EMBA 2016

6M Analysis of Warid
Glow Package
Session 06 Marketing Management

Submitted By:
Syed Atif Bukhari: 2016040004
Burhan-ul-Haq- 2016040009
Abdul Moneeb - 2016040018

Submitted to: M.Luqman Awan

Market:
Most of the Telecom market post 2007 was focused on subscriber acquisition, hence minimal
segmentation or short gun approach was in place - one basic product with slight variations was
being used.
Using 5C analysis Warid decided to move away from umbrella market strategy to a targeted
segment. It spotted potential in urban youth segment, growing at a fast rate compared to other
demographics. Warid decided to launch glow brand to address this segment.
Mission:
The mission of glow marketing strategy was to create awareness amongst urban fun loving
youths. By creating this awareness glow wanted to capture this youth market which was largely
untapped.
Message:
The message of glow was for the urban youth who prefer SMS between groups of friends and
family, long calls amongst favorite numbers, which is cheaper than all competition. This message
was transferred through different media channels.
Together the first 3 Ms were able to create awareness amongst the youth that a product existed
which was tuned to their specific mobile needs with a very competitive price. Especially the
friends and family promotion helped glow to create a preference for the band amongst youth
groups and peer pressure (network effect) was the major motivation to make glow the largest
youth oriented mobile brand in Pakistan telecomm market.
Media:
To create this awareness Warid focused on both BTL and ATL activities for its marketing
campaign but the focus was on BTL activities. Major BTL activities included:

Carnivals in urban areas,

Glow graffiti events events in universities and colleges inviting youths to draw graffiti
and art to express their opinions

ATL included TV commercial targeted at youth segment with latest music featured in
advertisments and promoting a joyful experience with friends.
Money:
Warid targeted a significant share of youth market, accordingly huge and one of the biggest
marketing campaigns (based on ad spend by Warid in Pakistan Market) till date was organized.
50% of entire marketing budget was devoted to these activities which although significant was
still less than its competitors (actual figures not used to protect confidentiality).
The primary objective was to influence the users to move from a cognitive to a behavioral stage.
Measurement:
In a rapidly changing telecom market the success of a particular brand could be measured by the
continued use of the product, the number of subscribers using the product and market share,
within a year of its launch Glow became the leader in the youth market segments with more than
2 million subscribers. Leveraging the success, more focus was centered on the segment and
within 5 years 50% of Warid customer base is now using the glow brand.