1. 2013
INTERNSHIP REPORT
WARID TELECOM

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REPORT ON
WARID TELECOM PAKISTAN
FOR
UNIVERSITY OF EDUCATION (Multan
Campus)
BY
Mr. Inam-ul-Haq
BBA (Marketing), Roll# 1119
Mob# 03444446661
Email: Enamgee@yahoo.com

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ACKNOWLEDGMENT
”All the praise is for Allah, the most merciful and beneficent, who bless me with the
knowledge, gave me the courage and allowed me to accomplish this task.”
I am especially indebted to all my teachers for instilling in me enough knowledge to be able to
carry myself efficiently during my internship. SpeciallyMr.SohailChohan.
Secondly, I am bound to thank t all the staff of Warid Telecom, especially Mr.Faisal who helped
me acquiring internship in Warid Telecom. In particularly their inspiring guidance, remarkable
suggestions, constant encouragement, keen interest, constructive criticism and friendly
discussion help me to learn and enable me to complete this report efficiently.
BY
Mr. Inam-ul-Haq
BBA (Marketing), Roll# 1119

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Executive Summary
Internship was my first step in practical life, though which I learnt a lot and it has aided me in
being well equipped with valuable experience that would help me once I enter the professional
life after the completion of my studies. Internship offered to me was 4 weeks in marketing,
operations, customer service and sales department.
During the month of July and August 2013, I worked in Warid Telecom as an internee. My
association with this company was being a part of Warid Telecom. It was great experience for
me. What i learnt at Warid Telecom over the weeks was how to get along with the people that I
have to work with every day, building confidence and improving my skills. I tried to remain to
the point, in writing the report. Brief history, management, organizational structure of Warid
Telecom and my work at EFU building, Head Office Jail road Lahore. Suggestions for
improvement/ Recommendations are also given in it.
This work is the collection of my observation and experience during the internship periodand
afterwards. This internship has als prepared me for my future career. The experience has taught
me responsibility, teamwork and how to handle problems occurring. Even though the nature of
work was quite basic as an internee, nevertheless I got to see what practical life is. This report
gives a profile of Warid telecom and an insight into the departments where I worked. This report
also reflects my learning‟s and experience at Warid Telecom along with my responsibilities and
the task that I performed. Last part of the report consists of some recommendations and
suggestions that I have given.
BY
Mr. Inam-ul-Haq
BBA (Marketing), Roll# 1119

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Table of Contents
Topics Pg#
OVERVIEW OF THE ORGANIZATION………………………….. 8-13
o Brief history
o Nature of the organization
o Product lines and brand portfolio of the organization
o Strategies of branding
o List of main clients
o List of main competitors
ORGANIZATIONAL STRUCTURE………………………………..14-21
o Organizational hierarchy chart
o Number of employees
o Introduction of all the departments
o Comments on the organizational structure
PLAN OF YOUR INTERNSHIP PROGRAM ……………………..22
TRAINING PROGRAM………………………………………………22-27
MARKETING DEPARTMENT…………………………..………….28-32
SALES DEPARTMENT……………………………………………….33-35
CUSTOMER SERVICES DEPARTMENT………………………….36-37
FINANCIAL ANALYSIS……………………………………………..38-49
O Profitability Analysis
 Net profit Margin
 Administrative Expense Ratio
 Operating Expense Ratio
 Return on Equity
o Liquidity Analysis
 Current Ratio
 Current Assets to total Assets

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 Quick Assets Test Ratio
o Long term debt paying ability analysis
 Debt Ratio
 Debt to Equity Ratio
o Analysis for investor
 Earnings Per Share
 Dividend Payout Ratio
o Vertical and Horizontal Analysis of the Financial Statements
CRITICAL ANALYSIS ……………………………………………….50-51
SWOT ANALYSIS OF THE ORGANIZATION ……………………52-55
RECOMMENDATIONS FOR IMPROVEMENT……………………56
GLOSSARY ……………………………………………………………57-59
REFERENCES …………………………………………………………60

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INTRODUCTION
&
BACKGROUND
Warid Telecom

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INTRODUCTION
WARID Telecom is backed by The Abu Dhabi Group, one of the largest groups in the Middle
East. The group is led by HH ShaikhNahayanMabarak Al Nahayan who is also the Minister of
Higher Education and Scientific Research in United Arab Emirates.
Currently, The Abu Dhabi Group is operating a number of organizations in Pakistan, some of
which are:
o Bank Alfalah
o United Bank
o Wateen Telecom
o Warid Telecom
HISTORY
WARID in Pakistan
In 2004, WARID Telecom International LLC, purchased a license for operating a nationwide
mobile telephony network, (WLL) and long distance international (LDI) for $291 million US
dollars and was the first venture of WARID Telecom International LLC.
In May 2004, Mr. Hamid Farooq was hired as the Chief Executive Officer of WARID Telecom
Pakistan. Prior to being hired, Mr. Farooq was working as the Executive Vice President of
MOBILINK (an Orascom Telecom Company).
WARID Pakistan launched its services in May 2005. Within 80 days of launch WARID Pakistan
claims to have attracted more than 1 million users.
•Customer Base
According to Pakistan Telecommunication Authority, currently Warid Telecom has more than 10
million subscribers in Pakistan and is ranked as the fourth largest operator in Pakistan. Warid
Pakistan claims it has the largest "post-paid" subscriber base.
•Assistance to residents of Quake Stricken Areas
Warid has been one of the highest contributors in development work carried out in the quake hit
areas of Pakistan after the devastating event of 8th October 2005, furthering their stance of 'We
Care'
.

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Nature of Organization:
Warid Telecom is a private limited registered company. Having registered
trademark. The total investent is debt-equity based with the ratio of 40:60. Means
the 40% of the total investment is loan based and the other 60% is equity based.
The company have licensed to sell MOBILE GSM connection and provide of all
kinds of mobile connection services to run bussiness.
VISION
"To be the leading national communication provider with a strong international presence."
BRAND VALUES:
• Quality
• Simplicity
• Innovation
• Honest
• Friendliness
Quality - Warid want to make a difference to people's lives. Their optimism is contagious. They
are passionate about what they do and they have confidence in themselves.
Simplicity - For them, clarity comes through simplicity. Warid recognize that they are people
communicating with other people. Warid are always direct and easy to understand.
Innovation - Warid constantly look to do things differently and in a better way. Warid give color
to all that they do. Warid is ready to push the boundaries and take risks.
Honesty - Warid are always open and honest. Warid says what they do and we do what they
say.
Friendliness - Warid enjoys working and succeeding together by building close relationships.
While warid has a sense of purpose, warid also has a sense of humor. Warid consider the needs
both of their customers and of each other.
Warid Telecom's aim is to be perceived not only as a telecommunication operator of voice
services, but also as a universal provider of comprehensive communications services for both
residential and business customers. We strive to provide optimum level of support and care
through our highly skilled and motivated team of professionals and through maximum network
coverage and connectivity.

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The Warid New Look
Product line :Sim card and cell phones
Portfolio: prepaid and postpaid
Strategies:
THE PRODUCT BRAND STRATEGY- This strategy involves the assignment of a particular
name to one and only one product as well as one exclusive positioning.
THE LINE BRAND STRATEGY- In this strategy the line responds to the concern of offering
one coherent product under a single name by proposing many complimentary products.
The RANGE BRAND STRATEGY- Range brands bestow a single brand name and promote
through a single promise a range of products belonging to the same area of performance.
UMBRELLA BRAND STRATEGY – The same brand supports several products in different
markets. Each of them has its own advertising tools and develops its own communications.
SOURCE BRAND STRATEGY – This is identical to umbrella branding strategy except for
one key point – the products are now named directly. Within the source brand strategy the family
spirit dominates even if the offspring all have their own individual names.
ENDORSING BRAND STRATEGY - The endorsing brand gives its opproval to a wide
diversity of products grouped under product brands, line brands or range brands.

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List of main clients:
Army officers
Students
Businessmen
Tribal areas poplin
List of Competitors:
INSTAPHONE
INSTAPHONE is the small cellular company in Pakistan providing
quality services to their clients. From time to time, it announces
packages that are cheap; they have a lot of packages available, you can choose the one that suit
your needs. Wider network coverage and cheap call rates make it a choice for the moderate
users. INSTAPHONE has a good infrastructure, only one thing which is missing is GSM
network. About more than 0.3 million customers are availing the services of the company.
MOBILINK
MOBILINK is the largest cellular company in Pakistan. It is a
subsidiary of Osasco Telecom. MOBILINK being the pioneer of
introducing cellular networks in Pakistan established themselves as the major cellular company
covering almost every nook and corner of the country. One of their well-renowned products for
the Pre-paid users is “MOBILINK Jazz”.
The company is operating on a large infrastructure and has the biggest subscriber base in
Pakistan. It is present in more than 5,000 towns and cities throughout the country and its
subscriber base is over 25 million customers.
UFONE
UFONE, a subsidiary of PTCL, was established to provide cellular
services across Pakistan. It is currently providing quality services across the country. The
company was the first one to launch GPRS and MMS services in Pakistan. Moreover, it was also
the very first one to launch Internet Bill payment in the country. The company mostly targets the
youth for its products. One such product for the Pre-paid segment is “UFONE Prepay”. It has a
subscriber base of more than 12 million customers.

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TELENOR
TELENOR Pakistan is wholly owned by TELENOR group, a Swedish
company, operating in 13 countries and providing communication
services to consumers across the globe. Their products hit the market at
rates that are lowest in the industry providing affordable ways of
communication.
TELENOR is the only mobile phone company in the country to offer the Value Added Service of
EDGE (an enhanced form of GPRS that enables devices to browse internet at an enhanced
speed). TELENOR was also the very first at providing the facility to transfer balance through its
EASY LOAD facility. Its more popular products include “TELENOR Talkshawk” and
“TELENOR Djuice”. It owns a customer base of more than 9.5 million users.
ZONG
China Mobile Pakistan (CMPak) is a 100% subsidiary of China Mobile. The
pioneering overseas set up of China Mobile came through acquisition of a
license from Millicom to operate a GSM network in Pakistan.So far CMPak
has invested more than US$ 700 million in the telecom sector in Pakistan
and an additional US$ 800 million will be invested till the end of year 2008.

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ORGANIZATIONAL STRUCTURE
&
STRATEGY

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Message from the Chairman
"We are confident that like Abu Dhabi Group's hallmark in banking industry of Pakistan,
Warid&Wateen Telecom would not only reach out to every corner of the country but will also
set new trends and standards of providing the latest technology, unparalleled quality service and
customer care in the telecommunication industry of Pakistan"
WARID TELECOM TEAM
Board Executive Committee Warid Telecom
Mr. Bashir Ahmed Tahir
Vice Chairman and Member of Advisory Committee
Mr. Bashir Ahmad Tahir is a Pakistani national. Key positions currently held by
Mr. Bashir.
Tahir are CEO Abu Dhabi Group, Board Advisory Committee and Bank Alfalah
Limited.
Mr. Pervaiz A. Shahid
Board Director
Mr. Parvez is a Pakistani national with a vast experience of more than 30 years in the banking
sector. Currently Mr. Pervaiz is Executive in-charge of Strategic Planning Division, Bank
Alfalah and Authorized Power of Attorney Holder of Warid Telecom.
Mr. Marwan Zawaydeh

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Board Director/ CEO
Mr. Marwan‟s association with Warid Telecom started in June 2004 as Group Chief Technical
Officer and BEC Member. He currently is the CEO of Warid Telecom.
Mr. Lim ChuanPoh
Board Director
Mr. Lim, 52, joined Singtel in October 1998. He was appointed EVP (Strategic investments) in
February 2006. In October 2006, Mr. Lim assumed the position of CEO (International). He is
responsible for Singtel‟s business groups through strategic investments in the region.
Mr. Quah
Board Director
Mr. Quah is currently Vice President (Business Management), International Group in
Singtel, overseeing new investment opportunities as well as existing investment s in
the region.
Warid Telecom Key Management
Warid Telecom‟s main strength and focus is its employees. Warid Telecom
believes this will be its key differentiating factor and a recipe for success. The key
management team includes:
Hamid Farooq
Chief Executive OfficerMr. Hamid Farooq is the Chief Executive Officer of Warid
Telecom (Pvt.) Ltd. Prior to joining Warid, Mr. Farooq was working with Mobilink
as Executive Vice President/CFO and Company Secretary. He has extensive
telecom experience, which spans over 10 years and also has wide-ranging local and
overseas training in financial management, technical & IT, HR, knowledge sharing

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and policy development. Mr. Farooq has previously held the posts of Chief
Accountant & Administrator, Canadian Occidental Petroleum Ltd. (COPL), Chief
Accountant, Petro- Canada (Pakistan) Inc and Country Manager/Finance Manager,
DHL Pakistan Limited/TCS. Mr. Farooq has an MBA degree and is also an accountant by
training.
Mr. ShahzadRauf
CSO
Prior to joining Warid Telecom in 2005, Mr. Rauf was founder and CEO of WebLight
Productions Inc providing B-2-B e-commerce supply chain management solutions for the food
industry. He has over 10 years of experience in Finance and IT departments of public sectors in
USA.
Mr. Thomas Yeo
CCO
Mr. Thomas joined Warid Telecom as CCO in October 2007. He joined from Singtel and has
been associated with singtel for more than 25 years.
Mr. JavedMushtaq
Chief Information Officer
Mr. JavedMushtaq is a seasoned IT professional backed up by 21 years of domestic and global
experience. He has worked both in private and public sectors.
Mr. ZafarIqbal
GM Human Resources and Administration
Mr. ZafarIqbal brought with him 35 years of experience with MNCs in Human
Resources,
Corporate affairs, Procurement, and Administration in Pakistan and abroad.
M. Farrukh Hayat
GM - Sales and Distribution
Mr. Farrukh Hayat is responsible for sale/ distribution of scratch cards and other

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products of Warid telecom on national basis. He has over 20 years of well rounded experience
in Marketing, Sales, Distribution and management.
Mr. Omer Haider
GM Government and Regulatory Affairs
Mr. Omer A. Haider has 16 years of experience in telecom sector. He has worked
with insta, paktel and Alcatel at diversified portfolios involving commercial, sales,
marketing and business development.
Mr. Tariq Gulzar
GM Audit, Risk and Corporate Governance
Mr. Tariq Gulzar brings with him over 15 years of experience in assurance, internal
audit, audit, accounting, risk management, and general consulting in Telecom and
Media Industries.
Mr. AdeelBajwa
GM Legal Affairs & Contracts Management
Mr. Adeel k. Bajwa is an experienced legal professional with corporate background in Finance
and Commercial law. In addition to managing legal affairs at Warid Telecom, his portfolio
extends internationally as well.
Mr. Ahmad Kamal
GM Customer Services
Mr. Ahmad Kamal has over 17 years of telecom experience in Pakistan. He has the exposure of
working with the country‟s most renowned telecom companies like Mobilink, Ufone, Digital
Communications and DVCOM Ltd.

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MsAsma Khan
GM International Business
Mr. Asma khan is responsible for International roaming and International Business (LDI
operations) at Warid Telecom.
Miss VardaZafar
GM Marketing
Mr. MoinQadri has 11 years experience in the field of advertising and branding. He
has worked for various leading brands with experiences in Pakistan, Afghanistan, Indonesia, and
UAE.
Mr. Muhammad Ahmed
GM Managerial Accounting and Revenue Assurance
Mr. Muhammad Ahmed possesses 12 years of professional experience in the field
of Accounting and finance.
Mr. Muhammad Amir Shahid
GM Financial Accounting
Mr. Muhammad Amir Shahid has 13 years experience in Pakistan. In his current role, he is
responsible for financial accounting at Warid Telecom.

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Organizational Structure
Number of employees:
In Warid telecom the number of employees is roughly 2800 to 3000 which are officially hired in
all franchises of warid telecom.
ORGANIZATIONAL DEPARTMENTALIZATION
Warid Telecom (Pvt.) Ltd. Head office is in EFU House on Jail road, Lahore. Warid has the
maximum number of Sales and Customer Service Centers countrywide, backed by two state-of-
the-art Contact Centers of international standards that are equipped with the right facilities to
ensure real-time online services. Their highly trained and wellgroomed team of Customer

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Service Executives provides round-the-clock-support. Warid has setup Corporate Lounges, with
a customer-friendly environment to provide personalized care to our corporate clients.
Furthermore, an extensive network of franchises, kiosks and mobile units ensure easy and
convenient accessibility. Different divisions, department and functionaries working in the head
office are:
1. Marketing
2. Human Resources
3. Financial Accounting & Revenue Assurance
4. Sales & Customer Services
5. Administration
6. Products & Services
7. Procurement & Logistics
8. Legal Affairs
9. Engineering & Information Technology
10. Audit & Risk Services
11. Quality Assurance
12. International Business
13. Public Relations
14. Operations and Project Management
15. Govt. Relations
In the head office there are also offices of top management including CEO office.

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Comments on the organizational structure
No centralized decision making in franchise.
No proper guidence in frachise.
Sitting area is not proper.
There is no proper enforcement of rules and regulations.
Less employees and work load is more
No brochures are available
NO seprate facility for postpaid customers.
This franchise is the smallest as compared to other franchises in multan
NO parking area.
Plan of internship:
My internship was in Warid Telecom located at 36-Rahma commercial centrekutchery road
Multan. it is the second big franchise of warid in Multan. The Head of the Franchise is Mr.
Faisal.I started my internship from 10th july till 10th august, 2013
During theintership I rotate in following departments.
Marketing : one week
Operations : one week
Customer service : one week
Sales Department : one week
Training Program:
I was sent in marketing, i was assigned to sale 10000 load in one day, which
Iaccomplished and 20000 in next 2 days and about 70000 in one week which was
accomplished.
Then we managed stalls at different places in Multan

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Multan Golf Tournament

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Warid UBL Sign Contract
Warid Telecom and Bank Alfalah sponsored eight professional international climbers of Altitude
Experience team to climb K2 the most difficult and second tallest peak in the world. Seen in the

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picture are Mike Farris and Chris Klinke Experience team leaders with ShahzadRauf – Chief
Strategy and Operations Officer, Farah Hussain head of Public Relations and other officials of
Warid telecom with the Altitude Experience team.
May 21, 2008: Mr. Marwan Zawaydeh unveiling the new logo of the Warid telecom
Warid wins the Brand of the Year Award in 2008 for „The
Best Cellular Company in Pakistan‟

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WaridTelecom has won „Brand of the Year Award‟ again in 2008, in the category of „The Best
Cellular Company in Pakistan‟. This is the second time in Warid‟s three and half years of
successful operations in Pakistan that Brand of the Year Award has been granted to the company.
In 2007 Warid was the winner of „Brand of the Year Award‟ in the category of GSM operators
and service providers.
Affinity Partners
Bank Alfalah
WOL
Mobile Zone
Chimera
4B Group
VIVA
ARY
Faysal Bank
Pak Libiya
Major Shareholders
Sheikh NahayanMabarak Al Nahayan
His Highness Sheikh NahayanMabarak Al Nahayan - Member of the Royal Family of Abu Dhabi,
Minister for Higher Studies and Chancellor of the University of Al Ain.
His Highness Sheikh NahayanMabarak Al Nahayan is the Chairman of the Company and takes keen
interest in the management of Warid Telecom.
His Highness Sheikh Nahayan is the Federal Minister for Higher Education and Scientific Research for
UAE and is also Chairman of Union National Bank, Abu Dhabi, Chairman & Director United Bank
Limited, Pakistan, Chancellor Al Ain University and President at the Higher Colleges of Technology,
Abu Dhabi. His Highness is also the former Chairman Bank Alfalah Limited, Pakistan
Sheikh Suroor Bin Mohammed Al Nahayan

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His Excellency Sheikh Suroor Bin Mohammed Al Nahayan - Chamberlain of the Royal Amiri Courts and
Member of the Royal Family of Abu Dhabi.
His Excellency Sheikh Suroor Bin Mohammed Al Nahayan was the Governor of UAE Central Bank for
the last 10 years and a major shareholder of Abu Dhabi Commercial Bank. He is a member of the Royal
Family and holds interest in Bank Alfalah Limited and United Bank Limited in Pakistan.
His Excellency Sheikh Suroor is the major shareholder of Abu Dhabi Commercial Bank, Abu Dhabi,
UAE. Other interests include shares in joint stock companies as well as interest in commercial and real
estate properties both in UAE and abroad. His Excellency Sheikh Suroor also owns the five star Hotel

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MARKETING DEPARTMENT
STRUCTURE
FUNCTIONS

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Department Hierarchy:
Marketing Department
Marketing Department is called a revenue-generating department of an organization.Marketing
Department undertakes market research and gives feedback to managementabout customers
needs and wants on the basis of which, products and services aredeveloped and positioned to
give value to the customers. Thus Marketing department ofan organization plays a pivotal role in
its business development, growth & expansion.During my internship I worked with WARID
marketing department. Through workingthere I gain so much practical knowledge that will help
me during my practical life. Forunderstanding the work flow and the operation of the department
we have to move incertain manner. We have to look the key operation the structure of the
department andin the end the focus will be on the critical analysis.
Number of employees: 700
So we will move in the pattern describe below:-
• Marketing strategy of WARID
• Market segmentation of WARID
• Marketing mix of WARID
• Promotional strategy of WARID
1. Marketing Strategy of WARID
For understanding the marketing department work flow and its function we must haveclear
picture of the WARID‟s marketing strategy. For developing clear understanding ofmarketing
strategy of WARID there is no one line statement or clear vision of marketing department so we
have to move traditionally .Classically, Marketing has been all aboutthe “four P‟s”: Product,
Manager
Sub manager
Marketing Team

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Place, Price and Promotion. The marketer identifies a targetmarket, defines the product and
Pricing to appeal to this market and a strategy to deliverthe product to the market. Thus the
marketer is the steward of the value proposition,ensuring that the firm is delivering maximum
value to its customers.We will briefly discuss below the marketing strategy, product planning,
development &management, Pricing strategy, distribution strategy and promotional strategy: -
Marketing Strategy
Normally, a marketing strategy identifies the target markets, the desired position in eachmarket
and the marketing mix that will persuade those target markets to part with theirmoney. Market is
targeted through market segmentation. Segmentation can be done onfour types i.e. Demographic
Segmentation (age, gender, race/ethnicity, household type,home ownership, education,
employment, income etc.), Geographic segmentation.Positioning oneself by product can do
positioning differentiation, positioning byproduct usage, positioning against a particular
competitor, positioning against an entireproduct category, positioning by association and
positioning by problem, MarketingMix includes P‟s i.e. Product, Price, Promotion and place.
TARGET MARKET
WARID‟s 80% revenue comes from just 20% customers, who are corporate customersand other
big and small business organizations. The main focus of WARID marketingefforts is on retaining
and satisfying that 20% chunk of key customers at any cost. Forthis purpose, WARID is now
established Corporate Customer Services Centers in majorcities to take care of these vital
customers. Apart from these important customers, WARIDtargets general public and other small
business companies for sale of its landlinetelecom services like telephone, fax, Internet, as well
as other services like CLI, VMS,and Digital Facilities etc.
2. Market Segmentation
Basically WARID segmented its market on two bases
• To better implement customer services features, segment the market on a
customer basis:
– Corporate
– Resident ional
• on the basis of services as:
– Telephony
– Data

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– Video
WARID has segmented its market for its services and products to effectively deal with
itscustomers. Some of its services like Universal Access Number, Co-Location centersand virtual
private network are specially targeted at corporate customers and businessconcerns. The other
services like new telephone connections, digital services etc. aremeant for mass market. The
services like Internet, fax facility etc. are targeted at boththe corporate and general customers.
POSITIONING STRATEGY
As WARID is the sole provider of the landline telecom services in the country; it is themarket
leader in providing these services because there are no competitors to challengeits market leader
status. Thus presently WARID is facing no problems in positioning itsservices in the market as a
market leader because it enjoys monopoly in the industry.However, with the deregulation of
telecom sector WARID is gearing up itself to maintainthis market leader position, on the other
hand competitors are doing to challenge it.
MARKETING MIX
Product Planning:
In WARID, so far products had been planned and developed by the engineeringdepartment and
marketing professionals had no role in product planning as there was nomarketing department in
the Company. But now marketing professionals have beeninducted in the Company and they will
definitely have a close coordination withengineering department in planning and development of
products to satisfy customersdesires. It should also be kept in mind that WARID is a technical
organization enjoyingstate-of-the-art telecom technology. The services offered by WARID are
built in thetechnology and with the passage of time; WARID rolls out these products in the
market.even many products, which have become obsolete in developed countries, are launchedas
new products by WARID. But we cannot deny the fact that being monopolist, WARID
isdepriving customers of many digital services that are available free in many othercountries.
However, as the Marketing department has been established now, it isexpected that in future
there will be close coordination and liaison between marketing professionals and engineers for
planning and developing customers oriented products.WARID is also in the process of hiring
brand Managers to manage its different productsin a thorough professional way.
Pricing Strategy:
Being a government organization, WARID is not authorized to determine the prices ofits
products itself, the Telecom Regulator Authority viz. Pakistan TelecommunicationAuthority
(PTA) fixes the prices of telecom services. The process is such that wheneverWARID intends to
increase or reduce the rates of its services, it submits its Proposal toPTA for approval. PTA then
calls consumers‟ representatives, journalists and otherinterested groups for discussion on the

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proposal. After listening to the viewpoints of allthe interested parties, PTA gives its decision. If
PTA approves WARID‟s proposal, thenew rates are enforced. It may be mentioned here that
telecom technology is only technology whose rates are on the decline with the passage of time.
WARID alsorationalizes its tariff with the passage of time. Tariff rationalization process started
in1997 as part of GoP Telecom Sector policy for privatization of this sector. It was
mainlyfocused on rebalancing the domestic process like NWD, international, local call, line rent
etc. Rebalancing is completed by the end of 2003 (as per Tariff rates) with theobjective to
position WARID for competition.
4. PROMOTIONAL STRATEGY
WARID is using following components of promotional mix for the promotion andPublicity of its
product/services.
Advertising:
In promotional mix, WARID‟s main stress is on advertising in print and electronic
media.WARID periodically places its advertisements in print media on services like
“H/Qshotline 0800-44544”, “Caller line identification (CLI)”, “Voice Messaging
Service”,“Digital Facilities”, “WARID Prepaid Calling Cards”, “Inquiry 17”, “Complaint
18”,phone bill cards prepaid telephone etc. to remind the customers of these services.Sometimes,
corporate ads are also released to print media to mark special occasions.WARID‟s Commercials
on “Prepaid Calling Card”, “CLI”, “Voice Messaging”, “DigitalFacilities” etc. are also broadcast
immediately on electronic media as reminders toCustomers.
Sales Promotion:
WARID charges 1/3rd rates on national calls from 06:00 pm – 07:00 am and local callsare free
from 11:00 pm to 06:00 am to promote the usage of its telecom network.Moreover, WARID
offers special rate packages on special occasions like RamadanPackage and EID package, which
offer customer reduced rates for specific timings.

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MARKETING DEPARTMENT
STRUCTURE
FUNCTIONS

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Sales hierarchy
Number of employees working :700-750
Sales operations:
Selling sim cards in franchise. With complete identification process i.e.
verifies the buyer, its ID card.
Sim cards are sold to trusted dealers that can further sell and on shops
and markets with same verification process.
Sales department Functions:
Methodolgy:
we use sales methodology i.e. market skimming price in sales the reason
of this sales methodology is, when warid entered in telecommunication
it had tough competitors like paktel, instaphone and Telenor which were
Regional sales manager
District sales manager
Franchise sales manager
Selling staff

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well known and popular so warid had to go through something which
will make it popular and familiar, and it tried hard and now working and
competing for survival due to this reason warid did not use market price
penetration. Our sales methodology is good but our copetitors are more
strong and familiar among people.
Type of selling
The type which is used for selling is personal selling in which either the
customer comes to the franchise or the sim cards are sold to dealers and
shopkeepers who are trusted. In this type full verification is done,
customer ID card and other information is taken.
Sales return Procedure:
There is no sales return procedure nor in warid neither in any other
telecommunication in Pakistan.

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CUSTOMER CARE &
CUSTOMER SERVICES

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Customer care & Customer Services Department
WARID has established its Customer Services Department at different levels the overviewof the
said department is as follows.
Corporate Customer Care Center Operation Region Level
Customer Services Centers
Help Lines For Complaint & Enquiry
Now we briefly introduce the functions of these:
Corporate Customer Care Center
To facilitate Corporate Customers WARID has established Corporate Customer CareCenters at
all Operation Regional Head Quarter Level, in all the meager cities countrywide. The Corporate
Customers can get their problems resolved under one roof in a onewindow environment by
dialing UAN 111-20 20 2. The Customer Relation Officersregister the complaints & forward
these to the related office.
Customer Services Centers
To facilitate consumers WARID has established Customer Services Centers at all TehsilLevel
cities/offices. Here the consumers can use Fax Facility, Voice Telephony forLocal/NWD/ISD
dialing. On divisional Offices Level duplicate phone bills may also beobtained from C.S.C‟s.
Help Lines
WARID offers state-of-the-art call center network to its all type of valued customers
forconvenient frequently asked Questions, Complaints regarding their services, T/Noenquiry.

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FINANCIAL ANALYSIS

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Ratio analysis
Ratio analysis is a form of financial statement that is used to obtain a quick indication of a firm's
financial performance in several key areas. the ratios are categorized as short-term solvency
ratios, debt management ratios, asset management ratios, profitability ratios and market value
ratios.
Ratio analysis as a tool possesses several important features. The data which are provided by
financialstatements, are readily available. The computation of ratios facilitates the comparison of
firms which differ in size. Ratios can be used to compare a firm's financial performance with
industry averages. In addition, ratios can be in a form of trend analysis to identify areas where
performance has improved of deteriorated over time.
Because ratio analysis is based on accounting information, its effectiveness is limited by the
distortions which arise in financial statements due to such things as Historical cost accounting
and inflation. Therefore, ratio analysis should be only used as a first step in financial analysis, to
obtain a quick indication of a firm's performance and to identify areas which need to be
investigated further.
Liquidity
Liquidity position
Liquidity position of the company continues tosuffer since a setback in FY08.This trend has been
witnessed despite increasing current assets as current liabilities grew more sharply. The short
term borrowings of the company have been mounting for the last few years and this has
contributed to the current trend of the current ratio. It may be noted that the company holds large
amounts of cash and banks balances compared to the other companies in the business. This may
provide an edge to the company over its competitors.
Current ratio

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The current ratio is one of the most commonly cited financial ratios. Current ratio measures the
firm's ability to meet its term obligations.
Current ratio has shown a negative trend by 0.30. This is due to 164.68% increase in current
liabilities and 136.91% increase in current assets . This shows that liquidity of WARID has
decreased. Standard for current ratio is generally 2 times the more predictable a firm cash flow,
the lower the acceptable current ratio. Because WARID is in a business with a relatively
predictable annual cash flow, its current ratio of 1.50 should be quiet acceptable.
Quick Ratio
The quick ratio (acid-test) ratio is similar to the current ratio except that it excludes inventory,
which is generally the least liquid current asset.
Quick ratio has been shown a negative of 0.22 times. This is due to increase in current liabilities
by 164.68% and 136.91 in current asset. Inventory value has also risen. This has caused the
quick ratio to fall this year. a quick ratio of 1.0 or greater is generally accepted, but as with
current ratio, what value is acceptable depends on the industry.
Although the liquidity stance of the company is fairly satisfactory at the moment, but a
continuation of the current negative trend may spell trouble for the company.
Activity ratio
Average collection prepaid
ACP or average age of accounts receivable is useful in evaluating credit and collection policies,
The average collection period is meaningful only in relation to firm's credit terms.

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AcP has improved to 24days in FY08.
Improvements in these areas have played a major role in Warid revival in FY09 fter facing a loss
in FY08.
Average payment period
The average payment period or average age of payables is useful in evaluating that how much a
firm uses its payables in financing activities.
APP has shown a posoitve trend by 134 days in FY09. This is due to meaningful changes in the
payment procedures adopted by the finance section of Warid.
Total Asset turn over
Total asset turnover indicated the efficiency with which the firm uses its assets to generate sales.
Warid's turnover its assets 0.38times in FY09 which is 0.10 times less than last year, This is due
to increase in total asset by 112.08% and decrease in sales by 10.7%.
Debt ratio

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The debt ratio measures the proportion of total assets financed by the firm's creditor. Thehigher
the ratio, the greater the amount of other people's money being used to generate profits.Debt ratio
of warid has shown a very positive trend in FY09. d=Debt ratio has almost increased by 4.07%.
this is due to increase in asset and decrease in liabilities. The value of 66.70% indicated that
Warid has financed more than half of its assets with the debt.
Debt equity
Debt equity ratio is a measure of a company's financial leverage calculated by dividing its total
liabilities by stockholders equity. it indicates what proportion of equity and debt the company is
using it finance its assets.
Debtor‟s turnover
debtor's turnover ratio shows how long people normally take to pay a firm for purchase on
average.This ratio is beneficial when more than one period is calculated.
This ratio of Warid has shown a positive trend of 0.45 due ti effective collection policies.
Leverage

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The higher the ratio the greater the firm's degree of indebtedness and the more financial leverage
it has. It has increased by 8.18%.
Time interest Earned
Times interest earned ratio, sometimes called the interest coverage ratio, measures the firm's
ability to make contractual payments. This interst earned ratio has also increased to 15.43% in
FY09 as compared to -5.26 in FY08. warid has certainly shown a tremendous improvement in its
ability to make contractual interest payments.
Profitability Ratio
Gross Profit margin
The gross profit margin measures the percentage of eah sales Rs remaining after the firm has
paid for its goods. The higherthe gross profit margin, the better.
We can see that gross profit mrgin of warid has declined in FY09. This is mainly due to
reduction in gross profit by 25.81%. This decreased is due toless revenue by 10.7% and increase
in cost of services by 1.03%.
Operating Profit Margin

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The opetating profit margon measures the percentage of each sales Rs remaining after all costs
and expences other than interest, taxes and preferred stock dividened are deducted.We can
clearly see that OPM of warid is showing a neqative trend. Although operating expenses that
decreased by 14.8% of OPM is still shown a decline of 6.52% This is mainly due to reduction in
gross profit by 25.81%. This decrease is due to less revenue by 10.7% and increase in cost of
services by 1.03%.
We can clearly see that OPM of Warid is showing a negative trend. Although operating expenses
that decreased by 14.82%
Net Profit Margin
The net profit margin measures the percentage of each sales Rs remaining after all costs and
expenses including interests, taxes and preferred stock dividened, have been deducted. The highr
the Firm's net profit margin the better the firm is.
Earning Per share

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The firms EP's generally of interest to present and potential stockholders and management. EP's
represents the number of Rs earned during the period on behalf of each outstanding share of
common stock.
Return on total assets
Return on total assets often called return on investment (RO), measures the overall effectiveness
of management in generating profits with its available assets. Higher the firm's return on total
assets , the better it is.
We can see that ROA has shown a significant increase of 8% in FY09.
This is mainly because of increase in net profit by almost 423.95%.
Return on common equity.

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The return on equity (ROE) measures the return earned on the common stockholders, investment
in the firm. Generally, the higher these returns, the better off are the owners.
Price/earning ratio
The price/earnings(P/E) ratio is commonly used to assess the owner's appraisal of share value.
The P/E measures the amount that investors are willing to pay for each Rs of a firm earnings.
The level of this ratio indicated the confidence that investor have in the firm's furure
performance. The higher the P/E ratio the greater the investor confidence.
Horizontal and Vertical analysis
Horizontal Analysis
It is conducted by setting consective balance sheet, income statement or statement of cash flow
side-by-side and reviewing changes in individual categories on a year-to-year or multiyear
basis.A horizontal financial statements analysis is done by restating amount of each item or
group of items as a percentage.

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Vertical Analysis
Like horizontal analysis this can also done for balance sheet and income statement. here we
assign 100% value to any key item of balance sheet or income statement and then see portion of
other items in this percentage.
Vertical Analysis

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CRITICAL ANALYSIS

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Critical Analysis
The following points were observed by me during my training period and these are kind of major
ones I could find as the overall performance of the company is really satisfactory and
furthermore nothing is perfect or gives 100% results.
There is not good stability in the organization relating to the customer dealing.
The use of information technology is not as per international standard.
The marketing strategies are not so much satisfied.
There is a fluctuation in the working (production) of the firm.
The internal customers (employee) are not satisfied about their jobs.
Huge gap between the juniors & seniors.
Major part of employees are not satisfied, as someone are gaining so much for nothing &
someone are not gaining sufficient for so much.
Financial arrangements are not sufficient.
Professionalism is not considered important.

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SWOT ANALYSIS

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SWOT Analysis of Warid
STRENGTHS WEAKNESS OPPORTUNITIES THREATS
What is it?
A SWOT analysis is to identify and analyze the Strengths and Weaknesses of your organization,
as well as the Opportunities and Threats revealed by the information you have gathered on the
external environment.
Who uses it?
The team members and the managers.
Why use it?
To develop a plan that takes into consideration many different internal and external factors, and
maximizes the potential of the strengths and opportunities while minimizing the impact of the
weaknesses and threats.
When to use it?
While developing a strategic plan or planning a solution to a problem, after you have analyzed
the external environment (for example, the culture, economy, health, sources of funding,
demographics, etc.).
How to use it:
1. Internal Analysis: Examine the capabilities of your organization. This can be done by
analyzing your organization's strengths and weaknesses.
2. External Analysis: Look at the main points in the environmental analysis, and identify
those points that pose opportunities for your organization, and those that pose threats or
obstacles to performance.
3. Enter the information you have collected in steps one and two into a table as illustrated
below:
POSITIVE NEGATIVE
INTERNAL Strengths Weaknesses
EXTERNAL Opportunities Threats

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4. You can use this information to help you develop a strategy that uses the strengths and
opportunities to reduce the weaknesses and threats, and to achieve the objectives of your
organization.
Strengths
1. Healthy animosity in adjustable exchange with the accomplishment of Telenor and Warid
Telecom in 2005 & CM Pak in end 2007.
2. Mkt sub base continues to abound at CAGR of 1.9% bulletin aback Dec 07 while Warid
is outgrowing the mkt at 2.38% CAGR.
3. Warid has been adapted itself through beat online writing and accession its adjustment
coverage.
4. Provide latest and improve facilities due to partnership with leading brands.
5. Service is beyond comparison as custumores are satisfied.
6. Best network coverage in all areas.
7. Innovations, as it tries to provide to superior level of facilities
8. It‟s the only mobile operator that is reducing tax charges.
9. Warid is offering best voice quality services that are the result of their own optical fiber
network.
10. Warid has offered these features first in Pakistan.
Friend and family
30 second billing
Zoom unlimited
Edge internet technology.
Weaknesses
1. High levels of taxation and accurate fees on operators, if unchecked, could impede mkt
growth.
2. Fixed-line casework still bald in several of Pakistan's added apprenticed areas.
3. Warid has apprenticed advantage in the rural areas.
4. Expensive as many people are price conscious specially students.
5. Less packages are offered.
6. Advertisements play a vital role in promotions of new products and companies. It‟s a
weakness of Warid that its advertisements are not aggressive as compared to its
competitor Mobilink and Telenor.
7. Most people argue that Warid‟s billing criteria is very complex to understand for a
common man and it is too confusing.
8. Warid is spreading too many slogans at a time such as “be heard”, “be young”, “we care”
etc. If a brand is positioned with multiple slogans within same segment with same
products

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9. There are number of competitors in the market and Mobilink is the largest competitor
spread across the country. It is a weakness of Warid that its coverage area is low as
compared to its competitor.
Opportunities
1. With anchored bandage casework bald in rural areas, adjustable operators, including
Warid, acquire opportunities to grab sub base there.
2. Growth in adjustable exchange set to acquire and may bad-tempered over 100mn by the
end of 2008.
3. Growth of VAS –Mobilink and Ufone are aerodynamics WiMAX networks,
while Telenor, Warid Telecom and CMPak are analytic at ablution adjustable TV
services.
4. 3G licenses accustomed to be issued end 2008.
5. Warid has covered almost the big and major cities and areas of Pakistan and all the major
road and motorways but still there is opportunity for warid to go into rural areas of
Pakistan.
6. There is opportunity for warid telecom to capture new marketing plans to get more
market share.
Threats
1. Intense animosity could acquire the aftereffect of causing operators to admission into
bulk wars, causing a abasement in annual above and ARPU.
2. Political alternation could changeabout to bread-and-butter uncertainty, which could
abstinent abutting entering investment plans.
3. Inflationary pressures acquire an appulse on spending on admonition needs.
4. Implementation of custom appointment on handsets and admission in tax has a
abrogating appulse on abettor revenues and adjustable penetration.
5. When warid has launched in Pakistan on 23rd march, 2005, there were already major
competitors in Pakistan including MOBILINK, UFONE, TELENOR, PAKTEL and
INSTAONE.
6. Warid is a part of ABU DHABI GROUP that is a renowned group in the world working
in major sectors like oil and gas, hospitals, universities etc. There is no telecom
background of this group so warid has to be innovative as it is to cope up against this
threat.

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CONCLUSION AND
RECOMMENDATIONS

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Conclusion and recommendations:
With some changes at higher level including advisor to CEO, G.M Marketing much
hasImproved this year in Warid Telecom market rating. Warid Telecom certainly hasPotential to
capture good market and to give tough time to the competitors, but for thisat least following
steps should be taken
Warid telecom is offering cheap rates for its prepaid and postpaid customers as
compared to its competitors .
Communication level with customers should be improved.
Seth Culture should be avoided.
Network should be enhanced to much more cities.
There should be consistency of brand ambassadors, jingles, colors and graphics intheir
print and electronic media ads to create strong brand recognition.
More regional departmentalization should be there, so as to create strong presenceand
market analysis at regional levels.
More staff to should be hired in some departments to meet the requirements.
There should be more decentralization and employees should be encouraged fortheir
ideas.
Compensation and benefits plans should be revised, as it can be used as a very
important tool to create motivation in employees.

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GLOSSARY
ATL (Above-the-line advertising)
Term refers to main media expenditure, TV,
print, radio, outdoor, cinema and its
traditional accounting treatment. Now used
for all traditional media expenses incurred
through an agency; mainly used to create,
maintain brand awareness/interest.
BTL (Below-the-line advertising)
Expenditure on promotional activities which
are used to be managed within the company
(now many specialized agencies take on
these task); promotional activities other
than 'above the line' e.g. sales promotion,
POP, direct response are examples of BTL.
Marketing Communications
The formal and informal messages that
sellers transmit to buyers; that can be
systematic (planned) as well as the
unsystematic (unplanned) promotion by a
firm of its products to its markets.
Marketing
Act or process of buying or selling at a
market; development of a strategy for the
sales of a certain product; promotion and
selling services; distribution of goods
Human resources
Noun. Manpower, human work force, human
labor; field of business that deals and
handles personnel matters (such as hiring,
training, firing, etc.)
Financial Accounting
Collection of basic (raw) data, as in
management accounting, but treated in a
prescribed and statute enforced format
which emphasizes the historic, custodial and
stewardship aspects of the business
Sales
Total revenue amount collected for goods

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and services provided; see also gross sales,
net sales, return on sales. Sales charge -
same as commission
Public Relations
A deliberate, planned and sustained effort to
establish and maintain positive
understanding, good image, between a
company and its publics. Such publics
include customers, shareholders, employees
etc.
Project Management
Tracking and supervision of the tasks which
must be done in order to complete a project
(especially the production of a system)
Artwork
Noun. Work intended to have artistic value
Facia
Noun. Sign board (of a shop); dashboard,
instrument panel of a car (British)
Streamer
A long, narrow sign with a message in bold
type hung across open area, window, or
doorway.
Vendor
Noun. Salesman; supplier, equipment
salesman (for example in the field of
computers, etc.); automatic machine for selling
goods
Loyalty
The extent to which customers repurchase a
particular product or brand.
Leasing
Noun. Act of renting out property for a
specified period of time; possessing or
occupying under the terms of a lease.
References

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References
• http://www.Google.com/
• http://www.waridtel.com/
• http://www.brandchannel.com/
• http://www.pta.gov.pk
• http://marketingteacher.com/index.htm
• http://tutor2u.net/default.asp
• http://www.brandsaward.com/2008/index.html
• http://www.dictionary.com/