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					NUST BUSINESS SCHOOL

STRATEGY MAP FOR TELENOR TALKSHAWK

PRODUCT DEVELOPMENT & DESIGN

Submitted to: Mam Zeenat Jabbar Submitted by: Anum Safdar Khan Fatima Syed Qurat-ul-Ain Rauf Syed Usman Wazir

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Contents
Financial Perspective: ................................................................................................................................... 8 Productivity Strategy..................................................................................................................................... 8 Asset Utilization: ........................................................................................................................................... 8 Growth Strategy: ........................................................................................................................................... 9 Planning and dimensioning ........................................................................................................................... 9 Operations and maintenance ..................................................................................................................... 10 Leveraging Group relationship and knowledge .......................................................................................... 10 Market share: .............................................................................................................................................. 10 Customer Perspective ................................................................................................................................. 13 Price: ........................................................................................................................................................... 13 Quality: ........................................................................................................................................................ 13 Availability:.................................................................................................................................................. 14 Selection:..................................................................................................................................................... 14 Functionality: .............................................................................................................................................. 14 Relationship: ............................................................................................................................................... 15 Service: ........................................................................................................................................................ 15 Partnership:................................................................................................................................................. 15 Brand: .......................................................................................................................................................... 16 Internal Perspective ................................................................................................................................ 17 Internal Perspective ................................................................................................................................ 18 OPERATIONS MANAGEMENT PROCESSES .............................................................................................. 18 Supply:..................................................................................................................................................... 18

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Production: ............................................................................................................................................. 18 Distribution: ............................................................................................................................................ 21 Sales and Service Centers: .................................................................................................................. 22 Franchise: ............................................................................................................................................ 23 Other Outlets ...................................................................................................................................... 23 Mobile Vans : ...................................................................................................................................... 23 RISK MANAGEMENT.................................................................................................................................... 24 Innovation at Telenor: ............................................................................................................................ 24 Advertisements: ...................................................................................................................................... 24 Massive network coverage: .................................................................................................................... 25 Highest international traffic: ................................................................................................................... 26 CUSTOMER MANAGEMENT PROCESSES ..................................................................................................... 26 REGULATORY AND SOCIAL PROCESSES....................................................................................................... 30 Slow growth in the telecom sector: ........................................................................................................ 30 Increase in GST:....................................................................................................................................... 30 Learning Perspective ................................................................................................................................... 32 HUMAN CAPITAL ......................................................................................................................................... 32 ORGANISATIONAL CAPITAL......................................................................................................................... 33

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1: Financial Perspective
Long Term Share Holder Value Productivity Strategy Revenue Growth Strategy

Performance, Expertise, Experience and European quality standards

Planning and dimensioning Operations and maintenance Leveraging Group

relationship and knowledge Revenues from Innovative product service offerings

2: Customer Perspective

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3: Internal perspective
OPERATIONS MGMT PROCESS

CUSTOMER MGMT PROCESS

INNOVATION PROCESS

SOCIAL& REGULATORY PROCESS

Supply:- Two vendor strategy – Nokia and Siemens Incase one vendor underperforms, Averox and Planet Beyond

PRODUCTION:4-5 different packages, more than 30 value added services

Benefit segmentation, most sought after benefits, low call rates, low sms rates, network coverage etc

Classic 2.5G GSM network architecture All radio Network is EDGE ready, hence wide band services can be offered Media gateways (MGWs) and Intracity Fiber Optic networks Smart Radio Concept being utilized to extend coverage in rural areas

Slow growth in telecom sector due to high taxes and inflation

DISTRIBUTION: Sales and service centres, mobile vans, franchise etc

RISK MGMT: Innovation, advertisements, network coverage, international traffic

Innovation in services leads to enhanced customer base, scrutinize competitors, innovative services include mobile TV,

Increase in GST. Telenor’s share in WHT, 25%

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4: Learning and growth perspective
Human Capital Information Capital Organizational Capital

Functional specialization forming teams Responsible for marketing, sales and accounts Promotes innovation and team work

Team work in Product simulation Creative workforce

Flexible culture Innovation an imperative Technology usage

Managing creativity by hiring, promotion and training Managing the Nokia Siemens Networks Flexible culture Multitasking, cross functional teams

Yong employees Team work No communication barriers Alignment of strategy, human resource and culture

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FINANCIAL PERSPECTIVE

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Financial Perspective: Productivity Strategy
At Telenor, the product quality and performance is achieved through a superior network design, so in part the TalkShawk relies on same productivity parameters as are being followed in all other product service offerings such as Djuice and Persona. Similarly convenience in TalkShawk availability and usage is achieved through Easy Load and distribution setup of Telenor itself. Simplicity and Trust on TalkShawk is maintained through pricing simplicity and transparency which is led by affordability through unlimited validity and easy load product quality and performance through a superior network design. Telenor as a whole is aiming for category leadership in Pakistan. This is evident from its pricing innovation strategy in its value based services that leads to not only customer acquisition but retention of existing customer base, this in turn helps to increase share holders wealth as well as the sales vs. profit stream for Telenor. On the other hand aspiration is built into the Talkshawk brand through focus on    Performance, Expertise, Experience and European quality standards such as

Asset Utilization:
This is achieved through the process of Site sharing which engulfs following aspects: •Cost optimization features in the network, e.g. half rate •Spectrum efficiency •Ensuring sufficient quality based on market dynamics (different customer segments / demands)
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•Exploring low cost rollout solutions for rural areas   –Smart Radio Concept being utilized to extend coverage in rural areas –Partnering with various organizations to utilize their space and reduce CAPEX

Growth Strategy:
Growth strategy involves expanding the revenue opportunities as well as enhancing customer value. The revenue opportunities are being achieved for all the Telenor Products through:

Planning and dimensioning
This involves following parameters: Utilization of dense (small-cell) network within big cities in order to ensure coverage and quality and using both 900 and 1800 spectrums being utilized in order to cater for capacity and marketing campaigns. Similarly local traffic patterns are considered while designing the core network for the usage of Talkshawk.
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Operations and maintenance
Although network is operated by Siemens & Nokia and Network Operation Center established with agreed SLAs to provide Telenor Pakistan subscribers reliable service. But it is being followed up and being monitored by Telenor staff as whole for all service packages.

Leveraging Group relationship and knowledge
Network dimensioned usage is the vast knowledge of Telenor Group which in turn tends to provide a group experience with similar networks in terms of population and per capita income (GrameenPhone etc.) This is shared and applied as whole when applying strategies for various product or service offerings such as in Talkshawk.

These all in turn not only helps to sustain the value for customers but in turn helps to increase customer usage as not only credibility is maintained but the cash flow stream is generated through service usage that is both reliable and innovative at competitive price in the market.

Market share:

1

1

Annual report PTA

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As we can see, only the market share of Telenor and warid increased in the year 2007-2008 while those of Ufone and Mobilink declined. The highest market share growth was shown by Telenor (23.5%). This clearly shows that the long term objective of the company is to capture the market and become the industry leader.

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CUSTOMER PERSPECTIVE

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Customer Perspective

Customer is the main stakeholder for any for-profit organization. All the efforts are made to
essentially attract, cater, care and serve the customer. The customer perspective for Telenor is as follows:

Price:
Price is one of the prime driving factors to attract the customer towards any product. Given the tough competition in the telecom market scenario currently prevailing in country the companies are extensively relying on their pricing to compete amongst the competitors. Now shifting our focus to TalkShawk about how they have played with their pricing strategy and pricing to gain market share and attract customers here are the main points: TalkShawk is a prepaid connection service being offered by Telenor. It gained rapid popularity amongst the people due to its low call rates offering and exciting. In fact it was amongst the pioneer services to offer such a vast range of packages based on different prices.

Quality:
Quality is imperative for any product to succeed. No matter how well it is marketed or priced, if it lacks quality there are few chances of it to be successful in the long run. TalkShawk is generally targeting the teenagers and youngsters which are more concerned about the economic perspective of the service rather than the quality. The general perception of TalkShawk is still better than most of its competitors in the prepaid service when it comes to the quality. The signals are coming in almost all of the urban areas and

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they are still expanding in the northern and rural areas for better coverage and signals. They also have an efficient customer service.

Availability:

The brand TalkShawk is available almost everywhere. They have many outlets, sales and service centers and franchises from where the sims can be purchased, apart from that many other stores and shops are authorized to sell the sims and new connections, but due to the current strictness of PTA the selling of new connections has been strictly checked upon. They also have mobile vans hat were initially used to sell connections and answer queries.

Selection:
Talkshawk is a service that provides connection for the people who prefer the economic benfit of the connection over the status associated with using a connection. Their main target includes people who use Talkshawk for the economic benefit, coverage, new and exciting packages they offer. The age group would include students, youngsters, teenagers, people who have bot started to earn or are in the initial stage of their carrier. This is explained in detail in the AIOD framework.

Functionality:
The prepaid connection has a lot of features that add to the functionality of the connection. It makes it something more useful rather than being just a connection that enables the consumer to call and sms. It provides internet services, WAP Portal, MMS, GPRS and downloading services. All these additional functionalities of the connection make the cell phone like a handheld, which of course attracts the customers.
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Relationship:

The success of a brand depends on how strong and deep relation it is able to develop with the customers. The relationship is primarily based on two things, the service and the partnership. TalkShawk has been active in developing a relationship with their customers.

Service:

Service is the basic benefit they will derive from using the connection; it includes both the customer service and the coverage and signals in the first place. If the customers are happy and satisfied with the basic need met, they would become loyal and a positive relation would develop. Their customer service and increasing coverage provides evidence for their concern in giving their customers unmatched service.

Partnership:
This includes involving the customers in the brand through different mediums; this could be achieved through marketing campaigns, events, proactive feedback. What it does for the brand is that it creates a positive image in the mind of the consumer. They select models which are popular at that particular time so people would consider talk shawk a brand that cares for what the people like. Apart from that the offers and deals and concerts and events that they arrange are also evident of their consciousness towards building a relationship with their customers.
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Brand:

All efforts are done primarily to establish a brand and an image of that brand in the mind of the consumer and the target audience specifically. TalkShawk was amongst the pioneer brands in the telecom sector which marketed its prepaid service so aggressively that it took the market by storm and gave tough competition to the than market leader in prepaid service mobilink. This was achieved through careful selection of the target audience, pricing, mediums used for marketing, novelty in message design and the massive launch and coverage. The brand they wanted to establish has been conveyed to the consumer, all the features, quality and price have been well communicated to the consumers. Everybody knows TalkShawk as the brand for youngster and teenagers, people who find convenience but in a less expensive way, it is famous for being “in “the market through different activities and the songs that they come up to celebrate the youth. The brand has to its credit a novelty in its marketing and well communicating the image that they wanted to create

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INTERNAL PERSPECTIVE
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Internal Perspective
OPERATIONS MANAGEMENT PROCESSES Supply: Two vendor strategy –Nokia and Siemens –In case one vendor underperforms, future expansions can be awarded accordingly –Price benchmark ensures that a check is present on the vendors In this regards two companies are providing or supplying telenor with logistics and support with regards to their infrastructure. These are namely:   Averox and Planet Beyond.

Production: Production here is referred to the different packages provided by the company. Telenor clearly leads the industry in an overall scenario. It excels in providing most innovative (mobile TV, EDGE/ GPRS, Auto location etc) and on the other hand, conventional packages (A1 package, Har second etc) to its customers. Following is the list of the packages (red font) and the services(bluefont);  Telenor talkshawk A1 package  Telenor talkshawk Har Second  Telenor talkshawk 30 second    Telenor's talkshawk Minute Aik Paisa SMS Apni Dharti Slogan Contest Har     ASK Telenor

Messaging Service Basic Services Bubble Message Call Me Back

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

Content Gifting & Download Service

            

IR Tariff Advisor Info Junction Missed Call Alerts Mothers Day MMS News MMS Opera Mini PicShare SMS Email Smart Share SMS Timer Smart Tunes Song Service Dedication

 

Telenor SecureAll Telenor Location Auto

  

Contact Backup Content Download Content Download IVR - 1704



Telenor Advance

Auto



Telenor Recipe Service

Food

           

Dynamic Sim Menu d-calendar Ezetop Easyload EDGE Facebook Mobile GPRS / WAP Portal Handset Settings International SMS International MMS IVR Music Mantra International Direct Dialing

 

Telenor Music Box Telenor Web Self Service



Telenor Services

Info

      Photo 

Telenor Mobile TV Telenor My Idea Telenor Friends Tele Kissan 700 Voice Mail Web 2 SMS 7775 Service Akhbaar

 

Sports Portal Telenor Quiz Cricket



Telenor Express



Telenor service

Islamic



Telenor Zubaan SMS

Meri

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Distribution:

Telenor Talkshawk can be purchased through any of the following means; 1. Sales and Service Centers 2. Franchise 3. Other Outlets 4. Mobile Vans

Sales and Service Centers: These outlets not only cater in providing the Sims or connections but also deal with addressing all the queries and providing the additional services. For e.g. for the activation of EDGE/ GPRS on the sim, Sales and Service centers are the right place to go to. These are responsible for all sorts of technical and non technical queries regarding the sim or the network. The staff at these centers is also a lot more knowledgeable than at a franchise due to the complexity of certain inquiries. Due to this they are lesser in number than franchises because a majority of the people are just interested in buying the Sims and package activation. The rest, they manage themselves or place a phone inquiry. More over these centers have to have a huge setup of telephone lines and sufficient customer service representatives as well. This adds to the cost. So they are mainly present in major cities. Another determinant of the ease of reach of these outlets is the density of population and thus target market. For e.g. Karachi has a total of 5 SSCs, Lahore 3, Islamabad 1 etc. other than these the presence is also there in Rawalpindi, Multan, Hyderabad, Quetta, Faisalabad, Gujranwala, Jhelum and a few others to name.

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Franchise: Franchises are present in a number of cities in the country, where ever Telenor promises to provide its network. They also provide the sim like the service and sales centers and cater to general queries of the customers. However if somebody has a query of technical nature, then it might go unanswered if the staff doesn’t possess IT know how.

Other Outlets Telenor has partnered with oil marketing companies such as PSO, Caltex and Total Parco to make Telenor prepaid products & services available at the convenience stores located at their filling stations. In addition to these partnerships, Telenor is also operating Telenor branded shops housed within large retail outlets which will also sell selected Telenor Products & Services. Both these type of outlets offer the following products & services:    Telenor Prepaid connections Scratch Cards Easy load

These are currently present in only major cities however like, Faisalabad, Islamabad, Karachi, Lahore, Multan, Peshawar, Rawalpindi. Mobile Vans : Mobile vans have proved to be quite an effective tool not only from distribution and sales point of view but from markeitng perspective aswell. Even people who are brand loyal of competitors cannot ignore the presence of the compnay, so its coming up as a good tool for promotion. Following products and services are available in mobile vans;
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  

Telenor Prepaid connections Scratch Cards Easy load

RISK MANAGEMENT

We all know the origin of Telenor, and undoubtedly one can say that the company has huge financial backup. When it enters any emerging market, it is there for the purpose of gaining market share over a long period of time, even negating the profits. The same mindset was there when it came to Pakistan. So by diversification of risk, we do not intend to mean diversification of financial risk, because it has still abundant resources. But our purpose is to look at the ways the company diversifies its marketing risk. Innovation at Telenor: Although innovation is viewed by many as the source of exposure to risk, but for Telenor it is otherwise. The company has been a market leader of innovation. It believes that the only way to capture new customers and thus a bigger chunk of the market is to introduce the new technology in the industry before the competitors do so. For e.g. the company has been a pioneer to introduce a wide variety of innovative services for the Talkshawk prepaid package. Some of the examples include Telenor mobile TV, Telenor food recipe service and even the now so common smart share was introduced by Telenor. Thus being the innovator, Telenor has managed to take care of the huge financial investment that it has undergone. Advertisements: This is debatable, i.e. whether Telenor has achieved the objective from its advertising campaign or not. Telenor followed the suit of Mobilink and went for a massive advertising budget, from
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the word go. Overall the company is being condemned for spending blindly and not caring for returns. When we talk particularly about “Talkshawk” then the advertising has its pros and cons simultaneously. The use of famous celebrities helps the company mitigate the risk but at the same time, the execution of the campaign makes it go a bit over the board. They want to show that they are using the slice of life frame work; however it is hard for a common man to identify with celebrities dancing on train and streets etc. thus the company is not doing justice to the budget and the risk is enhanced. Massive network coverage: Low Average Revenue Per User (ARPU) and tough competition in cellular mobile market of Pakistan compelled all operators to expand the network rapidly so that they can add more subscribers on their network to improve their revenue. Currently more than 91% of the population has access to cellular mobile service all across Pakistan though the access is more in thickly populated localities. As seen by the figures taken from a report published by PTA , the highest number of cell sites are added by Mobilink, followed by Telenor. This shows that the company wants to be a leader in network coverage. CELL SITES BY COMPANY:

2

2

http://www.pta.gov.pk/annual-reports/annrep0708/ch_03.pdf

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Highest international traffic: Though cellular mobile companies have offered low tariffs in domestic market, they could not succeed to increase domestic traffic significantly was the case in for of international traffic. The main reason for this slow growth could be a strong competition between cellular and fixed line industry offering low packages to its consumers. Telenor has presented the highest growth for international traffic among all cellular mobile operators where its growth was reported more than 300% in the year 2007-08 compare to the previous year. Telenor total international traffic was 98.3 million minutes (34.5 outgoing and 63.8 incoming), which has jumped to 396.7 million minutes in 2007-08 (160.2 outgoing & 236.5 incoming). The three packages of Telenor Talkshawk (har sec, har minute and 30 sec) all provide different international tariff rates but all being perfectly affordable.

CUSTOMER MANAGEMENT PROCESSES

SELECTION

ACQUISITION

RETENTION

GROWTH

The company selects and acquires customers on the basis of the most looked up to attributes that they would seek according to their income and age. The process of customer analysis and then segmentation and ultimately targeting is purely a work of market research. Primarily the target audience of Telenor Talkshawk would be all the people who seek a need for communication. But obviously the company knows that it is not the sole player in the market and there is fierce competition. So each company has to identify and market its products to those would really desire a particular benefit.

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The core benefits offered by Telenor Talkshawk are provided in the AIOD framework. Anyone who wants to have a new connection would want it to be cost effective. For e.g. for low call rates it has four different packages. The company regularly keeps on coming with adverts to promote the services. Mostly it wants to catch up the market of youth because they comprise majority. Moreover today’s youth is up to date and is open to change. So if they deem the services of other providers as more cost effective, they might switch. So basically it is difficult for companies to retain this segment. Therefore Telenor by both its products, Talkshawk and Djuice wants to personify youth. Obviously the nature of the product is such that it satisfies the needs of many others as well but the primary message is that it is a product for young people coming from the different classes of income ( middle & upper middle) but sharing a common characteristic of being fun loving and trendy.

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AIOD FRAMEWORK

BENEFITS Low sms rates

DEMOGRAPHICS ACTIVITIES 16-25 years, Urbanite, Lower middle to upper middle. Watching television, College university students,

INTEREST

OPINIONS

and Going out with Value for money, family friends, Music, sports and Generally go for low price/ movies, quality, Family value, moderate

Low call rates

16-25 ( youth) 25-40 ( earning middle class)

College university students, Watching television, Shopping

& Going out with Value for money, friends, Music, sports, Balancing family relations, Career growth, Money movies, future, Work life balance, savings for

EDGE/ GPRS/ 20 onwards WAP

Shopping, Watching tv, Browse internet

Media, technology, news and latest updates

Regard high value for time , time is an

essence, High regards for

communicability

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Once the customers are acquired, the next important task is to retain them. This is done by frequently upgrading the core services, as well as providing additional services so that they do not switch. The brand switching rate in telecom industry is substantial, because people are concerned with the benefits of actual product and not the brand alone. Therefore all these companies take steps to even regain their lost customers. For the purpose of growth, it is important for the company to acquire the customers of competition, once it has done enough to satisfy and retain its previous customers. This can be done by scrutinizing the services offered by competitors and looking for potential gaps. Telenor does this by bringing in each new innovation in the market before its competitors do so. For e.g. easy load, smart share, mobile TV all were services offered by Telenor Talkshawk before its competitors came up with something similar. These strategies are clearly aimed for growth purposes and Telenor clearly surpassed Warid in market share due to such innovations. Innovation and Technology: –Dense (small-cell) network within big cities in order to ensure coverage and quality –Both 900 and 1800 spectrums utilized in order to cater for capacity and marketing campaigns –Local traffic patterns considered while designing the core network In this regards the infrastructure is as such:    Classic 2.5G GSM network architecture All radio Network is EDGE ready, hence wide band services can be offered Media gateways (MGWs) and Intra-city Fiber Optic networks

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REGULATORY AND SOCIAL PROCESSES

Slow growth in the telecom sector:
The sector exhibited slow growth than year before. Collective Revenues of the sector have grown by 35% in the year 2007-08 against a record growth of 48% in the year 2006-07. Cellular subscribers grew by about 40% in the year 2007-08, as against 82% in 2006 -07 and more than 100% during 2005-06. Main reason for its slow growth can be attributed to the rising inflation which affects the affordability, higher taxes, saturation of the urban markets and low tariffs.3

Increase in GST:
In the current budget, government has increased the rate of GST on telecom sector significantly and analysts are of the view that it may have an advance impact on telecom usage and resultantly, the GST collection may drop considerably from the sector. So far, the Government revenue from telecom sector in terms of taxes is increasing continuously since 2004-05 after the liberalization of the sector. In terms of GST sector has contributed about Rs. 37 billion, which is 30% more than of the last year. However, the growth of the GST collection from cellular mobile sector has declined from 50% in 2006-07 to 30% in the year 2007-08. The main reason for this decline in GST collection growth rate could be low tariffs, closure of over
3

http://www.pta.gov.pk/annual-reports/annrep0708/ch_03.pdf

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10 million SIMs and increased rates of GST. Telenor share in total WHT was 25% who deposited over Rs. 5.8 billion during 2007-08.

LEARNING PERSPECTIVE

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Learning Perspective HUMAN CAPITAL
Telenor has a flexible culture which encourages its employees to be innovative and creative. It has different product lines likes TalkShawk, persona and Djuice. Each product line has functional specialists who possess deep functional expertise. These functional specialists form teams for each product. The roles and responsibilities of each employee in the team are specified giving them sense of ownership and empowerment within the scope of their responsibility. This inculcates in employees the characteristics of being innovative and creative. The functional specialists in each team are responsible for the sales, marketing and account of that particular product for example TalkShawk. The culture at Telenor is highly team oriented and innovation oriented. The process of decision making involves employees encouraging participation and workable ideas. If the ideas are feasible enough to be implemented and prove to be effective then the employees are duly rewarded for their contributions. For example the company capitalizes on the fact that sales personnel have a greater interaction with customers and knowledge of their needs so they convey the information to the management who can use it to design better consumer packages. Cross functional teams are major form of integrating the activities of every department and involving employees. Multitasking is also practiced so that the when employees go on leave others compensate. Full responsibility is given to the cross functional teams which shows decentralized approach of the organization. Communication gap is eliminated by inter and intra net portal system used to communicate information efficiently. Telenor encourages use of new technology to improve service quality and also follows proactive approach. In order to achieve innovative approach several motivational strategies are formulated that includes bonuses, long term incentives, career growth and advancement, promotions and training (personal learning).
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ORGANISATIONAL CAPITAL

Innovation is the core of Telenor. The organization ensures that innovative ideas are implemented. For this the organization recruits human resource which matches the innovative and flexible culture of Telenor. The organization ensures no communication barriers which if not present can obstruct the innovation process. Employees are motivated and trained to promote creativity and are empowered so that they own the organization they are working in. Young employees are selected fresh people come up with new innovative ideas resulting in following the proactive approach. Secondly the organization also believes that young talent can be easily blended and molded according to the culture of Telenor. Telenor also manages diversity in its culture and does not follow any quota system that can lead to deprived talent because of cultural differences. It gives priority to the talent and innovative human resource ignoring the differences in culture, religion and geographic disparity. Telenor believes that the employees should work in teams which lead to more people working on a particular project giving innovative and creative input for the project. This approach also helps Telenor achieve innovation and creativity. The organization also emphasizes the alignment between the strategy culture and human resource. The basic aim of the organization is to help its customers as stated in its vision statement. For the vision to be followed it believes in developing a culture that helps in implementing the strategies and molding its human resource accordingly.

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