Uploaded byWaqas Nasir
Mobile Banking 2010
This document discusses mobile banking and provides an overview of the current mobile banking landscape in Pakistan. It summarizes the key points from a presentation on mobile banking, including definitions of mobile banking, current models in Pakistan and globally, trends in electronic banking transactions, and an analysis of competitors in the mobile banking space in Pakistan. The document finds that strong bank affiliation and regulatory compliance will be important for positioning, and that services should initially be limited while maintaining transparency on pricing.
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Mobile Banking 2010
- 1. Electronic Channels Mobile Banking ProductManager: Waqas Nasir Product & Services mCommerce & mAdvertisement
- 2. Agenda • Mobile Bankingdefinition • 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 MobileBanking “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 competitiveRules. 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 asan 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 StakeHolders 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 andTrends
- 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 Behaviorin 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 Behaviorin 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 inPakistan 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 inPakistan 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 inPakistan 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 inPakistan 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 inPakistan - 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 –Pakistanand 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 CompetitorAnalysis • 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 Serviceinvolves 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 THEWAY 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 byWarid -- 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 increasethe 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 mBankingModel 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 ExpansionStrategy 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 • Targetaudience 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.
- 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 OutDoor 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
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- 48. Recommendation • Warid shouldlaunch 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.