CASE OVERVIEW Omnitel entered the Italian telecommunication market in February 1995. Till then the Italian telecommunication market was dominated by Telecom Italia Mobile which had a monopoly in this market. The rst private company to enter the Italian telecommunication market was Omnitel. This was facilitated by the decision taken by the European Commision (EC) in 1993 that all member states should open their markets and guarantee competition in the telephony market by January 1998. Omnitel had to purchase a license for the GSM network for 760 million dollars. Currently the biggest competition for Omnitel is Telecom Italia Mobile (TIM) which was formed in July 1995 and was listed in the Italian stock exchange after splitting from its parent company Telecom Italia. TIM had a customer base of over four million and held 97% of the market share. STRATEGY TO OBTAIN MARKET SHARE Omnitel is at a critical stage at this point unless penetration in the market is achieved prospects for growth are limited. During the initial six months Omnitel oered plans similar to TIM and focused mainly on high quality customer service. This was the only dierentiating factor between Omnitel and TIM. By means of a market survey conducted it was found that a large share of mobile phone users were reluctant to change brands. Unless new revised plans and schemes by Omnitel were oered the company would not appear attractive to prospective customers. Two high level management executives of Omnitel were of diered viewpoints. Fabrizio Bona the Marketing Director of Omnitel proposed the idea of LIBERO, which eliminated the monthly fee completely and making payments for only the time duration of the calls made by the customer. At the same time Francesco Caio, CEO of Omnitel was of the opinion of oering customers handset subsidaries in exchange for signing a contract with the company. This would be done as a substitute to eliminating the montly fee charged to its users. He was of the opinion that by doing this he would be able to guarantee a constant revenue scheme from the monthly fees. Such schemes had worked elsewhere in Europe. ALTERNATIVES AND THEIR SWOT ANALYSIS Subsidized handsets with contracts In this plan we provide the customers with a handset at lower than market rate (in addition to the usual call plan). Strengths: Proven Strategy in the other European markets. Tested and proven in several other countries. A decrease in cost of handsets might entice customers- subsidies lead to a fall in the price of the handset, thus decreasing the initial cost of acquiring a connection for a customer. Constant Revenue stream for the period of the contract- this guarantees constant
AT&T’s roots stretches all the way back to 1875, when Alexander Graham Bell created the first telephone. The main reason AT&T was created was to exploit the creation of the telephone. AT&T became a parent company to the Bell system, which was a phone company monopoly. They created a long distance telephone network that went from New York to Chicago and then on to San Francisco. Then in 1984 AT&T split into eight different phone companies. They built out to Denver in 1899 and then they hit a rough patch, the signal wasn’t too strong. Luckily, AT&T created the first practical electrical amplifier in 1913. And this made transcontinental communication possible. Bell’s patent expired in 1894 and only Bell telephone could only legally operate in the U.S. The number of telephones grew as phone wires spread across the nation, there where about 3,317,000 phones. The only downside to this early story is that, only phones with the same phone company could contact each other, this was being fixed in 1913. In 1925 there was a new president, Walter Gifford, he sold International Western Electrical Company to the ITT for 33 million to make AT&T universal. In January 1, 1984 was changed and revitalized, it no longer was the bell system. It had a new global icon, as you see today. IN 1984 AT&T carried around 37.5 million calls a day. CEO, Robert Allen, announced that on Septemb...
Geographic Coverage- AT&T is positioning itself to be the leader in wireless coverage, identified by the move in the Global markets.
The telecommunications industry is of vital importance to the development of the information-based economy. AT&T need to supply access to cost efficient, timely and innovative telecommunications services.
In a competitive environment where market is changing instantly, organizations are in a fix to design a strategy that could market their products enticing the consumers to buy their products and services. Market is the arena for business gladiators who fight out for maximum share and profitability and this is possible only through effective marketing strategy. Competing in present economy means finding ways to break out of commodity status to meet customers’ needs better than competing firms (Ferrell and Hartline, 2010). The intensity of competition has increased after the introduction of media and internet where the companies present their product in the best way through advertisements, product reviews, blog entries, etc. With the advancement in technological innovations, companies have found various ways of providing services to the consumers in a cheaper and effective way and this has resulted in communication revolution in late 1990’s as the cellular technology was unfold in most of the regions. Singtel Optus Pty Limited (Optus) is one such company that has evolved during this period as a leader in integrated communications and this paper is assumed to make an analysis of the company’s marketing strategy and its financial position in the market industry.
Ring! Ring! Hello. Every second billions of cell phones calls occur across the globe. Cell phones have made it so that humans can communicate with each other at ease. Since the telephone’s invention in 1876, it has made human communication easier and added to the convenience of life. Being able to talk to a person that is hundreds, or even thousands of miles away has enhanced our forms of communication. However, when the invention of the first telephone came about, it was only for the elite and required enormous and heavy equipment in order for it to be operable, thus many did not own one. Telephones became major in the 1900s; and eventually a new innovation, the cellular phone, came about in 1973, but still a handful of people did not rely on them, or care for them. The first cell phone was of considerable size and was not available for everyone until around 1992. There are close to 6.8 billion cell phone subscriptions currently and most phones are considered smart phones, cell phones that integrate email, internet, and apps on a touch screen handheld device. The volume of subscriptions of phones are rapidly growing. With the
Background One. Tel was launched by Jodee Rich and Brad Keeling in 1995 (Cook, 2001). At first, it looked to get the advantages from deregulation of the telecommunication industry by reselling other network’s capacity and making money through stock market speculation. Rich and Keeling tried to increase the company’s shares rather than profit the company (Cook, 2001). Initially, One.
Cellular phones carry a diverse group of users. In June 1985, there were about 203,000 cellular phone service subscribers. By June 1989, the number had exploded to 2.7 million subscribers, and by June 1995 there were mire than 26 million subscribers. When cell phones were first introduce, only people with a lot of money had them and the service was very expensive. It was a lot cheaper to stop and use the pay phone than it was to use a cell phone. Now, it is almost as cheap to use a cell phone to make a long distance call as it is to make a long distance call using AT&T.
BA#v=onepage&q=price%20of%20cell%20phone%20in%201980s&f=false Chowdhury. R. Evolution Of Mobile Phones: 1995 - 2012. (n.d.). Retrieved from http://www.hongkiat.com/blog/evolution-of-mobile-phones/ MobiThinking. Global mobile statistics 2013 Part A: Mobile subscribers; handset market share; mobile operators. (n.d.). Retrieved from http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats/a#subscribers Poole. I. History of Mobile Phone. (n.d.). Retrieved from http://www.radio-electronics.com/info/cellulartelecomms/history/mobile-cell-phone.php UMTS World. History of UMTS and 3G development. (n.d.). Retrieved from http://www.umtsworld.com/umts/history.htm WorldMapper. Cellular Subscribers 1990. (n.d.). Retrieved from http://www.worldmapper.org/display.php?selected=333
Telecommunications gained mainstream attention in the early 90’s; however the initial key market was business men and women, who used their phones whilst being on the move and so allowing them to communicate with their companies with ease. Though in the modern era, telecommunication went through segmentation in the market trends, and now in this day and age it would be difficult to find someone who does not own some form of mobile technology. Many phone providers battle to provide the best service for their customers (Figure 1).
Its endless list of customers includes the big names in the Telecommunication industry such as Verizon, Sprint-nextel, Tmobile, China mobile, and Comcast. The company has reported sales of $36.6 billion for 2007, a drop of about 15% from its 2006 sales, largely due to its loss in the mobile devices segment. They are even looking at the developing WiMax market which could be a huge cash generator for them in the future.
The changes in the technological can influence many part of societies. When the AT&T Company introduce their new product and services which is wireless and wire line technology will effects occur primarily through the new products, processes, and materials. Thus, changes in technological also often can achieve higher market share and earn higher return because, newly emerging technology from AT&T could derive competitive advantages. For example, internet today becoming more remarkable capability to provide information easily, quickly, effectively, and also can create more value for customer in the future and to anticipate future trends.
"While practically everybody today is a potential mobile phone customer, everybody is simultaneously different in terms of usage, needs, lifestyles, and individual preferences," explains Nokia's Media Relations Manager, Keith Nowak. Understanding those differences requires that Nokia conduct ongoing research among different consumer groups throughout the world. The approach is reflected in the company's business strategy:
Under the circumstance that the mobile phone industry entered the 3rd generation, Nokia faced competition from both macro level and industry level. For the macro level, the government encouraged competition among the operators and handset manufacturers by giving digital licenses to new entrants. As a result, the mobile phones became more sophisticated, for example, the cameras and the games in the mobile phone. For the industry level, which can be analyzed by the Porter’s Five Forces, (lecture )Nokia was facing threat of new entrants, competitive rivalry and the bargaining power of buyers is increasing as well. As the government encourage completion between the handset manufacturers, there are several new entrants from different countries enter this industry, such as Apple from USA, Samsung from Korea. These new entrants compete with Nokia in both smartphone segment and basic phone segment. Some of them even constructed “ecosystems”, which they could integrate the services and applications quickly, in order to produce the phone in just two days. For the bargaining power of buyers’ aspect, they do not need to rely on the only operating system Symbian. They can choose Windows mobile launched by Microsoft, Android launched by Google and Ios launched by Apple, in addition, basically all of them are better than Symbian (Amiya, 2010). The buyers could choose any
By 2001 the telecommunications market was softening; meaning prices were falling due to an excess of supply and a decrease in demand as the dot com boom ended. WorldCom had already signed contracts with third party telecommunication companies promising to complete their calls. These multi billion dollar contracts were actually costing more in expenses than what the company would or was receiving in revenue (Sandberg, Solomon, & Blumenstein, 2002).
In 1990, Nokia Mobile Phones (NMP) was the smallest of the five business divisions of Nokia, with annual sales of $500 million and 3,051 employees. Jorma Olilla, the new president of NMP, in the same year led the division to become the world's second largest manufacturer of mobile telephones after Motorola in just a year and half later. Motorola and NEC, the close third competitor, were the dominant players with a combined 33 percent global market share, compared with NMP's share of 13 percent. During this period, the main customers of mobile phones were business users who could afford the high prices. The everyday consumers were not overly attracted by these high prices and limited functional phones. Despite these limitations, the cellular market was growing rapidly, which brought more Asian producers into the competition. To make the matter worse, there was much proprietary technology and equipment required for analog standards around the globe. The emergence of digital technology provided a hope for a uniform communication standard. As a result, NMP had to make a difficult decision regarding which technology to commit significant resources to.