MKTG806 Applied Marketing Strategy (página 2)

Partes: 1, 2

In particular, Mobile Services has become Telstra"s largest single source of revenue (see Appendix 2), contributing 17% or $3525.9 million to total sales revenue in fiscal 2004 and capturing 46% of the mobile market share. This is a result of 12.7% increase in subscriber numbers, with a significant 35.6% rise in prepaid users, thus improving prepaid revenue by 25.2%. Furthermore, the number of SMS sent by Telstra"s mobile customers increased by 34.7% to 1,903 million in fiscal 2004 (see diagrams below). As consumers continue to assign a greater share of disposable income to mobile communications, Telstra must continue to invest and develop the Mobile business division so that the company can maintain its leading market position and continue to maximise profitability in this business area.

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For consumers purchasing mobile handset and/or services for personal use, the major channel of distribution for Telstra is its retail business unit, branded as "Telstra Shop". Situated in generally high traffic shopping centres, these retail outlets provide the public with accessibility not only a vast range of Telstra products and services, it also enhances the customer shopping experience as trained sales representatives are available to assist in the purchase process. From Telstra"s perspective, it provides the company an opportunity to differentiate itself via the delivery of high quality customer service to end-users, and the opportunity to maximise its other marketing activities, such as the promotion of its brand and products with effective merchandising and appropriate seasonal/event shop front displays.

2 Situation Analysis

2.1 Internal Environment

Corporate Vision, Mission, and Strategic Goal

In order for Telstra"s numerous Strategic Business Units (SBUs), such as the retail SBU of Telstra Shop, to achieve operational efficiencies and maximise synergies, the company has at the corporate level developed a Vision, Mission and Strategic Goal that must be adhered to when compiling strategic plans. Specifically, each SBU must strive to archive the following:

Vision: Telstra – Australia"s connection to the future

Mission: To develop, design, and deliver great communications solutions to every customer

Strategic Goal: Profitable growth

Organization resources

Telstra has been characterized to be the first and during years the only telecommunication company in the market. As a whole company is one of the 25 top enterprises to provide telecommunication services in the world. Telstra Mobile also was the first company to bring wireless services to the country in the year of 1987, and is the one that provide the infrastructure to all the mobile companies in the country. According to the ACA, Telstra has 7.66 millions of users, making the biggest company in mobile services.

Core Competencies and Competitive Advantages

Presently Telstra offers a number of distinctive benefits to consumers as well as competitive advantages over other telecommunication carriers operating within the Australian market, those being:

Its highly recognisable brand
Wide range of services that are provided to consumers
Its" control over both fixed line and mobile infrastructure
Geographical network coverage throughout Australia
Distribution channels ensuring ease of access by consumers to Telstra representatives & customer service via On-Line, Telephone, Telstra Shops being owned / operated retail outlets as well as other retail outlets through Telstra Licensed Dealers
As an established company Telstra can assure consumers of corporate and operating stability
Financial stability flows on to the ability to fund their own Research & Development projects such as 3G

Dominance over the majority of the Australian telecommunications infrastructure allows Telstra to offer its" own customers coverage and access to the network across most of Australia whilst at the same time dictating, to a certain extent, the operations of competing carriers through Telstra"s wholesale division. In addition, arrival of new technology like 3G would provide Telstra with the opportunity to offer new differentiating products and services, such as i-mode.

2.2 External Environment

One of a number of key components when compiling a marketing strategy for a product or service such as Telstra"s telecommunication services distributed through Telstra Shops, is to be aware of the external conditions in which you will have to operate and compete. Variables at the macro level including political and legal factors, technology, consumer demand, industry growth and competition. Telstra must therefore acknowledge the effects that changes in any or all of these variables will have and work within the context of the environment in which it operates.

Political and Legal Factors

Telstra operates within a relatively strict political and legal framework. The telecommunications industry within Australia is governed by the Telecommunications Act 1997 under direction by the Communications Minister and the Department of Communications, Information Technology and the Arts. Regulators active within the telecommunications industry include the Australian Competition and Consumer Commission (ACCC) and the Australian Communications Authority (ACA). The ACCC predominantly oversee the application of the Trade Practices Act ensuring fair competition and consumer interests whilst the ACA maintains the technical regulations and other non competitive aspects in the telecommunications industry.

Telstra itself is 51.8% owned by the Commonwealth Government and in such is subject to controls that other telecommunication providers and carriers are not subject to. If deemed necessary the Communications Minister can give written direction to Telstra to ensure that the interest of the Australian public is upheld.

Technological Factors

In the past few years, rapid technological advances and convergence of the internet and mobile communication technologies have introduced new method of delivering content and quality of mobile service. Furthermore, the emergence of mobile telecommunication related technological innovations will continue to change the speed, capabilities, functionalities and availability of information for end-users and market players of the mobile industry.

These continued advances in telecommunication technology, particularly in the mobile segment, provides room for ongoing growth for carrier and providers even though the market appears to be reaching saturation with 17.2 million subscribers at year end 2004 equating to 77% penetration.

Currently, the majority of Telstra products and services are supported by 2G (second-generation) and 2.5 CDMA mobile technologies. This technology only allows digital voice call, SMS messaging and other basic ancillary data such as time and date. With the introduction of the new 3G (Third Generation) Mobile Technology, Telstra must ensure that its product and marketing mix are carefully managed so that revenue from retail customers with products supported by both the existing and emerging technologies can be maximised. 3G supported products will provide consumers with the ability to transfer both voice data (a telephone call) and non-voice data (such as downloading information, games, ring tones, exchanging email, and instant messaging). Hence, providing value added services, such as mobile data and content, will become a fast growing area in Telstra"s mobile area.

Industry Environment

Mobile telecommunication is a high yield but high cost and fiercely competitive industry. Since 1997, investment in the industry to support new networks has exceeded $8 billion (ACA Report 2003-04) Hence, the barriers of entry into this industry is substantial, and the threat of new entrants for existing major players, like Telstra, are therefore low due to the high investment and operating costs required.

Over the past 5 years, the mobile industry has increased by 48%, compared to a 30% increase in the Telecommunication industry as a whole (BMI Report, Feb05). Revenue of mobile industry is estimated to be $8.8 billion for year end 2003/4, representing 28% of total telecommunication industry"s revenue. Furthermore, subscribers are forecasted to grow to 17.2million by June 2005 reaching about 87% market penetration rate.

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Competitive Environment

There are five main competitors within Australian Mobile market namely, Telstra Mobile, Optus Mobile, Vodafone Australia ,Hutchison – Orange, Hutchison 3G (see diagram below).

Telstra Mobile, being the market leader has been the driving force for growth with 5.4% increase in year 2003/4. Its main rival Optus Mobile has also experienced healthy growth in the past year.

Optus and Vodafone have also jointly set up 3G network sites and radio infrastructure, which will potentially build up their competitive advantage against Telstra. Hutchison 3G"s early entry strategy into the growing market of 3G network services has enabled it to dominate this new market thus far. However as Telstra, Optus and Vodafone are entering this market, the market dominance of Hutchison in 3G services is expected to be weakened.

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(Ref: Figures from BMI Report Feb 05)

Growth was driven by market leader Telstra, with 5.4% increase in year 2003/4, while main rival Optus Mobile also experienced healthy growth and Hutchison"s 3G service is beginning to make an impact on the market; market share remain low at less than 1.5%, however it is expected to have higher growth levels in the coming year.

2.3 SWOT Analysis

Strengths

Multiple synergies across various products including fixed-line, internet, cable TV and mobile.
Dominance of Telecommunication infrastructure across Australia
8.3% mobile revenue growth year to date 31 March 2005
Mobile subscribers grew by 76,000 in the 2004/2005 Third Quarter, resulting in Telstra continuing to be the biggest mobile services provider in the Australian market (Telstra Half year Report 2005)
Vast network coverage across Australia
Wide spread location of Telstra shops throughout Australia
75% market share in the Australian telecommunication share
Relatively high brand awareness

Weakness

Australian government stake in Telstra has resulted in a higher level of scrutiny in comparison to others operating in the Australian telecommunication market.
Recent resignation of CEO Ziggy Switkowski leading to issues with succession and corporate stability
Failure in recent international ventures – REACH alliance with PCCW and decreasing sales in HK mobile operator CSL, resulting in unfavourable financial outcomes for the company.

Opportunities

Continued growth in Australian mobile subscriber base – as at 30 June 2004 and increase of 15.4 percent over the previous year (ACA Reports 03-04)
Growth in 3G supported mobile services – new agreement with Hutchison 3G Australia to share 3G mobile network infrastructure, will accelerate deployment and lower roll-out costs
Recent strategic partnership with Japan"s NTT DoCoMo, provided Telstra with the license and opportunity to offer i-mode, a wireless data and internet service available via Mobile (BMI Report, Feb05)
Expansion of GSM and CDMA network in rural areas leading to growth opportunities in subscriber base of mobile services
Prepaid contracts account for 43% of total mobile services in June 2004 showing continued growth opportunities
Short Message Services (SMS) has been identified as a source growth in mobile telecommunication industry by 28% from 2003 to 2004 (ACA Report 03-04)
The current Commonwealth government"s intention to fully privatise Telstra may potentially reduce current restrictions faced by Telstra, such as its ability to raise equity capital or use its equity for acquisition opportunity

Threats

Mobile market approaching domestic saturation
SingTel Optus and Vodafone Australia also entered an agreement to build and operate joint 3G network sites and radio infrastructure across Australia – resulting in lower rollout costs for both companies
Significant growth by main competitor Optus
Convergence of multimedia devices and services has led to fierce competition within the voice and text communication industry.

2.4 Positioning and Customer Analysis

Marketing Segmentation

Telstra operates in a broad market within the Australian telecommunications industry, providing mobile products and services to numerous market segments, namely the private (personal user), business and government sectors. For the purpose of this strategic planning, the core target market is based around the private market segments and personal consumers of mobile services.

Personal (non-business) user of mobile products and services

Segmentation of the market was based on product related behavioural descriptors:

Low Usage Customers
Technologically Conscious and Big Spender Customers:

Market Positioning and Target Market Characteristics

The target market characteristics are as follows:

Low Usage Customers – Consumers who are sensitive to the cost of mobile products and services but like the security and convenience that this service offers. Hence, they are infrequent users and are predominantly consumers of our Prepaid mobile services and high SMS usage customers. Target market motivators and factors to consider for market positioning:

Younger generation of consumers, who may or may not be financially independent, and therefore, the consumer making the initial purchase may not be the end-user; this will have an impact on promotional activities and advertising.
Availability of service (Prepaid SIM cards) across a wide range of distribution channels is highly regarded
Wide network access & coverage
Reliability of service
Ease of initial connection / start up
Affordability
Flexibility
Choice of plans

Technologically Conscious and Big Spender Customers:

This target market is identified as early adopters of new technology, as well as consumers who are willing to spend a large proportion of disposable income (more than $100.00 per month) on mobile products and services. Other characteristics include:

Frequent users of mobile phone service often for social interaction & regular communication
Value innovative telecommunication services (Early Adopters) and mobile phone is often perceived as a fashion item or accessory to the end-user
Highly regard data transmission speed and ability to access a wide range and high quality services
Functionality, design & appeal of handset
High conscious of exclusivity and social trends; sceptical to unconventional advertising and promotional strategies. To engage consumers in this target market, more savvy and unique style of promotional campaign must be implemented.
Less price sensitive

3 Objectives

Corporate Objectives:

Increase total net profit of Telstra products compare to year 2004-05.
Refocus core business from traditional services such as fixed line operations towards new areas of telecommunication in wireless, data, and broadband access applications, and content
To ensure all Telstra SBU"s strived towards achieving corporate vision and mission objectives.
Focus on maximizing the delivery of relevant products to Telstra customers and improve customer experience
Maximise returns for shareholders

SBU Objectives – Telstra Mobile Services

Continue to grow mobile division revenue by 12 percent
Continue to provide innovative products and services on Telstra mobile networks
Differentiate Telstra mobile services from existing competitors
Maintaining market leader position and market share of 45% by investing in growth areas and continue to identify market strengths

4 Marketing Mix and Action Programs

Telstra will be implementing different marketing strategies for the two identified target markets.

Low Usage Customers

Focus on retaining existing SMS and prepaid subscribers
Continue growing the number of new subscribers and focusing on increasing SMS usage.
As the market leader, improving customer loyalty by introducing more value added services.
Differentiate our SMS prepaid services from other competitors in the market.

Technologically Conscious and Big Spender Customers

With the mobile market in Australia approaching saturation, one of Telstra"s strategic objectives to maintain revenue growth and market dominance will be to offer 3G services. 3G services have been identified as a potential growth area in the Australian telecommunications market and to date been poorly delivered to consumers by Hutchison Telecommunications (Australia) with their commercial operators commencing mid-April 2003.

Forecasts compiled for 2004 estimated Hutchison"s 3 up-take offering 3G services will continue to be slow with only an overall market share of 2.0% – 2.5%. (BMI) In contrast the estimates for cellular mobile phone subscribers, continues to grow at the following levels:

2005

2006

2007

2008

Subscribers

("000)

18,100

18,770

19,050

19,200

With the opportunity of this potential growth area identified Telstra"s 3G objectives must take into account internal competencies from which competitive advantages can be built, existing market competition and deliverance of services that are seen to be beneficial to consumers.

With 3G services being new to the Australian market and only one existing operator competing in this potentially growing market, that being Hutchison"s 3, the approach on entering the market will be that of a "challenger" service.

The marketing objectives for the mobile business unit within the 3G services will therefore include the following:

Identify the behaviour of target customers through market research projects, such as focus group interview
Heavily promote 3G services to high usage customers through effective advertising and PR strategies.
Utilize Telstra"s integrated services to differentiate Telstra"s 3G from other existing and potential competitors
Strengthen Telstra"s 3G services through identifying errors or missed opportunities of the incumbent 3G service provider Hutchison
Gain a dominant market share of 3G subscribers
Clearly market Telstra"s 3G services to capture consumer interest
Although Telstra"s 3G services will not be first to market however it should be promoted to ensure it is first in the mind of consumers when thinking 3G

Marketing Mix – Low usage mobile market

Product

Growth in this mature market will only be gained through extensions to existing SMS usages and Prepaid services that add value and benefits to current users.
Making use of the popularity of various polyphonic ring tones, current Telstra subscribers will be sent an SMS message advising users of new tones which can be activated on their handset. This program will not only benefit the company by providing diversified service for young customer but also earning profit through SMS and advertising commissions.

Price

Maintain current price policy for prepaid subscribers and SMS services however increase customers perceived value of our product by offering additional value added services such as free trail subscription to certain SMS downloads (for example, polyphonic ring tones and wireless games)
Decreasing tiered price structure based on usage.

Place

Build up distribution network in places highly frequented by low usage customers to enhance the possibilities of repurchase. One of the feasible actions will be using vending machine in high traffic areas, such as railway stations, bus stops and supermarkets, to allow consumers to add credit to the existing prepaid card.

Promotion

Stimulate SMS usage by negotiating with companies who wish to target their advertising towards the highest users of SMS, in particular youths. For example, promote the free subscription of weekly ring tones notification, or free SMS notification delivered to consumers" phone to promote entry to various competitions (for example, free Kylie Minogue concert tickets or winning free iPods). If consumers are interested in the product being advertised, they must send a reply SMS to express their interest and the company will then send them an activation/access code. From consumers" point of view, this is an extra value-adding service; from Telstra"s perspectives, it has the potential to increase revenue through advertising commission (from ring tone companies) and additional SMS usage from consumers (i.e. SMS reply to advertising company). Furthermore, it will create a point of differentiation and maximise the return of a relatively small amount spent on advertising in this mature mobile market.
To retain existing customers and prompt current prepaid subscribers to re-purchase Telstra"s credits by sending a low credit notification via SMS. Once received, subscribers will be encouraged to recharge their prepaid card within 7 days by visiting a Telstra Shop outlet. If taken up the user subscribers will be rewarded with a 10% discount off any purchase made at the same time within the Telstra Shop.

Marketing Mix – Technologically Conscious and Big Spender Customers Product

To differentiating from competitors in the existing niche market of 3G services, namely, Hutchison 3, by offering extra value-added products and services. For example, bundling Telstra products when consumers take up 3G supported mobile products and/or services through Telstra.
Product bundling and incentives will include: Free trial offers of FOXTEL cable TV or 3 months free subscription to Telstra related content packages, such as access to Telstra"s Sensis directory and Whereis.com when consumers subscribe or purchase Telstra"s 3G supported mobile products and services. This should also assist in indirectly promoting Telstra"s non-mobile products and services.
Identify changing behaviour and preferences of target customers through ongoing market research projects, such as focus group interviews

Price

Telstra pricing policy on entering the 3G market should take into account that it is a relatively new to consumers and therefore targeted at the early adaptors / high usage target market. To rapidly recover investment costs and maximise profits in the short term prior to other competitors entering, such as Vodafone / Optus a skimming policy should be maintained – that being a relatively high subscriber price with the realisation that initially only a small percentage of the market will take up the service.
Enough flexibility is then established from the outset so that once competition does enter the market and inevitably price wars commence Telstra can comfortably discount the subscriber charges to maintain market share without falling below their fixed costs.

Promotion

In store promotion of 3G services are to be assisted by store staff and also self service touch screen monitors detailing the features and benefits of Telstra"s i-Mode and 3G supported products and services.
Introductory offers will be available to consumers whereby the purchase of one 3G package will be rewarded with a 50% discount off the purchase price of a second 3G package. This will not only stimulate sales of 3G packages but will also enhance the content usage of subscribers in the long run.
Free savvy online newsletter for existing and potential customers. This is a relatively low-cost promotional activity to continually promote new products and services offered by Telstra, as well as establish stronger brand awareness of Telstra in the mobile market segment. Information such as new market trends and fads will also appeal to the target consumers while making the Telstra brand seem more customer service oriented and youthful.

The newsletter should include special promotional offers for existing customers that are redeemable only on a visit and purchase from the Telstra Shop (for example, coupon of $20 off next purchase from Telstra shop), hence promoting customer traffic. It will also include incentive offers to promote customer loyalty, as well as reward customers for any recommendations and subscriptions of Telstra products and services to a friend. Furthermore, this online newsletter will provide an avenue for phone manufacturers, such as Nokia and Motorola, to advertise its products, thus providing Telstra with an opportunity to increase its bargaining power and leverage with its phone suppliers.

Free giveaways CD-ROMS are to be developed as a promotional tool again detailing the product attributes and benefits of Telstra"s i-Mode and 3G supported products and services. This promotional CD-ROM can be distributed to potential customers via the Telstra Shops, or given out at high traffic locations such as major shopping centres, train stations and attached to appropriate magazines that are read by our target consumers, such as in PC world (male) and InStyle (female) magazines

Place

Telstra 3G services will initially be available in all major cities across Australia and distributed through Telstra Shops. Limiting the distribution of 3G supported products and services to Telstra Shops and selected recognised dealers only (Crazy John and FoneZone) is to ensure that potential consumers are assisted by experienced in-store staff that are trained to highlight the benefits and array of functions available through this service. This is also consistent with our strategy of highlight the exclusivity of this product in the initial phase. Subsequently, when 3G supported products and services are widely available and offered by our major competitors, the distribution of 3G supported products and services will be expanded accordingly.

5 Financial Forecasts

Revenue from Telstra"s sales of mobile products and services for personal use is expected to increase by 11.8%, yielding an estimated net profit of 13% for fiscal year 2006. At present, total mobile revenue represents 17% of total Telstra group"s sales revenue and with the continued growth and innovation of products and services supported by wireless technology, such as 3G, it is anticipated that the mobile SBU will continue to achieve corporate objectives and remain a profitable division for Telstra group. Expected sales revenue in fiscal year 2006 are summarised as follows:

Sales Revenue ($ in millions)	FY'2006	% of total revenue	Estimated Sales Growth % (for each revenue item)	FY'2005	% of total revenue
Mobile Access Fees and Call Charges	$1391.3	65.35%	5.00%	$1325.0	69.59%
Value-added Services (inc. SMS, games & wireless data transfer, etc.)	$544.1	25.56%	35.00%	$403.0	21.17%
Mobile Handsets	$193.6	9.09%	10.00%	$176.0	9.24%
Total	$2128.9	100.00%		$1904.0	100.00%

NOTE: Expected total sales revenue = (2128.9 – 1904) / 1904

= 11.8%

Forecasted Budget 2006 ($ in millions)

Profit and Loss – Fiscal year 2006	%	FY'2006
Sales Revenue *	100%	2,128.900
Cost of Sales	58%	1,234.700
GROSS PROFIT	42%	894.200
Sales and Marketing Expenses ^	2%	42.600
Administrative Expenses	6%	127.734
Employee Expenses	15%	319.335
Premise Expenses	7%	86.429
Depreciation and Amortisation	5%	44.710
Other Operating Expenses	3%	1.278
NET PROFIT before interest and tax	13%	272.110
* detailed revenue estimates in table above
^ detailed allocation of marketing costs on page.26

6 Implementation Controls and Monitoring

Various business functions within the Telstra group as a whole will play substantial roles in the implementation of the strategic marketing plan for fiscal year 2006.

Low usage mobile market

Understanding that the core objective is to extend the life cycle of this existing service, continued marketing communications for the Prepaid / SMS division will be required.

Briefing of the Telstra Marketing Communications Department is to be carried out for internet construction, advertising, promotion and public relations activities.
Briefing of the Customer Service Department is to be carried out to handle consumer inquiries received via Telstra"s 1800 customer service number.
Briefing of the Technical / Operations Department will be carried out so ensure implementation of the SMS line extension is operational prior to planned roll out date.
The Human Resources Department will need to be briefed so that appropriate staff training is held prior to roll out date of the Prepaid / SMS marketing communications program.
Notice to all distribution outlets of the Telstra Prepaid services is to be completed and promotional materials distributed for in store display.

Technologically Conscious and Big Spender Customers

3G supported products and services, being new service offered by Telstra, will require heavy advertising and promotional activities to gain consumer awareness and communicate the product value and benefits to the target market. The Marketing Communications Department will require briefing to ensure this is carried out.
Briefing of the Customer Service Department is to be carried out to handle consumer inquiries received via Telstra"s 1800 customer service number.
Consultation and briefing of the Technical / Operations Department will be required to ensure delivery of 3G supported services are on schedule and content sites are available.
The Human Resources Department will need to be briefed so that appropriate staff training is held prior to roll out date of the 3G supported products and services marketing communications program.
Handset manufacturer partnerships will need to be developed and updated on technical issues on a regular basis. Delivery of handsets to all distribution outlets including Telstra Shops will need to be completed prior to roll out date and in time for training of Telstra Shop floor staff.
Content providers will be briefed to ensure access is available by roll out date and sites are compliant with Telstra"s 3G supported handsets.

6.1 Implementation Plans (Summary Table)

Monitoring and Contingency Plans

Telstra"s contingency plans will help to respond in the market at the right time. These contingency plans will involve and promote more effective communication across SBU and departments within the company.

Progress reports will be developed. These reports will help to increase communication across the company, and measure services and strategies performance.
Communication and coordination strategy will be matched with the governmental organization, social organization, and company organization. This will provide a better view of the environmental context. This base will help as forecast in the future decisions of the company.
Window of vulnerability will determine the range of time to change the plans for the strategy, if the plans go wrong.
Services to measure 3G technology will provide information to the contingency plans, permitting to have actualized and measurable information, in case of emergency.
If the market does not respond positively to the new products and services, free trial product/service offer packages could be provided to selected customers to stimulate brand and product awareness, and ultimately increase sales demand through word-of-mouth promotion. This will also allow selected customers to experience the benefits of the product, without the costs and risks associated with an actual purchase.
Carefully monitor major competitor"s pricing and promotional activities and entry into the 3G market, and prepare recommendations and potential adjustments to our marketing mix to ensure our leading market position and healthy sales are maintained in the long-run.