BUSINESS PLAN PROPOSAL

FOR:
MORPHWARE

BY:
MUNEEB AHMAD
NABEEL UR REHMAN
SOHAIB KHAN
SIDRA KHALID
SABA ZIA
VAJIHA KHALID

DATED:
FEBUARY 10, 2007

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Executive Summary
Personal Computers have become a necessity these days. Every one, young or old, male
or female, wants to have one. The demand is sky high, but the major problem is that
everyone wants to have a PC of their own choice.

Our aim is to come with a company which works in the same line as is DELL, Inbox or
other computer dealers. We want to provide customers with quality assured, choice-
dependant machines. Our initial plan of carrying out this business is as following.
We basically plan to divide the users in three categories mainly.

• Gaming
• Home or Small business
• Big enterprises

Each segment will have its available set of choices. Customers can choose from a list of
items they want to include in their machines, like, which motherboard they want, the
amount of RAM they want to utilize, Hard disk and other machine related items.

Not just this, but Pre-compiled machines will also be put to display, which will be a
source of relief for the naïve customers and a source of comparison for those who are
interested in getting involved in the nit and grit of building a PC.

Our major market is the local, national one. Being people of the same age group, we
consider ourselves much more aware of the technological trend, the wants, the demands,
the hots and nots. By utilizing our tech taste and the available resources, we can come up
machines which are trustworthy, excellent in performance and economical as well. The
last part is the one which will be more emphasized keeping in mind the performance
issue as well.

We are opting for a brick and click model. We will not have our physical retail store(s)
but an e-store, in the form of an interactive website, as well. Both will be made customer
friendly and customer centered.

In addition to this, we will also be providing our customers with an after sale service, but
that for an extra one time cost. This will surely help in enhancing our reliability and in
building customer’s loyalty.

Our revenue will be from the price margin between our costs and our sale income. In
future, we will like to expand this business to the neighboring countries and even to other
international countries as well.

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 Chapter No. 01

COMPANY
OVERVIEW

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Company Overview
The name “MorphWare” was chosen due to the literal meaning that depicts the ability
that users have to entirely customize the end product that they will use. Our company is
in development phases and needs investment capital. Further more, we are planning to
have contacts with major technical organizations, agencies and universities to deploy
their hardware systems in cost-effective and mutually profitable manner.

We’ll initialize our product sales through its head quarter in Islamabad which presents the
major market share in technical industry products and services. We’ll further replicate
our business and open its branches in nearly every area of Pakistan to increase our supply
chain.

Mission Statement
Our mission is to provide customers with unprecedented levels of customization in the
choice of computer hardware as well as a large degree of customer support, leading to
new levels of customer satisfaction.

Objective
Our objective is to establish MorphWare as a household name in the personal computer
industry and to mature into an industry leader on account of our innovation, creativity
and dedication to customer satisfaction.

Property Rights
Property rights for our product, lie in trade mark domain. The name under which
MorphWare is registered; the MorphWare logo and the several brands offered by the
company are exclusive trademarks of MorphWare Inc. an Islamabad-based corporation.

Development Stages
Our computer industry is in early development phases where we need investors to have a
start up capital for ordering the hardware products for assembling on demand PCs and
having some Government Collaborations to reduce the transaction charges in this regard.
We are planning to have initial head office at Islamabad with its franchises at different
cities at later stages.

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 Chapter No. 02

PRODUCTS
AND
SERVICES
OVERVIEWS

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Company Strategy – Needs and Dependencies in the
Marketplace

At MorphWare Inc. we believe that there are potentially limitless ways to satisfy the
computing needs of our customers. To this end, we have created a number of brands to
serve as the baseline upon which our customers may customize their own machines.

As discussed in the segmentation, targeting and positioning section of this business plan,
the following core areas have been identified as the market focus for MorphWare’s range
of products:

1. Gamers, requiring state-of-the-art or next generation (NexGen) computer

hardware with a big performance advantage over contemporary computers.
2. Engineers and scientists who need a lot of computation power at their fingertips, a
long with high reliability and consistency. These people frequently forgo high-
power graphics cards and physics processors, preferring to spend the money on
extra hard-drive space, RAID-based reliability and the like.
3. General purpose users: these are not so much a segment of the market as they are
an amalgam of whatever doesn’t fall into the above two categories of users.
General purpose users (or GP’s) have only basic computing needs: such as
internet and e-mail, word processing, spreadsheets etc. A lot of GP’s have
leanings into the other market segments. To this end, GP’s are the most
demanding of all our customers: they need PC’s that are cheap and flexible.
4. Corporate users are the most lucrative section of the market. The potential for
large volume sales to corporate clients makes it imperative that MorphWare cater
to the needs of corporate clients, who, in general, need computers for the same
basic functions as GP’s, but desire extreme reliability and low-cost.

Despite the above classification of market segments according to the form of usage for
computers, the following are almost-constant features of all market segments:

• Accessible technical support

• Customization
• Upgradeability

MorphWare appreciates and is promises to meet the following needs of Pakistani

computer users:

• The need for a low-cost alternative to other branded PC’s

• The need for reliable and continued on-demand technical support from the vendor
• The need for robust power solutions, adapted to Pakistan’s climate and power
standards

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Salient Features of MorphWare’s Strategy
Addressing these factors will contribute to building customer loyalty and thus a
competitive edge in the marketplace. Our main operational focus will lie on the
following:

1. Selling personal computer systems directly to the customers and understanding

their requirements in a most profound manner to give them the optimal computing
solutions: desktop personal computer systems, mobility products, peripherals,
servers and networking products, enhanced services
2. Providing optimized systems to corporations, government agencies and
educational institutions according to their unique requirements
3. Provision of scalable solution to the existing PC architecture and enhancing the
capabilities of existing systems through providing best network facilities, solution
to processing complexities, storage capabilities and operating conditions
according to the environment to avoid degradation of system.
4. In order to avoid dependency on a local supplier, we plan to set up our own
supply chain, directly dealing with major hardware vendors.
5. Provision of technical support and system installation guide at the initial phases
and providing them with continued support for a defined period of time
6. Offering customers the ability to compare existing hardware to optimally choose
the product
7. Offering customers online and offline services to help them increase efficiency in
their hardware products and providing them the cost effective solution to give
them performance in terms of cost they pay for their system
8. The establishment of technology partnerships with major vendors such as Intel,
NVIDIA and AMD/ATI will allow us to market ourselves as a reliable technology
vendor – this is an edge no other brand has in Pakistan, especially as regards
AMD/ATI products and NVIDIA graphics products

State of the Market

According to the market survey, it is seen that the computer hardware market of Pakistan
has developed considerably over the recent years. Philips, Intel and Acer have founded
their offices in Pakistan. Philips Pakistan Branch stated that the company is considering
starting to assemble computer spare parts, especially displays, in Pakistan. From January
to June 2001, Acer reported a growth of 135% in sales volume of computers and spare
parts in Pakistan. Such a growth rate indicates that there is still tremendous space for
growth in the computer market.

Intel set up its branch company in Pakistan as early as 1997. The company stated that in
the third quarter of 1999 the company hit historical high record of delivery in the total
microprocessors, chipsets and quick blink memories. The growth rate in software was
115 for 1996-1997, 18% for 1997-1998, and reached 45% in 2000.

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Product Description
MoprhWare is to be a vendor of personal computer products: with the sales of desktop
computer systems, mobility products, software and peripherals, servers and networking
products, enhanced services, and storage products.

MorphX
MorphX is a line of premium gaming computers based on AMD/ATI families such as the
Turion processor. MorphX is to be targeted at the gamer community of Pakistan,
promising processing ability and power-solutions that allow gamers to play the latest in
NexGen video games without sacrificing eyecandy, performance or anything else. It
might be in MorphWare’s interest to extend the MorphX line to Intel-based computers. It
is even possible that a separate Intel-based gaming brand be created to cater to the needs
of gamers who are, for one reason or another, more desirous of Intel computers than
AMD/ATI ones.

Morphatron
There is a sizable element of the market for which computers are a means of
accomplishing serious feats of cutting-edge engineering and technology. For these young
Einsteins and Heisenbergs, the traditional personal computer may not be powerful
enough to handle the problem given it. Enter Morphatron, an Intel Core Duo-based brand
of powerful workstations, equipped with the latest in coprocessor technology, RAID-
based consistency and efficiency solutions and tons upon tons of processing resources,
Morphatron line of computers have the potential to expedite the process of turning
science fiction into fact.

Amorphous
The Amorphous line of computers (as evident in the name) is a wholly customizable
personal customer option available to customers. Everything from the color of the casing
to the kind of coolant to the processor type can be chosen by the user.

MorphOn
Mobility and portability have become key words to the business and services sections of
the industry. The MorphOn family of customizable laptops is geared to address the
mobility needs of our customers, with optimized power solutions allowing for extended
battery life, short recharge times and unprecedented processing power on the move.

Aphrodite
The Aphrodite is a thin client-based family of computers targeted specifically for
corporate clients and other large organizations. The key idea behind Aphrodite is the use
of a multitude of low cost, power-limited terminals allowing users access to shared
processing power and storage. The use of Aphrodite promises to allow our clients to
provide their employees with the same productivity aids as with separate PC’s, but at a
substantially reduced cost and with increased data security and consistency. Thin clients
are also becoming more and more technologically plausible with advances in networking

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and distributed computing technology; the business angle is also showing significant
improvement as it becomes increasingly feasible (especially for businesses) to lease
software rather than buying it and paying for the maintenance.

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 Chapter No. 03

MARKET ANALYSIS
AND
INDUSTRY ANALYSIS

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Industry and Market Analysis
Description
Our company would design, develop, manufacture, market, sell and support a range of
computer systems and services that are customized to customer requirements. These
include enterprise systems (servers, storage, workstations and networking products),
client systems (notebook and desktop computer systems), printing and imaging systems,
software and peripherals, and global services. The Company markets and sells its
products and services directly to its customers, which include corporate, government,
healthcare and education accounts, as well as small-to-medium businesses and individual
customers.

Our services for the time begin would be inside the country. We’re also significantly
broadening the global base from which we serve customers. The global world offers a
much larger target market. By offering different products and services a large market
place can be captured.

Market Size
The sales growth is estimated at 20 – 25 percent during the last two years. Imports
directly from the U.S. are insignificant. Although the vast majority of computers carry
U.S. brand names, they are mainly manufactured in China, Malaysia and Taiwan. Most of
computers and motherboards are imported from Dubai, UAE, and Russia.

Table 01: Statistical Data of IT products imported from USA (U.S. Dollars in
thousand)
1998 1999 2000 2001 2002
Computers 81 1,121 134 920 382
Computer 444 676 293 390 880
Accessories

*Source: U.S. Census Bureau, Washington, D.C. 20233

Continued industrial growth spurred increased IT spending by industrial enterprise.

Market Potential
The potential for personal computer sales in Pakistan is very promising and could be
arranged by setting up an agent or a distributor agreement with computer distributors.
Existing U.S. brands like HP, Dell, Gateway, and IBM enjoy an excellent reputation in
the global market, thus representing a strong potential for gaining additional market
share. The growth rate in software industry of Pakistan was 11% for 1996-1997, 18% for
1997-1998, and reached 45% in 2000.

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With the comparison of our computer market with Indian industry, we observe that buyer
power of Pakistani market for computers and computer accessories is significantly large.
Following table shows the comparison:
Table 02: Comparison of PC Possession per thousand person

PC possession per thousand person

Year India Pakistan
1996 1.6 3.57
1997 2.09 3.68
1998 2.75 4.28
1999 3.31 4.30
2000 -
* Source: TCDC network - Pakistan

But the development of hi-tech export product of India is much greater than that of
Pakistan so we plan to specialize in bridging up this gap.

Among the global software industry, Pakistan accounts for less than 3%. Famous brand
PCs total only 130,000 all around Pakistan and PCs with inferior brands total about
55,000.

Best Prospects
The best prospects exist for Intel Pentium IV processor – based PCs and parts used for
assembling such computers locally. The desktop market is estimated to continue its
growth in the next two years, while the prices may decrease. The laptop market has good
potential but it is still questionable when the distributors may expect a sizable increase in
laptop sales. The major demand in hardware sector will be for computer parts necessary
for locally assembling PCs, including PC motherboards, SDRAM, DDRAM, hard drives,
and other components.

Import Market
Pakistan is very receptive to U.S. IT products. Companies such as Microsoft, IBM,
Hewlett Packard, Sun Microsystems, Novell, and Oracle are present in today’s market
and their products are available through representatives and distributors.

Competitive Situation
The computer hardware market of Pakistan has developed considerably over the recent
years. Philips, Intel and Acer have founded their offices in Pakistan. Philips Pakistan
Branch stated that the company is considering starting to assemble computer spare parts,
especially displays, in Pakistan.

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From January to June 2003, Acer reported a growth of 135% in sales volume of
computers and spare parts in Pakistan. Such a growth rate indicates that there is still
tremendous space for growth in the computer market.

Intel set up its branch company in Pakistan as early as 1997. The company stated that in
the third quarter of 1999 the company hit historical high record of delivery in the total
microprocessors, chipsets and quick blink memories.
The growth rate in software was 11% for 1996-1997, 18% for 1997-1998, and reached
45% in 2000.

The United States is considered to be the leading supplier of IT products and also a major
player in the market for software application solutions, system software and hardware
supporting software. Most hardware is supplied by companies such as Hewlett Packard,
IBM, and Dell, and Compaq, which all have authorized dealers and distributors in
country. The parts are supplied by Intel, Asus, Gigabit, and others. There is some
competition from European and Japanese producers, including Siemens, Sony, and a few
others, primarily in the laptop and notebook markets. China has also a major player in the
Personal computers industry, due to its economical products, it is capturing major portion
of the market. As we would be the first company to introduce the concept of personal
computers in Pakistan therefore the local competition at the moment would be less but a
threat of future firms and organizations in this field can be a challenge for our company.

Market Segmentation
The Pakistani market for personal computers may be divided into the following major
categories.

Households
This group is one of the major buyers of locally assembled computers. More and more
people purchase computers for home, both for work and for educating children in
computer literacy. The group is highly price sensitive and prefers locally assembled
computers with average quality and performance. The demand by this market group is
steadily increasing, as the concept of triple play is getting g popular these days.
Individuals have high bandwidth requirements and want the machine according to their
needs and desires.

Small and Medium Size Enterprises

This is a rapidly growing group that will become a driving force of the economy in the
future. Some companies are led by young and well educated managers, who are
interested in increasing productivity by using computers and automating equipment.
Although fast growing, this sector is still relatively small, representing only 10-15 percent
of purchases of IT products and services.

Large Companies
The group can afford automating office and production facilities, and purchases
computers and servers for LANs, and other networking equipment. Corporate purchases
are usually made in large quantities and represent a significant amount of locally

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assembled PCs, although some large companies prefer purchasing brand-name
computers.

International Organizations
This sector includes foreign embassies, World Bank, United Nations, and USAID funded
projects, foreign companies, development projects, and charity organizations.

Market Growth
As prices fall, unit sales increase. The published market research on sales of personal
computers is astounding, as the United States market alone is absorbing more than 30
million units per year, and sales are growing at more than 20 percent per year.
Where growth is not as obvious is the retail market. A report in CRW says Dell is now
selling $5 million monthly over the web, and we assume Gateway and Micron are both
close to that. Direct mail has given way to the web, but catalogs are still powerful, and
the non-retail sale is more accepted every day. The last study we saw published has retail
sales growing at 5% per year, while web sales and direct sales are growing at 25% or
30%.
*Source: www.dell.com

Market Trends
The most obvious and important trend in the market is declining prices. This has been
true for years, but the trend seems to be accelerating. We see the major brand-name
manufacturers putting systems together with amazing specs, more power, more speed,
more memory, and more disk storage, at amazing prices. We must remain on top of the
new technologies, because this is our bread and butter. For networking, we need to
provide better knowledge of cross platform technologies. Also, we are under pressure to
improve our understanding of direct-connect internet and related communications.
Finally, although we have a good command of desktop publishing, we are concerned
about getting better at the integration of technologies that creates fax, copier, printer, and
voice mail as part of the computer system

This may be related to a second trend, which is the computer as throw-away appliance.
By the time a system needs upgrading, it is cheaper to buy completely new. The
increasing power and storage of a sub-$1000 system means buyers are asking for less
service.

A third trend is ever greater connectivity. Everybody wants onto the internet, and every
small office wants a LAN. A lot of small offices want their LAN connected to the
internet.

Market Needs
Since our target market is the service seeker, the most important market needs are
support, service, training, and installation, in that order. One of the key points of our
strategy is the focus on target segments that know and understand these needs and are
willing to pay to have them filled.

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All personal computer users need support and service. The self reliant ones, however,
supply those needs themselves. In home offices, these are the knowledgeable computer
users who like to do it themselves. Among the businesses, these are businesses that have
people on staff.

Figure 01: Market Segmentation

Market Analysis
Potential
Growth 1996 1997 1998 1999 2000 CAGR
Customers
Consumer 2% 12,000 12,240 12,485 12,735 12,990 2.00%
Small
5% 15,000 15,750 16,538 17,365 18,233 5.00%
Business
Large
8% 33,000 35,640 38,491 41,570 44,896 8.00%
Business
Government -2% 36,000 35,280 34,574 33,883 33,205 -2.00%
Other 0% 19,000 19,000 19,000 19,000 19,000 0.00%
Total 2.78% 115,000 117,910 121,088 124,553 128,324 2.78%

*Source: http://www.bplans.com/spv/3015/4.cfm

Value Proposition
Our value proposition has to be different from the standard box-oriented retail chain. We
offer our target customer, who is service seeking and not self reliant, a vendor who acts
as a strategic ally, at a premium price that reflects the value of reassurance that systems
will work.

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Competitive Edge
Our competitive edge is our positioning as strategically with our clients, who are clients
more than customers. By building a business based on long-standing relationships with
satisfied clients, we simultaneously build defenses against competition. The longer the
relationship stands, the more we help our clients understand what we offer them and why
they need it.

Strengths
Some of the worth mentioning strengths are National image, High volume,
Aggressive pricing, Economies of scale. Being the first mover advantage in the market is
biggest advantage.

Weaknesses
Lack of product, Service and Support knowledge, Lack of personal attention

Current Industry Segments

Table 03: Current Market Segments Analyzed

Current Industry Segments Analyzed:

Firms: 18,649
Establishments: 19,089
Small Businesses: 18,044
Startups: 854
Branches: 440

Table 04: Market Share by Segment (% of Total Industry Sales)

as of Firms Small Business Startups

1/04: 100.00% 84.10% 2.49%
1/05: 100.00% 83.54% 2.55%
1/06: 100.00% 84.69% 5.04%
Survivor: 79.37% 67.90% 1.36%

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*Source: http://www.bizminer.com/2006_Dec_Profiles/samples/LMRMetro.asp

With virtually no domestic production, Pakistan offers a highly promising and rapidly
expanding market for computers and related equipment. Growth in the personal computer
(PC) market is expected to remain robust in the coming year also. Major U.S. brands are
already in the market and others are being introduced despite strong competition from
Singapore, Japan, South Korea, Taiwan, and Hong Kong brands.

Although the number of units imported has raised sharply during the past one year, but in
dollar terms the rise has not been that drastic, mainly due to the imports of used
computers and peripherals. The GOP continues to give a lot of emphasis to the
development of the IT sector, and it is expected that demand for computers will increase
further during the next year.

The GOP encourages use of computer technology in both public and private institutions
and organizations. With the introduction and growth of Internet and e-mail facilities in
major cities, the demand for personal computers is expected rise rapidly within the next
3-years.

This year has shown an increasing trend of users, especially home users towards used /
refurbished computers. This has resulted in a large influx of branded and unbranded used
computers in the market. This trend is somewhat affecting the international brands, but
the main reason for not having a major impact is that mostly branded computers have
traditionally been used by large corporations only, which still prefer, new and branded
equipment.

Table 05: Estimates for Pakistan Fiscal Years

USD MILLIONS 2000-01 2001-02 2002-03

Total market size 211.53 200.77 205.33

Total local production 0.0 0.0 0.0

Total exports 0.0 0.0 0.0

Total imports 211.53 200.77 205.33

Imports from U.S. 27.59 26.19 24.63

Exchange rate (rupees/ 58.4 61.8 58.8

$)

Note: The above statistics are unofficial estimates for Pakistan Fiscal Years (PFY), July-June.

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Largest Players in the Market
The largest players throughout the world in the IT industry with specific emphasis on
personal computers sector are:
• DELL
• IBM
• HP
• APPLE
• INBOX

However our internal competitors are the branch offices of Acer, Intel and Philips in
Pakistan which are reporting the major growth in their market share.

Figure 02: The growth trends of the Personal computers industry from1975-
2005 are in the chart

Figure 03: Sales of the Personal computers thousand of units is reflected in

the following figure

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http://www.etforecasts.com/products/ES_cinuse.htm

Chapter No. 04

MARKETING
STRATEGY

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Market Strategy
The marketing strategy is the core of the main strategy:

1. Emphasize service and support.

2. Build a relationship business.
3. Focus on small business and high-end home office as key target markets.

Segmentation, Targeting and Positioning

Segmentation
According to the survey conducted (in which 231 people of middle-class income and of
various ages were polled), our market is divided into five main segmentations. These are
as follows:
• Innovators
This is a group of people which adopts any new inventions as soon as it becomes
economically feasible. This group is about 20% of the total. If some corporate
users are also considered, this percentage rises to roughly 30% with a 10% fall in
the moderate users.
• “NexGen Sounds Cool”
Members of this group of people normally desire next generation (NexGen)
computer hardware and are willing to pay top dollar for it. Due to the high cost
associated with NexGen hardware, this group is fairly small, only about 5% of the
total.
• Moderate Movers
These people only go new commodities when the market is completely settled.
This group is about 35% of the total.
• Slow Movers
Lag behind almost everyone else in the market. Hold about 25% of the total.
• Laggards
This group of people is normally not interested with new inventions. The only
reason laggards use computers are because they have no alternative. Members of
this group want the lowest cost and the best technical support. As many as 15% of
the population, mostly above the age of 40 fall into this category.

Segmentation

5% 1
20% 25%
2
3
15% 4
35% 5

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 Target Market Segments
The target market segments for MorphWare Inc. are innovators (20-30%) “NexGen
sounds cool!” people (5%) and laggards who desire a great deal of customer support and
warranty to be induced into even going near the PC (15%). This defines our target market
share at roughly 40% to 50% of the total pie.

Positioning Statement
To those who move fast and progress even faster, a reliable technology partner is a must.
MorphWare is just that – we give you the PC you want, when you want it. And what’s
even more? We want you to enjoy your MorphWare experience, and our team of
dedicated support personnel, our access to the hardware you’ve always wanted but found
unavailable and our support utilities will ensure that no matter what walk of life you work
in, you will always get the job done and have fun doing it!

Marketing Strategy

Promotion Strategy
MorphWare has to move fast and grow faster in order to be able to stave off already-
entrenched competitors such as Inbox, Raffles and eBox Systems. At present these
companies have an approximately 200% retail price when compared to small retail
vendors. One of the major reasons why Inbox has done so well compared to the others is
their emphasis on corporate clients (ref. Marketing Pakistan – Chip by Chip, E-
vestment.pk).
MorphWare’s promotional strategy will highlight the following of our competitive
advantages:
• Comprehensive, efficient, low-cost customer support services on large deals –
effectively eliminating the need for a separate maintenance staff for corporate
clients
• Great degree of customization, allowing customers to get the system they want
for virtually the same price as from small vendors. Note that our profit margins
are automatically larger on small deals because of our bulk component purchases
from manufacturers (1000 units or more).
• The ability to trade in slightly older models for newer versions
• A free computer design and budgeting utility that helps customers design the
optimal system within budgetary constraints

Our promotional strategy consists of the following main themes:

• Special discount and free delivery for our first X customers

• Special discounts on service and maintenance for corporate clients
• Low cost maintenance and long-term warranty for new products, potentially
creating a market demand for NexGen hardware.

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 • First-ever large scale technology distribution partnership with AMD/ATI –
allowing the performance-hungry gamer access to the fastest hardware on the
market!
• An aura of pre-launch curiosity and mystery will encourage potential customers to
explore the idea behind MorphWare
• A review board will be set up in conjunction with print and online media to
review the latest in computer hardware and disseminate the results to a large
audience – creating awareness and demand for our products just before we’re
ready to unleash them on the market

Pricing Strategy

The entry level pricing strategy for MorphWare Inc. is designed to achieve maximum
market penetration while meeting the market price of other branded PC’s in the market.
This has been made possible by bloated rates (at time up to 200%) of other vendors.
Researching IBM’s performance in the late 80’s and early 90’s has revealed that the PC
market is not well disposed towards the pricing strategy of building support costs into the
cost of the product itself, and as one of our key sources of income is support and
maintenance, it is important to keep product costs low. It is also crucial to ensure
economies of scale on large volume sales and component purchases – as this will allow
us to reduce the profit margin on each sale while keeping net profits high.

Products and Branding

At MorphWare we believe in the ultimate results of strenuous branding efforts

undertaken from the very outset. At launch, MorphWare intends to introduce the
following main brands:

1. MorphX – Premium AMD/ATI gaming machines based on the Athlon and Turion
processor families
2. Morphatron– Intel Core Duo-based PC’s for performance hungry educational and
scientific community clients.
3. Amorphous – General purpose PC’s – wholly customizable
4. MorphOn – mobility-focused laptop family, with cutting-edge power solutions to
maximize battery life
5. Aphrodite – Thin-client based family of computers for corporate clients, allowing
corporate clients to cut cost and retain productivity

Each brand will be separately marketed and targeted at a specific market segment. We
anticipate each of our brands to reach maturity and attain a certain degree of recognition
in the space of 3 years after launch.

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The Aphrodite brand is a recent addition to our range of products and is currently being
developed at the Branding and Technology Development departments at MorphWare Inc.
Further information may be found in the products and services section of the business
plan.

Place

MorphWare Inc. is headquartered in Islamabad, Pakistan with distribution and

maintenance centers in Karachi, Lahore, and other major cities. We are also looking into
a collaborative partnership with courier services to expedite the delivery and recovery
process. The locale of our establishments will be so chosen as to give close access to
most corporate headquarters of other companies – establishing MorphWare’s image as a
serious contender for the market.

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 Chapter No. 05

MANAGEMENT
STRUCTURE

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Organizational Structure
The following sections outline MorphWare Inc.’s management team and organizational
structure.

Management Team
MorphWare follows an unconventional scheme of organizing the management of the
company. Key operations positions in the company are currently occupied by members of
the HSD group of consultants, who are engaged in providing valuable advice to the
directors as well as ensuring the smooth running

Mohammed Habib, President and Chairman of the Board:

Habib’s inclusion in the founding members of MorphWare Inc. was the culmination of a
long and exhaustive search for a dynamic personality to lead MorphWare on its way to
attaining its strategic goals. Habib brings with him several years of experience in business
development with several government and non-government organizations, promising to
pave the way for MorphWare’s ultimate success.

Muneeb Ahmed, Director, Vice-President Brand Development:

One of the friends and colleagues who comprise MorphWare’s board of directors,
Muneeb hails from the computer game development industry and was most recently
involved in setting up Dept.H, a computer game development studio at Goldmine
Software. Since working for Dept.H, Muneeb has shifted his attention to the hardware
needs of Pakistan’s many gamers and is currently involved in identifying MorphWare’s
extensive series of optimal gaming PC’s- brainstorming lean, mean gaming machines for
NexGen consumers.

Nabeel-ur-Rehman, Director, Chief Technology Officer:

Nabeel brings to MorphWare’s board an impressive track record of services performed as
President of the IEEE Student Chapter at the NUST Institute of IT (the alma mater of
almost everyone on the board). Nabeel’s expertise in organizing the work effort and
significant research experience make him a prime candidate for handling the technology
program of MorphWare Inc.

Saba Zia, Director, Company Secretary:

Saba served the NIIT’s Student Chapter of the IEEE as General Secretary. Diligently
accounting for all the minute details in almost everything she’s involved in; she now
performs the role of company secretary at MorphWare Inc.

Vajiha Khalid, Director, Vice-President Sales and Marketing:

Vajiha’s main objective is to market and sell our products and services to achieve
maximum market share in the shortest amount of time. She has been the head of
sponsorships for the IEEE student chapter at the NIIT and has been responsible for
successfully arranging the finances for several large events such as the annual NASTEC
at the NIIT.

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Sohaib Khan, Director, Chief Human Resources Officer and Vice-President
Technical Support:
Sohaib has functioned in the event organizing committee of the Student Council at NIIT
and has displayed excellent interpersonal skills. This combines with his excellent aptitude
for debugging technology and makes him the automatic choice for our HR and Tech
Support departments.

Sidra Khalid, Director, Vice-President Supply and Distribution:

Sidra’s role in MorphWare is perhaps the most critical: expediting the distribution and
acquisition processes. Her work with the publicity department of the NIIT’s IEEE chapter
was exemplary, and she is sure to continue to shine through at MorphWare as well.

Laura Deckard, Chief Financial Officer:

We’re still looking for Laura.  She’s supposed to have a MBA-Finance from Harvard.

Organizational Breakdown
The diagram below depicts the corporate structure of MorphWare Inc.

Figure 05: Management Structure

Technology Sales and

Brand Development Technical Support
Development Dept. Marketing

Supply Chain and President Human Resources

Distribution

Board of Directors Board of Investors

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The President of MorphWare Inc. is also a member of the Board of Directors and
possibly, also of the Board of Investors. As such, the President has executive privileges
as regards the operations of the company and is answerable to the Boards of Directors
and Investors. Below is a brief description of the functions of the various departments of
MorphWare Inc.

Supply Chain and Distribution

This department handles the head and the tail of MorphWare’s value-addition process:
everything on either end of the supply chain; starting with timely delivery of components
to the assembly plants to the distribution of the finished product to the retailer is the
responsibility of this department.

Sales and Marketing

The Sales and Marketing department is tasked with promoting MorphWare Inc.’s
products in the marketplace and increasing sales year after year.

Brand Development
Developing new brands and improving existing ones to stay competitive in the
marketplace is the core responsibility of the Brand Development department. Creating
brand recognition and prestige for MorphWare’s extensive range of products is also one
of the functions of this department.

Technology Development
This department is responsible for efficiently manufacturing the line of products offered
by MorphWare.

Technical Support
The Technical Support department is tasked with providing service and maintenance to
customers as per the details of the maintenance and support contract. This department
comprises help hotlines, maintenance staff and the equipment needed to service our
customers’ maintenance needs.

Human Resources
The HR department is tasked with ensuring that MorphWare has access to the talent pool
it needs to meet its objectives. This department is also responsible for forecasting the HR
needs of the company and making the plans necessary to meet them.

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 Chapter No. 06

DEVELOPMENT
AND
GROWTH STRATEGY

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Development and Growth Strategy
Strategic Alliances
Our important milestones are shown on the following table. Most of the activities on the
list can be easily tied to our strategic goals of selling more service and enhancing the
relationship with the customer.

Milestones
Milestone Start Date End Date Budget Manager Department
Registration
with SSP 10/2/2007 10/6/2007 200 Vajiha Marketing

Lab costs 12/12/2007 12/3/2008 10,000

Seminar
1/1/1996 1/10/1996 1,000 Sales
implementation
Business Plan
1/2/1996 1/11/1996 0 GM
Review
Office
1/2/1996 1/17/1996 5,000 Sales
reservation
New corporate
1/2/1996 1/17/1996 5,000 Marketing
brochure
Delivery vans 1/1/1996 1/25/1996 12,500 Service
Direct mail 2/2/1996 2/17/1996 3,500 Marketing
Advertising 2/2/1996 2/17/1996 115,000 GM
Prototype 2/1/1996 2/25/1996 2,500 Product
Services 2/1/1996 2/25/1996 2,500 Product
Hiring personal
X4 Testing 3/1/1996 3/6/1996 1,000 Product
3 Accounts 3/1/1996 3/17/1996 0 Sales
Cost of
3/1/1996 3/26/1996 2,500 Product
resources
Electricity cost 4/1/1996 4/12/1996 15,000 Marketing
Miscellaneous 6/1/1996 6/11/1996 1,000 Sales

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Mailing System 7/1/1996 7/25/1996 5,000 Service
Totals $181,500

Growth Strategy:

MorphWare aims to revolutionize the entire computer market through its several
packages and services. The first package of these services will come into the market with
name of Amorphous. This product will be the customized package of electronic hardware
for computer assembly. The Amorphous line of computers (as evident in the name) is a
wholly customizable personal customer option available to customers. Everything from
the color of the casing to the kind of coolant to the processor type can be chosen by the
user.

Amorphous will be the product that will be assembled on the demand of user and with the
prescribed features of the end customer.

We are competing with Dell in the provision of these services. Our packages will promise
quality product, warranty services and full customer support. Once we initialize our
initial sales of amorphous then we’ll dominate the entire industry through it sales in the
global market, i.e. Asia in the beginning with its more defined packages.

Company will be launching its other brands after the time span of one year. These brands
includes

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 Chapter No. 07

CRITICAL
RISKS

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Critical Risks
Risk is always involved in starting up a new business. MorphWare plans on operating in
a broad range of business fields and utilizing sophisticated specialized technologies to
carry on its operations. It is therefore exposed to risks attributable to the economic
environment, risks inherent in individual industrial sectors and business lines, and risks
related to operations.

Although only a certain number of risks that may affect MorphWare’s businesses are
listed in this section, the list is not exhaustive. MorphWare’s businesses may in the future
also be affected by other risks that are currently unknown or that are not currently
considered significant. Some of the risks are mentions below:

Rapid Technological Innovation

New technologies are rapidly emerging in the segments in which we would do business,
with the pace of technological innovation being especially notable in the fields of
information systems, electronics and digital media. The development of new and
advanced technologies, the continuous, timely and cost-effective incorporation of such
technologies into products and services, and the effective marketing of such products and
services are indispensable to remaining competitive. While introducing such products and
services requires a significant commitment to research and development, there can be no
assurance that MorphWare research and development will result in success. Should our
company fail in its endeavors to develop and incorporate into products and services such
advanced technologies, and achieve market acceptance for such products and services,
the results of operations of our businesses may be negatively impacted.

Intense competition
The industrial sectors and business lines in which MorphWare is engaged is experiencing
increasingly intense competition. Our company would compete with diverse competitors
ranging from huge global corporations to specialized companies. Competitors are
increasingly manufacturing products, including sophisticated electronic products, in low-
cost jurisdictions. Globalization of markets and commoditization of such products are
making price competition in the business sectors of personal computers. Products which
are facing intense price competition or decreases in prices include products, such as hard
disk drives, disk array subsystems and optical disk drives, semiconductors, liquid crystal
displays, digital media products and home appliances. To succeed in this competitive
environment, MorphWare believes its products and services must be competitive in terms
of price, engineering expertise and quality. MorphWare cannot be certain that the
products or services that it offers will be competitive, and should such products or
services fail to be competing; our business may be negatively affected.

Supply and demand balance

Supply in excess of demand leads to a decline in selling prices and, thus, such oversupply
in the markets adversely affects the performance of the company. In addition, our

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company may be forced to dispose of overcapacity and obsolete equipment to adjust to
demand, which can cause losses.

Material and component procurement

MorphWare’s manufacturing operations rely on third parties for supplies of parts,
components and services of adequate quality and quantity and in a timely manner.
External suppliers may have other customers and may not have sufficient capacity to
meet all of the needs of such customers during periods of excess demand. Although, in
general, our company would maintain multiple sources of supply and would work closely
with its suppliers to avoid supply-related problems, such problems including shortages
and delays may occur, which could materially harm the business. In addition, reliance on
outside sources increases the risk in the expenses and quality of the products.

Dependence on skilled personnel

MorphWare believes it can continue to remain competitive only if it can maintain and
secure additional people who are highly skilled in the fields of management and
technology. However, the number of skilled personnel is limited and the competition for
attracting and maintaining such personnel is intense, particularly in the information
technology industry. Therefore it is difficult to assure that the company would be able to
successfully maintain and secure additional skilled personnel.

Intellectual property
MorphWare depends in part on intellectual property rights covering its products, product
design and manufacturing processes. The company owns or licenses a large number of
intellectual property rights. If MorphWare fails to protect, maintain or obtain such rights,
its performance and ability to compete may be adversely affected. In addition, since
intellectual property litigation is costly and unpredictable, the company’s efforts to
protect its intellectual property rights or to defend itself against claims relating to
intellectual property rights made by others could impose considerable expenses on it.

Governmental regulations
Pakistan’s business activities are subject to various governmental regulations , which
include investment approvals, export regulations, tariffs, antitrust, intellectual property,
consumer and business taxation, exchange controls, and environmental requirements.
Significant changes in such regulations may limit the business activities or increase
operating costs.

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 Chapter No. 08

FINANCIAL
ANALYSIS

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Like any other organization/company MorphWare also needs a handsome capital to start
developing. For this matter, a tentative 5 year financial statements have been devised. As
mentioned in these statements, MorphWare need an initial capital of Rs. 4,500,000. All
this capital is to be obtained from a venture capitalist.
Before going into the discussion regarding these statements, a few assumptions that were
made, are being narrated as follows:
• We get an initial capital of about Rs. 4,500,000
• After the first 3 months, we get another income of about Rs. 1,000,000
• The income tax rate is fixed at 5%
• Normal components cost us Rs. 16457 per PC (Only components)
• This PC is sold for Rs. 35,000 after application of all charges
• Another category costs us Rs. 25,000 per PC (Only Components)
• This PC is sold for Rs. 50,000 after application of all charges
• Another category costs us Rs. 35,000 per PC (Only components)
• This category’s sale price is about Rs. 70,000
• Components cost prices of individual items are assumed to remain fixed for at
least 6 months
• Cost prices are company prices rather market prices
• Rent increase rate is about 5% per annum
• No other taxes included

The proposed statements are included in the appendix. Here, there brief summary and
explanation is presented.

First for year 1:

CASH FLOW STATEMENT

Cash flows from operating activities

Net cash flows from operating activities Rs. 0

Cash flows from investing activities

Rent of Building Rs. (420,000)
Salaries (1,240,000)
Advertising/Marketing (81,000)
Training & Development (300,000)
Buying of Equipment/components (4,718,750)
Other Bills (207,000)
Net Cash flows from investing activities Rs. (6,966,750)
Net Cash flows from operating activities Rs 00
Net Cash flows from investing activities Rs (6,966,750)

Cash flows from financing activities

Sale of PCs Rs 5,425,000
Cash from providing services Rs 00

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Net cash flows from financing activities Rs. 5,425,000
Net change in cash Rs. (1,541,750)
Cash at the beginning of the period Rs. 5,500,000
Cash at the end of the period Rs. 3,958,250

Next comes the income statement for the first year:

INCOME STATEMENT

Revenue
Net Sales Rs. 5,425,000
Cost of goods sold
Materials cost Rs. 1,977,000
Labor Rs. 12,000
Cost of goods sold Rs. 1,989,000
Gross Profit Rs. 3,436,000
Operating Expenses
Salaries Rs. 1,240,000
Rent Rs. 420,000
Electricity Rs. 60,000
Advertising/Marketing Rs. 81,000
Depreciation Rs. 48,000
Training Rs. 300,000
Other Expenditures Rs. 131,000
Total operating Expenses Rs. 2,280,000
Net profit (Income) before taxes Rs. 1,156,000
Less: Income tax expenses Rs. 170,888
Net Income (Profit) after taxes Rs. 985,112

As seen, the initial startup is a total of Rs. 5,500,000. This capital is utilized efficiently to
cover up the initial costs of buying the components and paying other bills. The sale
values are kept quite low, although the market demand is quite high. Our first sale starts
from the 2nd month and it is of 50 PCs only, to a firm. At first, we will be targeting the
organization in order to get decent orders. For the first 5 months, we members of the
team, will only share the profit. No one will receive any pay. All the salary is for the
workers, driver and the heads. During the first year, a VAN is also being bought to cover
up the delivery process as we will mainly be targeting the Islamabad market at first.

Next comes the same proformas for the 2nd year.

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YEAR 2

CASH FLOW STATEMENT

Cash flows from operating activities
Net cash flows from operating activities Rs. 0

Cash flows from investing activities

Rent of Building Rs. (441,000)
Salaries (2,000,000)
Advertising/Marketing (196,000)
Training & Development (60,000)
Buying of Equipment/components (93,252,000)
Other Bills (177,000)
Net Cash flows from investing activities Rs. (96,268,000)
Net Cash flows from operating activities Rs 00
Net Cash flows from investing activities Rs (96,268,000)

Cash flows from financing activities

Sale of PCs Rs 246,725,000
Cash from providing services Rs 00
Net cash flows from financing activities Rs. 246,725,000
Net change in cash Rs. 150,457,000
Cash at the beginning of the period Rs. 3,000,000
Cash at the end of the period Rs. 153,457,000

INCOME STATEMENT
Revenue
Net Sales Rs. 246,725,000
Cost of goods sold
Materials cost Rs. 73,551,625
Labor Rs. 189,000
Cost of goods sold Rs. 73,740,625
Gross Profit Rs. 172,984,375
Operating Expenses
Salaries Rs. 2,000,000
Rent Rs. 441,000
Electricity Rs. 72,000
Advertising/Marketing Rs. 196,000
Depreciation Rs. 48,000
Training Rs. 60,000
Other Expenditures Rs. 147,000
Total operating Expenses Rs. 2,964,000
Net profit (Income) before taxes Rs. 170,020,375
Less: Income tax expenses Rs. 10,602,303
Net Income (Profit) after taxes Rs. 159,418,072

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In the second year, we again need an extra Rs. 3,000,000 for launching our second brand
of PCs. The first year was supported only by a single brand. Now with the advent of the
newer one, our sales will reach high and we will be more flexible in fulfilling the user
requirements. Still our major focus will be the large enterprises and companies, however
individual sales shall also be started. The newer PC costs us about Rs. 25,000 and is sold
for Rs. 50,000.

YEAR 3

CASH FLOW STATEMENT

Cash flows from operating activities
Net cash flows from operating activities Rs. 0

Cash flows from investing activities

Rent of Building Rs. (443,280)
Salaries (2,010,000)
Advertising/Marketing (196,000)
Training & Development (60,000)
Buying of Equipment/components (94,000,000)
Other Bills (228,000)
Net Cash flows from investing activities Rs. (96,937,280)
Net Cash flows from operating activities Rs 00
Net Cash flows from investing activities Rs (96,937,280)

Cash flows from financing activities

Sale of PCs Rs 330,900,000
Cash from providing services Rs 00
Net cash flows from financing activities Rs. 330,900,000
Net change in cash Rs. 233,962,720
Cash at the beginning of the period Rs. 153,457,000
Cash at the end of the period Rs. 387,419,720

INCOME STATEMENT
Revenue
Net Sales Rs. 330,900,000
Cost of goods sold
Materials cost Rs. 73,800,000
Labor Rs. 189,000
Cost of goods sold Rs. 73,989,000
Gross Profit Rs. 256,911,000
Operating Expenses
Salaries Rs. 2,010,000
Rent Rs. 443,280
Electricity Rs. 80,000
Advertising/Marketing Rs. 196,000

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Depreciation Rs. 48,000
Training Rs. 60,000
Other Expenditures Rs. 148,000
Total operating Expenses Rs. 2,985,280
Net profit (Income) before taxes Rs. 253,925,720
Less: Income tax expenses Rs. 12,696,286
Net Income (Profit) after taxes Rs. 241,229,434

Balance sheets for the first 3 years are presented in the appendix.

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 Chapter No. 09

OFFERINGS

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MorphWare requires ample amount of investment. Due to the lack of income at our end,
the investor has to have 100% investment. We as a team will make sure that the amount
invested is utilized efficiently and is quadrupled several times.
For starting the business in a good way, we need at least Rs. 4,500,000 initially. This
money shall be utilized in buying the components for the PCs, buying office equipment
and catering for other charges. Once the business is started, we do not expect abrupt sales
from the very first month, however before jumping into the business, we will surely
utilize our networks, exhaustively to gather a few contracts no matter how small. This
way, we assume to have started our sales by the second month.
To reach our projected sales, we will be requiring another Rs. 1,000,000 in the fourth
month. This will be used to increase our inventory, because without fulfilling the market
demand, we will never be able to come up with an efficient and profitable brand name.
In the start of our second year, we plan to launch another of our computer brand/category.
This however again requires ample investment and for that we shall again be requiring
Rs. 3,000,000. This second brand is expected to give us some sound footings and we
hope this will be our final foreign investment required. From this onward, MorphWare
will generate enough revenue to cope up with the future demands.
We do not promise any return on investment, for first two years at least. We in fact,
would like to keep our investor (s) as sleeping partner (s). ROI is completely negotiable
and depends upon the demands of the investor (s). We however do plan to give away,
49% of our shares to our investor(s).
For the first five years, MorphWare aims at establishing a profitable and trust worthy
brand name. This effort may be carried out till the first ten years. However after that, if
any foreign profitable company would like to carry out an adequate business merger, we
would surely opt for it as our exit strategy. But this will only be done, if the merger
provides us with enough income to cover up our past efforts and expenditures and also to
launch another successful venture.

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Appendix A: Financial Statements

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Appendix B: Questionnaires

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Appendix C: CVs.
SABA ZIA
Current address:
H.no 326, St #14,
Airport Housing Society
Rawalpindi.
Phone:
051-5956619
0333-5141935
Email:
41saba@niit.edu.pk
saba.zia@gmail.com

Career Objectives: I would like to work as an IT Professional and Communication Systems Engineer

Academic Background:
Degree/Certificate Institute Marks / GPA Percentage
BICSE NUST Institute of Information 3.08 (7th Semester) -
Technology
FSc FG college for Women, F-7/2 759/1100 69 %
Matriculation PAEC model college 707/850 83 %

Research
Neural Networks – Analog and electronic implementation, Sensor networks – RFID middleware,
FPGAs – Design and Synthesis

Academic projects
1. Electronic Implementation of Optical fiber link
2. Route selection software using VB and SQL.
3. Development of Analog back propagation algorithm based on neural networks
4. Web-based Dynamic Online Quiz system using html and pearl.
5. Game engine development using Object Oriented C++.
6. Implementation of Task Manager in C++
7. Socket Programming in C on Linux based systems.
8. Microprocessor controlled Gun movements using assembly language
9. FPGA based Car parking system in Verilog.
10. FPGA based VGA controller with Ethernet node (Verilog).
11. Multi-path Raleigh Channel fading effect using MATLAB.
12. RFID edge-ware module development.
13. Short range RF communication through RF modules and their interfacing through programming.
14. Online Railway Ticketing System, a complete e-commerce model.
15. Case Studies of GSM, Wireless adhoc Networks MIMO, J2ME, Microwave devices, MMOGS.
16. Simulation of dual ring Passive Optical Network
17. Business model for On-demand PCs, Morphware Enterprise

Final Year Project - FPGA based Portable Spectrum Analyzer

It is a complete hardware device that will give real time response in terms of analyzing the collected
waveform and provides portability for field engineers to trouble shoot the system or design communication
system components. Verilog will be used for the design of this analyzer block that deploys in its design an
A/D converter design, filter implementation, FIFO block, FFT and PSD modules in synchronization with
SDRAM controller and an LCD display.

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Work Experience
1. Five weeks internship experience at National Development Complex (NDC),
Government organization.
2. TA ship for Signal and Systems Course
3. Development of IEEE Islamabad section website
4. Research Assistant in CERN-II (NIIT)
5. Research Member at FPGA lab(NIIT)
6. Four weeks FPGA based training experience
7. Coordinating with RDVP at Stanford

Technical Skills
 Programming Skills
C Programming, Object Oriented C++, Visual Basic, SQL, HTML, DHTML, CSS, Java
scripting, PERL, Verilog, Assembly, MATLAB, MFC
 Hardware Familiarization
Complete Familiarization with XSA boards with Spartan series, experience on Web pack 8.1,
GX Load utilities, HyperTerminal, RX/ TX 6000 modules, Spectra 920 modems.

Honors / awards achieved:

 Head of Event organizing, IEEE student chapter (NIIT) for the year 2006
 General Secretary IEEE student chapter (NIIT) for the year 2006-2007
 General Secretary, All Pakistan Technical Writing Contest, 2007
 Certificate for All Pakistan Software Exhibition (NASTECH, 2005) organizer
 Head of Exhibition, All Pakistan Software Exhibition (NASTECH, 2006)
 Badge for Academic excellence, 2006.
 Member of INETA.
 Certificate for best essay writing from PAEC model school.
 Award in speeches from Viqar-un-Nisa Noon Girls Higher Secondary Institute
 Medal in the NIIT Sports Gala (2004) in the Badminton contest.
 Certificates for several one day workshops.

References
Mr. Aamir Jelani Dr. N.D Gohar
Head of IEEE (student chapter NIIT), Head of CSE Dept. NIIT,
Associate Professor, CSE Dept. NIIT President, IEEE (Islamabad Section)
aamir.jelani@niit.edu.pk ndgohar@niit.edu.pk

CourseContents: http://niit.edu.pk/student_resources/course_outlines/course_outline_bicse.php

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 Nabeel ur Rehman
Address: House No. 6, Street No.15 Fazaia Colony
Islamabad Highway Rawalpindi, Pakistan
Phone: 051-4476809 Mobile No: 0334-5129221
Email : nabeel_ur_rehman@yahoo.com
CAREER OBJECTIVES
Obtain practical experience by working in a professional and rapidly expanding organization and
develop expertise in areas of IT and Telecommunication
EDUCATION
Year
Degree/Certificate Institution Grade
Passed
BICSE CGPA
NUST Institute of Information
(Bachelors of Information Communication 2007 3.55
Technology (NIIT)
System Engineering)
PAF Inter College Chaklala,
S.S.C (Matriculation) 2001 74%
Rawalpindi
PAF Inter College Chaklala,
H.S.S.C Rawalpindi 2003 74%
2003

ACADAMIC PROJECTS
More than 20 projects including the following projects
• Adaptive Examination System using Visual Basic and MS SQL.
• Researched and produced a report on WiMax 802.16
• Reviewed and reported the ‘Routing Issues in Satellite Communications
Networks’
• Produced a term paper on ‘Risk Management’
• Evaluation System of Examination Branch using Visual C++.
• Developed a Web Portal of BICSE using CGI, PERL, Java Script and HTML
• Developed a Website Onpital.com using CGI, PERL, Java Script and HTML
• Designed and implemented Air Flow Detector
• Designed and implemented XY Positioning Table and Robotic Arm
• Designed and implemented Fuzzy Sound System using MATLAB
• Designed and implemented Fuzzy Quantizer for Digital Image Processing using
MATLAB
• Designed and implemented Line Tracking System for the robot which is to be
used in the Fire Fighting Contest.
• Designed Security System using IR Detectors
• LED Display using Serial Communication – 89C51
• Implemented the Traffic Light System on a Xilinx Spartan 2 FPGA kit
• Designed and Implemented a Mini-Computer System using ATMEL 89C51
• Developed a Business Plan for Company during Entrepreneurship Course
conducted by Professor Dr. Mathew James Manimala
• Developed a NUST Hybrid PON (NHPON) with Dual Ring Architecture – Performance
Enhancement (Tx & Fiber) using Optisim Software
• FINAL YEAR PROJECT: Phased Array Antenna Design Steering Multiple Beams

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WORKSHOPS AND SEMINAR
• Embedded System Course – Conducted by Dr. Habib Ur Rehman (UAE University, UAE) –
August, 2005
• Introduction to CDMA2000 – Conducted by Dr. Ismail (Iqra University, Islamabad)
• 3G and Next Generation Networks – Conducted by ZTE Services Providers conducted by
Dr. Tanweer ul Haq (CEO Telesoul) – November, 2005
• FPGA Based System Designs Networks – Conducted by NIIT in collaboration with NexTek
Services Providers and Dr. N.D.Gohar (HOD ISE - NIIT) – December, 2005.
• HONET 2005, Islamabad – Organized by NIIT-NUST – December, 2005
• Entrepreneurship Course – Organized by NIMS and NUST conducted by Professor Dr.
Mathew James Manimala from IIMB (Indian Institute of Management Bangalore) during
September – October, 2005
• PCB Designing – Organized by Smart PCB and NIIT-NUST conducted by Dr. N.D. Gohar –
November, 2006

HONORS AND AWARDS

• Got Scholarships in every semester during Bachelors
• Second Best Business Plan award – Entrepreneurship organized by NIMS-NUST, conducted
by Professor Dr. Mathew James Manimala from IIMB (Indian Institute of Management
Bangalore) during September – October, 2005
1
EXTRA CURRICULAR ACTIVITES
• PRESIDENT – NIIT-IEEE Student Chapter (Year 2006-07)
• TREASURER – NIIT-ACM Student Chapter (Year 2005-06)
• EXECUTIVE MEMBER - NIIT-IEEE Student Chapter (Year 2004-05)

SKILLS AND PERSONAL STRENGTHS

• Computer: HTML, JavaScript, C / C++, Visual Basic, MATLAB
• System Designing: Fuzzy Control Systems Designing
• Assembly Language: for ATMEL 89C51 and PIC-Microcontroller
• Computer Software: Serenad, LabView, Kiel, Optisim
• Language: Proficiency in English and Urdu languages
• Flexible, friendly and hardworking
• Effective communication and interpersonal skills
• Able to work under pressure
• Effectively manage different responsibilities simultaneously
1
WORKS AND EXPERIENCES
• Being a member of ACM and IEEE NIIT Student Chapter arrange NasTech – 2005 on 31st
December, 2005
• Being a member of ACM and IEEE NIIT Student Chapter arrange NasTech – 2006 on 23rd
and 24th December, 2006 as VICE-PRESIDENT

REFERENCES
Available upon request

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 Vajiha Khalid
Nust Institute Of Information Technology

Current Address: Permanent Address:

House No PSO-3 PAF House No PSO-3, PAF
Complex Sector E-9 Islamabad Compex, Sector E-9, Islambad
Telephone Number Landline Number
+92-51 -9260299 +92-51-9260299
E-Mail Address Cell Phone Number
41vajiha@niit.edu.pk +923005368873
vajiha@yahoo.com

Career Objectives:
My prime objective is to utilize my technical and interpersonal skills in a highly challenging job in
an oriented and competitive environment that offers quality learning, experience and professional
growth.

Education:

Degree/Certificate Institute Marks / GPA Percentage

BICSE NUST Institute of 3.25 (7th Semester) 81.25%
Information Technology
FSc MRF Degree Science Kamra 846/1100 76.9%
Matriculation MRF Degree Science Kamra 712/850 83.76%

Research:
I was a part of the Embedded Systems Research Group at NIIT. Currently I am working in the
ASIC Design Research Lab, where we are working on some industry projects and doing some
research work on FPGA’s.

Academic Projects
 Designed an ‘Intercom using Power Lines’ and carried out research on Power Line
Communications (PLC).

 Designed a ‘Ringing Telephone Bell”.

 Designed a Database for a Hospital Management.
 Designed a ‘website of a Hospital’ using HTML, DHTML, JavaScript and PERL.
 Using C++, designed a program to solve different ‘Matrix Operations’.
 Thorough research on ‘Symbian Operating System: which is used in the mobile
phones

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  Term paper on ‘Change and Innovation – Case Study of innovation in Mobilink’.
 Implementation of OFDM in MATLAB.
 FPGA based car parking system
 Research on WiMax
 Research on ATM PON
 Research on MIMO Ad Hoc Networks
 Design of fiber optics network topology using OPTISIM software
 Project for E-commerce “ Business Plan For Online Railway System”

Work Experience:
• Internship at DANCOM for one month
• Internship at MOBILINK (ORASCOM) RF Planning Department for one month.
• I was also the Teaching assistant of Signals And System course for a junior batch here at
NIIT.

Professional Skills and Personal Strengths:

I am a dedicated and a hardworking student. I can speak fluent English and have good
interpersonal skills therefore I can communicate easily with people from different walks of life. I am a fast
learner and fulfill my duties with responsibility and motivation.

Honors / awards achieved:

I secured 2nd position in an essay writing competition held by British Council in 1997.I have won
medals in different sports events like basketball, badminton, table tennis. I am a good debater. I am the
Vice President of Community Services Student Council NIIT and the General Secretary of IEEE. At the
moment I am the Vice Chair of the Women In Engineering (WIE) IEEE committee. I was the head of
Sponsorship Committee in NASTEC 2005, 2006 which is a software competition between all the
universities of Pakistan.

References:
Mr. Aamir Jelani Dr. N.D Gohar
Head of IEEE (student chapter NIIT), Head of CSE Dept. NIIT,
Associate Professor, CSE Dept. NIIT President, IEEE (Islamabad Section)
aamir.jelani@niit.edu.pk ndgohar@niit.edu.pk

49
 Ms. SIDRA KHALID

Hs # 18, St #18, Sector C,

Hs # 18, St #18, Sector C,
DHAI , Phase-1. DHAI , Phase-1.

92-51-5788774 92-51-5788554

41sidra@niit.edu.pk +923335575061

Career Objectives:
To acquire an opportunity to not only learn but also to demonstrate skills
acquired over the course of my professional studies and a competitive and encouraging
milieu that utilizes and develop my leadership and inter personal skills to the utmost.

Education:
2007 NUST Institute of Information Technology Rawalpindi
Bachelors in Information and Communication Systems
2003 Army Burn Hall College Abbottabad
F.Sc Pre-Engineering
2001 Army Burn Hall College Abbottabad
Matriculation

Academic Projects:
 Hotel Reservation Systems database using C++
 FM Transmitter
 Website for Travel Guide to Pakistan using HTML, JavaScript and Perl
 Management project on Mobilink.

Professional Skills and Personal Strengths:

 Committed
 Helpful
 Able to work in a team
 Can work under pressure
 Hardworking

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Technical skills:
C/C++, HTML, JavaScript, Perl, , Adobe Photo shop, MS Office, Matlab.

Honors / awards achieved:

 1st Prize in Inter School Speech Competition (School)
 Certificate for being one of the organizers in the Nastec 2005 as an active member of the
IEEE student chapter at NIIT
 Certificate for being one of the organizers in the Nastec 2006 as an active member of the
IEEE student chapter at NIIT.

Hobbies and interests: (optional)

 Browsing the Internet
 Listening Music
 Reading magazines, Books etc

References: Available on request.

51
HOUSE # 166-A, STREET 9, CHAKLALA SCHEME III, RAWALPINDI, PUNJAB PAKISTAN
PHONE +923339852280 • E-MAIL SOHAIB_CEB@YAHOO.COM

SOHAIB KHAN

OBJECTIVE
To utilize and groom my talents and abilities for achieving
a distinctive place in the practical world.

EDUCATION
2007 NUST Institute of Information
Technology Rawalpindi
Bachelors in Information and Communication system
Engineering
(Still in Progress-6th Semester)
2003 PAF Degree College
Risalpur
F.Sc pre-Engineering 1st –Div
2001 Fauji Foundation Model School
Mardan
Matriculation 1st-Div

LANGUAGES
Pushto, Urdu, English

PROJECTS
 Electronics lab inventory using MySQL and Visual Basic

 Students database using C++

 FM Transceiver

 Website for smart phones using HTML, JavaScript and Perl

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  Term Paper on EDGE

 Term Paper on GPRS

 Steganography using Matlab

 CAN based microcontroller controlled LCD screens

using Atmel’s

AT89C51 ( Industrial Research Project )

TECHNICAL SKILLS
C/C++, HTML, JavaScript, Perl, MSQL, Visual Basic,
Assembly, Matlab, Verilog, Corel Draw, Adobe Photo shop,
MS Office, hands on experience of LINUX.

EXTRACURRICULAR ACTIVITIES
 Vice President Student Council’s Event Organizing
Committee at university

 Organizer and executive committee member of All Pakistan

Software Competition NASTEC

 Organizer and Participant of NIIT sports gala

 NIIT representative at inter-NUST Bilingual Declamation

Contest (2004)

 Anchor person for Annual Day both at school and

college

 College Representative at All Pakistan Bilingual

Declamation Contest held at Risalpur (2001)

 College Representative at All PAF inter-colleges

Declamation contest held at Badaber Peshawar (2 times)
(2001-2002)

 School Representative in All Mardan Speech

Competition (1997)

 Participant in Inter House quiz competition (1999)

ACHIEVEMENTS
 2nd Best electronics project (university)

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  Certificate for participating in inter NUST debate
Competition

 Debater of the year 2003 (College)

 Certificate for participating in All Pakistan Bilingual

Declamation Contest (Risalpur-College)

 Certificates for participating in All PAF Colleges

Declamation contest (Badaber-College)

 1st Prize in All Mardan Speech Competition (School)

 Student of the year 2001 (School)

 2nd Position in inter house quiz competition (School)

REFERENCES
References shall be provided on demand.

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