2022

Market Analysis of Telecommunications Competition in Papua New

Guinea: The case study for Vodafone PNG

Abstract MR. Issac M.R. Kakaraya

This paper reports the constraints of dominating the mobile

telephony market in PNG. We first provide an overview of
Telecommunication environment as in geographical, cultural
and political view of the market industry. We then proceed to
consider the challenges facing in the Telecommunication

Vodafone PNG
market, and offer some solutions to addressing these
challenges, in a number of key areas. We conclude with a
number of suggestions for by Vodafone PNG to play a role to
be the first customer choice in Telecommunication industry
in PNG.

1
 Intentionally Blank

1
 Table of Contents 1

Title Page………………………………………………………………………………………………….2
Abstract …………………………………………………………………………………………………..3
Executive Summary……………………………………………………………………………………....4
Introduction ………………………………………………………………………………………………5
Background History …………………………………………………………………………………….. 6
Overview of the Telecommunication Environment………………………………………………….....9
Challenges Facing the Telecommunication Sector In PNG …………………………………………..11
Solutions and Suggestions to Win the First Customer’s Choice……………………...........................14
Conclusion ………………………………..……………………………………………............................19
Reference …………………………………………………………………………………………………21
Appendixes ……………………………………………………………………………………………….22

1
 Market Analysis of Telecommunications Competition in
Papua New Guinea: The case study for Vodafone PNG

Mr Issac McWilliams R. Kakaraya

Bch. of Business
(Business Accounting & Business Management)
Pacific Adventist University

Dated: May 8, 2022

1
 Abstract

This paper reports the constraints of dominating the mobile telephony market in PNG. We first

provide an overview of Telecommunication environment as in geographical, cultural and political view of

the market industry. We then proceed to consider the challenges facing in the Telecommunication market,

and offer some solutions to addressing these challenges, in a number of key areas. We conclude with a

number of suggestions for by Vodafone PNG to play a role to be the first customer choice in

Telecommunication industry in PNG.

1
 Executive Summary

In Papua New Guinea more than 60-70 % of the populations are mobile phone users. Mobile

Cellular network coverage is very low compared to rural areas of the country. Recent outcome in the

regions shows how mobile services should be offered first to eligible mobile phone users for their

communication purposes.

Market competitors in the industry like Digicel and Bmobile/Telikom PNG Ltd are shown deem

to in respect to reaching some parts of the country and mobile users being lack of communication

accessibly. The population is made up of more than eight (8) Million plus and most of them lives in rural

areas. The half of the population covers the mobile literates and openness to technology is also enabling

factors. The combination of high mobile penetration and low access to financial services means that there

is an opportunity for transformational mobile banking services in all the suburbs and provinces of the

country.

However, potential customers need to see the value proposition before using a new service. This

suggests a need for extensive customer awareness campaigns for the uptake of Vodafone‘s mobile

services. There is a great need of Vodafone in the customers demand in the market for a widespread

coverage very quickly and putting mobile phones into the hands of as many Papua New Guineans as

quickly and as cheaply as possible.

PNG has poor infrastructures that may slower the logistics of Vodafone mobile phones, SIM

Cards rolling out and Recharge Cards selling out; this may not only by infrastructure constraints but some

may be from cultural and political influences. At such occurrences, Vodafone can employee regional

Sales Agents in various suburbs or provinces to reach out subscribers.

Potentially Vodafone is highly demanded as a new competitor to the market and applications for

the uptake of mobile banking services could be: SMS Banking, Merchant Payment and International

remittances, International Call bundles and more.

1
 Introduction

Telecommunications market competition, specifically the competition of the market for mobile

phones and phone calling services, has been adopted in recent years since when the NEC approved Act

for allowing private telecommunication competitors in the industry. Market competition in Papua New

Guinea (PNG) economy was perhaps the most difficult compared to other pacific countries, particularly

with respect to the geographical, political and cultural struggle over the nature and pace of the market.

This study illustrates the challenges that can be faced in the regulatory capture can give rise to in trying to

bring about best competitor in the market.

1
 Background History of Telecommunication and Its Policy Reforms in PNG

A plan for a national telephone system in PNG was drawn up in 1964 when a Telecommunication

Division of the Department of Posts and Telegraph was established and ‗overseas‘ expert advice was

sought from Australia. A telephone service was subsequently introduced.

In 1973 the Department of Information and Communication Services was established when the

National Broadcasting Commission (NBC) was set up to take over the PNG branch of the Australian

Broadcasting Commission. The NBC became the broadcasting arm of the department. This was a vital

event in PNG‘s history. Given the very rugged topography and the isolation of many clans, radio played a

crucial role in the dissemination of information throughout the land, using an extensive network of

provincial radio stations. Radio has subsequently played a huge role in building a more cohesive society

from what was then more than 1000 diverse tribes.

After gaining independence from Australia in September 1975, the Department of Information

and Communication Services was responsible for information services, communication policy, and

research and development. The newly formed Department of Public Utilities took over the functions and

the responsibilities of the Department of Posts and Telegraphs and became the Division of Postal and

Telecommunication Services (DPTS).

DPTS continued to function as a separate organization until it was incorporated as the Post and

Telecommunication Corporation (PTC) in October 1982.

On 9 September 1981 an executive steering committee was set up to examine ways and means of

making a change in the status of the Postal and Telecommunications Services Division to a ‗legal

commercial entity‘. This committee presented its report to the National Executive Committee (NEC;

effectively the Cabinet) on 16 December 1981 and the NEC gave approval to draft enabling legislation.

The Post and Telecommunication Corporation Act 1982 was passed by the National Parliament on 15

February 1982.

1
 Due to a change in government policy in 1996, the PTC was split up and corporatized. The split

saw the creation of Telikom PNG Ltd, Post PNG Ltd, and the PNG Telecommunications Authority

(PANGTEL).

In 1997 the Department of Information and Communication Services was reduced to the Office of

Information and Communication and there were tighter constraints on its resources. This resulted in a

situation where it was not able to implement its mandated responsibilities. After the 2002 general

elections, however, a new government established the Department of Public Enterprises, Information and

Development Corporation (DPEIDC). Its core functions included national information and

communication policy, rural connectivity and development, and the integrated government information

system. It was also required under the government‘s Medium Term Development Strategy (2005–10) to

expand telecommunication infrastructure and services.

PANGTEL was established on 1 January 1997 under the Telecommunications Act 1996. Its

Creation was part of the government‘s policy to corporatize PTC and to divide it into three different

organizations: two service delivery companies incorporated as public companies under the Companies

Act and one regulatory and licensing authority. PANGTEL became the sole technical regulator and

licensing authority of telecommunications and broadcasting in PNG. The telecommunications industry

comprises all private and government-owned companies that are involved in the provision of fixed and

mobile telecommunications services such as voice, facsimile, data, cellular phones, video and audio

programs to the general public. The radio communications sector includes radio frequency spectrum and

satellite orbital positions. The radio frequency spectrum is managed according to the Radio

Spectrum Act 1996

PANGTEL‘s main operational functions with respect to mobile telephony include: the granting of

licenses to carriers and suppliers of telecommunication services and equipment; establishing performance

standards for carriers and monitoring compliance with those standards; regulation of the

telecommunications industry to ensure competitiveness; protection of consumers of telecommunications

1
 services; promotion of fairness and efficiency in the industry; provision of arbitration to conflicting

parties in the industry; and monitoring the development of telecommunication services.

With the re-establishment of the Ministry for Information and Communication Services in 2007,

all matters relating to PANGTEL, NBC and the Office of Information and Communication were placed

under its administration.

In December 2005 the NEC handed down a decision to open the market in mobile phone services.

Several policies have been drafted and pieces of legislation amended or repealed since this decision. Prior

to the introduction of mobile services, only two pieces of ICT legislation had been implemented. The first

was a Communication Policy drafted as a result of a Communication Policy seminar in 1978. Then in

1992 the Department of Information and Communication was instructed to begin the process of

formulating a coherent national ICT policy (Department of Communication and Information 2008 pp.2–

3), the result of which was the National Policy on Information and Communication of Papua New

Guinea, adopted in 1994. This latter policy was more comprehensive in setting out general guidelines on

defining ownership, access and content. It emphasized the role of the publicly-owned telecommunications

operator in providing access to rural communities and extending the network to complement economic

development. Privatization plans for the incumbent operator were mentioned; the introduction of

competition was not.

Following the government‘s decision to introduce competition, the ICCC released a press

statement in January 2006 outlining the processes it would follow in fulfilling its obligations (ICCC 2006

pp.1–2). There were to be four main steps: the public tender process would begin on 7 March 2006 and

submissions would close in May 2006; the assessment of the applications would be undertaken by the

ICCC, with the two new mobile providers being announced by mid October 2006 (in fact, the licensees

were announced in September 2006); construction of network infrastructure for the mobile entrants was

tentatively scheduled for December 2006; and licenses would be issued. The licenses were issued on 27

March 2007 to Digicel PNG and GreenCom: the former commenced operations on 17 July 2007;

GreenCom has not yet begun operations.

1
 Overview of the Telecommunication Environment

Papua New Guinea (PNG) is a low-middle income developing country whose annual per capita

purchasing-power Gross National Income (GNI) of around $2,700 is roughly half that of Nigeria or

Pakistan and quite close to that of Tanzania or Laos (World Bank, 2017a). Papua New Guinea (PNG) is a

nation of opportunities and challenges. As efforts are being made to achieve upper middle-income

country status by 20501 — a key part of PNG Vision 2050 — affordable and accessible mobile

technology is a promising and unique platform for advancing and strengthening social and economic

development. The economy is dominated by extractive industries for export, with the agricultural and

manufacturing sectors aimed overwhelmingly at servicing the domestic market. The population of PNG is

heavily rural with only 13% living in urban areas, but few apart from the capital Port Moresby are of

reasonable size (World Bank, 2017b). It has a challenging geography, being largely mountainous and

covered by dense forests.

With its ability to reach across geographies, income levels and cultures, mobile technology is

ideal for enabling a digital transformation in PNG and leapfrogging traditional brick-and-mortar

approaches.

However, these changes are still in early stages. The recent deployment of new mobile

infrastructure, improvements in network quality and the launch of 4G LTE have supported the expansion

of PNG‘s mobile broadband sector. There are up to 1 million unique mobile internet subscribers in PNG,

primarily in cities where mobile internet penetration grew by 20 per cent in 2018. Yet, mobile penetration

is still low compared to other countries in the Pacific, with less than a third of the population being unique

mobile subscribers.

With a rural population of 87 per cent, there are widespread disparities in mobile phone access

and use between PNG‘s urban centers and rural areas, but also men and women. Many of those who have

a mobile phone still rely on basic GSM prepaid services. The impact of mobile technology across sectors

1
 is nascent and it is bit early for the Vodafone to understand how the current mobile ecosystem will

transform the Vodafone‘s market potential.

To make progress on its digital journey, and strive to achieve the Organization‘s Development

Goals and, PNG government‘s Sustainable goals, Vodafone must overcome some major challenges,

including: poverty and inequality, violence and corruption, natural disasters and climate change.

However, Vodafone‘s potential is vast to build new foundations and achieve goals and accomplish

visions, underpinned by the collaboration between the government, the mobile industry, the wider private

sector, civil society organizations and development agencies.

The competition of a digital society that brings benefits to the best competitor will not happen

without a collaborative approach and innovative financing mechanisms for network infrastructure.

Stakeholders need to act now to ensure that Vodafone‘s digital future is inclusive and leaves no one

behind.

1
 Challenges Facing the Telecommunication Sector in PNG

The complexity of covering rural and some parts of urban is precisely explained. Providing adequate

mobile network coverage of rural PNG, where 87 per cent of the populations live, remains a challenge for

several reasons:

1. Infrastructure

The poor transportation infrastructure, poor utilities infrastructure is also an obstacle for SMEs in

PNG. The major utilities infrastructure impediments Centre on electricity and telecommunications. Poor

infrastructure development especially road infrastructure which has been described as a massive and

pervasive problem in PNG other developments like telecommunications to survive. There is very limited

accessibility through road networks, meaning mobile operators must construct a new road, or use a

helicopter to deliver fuel and equipment for maintenance to some towers.

Therefore, PNG has a lack of internet infrastructure and coverage has been poor to rest of the

rural areas across country. Vodafone‘s current position of ―insufficient scale and development of a

competitive domestic telecommunication industry to yet develop a mobile network mechanism for spot

and long term markets‖ still needing adequate funding and continuity in the funding for the network

infrastructure project developments by the management to register more Vodafone subscribers.

2. Land rights issue

Papua New Guinea‘s 97% of the land is held under customary tenure, with control fragmented

across several hundred local tribal chieftains (Filer, 2014). Land disputes are common in PNG and tribal

issues can arise over which community owns the ground on which a tower is erected. This can lead to

vandalism of towers or limited access to towers, preventing towers from operating. As a result of both

geography and the property rights regime, significant challenges are posed to the deployment of

infrastructures such as roads, electricity and, especially, telecommunications infrastructures.

3. Law and Order

1
 High risks resulting from a high crime rate: government facing lack of transparency;

unpredictable changes in government policy; a weak commercial legal framework, including a poor

collateral system.

Law and order is a major problem in PNG. PNG has one of the highest crime rates in the world

(ADB, 2012; Foreign Policy, 2008). In the mid-2000s, Port Moresby was in the top five cities in the

world for murder rates per capita (Foreign Policy, 2008). The INA survey of firms in PNG found that law

and order was the number one concern of business in 2012 (ADB, 2014). Many businesses had been

directly and indirectly affected by crime which gives rise to the high costs of security for running business

in the sector and business owners still want more to be done by the government to maintain law and order

so that this strain can be lifted.

4. Lack of Accessibility of mobile technology in private and financial sector

It is generally accepted that the lack of access to appropriate technology is a barrier to Small and

Medium Enterprises and individual citizens to expand communications in PNG (ADB, 2012). Papua New

Guinea‘s population is approximately nine (9) million; thus approximately sixty five percent (65%) of its

population access account to the financial institutions or banking sectors.

In a year of global upheaval, mobile banking provided a financial lifeline. 2020 was a year like no

other. In every region of the world, PNG was one part of the world that COVID-19 triggered a mix of

responses, from school and workplace closures to restrictions on movement to complete lockdown. All at

once, handling cash, paying for daily essentials and conducting business in person became risky, and

more people than ever turned to have greater demand on mobile money transaction as a safer option.

The State of the Industry report looks at what this year of upheaval has meant for mobile money

banking providers, agent networks and the millions of new and existing customers that embraced mobile

money in 2020 as a safe and secure financial lifeline.

However, Digicel and Bmobile didn‘t reach out all populations as demand was very high.

Digicel‘s 2G Lite has said to be slow and cannot reached out 6-7 million plus mobile users whilst

1
 Bmobile due to lack of internet infrastructure and poor network coverage across many rural areas of the

country. This leaves mobile user‘s need for day-to-day cash transactions remains high.

5. Insufficient Accessibility of international call bundles

Relatively no carriers in PNG are providing international call bundles. PNG is a country made up

of many international populations as part as 10% is international community. Another 5% of the PNG‘s

population is living offshore, thus need of international call bundles is very high for the people concern.

1
 Solutions and Suggestions to Win the First Customer’s Choice

1. Efficient and Effective Vodafone network infrastructure

 Vodafone should need to have efficient development of backbone network facilities to

ensure increased network coverage across the country which is fundamental to the development

of Vodafone‘s telecommunications services. For Vodafone to register more subscribers,

Vodafone need to supply domestic transmission services to the other carriers which may impede

the ability of Vodafone mobile carrier to develop its own satellite-based and microwave facilities

and other physical network connectivity infrastructure like electricity both within the cities and

across the country.

 In rural areas of PNG, towers must be powered by diesel or renewable energy (mainly

solar), which increases deployment, maintenance and operating costs. Combined with low

population density, low incomes and inadequate access to electricity the ability to access and use

mobile phones is limited.

 Therefore, Vodafone‘s network infrastructure is in need of substantial capital investment

and enhancement to setup across rural areas and some parts of urban areas, it remains a very

important and valuable asset to Vodafone PNG at this time. Moreover, a key opportunity exists

for a transformed Vodafone PNG to make full use of this existing network to supply domestic

transmission services to other carriers in order for Vodafone PNG to have million subscribers

around the country within a short period of time.

2. Strategic moves to setting up logistics for Vodafone mobile services and Recharge cards;

 Vodafone need to establish widespread coverage very quickly and put mobile

phones into the hands of as many Papua New Guineans as quickly and as cheaply as possible.

The novelty of having a mobile phone and of being able to call relatives and friends over large

distances in an economy where physical movement is so difficult will give a huge impetus to

Vodafone‘s efforts to retain its license in the future unlike other competitors.

1
  Diverse and evolving demand for mobile services should be understood as a

customer specification. PNG‘s unique diversity has created very different usage patterns across

the country. Usage is influenced by several factors: phone ownership (whether the user has a

smartphone or a feature or basic phone), literacy levels (traditional, digital, financial), how much

the user wants to spend on their phone, available coverage (mobile coverage and electricity) and

preferences for consuming content. For example, a mobile phone subscriber in Port Moresby

might prefer accessing information through apps, whereas SMS might be more appropriate for a

coffee grower in the Highlands, and voice calls or IVR (interactive voice response) might be the

most appropriate mobile communication channel for someone in a remote coastal village with a

low level of literacy.

 Security is a concern for a logistics of SIM cards/Vodafone recharge cards when

rolling out to anticipate by designated Commission Sales Agents in various suburbs and

provinces in both urban and rural areas. In order for these roll outs to be spread as fast as it can,

each Commission Sales Agents should be advised rigorously to perform this task in their own

cultural societies. Management need to set daily and weekly goals how many populations for

each Sales Agents as a target in their own obliged societies they comes from. This will minimize

the risks of Vodafone Agents may involve in tugs or robbery because they belong to the same

cultural ethnic groups as country is currently facing law and order issues.

 Designated Commission Sales Agents can also allow buying Vodafone Cards in

bulks for wholesale price using their own money so they can retail to customers to make their

own commissions. This will fast the recharge cards logistics from wholesale to customers.

3. Vodafone to access Mobile Banking

1
 “The provision of financial services via a mobile platform, particularly mobile money, is one of the most
dynamic innovations in the mobile industry and has provided significant social and economic benefits for
users. Mobile money is expanding access to financial services. By providing the poor with the financial
services they need to manage cash flows and to save, the mobile money industry is helping eliminate
poverty and supporting economic growth. Additionally, mobile money can facilitate payment of utility
bills and school fees”
Governor Loi Martin Bakani, Bank of Papua New Guinea

 Number of registered accounts in all banks and financial institutions are

increasing as demand also arises for non-physical payments; some regulators are now declaring

mobile money agents an essential service. As more consumers became uncomfortable handling

cash, many Vodafone subscribers will turn to mobile money banking to purchase food, clothing

and other essential products and services.

 Furthermore, International remittances – the portion of earnings that migrant

workers send home to their families – are a unique and powerful source of private capital and

external financing. This undoubtedly contributed to an uptick in merchant payments as Vodafone

mobile phone users. It‘s about time, Vodafone need to play a vital role of ‗Connectivity‘ among

businesses and individuals. This will shift from cash to digital payments and also led to an

upsurge in revenue collection and improved operations for government ministries, departments

and agencies.

4. Reducing tuberculosis treatment default through mobile technologies

 Refer Tech is a data collection, analytics and health innovation company formed

in Papua New Guinea in 2016 by two local entrepreneurs (Mr. David Valentine, Co-Founder,

Refer Tech). The company focuses on the collection and processing of information for data-

driven development in emerging economies, with a strong focus on health. Vodafone mobile

1
 devices can instill such informative data to be the first customer choice mobile device and data

provider in the country.

In 2018, Refer Tech was awarded a grant to fund the development of a web-based patient

management system and data analytics engine specifically for use in an urban tuberculosis clinic

in Port Moresby. The system was designed to improve the efficiency of patient-health worker

interactions by automating and digitizing several steps in the process, from drug dispensation to

data collection. The analytics engine provides previously unavailable insights into the data for all

stakeholders, including health workers, international development partners and national

policymakers, which enhances decision-making at multiple levels.

Tuberculosis is a complex and key regional health issue in PNG where disease metrics

are heavily influenced by a range of socio-economic indicators, including education and

employment status. The Refer Tech team hopes to have over 1,000 registered patients within 12

months of system installation in mobile devices, to provide much-needed data and analytic tools

to improve health service delivery and policy formulation.

5. Haus Lain

 In 2012, with the support of DFAT, Population Services International (PSI) set up an

SMS service called Haus Lain to encourage positive behaviors around a range of health issues,

including maternal health and sexually transmitted infections (STIs). Using any Therefore, by using

any Vodafone account, users could opt-in to the service by sending a key word, and then receive free

weekly health tips in English or Tok Pisin to their mobile phone. The service was promoted on radio

stations, and within one month over 10,000 people had signed up to the service, and after six months

this had grown to 30,000 people. Although it was an innovative approach to communicating with

beneficiaries in rural areas, this service eventually ceased due to funding and questions about impact.

6. New digital interventions in agricultural practices

1
  The digitization of agricultural value chains is an emerging opportunity for

developing countries like PNG. Holistic enterprise solutions for the agriculture sector might

include a combination of digital payments for crop procurement from smallholder farmers, digital

farmer records, agricultural information and track and trace services. These digital tools enable

agribusinesses to better control and monitor operations, make transactions more transparent and

establish effective communication channels, both internally and with smallholder suppliers.

Agricultural value chains contend with a variety of inefficiencies: theft and fraud, the

time and travel required to receive cash payments for crops and overall lack of visibility for

buyers and sellers. However, a range of digital tools can help to improve business performance

for farmers and agribusinesses and ultimately create a path to financial inclusion for farmers.

1
 Conclusion

Notwithstanding an eventful process to liberalize the mobile telephony market in PNG, the

benefits are already large and appear likely to become much larger in the future. Call rates have been

reduced significantly and coverage has in the pace of increasing hugely and looks to become almost

universal. In a land with a terrain as difficult as PNG‘s, the benefits to the many remote communities of

being able to interact with other people cannot be underestimated. Already the availability of mobile

phone services has done much for social interaction as well as being helpful in medical emergencies,

phone banking and many more. Moreover, the Vodafone to take mobile banking initiatives now to

underway will be enormously helpful. Until now, banking services in rural areas have been very limited.

Further, the provision of market pricing information through mobile phone services will be very helpful

because the livelihood of the bulk of the population is from agricultural and fishing activities back in the

rural societies.

Another lesson is that technical assistance in making the case for reforms is vital. Once it was

seen that the introduced competition would have significant benefits, including for those in rural and

isolated areas, the general public‘s support for the liberalization of the mobile service sector increased

dramatically. As a result, it became much more difficult to resist or reverse the reform. Therefore,

convincing the public that services will improve and prices will be reduced is critical to gaining their

support for the introduction of competition. Vodafone need to play its role right here.

While this report makes specific recommendations by sector, there are other broad areas that need

to be addressed to realize Vodafone‘s potential as a digital competitor. First, Vodafone PNG needs

robust regulation to encourage competition and enable innovation. This could allow new players to enter

the ecosystem, potentially ensuring appropriate services reach the last mile. Second, access to electricity

is a fundamental requirement of any digital ecosystem and must also be a priority for Vodafone when

going to rural and setting up towers. Finally, high levels of corruption are curbing investment in PNG and

1
 creating additional costs and risks for existing investors. Given that significant international investment

will be needed to improve the country‘s infrastructure, the Vodafone PNG needs to address issues that

may arise in favour of PNG government for a lengthy survival of the business continuity.

There is no silver bullet, but this case study by four (4) committed Vodafone Commission Sales

Agents offers recommendations to create a more enabling environment for Vodafone mobile technology,

in order to achieve both organizational and PNG government development goals.

1
 References

Highet, C., Nique, M., Watson, A. H. A., & Wilson, A. (2019). Digital Transformation: The Role of
Mobile Technology in Papua New Guinea. London, United Kingdom: GSMA.

Crawford School of Economics and Government. Duncan, R., (n.d.). The Australian National University,
Canberra, Australian Capital Territory. Retrieved: (ronald.duncan@anu.edu.au)

Stanley, L 2008b. ‗Regulating the telecommunications sector in Papua New Guinea‘, Pacific Economic
Bulletin, 23(3), pp. 135–40.

Digicel PNG 2008. ‗A monopoly on international communications will mean poorer service and less

competition‘, Media release, 26 March 2008. Retrieved at:

http://www.digicelpng.com/about/article_printversion.php?aid=10101&pn=in_the_media.

Independent Consumer and Competition Commission (ICCC) 2006. Introduction of Competition in

Mobile

Phone Networks: Media release, Office of the Commissioner, ICCC, Port Moresby.

Foreign Policy, 2008. The List: Murder Capitals of the World. Foreign Policy, 29 September.

Asian Development Bank (ADB), (2012). Papua New Guinea: Critical Development Constraints. Manila:
Asian Development Bank.

Asian Development Bank, (2014). The Challenges of Doing Business in Papua New Guinea. Manila:
Asian Development Bank.

Department of National Planning and Monitoring, (2010). Papua New Guinea Development Strategic
Plan 2010–2030. Port Moresby: Department of National Planning and Monitoring.

Institute of National Affairs. (2013). The Business and Investment Environment in Papua New Guinea in
2012: Private Sector Survey Report. Institute of National Affairs. National Capital District: PNG.
Retrieved 30th April, 2019 available at:
http://www.inapng.com/pdf_files/Private%20Sector%20Report%20Final%2012Feb.pdf

Independent Consumer and Competition Commission (ICCC) 2007. Time to get the facts straight on
mobile competition: Media release, Office of the Commissioner, ICCC, Port Moresby.

1
 Appendix

1. Statement of Original Authorship

The work contained in this case report has not been previously submitted to meet any requirements for a
award at this or any other higher education institution. To the best of our knowledge and belief, the report
contains no material previously published or written by another person except where due reference is
made.

Signatures; ____________________________________

Mr. Issac McWilliams R. Kakaraya

Commission Sales Agent – Vodafone PNG

Employee Code: VAN1320-KAKI