When we see PTA’s stats, it is evident that Ufone has failed to produce solid sales in recent months. Along with this down turn in sales, we see a decline in company’s morale that reflects through Ufone’s marketing trends, promotions, advertisements and its work force interactions.
If we look at stats for 2008 and first half 2009 for Ufone, you will agree that company did pretty well in grabbing customers along with it showed positive financial results.
You will agree with me that it is not just a co-incidence that departure of Asher Yaqoob and emergence of Etisalat’s management marks the starting point of Ufone’s decline. Ufoners will agree that Asher Yaqoob was the person who lifted Ufone back in 2007-08 when it was facing serious marketing and network issues.
Under Asher, Ufone offered most VAS than ever, and it is again not a co-incidence that Ufone has stopped offering new VAS since Asher left Ufone.
Etisalat’s involvement in Ufone’s management is causing another source of confusion amongst the employees. First Saoud Abdulaziz Bin Hadef Al Shamsi was appointed as deputy CEO then Walid Irshad became group CEO of PTCL and Ufone in parallel.
Ufone’s management is sandwiched between Etisalat’s officials, hence not given a free hand to play the game. If we look at company’s attitude towards work force, a hint of strictness can easily be felt.
We have seen what Etisalat’s management did to PTCL and now its Ufone’s turn to bear the brunt.
If we talk about services, we see a major shift in Ufone’s policy for monetizing in every possible way. This part is defaming the company amongst the customers.
In terms of promotions, Ufone is heavily relying on SIM lagao offer – and despite of the demand, we are not seeing any 30 second package from the company. (You can avail 30 second package through voice bundles, but there is no recognized offer like Zong, Telenor, Mobilink and Warid are offering)
Lastly I will talk about advertisements, which were top notch once, but maybe Ufone needs to change the idea of hilarious scripts.
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