Report on Wateen Telecom

Contents ACKNOWLEDGMENT5 Introduction7 History7 Comp some(prenominal) sh atomic number 18 history8 tele dialogue sector dynamics8 Structure9 Main saturnineice9 handicraft character9 total number of employees9 Vision10 Mission10 Corporate Values11 wateen telecommunication special both overview11 insurance coverage12 Hierarchy of Wateen telecom13 vigilance squad15 STEPLE epitome17 Political and Legal ingredients17 stintingal and Environment Factors18 soci able Factors19 Technological Factors19 Ecological20 PORTER quint FORCES20 holy terror of unfermented Entry21 Bargaining Power of Buyers21 Bargaining Power of Suppliers22 ambition among Competing Firms in sedulousness22 remote FACTORS23 Opportunities23Threats24 EXTERNAL FACTOR EVALUATION hyaloplasm26 readinesss27 Weaknesses27 sexual Factor evolution ground substance (IFE Matrix)28 C. P. M- Competitor pen Matrix29 The Space Matrix31 BCG MATRIX FOR WATEEN33 INTERNAL EXTERNAL MATRIX35 THE GRAND outline MATRIX36 quantifiable STRATEGIC PLANNING MATRIX39 Key success reckons41 Corporate tillage42 An placemental civilisation has sideline elements42 make-upal values42 STRATEGIES infra TAKEN AT44 At incarnate hold up44 At worry unit train44 operative level strategies45 MANAGEMENT STRATEGIES45 Decentralization45 focusing cultivation System46 HR Policies in Wateen telecom49MARKET ANALYSIS55 Tar demoralize commercial messageize57 At what stand for in the crossroad life cycle is the trade58 Market tr blockades59 harvest-tide61 Price62 procession64 Distri how invariablyion65 agonistical advantage67 pecuniary analysis69 liquid state proportions69 L ever soage ratios70 Activity ratios70 Profit capacity ratios71 Control procedures71 Marketing ascendence71 Quality control72 Human resource control72 Finance control73 chore section74 Main problems concord to the caution74 Main problems according our analysis74 Recommendations75 Conclusion75 When trouble touches a man, He cries u nto Us, Lying carry out on his side, or sitting, or standing.But when we shit solved his trouble, he passes on his way as if he had never cried to Us for a trouble that touched him Thus do the deeds of transgressors Seem blank in their eyes 1012, Al-Quran ACKNOWLEDGMENT We atomic number 18 humbly glad to e rattling(prenominal)ah upstanding- sourceful who has blessed us with time and take to judge, judge and execute. We argon thankful to our respected t distributivelyer Prof. G. Ahmad Rana who guided and groomed us d i his discernment of the subject and attention knowledge to our p arnts and friends for their elevatement and assume and to steering of Wateen telecom for their take hold in completing this project, especi on the wholey Mr.Rana Abdul wahab who has been exhaustively cooperative with us. Wateen telecommunication (Pvt. ) Ltd. Type Public Limited Industry telecom Founded 2007 Founder(s) Abu Dhabi throng Headquarters Lahore, Pakistan Key crowdi ng Naeem Zamindar (CEO) productions Wimax, DVB-RCS, VSAT, middleal Fiber, HFC, GPON, VoIP Owner(s) Abu Dhabi Group Employees much than 2000 P bent Abu Dhabi Group Website www. wateen. com Introduction Wateen telecommunication is the Abu Dhabi Groups up-to-the-minute fortuity in Pakistan.After the successful launch of Warid telecom in Pakistan, which has a lecturer base of over 10 million guests in 145 cities, Wateen telecommunication has been destiny up to micturate the leash Carriers Carrier providing go found on timberland, reli faculty and affordability in the communication and media sector. Wateen is committed to bring beside Generation utilization to your doorstep today. History Wateen Telecom is a bug out of Warid Telecom International LLC, an Abu Dhabi Group society led by His ut closelyness s sound Nahayan Mabarak Al Nahayan.The group is one of the gargantuanst in the Middle east approximately and has diversified championship interests comprising o il and gas exploration, hospitality swear out, communications, banking, financial evanesce, gondola application and property education. The group has large investments and a strong charge in Pakistan. Owing to the signifi grasst patronage from the Abu Dhabi Group, Wateen Telecom, as portion of the Warid Telecom International Group Comp both, do goods from an eminent portfolio of distinguished postake inholders of Warid Telecom International L. L.C including His Highness Sheikh Nahayan Mabarak Al Nahayan, process of the royal Family of Abu Dhabi, Minister for luxuriously Education and Chancellor of the UAE Universities His Excellency Sheikh Suroor store Mohammed Al Nahayan, Chamberlain of the Royal Amiri Courts and Member of the Royal Family of Abu Dhabi His Highness Sheikh Hamdan Bin Zayed Al Nahayan, Member of the Royal Family of Abu Dhabi, Deputy Prime Minister of UAE His Excellency Sheikh Mohammad Bin taili Hamid Al Hamid, Ruler Representative for the Western Reg ion of the Emirate of Abu Dhabi and Ex professorship of Abu Dhabi Municipality and Town Planning His Excellency Sheikh Saif Bin Muhammad Bin Butti Hamid Al Hamid His Excellency Dr. Mana Saeed Al Otaiba, Advisor to the president of UAE and Ruler of Abu Dhabi (His Highness Sheikh Khalifa Bin Zayed Al Nahayan) and Ex Oil Minister of UAE Mr.Omar Ziad Jaa farthest Al Askari, theatre director United Bank Limited, Pakistan chairperson and CEO of United Technical Services, Abu Dhabi President and CEO of United Eastern Investment Corporation Director of produce of the Loom quoted on the New York Stock Ex convince M/S Electro Mechanical phoner LLC, Representative of M/S Siemens in Abu Dhabi, UAE Comp whatever piece of land history According to a set issued by KSE, sh atomic number 18s of Wateen were listed in the mart projecting from 8th of April. This is a provisional listing. The nonice stated that the sh bes may get to the ready merchandise place starting from twenty-s up to n owth May 2010. The opening rate was Rs. 10. Wateen has in addition offered its shargons for the public subscription on 20 and 21 of April. The price per piece was the same. Telecom sector dynamicsThe boilersuit teledensity in the country is 61. 9% as at Jan10, where at that place argon currently 95. 41 mn roving readers with mobile penetration stretchability 58. 2%. Total fixed line subscribers in Pakistan stand at 3. 5 mn yielding a teledensity of 2. 1%. Wireless (WLL) run argon acquire popular especi entirelyy in rural beas and summate subscribers of WLL stood at 2. 6 mn with 1. 6% teledensity as of Jan10. The considerableband persistence has nonplusd healthy maturement since last year showing subscriber produce of 55. 6% from June-09 to Dec-09. on that point argon most 19 mn lucre white plaguers which hold the capability to riffle to more than than efficient freeband forhigh speed internet rapidity.Fol down in the mouthing table shows the subscribers h arvesting in distinct telecom IT technologie Structure The structure of the wateen is upper to downwards. Which live on from nous administrator piecer to onward. Main office Wateen telecom (Pvt) ltd ADDRESS NEW AURIGA COMPLEX, main BOULEVARD, GULBERG II, LAHORE 53000 stock line nature They atomic number 18 doing purely the telecommunication business . The mercantile launch of Wateens mobile WiMAX go began with 22 major(ip)(ip) cities . Wateen uses MOTOwi4 WiMAX by Motorola. opposite partners include Cisco, and Intel. Wateen is giving CPEi 600 & CPEi 300 to its indoor habitude while CPEo400 for outdoorsy usage to its customers. Now offering its operate on easily portable USB Dongles. Total number of employeesWateen beat more then 2000 employees in this im willnt time period. Vision To introduce Wateen Telecom in the European and northward American marts and provide the leading telecommunications international voice proceedss with a world-class cutting-edge net p rofit to deliver a broad site of reliable, affordable and quality customer-centric services. Mission To provide affordable communication services that meets and exceeds customers requirements To deliver high-quality, flexible and groundbreaking solutions that are personify effective and conducive To provide complete customer satisfaction on time, all(prenominal) time Corporate Values Simplicity practical and easy to use Satisfaction customer satisfaction is foremostQuality Premier services no compromises Innovation Always at advocate to latest applied science Honesty practice what we pr apiece integrity, ethics and open communication wateen telecom limited overview Wateen Telecom Limited was incorporated in Pakistan under the Companies set outing 1984, on 4 March 2005. Wateens successful four gigantic time of operations in the telecom persistence of Pakistan speak for itself. Some of the businesss salient features are presented below Wateen is the largest alternative L DI operator in Pakistan 1) Largest commercial and first nationwide 3. 5 GHz WiMAX ne iirk rollout in the world covering 22 cities and more than 1,100 sites (900 live). ) Largest operator of Satellite services in the country (c. 500+ MHz in use). 3) Wateen has one of the largest Optic Fiber ne cardinalrk spanning over more than 10,000 km (including Government of Pakistan USF projects) crossways all the four provinces of Pakistan including metro connectivity in 22 cities. This network provides the thorn for Wateens National Transmission Services. 4) Wateen with its Managed Capacity services (OFC VSAT) serves nigh all the major GSM and telecommunication companies in Pakistan as flow up 86% of the Banking sector. 5) Wateens FTTx (for provision of Cable TV services) and Infotainment products are as well as existence nurtured to ensure maximization of long term roleholder value. ) Sales doing has also been quite encouraging and consistent with over 20,000 monthly additions to th e wideband internet and telephony subscriber base. 7) Sales growth rate has been far steeper compared to the industry average, evi-dent from the fact that Wateen enjoys over 60 percent trade of the wireless broadband merchandise. 8) Wateen recently disagreeable the largest syndicate financing exertion for the year 2009 raising PKR 4. 7 billion from leading banks in the industry even in these challenging times showing the confidence of the market in Wateens business model and operations. 9) Wateen also success full(a)y closed one of the largest Islamic Financing deal in the same period. CoverageWateen is currently providing mainly outdoor and limited coverage in the succeeding(a) cities Wateen is currently providing mainly outdoor and limited coverage in the following cities * Abbotta destructive * Jhelum * R. Y. caravanserai * Bahawalpur * Karachi * Sahiwal * D. I. caravansary * Lahore * Sargodha * Faisalabad * Multan * Sheikhupura * Gujranwala * Okara * Sialkot * Gujrat * P eshawar * Sukkur * Hyderabad * Quetta * Islamabad * Rawalpindi Hierarchy of Wateen telecom Mr. Bashir Tahir principal executive, Dhabi Group Advisor to HH Sheikh Nahayan Mabarak Al Nahayan Mr. Tahir is a prominent and revered corporate figure who has added tremendous value to the banking, communication and real estate sectors of Pakistan.He is a Member of the card of Wateen Telecom, Board Member and CEO of Warid Telecom International LLC and CEO of the Abu Dhabi Group which has been a secern proponent in attracting private money into Pakistan. He has been honored with the Sitara-e-Imtiaz in 2005 by the President of Pakistan, General Pervez Musharraf, in recognition of his pivotal role in the dramaturgy of banking and private equity in Pakista Management aggroup Naeem Zamindar Chief Executive Officer Mr. Zamindar brings an outstanding track record of building successful companies, spanning 20 years across USA and Pakistan. He is a founding team member of Mobilink, and was a nominate member of the leadership team that grew Mobilink to blend the leading telecom society of Pakistan.As the VP of outline, Business Development and curriculum Management Office, he led the initiative of making Mobilink an integrated telecom partnership by enabling the nationwide type optic network and with the acquisition of four companies that now stock the broadband Business Division. In his last assignment at Mobilink as the Head of the Broadband Business Division, he was trustworthy for the successful launch of Mobilink Infinity. Recently he has been running Zamindar Capital, a consulting and investment firm that sspecialize in leveraging engineering to leapfrog social and economic development. Mr. Zamindars track record of leveling successful companies comparable Mobilink, will certainly enable him to lead Wateen to the coterminous level of growth and opportunity. He has also been an Investment four-in-hand at Intel Capital in theSilicon Valley where he wor ked on 29 stake upper depicted object investments foc apply on building companies in the internet/ clean media and wireless broadband space. He is considered to be a leading thought leader in the Wimax world, being invited as the lynchpin none verbaliser at many a(prenominal) international wireless broadband conferences. He equal as a CPA from the State of Washington and is an MBA from INSEAD. He is also a Charter Member of TiE (www. tie. org) and a co-author of the view as The First Mile. He spends his spare time volunteering as go of the Art of Living Foundation and teaching spate to live a morepeaceful and responsible life. Furqan Qureshi Adviser to CEO Syed Jibran Ali Chief Commercial OfficerSajjeed Aslam Chief Financial Officer Aamir Anwar Khan Chief outline Officer Ali Khan General Manager Enterprise Carrier Sales MianOmerShah General Manager Customer Service ZafarIqbal General Manager Human Resources Administration Muhammad Mazhar Qayyum Butt General Man ager Government Regulations regulatory Affairs Amir Munsif Khan General Manager Information engineering science Naila Bhatti General Manager Media Shoaib Nazir Chief Technical Officer STEPLE analysis Political and Legal Factors The government in any country plays an important role in the operation and manufacturing products and services in terms of ordinances.Following are some of the factors that could cause Wateen brands to resist materially from the evaluate terminations. These are * Due to the un nameable political and governmental changes rules and regulation are changed quite frequently. before long government has increased the taxes in the telecommunication sector that will also a steadfastlyer in the legato operation of Wateen stelecom operation. * Now a days Pakistani surroundings is instable cod to political clashes among political parties. Inside country war and drown attacks bomb blasting in popular areas. These issues of political mental unsoundness in gest led to unsure environment in the country, which is a panic for any business including Wateen telecom. Before WTO implementation for deregulation of distinguishable sectors of the rescue, in that location are two types of Regulators held by PTA the first is bring uped the Economy Wide Competition Regulator as the Monopoly Control Authority. Also the political governmental rules can not be completely appli crease in this sector due to the regulation authority of PTA. * Un let onn and unexpected people sue on the phoner and wateen has to face many legal conditions and hurdles * Environment of telecom is investor hospitable and has great potential to gain profit because the trend towards internet is increase day by day and still a big banquet is in that respect but The Government has increased the tax due to Brobdingnagian budget deficit and low growth of economy. * These kinds of brats are obstacles and contrive a great effect in the way of Wateen telecom.Economical an d Environment Factors * Economic conditions are influenced by political and government policy, being a major influence clashinging these can affect the Wateen telecom strategies. These can affect how easy or how heavy Wateen telecom is to be successful and advantageous in the economy. * Over all economic conditions of the country is not rattling sound . Due to mistrust and unsecure condition and problems like terrorism in Pakistan the foreign direct investment has been declined. * This is the threat for Wateen telecom because not invigorated investments in being carried out in this environment. * Due to inflation the live of doing business is also gone higher.Inflation remains the biggest threat to the economy, spring to 7. 9% in 2006 to 23. 3% in first quartile of 2009. This increasing ratio will hurt the buying power of the consumers that will overall press the take up for the products. * Pakistan has a ontogenesis upper class with relatively high per capita incomes. I n late 2006, the Central Board of Revenue betokend that there were almost 2. 8 million income-tax payers in the country with 45 % people are living on 2 $ per day. * Due to the increase in meagreness level the unemployment rate is going up and that is reducing the buying power of the people that is threat for Wateen brand. Social Factors The socio cultural environment summarizes demand and tastes, which set out with fashion and disposable income, provide opportunities and threats for Wateen brand. * Due to an Islamic state people are really much strict in instance of Islam if any thing against the Islam on either print or electronic media they impenetrable-boiled as against Pakistan. mountain dislike anything extra-ordinary which damage their culture. * Pakistani people are more social and want to remain in finish off with their relatives who are working out of country through with(predicate) internet and calls. They celebrate chaw of festivals like Jashn-e-Baharan, Eid C elebrations and rude(a)found(prenominal) cultural festivals. On these festivals they make calls to relative and who are in the country and out of Pakistan through calls and remain in hit through internet.This will influence the demand for the Wateen product * Increasing globalisation has mendd the influence of Western culture in Pakistan. The life expressive style of Pakistani people is ever-changing quickly. People are more informed about their studies and society is moving towards education which is big room of enlargement for the Wateen telecom. Technological Factors mounts in technology can stimulate a major impact on business success. Technological change impacts socio cultural attitudes as well as on economy. * The Companies with technology can compete and they are investing in their infrastructure to not only expand coverage but also to upgrade their active constitutions. The current focus in cellular industry is coverage and establishing franchises which has a substantiative effect on the Wateen brand. * Technology is changing much faster than wateens technology change. wateen is victimization HFC (hybrid theatrical role coaxial) technology which goes obsolete and wateen had to introduce G-Pon (gigabit pon) technology. Ecological During bad weather condition Wireless goes bad because its signals became low. Similarly recent flood tide in Punjab, Sindh, Baluchistan and Khyber Pakhtunkhah had destroyed a lot of fiber which builds loss to wateen and whole telecom sector. PORTER FIVE FORCES Porters model is based on the insight that a corporate dodge should meet the opportunities and threats in the organizations immaterial environment.Especially, agonistical strategy should base on and understanding of industry structures and the way they change. Threat of New Entry It is not easy to enter in this capital intensive sector of the Telecommunication industry. So, the threat of new entrants is low. Though the growth and potential of the sec tor typeface very amiable, still it is very baffling to take risk for a new investor because the penetration in the market would be very difficult. As government of Pakistan is showing liberalism in case of telecommunication sector and opened its policies to award new licensees to new mobile service providers so threat of new foundation is high. As set-up terms is in billions of dollars so in this case threat of new entry is low, but there are companies who are working to arrive at licenses and sexual climax PTA to know terms and conditions for this. As for this business companies need a well established disseminations and franchises network so threat of new entrant is high in this case. Bargaining Power of Buyers The bargaining power of customers in this case is very high because of the low shift cost in the industry. in that location are attractive substitutes in stock(predicate) to the buyer even in the form of keeping the same cell border number but changing the se rvice provider. It makes very difficult for the market players to retain their customers. I think the brand committedness can only be created through abstracts(predicate) marketing campaigns and service. Power of buyer is high in telecommunication sector. in that location are six market players and players are offering contrary packages at different prices and a situation of price war is running. Buyers suck in a power to buy any package which is suited to them. Cost of switching from one company package to new(prenominal) company package is low. Hence, power of buyers is high. Bargaining Power of Suppliers This is a type of industry where, at least(prenominal) in present times, the bargaining power of suppliers is at the low level because of the nature of inputs for the business. Moreover, with the deregulated and tender environment given by the government of Pakistan, the industry has become more militant and quality services driven. The power of suppliers is low in cas e of telecommunication sector. But the fact is that numbers of suppliers are few in the market but they are competing in the market to make agreements with mobile service providers. Threat of Substitute Products Although the cell phone subscribers are more than 95 million performance trade off are the most important to consider in determining the threat of substitutes. Actually, precisely the subscription of cell phone service is not enough for a company to get optimal profits but the real challenges is that how many existing customers are using the service regularly for incoming as well as outgoing calls. The quality of service is the parameter. Government also gave so many land lines and wireless local loop licenses to different companies like PTCL wireless local loop, GO CDMA etc. hese services in aft(prenominal)life will be like mobile phone services like they are intentionning to offer services a lot but currently they are offering SMS and CLI services to their customers. R ivalry among Competing Firms in Industry When the contender is fierce, obviously the warring tilt will be at the highest level. The very high level of agonistical rivalry among the major players of the cell phone sector is clearly observable. Just look at the advertisement campaigns of the rivals and you can see how intense the competition is. It looks like a battle for supremacy going on amidst the rivals. All means of attracting new and potential switching customers are being used by all the rivals to gain as much market manage as they can.Exit barriers, industry growth, product differences, brand identity, and diversity of rivals are the main reasons of very high competitive rivalry in this case. Currently there are six market players but in future they will be eight and nine or even more. EXTERNAL FACTORS Opportunities * Remote overture The biggest opportunity in Pakistani market is that there are certain areas where the services of competitors (cable operators) can not r each due to the go alongography of the terrain. In those areas there are fitting people who need the services the company plans to offer. So, there are sufficient unmet of necessity in the market which can be catered through the service. Inflexible existing services In some areas the existing cable providers are not offering sufficient transmit to satisfy the customer. The DTH service is promising as it would provide just what customer involve. * harvest-festival in the market The market for entertainment is growth with the growth of middle income segment in Pakistan. These customers are increasingly demanding divulge services as far as entertainment is concerned. * Peoples trend * Cheap labor * Corporate clients are big opportunity for Wateen telecom. * Targeting youngsters by change gaming and webpage. We present got guarantees from the Govt. that we wont be getting any competition that is why Wateen is going in these areas to expand its range Threats Legislative environ ment The independence of media is under scrutiny from the government. It is difficult to predict if there business leader be any legislation regarding DTH which could hamper the full advantages of the service. PEMRA expertness impose bans on channels as it did to cable. So, negative legislative developments remain a threat to the success of the service. * Downturn in economy The down turn in Pakistani economy might assume impact on disposable income of the population which might not be inclined to spend much on the entertainment activities. General well being of economy always has favorable impact on all the businesses and the DTH service would not be an exception. Little potential differentiation It is expected that opposite competitors would enter the market. It might start price war between Wateen Telecom and potential competitors. In that case there would be very less differentiation Wateen would be able to offer given the nature of the service. * Increased bargaining power of suppliers The Company would need vital bails with suppliers and other partners. They might be suppliers of the competitors. Suppliers bargaining power might increase in that case making input costs high and leaving the company in difficult smirch. * Uncertain demand It is very difficult to estimate the exact demand for the service. There might be variation which could result in losses for the company. Employee storage The company might lose its key personnel to other competitors once they enter the market for DTH. So, computer storage of good stave would remain a challenge and losing it would always present a threat. * ? Short product life cycle The Company would wear to continually innovate given the nature of the industry. Fast pace of technological developments might render the service obsolete in few years and it might be replaced by more travel technology. * Terrorism The biggest threat that Wateen has ever faced so far is actually terrorism. Terrorism not just only af fects the common man but the corporate as well. Wateen is lining the same situation it is getting more and more difficult to convert them about the safety of the business. Political instability is still in the top 10 list. Long marches, curfew, processions, and the never ending game of Music control are still a threat to Wateen. Political instability leads to the shoot of the stock exchange, where stockholders think that time has come to withdraw. Not to mention rumors of failure can easily make the company from a millionaire to a zero. Wateen has to make sure where it is placing its foot so as to at least stretch out in the chaotic situations. But Wateen is not going to let these things get in their way of progress. Their aim is to make Pakistan the most progressed in the survey of internet. * Advance change in technology is also a threat for them.EXTERNAL FACTOR EVALUATION MATRIX analysis utilizing an External Factor valuation Matrix can be very helpful in determining the s everity of threats and opportunities to Wateen Telecom. By delegate weights to each threat and opportunity, one can calculate an overall rating that signifies where the firm stands in the industry relative to the factors analyzed. An EFE Matrix for Wateen Telecom follows Sr. Key External Factors cant over Rating Weighted make up OPPORTUNITIES 1 Remote attack 0. 13 3 0. 39 2 Focus on corporate clientage 0. 10 4 0. 40 3 Targeting youngsters 0. 08 3 0. 24 4 enlarge its ranges 0. 08 4 0. 32 5 Cheap labor 0. 04 3 0. 12 Infrastructuredevelopment 0. 06 2 0. 12 THREATS 1 Short product Lifecycle 0. 09 2 0. 18 2 Downturn in economy 0. 11 3 0. 33 3 Terrorism 0. 12 2 0. 24 4 Advance change in technology 0. 08 1 0. 08 5 Uncertain demand 0. 04 2 0. 08 6 Employee retention 0. 07 2 0. 14 TOTAL 1 2. 64 Strengths tie in Business Wateen Telecom is already into telecom business and has developed managerial and technical capabilities. geographic front man The Company is geographical ly present in wide areas. It has already a diverse customer base in various areas. There is no such(prenominal) competitor who has such a wide ranging presence in the country. Innovation The Wimax is an innovative addition to the service as far as Pakistani market is concerned. It is in line with the policy of the company to tap the markets where consumers needs are not being addressed. 4 G technology wateen is first company of Pakistan having a 4 G technology. long distribution channels Wateen has great distribution channels for the distribution of its new service. Market oriented Companys comparative advantage lies in already accumulated knowledge, experience and data in the field. Financial muscle Wateen has sufficient resources to invest in the new project. Weaknesses Nepotism nepotism and favoritism is the weakness of wateen Unskilled custody Specialized dressing is required for workforce and perplexity to cope with new challenges emerging from the launch of the new servi ce. No existing alliances The company is making alliances with certain new suppliers for the equipment etc. which, at present it does not have. Cannibalization The Company has also launched cable service for some areas. Due to launch of DTH these services are ingest each other. High overturn judge The Company has not been able to retain good employees for long term. It would also hamper the ability of the company to handle the launch of new service successfully if the turnover is high. Internal Factor evolution Matrix (IFE Matrix) The Internal Factor Evaluation Matrix works similarly to the EFE Matrix.The IFE Matrix measures the internal strengths and weaknesses of Wateen Telecom, again by assigning numerical ratings to each factor. Strengths Weight Rating pretend 1 related business 0. 1 4 0. 4 2 geographical presence 0. 05 3 0. 15 3 Innovations 0. 13 4 0. 52 4 4 G technology 0. 09 3 0. 27 5 Extensive distribution channel 0. 06 3 0. 18 6 Market oriented 0. 05 3 0. 15 7 Financ ial muscle 0. 07 3 0. 21 Weaknesses 1 Nepotism 0. 12 1 0. 12 2 Unskilled work force 0. 07 2 0. 14 3 No existing alliances 0. 08 2 0. 16 4 Cannibalization 0. 08 2 0. 16 5 High turnover rates 0. 1 1 0. 1 Total 1 2. 56 Explanation of IFEIn the IFE Matrix, the strengths are relative to the internal environment of the firm, whereas the weaknesses are a reflection on how the firm interacts with the outer environment. the internal factor evolution intercellular substance of Waeteen is indicating the weighted Score of 2. 55 which is indicating that company have internally strong position because 2. 5 score will demonstrate that company have internally average position but Wateen has more than 2. 5. Wateen Telecom C. P. M- Competitor Profile Matrix No. Core competencies Industry weight age Wateen telecom PTCL World call Rating Total Rating Total Rating Total Innovations 0. 20 3 . 60 3 . 60 3 . 60 Related business 0. 1 4 . 4 4 . 4 3 . 3 Technology 0. 15 3 . 45 3 . 45 3 . 45 F inancial muscle 0. 07 3 . 21 4 . 28 4 . 28 Extensive distribution channel 0. 08 3 . 24 4 . 32 3 . 24 Remote access 0. 13 1 . 13 3 . 39 2 . 26 Focus on corporate clientage 0. 10 3 . 30 2 . 20 1 . 1 Targeting youngsters 0. 09 2 . 18 2 . 18 1 . 09 prosper its ranges 0. 08 2 . 16 2 . 16 1 . 08 Total 1 2. 67 2. 98 2. 40 Explanation We can interpret from competitive profile matrix that PTCL is working much remediate in competition and WATEEN and PTCL both are above average while world call is below average in competition. Strength 1. Related Business 2. Geographic presence 3. Innovation 4. Financial muscle 5. Extensive distribution channels 6.Market oriented 7. 4 G technology Weaknesses 8. Nepotism 9. Unskilled workforce 10. No existing alliances 11. High turnover rates 12. Cannibalization Opportunities 13. Remote access 14. Inflexible existing services 15. Growth in the market 16. Peoples trend 17. Cheap labor 18. Corporate clients 19. Targeting youngsters S. O strategies 1. magnify their market in remote areas (S4, O1). 2. Increase their market share in colligate business through distribution (S1,S5,O3) W. O strategies 3. Through alliance they can cater more corporate clients and provide satisfactory services to consumer(W3,O6 and O2) 4. Threats 1.Legislative environment 2. Downturn in economy 3. Little potential differentiation 4. Increased bargaining power of suppliers 5. Uncertain demand 6. Employee retention 7. Short product life cycle 8. Terrorism 9. Political instability 10. Advance change in technology S. T strategies 1. Create more differentiation through innovation and technology (S3,S7,T3) W. T strategies 2. Through improving workforce they can call forth their differentiation(W2,T3) 3. Better working conditions can grow employee retention(W4,T6) Axis X Internal Strength Position External Strength Position Competitive Advantage Industry strength Market ShareCustomer LoyaltyTechnological know-howControl over supplier (Worst -6, crush -1)-2-3-3-3 Technological know-howResources utilizationEase of entryCapacity utilization (Worst +6, Best +1)+4+3+4+3 Average Score = -2. 75 Average Score = +3. 5 Total X-Axis Score = 0. 75 Axis y Financial Strength Environment Strength ROILeverageLiquidityCash FlowWorking capital (Best +6, Worst +1)+1+2+1+1+1 InflationTechnologyBarrier to entryRisk involve in business (Worst -6, Best -1)-4-2-2-4 Average Score = +1. 2 Average Score = -3 Total Y-Axis Score = -1. 8 The Space Matrix Competitive (0. 75,-1. 8) Conservative Aggressive defending Competitive -1. 8 +6. 00 -6. 00 -6. 00 +6. 00 0. 75 ExplanationWateen telecom lies in competitive quadrant of SPACE matrix so the recommended strategies are following * Backward, forward, crosswise integration * Market penetration, market development, product development and joint imagine BCG MATRIX FOR WATEEN STAR Wiamax High frequency cable (HFC) Optic fiber cable Hosted data means (HDC), Hosted contact centre (HCC) Industry Growth Rela tive Market Share Explanation This is a strategy turncock that guides resource allocation decision on the basis of market share and growth rate of SBUs. The B. C. G matrix divides organizations into four different categories. These are as follows Cash Cows Which have high market share but low opportunity for growth like optic fiber cable have been classified as Cash cow because it does have a high market share.Stars Which have high market share and high opportunity for growth based on the above, i-max has been classified as Star product because it has a high market share which is 4 percent each and industry is charged with high growth. Question mark Which have high opportunity for growth and low market share like high frequency cable are Question mark because they have a very low market share although an attractive industry. Dogs Which have low market share and low opportunity for growth, In the case of Wateens hosted data centre and contact data centre have low market share and growth is stagnant in the industry as well. INTERNAL EXTERNAL MATRIX Internal Factors Evaluation External FactorEvaluation Strong(3. 0 to 4. 0) Average(2. 0 to 2. 99) Weak(1 to 1. 99) High (3. 0 to 4. 0) Medium(2. 0 to 2. 9) Wateen Telecom Low(1. 0 to 1. 99) IFE 2. 64 EFE 2. 56 Note * The quarter-circle 1,2 and 4 kick up the grow and build * The quadrant 7,5 and 3 hold and maintain * The Quadrant 6,8 and 9 suggest harvest or divest Wateen telecom lies in Quadrant 5 that means they should try to hold and maintain. The above I. E matrix is based upon the calculations made in both internal and external factor evaluation matrices, so the external factors are weighted as per the observations and perceptions and in hold and maintain quadrant there are two commonly employed strategies market penetration and product development. THE GRAND STRATEGY MATRIXThe Grand Strategy Matrix is one the techniques for developing a statewide strategy formulation framework for the organizat ion. The grand strategy matrix based on the analysis of external factors evaluation affecting the organization is presented as follows In case of wateen telecom is Rapid market growth Quadrant 2Quadrant 1 Quadrant 3Quadrant 4 Strong competitive position Weak competitive position Wateen Telecom Slow market growth Company is in lying in the fourth quadrant because it has competitive position in the relatively slow growth market. So the favored strategies for the Wateen would be related diversification, unrelated diversification and joint ventures. Quadrant IFirms or divisions located in this quadrant are in splendiferous strategic position and can afford to take advantage of external opportunities in several areas and can do it aggressively. Firms here in fast growth industry and have strong competitive position. The appropriate strategies for the firms in this quadrant are i. Market Development ii. Market Penetration iii. Product Development iv. Forward consolidation v. Backward Integration vi. Horizontal Integration vii. Related variegation Quadrant II Firms or divisions positioned in this quadrant need to evaluate their present approach to marketplace seriously. The appropriate strategies for firms in this quadrant are i. Market Development ii. Market Penetration iii. Product Development iv. Horizontal Integration v. Divestiture vi. Liquidation Quadrant IIIThe firms or divisions in this quadrant compete in slow growth industries and have weak competitive positions. The appropriate strategies for the firms are i. Retrenchment ii. Related Diversification iii. Unrelated Diversification iv. Divestiture v. Liquidation Quadrant IV Firms or divisions in this quadrant have a strong competitive position but are in a slow growth industry. The appropriate strategies for the firms are i. Related Diversification ii. Unrelated Diversification iii. Joint Ventures Wateen telecom lies in quadrant four so here it appropriate strategies for wateen are related diversificatio n, unrelated diversification and joint venture. QUANTITATIVE STRATEGIC PLANNING MATRIX No. Key factors weight Market Penetration Joint venture OPPORTUNITIES AS ATS AS ATS Remote access 0. 13 2 0. 26 3 0. 39 1. Focus on corporate clientage 0. 10 2 0. 20 3 0. 30 2. Targeting youngsters 0. 08 - - - - 3. Expand its ranges 0. 08 2 0. 16 3 0. 24 4. Cheap labor 0. 04 4 0. 08 3 0. 12 5. InfrastructureDevelopment 0. 06 2 0. 12 4 0. 24 6. THREAT Short product Lifecycle 0. 09 2 0. 18 3 0. 27 Downturn in economy 0. 11 - - - - Terrorism 0. 12 - - - - Advance change in technology 0. 08 2 0. 16 3 0. 24 Uncertain demand 0. 4 - - - - Employee retention 0. 07 3 0. 21 3 0. 21 TOTAL 1 STRENGTHS Related business 0. 1 4 0. 4 3 0. 3 Geographic presence 0. 05 - - - - Innovations 0. 13 2 0. 26 3 0. 39 4 G technology 0. 09 - - - - Extensive distribution channel 0. 06 3 0. 18 3 0. 18 Market oriented 0. 05 - - - - Financial m uscle 0. 07 2 0. 14 3 0. 21 WEAKNESSES Nepotism 0. 12 2 0. 24 2 0. 24 Unskilled work force 0. 07 2 0. 14 3 0. 21 No existing alliances 0. 08 - - - - Cannibalization 0. 8 - - - - High turnover rates 0. 1 2 0. 2 3 0. 3 Total 1 2. 93 3. 84 Explanation We have compared the joint venture and market penetration strategy on the biases of weight and rating given to each key component. So joint venture has got more score than the market penetration so we suggest the Wateen telecom should follow the joint venture strategy. Key success factors Following are the key seccess factors any organization must posses in order to succeed in the industry * expertise and proficiency in related technology * Appropriate research and development * 2nd largest provider of wireless technology Largest WiMAX provider worldwide. * Using latest technology in their divisions. (Oracle 10g, R12, 11i, and HRLS) * Their traveld man power * Highly friendly environment * Reputation in fair dealing B to B * Highest market share in Wi-max Corporate culture At Wateen they have a unique environment to work for since it houses a diversity of skills, backgrounds, viewpoints and experiences from around the world. It is ensured that hiring is based on merit, skill and ability, without regard to race, color, religion, sex, national origin, ancestry, age, physical or mental disability, military or veteran status, marital status, or any other classification.Wateen Telecom is building and integrating the next generation of dexterous, converged networks with a plethora of key services and differentiators in the market. The primal impersonal is to become a carriers carrier and provide turnkey solutions for all customer requirements and judicial admissions. At Wateen Telecom we are seeking innovative and precocious people to help us design, market, sell and support our innovative intelligent product portfolio to a diversified evolving market. We strive to hire only the bes t, create an exhilarating work environment and above all else, respect each individual(a)s unique contributions. An organizational culture has following elements * Organization environment * Organization values Organizational rites rituals, and customs Organizational values Here are a few programs that demonstrate Wateen efforts to translate customer needs into better service and Wateen commitment to making a long-term positive impact on the countries we operate in Working towards diversity Diversity is key to our working environment. We employ people from a variety of backgrounds, with a wide variety of skills and learn. Ethnicity/nationality Diversity at Wateen must reflect the multi-cultural capacity of the societies in which the Wateen Group operatesGender We believe that encouraging an appropriate work-life balance is key to ensure that both men and women excel at Wateen Developing our people Wateen offers extensive opportunities for learning. In addition to on-the-job train ing and transfers between different locations we offer a wide selection of external by natures, e-learning programs and leadership training programs. Organization rites, rituals, and customs Loyalty, impartiality and conflict of interestsWateen respects the individual employees correct to a private life and private interests, but demands openness and loyalty to the group and the groups interests. You shall not take actions or have interests that make it difficult to perform your work objectively and effectively. Service to Wateen should never be subordinated to personalised gain and advantage. Conflicts of interest should, wherever possible, be avoided. You shall never take part in or attempt to influence a decision or settlement if there is a conflict of interest or other circumstances exist, which could give grounds to question ones impartiality. Confidentiality Every employee in the group has a duty of clandestineity by law and written agreement.You shall keep confidential a ll corporate and other bets that could provide third parties unauthorized access to confidential information, and exercise caution when discussing internal affairs so as to avoid being overheard by unauthorized persons. Equal treatment Wateen rigorously adheres to the principle relating to equal treatment of shareholders Organizational change and stress wariness World is watching fast technological changes and there is a quick change in designs and technologies in products. So it is very important to move with latest technologies which increase the cost of production.So Wateen always come up with the change and for this purpose they always train there people for the change to reduce stress. Work stress and its management We always train them to be stresses free. Because stress results in decreased job satisfaction, reduced production, and increased conflicts. STRATEGIES UNDER TAKEN AT * Corporate aim * Business Unit Level * Functional Level At corporate level The main objectiv e of the business is to earn high taxs and high financial growth. In order to achieve such an objective the firm applies competitive strategy. The firm relies heavily on the business side demand of the product Being not old company the Wateen telecom is following build and grow strategy at corporate level At business unit levelOn the business unit level Wateen is applying the diversififaction strategy so that it can enhance its product portfolio. In recent times it is evident since it launched its new product like broadband and wi. max. The corporate level strategy acts as a guideline for business unit level strategies at Wateen as corporate strategy is to grow and develop the high growth financially, so based upon which business unit level strategy pursues the same through diversification of products. Which at the end ensures many products to be order qualifiers and most of them are sliding towards order winners. Functional level strategies Functional level strategies are basical ly based upon SCMC which stands for gross sales channel and marketing control.The main responsibility of this part is to coordinate all the marketing activities and sales channel to ensure maximum susceptibility in the operation of the distribution channel. MANAGEMENT STRATEGIES Decentralization In Wateen they dont treat their employees as someone who works for them, actually they all are treated as family members. Every manager is empowered to make any decision and is responsible and is an owner of each and everything that is happening underneath them. Once that happens then you have the liberty to make any kinds of decision what ever they want. At the end of the day the organizations require just one thing that the employee somehow convinces the top management by giving them their plan.The plan has to be based on some data and that data is what makes forecasting for your entire department. Once that plan is approved second step is the implementation of that plan. The employee n eeds to implement it and Wateen needs to come up with results. In Wateen all the managers are given the opportunity, through this they get the chance of learning because of the horizontal hierarchy. The employee interacts with all the departments and there is a great learning experience. End result is this, good or bad, the employees are the personally responsible for the results. Wateen doesnt believe in micro management. The employee discusses the takings with assistant manager and then he talks about the matter with the segment managers.Abu Dhabi group proportions with ministry of IT( top of all the regulatory authorities) Relations and liaison with all security agencies in Pakistan. Mr. Faisal is also looking after the relations with all the telecom operators in Pakistan. His relationship, my business development, my companys future planning and forecast (long term and short term) it is him who is looking after these departments. He has a manager for Govt. relations, PTA, PAMR A, and Ministry of IT and couples others. Further more they have 3 to 4 persistent managers in their teams. These assistant managers then have ranking(prenominal) executives then they have executives then they have junior officers. So its a whole work force which is supporting a bowl that is looking after the entire department.So all the matters are discussed with head of that department/segment and they can come with any kind of criticism being a 360 spirit level kind of interaction. Once they have firm something next thing is this that the managers give them a time line e. g. if there will be weekly, monthly or quarterly reports, they all must be 100%. In between them there is no relation between a manager and an employee. Telecom industry is a very close knit industry the managers after the meeting leave the matters to the employees, of cable if there is a problem they are ready to help each other. Management Information System Support remains Support consists of support and Monitoring services.Maintenance services include traditional break-fix support such as troubleshooting and incident restoration inside agreed upon service levels. Clients win through a reduction in cost and risk of IT support. These benefits are achieved through Wateen Telecoms depth of skills, adoption of best practices and economies of scale. casualty Management is the process of controlling reported issues through to completion to achieve service continuity. When an issue is reported Wateen Telecom will do what ever it takes to restore the network as rapidly as possible. Reactive Problem Management is the process of analyzing the technology environment to establish what caused the incident.We provide diagnostics and resolution recommendations as well as managed vendor access. Moves, Ads, Changes and Deletions supports addition moves inwardly client environments. Clients control the change process through owning risk management and scoping. Monitoring services form the foun dation of complex managed services and should be purchased in addition to break-fix maintenance. To monitor technological environments in-house clients need to invest in costly systems and resources. Outsourcing this support function is often a financially practicable alternative. Event Management Is the proactive monitoring of devices and applications to assure exceptional quality of service through network health and security.Performance Reporting is available to clients through the online portal. Clients have access to a wide range of change reports relating to the history, trends, health, usage and exceptions of all monitored devices. Configuration Item Tracking is the monitoring of client technology assets in order to provide visibility of details and locations of the back up estate. Clients are notified of changes in the environment on priority basis, Improve system The Improve function focuses on ensuring that client IT strategy, architecture and systems Evolve to support the business strategy. A thorough understanding of the required systems is essential in order to deliver the business strategy successfully.We assist clients in align IT investments with business objectives through Truly understanding he clients business vision, goals and strategy Assessing the capability of the clients existing infrastructure, systems and processes to support the business goals Preparing a technology roadmap which shows a clear path to expeditiously advance the clients current systems to meet future business needs Wateen Telecoms technology and industry expertise enables clients to cost effectively invest in new or redeploy existing IT infrastructure in a timely way to support new business initiatives. The benefits are derived through Business Awareness is achieved through the analysis of client business strategy and direction, and an certainness of the need to accomplish the most effective use of technology to deliver the business strategy. Technology Strategy R eviews are completed to assess the ability of the current Technology Strategy to support the achievement of the clients business strategy and direction. Roadmap Management is the periodic review of existing IT Architecture.The purpose is to evolve the roadmap to cost effectively progress the current IT Architecture over the medium to long term, to see to it that it is capable of supporting current and future business strategy. IT Performance criterion the assessment of the current level of performance of services provided by the IT department to internal and external clients. Service Efficiency Recommendations of the most appropriate gradation of action of action to improve current services are included. Manage In the Manage function, Wateen Telecom provides a set of ITIL aligned service elements to improve the quality of service in client environments. These services focus on obtaining the optimal potential of the current infrastructure and are divided into two categories.Servic e Support is the day-to-day operation and support, whilst Service Delivery is the long term planning and improvement of technological environments. Service Support system Problem Management is the minimization of the impact of infrastructure errors. Clients have greater infrastructure availability as a result of pro-active resolution of spread-eagle cause problems. Change Management is the control of infrastructure changes to minimize service disruption, limiting the impact of change results in optimal service words. To enhance and preserve stability and security of the clients IT infrastructure, Wateen Telecom takes self-possession of change recommendations, approvals, deployments and testing.Configuration Management is the control of all components of the IT infrastructureused in the delivery of services. Recommendation reporting enables clients to gain optimal business benefits from technology. Release Management is the administration of new software rollouts and hardware rel eases. Clients extract maximum benefit from infrastructure through the limitation of release related impact on system uptime. Service Delivery system Availability Management is the process of meeting and exceeding service availability goals. To achieve the set business requirements all devices have to be fully functional, to this effect Wateen Telecom executes superfluous proactive monitoring processes.Capacity Management is the optimization of technology resources within contracted service levels. The capacity of devices and systems are monitored against predefined thresholds and results analyzed to identify areas of concern. ternary Party Management is when we undertake to engage with partners and vendors to achieve contracted service levels. Clients have a single point of contact for all issues from start to finish. IT Service Continuity Management includes disaster recovery processes that ensure Wateen Telecom achieves and exceeds contracted HR Policies in Wateen telecom Human Resource HR is another important microeconomic factor affecting the research work.R D require proper HR personnel who have the ability to get the required information from the market. They should have the ability to deal with all sorts of public and situations in order to get their work done. Proper HR is the guarantee for good research work and it is the responsibility of HR department to design jobs and hire appropriate personnels. Competitive Pay Wateens pay and benefits programs reflect how much the employees and their families are value. These programs are among the most comprehensive and competitive in our industry. Wateen pay practices are designed to attract, motivate, retain and riposte employees with competitive base pay complemented with short-term and long-term incentives.Wateen believes in compensating employees in a manner comparable to our competitors in the industry. Wateen also fosters a pay-for-performance culture that provides employees with opportunities to e arn higher levels of compensation and receive rewards tied to company, team and individual performance. Comprehensive Employee Benefits Wateen makes a significant investment in employee benefits, an important part of each employees total compensation. The benefits program is reviewed each year to ensure that the plans are cost effective and continue to provide competitive benefits meeting the needs of our employees and their families The bar is set competitively high.If you believe that you can make positive contribution in Wateens endeavors by adding value to your discipline or area of work, we look forward to hear from you and to welcome you into the Wateen Family. Packages for Employees The wateen management is aware of the fact that only a satisfied worker can provide the required level of services to the customers. The branch firmly believes that a super motivated and well-trained workforce is the key factor to success. So, staff salaries have been increased. Managing percept ion at work Emotions at work are very hard to handle and in order to manage emotions of the employee working at wateen there are always different programs that are conducted to settle the emotions and control the frantic atmosphere in the organization.With a lot of training they develop the ability that employees can understand and manage their emotions and we help them to reduce stress, enabling them to take better decisions and to be confident. Employees motivation Employees are the real asset of the organization so if they are motivated then off course they will work in a better way. At wateen we motivate our employees in many ways. * We provide very friendly and cooperative environment. * sonant skills training (Daily) * Games and different recreational activities * Foreign tours (top level managers) * one-year leave (Leave with pay) * Ramzan parties * every week Lunch of each department * Incentives,Bonus and promotion * Top mover award (quarterly) * Appriciation Team mana gementAt Wateen team management is very important because every department of the organization works in team there are small groups as well as large groups. * Small groups. 2-10 * Large groups. 20-100 * These large groups are compromised of different skillful people, who come together to work on a specific target set for them. * Every group is lead by a professional. * The head of the group is selected by the Leader of that department respectfully. * All the members work together and hard to achieve the goal. 1) commercial enterprise Analysis a) line of descent description b) cheat specification 2) honorarium a) Salary structure b) Benefits/ incentives c) Holidays / vacations, paid leaves 3- Job adds 1) Job AnalysisWateen Telecom does job analysis in case of a) Starts new projects b) On job leaving Some examples of Job description and Specification in wateen telecom. Job Title Assistant Manager Quality Assurance Job description Leading a team of executives responsible for the qu ality of the contact center operations. Evaluating teams performance on Daily/Weekly/ monthly basis. Ensuring that proper procedures of feedback are being followed Job Specification He is Masters Degree holder. 2 years experience in satisfy Center Operations. He has excellent communication, presentation and negotiation skill. Multi-task, maintain a high standard of service & quality. He has ability to stress, time management Department CEO Office Job Title CEO Office Manager Job Description Supervise CEO Office staff in their tasks. Direct & Coordinate operations of the CEO Office. Direct & encourage team members to achieve their goals. Job Specification He is Bachelor degree in marketing He has ability to maintains organizational culture (telecom environment) Compensation Compensation is the process of giving the reward to the labors against getting services from them Competitive Pay Wateens pay and benefits programs reflect how many the employees and their families are valued Sal ary Structure Job Position Top Level olympian Cases) Net Salary Up to Rupees. 800,000/- Per Month& Normally Rupees(450,000-500,000) Per Month Job Position Middle Level Net Salary Normally Rupees (30,000-100,000) Per Month. Job Position First Line Level Minimum Salary Rupees. 18,000/-Per Month Benefits / Incentives Pick and drop services Mobile allowance Medical facility 10% of gross salary Car facility 1 extra salary Bonuses Gifts Cinema tickets Swimming pool facility Mess at Freddies Gloria Jeans Holidays, Vacations In Wateen Telecom the procedures of holidays, vacations paid leaves are the following 20 Annual Paid Leaves 10 Medical Laves 10 Casual Leave facts of life types Wateen Telecom is providing five types of training to their employees to enhance their performance. These are a- Job druthers b- Positive attitude c- Soft skills d- Technical training (daily basis) Methods of Training There are many methods for giving the training are adopted by the Wateen Telecom. These are explained under following. a- On the job training b- Job rotary motion c- Computer Based Training d- Audio visuals based training e- cyberspace base training f- Management games Developments for Staff Promotions Transfers Environment and Culture New Developments in Wateen Telecom for its employees Free internet (4 MB link)Free gamming at Silver Star MARKET ANALYSIS As far as the marketing department of Wateen is concerned they are providing following facilities to its customers Target Market The target customers of Wateen are * home users, * business users * carriers operators However their main revenue comes from business users because due to their high costs home users do not take it so they are targeting business users more than the others by providing advanced technology that is necessary for business sector. Wateen has launched its broadband connection for all and sundry. Of course benefits, services, prices and equipments differ for the home user and the corporate sector .The increase in usage of Wateen broadband connection was seen by the corporate sector because of Wateen fast speed, efficiency and negligible disconnections. Corporate sector are always on the run and unexpected timings or a new competitor makes the internet even more important because information has to be sent or authorized at the last minute. And Wateen offers the best quality service any business man can use. Of course internet users at home are treated with equal importance. Student packages have been developed to help the students who have lots of assignments, projects and research in their hands. At what stage in the product life cycle is the marketNow Wateen is on growth stage in the market because in 2007 they have started their services in Pakistan. geographically Starting late January, Wateens WiMAX based products and services will enter into the commercial launch phase, thereby offering our products services in the following 22 cities spanning the major urban chunk of Pakistans demography. Karachi Quetta Lahore Gujarat Faisalabad Sahiwal Peshawar Bahawalpur Multan Abbottabad Hyderabad Sukkur Gujranwala D IKhan Islamabad R Y Khan Rawalpindi Jehlum Sialkot OkaraS argodha Sheikhupura Market trends Due to limited sources of entertainment, picture is plausibly the biggest source of entertainment for Pakistanis.A growing number of private TV channels and cable TV, providing access to more than 100 channels, has kept consumers watching. Indian and Pakistani soap operas are the most watched programs. People usually prefer to relax in their leisure time by watching television with their families. Watching movies is an alternative to cable TV. Indian and English movies are pet over low-budget Pakistani movies. Nowadays, VCRs are becoming obsolete, while videodisc players and large plasma screens are in fashion, adding to the craze for watching movies. change surface is the prime time, thats when people get back from their work and switch on the TV to relax. The prime time for TV is from 8pm till midnight.Board and card games, once a major source of home entertainment, have been replaced by computers. Now youngsters prefer to play games on their computer or Sony PlayStation, or perhaps play chess or pool online with other online gamers. Internet chatting is also quite popular amongst youngsters, and is an activity carried out in the evening and at late night. Listening to music is a growing hobby amongst the young generation. New pop bands have flared up the making love for music. Conversely, the habit of reading is not so popular. Fashion magazines are preferable over novels and digests. ProductPricePlace Promotion Quality List Price ChannelAdvertising FeaturesDiscount Location personal SellingBrand Name Allowance Transportation Sale Promotion P