Proposed Road Map for mobile banking in Pakistan 2009

1. Electronic Channels
Mobile Banking
Product Manager:
Waqas Nasir
Product & Services
mCommerce & mAdvertisement

2. Agenda
• Mobile Banking definition
• Mobile Banking and interfaces
• Current models –Pakistan and Globally
• Evolution of Banking channels
• The Way Forward
– Market Opportunity
– Mobile as extension of multichannel strategy
– Convergence of technology and financial services
– Future Business Models
– Mobile banking beyond being extension of internet banking
– Security Dilemma
• Key Take Aways

3. What is Mobile Banking
“Mobile Banking is the use of mobile-phone based
interfaces to provide account information and
transactions opportunities to customers of financial
Institutions”
These interfaces could include any or all of the following:
1. SMS
2. WAP
3. Downloadable Application - J2ME
4. Embedded application – STK
5. USSD
6. Proximity Payments
1. NFC
2. RFID

4. Change in competitive Rules. Creation of New Opportunities. Changed Service Focus.
Personalize More power
d vs. to buyers
Emergence of
Standard alternative
products products
New market
entry Cost
Reduction
Customer-
Product
Orientation
Differentiation
Specializatio
n
Convergence of technology and Financial
services is changing the playing field rapidly
with “Mobile” device at it’s centre

5. Mobile Banking as an extension of Bank’s multichannel delivery strategy
Cost, Efficiency and Convenience
Will it just be another channel? key drivers for evolution of various
OR delivery channels
Will it transform the way banking is
done and result in Transforming the
business models both for the bank Postal Channel
and it’s customers?
Branch Call Center
CUSTOMER PC Banking
Mobile/ Telephony (Private Network)
Channels
getting more
high tech and
high touch
ATM/ Kiosks PC Banking
(Internet)
Interactive TV

6. Convergence advantages
Banks Warid
• Lower research cost • Increased customer
– Time satisfaction
– Expense Technology • Increased retention
• Greater convenience is opening up • Improved lead
new markets, generation
• Lower transaction creating new
costs • Increased market
models of
share
• Broader doing
communication, business and • Increased wallet
from one to many reinventing share
the value • Expanded sales &
• Real-time access
chain marketing channels
• Transparent to user
• Increased customer
• Wider reach/access knowledge
• 24 hours/day, 7
days/week
It is about the SERVICES and not the technology.
• Accurate and efficient
Converging technologies are just the enabler that is
facilitating “service convergence”

7. Benefits to Stake Holders
USER MNO Bank
• Reduce churn - • Opportunity to target new
• Convenience markets
• Reachable - 24/7 Stickiness of subs
• Youth or niche markets
account tied to the SIM
• Intimate – Bank in a • Under banked or un-
pocket app banked
• Affordable • Increase ARPU via • Low cost channel
- SMS • Leverages off existing
• Ubiquitous - services in GSM network
places where they - Air time usage • Customer manages
previously didn’t exist -Airtime top-up access device (Cell
• Overview - tranx history phone)
ensures confidence • Co-branding • Increase Tranx Volume
opportunity - with banks • New branded service
• New business
opportunities - selling and switches • Early bird Advantage -
airtime or catering for bill • Greater use of existing Opportunity to be innovative
and adopt leadership space
payments creates new infrastructure
• Cash retention
jobs • VAS Portfolio • cash handling costs will be
• Risk Prevention – no Enhancement less
risk of carrying cash
• Additional Revenue
• Micro-finance - Stream
advancing and repaying
– Transaction based
micro loans
– Account interest

8. Current Situation and Trends

9. Current Market Analysis The case for a “mobile”
based “banking solution”
is quite evident
• Approximately 72 million mobile
customers Vs approximately 24 million
banking customers
• POS based solutions like Credit Cards
and Debit cards have had a very
limited market growth. After about 15 72 Million Mobile Subs
years since the introduction of first
large scale Credit cards in Pakistan,
Bank today have about 45,000 POS 24 Million
and only about 20,000 outlets in Bank
Pakistan accepting the Cards. Account
holders
• There are only 3500 or so ATMs in
Pakistan
• Most bank call center calls are for:
balance, transaction inquiry, funds
transfer, or bill payment
1/3 of existing
• Up to 50% of those calls currently Mobile User
come in from cell phones
Market which can 300% increase in
• Mobile phone usage highest among provide stickiness nascent market for
consumers under 45 -- same as online to MNO and
banking and bill payment Payment Market
additional
revenue stream

10. Current Segment Behavior in Payment
Market
Retail Payments through Paper Based Instruments
• Q2 FY07-08 witnessed a decline by 1.1% in numbers and also a
decline by 2.5% in value of paper based retail payment transactions
as compared to an increase of 0.6% in numbers and increase of 2.5%
in value observed in the preceding quarter
Retail Payments through E- Banking
• Electronic banking transactions have posted a growth of 4.4% in
terms of numbers and 5.4% in terms of value during the current
quarter. In the previous quarter, growth in volume was 7.5% while
value increased by 9.6 %

11. Current Segment Behavior in Payment Market
Transition to E Banking
• During the last six quarters the transition from paper based banking to
e-banking has been gradual, yet consistent in terms of volume as well
as value of transactions. The composition of electronic transaction
number is increasing and makes 27.1% of total number of
transactions compared with the previous quarter which was 26.2%.
The value of electronic transaction composition was 10.1% compared
with 9.4% in the previous quarter

12. e-Banking Trends in Pakistan
Comparison of Number of Transaction in Retail Electronic and paper based Payments
Number of Transactions (000)
Q1 07 Q2 07 Q3 07 Q4 07 Q1 08 Q2 08
Electronic Based 21,699 24,134 25,529 28,006 30,114 31,450
Paper Based 79,677 79,949 80,130 84,463 84,952 83,999
Total 101,376 104,083 105,659 112,469 115,066 115,449
Percentage Composition
Electronic 21.4% 23.2% 24.2% 24.9% 26.2% 27.2%
Paper Based 78.6% 76.8% 75.8% 75.1% 73.8% 72.8%
Comparison of Amount of Transaction in Retail Electronic and paper based Payments
Number of Transactions (000)
Q1 07 Q2 07 Q3 07 Q4 07 Q1 08 Q2 08
Electronic Based 2,256 2,476 2,692 3,073 3,369 3,550
Paper Based 27,333 27,803 26,804 31,715 32,520 31,696
Total 29,589 30,279 29,496 34,788 35,889 35,246
Percentage Composition
Electronic 7.6% 8.2% 9.1% 8.8% 9.4% 10.1%
Paper Based 92.4% 91.8% 90.9% 91.2% 90.6% 89.9%

13. e-Banking Trends in Pakistan
Comparison of Number of Transaction in Retail Electronic
and paper based Payments
100,000
80,000
Number of Tranx (000)
60,000
40,000
20,000
-
Q1 07 Q2 07 Q3 07 Q4 07 Q1 08 Q2 08
Electronic Based 21,699 24,134 25,529 28,006 30,114 31,450
Paper Based 79,677 79,949 80,130 84,463 84,952 83,999
Electronic Based Paper Based

14. e-Banking Trends in Pakistan
Market Growth Paper based banking Vs. Electronic
Banking
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Q1 07 Q2 07 Q3 07 Q4 07 Q1 08 Q2 08
Electronic 21.4% 23.2% 24.2% 24.9% 26.2% 27.2%
PaperBased 78.6% 76.8% 75.8% 75.1% 73.8% 72.8%
Electronic PaperBased

15. e-Banking Trends in Pakistan
Comparison of Transaction on various Additive Channel
20000
Number of Tranx (000)
15000
10000
5000
0
Q1 07 Q2 07 Q3 07 Q4 07 Q1 08 Q2 08
RTOB 6284 7560 7941 8948 9071 10121
ATM 11418 12526 13174 14393 15999 16508
POS 3671 3667 4028 4223 4543 4305
RTOB ATM POS

16. e-Banking Trends in Pakistan - Overview
Number of Cards (Credit/Debit/ATM)
• Credit Cards - increase of 3%
2.5% over the previous quarter. 72%
• Debit Cards - increase 1.8%
over the previous quarter.
• ATM Only Cards - increase of
20.9% over the previous
25%
quarter.
• Smart Cards - increased by ATM Cards Credit Cards Debit Cards
20.6%.

17. Current models –Pakistan and Globally
• Various bank led models are out there in the market that
include:
– M-Pesa
– WIZZIT
– ABSA
There is "nothing more difficult to carry
– MTN Banking
out, nor more doubtful of success, nor
– G cash more dangerous to handle, than to initiate
– SARAF Mobile a new order of things" (Machiavelli)
– UBL ORION
A proliferation of technology and business models has been
adopted, with no clear winner in terms of technology or business models
as yet.
Regulatory environment is also still evolving

18. Current Market Competitor Analysis
• Early mentioned mBanking service was offered by Banks
• There is no such service named mBanking in Telecom
industry
• Mobilink launched its mBanking Service, Genie, on mid ’08
but it was shut down due to regulatory constraints raised by
SBP and PTA
– Considering Genie as the pioneer in Telecom Industry; Warid
has the advantage on
• Positioning Mistakes by Mobilink
• Product Model Mistakes
• Comparatively low switching cost
• Financial Risk involved
• End User perception for mBanking

19. Competitors Readiness
6
5
4
3
2
1
0
Technical Regulatory System support Infrastructure SIM Support
Telenor 4 3 2 4 5
Warid 5 3 4 5 4
Mobilink 3 3 5 5 3
Ufone 5 3 4 3 4
Zong 0 0 4 2 4
Telenor Warid Mobilink Ufone Zong
Poor Fair Average Good Excellent
1 2 3 4 5

20. Mobilink Genie
Strengths Weakness
• Hand set dependency
• Largest Market Share.
• Cumbersome process of downloading
• Strong brand image
• Limited GPRS Market Share
• Mobilink’s affiliations with government and semi- • GPRS cost apart from the per tranx/activity cost
government institutes • Product activation and downloads involves GPRS
• convenience to customer by offering Utility Bill charges, which is higher than other operators. i.e.
payments Rs.18/mb
• Free minute offering to attract the customers • Cumbersome mBanking activation process
• Mobilink Affiliation/partnership with insurance • Higher Utility bill payments services charges i.e. Rs.
company, AdamJee 20/tranx
• Application provides a secure encryption of the • Low Subscriber base of the affiliated Banks
information and transmits through WAP/GPRS • Does not support the SIM Tool Kit as the module is
not SMS based
Opportunity
SWOT Threats
• Competition starts with low service charges
• Easy process for mBanking activation i.e. informatory
• First Mover advantage on utility bill payment services
• Affiliation and JVs with other private • Competitors can get the Larger Banks
organizations • Revision in PTA and SBP regulations for mBanking
• Affiliation with national and international • User may avoid paying through mobile if the utility bill
chains for providing direct debit facility paid doesn’t get clearance from the concern
• Mobilink can extend the product by providing government or semi Government institute in time. This
this feature to Mobilink PCO and PCO acts as may also involves bad user experience with Mobilink
an agent for utility bill payments • Competitors are working on SMS based modules
• Postpaid receivables amount will decrease which is more secure and enables more users to
experience mBanking
• Prepaid recharging will increase

21. Findings
• mBanking Service involves the SBP regulation and the service
should be offered as per defined guidelines by SBP, which involves
– high security levels and
– confidentiality of user account
– With all regulations as per Bank-Led Model
• For market penetration low tariff plan should be introduced
• Introductory stage should involve limited mBanking services i.e. fund
transfer, nearest ATM location finder, utility bill payments and top up
facility
• Strong Bank affiliation is recommended for positioning and brand
positioning
• Service activation should be easy-to-use and should not involve
cumbersome process
• Transparency in service charges and complete visibility to end user

22. Product Launch Strategy
THE WAY FORWARD

23. KEY TAKE AWAYS
THE BUSINESS CASE IS CLEAR
• Stake Holders are playing alone – requires JV and collaboration of MNO and
Banks
• Mature markets for both Banks and MNOs
• Ownership of the customer - The Key success driver will be the “Customer value
proposition”
• Convenience Cost for end user
• Different “business models” will evolve based on different market needs and
regulatory environment
• “Interoperability” will always remain the key for the phenomenon to gain wide and
quick adaptation

24. Challenges Faced by Warid
-- Value Added Services --
• Price War
• Differential advantage
– VAS Profile
– Coverage
– Customer Service/Support
– Mobile Network portability
• Churn Management
– High Churn In & Out Ratio
– High cost of churn management
• Customer Loyalty
– Short span of customer stickiness with one network

25. Warid Subscription Rate
• Successful uptake requires
– Innovative technology
– Unique business models
– Compliance
Global mobile subscribers (millions)
Estimated 19 Million
subscribers
14 Million
subscribers
12 Million
subscribers
8 Million
subscribers
0
2005 2006 2007 2008 2009
Year
Actual Projected
Source: Wireless Intelligence, 2008

26. Warid mBanking
Strengths Weakness
• Recent affiliations with government and semi- • High Churn out ratio; limiting target audience
government institutes • Low resources that increases the project completion
• Affiliation with large Banks of Pakistan • Low Media spending budget; leads to weak product
registration among the masses
• Lowest Call rates in market
• Updated and flexible Technology
• Only USSD Gateway; providing more secure
and efficient channel
• No Handset dependencies; catering larger target
audience
• Easy process flow for end user
Opportunity
SWOT Threats
• Opportunity to take top position in market • Competition starts with low service charges
• Affiliation and JVs with other private • Competitors can get the Larger Banks
organizations • Final decision in PTA and SBP regulations for
• Affiliation with national and international mBanking provides other operators an opportunity for
chains for providing remittance and bill their readiness
payments channel • User negative perception may lead to complete failure
• Opportunity to merge Warid PCO with of product
mBanking , extending the retail channel of • Other operators can offer low transaction cost in
comparison to Warid
banks and Warid outlets
• Reduce recovery/recharge tools cost

27. Objective
• To increase the VAS Revenue and Market Share
through customer Acquisition and Retention and to
increase the customer loyalty
Goal
• To offer the convenient mobile banking service to end
user and entering into the new emerging market of
mobile commerce; attaining the position of Real Mobile
Banking innovators

28. Proposed Warid mBanking Model
The banks will become “Money managers” for customers as the
distinction between Mobile as a “distribution channel” vs. a”
payment solution” will gradually disappear.

29. Future Business Models
Market Breakthroughs & Level Four
Relational Entrepreneurial Network
Industry Integration
Level Three Business Performance
Strategic Partnering Improvements
Level Two Enhanced Service
Teaming
Level One
Vendor Cost Reduction
Transactional
Cost Efficiency Service Marketing Process Value Chain New Market
Integration Reengineer Vision Break
Expanded Value through

30. Warid Product Expansion Strategy
Transfer money abroad (remittances) Smart banking on the move
• Send money abroad • Avoid queuing for
quickly, reliably and services
cheap • Pay bills
• Use a combination of • Enable an ATM or POS
mobile phone and transaction
branded payment card • Report lost card
for POS, ATMs • Manage your account
mBanking Product Expansion for year 09-10
Pay others with your mobile wallet Pay your bills anywhere, anytime
• Rich functionality for
• Mobile wallet allows – Standing orders
payment to
– Bill collection
– other wallets
– Paying prepaid
– an agent utilities
returning cash
– Airtime vending
• Can be loaded from a
– Mini-ATM
bank account or a
remittance – B2B and COD

31. Launch Strategy
Account
Opening Remittance
Commercial
Funds Cash Mgmt.
Transfer Stop
Adoption
Payment
Bill Personal
Balance Pay Security
Actionable
Inquiries Alerts Check Mobile POS
Reorder Payments
Location
M-Statements
Finder
2009 2009 2010 2011 2012
Differentiation
Familiarization Convergence

32. Target Audience
Warid Subscriber Base
14 Million Subs
Warid Subscriber Base
Post paid + High End Prepaid
2 Million + 3 Million
5 Million Subs
39% adaptation rate
2 Million appx

33. Target Segment
• Target audience is …
– High-End voice service users
Demographics
– Using airtime more than PKR 1500 Descriptor
– Entrepreneurs
– Bank account holders Age 20 - 55
– Travelers
Sex Male - Female
– Businessmen
Occupation Working (Fe)Male
Income 300,000 per anum
Education Matriculation or higher

34. Business Case
Mobile Banking
8-Apr-09
Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09
Subscription Projections
Warid Subscribers 2% 14,000,000 14,280,000 14,565,600 14,856,912 15,154,050 15,457,131
Users that spends more than PKR 1,500 for voice 33% 4,620,000 4,712,400 4,806,648 4,902,781 5,000,837 5,100,853
Expected Users who will use mobile banking service 15% 693,000 706,860 720,997 735,417 750,125 765,128
13% of Total Subscriber base
Revenue Projetions
Activation - Accumulated PKR 50 34,650,000 35,343,000 36,049,860 36,770,857 37,506,274 38,256,400
Activation - per month 34,650,000 693,000 706,860 720,997 735,417 750,125
Total revenue from Activation 43,082,920
Monthly subscription PKR 10 6,930,000 7,068,600 7,209,972 7,354,171 7,501,255 7,651,280
Total revenue from Subscription 92,945,782
2 tranx x PKR 5
Expected Avg tranx made by each sub per month PKR 10 6,930,000 7,068,600 7,209,972 7,354,171 7,501,255 7,651,280
Total revenue from Transaction 92,945,782
Expected Amount Received 48,510,000 14,830,200 15,126,804 15,429,340 15,737,927 16,052,685
Expenditures
OpEx
Advertisement 30,000,000 - - - - -
SIM PKR 25 17,325,000 346,500 353,430 360,499 367,709 375,063
Total 47,325,000 346,500 353,430 360,499 367,709 375,063
CapEx
Techincal - Server Installation 4,000,000
Total 4,000,000 - - - - -
Total Cost per Month 51,325,000 346,500 353,430 360,499 367,709 375,063
Net Amount Remaining (2,815,000) 14,483,700 14,773,374 15,068,841 15,370,218 15,677,623

35. COMMUNICATION STRATEGY

37. Communication Expense Sheet
Communication Budget Distribution
HBO 660,000
Hum TV 2,865,000
Express News 2,700,000
Dunya TV
TV ARY ONE WORLD 1,380,000
Dawn News 780,000
KTN 240,000
AVT Khyber 720,000
CNBC/Sama TV 1,800,000 11,145,000
Dawn 675,000
Daily Times 604,800
Business Recorder 302,400
Pakistan Observer 302,400
Nawa-i-Waqt 1,123,200
Press Khabrain 864,000
The Post 734,400
Express 1,728,000
Pakistan 561,600
Frontier Post -
Daily Business Report - 675,000

38. Communication Plan
FM-89 363,825
FM-91 570,375
FM-96 283,500
Radio
FM-99 283,500
FM-106.20 1,290,938
FM-107 (Khi) 459,000 363,825
Standee 1,000,000
Poster 280,000
Out Door
Leaflet 850,000
Hoarding 10,370,000 12,500,000
Electronic 11,508,000
Total
Print 675,000
Marketing
Spend Out Door 12,500,000
Total 24,683,825

39. Media Plan Electronic - TV
MEDIA PLAN
Client: Bank
Campaign: Mobile Banking
Period: 15 days (May 16 to June 15)
Date Prepared: 5/6/2009
Media: TV
A pril 09 TOTA L
C / U A CTUA L
MEDIA POSITIONS Neg Cost % Disc. D D D D D D D D D D D D D D D FRQ. A CTUA L
(Sec) COST
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 COST
HBO
Programs at 1900-2300 30 22,500 7,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 420,000
Programs at 2300-1000 30 22,500 4,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 240,000
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 120 660,000
Hum TV
Combo 1
Programs at 1930-2130 30 75,000 50,000 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 30 1,500,000
Programs at 1800-1930 30 45,000 30,000 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 30 900,000
Programs at 2130-2300 30 50,000 3,000 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 30 90,000
Programs at 2300-0000 30 25,000 12,500 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 30 375,000
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 120 2,865,000
Express News
Programs at 2100-2159 30 70,000 20,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 1,200,000
Programs at 2200-2259 30 35,000 15,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 900,000
Programs at 2300-2359 30 20,000 10,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 600,000
12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 180 2,700,000
Dunya TV
Programs at 2000-2259 30 25,000 - 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60
Programs at 2300-2359 30 20,000 - 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60
Programs at 0000-0659 30 15,000 - 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60
12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 180
A RY ON WORLD
E
Programs at 2000-2259 30 20,000 14,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 840,000
Programs at 2300-2359 30 12,500 5,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 300,000
Programs at 0000-0659 30 5,000 4,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 240,000
12 12 12 12 12 12 12 12 12 12 12 12 12 12 12 180 1,380,000
Dawn News
Programs at 1900-2300 30 19,750 8,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 480,000
Programs at 2300-0200 30 14,750 5,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 300,000
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 120 780,000
KTN
Programs at 2100-2200 30 12,500 4,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 240,000
A VT Khyber
Programs at Any Time 30 22,500 6,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 360,000
Programs at Any Time 30 22,500 6,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 360,000
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 120 720,000
CNBC/Sama TV
Programs at Any Time 30 32,500 15,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 900,000
Programs at Any Time 30 32,500 15,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 60 900,000
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 120 1,800,000
TOTA L 11,145,000
A dd GST 16%
GRAND T OT AL 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 1,200 11,145,000

40. Media Plan Press - Newspaper
MEDIA PLAN
Client: Bank
Campaign: Mobile Banking
Period: 15 days (May 16 to June 15)
Date Prepared: 6-May-09
Media: Print
C/ U April 09 TARIFF RATE NEGOTIATED RATE
TOTAL
MEDIA EDITIONS D D D D D D D D D D D D D D D FRQ. PCCM PCCM
POSITION SIZE COLOR EXTRA COST EXTRA COST COST
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 RATE RATE
Dawn L/K/I Front Page 27x4 Color 2 2 1900 150% 513,000 1250 150% 337,500 675,000
Daily Times L/K Front Page 27x4 Color 2 2 1150 300% 496,800 700 300% 302,400 604,800
Business Recorder L/K/I Front Page 27x4 Color 2 2 1250 75% 236,250 800 75% 151,200 302,400
Pakistan Observer L/K/I Front Page 27x4 Color 2 2 1000 250% 378,000 400 250% 151,200 302,400
Nawa-i-Waqt L/K/I/M Front Page 27x4 Color 2 2 1825 300% 788,400 1300 300% 561,600 1,123,200
Khabrain Combined 2 2 1600 300% 691,200 1000 300% 432,000 864,000
Front Page 27x4 Color
The Post L/I 2 2 850 300% 367,200 850 300% 367,200 734,400
Express Combined Front Page 27x4 Color 2 2 3364 300% 1,453,248 2000 300% 864,000 1,728,000
Pakistan L/K/P/M Front Page 27x4 Color 2 2 1300 300% 561,600 650 300% 280,800 561,600
Frontier Post Peshawar Front Page 27x4 Color 2 2 400 200% 129,600 0 200% - -
Daily Business Report Fsd Front Page 27x4 Color 2 2 500 300% 216,000 0 300% - -
TOTAL 6,895,800
GRAND TOTAL 2 0 2 2 2 0 2 2 4 2 2 0 2 0 0 22 5,831,298 3,447,900 6,895,800

41. Media Plan Electronic - Radio
MEDIA PLAN
Client: Bank
Campaign: Mobile Banking
Period: 15 days (May 16 to June 15)
Date Prepared: 6-May-09
Media: Radio
April 09 TOTAL
C / U ACTUAL NEG %
MEDIA STATION POSITIONS D D D D D D D D D D D D D D D FRQ. ACTULA
(Sec) COST COST DISC.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 COST
FM-89
0700-1000 30 1,925 1,348 30% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 121,275
Drive Time (Extreme Hours) L/ K/ I/ F 1200-1430 30 1,925 1,348 30% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 121,275
1630-2100 30 1,925 1,348 30% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 121,275
Total FM-89 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 270 363,825
FM-91
0800-1000 30 3,250 2,113 35% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 190,125
Drive Time L/K/I 1300-1430 30 3,250 2,113 35% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 190,125
1630-1930 30 3,250 2,113 35% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 190,125
Total FM-91 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 270 570,375
FM-96
0800-1000 30 2,100 1,050 50% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 94,500
Drive Time Khi 1300-1430 30 2,100 1,050 50% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 94,500
1630-1930 30 2,100 1,050 50% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 94,500
Total FM-96 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 270 283,500
FM-99
0800-1000 30 2,100 1,050 50% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 94,500
Drive Time Isb 1300-1430 30 2,100 1,050 50% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 94,500
1630-1930 30 2,100 1,050 50% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 94,500
Total FM-99 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 270 283,500
FM-106.20
0800-1000 30 5,625 4,781 15% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 430,313
L/ K/ I/ S
Drive Time 1300-1430 30 5,625 4,781 15% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 430,313
/P
1630-1930 30 5,625 4,781 15% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 430,313
Total FM-106.20 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 270 1,290,938
FM-107 (Khi)
0800-1000 30 2,000 1,700 15% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 153,000
Drive Time Khi 1300-1430 30 2,000 1,700 15% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 153,000
1630-1930 30 2,000 1,700 15% 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 90 153,000
Total FM-107 18 18 18 18 18 18 18 18 18 18 18 18 18 18 18 270 459,000
TOTAL
ADD 16% GST
GRAND TOTAL 108 108 108 108 108 108 108 108 108 108 108 108 108 108 108 1620 3,251,138

42. Media Plan Out Door
Media Plan
Client: Bank
Campaign: Mobile Banking
Period: 15 days
Date Prepared: 6-May-09
Media: Out Door
Collateral Cost per Unit Quantity Total Price
Standee 2,000 500 1,000,000
Poster 14 20,000 280,000
Leaflets 17 50,000 850,000
2,130,000
Hoarding
20x60 170,000 22 3,740,000
30x90 300,000 15 4,500,000
8,240,000
Total 10,370,000

43. Free Of Cost
– Companies Websites
– SMS Campaigns
– EOCN – End of Call Notification
– LBS Advertisement – Near Future
– ATM Machines
– Post paid Bills
– Banners in Account Statement

44. Proposed
APPLICATION BRANDING

45. Proposed
WEB-ACCESS BRANDING

46. Proposed
MOBILE-APP BRANDING

47. Proposed
LOGO

48. Recommendation
• Warid should launch product within niche market initially
• The product, mBanking, requires stage-wise
familiarization of services. Too much of services may
overload the end user
• Communication requires constant hammering of product
services and requires recognition in every stage

49. Thank You
Any Question?