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PTCL

PTCL has the largest telecommunications network and infrastructure in Pakistan, as well as significant financial resources, but it has failed to develop a customer-oriented strategy. While PTCL enjoys leadership in various market segments, its poor customer service and support has hindered brand loyalty. Going forward, PTCL needs to adopt a holistic strategic approach focused on customer service, competitive operations, marketing to improve its brand image, and network expansion to drive long-term growth. This includes concentrating on financial, customer, internal business, and organizational development according to the strategy map for sustainable growth.

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Muhammad Ahad Inayat
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124 views

PTCL

PTCL has the largest telecommunications network and infrastructure in Pakistan, as well as significant financial resources, but it has failed to develop a customer-oriented strategy. While PTCL enjoys leadership in various market segments, its poor customer service and support has hindered brand loyalty. Going forward, PTCL needs to adopt a holistic strategic approach focused on customer service, competitive operations, marketing to improve its brand image, and network expansion to drive long-term growth. This includes concentrating on financial, customer, internal business, and organizational development according to the strategy map for sustainable growth.

Uploaded by

Muhammad Ahad Inayat
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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PTCL:FUTURE PROSPECTS AND CHALLENGES

Edward De Bono’s strategic management philosophy correctly maintains that business centers
have evolved to a phase where concentrating on “Sur-petition” has become essential than
focusing on “Competition”. “Sur-petition” refers to creating a synergy through corporate level,
business level and functional level strategies and eminent implementation thereafter in order to
go beyond competition. In layman language, it is a phenomenon which can be described as
“Survival” of the fittest. Therefore, instead of focusing on individual growth objectives,
enterprises must adopt a holistic approach towards achieving organizational goals. As the past
incumbent and current Significant Market Player (SMP), PTCL, no doubt, has got the largest
operational network and infrastructure within ICT (Information & Communication
Technologies) segment. They don’t lack numbers and potential if we mention human resources.
Their financial strength has further become their strategic strength after Etisalat has joined them
as investment arm. PTCL enjoys market leadership in Local loop, Wireless local loop (WLL)
and Fixed telephony. PTCL (Ufone) is market challenger in GSM segment. Overall they have the
largest consumer clout on average in the whole Pakistan telecom industry. Even their
competitors still depend on PTCL network either directly or indirectly. All this adds to their
strategic strengths and after having all that in their basket they lack at area where they are
supposed to have developed core competence. PTCL, so far has not been able to nurture its
growth around customer services oriented strategy, this has translated into inadequate brand
loyalty for them. Internal organizational and business processes issues, monopolistic culture has
further added to its complexities. For many individual prospects like me, using PTCL offerings
was a purchase decision made as no other option was available.

PTCL can turnaround very well by reaping the benefits of “Sur-petition” in the shape of “Sur-
petitive Advantages” in comparison to competitive advantages. All they have to do is to follow a
holistic approach towards growth, besides focusing on Customer Support & Services, reverting
back to competitive and service centered operational culture, spending upon marketing
communications to revamp Brand Image, improving existing network and existing products for
market penetration and developing innovative new products and services for long term growth.
The “Strategy Map” on the right (click on it to see a full resolution image) depicts a guideline for
holistic growth around Financial, Customer, Internal Business Process and Organizational
learning & Growth perspectives.

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