EXECUTIVE SUMMARY

PTCL is Pakistans most reliable and largest service carrier provider to all telecommunication services from basic telephone data to internet videoconferencing it is everywhere in Pakistan .PTCL is connecting peoples anywhere from world employee strength of 30,000 and 6 million customers, PTCL is the largest telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA operator in the country with 0.82 million V-FONE customers. The company maintains a leading position in Pakistan as an infrastructure provider to other telecom operators and corporate customers of the country. It has the potential to be an instrumental agent in Pakistans economic growth. PTCL has laid an Optical Fiber Access Network in the major metropolitan centers of Pakistan and local loop services have started to be modernized and upgraded from copper to an optical network. This report is being started with the brief and complete introduction of organization, its historical background, its services and its products offerings. In this report organization structure is discussed as pr the requirement of internship and at the end organization structure is given. In report total departments .main telecom regions and the products of PTCL and their availability regarding cities, main cities obviously have all types of products available, but some products likes As EVO new product and its availability is just in those areas where there are 1900 MGH frequency towers, how to installed these packages detail about every product is given al .what are packages and how we can use them PTCL products like land line. Broadband DSL, V.FONE, EVO, V FONE HANDSETS, SMART T.VB, RUIMS are also discussed my internship report I completely describe in report that learned how to handle complaints, how to restore and activate new connection I spend my one week in these things, in second week I learned about sales procedure and how to prepare sales reports .during my stay I PTCL I visited numbers of franchises and retail outlets I also mentioned their names in report, in marketing department I learned about road shows and advertising procedure but I was very disappointed as here I found every person I tension, marketing manager was a revenue officer while marketing persons were

technicians and supervising engineers these peoples were adjusted there due to technological improvement, and these all were permanent, than I stay in OSS it is also called customer care department here I handled all customers directly, many customers have complains about billing procedure PTCL should improve it. almost customers which were disconnecting Their PTCL landline connection their ratio was equal to new installing connections. But customers of landline are not increasing fone has 0.8 million customers and its customers are increasing main product from which PTCL is earning is EVO almost 200 EVO are being sold per day in main cities. In customer center and revenue department software BNNCC I worked at it in two weeks. The most important thing the BUSINESS STRAGTEGIES is discussed in such a way that its not difficult to understand it. Internal and External analysis has the vital importance, which in this report is also done. More over the Financial Analysis is also done which is depicting the financial position of the org in the market place . Whereas SWOT analysis is done which clearly sows what are the strengths, weaknesses, opportunities and threats in the organization. Finally some suggestions and recommendations are given to organization.

INTODUCTION

Established on January 1, 1996 Pakistan Telecommunication Company Limited G-8/4, Islamabad The telecommunications industry is at the forefront of the information agedelivering voice, data, graphics and video at ever increasing speeds and in an increasing number of ways. Whereas wire line telephone communication was once the primary service of the industry, wireless communication services and cable and satellite program distribution make up an increasing share of the industry. .IN Pakistan has made steady progress in expanding telecommunication networks and services in recent years. In Pakistan this industry had few big giants in the past with PTCL being the sole provider of landline telephone service in the country. At present the organizations principal activity is to provide telecommunication services all over the country. It offers both domestic and international services throughout Pakistan. PTCL also manufactures telecommunication related equipment. Pakistan Telecommunication Company Limited had exclusive rights to provide basic telecom services in Pakistan till the end of year 2002. With the announcement of Deregulation Policy by the Government of Pakistan in 2003, PTA has issued licenses for basic telephony to the private sector in Pakistan who will be competing PTCL, the incumbent. From the humble beginnings of Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone & Telegraph Department in 1962, to this very day, ours is a story of commitment and vision. PTCL set sails for its voyage of glory in December 1990, taking over operations and functions from Pakistan Telephone and Telegraph Department under Pakistan Telecommunication Corporation Act 1991. This coincided with the Government's competitive policy, encouraging private sector participation and resulting in award of licenses for cellular, card-operated payphones, paging and, lately, data communication services. Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTC, and in 1994 issued six million vouchers exchangeable into 600 million shares of the would-be PTCL in two separate

placements. Each had a par value of Rs. 10 per PTCL shares in mid-1996.

share. These vouchers were converted into

In 1995, Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL monopoly over basic telephony in the country. It also paved the way for the establishment of an independent regulatory regime. The provisions of the Ordinance were lent permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan Telecommunication Company Limited was formed and listed on all stock exchanges of Pakistan Since then, PTCL has been working vigorously to meet the dual challenge of telecom development and socio-economic uplift of the country. This is characterized by a clearer appreciation of ongoing telecom scenario wherein convergence of technologies continuously changes the shape of the sector. A measure of this understanding is progressive measures such as establishment of the company's mobile and Internet subsidiaries in 1998. As telecommunication monopolies head towards an imminent end, services and infrastructure providers are set to face even bigger challenges. Pakistan also entered post-monopoly era with deregulation of the sector in January 2003. On the Government level, a comprehensive liberalization policy for telecom sector is in the offing. PTCL is in full awareness of the same, and future policies feature a strong conviction of healthy competition.

HISTORICAL BACK GROUND

1947 1962 1990-91 1995 1996 1998 2000 2003 2005

Post and telegraph department established Pakistan telegraph & telephone department Pakistan telecom corporation Almost 5% of PTC assets transferred to PTA,FBA& NTC PTCL formed listed on all exchanges of Pakistan Mobile internet &internet subsidies were established Telecom policy finalized Telecom deregulation policy formalized 26% of shares were sold to ETISALAT UAE through open biding

Current PTCL network

Installed capacity Working connections Total exchanges Telephone destiny per 100 population Countries in ISD Customer service centers

5273091 4405161 2962 2.9 292 502

Card pay phone NWD station UIA station Total length of optical fiber length V FONE customers EVO customers Smart TV customers

387490 2092 1898 4591 km 0.8 million 1 million .5 million

VISION

To be the leading Information and Communication Technology Service Provider in the region by achieving customer satisfaction and maximizing shareholders' value'.

Mission
To achieve our vision by having: 1 An organizational environment that fosters professionalism, motivation and quality 2 An environment that is cost effective and quality conscious 3 Services that are based on the most optimum technology 4 "Quality" and "Time" conscious customer service 5 Sustained growth in earnings and profitability

Core Values

1 Professional Integrity 2 Customer Satisfaction

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3 Teamwork 4 Company Loyalty

Main offices
Islamabad telecom region Rawalpindi telecom region Hazara telecom region Lahore telecom region Faisalabad telecom region Southern telecom region Hyderabad Southern telecom region quota Weston telecom region quota Switching network central region Lahore

RESTRUCTURING OF PTCL
The governments efforts to restructure and privatize PTCL have been on-again off-again since 1991. It had an offer in the late 1990s for 26 percent equity, reputedly totaling $3 billion, but held out in negotiations and ultimately missed the unique global market window at that time. Since then, it has had difficulty attracting potential buyers. Investors have been concerned about political risk, and appropriate support from the government to transform the utility into a commercially-oriented corporation. With fortunes rising in the local telecom sector, the government hoped to make privatization of the company a landmark deal for broader reform of the economy. A successful deal would demonstrate the governments increasing support for market capitalism and, it was hoped to, boost anemic levels of direct foreign investments. PTCL and the government were contemplating different strategic options for restructuring. Plans were vetted for both a geographic and functional split of operations. Analysts believed the most likely scenario is a break-up into three new companies, tracking with the firms largest business units: local, long distance and mobile. This approach mirrors the policy environment fashioned for new competitive entrants. From the government perspective, breaking up PTCL prior to a

sell-off will help curtail the market power of any one single service provider, thereby stimulating competition. Unbundling the sale was also likely to increase revenues for the government. The risk, of course, was that the mobile company, PTML (branded as Ufone), was disproportionately more attractive than the other businesses. According to AKD Securities, PTML's contribution to PTCL's total revenues was expected to rise to 12.5% over the next five years and was assumed to contribute 39% of PTCLs overall revenue growth. Future growth of mobile, both in terms of subscribers and net revenues, was considered to almost certainly outstrip demand for fixed line services. The target was to sell up to a 26 percent stake in PTCL; the government held 88 percent of shares. Some estimates placed the value of the trance at around $1 billion. PTCLs net profit for the year ending June 2003 was 23 billion rupees ($400 million). The new buyer would gain management control. These people who will be out of work should be encouraged to form companies and use their know-how in order to bid for new contracts. They should be supported by the small enterprise loan by banks and other similar organizations. PTCL will be always in need of software so it can give some contracts to these companies also. The telecom business is picking up on a worldwide basis. The PTCL needs to approach other global companies who may need this type of competence. If PTCL do not have the requisite resources and the know-how, there are global companies who help other restructuring organizations, such as British Telecom. By merely reducing the work-force the PTCL will not be able to deliver the envisaged benefits to its shareholders and for reason, the PTCL needs to change its business model and the way of working.

It needs to have new business processes and new information support systems so that it is able to work with new processes and serve its customers in a better manner.

The PTCL needs to out-source all its non-core activities so that it could focus on what it knows best. It also needs to have a global competence management team which manages

local and national business. Moreover the PTCL needs to increase its revenue so that it has enough cash to survive in the future. In this regard, it may take the following actions ensuring that: their network has zero defect level and they do not miss a single call at its international gate way; They have extra capacity available on special days such as Eid to generate more revenues; Its cost is reduced when the network is not busy fully so that people would make more calls; They too have companies where large number of Pakistanis live; They utilize their foreign exchange in a way that it gives maximum benefit; They have re-routed maximum international call traffic via Pakistan; They have more value-added services for their customers. They renegotiate their contracts with suppliers for getting benefits of scale purchasing at total level. They have reduced the number of suppliers and work with their core suppliers and have calculated the total life cycle cost and not just purchasing prices. The world class companies not become world class by having just a good mission statement. They become world class companies by delivering world class service. Why should we expect and accept less than world class performance from PTCL.

PRIVATIZATION OF PTCL
PTCL was sold to ETISALAT at a loss of $394 million with the share price reduced from the original bid of $1.96 per share to $1.66, according to a report. The original bid offered in June 2005 by ETISALAT priced PTCL at $ 2.599 billion while the revised bid approved by the cabinet in March 2006 valued the company at $2.205 billion. However, the government denied giving any concessions to Etisalat. Officials aid the price of 26 percent PTCL shares remained the same i.e. $2.6 billion, and then any lowering of bid price in the revised agreement approved by the cabinet in March. The official documents state that the accumulated bidding price in the

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revised bid came down to $2.205 billion against the original Etisalat bid of $2.599 billion, said a report in the Gulf Today. The PTCL privatization agreement with Etisalat allegedly inflicted a further loss of billions of rupees to the national exchequer besides unprecedented concessions offered in the long term, in direct conflict with Article 30 of the Public Procurement Rules 2004, it said. By far, the PTCL has been the highest profit earning state-owned company with real-estate assets worth billions of rupees across the country including commercial plazas, residential colonies and exchanges. According to the government documents, the Share Purchase Agreement (SPA) of the PTCL with Etisalat lapsed in September 2005 after the non-payment of the dues by the winner bidders. After further negotiations with the Etisalat management, the government agreed to additional concessions and modifications to the transaction structure. offer

COMPANYS ANALYSIS
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of Telecommunication services in Pakistan. The range of services include basic telephony,

telegraph, fax, telex, Public data, Internet, E-mail, ISDN (Integrated Services Digital Network), Universal Access Numbers (UAN), and other value added services. Pakistan

Telecommunication Company Limited is a professionally managed company and has initiated measures, with active support of the Federal Government, to inculcate a corporate culture that benefits company. Pakistan Telecommunication Company Limited believes that it has an inherent potential that it can exploit to emerge as an important and active business entity. Pakistan Telecommunication Company Limited has some basic strength and the potential that needs to be exploited into real business opportunities. The Directors of the Company feel that a firm and unwavering commitment towards provision of a complete range of market driven telecommunication services to its customers using state of the art technology proven products and a customer care approach is essential in a rapidly expanding telecom market. The radical change from a monolith state controlled culture to a open market competitive environment. The customer is becoming and more conscious of the value of telecom services in an improving business environment.
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The advent of digital systems, increasing application of computer technologies and development of wide-band systems has generated new customer needs. Innovative products and services such as cellular mobile, high-speed data, Internet etc are much in demand. The current decade has proved to be the period of sector restructuring and growth globally. To keep pace with the changes and to meet the emerging new demands, Pakistan Telecommunication Company Limited has adjusted its programs to meet the requirements of the market. Traditional telecom monopolies like Pakistan Telecommunication Company Limited need to explore new avenues of technology . and financing to accomplish a quantum leap in growth and bridge the gap between demand and supply, still remaining financially viable. The Company has taken initiatives and a change is gradually becoming visible through expanded capacity and increasing revenue. Pakistan Telecommunication Company Limited has taken decisions to cope with the competition within the next years. The initiatives taken resulted in the establishment of 100% Pakistan Telecommunication Company Limited owned subsidiaries like Pak Telecom Mobile Limited. Paknet and Pak Telecom Pay Phone services limited. These new entities shall provide cellular mobile information technology, Internet, payphone, prepaid calling cards and other range of services, Pakistan Telecommunication. 15

Company Limited made a conscious decision to enter the cellular business as it has tremendous potential and an accelerated annual growth of about 60% which is likely to continue for many years. Pakistan Telecommunication Company Limited has been successful in obtaining a Cellular Mobile License for its subsidiary and has selected the GSM 900 state -of theart technology, which is growing at a much faster rate internationally. Pak Telecom Mobile Limited was incorporated on 18th July 1998 to establish and run this new business independent of Pakistan Telecommunication Company Limited with full accounting separation thus creating a level playing field for industry competitors. Pakistan Telecommunication Company Limited is following a business-oriented policy to associate private entrepreneurs in telecom sector development. The options are based on

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interconnect and revenue sharing arrangements with license operators and through out-sourcing revenue sharing with 0 & M contractors as business partners. PTCL has successfully entered into arrangements with foreign and local telecom companies and has signed three contracts prepaid calling card service to promote international traffic. The Government of Pakistan has encouraged the growth of the telecom sector to enable Pakistan to keep pace with the rapid technological advancement in the field of telecommunication. The tariff structure remains under constant review of the government to rationalize from the point of providing adequate returns to the telecom operators and to tap the tremendous potential of the growth in the demand and market for telecom services. The GOP has reduced the CED on telecom services, encourages the use of value added services with special emphasis on proliferation of Internet. It has also reduced the import duties on telecom equipment and allows tax exemption. Private sector data and Internet services providers are operating under license and revenue share arrangements. Internet & information technology services are now very popular in the market and numbers of new entrants are competing, providing Pakistan Telecommunication Company Limited an opportunity lease capacity. Its available IT & Internet infrastructure both for private sector licensed operators. And Pakistan Telecommunication Company Limited own customers. Pakistan

Telecommunication Company Limited is launching a three-phased project for IT & Internet to expand the service to take care of 300,000 customers including the needs of private license for infrastructure.

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PTCLS CORE OBJECTIVES

The primary objective of Pakistan Telecommunication Company Limited is to provide telecommunication services to the people in the country or in short to satisfy the telecommunication needs of its customers. Responding to the rapid economic and technological growth, the company is determined to meet the challenge of expanding needs of telephone and data communication such as public data network, integrated services digital network and Internet services. The major focus of attention is to improve and expand the services, minimize the faults and provide communication facilities to rural areas. It is also one of the major objectives of management that the company should not improve its performance but also encourage the private sector to enter the Tele business. The company has entered the domain of free market economy, which necessitates the liberal management policies and private sector. The following basic policy steps have been taken to meet the objectives laid in PTCL Act to expand and operate telecommunication services in the country. The main objective of any company is to earn the profit and minimize expenses by winning goodwill in the market. The following are the long-term objectives of the organization. 1 Provision of Telecom services all over the country. 2 Plan, establish and maintain telecommunication. 3 Acquire, promote and manage research and development, transfer of technology and software development including manufacturing of telecommunication equipment and plant. 4 Enhance efficiency, improve quality and expand the system to meet customer satisfaction and provide service on demand. 5 Create congenial climate for binding of human skill and horizon of employees through training and education.

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6 Convert its cash basis single entry accounting system to accrual basis double entry system meeting the commercial international accounting standards. 7 To introduce computerized directory assistance and complaint services reform billing and a revenue collection system. 8 Strengthen relation with foreign international administration, entities, services providers, international and regional telecom organizations for better international communication and technical cooperation in telecommunication business. 9 Expand customer awareness of all value-added services of PTCL. 10 To improve the efficiency of Customer Service Centers by deputing qualified persons who are well aware of public relation techniques.

HUMAN RESOURCE ASSESSMENT

It is the department of the PTCL which has been established in 1999 so it is still in the development stage and there are number of activities which are yet to be decided to take into the consideration by the HUMAN RESOURCE DEPARTMENT OF PTCL. It is established to regulate the human resource activities and to solve number of critical activities and the problems of PTCL.

Regarding the human resource and their critical matters. This department has its own importance and course of action to resolve and to foresee the future for the development of the employee and the customers interests simultaneously. A great deal of delay has been there for the establishment of HUMAN RESOURCE DEPARTMENT. PREVIOUSLY recruitment of the employees was the responsibility of the RRR DEPARTMENT but now it is to decide that activity would be given under the supervision of the HUMAN RESOURCE DEPARTMENT OF PTCL. This is also done in the recent years to cope with the new market condition of telecommunication industry in PAKISTAN as the
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GOVERNMENT has decided to privatize the PTCL. SO to attract the healthy customer, it was also necessary to make valuable arrangements so that the company can fulfill all kind of international standards which would be then helpful to convince the customer about the worth and the value of PTCL. Besides the functional requirement this was another factor, which played vital role for the establishment of the HUMAN RESOURCE DEPARTMENT. THE HUMAN RESOURCE DEPARTMENT is lead by the CHIEF ENGINEER and he is responsible for the activities carried out by the department. There are four DIRECTORS working under the supervision of the chief engineers. Then these DIRECTORS supervise the divisional engineers and assistant divisional engineers and so on. As it is at its initial stages so authorities and responsibilities are still under the process of development and precise definition of these are not finalized by the top-level management. The hierarchy of the human resource department clarifies the responsibilities and level of authorities between the different level of the department and also between the persons of human resource department.

SPECIAL TASKS

There are no defined and precise responsibilities of this department as it has already been mentioned that this department is still in the development stage. However some special task has been assigned to the department so that its activities can be started and the flow of activities and their harmony with other department can be established. For this purpose numbers of activities are assigned, out of which some were accomplished and some others are in the process of accomplishment. There was confusion about the exact number of PTCL employees. Exact data was not provided to the top-level management, approximate figure was there. More over different departments of PTCL claim different number of employees, which they collected through their own resources. Top level management was not satisfied which such kind of information, so it assigned the first task to the HUMAN RESOURCE DEPARTMENT. The challenge was accepted by the department and was successfully met with in the given time period. The figure of fifty five thousands three hundreds and eighty five (55,385) was found for
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the regular employees and figure eight thousands (8,000) was found out for the employees on contract basis. This figure is for the year 2002, so is the latest figure and is accepted by the toplevel management. The organization of data base management system was also assigned to the HRM department, which was also successfully done by the department. This helped PTCL to gather the distributed employee data which is then helpful for the regulation of pay system for the employees and also helpful for the regulation of seniority system for the employees These works are done successfully by the HRM DEPARTMENT. There are some other responsibilities, which are still in process of accomplishment. 1. The development of recruitment manager software. 2. Restructuring of organization structure. 3. Revising of performance appraisal process. 4. Establishment of some new rules and regulations to cope new market conditions. 5. Changes in the salary structure of the employees. 6. Changes in the medical facilities. 7. Establishment of compatibility between the expertise and their appointment. 8. Reduction of union influence in the company matters. 9. Establishment of programs for the development and training of employees..

COMPENSATION

PTCL is providing free medical facilities (indoor / outdoor) to both its serving and retired employees and their dependent family members from panel hospitals as well as from 42 staff dispensaries / medical centers established in various cities. The total number of beneficiaries is 296,850. Besides this, employees are given merit/stipend awards and general education grants for professional and general studies of their children. Benevolent grants of Rs. 1 lac as special compensation is paid to the employees on accidental death. Widows are also financially compensated out of welfare funds on the eve of Eid. Marriage grant is paid to the employees on the marriage of their dependent daughters as well.
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Transportation facilities for the commutation of staff and school going children are provided on nominal charges. Schools being run by Telecom Foundation (TF) are providing quality education to the children / wards of PTCL employees at concessional fees. The work of designing and installing a job evaluation program is handled, for the part, by the H.R. department with some consultation with line managers. The decision to adopt a particular pay structure with pay grades and fixed minimums and maximums for the grades is a top management responsibility. The day-to-day work of analyzing jobs, evaluating their worth according to a formal job evaluation plan, and maintaining suitable records is are H.R. dept. functions Periodic wage are conducted by the H.R. dept, but any firm decision to rise or change the entire schedule is particularly always reserved for the chief executive officer of the organization. Following three types of compensation packages are being served to PTCL staff. N.B.P.S (National Basic Pay Scale) N.C.P.G (New Compensation Pay Grades) N.T.C (New Terms and Conditions) TRANSFER, PROMOTION, LAYOFF For these tasks the H.R. Dept serves primarily in a coordinative capacity. When employees are moved from one department to another either because of the needs of the business or because of individual requests, the personnel records may be studied to ascertain that they posses the requisite skills. Layoffs typically are processed by the H.R. Dept to ensure that the proper order of preference is followed. This can become complicated of combinations of jobs, departmental, and plant wide seniority rights must be observed. When a vacancy occurs in a position, it may be filled by promotion from

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within or by direct hiring from outside the company. This decision is often made jointly between the H.R. Manager and the executive in change of the department where the vacancy has occurred. Many companies may establish policies to cover matters of this type. The actual final decision as to which candidate is chosen for the promotion is largely made by the executive in whose unit the vacancy has occurred. TRAINING AND DEVELOPMENT On-the-job training and coaching are performed by the line supervisor or by a specially designated employee who acts in the role of an instructor. It is the responsibility of the personnel industrial relations group to determine training needs in cooperation with the line management. Once the needs are established, the personnel training specialists must design a program to accomplish the desired results. If the program takes the form of in service class room courses, it usually is administrated by H.R. Department. Coaching, performance appraisal, and post appraisal counseling, job rotation, understudies, and special broadening assignments are largely executed by operating managers but coordinated by a central H.R. Dept. The work place training or on job training (O.J.T) is the key factor of the policies of the Human Resources Department .As the company is public dealing entity so the work place training is the integral factor for the good will and the status of the policies and services of the company. PTCL has established its own training facilities as detailed below: Telecom staff College Hari Pur Telecom Staff college Lahore Cantt.
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 The regional level staffs training schools are also involved for extending training facility to all the staff members of the organization, based at regional headquarter level such kind of Regional Telecom training schools are, R.T.T.S Lahore R.T.T.S Multan R.T.T.S Faisalabad R.T.T.S Karachi R.T.T.S Islamabad etc. The types of training being offered are: o Initial training for the new staff generally 03-06 months as per designation at T.S.C Lahore/ Hari Pur. Refresher courses for existing employees.Internship Report, training.
SWOT ANALYSIS:

Promotion training courses. Special emergent technology trainings. Some times PTCL also sings contracts with its suppliers/vendors for foreign

Now we move towards the most important part of the internship report the SWOT analysis after working 6weeks in the company I find some critical issues about PTCL. After carefully analyzing these true issues of an organization now I am able to understand the organization in right way so at the end of my report I will go for SWOT analysis of PTCL.

STRENGTH

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These are the few basic strengths of the PTCL Government support PTCL enjoy monopoly State of the Art International Gateway Exchanges & Satellite Earth Stations large earnings good quality international connectivity Customer Base of over 4 million Exponential growth. Skilled Human Resource at low-cost. Access to Infrastructure optical network and satellite links. Favorable policies (to some extent) and regulator. Strong international brand names

Now we look each one in isolation. PTCL Enjoy Monopoly PTCL is sole provider of land line services in Pakistan .so there is no competition regarding their basic service. it means that there is a monopoly of PTCL. International Submarine Cables High Capacity National Fiber Optic Backbone Ring 36 Transit Exchanges with easy Facility of Expansion About 99% Digitization of Country Network Strong Platforms & Exchanges for Value added Services Access Network & Customer Base of over 04 millions State Of The Art International Gateway Exchanges & Satellite Earth Stations PTCL have largest net work with its state of art technology and new digital exchanges. These are the few important characteristics of PTCL network. International Submarine Cables High Capacity National Fiber Optic Backbone Ring 36 Transit Exchanges with easy Facility of Expansion About 99% Digitization of Country Network Strong Platforms & Exchanges for Value added Services

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Large Earnings As described earlier that PTCL with more than 4 million users having greet revenues this is another strength of the company Government support As you know PTCL is government organization so it has great support and it is strength for PTCL.

WEAKNESS

Image Government organization Lack of customer focus Outdated people and technology (perception) Lack of aggressive marketing Lack of customer services Ambiguous management style Lack of corporate culture Social responsibility lack of management over employment Quality of Service. Low revenue per user (ARPU). Customer retention. No clear strategic direction. Poor organizational structure. No research and development programs. Employee skill inconsistency. Very low employee morale.

OPPORTUNITY

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 Growth in telecommunication industry More aware and technology understanding consumer a base that is growing at a fast rate Market open for more number of products less dependence on single category or product Opportunity to introduce High Value Added Products / High margin products for the new, more aware consumer Time to establish brand loyalty, Pre-empt competitors, co-opt partners, invest in technology and networks Huge market size. Local handset manufacturing. Making technology accessible to all (e.g. broadband). Adopt latest technologies. Removal of international trade barriers.

THREATS .

strong competitors growth like mobiink.zong ,wrid,telenor. Internet Telephony & other rapidly evolving technologies. Expected competition due to the deregulation in December 2003.
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 New technologies. Efficient operators. International players, reduction in settlement rates. Migration to satellite and cellular telephony. Recession economy. Inconsistent decisions from regulatory authorities. Political Instability, Security issues. Adverse shifts in trade policies of government.

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RECOMMENDATIONS.
The Human Resources should take less time in recruitment and training the staff. Highly qualified & trained staff may be deputed in HR department. Refreshing courses should be adequate and more frequent during the year. The promotional criteria by the Human Resource Department should be defined and be as per rules. More training centers should be established. If there is lack of resources, it is difficult, the training centers of the other organizations in the same capacity can be utilized by determining the terms and conditions. During the training by Human Resource Department the ethical values should be more emphasized. The proper and competitive evaluation of the methods and procedures adopted by other competitors will enhance the performance of Human Resource Department. This is the era of Information Technology. The functions and procedures of the company should be converted from manual to the automatic. It will enhance the performance & accuracy of the Human Resource Department and ultimately of the company. Human Resource Department should allocate resources for this purpose. Human Resource Department may advice and train employees for one window operation in order to reduce the time and conserve the resources.

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Agents for the promotion of the company policies and to facilitate the customers by the Human Resource Department may be appointed with proper check and balance system. Pay packages may be revised in the light of profit earned by the organization. The promotional criteria by the Human Resource Department should be defined and be as per rules. More training centers should be established. If there is lack of resources, it is difficult, the training centers of the other organizations in the same capacity can be utilized by determining the terms and conditions. During the training by Human Resource Department the ethical values should be more emphasized. The proper and competitive evaluation of the methods and procedures adopted by other competitors will enhance the performance of Human Resource Department. This is the era of Information Technology. The functions and procedures of the company should be converted from manual to the automatic. It will enhance the performance & accuracy of the Human Resource Department and ultimately of the company. Human Resource Department should allocate resources for this purpose. Human Resource Department may advice and train employees for one window operation in order to reduce the time and conserve the resources.

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 Agents for the promotion of the company policies and to facilitate the customers by the Human Resource Department may be appointed with proper check and balance system. Pay packages may be revised in the light of profit earned by the organization.

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Conclusion

There is over recruitment in PTCL and also slow process of promotion .number of problems in billing procedure, especially PTCL should have an active team to send bills to customers and then bill should be correct. Although PTCL is still enjoying monopoly and have sport of got it can prove himself best telecom company in Pakistan. PTCL needs innovative service offerings currently it doesnt have even offer bundles or a single bill. Has been unclear about its IPTV and WiMAX plan and strategy (trials are in progress) Overall PTCL still behaves as a monopoly. PTCL does not have chances to change its attitude. At a minimum, avoiding billing errors and providing competent and courteous service to its customers is essential if PTCL wants to show that it is transforming itself to a competitive company which cares for its customers. It is said that the best assets of a company go home to their family in the evening. Can the culture of PTCL be changed to a performance and service based organization? According to the latest directors report from PTCL the organization is being revamped. Only time can tell the impact. PTCL should improve its promotional strategy especially in media at channels so that it could compete competitors also right person should be at right palace, in PTCL PTCL should develop a good team for EVO .also there should be a good advertising campaign for EVO.PTCL have towers of 450 MGA . which are causing signal problems for customers in small cities, there should be 1900 MGH tower in small cities like large cities.

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PTCL should build OSS in every city so that their products and services could be easily available for customers. for building long term relationships with customers PTCL should have a good staff in OSS. Right person should be at right time and right palace .the persons conducting road shows should be properly addressed ,all old staff should be trained according to needs of eta .I founding new employees hardworking and efficient ,but old employees were not efficient but they t were satisfied that they are permanent, also old and permanent subordinates were against their bosses. Sales persons are not being given bonuses and are not satisfied from their reward PTCL still have a good future. It should train its employees according to needs of market. and also should advertise its products and should have a good advertising campai

PTCL glossary

FWP.............Fixed wireless fone CSR.........Customer service representative BNCC.... billing and customer care system WLL....wairless local Loop SMS....Short message service CNIC..........Computerized national identity card CDR...........Call data record MSC...............MOBLE SWITICHING CENTER WIN........WIRLESS intelligent network
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MDN...Main directory number NTC..........New telephone connection PSTN...Public switching telephone network HLR.........Home location register

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