THE EXECUTIVE ISSUE N°37 | 2011

IS TELCO NOW A
MEDIA BUSINESS?
02 › How Technology Enabled New Content

06 › Marketing and Distribution Excellence

Are More Important Than Ever

07 › Emerging Economies Might Leap Ahead of

More Developed Countries in Some Domains

09 › How Will You Adapt to Profit from New Opportunities?

Numbers May Drive the Business, but it’s Your People Who Drive the Numbers
 Telecom Service Providers

Is Telco Now a Media Business?

There was a time when the product mix of many consumer-oriented Telecom Service Providers
(Telcos) consisted primarily of voice telephony, voice telephony and voice telephony. In those days,
most of the “content” (i.e. conversation) was created and produced by the consumer himself.

Part I: How Technology Enabled New Content

Just a few short years ago, Telcos focused on providing and operating a platform on which customers
could interact with each other by talking. Creating content was far from Telcos’ core business. Customers
paid a fee to use part of the platform. They were relatively free to use the platform in any way they
wanted to, as long they stayed within legal boundaries.

3 Major Breakthroughs
Over the last ten years, three major product breakthroughs happened in the telecom world, and they changed the
environment completely:
• Fixed broadband
• IDTV
• Mobile broadband

These three changes have one thing in common: They made it possible for content generated by someone other
than the user or customer to become very important.

2 The Executive Issue 37 | 2011

 Telecom Service Providers

Fixed Broadband: What business are we in?

With the arrival of the broadband internet the
telecommunications network became a very efficient tool to
distribute information and to entertain its users in a “one-to-
many model”. This era of possibilities led to existential debates
in Telcos about what role they wanted to play. What is our core
business? Should we create our own portal website? Should
we buy a media/internet/ gaming company? Telcos needed
a different brand positioning to attract customers to their
platforms and portals.
Buying and selling over an “invisible” network
Suddenly, there was a whole new market place where Telcos
had less than full control over the different players. And it was
a market place where huge numbers of products and services
are sold on the Telcos’ platforms via prices, communication and
branding they did not control. The Telcos’ carefully constructed
network became a busy content pipeline in which the Telcos
themselves were largely invisible.
Where the money comes from today
Ten years after the fixed broadband internet boom, the majority
of fixed internet profits for Telcos come from connectivity.
Telcos looking for substantial sources of revenue growth are
now targeting the two “next big things”: the media industry and
the mobile broadband market.

Fixed Broadband enabled all kinds of services

by numerous providers. Telcos were primarily
the conduits, not the content providers.

Te l e c o m
Services
Provider

For more information and registration, please visit www.mce-ama.com 3

 Telecom Service Providers

Interactive Digital Television (IDTV): Blurring borders in the

Telco-media value chain
Traditional television is a one-directional stream: all audiences see the same thing at the same time. But IDTV brings interactivity by
allowing users to view dynamic programme schedules, create their own programme guide, pause programmes, record them now or at
a future date and time and view films on-demand. So, what role and opportunity does all of this make possible for Telcos?

Traditionally, at least three key roles were needed in the media value chain to bring television content from the creators to the
customer on his couch: The Producer, an Aggregator and a Distributor.

The “Traditional” Telco-Media Value Chain

Producer Aggregator Distributor

(Production House, etc.) (Television Channel, etc.) (Cable Company, etc.)

Subscription-based Advertising-based Transaction-based Others & Combinations

content

content

content

content

content
Consumer
How the Traditional Model Worked: The Producer makes sure the content is captured and put into a format. The Aggregator groups different
content together and makes it available for consumption by the end-user. Quite often, the Aggregator tries to sell advertising in and around the
content. The Distributor enables the physical distribution to the house of the customer by cable, DSL, satellite, etc.

New players invading the market But a willingness by advertisers to pay “per eyeball” might
The new IP-based technologies allow players from the different increase when targeting improves. This blurring imposes real
blocks to enter more and more into the space of the others. threats to existing players. But it offers opportunities for those
For example, Distributors often buy content directly from the with a clear and credible strategy and excellent execution of it.
Producer or the creator. Distributors then put the content on
their platform and charge the end-users a one-off or a recurring
fee. Over the last few years, completely new players have
entered the space. These include content Aggregators on the
internet, Telcos starting to distribute television, Aggregators
selling telecommunication services and users creating their
own content.

Adjustment of strategy for advertisers

Advertising revenue streams are also impacted. Traditional
advertising blocks become much less evident on the internet.

4 The Executive Issue 37 | 2011

 Telecom Service Providers

Mobile Broadband: A surge of business that is driven by applications

Industry experts predict that mobile broadband will become
a 1.8 billion-subscriber market by 2012. The number of mobile
broadband subscribers will pass the number of fixed broadband
subscribers worldwide by then. Players in this market use a
variety of strategies.
Companies like mobile communication service providers
Nimbuzz and Fring position their platforms as an “all in one”
solution. Not only do they allow access to social networking
platforms, but they also include voice and texting services.

Research in Motion (RIM), producer of the BlackBerry line of

mobile email and smartphone devices, aimed its products at the
B2B market, with e-mail as a key application. Now, the use of
mobile broadband is expanding towards the consumer market.

Who will drive the mobile broadband

market?
The jury is still out on whether it will be the operators, devices
manufacturers or application providers or a smart partnership
With the iPhone, Apple launched a device that is suited for between some of these who are going to drive the market.
social networking among many other things. Apple created an What type of brand will be the consumer’s choice? Whether
attractive ecosystem for application providers. If offers a strong you are in the operator, device or application business, it is vital
brand, access to large numbers to position yourself correctly and find the right partners in order
of customers, an open platform to take your share of the profit of the mobile broadband boom.
and a generous remuneration
policy. Such a model attracts
lots of application providers.
And the providers, in turn, make
the product more attractive.

Nokia proved that relevant

applications are successful when it
triggered 1 million downloads of its
free navigation software in the first
week after launch.

For more information and registration, please visit www.mce-ama.com 5

 Telecom Service Providers
Part II: Marketing and Distribution Excellence Are More Important than Ever
As a brand-strong and cash-rich industry, Telecom companies
have always been at the forefront of aggressive communication
tactics and strong brand strategy. With margins under pressure
and new social media rising, a number of alternatives need to
be considered in order to use marketing money in the most
efficient way.
Creating a consistent customer experience
One clear potential movement has to do with the distribution. By
integrating a number of independent players, the operator can
get better control of the whole customer experience. Another
movement that is just beginning but that will grow further in
6 The Executive Issue 37 | 2011
the future is the trend of franchising in telecommunication
retail. With a strong brand and good channel management,
operators can:
• Keep a strong presence in the market
• Increase the motivation level of the workforce in retail shops, and
• Avoid over-investing in “brick and mortar” stores with scarce
funds that are highly needed elsewhere in the company.
This enables—and requires—operators to concentrate on the
major part of their marketing assets: the service portfolios and
the customer experience.

Part III: Emerging Economies Might Leap Ahead of More Developed
Countries in Some Domains
There is one thing a developing economy operator does not have
to worry about: Legacy. The combined forces of cheaper and
more versatile technology together with booming economic
(often double-digit) growth have created the potential for new
and innovative service to arise.
For more information and registration, please visit www.mce-ama.com
Telecom Service Providers
New services opportunities
A good example is Mobile Money. Today, any bankers of
e-Money professional will confirm that all technology
components for Mobile Money are there and working. Several
countries in Asia and Africa are already using the mobile
network as a way to deliver e-Money or m-Money services.
Together with international remittance, this creates a strong
boost in the technologies and offers a business model that
cannot be managed by operators in developed economies due
to the legacy of the present ecosystems.
7
 Telecom Service Providers

What is the best role for your Telco?

The main drivers might have names like Diversification,
Competitive Advantage or, Vertical Integration. But the following
questions are more important than ever:
• Which part of the value chain should I be in?
• What are the monetization models now and in the future?
• Is my branding/positioning future-proof?
• With whom should I partner and how should I structure
these partnerships?
• How should my channel mix change?
How MCE can help you
MCE understands the fundamental changes the
telecommunications industry is going through. As you adjust
your corporate strategy for changing market conditions, one
of your biggest challenges may be re-orienting your people
to implement the revised strategy. Our Associates are senior
business leaders who understand business realities and know
what works – and what does not work. With this approach MCE
builds a unique solution that supports the implementation of
your company’s strategy.

MCE has worked with thousands of clients to help their

people develop the new skills and frameworks they needed to
Mobile implement a new strategy. We know where the potential pitfalls
are, and how to resolve them. MCE can help you build and run
Broadband?
a Corporate University in cooperation with the Board sponsor.
Distributor? And, we will translate the business needs into programmes, and
then deliver them globally. For established corporate universities,
MCE can play an advisory role to ensure alignment.

Fixed
For more information, please contact our Director of Custom
Broadband? Made Solutions, Patrick Faniel. Contact him at:
Telephone: +32 (0)2 543.21.20
Email: pfaniel@mce-ama.com
IDTV? Or visit our website at: www.mce-ama.com

To help you develop individual managers in support of a new

strategy, MCE recommends the following workshops:
Leadership for Senior Managers: How to Get Your Strategy
Implemented throughout Your Organization.
For details, visit: www.mce-ama.com/2154.
Aggregator?
The dynamics and fast pace of the new Telecom Service
environment require cross-functional experts who can master
complexity and go beyond traditional thinking. MCE’s workshop,
The 5-Day Mini MBA for the Telecom Industry, prepares
middle managers to move into more senior positions or into
functions away from their base education. It equips them with

Ring-Ring the intellectual capital needed to excel as a high-performing

manager in this fast moving industry.
For details, visit: www.mce-ama.com/2298.

Your All-Purpose
Strategy Update for Senior Managers in the Telecom Services
Industry. For details, visit: www.mce-ama.com/2359.

Telco!
• Entertainment?
• Internet?
• Mobile Services?
• Other Services?

8 The Executive Issue 37 | 2011


Part IV: How Will You Adapt to Profit from New Opportunities?
1. Adjusting your strategy to open up
new revenue sources
Fifteen years ago, the vast majority of revenues of a Telecom
operator came from fixed voice and access. More recently,
mobile voice and fixed Internet services allowed operators to
grow substantially.
These changes required new investment. And they also increased
revenues across the entire industry. As a result, Telecoms
became a larger part of GDP. But today, voice and fixed Internet
services are stagnating or declining markets in the developed
world. And even revenues from television, network and system
integration will someday begin to decline. As a result, operators
have to look for alternative sources of growth.
Looking for new revenues
For substantial profit pools, Telecoms will have to take a look
at other substantially large industries. Although some of the
competitive advantages of a Telco might be useful in the utility
business, most of these markets are much less open and de-
regulated, and they are facing environmental challenges.
Competing in a different game
Some Telcos use their websites and customer data to enter
the advertising market. But is your Telco ready to take on the
challenges of well-known, successful and agile social media
companies, or maybe partner with them?
Focusing on strengths
Changing your business model requires thorough reflection on
what you are currently good at. It also requires that you ask and
answer some difficult questions:
• How flexible is your organization?
• How flawless are your people in implementing your current
strategy?
• How quickly can you get them to adapt to a new strategy?
For more information and registration, please visit www.mce-ama.com
Telecom Service Providers
How MCE can help you
A shift in the business model requires more than just cosmetic
changes to the organization and retraining your sales manager.
Often, the environment has changed around the telecom
operator, including the customer needs, the competitors and
even sometimes the regulators.
As you adjust your corporate strategy for changing market
conditions, one of your biggest challenges will be to get your
people to implement the revised strategy. Our Associates are
senior business leaders who understand business realities and
know what works – and what does not work. With this approach
MCE can design and deliver a unique solution that supports the
implementation of your company’s strategy.
MCE has worked with thousands of clients to help their
people develop the new skills and frameworks they needed to
implement a new strategy. We know where the potential pitfalls
are, and how to resolve them. MCE can help you build and run a
Corporate University in cooperation with the Board sponsor. And,
we will translate the business needs into programmes, and then
deliver them globally. For established corporate universities, MCE
can play an advisory role to ensure alignment.
For more information, please contact our Director of Custom
Made Solutions, Patrick Faniel. Contact him at:
Telephone: +32 (0)2 543.21.20
Email: pfaniel@mce-ama.com
Or visit our website at: www.mce-ama.com
9
 Telecom Service Providers

2. Play a leading role in partnerships and alliances

Even today’s large operators will not be able to buy and integrate
all the players in the value chain. For this, strategic partnerships
and alliances will have to be made in several directions in order
for each player to maximize its added value.
Finding the right mix of partners
A Telecom operator might want to establish closer ties with a
technology provider, a content provider or even some software
application vendors.
Agreeing on objectives in advance
Those partnerships and alliances have to be managed in a
careful and prepared way. Crucial issues like strategy alignment
and execution need to be clear for everybody. Shared objectives
-- whether short, medium or long-term – need to be established
before entering into the partnership or alliance.

How MCE can help you

Moving up or down the value chain is not something that can be
taken lightly. It will always require specific integration skills to make
sure that the new people onboard will be aligned to the corporate
strategy and that the people already onboard have the proper
leadership skills.
In this situation, managing your network of interested parties
plays a major role in making sure your company positioning
on the value chain is clear for everyone. MCE’s open enrolment
workshop, Managing the Network of Interested Parties in the
Telecom Service Industry - Stakeholder Management explores
the stakeholder dynamics and offers insight in how Telecom
service providers can position themselves to successfully lead the
orchestration of networks.
For details, visit: www.mce-ama.com/2293.
For individual development of managers, we invite you to
participate in our open enrolment workshops.
Evaluating Strategic Alliance and Partnership is for senior
managers and executives who want the tools to evaluate strategic
relationship changes. Visit www.mce-ama.com/2261.
Launching and Managing Strategic Alliances and Partnerships
helps senior managers identify and plan for the requirements
of a successful partnership, including processes for clarifying
responsibilities and resolving conflicts.
For details, visit: www.mce-ama.com/2262.
Managing Strategic Alliances and Partnerships is for all managers
who are managing a joint venture, partnership or alliance with
another organization. For details, visit: www.mce-ama.com/2247.

Managing innovation is not something that happens by mistake.

It is a clear and conscious process that even large organization
leave too often to good luck or chance. Doing only “Product based
innovation” is another potential mistake in a standard process
industry. Innovation can also happen in other directions like
platforms or channels. In a service based industry like Telecoms,
innovation should be a clear part of the company’s basic processes.

MCE can help your top-level and line managers identify the
different directions innovation can take in Telco. Contact us to start
a discussion on innovation. Patrick Faniel, Director of Custom Made
Solutions. +32 (0)2 543.2120. Email: pfaniel@mce-ama.com.

10 The Executive Issue 37 | 2011


3. Rethink customer experience and loyalty
The experience Customers have with your Telecom Company has the potential to be a real differentiator over the longer term. This is
especially true in markets where products and prices of different providers converge to more or less the same level.
The importance of day-to-day interactions
For your company, the differentiation opportunity might lie in
how these products are brought to the customer. This includes
response quality in call centers, skills of staffs in retail outlets,
speed of technical repair and other measures. All of these
day-to-day interactions strongly influence the perception and
loyalty of customers.
How do you know if your customers are loyal—or not?
Influencing these variables starts with measuring them. Measuring
loyalty via a Customer Recommendation Score is an approach
MCE knows well. It is a handy metric for pointing to actions that
can bring an organization as a whole to customer centricity. It is
also a tool that can be used at the level of the brand, and also at
the level of the product or a specific interaction.
How Do You Get Your Customers to
Recommend You?
For answers, visit: www.mce-ama.com/customerfocus2011
Churn measurement is an effective way to monitor the
performance of your company. Loyalty indicators can also include
“hard” elements like long-term contracts and discount schemes.
Listen to online customers, too
Regardless of the method you use, you need to listen to
what your customers tell you. Listening is central to learning,
improving and engaging with them. Social media websites—
where customers exchange views about services and experiences
with a company—can give you an “unedited” view of customer
opinions. On such websites, an anonymous customer can have
a huge impact, both positively and negatively.
For more information and registration, please visit www.mce-ama.com
Telecom Service Providers
How MCE can help you
Implementing Customer Centricity is too often taken as a
side-function of the marketing department. But centricity
requires that all the “touch points” with the customer are
taken as “Moments of Truth”. How often do you realize that a
nice Telecom communication campaign is ruined by the poor
experience in the shops or via the customer care lines?
MCE can help you implement a customer recommendation
survey in your company, unit, division or department.
Depending on what you find thru customer recommendation
research, we can identify what your company needs to do to
focus more productively on your customers. This could include
executive coaching, Customer Recommendation certification,
development workshops or working with you to resolve the
people problems around managing change. For details, please
contact Patrick Faniel at +32 (0)2 543 21 20
or email pfaniel@mce-ama.com.
To help you develop individuals in key roles in your company,
our open enrolment workshop, Profitable Customer
Centricity: How Do You Get There? is a practical overview of
Customer Recommendation. It helps you understand the data
from a Customer Recommendation survey. You will also gain
insights into how to adapt your business unit, department or
organization based on what the data indicates. We recommend
the workshop for managers in finance, sales, marketing,
operations, manufacturing and production.
For details, visit: www.mce-ama.com/2196.
11
 Telecom Service Providers

4. Retail Marketing and Sales in the Telecom Industry:

Value Priced Offer - Superior Product Offer – Custom Made Solutions
Regardless of what you call your strategy, it comes back to
defining your Customer Value Proposition. Broadly speaking,
there are four types of Value Propositions (see chart). But
experience tells us that the “In-Between” is very likely to be a
shrinking market.
Change your strategy to adapt to changes in your
market
Companies in mature markets, such as those in Europe and
North America, are moving out of an “In-Between” Offer. They
are either moving into a Value-Priced Offer, Premium Offer, or
into Custom-Made Solutions.
In Telcos, the “In-Between” strategy involves basic telephone,
working. Often, it is because the old ways of doing things haven’t
changed. The company may not have changed the way it leads
and manages the people in the business.
What has changed in Consumer
Markets?
What are the new challenges? For details,
go to: www.mce-ama.com/B2C2011
How MCE can help you
As you define your customer value proposition, you also need to
take another step. Check that your complete distribution policy
is in line with the positioning. Is it also in line with what your
retail partners see about you and your offered services?

Internet and TV services. Providing packages of services bundled

together, extra content and other interactive features moves
into a Premium Offer strategy.
Involve everyone to deliver on the new strategy
It is easy to announce a customer value proposition. It is hard
to reconfigure the processes, manage change and lead people to
deliver on that value proposition. The customer value proposition
deeply impacts every part of your business. Managers consistently
underestimate this. They may ask why the new strategy is not
MCE invites you to participate in these workshops:
Retail Marketing and Sales in the Telecom industry. We will
help you fine tune your distributor’s proposal. For example,
we will take a closer look at a franchising trend in Telecom
distribution that allows you to increase the company’s reach
without requiring heavy funding.
For details, visit: www.mce-ama.com/2340.
Product Management in the Telecom Industry offers
participants a clear view of product marketing management
basics and provides a set of tools to help them plan and
implement their product management strategy.
For details, go to: www.mce-ama.com/2339.

VALUE CUSTOM-
PRICED MADE
OFFER SOLUTIONS
What is my
Customer Value Proposition in
“IN-BETWEEN” PREMIUM Consumer (B2C) Markets?
OFFER OFFER

12 The Executive Issue 37 | 2011


5. Differentiate your Customer Value Proposition in B2B:
Value Priced Offer - Superior Product Offer - Custom Made Solutions
The trend of “on-demand” services offered in a flexible and agile way is now clearly established in the B2B world. It is definitely here to stay.
Evolving into an “all-in-one” service provider
Generally, businesses and most corporations do not want to see their
precious funds invested in fixed infrastructures or expensive non-
productive software assets. This is also true for Telecom operators.
They can gradually evolve into all-in-one service providers. Telecom
operators would offer a number of specific service components that
are used on a need-to basis by their customer. The ASP (Application
Service Provider) and SaaS (Software as a Service) models are two
good examples of that evolution.
What is your CVP?
Therefore, for the Telecom operator it is important to define where
he sits in this value chain and define very clearly at the base of his
strategy execution: What is my Customer Value Proposition?
What are the challenges facing B2B
markets today?
As Europe’s economy recovers from the economic
crisis, how will B2B enterprises adapt to changes in the
marketplace? How will they compete with emerging
global competitors who can do almost everything at a
lower price?
To learn of the challenges and potential solutions facing
B2B today, please visit www.mce-ama.com/b2b2011
VALUE CUSTOM-
PRICED MADE
OFFER SOLUTIONS
Customer Value Proposition in
“IN-BETWEEN” PREMIUM
OFFER OFFER
For more information and registration, please visit www.mce-ama.com
Telecom Service Providers
How MCE can help you
Marketing and sales to B2B clients in the Telecoms world have
undergone massive change. But there is still more change ahead
if you are going to secure your territory. MCE’s Telco-experienced
Senior Associates can work with you to analyze and recommend
potential changes to strengthen your market position. We
can also work with your B2B sales management and team to
help them re-define strategies in the face of new competitors,
continuous waves of new products and services, and changing
customer expectations.
To arrange a meeting to begin the discussion on these topics,
contact our Director of Custom Made Solutions, Patrick
Faniel, on +32 (0)2 543.2120, or email him at:
pfaniel@mce-ama.com.
As the industry is shifting in the value chain and adapting its
business models, the Sales & Account Management functions
in the Telecom Industry are gradually evolving to new roles and
models. These need to be fully understood, not only by the sales
team, but also by all the different actors in the value chain. MCE
invites you to register for our workshop, The New Face of Sales
and Account Management in the Telecom Service Industry.
It will help you in defining a new relationship strategy with
customers who are more and more versatile.
For details, go to: www.mce-ama.com/2294.
What is my
B2B Markets?
13
 Telecom Service Providers

Making Customer Care a Key Part of Your Strategy

in the Telecom Service Industry
www.mce-ama.com/2296
3 Days
Level: Senior and top managers, and upper-mid managers
What business issues are addressed in this workshop?
As one of the main contact points for customers/subscribers from service provisioning onwards, the customer care department has
sometimes been seen as a place to minimize the cost of supporting the customer. At best, it is a means to sell him or her new services
or contract extensions. But as “Service Provider 2.0” strategies rely more and more on Customer focus, loyalty management and
recommendation mechanisms, it gets more and more important to move this central point of contact with the customer during his
or her entire life at the company from a cost center to a means for improving the offering to the considered customer, as well as for
improving the complete company portfolio.

Who is this workshop for? Building the Organization to Deliver

Senior and upper-middle managers with several years of
experience in the Operations and Customer care functions.
What will you be able to “take away”
from the workshop?
As a result of participating in this workshop, you will be better
able to:
• Create a concrete, measurable plan to become a central
point of a customer focused company
• Explain value proposition to your people and other
department in a way they can understand and act on it
• Measure customer satisfaction and recommendations
intention in a simple and effective way
• Position the “Product Plus” portfolio in the solving the
customer’s problem perspective
• Implement or change processes that deliver value to your
customers
• Manage internal services to support customer-facing role
What are the major topics discussed
in this workshop?
The Business Case for Customer Focus
• Customer Focus vs. Profitable Customer Focus: Five Steps to
Customer Recommendations as a driver of future revenues
• Getting heard by the business
• Customer emotion as an important decision driver
• Aligning your people to the Customer Value Proposition
• MCE Leadership Model for Aligning People
• Communicating the customer strategy in a way people can
understand, commit to, and act upon
• Involving people in shaping the solution
• Performance metrics
• Processes and process improvement
• Structure of the organization for optimal delivery of
customer satisfaction
• Leadership behaviour – walking the talk and getting people
on board
• Culture – incorporating customer focus into your values,
behaviours, and eventually your organization’s culture
Communicating Across the Organization
• Communicating your customer plan to implement it
effectively
• Moments of truth in customer satisfaction
• Creating an actionable journey – defining the experience and
what it takes to deliver
• What makes a good business story?
• Building your customer plan – Action plan and peer feedback
For full details about this workshop, see:
www.mce-ama.com/2296

14 The Executive Issue 37 | 2011

 Telecom Service Providers

The New Face of Sales and Account Management in the Telecom

Service Industry
www.mce-ama.com/2294
3 Days
Level: Senior and top managers, upper-mid managers
What business issues are addressed in this workshop?
In the new customer-centric service oriented approach in a “Service Provider 2.0” world, you need to thoughtfully consider the new
face of consultative selling. Corporations and businesses alike want to reduce significantly the number of partners and providers. They
want partners and providers that are able to bring them cost-effective, “ready to wear” solutions that they can implement fast and
flexibly ramp-up or ramp-down depending on their own business evolutions.

New Key Account Managers need to be able to lead the way through the difficult process of ROI calculation for their customers while
keeping an eye on the P&L levels for their own company. They also need to be able to manage the sales and the network together with
other stakeholders who are also looking to maximize their share of the market. Sometimes these stakeholders can be partners, but at
other times they are competitors.

Who is this workshop for? • Managing the Strategy

Senior and upper-middle Sales managers with several years of • The Marketing Process
experience in the Telecom service industry. • Case study part 1
What will you be able to “take away”
Managing the Resources and Customer-Centricity
from the workshop?
• Corporate goals and strategies, markets (customers) and
As a result of participating in this workshop, you will be better human resources
prepared to: • Evaluation process (grid) and templates for organizational
• Identify ways to propose “Ready-to-wear Premium” offerings situation analysis
to your customers • Consultative selling techniques
• Apply effective account management, consultative selling • Selling with Partners
and ROI calculation techniques to your accounts • Case study part 2
• Manage the relationship over long term by keeping an eye on
CAPEX and OPEX evolutions Leading the Team
• Optimize products and service mix proposals while keeping • Managing Performance (goal setting, incentive schemes,
an eye on a customer P&L level reporting)
• Enlarge and enrich the service portfolios in order to grow the • Understanding key elements of performance management
business profitably of individuals as part of the sales strategy execution
• Work effectively with other service partners and other • Elements of objective setting and connected incentive
stakeholders schemes, reporting tools and priorities
What topics are discussed in this • Case study part 3
workshop?
Company, Marketing, Sales – Cascading the Strategy
For full details about this workshop, see:
• External trends (customers, technologies, geographic...)
• Role of Sales manager within company/industry context www.mce-ama.com/2294

For more information and registration, please visit www.mce-ama.com 15

 Telecom Service Providers

Stakeholder Management in the Telecom Service Industry - How to

Manage the Network of Interested Parties
www.mce-ama.com/2293
3 Days
Level: Senior and top managers, upper-mid managers
What business issues are addressed in this workshop?
Many parties are interested in the Telecom service evolution and the ways to create business out of it. This creates a highly dynamic
environment where all stakeholders interact with and influence each other’s decision making process. As innovative solution offering
will mainly come from partnerships in a “Service Provider 2.0” world, we will look into how to build win-win business models, organize
research in cross organizational entities, maximize innovations and minimize risks and costs to ensure profitable results. This workshop
explores the stakeholder dynamics and offers insight in how Telecom service providers are best placed to successfully lead the
orchestration of networks.

Who is this workshop for? What are the major topics discussed
General and Senior managers with several years of experience in this workshop?
in boundary roles. An Update on the Key Developments in the Telecom Service
What will you be able to “take away” Marketplace
• External trends (customers, technologies, geographic...)
from the workshop?
• Analyze parallel situations in other industries
As a result of participating in this workshop, you will be better • Case study part 1
able to: • Explore the marketplace of today and the likely scenarios for
• Identify all stakeholders and realize the dynamics of the next five years
interactions among them
• Assign responsibility for the relationships with stakeholders Define a Stakeholder Management Plan
in your company • Stakeholder Strategy setting
• Define critical success factors for successful relationships • Long lasting partnership
with stakeholders • Tactics for marketing together
• Determine the criteria for selecting the right business model • Customer-centric strategy
for your organization • Assessing emerging new models in Telecom service
• Assess the specific role of key opinion leaders for your provisioning
business • Case study part 2
• Align corporate communication with stakeholder interests • Define current market approach vs. potential future
• Organize and manage cross-organizational developments, collaborative approach
balancing costs, risk and profits
Lead and Execute on Time
• How to activate the network?
• How to motivate stakeholders that are not part of your
company?
• What kind of KPIs can be used to steer and report to the
board of your company?
For full details about this workshop, see: • Can we calculate the ROI of a partnership?
• Case study part 3
www.mce-ama.com/2293

16 The Executive Issue 37 | 2011

 Telecom Service Providers

Profitable Customer Centricity: How Do You Get There?

www.mce-ama.com/2196
3 Days
Level: Senior and top managers, upper-mid managers
What business issues are addressed in this workshop?
Companies need to make profits to survive. They also know they need to have happy customers to survive. Often, one thing comes
at the expense of the other and there is a struggle in the company between those who are working on customer centricity and those
who are managing for profits. There is a way to get both. Your company can achieve profitable customer centricity. The workshop
helps senior managers in both finance and commercial functions reconcile the conflict between profits and customer centricity. The
workshop also helps you decide how to implement customer centricity throughout the company – aligning people and using the right
metrics to keep people focused on creating loyal, high-value customers that support the long-term financial health of the company.

Who is this workshop for? What topics are discussed in this

Marketing, sales and channel Senior and Upper-middle workshop?
Managers with several years of experience in Telecoms. • The Business Case for Profitable Customer Centricity
What will you be able to “take away” • The Net Promoter Score
• The customer journey
from the workshop?
• What are the obstacles to achieving your vision?
As a result of participating in this workshop, you will be better • Leading the Organization to Deliver
prepared to: • Planning for implementation
• Make a coherent and convincing business case for improving
customer focus and customer loyalty in your company
• See the link between customer loyalty and future financial
performance
• Integrate customer loyalty into your strategy
• Get everyone interested in the voice of the customer and
acting on it
• Make the necessary changes in your processes and structure
to support customer focus and create loyalty
• Lead people in a way that motivates and enables them to
focus on the customer
• Measure success in a clear and straightforward way
• Diagnose and address Customer Focus roadblocks
• Find the people in your organization who are customer- For full details about this workshop, see:
minded and give them more like-minded colleagues to gain
critical mass www.mce-ama.com/2196
• All of the above resulting in a more customer-focused culture

For more information and registration, please visit www.mce-ama.com 17

 Telecom Service Providers

The 5-day Mini MBA for the Telecom Industry

www.mce-ama.com/2298
5 Days
Level: Middle managers
What business issues are addressed in this workshop?
More than ever before, the dynamics and fast pace of the new Telecom Service environment require cross-functional experts who
master complexity and go beyond the silo thinking. This “Mini-MBA” program prepares participants to move into more senior positions
or into functions away from their base education. Therefore participants are exposed to the core management disciplines a business
leader in general should avail of and learn how the different functional disciplines can create synergy.

Who is this workshop for? ºº Strategy implementation framework

Managers who need to understand the changing business ºº The leadership action plan
environment in the Telecom service industry and its cross- ºº You as a leader
functional impacts. ºº Leading in a changing environment
What will you be able to “take away” ºº Innovation
5. Marketing and sales: Defining a clear go-to-market value
from the workshop?
proposition
As a result of participating in this workshop, you will be better ºº What is marketing?
prepared to: ºº Getting customer insights
• Develop an all-round view of how successful Telecom ºº Mapping the competitive landscape
organizations operate ºº Segmenting, targeting and positioning
• Understand the fundamental of a Telecom company’s core ºº Customer value propositions
business disciplines ºº Marketing planning: the extended marketing mix
• Know how to implement strategies effectively through ºº Brand management
people and different departments ºº Multi-media marketing communication
• Enrich your business know-how with methods and tools ºº Sales organisation and management
• Understand how general managers think and act ºº Channel marketing and distribution policies
• Improve your personal business understanding and career ºº Customer focus and measurement
potential ºº Mobile Virtual Network Operators (MVNO)
• Use the experiences and frameworks discussed during 6. Managerial finance and accounting
workshops for improving your own contribution and ºº Accounting and finance 
decision-making ºº Financial statements
• Become an active contributor to the change process for your ºº Analytical tools for financial performance
own company ºº Investment appraisals
What topics are discussed in this ºº Costing and pricing methods
ºº Financial planning
workshop?
ºº Budgets as management tool
1. Introduction and case study presentation 7. Telecom’s (foreseeable) future and industry outlook
2. Telecom industry: past and present 8. Case study presentations and wrap-up
3. Technology outlook and service delivery platforms
4. Strategy implementation and leadership
ºº Mission, vision, strategy and business plans For full details about this workshop, see:
ºº Customer Value Proposition
ºº Building the “strategy house”  www.mce-ama.com/2298
ºº Management versus leadership 

18 The Executive Issue 37 | 2011

 Telecom Service Providers

Product Management in the Telecom Industry

www.mce-ama.com/2339
4 Days
Level: Middle managers
What business issues are addressed in this workshop?
If there is one key role in the marketing chain of command in the Telecom industry, it is certainly the one of the Product Marketing
Manager. The Telecom industry has always been at the crossroad of providing a combination of products and services. The industry is
now going to enter a totally new era in order to reinvent itself. And the product marketer can really make a difference.

Even if you are not in charge of the company strategy and brand positioning, the decisions you make about the product attributes and
pricing will have a direct impact on the company brand and value proposal. During this 4 day intensive workshop, the participants will
get a clear view on the Product Marketing management basics—the seven building blocks. At the end of the workshop, participants will
have a clear view and tools to use in creating their own Product Marketing plans and to bring them to successful completion.

Who is this workshop for? Defining compelling Customer Value Propositions

Product and portfolio marketing managers responsible for
defining and managing the product offering of a Telecom
Service Provider and associated industries.
What will you be able to “take away”
from the workshop?
As a result of participating in this workshop, you will be better
prepared to:
• Understand the economics of a retailer (product focus, shelf
space, etc.)
• Manage your own channels and how to maximize traffic and
revenues
• Understand the different distribution channels and their
specifics.
• Motivate the channels and avoid fraud and other risks
• Practice and understand the notion of “value selling”
• Develop negotiation skills with retailers and their buyers
• Prepare a retail channel action plan
What topics are discussed in this
workshop?
Corporate strategy, Brand and Product Marketing
• Marketing in the corporate context
• Marketing: Setting the scene
• The destination: setting marketing objectives
• Case study part 1
• Seven key building blocks: Insights, Segmentation, Brand,
Value Proposition, Commercial amplification, Enablers and
the Customer Journey
• Each block will be detailed for a better understanding of the
key principles
• Key concepts and new concepts will be used, like value based
pricing, new media, business process management
• Case study part 2
Enablers: People Processes & Systems
• Key capabilities: financial, leadership and project management
• P&L principles
• Marketing revenue equation
• Business plan
• ROI, ROCE
• People dimension: left and right brain, influencing, leading
• Project Management: principles, governance, tools
• Case study part 3
Develop a Product Marketing Plan
• Establish your Product Marketing Plan
• Framework and example of a Product Marketing Plan
• Briefing and coaching for the presentation
• Final explanations and guidance
For full details about this workshop, see:
www.mce-ama.com/2339

For more information and registration, please visit www.mce-ama.com 19

 Telecom Service Providers

Retail Marketing and Sales in the Telecom Industry

www.mce-ama.com/2340
4 Days
Level: Upper-mid managers and middle managers
What business issues are addressed in this workshop?
The Telecom Retail Store is still one of the first and main customer “touch point” for the Telecom Service industry. As some channels
are managed directly and some are being managed indirectly, motivating the staff, get the right “look and feel”, selling to the retailers
and make sure that the products attributes are making it to the end customer are difficult challenges. There is nothing worse than
having retails stores that are not reflecting what the websites or the adverts have promised in the whole Customer experience. During
4 intensive days, this workshops will get the basics right on how to sell to retailers but also how to mix products and services in the
shops, negotiate with retailers and manage shelf space the most efficient way.

Who is this workshop for? 3. Negotiation skills for Telecom retailers

Marketing, Channel and Brand Managers responsible for ºº Questioning: techniques; golden rules; exercise
managing the Retail chain in the Telecom service industry. ºº Listening: being perceived as listening; golden rules;
What will you be able to “take away” exercise
ºº Interpersonal styles (direct, conceptual, social, analytical);
from the workshop?
how to communicate better with each style; how not to
As a result of participating in this workshop, you will be better communicate
able to: 4. Negotiating with different styles
• Understand the economics of a retailer (product focus, shelf ºº Role plays
space, etc.) ºº Case study part 3
• Manage your own channels and how to maximize traffic and ºº Develop a Telecom Retail Plan
revenues ºº Establishing your Telecom Retail plan
• Understand the different distribution channels and their ºº Managing People and processes (goal setting, incentive
specifics. schemes, reporting)
• Motivate the channels and avoid fraud and other risks ºº Leading the team
• Practice and understand the notion of “value selling” ºº Learning from mistakes
• Develop negotiation skills with retailers and their buyers ºº Case study part 4
• Prepare a retail channel action plan
What are the major topics discussed
in this workshop?
1. Understanding the basics of Telecom Retail
ºº Principle of Telecom Retail shops
ºº Economics and KPI’s used to manage a shop
ºº Principles of floor plan, shelves spaces, etc…
ºº Defining a Telecom retail strategy
ºº Case study part 1
2. Extend the Customer Value Proposition to Retail
ºº Understanding the Customer Value Proposition For full details about this workshop, see:
ºº Extending your brand attributes to the retail shops
ºº Value selling to retailers www.mce-ama.com/2340
ºº Case study part 2

20 The Executive Issue 37 | 2011


Strategy and Tactics to Become a Service Provider 2.0: Turning
IP-based New Generation Network Challenges into Opportunities
www.mce-ama.com/2291
3 Days
Level: Senior and top managers, upper-mid managers
What business issues are addressed
in this workshop?
You have an idea on how your company should change to
succeed, but you are not sure you have the full picture. And
you certainly do not have time to think things through. You are
looking for a sounding board and challenge from your peers
and experienced business leaders. How can you translate some
of those “Service Provider 2.0” concepts to your company and
adapt or modify your strategy and tactics?
How do some parts of this shift impact your company and your
department?
• The unbundling of the old integrated model
• Different business units with their own P&L
• The integration of new functions
• The emergence of new stakeholders and sales channels
Sound technology and investment in people have never been so
challenging. It might be time to adapt the company culture and
competencies. How do they fit in your corporate performance
systems? What is the best way to communicate this to your
people? The same applies to the new commercial functions, the
partner managers, etc.
This workshop helps you to realize how your department, your
company is well positioned in this evolution and what actions
you might have to undertake.
For more information and registration, please visit www.mce-ama.com
Telecom Service Providers
Who is this workshop for?
Senior and top managers and upper-middle managers with
several years of experience in one or more functional areas in
their companies.
What will you be able to “take away”
from the workshop?
As a result of participating in this workshop, you will be better
able to:
• Adapt to the evolving Telecom service industry strategies
• Manage the impact of the new business environment
• Apply new approaches to company image/branding and trust
• Select new Sales & Marketing approaches that really work
• Deal with multiple stakeholders
• Use your Customer Care and Operations centre as a source
for improvements
• Develop new skills needed for the new Telecom service
environment
• Develop plans to change and adapt your organization
• Manage outsourcing
For full details about this workshop, see:
www.mce-ama.com/2291
21
 Telecom Service Providers

Managing Innovation in the Telecom Service Industry -

Evolution or Revolution?
www.mce-ama.com/2295
3 Days
Level: Upper-mid managers and middle managers
What business issues are addressed in this workshop?
Significant amounts of money and time are invested in developing products, solutions and technologies in the Telecom service industry
that, for numerous reasons, failed to deliver the anticipated results. Some services might quickly become huge successes and some
will not.

But how do you know where to draw the line? What impact will your decisions have on your business strategy and market launch?
How will customers perceive these new ideas? How do you manage the “perpetual beta mode”? How do you reduce time-to-market
drastically? How can you develop in partnership with others?

Who is this workshop for? What topics are discussed in this

Middle and upper-middle managers with several years of workshop?
experience in sales, business and product development The Business Case for Customer Focus
functions. • External trends
What will you be able to “take away” • Identify the new media and how they are used
• Analyze parallel situations in other industries
from the workshop?
• Defining an innovation strategy
As a result of participating in this workshop, you will be better • Case study part 1
prepared to: Managing Innovation
• Differentiate between evolutionary and revolutionary service • Planning innovations and their implementations
and product developments in the Telecom service industry • Managing perpetual beta
• Assess potential for premium “Product plus” pricing of • Go through the “Make or buy”-decision
innovations in Telecom service industry • Shortening time-to-market
• Identify areas of innovation beyond core products • Case study part 2
• Manage the perpetual “beta mode” and shortening product Leading Innovation
life-cycle • Cascading the innovation plan across functional business
• Develop through partnerships with other stakeholders units
• Choose when and how to make the build or buy decisions • Managing people and processes (goal setting, incentive
• Outsource innovation activities successfully schemes, reporting)
• Leading the team
• Learning from mistakes
• Case study part 3

By the end of the workshop, you will have created a top-line

action plan to better ensure that the changes you envision can
For full details about this workshop, see: become a reality in your business. The MCE Senior Associate
will give feedback and recommendations at the conclusion of
www.mce-ama.com/2295 the programme.

22 The Executive Issue 37 | 2011

 Telecom Service Providers

Strategy Update for Senior Managers in the Telecom Services Industry

www.mce-ama.com/2359
2 Days
Level: Senior and top managers
What business issues are addressed in this workshop?
Significant trends are impacting the Telecom Services market today. These trends will profoundly change the business environment
and companies cannot but adapt to these evolutions to stay ahead of competition or simply sustain. Confronted with these trends,
senior management will need to challenge the current strategies and processes. They will have to adopt new business models based
on customer-driven, innovative and sustainable development. The people within the organisation need to be prepared for the new
approaches and managed through the changes it brings with it. In this briefing, participating senior management members will be
exposed to the major global trends, different strategic concepts, customer-centric models and strategy implementation frameworks.

Who is this workshop for? What topics are discussed in this

This briefing is designed for senior and top management
in the role of responsible or adviser, confronted with the
company, division or business unit strategy formulation and/
or execution or considering realignment of their organisation.
Strategy managers or senior marketing managers reviewing
their customer value proposition or make the company more
customer-oriented.
What will you be able to “take away”
from the workshop?
As a result of participating in this workshop, you will be better
prepared to:
• Gain insight from the current major global trends and take
advantage of the impact they will have on the Telco business
in the future
• Expand your knowledge of optional strategic concepts and
customer value propositions
• Set-up processes for innovation and sustainable development
• Turn a company into a customer-centred organisation and
increase customer loyalty
• Get people to buy-in to your strategy and manage them
through the change
workshop?
The major trends which will impact Telecom Services
companies in the near future
• Exploring the major global trends
• Impact of these trends on Telco companies in general
• Lessons and opportunities for your own business
Alternative core strategies to deal with the trends
• Possible strategic options in the Telco market
• Consequences of strategic choice for how the organisation
is managed
• Decide on your company’s customer value proposition(s)
The new key prerequisites for success with strategies
• Sustainable development
• Innovation as a process
• Key measurement for customer centricity
Effective strategy implementation
• Get people to buy-in to your strategy
• Align people in the organisation
• Manage people through change

For full details about this workshop, see:

www.mce-ama.com/2359

For more information and registration, please visit www.mce-ama.com 23