
Not only in the telecommunication market but also in the other markets the main factor
of switching is price. This is obvious even by looking at our own behaviour will certainly
prove this behaviour. There are plenty of marketing articles that have mentioned this. Not
only articles but there are marketing theories relative to price. One of the marketing
strategies is to have cost leadership to attract the market. What is cost leadership? Ability
to offer the same product at a lower cost than our competitors.
Dong and Won, (2007) has taken the following three variables under price,
a) Pricing structure
b) Pricing scheme
c) Additional service fee
Here the offered call charges i.e., pricing and pricing schedule is defined as pricing
structure. Reasonability of pricing is taken as the measurement item in this factor. A
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choice
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of pricing schemes i.e availability of a variety of pricing schemes is taken as a pricing
scheme. Fee for extra services such as activation cost, termination fee, fee for value-
added services etc is considered as an additional service fee.
The sensitivity of demand indicates how volume-sensitive a product or a service is to the

change in price. (Fuha, 2005). Three different consumer segments have been identified in
further studies on price sensitivity in the telecommunication industry, They are the mobile
segment, combined segment and fixed-line segment (Fuha, 2005). It has been found that
at both ends of pricing (high end versus low end) the price sensitivity is substantially
lower, in other words insensitive. Influencing these two market segments with pricing
would be most probably ineffective.
Among the several factors which affect customers' buying behaviours, two important
ones are "price" and "quality of service" (Fuha, 2005). This means that there is a change
between price and service quality. Which is most frequently emerged in terms of
customer satisfaction.
Fuha, (2005) has performed a comprehensive analysis on price sensitivity among

telecommunication consumers lead to discovering the sensitivity factors in the different
segments in the telecommunication market. From the above information, we can consider
that price is a motivating factor in switching behaviour in the telecommunication industry.
And further, the price can be broken into call cost, schemes i.e charges offered and
additional fees for other services.
Switching Cost
Switching behaviour also appears in economic theory. Where marketing researchers

mainly consider the utility or value of a relationship (both economic and psychological).
Economic scholars tend to approach switching behaviour from a switching costs
perspective by arguing that switching cost prevents customers from switching to another
supplier. Jape and Peter, (2007) posit that switching costs arise from several sources:
a) Need for compatibility with existing equipment

b) Transaction cost
c) Uncertainty about the quality of untested brands
d) Discount coupons and similar devices
e) The psychological cost of brand loyalty
Similarly, Burnham et al., (2003) has distinguished in an empirical survey among (a)
procedural (i.e., loss of time and effort), (b) financial (i.e., financially quantifiable
resources) and (c) relational (i.e., psychological or emotional discomfort due to the loss of
identify) switching cost in marketing literature.
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Switching cost gives some benefits to companies, with a direct effect on customer loyalty
level. For instance. _it reduces customers sensitivity to price and satisfaction level. This
means in the occurrence of switching costs, consumers who might be expected to select
from various functionally identical brands demonstrate brand loyalty (Serkan et al., 2005).
Serkan and Ozer, (2005) see the switching cost as a cost that discourages customers from
demanding a rival firms brand. They further remark that this can be categorized as
economical and financial cost, procedural switching cost and psychological switching
cost.
First is the economic or financial cost, which is a dropped cost when switching believed as
the direct financial costs involved. Another technical switching cost stalks from the
process of consumer’s buying decision making and their execution of the decision. The
buying method contains the following phases:
a) Need recognition
b) Information search
c) Evaluation of alternatives
d) Purchase decision and
e) Post-purchase behaviour.
The psychological cost (Staff —customer relations etc) that occur over the course of time
and uncertainty/threat from the unused brand. The customer perceives a high risk
regarding a brand he/she has never used. Especially in services, where consumers choose
a competitor, the threat exists because service quality cannot be estimated before
purchasing (Serkan et al., 2005).
From all these studies we can drive that switching cost is one of the major factors that
most directly influences customers' sensitivity to price level and so influences customer
loyalty and switching behaviour. And further, the switching cost can be categorized as the
initial paid cost to the first operator, the initial cost of the second operator and risk on
switching which can be defined as uncertainty on new operators pricing, service quality
etc.
Service Quality
Although there is no agreement about hypothesizing and measuring service quality there
are various explanations of service quality this can be assumed as the consumer's
judgment about the overall excellence or superiority of a service (Sekeran et al., 2005).
Further, the general attributes of services are intangible, heterogeneous- meaning that
their performance often varies with respect to the provider and the customer, services
cannot be placed in a time capsule and thus be tested and re-tested over time and the
creation of services is expected to be indivisible from their consumption.
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Typically service quality is found as a crucial element for profitability, and thus a company's
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success. Corresponding to Venetis and Ghauri, (2()00) first service quality is considered as
one of the few means for service difference and competitive benefit that invites new
customers and adds to the market share. Secondly service quality enhances customers'
inclination to buy again, to buy more, to become less price sensitive and to tell others
about their favourable experience.
Between the various factors which influence customers' purchasing behaviours, two
significant ones are price and quality of service. There is a balance between price and
service quality which is frequently existed in terms of customer satisfaction (Fuha, 2005).
Also, factors associated with service quality are significant drivers of customer preferences
in the mobile communication market.
Adil (et.al., 2016) applying customized SERVQUAL discovered that network productivity
has the most positive influence on the customer service whereas staff responsiveness
least which means this dimension has space for improvement. Al-Aali (et.al., 2011) added
network quality and competitive advantage to SERVQUAL, Kadasah (2014) used
SERVQUAL and compared the service quality of Zain, STC and Mobily and found that Zain
was best in all ways in its services. On the other hand Serkan and Ozer. (2005) argues that
customer satisfaction is directly influencing customer loyalty in the telecommunication
market thus service quality is the main contributor in getting customer satisfaction along
with the price.
Perceived service satisfaction is an important factor influencing customers' price

sensitivity. Improving service quality in the eyes of customers creates true customers'
through higher customer satisfaction. Therefore service satisfaction should be included in
studies dealing with customers' perceptions (Fuha, 2005).
It has been commonly accepted in previous studies, that service quality is one of the main
determinants of customer switching behaviour in the telecommunication industry.
Further, the following factors can be taken as measurements of service quality. They are
line clarity, coverage, customer service and value-added services offered. Although there
are no direct studies that considered value-added services as a factor of service quality,
this can be taken as consumer surplus and thus affects customer satisfaction. Fuha, (2005)
stated that the perceived level of satisfaction is closely related to the economic concept
of consumer surplus.
Communication guarantee, settlement service, value-added service and technology

innovation are taken as the driving factors of telecommunication service quality by Jun
and Bin, (2005).
Therefore it is proposed service quality has a relationship with customer switching

behaviour in the telecommunication market.
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Trust
Usually, it can be said to win trust, one party has to consider that a third party will execute
actions that result in positive results for the first. Serkan and Ozer, (2005) proposed that
the concept of the trust consist of a scheming process established on the competence of
a party to a transaction to persist to meet its commitments and on an estimate of the
cost benefits of continuing in the relationship. Therefore, the consumer should not only
perceive positive results but also consider that these positive results will continue in
future.
Trust is identified as an essential character in influencing relationship loyalty and so

consumer loyalty (Serkan and Ozer, 2005) Jun and Bin, (2005) said that; trust is the
essential component of customer loyalty. Customer loyalty's growth is from the
customer's buying of trust products and services. Trust makes purchase decisions easy,
and at the same time, it makes the consumer feel a sense of confidence in the business.
They further expand their analysis by considering the following as the elements of trust in
the telecommunication industry. They are - experience, brand loyalty, communication,
and relation interaction. Trust works at protective relationship investments by
collaborating with exchange partners, resists striking short term replacements in favour of
the anticipated long term paybacks of staying with existing partners, and views
potentially high-risk actions as being practical because of the acceptance that partners
will not act opportunistically.
Therefore it can be believed that there is a positive association between trust and
customer loyalty (Serkan et al., 2005). Trust also signifies trustworthiness and it affects the
long-term preference of a customer by lowering the perception of risk associated with
opportunistic behaviours by the firm (Ganesan, 1994). Specifically, trust lessens ambiguity
in an environment in which consumers feel exposed thus switching behaviours of
customers is influenced by the trust in the operator.
All these past studies conclude that there is a powerful relationship between trust and
customer churn in the telecommunication industry. And further, it can be calculated
through brand loyalty, experience and relation interact etc.
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CHAPTER 5 – Objective and Scope
The objective of this Research
The overall objective of this research is to analyse the marketing strategies and brand
analysis of Zain Telecom in Saudi Arabia.
Specific Objectives
a) To study the changing scenario concerning marketing strategies of telecom service

providers in the Kingdom of Saudi Arabia to gain a large subscriber base.
b) To Study the brand awareness of Zain KSA.
c) To Study the brand preference of Zain KSA.
d) To evaluate the Service Quality and Service range of Zain KSA.
e) To Study the pricing strategy of Zain KSA
f) To understand the purchase and spending behaviour of Saudi Arabian telecom

subscribers concerning the price wars among telecom players.
The Scope of this Study
The main scope of this research study is to survey harvest and analyze the level of customer
satisfaction of Zain telecommunication company in Riyadh, Kingdom of Saudi Arabia
This research study was conducted in Riyadh and targeted the Zain KSA users, not any
other network users.
Limitations of this Study
Carrying the survey was a general learning experience for me but I also faced some
problems while collecting primary data.
These are listed below:
I. Generally, the respondents were busy with their work and were not interested in
responding rightly.
II. Most respondents were not maintaining proper knowledge of various facilities
provided by their company. So they were unable to provide the right information.
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III. Some of the respondents were using the first time of their company and they did
not properly differentiate among their products.
IV. Due to human behaviour information may be biased.
Significance of the study
I. By analyzing this information, the company would be able to better design

schemes & services & target the right prospects‟ needs & wants.
II. The management and the company will be aware of the customers‟ expectations,
needs, wants it will help the company to design better strategy and gain more profit
III. The study helps to identify the behaviour of the customers
IV. This study will help the researcher to know about the company profile
V. To know how much the company care about the customers and their perception
toward the company.
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CHAPTER 6 – Executive Summary
The project aims at understanding the brand presence of Zain Telecom company in the
Kingdom of Saudi Arabia.
In this report, we tried to analyze the strategy and the management practices adopted by
Zain Telecom in comparison to other market players which make them one of the fastest
growing telecom companies in the Kingdom. Additionally, we also studied the underlying
micro and macro-economic factors which helped Zain KSA to achieve these feet. The
report also contains industrial analysis, different strategies adopted by Zain KSA, its
equivalent impact both in terms of market share and financial gains and the road ahead
for Zain Telecom in the Kingdom.
Data of Zain KSA and Mobily is collected from the company’s CRM database and the data
of STC is taken from various online resources. Additionally, the samples were collected
from the Dealers of both Mobily and Zain Telecom from various parts of Riyadh and
certain data was taken near to the Airport to get feedback from the new Visitors.
The first couple of chapters of the project covers the telecom market and its growth
strategy in the Kingdom of Saudi Arabia and the specific measures taken by Zain Telecom
considering the current market expansion, specifically w.r.t introduction of 5G and various
IoT solutions.
In chapters three and four the concept of marketing is elaborated and the details of the
methodologies are explained.
The final part of this project illustrates the findings of why Zain Telecom is emerging as a
strong brand in the Kingdom of Saudi Arabia and provides the necessary suggestion
which can be utilized to increase the brand value and market share in the Kingdom of
Saudi Arabia.
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CHAPTER 7 - Research Design &
Methodology
Introduction
Research methodology is the systematic process of initiation, execution and completion

of a research study. Research methodology covers the formulation of a research problem;
conceptualizing a research design, construction of valid and reliable instruments for data
collection, designing sampling process, and collecting, processing, analyzing and
interpreting data, drawing conclusions and writing the research report.
The main reasons behind any research study are to explore and investigate existing
unrecognized problems of any field, find suitable answers for those issues and suggest
the scope of further researches. Among the various fields of study, the effectiveness of
marketing strategies in the Telecom Sector of Saudi Arabia has come up as a very
important and attractive field of research which needs to study deeply and to search
various issues related to it since a lot of companies had to leave the market due to
various complexities. The comparative market performance of telecom service providers
in multiple planes illustrated in the study would help them to introspect so that remedial
measures may be formulated and resolve the associated problems. An attempt has been
made to help in exploring successful strategies in the marketing of telecommunication
products and services.
Hypotheses of the study
H01 : There is no significant difference between the product strategies adopted by Zain
KSA with other operators.
H11 : There is a significant difference between the product strategies adopted by Zain
H02 : There is no significant difference among the pricing strategies adopted by Zain and
its competitors.
H12 : There is a significant difference among the pricing strategies adopted by Zain and
its competitors.
H03 : There is no significant difference among the distribution strategies adopted by

Zain KSA.
H13 : There is a significant difference among the distribution strategies adopted by Zain
KSA.
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H04 : There is no significant difference among the promotion strategies adopted by Zain
KSA.
H14 : There is a significant difference among the promotion strategies adopted by Zain
KSA.
H05: There is no significant difference among the process strategies adopted by Zain KSA.
H15: There is a significant difference among the process strategies adopted by Zain KSA.
Research Design & Methodology
The research design used in this report is aligned with the experimental study requirements.
The population of the Study
The population of the study includes all telecom service users belonging to Riyadh, The
Type of the Study
This study is in the form of an ‘ex-post facto’ in which the researcher tried to study the
present perceptions of subscribers of telecom service providers about marketing
strategies adopted by them and their impact on consumer behaviour; without altering in
any way the scenario as it stands presently. Thus the study is largely experimental in
approach.
Nature of the Study
Although the participants of this study are fixed it is huge, the researcher has applied the
sampling method in place of the census method of enquiry and this is believed suitable
keeping in view the constraints of efforts, money and time. Yet, every effort has been
made to ensure that this sampling study mainly demonstrates representatives of the
population of the study.
The pilot study was done to identify the on-field situation. The pilot study was performed
on 700 respondents, from Riyadh. The pilot study helps in finding the limitations of the
questionnaire.
After the flaws were detected, the inappropriate questions were swapped by more
appropriate questions. The data provided by the respondents helped to find and replace
confusing words, improving the language of some questions. Minor arrangement in
keeping the proper rational sequence of questionnaires was also done. The practical
environment supplied on the ground experience and helped to improve the
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questionnaire for primary data collection.
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Operational Definition Of Variables
The primary purpose of this study is to evaluate marketing strategies and activities of the
KSA telecom industry and the consumer reaction to those strategies. This study tries to
discover and demonstrate important marketing telecom service providers. The strategies
are taken primarily in the areas of product diversity, pricing, advertisement and
distribution (place) and promotion. The study examines various components of telecom
services such as customer care services, quality of service, brand value, promotional offers
and schemes, competitiveness in pricing, price war strategies, customization etc. An effort
is also made to distinguish the key factors and their impacts related to customer
satisfaction and customer loyalty of mobile telecom consumers in the Kingdom of Saudi
Arabia.
The variables identified in the study consist of Marketing mix strategies viz., product,
pricing, promotion and people, customer satisfaction, and customer loyalty.
Product Strategies
These strategies are associated with designing the strategic product and its elements that
are desired by consumers or can relish consumers, to achieve success.
These strategies explain integrated marketing communication techniques that are used to
inform, persuade and influence people about a product or service.
Pricing Strategies
Since pricing is simply the exchange value of a product or service, pricing strategies are
outlined considering the objectives of pricing.
These strategies are prepared to deliver easy availability of products and services to
consumers and offer them place convenience.
Customer Satisfaction
It is a measure of how products and services provided by a firm meet or exceed customer
expectations.
Customer Loyalty
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Customer Loyalty is the extent of success of the product or service in preserving the
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consumer for a long time. It is the best reward of marketing endeavours in interacting
with its customer.
Sampling Design & Sources
Sampling is an elementary tool to gather information about a given problem from a

definite portion of an entire population instead of measuring every member of the
population. A proper sampling technique can have great effects on the authenticity of the
outcome of a research.
The technique of purposive random sampling was used to collect data about the study.
Questionnaires were asked to 1240 Zain subscribers from the city of Riyadh who was
using telecom services in the Kingdom of Saudi Arabia.
In the second phase, the Stratified Sampling Method was used and strata were made
based on different telecom players.
The final sample consisted of the customers of the chosen companies for the study: Zain
KSA. Thus, duly filled in questionnaires of 1240 customers were identified randomly and
their responses were edited following the requirements of the objectives and hypotheses.
Data Collection
Data was collected based on the objectives of the study. Being an empirical study, it is
completely based on primary data collected by the researcher through well designed,
structured and comprehensive questionnaires developed by the researcher given the
theoretical literature and existing research findings as also the objectives of the study.
The questionnaire contains dichotomous questions, multiple-choice questions, scaling
questions and ranking questions too.
Since the respondents subscribing to different telecom companies, had different

experiences about services provided by their provider, the questionnaire was considered
to be the most appropriate tool for data collection. Data was collected by sending a web-
based link to customers of participating organizations. Further, the data was
supplemented by a review of documents and conducting participant’s interviews to
gather additional information. The respondents were instructed in a good manner about
the pattern of answering the questionnaire. They were offered sufficient time to answer all
the statements.
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CHAPTER 8 - Data Analysis & Interpretation
Introduction
The primary objective of this chapter is to demonstrate the conclusions of data analysis
performed to analyze the stated hypotheses as per the empirical research commenced.
The data analysis was entirely based on survey information gathered from the dealers and
a few real consumers of Zain telecommunication company in the Kingdom of Saudi
Arabia according to the sampling design mentioned in the previous chapter.
Profile Of The Respondents
In this segment, the researcher exhibited the accumulated data about the profile of
respondents in a tabular format with corresponding percentages and demonstrated them
through appropriate graphs.
Distribution According to Service Offered
Service Offered Frequency Percentage

Pre-paid 300 24.19%
Postpaid 280 22.58%
Data Users 310 25.00%
5G Users 350 28.23%
Total 1240 100.00%
Table 8. 1 Distribution According to Service
Frequency Percentage
350
310
300
280
24.19%
25.00%
28.23%
22.58%
PRE-PAI POSTPAI DATA USER 5G USER

D D S S
Table 8. 2 Distribution According to Service - Graph
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The respondents reported are primarily from Zain KSA and their telecom service as
mentioned in the table and graph shown below. As per the sampling design illustrated in
the research methodology of this study, an almost equal number of respondents are
using the chosen services. However, the maximum number of respondents were using 5G
service while a minimum number of respondents was having Postpaid service.
Distribution According to Occupation
The respondents suggested their occupation as stated in the table and graph shown
below. The maximum number of participants i.e. 30.65 per cent were business owners.
About 20% visitors, 19.35% each of Salaried Employees and Workers from outside the
kingdom and 10% housewives.
Occupation Frequency Percentage

Business 380 30.65%
Visitors 256 20.65%
Workers from outside of KSA 240 19.35%
Salaried Employees 240 19.35%
House Wife 124 10.00%
Total 1240 100.00%
Table 8. 3 Distribution According to Occupation
OCCUPATION DISTRIBUTION
380
256
240
240
124
30.65%
20.65%
19.35%
19.35%
10.00%
BUSINES VISITOR WORKERS SALARIED HOUSE WIF

S S FROM OUT EMPLOYEE E
SIDE OF KS S
A
Table 8. 4 Distribution According to Occupation - Graph
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Distribution According to Age
The entire information of 700 respondents was spread according to their age as per the
table shown below. The table and graph show the distribution of respondents
corresponding to their Age Group. The maximum number of employees i.e. nearly 38.7
per cent falls under the age group 21 - 30 years. About 26 per cent belonged to 31-40
and 19 per cent belongs 41 - 50 years age group whilst nearly 15 per cent were between
ages 50 years and above.
Age Group Frequency Percentage

21 - 30 481 38.79%
31 - 40 324 26.13%
41 - 50 238 19.19%
51 and Above 197 15.89%
Total 1240 100.00%
Table 8. 5 Distribution According to Occupation
AGE DISTRIBUTION
481
324
238
197
38.79%
26.13%
19.19%
15.89%
20 - 30 31 - 40 41 - 50 51 AND ABOV
E
Table 8. 6 Distribution According to Occupation – Graph
Data Analysis and Hypotheses Testing
In the present section, the researcher has applied statistical tools to examine whether the
responses vary or not based on the service provider and to test stated hypotheses. For
this Pearson’s Chi-Square Test is applied and the values of p were calculated under the
experimental method. After that, the values were compared to justify whether the
difference was significant or not.
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Hypothesis 1
H01 : There is no significant difference between the product strategies adopted by Zain
H11 : There is a significant difference between the product strategies adopted by Zain KSA
with other operators.
The above hypothesis has been proved with the help of the following variables –
1. Better Products and Services
Service User Category Total

Offered Prepaid Postpaid Only Data 5G
Users Users Users Users
Best Bundles Count 86 34 40 48 208
% 28.67% 12.14% 12.90% 13.71% 16.77%
Best Price Count 87 47 132 156 422
% 29.00% 16.79% 42.58% 44.57% 34.03%
Best Service Count 45 146 62 57 310
% 15.00% 52.14% 20.00% 16.29% 25.00%
Best Network Count 82 53 76 89 300
% 27.33% 18.93% 24.52% 25.43% 24.19%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 7 Association between Respondents opinion regarding Various
Zain Products/Services
A major association was found in the feedback of respondents that the price and
quality of the services can affect the choice of Service provider which means their
opinion about Zain KSA Service and Offerings was dependent on the Quality of
Service they receive. The majority of the respondents believed that Zain provides
better service at a reasonable price.
Analysis findings as suggested in the table reflects that the highest 26.67% of Zain
prepaid customers believe that Zain KSA provides the best deal in the pre-paid
packages, followed by 5G customers at 13.7%, Data only customers at 12.9 and the
least is postpaid customers.
Similarly, for the best price, 44.5% of 5G users believe that Zain KSA provides the
best 5G Service followed by the Data subscribers at 42.5%, pre-paid subscribers at
29% and in the last the postpaid customer at 16.7%. But when it comes to the best
service, around 52% of postpaid users believe that Zan provides the best service
followed by data users, 5G users and then pre-paid users.
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Regarding the best network, all the categories of users provide a similar result pre-
paid users being the highest at 27.3%

Zain Products/Services - Graph
2. Best Data and Internet Packages with free Youtube
User Category Total

Prepaid Postpaid Only Data 5G
Stongly Count 47 34 67 92 240
Agree % 15.67% 12.14% 21.61% 26.29% 19.35%
Agree Count 164 145 112 156 577
% 54.67% 51.79% 36.13% 44.57% 46.53%
Neutral Count 45 48 87 54 234
% 15.00% 17.14% 28.06% 15.43% 18.87%
Disagree Count 24 39 23 34 120
% 8.00% 13.93% 7.42% 9.71% 9.68%
Strongly Count 20 14 21 14 69
Disagree % 6.67% 5.00% 6.77% 4.00% 5.56%
Total Count 300 280 310 350 1240
% 100.00% 101.67% 100.00% 100.00% 100.00%
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Data and Internet bundles

Data and Internet bundles - Graph
A major association was found in the feedback of respondents that the data
package, internet and free youtube services can affect the choice of Service
provider which means their opinion about Zain KSA Service and Offerings was
dependent on the Quality of Service they receive. The majority of the respondents
believed that Zain provides Internet packages and coverage.
Analysis results as indicated in the table reflects that while 26% of the 5G users
strongly agree with the fact that Zain provides the best internet package and
service followed by data users (21.6%), pre-paid users (15.6%) and lastly postpaid
users (12.1%), both pre-paid users(54.6%) and postpaid users(51.7%) agrees that
Zain provides better internet coverage and packages.
Among the strongly disagree population, the majority of them are data users
(6.7%) followed by pre-paid users (6.6%).
3. Significance of Free Upgrade to 5G Service
User Category Total

Stongly Count 143 48 67 189 447
Agree % 47.67% 17.14% 21.61% 54.00% 36.05%
Agree Count 83 145 149 85 462
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% 27.67% 51.79% 48.06% 24.29% 37.26%
% 10.00% 13.57% 16.13% 12.57% 13.06%
% 8.00% 13.93% 7.42% 6.86% 8.87%
Disagree % 6.67% 3.57% 6.77% 2.29% 4.76%
Total Count 300 280 310 350 1240
% 100.00% 103.10% 100.00% 100.00% 100.00%
Table 8. 11 Association between Respondents opinion regarding
providing 5G Services free of cost
A major association was found in the overall feedback of respondents that

providing 5G services free of cost by their service providers can affect the choice of
Service provider. In other words, respondents’ opinion about the above fact is
dependent on the company they belonged to. Most of the respondents do have a
positive opinion about the fact that providing 5G services free of cost can affect
the choice of Service providers by their service providers.
Analysis results as indicated in the table reflects that the highest 54% of Zain 5G
users followed by pre-paid (47.6%) strongly believe that free upgrade to 5G has a
significant impact on their decision making. Similarly, postpaid users (51%) and
data users (48%) also believe that a free upgrade to 5G will influence their buying
decision.

providing 5G Services free of cost - Graph
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In the case of neutral opinion, the highest percentage was of Data subscribers
(16%) followed by postpaid, 5G and pre-paid users. Only 4.7% per cent of
respondents have a negative opinion about the deal and the highest 6.7%
belonged to data users.
4. Better Personalized Services and apps
User Category Total

Prepaid Postpaid Only Data 5G Users
Users Users Users
Agree % 18.00% 17.14% 20.32% 24.57% 20.24%
Agree Count 134 135 151 156 576
% 44.67% 48.21% 48.71% 44.57% 46.45%
% 22.67% 17.14% 16.77% 16.00% 18.06%
% 8.00% 13.93% 7.42% 9.71% 9.68%
Disagree % 6.67% 3.57% 6.77% 5.14% 5.56%
Total Count 300 280 310 350 1240
% 100.00% 103.10% 100.00% 100.00% 100.00%
Personalized Services Offered and Category of users

Personalized Services Offered and Category of users - Graph
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A major association was found in the overall feedback of respondents with respect
to the Personalized Services provided by their service providers. In other words,
respondents’ opinion about Personalised Services is dependent on the company
they belonged to. Most of the respondents have a positive opinion about the
Personalized Services offered by their service providers.
Analysis results as indicated in the table reflects that most of the Zain Users agree
that Zain offers better personalized services with the highest 48.7% of data users,
followed by postpaid users(48.2%), prepaid users(44.67%) and last 5G
user(44.57%). The highest 5G users(24.57%) believes that Zain provides the best
personalized services, followed by data users(20.32%), prepaid users(18%) and
postpaid users(17.14%).
In the case of neutral opinion, again the highest percentage was of prepaid users
(26.67%) followed by postpaid and data users. Only 5% per cent of respondents
have a negative opinion in this regard while the highest 6.7% per cent belonged to
data users followed by others.
Hypothesis 1 - Conclusion
The null hypothesis that there is no significant difference between the product strategies
adopted by Zain KSA with other operators is rejected as the analyses of the above
variables on product strategies of Zain revealed that its subscribers prefer the products
and services of Zain over other operators and are likely to continue with Zain because of
its offering.
Most of the respondents have given positive feedback about that the product strategies
being adopted by Zain, others were having a negative opinion. Therefore, due to having
significant differences in opinion about product strategies being adopted by Zain, the
alternate hypothesis is accepted.
Hypothesis 2
H02 : There is no significant difference among the pricing strategies adopted by Zain and
its competitors.
H12 : There is a significant difference among the pricing strategies adopted by Zain and
its competitors.
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1. Best Offer of Good Services at Lower Price
User Category Total

Prepaid Post paid Only Data 5G
Yes Count 86 146 93 236 561
% 28.67% 52.14% 30.00% 67.43% 45.24%
Can't Count 158 102 165 54 479
Say % 52.67% 36.43% 53.23% 15.43% 38.63%
No Count 56 32 52 60 200
% 18.67% 11.43% 16.77% 17.14% 16.13%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 15 Association between Respondents opinion regarding Offer of
Good Services at Lower Price and Service Provider
Table 8. 16 Table 8. 17 Association between Respondents opinion

regarding Offer of Good Services at Lower Price and Service Provider -
Graph
to the offer of good services at a lower price by Zain KSA. In other words,
respondents’ opinion about offering good services at lower prices is dependent on
the company they belonged to. Most of the respondents have a positive opinion
about the fact that the offer of good services at a lower price can affect their
choice of the service provider.
Analysis results as indicated in the table reflects that about 67.4% of 5G users
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strongly believe that Zain provides a good service at a reasonable price followed
by postpaid users(52.1%), data users(30%) and pre-paid users(26%). The majority
of data users(53.23%) can’t confirm if Zain offers good service at an affordable
price followed by prepaid users(52.6%), postpaid users(36.4%) and the least 5G
users(15.43%)
Only 16.1% of users believe Zain does not offer good services when it is compared
to the price.
2. Best Internet Bundle at a Comparative price
User Category Total

Yes Count 102 103 165 236 606
% 34.00% 36.79% 53.23% 67.43% 48.87%
Can't Count 142 102 93 69 406
Say % 47.33% 36.43% 30.00% 19.71% 32.74%
No Count 56 75 52 45 228
% 18.67% 26.79% 16.77% 12.86% 18.39%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 18 Association between Respondents opinions regarding the
Best Internet bundle at a comparative price point.
Table 8. 19 Association between Respondents opinions regarding the

Best Internet bundle at a comparative price point.
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to the offer of the best Internet bundle by Zain KSA. In other words, respondents’
opinion about offering the best Internet bundle at a comparative price is
dependent on the company they belonged to. Most of the respondents have a
positive opinion about the fact that the offer of good services at a lower price can
affect their choice of the service provider.
Analysis results as indicated in the table reflects that about 67.4% of 5G users
strongly believe that Zain provides the best Internet bundle at a comparative price
followed by data users(53.23%), postpaid users(36.7%) and pre-paid users(34%).
The majority of prepaid users(47.3%) can’t confirm if Zain offers the best Internet
bundle at a comparative price followed by postpaid users(36.4%), data users(30%)
and the least 5G users(19.7%)
Only 18.39% of users believe Zain does not offer the best Internet bundle at a
comparative price and the postpaid users are at the top with 26.79%.
3. Effect of Pricing of Add-On Services on Customers’ Choice
User Category Total

Yes Count 132 103 165 236 636
% 44.00% 36.79% 53.23% 67.43% 51.29%
Can't Count 112 102 89 69 372
Say % 37.33% 36.43% 28.71% 19.71% 30.00%
No Count 56 75 56 45 232
% 18.67% 26.79% 18.06% 12.86% 18.71%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 20 Association between Respondents opinion on Effect of
Pricing of Add-On Services on Customers’ Choice and Service Provider
A significant association was found in the overall opinion of respondents with

respect to the effect of Pricing of add-on services on Customer’s choice by their
service providers. In other words, respondents’ opinion about the effect of Pricing
of add-on services on Customer’s choice is dependent on the company they
belonged to. Most of the respondents believed that the effect of Pricing of add-on
services did not affect their choice of the service provider.
Analysis results as indicated in the table reflects that the highest 67.4% of 5G Users
followed by data users (53.23%) and prepaid users (44%) and the least 36.7%
belonged to postpaid users that effect of pricing of add-on services on Customer’s
choice affect their choice In case of neutral opinion, again the highest percentage
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was of prepaid users (37.3) followed by postpaid and data users.
18.71% of respondents believed that the effect of Pricing of add-on services

on Customer’s choice do not affect their choice while the highest 26.79%
belonged to postpaid users in this regard.
Table 8. 21 Table 8. 22 Association between Respondents opinion on

Effect of Pricing of Add-On Services on Customers’ Choice and Service
Provider - Graph
The null hypothesis that there is no significant difference among the pricing strategies
adopted by Zain and its competitors is rejected as the analyses of the above variables of
pricing strategies of Zain KSA revealed that subscribers of different categories had a
significant difference in their opinions.
Some of the respondents opined positively about that the pricing strategies being
adopted by Zain KSA, others were having a negative opinion. Therefore, due to having
significant differences in opinion about pricing strategies being adopted by Zain KSA, the
alternate hypothesis is accepted.
Hypothesis 3
H03 : There is no significant difference among the distribution strategies adopted by

Zain KSA.
H13 : There is a significant difference among the distribution strategies adopted by Zain
KSA.
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1. Bad Network Signals during Travelling
User Category Total

Prepaid Postpaid Only Data 5G Users
Users Users Users
Will Change to Count 132 33 85 236 486
Other Operators % 44.00% 11.79% 27.42% 67.43% 39.19%
Can't Say Count 112 102 169 69 452
% 37.33% 36.43% 54.52% 19.71% 36.45%
I will not change my Count 56 145 56 45 302
service provider % 18.67% 51.79% 18.06% 12.86% 24.35%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 23 Association between Respondents opinion regarding Bad
Network Signals during Travelling and the users
Table 8. 24 Association between Respondents opinion regarding Bad

Network Signals during Travelling and the users - Graph

respect to the Bad network signals during travelling and Service Provider. In other
words, respondents’ opinion about bad network signals during travelling is
dependent on the company they belonged to.
Analysis results as indicated in the table reflects that the highest 67.4% of 5G users
will prefer to change their network if Zain doesn't offer better coverage during travel
followed by prepaid users (44%) and Data users (27.4) and the least 11.7% belonged
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to postpaid users thought that they could change their service provider.
51.7% of postpaid users opined that they didn’t want to change their service
provider followed by 18.67% of prepaid users, 18% of data users and 12.8% of 5G
users.
2. Providing Best Network
User Category Total

Yes Count 132 33 85 236 486
% 44.00% 11.79% 27.42% 67.43% 39.19%
Can't Count 112 102 169 69 452
Say % 37.33% 36.43% 54.52% 19.71% 36.45%
No Count 56 145 56 45 302
% 18.67% 51.79% 18.06% 12.86% 24.35%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Providing Best Network and its user

Providing Best Network and its user - Graph

respect to the providing best network and Service Provider. In other words,
respondents’ opinion about providing the best network is dependent on the
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company they belonged to. Most of the respondents believed that providing the
best network may sometimes prove to be helpful to their respondents.
Analysis results as indicated in the table reflects that the highest 67.43 of 5G users
of followed by prepaid users (44) and data users (27.42) and the least 11.79%
belonged to postpaid users said Zain provides the best network coverage.
In case of maybe helpful opinion, the highest percentage was of data users (54.52)
followed by prepaid and postpaid users.
3. The convenience of Bill Payment/ Recharge
User Category Total

Yes Count 112 145 169 236 662
% 37.33% 51.79% 54.52% 67.43% 53.39%
Can't Count 167 102 85 69 423
Say % 55.67% 36.43% 27.42% 19.71% 34.11%
No Count 21 33 56 45 155
% 7.00% 11.79% 18.06% 12.86% 12.50%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 27 Association between Respondents’ Opinion regarding
Convenience of Bill Payment/Recharge and Service Provider
Table 8. 28 Association between Respondents’ Opinion regarding

Convenience of Bill Payment/Recharge and Service Provider - Graph

respect to the Convenience of Bill Payment or Recharge Facilities by their service
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providers. In other words, respondents’ opinion about the Convenience of Bill
Payment or Recharge Facilities is dependent on the company they belonged to.
Most of the respondents felt that Zain KSA provides convenient bill payment and
recharge facilities.
Analysis results as indicated in the table reflects that the highest 67.43% of 5G
users followed by data users (54.5) and postpaid users (51.7) and the least 37.3%
belonged to prepaid users said that they felt very convenient to pay the bill and
recharge their plans.
4. Availability of Services at Single Store
User Category Total

Very Less Count 21 33 56 45 155
% 7.00% 11.79% 18.06% 12.86% 12.50%
Sometimes Count 112 72 85 69 338
% 37.33% 25.71% 27.42% 19.71% 27.26%
Always Count 167 175 169 236 747
% 55.67% 62.50% 54.52% 67.43% 60.24%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Availability of Services at Single Store and Service Provider

Availability of Services at Single Store and Service Provider - Graph
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respect to the availability of services at single stores by Zain KSA. In other words,
respondents’ opinion about the availability of services at a single store is
dependent on the company they belonged to. Most of the respondents said that
services were always made available at a single store by their service providers.
Analysis results as indicated in the table reflects that the highest 67.43% of 5G
users followed by postpaid users (62.5) and prepaid users (55.6) and the last 54.5%
belonged to data users said always to such services.
Only 12.5% of respondents said very less about the availability of services while the
highest 18% belonged to data users.
The null hypothesis that there is no significant difference among the distribution
strategies adopted by Zain is rejected as the analyses of the above variables pertaining to
distribution strategies of Zain KSA revealed that subscribers of different categories had a
significant difference in their opinions.
Most of the respondents opined positively about that the distribution strategies being
significant differences in opinion about distribution strategies being adopted by their
service providers, the alternate hypothesis is accepted.
Hypothesis 4
H04 : There is no significant difference among the promotion strategies adopted by Zain
KSA.
H14 : There is a significant difference among the promotion strategies adopted by Zain
KSA.
The above hypothesis has been proved with the help of the following variables

respect to the effect of the brand of Smart Phone Offered on their choice, in other
words, respondents’ opinion about smartphone device Offer is dependent on the
company they belonged to. Most of the respondents opined that the brand of the
Smartphone offered would affect their choice of the service provider.
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1. Effect of Brand of Smartphone Offered on Customer’s Choice
User Category Total

Yes Count 189 156 169 207 721
% 63.00% 55.71% 54.52% 59.14% 58.15%
Can't Count 103 91 85 98 377
Say % 34.33% 32.50% 27.42% 28.00% 30.40%
No Count 8 33 56 45 142
% 2.67% 11.79% 18.06% 12.86% 11.45%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Effect of Brand of Smartphone Offered
EFFECT OF BRAND OF SMARTPHONE

OFFERED
User Category Prepaid Users User Category Post paid Users
User Category Only Data Users User Category 5G Users
63.00%
59.14%
55.71%
54.52%
34.33%
32.50%
28.00%
27.42%
18.06%
12.86%
11.79%
2.67%
% % %
Table 8. 32 Association between Respondents opinion regarding Effect of

Brand of Smartphone Offered - Graph
2. Zain Offers Smart Phone with Value Added Services Offer

respect to the effect of the smartphone with value-added services offer, in other
words, respondents’ opinion about the above fact is dependent on the company
they belonged to. Most of the respondents believed that Zain provides the best
offers with the smartphone.
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User Category Total
Yes Count 189 156 169 207 721
% 63.00% 55.71% 54.52% 59.14% 58.15%
Can't Count 103 91 85 98 377
Say % 34.33% 32.50% 27.42% 28.00% 30.40%
No Count 8 33 56 45 142
% 2.67% 11.79% 18.06% 12.86% 11.45%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
Table 8. 33 Association between Respondents opinion
regarding Effect of Smart Phone with Value Added
Services Offer
ZAIN OFFER OF VAS WITH SMARTPHONES

63.00%
59.14%
55.71%
54.52%
34.33%
32.50%
28.00%
27.42%
18.06%
12.86%
11.79%
2.67%
% % %

Effect of Smart Phone with Value Added Services Offer -
Graph
3. Influence of Advertisement
User Category Total

Yes Count 112 145 169 236 662
% 37.33% 51.79% 54.52% 67.43% 53.39%
Can't Count 167 102 85 69 423
Say % 55.67% 36.43% 27.42% 19.71% 34.11%
No Count 21 33 56 45 155
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% 7.00% 11.79% 18.06% 12.86% 12.50%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
regarding Influence of Advertisement
INFLUENCE OF ZAIN'S ADVERTISEMENT

67.43%
55.67%
54.52%
51.79%
37.33%
36.43%
27.42%
19.71%
18.06%
12.86%
11.79%
7.00%
% % %

regarding Influence of Advertisement - Graph

respect to the Influence of Advertisement, in other words, respondents’ opinion
about the influence of advertisement is dependent on the company they belonged
to. Most of the respondents had a positive opinion about the influence of
advertisements made by Zain on their customers.
4. Effectiveness of Promotional Campaigns
User Category Total

Yes Count 132 33 85 236 486
% 44.00% 11.79% 27.42% 67.43% 39.19%
Can't Count 112 102 169 69 452
Say % 37.33% 36.43% 54.52% 19.71% 36.45%
No Count 56 145 56 45 302
% 18.67% 51.79% 18.06% 12.86% 24.35%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
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regarding Effectiveness of Promotional Campaigns

regarding Effectiveness of Promotional Campaigns -
Graph

respect to the effectiveness of promotional campaigns by their service providers.
In other words, respondents’ opinion about the Effectiveness of Promotional
Campaigns is dependent on the company they belonged to. Most of the
respondents had a neutral opinion about the Effectiveness of Promotional
Campaigns run by Zain.
Analysis results as indicated in the table reflects that the highest 67.4% of 5G users
followed by prepaid users (44) and data users (27.4) and the least 11.7% belonged
to postpaid users reacted positively which means that the campaign does affect
their respondents positively.
Most of the data users have a neutral response(54.5%) whereas 51.79% of

postpaid users responded saying the promotional offers do not impact their
decision.
The null hypothesis that is no significant difference among the promotion strategies
adopted by Zain KSA is rejected as the analyses of the above variables pertaining to
promotion strategies of telecom service providers revealed that subscribers of different
companies had a significant difference in their opinions.
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Most of the respondents opined positively about that the promotion strategies being
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significant differences in opinion with regard to promotion strategies being adopted by
their service providers, the alternate hypothesis is accepted.
Hypothesis 5
H05: There is no significant difference among the process strategies adopted by Zain KSA.
H15: There is a significant difference among the process strategies adopted by Zain
KSA. The above hypothesis has been proved with the help of the following variables
1. Knowledge of Services Offered by Zain KSA
User Category Total

Yes Count 189 156 169 207 721
% 63.00% 55.71% 54.52% 59.14% 58.15%
Can't Count 103 91 85 98 377
Say % 34.33% 32.50% 27.42% 28.00% 30.40%
No Count 8 33 56 45 142
% 2.67% 11.79% 18.06% 12.86% 11.45%
Total Count 300 280 310 350 1240
% 100.00% 100.00% 100.00% 100.00% 100.00%
regarding Knowledge of Services Offered
KNOWLEDGE OF SERVICE OFFERED

63.00%
59.1 4%
55.71%
54.52%
34.33%
32.50%
28.00%
27.42%
18.06%
12.86%
11.79%
2.67%
% % %

regarding Knowledge of Services Offered - Graph
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respect to the different service providers. Most of the respondents had a positive
opinion about the knowledge of the type of services offered by Zain KSA.
A majority of Zain subscribers (58.1%) opined positively about the fact that Zain
provided adequate knowledge of the services offered.
2. Friendly Procedures of Connection
User Category Total

Prepaid Postpaid Users Only Data 5G
Users Users Users
Agree % 18.00% 17.14% 20.32% 24.57% 20.24%
Agree Count 134 135 151 156 576
% 44.67% 48.21% 48.71% 44.57% 46.45%
% 22.67% 17.14% 16.77% 16.00% 18.06%
% 8.00% 13.93% 7.42% 9.71% 9.68%
Disagree % 6.67% 3.57% 6.77% 5.14% 5.56%
Total Count 300 280 310 350 1240
% 100.00% 103.10% 100.00% 100.00% 100.00%
regarding Friendly Procedures of Connection
FRIENDLY PROCEDURE OF CONNECTION

48.71%
48.21%
44.57%
41.33%
24.57%
22.67%
20.32%
18.00%
17.14%
17.14%
16.77%
16.00%
13.93%
11.33%
9.71%
7.42%
6.77%
6.67%
5.14%
3.57%
% % % % %

regarding Friendly Procedures of Connection - Graph
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respect to the friendly procedures of connection and their Service Provider, in
other words, respondents’ opinion about this fact is dependent on the company
they belonged to. Most of the respondents somewhat agreed with the friendly
procedures of connection of Zain Provides.
Analysis results as indicated in the table reflects that the highest 46.45% per cent
of the users agreed to the above fact.
3. Easy Activation of Additional Services
User Category Total

Stongly Count 124 135 151 156 566
Agree % 41.33% 48.21% 48.71% 44.57% 45.65%
Agree Count 54 48 63 86 251
% 18.00% 17.14% 20.32% 24.57% 20.24%
% 22.67% 17.14% 16.77% 16.00% 18.06%
% 11.33% 13.93% 7.42% 9.71% 10.48%
Disagree % 6.67% 3.57% 6.77% 5.14% 5.56%
Total Count 300 280 310 350 1240
% 100.00% 103.10% 100.00% 100.00% 100.00%
Easy Activation of Additional Services

respect to the easy activation of additional services and their Service Provider, in
other words, respondents’ opinion about this fact is dependent on the company
they belonged to. Most of the respondents strongly agreed with the easy
activation of additional services by Zain KSA.
Analysis results as indicated in the table reflects that the highest 45.6 per cent of
strongly agreed with the above fact.
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EASY ACTIVATION OF ADDITIONAL
SERVICES
48.71%
48.21%
44.57%
41.33%
24.57%
22.67%
20.32%
18.00%
17.14%
17.14%
16.77%
16.00%
13.93%
11.33%
9.71%
7.42%
6.77%
6.67%
5.14%
3.57%
% % % % %

regarding Easy Activation of Additional Services - Graph
The null hypothesis that there is no significant difference among the process strategies
adopted by Zain KSA is rejected as the analyses of the above variables pertaining to
process strategies of telecom service providers revealed that subscribers of different
categories had a significant difference in their opinions.
Some of the respondents opined positively about that the process strategies being
significant differences in opinion with regard to process strategies being adopted by Zain
KSA, the alternate hypothesis is accepted.
Hypotheses Viewed as per the Analysis
After the analysis of all the data of the survey, it can be concluded that out of all the five
hypotheses framed to conduct research, all the null hypotheses gets rejected. Therefore,
alternate hypotheses can be accepted that there was a significant difference among the
strategies; product, price, place, promotion, people, physical evidence and process,
adopted by Zain KSA in the Kingdom of Saudi Arabia.
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CHAPTER-9 Conclusion And Suggestions
Introduction
In the previous chapter, the data analysis was performed using statistical techniques to
get the outcome of the present research. Results derived from the previous chapter leads
to draw a better discussion on the findings and conclusion of the study. This chapter
highlights the effectiveness of marketing strategies adopted by Zain Telecommunication
in the Kingdom of Saudi Arabia and suggests why it has been providing better deals in
respect to 7Ps i.e. product, price, place, promotion, people, process and physical
evidence. Moreover, this chapter also presents the conclusion drawn followed by the
recommendations and scope for future researches.
Major Findings of the Study
Marketing strategies prevalent in the telecom sector in the Kingdom of Saudi Arabia are
diverse as a result the competition has been getting fierce. Breakthrough marketing
strategies initiated by Zain Telecommunication have transformed its overall market share
and brand presence which is growing rapidly. Zain Telecommunication could able identify
the gaps in marketing strategy to establish itself as one of the strongest brands in the
A comparative study was done on the marketing strategies practised by Zain

Telecommunication in the Kingdom of Saudi Arabia. The strategies were segregated
among 7Ps of the service marketing mix and comparisons were made on each P of the
mix. The analysis of collected data reveals that there was a significant difference in the
marketing strategies adopted by Zain telecommunication compared to its competitors.
This section summarizes the findings of the study based on the data analysis.
Product Strategies
Better Products and Services - The effectiveness of these services was examined
based on dimensions like Best Deal, Best Price, Best Service and Best Network. The
majority of subscribers of Zain telecommunication opined that it offers the best price
followed by the best service, best network and best bundle packages.
Best Data and Internet Packages with free Youtube - The majority of them
agree that Zain Telecommunication provides better data and internet packages than its
competitors.
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Significance of Free Upgrade to 5G Service - The majority of subscribers agreed
that it will help them if Zain Telecommunication upgrade their network to 5G at no cost.
Better Personalized Services and apps - In all, most of the respondents had a
positive opinion about the fact that Zain Telecommunication provides better personalized
services compared to its competitors.
Pricing Strategies
Best Offer of Good Services at Lower Price - The majority of subscribers believe
that Zain Telecommunication provide better offers at a lower price.
.
Best Internet Bundle at a Comparative price - The majority of subscribers
believe that Zain Telecommunication provides better Internet bundles.
Effect of Pricing of Add-On Services on Customers’ Choice - Most of the

respondents believed that the effect of pricing on add-on services did not affect their
chosen service provider and the majority of them denied that they get affected by
attractive pricing of add-on services of other service providers.
Bad Network Signals during Travelling - Most of the respondents believed that
they didn’t prefer to change their service provider in case of Bad Network signals during
travelling. But most of the 5G users may change to other operators who provide better
coverage.
Providing Best Network - Most of the respondents believed that providing the best
network may sometimes prove to be helpful to their respondents. However, the majority
of subscribers opined that providing the best network is helpful and Zain
telecommunication provides the better network coverage at this moment within the
Availability of Services at Single Store - Most of the respondents said that

services were always made available at a Single Store by Zain Telecommunication.
Smartphone Device offers as Promotional scheme - A significant difference was

found between the smartphone devices offered as promotional scheme and their service
providers. This promotional scheme offered by Zain Telecommunication was found to be
better than other service providers.
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Effect of Brand of SmartPhone Offered on Customer’s Choice - Most of the
respondents opined that the brand of the Smartphone offered would not affect their
choice of the service provider.
Effect of Smart Phone with Value Added Services Offer - Most of the
respondents did have a positive opinion about the effect of the smartphone with value-
added service offers on their choice of the service provider and believes that Zain
telecommunication provides the best offer at this moment.
Process Strategies
Knowledge of Services Offered - Most of the respondents had a positive opinion

about knowing the type of services offered by Zain Telecommunication.
Friendly Procedures of Connection - Most of the respondents strongly agreed

with the friendly procedures of connection of Zain Telecommunication when compared to
others.
Easy Activation of Additional Services - Most of the respondents strongly agreed

with the easy activation of additional services by Zain Telecommunication
Conclusion
The Saudi Arabian Telecom Sector is undergoing a complete transformation in terms of

the infrastructure, its composition, innovation of products and services, major strategies
adopted by telecom players and customers’ expectations. The replacement of landline
telephones by cheaper and more valuable mobile telecom services has generated a lot of
opportunities for the telecom players.
Moreover, the advent of 5G technology and Zain Telecom’s strategies of market

penetration has raised the customers’ expectations from service providers. Zain telecom
could able to analyse the gap and listen to the pulse of the customers, therefore able to
succeed in winning the larger market share.Zain Telecom is offering better products with
value-added services and better network facilities at this moment in the Kingdom. It is
attracting customers by offering various lucrative plans of cost or at very nominal rates.
Additionally, it has better customer care strategies than its competitors. In the present
study, the researcher has attempted to compare the strategies of Zain
Telecommunication based on its service marketing mix. It has come out from the study
that Zain Telecom has managed to perform the best in terms of designing aggressive
marketing strategies consisting of 7Ps.
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Suggestions
Basic core services such as clarity in voice at the time of making calls, network coverage,
uninterrupted connectivity, congestion-free networks plays, etc play a primary role in
making or breaking any telecom service provider. Thus, the company should ensure
superior delivery of these basic services. The place and People strategy of Zain telecom
are more successful than its competitors. Results have shown that subscribers find it
easier to get a new SIM issued, complaints resolved, getting recharged etc with Zain KSA
more often than Mobily or STC. Zain KSA extends adequate support for their subscribers
through retailers, and dealers and this reflects as a more cooperative and helpful gesture.
Advertising plays an important role in informing customers about new products and
services. It is also important to keep the same product on top of the mind of the existing
customer. Although the company is focusing more on promoting its products and
services it is recommended that Zain KSA must focus on all the categories of the users
and come up with interesting and creative advertisements to stay longer in the memory
of subscribers and decide in its favour at the time of transaction and sharing personal
experiences with the peer group.
Customer satisfaction is directly proportional to customer loyalty. A loyal customer base is

generated only when the service providers consistently deliver superior and quality service
at competitive pricing. A network coverage issue can be adjusted with attractive low
pricing and lucrative promotional offers. To elevate customer service, companies must
acquire the capability to respond effectively. Although all the demographic segments of
the study are showing more inclination towards Zain KSA for various reasons. It is
recommended that Zain KSA must formulate a segment-specific strategy to attract at least
one whole segment to use its services and become loyal.
Telecom Industry is the largest depository of contacts and personal details of every
individual. It would be unethical if the personal details of the subscribers are used for a
purpose other than providing them with a connection. However, telecom players can
create a system to provide Quality of Experience (QoE) for each of their subscribers. It can
measure how customers feel about their entire experience with their company, products,
services, and customer interactions.
To ensure subscriber loyalty and satisfaction making sincere progress, Zain KSA may
consider creating a more customer-centric solution apart from the traditional customer
care service centre. It can create a profile of a Chief Customer Officer (CCO) or Customer
Experience Officer (CXO). These executives may be empowered to oversee all customer
experience efforts throughout their lines of business. Thus, they can find a meaningful
solution for repeated queries and generate a workable solution for recurring matters.
They
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must be provided full visibility across all departments of the telecom company so that
they can reach the root cause of the problem.
Being customer-centricity has more aspects than mere providing customer service. It is
gaining a comprehensive view of customers so that they can be served better. The
company has data of all their subscribers. Based on that, customers may be classified into
different groups such as Price sensitive, high maintenance, freebie- lovers. With such
insights, Zain KSA can offer custom made incentives, discounts, and cross-sell and upsell
opportunities that resonate because they’re based on the customers’ specific history and
preferences.
Price is not the only factor that attracts a customer, but the entire experience that is
delivered to them. The reputation of the company is slowly earned but it can be
damaged. To accomplish this customer care executives must be empowered to take
decisions on the spot instead of waiting for approvals. Zain KSA must have its customer
care centres and priority stores located in each area of the city making it very convenient
for subscribers to walk down and have face to face interaction with customer care
executives for any support.
At the customer care centre, waiting customers watch executives’ behaviour with other
customers. It is critically important to maintain a good atmosphere in the store.
Executives must be trained to smile and look empathetic towards the customer, even
though the last situation might have been unpleasant. Customers leaving the customer
care centre with a smile on their face can be the biggest achievement for any
organisation. Conducting good customer service not only requires good
communicational skills and human behavioural skills but also the willingness to serve the
customer and help with the issue.
For any telecom service provider, providing good network coverage is the key to its
identity. If a service provider can provide a good network constantly and evenly in all
locations, its subscribers may never leave it even if prices tend to go higher in comparison
to other service e providers.
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CHAPTER 10 – Bibliography
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Service Quality, 12 (3), 184-193. Cronin, J. J., & Taylor, S. A. (1992).
 Measuring Service Quality: A Reexamination and Extension. Journal of Marketing,

56(3), pp55–68. Dabholkar, P., (1993).
 A Measurement of Service Quality for Retail Stores: Scale Development and

Validation, Journal of the Academy of Marketing Science, 24(1), 3-16 Hossain, M.M.
and N.J. Suchy, 2013.
 Influence of customer satisfaction on loyalty: A study on mobile

telecommunication industry. J. Soc.
 Robert W. Lucky and Jon Eisenberg (2006), Editors, Committee on

Telecommunications Research and Development, National Research Council
Santos,
J. (2003). E-service quality: a model of virtual service quality dimensions. Managing
Service Quality
Webliography
 https://www.mckinsey.com/~/media/McKinsey/Locations/Europe%20and%20Midd
le%20East/Middle%20East/Overview/Insights/Following%20telcos/Following%20th
e%20user%20Middle%20East%20telcos%20on%20the%20journey%20to%20a%20
digital%20customer%20experience.pdf
 https://argaamplus.s3.amazonaws.com/f4358d2f-d4f6-4ea6-9150-
a3b605afe038.pdf
 http://www.ijbssnet.com/journals/Vol_3_No_18_Special_Issue_September_2012/33.
pdf
 https://core.ac.uk/download/pdf/30624325.pdf
 https://www.citc.gov.sa/ar/mediacenter/Documents/DigitalInsights-en20q4.pdf
 https://sa.zain.com
 Mobily.sa.com
125 | P a g e
126 | P a g e
CHAPTER 11 – Questionnaire
1. Age Group (in years):
10-20 ( ) 21-30 ( )
31-40 ( ) 41-50 ( ) 51 and above( )
2. Gender
Male ( ) Female () Transgender ( )
3. Occupation
Student () Salaried () Homemaker ( )
Unemployed ( ) Retired () Business ()
4. Preferred connection type
Broadband () Mobile () Data Only ( ) 5G ( )
5. If using Mobile
Pre paid () Post Paid () Both ( )
6. Number of SIM do you use:
1() 2() 3() 4()
7. Which of the following services provided by your telecom service

provider do you use the most?
a) Wallet/ Payment Bank () (b) Entertainment & Games ()
(c) Designing your own pack ( ) (d) 4G/ Volte/ LTE ()
e) 5G () e) None of the above ( )
8. What made you choose your Telecom Service Provider?
(a) Advertisement ( ) b) Friends Recommendation ( )
(c) Retailer Influenced ( ) (d) Attractive Package ( )
(e) Other ( )
9. What is your experience with Customer Service of your Telecom Service

Provider?
127 | P a g e
(a) Professional & Courteous ( ) (b) Quick Response ()
(c) Unprofessional and impolite ( ) (d) Slow response ()
10. What is the satisfaction level with your Telecom Service Provider?
(a) Excellent () (b) Good ( ) (c) Satisfied ()
(d) Bad ()
11. Do you always get network coverage/ availability?
(a) Always () (b) Not in Outskirts ()
(c) Not in Remote Areas () (d) Not inside Home ()
12. Which scheme in Pre/post paid do you use most?
(a) Data call only () (b) Voice call only ()
(c) Data call more than minutes ( ) (d)Voice call more than data call ( )
13. How do you find speed of the data Telecom Service Provider?
(a) Very Fast ( ) (b) Fast ( ) (c) Average ( ) (d) Slow ( )
14. Do you experience Call drops or network loss during an ongoing Call?
a) Yes ( )
(b) No ( )
(c) Sometimes ( )
15. How do you find call rates of your Telecom Service Provider?
(a) High ()
(b) Normal ()
(c) Low ()
16. How satisfied are you from the internet speed?
(a) Strongly satisfied () (b) Satisfied ()
(c) Moderately satisfied( ) (d) Dissatisfied ()
17. Which one is your primary service provider?
(a) Mobily (b) Zain (c) STC (d) Virgin Mobile
18. What is the best thing about your service provider?
128 | P a g e
(a) Great network (b) Great pricing
(c) Good deals and offers (d) Great customer service
(e) All of the above (f) None of the above.
19. Why did you choose your service provider?
(a) Good network (b) Good price (c) Good deals
(d) All of the above (e) None of the above, I chose at random
20. Which of the following affect the choice of your service provider the
most?
(a) Good network (b) Good pricing (c) Good network,

pricing and offers
(d) Peers and family opinion (e) Research analysis available
(f) Good marketing and advertisement campaign
21. Do you know all the services offered by your telecom provider?
(a) Yes (b) No (c) Can’t Say
(d) I don’t bother for it
22. Which of the following services affect the choice of your telecom service
provider most?
a) Free calls, SMS and internet (b) Wi fi
(c) Broadband
(d) Smartphones / Cordless phones / Routers and other hardware offered
(e) All of the above (f) None of the above
23. Which of the following may prompt you to change your service provider?
(a) Bad network and connectivity
(b) Bad consumer service
(c) Better services may be at a higher price
(d) Better services at the lower or same price
24. Which telecom service provider offers the best quality smartphone?
(a) Mobily (b) Zain (c) S TC
129 | P a g e
(d) Virgin Mobile (e) Others
25. Would you choose a telecom service provider who furnishes smartphones
that are preloaded with their apps and services?
(a) Yes (b) No (c) Maybe (depends upon deal)
(d) Can’t say
26. Does the brand of smartphone offer to affect your choice of telecom
player?
(a) Yes (b) No (c) Can’t say
(d) Depends upon deal
27. How do you choose a telecom provider for wifi and broadband services
(a) Best deals and offers
(b) Best price and best service ( network, consumer care, etc)
(c) Only best price
(d) Only network
28. If your service provider gives you good network and price but not with a
very swanky handset would you subscribe to them
(a) Yes (b) No (c) Can’t Say
29. Suppose you have subscribed to a particular telecom provider for more
than 3 years. Then you happen to visit a place where your service
provider fails to give services and there you get stuck. What will be your
next step after coming back?
(a) Change my service provider
(b) Don’t change my service provider
(c) Let my service provider know of the difficulty I faced but continue with
the same provider. I am a loyal customer.
30. Some service providers claim to show the number of towers and best
location to get the best network around your location. How helpful are
such services?
(a) Extremely helpful
(b) Don’t know my service provider doesn’t give this service
130 | P a g e
(c) Not helpful at all
31. With 5G artificial intelligence and augmented reality-based smartphones

are in demand. Would you change your service provider if another
service provider gives you such smartphones without caring for cost and
network?
(a) Yes (b) No (c) Can't say
(d) I don't know what is ai and av
32. Would you choose Telecom provider just based on advertisement?
(d) I will do my research then choose advertisement can be misleading
33. Do promotions like free data, free talk time, extra validity etc affect your
choice of Telecom service provider?
(a) Yes of course
(b) No I go for quality services rather than offers
(c) Depends on what kind of deal it is
(d) I choose but realise that I don't get what they promise then I change
34. Are you happy with the promotional offers and discounts offered by your
service provider?
(d) Doesn't matter to me
35. Have you ever changed a service provider just based on promotional
campaigns run by them?
(a) Yes (b) No
(c) I am not aware of any promotional campaigns run by any provider.
36. How much does the personalized service offers as family recharges, pay
as you use, affect your choice of the service provider?
(a) Very much I choose the one which gives me all
(b) Not at all only network and quality matters
(c) There's nothing like these offers I end up paying more
131 | P a g e
132 | P a g e

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NMIMS Global Access School for

Continuing Education (NGA-SCE)

Submitted in partial fulfilment of the requirements for the award of the

It is my immense pleasure to express my deepest sense of gratitude to Mr Ahmed

I am especially expressing my sincere gratitude to Mr Andrew Wright , Senior

I owe a debt of gratitude to people of my family, my colleagues, my friends & their

Ashish Ranjan Pattnayak

The List of Tables

Table 8. 1 Distribution According to Service................................................................................................ 63

The List of Images

Image 1 Performance of Key Global Players........................................................................................11

Saudi Arabia's telecommunications industry is rapidly expanding and experiencing numerous

Global Telecom Industry

The telecommunications industry has witnessed immense technological innovations over

IoT technology acceptance by manufacturing and transport services companies is

Image 1 Performance of Key Global Players

 Regulators support growing competition, innovative

Ministry of Communications and Information Technology The Ministry of

Communications and Information Technology Commission The Communications and

Key Market Trends

 In January 2020, CITC requested applications for distributing licenses to overseas

 Additionally, increasing mobile subscribers are anticipated to generate

Image 2 The subscriber statistics in KSA

Image 3 Major Players in KSA

Zain KSA - Company Overview

Image 4 Zain KSA Pre-paid plans Source – www.sa.zain.com

 Browse the Internet.

Image 6 Zain KSA 5G Plans

Zain Postpaid Packages

Image 8 Zain KSA Postpaid Plans

Image 9 Zain KSA 5G coverage

Image 10 Zain KSA 5G Packages

Image 11 Telecom Market Share - KSA

Image 12 Caption: 5G coverage across Riyadh

Zain KSA - Strategy

 Smart Network Evolution provide continuous, end-to-end user experience through

 Digitization Automate systems and procedures to bring a reliable & enhanced

Subscribers in Saudi Arabia are extremely digitally-connected; to ensure that Zain

Image 13 Zain KSA Key Milestones

Segmentation is important and helps in better predictability of the target subscriber

Products Premium Middle Economy Visitors

Zain KSA - Customer Base

Quickening data monetisation to be a data-centric service provider Zain has maintained

Zain KSA - Sales and Distribution

 Continuous Improvement of our Network and Operations - We aim to provide a

 Aiming to Excel in Wholesale Segment - We intend to be number 1 in the MVNO

 Definition and Meaning of Strategy

 Concept of Marketing Strategy

 Types of Marketing Strategies

 Marketing strategies of telecom service providers

Definition and Concept of Strategy

Few popular amongst them are as under:

According to Bennet (1999), it is “a proposed series of actions intended to beat the

Image 14 Strategy Levels

Marketing Strategy is defined as:

Formulation of a Marketing Strategy

Marketing Strategy is a combination of an organization’s marketing goals and sets out

Marketing Strategies - Types

In 1980, Michael Porter suggested an approach that proved relevant to every