final report research study

7/29/2019 Final Report Research study

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Project Title

Managerial analysis of customer care, Mobilink

Project Team:

Project Leader:

Salman Qureshi (EMBA-Fall2010-003)

Team Members:

Muhammad Jawad Ali (Ex/M-Fall2010-025)

Muhammad Umer Malik (Ex/M-Fall2010-031)

Jawad Toor (Ex/M-Fall2010-027)

Project Location:

Customer Care Services Department of Mobilink, Lahore

Duration of project:

Approximately Three Months


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ACKNOWLEDGEMENT

All praise be for Allah who commands the entire universe &without who consent not, even a leaf can flutter. All thanks be for

Allah who has given us life, strength and sound mind to get

education and opportunities to research. All respects are for his

Holy Prophet Muhammad (P.B.U.H.) who enabled us to recognize

our creator and gave us the knowledge to choose between right

and wrong, evil & kind.

We acknowledge with sincere gratitude the help ofMr. Dr. Ali Sajid; without his guidance & suggestions it would

have been next to impossible to get there the ordeal. He is

absolutely a legend in the field of Management. In spite of his

business being chairman of the department, he arranged a

number of meetings with us which proved to be very useful on our

part.

Besides we also feel highly indebted to all related staff of

Mobilink Customer care especially to Awan Zia Raja(Contact

Center Manager) , Yasir Naqvi(Floor manager) , Mr. Muhammad

Ehtisham (Team Lead) , Mr. Salamn Qureshi for his kind support

during our whole project.

We are extremely grateful to them for devoting their precious

time in completing our final year project. May Allah bless them

with health & life.


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Abstract

The report reflects an improvement program which elaborates a complete audit of

Mobilink customer care service through several management tools like SWOT Analysis,

McKinsey 7S , Porter 5 Forces , Balanced score card and pest analysis.

The project begins with the introduction of Mobilink and its customer care services.

Then we have analyzed the internal factors which effect Mobilink and its customer care,

factors like its strengths and weaknesses and its external factors like the opportunities

currently Mobilink have and also the threats that Mobilink is currently facing even being

the market leader. Then we discussed the Mobilink customer services under the light of

Mckinsey 7S model. This elaborates various aspects of Mobilink and analyzes its

structure and the managerial processes within the Mobilink Customer Care Department.

Further in the report we designed the balanced score card for the Mobilink with respect

to its customer services. This technique addressed various roles and responsibities

issues with respect to their objective and also defined the targets in accordance to the

initiatives. Then the Mobilink I analyzed under the filter of PEST Analysis which

discussed various environmental factors and external factors usually are beyond thefirm's control and sometimes present themselves as threats.

An effective implementation of the findings from various tools will increase the reliability

and profitability of the Moblink customer care department. In short it was a good

experience to do work on such a practical project.


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Table of Contents

1.1. Principal area of Business: ................................................................................................................ 81.2. Ownership Structure: ........................................................................................................................ 9

1.3. Branch Offices: ................................................................................................................................ 11

1.4. MISSION STATEMENT ..................................................................................................................... 11

1.5. Mobilinks Vision ............................................................................................................................. 12

1.6. Goals and Objectives: ...................................................................................................................... 12

2. Introduction to Customer Care Department: ..................................................................................... 14

2.1. Vision Statement: ............................................................................................................................ 14

2.2. Mission Statement: ......................................................................................................................... 14

3. Analysis & Findings: ............................................................................................................................ 15

4. McKinsey 7S Framework: .................................................................................................................... 16

4.1. Style:................................................................................................................................................ 16

4.2. Staff (Human Resource) .................................................................................................................. 16

4.3. Structure: ........................................................................................................................................ 17

4.4. Skills: ............................................................................................................................................... 18

4.5. Shared Values: ................................................................................................................................ 18

4.6. Strategy: .......................................................................................................................................... 19

5. SWOT ANALYSIS .................................................................................................................................. 22

5.1. Strengths ......................................................................................................................................... 23

5.2. WEAKNESSES ................................................................................................................................... 25

5.3. OPPORTUNITIES .............................................................................................................................. 26

5.4. THREATS .......................................................................................................................................... 27

6. Porters 5 Forces Model ...................................................................................................................... 29

6.1. Power of Buyers: ............................................................................................................................. 29

6.2. Power of Suppliers: ......................................................................................................................... 30

6.3. Threats of new Entrants: ................................................................................................................. 31

6.4. Threats of Substitute:...................................................................................................................... 34

6.5. Rivalry:............................................................................................................................................. 35


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7. Balanced Score card ............................................................................................................................ 38

7.1. Financial Objectives ........................................................................................................................ 38

8. PEST Analysis ....................................................................................................................................... 52

8.1. Political Factors ............................................................................................................................... 528.2. Economic Factors ............................................................................................................................ 52

8.3. Socio-Cultural Factors ..................................................................................................................... 53

8.4. Technological Factors ...................................................................................................................... 53


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Introduction

In Pakistan, the Pakistan Mobile communications Ltd (Mobilink) started its operations

in 1994 and, until early 2001, had a market share of 40%. In April 2001, OTH took over

management control of the company. As the market leader, Mobilink serves more than

31.6 million subscribers, representing a market share of 31.5% (as of Nov 2009).

Mobilink, a subsidiary of the Orascom Telecom Group is Pakistans leading cellular

service and market leader with an unmatched customer base of over 31+ million

subscribers.

Mobilink has successfully achieved a record subscriber growth of 40 % in 2007 and with

over 6000 cell sites, has coverage in over 10,000 cities, towns, and villages, through out

Pakistan. International roaming is available in over 127 countries with more than 300


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partner operators, and the companys investment to date, is over US $3.3 billion. It

directly employs over 4,500 people, and facilitated through an integrated technology

infrastructure, has the largest distribution network of over 200,000 retail outlets across

Pakistan. The company is a carrier-class nationwide connecting service with its 6,500kilometers fiber optic backbone, and is leading the Mobile Commerce revolution with its

first lifestyle application,

Through The Mobilink Foundation, the companys corporate social responsibility

program contributes significantly in the areas of health and education.

The company is also the official cellular service of the Pakistan Cricket Board and the

leading Blackberry communication services provider in Pakistan.


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The Mobilink team is dedicatedly working each day to connect the unconnected and

achieve milestones that make history. Each Mobilink moment entails a new challenge, a

new moment of happiness, a new sense of achievement and a new success.

1.1. Principal area of Business:

Mobilink have two products

Jazz

Indigo
http://www.mobilinkgsm.com/Postpaid.htmhttp://www.mobilinkgsm.com/Jazz.htmhttp://www.mobilinkgsm.com/Postpaid.htmhttp://www.mobilinkgsm.com/Jazz.htm


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1.2. Ownership Structure:

Management

President and CEO

Rashid Khan

Chief Strategy Officer

Tariq Rashid

Vice President Marketing

Bilal Munir Sheikh

Vice President Customer Care

Irfan Akram

Vice President Corporate AffairsAgha Qasim


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Chief Technical Officer

Ramy Reyad Kamel

Vice President Sales

Jahanzeb Taj

Chief Information OfficerIrfan Farooq

Head of Human Resources & Administration

Sadia Ahmad

Chief Financial Officer

Andis Locmelis

Head of Business Analysis and Planning

Farid Ahmed


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1.3. Branch Offices:

Its branch offices are located in Lahore, Karachi, Faisalabad, Rahim Yar Khan,

Sukkur, Peshwar, Quetta, Swat, and Kohat. Moblink has three main contact

centers in three regions of Pakistan.

1.4. MISSION STATEMENT

To be the unmatchable mobile system of communications in Pakistan this

provides the best value to its customers, employees, business partners and

shareholders

Customer: Company mission Statement Company wants every common

man to be its customer.

Product and services: In addition to provide advance voice communication

services, Mobilink also offers cost efficient data services to its customers.

Keeping in mind the customer convenience company also deals in mobile

handsets sold either independently or bundled.

Technology: Company operates on a 100 % digital GSM technology in

Pakistan.

Concern or survival for growth: Keeping in view the growth potential of

the cellular industry Mobilink having a strong focus on maintaining high

quality of services, which is always a benchmark of Mobilink increasing

usage and exploring new revenue.

Philosophy: Company believes there is no compromise forthe Services in

order to remain portent force in cellular industry.

Self-concept: Mobilink has largest Network provider, Excellent Customer

Services, Highest Customer base which is its own identity.


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Concern for employees: Company is very conscious about its employees

and its striving for provision of attractive salary package, connivance facility ,

medical allowances and Telephonic facilities

Concern for Public: Company offers tariff plans that are exclusively

designed to cater to the communication needs of a diverse group of people,

taking into account occasional user to businessmen. To achieve its

objective it offers both post-paid (Indigo) and prepaid (Jazz) to the

customers

1.5. Mobilinks Vision

To be the leading telecommunication services provider in Pakistan by

offering innovative communication solutions of our customers while

exceeding shareholder value and employee expectations

1.6. Goals and Objectives:

Corporate Objectives

31+ Million Subscriber base to retain and come up with new promos to

control churn.

Best customer services providing across the country.

Remain on market leader with innovative communication solution.


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Departmental Goals

Smooth operations

Departmental coordination to ensure timely delivery

Cost intimation

Ensure offering Ambiance and decor

Providing full office related products


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2. Introduction to Customer Care Department:

It provides services to customers pre and post purchase to ensure that customer

expectations are exceeded. It is the largest division in the company.

The main sub areas of this division include:

Customer services operations (front end)

Customer services systems (contact center)

Quality assurance, standardization & training

2.1. Vision Statement:

To be the most friendly and easily accessible Customer Services Team

committed to Total Customer Satisfaction with Passion for Business Excellence.

2.2. Mission Statement: To promote Customer Services as a Mobilink Brand.

Every Customer Interaction to be a Pleasant Experience.

To promote MOBILINK as a truly Customer Oriented Organization.


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3. Analysis & Findings:

We have used various management tools to analyze the customer services

department of Mobilink with respects to its management, administration,

innovation and customer delight. Following management tools are used to

conduct the analysis of customer services of Mobilink.

Mckinsey 7S Framework

SWOT ANALYSIS

Porters 5 Forces Model

Balance Scorecard

PEST Analysis


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4. McKinsey 7S Framework:

The McKinsey 7S Framework is a management model developed by well-known

business consultants Waterman and Peters (who also developed the MBWA--

"Management By Walking Around" motif, and authored "In Search of Excellence") in the

1980s. This was a strategic vision for groups, to include businesses, business units, and

teams. The 7S are structure, strategy, systems, skills, style, staff and shared values.

The model is most often used as a tool to assess and monitor changes in the internal

situation of an organization.

4.1. Style:

Mobilink strongly believe in leadership style, which is one of the most essential

ingredients in its success. Leadership and top management is based on high

business vision and predominant supportive style. There is emphasis on

developing leadership qualities among employees at every level. For this

purpose, workshops and trainings are being conducted time-to-time and strong

follow up for monitoring of the qualities also carried out by HR team throughexternal companies like Possibi l i t iesetc.

Top management maintain open door policy, continuous sharing of on going

company and departmental development, takes input from employees in

decision-makings.

CC department management has habit of develop future managers by providing

them space to lean and develop through innovation and decision making.

4.2. Staff (Human Resource)

Human resource is the biggest asset and focuses on quality staff thats what

Mobilink believe. Staff at CC of Mobilink is very professional. Out of total
http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/w/index.php?title=Waterman_and_Peters&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Management_By_Walking_Around&action=edit&redlink=1http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Business_unithttp://en.wikipedia.org/wiki/Business_unithttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/w/index.php?title=Management_By_Walking_Around&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Waterman_and_Peters&action=edit&redlink=1http://en.wikipedia.org/wiki/Management


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personnel 90 percent of the employees have background of business studies and

mass communication while rest includes IT and other professionals plus interns.

The department strongly emphasizes on training and development of its

employees on continuous basis and spends around 2% of departmental budgeton up gradation of employee skills. There is a strong system developed for hiring

a new employee as emphasize given to the candidate having superior academic

records and professional skills.

4.3. Structure:

The company follows a hierarchical structure as follow:


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The department further contacts other departments through an online web-based portal

for problem resolution. Internally, teams are internally connected and a smooth process

of handovers of customer complaints and info sharing done due to open environment.

4.4. Skills:

At Mobilink Customers cares there are distinctive teams with specific tools of

skill sets. Every individual is proficient in its specific area of interest. Followings

are the teams name based on their capabilities and skill sets.

Contact Center Team

Black Berry and GPRS

CRBT/PRBT

Value Added Services (VAS)

Tariff and Billing

Corporate Clients

Mobilink CC has unique attributes of having CC system and representatives

serving in one international and four local languages (Urdu, Punjabi, Sindhi and

Pashto) for customer delight.

4.5. Shared Values:

Values are important part of organizational culture. In fact its tagline depicts how

much emphasis it lays on core values. These values are practiced and focused in

entire Mobilink and breaching any of these values result in termination of

employee.


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Total Customer Satisfaction

Surpassing customer expectation

Trust and Integrity

Ethical, sincere and open in external and internal dealings

Business Excellence

Strive relentlessly to constantly improve as teams and as company and

services so as to be the best

Respect for People

Likeable attributes

Corporate social responsibility

Account able towards the social environment

4.6. Strategy:

Mobilink Customer care has adopted a Customer-focused strategy, where

customers segmented with respect to their revenue form Class A to Class D.

Highest priority is given to A-Class while least to Class-D in certain cases.

Teams segments to deal with different customer,

Pre-Paid and Post-Paid

Corporate Clients

IRU GPRS/BB Clients

Broad Band Unit


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Another strategy of catering and responding timely to a complain is followed by

Fig. Flow Chart of Problem Resolution Strategy


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Geographical Expansion of CC center:

Mobilink has planned to open more customer care center nation wide to further

enhanced its biggest customer support center in Pakistan and bring more

convenience to customer.

Inter Connection of Nationwide call Centers:

All call centers (Help line) are internally connected so customers have more

access available to the help line representative.

Term and Condition relief:

Term and condition relief provided to the new businessman for opening newfranchise nationwide.

Customer Follow-up:

The Customer is contacted by the CC team for acknowledgement of resolution of

there problems.

4.7. Systems:Every organization has some systems or internal processes to support and

implement the strategy and run day-to-day affairs. At Customer services and

contact center of Mobilink more a bureaucratic styled where major decision are

taken by the top management however decision making authority also give at

lower level (Associates, experts) to the extent so they can run day to day

activities keeping organization norm, values and customer delight focused. Inmajor organizational or structural changes the management also takes feedback

from subordinates and acknowledges their positive contribution towards decision

making. Initiatives for better problem solving strategy performance also highly

encouraged.


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5. SWOT ANALYSIS

An important step in situational analysis, which access your company's strengths,

weaknesses, opportunities, and threats, is known as SWOT analysis.

Strategic situation analysis is divided into two types Internal analysis (strengths and

weaknesses) and external analysis (opportunities and threats). Internal analyses are

those factors that are internal to the organization; you can easily control these factors,

while external factors are the factors that are outside the organization and affecting your

business directly or indirectly.

SWOT analysis is used to analyze: Attributes of the company that are helpful to

accomplishing the goals and objectives, attributes of the company that are harmful in

achieving the goals, external environment that is useful in accomplishing your

company's goals and objectives and upcoming external condition, which are harmful in

achieving your goals and objectives. SWOT analysis is a powerful tool that helpsinvestors to judge, whether, the company is capable enough to achieve different

objectives or not. While writing SWOT analysis makes sure, the data you are writing

must contain relevant material.

Strengths:

Strengths are defined as the positive attributes of the organization, which are within the

organization's control. Such as, specialist marketing and advertising skills, patents,

introduction of new and innovative product or service, site of your business, cost benefit

through proprietary knowledge, strong reputation, exclusive access to natural

resources, quality development and procedures, etc.


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Weaknesses:

Factors that are within the organization control and can easily be improved. It is

necessary to take care of your weaknesses because these factors can detract you in

achieving your goals and objectives. These factors are: lack or advertising andmarketing skills, site of your business, poor quality of your product and service (i.e. in

relation to your competitors), damage reputation, distribution channel, limited resources,

etc.

Opportunities:

Opportunities are the external factors that are providing benefit your business directly or

indirectly. Such as, market growth, careful research about market, market size, etc.

Threats:

These are also the external factors, which are not in organization's control, but they can

seriously damage your organization mission. Threats include: competition, economic

crises, earthquakes, competition, price war, new regulations, tax policy, etc.

SWOT ANALYSIS of Mobilink

5.1. Strengths

Mobilink has network coverage in more than 10,000 cities, towns and across all

major highways of the country.

Mobilink provides International Roaming facility with more than 150 international

operators across 79 countries.

Mobilink is proud to have an efficient and friendly customer service through 20

company-owned Sales & Customer Service Centers and nearly 3119 franchisees

across the country.


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Mobilink has always believed in a solid commitment to growth, security and

reliability. Therefore, Mobilink has always balanced its expansion efforts and

quality of service. With a total current investment of $3.3 billion.

As mobile users in the country have reached over 78 million at a very rapid pace,

Mobilink has maintained itself as the largest cellular operator in Pakistan with a

subscriber base of around 31.6 million and a market share of nearly 31.5%.

While keeping its tradition of being the trend setter in the industry, Mobilink

changed the image of mobile phones from a luxury only affordable by the elite, to

a necessity affordable by the common man.

Mobilink increased its focus on the youth segment (which comprises 50% of the

population), with the Prepay brand.

Mobilink has the ability to retain its existing customer base with a high level of

customer satisfaction via optimum network service and a 24 hour call center

facility.

It has the post paid service that is normally to attract the Business class people.

Most of the business and elite class people use post paid and other services offered

by the Mobilink.

Mobilink was the first cellular Company in Pakistan that introduced the service of

GPRS and hence took the competitive advantage.

Mobilink post paid is also offering black berry set that is useful and tempting for

the Business class.


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5.2. WEAKNESSES

Mobilink does not have the proper lists of its customers. It has the list but this list

is not authentic which is increasing the unauthorized use of its sim specially pre

pay. Mobilink have to take serious steps to properly list its customers to ensure

that there is no misuse.

Mobilink has many franchises in the whole country but as its customers are

increasing day by day so its present franchises are not enough to fulfill the needs

of it customers.

Mobilink also face problems and its network get jammed on special occasions

like Eid, Christmas, New year etc.

Mobilink has the problem of voice quality. Though its coverage area is vast and it

covers more than 10,000 towns and cities in Pakistan but the voice quality is not

as good as it should be.

Mobilink though has some unique and distinct services but it has not yet given

many innovative services as compared to other cellular companies.

Mobilink was the first to introduce the SMS packages but their packages are not

flexible enough and its charges are only on monthly bases while it should be on

both monthly and daily basis.

Call rates from Mobilink to Mobilink is very cheap but to other networks its rates

are expensive.

Its coverage on Southern part of Pakistan is quite good but in northern areas its

coverage is a bit poor.

In Mobilink web support is not available.


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5.3. OPPORTUNITIES

MOBILINK could develop some new and innovative services to attract customers

and some of the suggestions are as under which will help them to increase their

revenues: They should also introduce some International call packages to Middle

Eastern countries because there are lots of Pakistanis who are living in those

countries so people will definitely be tempted towards such package.

Mobilink should develop some new franchises in remote areas so that people will

get more and more benefit from it and it will help to increase their customers.

As in Pakistan Youth is almost the 50% of the population so Mobilink can take

advantage of this demographic situation and should introduce more and more

services and packages that attracts youth towards it.

Should extend its network coverage area to Northern part of the country as

well because in that part not too many companies are giving services and if

Mobilink give its service there then it will definitely attract people and its number

of

customers will shoot like a rocket.

It should also introduce some packages for internet users on mobile if it do so

then many people will switch from other networks towards it.

If Mobilink should enhance its voice quality then definitely it would be prefer more

by customers.

Mobilink should import technological equipments from China because they are

giving the best technology at very low rates so it will not only help Mobilink to be

ahead technologically but also will help Mobilink to decrease its cost.


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Mobilink can surprise its competitors by introducing Mobilink kiosk. These will

be ATM like machines and that will give 24-hour service to Mobilink subscribers

to load the balance just like they take money from ATM.

5.4. THREATS

As Mobilink is cellular company and there is cut throat competition among

cellular companies in Pakistan. There are four other companies also working in

Pakistan so Mobilink would have to face some growing competitive pressures.

Pakistan is facing some serious economic problems now days so that would also

affect Mobilink. The current recession in market is not good for any kind of

business including telecommunication.

In Balochistan and FATA where Mobilink already has network coverage is in

danger because of critical situation and operation being held there. Investment of

Mobilink is in danger.

Mobilink penetrated in the market from 2005 to 2006 quite rapidly but since then

it is experiencing a bit slower growth.

By the arrival of China Mobile Company (Zong) in cellular industry of Pakistan

the Mobilink and other companies now have to face the severe competition. As

Zong is introducing some various attractive packages of both SMS and calls to

attract customers. Mobilink have to develop strategies to counter their strategyand to survive in the market.

The key threat to Mobilink is also some adverse Government policies of

implementing Tax on telecommunication industry that will ultimately affect the

revenues.


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Telenor is giving more benefits to its employees as compared to Mobilink so

many of its skillful and competent employees are going there. That will affect the

companys profitability in the long run.

Some Pressure groups are protesting on the Towers that are installed in

residential areas. Their opinion is that it is not good for health of people to have

such towers near their homes that cause radiations.

Mobilink have to revise the list of subscribers who are legal and authorized.

Because

now the Government has warn to take strict action if any company would not

keep such record.


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6.Porters 5 Forces Model

This model helps us define and realize our business and its surroundings and identify

threats and opportunities to focus on.

The Porter Model consists of 5 elements which together comprises the environment

business operate in. These elements are: suppliers power, customers power, new

entrants, existing competitors and the rivalry.

By assessing every one of these elements we get the whole picture of our company

within the market and the rating helps us target the key areas.

6.1. Power of Buyers:

6.1.1. Corporate buyers

There are corporate buyers of Mobilink which squeeze the business profit by

bargaining on their favor. This factor is draw back for Mobilink that theorganization is not in state to loose its customer so customer bargain power

is high. Individual clients has no bargain power, rather they switch to other

network.

6.1.2. Bargain for more offers

Corporate clients bargain for more offers like reduce call/sms rates, wave

off some percentage in huge calling bills, wavier in line rents and Mobilink

has to take care of such offers. Such offers are provided to corporate

customer but in limited ways.

The same offer provide to individual customer through promotion run by

the Mobilink at certain period in a year (during mid of year).


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6.1.3. Quality of service

When customers are not being provided what they demand in terms of

promotion and other benefits, the bargaining increases but Mobilink

compensate its corporate customer by giving them rebate by offering them

easy packages of their choice to cater such issues.

6.2. Power of Suppliers:

6.2.1. Human Resource Supplier

Mobilink is hiring some of the percentage of their employees from

outsourcing through HRGS. They have low bargaining power because

switching cost is too low as there are so many competitors available who are

providing human resources.

6.2.2. Handouts & Literature Suppliers

They have low bargaining power because switching cost is too low as there

are so many competitors available who are providing such kind of material.

6.2.3. Handheld Devices Suppliers

These are the suppliers providing specific handheld devices like BlackBerry,

Samsung and Motorolla and they have also low bargaining power since only

Mobilink is offering their products with their brand tag.

6.2.4. High Tech Software Suppliers

These are the suppliers providing softwares used in Customer care centers.

Nowadays Moblink is upgrading their software from (E.Point) to Sibel. So

they have high bargaining power as they now that it is a basic need of


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Mobilink to upgrade their technology from older one to compete in the

market.

6.2.5. Backbone IT/Access Networks

These are the switching/network equipment suppliers and have low

bargaining power as multi-vendor/manufacture equipment is available at low

cost.

6.3. Threats of new Entrants:

6.3.1. High call rates

The call rates of Mobilink general packages (local and International) like

Jazz and Indigo are slightly higher. This might be a threat to Mobilink for

competition.

6.3.2. High SMS rates (local & international)

Another threat is that there are no special offers in Mobilink for SMS

packages for attracting the customer.

6.3.3. Advanced Technology Required (3G)

There is need of advance technology in Mobilink. Having this technology we

are able to make video calls. But its license is very expensive.

6.3.4. Less Network availability

Some times, customers have complaints that we have no service in our area

or we have no coverage inside of our office. To cater this problem, the

customer services department should have strong interaction with the

technical departments and the call centers. When such complaint arises, the


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call center should provide the on ground realities to customer at first

process. This will increase trust and good quality of service.

6.3.5. Minimum CS centers across cities

Mobilink have less customer service centers across cities in Pakistan. For

example in Lahore there are

Mobilink House Customer care

Eden Center Customer care

6.3.6. No CS Center in rural areas

Mobilink has no customer care centers in rural areas of Pakistan. Mostly

there are franchisees which are usually indirect part of company and are not

fully equipped.

6.3.7. Strict Policies from PTA for security measures

Mobilink abide by the rules and regulations from PTA for security measures

and due to this the product sales effect the business of Mobilink but barrier

has low impact as all companies have to follow the rules and regulation

imposed by PTA for example no new SIM or duplicate SIM will be issued to

customer without original CNIC seen. So this might be a barrier for new

entrants.

6.3.8. New technology required at Technical End

The customer care department some time faces complaints of poor quality

of service but not from customer center point of view but indirectly technical

point of view. Mobilink is using some old technology at certain areas across

Pakistan as it is oldest telecom company so some times, the connections

between operators could not be established and this is due to adopting old


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technology used technical core.

6.3.9. Dedicated Enthusiastic staff

Mobilink has dedicated and enthusiastic staff in customer care department

and call center department who work very hard to except the challenges and

tried hard to facilitate the customer on priority. We had visited customer

services for examine its working and found that every employee work out of

the way to meet the customer needs. Employees work 24 * 7 for handing

customers requirements. So it can also be a barrier for new entrants.

6.3.10. Complaint handling on priority

Another barrier for the new entrants is that, in Mobilink the complaints

handling department work efficiently and Mobilink have extra experienced

and specialized staff appointed to solve the customer complaints.

6.3.11. Regional language support

To understand the customer needs, Mobilink have innovatively emphasis on

language to meet the customer needs. The language support at 111 is as

follows:

Urdu, English, Punjabi, Pushto, Sindhi


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6.4. Threats of Substitute:

6.4.1. Poor Quality of services

If poor quality of service is given to customers, they might not use our

product. Mobilink has draw back for not providing its product after 5:30 pm

which is too early to be closed. Mobilink should focus on how to operate at

late working hours to meet the substitute targets.

6.4.2. Use of old technology

The technology (software) at customer care Mobilink is old and most of the

work like complaints handling is done manually. While in zong, when you

register your complaint, you will receive the track number of your complaint

through sms and complaint status can be checked any time any where.

6.4.3. Less customer care locations in rural areas

As already discussed that as there are less number of customer care

location of Mobilink, they might have loose business and their competitors

might take place through other marketing techniques.

6.4.4. Few staff at CC for complaint handling

As Mobilink have special and experienced staff for critical complaint

handling but the staff is very few as compared to zong and telenor who have

staff of 6 and 9 person respectively, while at Mobilink customer care only 4

persons handle critical customer complaints.


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6.4.5. Extra cost for reissuance of SIM

Although all telecom operators have SIM reissuance charges but some

operators have raising campaign for some times when customer can reissue

his/her SIM (stolen & damaged) with out any cost.

6.4.6. High internet charges

This factor is not in favor of the Mobilink as Mobilink internet charges are

higher than those of telenor and zong. Warid has same charges like

Mobilink.

6.4.7. Poor signal strength at rural areas

Due to use of old technology of equipment by Mobilink in some rural areas,

this will decrease signal strength in rain and fog which impact the service

and have better chance for other operators to take over the customer.

6.5. Rivalry:

6.5.1. Innovative offers

The innovative offers which are being offered at Mobilink are packages,

customer services and other features like bolo sms and many more are an

additional aid for making Mobilink favorite cellular network across Pakistan.

6.5.2. Commercials

The Mobilink has a variety of its commercial which is representing Mobilink

culture and innovative ideas which reflects the dedication and hard work of

its marketing department, with coordination of customer care department

which give the marketing department, feedback from the customers.


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6.5.3. Coverage of cities

It was communicated earlier that Mobilink has a wide coverage area across

Pakistan. As per data collection from Mobilink customer care, Mobilink have

five regions that are Central 1, Central 2, Central 3, North and south region.

There are 8000 cell sites across Pakistan which covers almost all major

cities of Pakistan including rural areas. The need for more cell sites is

required at rural areas as customer increases with the passage of time. This

is in favor of Mobilink as Mobilink has wider coverage range. The second

coverage network is Telenor, third one is Ufone and so forth.

6.5.4. Advance technology (3G)

Mobilink is trying hard to get the 3G license to give its customers a unique

experience in telecom industry. As per Mobilink officials, for purchase of

license, we had talk to Orascom Telecom and they are making certain

changes before implementation and deployment of 3G at Mobilink network.

Right now Mobilink is working on technology improvement plans which are

compatible with 3G network equipment. In first phase the old technology in

some regions have been upgraded from Motorola to Huawei and in 2nd

phase the mobilink starts deploying the interface modules which are

compatible with 3G equipment.

6.5.5. Low call rates

This is also major feature which is being used by the customers. The count

recorded on Mobilink portal was 189763 minutes per day. This is very

attractive service which is provided by all operators in Pakistan. Customer

care department is trying hard to work in reducing rates of call and negotiate

with PTA officials for the promotion of the Mobilink and to compete with

other rivalries.


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6.5.6. Low SMS rates

This is another major feature which is being used by most of the customers.

The SMS count recorded on Mobilink portal was 482347 in C1 region. This

is very attractive service which is provided by all operators in Pakistan.

Customer care department is trying hard to work in reducing rates of sms

and negotiate with PTA officials for the promotion of the Mobilink and to

compete with other rivalries.

6.5.7. Quality of service

The quality of services is an important factor among competitors. Mobilink is

now improving its network and provide quality of service to its customers.Mobilink technical is deploying mini cell sites at shopping malls and other

congested areas where Mobilink signal strength is weak.


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7. Balanced Score card

Customer support organizations are asked to perform a difficult balancing act. Mobilink

Customer Care Balanced Scorecard for Customer Support recognizes the strains

placed on the organization by including apparently contradictory outcomes such as

reduced cost and increased customer loyalty in the same model. It also highlights the

business processes that provide the key leverage points for improving performance for

customer care against the scorecard.

The Objectives and Metrics

The scorecard provides Mobilink customer care objectives in each area: financial,

customer, process, and capability of the Customer Care department. Because

objectives are only meaningful if performance against them can be measured, weve

included metrics for each.

7.1. Financial Objectives

7.1.1. Increased profitability.At the highest level, in Mobilinks Customer Care

Department exist to make the business concern more profitable by thefollowing:

ensuring customer repeat purchases

boosting the reputation of the company and its products in the

marketplace

helping customers receive value from their purchase

Maximizing their lifetime revenue and profitability

Additionally, because franchises are increasingly being managed as profit

centers, support offerings themselves must be as profitable as possible.


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7.1.2. Increased revenue.

Mobilink exists to drive top-line revenue for the business which should be

reflected in more bottom-line profit. Similarly, increased revenue for support

offerings is a measure of their value to the market, and good customerservice at the same time

7.1.3. Lower cost

Whether a profit or cost center, Mobilink is delivering each unit of support

at a lower cost than before. Lower cost is the exclusive focus of traditional

ROI analyses, and it remains a mandatory test for most investments

7.2. Customer Objectives:

7.2.1. Customer Loy al ty.

The most important driver of lifetime customer value is loyalty or what

author Chip Bell calls customer love. Loyal customers have an emotional

connection with the company and are proud to be its customer. While a

perfectly satisfied customer might be willing to switch suppliers for the right

offer, a loyal customer wont. One of the most important drivers of loyalty is

customer interactions, especially when something has gone wrong. Thats

why Mobilink is in such a good position to drive customer loyalty, and why it

must be measured on the loyalty it creates

7.2.2. Satisfact ion with Support Exp er iences.

When we ask customer support executives what their highest priority is, the

answer we hear most often is customer satisfaction. Fundamentally, it is

their teams job to satisfy customers by fixing their problems quickly, giving

them the information they need to use products effectively, helping them

avoid problems, and even empowering them to be better informed buyers.

However, satisfaction is no substitute for loyalty. So Mobilink is focusing not

on average satisfaction scores but on customer dissatisfaction and delight:


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the customers who are so unhappy that theyre going to create problems in

the market, or the customers whose extremely high satisfaction leads to

loyalty. Transforming the objective from raising

7.2.3. Perceived Value of the Solut ion.

The product that people purchase extends beyond the specific device or

software thats shipped from the vendor: people really buy a whole product

that includes all the complementary hardware and software, system

integration, training, and perhaps most importantly, support needed to get

value out of the product. So, as part of the whole product, customer support

organizations need to add to the product's value as perceived by customers.

In the simplest sense, this is done by fixing problems quickly and accurately,making them go away. However, support can deliver value far beyond this

reactive function by providing feedback to the development organization to

make products better for customers, providing information to help customers

use products more effectively, and proactively telling customers how to

avoid problems. Therefore Mobilink perceives as a whole product (or

solution) rather than a connection, especially a solution in which availability

is a key value proposition, the more opportunity the support organization has

to increase the value of the solution to the customer. And, higher perceived

value translates to higher loyalty, revenue, and profit.


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7.3. Business Process Objectives

7.3.1. More Effect ive Incident Resolut ion .Mobilinks handling incidents is the

customer care business process of the support organization, and support

executives have devoted significant attention to optimizing the routing,

management, and resolution of issues through hiring practices, training,

process improvements, and technology investments. However, the key

opportunity for improving incident handling is by supporting problem

resolution itself

7.4. Organizational Capability Objectives

7.4.1. Better Knowledge Base.

The knowledge managed and structured in Mobilink for their customer

support is their key intellectual property asset. There are many measures of

the quality of the knowledge base, but the core objective is to capture as

much of the tacit knowledge held in the heads of support staff, product

specialists, and customers as possible to prevent problems for customers

and expensive re-work for staff


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7.4.2. More Effect ive Know ledge Transfer .

When we asked one support executive what his goal was, he answered, no

reply should be on an island. He then articulated a powerful vision of a

support center in which each employee was as effective as the best andwas supported by all the knowledge, explicit and tacit, within the

organization. We agree with him that this knowledge (which may or may not

be in a knowledge base) is the basis of an organizations ability to deliver

support, and that the more that it is transferred to each support engineer,

whether proactively or just-in-time, the more effective the organization will

be in meeting its other objectives.

7.4.3. Motivated and Trained Staff.

Mobilinks ability to deliver is completely dependent on having staff with the

right attitude and expertise. Economic climate has lowered voluntary

employee turnover, which has somewhat reduced management interest in

training as traditionally defined. Yet, as product lines evolve and grow more

complex, new products are produced or acquired and old ones are end-of-

life, training and knowledge transfer continues to be important. And,

employees still need motivation to perform at their best.


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Of the balanced scorecard elements weve just gone through, Mobilink

customer care capability objectives are the ones that support organizations

most directly control. So, a plan for successfully applying technology to

improve the balanced scorecard must focus on these objectives, andespecially on the business processes of problem resolution.

Obviously, problem resolution in high-tech support is a creative cognitive

process for customer support and cant be completely automated like a

robotic assembly line. Thats why the customer care problem resolution

process is using technology later than more mechanistic processes such as

entitlement, routing, and case management. Still, given that its not possible

to automate problem resolution, is it possible to augment human intelligence

by applying automation effectively.

7.5. Improving Business Processes:

7.5.1. Making Incident Resolution More Effective

There are many technologies that can be effectively applied to customercare problem resolution. But typically, these capabilities are either not all on

the analysts desktop, or are provided in soloed point tools, making the

analyst figure out if and when to launch yet another tool.

And in most cases, the knowledge environment isnt seamlessly integrated

in with the case management environmentthe right tab doesnt know what

the left tab is doing.

These barriers can be more significant than we imagine, especially when

analysts often have 5 to 12 separate tools running on their desktop.

7.5.2. Access to al l relevant content.

While traditional knowledge bases are limited to structured solutions, the

reality is that support professionals need access to a far broader range of

information, including content from support, engineering, professional


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services, marketing, customers, and partners. These content sources have

different owners, are managed in different repositories, and typically cant be

accessed through a single portal.

To make incident resolution as effective as possible, all of the relevantinformation needs to be brought together for the support analyst, regardless

of where it resides. The access must be precise to avoid overwhelming the

user. Precise integrated access to all information empowers the support

analyst to deliver the right answers faster.

7.5.3. Proactive Content Delivery.

In Mobilink Customers are best served by not having a problem in the first

place which happens if the support site proactively notifies them of contentthats relevant to their products, configuration, activities, and interests so

they can be guided around known issues. Not only can this find once / fix

many approach help customers avoid known issues, it can help them get

more value from their products by empowering them with information

7.5.4. Guidance.

In Mobilink Unlike support professionals, customers dont spend much time

at all thinking about products, reading support content, or diagnosing issues.

They may have a fuzzy or flawed view of how products work, and little

understanding of how symptoms relate to root causes.

they dont know what theyre looking for, and they dont know what they

dont know.

This means that an effective system must step them through the process of

saying what it is theyre looking for, guiding with suggested terms, concepts,

or directions to investigate

7.5.5. Broad con tent needs.

Just like support professionals, customers need precise one-click access to

any relevant content, not just support solutions. For example, their how to

question might be best answered by a marketing white paper, product


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documentation, or an expert forum posting. Improving Products More

Effectively Although support organizations focus on helping users with

problems, it would be much better if the problems never happened in the

first place if products were more reliable, easier to use, and faster todiagnose and fix when a problem arises. Mobilink customer care has teams

of product specialists whose responsibilities include providing structured

product feedback to product management and development organizations.

Yet, most support executives are frustrated by the quality of this feedback.

Support statistics are too general to be useful for product teams, who need

to understand the detailed root causes of service issues. Not only is data

collected in the support center overly general, its often flat wrong. In

Mobilink theyve worked with candidly estimates that only about 30% of

incidents are accurately classified by tier one analysts. Outside of the

support center, the situation is often worse. Its hard to gain insights from a

click stream or a website query log there are just too many incidents and

no way to analyze what they all mean. And, if that werent enough, insights

from the support centerarent generally integrated with insights from the

website in a consistent analytical environment.

7.5.6. Root-cause analyt ics.

In customer care a problem resolution application needs to understand,

classify, aggregate, and report on all interactions through every channel. By

automating the process, human error can be eliminated and website traffic

can be exploited. By aggregating content across channels, a unified view of

customer issues can emerge.

Also, the analytics need to correlate symptoms, products, environment, user

actions, and all relevant factors together for a true root-cause view of the

situation. This provides automated assistance to the kind of labor-intensive

deep-dive analysis product specialists often have to undertake.


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Knowledge transfer is happening in your support center. Unfortunately, most

of the time, its happening in an unmanaged way. Its time to replace ad-hoc

transient interactions with structured, reusable collaboration.

7.5.7. Expert Locat ion and Col laborat ion.

In Mobilink Customer care department the Collaboration needs to be

enabled by an environment that lets people find the right experts, pull them

quickly into the conversation, and capture the information they provide.

Otherwise, disruptive instant messages, phone calls, and cubicle drop-ins

will pester experts with the same questions again and again.

7.6. Better Motivated and Trained Staff7.6.1. Avo iding frustrat ion.There is no magic bullet that technology can provide to create staff

members who are excited to come to work in the morning and who have the

skills they need to do their jobs. But siloed, awkward tools that get in the


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way of solving customer problems are a source of frustration that companies

following this action plan will avoid.

7.6.2. Target ing training

In Mobilink Customer care Training is expensive and takes valuable

resources off the line. Yet, when applied as needed, it can have an

extremely high return on investment. So in customer care the problem

resolution application is able to help support center managers identify areas

in which specific analysts or teams are benefited from targeted training.

Checklist for Improving Organizational Capability

Objective Technology Requirements Benefits

More Effective

Knowledge Transfer

Expert location Structured

collaboration

Leverage what experts

know Reuse collaboration

sessions On-the-job

training

Better Knowledge

Base

Easier capture Flexible

workflow

More current,

comprehensive knowledge

Less staff time invested in

creating, structuring,

reviewing solutions

Better Motivated and

Trained Staff

An integrated, effective

application Analytics to

target training

Lower technology

frustration More return on

training investment


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7.7. Netting It Out:7.7.1. The Technology Must-Haves

As you can see, there are many technology capabilities that can improve

your performance against customer support balanced scorecard objectives.

Stepping back a bit, though, some clear themes emerge.

No matter what specific objectives youre going to optimize, a technology

solution which is applied all across Mobilink customer care department that

forms the basis of a problem resolution initiative are comprehensive, with

integrated functionality; must adapt to the context of each customers

situation; and have seamlessly integrate both structured support solutionsand other enterprise (or partner) content.

Weve spoken to many of these early adopters, and without exception they

complain about the challenges of integrating separate technology together in

their environment. These challenges range from the cost of buying separate

applications, the IT resources to integrate them, inconsistent customer

experiences, content silos.


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7.8. The balanced Score card

Balanced Score Card

Prespectives Objectives Measures Targets Initiatives

FY 10 FY 11

FINANCIAL

Revenue from

new customers

and products

20% 25%

Excellence in

customer

services

Create New

sources of

revenue

Share of wallet 100M 175 M

Increase revenue

per customer

Revenue Mix vs.

Target10% 15%

increase

Customer

Retention

Increase

Customer

Profitability

Profits Per

Customers25% 30%

Guide / Educate

Customers

Improve Sales

ProductivityCost Of Sales

Better

Forecasting

techniques

CUSTOMER

Increase

Customer

Satisfaction

Percentage of

Highly Satisfied

Customers

Increase Service

Increase

Customer Loyalty

Customer

Retention5% 7%

Proper Guidance

to Customer

Create Raving

Fans

Percentage of

Business from

CustomerReferrals

Special

promotions

Contribution by

Segment


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Understand

Segments

Percentage of

Unprofitable

Customers

42% 31% Market Aware

ScreenUnprofitable

Customers

Number OfStrategic Accounts

10% 25% Decrease in TimeWastage

Target High

Value CustomersBrand Awareness

Increase follow

ups

Manage the

Brand

Innovative

Packages

CommunicateValue

Proposition

Number of Leads /

Conversions3 4

EnhanceCommunication

Skills

Acquire New

Customers

Campaign

Response Rate1M 1.75M

Increase

prospecting

Customize Mass

Marketing

Service Quality

Rating

Apply Marketing

Tools

Develop Dealer

Networks

Revenue

Generated from

Dealers

8000

Dealers

20000

DealerSpecial Discounts

INTERNAL

PROCESS

Provide Premium

Customer Service

Number of

Premium

Customer

up by

5%

up by

10%

Customer Is

Always First

Provide Service

Excellence

Percentage of

Revenue from

sole source

Reduce

Complexity in

functions

Create Lifetime

Customers

Service Levels ( by

Customer

Revenue )

Reduce QoS

Issues


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Customer Lifetime

value

Cross Selling

Number Of

Products per

package

Increase ProductAwareness

Solution SellingHours With

Customers

Focus Profitable

Product

Customer

EducationService

Increase

Advertisements

LEARNING AND

GROWTH

Develop Strategic

compitencies

Number ofCustomer hits to

Management

Information

System

Use Standard

Technical Tools

Attract and

Retain Top TalentCustomer Survey

Professional

Trainings

Develop Strategic

CRM portfolio

Analysis through

E6 Software Upgradation

Create

Consumer-

focused culture

Call Monitoring

Enhance

Communication

skills

Create Personal

Goal Alignment

Daily Progress

ReportsGoal Setting


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8. PEST Analysis

EST analysis is an analysis of the external macro-environment that affects all firms.

P.E.S.T. is an acronym for the Political, Economic, Social, and Technological factors of

the external macro-environment. Such external factors usually are beyond the firm's

control and sometimes present themselves as threats. For this reason, some say that

"pest" is an appropriate term for these factors. However, changes in the external

environment also create new opportunities and the letters sometimes are rearranged to

construct the more optimistic term of STEP analysis.

8.1. Political FactorsThe political instability of the country is the main reason affecting the core

subjects. The govt. regulation on mobile operators increased Taxation (GST) and

high inflation affecting the internal environment of the company. No friendly

investor environment, War of terror, security concerns and PTA regulation are

also contributing towards high impact.

8.2. Economic Factors

Continuous degradation in countrys economic health lessening the

purchase/consuming power of the customer. Companys focus on cost cutting

and downsizing is the major factor of increase in unemployment. Customer in

todays world is more demanding for QoS for less expense with better quality.

The poor economic sector also influencing the entire market causing competitors

to work together for fighting out this chronic situation for this purpose concept ofsharing of infrastructure and recourses is largely employed.


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8.3. Socio-Cultural Factors

As Pakistan is an Islamic country and people are very strict and sensitive in case

of religion, anything against the philosophy of Islam on either print or electronic

media are treated as against religious dignity. Occasional activities both cultural

and religious have influential effects. Similarly Pakistani society has cultural mix

demography with different mind sets and demands. Customer expectations are

high, customer demand more for their problem solution rather new products.

Brand consciousness is one of the factors associated with demography

8.4. Technological FactorsTechnology is changing every day, Companies have technology with which they

can compete in the Pakistan and now companies are investing in their

infrastructure to not only expand but also to upgrade their existing structure like

from 2G networks to 3G technologies for better quality and higher capacity to

overcome future demands. With new infrastructure, investment also put on

human resources for up gradation of their competencies through certification and

trainings. Technologies also encourage competitors to work together for this

integration of major companies has already been done (Nokia and Siemens) and

some are in progress.


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9. CONCLUSION

Mobilink is the market leader of telecom industry in Pakistan providing the best

customer services called Customer cares, which is one of their core value Total

Customer Satisfaction. With the detailed analysis using different management tools, it

is observed that Customer care (Contact center and customer center) has number of

strengths which could be utilized to avail the opportunities and overcome its

weaknesses. However, as threats to an organization are always external therefore they

cannot be eradicated however they could be handled efficiently to minimize the

unforeseen and forecasting problems.

Mobilink facing a high level of competition from competitors specially from Telenor and

Ufone in terms of better QoS, resolution of problem form CS, network coverage and

low cost. The telecom customers have more choices available to avail and have

segmented power of switching. Customer consider Mobilink as expensive network to be

used as socio economic condition getting worst day by day it will effect even more after

passage of time.

The internal environment of the services center is open, friendly and professional.

People at their best can be found in offices that are open and accessible to internal

customers. Management follows leadership style and lead through initiative, motivation

and willingness to serve. Internal environment is overall is acceptable.

Since the countrys economic growth is weak, Mobilink striving to combat these external

factors and has be quite successful. Technology is changing every day and customer is

aware of this change and demand solution for neither their problem nor the products,

hence technological change is another factor creating more opportunities for the

company.


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10. Recommendations

Followings are some recommendations which are appreciated by the management of

the Customer Care center at EDEN Center, Jail Rd Lahore.

Quality of Technical network equipment should be improved to improve the

coverage for the customers.

QoS should also be improved by giving professional trainings to CSRs on

communication skills which improve their ethical behavior.

Should maintain a proper list for its prepaid customers to keep the detailed

record for PTA.

More licenses should be issued for new franchisees as the customers are

increasing very rapidly day by day.

Hiring of more skilled and enthusiastic CSRs to decrease the waiting time at call

centers for the ease of beloved customers.

Web-based access to call history should be introduced for facilitating the prepaid

customers.

Advanced Technology (3G) should be employed.

More Innovative and Customer-Focused promotions should be offered to the

customers.

Customer Care Team should be pro-active in identifying problem before their

occurrence.


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11. REFERNCES

Web References:

www.mobilinkgms.com

www.pta.gov.pk

My Mobilink (Intranet Website of Mobilink)

Personal References:

Mr. Muhammad Ehtisham (Team Lead Customer Care, WTC, Mobilink)

Mr. Salman Qureshi (Technical Department, WTC, Mobilink)

Mr. Jawad Toor (Technical Department, FRF, Mobilink)

Mr. Awan Zia Raja (Contact Center Manager, WTC, Mobilink)

Mr. Yasir Naqvi (Floor Manager, WTC, Mobilink)
http://www.mobilinkgms.com/http://www.mobilinkgms.com/http://www.pta.gov.pk/http://www.pta.gov.pk/http://www.pta.gov.pk/http://www.mobilinkgms.com/

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