The paper 'Pricing Strategies and Programs at Etisalat" is a perfect example of a finance and accounting case study. Ahmad Abdulkarim Julfar is the group CEO of the giant telecommunications company ETISALAT. He was appointed in august 2011 in the newly created position as the company sought to improve its expansion efforts, which had been successfully implemented in 18 countries. Mr. Julfar has a degree in civil engineering as well as computer science, both from Gonzaga University in Washington. The CEO also graduated from Mohammed Bin Rashid Program for Leadership Development.
Ahmad Abdulkarim Julfar has been working with ETISALAT since1986, where he served in various managerial positions including acting as the general manager of the Dubai region operations (2005) prior to being given the role of chief operations officer (COO) in 2006. Apart from the current duties, the CEO serves on the board of two international subsidiaries belonging to Etisalat Company. In Mobily of Saudi Arabia, he acts as the chairman of the committee involved in risk management (Risk Management Committee), while in the Indonesia-based Excelcomindo, he has membership in the committee dealing with compensation as well as remunerations(Compensation and Remuneration Committee).
Since his appointment in the company in 1986, Ahmad Abdulkarim Julfar has significantly contributed to the success of the company, making the company realize tremendous success (Karake-Shalhoub & Al Qasimi, 2006). Marketing in ETISALAT Due to necessity of effective marketing in the utility of the on-coming services, according to Preissl, Curwen & Haucap (2009), the company has realized the need to ensure that the interaction it has with its clients is a regular activity. The company values producer-consumer interaction, while also employing the strategy of custom marketing.
This is valued in the company as it assists the company to continuously realize the telecommunication, as well as network, needs its customers to have. The company operations generally entail service provision, however, since services are intangible, service consumption, therefore, results in no direct ownership in as much as the physical products may actually be attached to the service process. The marketing manager of Etisalat, accordingly, has been very crucial in the realization of success in the service products. Etisalat’ s products, though intangible, have been touted as having tangible cues. According to Oxford Business Group (2008), the company targets the whole market, while covering various segments with various suitable plans.
The company often targets a market where the users are in need of quality service. As such, the company has managed its plan in that calls are cheaper and still of quality during off-peak hours. By such offerings, the company has been successful in managing the network load. As well, it has successfully targeted the callers seeking international calls mostly at the off-peak time by using the off-peak super plan (often starting at 11.00 pm-07:00 am).
The company occasionally announces modifications to the off-peak hours. The impacts of the marketing manager can be further indicated by the effective use of various marketing techniques and the resultant success in the company. The company offers high-quality services like mobile services, telephone services, internet services, landline services and television services. It provides various complementary services that are also high-tech to industries dealing with telecommunications, including managerial training, technical training, manufacturing of SIM card, payment solutions, clearing of the house services, peering, land as well as submarine cable services, voice transit and data transit.
Due to the competitive advantage the company has, the pricing of these products has not changed since inception. The prices are also relatively high compared to the prices of many competitors due to high quality provided and which meets customer expectations. Despite the relatively high prices, the company still dominates the market (Karake-Shalhoub & Al Qasimi, 2006).
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