PROJECT OF STRATEGIC MARKETING

MANAGEMENT

GROUP MEMBERS

MAHWISH BILAL
SAMAN HABIB SHEIKH
SYEDDA MARIAH ATIQ

SUBMITTED TO

SIR IMRAN QURESHI

 Acknowledgment

First of all we are thankful to Almighty ALLAH with whose

grace we have been able to complete this project.
We are also thankful to our families for supporting us.
We are also thankful to Mr.Imran Qureshi for his support
guidance and precious time for helping us to make practical
use of our knowledge.
It would not have been possible to complete this report in its
present shape.
Company Overview

DHL is the global market leader in international express, overland transport and air freight. It is
also the world's number one in ocean freight and contract logistics. DHL`s international network
links almost 220 countries and territories worldwide. Around 285,000 employees are dedicated
to providing fast and reliable services that exceed customer's expectations in 120,000
destinations in all continents.

Three companies joined the brand of DHL in 2003, to set new and better standards in the courier
business the world over. These companies are;

 DHL Worldwide Express, the worldwide leader in air express

 Danzas, the worldwide leader in air and sea freight
 Deutsche Post Euro Express, European leader in parcel services.

DHL Vision

“Customers trust DHL as the preferred global express and logistics partner, leading the industry
in terms of quality, profitability and market share.”

DHL Corporate Values

DHL is customer conscious and working upon the strategy of Customer is King therefore there
corporate goal is to get the customer satisfaction based with providing good quality, reliability,
and accepting the challenges…

To deliver excellent quality

To make our customers successful

To foster openness

To act according to clear priorities

To act in an entrepreneurial way

To act with integrity internally and externally

To accept social responsibilities

Network in Pakistan

DHL is a leading courier service provider, and is almost focusing on the main areas/cities of
Pakistan.

DHL is operating with their 48 branches in different cities of Pakistan in form of Service
Centers, Gateways and Express Centers. DHL’s main Country office is located in Karachi.

DHL is mainly operated by four locations with more than 300 employees.

The main cities where DHL has its service centers are

 Karachi
 Lahore
 Islamabad
 Multan
 Sialkot
 Peshawar
 Faisalabad

Besides these it is operating with its Express Centers which are located in different cities of
Pakistan.
 SWOT ANALYSIS

STRENGTHS
Strong Brand Image:
In 1997, DHL became the global express transportation company to obtain simultaneous system-
wide ISO 9001 certification in international quality standards. DHL has also developed their own
quality system that matches their customer’s standards.

Globalism:
DHL operates on a global scale. They operate in more than 220 countries. They provide services
that appeal to most of the world. They have such a large market in which to operate, and thus
realize tremendous revenues. They can also achieve global economies of scale.

eServices and Technology:

DHL uses and continues to search for new technology. They spend nearly 10% of total
revenues, for information technology. DHL also has excellent eServices that provide access to
systems that ensure customers have control and visibility of their supply chains at all times.
Products can be tracked, queried and ordered online.

Corporate symbiosis:
DHL has developed its own organizational structure to serve the global market, which it has
called “corporate symbiosis.” This approach encompasses the empowerment of the DHL
personnel at a local level, at the same time recognizing the interdependence of the parts of DHL
as a corporate whole.

Smart-Truck Project:

It is the programme which allows DHL to deliver faster. The data are transmitted directly to the dynamic
route planning system, which recalculates the routes, depending on the current order situation and
volume of traffic.

WEAKNESSES
High Prices:
DHL’s prices are above their competitors. This can be a weakness if their customers do not perceive a
difference between DHL and its competitors’ services.

Weak Visibility:
It has weak visibility in the community compared with its potential. Not Well-known in USA , UPS and
FedEx.
OPPORTUNITIES
Expansion Globally:
DHL can continue to expand globally, including the other companies under DHL.

Joint-Ventures:
DHL can form joint ventures to enjoy the growth of integrating their customer bases.

Expansion of e-commerce:
DHL already has a major presence of shipping online. They should keep finding Internet
companies to contract delivery of their products. Since the growth of e-commerce is rapid now,
DHL could enjoy both profits and brand name recognition from this kind of expansion.

Expansion of Customer Base:

Pakistan is a country where still large numbers of people are still residing in rural areas. They
aren’t much aware of DHL, so it has an opportunity to capture that market by forming strategic
alliances with the organizations like Pakistan Post, as it has countrywide presence and in rural
areas people are much aware of it so they can access it easily.

THREATS
Economic Recession in Country;

Like other countries in world Pakistan is also suffering from the economic recession. Inflation
rate has hit 18%, there hasn’t been any foreign direct investment over the last six months, and
purchasing power of people is also decreasing. So it can be threat for DHL
Political Uncertainty:
Political uncertainty in the country always poses threats to investors as they fear laws and
regulations that may not be friendly. Besides there is also risk of operational difficulty
Threat from New Entrants:

Small and new coming organizations reduce the business of the DHL. With low cost packaging
services offered by competitors are also the threats for the DHL.

Price of fuel can go up:

Even if the price of fuel goes up, DHL can pass that along to the customer but fuel is always a
concern both in price and availability.
 PEST ANALYSIS

POLITICAL ENVIRONMENT:

Form of Government in Pakistan is parliamentary. Country has a democratic government that has
just completed its two years. However there is always uncertainty as recent judicial activism
poses threat to the NRO protected elite of the country.
Newly independent electronic media although reveals corruption, but most of the time non-issues
are so much magnified that their hype makes the political scene a battlefield. Thus the stability
needed to attract investors is missing.
The assassination of former PM Benazir Bhutto Shaheed made investors skeptical. At the same
time country has got a hostile western border besides the eastern one. Insurgency in the mineral
rich, largest area wise province of Baluchistan also raises serious questions about law and order
situations.
ECONOMIC ENVIRONMENT:

Pakistan is an agrarian country with a large number of populations associated with agriculture.
State Bank of Pakistan decides the monetary issues.
Till 2007 the economic conditions of the country were flourishing, while the country maintained
a growth rate of 6% third highest in Asia after China and India. Government policies made the
country got rid of IMF dictation for the first time ever in history. It also favored foreign
investors. Lots of money was coming in the country as foreign aid
For the last six months there hasn’t been any Foreign Direct Investment. Inflation rate hit 18%
and the interest rate is 14%.Dollar reached record high of Rs87 severely deteriorating the debt
management.Pak`s role in War on Terror costs billions of rupees leaving very few funds for
development work. Although many countries and organizations like Friends of Pakistan
promised huge amount of aid but actually they just turned out to be loans on extremely strict
conditions putting the country’s sovereignty in question. Electricity, gas and water shortages
have become a common thing.
Many areas of the country especially north and south westerns region have been untapped. They
can turn out great markets. As the economy of Pakistan becomes more and more service
oriented, there are huge prospects of growth for DHL as people all over the country want faster
communication not only within the country but also around the globe in shortest time.
SOCIAL ENVIRONMENT:

Pakistan is the sixth largest country according to population .51% of the population is women.
Youth is a major portion of it. Society is male oriented. A vibrant workforce is available.
Literacy rate is around 40%.Society of the country is composed of various ethnicities religions
and sects. The ethnic and sectarian divides are very wide. People are really emotional regarding
their beliefs. Incidents of ethnic and sectarian violence have been very common in the past two
decades.
TECHNOLOGICAL ENVIRONMENT:

During the last government special attention was paid to science and technology. Many new
universities opened and a large number of students went abroad on scholarships. So, well
qualified professionals are coming in.
Meanwhile many international telecom companies came to the country considering the
tremendous potential it has. People are adaptive to technology and try to learn it. Government
has been offering incentives in the field of science and technology.
DHL is very technology oriented it always keeps on modifying its technology and the proof is
that 10% revenues every year are fixed for this purpose.

TOWS

THREAT:

The current geopolitical situation of the country is that it’s a front line state in the War on
Terror and in its neighboring state Afghanistan. The War in Afghanistan is an ongoing coalition
conflict which began on October 7, 2001 as the US military's Operation Enduring Freedom (OEF)
that was launched, along with the British military, in response to both the September 11, 2001
attacks on the US. The character of the war evolved from a violent struggle against Al-Qaeda
and its Taliban supporters to a complex counterinsurgency effort.This has left drastic effect on
Pakistan as some estimate that it costed 40 billion dollars, flight of investment and above all
loss of precious human lives. Consequently traders are skeptical of doing business in Pakistan.

OPPURTUNITY:

NATO is a key role player. NATO’s main role in Afghanistan is to assist the Afghan Government
in exercising and extending its authority and influence across the country, paving the way for
reconstruction and effective governance. It does this predominately through its UN-mandated
International Security Assistance Force. The number of ISAF troops has grown accordingly from
the initial 5,000 to around 80.000 troops coming from 44 countries, including all 28 NATO
members. Today, three-quarters of NATO provisions bound for Afghanistan must travel through
the in neighboring Pakistan.

STRATEGY:

So DHL can capitalize on it and turn this threat into an opportunity as it has worldwide presence
and brand recognition. It can provide the logistics for the NATO troops.
 CONSUMER PURCHASE BEHAVIOR

 TYPE OF GOOD:

The product we have selected is logistics. Major clientele is businesses. For them logistics is a
shopping good as the frequency of purchase isn’t as higher as that for convenience goods.

 BUYING BEHAVIOR

As the degree of involvement is higher because the major clientele is businesses and they are
concerned regarding the safety of, and timely logistics .Buying behavior is therefore dissonance
reducing buying behavior

Complex Buying Behavior Variety Seeking Buying

Significant Difference between Behavior
Brands

Dissonance Habitual Buying

Reducing Buying Behavior
Behavior
Fewer Differences between
Brands

High Involvement Low involvement

 DHL SEGMENTATION:

Geographic Segmentation:

Region: Pakistan.DHL is operating with their 48 branches in different cities of Pakistan in form
of Service Centers, Gateways and Express Centers. DHL’s main Country office is located in
Karachi.DHL is mainly operated by four locations with more than 300 employees. The main
cities where DHL has its service centers are:

 Karachi
 Lahore
 Islamabad
  Multan
 Sialkot
 Peshawar
 Faisalabad
Demographic Segmentation:

Occupation: Businesses are the major target customers of DHL. DHL segmented there
customers on the bases of market sectors,

1. Pharmaceuticals
2. Multinationals 10% 12%
3. Embassies 9% 6%
Pharmaceuticals
4. Oil Sector Multinationals
Embassies
5. Textile 8% Oil Sector
6. Telecom Sector 17% Textile Sectors

7. UN Missions Telecom Sectors

United Nations
8. Banks, etc 15%
Banks

23%
 PURCHASE DECISION:

The purchase decision will be based on Mental accounting. According to it consumers code,
categorize and evaluate financial outcome of choices. As businesses have an aim of profit
maximization therefore they strive for lower operational costs and safe and timely arrival of
their goods.

Once the business becomes a regular customer their purchase pattern is determined through
Retrospective Method i.e. they have either their own experience or other people in the
surrounding having the same experience. Businesses may take guidance from others and
ultimately come up with their own decision considering the quality
 BCG MATRIX

BCG (Boston Consulting Group) matrix studies the performance of a business basically on two
axes. Market growth rate and market share and on its basis a business is placed on either of the
four coordinate’s cash cows .dogs, stars and question marks.
DHL has been analyzed in three categories of its businesslike. Mail, express and logistics.
Note: Calculations and figures are provided in the appendix.

INDUSTRY AVERAGE:

2008 2009
=101429-98099*100 =3.39%
98099 TOTAL 98099 101429
SALES

1) MAIL

Market
Growth Stars Question Marks
Rate
Market Growth rate
48225-46696 * 100
46696 3.39
=3.27% Dogs
DHL Sales/market Growth Rate = Cash Cows
12747-12495*100
1249 3.27
=2.01% 0.812
1 0
Warhorses Dodos

INTREPRETATION
BCG matrix indicates that in terms of mailing
services DHL is placed in cash cows. It means that
market growth rate is low but DHL`S market share
is high so it should milk as much profits ass
possible.
2) LOGISTICS:

Market Growth rate =41640-40209 * 100 =3.55%

40209
DHL Sales/market Growth Rate =11178-10516 *100 = 6.29 %
10516

6.29 Stars Question Marks

Market
3.39 Dogs
Growth
Cash Cows
Rate

1 0.72 0
0

Warhorses Dodos

INTREPRETATION
BCG matrix indicates that the logistics operations are placed in question marks. It means that
market growth rate is high and DHL`S market share is low so it should make any decision
considering the market conditions

3) EXPRESS

Market Growth rate=12615-11194*100=12.6%

11194
DHL Sales/market Growth Rate = 6786-5878*100 = 15.44 %
5878
15.44

Market Growth Stars Question Marks

Rate

3.39
Cash Cows Dogs

INTREPRETATION
0
2.22
1 0
In express, DHL is a star that means it has a
Warhorses Dodos
high market growth rate and high relative
market share so it should continue in express
as there is tremendous potential in it.
 COMPETITION OF DHL

FOUR LEVELS OF COMPETITION:

 Similar products or service logistics

 Product and service category

 All companies manufacturing and supplying products

 Competing for the same spending power.

DHL`S COMPETITION:

 Similar products or service

Dhl main competitors are TCS, OCS, Leopard`s, Pakistan Post (Mail), NLC, FedEx and
UPS.They offer the same products and services i.e.mail, express, logistics.

ANALYSIS OF COMPETITORS:

In Pakistan the potential competitors against DHL in air express are:

United Parcel Service) Founded in 1907 in Seattle, Washington by Jim Casey. Headquartered in
Atlantic, Georgia. They operate in more than 200 countries worldwide, do business in 15
different languages and dialects, and deliver an average of 13.2 million packages per day.

Distribution Network:

UPS’s early fleet of delivery included a Model T and a few motor cycles. Has a fleet of 15,000+
trucks & over 500 planes, and serves every company in Fortune Magazine’s list of the 1,000
largest companies in US. Service to and from more than 200 countries & territories.423, 300
employees worldwide (9th largest global employer).

Competitive Stance:

Adept, reliable &economical ground transportation system-Commerce Capabilities Emphasized

global network and stability creating an image “not American, but more worldwide.” It is much
larger in size if we look at assets.UPS has an AAA credit rating compared to FedEx with has a
rating of BBB. UPS is known for its militaristic obsession with operations. With a globally
connected IT network, UPS is able to leverage their IT advantage to service their corporate
accounts on a global basis, rather than on a country by country basis.  
Pricing:

Negotiate at lower prices.

Technology Skills:

Senders can receive real-time status report about their shipments. Encryption technology

Financial Stability:

UPS has been more profitable over recent years. It is much larger in size if we look at assets.Key
numbers for fiscal year ending December, 2009: 
Sales: $45,297.0M
One year growth: (12.0%)
Net income: $2,152.0M
Income growth: (28.3%)

FedEx’s origin in the Air Express business started in Memphis, TN, in 1973. Today it is still
adroitly run by its founder Fred Smith.

Competitive Stance

FedEx has the strength of dependable know-how in the delivery business. They changed the
nature of delivery business by reconfiguring outbound logistics (a primary activity) and human
resource management (a support activity) to originate the overnight delivery business, creating
value in the process. FedEx has a unique 360 degree HR management system that is not repeated
in any of its competitors.
Technology Skills:

FedEx developed a proprietary computerized tracking system called Customer Oriented Services
and Management Operating System, or COSMOS, which introduced computer technology to the
shipping industry in previously unheard-of ways and permanently altered the nature of
competition within it. Over the years, the company had also invested heavily in IT systems,
providing them with a powerful technical architecture that had the potential to pioneer in Internet
commerce.
Distribution Network:

FedEx offers rapid, time-specific delivery to 211 countries. establishment FedEx Express
Distribution Centers(EDCs) in 11 countries across Asia.Intra-Asia overnight delivery through the
FedEx AsiaOne network, launched in September 1995.logistics services are also linked to
FedEx's other global networks through direct flights. Internet shipping software, the FedEx
interNetShip. Streamlined distribution .Establishment of kinko’s.

Financial Stability:

FedEx both has a strong domestic revenue base, which they have used to subsidize their global
expansions. They have a patient long term strategic approach to the market, are well funded and
determined to continue acquisitions to further strengthen and extend their dominant domestic
market shares across the globe. . Top-line growth is expected by some analysts at 8% over the
next five years. Additionally, its moderate pricing power and its service mix development should
allow operating margins to increase from 6.5% to 7.9% in the same period. Operating leases of
its aircraft allow FedEx to retain more cash.

Key numbers for fiscal year ending May, 2009: 

Sales: $35,497.0M
One year growth: (6.5%)
Net income: $98.0M
Income growth: (91.3%)

Pricing:

The main factors that influence the price charged by FedEx are the costs of gas, promotions, and
market research. As FedEx management's policy is to maximize profits, they use the cutthroat
business technique by pricing their services at high prices and hoping the consumer will use it
based on the company's reputation and their unique and detailed tracking system.

Brand Recognition:

Oldest and foremost air express brand, Federal Express, also known as FedEx or FDX When you
think overnight delivery, you think “FDX”. The brand is synonymous with quick, reliable
delivery. The brand is also well known by the public for being able to track your package via the
internet from source to destination, adding another element of customer service and window into
the business.

IDENTIFICATION OF COMPETITOR WEAKNESSES

 UPS:
Financial Factors:

UPS' domestic packaging, international packaging, and its supply Chain & freight segments were
all negatively affected by the deteriorating worldwide economic situation in 2008 and 2009.
Declines in world trade, U.S. industrial production and retail sales particularly affected its
package delivery and forwarding operations.
Market/Performance Related Factors:

UPS stumbled in their European incursions.

Expansion beyond packages. UPS has added logistics, freight forwarding, and vendor financing,
but currently with very small returns

Weak positioned in overnight (express) shipping segment, small market share in airborne
service in comparison with FedEx

Weak brand recognition, FedEx commands rates from corporate customer that are 8-12%
higher than those at UPS for identical service. 

Weak in the Asian market 

No dominant global position .UPS has a weak international position, since none of the US
freight transportation companies has a dominant global position there is a huge potential that
UPS could be the leader.

 FedEx:
Financial Factors:
Over the past several years they have experienced significant year-over-year increases in pension
cost. Their ability to effectively operate, integrate and leverage the Kinko’s business.
Approximately $65 million of savings were realized in the third quarter ($90 million in the nine
months), reflected primarily in lower ongoing salaries and benefits costs. Increased debt
Market & Performance Related Factors
FedEx stumbled in Europe and had to shut down the largest part of its European business, and
focused solely on intercontinental express service continuing to serve the market through an
alliance with TNT. While the downsizing for FedEx was painful and required a $254 million
restructuring charge.
Other Weaknesses:
Employee racial discrimination
Lack of ground transportation force
Costly technology innovations
Judgment for late deliveries
FedEx uses owner operators for their ground operations. Their handling is not as careful, their
trucks not as well lay out, and their terminals are less efficient.
STRATEGIC FOCUS:

 Conflict

 Competition

 Coexistence

 Cooperation

 Collusion

CO-EXISTANCE:

Dhl is the clear market leader in Pakistan in the express services. Other competitors are FedEx
and UPS.All the companies are of foreign origin that’s why the expertise in terms of products
and services are more or less the same. However the competitive edge of Dhl is maintained by
the fact that it is the global market leader in the industry and has the largest worldwide presence.

The courier service industry has almost reached a maturity phase worldwide and in Pakistan
there has been a constant growth. While none of the companies try to manipulate the market by
ill means either.

COMPETITOR RESPONSES:

 Relaxed Competitor

 The Tiger Competitor

 The Selective Competitor

 The Unpredictable Competitor.

RELAXED COMPETITOR:

The competitors of DHL have been very relaxed. As the market has reached a maturity phase
and there is slight difference among the offerings of different competitors that’s why the
competitor response has always been relaxed.

STP STRATEGIES
SITUATION ANALYSIS:

Global Perspective: Till 2009 the situation of been as follow. DHL network links more than
120,000 destinations in 220 countries worldwide. It has more than 35000 touchpoints.DHL also
offers unparalleled expertise in mail, express, air and freight. It has over 8 million customers
worldwide. It has 100,000 employees, approx 60,000 vehicles and approx 4500 facilities. The
major Dhl air hubs are Hong Kong, Leipzig, Bahrain, Lagos, Miami .Cincinnati/Northern
Kentucky Airport.

Pakistani Perspective: DHL Pakistan has been operating in Pakistan since 1982 as a joint
venture between DHL International and the Awan Group .
Today, DHL Pakistan is the largest air express company in Pakistan.DHL Pakistan not only
delivers documents and heavy weight parcels, but also provides value-added and innovative
services to its customers. 

Network: over 42 locations 

Gateways: 4 
Employees: 600+ 
Vehicles: 200+

MARKET SEGMENTATION:

Demographic Segmentation:

DHL segments its market in terms of demographics. While further, it is according to

Occupation. Most of the Dhl customers are businesses

.They include both manufacturers and service providers.
 MICHAEL PORTER`S FIVE FORCES MODEL

Rivalry:

There is a fierce competition between the transportation

firms on price. The firms are constantly cutting prices, often
with the goal of securing their market share. The major
players in the international transportation industry are:
Fedex, UPS, and TNT.

Threat of Entry:

A global transportation business is an economy of scale. As observed, one strategy the large
firms apply is the acquisition of local freight companies. To be successful in the global
transportation business, a firm should have a large network of distribution centers, highly
efficient hubs for parcel sorting around the globe as well as having access to a reasonably large
fleet of airplanes, trucks, trains and ships A new entrant at this point, who is likely to enter the
market by specializing in one of the delivery sub-markets, will not be in a competitive position.
An entrant who has the required market capitalization will still struggle in building the brand
image. One most relevant issue is the long term contracts and commitments which the major
players have with large corporations. These companies also take advantage of international trade
agreements between countries and world trade regulations. An entrant to the market at a
significant scale is also like to face a large retaliation from the existing rivals
Threat of Substitute:

It does not seem that substitutes produce a potential threat to the transportation industry. While
adopting the one-stop shopping technique and offering all possible transportation solutions, the
‘three’ rivals are ensuring their market share even if the customer decides to substitute his air-
freight transaction with a ground or ocean freight transaction. However, one sub-market, the
overnight document delivery market is facing a significant threat of substitute by facsimiles and
emails in the dot-com age. Internet service providers are educating more people about the
benefits of emails, digitization of documents and online forms. Organizations and firms are more
welcoming than ever to accept online digital signatures to save money and time. Banks are
deploying online checking accounts and more people are substituting their paper statements with
online statements.
Supplier Bargaining Power:

The fluctuating prices of fuel severely affect the profitability of the transportation business.
These prices are determined based on the economy and political issues which puts the oil
suppliers in a strong bargaining position. However, the transportation industry combats this
problem by collecting fuel surcharges in case of high fuel prices. Suppliers of packaging
equipment, such as boxes and plastics, are not in a position to have high bargaining power. Due
to the rivalry of the vehicle manufacture industry, a truck supplier will not be in a strong
bargaining position. However, operators of transportation vehicles with limited capacity such as
trains do have some bargaining power. Service suppliers, especially aircraft maintenance and
catering, airport services and truck maintenance have strong bargaining power. This partially due
to the high switching costs involved. Moreover, the transportation firms are committed to deliver
in time. Some companies offer a full refund of the shipping costs if the delivery is not on time.
To reduce the bargaining power of service providers, the transportation firms are investing
aggressively in developing technology that automates the package sorting process.
Buyer Bargaining Power:

The transportation firms are in a fierce competition to provide delivery services for large
corporations and firms. They are in a race to reach warehouses, spare-parts and storage houses.
With the booming of e-commerce, one could order a product online to be delivered to any part of
the world. Most such corporations do not provide their customers the flexibility to choose their
transportation provider. Instead they have a contract with a diversified transportation company to
provide the shipping solutions. Moreover, switching to another transportation firm is cheap. This
puts such corporations in a very strong bargaining position. Individuals are likely to choose the
firm with the least price. However, by advertising and brand-name images, individuals are more
attached to certain firms. Moreover, the firms have adopted the “Open an account” program to
lock their customers. Such accounts will give its loyal users more benefits. Also the fact that
most distribution centers and warehouses have teamed up with a certain transportation firm gives
the individual customer little bargaining power.
 APPENDIX

 OCS (Overnight Courier Service)

OCS was established in 1957 in Tokyo, Japan, when a consortium of newspaper publishers
formulated the concept of a worldwide speed delivery network for their publications. Their
invention was called "Overseas Courier Service Co., Ltd.

Products:

Since then, OCS has been providing premium quality express courier, freight forwarding,
transportation and logistic solutions worldwide. Major OCS corporate offices worldwide anchor
one of the most extensive international delivery systems ever developed

Distribution Networks:

Within Pakistan, the OCS name has become synonymous with dependability and quality. It has
212 pickup points and more than 1500 delivery locations across Pakistan. Internationally it
covers the globe with the OCS network of over 240 offices in more than 90 countries around the
world.
It was in 1986 that OCS Pakistan (Pvt.) Ltd. first started operations as an independent courier
company in Pakistan. In the wee hours of a crisp winter morning, the first express document was
booked in Karachi. What followed is history. Today, OCS Pakistan handles tens of thousands of
shipments every single day.
OCS is committed to provide high quality services that are reliable, time sensitive and effective
catering to all courier needs of both local and international customers.

Pricing:

(Deliveries are made in 48 hrs to 72 hrs)

(Minimum weight of shipment is 5 kg)
(High volume shipment is charged as per volumetric calculation) Rates are charged on the total
actual weight or the total dimensional weight of all packages in a shipment, whichever is higher.
Formula:
(L x W x H) / 6000 = Dimensional Weight (in Kg.)
* L - Length in cm
*W - Width in cm
*H - Height in cm
Premium Rates:

All Cargo excluding Breakable/Fragile items such as Glass, Wind Screen, TV Screen, Crockery
& other similar items are charged at 0.6%
Breakable/Fragile items charged at 8%
Computers charged at 2%
Major Clients:

Allied Bank, Askari Bank, Meezan Bank, Citi Bank, Standard Chartered, PSO, Berger, The
Punjab Group, Coca-Cola, Honda Motor, and Shell, Pakistan Railway.

 TCS (TRANZUM COURIER SERVICE)

Ever since its inception in 1983, TCS Pakistan has continued to lead, the courier and logistics
service industry in Pakistan through innovation, pioneering spirit, commitment and passion.

Products:

Tranzum, is a progressive master enterprise offering services in diversified industries including

express, logistics, warehousing, distribution, mail order, travel & tours, visa drop box,
management development, event management & publications.

Distribution Network

TCS Express saga now spans five continents. TCS with its international look now caters South
Asia with over 2000 locations in Pakistan. TCS Pakistan has also largely helped redefine the very
path and direction for the entire industry to follow.

Business Composition

80 per cent of all the TCS shipments comprise documents while the remaining 20 per cent
consist of parcels. "Though documents still make the biggest part of TCS business trends show
that their business is moving towards parcels by each passing year. In last three years the
volume of parcel business has registered a healthy growth of as much as 300 per cent.

Major Clients:
"Corporate sector is the biggest user of their services. Around 75 per cent of their entire
business comes from the corporate sector while the remaining 25 per cent comes from
individuals and others.

Brand Recognition:
Being the first Pakistani courier service provider TCS has strong brand recognition across
Pakistan. People recognize it because of its efficient on-time service.

 PAKISTAN POST
Pakistan Post Office is one of the oldest government departments in the Sub-Continent. In 1947,
it began functioning as the Department of Post & Telegraph. In 1962 it was separated from the
Telegraph & Telephone and started working as an independent attached department.
Pakistan Post is providing postal services in every nook and corner of the country through a
network of around 13,000 post offices. Pakistan Post is providing delivery services to about 20
million households and businesses as community service without any cost considerations. In
addition to its traditional role, the Pakistan Post also performs agency functions on behalf of
Federal and Provincial governments, which inter-alias include Saving Bank, Postal Life
Insurance, Collection of Taxes, Collection of Electricity, Water, Sui Gas and Telephone bills.
Pakistan Post is also providing a universal postal service network in harmony with the Union
Postal Union (UPU) strategy to ensure secure and timely delivery of mail, money and material at
affordable cost through utilization of people, process and technology and innovative product
offerings.

 LEOPARD`S:

Competitive Stance
Leopards Courier Service has the largest network of spots throughout Pakistan. They reach
where no other courier service does. Their large fleet of vehicles and chartered airplanes add
value to the services that offer.
Distribution Network
Service started in 1983 with five destinations. At present, they have1036 destinations for general
clients and 376 destinations where service is limited to banks only. These destinations are
controlled and fed from 164 Major Hubs spread all over Pakistan

They are employing about 2,400 couriers through out Pakistan who are equipped with
motorcycles and mobiles to ensure timely pick up and deliveries. 400 fully trained professional
staff is available to look after our customer’s needs and interest and to support these couriers.
Through over night service your packet or parcel will be delivered before 11 AM in all major
cities.
Pricing:

Fixed pricing for all door-to-door delivery means no hidden charges or surprises. A single
account number for all billing details simplifies your cost-control and budgeting

Major Clients:

Insurance Companies Manufacturer Industries, Multinational Companies, Pakistan Government

& Semi Government Departments, Financial Institutions, Distribution Agencies, Pharmaceutical
Companies

 NLC:

Brand Recognition

National Logistics Cell (NLC) was raised on 6th August 1978 to reduce the congestion at Karachi
Port, which had resulted in a waiting time of 50 days for the ships and was costing the
Government $12.5 Million per annum in demurrage. In recognition of its services, NLC has been
awarded Gold Mercury Award by the Government of Pakistan. This established reputation of
the Cell has resulted in the assignation of mega engineering and construction ventures in Qatar,
Afghanistan and other countries of the Middle-East. This has resulted planned expansion of its
operations to Central Asian Republics, Turkey and Iran

Product Skills

In the process NLC introduced in the country the concept of containerization and became the
largest multi-modal freight handler in the region.NLC also serves as the Crisis Management Arm
of the Government to handle and diffuse logistics emergencies.

Competitive Stance:

NLC is a multifaceted organization where diversification guides growth. With business interests,
both domestic and international, NLC’s development strategies exploit the strength of the core
business while evolving challenging activities. Through infrastructure development, provision of
freight services, management of border terminals and strategic inland dry ports, manufacturing
and engineering excellence, enhancing energy resources; they endeavor growth towards a self
reliant Pakistan.

Technology Skills/New Product Innovations

eNLC
Under the eNLC Program, the National Logistics Cell plans to create a fully networked, IT-
enabled environment which will streamline business processes and will eliminate operational
redundancies. Additionally, it will provide ‘real-time’ accurate data for managing all our
administrative and business functions. Using the latest web based technologies, NLC envisions
itself transforming into a ‘One Stop Shop’ for clients’ multimodal freight requirements.

Clients will be able to make bookings on the Internet and view the progress of their goods from
pickup point to final destination. In an environment where the customer continues to have
increasing options, NLC plans to offer quality services that no one else can provide.

1) MAIL YEAR 2008 2009

12495 12747
DHL
Market Share: FEDEX 9465 9400

DHL=12747*100=26.4% PAKISTAN 14586 15678

48225 POST
FedEx = 9400 *100 = 19.49% 10150 10400
48225 LEOPARD`S
Pakistan Post =15678 * 100 =32.5% TOTAL 46696 48225
48225

Leopards=10400 * 100 = 21.56%

48225

Relative Market Share

=26.4=0.812
32.5

2) LOGISTICS
YEAR 2008 2009
Market Share:
15293 15388
NLC=15388*100=36.95% NLC
41640 DHL 10516 11178

DHL=11178*100=26.84% 8760 9424

41640 LEOPARD`S
5640 5650
SPEEDEX
LEOPARD`S =
9424 *100=22.63% TOTAL 40209 41640
41640

SPEEDEX = 5650 *100=13.5%

41640

Relative Market Share

26.84=0.72
36.95

3) EXPRESS
YEAR 2008 2009
Market Share:
5878 6786
DHL=6786 *100=53.7% DHL
12615 FEDEX 2160 2789

FEDEX=3040*100=24.09% 3156 3040

12615 UPS

UPS=2789*100=22.10% TOTAL 11194 12615

12615

Relative Market Share:

=53.7 =2 .22
24.09