Marketing Case Study: Americatel

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1.) Americatel is positioned within the small to mid-sized market in the telecommunications sector. However, their primary competitors Movistar and Claro compete within the large-sized market. With only 10% overall market share, Americatel has the potential to capture additional growth as the industry growth rate is growing at 6%. To accomplish this we recommend that Americatel own their position in the small to mid-sized market by capitalizing on their competitive advantage of providing superior customer service as well as leveraging new solutions to further drive customer satisfaction.

Presently, Americatel is known in the industry for providing excellent customer service. However, most companies say they believe in good customer service,
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Delivering superior customer service takes both understanding what your customers want and a way to see that they receive it. Having identified this attribute as a competitive advantage, Americatel can further strengthen their position in the small to mid-size market by implementing customer experience management techniques. First and foremost, customer satisfaction must be measured across all departments; this can be done with the use of a companywide survey and/or measurement of exit and abandonment rates. Additionally, Americatel should evaluate the loyalty of customers as customer loyalty is an excellent parallel for customer satisfaction as it’s used to describe the behavior of repeat customers.

Another method for leveraging superior customer service is with the investment in a formalized training program for the sales department in addition to developing cross-training programs across all departments. The first touchpoint customers have with Americatel are the sales staff. At this time there are no formal
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Incentive compensation should communicate a company’s overall objectives and be structured so as to reward performance while ensuring overall company growth objectives are met. One type of an incentive is a structured incentive, these incentives have two components; (1) they must be capable of fluctuating as performance changes, and (2) based on a specific accomplishment that is understood by both management and the employee. Examples include but are not limited to piece rate (set dollar amount for every product sold), profit sharing, or set percentage of the total dollar amount sold. Whichever pay structure is implemented it will be important that the incentive be linked to pay for performance. It is presently clear that resources make it difficult to offer competitive salaries that are aligned with the larger competitors. Therefore, linking pay for performance will ensure optimal results for both the company and the employee. Implementing a fair pay structure will not only motivate employees, it will also facilitate in their retention which will decrease costs associated with
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