final project pso

Marketing Plan PSO (Green XL Plus Diesel)

ACKNOWLEDGEMENT

“For whom who create us, fed us, brought us up and give us

knowledge. Who is the most merciful, most beneficial and most

forgiver. "In the name of God, the Merciful, the

Compassionate. Say (O Muhammad) He is God the One God,

the Everlasting Refuge, who has not begotten, nor has been

begotten, and equal to Him is not anyone." For whom who is

more loving and kinder than a mother to her dear child? For

whom who is the First and the Last?”

We are very thankful to Mr. Mobin ul Haque at UMT who gives

chance to prove ourselves, to gain something, to learn something, to

experience something and to test ourselves, and to test our abilities, our

learning and our perception. We are also thankful to Mr. Wajahat Ali Syed

Sales manager PSO Lahore, Mr. Waleed Khalid Sales Officer Industrial

Consumer company PSO Lahore and Mr. Syed Shafqat Raza Bokhari

Terminal Manager and Account Officer who cooperate us to study their

organization. We really appreciate our friends who gave us valuable

suggestions and initiative in my project.

Strategic Marketing Management


Executive SummaryIt is a detailed managerial report on Pakistan State Oil Limited. In this

Project, we have studied company profile, Environment, Business Strategy

used by the company, SWOT analysis of the company, Social Responsibility.

We have widely studied, their new launched product Green XL Plus

Diesel, its technology, its benefits, its Strengths and weakness. We have

applied Balance Scorecard, Brand Report Card and we have also did its IFE

& EFE by small survey and Customer Value Analysis



Industry Profile

Pakistan is located at the cross road of Central Asian States and Arabian

sea, neighbored by Afghanistan in the North, Iran in the South West and India in

the East, needs a high and sustained growth in energy supply and infrastructure

capacity of 7 to 8 percent per year to support to targeted growth of 7 percent in

GDP. The per capita commercial energy consumption in the country is very low at

nearly 1/2 of the average of the developing countries. Whereas, the global per

capita commercial energy consumption is 59 Giega Joule (GJ) and Pakistan is only

8 GJ.

Historically, the country depends mainly on imported oil within the annual

growth rate of about 7 percent. The current annual oil import bill runs at about US

$ 1.5 billion, which equals nearly a fifth of the country, export earnings. The local

crude oil production is estimated at about 2.543 million US barrels per year. The

total numbers of oilfield are 77 with accumulative production of 358,282 million

barrels with ORR of 577,959 million barrels and BRR of 198, 777, million barrels



Pakistan State Oil Company Limited

Pakistan State Oil Company Limited, namely PSO was found in 1976, as a

result of an amalgamation of the formal three oil-marketing companies i.e.

Pakistan National Oils Limited, Premiere Oil Company and Esso Undertakings in

Pakistan. As the largest Oil Marketing Company in Pakistan, Pakistan State Oil is

committed to efficiently meeting the country's energy needs beyond the 20th

Century. Further, Asia Week has listed PSO in Asia’s largest 1000 companies.

The Government of Pakistan (GOP) holds approximately 54% stake in

Pakistan State Oil Company Limited (PSO), including both direct holdings of the

Federal Government and indirect holdings through GOP owned institutions. The

GOP is in the advanced stages of divesting 51% of the in PSO to a strategic

investor.

PSO is the largest oil marketing company (OMC) operating in Pakistan and

is engaged in the storage, distribution and marketing of petroleum products, LPG,

CNG and petrochemicals. Currently, PSO has more than 4,400 retail outlets spread

all across the country has extensive storage capacity, almost 81% of total national

storage, i.e. around 860,000 metric tons.

PSO dominates the downstream sector by having a market leadership

position in diesel, jet fuel and fuel oil. Pursuant to the GOP’s attractive power

policy that was announced in early 90s, PSO invested heavily in infrastructure

facilities to import and transport fuel oil to support the additional requirements

generated by the influx of thermal independent power plants (IPPs). PSO signed

long-term (22-30 year) supply contracts with IPPs to supply fuel oil. By virtue of

these agreements PSO now commands 85% market share of fuel oil. PSO has been

pursuing an aggressive marketing strategy by revamping its retail network and

concentrating on high margin products. In FY2003 a record capital expenditure of

Rs 1.6bn (US$ 28m) was incurred primarily on New Vision retail development

program

Vision statement



To excel in delivering value to customers as an innovative and dynamic

energy company that gets to the future first.

Mission Statement

We are committed to leadership in energy market through competitive

advantage in providing the highest quality petroleum products and services

to our customers, based on:

Professionally trained, high quality, motivated workforce, working as a

team in an environment, which recognizes and rewards performance,

innovation and creativity, and provides for personal growth and

development

Lowest cost operations and assured access to long-term and cost effective

supply sources

Sustained growth in earnings in real terms

Highly ethical, safe environment friendly and socially responsible business

practices

Products

Motor Gasoline


http://000info.com/?go=personal


Kerosene

High Speed Diesel

Light Diesel Oil

Furnace Oil

Lubricants

Fuel Oil

Target Market

The target market of PSO is the Industrial Segments of Pakistan and all

diesel vehicles.

Industrial Segments of Pakistan

It encompasses all the Industrial Segments of Pakistan. And, Major

Customers are catered to either through Contract, Tender or our Long-Term

business relationships. The major customers are Defence, Pakistan Railways,

OGDC, NLC, Pakistan Steel Mills, POF Wah, FWO, KMC, KWSB, Gatron,

Rupali Group and Engro Chemicals.

Operations

As a progressive company moving rapidly towards infrastructural

enhancement, Operations is considered a key area especially in view of PSO's



huge infrastructure of 9 installations and 23 depots dotted across the country from

Karachi to Chitral.

To further improve operational efficiency and work environment, the

concept of Operation Quality Team (OQT) was introduced and implemented to

ensure ownership of responsibilities regarding cleanliness, repairs, maintenance

and health, safety and environment.

PSO is the only oil marketing company in the country to appoint

international surveyors for calibration of tank truck units at key operating

locations. The calibration is carried out as per API standards and labeled with

safety stickers having hologram and bar coding.

Four storage tanks of 25,000 tons each at Keamari have been rehabilitated

and radar gauges installed on 34 tanks nationwide to minimize stock losses, while

the remaining key installations/depots are also in the process of being similarly

equipped.

In order to further rationalize operational resources, the company closed

down its operations at Morgah and Khuzdar depots. To ensure improvement in

HSE standards at installations/depots, several HSE (Health, Safety &

Environment) equipments have been installed to periodically monitor HSE

performance.

For the first time in Pakistan, two tanks of 30,000 tons storage have been

installed with floating roofs. These have been dedicated to Bosicor and the first

receipt of Crude was taken successfully on August 21, 2003.

In FY04, an agreement was signed with Bosicor for effective handling of

Naphtha at Keamari Terminal - "B" and Tank Truck Crude Oil loading at

Zulfiqarabad Oil Terminal for Attock Refinery Limited (AKL). A similar

agreement was signed with British Petroleum, which would generate additional

earnings for the company.

Furthermore, a state-of-the-art Lube Oil Manufacturing plant has been

commissioned at Korangi, featuring a specialized pre-engineered building with



clear blending system and pelletized loading arrangement. The company is at

present conducting necessary due diligence on new White Oil Pipeline Project

from Machike to Tarujabba in collaboration with ARL.

Demand & Growth Rate

The international environment witnessed a relatively benign global

economic environment in FY04 after almost three years of weak and fragile

growth in the world economy.

The business environment in Pakistan, however, gained momentum during

FY04, mainly due to an encouraging growth in industrial production and a positive

upsurge in investment. This depicts an encouraging trend for the future also.

The industry consumption of White Oil, the major determinant of economic

growth, recorded an impressive increase of 6%, while Black Oil registered a

decline of 43% due to product substitution regime in line with GOP policies. The

overall POL consumption in Pakistan during 2004 was 14.2 million tons, 14%

lower than that in the preceding year, primarily owing to a 44% decline in

consumption of Fuel Oil (FO).

In 2003, FO consumption had witnessed an unprecedented drop of 15%,

followed by massive decline of 54% during the first six months of 2004 over prior

year period owing to increased gas usage in dual-fuel power plants and inter-fuel

substitution from oil to gas.

Consumption of Mogas (HOBC High Octane blending Compound + PMG

Premier Motor Gasoline) increased by 15% compared to a modest growth of 1% in

prior year. The main determinant contributing to this increase was a significant

growth of 57% over last year in the automobile industry due to reduced interest

rates, persistent inflow of home remittances and the cheap and easy availability of

car financing schemes.

HSD demand also grew by 5% versus 2% in 2003. The growth is primarily

due to enhanced economic activity, especially in the agriculture sector, owing to

attractive consumer leasing options.



The demand of JP-1 experienced a growth of around 10% compared to 22%

of last year. This was brought about by an increase in passenger and air traffic

capacity of PIA as well as enhanced Afghan exports.

Kerosene, as expected, showed a decline of 17% due to availability of

cheaper alternatives, such as natural gas and Liquid Petroleum Gas (LPG).

Similarly, Light Diesel Oil (LDO) also showed a decline of 9% due to usage of

HSD-hased engines, which are cheaper than the pumps consuming LDO.

During Despite the ever-declining Kerosene demand, PSO managed to

increase its market participation to 74% by gaining 2% share over prior year. In

FY04, P50 managed to maintain its market share in JP-1 at 64%, excluding

exports. PSO sales grew by 14% in line with industry growth.

However, in Black Oil, P50 sales declined by 15% and 47% in LDO and

FO respectively. The significant decline in FO sales was mainly because of power

sector’s conversion to gas, where PSO has long-term Fuel Supply Agreements

(FSAs) signed with Independent Power Producers (IPPs).

In FY04, PSO continued to offer higher value to its customers; another

287 New Vision stations were added during the year, bringing the total number of

these outlets to 1,000 at an average construction rate of 1.8 days per outlet. The

Company-owned Company-operated (CoCo) outlets network was also expanded

to 36 during FY04. The CNG facility was offered at another 32 stations bringing

the total number to 105.

Market Share

Despite a substantial volume drop in Fuel Oil by 2.8 million tons,

i.e. 43%, PSO retained its market leadership and sold 8.7 million tons of POL

products. In White Oil (Mogas, Diesel, Kerosene and Jet A-1), despite stiff

competition from existing and new players, PSO successfully maintained its

market share at 59%, while in Black Oil its share declined by 46% in line with



industry drop. This was mainly due to power sector's continued conversion to gas,

improved hydel generation and availability of cheaper fuels in industrial sector.

During FY04, PSO gained 1.6% market share in Mogas thus registering a

substantial growth of 19% against industry growth of 15% over last year.

Sales of 50,700 tons were recorded in June 2004 when PSO secured a

market share of 46.4%. These were the highest-ever sales achieved in Mogas since

the inception of the company.

PSO HSD sales also witnessed growth of 6% against industry growth of 5%

over prior year. As a result, company's market participation increased to around

60.5% compared to 60% recorded in the preceding year. During November 2003,

PSO achieved the highest-ever market share of 64% in HSD in any single month

during the last several years.

However, in Black Oil, P50 sales declined by 15% and 47% in LDO and

FO respectively. The significant decline in FO sales was mainly because of power

sector’s conversion to gas, where PSO has long-term Fuel Supply Agreements

(FSAs) signed with Independent Power Producers (IPPs).



Distribution

PSO, being a flagship company, carries a strong and wide logistics network

to cater 68% of total country's demand of POL products timely and efficiently,

from Karachi to the remotest areas of the country, through 29 storage points

spread throughout the country. At present, most of the POL product movement is

carried through self-owned and outsourced tank Lorries and rest through tank

wagons and pipelines. Recently the adequate availability of alternate fuels like gas

has drastically reduced the demand of Furnace oil by 50%, which has resulted in

surplus fleet of tank Lorries and tank wagons.

PSO has vast infrastructure of 9 installations and 23 depots from Karachi to

Chitral and a supply chain supported by 8,500 strong tank-lorry fleet and 3,800

railway wagons.

Pricing Strategy

The oil marketing companies are operating in Pakistan under a pricing

mechanism provided by the government. All matters relating to oil, gas including

CNG, LPG & LNG and minerals at the national and international levels and

pricing of all kinds of petroleum and petroleum products are under the control of

Ministry of petroleum and Natural Resources (Govt. of Pakistan)

Key Competitor

S.

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Number of

Outlets

1 Shell 1200

2 Total 800

3 Caltex 370

4 Attack 75



PSO 4400

Shell and total 2000

Caltex and attack 445

total 4400+2000+445



Promotion Strategy

Company is using different types of promotion strategy as Electronic

media, Print Media, Sticky Cards on Wind Screens of the vehicles Billboards and

Sponsorship Sports, Traffic Signals, Direction Boards Etc. Company has also built

recreational parks in Islamabad and other cities of the country. Company is also

creating awareness for traffic safety and heritage preservation through “Karavan

Karachi” and construction of modern well for rural empowerment and helping the

handicapped to lead the normal life.



Green XL Plus Diesel

The constant evolution and development that has been PSO hallmark

continues into the 21st century as well. Along with its areas of core competence,

PSO in recent years has placed a growing emphasis on health, Safety &

Environment (HSE). That is why PSO has once again taken the lead in launching

for the first time in Pakistan Green XL Plus Diesel, which contains Greenburn

Combustion Technology, developed by Ethyl Corporation, USA. PSO has

exclusivity to the Combustion Technology' fuel additive for use in diesel in

Pakistan.

Demand & Growth Rate

Due to introduction of Green XL Plus Diesel, the company has

differentiated its product and gained substantial volumes in a highly competitive

market. Despite the ever-declining Kerosene demand, PSO managed to increase its

market participation to 74% by gaining 2% share over prior year. In FY04, P50

managed to maintain its market share in JP-1 at 64%, excluding exports. PSO

sales grew by 14% in line with industry growth.

Application of Balance Scorecard



Like PSO's other products, Green XL Plus Diesel will make a difference

from Karachi to Khyber because the company will be distributing this new product

through to the entire network of its retail outlets so that the benefits are passed to

all PSO customers. Tariq Kirmani, Managing Director, Pakistan State Oil, and

Mike Lewis, Managing Director, Ethyl Petroleum Additives Limited, Europe,

inked a multi-year agreement at PSO House on February 9, 2004.

Ethyl is a leading global supplier of additives to the Oil Industry. Based in

Richmond, Virginia, USA, with offices worldwide, the company develops

technology that allows engines to run cleaner, smoother and longer.

Let’s discuss Green XL Plus Diesel within the criteria of systematic

approach by applying three analytic tools;

(1) Buyer utility map

(2) Price corridor of the mass

(3) Business model guide

Buyer Utility Map


The Six Stages of the Buyer Experience Cycle

Purchase Delivery Use Supplements DisposalMaintenance


The above Utility Map shows the PSO has added three new utility levers at

the same stage by launching Green XL Plus Diesel;

By using the same stage PSO has increased 20% Productivity, because

high-speed diesel covered 10Km Per liter but Green XL Plus Diesel covers

12Km Per liter.

The maintenance Expense of the engine has decreased 30% because the

company has developed a technology that allows engines to run cleaner,

smoother and longer.


20% increase

Maintenance of engine has decrease 30%

46% Decrease in Environmental effects

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At PSO, preserving and nurturing the environment is a priority like quality,

quantity, safety and service excellence. That is why PSO has adopted

Greenburn Combustion Technology, by Ethyl Corporation and has

decreased environmental effect by 46% by reduction Lead in diesel.

The Price Corridor of the Mass

The PSO has targeted the largest segment in the oil industry, the largest

group of people lies in the diesel market, so PSO has brought innovation in high

speed diesel by understanding the price sensitive people who compare the new

products with a host of new products and the services offering by companies

outside the group of traditional groups.

Same Form Same Function The company has targeted the people of group who

is using diesel for transportation and to get the competitive edge company has

introduced Green XL Plus Diesel at the price high speed diesel Rs 26.

The Business Model Guide

To deliver the new idea profitably without changing the price of Green XL

Plus Diesel by partnering Ethyl Petroleum Additives Limited, Europe. PSO has

signed a contract with Ethyl Petroleum Additives Limited, Europe, at PSO House

on February 9, 2004.

Application of the Brand Report Card on PSO

1. The brand excels at delivering the benefits customers truly desire



PSO is trying to uncover the unmet consumer needs and wants through R &

D. PSO emphasizes on health, Safety & Environment (HSE). And to meet our

customers unmet environment friendly need in Petrol and Diesel PSO has give the

Green XL. And they are trying to improve their quality. PSO is also taking

feedback from customers to improve their products. So customers have a good

image about PSO.

2. The brand stays relevant

PSO Green XL gives their customers more productivity through extra

mileage, better engine performance and preserving and nurturing the environment.

PSO Green XL Plus Diesel, which contains Greenburn Combustion Technology,

developed by Ethyl Corporation, USA. Now PSO also providing the facility of

Credit cards and Debt cards to their customers.

3. The pricing strategy is based on consumer’s perceptions of value

Pricing of the petroleum products are decided by the government. But PSO

is trying to give their customers extra value added services to their customers in

this standard price.

4. The brand is properly positioned

The PSO brand Green XL plus Diesel has created No. of parity points from

their competitors, like more productivity, extra mileage, less wear and tear of

engine but others are not providing these values to their customers this has created

a unique perception in the minds of customers.

5. The brand is consistent



In all adds of PSO the Green XL plus diesel is sending the same message of

preserving and nurturing the environment. So they are not trying to make conflict

messages to the customers.

6. The brand portfolio and hierarchy make sense

PSO brands are holding individual niches in their products because they are

providing customers the environmentally green climate and due to these qualities

PSO sales have been raised over a period of time and it’s still increasing day by

day by excellent marketing campaign.

7. The brand makes use of and coordinates a full repertoire of marketing

activities to build equity

Every product has its different packaging and different marketing this does

not make mixture of different products and customers know about the usage and

abilities of different product.

8. The brand managers understand what the brand means to consumers

Green XL plus is new product in the market and managers are creating the

image of this product as environmental friendly product.

9. The brand is given proper support, and that support is sustained over

the long run

PSO has Green XL plus Diesel is new product in the market after a long

study but it has created an image of keep environment green. But company has not

change its marketing plan.

10. The company monitors sources of brand equity



The company has its R & D department through which they have conducted

a survey and they have found that their brand has got success in the market and

now they have taken very effective steps to further support and promote the image

of the brand in the minds of customers. For this purpose they have introduced

cards that carry the brand name & logo of the product and they have distributed

these cards to their customers to paste these cars on their windscreen and have

specially designed the main billboard on their outlets.

S.No Strong Brand Attributes Ranks1 The brand excels at delivering the benefits customers truly desires. 52 The brand stays relevant 53 The pricing strategy is based on consumer’s perceptions of value 34 The brand is properly positioned 55 The brand is consistent 46 The brand portfolio and hierarchy makes sense 57 The brands make use of and coordinate a full repertoire of marketing

activities to build equity5

8 The brand managers understand what the brand means to consumers 59 The brand is given proper support and that support is sustained over the

long run6

10 The company monitors sources of brand equity 5



Porter Analysis

Competition New Entrants

The market share of PSO has reduced from 74% to 68% by the introduction

of TOTAL OIL Company in the recent years. In 2005, Ash Dat Oil Company is

also commencing its business and certainly it will cater some market share but

PSO is making innovative steps to meet this challenge, as company has acquired

paper less information technology system SAP, to on time delivery to its

customers.

Competition from existing Competitor

Pakistan State Oil Limited is facing its competitors and to meet the

challenges its competitors PSO is taking innovative and value added steps for

customer convenience and value addition. To meet this threat by the competitor,

company has acquired paper less information technology system SAP, to ensure

on time delivery to its customers.

Threat of Substitute

Kerosene, as expected, showed a decline of 17% due to availability of

cheaper alternatives, such as natural gas and Liquid Petroleum Gas (LPG).

Similarly, Light Diesel Oil (LDO) also showed a decline of 9% due to usage of

HSD-hased engines, which are cheaper than the pumps consuming LDO. To meet

the challenges of substitute, PSO launched Green XL Plus Diesel using

‘Greenburn Combustion Technology’. The new improved diesel not only helps

keep the environment cleaner and greener by notably reducing smoke and carbon

emissions, but also improves engine performance by preventing wear and tear thus

resulting in lesser maintenance costs, fuel economy and more engine power.

Despite the ever-declining Kerosene demand, PSO managed to increase its

market participation to 74% by gaining 2% share over prior year.



Bargaining Power of Buyer

In a competitive environment, the concern is how to increase market share

and to retain its current customer in highly competitive market because customer

always try to optimize his from the product. PSO is also facing competition in the

industry, so to retain its customer, the company is taking all the possible steps for

customer convince and benefits, for example Credit cards, Debt cards, Kissan

Card, e-Marketplace, New Vision Station etc.

Bargaining Power of Supplier

Another challenge that PSO is facing is the bargaining power of the

supplier, in some extent with respect price; the supplier has no power to affect the

price. But on the other hand suppliers offer different facilities to increase its

market share, for example SHELL & TOTAL has advantage over PSO because of

wide and furnished outlet. But to meet this challenge, PSO has opened 1000 New

Vision Station in different areas of the country.



SWOT Analysis

Strengths

Management (People)

PSO has a team of well-qualified professionals who are dedicated to

achieve the tasks assigned to them most efficiently. The Company claims that their

people are their strength. The company has customer-focused approach to

decision-making and believes in teamwork to accomplish tasks and encourage

empowering team to take timely decisions. They work as a team to achieve their

objectives.

Storage capacity

PSO is the largest Oil Marketing Company in Pakistan with Extensive

storage capacity, almost 81% of total national storage, i.e. around 860,000 metric

tons.

Widespread depots and divisions


Chitral.

Distribution fleet


Chitral and a supply chain supported by 8,500 strong tank-lorry fleet and 3,800

railway wagons.

High number of outlet



PSO has 4,400 retail outlets across the country including 1,000 New Vision

outlets commissioned within five years.

Internal Factor Evaluation

S. No Internal Factors Weights

1 Management (People

2 Storage capacity

3 High number of outlet

4 Distribution fleet

5 Widespread depots and divisions

S. No Internal Factors Weights

1 Management (People

2 Storage capacity

3 High number of outlet

4 Distribution fleet

5 Widespread depots and divisions



Customer Value Analysis (CVA)

Customer value Attributes

Availability

PSO has extensive storage capacity, almost 81% of total national storage

i.e. around 860,000 metric tons. And, PSO has a large number of outlets, 4400

around the country to ensure availability to all part of the country.

Engine Life

PSO have Greenburn combustion technology with special Greenburn

additive having DFA (Diesel Fuel Additive) and combustion improver technology

which help engine clean and the longer engine life of the vehicles.

Environmental Friendly

PSO’s health, safety and environment (HSE) policy adequately reflects the

company’s commitment to environmental protection and greener work practices as

a stated institutional priority. Introduction of the Green XL Plus Diesel is also an

attempt to keep the environment clean and healthy.

Cost Effective

By the launch of Green XL Plus Diesel PSO is offering its customers more

productivity and Ethyl Technology has decreased maintenance expense of the

engine.



Extra Services

In a high competitive market customer always wants value

maximization. So, to meet the expectations of the customers, companies are trying

to extra benefits and services to its customers. PSO is also offering value added

benefits and services to its customers. Stop-shops, e-marketing place, Credit cards,

Debt cards, Kissan Cards New Vision Station are some examples of value added

benefits.

Assigning Qualitative Weights

Attributes Weights

Availability 0.30

Engine Life 0.20

Cost Effective 0.20

Extra Services 0.15

Environmental friendly 0.15

Total 1.00

3. Customer Value attributes with respect to Key competitors




PSO Caltax Shell Total

PSO PSO

PSO4400 outlets

Shell

PSO

Shell

PSO

Purchase Delivery Use Supplements Maintenance Disposal

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Financial Results

PSO’s sales revenue during FY04 stood at Rs. 195 billion. Despite the

massive decline in FO sales volumes to the tune of 2.3 million tons, the company

earned an all-time record profit before tax of Rs. 6.3 billion, while profit after tax

rose to Rs. 4.2 billion, up by 4.5% from prior year. Had the company sold the

same FO volume as in the preceding year, it would have recorded much higher

revenue as well as profits.

Based on this remarkable performance, the company announced a final cash

dividend of Rs. 7.5 per share (75%) to its shareholders, resulting in total dividend

of 175% for the whole year, as against 160% cash dividend declared during the

preceding year.

The total cash payout comes to an unprecedented amount of Rs. 3.0 billion

as compared to the preceding year’s cash payout of Rs. 2.7 billion (an increase of

Rs.300 million). The Board of Management recommended that the net profit of

Rs. 4.2 billion earned during FY04 along with the un-appropriated profit of Rs. 6

million brought forward from the preceding year be appropriated.

The company spent Rs. 2096 million during FY04 with continued expansion in

new vision network in enhancement in infrastructure along with sizeable expenditure on

information technology. It also introduced efficient fund management system and

achieved substantial reduction in financial charges.

Earnings DPS

Most Recent Qtr 7.50 7.06

Last 12 Months 25.78 17.50


Ratios

Price / Earnings Ratio 10.94times

Dividend Yield 6.21%

Payout Ratio 67.88%


Bibliography

Mr. Wajahat Ali Syed Sales manager PSO Lahore,

Mr. Waleed Khalid Sales Officer Industrial Consumer PSO Lahore

Mr. Syed Shafqat Raza Bokhari Terminal Manager and Account Officer

Annual Report 2004

http://www.psocl.com/aboutus/mission_statement.asp

http://www.mpnr.gov.pk/introduction.php

http://www.psocl.com/customer_services/industrial_consumer.asp


http://www.mpnr.gov.pk/introduction.php

http://www.psocl.com/aboutus/mission_statement.asp

final project pso

Documents