What are the main issues facing Singapore Telecom?
The main issues facing Singapore Telecom, a highly successful telecommunications firm is that it operated in a difficult business environment with increasing competition both locally and abroad and also the competition in its primary market. In addition, SingTel also faced the risk of being threatened by major technological and competitive uncertainties that challenge all telecommunications firms.[C2] Back in 1997, SingTel lost its monopoly of the mobile sector with the entry of M1 (MobileOne) a cellular phone operator and with the entry of StarHub back in April 2000, SingTel had its first competitor for in the fixed-line telecom[C3] .
From Exhibit 4 we can see that within Singapore itself, the penetration rates of key services (fixed lines, mobile phones, and paging lines) are known to be well above the levels compared to the developed countries. This also indicated the difficulty for SingTel to achieve high rates of growth without the introduction of new and innovative services.
Singapore Telecom’s experienced intense downward pricing pressures operating in this new environment partially due to the trends of deregulation, technological advancement and privatization of the telecommunications sector. The telecommunications industry entered a phase driven by fast-changing technology stimulated by the demands of increasingly sophisticated end-users[C4] .
With the launched of new services such as Internet telephony, it posed a serious challenge to international call revenues reducing SingTel’s consumers demand for conventional IDD services. The Asian economic crisis had also intensified competition amongst the operators. However this trend created many opportunities, as well as challenges for both telecommunications regulators and operators. This is the first time Telecom faced domestic competition and SingTel faced the fear of additional competitors entering the Singapore telecommunication industry in the mobile and fixed-line markets, competing eagerly for a share of the pie. As the global trends moved towards the convergence of telecommunications, computer and television technologies, it increased the speed of change in the telecommunications companies. Singapore government policies towards the telecommunications industry also experienced major changes. [C5]
As the signs of the turbulence swept the telecommunication markets worldwide, fueled by new technologies and the breakdown of old regulatory barriers, it would be a challenge for SingTel on the importance of national boundaries, regulatory constraints, licensing approval, and to other domestic telecommunications providers too. Thus in conclusion, the challenge to Singapore Telecom was to sustain its performance record in the face of an increasingly turbulent and hostile environment.
From your Internal Analysis of the firm, what are possible Core Competencies that Singapore Telecom might possess? Identify possible Strengths and Weakness of the firm. (25 marks)
Singapore’s broad strategy focused on leveraging on its natural advantage of having a strategic location by establishing world-class transportation and materials-handling facilities. As we know Singapore’s telecommunications infrastructure is among the most technologically advanced, comprehensive and efficient in the world, the strategy for service domains like SingTel would be to develop a sophisticated telecommunications and IT infrastructure. As for Singapore Telecom, the government-owned firm which was the sole telecommunications services provider in the country until 1997, SingTel played the major role in developing this infrastructure[C7] .
In the process, it achieved high levels of profitability compared to other telecommunications fi[C8] rm. In the year 1999, SingTel announced a major restricting with the primary aim of focusing on growth areas as they have identified e-commerce and Internet-based activities as areas where there are significant growth opportunities with customer segments including corporate clients, small and medium sized enterprise, and residential consumer. SingTel’s overseas investments played an integral part of SingTel’s strategy for long-term growth. Recently, SingTel Group refocused its overseas investments in Asia and initiated foreign investment in several countries, engaged in strategic alliances in order to gain market entry and acquire technological skills, and to undertake diversification into IT and value-added services in order to sustain its growth and profitability. [C9]
When faced with competition from foreign callback services, SingTel increased its focus on its customers by setting up specific customers units to manage the diverse telecommunications needs of its different customer segments including corporate clients, small and medium sized enterprise, and residential consumer. Although SingTel already had extensive domestic and International infrastructure, but it still invest heavily in infrastructure and actively implement the latest technologies to offer innovative services. Thus, SingTel’s core competency is crucial in identifying and providing services that suit potential customers’ needs.[C10]
SWOT ANALYSIS[C11] :
Strong market position
Most of SingTel’s strategic, operational and financial dynamics are currently improving. This improvement is an indication that the company current business strategies are proving to be successful. The company has a strong market position in the telecommunication market. Singapore Telecom was ranked 7th out of 26 international carriers in a 1999 Data Communications survey, which rated telecoms providers on value, quality, reliability, speed of repairs, billing and general responsiveness for frame relay and leased-line services. Strong market position enhances the brand image of the company and gives it a competitive edge.
Geographical spread of operations
SingTel has a diverse spread of geographical operations. It is known to be a world-class provider of domestic, international and mobile telecommunications as well as postal services. The Singapore Telecom Group has invested more than S$2.3 billion in telecommunications-related projects around the world, especially in the Asia Pacific. This spread of geographical operations will benefit the company, as it will become less reliant on its domestic market to generate revenues for the whole company. SingTel presence in other markets will also shield it from any potential adverse localized market conditions[C12] .
Highly developed international network
With reference to Exhibit 2 in the case study, Singapore had high teledensity, high-quality fixed-line services, higher demand for specialized features, lower vulnerability to credit risks and falling tariffs compared to Hong Kong which is in a highly competitive market with many firms competing in every segment of the industry. Having engaged in strategic alliances in order to gain market entry and acquire technological skills, SingTel group uniquely positioned to offer services throughout the e-commerce value chain with new services such as maintenance of cable chips and ownership of Singapore Telecom’s own satellite. Furthermore the company also offers information technology consultancy, systems integration and engineering services. Comprehensive services increase its opportunity to reach out to a wider clientele, thus creating greater revenue generating opportunities. [C13]
Weak operating performance
According to the case, Singapore Telecom’s turnover and net profit for the Group in 1998/99 were S$4.88 billion and S$1.96 billion respectively. At the turn of the century, there was the threat of a new full service provider entering the Singapore market, where SingTel faced a number of serious challenges and threats to its position as the leader in the telecommunications industry in Singapore. Based on Singapore Telecom’s Financial Performance in Appendix C, we can clearly see that Gross profit margin reduce slightly by 4.2% between 1998 and 1999. This is because the growth rate of operating expense (6.3%) is more than the growth rate of revenue (1.2%). The two factors leading to this problem might be that the marketing strategies were not effective and SingTel’s ability to control expenses was not strong enough. [C14]
However, from the case we can see that the main reason could be the economic crisis and an increase in competition in the market. Specifically, the dividend per share in 1999 upped from 5.0 to 5.5 cents per share and the earnings per share grew from 12.37 cents per share (in 1998) to 12.82 cents per share (in 1999), risen by 3.6%. These increases reflected a significant increasing in net profit to S$1.96billion from S$1.89 billion, an increase of 3.7 per cent from the previous year. Looking at Singapore Telecom financial performance, it is very easy to recognize that most of the ratios of the 1999 financial year had decreased compared with the previous financial year. This implies that SingTel Group managed to get through the worst of the Asian crisis relatively unscathed in the 1999 financial year although there was the threat of a competitor. SingTel Group delivered a very strong set of results for the financial year ended in 1999 and met all its targets against backdrop of highly competitive market.
Being a monopoly of Singapore telecommunication market, SingTel was previously able to earn large profits even if they were slow and inflexible to consumer demands. However such a regulatory advantage was removed in 1997. In fact, they have lost a substantial market share with the entry of their new competitor. [C15]
Furthermore, as Singapore telecommunication market is reaching saturation, SingTel would find it less profitable to invest heavily in state-of- the art technology in its home country since the demand may be too small. This ever-changing telecommunication industry is shaped by many factors in which if any players of the market is slow to react to consumer wants and needs, it will find itself soon out of business.
From your External Analysis of the firm, what is your prognosis for the environment in which Singapore Telecom is operating in? Beside your prognosis of the operating environment, identify possible Opportunities and Threats. (25 marks)
Prognosis of the environment
The vision of SingTel is not only providing first class service to Singaporeans. SingTel aims to solidify its status as the leading service provider in Singapore by providing low-cost services and innovating to cater to consumers’ ever-changing needs. For instance, SingTel has set up specific customer units to manage the diverse telecommunications needs of the different customer segments and to enhance its network infrastructure. This strategy will allow SingTel to capture a larger market share, and maximize future earnings. From the case, we can see that telecom companies that were cash rich and had limited growth opportunities domestically such as Hong Kong Telecom and Singapore Telecom were said to be scouting for good investment opportunities[I17] .
In Singapore we recognized that market forces might force operators to focus more on short-term profit margins rather than on long-term gains or national needs. Furthermore, there might not be sufficient incentive for new market entrants to invest or develop their telecommunication infrastructure. Singapore’s telecommunications policies will continue to be geared towards developing a “world-class” telecommunication network capable of providing high quality telecommunication services at competitive prices. While it is recognize that a fully competitive and open market model in telecommunications may be ideal and desirable in the long run, there is a risk that the long term benefits of liberalization to Singapore may not be fully realizable if competition is introduced too rapidly.
Having a good telecommunications infrastructure is one of the critical factors that will drive Singapore’s economic development into the next century and beyond. The decision to introduce competition in telecommunications is influenced by two main factors. Firstly, the real network and infrastructure costs have been falling due to rapid technological advancement[I18] .
As such, the natural monopoly argument is no longer absolutely true for the telecommunications industry. Secondly, although the “homogenous” telecommunications services provided by the monopoly operator have been adequate in meeting the needs of most end-users in the past, it will not be sufficient in fulfilling the increasingly diversified and sophisticated demand for telecommunications, especially in the rapidly changing global business environment[I19] .
Thus liberalization, deregulation and competition offer a viable approach to ensuring the provision of better quality of services at highly competitive prices to the end consumers. [I20] They also stimulate more innovative services aimed at satisfying the needs of different market segments with custom-made solutions. In Singapore, liberalization policy is aimed at increasing consumer choice and stimulating greater efficiencies in the use of scarce resources.
Full support obtained from the government
The telecommunications industry had rapidly become one of the most competitive and turbulent industries. Singapore had about the most advanced information technology infrastructure in the world. The government had invested in its rapid development by providing financial support, protection from market forces and managerial talent while urging the adoption of competitive rates and standards. The Singapore government has listed out a number of programmes to further develop and expand the Infcomm sector in Singapore[I21] .
Opportunity for SingTel to monetize passive infrastructure
Singapore Telecom has initiated foreign investment like merger and acquisitions. The lower penetration rates in Singapore suggested high potential for growth. The necessary infrastructure needed to carry out a successful business are all already in place and companies will to enter the market can cut cost in this aspect with the refocused of its overseas investment in Asia. Trend of privatization was carried out to raise private capital for infrastructural development in order to ease the fiscal burden on the state thus improving the quality of service and to reduce prices for consumers[I22] .
In this case, the privatization of Singapore Telecom aims to increase its flexibility, to prepare it for the challenges of global competition and technological advancements and to stimulate the development of the Singapore stock market. Thus, SingTel have enhanced its product offering thereby increasing revenue generation opportunities[I23] .
SingTel is facing intense competition in the fixed line telecoms sector with the entry of StarHub in Year 2000. Due to competitive and pricing pressures, there is increased sophistication of consumers who increasing demanded higher standards of quality and service. Intense competition could result in loss of market share and lower average revenue per user[I24] .
SingTel’s operations in Singapore and other countries are subject to extensive government regulation which limits its flexibility to respond to market conditions, competition, new technologies or changes in the cost structure. Such decisions can significantly affect SingTel revenues and costs as well as its competitive position. Adverse regulatory decisions could negatively affect the market position of the company. Maintaining existing customers or growing the customer base in a mature market is difficult. This could affect the company’s average revenue for customer and ultimately its profit margins[I25] .
Singapore has enjoyed political stability since independence in 1965. Singapore Telecom having successfully met the challenge of changing from a government department to become the largest listed firm in Singapore has faced little disruption of policy implementation, which has enhanced the effectiveness of the delivery mechanism of public services. Thus, SingTel can strengthen its relationship with the public overcoming the barriers in the process of building, maintaining and developing relationship with the consumers. [I27]
However, Singapore still faces some political weaknesses. For example, the consumers might have the belief that the Singaporean Government always wants to introduce new methods and new approaches to earn more from the public which in turn caused consumers’ feelings of insecurity and concern. These issues may make adverse impact in SingTel’ operation.[I28]
The world experienced a regional economic crisis in financial year 1998-1999. Almost all nations in the world have been involved in this economic downturn. SingTel faced increasing competition both locally and abroad and this affected the share prices of SingTel. The emergence of new and cheaper technology such as Internet telephony that provided by competitors make SingTel compete with competitors in Singapore. However, SingTel process a wealthy financial strength with highest market share in telecommunication industry. Due to its good experience as well as strong management team, SingTel would be able to cope with this economic uncertainty and keep its profitability from large reduction. Thus, the risk of financial crisis is not too high and will not be a great threat to SingTel. [I29]
The consumer attitudes changed due to the trends of deregulation, technology advancement and privatization, more sophisticated and demanding consumers were causing turmoil in the once highly profitable industry. Consumers now demand higher standards of quality and service with the entry of new telecoms providers. Singapore Telecoms has engaged in strategic alliances in order to gain market entry and acquire technological skills and undertaken diversification into IT and value-added services in order to sustain its growth and profitability levels[I30] .
Customer-expectations risk is the very real threat of failing to provide advertised or expected customer service. Some internal works performed by its subsidiaries like maintenance of network cable and billings are customized in order to suit the needs of the differentiated services offered to consumers. As seen in the case, there are ample opportunities for SingTel to move from a single domestic market producer to doing business in multiple countries. [I31]
This will be an opportunity to secure corporate clients who will require an integrated telecommunication service across several geographical regions in the world. In addition, telecommunications provider could bundle a package of services that includes corporate lines as well as consumer lines as their marketing tactic.
From Appendix A, looking at the telecommunications growth in other foreign countries, we see that many countries have increased their number of lines from year 1990 to 2000. For countries that have low growth rates, it could well indicate a high demand for basic telecommunication services in the coming years. Therefore if SingTel fail to capture the market for corporate lines, it faces the possibility of losing consumer business. Thu[I32] s if SingTel were to bring along its technological competencies and efficient production capabilities into such market, they could possibly capture the foreign market shares. As for the relatively affluent countries which already have the basic telecommunications services, SingTel could still introduce new telecommunications-related value added-services.
Based on competing in the Singapore market, recommend a Business-level strategy to Singapore Telecom Board. Support your recommendation with justifications. (20 marks)
The Business-level strategy that I would recommend the Singapore Telecom Board to adopt would be the differentiation strategy[I34] because of the following characteristics they possessed found in the case study. From the case study, we can see that by year 2000, there exists a huge disparity for telecommunication needs in term of household and businesses amongst countries all over the world. For example, while Singapore may be looking for an integrated telephone and cable service, countries like China is only experiencing a growth in its telephone lines(Appendix A). From this we can see that the telecommunication markets vary and the choice of having a multi-domestic strategy.
As SingTel ventures into the different market, it should do so with a decentralize structure and emphasis on the local factors of influence. Such factors may be the threat of new entrants, bargaining power of buyers and suppliers threat of substitute products and rivalry among competing firms as adopted by Porter’s Five Forces. In order for us to determine whether the differentiation strategy is suitable [I35] for Singapore Telecom, the Porters’ five forces model will be used to analyze the company.
Porters’ five forces model[I36]
Potential new entrants may not be able to compete and overcome the SingTel’s uniqueness of differentiated services and consumers’ loyalty because Singapore Telecom had launched a new effort to establish long-term service agreements with its major commercial customers. This prestige move locked major customers into multi-year service agreements in Singapore and in the region, in return for preferential rates exclusively for these customers. Therefore the new entrants may need to commit large investments of resources and will take longer time to build customers’ loyalty. Hence, the threat from new entrants is low. [I37]
SingTel introduced several new value-added services for private and business users to improve the quality of services, to provide new streams of revenue and to meet customer demands. Because SingTel deemed that consumers’ value differentiated features more that they value low cost, therefore the threat from product substitutes will be reduced. With the competitors serving the same function of providing telecommunication services, consumers may perceive higher value of the differentiated services provided by Singapore Telecom than the substitute because it offers more value-added services and high level of customer service. [I38]
Rivalry with existing competitors
Most of the competitors in the telecommunication industry are likely to compete in price to obtain cost leadership position. Singapore Telecom has a competitive advantage in providing a full range of telecommunication services and extensive telecommunication infrastructure as they take advantage of the business opportunities that come with the convergence of telecommunications, IT and media to synergize them with their existing services and operations. Therefore, Singapore Telecom is able to fully support the value chain of most activities, like e-commence and Internet Hubbing which other competitors cannot achieve due to lack of resources[I39] .
Bargaining power of the buyers
When Singapore Telecom provides more services than its competitors, the company provides consumers with unique packages that include all the necessary services and technologies that would be capable of linking to the Internet thus providing a whole range of additional information and video services. Hence, the bargaining power of the buyers are low as consumers will become less price-sensitive and more willing to accept any price increment because their needs are more uniquely satisfied than other competitors[I40] .
Bargaining power of the suppliers
In this case, the suppliers have high bargaining power, however powerful suppliers [I41] can negotiate price increases that the company can absorb to some extent as it has brand loyal customers, who are less sensitive to price changes. If not, Singapore Telecom can charge the consumers at a higher price or offset these additional costs of supplies from the premium it has earned from the consumers for its unique services.
Value chain analysis
Difficult to Imitate
– Offer services throughout the e-commerce value chain with new services such as maintenance of cable chips and ownership of Singapore Telecom’s own satellite.
– Ability to fully support the value chain of most activities, like e-commence and Internet Hubbing which other competitors cannot achieve due to lack of resources.
– Offer higher standard of customer service than its competitors
– Introduced new value-added services for private and business users to improve the quality of services, to provide new streams of revenue and to meet customer demands.
Marketing & Sales
– Not[I42] mentioned in case study
– Not mentioned in case study
– Sufficient resources to develop their own technology infrastructure in other countries
Human Resource Management
– Implement stricter cost-control measures (reducing salaries of senior managers by 10%)
– Restructuring which involved the creation of 3 units to better serve consumers[I43]
Even though SingTel has sufficient resources to develop their own technology infrastructure in other countries, they chose to carry out its ambitious ventures via acquisition and gaining strategic alliances with foreign firms. Due to the liability of foreignness which revolves around the political, legal and social differences, it will be too risky for SingTel to fully commit their resources. In addition, by having strategic alliance, SingTel was able to gain access to resources and was able to combine expertise with the other global firms. This will improve SingTel’s learning curve and contribute to developing newer capabilities to enhance its competiveness in the local and foreign landscapes. [I44]
More importantly, it ensures a quick access to these foreign markets shaped by an ever-changing telecommunication industry. Since SingTel is a Singapore-based company and Singapore is a regional hub for many economic and trade activities, it would not be difficult for Singapore to gain access to information of other Asian telecommunication market. Moreover Singapore has better knowledge of Asian market as compared to the Western economies.
Most firms in Singapore will choose to enter the Asian market before venturing to the other region as the concept of liability of foreignness played a smaller role in its Asia ventures. In addition, SingTel has achieved high level of efficiency in its operations in Singapore and this competency is highly valuable in Asia markets. In order to gain a share in such markets, SingTel should employ a differentiation strategy due to its operational efficiency. Therefore with SingTel ability of offering world-class standard of service and low prices, it will ensure a high chance of success in these markets.
With the full control over its Asia operations, SingTel will be able to set a strategic direction to ease the transferring of competencies, creating a higher level of synergy between SingTel and its investments. Asia economies are only beginning to open up and there is still a substantial demand for the basic phone lines. It is known that diversification helps to reduce fluctuations in revenue streams, however SingTel could achieved better results by being highly selective in its diversification strategy. In SingTel’s case, instead of embarking on a series of overly ambitious foreign ventures, perhaps SingTel should identify quality foreign ventures in Asia while channeling more of its resources for developing new technology[I45] .
What other strategic actions would you recommend to the Board of Directors of Singapore Telecom to overcome the Threats (you listed in Question 3) faced by the firm? (25 marks)
One of the strategies actions to recommend to the board of directors of Singapore Telecom is Market Penetration so as to increase the market share in existing market[I46] . According to the case study, the penetration rates of fixed and cellular lines in Asia as a whole were considerably lower. The lower penetration rates suggested high potential for growth. Having been serving both the corporate and consumer markets, the SingTel Group is committed to bringing the best of global communications to customers in the Asia Pacific by understanding firm performance differences and sources of sustained competitive advantage.
With significant operations in Singapore, SingTel provides a comprehensive portfolio of services that include voice and data services over fixed, wireless and Internet platforms. In order to achieve short term and long term profitability, SingTel played an integral part in the development of the city as a major communications hub in the region in the pursuit of globally competitive services. The recommendation that Singapore Telecom implement growth strategy is to maintain a strong emphasis on the customer and development of technologies. Singapore telecom can take advantage of the business opportunities that come with the convergence of telecommunication such as IT and media and broad band multimedia services. This will assist in seeking new business opportunities as they emerge and synergize with existing services and operation such as E-commerce. [I47]
SingTel gained a lot by acquiring capabilities of linking to the Internet and providing a whole range of additional information and video services and promises to deliver reliable and low-cost services to current and new customers. This strategy widened SingTel’s globalization strategy. Globalizing seems the only solution for SingTel, which is seriously bounded by the size of the local market. Over the years, Singapore Telecom’s strategy focus has been on the achievement of short and medium term profitability, the pursuit of globally competitive services and efficiency standards, high investment in proven technologies and the establishment of a world-class telecoms infrastructure[I48] .
SingTel’s highly developed international network is a convergence between e-commerce, internet and mobile services. New services such as maintenance of cable chips and ownership of Singapore Telecom’s own satellite contributed to about 12-15 percent of revenues. This is an important growth platform for Singapore Telecom as the firm might turn out to be a major investor in many of the world’s most sophisticated submarine cable and satellite systems. The reason for having strategic alliance with cable companies[I49] was justifiable on the ground that SingTel was able to gain access to their expertise on cable technology and established world class telecom infrastructure.
Furthermore, it is easy to integrate SingTel’s current capabilities with these cable firms and it will be a challenge to coordinate and create synergies between SingTel and its subsidiaries. Initial resources channeled for these investments could be put to better use by building upon its current capabilities in areas of systems development, integration and maintenance. The investment in high-technology is important as Singapore telecommunications market have a higher demand for value-added services like Internet access and on-line multimedia services. SingTel should try to strive to explore new international markets and attempt to understand potential customer’s needs. [I50]
[C1]There is not need to reproduce the questions.
[C2]This is a mouthful! The essay seems to conclude that these are the issues before conducting an analysis. It is like putting the cart before the horse.
[C3]Do commence the essay with an introduction, highlighting a course framework to use in your essay.
[C4]First demonstrate how the discussion here leads to you concluding that there are strategic issues facing Sing tel. For e.g. Singtel operates in a limited geographical markets and with government deregulation, it has to search for new sources of revenues.
[C5]This is a mouthful and you need to structure your essay coherently, an analysis before concluding that it is an issue. There are several in this paragraph and some of these are repetitions from earlier paragraphs.
[C6]You have identified issues but lacking in analysis.
Do consider the use of a framework to structure and categorise the essay – for e.g. PESTEL.
[C7]A good macro view. Instead, a more specific linkage to RCC.
[C8]Which other telcos? Was this prior to deregulation that you are referring to or post deregulation?
[C9]Numbers to support?
[C10]You need to structure your analysis using the R-C-C framework – linking resources to capabilities and then evaluate these capabilities before concluding that it is a CC.
[C11]The preceding section analysis needs to be linked here. For e.g. which functional capabilities were considered as strengths? And are these capabilities “competencies”?
[C12]So, which resource or functional capability is referred to here? Operational capability, or financial capability?
[C13]See above comments.
Which capabilities are evaluated here? Financial, marketing, operational????
[C15]Up to this point, I am unclear as to what capabilities were considered and are there competencies?
[C16]Q2 lacked coherency and congruency in addressing the question requirements.
[I17]Good introduction. Do propose your framework for analysis.
[I18]These are good points and you need to structure them using the PESTEL framework – distinct subheadings for each area.
[I20]These could be classified as social cultural.
If it is liberalization alone – it will be a political point.
[I21]The opportunities should be firm specific rather than government initiatives.
[I22]It can also leverage on its investments in Optus
[I23]The opportunities discussion is vague and does not address specifically, opportunities to be sought by Singtel.
[I24]These are local threats. There will be competition from outside Singapore.
[I26]This should have been done BEFORE your O & T. O & T should have been used as a summary for your discussion.
[I27]How is this a threat? Or opportunity? That Singtel may leverage on?
[I28]How will these issues impact Singtel? – specifically?
[I29]Perhaps, the opportunity is for SIngtel to acquire or enter into these markets with its positive cash flow.
[I31]Agreed. It can leverage on its experience in Singapore.
[I32]These should have been discussed as part of PESTEL, Porter’s 5 factor.
[I33]Discussion limited to local market with limited sprinkling of global opportunities.
[I34]Before you arrive at a recommendation, you need to analyse by summarizing findings from Q2 and Q3.
[I35]Why not cost leadership?
[I36]This should have been presented in either Q2 or Q3.
[I37]price reductions to reduce losing out barriers???
[I38]This is something it should be looking at closely.
[I39]If the offerings is broad and competitors compete on price, Singtel is probably better off adopting a cost leadership or integrated cost leadership and differentiation
[I40]Bargaining power will be high rather than low as consumers are offered more choices
[I41]Should be low….
[I43]Do add a discussion paragraph to summarise your findings and conclude the justifications for your recommendations.
[I44]How is this para linked to the question on BLS?
[I45]The conclusion appears to be for Q3 than for Q4.
Q4 looks at BLS and you started off recommending differentiation strategy. Your discussion should then be supporting justifications for your choice.
[I46]Before commencing with strategic actions, do consider your discussion from Q1 to 4.
Every strategic action will require justification and linkage to preceding sections
[I47]Perhaps, the consideration is the finite growth opportunities in Singapore – the same amount of investments and efforts may yield better returns elsewhere.
[I48]What strategic action are you alluring to here?
[I49]Works both ways
[I50]Q5 is a little too factual and descriptive. The linkage to its capabilities and opportunities as well as threats needs to be clearer.
Perhaps, an introduction or summary of the key strategic actions will provide a clearer picture of your discussion.
[I51]End essay referencing?
Cite this What are the main issues facing Singapore Telecom?
What are the main issues facing Singapore Telecom?. (2016, Nov 08). Retrieved from https://graduateway.com/what-are-the-main-issues-facing-singapore-telecom/