NTC

Introduction to Corporation
INTRODUCTION TO CORPORATION
A government owned telecommunication organization to provide

telecommunication services to its designated customers who include Federal
and Provincial Governments and their departments.
The new era of telecommunication in Pakistan has brought several challenges
with it, despite of the advantages it has made visible for the consumers. The
most important being the challenge to keep intact the security requirements of
the GOP (Government of Pakistan) and to protect the new players in this field
from the conventional practices of the incumbent operators to protect their
market share. To overcome these challenges GOP established
National Telecommunication Corporation (NTC) in January 1996 under the

Telecom Reorganization Act 1996.The main objective was to have an
infrastructure independent of all other operators that can be used for the purpose
of government communication and as an alternative support for the operators
entering the market.
 Progress from Start to Date:
The ongoing infrastructure development journey for NTC began in 1996 when it
was created with few local exchanges and analog microwave. However, today
NTC has developed its own infrastructure to an extent where it can be called an
independent IT and telecom operator capable of meeting the challenges of the
deregulated environment and meeting the objectives for which it was created.
NTC started its operations in 1996 with only 5 local exchanges all over Pakistan
and an analog microwave link not capable of supporting the digital transmission.
To carry out its operations, it was mainly dependent on PTC infrastructure and
used its transit network, international gateways, transmission network, IN
platform etc. to carry out its operations. The copper network in the access
provided to NTC was not sufficient to cater for its subscriber base and meet the
required quality of service parameters. NTC had no arrangements for direct
interconnect with cellular operators as a result it had to pay substantial part of its
revenues to PTCL for 3rd party termination. Data services being essential
demand of NTC customers could not be met due to non availability of
infrastructure. Billing of NTC customers was carried out through PTC initially and
through Pakistan Computer Bureau. The main challenge for NTC at that time
was to reduce this dependency on other operators to minimum as soon as
possible to fulfill its obligations and to sustain itself in the deregulated
environment in which PTC was to be privatized.
The main focus in the initial years was to develop its own basic infrastructure
that included optical fiber transmission backbone, transit network, billing system
and multi services data network (MSDN) beside expansion of its switching
network to un-served areas to cover as much of its subscriber base as possible.
It purchased 2 fibers from PTC in the main optical fiber backbone and equipped
it with 622 Mbps SDH systems. It expanded its exchanges in different cities to
gain access to its customers along with laying of copper cable. These exchanges
were converted into transit exchanges to provision long distance services on
NTC network and to have direct interconnects with cellular and other operators.
The establishment of NTC MSDN was a major milestone, achieved in 2001
which enabled NTC to provide multiple data services such as dialup, DSL, Web
hosting and internet etc. to its customers. Another milestone achievement in
National history is in placement of Pakistan education & Research Network
(PERN) project. The project is providing 155 Mbps international connectivity to
59 universities connected all over Pakistan. The billing system was developed in
first 4 years which made it possible for NTC to do its own billing.
Future Thoughts:
Being aware of the new technologies, demand for new services and converged
network NTC is in the process of upgrading and expanding its network. Migration
from conventional TDM network to IP based Next Generation Network has been
planned and being implemented. The 622 Mbps optical fiber backbone not able
to meet the requirement of bandwidth hungry applications is being upgraded to
10 Gbps DWDM based technology. To improve the efficiency ERP solution has
been planned and under process of implementation. To gain access to NTC
users efforts are being made for frequency allocation and as a stop gap
arrangement virtual WLL connections are being provided to NTC subscribers. To
provide value added service from its own platform NTC is planning its own IN
platform. Very soon NTC subscribers will be hearing NTC operators for customer
relations, call booking and complaints through its state-of-the-art call center.
Multi services access network has been planned to be as close to the user on
fiber as possible to extend multiple services from a single platform. Plan for
replacing analog microwave with digital is being made so that NTC can meet the
requirements in case of disasters and can provide an alternate to optical fiber
backbone. The co-location facilities are being planned to facilitate new entrants
in performing their operations.
NTC has traveled a long way in developing its infrastructure in lines with the
technological and market trends. NTC is determined to provide an infrastructure
required to meet its objectives and to support the nation and GOP in achieving
its objectives.
 Business Volume:
There is no doubt that telecom section in Pakistan is progressing by leaps and
bounds, same is the case with the business volume of this sector. NTC is divided
into five main regions in Pakistan, namely:
 Islamabad Region
 Lahore Region
 Karachi Region
 Peshawar Region
 Quetta Region
Even a small company / corporation in telecom sector is making a bulk of the

whole economy and contributing well in boosting the paralyzed economy of
Pakistan. There are almost 96 telephone exchanges working throughout
Pakistan with almost 0.1 million telephone subscribers. Monthly income of the
NTC varies from Rs. 55.50 M to 70.00 M while its annual income reaches at
720.00 M in year 2006. The business volume of the organization is increasing
day-by-day with the increase in valuable customers relevant to GoP
(Government of Pakistan). However monthly revenue generated by Lahore
region only, varies from Rs. 17.75 M to 19.25 which reaches at almost Rs. 207 M
last year.
As far as Corporation’s lands, buildings, exchanges & OSP, carrier & coaxial
cable, microwave equipments, optical fiber system, office furniture and
equipment, computer equipment, vehicles, multi-service data network (MSDN),
books, etc. are concerned the total worth becomes Rs. 4,008,641,436 (almost
4008.7 M) according to consolidate summary of operating fixed assets 2005-
2006
 Profile of Employees:
NTC is one of the major and leading telecom service providers of GoP with
3300 highly educated, professional, trained and dedicated assets in the form of
human resource, who is ready and confident to undertake all projects of Telecom
and IT sector. These employees include Professional, Managers, Engineers
(from both foreign and local universities), Diploma Holders, and Graduates for
both higher and middle levels; while intermediate and matriculate for lower level
in the hierarchy. The number of employees is also increasing with the passage of
time owing to the expansion in the network / exchanges of NTC, particularly with
the advent of new millennium, human resource of NTC is increasing with rapid
speed to cope up with the drastic changes in the business environment. On one
hand this increase shows, the increasing numbers of human resource while on
other hand it reflects the rapid growth of the corporation. There are 96272
(almost 01 Lac) connections are working, with installed capacity of 117509 with
switching network of 106 exchanges spread in 56 cities of land of opportunity—
Pakistan.
About 70 new exchanges are being planned out of which 46 exchanges have
been entrusted to PTCL for its installation on turn key basis and remaining lines
were to be installed by NTC itself. The strength of Human resource of NTC is
divided into following category:
 Permanent Employees (Direct Hiring)

 Vested Employees (from PTCL)
 Contractual Employees
 Daily Wages
 On Deputation (from Army Signal Corp)
 Internees
 WHAT'S NEW:
 Internet Charges through Telephone Bills
 Single invoice for Broadband DSL and Telephone usage.
 Govt officials can access Internet through dial-in code 93199998.
 Facility accessible from Govt phones starting with digit 9 only.
 Standard User id—first three letters of the city followed by phone
number.
 Standard Password—abc (Password can be changed through
www.ntc.net.pk ).
 Dialup Internet charges will be also be incorporated in telephone
bills.
 Multi-metering charges would not be applied.
 Internet facility is always CLI enabled to avoid unauthorized
access.
 Contact NTC customer support for activation of service
DEPARTMENTS OF NTC
There are six division of NTC Central Region, Lahore. The GM office is main division
that control and Supervised the all divisions.
(Hierarchy of NTC Central Region, Lahore)
NTC EXECUTIVE MANAGEMENT

Chief Technology Officer
Brig. (R) Muhammad Younas
Technical Matters relating Development Regions & Headquarters
Tel: +92 51 9205508 E-Mail: [email protected] Fax: +92 51
9210934
Chief Operating Officer

Mr. Khalid Javed
Technical Matters relating Maintenance Regions & Headquarters
Tel: +92 51 9223300 E-Mail: [email protected] Fax: +92 51 9223301
Chief Financial Officer

Mr. Muhammad Hafeez Abbas
Matters relating Finance/ Revenue/ Budget & Accounts
Tel: +92 51 9218666 & 9205239 E-Mail: [email protected]
Fax: +92 51 9218484 & 9204598
General Manager (Administration & Human Resources)

Mr. Shakirullah Khan
Matters relating Administration & Human Resources
General Manager (IT & Data Comm.)

Engr. Siddiqullah
Matters relating IT and Data Communication
General Manager (North / Defence Works)

Mr. Inamullah Khan
Matters relating Islamabad region and defence matters pertaining to all development & operational activitie
General Manager (South)

Mian Muhammad Shafiq
Matters relating Karachi region pertaining to all development & operational activities
General Manager (Central)

Wasi Muhammad Khan
Matters relating Lahore region pertaining to all development & operational activities
Services
NTC has a definite mandate to provide basic telecommunication services to its

designated customers, which include Federal and Provincial Governments, their
departments, autonomous organizations and defense services throughout the country.
NTC Making committed efforts to provide following state-of-the-art communication

solutions using third genration IP Voice & Data Networking.
Telephone:
 Basic Telephony
Calling Card
ISDN-Integrated Service Digital Network
BRI-Basic Rate INterface
PRI-Primary Rate Interface
Supplementry Services
Network Solutions for valued
Multi-Services Data Network:
Web Hosting facility

Electronic mail platform
Dialup Internet Access, DDP, ISDN
Co-Location
Virtual Private Networking
Video Conferencing facility
Broad Band Internet Access
Intranet Solutions
Radio/Wireless Networking Solution
Lease Line Services
Customized Data Solutions
Transmission Services:
Dark Fiber
Media (Junction)
Co-Location:
Space, Dishes/Antennas, Power Supply

Servers
Telephonic Services
NTC has provided more than 1,05,000 working connections of telephone to its
government subscribers throughout the country.
To meet the requirements of its subscribers NTC is operating following switching and
transmission media services with various new installations in progress.
Following value added services are also planned for the users:
 Caller line identification.

Call waiting.
Call transfer.
Wakeup timer.
Don't disturb.
Abbreviated dialing
Switched Hotline
Three Parties audio Conferencing
Wireless Local Loop
NTC CDMA phone is an alternate to NTC landline with an added advantage of

enhanced services. It’s the wireless telephony revolution based on
CDMA 2000 Technology that combines the best features of both mobile and landline. It’s
the only service that allows freedom from all sorts of telephonic hassle .This unique
and innovative service is the beginning of a new era in connecting people. Go
ahead and experience this new exciting service, specially designed keeping in mind the
needs of our designated subscribers.
Currently offering following features:
CLI, SMS, Internet with maximum 22 Kbps downloading speed, Call Forwarding and
Call Waiting.
Calling Card
NTC international calling cards are available in denomination of Rs. 250 and 500. NTC
calling cards are exclusively dial able from NTC numbers only.
Universal Access Number (UAN)
Universal Access Number (UAN) service is ideal for organizations engaged in facilitating
General Public, help lines, marketing of products or services.
List of businesses that may have UAN service
 Government Institutes
 United nation organizations
 Ministries/ help lines Shipping Lines
 Consumer Products Companies
 Educational Institutes
 Provincial Govt. Departments
 Trading Companies
 Motorway Police/FIA
Foreign Embassies
 Insurance Companies
 PTV/Radio Pakistan Stock Exchanges
 Utility Services
SERVICES
Following the detail of services provided by the organization to its valuable customers.
 Telephonic Services
 Wireless Local Loop
 Calling Card
 Transmission Services
 Internet
 Intranet
 Web Hosting
 Video Conferencing
 Co-location
 Call Booking System
 PERN
 Telephonic Services:
NTC has provided more than 1,05,000 working connections of telephone to its
government subscribers throughout the country.
To meet the requirements of its subscribers NTC is operating following switching
and transmission media services with various new installations in progress.
39 main switching units.
69 remote digital line units.
Microwave links as its long haul media.
Following value added services are also planned for the users:
 Caller line identification.

 Call waiting.
 Call transfer.
 Wake up timer.
 Don't disturb.
 Abbreviated dialing
 Switched Hotline
 Three Parties audio Conferencing
Wireless Local Loop:
NTC CDMA phone is an alternate to NTC landline with an added advantage of

enhanced services. It’s the wireless telephony revolution based on CDMA 2000
Technology that combines the best features of both mobile and landline. It’s the
only service that allows freedom from all sorts of telephonic hassle .This unique
and innovative service is the beginning of a new era in connecting people.
Go ahead and experience this new exciting service, specially designed keeping
in mind the needs of our designated subscribers
Calling Card:
NTC international calling cards are available in denomination of Rs. 250 and
500. NTC calling cards are exclusively dial able from NTC numbers only.
Transmission:
 Dark Fiber
Bandwidth bottlenecks can slow data traffic, sometimes at the last mile. This is
because most fiber optics networks do not extend all the way to the businesses
in need of service. NTC provides its own metro dark fiber service laterals in
Islamabad, Karachi, and Lahore, Peshawar and Sargodha and that can deliver
this last mile to ensure fast connections. NTC telecom solutions will remove
bandwidth as an obstacle to your growth without major capital expenditures or
maintenance obligations. Now NTC lease its dark fiber pairs in the above
mentioned cities. Dark fiber pair lease will be point to point for which NTC shall
be responsible for maintenance of Dark Fiber.
Media (Junction)
A leased circuit is a dedicated link between two fixed locations for exclusive use
of the customer. NTC provides leased line services to other service providers
and corporate customers for interconnecting offices, mobile switches and all
telecom switching and distribution equipments all over Pakistan, a leased circuit
may be speech circuit, a data circuit or a telegraph circuit, the terminating
equipment at both ends is telephone without dialing facility both way signaling
and speech is possible. Leased line charges depend on distance or type of
circuit or bandwidth
Internet:
ADSL
NTC has now embarked on the challenging industry of Telecommunications in
Pakistan thereby offering Digital Subscriber Line (DSL) Services
(ADSL/G.SHDSL/HDSL) over the existing phone lines. These High-Speed digital
communication services will go a long way in meeting the overdue demand of
our Government, Educational and Business community in resolving the “last
mile/local loop” issues. With NTCs DSL service, it is possible to receive high
data rates at low cost and optimum performance. A DSL line can carry both data
and voice signals and the data part of the line is continuously connected.
ISDN
Integrated Services Digital Network or ISDN in short, is essentially a network of
fast and highly reliable connections that bring voice, data and video together all
on one digital line. Besides individual users, the NTC-ISDN service also suits
corporate users with a small LAN and who are looking for low-cost network
access to the Internet. With its dial-on-demand technology, it automatically drops
a connection after a pre-defined amount of idle time, and reconnects when you
wish to reaccess the Internet. That's a lot of time, not to mention money, saved.
With the personal NTC-ISDN service, it is possible to access the internet using
both ISDN and analogue phone lines.
Dial-Up
Keeping in view, the requirement of internet making it a commodity in today’s
world NTC embarked upon the mission to provide low price quality access to the
Cyber world and set up top of the notch Access Servers in collaboration with
custom made billing and accounting system. At this moment NTC’s dialup
service is available to all the government functionaries across Pakistan. With
clear pipe IPLCs users always get the smooth Internet surfing experience at
virtually no cost.
Intranet:
As major autonomous bodies and corporate clients are becoming aware of the
vulnerabilities of Internet and the threats associated with it in exchanging
sensitive data, Intranet is becoming popular with each passing day. Now
corporates want to make transactions with complete sense of security and
confidentiality. Using broadband network NTC is providing complete Intranet
solutions with amalgam of technologies naming Dxx, DSL and ATM, which
provides complete network solution to your door steps
G.SHDSL
DXX
Web Hosting:
NTC Power Platform Hosting Solutions meet specific hosting requirements by
simplifying the challenges of any configuration. Our Hosting and Access
Solutions provide the service, flexibility, reliability and responsiveness need to
satisfy all clients’ requirements, business and technical.
NTCs reliable platform gives access to database development tools such as
Active Server Pages (ASP), MS Access, My SQL, PhP, MS-SQL server, Oracle
Open Database Connectivity (ODBC) support and helps clients to get the most
from latest in Web-authoring excellence.
Video Conferencing:
NTC has completed this challenging project which is directly related to overall
objectives of IT Action plan and the concept of E-Governance. NTC has
deployed state of the art hardware and designed a scalable network by means of
which fast, reliable, secure and real time access will be possible between the top
Federal and Provincial Government officials for better and closer communication
without physical displacement
Co-Location:
Space (Open, Covered), Dishes/Antennas on NTC Towers and AC/DC Power
Supply
NTC has its country wide Network of Microwave stations, exchanges and offices.
Now NTC proffer the facility of co-location (Space, Dishes/Antennas on NTC
towers, Power Supply) to Licenced Telecom Operatos to provide the facility for
rapid network expansion/ Growth. Our Co-Location service supports your
expanding network needs with a secure, redundant environment and provides
dedicated space for your equipment. We give you a gateway to the industry’s
most robust local and regional optical networks, allowing you to take advantage
of the best infrastructure having secure access, redundant power supplies, fire
detection systems and 24x7 support capabilities available.
Servers
NTC has established its core setup at three prime locations. More over portals
from various government, semi-government and private companies are also co-
located at NTC multiple data network nodes.
Dark Fiber
Bandwidth bottlenecks can slow data traffic, sometimes at the last mile. This is
because most fiber optics networks do not extend all the way to the businesses
in need of service. NTC provides its own metro dark fiber service laterals in
Islamabad, Karachi, Lahore, Peshawar and Sargodha and that can deliver this
last mile to ensure fast connections. NTC telecom solutions will remove
bandwidth as an obstacle to your growth without major capital expenditures or
maintenance obligations. Now NTC lease its dark fiber pairs in the above
mentioned cities. Dark fiber pair lease will be point to point for which NTC shall
be responsible for maintenance of Dark Fiber.
Media (Junction)
A leased circuit is a dedicated link between two fixed locations for exclusive use
of the customer. NTC provides leased line services to other service providers
and corporate customers for interconnecting offices, mobile switches and all
telecom switching and distribution equipments all over Pakistan, a leased circuit
may be speech circuit, a data circuit or a telegraph circuit, the terminating
equipment at both ends is telephone without dialing facility both way signaling
and speech is possible. Leased line charges depend on distance or type of
circuit or bandwidth.
Video Conferencing
NTC, has completed this challenging project which is directly related to overall
objectives of IT Action plan and the concept of E-Governance. NTC has
deployed state of the art hardware and designed a scalable network by means of
which fast, reliable, secure and real time access will be possible between the top
Federal and Provincial Government officials for better and closer communication
without physical displacement.
CALL BOOKING SYSTEM:

NTC operator Service System is based on state of the art Computer Telephony
Integration Technology. The System is capable of providing centralized
NWD/ISD Call Booking as well as operator assisted VIP Hotline facility. This will
end NTC dependency on PTCL for Call Booking system.
The system will provide pre Call Booking, duration based Call Booking and Call
Booking via internet. The system will also facilitate NTC subscribers with future
Value added services such Centralized Directory Assistance Service (DAS) and
call conferencing facility. The system will be upgraded to NTC Call Center in the
Near future which will provide a centralized Information Help desk and complaint
center.
 PERN: (Pakistan Education and Research Network )
 Background
Pakistan Education and Research Network (PERN) are part of the overall vision
and objectives of IT Action Plan that was launched by Prof. Dr. Atta-ur-Rahman
as Minister of Science and Technology. The project is financed by the
Government of Pakistan in cooperation with PTCL (Pakistan Telecommunication
Company Limited) Research and Development funds. The network is designed,
operated, and maintained by NTC (National Telecommunication Corporation).
The project is aimed to be an integral part of the overall Education System of the
country and is designed to interlink all Public / Private Sector Chartered
Universities / Degree awarding Institutes registered with Higher Education
Commission, Government of Pakistan.
 Inauguration
The project was launched by the ex- President of Pakistan General Pervez
Musharraf.
 Sponsors
Higher Education Commission
Ministry of Science and Technology (IT and Telecomm Division)
PTCL
 Objectives
In its first phase the project is planned to provide:
 A dedicated Educational Network for 56 Public/Private Sector chartered

Universities/Degree awarding Institutes registered with the Higher
Education Commission Government of Pakistan. The interconnectivity of all
these universities / institutes will provide integration of data banks,
collaboration for research and development activities and up-gradation of
teaching and learning skills.
 Internet facility to 56 Public/ Private sector chartered Universities/Degree
awarding Institutes registered with the Higher Education Commission
Government of Pakistan.
 Access platform for the interconnection of universities/educational
institutions with the Virtual University.
 PERN Architecture
Existing Optical Fiber System of PTCL/NTC and IP/ATM backbone of NTC is

utilized for the CORE network of PERN. The network design of PERN consists of
three nodal points at Islamabad, Lahore and Karachi. The educational
institutions are connected to their respective nodal point by a 256 Kb/s to 6Mbps
link from the nearest exchange of NTC/PTCL using OFS, DXX (or better
system), DRS or VSAT, whichever is technically feasible. Routers are installed at
University premises by the Universities to provide connectivity with the access
routers from the nearest node. The three nodal locations are interconnected on
existing optical fiber system and terminate the Internet facility in the pool.
Currently, the interconnection of three main nodes is on 34x34 Mbps and
Internet connectivity is 65 Mbps for Islamabad, 33 Mbps for Lahore and 57 Mbps
for Karachi. The bandwidth will be increased as per requirement. This
architecture allows institutions to pool resources with each other through national
fiber network and to access Internet from the respective nodal points.
 Future Expansion
In the first phase of the project 56 educational institutions have been connected
through PERN. Rest of the 59 HEC recognized universities in Pakistan will be
connected in the PERN-II project phase.
 Human Resource Management

Managing the human resources is the core issue of the day for each and every
organization working in either national or international perspective. National
Telecommunication Corporation (NTC) is also striving its best as far as the issue
of “managing the human resources” is concerned. These HRM operations are
led by the General Manager (HRM), assisted by Director (HRM) at headquarters
level at Islamabad, while Assistant Director (HRM) at all five regions—Lahore,
Peshawar, Islamabad, Karachi, Quetta, led and assisted by a team of
professionals. HRM looks deeply on HR variables like: high commitment, T&D,
high Job security, etc. Lahore Region is working on computerized Human
Resource Management System (HRMS) which have information regarding HR
that is updated on regular intervals under the guidance of AD HRM. The said
software has the following major ingredients:
 Major HR Issues
 Personal Information / Profile
 Info regarding Family / Dependents
 Transfer / Posting of Employees
 Training Received / Required
 Penalties
 Complete Leave Record (Leave dBase)
Marketing
Marketing is the process by which companies determine what products or

services may be of interest to customers, and the strategy to use in sales,
communications and business development. It is an integrated process through
which companies create value for customers and build strong customer
relationships in order to capture value from customers in return.
Marketing is used to identify the customer, to keep the customer and to satisfy
the customer. With the customer as the focus of its activities, it can be concluded
that marketing management is one of the major components of business
management. The evolution of marketing was caused due to mature
markets and overcapacities in the last 2-3 centuries
How it Works:
UAN consists of 6 digits, preceded by 3 digit code of 111, common to all UANs.
Example 111 - 20 20 20.
UAN operates on Existing telephone connections without disturbing normal
phone number
UAN works both in multiline PABX and multi phone connections. The incoming
call hunts for a free junction or free phone connecting instantly.
UAN service can also be used for facsimile
Co-Location
Call Type Charges (Rs.)

Local Call Charges Peak (0700-2230 hrs) 2.01/5 Min.
Local Call Charges Off-peak (2230-0700 hrs) 2.01/10 Min.
All NWD calls from PSTN to PSTN 2.00/Min.
All Calls from PSTN to Local/NWD Mobile irrespective of
2.50/Min.
Time/Distance
01 Local Call with No
NTC to NTC NWD Calls from 2230-0700 Hrs
limit of time
SMS (WLL users only) Free
Data Transfer (WLL users only) 5.00/Hour
These charges are exclusive of GST
TARIFF GUIDE
ISP Tariffs
Internet Dial-Up
Unlimited (Monthly)
Package Services Rat

Regular Single Login 999/- pe
Flat Rate (Hourly)
Package Services Rat

Dailup 24 Hrs 5/-
Internet ADSL
BROADBAND (DSL) SERVICE
Connectivity Additional
Package Download Allowed
512Kbps @ Rs. Per 100 MB
NTC DSL 1 4.5 GB 1200 / -
NTC DSL 2 2.5 GB 800 / -
NTC DSL 3 1.5 GB 650 / -
NTC IP SERVICES TARIFF FOR GOVERNMENT LANS
Monthly Charges Per Monthly Charges P

Data Rate Transfer Rate
Port at Karachi (Rs) Other Cities (R
128 Kbps Unlimited 7500/- 9375/-
256 Kbps Unlimited 13125/- 15625/-
384 Kbps Unlimited 18063/- 21563/-
512 Kbps Unlimited 21875/- 26250/-
768 Kbps Unlimited 30438/- 36563/-
1024 Kbps Unlimited 37500/- 45000/-
02 Mbps (or its multiples) Unlimited 62500/- 75000/-
34 Mbps Unlimited 750000/- 900000/-
Note:
Tariff will be applicable from 01-Sep-2008 to 30-June-2009.
Other Charges
Internet ISDN
Internet ISDN
Extra Usage CP
Package Usage Linit Speed Rate
Charges C
1.5 GB 128 Kbps Rs 800/-
ISDN Rs 40/100 MB Fre
3 GB 128 Kbps Rs 1,200/-
Other Services
Static IP (Monthly)
Package Rat
Static IP 100/- pe
One free e-mail box of 2MB with same login will be given against ISDN pacakge only.
CPE/NTBT will remain property of NTC and will be retrieved after closure of service.
Web Hosting
Web Hosting
Web Space
Complimentary E-
Apache Rates
Space IIS Rates (Rs.) mail boxes 5MB
(Rs.)
each
8MB 3,500/- 3,000/- 5
16MB 6,000/- 5,000/- 5
32MB 9,500/- 8,000/- 10
64MB 14,500/- 13,000/- 10
128MB 21,500/- 20,000/- 15
256MB 30,500/- 29,000/- 15
512MB 42,000/- 40,000/- 20
1 GB 57,000/- 50,000/- 20
Database Support
MS-SQL/MySQL
Space IIS Access (Rs.) ORACLE
(Rs.)
02Mb 200/- - -
05Mb 300/- 500/- -
08Mb 500/- 1,000/- 1,500/-
16Mb 900/- 1,800/- 2,700/-
32Mb 1,600/- 3,500/- 5,000/-
64Mb 3,000/- 6,500/- 9,000/-
128Mb 5,000/- 11,000/- 16,000/-
256Mb 8,500/- 20,000/- 30,000/-
512Mb 15,000/- 35,000/- 50,000/-
1024Mb 25,000/- 60,000/- 85,000/-
Hosting Components
Description Charges (Rs.)

DNS Parking Charges 2,000/- per year
Account Setup 5,000/- once
Shifting of website from one platform to
1,000/-
another (e.g. Windows to Sun)
Value Added Service: Co-Location for Data Center
Description Amount (Pak Rs.)

*Set up Charges (One Time Cost) 50,000/-
*Co-Location Charges for space per
2,500/-per month
sq. ft.
*Co-Location Charges for space per U 500/-per month
*Militarized Zone Charges for every
500/-per month
64Kbps
*Static IP Charges/IP 100/-per month
AC - 1,500/-per Amp/Month
Power AC/DC
DC - 2,000/-per Amp/Month
Bandwidth Charges As per IP Bandwidth tariff
* GST @ 15% will apply.
Value Added Service: E-Mail

Space Pak Rs./Year
20Mb 500/-
50Mb 1,000/-
100Mb 1,800/-
200Mb 3,200/-
500Mb 7,000/-
1024Mb 10,000/-
INTRANET
Leased Line
Distance Charges Per Annum Per Km. (Pak Rs.)
Speed 0-200 KMs 200-600 KMs 600-1000 KMs +1000 KMs

64Kbps 146/- 132/- 93/- 88/-
128Kbps 277/- 250/- 177/- 166/-
192Kbps 379/- 342/- 242/- 228/-
256Kbps 481/- 434/- 307/- 289/-
384Kbps 642/- 579/- 409/- 385/-
512Kbps 817/- 736/- 521/- 490/-
768Kbps 1,137/- 1,026/- 725/- 683/-
1024Kbps 1,400/- 1,262/- 893/- 840/-
2Mbps 2,333/- 2,104/- 1,488/- 1,400/-
8Mbps 8,399/- 7,574/- 5,357/- 5,040/-
34Mbps 27,996/- 25,248/- 17,856/- 16,800/-
Distance charges are exclusive of General Sales Tax (GST). The GST
@15% shall be payable as per CBR letter no. 1(17)STR/2000, dated 30-11-
2001
The circuit length may be taken as per road mileage between the points
connected by the circuits i.e from end to end including (Local lead).
Charges will be pay able on monthly basis in advance. The bills will be
payable within 7 days from the date of issue. In case of default, 5%
surcharge will be levied. Non payment beyond 14 days shall warrant
disconnection of the service. Default beyond 30 days shall warrant
disconnection of all services provided by the NTC.
This does not include ATM / DSLAM Charges.
The services mentioned above can be offered on monthly basis with a

rate adjustment factor of 1.25.
The short term requirements ranging from few hours to few days shall be
charged on daily basis with a rate adjustment factor of 1.5 and shall be
subject availability of the facility.
Leased line tariff will not be available for voice and for reselling.
PROJECTS
The ongoing infrastructure development journey for NTC began in 1996 when it
was created with few local exchanges and analog microwave. However, today
NTC has developed its infrastructure to an extent where it can be called an
independent IT and telecom operator capable of meeting the challenges of the
deregulated environment and meeting the objectives for which it was created.
DWDM
NTC DWDM network consists of 80 DWDM and 112 SDH nodes equipped with different
flavors of SDH data rates and various ring structures. The network has been designed in
such a way that 8 Lambda's will be readily available for loading of any type of
wavelength supported services especially keeping in view of new emerging
technologies like IP over DWDM to handle the imminent bulky demand of IP traffic.
MSD
NTC NTC has established a Multi-Services Data Network (MSDN) project for providing various data services includ
media applications to Govt. and semi-Govt. organizations in federal / provincial capitals and other major cities of the
MSDN is performing a multi-role action in meeting the bandwidth requirements of government & allied departments.
basic philosophy of the said network is to provide connectivity for Internet / Intranet and also be able to support Valu
services. Govt. of Pakistan is actively deliberating on launching its E-Governance program to promote information te
Exchange of data information between ministries and their regional offices and access of information by the public is
essential element for its success. NTC Multi-Services Data Network will act as backbone to provide required connec
The main objectives for implementing MSDN is to provide dedicated platform for all governmental e-enabled activitie
connectivity for other organizations like SBP, NBP, AGPR, NAB etc., ISP setup for government and semi-governmen
organizations, video conferencing facility, intercity connectivity etc. Information from the network will be accessible t
variety of information-handling devices, such as PCs, interactive TVs, telephones, or future devices that combine th
attributes of all three, as well as through wireless devices such as pagers, wireless phones, personal digital assistan
(PDAs), and future broadband devices. NTC’s Multi-Services Data Network is designed in such a way that 06 High-
Core Network Switches in Islamabad, Lahore, Karachi, Faisalabad, Peshawar & Quetta are interconnected using O
Fibre SDH backbone on 34 Mbps(E3) while more than 30 Access Network Nodes are spread all over the country. T
connected to the nearest ATM Node either on 34 Mbps (E3) or on multiple of E1s. Moreover NTC is in the process o
establishing its own transport media of 10 Gbps(DWDM) on both sides of Indus River (on existing MAIN & ALTERN
routes) between Peshawar & Karachi. The MSDN backbone will be shifted on new media soon after its completion.
second core technology being used is Packet over Sonet (PoS) Juniper M-20 routers for exclusively routing IP traffi
three main cities Islamabad, Lahore and Karachi. MSDN is a secure, well managed & state of the art technology ne
complete ISP setup is established at Islamabad while Internet and Intranet services are being offered all over the co
MSDN basic services include Dialup, ISDN, DSL, Intranet circuits, Web Hosting and E-Mail etc. Future services incl
Added Services like Personal Web Space, SMS Gateway, WAP Gateway, Fax Gateway Unified Messaging System
Electronic Telephone Directory Services, Roaming Internet Access facility, VPNs, Retrieval of E-mail on PSTN (EWS
platform) telephone connection (text to speech translation), Information about E-mail on telephone line, Dial-out on i
(VoIP) etc.
IP Core Network (Routers) for NGN
Project is part of the NTC’s road map for shifting from traditional TDM networks to IP
based NGN network. The completion of this project will enable NTC to reduce OPEX of
the NTC telecom infrastructure and cater for future bandwidth demand for telecom
services.
Project involves installation of 3 x Core Routers at Islamabad, Lahore & Karachi, 3 X
Access Routers at Islamabad, Lahore & Karachi and 18 x Access Routers at various
locations of Pakistan. The project is under execution and will be completed by Sept,
2008.
Coastal Fiber Communication Link from Karachi to Gawadar
Keeping in view the Govt. of Pakistan objective to establish Gawadar as trade corridor
by establishing deep sea port at Gawadar, NTC planned to connect Gawadar to its
Nation wide telecom network. Accordingly, Project for establishment of Coastal Fiber
Communication link from Karachi to Gawadar through Optical Fiber Systems was
planned and approved by ECNEC in year 2002.
NTC has laid 270 KM Optical Fiber Cable from Karachi to Gawadar and installed 2.5
Gbps (STM-16) SDH system at Port Qasim, Hub, Agore, Ormara, Badook, Pasni,
Gwadar and Jiwani. The project in execution stage and likely to be completed in year
2008.
Optical Fiber Access Network for Provision of Telecom Services to Foreign Missions
and other Places at Islamabad
Project has been planned to provide state of the art telecom facilities including voice
and data services to Foreign Missions and other important Govt. offices in Islamabad
through Optical Fiber. The project is in execution stage and after completion it will
provide 1500 new lines for voice and 160 lines for data (PRI, ADSL etc) connectivity.
Project involves laying of NTC Optical Fiber Access Network (OFAN) at 10 x sites
namely Russian embassy, UK embassy, Indonesian embassy, Asif Plaza (Blue Area), F-
7 Markaz, OGDCL, Quaid-e-Azam University, Serena Hotel, Nadra HQs and PINSTECH
Nilore besides installation of PCM/SDH at NCP and ISI Shahdara offices to meet the
requirements of these important Govt. entities.
Provision of Optical Fiber Access Network (OFAN) at Saudi Pak Tower, Islamabad.
and data services to NTC designated subscribers at Saudi Pak Tower, UN offices and
other government offices in the vicinity. The project includes laying of Optical Fiber
Cable, UG Cable distribution network and provision of 450 lines Optical Network Unit.
The project is in execution stage and after completion it will provide 450 new lines for
voice and 30 DSL connections, 5 PRI and 8 BRIs. The project is likely to be completed
by July 2008.
Provision of Optical Fiber Access Network (OFAN) for Passport Office,G-8,ERRA

Office,G-8/1, FIA Building G-9,NHA Office, District Courts etc Islamabad.
and data services to Governmnet Offices situated in G-8,G-9 and G-10 Islamabad
through Optical Fiber.This Project is in exectuion stage and after completion it will
provide 515 new lines for voice and 25 lines for data (PRI, ADSL etc) connectivity.
Project involves laying of OFAN at 04 x sites namely Passort Office (G-8), ERRA Office
(G-8), FIA Building (G-9), New District Courts (G-10) alongwith Secondry OSP network
to meet the requirements of these important Govt. Entities. The project is likely to be
completed by October 2008.
Provision of Optical Fiber Access Netwrok (OFAN) at Pakistan Atomic Energy

Commission (PAEC) Headquarters, Islamabad.
and data services to Pakistan Atomic Energy Commission (PAEC) HQs in Islamabad
through Optical Fiber. The Project is in exectuion stage and after completion it will
provide 460 new lines for voice and 100 DSL connections, 1 PRI and 5 BRIs.The project
is likely to be completed by July 2008.
Connectivity of Ministries LAN on Optical Fiber
The project aims at providing Bandwidth /Interconnectivity to Ministries for their existing
LAN setup and provides its services of transparent LAN between Ministries. Presently
DSL connections have been provided with copper solutions which are being replaced
with optical fiber connectivity. The said arrangement will ensure quality and high data
rate services to Ministries. This project costs around Rs.25M.
The users connected on LAN are increasing so the requirement of bandwidth also
increases. As a pilot project six Ministries/ Divisions have been provided internet access
through fiber optic. For left over Ministries/ Divisions, a comprehensive project has been
prepared and would be implemented very soon.
PROJECTS
Expansion of Existing Cabinets and Installation of New Cabinets for MSU Quetta
Project has been planned to provide state of the art telecom facilities to NTC
subscribers in Shahbaz Town, Chaman Housing Scheme Quetta. The project has been
planned for laying of Primary & Secondary UG cable in the area where NTC network is
not available. This project will help in providing the basic & advanced telecom facilities
to its designated subscribers in the same areas. Almost 180 telephones connection
initially will be taken on NTC network. This project is likely to be completed in August,
2008.
Provision of OSP for Operationalization of 7 ONUs Installed in OFAN Project for

Provision of Telecom Facilities to Foreign Mission and Other Places at Islamabad.
Project has been planned to provide state of the art telecom facilities to Foreign
Missions and other places at Islamabad. The project has been planned for laying of UG
cable distribution network at seven locations, where Optical Network Unit (ONU’s) are
installed to provide the good quality in order to meet the present and future demand of
NTC . Moreover after completion this project approx 1500 numbers could be shifted
from PTCL tie cable apart from covering 1150 new numbers where NTC has no OSP
network at present. This project is likely to be completed in Feb, 2009.
Switch Expansion of 512 Lines from 3744 to 4256 alongwith laying of 900 pairs Primary
OSP lines for 07 Cabinets of NTC RDLU Civil Secretariat Lahore including DFA of 100
Pairs
Project has been planned to provide state of the art telecom facilities to NTC designated
subscribers in vicinity of NTC RDLU Civil Secretariat Lahore. The project after its
completion will result in the total increase of 530 NTC connections, with 335 new
telephone connections and conversion of 195 connections from PTCL to NTC network.
The project is in execution stage and it likely to be completed by July 2008.
Switch expansion of 500 lines from 2042 to 2542 lines alongwith laying of 1200 Primary,
700 Secondary OSP lines at NTC MSU Garden Town Lahore.
subscribers in vicinity of NTC MSU Garden Town Lahore. The project after its
completion will result in the total increase of 500 NTC connections. The project is in
execution stage and it likely to be completed by November 2008.
Expansion of 1320 lines OSP Network alongwith 1328 lines expansion of switch of MSU
Cantt, 600 lines OSP alongwith 608 lines expansion in RLDU Khyber and replacement
of 200 pairs old paper core UG cable of MSU Cantt
Project has been planned to expand OSP of NTC MSU Cantt and RDLU Khyber Road
Peshawar and replacement of old paper core cable at Cantt Exchange Peshawar. The
project will provide telecom facilities to NTC designated subscribers including Govt. and
defense offices, University campus. The project will greatly help in increasing NTC
customer base. The project is in execution stage and it likely to be completed by
November 2008.
Provision of Data Communication Setup to AGPRA (PIFRA) through Optical Fiber Cable
at PIFRA Karachi, Lahore, Islamabad and Quetta Cities.
Project has been planned to provide Data Communication facilities to Auditor General of
Pakistan against PIFRA project through Optical Fiber Cable at PIFRA Karachi, Lahore,
Islamabad and Quetta Cities. The Project involves laying of Optical Fiber Cable (OFC)
and installation of SDH (STM-1) equipment. The OFC has been laid while the
procurement of SDH (STM-1)equipment is in process.
Laying of OFC from E-9 to F-11 to H-11 Police Acacemy for formation of Ring and laying
of OFC to NDU E-9 Islamabad.
Project has been planned for Laying of OFC (10 KM) from E-9 to F-11 to H-11 Police
Academy for formation of Ring and Laying of OFC (2.3 KM) to NDU E-9, Islamabad.
Establishment of OFC network in the area will enable NTC to provide data and apeech
circuits on fiber with better QoS as such NTC has no optical fiber network in the area.
Moreover establishment of OFC network will ebale NTC to increase its subscriber base
in the area which has many Govt. offices situated in close proxmity. The project is
started recently and will be completed within year 2008.
Installation of Main Switching Unit of 500 lines at Brewery Road Quetta.
subscribers in the brewery area. It is expected that almost 236 telephone connections
will be taken on NTC network immediately after the installation of exchange as most of
Govt. offices, Universities and Colleges are located in Brewery Area. The project will
greatly help in increasing NTC customer base. The project is in execution stage and it
likely to be completed by June 2008.
Laying of 300 Pairs UG Cable Network at NTC Exchange Hayatabad, Peshawar
and data services to NTC designated subscribers including PIA, SNGPL and other Govt.
Departments. It is expected that 200 new numbers will be extended through this
network while 50 numbers will be converted from PTCL to NTC network. The project is
in execution stage is likely to be completed shortly.
References:
Most of the material is collected during my internship by the respected heads of different
departments, NTC Website and also by assignments.
ORGANIZATIONAL STRUCTURE:
Main Offices:
NTC is divided into five main regions, namely: Islamabad Region, Lahore
Region, Karachi Region, Peshawar Region and Quetta Region with many
divisional offices in major cities under direct control of regional offices.
The structure of organization complied of Chairman as leader of team while two
main team members designated as Member Tech. and Member Finance who
control technical and financial matters of the corporation respectively. GM HRM
and GM Admin work directly under guidance of Chairman, however they are also
responsible to Member Tech. and Member Finance—being second head of the
team. GM Admin and GM HRM have their respective Directors in all five regions.
Member Finance leads GM Finance and Director Finance in the headquarters
while they further lead their sub-ordinates in regional headquarters. On the other
hand Member Tech. leads Chief Engineer who further leads GM Tech. and GM
IT who further lead their sub-ordinates in regional headquarters.
Main Offices of Regional Directorate:
There are 219 different offices / sites under Regional Directorate Lahore which
are situated in five major cities of Punjab i.e., Lahore, Faisalabad, Gujranwala,
Multan, Rawalpindi, etc. The detail of offices under NTC, Lahore Region is
attached as an Annexure-B.
Organizational Structure
Chairman
Member GM GM GM Member
(Tech.) (HRM) (Admin.) (Marketin (Fin.)
Chief Dir. Dir. Dir. GM

Engineer (HRM) (Admin.) (Marketin (Fin.)
GM GM Dir.
(Tech.) (IT) (Fin.)
Dir Dir
(Tech.) (IT)
DD MKT
AD MKT
MO-I SO-I
MO-II SO-II
Organizational Chart NTC

(Regional Directorate Office)
DD MKT
AD MKT
MO-I SO-I
MO-II SO-II

(Director Office, Lahore)
Number of employees working in Marketing Department:
In Mobilink marketing department 65 employees are working, below are the
details of
number of employees working in each department;
Vice President 1
Brand Team 16
Marketing Operations 14
VAS /LDI Unit
16
Pricing Strategy 14
Public Relation 4
Total Employees 65
Source: Mobilink internal record
9.2 Marketing Operation:
Every company needs to manage its marketing activities effectively. Especially
the company needs to know how to analyze the market opportunities, select
appropriate target markets, segmenting the market in proper segments,
establishing the effective marketing mix and manage the marketing efforts
effectively. To fulfill these requirements, marketing department is established in
almost all well-known organizations.
Defining Marketing Objectives:
According to Peter Drucker, “The aim of marketing is to make selling
superfluous. The aim is to know and understand the customer so well that the
product or service fits him or her and sells itself. ”
Operations of Mobilink’s marketing department are as follows:

_ Analyzing the trend of the market and competitions movement of marketing.
_ Analyzing the customer demand and product development process
_ Analyzing the quality assurance process and enhance the market share as
compare to competitions.
_ Introduce new product in the market through research and development
process.
_ Create the need for the new and existing customers through different loyalty
programs
_ Run all he promotional activities efficiently and effectively
_ Public relation
_ Research and development
35
10. Function of Mobilink’s marketing Department:
Following are the functions of Mobilink’s marketing in details;
Trade Marketing;
In this sub department of marketing ,all trade and retail level activities at
ground level
is working efficiently and the whole department is responsible for the
marketing of
promotional and sales activities of the Mobilink for trade and retailer.
BTL (on ground activity);
This sub department of Mobilink’s marketing is responsible for the land and
site
acquisition for cell sites, bill boards, sign boards and banners. Along with this it
is
responsible for the installation of cable network and server used in cell sites.
Handset Offers;
This sub department is responsible for the different bundle offer for corporate
groups of customers and for individual customer for retention and loyalty
programs.
This includes the bundle handsets offers and many such related campaigns.
Corporate Social Responsibilities;
This sub department is playing very important role for the growth of the
organization, and this department responsibilities are to manage or organize
all the
community welfare related activities for the Pakistani nation following are the
activities;
a) Donations for Community welfare:
Helping Pakistan for a better tomorrow, Mobilink is a long standing believer in
giving a portion of its revenues for charitable causes and is making efforts for
brining
about a positive social change for the underprivileged.
It has been actively involved in providing regular donations to Shaukat Khanam

Memorial Cancer Research Hospital and urging its huge customer base to
partake with
their own donations for the cause. Mobilink also supports other organizations
such as
the Khidmat Foundation, Umeed-enoor
and PIMS Children Hospital Islamabad, in making lives of millions in Pakistan
more
comfortable.
b) Educating the Youth
High quality education is the right of every Pakistani. Most of the time this right
does not see the light of the day due to many factors, and one of them is the
high cost
of education. Mobilink has decided to help out those deserving students or
organizations however it can.
c) Cultivating the Community
Respecting and protecting the environment we live in, is a job we must all do
together. The only way to combat poverty is to transform the less fortunate
into
productive members of the society. Mobilink has taken steps to alleviate
poverty while
protecting and beautifying the environment by collaborating with Khushhali
Bank to
empower villagers to own personal mobile phones through micro-financing.
Mobilink
was also the official sponsor of the second Human Resource Development
Congress
held in October 2004.
d) Encouraging Arts
Each culture is best defined by an artistic expression. To preserve and cultivate
art is a necessity that should be partaken more often in Pakistan. Mobilink has
taken
the lead in doing so in many different ways.
37
e) Encouraging Arts
Each culture is best defined by an artistic expression. To preserve and cultivate
art is a
necessity that should be partaken more often in Pakistan. Mobilink has taken
the lead in
doing so in many different ways.
f) Revival of Cinema Industry;
Promote the cinema industry and starts different campaign for the revival of
the
industry through various promotional activities and sponsoring the latest
movies in
Pakistan’s cinemas.
Promotional Activities;
The one of the functions of Mobilink’s marketing is to handle different
promotional
activities for customers’ and for distributors/retailer with smart way.
Public Relations;
The functions of this public relation unit are to create good relations with media
or with
customers through different surveys and campaigns.
Product Development & Research;
This unit’s functions are to develop different new products or value added
services for
the customers through various surveys and researches, this unit of Mobilink
has a great
worth within the organization.
Pricing Strategies;
The function of this sub unit of Mobilink’s marketing is to introduce the price of
the
products after the analyzing the market need and customers demand and this
is also
responsible for the increase or decrease in the product price.
Business Intelligence Unit;
This unit’s functions are to store the data and to do different analysis and
trends for the
growth of business.
Loyalty programs;
This unit responsibility is to create different loyalty programs for the good
relations and
retentions of the customers with company.
Satisfaction Surveys/ Feedback;

The function of this unit of Mobilink’s marketing is to conduct various surveys
through
different telemarketing team to know the satisfaction level and feedback of the
customers so that if changes required they can implement.
10.1 Marketing Strategy:
Marketing strategy is the practical application of marketing techniques. It is the
analysis, planning, implementation, and control of programs designed to
create,
build, and maintain mutually beneficial exchanges with target market. The
marketing manager has the task of influencing the level, timing, and
composition
of demand in way that will achieve organizational objectives.
Marketing Strategy of Mobilink:
Mobilink is the market leader both in revenue and customers and is the first
GSM
service provider of the Pakistan as leader Mobilink strategies are to lead the
market and
to get the maximum share of revenue that’s why Mobilink is always adopting
leader
ship strategies.
Mobilink’s major strategy involves;
• Be always first in introducing latest technology in telecommunication
• Focus on best quality ,customer satisfaction
• Identifying the market style and market trend
• Identifying the customer trend and style
• Identifying the customer needs and demands
• Identifying the new research and development in telecommunication
• Identify the segments within the market
• Understand company's strengths and weaknesses.
• Implementation of 4p's price place product promotions.
• Understand where you want your brands to be in the future
• Internal service quality of customer satisfaction.
In Mobilink private when lunch any product they all decision making on higher
management and first the complete analysis of the market and customer
behavior all
39
sensitive issues with point of competitors of current market situation then pre
test lunch
the product if they successful then introduced in the market.
10.2 Product planning, development & management:
Mobilink’s new product development process based on following steps;
Idea Generation:
A process starts with idea generation, which may draw the Mobilink’s
inspiration from
internal sources, customers, competitor's suppliers and others.
Idea Screening:
The next step is idea screening which reduces the number of ideas based on
the
Mobilink own criteria which the best suitable for the company.
Concept Development:
After the idea screening Mobilink research and development management
continue
through product concept development in which a detailed version of the new
product
idea is stated in meaningful consumer terms.
Test Market:
In this stage concept testing new product concepts are tested with a group of
current
market target consumers to determine if the concept have strong consumers
appeal
and successful in market.
Marketing Strategy:
After the successful concept of the new product to proceed to marketing
strategy
development in which an initial marketing strategy for the new product is
developed
from the product concept
Business Analysis:
After the marketing strategy of Mobilink proceed to in business analysis stage a
review
of the local and nation market of the sales, costs and profit projections for new
product
is conducted to determine whether the new product is likely to satisfy the
Mobilink’s
objectives .
Commercialization:
With positive results there the ideas become more concrete through test
marketing and
finally are launched for commercialization.
10.3 Pricing Strategy:
Mobilink is a market leader in subscribers and always introduces a reasonable
price for
their products with good quality.
Mobilink pricing strategies for new products;
Positioning Strategy;
Mobilink uses both premium strategy (high price & high quality) and good
value
strategy (low price & high quality) for their new products.
Mobilink also uses the “marketing skimming strategy” for new “products and
market
penetration’ for existing products.
10.4 Distribution Strategy:
Distributing the products in the market is one of the major functions of any
distribution
center on behalf of the principal. As it is said in the previous section that
Mobilink treats
every principal as a separate business unit, so the distribution process for all
the
principals vary considerably with each other.
• Extensive nationwide distribution network positioned to lunch new products
as well as
service existing ones.
• 18 Offices
• 250 Cities.
• 475 frachises
• enhancing relationships with third party distributors to enhance penetration.
Mobilink divide the whole Pakistan in three regions for the better take up of the
distributions and to increase the sale in efficient way below are the details of
the
regions;
1. Central
2. South
3. North
41
10.5 Promotional Strategy:
Mobilink give the desirable information in the print ads to the target market in
order
to inform the customers about the benefit of their products. Whenever Mobilink
introduced new products they give ads on print media at regular intervals. So
that the
customer is informed about the new product.
For their matured products they give ads with different gaps in the
newspapers. The
newspapers they use are: The NEWS, DAWN, and JUNG
Radio
Radio is a good local acceptance, high geographic and demographic selectivity
and low
cost advertisement.
Magazines
The Magazines advertisement high geographic and demographic selectivity,
credibility
and prestige and high quality reproduction, long life and good pass along
readership.
Outdoor Advertising
Outdoor Advertisement flexibility high repeat exposure low cost low message
competition, good positional selectivity
For example
Sing Boards
Bill Boards
Banners
Public Relation
It is communication efforts that are designed to favorably influence attitudes
toward an
organization, its products and policies. Mobilink is not just a quality product
services
supplier, but also a socially conscious corporate citizen. It has been equally
involved in
promoting and funding several community welfare projects through aggregate
revenue
Mobilink is a professionally managed, organization.
11. Critical analysis of theoretical and practical experience:

The main objective of this internship program is to critically analyze the
theoretical
concepts and relating them with the practical experiences, I studied the
Mobilink for
this purpose.
I have observed that Mobilink is a market leader both in revenue and in
customers
share as they are practicing the right procedure what they have written,
Mobilink is ISO
9002 certified in billing and engineering.
In this organization I observed and noticed that all the department and
business
processes are implementing as of theoretical concepts for the better results.
Every
department processes are written, and all the staff are implementing on the
written
procedures with pleasure and it’s the secret of Mobilink’s leadership.
Mobilink is providing the friendly environment for their internal customers and
giving then the salaries as per the market standards, I observed that in all the
departments of Mobilink all the theoretical concepts are implementing
As in Mobilink particular in marketing department every thing is handling with
respect to
same as theoretical or what we studied in MBA as in product development
,marketing
research, in pricing ,distribution and in promotional activities every thing is well
organized and planned.
Success and failure of products of Mobilink in Market with reasons:
In Mobilink every product is successful as per the demand and need of the
customers, as Mobilink is a market leader and launch their every product with
planning
and deep research, feed back of their existing and new customers. These
successful
products are for prepaid customers, post paid customer, for corporate
customers and
for corporate level business solutions.
Following are the some successful products from the list of successful products;
43
11.1 Successful Products of Prepaid Customers;
1. Jazz Budget
2. Jazz Ladies First
3. Jazz GPRS
4. SMS Fever
5. Jazz One
6. Jazz GPRS
7. Jazz Octane
Successful Products of Postpaid Customers;
1. Indigo GPRS
2. Indigo Unlimited
3. Indigo Plans
4. Indigo Talk Fiesta
Successful Products for Corporate Customers & Business Solutions :
1. Black berry
2. Connect card
3. Mobilink Genie
4. SMS bundle Offers
5.
Reasons:
Mobilink is a marketing leader and its every product is very successful in the
market and as per the customer demand and requirement, as before launching
any new
product or any value added services for their existing and new customers
Mobilink
always did a solid research for the need and requirement of the customers
through
different channels, surveys and questionnaires from customers.
11.3 Future prospects of the Organization:

As Mobilink is a market leader and always pioneer in providing the latest
technology to
telecommunication industry of Pakistan. In future Mobilink is planning to launch
a new
service for Mobilink’s new and existing customers called ‘V-CON’. This would be
a video
conferencing service that Mobilink could launch after it gains the 3G license.
Mobilink will introduce a video conferencing service aimed at its postpaid
customers
(Indigo), prepaid customers (Jazz) and for new customers. The video
conferencing
would work on 3G technology compatible cell phones like the Nokia N-series.
These cell
phones have two cameras, one on either side of the phone, that enable it to be
in a
video conference with more than one person at a time.
Research has suggested that videoconferencing is very successful when there
is a clear
communication need that cannot easily be met using other media. While users
feel that
video conference meetings do not have the flow and momentum of face-to-
face
meetings they are seen to be particularly good for:
• dealing with routine matters
• dealing with non-controversial issues
• quick informal meetings at short notice
• saving travel costs
• saving time
51
12- Short-falls/weakness of the Mobilink’s marketing department:
SWOT Analysis
Strengths:
• Competitive in value added features
• Infrastructure sharing – reducing operational & fixed costs & largest number
of
cell sites
• Aggressive promotional activities
• Extensive staff training programs
• Standardized pay structure
• Management is always open to improvement from every level of hierarchy
• Strong brand value
• Comparatively better value added services than competitors
• Largest Network Coverage
•
Weaknesses:
• Lack of good coordination with other department
• Instability of network
• Problems with Billing systems
• Inefficient Complaint Management System
• Customer verification and recording antecedents
• High Traffic
• Declining quality
• Poor call service department
11.3 Future prospects of the Organization:
As Mobilink is a market leader and always pioneer in providing the latest
technology to
telecommunication industry of Pakistan. In future Mobilink is planning to launch
a new
service for Mobilink’s new and existing customers called ‘V-CON’. This would be
a video
conferencing service that Mobilink could launch after it gains the 3G license.
Mobilink will introduce a video conferencing service aimed at its postpaid
customers
(Indigo), prepaid customers (Jazz) and for new customers. The video
conferencing
would work on 3G technology compatible cell phones like the Nokia N-series.
These cell
phones have two cameras, one on either side of the phone, that enable it to be
in a
video conference with more than one person at a time.
Research has suggested that videoconferencing is very successful when there
is a clear
communication need that cannot easily be met using other media. While users
feel that
video conference meetings do not have the flow and momentum of face-to-
face
meetings they are seen to be particularly good for:
• dealing with routine matters
• dealing with non-controversial issues
• quick informal meetings at short notice
• saving travel costs
• saving time
51
12- Short-falls/weakness of the Mobilink’s marketing department:
SWOT Analysis
Strengths:
• Competitive in value added features
• Infrastructure sharing – reducing operational & fixed costs & largest number
of
cell sites
• Aggressive promotional activities
• Extensive staff training programs
• Standardized pay structure
• Management is always open to improvement from every level of hierarchy
• Strong brand value
• Comparatively better value added services than competitors
• Largest Network Coverage
•
Weaknesses:
• Lack of good coordination with other department
• Instability of network
• Problems with Billing systems
• Inefficient Complaint Management System
• Customer verification and recording antecedents
• High Traffic
• Poor call service department
Opportunities:
• Expansion in new geographical areas
• Providing per second billing
• Providing more value added services
• Expanding into new markets (DSL)
• Coverage Expansion is the fastest way to capture the remaining addressable
market –1st mover advantage. Developing Network in uncovered areas at a
fast
pace
• Ensure seamless mobility
• Infrastructure sharing – reducing operational & fixed costs
• Use technology to go beyond GSM’s usual limits 35Km which can be doubled
Threats:
• Pressure on Quality of Service (QoS)
• Increased competition
• Price sensitivity
• With MNP in place the basic product becoming homogeneous could force
mass
exodus of the consumer to better offerings
• MNP conversion cost could have negative implication on ROI
• Technology improvements – a continuous process and threat
• Declining market share
• Decline in profits due to price wars
• New entrants (China Mobile)
• Mobile industry overall is at a saturation point
53
CONCLUSION & RECOMMENDATIONS FOR IMPROVEMENT
13-Conclusions
During my internship, I have pointed out following conclusions:
_ Best environment of marketing department.
_ Strong marketing policies.
_ Imported machinery.
_ Qualified and motivated staff.
_ Strong market leader
_ Awareness of products
_ Customer satisfaction procedure is very good.
_ High financial resources.
_ More customers in International market.
_ Fully computerized system of production.
_ RD&C department is working tirelessly.
_ Every department is working with the standards of ISO 9001 and ISO 14001.
_ Research product and development procedure is very good.
_ Marketing strategies are always made to keep in mind the current market
situation and competitor’s analysis.
_ Marketing personnel continuous visit to existing customer for getting new
orders.
Recommendations
On the basis of my studies and analysis, following areas are recommended to
improve
the results of the organization.
_ The company should arrange the proper training program relevant to
technical
knowledge of product; this would improve the efficiency of marketing
department.
_ Hired only those employees having technical background qualification with
MBA.
_ Meeting should be arranged with production manager for discussion about
complaints on monthly basis
_ The company should focus the attention to customer services and proper
complaint handling to improve the company image in the market.
_ The company should arrange the visit of marketing manager, Regional
manager
for the covering, and studding of international market.
_ The company is going for expansion; therefore company should increase the
staff of marketing department for better results.
_ Decision making power should be decentralized in each region.
_ The company should improve the communication process among the
different
departments for getting better results.
_ Appreciation and monetary regard is necessary on better performance of
sales
executives.
8.2 HRM OPERATIONS:
There are following HRM operations being practiced in NTC Regional Directorate, Lahore:
 Management of Human Resources
 Hiring / Recruitment (Attract, Motivate and Retain)
 Firing / Termination
 Training and Development
 Compensation (Pay, Pension, Rewards, etc.)
 HR Laws and Implementation
 Legal Issues faced by NTC

 Co-ordination with other Departments
 Industrial Relations
 Health and Happy Crew / Work-Life Balance (WLB)
8.2.1 Management of Human Resources
Managing the human resources is the core issue of the day for each and every
organization working in either national or international perspective. National
Telecommunication Corporation (NTC) is also striving its best as far as the issue of
“managing the human resources” is concerned. These HRM operations are led by the
General Manager (HRM), assisted by Director (HRM) at headquarters level at Islamabad,
while Assistant Director (HRM) at all five regions—Lahore, Peshawar, Islamabad, Karachi,
Quetta, led and assisted by a team of professionals. HRM looks deeply on HR variables
like: high commitment, T&D, high Job security, etc. Lahore Region is working on
computerized Human Resource Management System (HRMS) which have information
regarding HR that is updated on regular intervals under the guidance of AD HRM. The
said software have the following major ingredients:
 Major HR Issues
 Personal Information / Profile
 Info regarding Family / Dependents
 Transfer / Posting of Employees
 Training Received / Required
 Penalties
 Complete Leave Record (Leave dBase)
8.2.2 Hiring / Firing & Recruitment
(a) Previous Practices

Another important HR issue faced by NTC is hiring / firing and recruitment. Previously all
hiring / recruitments were started by advertising in almost all famous issues, of both
languages—Urdu and English, of capital cities of Pakistan by inviting the applications from
the suitable experienced professionals. After scanning all these applications short listed
candidates were invited for taking test / interview by the higher authorities. Then last and
final step in this regard was taken by preparing final list of the incumbents. This list was
forwarded to the GM, HRM, NTC, Islamabad for approval and other HR / Admin actions.
(b) Current Practices
(b-I) Hiring / Recruitment:
With the change in the technology, NTC has initiated a technological start of its hiring /
recruitment process from advertising in both electronic and print media as well as at
the URL http://www.jobs.gov.pk or the official web site of NTC i.e.,
http://www.ntc.net.pk. Short listed candidates are called at nearest NADRA (National
Database Registration Authority) office along-with their CNID Cards. An Online test is
conducted avoid any leakage in the process of hiring / recruitment. NADRA compiles
the online results and sends to HRM, NTC Headquarters Islamabad for further
processing at their end. These results are given proper percentage and once again
short listed candidates are called for final interviews. Online testing has not only
removed the taint of nepotism and favouritism from NTC, but also enlisted the
organization in adapting technological change with the pace of time. NTC is staunch
believer of “Equal Employment Opportunity” (EEO), however owing to very low
percentage of females in the field of technology—IT &T, the ratio of female to male is
negligible in the corporation. Nonetheless, a few key posts are occupied by the female
officers at top management level in the hierarchy of NTC, along-with many assistants,
PA and Telephone Operators in the low level of same pyramid.
The average time span for events in the recruitment pipeline is 41 days, however it
varies according to the nature of job and availability of suitable incumbent. The
standard for the recruitment pipeline is as given below:
Sequence of Events
From… To… No. of Days

Resume Invitation 05
Invitation Interview 06
Interview Offer 04
Offer Acceptance 07
Acceptance Report to Work 21
Total Length of Pipeline is: 43
The Corporation is trying to accommodate the length of events of recruitment pipeline.
(b-II) Firing / Termination:
After hiring / recruiting, incumbent have to follow the prevailing rules and regulations of
organization (NTC). Unfortunately, any disciplinary action can be taken against
incumbent, if required, depending upon the conditions. However for this purpose, there
are following steps taken by the management in order to take any action against the
personal in a proper sequence:
1. Counseling
2. Explanation
3. Disciplinary Action
4. Warning
5. Charge Sheet
6. Penalty
1. Counseling:
A register is maintained in the office of the Assistant Admin. Concerned officer mark
mistake / misbehave / misconduct / Error / Flaw of the incumbent and inform him for
corrective action.
2. Explanation:
After not availing the chance of counseling, incumbent have to face the written
explanation from the higher ups in order to commit any lapse / negligence in the duties.
Some suitable answer is required to respond the explanation in reply.
3. Disciplinary Action:
On not receiving satisfactory answer / response from the incumbent, authority takes
disciplinary action against the incumbent in the light of Estacodes and E & D Rules
1973.
4. Warning:
Final warning is issued by divisional / directorate offices to the incumbent in order to
change the behaviour or any negligence in duties.
5. Charge Sheet:
A charge sheet is prepared against incumbent and sent to him via registered mail /
advertises through print media, after not receiving satisfactory reply in defense.
6. Penalty:
Final phase of this chain ends with direct or indirect penalty in the form of demotion,
removal from service, financial penalty, transfer, etc. in order to make corrective
actions wherever necessary which might stake the whole career of the incumbent.
However, if incumbent is not satisfy with the procedure, he / she makes sue in the
court against in-just action of authority. Rights of the incumbent are fully protected at
every stage, he / she is given full liberty in order to pursue their cases within the NTC
or outside the organization in some court.

Explanations, warnings, charge sheets, etc. are highly confidential documents which
are tagged in one / any / all sources including: personal file, service book, regional
directorate, headquarters, etc.
8.2.3 Training and Development (T&D):
Training and development is a centripetal force of HRM that revolves the incumbent to the
center of its organization in order to meet rapid changes in today’s technological world. As
NTC is primarily a telecom organization, so it requires frequent training and development
sessions for its 3300 professional employees all over the Pakistan. In last decade,
Telecom Foundation (TF) has given the gigantic task to train the NTC employees at all
levels. TF executes all these training and development session at its main campus at
Haripur, some other programs were taught at all regional schools of TF. TSC, Haripur also
assists TF. Assistant Director (HRM) refer the incumbents to the relevant Divisional
Engineer in order to relieve the personals to join the training session. However managerial
and advance training held nationally and internationally are allowed by the permission of
GM (HRM) at headquarters level.
8.2.4 Compensation (Pay, Pension, Rewards, etc.)
Remuneration system is well followed by the latest rules and regulations prevailing in the
telecom sector. Direct payments, benefits, perquisites, etc. are added up into salary slip of
the incumbent and paid through National Bank of Pakistan (NBP) while indirect payments
including bonus, rewards, etc. are further added to the incumbent’s personal bank
account. (See Annexure-E and –F for further details).

Different loans are granted to both official and officers after confirmation of their service.
However some rewards and bonuses are also arranged for the employees. Few of them
are as under:
 House Building Advance (HBA)
 Motor Cycle / Motor Car Advance
 General Provident Fund (GPF) Advance
 Benevolent Advance
 Marriage Grant (for Daughters Only)
 Education Grant (for Children)
 Educational Re-imbursement (For Self Study)
Deduction of loans is made on easy installments detail of which is mentioned in the salary
slip of incumbent.
House Requisition and Medical Allowance are added up into the salary slip. There is fixed
ceiling of outdoor medical (i.e., 02 basic salaries per year, but expired after completing the
fiscal year) while there is no limit of indoor ceiling is (i.e., 100% is returned to the
incumbent either during treatment or after completion of treatment or sometimes directly
paid by the organization before starting the treatment).
A suitable amount is allocated for dental treatment (i.e., 02 basic salaries per year, but this
amount is not expired after completing the fiscal year and carried forward to the next fiscal
year).
Prolonged / Chronic diseases are also claimed by the approval of the Director (HR). There
is also no fixity of amount for the employee or his / her dependents.
Payroll section basically deals with payment of salaries and wages to the employees and workers.
Like other sections, payroll is also computerized. Salary of permanent, contractual and deputed
staff is given against salary slips; while daily wages staff is given their wages against the days they
have worked in the corporation; however stipend is given to trainees. The salary slip contain Name,
Designation, Working Station, BPS, Personal No., Job Nature, GPF Account and NTN No. along-
with the Pay and Allowance and Deductions. The detail of last two given as under as specimen:
Pay and Allowances Rs. Deduction Rs.

Basic Pay Contributory Provident Fund
Incentive Pay General Provident Fund
Good Conduct Pay Benevolent Fund
Qualification Pay House Building Advance
House Rent Allowance Car / Motor Cycle / Cycle Advance
Conveyance Allowance Income Tax
Out Door Treatment Allowance General Provident Fund Advance
Special Allowance 5% of B. Pay Deduction
Telecommunication Allowance CPF Advance
Washing Allowance Salary Advance
Deputation Allowance
Utility Allowance
Special Relief Allowance
Ad-hoc Relief Allowance
Entertainment Allowance
Computer Allowance
Disturbance Allowance
Ration Allowance
Rent of Residential Buildings
Cycle Maintenance Allowance
Any discrepancy is being forwarded, by the employee on the receipt of pay roll slip, to
Accounts Department for further clarification. All salary / wages are transferred to the
personal account in nearest National Bank of Pakistan (NBP).
8.2.5 HR Laws and Implementation:

Human Resource department of the corporation has implemented HR laws employed by
the GoP, however corporation has minutely changed it according to the demand of IT&T
section in Pakistan with the permission of ministry of IT&T.
8.2.6 Legal Issues faced by NTC
Like many other organization, NTC has also to face the legal issues of both internal and
external customers. For this purpose, Headquarters / Regional Directorates hire the
services of professional advocate from High Court or Supreme Court depending upon the
nature of case being faced by NTC.
Legal issues and court cases are dealt under the advice and supervision of HR
department itself. Many legal / court cases are perused by the hired advocates /
consultants by the corporation. These cases mainly includes:
1. Bank Fraud
2. Fraud / Cheat / Concealment
3. Hiring / Firing activities
4. Corruption cases to NAB
5. Against Land Occupants
6. Against (by) Internal (External) Customers
7. Working of Illegal PCOs
8. Clashes / disputes with other organization in order to lay down the OSP network
installation of machinery / equipment at (near) claimer’s premises (property).
8.2.7 Co-ordination with other Departments:
No doubt, that major function of HR management is to cement different department in an
organic whole. Here in NTC, HR management is contributing well in bridging the gape
between (among) departments, which is, in fact, the real hallmark of HRM. HRM
contributes well in co-ordination and co-operation of the corporation in order to maintain
both efficiency and effectiveness of NTC as a whole that strengthens the overall objectives
and goals of management.
8.2.8 Industrial Relations:
HR management of NTC is the most vigilant among its competitor under the control of
Pakistan Telecommunication Authority (PTA)—another organization under the direct
control and command of ministry of information technology and telecom (IT&T) Federal
Govt. of Pakistan. Having its profound relations and roots with Pakistan
Telecommunication Company Ltd. (PTCL), NTC tries hard not only to maintain the
relations between the two friendly competitors, but also improving it day-by-day. NTC has
also strong relations with Telecom Foundation (TF) of Pakistan which provides training
and development (T&D) along-with execution of different projects. While on the Wireless
front, NTC has also strengthens its relations with management of V PTCL—the pioneer of
wireless technologies, with all telephonic services, in Pakistan.
No doubt, the rapid change of mobile technology has altered the human attitude as a
whole, so NTC never ever ignores this factor and building good relations with all GSM and
AMZ service provider in Pakistan.
8.2.9 Health and Happy Crew / Work-Life Balance (WLB):
HR management of regional headquarters, NTC, Lahore is focusing on creating balance
between workload and social life of the incumbent. To balance the work at workplace and
social life at home-front, HR department provides 15 days rest and recreation leaves to
every incumbent with one basic pay. HR department also believes in the renowned
phenomenon of Quality of Work-life (QWL) and strives its best to make incumbent friendly
at work so that his / her faculties should focus on maximum output which ultimately
increase the effectiveness of the corporation which helpful in achieving the set goals.
There is also a relaxation of 40 earned leaves and 20 casual leaves other than
miscellanies leaves allowed to the incumbent according to the rules of corporation along-
with extra ordinary leave, study leave, ex-Pakistan leave, etc.
To avoid mommy wars, NTC relax in the timing of female workers in the organization. So,
keeping in view the concepts of equity and gender description, no late sitting or holiday
working is imposed on women.
9- STRUCTURE OF THE HRM DEPARTMENT:
9.1 Number of Employees Working in the HRM Department:
There are total 3300 highly educated, professional, trained and dedicated assets in the
form of human resource, including Professionals, Managers, Engineers (from both foreign
and local universities), Diploma Holders, Graduates and undergraduates. HR department
also acquire the services of number of new employees with the passage of time owing to
the expansion in the network / exchanges of NTC, particularly with the advent of new
millennium, human resource of NTC is increasing with rapid speed to cope up with the
drastic changes in the business environment. These resources include: Permanent
Employees (Direct Hiring), Vested (from PTCL), Contractual Employees, Daily Wages, On
Deputation (from Army Signal Corp), and Internees. To lead these 3.5 thousand
employees, there is a group of almost 75 HR personals scattered into five different region
of Pakistan. There are almost 15-20 people working in HR department. As far as NTC
regional Headquarters, Lahore is concerned, there are 20 people working under the good
conduct of Assistant Director Human Resource (AD HR) who is directly answerable to
Director Human Resource at NTC Headquarters, Islamabad, and also support Regional
Directorate, NTC, Lahore. The HR team of regional headquarters, Lahore is the crew of 20
professional led by AD HR.
AD HR
Assistant HR
UDCs
IT Team
LDC
Attendants
(Hierarchical managerial flow of HR Department)

(HRM Wing—H/Q Level)
G.M (HRM)
G.M (HRM)
(H/Q Level)
(H/Q Level)
Director (HRM)
Director (HRM)
(H/Q Level)
(H/Q Level)
A.D (HRM) A.D (Pay, Pension / Fund) A.D (Admin)

A.D
(Regional (HRM)
Level; 05 Posts) A.D (Pay,
(Regional Pension
Level; / Fund)
05 Posts) A.DLevel;
(Regional (Admin)
05 Posts)
(Regional Level; 05 Posts) (Regional Level; 05 Posts) (Regional Level; 05 Posts)
Assistant
Assistant
(01 Post)
(01 Post)
U.D.C D.C.A
(02U.D.C
Post) (01D.C.A
Post)
(02 Post) (01 Post)
L.D.C D.E.O
(03L.D.C
Post) (01D.E.O
Post)
(03 Post) (01 Post)
(HRM Wing-- Regional Directorate)
Assistant Director
Assistant Director
(HRM) (Lahore Region)
(HRM) (Lahore Region)
Assistant
Assistant
A.D (HRM)
A.D Region)
(Lahore (HRM)
(Lahore Region)
L.D.C
L.D.C
D.C.A U.D.C L.D.C

(01D.C.A
Post) U.D.C L.D.C
(01 Post)
L.D.C
D.E.O U.D.C L.D.C
(01D.E.O
Post) U.D.C
(01 Post)
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
6. Better communication and coordination between / among
departments
7. Has adopted total quality management (TQM) in all functional and
operational area
8. Improved Research and Development (R&D) and HR departments.
9. Variety of products / services in the product line
10. Range of valuable and high potential customers
11. High rate of technical learning
12. NTC truly advocates EEO as far as physically disables incumbents
are concerned.
13. Employee Assistance Program (EAP) offers professional
counseling, medical facilities, services and rehabilitation
opportunities to all the troubled employees.
14. Have their own HRMS, HRIS and HRS.
Weaknesses:
1. Scarcity of highly effective and efficient workforce owing to
absence of training of employees in order to cope up with newly
emerging technologies.
2. No Employee Involvement (EI) partially due to absence of CBA or
union, democratic leadership style, etc.
3. No orientation; delayed training.
Page 60 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
4. No performance appraisal for daily wages and contractual
employees.
5. Unable to meet the demand of customers due to scattered
customers.
6. Problematic hired network particularly of PTCL
7. Shortage of highly technical staff
8. Relatively high price as compared to competitors
9. Very few electronic and print media advertisement in comparison
with competitors
10. Low rate of social / behavioural / attitude / character learning.
11. No age grading—sub-conscious expectations about what people
can (cannot) do at particular time of their lives.
12. No proper Decision Support System (DSS)
13. Absenteeism at remote exchanges / areas / offices mainly due to
insufficient staff.
12.2 Opportunities and Threats:
Opportunities:
1. A long-long way to cover despite of 10 years strive in order to
cover land line network to GoP.
2. Forward integration—NTC could spread its network with quick
pace.
3. Expansion in product line
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
4. Built their own production plant to fulfill the demand.
Threats:
1 Rapidly changing technology
2 Giant competitors with maximum resources
3 Easily available substitute products / service
4 Conventional hierarchical hurdles present in Govt. department
5 Any advancement / counter strategy made by competitors
Page 62 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
13- SHORT-FALLS / WEAKNESSES OF THE HRM
DEPARTMENT:
As a recognized truth, it is next to impossible to achieve the 100% effectiveness
and efficiency as an output in the response of some input. However, it is the
foremost duty of HRM to make sure that wastage of human or other resources in
the organization be cured, by applying different techniques which better suit the
situation.
While my study at NTC Regional Headquarters, Lahore, I found HR department
praise worth as they not only devise some new techniques in the light of
prevailing strategies of HRM, try to convert maximum theoretical concepts and
strategies of HR world into practical form. However, ideal situation never exists in
this world or errors. I found, according to my own vantage point of HR coupled
with theoretical and practical studies in NTC, different HR practices need to be
corrected or replaced with some suitable alternatives as optimal solutions. My
observations regarding different HR operations and functions are as follow:
 Hiring / Recruitment:
1. NTC HRM attracts, motivates and retains incumbent well with the
initial assistance of NADRA, but still there is some inclination
towards faviourtism and nepotism which cause loss of faith among
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
existing professional incumbents. Govt. pressure in this respect
cannot be ignored too.
1. There is online dBase of uploading Resumes / CVs; Jobs
opportunity, yet dBase / web-site is not updated on regular basis
accordingly.
2. Bureaucratic style of leading costing much to NTC.
 Firing / Termination:
1. Without fair hiring / firing, it is impossible to win the incumbents faith
in the HR department. There are some prejudice decisions
regarding termination of incumbents without following strong
reasons and rules devised for firing or termination of employees.
 Training and Development:
Mostly HRM nominates right personals for training in the weak areas of
professional life of incumbent, however:
1. Some nominations are initiated on undue pressure either from
inside or outside the organization.
1. There is no orientation at all from the HR department that mostly
helpful a lot for the newcomers to be familiar with the organizational
culture with a short span of time.
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
2. Newcomers are directly deputed in different sites / exchanges
where they do not know what to do as a new team member.
3. Sometimes, all newcomers are deputed in some new exchange
where, without proper technical and administrative training, they
face great hurdles in their way.
4. Trainers deputed by different telecom institutes mostly complete the
given outlines and give test; these tests are not checked, in this
way candidates are not evaluated as no feedback is taken from
these learners.
5. NTC has also acquired the services of International Institutions and
Agencies for improving its management, Japan International Co-
operation Agency (JICA) is an example of such an agency.
6. No set system of selection for appropriate incumbent for training.
7. A huge amount of budget have been allocated to Enterprise
Resource Planning (ERP) which was deployed by Siemens and
IBM, but corporation failed to get desired output. For this purpose
installed hardware (switches, computers, scanners, printers,
networking peripherals, etc.) and software is of no use currently.
8. No in-house training, which requires no out-sourcing.
 Compensation:
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
1. NTC pays a high rate of remuneration to its incumbents as
compared to other Govt. organizations working in Pakistan, but
there is still delay in implanting any additional financial
compensation to its employees e.g., employees are unable to get
increase of 15% of basic pay, ordered by GoP in July 2006.
1. Money against saved earned leave is not transferred to employee’s
account at the end of financial year, since last two years.
2. No check on the personals deputed outside the country, even after
completion of contract.
3. Out of two annual bonuses, employees did not collect their 2nd
bonus of the year.
4. Direct and indirect awards / compensations are given to near and
dear ones, though on very small scale, yet be avoided.
5. There is not concept of financial or non-financial compensation
regarding late sitting or work on holidays.
6. Medical bills and re-imbursement cycle is too long.
7. Two tier wage theory, for civilian and military men, pave the way for
discrepancy which ultimately deviate employees’ interest in the
service.
8. Clash between army men and civilian personals in the corporation
nourishes the concept of “Theory-X” and “Theory-Y” for which both
party claim.
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
9. While rating performance of incumbent, officers mostly deceived by
halo-effect owing to focusing on good (poor) trait of the incumbent
and ignore his / her working throughout the year. There
 Legal Issues faced by NTC:
1. NTC has hired the services of legal adviser on contract basis who
represent NTC in different legal issues. These legal advisers show
less interest legal issues faced by NTC and have much interest in
financial benefits gained.
 Co-ordination with other Departments:
1. Lack of co-ordination with remote areas exchanges owing to
scarcity of HR.
1. Absence of Collective Bargaining Agent (CBA), sometimes cause
autocratic decisions.
2. Lack of technical audit, which cause great loss to the corporation.
3. Computerized HRMS is not upgraded since long.
 Industrial Relations:
1. There are good relations with IT&T giant in Pakistan, i.e., PTCL, yet
weak relations with the mobile service providers.
 Work-Life Balance (WLB):
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Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
1. Rest and Recreating (R/R) leaves have been abolished since last
two years
1. Elimination of 15 R/R leaves also cause financial loss of one basic
pay for the incumbent which ultimately cause dissatisfaction among
the employees.
2. The decisions regarding transfer / posting of employees far from
their home station, injure the concept of Work-Life Balance (WLB)
badly.
Page 68 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
14- CONCLUSIONS AND RECOMMENDATIONS FOR
IMPROVEMENT:
While my studies as trainee in HR department of regional directorate NTC,
Lahore I concluded, on the basis of my theoretical studies coupled with a little
practical experience, that almost all functions and operations of HR department
are resembled with the original thoughts and concepts of HRM, however there is
still a room for improvement in it. Following are the recommendations for
improvement of HR department of NTC:
14.1 Proposals / Suggestions:
1. Orientations should be given to the newcomers.
1. There is also need for training of newly hired incumbent on priority
basis.
2. A bit technical training is required for administrative employees and
vice versa.
Page 69 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
3. Faviourtism and nepotism, though in very small scale, yet be
eradicated will all the personal decisions on merit.
4. Prejudice decisions regarding termination of incumbents without
following strong reasons and rules should be avoided in order to
increase the morale of the employees.
5. Test of the employees under training should be conducted and
reports may be conveyed to them and their relevant departments,
this feedback may be helpful in devising future plans for training
and development.
6. There must not be an atom of iota in distribution of rewards. Award
distribution should be fair and transparent.
7. Direct and indirect awards / compensations are given to near and
dear ones, though on very small scale, yet be avoided
8. Increment of 15% of basic pay, ordered by GoP in July 2006,
should be implemented without any delay in order to get employees
trust and faith in the corporation and also to get employees loyalty
towards corporation.
9. Second bonus of the year, out of two annual bonuses, should be
given to the employees on priority basis to increase the efficiency.
10. Permanent legal adviser should be selected either inside or outside
the organization who could take personal interest legal issues of
the corporations.
Page 70 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
11. Remote areas / exchanges can be well co-ordinate by increasing
HRM efforts.
12. Good industrial relations the mobile service providers be shaped.
13. Order for restoration of Rest and Recreating (R/R) leaves should be
issue as early as possible to maintain Work-Life Balance (WLB).
14. On re-directing 15 R/R leaves financial benefit of one basic pay for
the incumbent may increase satisfaction among the employees.
15. Web-site / online dBase should be updated on regular basis, so
that current events regarding job opportunities, current issues,
information, etc. be conveyed to visitors of site.
16. Two tier wage theory, for civilian and military men, which pave the
way for discrepancy should be abolished altogether.
17. To avoid the clash between army men and civilian personals,
“Equity Theory” should be applied instead of “Theory-X” and
“Theory-Y”.
18. Though selection of chairman from military indicates discipline in
the organization, yet most of the military men have not much
experience about relevant telecom field. So, most of the time they
take wrong decisions owing to lack of experience in the limited
tenure of 03 years. Either tenure should be increased or some
professional from the hierarchy of the organization should be given
chance to lead.
Page 71 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
19. Appropriate system of selection of incumbent for training should be
introduced.
20. Telecom Foundation (TF) and many other institutions /
organizations are old enough and opting old techniques and
methodology of teaching to learners—incumbents, so services from
such organizations should be cancelled and senior / experienced
employees should given a chance in order to deliver lectures
against suitable compensation to them. In-house training, without
out-sourcing will save training budget.
21. Enterprise Resource Planning (ERP) was deployed by Siemens
and IBM, should be reviewed.
22. Bureaucratic style of leading should be abolished and democratic /
lassies faire style should be used as a productive output.
23. Method of technical audit should be devised by HRM of
corporation.
24. HRM should contact the employees deputed outside the country,
after expiry of the contract.
25. Computerized HRMS should be upgraded according to the current
requirement of HR functions / operations.
26. Biased and prejudice behaviour of officer can be avoided by
training them as to how to keep halo-effect pole apart from them.
27. Performance Appraisal Report (PAR) should be revised.
Page 72 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
28. Though regional HR department is independent, yet it has to follow
the commands / orders willy nilly.
29. There must be performance appraisal system for both daily wages
and contractual incumbents.
30. The concept of management-by-wandering-around (MBWA) should
be practiced, so that HRM may come to know about the problems
faced by employees at work-place.
31. The events for social learning should be provided along-with
technical learning. Trainings, based upon “change”, should be
arranged.
32. Absenteeism at remote exchanges can be eliminated by deputing
sufficient staff at site.
33. Linemen—called Junior Technicians, should be provided safety
belts and other important safety accessories because of greater
life-risk at work-place.
14.2 Finale:
Above-mentioned recommendations for improvement of HR department of NTC
may pave the way towards the improvement of HR department in the corporation
otherwise concept of “treating all employees fairly”, will fade away that must
impact upon the efficiency and effectiveness of the incumbents.
While making a detailed review of the human resource system of NTC, it is
concluded that overall HR System is working good, though having some flaws,
Page 73 of 74
Khalil ur Rehman
MBA (Marketing)
Roll #: J-123456-
yet have the capacity to remove them. If HRM department of NTC consider
above-mentioned suggestions and recommendations, no doubt, the results will
be in the favour of corporation due to which incumbent will pay more attention
towards work that ultimately increase effectiveness and efficiency of the
organization. This increase in effectiveness and efficiency will definitely plain the
way for achieving what is set in mission and vision statements of corporation.
15- REFERENCE AND SOURCES USED:
HRM material provided by University
Record present at HR department of NTC
Official web sites of PTA, NTC, PTCL, etc.
Page 74 of 74

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What is NTC and what are its objectives?

What is NTC and what are its objectives?

How did NTC develop its infrastructure over time?

How did NTC develop its infrastructure over time?

Introduction to Corporation

A government owned telecommunication organization to provide

National Telecommunication Corporation (NTC) in January 1996 under the

 Progress from Start to Date:

Even a small company / corporation in telecom sector is making a bulk of the

 Permanent Employees (Direct Hiring)

 Single invoice for Broadband DSL and Telephone usage.

 Govt officials can access Internet through dial-in code 93199998.

 Facility accessible from Govt phones starting with digit 9 only.

 Standard User id—first three letters of the city followed by phone

 Standard Password—abc (Password can be changed through

 Dialup Internet charges will be also be incorporated in telephone

 Multi-metering charges would not be applied.

 Internet facility is always CLI enabled to avoid unauthorized

 Contact NTC customer support for activation of service

NTC EXECUTIVE MANAGEMENT

Chief Operating Officer

Chief Financial Officer

General Manager (Administration & Human Resources)

General Manager (IT & Data Comm.)

General Manager (North / Defence Works)

General Manager (South)

General Manager (Central)

NTC has a definite mandate to provide basic telecommunication services to its

NTC Making committed efforts to provide following state-of-the-art communication

Web Hosting facility

Space, Dishes/Antennas, Power Supply

 Caller line identification.

Wireless Local Loop

NTC CDMA phone is an alternate to NTC landline with an added advantage of

Currently offering following features:

Universal Access Number (UAN)

List of businesses that may have UAN service

 Wireless Local Loop

 Call Booking System

 Caller line identification.

Wireless Local Loop:

NTC CDMA phone is an alternate to NTC landline with an added advantage of

CALL BOOKING SYSTEM:

 A dedicated Educational Network for 56 Public/Private Sector chartered

Existing Optical Fiber System of PTCL/NTC and IP/ATM backbone of NTC is

 Human Resource Management

Marketing is the process by which companies determine what products or

Call Type Charges (Rs.)

These charges are exclusive of GST

Package Services Rat

Flat Rate (Hourly)

Package Services Rat

BROADBAND (DSL) SERVICE

NTC DSL 1 4.5 GB 1200 / -

NTC DSL 2 2.5 GB 800 / -

NTC DSL 3 1.5 GB 650 / -

NTC IP SERVICES TARIFF FOR GOVERNMENT LANS

Monthly Charges Per Monthly Charges P

Tariff will be applicable from 01-Sep-2008 to 30-June-2009.