As topic is too much subjective and time is too

short. That’s why only the some important aspects

will be discussed in this presentation.
Introduction o PTCL
PTCL is all set to redefine the established boundaries of the telecommunication market and is
shifting the productivity frontier to new heights. PTCL want wants their customers for their better
living standards with increased values in this ever-shrinking globe. The company is setting free
the spirit of innovation.

The largest telecommunication provider in Pakistan is PTCL.

Code division multiple access (CDMA) is a channel access method used by various radio
communication technologies.

Also the largest CDMA operator of the country having more than 1 million V-fone
customers.
Code division multiple access (CDMA) is radio communication technologies.

PTCL is on leading position in Pakistan as an infrastructure provider to other

telecom operators and corporate customers of the country.

PTCL has laid an Optical Fiber Access Network in the major metropolitan centers of
Pakistan and local loop services have started to be modernized and upgraded from
copper to an optical network.
Vision
To be the leading Information and Communication Technology Service Provider in
the region by
achieving customer satisfaction and maximizing shareholders' value'.
Mission

• An organizational environment that fosters professionalism, motivation and

quality
• An environment that is cost effective and quality conscious
• Services that are based on the most optimum technology
• "Quality" and "Time" conscious customer service
• Sustained growth in earnings and profitability
Core Values
• Professional Integrity
• Customer Satisfaction
• Teamwork
• Company Loyalty
• Corporate Information
 1. Landline
PTCL have the largest Copper infrastructure spread over every city, town and village of Pakistan with
over million installed lines. Since the deregulation of the telecom sector, a large number
of foreign investors opted for
licenses in LL, LDI and cellular operations, identifying Pakistan as an emerging
market. Investors
entered the market forcefully in the cellular segment, introducing heated
competition for PTCL.
In this situation PTCL's counter strategy for landline service, during the year 2007-
08 was aimed

to increase ARPU, acquire new subscribers and contain churn.

To increase operations, PTCL shifted from its conventional duration based charging
system to
value based options, like 'Pakistan Package' that offered 5,000 minutes for on-net
nationwide calls
at Rs. 199/month. PTCL also launched 'International Plus' package to facilitate cost
effective
international calls at unmatchable rates alongside offering Voice messaging and
Phone n Net
services, adding more value to the landline service. To increase customers' base,
'order on phone'
was introduced, allowing customer to apply for a new connection by simply calling
0800-80800.
To tackle the churn PTCL established an outbound call center to reach out to
potential customers

with an objective to attain higher level of brand loyalty.

 The network has over 6 million PSTN lines installed across Pakistan with more than 3 million
working. Furthermore installed capacity of broadband is more than 0.6 million ports spread
across the cities and towns of the country

2. EVO 3G Wireless Broadband

3. Broadband
2.6.5PTCL Broadband
The first major product initiative taken towards a changing PTCL during the
year 2006-07, was
the launch of PTCL’s Broadband service under the theme of ‘Broadband
Pakistan’ by the Prime
Minister of Pakistan. The service was launched on PTCL’s new state of the art
Broadband
infrastructure that was added to our network during the last three quarters of
2007 with the initial
capacity of over 100,000 subscribers.
PTCL achieved unprecedented success as it added over 10,000 customers
within the first 120
days of its launch while historically it had taken four years collectively for all
the other operators
to achieve 30,000 customers in Pakistan! The hallmark of PTCL service was
the removal of the
traditional barriers such as the upfront costs of installation and customer premises
equipment and added bandwidth download. This high customer take up also
reflected on the Company’s trusted
image in the eyes of the nation. The service is already available in the five largest
cities of
Pakistan and will be expanded into another dozen cities during the coming
year.

4. UfONE
5. (Pakistan Telecom Mobile Ltd) a wholly-owned subsidiary of PTCL commenced
its operations
6. on 29th January 2001 as a GSM 900 service provider. Since the outset, it has
expanded its
7. coverage and customer base at a rapid pace and established itself as one of
the leading cellular
8. service providers in Pakistan. Ufone is now considered to be one of the most
active, aggressive
9. and innovative players in the mobile sector of Pakistan.
10.The growth of the cellular industry is a direct result of the successful
implementation of the
 11.telecom deregulation and cellular mobile policy by the Ministry of IT and
Telecommunications
12.(MOIT&T) and the support, guidance and timely enforcement of regulatory
process by the
13.Pakistan Telecommunication Authority (PTA).
14.Ufone's operational performance has been very encouraging despite stiff
competition in Pakistan
15.telecom market which has led to reduction of prices to bare minimum level.
Ufone managed to
16.improve its revenue and operating profit by 35% and 47% respectively, as
compared to the last
17.year through aggressive policies and exercising strict control over expenses.

18. Smart TV
19. Vfone

PTCL V-Fone (WLL Service) was another major area of focus for PTCL during the
year. A few
prominent measures taken in this area during the year were launching of free home
delivery
service. No line rent package was launched in September 2007. In June 2008, 30
seconds billing
was introduced contributing as an effective customer retention tool. PTCL has
expanded the
network to provide coverage in all large and small cities including over 10,000
villages in rural
areas of Pakistan.
As Vfone becomes the Wireless substitute to landline in un-served areas, it will be a
robust line
for voice, data and fax services for use at home and in the office. In business
markets it will be
positioned as the CDMA tellular extension to add trunk lines to the ever expanding
business
PABXs. Vfone will be spearheading the launch of the new postpay and pre-pay
tariffs with no
line-rent to meet the market demand. The tariff will include new post-pay unlimited
local and
nationwide calling packages to bring traffic back to PTCL’s networks to stabilize the
revenues.
After the initial launch, the Company aims to retain the momentum by offering
different bundled
packages for voice to increase the subscriber base, including specifically targeting
the rural areas
where copper infrastructure does not exist. On Wireless broadband front, a major
upgrade of
PTCL WLL CDMA network is underway to provide Wireless broadband services in 17
major
cities by end 2007. Currently technical trial is in progress which will be followed by a
pilot
project on WiMax technology. This will enable PTCL to maintain its
competitive edge.

2.6.4Paknet Limited
Paknet was incorporated in year 2000 for providing internet related services in the
country is
being wound up. However, PTCL has developed its own voice, data and video
infrastructure and
services. Paknet's operations have been closed and liquidator appointed for
completing the
formalities involving the company closure. All customers, assets, liabilities and
capital stand
transferred to PTCL in accordance with the special resolution passed in
General Meetings.

2.6.6Smart Services
In March 2008, PTCL introduced a trial service that put PTCL on the path of a
paradigm shift.
Branded under 'PTCL Smart Line', the service included Interactive Television,
Broadband and
voice Telephony all at the same time on PTCL's telephone line. The 'Smart TV', for
the first time
offered TV viewers the power to control the TV channels interactively. This included
the ability
to rewind and pause live TV channels, block / unblock any TV channel for parental
lock and
search through video on demand content. The Commercial launch of the PTCL
Smart Line
services across the three largest cities in Pakistan was arranged on the 14th of
August 2008 which
will be expanded to the other cities during the course of the year.
Industrial Structure
The
sector has witnessed tremendous growth in recent years with Teledensity depicting
major expansion after
deregulation. The primary purpose of deregulation of the sector was to encourage
healthy competition
while providing better quality products and services to customers on lower prices as
well providing best
technology available worldwide.

Market Operation
Pakistan Telecommunication Company Limited, or PTCL, keeps callers connected
from Karachi to
Islamabad. The communications services provider offers consumers and businesses
with basic landline,
DSL broadband, interactive television, and IP telephony services. The company also
provides wholesale
services such as traffic routing and call termination to other carriers. PTCL's
subsidiaries include wireless
phone services provider Pakistan Telecom Mobile, which operates as Ufone. In 2006
Emirates
Telecommunications (Etisalat) acquired a 26% stake in PTCL and assumed
management control of the
company.
Top PTCL Competitors
• China Mobile
• Orascom Telecom
• Telenor
 Organizational Management Cycle

Vacancy
Retirement Planning Recruitment
s

Increment &
Transfer
Promotions

Organization
Employee
Management
Audit
Training Employee Master Data

Attendanc
Career Planning e

Qualification
Performance Payroll
Updates
The cycle above describes the Organizational Management process at PTCL. Yellow
blocks describe the
core functions of the Company performed at all levels in the Organization. Blue
Blocks are the Strategic
functions which are performed at the Strategic level only.

Financial Aspects
The structural adjustments undertaken by the company in response to the
increased competition and
substitution impact of mobile expansion has adversely hit the profitability of PTCL in
the short run. The
first quarter of FY'08 recorded a drop in profitability of PTCL, as the company's profit
after taxation
declined 41.5% over the three months period to September 2007, as compared to
the same period last
year. Sales revenue dwindled during three months period, reaching Rs 14.4 billion,
compared to Rs 16.9
billion last year, depicting a decline of 15%. A 6% rise in operating expenses as a
result of high
provisioning against doubtful debts and infrastructure development for high speed
DSL connections,
combined with a 32% increase in financial charges, provided a further blow to the
bottom line.
Consequently, operating profit declined 46%. However the effect on net profit was
somewhat diluted by a
14% increase in non-operating income of the company so that the company posted
profit after tax of Rs
3.01billion, compared to Rs 5.15 billion in1Q'07.
At the end of first quarter, the company stock was trading at a P/E ratio of 18.20. As
illustrated by the
graph, the stock has performed remarkably well relative to the market. The stock
has shown consistent
performance over the three months, dropping only slightly as the rest of the market
dipped sharply during
August. As a consequence of the fading sales revenue for the period, the profit after
tax of the company in
FY06 declined by 21.91% over FY05. The net profit margin has also been declining
since the FY'04 and
the trend persisted in FY06. The decline in profit margin may be attributed to a
5.25% increase in
operating expenses for the year.
4.2.1 Profitability Position
PTCL posted a net profit of Rs 15.64 billion (EPS Rs 3.07) in FY07 against last year's
figure of
Rs 20.78 billion. The declining trend in profitability continued during the financial
year ended
June 30, 2007 due to structural adjustments brought about in the telecom sector by
competition.
Although PTCL maintained its leading market share in the fixed line, there was a
decrease in
revenues by 5.5% mainly due to substitution impact of mobile expansion. There was
also an
increase in operating expenses by 11.7% mainly due to prudent provisions for
doubtful debts and
long term systematic improvements in operations and customer services.
In spite of decline in profit, the PTCL managed to increase its operating cash flows
to Rs 35.54
billion compared to Rs 35.19 billion last year. Considering the cash requirements for
restructuring
and development plan, the company declared a final dividend of Rs 2.00 per share
for the
financial year ended June 30, 2007. The total revenue for FY 2006-07 stood at Rs
65.28 billion
against Rs 69.09 billion of FY 2005-06. The decrease in revenue was mainly in the
domestic
segment due to competition and reduction in tariffs. However, PTCL is making all
efforts to boost
revenue by improving customer service and launching new services to turn
around the situation.

4.2.2Liquidity Position
The liquidity position of the company suffered a setback in FY06. This trend has
been witnessed
despite increasing current assets, as current liabilities grew more sharply. The short
term
borrowings of the company have been mounting for the last few years and this has
contributed to
the current trend of the current ratio. It may be noted that the company holds large
amounts of
cash and bank balances compared to the other companies in the business. This may
provide an
edge to the company over its competitors. Although the liquidity stance of the
company is fairly
satisfactory at the moment, but a continuation of the current negative trend may
spell trouble for
the company.
4.2.3Leverage Position
The debt ratios showed a decreasing trend in the FY07. The debt to asset ratio of
the company
had declined considerably in FY05 but the trend reversed in FY06, declining again in
FY07. It is
important to note that the company maintains a largely unleveraged capital
structure, with the
current trend in debt ratios bought about largely by changes in current
liabilities of the company.

This was brought about mostly due to a decline in current liabilities of the company
in FY05 and
an increase in the same in FY06. The absence of the dividends payable portion of
current
liabilities in FY05 and its coming back online in FY06 was an important contributor to
the trend.
Further, the FY06 also saw an increase in short term borrowings of the company,
complemented
by increases in other components of current liabilities. Increases in assets, mainly
arising from
higher cash and bank balances, could not prevent the trend of the debt ratios.
4.2.4Activity Position
The DSO of PTCL witnessed an upward trend throughout the period under analysis,
except in
FY05 when an improvement was marked. The ratio jumped up considerably in FY06,
completely
nullifying the effect of the decline in FY05, and exacerbating the already long
collection period of
the company. However, DSO showed a decline in FY07 showing that management
of PTCL is
constantly striving for improvement and enhancement despite stiff competition. As
a result, the
operating cycle has also decreased in FY07. The total assets turnover and sales to
equity ratio of
the company also declined in the FY'06 as revenues shrunk during the period.
Sales/equity
declined with the increase in equity of the company.
4.2.5Dividends
PTCL has had a history of paying out significant portion of its earnings to its
shareholders.
However, with huge cash requirement for Voluntary Separation Scheme, PTCL is
unlikely to
announce any cash payout during FY08. Therefore, once the ongoing process of VSS
is through,
which requires a cash outflow of PkR23.2bn, dividend payout is likely to resume to
its initial
levels.

HR Aspects
The transformation from a legacy public sector organization into a responsive and
competitive enterprise
in the deregulated era could not have been possible without implementing a
forward looking Human
Capital development and management strategy. One of the most important
objectives of this new strategy
was to optimize the workforce which was implemented by offering the voluntary
option of separating
from PTCL in exchange for financial compensation. Around 29,920 employees opted
to pursue other
career opportunities after accepting terms of voluntary separation from PTCL.

The VSS marked the single largest most successful exercise in the history of
Pakistan. In the highly
challenging marketplace, PTCL HR wing stepped forward to facilitate the emergence
of new Corporate
Culture by becoming Equal opportunity employer, inducting fresh blood from the
market, improving the
way PTCL runs and reducing the number of employees having outdated skill set.
The Training &
Development wing of the HR Department also organized a comprehensive six
months “Urgent Training
Needs” program in technical and managerial fields to enhance soft skills. An MoU
was also signed with
Etisalat Academy to benefit from their experience in training programs.
Healthy improvements have been made in the area of Recruitment and Retention
as the whole
recruitment process has been redefined to cope with the changing business
requirements. Detailed
facilitation programs have been initiated for the orientation of newly hired
employees. PTCL employees
have been provided excellent international placement opportunities across various
Etisalat International
Business Operations.
4.3.1Training and Development
The role of training and development in a service involved organization is many
times more in
comparison with what it has in a manufacturing involved organization. This role
becomes more
significant in a situation where the need to transform organizational culture is
identified as the
most glaring problem and the most difficult impediment on the way to
organizational growth.
PTCL employees are a great asset not only for the company but also for the country.
Their
marvelous potential is yet to be exploited. Their skills need to be developed, their
expertise need
to be updated for which training and development department is at their disposal to
cater to their
training needs.
At PTCL, training and development team would never miss an opportunity to
contribute towards
the betterment of the company. Training and Developments is playing an essential
role in
changing PTCL from a government sector organization to corporate sector
company. PTCL
consider every employee of the company as our customer and firmly believe that
meeting their
expectation would help us achieve customer satisfaction. We look forward to your
input for
making our endeavors more effective. The Training and Development has a clear
road map of
activities and is committed to provide high quality trainings for the development of
every single
employee.

BUSINESS STRATEGIES
As part of the Company’s vision of maintaining and growing its position as the
leading ICT service
provider and a profit leader, a five year Strategic Master Plan for the Company, with
defined corporate
KPI targets, timelines and ownerships was developed by the PTCL management.
Defining yearly targets
on market shares for various voice and data services, introduction of a corporate
KPI based performance
measurement system, Restructuring of the organization, formulation of IPTV, Triple
Play and converged
services, migration to an end to end IP based network, Investment strategies such
as Assets Management
for risk diversification and improved Return on Investments, were all part of the
master plan. The five
year master plan will be reviewed and updated on an annual basis.
PTCL chose August 14th, the Independence Day, to launch its new logo and theme
of ‘feel the
difference’. To support the new spirit and to reinforce its commitment, PTCL offered
‘free’ nationwide
calls to the people of Pakistan. The traffic on 14th August 2007 jumped to 4 times
the level on a similar
holiday to give credence to our hypotheses that the ‘good old telephone’ Company
is still the trusted
landmark of the people of Pakistan. This unprecedented response to free calls on
14th August was a heart
warming experience as it reassured the faith of our customers in our services,
making us even more aware
of our responsibilities towards putting our customer first.
Fixed Line Telephony
PTCL’s fixed line segment has witnessed decline in numbers in 2006-07 as against
last year with a
decrease of 452K lines during the past year. The market for the FLL segment has
least amount of
penetration primarily due to the major inclination towards cellular and wireless
segments by users.
PTCL’s fixed line potential is anticipated to remain stable with its having the largest
network, coverage
and better quality service as compared to WLL and cellular networks. The
fixed line segment is

anticipated to cater the needs of the business community at large and as expected
is to be driven by the
country’s future economic growth.

Wireless Local Loop

PTCL’s WLL segment has depicted immense amount of growth, nevertheless at a
slower pace than
expected. It started its service from the northern regions slowly moving towards the
metro cities using its
CDMA wireless technology. WorldCall and Telecard were the other major operators
that introduced the
WLL services using CDMA2000 and CDMA technology to cater the needs of its
customers. Telecard
started its operations from Karachi, flowing into Baluchistan region while WorldCall
initiated its
operation in Lahore in Jun 2005 with aim of rollout its network to update its capacity
to 1.5 mn
subscribers in the years to come. PTCL has been facing stiff competition however
with vast presence and
infrastructural facilities across Pakistan, has the potential to outrun its competitors
in the segment.
5.3 Broadband and Value Added Services
PTCL through diversification and assorted products and services could retain its
fundamental presence in
the Telecom Sector. Introduction of DSL Broadband services across major cities with
plans to include
more cities in times to come will enhance the revenue base of PTCL. Stiff
competition from other cable
based broadband service providers and local cable operators still persists. PTCL’s
broadband services
were introduced in Jun 2007 with free installation service with an initial capacity of
100,000 subscribers
by providing services in the five largest cities and had a decent start by adding over
10,000 subscribers
within the first few months of its operations depicting PTCL’s brand
recognition. Furthermore, with the
introduction of WLL segment, Phone N Net, IPTV, VMS and Carrier Services is
expected to bring
product leadership in the sector.

6.1 Quality Services

In order to have sustainable business performance in the highly competitive
environment of the Telecom
industry, PTCL has to deliver highest quality services to its customers. Quick
provisioning of PTCL
services brings lot of value to the customers which not only guarantees more
revenues but creates
goodwill for the company.
In the backdrop of this situation, PTCL management is taking key initiatives in
different business areas.
One important move aimed at improving the Sales and Customer satisfaction is to
boost the morale and
motivation level of our employees.
An Incentive Plan has been worked out to present substantial cash rewards to the
employees performing
beyond the specified benchmarks. This will be the start of an era where the rewards
shall be linked with
the performance and achievement of targets.
While the first phase focuses on front end of the Supply chain, it would
subsequently be expanded to
other segments of the organization like Fault management, WLL and IP TV etc.
Important features of this
plan are:
• Implementation would be highly transparent, with zero tolerance for abuse.
• It would cover Installation/Provisioning of Telephone (wire-line) & Broadband
connections.
• Rewards would be applicable to all the channels of request for installation/
provisioning of
connections.
• Rewards against Installation/Provisioning are subject to receipt of the amount of
first monthly bill
through B&CC.
• Rewards against Installation/Provisioning of telephone connections are strictly
subject to the fact
that the whole process completes within a span of 03 days (from service request
registration to
the final service activation).

6.2 Free Internet

PTCL proudly presents Free Internet facility for its landline valued customers. All
PTCL landline
subscribers can now experience the best dial up speeds with unlimited internet
usage during night hours
from 10:00pm to 07:00am. Furthermore subscribers can also avail up to 100 hours
of free dialup internet
on monthly basis from 0:700 am to 10:00pm every day.

6.3 One Stop Shop

Customer service is a series of
activities designed to enhance the level
of customer satisfaction – that is, the
feeling that a product or service has
met the customer expectation. High
standard customer service is an integral
part of PTCL’s customer value
proposition. As part of strategy PTCL has
invested huge some of money to
improve the environment & efficiency of its service centers. With all together
complete change in outlook, services to customers & facilities available, these
centers are called “One Stop Shop”. They are aimed to provide better services to
our valued customers for sales of products and after sales services.

These “OSS” are nine in number and are in Major cities of Pakistan. By the end of
this year there will be 19 OSS operational in 11 cities of Pakistan. Customer

feedback about services standards at these OSS is very positive; these centers help
us to provide better service to our customers.

7.1 Strengths
• Largest operational network and infrastructure within ICT (Information &
Communication
Technologies) segment.
• An integrated Monoply
• Market leadership in Local loop, Wireless local loop (WLL) and Fixed telephony.
• PTCL (Ufone) is market challenger in GSM segment
• Ufone is performing well though Warid and Telenor are tough competitors. PTCL,
Ufone’s
profitability increased by 49.2 percent to Rs 977 million in 1H/FY07 as compared to
Rs 655
million in the corresponding period last.
• Competitors still depend on PTCL network either directly or indirectly
• Experienced Telecom Resources
7.2 Weakness
• Not been able to nurture its growth around customer services oriented strategy
• Internal organizational and business processes issues
• Monopolistic culture has further added to its complexities
• Paknet, the internet service provider arm of ptcl continues to incur losses due to
poor managment
and lack of network optimization
• Ptcl-v, the fixed wireless phone service is poor
• Over employment & low productivity.
• Slow decision making including external interferences.
• Corporate culture akin to government departments.
7.3 Opportunities
• Low teledensity of pakistan.
• Have vast infrastructure and real estate assets which can be leveraged further.
• Global connectivity reliability has been improved. PTCL is expanding the long
distance and
infrastructure side through spreading out two sea-me-we submarine cables..
• Partnership with new entrants in a deregulated environment.
• Scope for efficient/cost effective operations.

7.4 Threats
• Increased competition in long distance continues to exert pressure.
• VOIP use is increasing despite ambiguous and discriminatory policies
• Exposure to market competition
• Migration to Cellular Networks
• Ability to Attract & Retain Quality Professionals
• Reduction in International Settlement Rates

8 FUTURE OF PTCL
Going forward PTCL is poised to align itself in to a more customer friendly and
commercially oriented
organization. This will be achieved through improved customer experience, offering
better quality of
service, and introducing new products and emerging services to satisfy specific
market segment needs
besides consolidating its leadership position in fixed line business. The customer
interfaces will be fully
empowered to achieve corporate objectives. Automation and simplification of
internal process,
optimization of operational expenditure, migration of services to Next Generation
Networks,
enhancement of national backbone infrastructure, expansion of robust and resilient
IP infrastructure and
 proliferation of broadband services are few of the milestones for the way
forward.

8.1 Measures to achieve Set Targets

The management of PTCL has been adequately preparing itself to face the
forthcoming challenges of
deregulated environment. Appropriate structural changes have either been initiated
or these are underway.
To face the challenge, a new Marketing and Business Developing wing headed by a
Member with
appropriate organizational structure has been made functional with a view to
expanding business and
taking good care of the customers. Some other initiatives are as follows:
8.1.1New Technology
Prior to the start of the competition, PTCL should be well equipped with new
technologies,
billing, marketing & customer care infrastructure, skilled trained professionals with
focus to win
business and earn customer loyalty.
8.1.2Cross Subsidization
PTCL is providing range of services i.e. Fixed Line, Cellular Mobile and Internet etc.
As the
world experience shows, incumbent can engage in cross subsidization which means
that price of
one market may be increased above the cost and use the surplus revenue obtained
from this
market to subsidize the lower prices in other markets where more competition is
faced. Analyzing
PTCL position against this experience and seeing the prevailing competition
environments of
Pakistan, it can be safely concluded and seeing the prevailing competition
environments of Pakistan, it can be safely concluded that cross subsidization is not
possible in Cellular Mobile and
ISP markets. However, in Fixed Line segment, there is a real possibility of cross
subsidization.
PTCL can lower rates of line rent, installation charges and local calls and
correspondingly
increase rates of NWD and International out bound traffic/maintain present level/
lower the prices
but still remain on the higher profit margin side. Alternatively as part of overall
business strategy,
it can offer different packages i.e. residential and corporate customers, rural and
urban and
economy groups etc. within each package the prices can be cross subsidized. This
practice can
have adverse effects on the growth of other licenses particularly those not having
vertical
integration. This abuse can be controlled through license conditions and accounting
separation
which will determine the existence of cross subsidization.

8.1.3Price Discrimination
In order to retain and even expand the market share, PTCL can resort to price
discrimination. This
can be between users of own network and other operators networks. For example
PTCL may fix
different rates for intra-network calls and inter-network calls. Lower rates of intra-
network calls
will be strong temptation for customers to remain stuck with PTCL instead of
switching over to
other choice operators. This practice will be a restraint for other operators, hence
will be
considered anticompetitive.
8.1.4Vertical Price Squeeze
PTCL can increase the price of upstream input (local access). It monopolizes, and
keep the
downstream services (ISPs, DSL and Payphones etc.) price same. The effect would
be reduction
or elimination of the profit of downstream service providers because their margins
would be
squeezed. To increase the squeezing effects, PTCL can also reduce downstream
price of its own
services. To control price discrimination, the regulator can impose wholesale cost
imputation
requirements.

Resources
o Company’s website - www.ptcl.com.pk
o Company Annual Reports
o Magazine Business Economist
o Google.com
o Economic survey of Pakistan
o Businessrecorder.com
o Security and Exchange Commission of Pakistan
o Kse.com
o Yahoofinance.com
o PTA Reports