Driving Mobile Accounts Sales: Strategic Imperative for Telenor Pakistan
Material type:
TextDescription: 240-261 pSubject(s):
In:
SHAIKH, SHAZIB Asian Journal of Management CasesSummary: In October 2013, Mahboob Ali Shah Manager Financial Services Planning Telenor Pakistan (TP) needed to make decisions on the future of Mobile Accounts Sales officers (MASOs). TP had two businesses, i.e., GSM (96 per cent revenue contribution in TP 2012 sales) and financial services offering (4 per cent revenue contribution in TP 2012 sales) under the brand name of EasyPaisa.
TP launched EasyPaisa in 2009 with a view to reach out to the unbanked segment (60 million people). By 2012, EasyPaisa had a brand awareness of 80 per cent with the largest footprint of 36,000 EasyPaisa shops. Mobile accounts (MAs) were introduced in 2010 which could be operated only by Telenor sim and; hence, offered a great opportunity for TP to attract and retain customers for continual usage of its complete offerings.
TP developed an elaborate go to market strategy (direct as well as indirect) to reach its customers effectively. Territory Sales Supervisors (TSS) has been the focal contact point between TP and their franchises since the launch of GSM services in 2005; however, as TP increased their offerings in the realm of financial services and offered diverse services such as MAs it became difficult for TSS to focus on MA and other financial services products whereas ironically MA contributed only (5 per cent) in KPI of TSS.
At the same time, selling of MAs required different selling process as opposed to selling GSM services to franchisees and subsequently to retailers. Due to this change in the selling process, highly successful TSS had not been able to achieve sales targets for MA.
In order to achieve corporate objectives for MA sales, Mahboob needed to make a choice from among different possible options for MASO’s expansion to achieve this year’s target of 350,000 MA, out of which until now he could achieve only 224,000.
| Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
|---|---|---|---|---|---|---|---|---|---|
Management Cases
|
Main Library | Vol 16, No 2/ 55511171CSD6 (Browse shelf(Opens below)) | Available | 55511171CSD6 | |||||
Journals and Periodicals
|
Main Library On Display | JP/GEN-MAN/Vol 16, No 2/55511171 (Browse shelf(Opens below)) | Vol 16, No 2 (01/11/2019) | Not for loan | September, 2019 | 55511171 |
Browsing Main Library shelves Close shelf browser (Hides shelf browser)
| No cover image available | No cover image available | No cover image available | No cover image available | No cover image available | No cover image available | No cover image available | ||
| Vol 16, No 2/ 55511171CSD3 Prabhat Dairy: The Crossover Challenge in the Indian Market | Vol 16, No 2/ 55511171CSD4 A Challenge in Governance: A Case of Higher Education in Pakistan | Vol 16, No 2/ 55511171CSD5 RIL’s Strategic Alliance with BP | Vol 16, No 2/ 55511171CSD6 Driving Mobile Accounts Sales: Strategic Imperative for Telenor Pakistan | Vol 16, No 2/ 55511171JA7 ‘Reverse-Engineering’ of a Results Framework for Monitoring and Evaluation – The Case of Punjab Vocational Training Council | Vol 16, No 2/ 5557702JA1 Significant Difference in the Yields of Sukuk Bonds versus Conventional Bonds | Vol 16, No 2/ 5557702JA2 The Information Content of the Term Structure of Interest Rates in Emerging Economies: The Case of Thailand |
In October 2013, Mahboob Ali Shah Manager Financial Services Planning Telenor Pakistan (TP) needed to make decisions on the future of Mobile Accounts Sales officers (MASOs). TP had two businesses, i.e., GSM (96 per cent revenue contribution in TP 2012 sales) and financial services offering (4 per cent revenue contribution in TP 2012 sales) under the brand name of EasyPaisa.
TP launched EasyPaisa in 2009 with a view to reach out to the unbanked segment (60 million people). By 2012, EasyPaisa had a brand awareness of 80 per cent with the largest footprint of 36,000 EasyPaisa shops. Mobile accounts (MAs) were introduced in 2010 which could be operated only by Telenor sim and; hence, offered a great opportunity for TP to attract and retain customers for continual usage of its complete offerings.
TP developed an elaborate go to market strategy (direct as well as indirect) to reach its customers effectively. Territory Sales Supervisors (TSS) has been the focal contact point between TP and their franchises since the launch of GSM services in 2005; however, as TP increased their offerings in the realm of financial services and offered diverse services such as MAs it became difficult for TSS to focus on MA and other financial services products whereas ironically MA contributed only (5 per cent) in KPI of TSS.
At the same time, selling of MAs required different selling process as opposed to selling GSM services to franchisees and subsequently to retailers. Due to this change in the selling process, highly successful TSS had not been able to achieve sales targets for MA.
In order to achieve corporate objectives for MA sales, Mahboob needed to make a choice from among different possible options for MASO’s expansion to achieve this year’s target of 350,000 MA, out of which until now he could achieve only 224,000.
There are no comments on this title.