PROJECT BASE ON STUDY OF

TELECOMM SECTOR
“STRATEGIC MANAGEMENT SYSTEM”

Of

(Wateen Telecomm Wireless Broadband Internet Connection)

Farhan Siddiqui

Dated 15-Jan-09

i
 ABSTRACT: iii
ACKNOWLEDGEMENTS: iv
INTRODUCTION: iv
Vision & Mission: v
Details of Project: v
Purpose of the project: v
SWOT analysis of Wateen telecomm vi
EFE MATRIX LIST KEY EXTERNAL FACTORS OPPORTUNITIES & THREATS: vi
External Factor Evaluation Matrix (EFE) vii
Internal Factor Evaluation Matrix (IFE) vii
The Quantitative Strategic Planning Matrix (QSPM) viii
SUGGESTION: ix
CONCLUSIONS x

ii
 ABSTRACT:
This is a Project of the telecomm Sector strategic management concepts and tools

in Wateen Telecom, which changed the condition of telephony, Broadband wireless

internet, TV & mobile. Into a multi-competitor telecommunications market reform results

show growth, but primarily through a concentrated market and the economic output of

the dominant privatized incumbents, and improvements in sector development, but with

insufficient levels of competition and investment, and underdevelopment in

infrastructure, service diversity, pricing, technology deployment, and universal access.

This dissertation explains these mixed results as the consequence of path-dependence of

reform on a negative institutional endowment, one which favors regulatory governance

structures that establish or enforce selective property rights on the market. The

institutional endowment is defined herein as the formal structures of the federal division

of powers, as well as other institutions and organizations which affect its functions. The

institutional endowment is reviewed within the broader context of a democratic transition

which shifted control of policymaking between the executive and legislative branches,

but which maintained rent-seeking coalitions of political and economic entrepreneurs that

gain or protect selective entitlements within the system during reform periods. This mini

project shows the growth and development of the telecommunications sector to be

constrained by the institutional characteristics mentioned above. At the same time,

unexpected consequences of incremental strengthening of presented new options for

future structural reform of the regulatory governance system of the telecommunications

sector. There are many opportunities in this industry, including favorable government

regulations, and media support as well as foreign expansion. But some of these

iii
opportunities are overshadowed by the threats from Cable Net, and others, and strong

competition. These factors can be paired with Wateen Telecom, internal strengths:

ACKNOWLEDGEMENTS:
In writing these acknowledgements, I look back on several importances of this
course STRATEGIC MANAGEMENT (MGT603) in fall 2008, to remember the people
and experiences that significantly shaped the final version of this work. These projects are
always better with the support of friends, so I want to recognize the lasting friendships
which I made.

INTRODUCTION:
Wateen Telecom, Pakistan’s largest communication company in the private sector
has become the detrimental catalyst that has rampantly moved forward the country into a
digital revolution with its ability to seamlessly connect and enable smarter, faster, cost-
effective and flexible communication solutions to reach its valued customers. Wateen
Telecom is the Abu Dhabi Group's latest venture in Pakistan. After the successful launch
of Warid Telecom in Pakistan, which has a subscriber base of over 10 million customers
in 145 cities, Wateen Telecom has been set up to become the leading "Carrier's Carrier"
providing services based on quality, reliability and affordability in the communication
and media sector. Wateen is committed to bring Next Generation services to your
doorstep. As well as Wateen Telecom is the Abu Dhabi Group's latest communication
investment in Pakistan. Wateen Telecom's current goals are to be set up as the leading
"Carrier's Carrier". With the collaboration of Motorola, they plan on deploying a WiMax
(Wireless High Speed Connection) country-wide network across Pakistan. This network
will become one of the largest of its kind in the world. Wateen also envisions the
provisioning of Direct-to-Home television services for Pakistani viewers. The
commercial launch of Wateen's WiMax (Wireless High Speed Connection) services
began with 22 major cities. Wateen uses MOTOwi4 WiMax (Wireless High Speed
Connection) by Motorola. Other partners include Cisco, and Intel. Wateen is giving CPEi
600 & CPEi 300 to its indoor usage while CPEo400 for outdoor usage to its customers.

iv
Vision & Mission:
The mission statement of Wateen Telecom outlines the relationships, offerings,
location, methods of capability continuance, economic and ethical policies, and unique
qualities of that organization. It serves to guide the employees of the firm toward
achieving their corporate goals and acts as concise information about the organization to
those in the external environment as well as launch Pakistan into the 21st century new
digital revolution by providing complete communication solutions to Telecom Operators,
Corporate, Consumers and to be the leading “Carriers’ Carrier” by creating a world-class
cutting-edge network to deliver a broad range of reliable, affordable and quality
customer-centric services.
 To provide affordable communication services of WiMax (Wireless High Speed
Connection) that meets and exceeds customers' requirements.
 To deliver high-quality, flexible and innovative solutions those are cost effective
and conducive.
 To provide complete customer satisfaction on time, every time.
 Every customer should receive first class service each time they contact us.

Details of Project:
This project base on Wateen Telecom WiMax (Wireless High Speed
Connection) this is unique service in Pakistan because of his great ability, performance
and compatibility WiMax (Wireless High Speed Connection) in this project we also focus
on plan for the future, organization opportunities, threats, internal strengths as well as
weaknesses.

Purpose of the project:

The principal Purpose of this project is to deliver a high performance of telecom
sector experimental scenario is to ISI’s Netstation project IVanMeter proposes a form of
highly reliable, low-latency interconnects of massively as well as the thoughts of
different theory’s about this particular course.

v
SWOT analysis of Wateen telecomm
 Wateen Telecom a company and its position in the market, commercial viability,
are has a very huge margin of extendable.
 Their methods of sales distribution are based on WiMax (Wireless High Speed
Connection) to all new and extranets user.
 This is unique business idea to provide used to achieve their target through
WiMax (Wireless High Speed Connection).
 Wateen telecomm launch special original invention & packages all users to attract
towards.

EFE MATRIX LIST KEY EXTERNAL FACTORS OPPORTUNITIES

& THREATS:
 Telecom imports declined marginally and stood at $1.33 billion, whereas in order
to discourage the imported, the government imposed regulatory duty of 50%. The
PTA always ensured an investor-friendly environment, and this year the telecom
sector had a total of $3.1 billion investments, of which more than $2 billion was
made by mobile operators.
 Telecom sector of Pakistan continued to grow positively during 2007-08,
however, the pace of growth was not fast. Since the liberalization has been
completed and most of the segments of the sector have competition in some form,
therefore it can be said that market is now moving towards maturity. Similarly
internal and external factors including political and economic situation of the
country also played a major role in current growth trends. With the new
government in place and extensive work on regulatory measure taken by the PTA
for future would result in improved growth patterns of the sector.
 Opportunity next generation networks (“NGN”) or the convergence of
communications networks made possible by an evolution of IP and digital
technologies. The (“NGN”) mean that Current technological advances are oriented
towards integrating formerly separate single-business service networks into multi-
service networks. These new networks are known as “next generation networks”
(“NGN”) because they use rapidly advancing digital technologies based on internet
Protocol.

vi
  Advantages of incumbents in the broadcasting and telecommunication markets for
broadband deployment.
 Today, with mobile internet services and the deployment of higher-speed mobile
networks such as 3G (IMT-2000), users can connect from almost any location
They can also access networks at any time connectivity (wired and wireless
broadband). The next step in this technological revolution is to connect inanimate
objects and things to communications networks. This is the vision of a truly
ubiquitous network some of the company provided those sort of services like
ZONG, MOBILINK, WORLDCALL etc.

External Factor Evaluation Matrix (EFE)

Analysis utilizing an External Factor Evaluation Matrix can be very helpful in
determining the severity of threats and opportunities to Wateen Telecom. By assigning
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:

Opportunities Weight Rating Score

1 Media Support 0.05 2 0.1
2 Government Support 0.05 2 0.1
3 Audience Demographics 0.05 3 0.15
Threats
1 Other Wireless Connection 0.3 2 0.6
2 Digital Satellite Broadcasting 0.1 4 0.4
3 Normal Internet Connection 0.05 2 0.1
Total: 1.45

Internal Factor Evaluation Matrix (IFE)

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.

vii
An IFE for Wateen Telecom follows:

Strengths Weight Rating Score

1 Wateen Telecom Unlimited Bandwidth Capacity 0.1 4 0.4

2 Strong Wateen Telecom Dark Fibre Provisioning 0.05 3 0.15

3 Strong ABC Sports Division 0.05 4 0.2

4 International Gateway 0.15 3 0.45

Weaknesses

1 Decreasing Network Ratings 0.3 3 0.9

2 Drop Connectivity 0.1 1 0.1

Lack of awareness of Wateen Telecom wireless 0.25 1 0.25

3 connection

Total: 1 2.45

The weights and ratings for the IFE are derived the same way as for the EFE. In
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 external environment.

The Quantitative Strategic Planning Matrix (QSPM)

This closing matrix is the main source for Wateen Telecom organizing the
strategies suggested by the analysis done in the input and matching stages. This tool
evaluates each alternative strategy to determine its relative attractiveness. Based on the
critical success factors established for the industry, the QSPM provides a systematic
means by which strategies may be compared in terms of their value to the relevant firm.
The weights for this matrix are indistinguishable to those in the EFE and IFE
matrices. The “attractiveness score” (AS) is then indomitable by evaluating whether or
not the significant achievement aspect affects the applicable organization, inside this
Project Wateen Telecom “The range for attractiveness is: 1=not attractive, 4=highly
attractive.”

viii
 (QSPM) Table

Key Factor Weight Product Development Market Penetration

AS TAS AS TAS

Wateen Telecomm 0.1 3 0.3 4 0.4

Wireless 256 With 5GB 0.5 2 0.1 2 0.1

Wireless 256 With 10GB 0.05 2 0.1 2 0.1

Wireless 256 With 15GB 0.1 4 0.6 4 0.6

Wireless 512 With 5GB 0.05 3 0.9 2 0.6

Wireless 512 With 10GB 0.1 4 0.4 4 0.4

Wireless 512 With 15GB 0.5 4 0.4 4 1

Wireless 1MB With 5GB 0.05 3 0.15 3 0.15

Wireless 1MB With 10GB 0.05 2 0.1 4 0.2

Wireless 1MB With 15GB 0.5 3 0.15 4 0.2

Total: 2 4.15 3.75

Designed for Wateen Telecom the marketplace saturation strategies give the
impression the largest part appropriate. Underneath this strategy Wateen Telecom should
contemplate taking place improving contributions in the domestic market.

SUGGESTION:
A recent RAND study states that countries best capable of acquiring and putting
to use 16 new technology applications of what they term the “global technology”
information technology will be best suited to maintain or achieve high economic,
political, and social development standards in the next 15 years. Four of those
technologies are information & communications-related: rural wireless communications;
communications devices for ubiquitous information access; ubiquitous radio frequency
identification (RFID) tagging of products and individuals in addition to wearable

ix
computers; all of which will require ubiquitous broadband access and efficient spectrum
management. The United States, Canada, Germany, South Korea, Japan, Australia, and
Israel are among the countries that RAND identifies as the most “scientifically advanced”
in terms of being capable of securing these technologies.

CONCLUSIONS
These concluding sections enclose two sets of conclusions and a postscript. The
first set of conclusions summarizes evidence from the case studies of whether a Wateen
Telecom in the telecommunications sector exists, which selectively grants and enforce
property rights on the market, and whether this management system is a result of a path
dependence of reform to a Positive Institutional Bequest. The second set of conclusions
summarizes contributions to the copy martial which frames these questions. Finally, a
postscript is included to explore the implications of these conclusions to reform efforts for
this current scenario. The major enticement arrangement of that particular firm is too
mobilized & assembles. The institutional matrix protects a private monopoly whose main
constituents are the government and the labor union. In 1996, it will be obliged to
compete, and furthermore there is no assurance of what will happen to the unstable rent-
seeking Presidential system. The private management complies with its contractual
commitments set out in the “concession”, including a price cap and rate of growth in lines,
but has no further incentive or regulatory restriction to keep a cost-efficient operation.
Expected levels of development and growth in infrastructure and service are met which
later diminish when formal commitments end. The operator is recognized as one of the
most profitable enterprises in the world, showing a disproportionate rate of return and
wealth concentration, against the development outcomes achieved.