2013

RESOURCE DEVELOPMENT
INTERNATIONAL IN
PARTNERSHIP WITH
BIRMINGHAM CITY UNIVERSITY
MODULE: PROJECT MANAGEMENT &
RESEARCH METHODS
{INDEX NUMBER: 000000000012}

KOFI KISSIEDU
ERIKSSON COMPANY
10/5/2013
 TABLE OF CONTENTS

PAGE NO.
ABSTRACT……………………………………………………………………………………………………

INTRODUCTION……………………………………………………………………………………………..

DISCUSSION………………………………………………………………………………………………….

CONCLUSION & RECOMMENDATIONS………………………………………………………………..

REFERENCES………………………………………………………………………………………………..

BIBLIOGRAPHY…………………………………………………………………………………………….

APPENDIX……………………………………………………………………………………………………
 ABSTRACT

In developing a detailed marketing plan as the Head of Sales and Marketing at 3GM in the midst
of intense rivalry, competition and market saturation to enable it stay ahead and gain a competitive
advantage at the expense of other radical and already existing players such as TEL, ABC, COM,
etc. as well as new entrants pertaining to the overriding issue emanating from the change of ownership
of two competitors with the sale rates of 20% and 28% as exemplified in the case study under scrutiny,
a number of strategic initiatives during the situation analysis were employed. A few of these
pointers dealt with in the course of this extensive research project are listed as below: (a) Usage of
Seven (7) “Ps” during the Micro-Environmental Auditing (b) Effective utilization of PESTEL in
conducting a Macro-Environmental Analysis of the organization in contention (3GM) as well as
the effective application of the principles of project management tools, techniques, report writing
and presentation skills into its scheme of things to foster competitive advantage, optimum
performance, performance and productivity.

The objective of the study was to augment market share, profit margin, and growth rate, ROCE etc.
by 45% via competitive advantage of 3GM at the expense of telecom rivals such as TEL and
ABC as well as the 2 new entrants by the end of December, 2012.

Some of the strategic initiatives deemed fit and feasible to enable 3GM have an enviable
competitive edge and stay ahead of the competition irrespective of the saturated nature of
prevailing markets are categorically listed as below: (a) Customer Acquaintance (b) Product
Promotion (c) Strategic Location Selection (d) Building a Strong Relationship with Employees (e)
Improvement in Billing and Service Quality (f) Adherence to Premium Business Solutions etc. as
well as effective application of project management techniques, tools such as Crashing, Expert
Judgment, Precedence Diagramming Method (PDM), Heuristics, Critical Path Method (CPM),
PERT or GANTT charts, Variance Analysis, Delphi Technique, Monte Carlo Analysis etc. to
prevent both time and cost overruns.

Marketing Mix (7Ps) was also used during the implementation stage in the course of this extensive
work.

With regards to the Monitoring & Controlling category, tested and reliable project management
techniques/metrics/tools such as the Balance Score Card (BSC), Benchmarking, Performance
Appraisals, Sensitivity/Gap Analysis, Budgetary Control Measures, Statistical Methods such as Run
Charts, Scatter Diagrams, Pareto Charts, Ishikawa Tools of Quality, Kaizen Continuous
Improvement, Six Sigma Level just to mention a few were suggested to be used to also boost 3GM’s
market share, profit margin as well as the attainment of overall organizational set goals and
competitive advantage.
 INTRODUCTION

The rapid forces of globalization, change and competition compelled firms to formulate marketing
strategy and mix that operated beyond the present market challenges by satisfying current customer
and hypnotized a sizeable proportion of the targeted market in the long run through a continuous
modification of its various tools (Obasan & Soyebo, 2012).
The advent of globalization had helped the telecommunication industry to gain more popularity while
its service patronage is growing rapidly among citizenry. This has prompt telecommunication
marketers to developed new strategies aimed at increasing their customer’s size. Mobile phone is the
most promising and high growth area of telecommunication, with more than 1.7 billion global
subscribers and about 80% of the world’s population covered by mobile networks (Obasan &
Soyebo, 2012).
Again, the telecommunications industry has greatly revolutionized and re-engineered the
contemporary human communication system around the globe in which it has undoubtedly greatly
benefited almost all aspects in the modern society, especially the business sector of which
telecommunication technology have made it more efficient, productive, competitive and
accessible to their customers or clienteles. Not only has the business sector greatly benefited from
the said technological innovations and advancements but also governments, non- profit
organizations and individuals as well. “The customer markets, residential and small business
markets are arguably the toughest. With literally hundreds of players in the market, competitors rely
heavily on price to slog it out for households' monthly checks; success rests largely on brand name
strength and heavy investment in efficient billing systems. The corporate market, on the other hand,
remains the industry's favorite. Big corporate customers concerned mostly about the quality and
reliability of their telephone calls and data delivery are less price-sensitive than residential
customers” (Investopedia, 2011a). Billions of dollars of revenues are derived from these market
segments of which telecommunication companies like MTN and its competitors such as
VODAFONE, TIGO, GLOBACOM in Ghana just to mention a few enjoy big market share in
their respective countries of operations.
Modernization and for that matter, globalization of the economy and the contemporary age of
information prevailing in the telecommunication industry has become the fastest growing and most
profitable form of business to engage in where such phenomenon can be perceived in the Middle
East and the rest of the world. It is an undeniable fact that the telecommunication fraternity has
become an innate part of every activity of today’s consumers which offer tremendous
opportunities as well as challenges to telecommunication companies to plunge in
(www.ehow.com).

Today, countless number of organizations in all sectors of industry, commerce and government are
fundamentally dependent on their information technologies. In the exact posits of Rockart (1979),
Information Technology (IT) has become inextricably intertwined with businesses scattered across
the globe. In some industries such as telecommunications, media, entertainment and financial
services, where the product is already or is being increasingly digitized, the existence of an
organization critically depends on the effective application of IT. The information revolution is
sweeping through our economy and the world at large. No company can escape its repercussions and
effects in either the short or long run. Dramatic reduction in the cost of achieving, processing, and
transmitting information is changing the mode by which we do business.
Strategic, tactical and operational planning via the effective implementation of management strategies
by telecommunication companies like COM and TEL are strongly driven by the incessant threats
exhibited on the part of new entrants which may originate from its own country of origin, region, or
foreign based and in the other countries which it operates that significantly affect its profit
margins, reformulation of marketing and management strategies to ensure the sustainability of its
market share and competitive advantage. As most new entrants are entwined with strategic pricing
that are much lower than the existing companies, introduction of fresh corporate branding, mobile
broadband capability and has more innovative features in terms of products and services,
aggressive promotional or advertising operations to convince prospective clients to subscribe to
their telecommunications services.
More so, the demands and/or trend of demands from the buyers/subscribers are powerful
determinants in the implementation of marketing and management strategies of firms involve in
the telecommunication business. “With increased choice of telecom products and services, the
bargaining power of buyers is rising. Let's face it; telephone and data services do not vary much,
regardless of which companies are selling them. For the most part, basic services are treated like
a commodity. This, more often than not culminates into customers seeking v e r y l o w prices from
competitors that offer reliable service. At the same time, t h e p u r c h a s i n g p o w e r o f buyers
can vary somewhat between market segments. While switching costs are relatively low for residential
telecom customers, they can get higher for larger business customers, especially those that rely more
on customized products and services” (Investopedia, 2011b). There is no doubt however that the
bargaining power of the buyers/customers are fully understood and proactively dealt by COM, TEL,
etc. as spelt out in the case study which explains their undeniable competitive advantage in the
markets it is engaged in.
Furthermore, the telecommunication industry in Africa has experienced tremendous and radical
changes in recent years. The liberalization and de-regulation of the nation’s telecommunication
industry and the economy as a whole has prompted the entry of many new players into this sector.
Taking advantage of the opportunities provided by the de-regulation, many local and foreign
investors of different sizes and strength have sought to create a niche for themselves. The level of
activities in this sector has increased significantly over the past ten years and it is envisaged that this
will not abate soon. The environment is therefore becoming more competitive than before while some
of the leading telecom companies have started expanding their operations overseas especially into the
West African sub-region to compete with long established international players. In all of these, there
is increasing demand and pressure on the management of these companies to deliver on shareholders’
earnings and justify increasing investment in their companies (Oyedijo, 2012).

Lastly but not the least and in a nutshell, the objective of service companies like COM, ABC, 3GM
etc. that offer communication services is to develop services to satisfy its numerous customers. In due
time, satisfied customers will be those that will be loyal and help the company to sustain business and
competitive advantage. It should be observed that the retention of existing customers is much
cheaper than acquiring a new customer; therefore communication companies like INTEL, MTN and
VODAFONE are putting much more emphasis on promotions, branding and mobile broadband
capability as a marketing management tool to managing customer relationship and to increase
customer satisfaction and loyalty. At present due to environmental dynamism, technological
advancement in the telecommunication arena and competitiveness, the struggle for survival and
success in the business has become more difficult and challenging. The growth trend and nature of
the service industry with the competitive environment brought several and special problems for
services marketing. Since service encounters are complex and multiple factors affect interactions,
organizations have to adopt formidable and holistic marketing approaches to deal with these
debilitating problems (Obasan & Soyebo, 2012).
It is against these backdrops and very reasons why it is expedient that the researcher of this
scholarly paper thought it wise to explore and embark on extensive marketing research regimes,
employ proactive marketing strategies/plans as the new Head of Sales and Marketing such as
conducting a Micro-Environmental Audit, Macro- Environmental and the effective utilization of
SWOT Analysis as well as the development of a formidable Market Plan which seeks to
provide an extra impetus as far as gaining a competitive advantage at the expense of other radical
players like COM, ABC, TEL etc. in the telecommunication fraternity is concerned cannot be over-
emphasized or underestimated vis-à-vis applying the principles of report writing and presentation
skills as well as the effective utilization of key project management principles, tools and techniques
that significantly makes not only its call rate pricing highly competitive and attractive to its
subscribers and to the market where it competes but also gain an enviable drive as regards its profits
margins, return on capital employed (ROCE), return on investments (ROI), market share, efficiency
which will invariably culminate into its optimum productivity and profitability .
 DISCUSSIONS

PART A-MARKETING CAMPAIGN

DEVELOPMENT OF A MARKETINGPLAN TO BOOST 3 GM’s MARKET SHARE

In developing a strategic marketing plan to reverse the trend as far as 3GM’s profit margins, market
share etc. is concerned, the under listed processes are quite insurmountable: (a) Situation Analysis (b)
Objectives of the Study (c) Strategy to Adopt (d) Implementation of the Strategy (e) Controls etc.

SITUATION ANALYSIS

Situation analysis in the strict sense comprises of: (1) undertaking a Micro-Environmental Audit of
the Telecommunication Outfit in contention (Utilization of the Seven (7) “P’s” i.e. to say (i) Product
(ii) Price (iii) Promotion (iv) Physical Evidence (v) Process (vi) People (vii) Place and (2) conducting
a Macro-Environmental Analysis (Using PESTEL) i.e. (i) Political (ii) Economical (iii) Social (iv)
Technological (v) Environmental (vi) Legal

MICRO-ENVIRONMENTAL AUDITING

PRODUCT Diversified products including Blackberry, Broadband 4 U,

Semi-satisfied customers
PRICE Exorbitant prices/tariffs of products and services
PROMOTION Customer loyalty, partial/semi promotion of products
PHYSICAL Quality and corporate branding of products, well-groomed,
EVIDENCE energetic and neatly dressed staff, state-of-the-art building such as
the head office and numerous outlets across the nooks and
corners of the country
PROCESS Internal processes and customer care service deficiencies, well-
knitted, market-driven processes, user-friendly, cost-
effectiveness (lack) etc.
PLACE Strategically located/vantage outlets
PEOPLE Innovative/skilled staff, high labor turnover

USAGE OF SWOT ANALYSIS

STRENGTHS WEAKNESSES

Efficient network infrastructure Non-existence of product promotion

Loyalty bonus to customers Weak strategic location selection

 Expertise/Skilled workforce
(Innovative staff with high acumen
and ingenuity)
Low labor turn-over/downsizing
through retrenchment strategies,
spinning-offs etc.
Diversified geographical portfolio
with strong mobile telecommunication
operations in Europe, the Middle East,
Africa, Asia Pacific and to some extent
the US
Leading presence in emerging
markets such as India and China
OPPORTUNITIES
Prevalence of Global brand
Products and services targeted at
segmented markets
Stable democracy
Focusing on technological solution such
as the effective utilization of project
management tools and techniques thereby
improving returns
Major stake in the developed countries
Research & Development of new and
state-of-the –art mobile technologies
Less utilization of web-marketing and
inability to build strong relationship with
employees
Non-existence of service quality, physical
evidence, employees’ lack of information
management (tightlipped) and billing
inefficiencies
3GM in Dubai business not nearly as
strong as the Europeans/rest of the
world operations as well as inadequacies
of basic business and enterprise
solutions as well as process variation
Non-existence of customer loyalty,
service quality evaluation, quality
option, strong/corporate image as well
as product market expansion
Low average customer handling time,
lack of product market expansion,
inability to build strong brand, quality
option, evaluation of service quality
and lack of strategic initiative
implementation
THREATS
New entrants such as the two
companies with sales increment of 20% &
28%
Other Internet Service Providers
(ISP’s) offering the same products such
as COM & ABC
Prevalence of highly competitive
market & radical players such as TEL, ABC
etc. High influx of inferior quality pirated
products from countries such as China.
Extremely high penetration rate into
the Dubai market
Influx of digital music industry,
prevalence of file transfer
Increasing internet savvy population
 Smart devices increasing becoming popular,
increasing demand for laptops, greater appetite
for data connectivity

OBJECTIVE OF THE STUDY

To augment the market share by 45% via competitive edge (advantage) of 3GM at the expense
of other radical players in the telecommunication industry such as ABC, TEL, COM, etc. by
the end of December, 2012.

STRATEGY

¥
 Increasing internet savvy population
Consumer  Smart devices increasingly becoming
popular
 Increasing number of NMCs
Data
 Increasing demand for laptops
Enterprise
 Greater appetite for data connectivity
 New market for premium business

 Increasing demand for smart devices

Mobile
Consumer
 Promotionally responsive market
Voice
 More market growth; 62% Penetration
 STRATEGIES TO ADOPT TO ENABLE 3GM STAY AHEAD OF THE COMPETITION
AT THE EXPENSE OF ALREADY EXISTING RADICAL PLAYERS SUCH AS COM,
TEL, ABC & OTHERS
An efficient marketing strategy is one of the pre-requisites for the success of a business.
Numerous researches have been carried out to know which marketing strategies can guarantee
success. But the fact is with rapidly changing global markets, competitive rivalry becoming so
intense as well as market saturation, organizations need to be at their innovative best to come up
with strategies that cater and appeal to the target customers. There are numerous successful
marketing strategies and enlisting each one of them is not possible as what may work for one
product or service may not work for another. There are certain basics of marketing that have
proven to be useful and effective over the years. A few of these marketing strategies that 3GM
can factor into its scheme of things to enable it stay on top of the competition in terms of market
share, profit margins via competitive edge are categorically listed as below:

EFFICIENT MARKETING STRATEGIES USING THE “7” P’s

Customer’s acquaintance: The first and the foremost thing that we need to do before we get
down to brainstorm on marketing strategy is to identify which segment of population will the
product or service cater for (People). It is important for us to familiarize ourselves with this
attribute because customers have varied tastes and preferences and ignorance on this can have
serious repercussion/impact on our plans. It is therefore imperative that we plan our strategy in
accordance with our target customers.

Along with a proper promotion policy, an ideal people-oriented marketing strategy ought to be
put in place by 3GM to enhance Customer Satisfaction Management (CSM). Customer-centric
product promotion is nothing new in the industry though product promotion campaigns are
less likely to be determined by any other factors than the strengths of the product (Lovelock,
1999). In as much as the emphasis might be placed on the overall promotion strategy to attract
as many potential customer as possible, there won’t be any strategic advantage in the long term
if 3GM concentrates too much on its strengths only such as network infrastructure, loyalty
bonus to customers etc. This is irrevocably a strategic shortcoming in the continual
development process that 3GM should imbibe into its scheme of things in order to
maximize profit margin, market share and overall profitability in the long run.

Product Promotion: Running a sale, or putting discount coupons in the daily newspapers or
internet sites helps in creating visibility for our business. Before we plan a promotional offer, it
is important that we have enough information about the offers of our competitors. Another
benefit of this marketing strategy is that our customers are likely to tell their friends about the
promotional offer. This will help us a great deal as word-of-mouth publicity counts a lot. It is
therefore important that 3GM maintain a balance with their pricing and offer. If they keep the
price too low, they may not be able to recover their costs which can lead to losses/detrimental
consequences.
Again, product characteristics include those tangible and intangible benefits for the
customer. Candidly speaking, a typical cross section of the youth and professionals/elites
would be inclined to buy products such as Black Berry, Modems etc. since its promotion strategy
places emphasis on the afore-mentioned items super brand image and low browsing rates. In other
words, the seventh “P” (Physical Evidence) of the variety of products at 3GM carries much
weight just like in sensory marketing (Miser, 2006). Hence, it is therefore auspicious that 3GM
factors this strategic initiative into its scheme of things in order to stimulate competitive edge in
the telecommunication industry.

Strategic Location Selection: The location of an outlet or franchise is another important factor
which determines the effectiveness of a marketing strategy (Place). If outlets are placed at
important/vantage junction or near a landmark, chances are that we will get more browsers,
whom we can convert into buyers. Have you ever noticed that majority of McDonalds outlets are
at some of the busiest places in the world? The location plays a very important role as it creates
an opportunity for us to be accessible to our customers.
Place, again imposes some limitations on the firm’s ability to exploit broader marketing
principles. Market segmentation strategy of 3GM is exclusively intended for the creation of
brand dependency and therefore, there is a drawback associated with its geographical location.
For example, 3GM, which markets Black Berry, has a huge network of outlets in almost every
nook and corner in Dubai. It is therefore imperative and pressing that a lot of emphasis be
placed on this attribute by 3GM so as to confer on it an enviable competitive advantage at the
expense of new entrants like those in the case study with sales rate of 20% and 28% as well as
staying ahead of the competition irrespective of market saturation in the telecommunication
industry in the country.

Utilization of Web-Marketing: As mentioned earlier, organizations need to be innovative if

they have to stay ahead of the competition. One of the steps in this direction is the visibility of
our business on the internet (Physical Evidence). One would have noticed that every prominent
website offers a link to customers through which we can go to a company's homepage, place
orders or know about an upcoming offer. Putting ourselves up on popular social networking sites
can also help us know our customer's tastes and preferences. In fact, market researchers are of
the belief /candid opinion that internet marketing will be one of the dominant marketing tools in
the near future.

Build a Strong Relationship with Employees: Our employees are one of the most important
parts of our marketing strategy. If our employees feel strongly about the company, it reflects in
their behavior and helps in creating a positive impression on our customers and within their own
social circles. It is so glaring that some people boast of the company that they work with, and
some always speak ill about the policies of their employers. This, to a great extent, shapes the
public opinion and has the ability to impact on our outcome of the marketing strategy. It is
important therefore, that we instill a feel-good factor in our employees so that they have
magnificent things to say about our organization. This will help in building a positive brand
image for the organization of which 3GM is a part.

Process: With regards to the process, a lot of setbacks associated with the internal processes as
well as customer care services cannot be over-emphasized or underestimated. Strictly speaking,
the lengthy amount of time it takes for customer’s application to be processed or attended to
leaves much to be desired. Customer’s credit check is further compounded by long delays
which more often than not militate against 3GM’s billing of optimum customer of satisfaction
management or customer relation management (CSM or CRM).

Also, pertaining to the external processes associated with some telecommunication giants for the
purposes of the case study in contention such as COM, TEL etc, porting by other radical solely
attributable to the manual facilities utilized or employed at 3GM. This invariably impedes
effective communication amongst client’s day-to-day activities in the country as a whole
thereby affecting 3GM’s competitive advantage. There is therefore the exigent need to map
out formidable strategies/mechanisms to curb these debilitating encumbrances associated with
network service providers of which 3GM is a part. Radical player such as ABC takes too much
time before it addresses customer’s complaint (demerit).

Price: Prices of the variety of products and services at 3GM’s disposal is essentially a reference
to the larger context of the company’s pricing strategy and especially at the current
competitive environment vis-à-vis intense rivalry and market saturation. There is very little
liberty if any is available to the firm in contention to adopt a pricing policy of its choice. In the
strict sense, market penetration would seem to be the most ideal pricing strategy for
product/services such as Black Berry, Broad Band 4 U just to mention a few as well as price
discrimination on the basis of market segmentation.

IMPROVEMENT IN SERVICE QUALITY

There should be an improvement in fixed network system so as to foster effective data service
delivery across the country as a whole.
There is therefore the need to also augment sales to facilitate installation and maintenance
processes at 3GM. This will invariably help boost its market share, profit margins via
competitive advantage at the expense of other radical players in the telecommunication
industry.
ENHANCED ACCOUNT MANAGEMENT
Pertaining to the afore-mentioned attributes, it will be appropriate for Vodafone to factor
into its scheme of things the pointers listed below: (a) hiring and up skill personnel/staff to
facilitate better and formidable service delivery and for that matter customer satisfaction
management (CSM) (b) Exigent need to establish SLAs and secure feasible contracts with
customers/clients by the Vodafone outfit (c) Precedence with respect to corporate and service
excellence to customers through strict adherence to Total Quality Management (TQM),
Customer Relationship Management (CRM) etc particularly VGE’s and government accounts.

BILLING IMPROVEMENT
A vast improvement in the billing processes or systems will do the trick at 3GM as far as
the effective delivery service to clients/customers is concerned. This can be achieved when
the requisite priority is accorded the following attributes listed below: (a) Augmentation of
manual processes and systems (b) Streamlining of the billing system to boost sophistication at
Vodafone i.e. to say Online Billing Portal (c) Provision of consolidated billing across all
enterprise products.
ENHANCEMENT OF BASIC ENTERPRISE SOLUTIONS
This can be achieved and dealt with if the under listed pertinent issues are thoroughly dealt with:
(i) Optimization of data service pricing; streamline bundle offering e.g.
Voice+Data+Device and lastly but not the least (ii) Attention should be placed on dedicated
internet and extended corporate mobile solutions even beyond senior management. This will
undoubtedly help boost CSM/CRM, TQM, effective service delivery, market share, and growth
rate as well as the attainment of the strategic goals at 3GM thereby enhancing its performance,
productivity, profitability and overall competitive advantage at the expense of competitors such
as ABC & TEL.
 ADHERENCE TO PREMIUM BUSINESS SOLUTIONS
A vivid adherence to Premium Business Solutions where issues/strategic initiatives such as
the: (i) Provision of WAN and LAN services (ii) Filling in of product gaps to offer
more comprehensive enterprise solutions such as Blackberry offers via (iii) Audio and
Video Conferencing; Centex; Securing remote accessibility is critical as far as gaining a long
term competitive advantage in the wake of intense rivalry from emerging telecommunication
outfits, market saturation and new entrants such as those with incremental sales rate of 20%
and 28% is concerned.

STRATEGIC INITIATIVES IMPLEMENTATION

As the new Head of Sales and Marketing at 3GM, I will beyond reasonable doubt
propose that the management of this telecommunication outfit incorporates these under
listed pointers into its scheme of things in order for it to not only stay ahead but also compete
favorably with some already existing players such as COM & ABC as well as new entrants
afore-mentioned irrespective of the saturated nature of telecommunication outfits/networks
in Dubai.
There should be the deployment of NGN solutions to curtail and address the pertinent
challenges associated with fixed network of most telecommunication firms of which
3GM is a part.

Secondly, it will be most appropriate that 3GM offers more comprehensive enterprise
solution/panacea such as network services and its management to enhance customer satisfaction
management (CSM) via its overall profitability and competitiveness.
Also, the deployment of 3G in hotspots is a must and will irrevocably provide a panacea with
respect to the improvement of mobile data experience.
Precedence should be given to the maintenance of superior quality through the incorporation
of TQM, Kaizen Continuous Improvement Strategy, Change Management, BPR, Strategic
Management in addition to the New and State-Of-The-Art Network Coverage Rollout Option.
Furthermore, it will be quite incongruous and absurd to turn a blind eye to the expansion of
retail and internet café experience as this pointer will also help foster 3GM’s
competitive advantage at the expense of new aggressive entrants via already existing
gurus in the telecommunication fraternity including ABC& TEL.
The enterprise account management team at 3GM should endeavor to be dedicated and
exhibit high levels of team spirit, cohesiveness, synergy, proactiveness, diversity, ethicality,
fairness/transparency, sound organizational climate/culture etc which are undoubtedly
some of the critical factors associated with successful organizational framework such as
TEL and lastly but not the least ,there should also be an improvement in faulty reporting and
resolutions as these when properly taking care of will enhance effective communication
between workers/co-workers at 3GM and clients in totality.

MISCELLANEOUS STRATEGIES

Average customer handling time: 3GM as the case study depicts is currently deficient in
strong customer support department which would provide solutions to the clients and take
care of them in the long run. Thus, there is a communication gap between 3GM and the
custom which needs to be abridged to enable it stay ahead of the intense rivalry and
competition.
Customer loyalty: 3GM can encourage their employees towards the high customer activity to
satisfy them and augment the total expenditure of each customer. This can be done by
motivating them to integrate online and offline through loyalty programs like privileged cards
and redemption points. While there is no particular set of metrics to measure brand loyalty for
3GM Black Berry in Dubai, there is enough empirical evidence to attest to the fact that the
product is indeed attracting a lot of patronage. (Tasner, 2010).This strategic initiative will
undoubtedly foster the attainment of organizational goals such as competitive advantage and
optimum profitability vis-à-vis staying ahead of the competition in the telecommunication
fraternity.

Evaluation of service quality: The telecommunication outfit in contention should try as

much as possible to adhere to the effective utilization of Six Sigma and TQM concepts and
tools to ensure that both the perceived level of quality and the actual quality management
methods such as Kaizen Continuous Improvement, Ishikawa Tools of Quality (Gantt Charts,
Scatter Diagrams, Run Charts, Delphi Techniques, Monte Carlo Analysis etc. by minimizing
variations in standards, living up to the billing of Zero-Defects in product
manufacturability and service delivery, unifying product specifications and removing errors
systematically. This will automatically boost 3GM’s growth rate and subsequently enhance its
competitive advantage via staying ahead of the competition.

Quality option: Brand or product differentiation strategies heavily weigh on the subsequent
ability of the firm to distinguish its brand on the basis of quality. A customized mobile
phone service company would have the desirable impact on the customer’s expectations only
when the quality standards have been satisfactorily met. (Donovan & Samler, 1994). Thus,
the quality option in brand differentiation for the 3GM’s new brand of mobile phone for
the youth and professionals is determined by the company’s ability to drive the point
home for the potential customer that indeed means a lot. Hence, it is therefore auspicious and
expedient that the management of 3GM strategizes along these lines of initiatives afore-
mentioned so as to boost its market share/profit margin as well as stay ahead of the
competition via competitive advantage in the telecommunication jurisdiction and fraternity.

Building strong brand image: A strong brand doesn’t necessarily connote that radical
players such as TEL & ABC or new entrants with the broadband capability strategy
would remain quiescent (inactive) or in a state of inertia. In other words, the building of a
strong brand depends on the already existing and established degree of loyalty. For that to
come to fruition there must be some brand equity promotion activity. (Mac Donald &
Sharp, 2000). 3GM should be constantly seeking to build up a strong brand on the basis of
brand equity so as to compete favorably with sister companies in the country as a whole.

Product market expansion: The product market expansion strategy for 3GM must be based
on the afore-mentioned parameters. (Gonzalez & Quesada, 2004). These parameters can be
identified as a measure or approach to overcome the existing level of competition and
strategically re-orient its marketing campaign to achieve positive cohesiveness and synergies
directly and indirectly related to the corporate goals of 3GM.

MONITORING & CONTROL

This aspect of the marketing plan basically accentuates on comparing 3GM’s set goals/targets
such as budgetary allocation/cost with actual. Performance appraisals of employees,
benchmarking can also be used to ascertain the performance of the organization in contention
not losing sight of the effective utilization of the Balance Score Card (BSC) comprising
of key parameters as shown in the diagram below:
 TQM ELEMENT FINANCIAL MEASURE
Customer Satisfaction Field service expense, External
failure cost
Internal Performance Preventive cost, Internal
failure cost, Appraisal cost
NON-FINANCIAL MEASURE
Results of customer satisfaction
survey, On-time delivery,
Number of customer complaints
Defect rates, Idle capacity,
Yield Unscheduled machine
down time, Lead times etc.

In addition to the afore-mentioned metrics, competitor analysis, quality techniques and tools such
as the Six Sigma Level, Ishikawa Tools of Quality, Pareto Charts, Kaizen Continuous
Improvement Strategy can also be employed to really predict assertively if 3GM is not only on
track to success but also living up to its billing of Zero-Defect as regards its product
manufacturability and superior quality service delivery as well as strict adherence to Customer
Satisfaction Management (CSM).

Also, major source of poor quality which give rise to variation, usage of Statistical
techniques such as Control charts, Run Charts, Scatter Diagrams, Process Variability, Quality
Circles, DMAIC can be factored into the monitoring and control process to ascertain if the
implemented strategies are yielding the expected dividend as well as conformance to
organizational goals/targets via ISO/QS 9000 standards of quality.
Furthermore, Problem solving tools such as PDSA, Quality Control (QC) Tools, Sensitivity &
Gap Analysis, Florida Power & Light’s “7” Steps Model can also be utilized at this stage of
monitoring, controlling/evaluation which will irrevocably enable 3GM have an enviable
competitive advantage thereby ensuring that it stays ahead of the competition at the expense of
already existing telecommunication gurus such as TEL & ABC via the two new entrants with a
high affinity for branding and broadband capability orientation.
PROJECT PLAN FOR 3GM’S
TELECOMMUNICATIONS

Author: Kofi Kissiedu

Creation Date: 5/5/13
Last Revised: 7/5/13
Version: 1.0
INTRODUCTION

Purpose of Plan

The 3GM’s Project Plan will provide a definition of the project, including the project’s
goals and objectives. Additionally, the Plan will serve as an agreement between the
following parties: Project Sponsor, Steering Committee, Project Manager, Project Team,
and other personnel associated with and/or affected by the project.

The Project Plan defines the following: (a) Project purpose (b) Business and project
goals and objectives (c) Scope and expectations (d) Roles and responsibilities (e)
Assumptions and constraints (f) Project management approach (g) Ground rules for
the project (h) Project budget (i) Project timeline and lastly but not the least (j) The
conceptual design of new technological strategy

Background Information/Available Alternatives

There isn’t much information provided for the fictional employer (3GM) in the case
study in contention

Project Approach

This section outlines the strategies to adopt in order for 3GM, including the highest level
milestones to augment its market share, profit margins and competitive advantage.

For instance:

Phase I: Average customer handling time

Phase II: Customer loyalty

Phase III: Product market expansion

Phase IV: Quality options

Phase V: Evaluation of service quality

Phase VI: Building a strong brand and corporate image

 Phase X: Securing incentives for the
implementation of the strategy

This category gives a vivid definition (detailed) of the phases spelt out earlier.
GOALS AND OBJECTIVES

Project Goals and Objectives

The goals and objectives for this project will focus on: (a) implementing strategies to
boost 3GM’s market share, profit margins and competitive advantage at the expense
of other radical players such as TEL, ABC, and COM by the end of December, 2012
and (b) Accomplishing project business goals and objectives within defined budget
and time parameters thereby preventing cost and time overruns (c) Enhances the
ability and effectiveness of staff to perform their jobs (d) Provides an open, flexible,
reliable technology base for the future (e) Provides high levels of data security as
regards information leakage to other telecom players and lastly but not the least (f)
Provides an open, flexible, reliable technology base for the future.

SCOPE

Scope Definition

The Project will unveil new technological strategies such as (a) Enhanced Account
Management (b) Effective utilization of Web Marketing Billing Improvement (c) Strict
adherence to Premium Business Solutions (d) Enhancement of Basic Enterprise
Solutions just to mention a few.

Project Scheduling

The project schedule that will be employed in this plan will either be a GANTT or
PERT chart (MS Project software application). It will include milestones, task
dependencies, task duration, work product delivery dates, quality milestones (reviews,
audits, and inspections), configuration management milestones, and action items (with
deadlines and responsibilities).
 3GM’s Project Budget Method to be used
(Cost Baseline)

Estimated Cost at Completion

Analysis in Hours Analysis in Dollars

WBS Activity Description Res Budget Actual Est to Est @ Variance Budget Actual Est to Est @ Variance
# hours hours Complete Complet (+=More) hours hours Complete Complet (+=More)
e e
2.0 DESIGN
2.1 Prepare Preliminary Design
2.1.1 Develop Enterprise Architecture
2.1.2 Prepare Data Flow Diagrams
2.1.3 Prepare Logical Data Module
2.2 Prepare Detailed Design
2.2.1 Prepare Physical Data Model
2.2.2 Prepare Data Dictionary
2.3 Document Design
2.3.1 Develop Design Specification
2.4 Design Review

Total for the Project

Risk Assessment
The initial Risk Assessment attempts to identify, characterize, prioritize and document a
mitigation approach relative to those risks which can be identified prior to the start of the
project.

The Risk Assessment will be continuously monitored and updated throughout the life of
the project, with monthly assessments included in the status report (see Communications
Plan) and open to amendment by the Project Manager.

Because mitigation approaches must be agreed upon by project leadership (based on the
assessed impact of the risk, the project’s ability to accept the risk, and the feasibility of
mitigating the risk), it is necessary to allocate time into each Steering Committee
meeting, dedicated to identifying new risks and discussing mitigation strategies.

The Project Manager will convey amendments and recommended contingencies to the
Steering Committee monthly, or more frequently, as conditions may warrant.

Initial Project Risk Assessment

Risk Risk Level Likelihood Mitigation Strategy

of Event
L/M/H

Project Size

Person Hours H: Over 25,000 Certainty Assigned Project Manager,

engagedconsultant,
Risk Risk Level Likelihood Mitigation Strategy
of Event
L/M/H

comprehensive project
management approach and
communications plan

Estimated Project Schedule H: 24 months Certainty Created comprehensive project

timeline with frequent baseline
reviews

Team Size at Peak H: Over 15 members Certainty Comprehensive communications

plan, frequent meetings, tight
project management oversight

Number of Interfaces to H: Over 3 Certainty Develop interface control

Existing Systems Affected document immediately

Project Definition

Narrow Knowledge Level M: Knowledgeable of Likely Assigned Project Manager(s) to

of Users user area only assess global implications

Available documentation M: More than 75% Likely Balance of information to be

clouds establishment of complete/current gathered by consultant
baseline

Project Scope Creep
L: Scope generally Unlikely
defined, subject to
revision
Scope intially defined in project
plan, reviewed monthly by three
groups (Project Manager and
Steering Committee) to prevent
undetected scope creep

Consultant Project L: Well defined Unlikely Included in project plan, subject

Deliverables unclear to amendment

Vendor Project M: Estimated, not Somewhat Included in project plan, subject

Deliverables clearly defined likely to amendment
Cost Estimates Unrealistic L: Thoroughly Unlikely Included in project plan, subject
predicted by industry to amendment as new details
experts using proven regarding project scope are
practices to 15% revealed
margin of error

Timeline Estimates M: Timeline assumes Somewhat Timeline reviewed monthly by

Unrealistic no derailment likely three groups (Project Manager
and Steering Committee) to
prevent undetected timeline
departures

Number of Team Members L: Team well versed Unlikely Project Manager and consultant to
Unknowledgeable of in business operations identify knowledge gaps and
Business impacted by provide training, as necessary
technology

Project Leadership

Steering Committee L: Identified and Unlikely Frequently seek feedback to ensure

existence enthusiastic continued support

Absence of Commitment L: Understands value Unlikely Frequently seek feedback to ensure

Level/Attitude of & supports project continued support
Management

Absence of Commitment L: Understands value Unlikely Frequently seek feedback to ensure

Level/Attitude of Users & supports project continued support

Absence of Mid- L: Most understand Unlikely Frequently seek feedback to ensure

Management Commitment value & support continued support
project

Project Staffing

Project Team Availability M: Distributed team Somewhat Continuous review of project

makes availability likely momentum by all levels.
questionable Consultant to identify any impacts
caused by unavailability. If
necessary, increase committmment
by participants to full time status

Physical Location of Team M: Team is dispersed Likely Use of Intranet project website,
prevents effective among several sites comprehensive Communications
management Plan
Project Team’s Shared M: Some have worked Somewhat Comprehensive Communications
Work Experience creates together before likely Plan
poor working relationship

Weak User Participation L: Users are part-time Unlikely User Group Participants
on Project Team team members coordinated by full time employee

Project Management

Procurement L: Procurement Unlikely N/A

Methodology familiar
Methodology Used foreign to team
to team

Change Management L: Well-defined Unlikely N/A

Procedures undefined

Quality Management L: Well-defined and Unlikely N/A

Procedures unclear accepted

Software Vendor

Number of Times Team H: Never Certainty A comprehensive vendor

Has Done Prior Work with evaluation and selection process
Vendor Creates Foreign (incorporated into Project Plan)
Relationship will be employed to predict and
define the relationship between the
department and the vendor

Team’s Lack of M: Conceptual Somewhat Comprehensive vendor evaluation

Knowledge of Package understanding likely and selection process incorporated
into Project Plan will assist the
team in better understanding the
package offering(s)

Poor Functional Match of L: Minimal Unlikely Although a package has not yet
Package to Initial System customization required been selected, the Consultant has
Requirements compared the initial requirements
with available functionality and
determined that a functional match
to the initial requirements is very
likely. Vendor selection will be
based, in part, on how well the
proposed application matches
defined functional specifications.
Team’s Involvement in L: High involvement Unlikely Comprehensive vendor evaluation
Package Selection Impacts in selection and selection process incorporated
Success of Implementation into Project Plan

Milestones

The following represent key project milestones, with estimated completion dates:

Milestone Estimated Completion Date

Phase A
Initial Steering Committee Meeting 31/12/2012

ASSUMPTIONS

Project Assumptions

The following assumptions were made in preparing the Project Plan:

(1) 3GM’s employees are willing to change business operations to take advantage of
the functionality offered by the new mobile technology.

(2) Management will ensure that project team members are available as needed to
complete project tasks and objectives.

(3) The Steering Committee will participate in the timely execution of the Project
Plan (i.e., timely approval cycles and meeting when required).

(4) Failure to identify changes to draft deliverables within the time specified in the
project timeline will result in project delays.

(5) Project team members will adhere to the Communications Plan.

(6) Mid and upper management will foster support and “buy-in” of project goals and
objectives.

(7) The City will ensure the existence of a technological infrastructure that can
support the new mobile technology.

(8) All project participants will abide by the guidelines identified within this plan.

(9) The Project Plan may change as new information and issues are revealed.
CONSTRAINTS

Project Constraints

The following represent known project constraints:

(1) Project funding sources are limited, with no contingency.

(2) Due to the nature of law enforcement, resource availability is inconsistent.

Related Projects

Not Applicable.

Critical Project Barriers

Unlike risks, critical project barriers are insurmountable issues that can be destructive to a
project’s initiative. In this project, the following are possible critical barriers:

(3) Removal of project funding

(4) Natural disasters or acts of war/God (force majeure) just to mention a few.

Should any of these events occur, the Project Plan would become invalid?

PROJECT MANAGEMENT APPROACH

Project Timeline
There are six key processes involved in time management as far as most projects’ set up
is concerned namely: (a) Activity Definition (b) Activity Sequencing (c) Activity
Resource Estimating (d) Activity Duration Estimating (e) Schedule Development (f)
Schedule Control.

(1) Activity Definition: This entails the project activities and milestones.

Inputs to be used: (a) Work Breakdown Structure (WBS) (b) Project Scope Statement

Tools to be used: (a) Expert Judgment (b) Project Network Diagrams

(2) Activity Sequencing: This category deals with project network diagrams.
Inputs to be used: (a) Milestones (b) Project Scope Statement or Approved Change
Requests

Tools to be employed: (a) Precedence Diagramming Method (PDM) (b) Dependency

Determination

(3) Activity Resource Estimating: This deals with the resource requirements of the
project.

Inputs to be utilized: (a) Enterprise Environmental Assets (b) Resource Availability or

Project Management Software

Tools to be employed: (a) Expert Judgment (b) Alternative Analysis or Project

Management Software

(4) Activity Duration Estimating: This attribute accentuates on the estimation of project
duration.

Inputs to be applied: (a) Expert Judgment (b) Reserve Analysis or Three-Point

Estimates

Tools to be used: (a) Enterprise Environmental Factors (b) Organizational Process

Assets or Project Scope Statement

(5) Schedule Development: Basically, it involves the scheduling of the project.

Inputs to be utilized: (a) Activity List (b) Project Schedule Network Diagrams or
Activity Resource Requirements

Tools to be employed: (a) Critical Path Method (b) What-If Schedule Analysis or
Schedule Network Analysis

(6) Schedule Control: This perspective lays a lot of emphasis on schedule updates.

Inputs to be used: (a) Schedule Management Plan (b) Performance Reports or Approved
Change Requests

Tools to be employed: (a) Progress Reporting (b) Performance Measurement or

Variance Analysis
Project Roles and Responsibilities

Role Responsibilities Participant(s)

Project
 Ultimate decision-maker and tie-breaker DUBAIAID
Sponsor  Provide project oversight and guidance
 Review/approve some project elements

Steering
 Commits department resources John Stewards
Committee  Approves major funding and resource
allocation strategies, and significant Ian Rush
changes to funding/resource allocation
 Resolves conflicts and issues Des Carpenters
 Provides direction to the Project
Manager Philip Price
 Review project deliverables
Wayne Washington

Esmeralda Waters

Project  Manages project in accordance to the William Sanders

Manager project plan
 Serves as liaison to the Steering
Committee
 Receive guidance from Steering
Committee
 Supervises consultants
 Supervise vendor(s)
 Provide overall project direction
 Direct/lead team members toward
project objectives
 Handle problem resolution
 Manages the project budget

Project  Understand the user needs and business To be identified by Steering

Participants processes of their area Committee
 Act as consumer advocate in
Role Responsibilities Participant(s)

Subject representing their area To be identified by Steering

Matter  Communicate project goals, status and Committee
Experts progress throughout the project to
personnel in their area
 Review and approve project
deliverables
 Creates or helps create work products
 Coordinates participation of work
groups, individuals and stakeholders
 Provide knowledge and
recommendations
 Helps identify and remove project
barriers
 Assure quality of products that will
meet the project goals and objectives
 Identify risks and issues and help in
resolutions
 Lend expertise and guidance as needed

Issue Management

The information contained within the Project Plan will likely change as the project
progresses. While change is both certain and required, it is important to note that any
changes to the Project Plan will impact at least one of three critical success factors:
Available Time, Available Resources (Financial, Personnel), or Project Quality. The
decision by which to make modifications to the Project Plan (including project scope and
resources) should be coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or

spending is identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associated
impact to the project and will forward the issue, along with a
recommendation, to the Steering Committee for review and decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus opinion
on whether to approve, reject or modify the request based upon the
information contained within the project website, the Project Manager’s
recommendation and their own judgment. Should the Steering Committee
be unable to reach consensus on the approval or denial of a change, the
issue will be forwarded to the Project Sponsor, with a written summation
of the issue, for ultimate resolution.
 Step 4: If required under the decision matrix or due to a lack of consensus, the
Project Sponsor shall review the issue(s) and render a final decision on the
approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project

Sponsor), the Project Manager will notify the original requestor of the
action taken. There is no appeal process.

Communications Plan

Disseminating knowledge about the project is essential to the project’s success. Project
participants desire knowledge of what the status of the project is and how they are
affected. Furthermore, they are anxious to participate. The more that people are educated
about the progress of the project and how it will help them in the future, the more they
are likely to participate and benefit.

This plan provides a framework for informing, involving, and obtaining buy-in from all
participants throughout the duration of the project.

Audience This communication plan is for the following audiences:

(1) Project Sponsor

(2) Steering Committee
(3) Project Manager
(4) User Group Participants
(5) Subject Matter Experts
 (6) Website Use User Group Participants and Subject Matter Experts may be
updated monthly at the discretion of the Project Manager. Information will be
posted to the project’s website.

(7) Procurement plan: This will accentuate on plan purchases and acquisitions.

(8) Contract Management Plan: This category will also pertain to the selection of
sellers.

APPROVALS
Sign-off Sheet

I have read the above Project Plan and will abide by its terms and conditions
and pledge my full commitment and support for the Project Plan.

Project Sponsor:

Date

Project Manager:

Date

Steering Committee:

Date

Steering Committee:

Date

Steering Committee:

Date

Steering Committee:

Date

Steering Committee:

Date

Steering Committee:
 Date

Steering Committee:

Date

Steering Committee:

Date

CONCLUSION

From the above findings, it can be safely inferred that 3GM has been dwindling in terms of its
customer’s capacity as compared to other competitors like COM, TEL & ABC. Since the
demand for mobile phone services is bound to accelerate, it can be predicted that the market
growth for products and services such as Black Berry, Broad Band 4 U etc. is inevitable. 3GM
maintains a good brand image and a loyal customer base in Dubai. It is therefore vital that it
continues to invest in developing new technologies as otherwise new innovations and inventions
from other telecommunication players could capture the market (De Burca, Fletcher & Brown,
2004).
It will be more feasible and appropriate for 3GM to form informal partnerships and formal
legally binding one with other companies in order to share knowledge and technology to
assist further and enhance its deliverables as efficiently as possible. 3GM is also faced with a
threat from inferior quality pirated products in the market for example through mobile phone
imported from countries such as China. Strictly speaking, the digital music industry is
evolving very fast. There is always the threat of a new company such as OTHERS
introducing something totally new to the market such as Wireless Technology that could
replace the need for a physical music player. It’s of paramount significance for 3GM to
invest enormously in research, development and marketing in order to keep up with new
entrants and introduce newer products to the market (www.asseco.com).

3GM is again faced with the risk of employees themselves divulging secrets about its new
technology. This could cost it a lot of fortunes/profits. File transfer and sharing is another
menace/threat that cannot be underestimated within the jurisdiction of the telecommunication
industry. Radical players such as TEL & COM are conversant with these possibilities. It
is therefore vital that 3GM strategically map out techniques to impede file sharing so as to
enable it to not only gain an enviable competitive advantage but also stay ahead of the
competition in terms of profit margin, growth rate, and market share and its overall
performance, productivity and profitability.

RECOMMENDATIONS FOR 3GM TO GAIN COMPETITIVE ADVANTAGE

(a) A new marketing strategy for 3GM’s products and services such as Video
Conferencing, Black Berry, Broad Band 4 U just to mention a few has to be characterized by a
series of value creation/additions to tempt the potential customer to purchase the variety of
products offered by the outfit in contention.
 (b) A product orientation and expansion strategy based on the existing brand strength associated
with the new customized mobile phone’s market leadership is desirable.
(c) ANSOFF’s product market growth strategy might be useful to a varying magnitude e.g.
in targeting new niche markets (new markets-new products/brands) to place the customized
mobile phones for teens. However, new niche markets where there is already some intense
rivalry and stiffer competition from radical players can be very expensive (Gerpott &
Jakopin, 2005).
(d) More so, new emerging markets and entrants in the case study the corporate branding and
broadband capability strategy might be more feasible for a sustained marketing campaign
coming into the market almost on a daily basis with their highly distinguished brands and
products.
(e) A broader and better focused strategic vision in conformance with the long term marketing
goals including competitor and customer orientation strategies might be the best and likely
alternative for 3GM right now.
(f) Again, market segmentation according to consumer demographics based on key variables
such as the number of visit to store/retail outlet during a given time period by an average
customer is feasible.
(g) Above all and lastly but not the least, the awareness of customer preference matters. The
existing market shares of 3GM mobile phones and its rivals depict that it leads with the lion’s
share. The bigger the market share, the greater would be the possibility of success. But
nonetheless, the company in contention is highly concentrated at the top management level. This
presupposes that the decision making process has to be decentralized to accommodate marketing
companies that run on high budget and tight time schedules. (Bennett & Blythe, 2002).

3GM’s products such as Black Berry, International Roaming etc. need to be marketed by
adopting a market penetration strategy. This means that introductory prices of products and
services must be kept to the barest minimum so that quite a sizable share of the market can be
captured and maintained. The existing competitors such as TEL, OTHERS, COM and ABC
in the telecommunication fraternity basically rely on providing a core number of enabling
services, especially to the 3G mobile phone user.

3GM’s current strategy of concentrating on providing a broader spectrum of services across

seamless application of both technology and user friendly operational parameters is good enough
but requires a much cost conscious approach. The company in contention has successfully
created customer value through the expanded marketing mix rather than restricting the
marketing strategy to the 4P’s based mixed in the market.
However, there is still greater possibility of increasing market share through an extensive online
advertising campaign.
Radical players such as COM & TEL’s customized Nokia and Sony Erickson tunes have noticed
the reliable efficacy of sensory marketing as a potent force in appealing to the youth in the digital
music market in Dubai delivered on the mobile, visuals and audio quality. The country currently is
a saturated market for mobile telephony but an innovative marketing strategy such as the Boston
Consulting Group Matrix and ANSOFF should be used judiciously to capture this so-called
market by concentrating on customer preference and their taste.
In order to capture a large segment of the market, it is vital that initial price of the products be
kept to the barest minimum. The price cutting war in the market is going to be particularly deadly
for small competitors though. In other words, a market penetration pricing strategy is almost the
foregone conclusion with rivals such as OTHERS, TEL just to mention a few.
In lieu of this analysis and findings, 3GM cannot be complacent. It should continue in
experimenting with newer technologies in order to come up with novel inventions. Else, they
could be overwhelmed by other competitors (Alleyne, 2011).
Furthermore, 3GM could strategically form new alliances with other organizations in the
telecommunication industry informally and formally so as to share technology and thus
further enhance the quality of their products. Technology concurrments (agreements) with other
service providers would be desirable in this context.
Based on the results/findings trampled upon throughout this extensive research work as regards
the undertaking of micro & macro environmental audit and analysis as well as the effective
application of sound project management practices, tools and techniques, I will of the notion as the
new Head of Sales and Marketing of 3GM emphatically propose that further research studies
ought to be taken in future to ascertain the extent of influence on customers’ decision to patronize
telecommunication products and services and this shouldn’t be restricted to only price reduction,
semiotics etc. but also extended to a study of how brand and customer loyalty are formed even in
the absence of any tendency to associate personal preferences of consumers with some
superior product quality. This is in direct conformance with the current trend in marketing adopted
by radical players in the telecommunication industry in the country as a whole and the world at
large.

PART B- MARKET RESEARCH

 REFERENCES

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Bennett, R & Blythe, J 2002. International marketing: Strategy planning, market entry &
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De Burca, S, Fletcher, R & Brown, L 2004, ‘International marketing: an SME perspective,

Harlow’ Prentice Hall.

Donovan, P & Samler, T 1994, ‘Delighting customers-how to build a customer-driven

Organization’, New York: Springer

Gerrpott, TJ & Jakopin, NM 2005, ‘International marketing standardization & financial

performance of mobile network operators: an empirical analysis’, Schmalenbach Business
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Gonzalez, ME & Quesada, G 2004, ‘QFD strategy house: an innovative tool for linking
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BIBLIOGRAPHY

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APPENDIX FOR ACRONYMS

DMAIC: Define Measure Analyze Improve

Control ISO: International Standards

Organization PDCA/PDSA: Plan Do

Check/Study Act

QS: Quality Standards

SLA: Service Level Agreement

VGE: Voice Grade Equivalent