...CASE OVERVIEW Omnitel entered the Italian telecommunication market in February 1995. Till then the Italian telecommunication market was dominated by Telecom Italia Mobile which had a monopoly in this market. The rst private company to enter the Italian telecommunication market was Omnitel. This was facilitated by the decision taken by the European Commision (EC) in 1993 that all member states should open their markets and guarantee competition in the telephony market by January 1998. Omnitel had to purchase a license for the GSM network for 760 million dollars. Currently the biggest competition for Omnitel is Telecom Italia Mobile (TIM) which was formed in July 1995 and was listed in the Italian stock exchange after splitting from its parent company Telecom Italia. TIM had a customer base of over four million and held 97% of the market share. STRATEGY TO OBTAIN MARKET SHARE Omnitel is at a critical stage at this point unless penetration in the market is achieved prospects for growth are limited. During the initial six months Omnitel oered plans similar to TIM and focused mainly on high quality customer service. This was the only dierentiating factor between Omnitel and TIM. By means of a market survey conducted it was found that a large share of mobile phone users were reluctant to change brands. Unless new revised plans and schemes by Omnitel were oered the company would not appear attractive to prospective customers. Two high level management...
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...Case Analysis Omnitel Problem Statement In December 1995, we entered the Italian mobile market as the country’s first private cellular service provider (Lal 4). Despite our competitive prices and superior customer service we have only been able to garner a 4% market share (Lal 4). If we do not pick up more market share quickly our company will not be able to survive. Results from our recent market research revealed that Italian cellular customers are not satisfied with the pricing of plans being currently offered (Lal 1). In order to take advantage of that, we must implement a marketing strategy to introduce a new pricing plan that will differentiate us without instigating a price war with our primary competitor Telecom Italia Mobile (TIM). Situation Analysis Market Size and Trends In the late 1980s, the European mobile telephony market was dominated by 12 major state owned behemoths since the governments had not liberalized the mobile space (Lal 2). The market started to become open to private providers when the European commission required its members to open up the mobile telephony space and ensure competition by 1998 (Lal 2). After obtaining our own GSM license, we officially launched our commercial services in December 1995: “[Our] entrance not only increased competition but also enhanced awareness about cellular products among Italians. Cellular penetration in Italy was 7.5% by the end of the...
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...studied from the perspective of the marketing manager. The course focuses on the initiation, design, and interpretation of research as an aid to marketing decision making. Case studies and projects are used to provide students with some practical research experiences. Prerequisite(s): MGMA01H3/(MGTB04H3) or MGIA01H3/(MGTB07H3) Exclusion: (MGTD07H3), MGT453H, RSM452H Textbook/Required Course Materials: Marketing Research: Methodological Foundations, 10th Ed. by Dawn Iacobucci and Glibert A Churchill (This text can be purchased from the bookstore or Online through Course Smart at the following url: http://www.coursesmart.com/IR/2047297/9781439081013?__hdv=6.8) A required case packet is available from https://cb.hbsp.harvard.edu/cbmp/access/20658242 Recommended: Ethnography for Marketers: A Guide to Consumer Immersion by Hy Mariampolski Lecture Notes and Other Announcements A course such as this is based on the premise that sharing issues and discussing them enhances learning. The course is based on discussion of cases in class, and bulk of the time will be spent on it. There will be very little lecturing, if any. The role of the instructor will be to guide the discussion, and to ask challenging and provoking questions to bring about a lively debate of the different issues involved in the case. As such, attendance is a pre-requisite to learning in the class. I expect that students will not miss class, and will respect each other by...
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...Vodafone Group Plc Annual Report for the year ended 31 March 2012 Creating a more valuable Vodafone We are creating a more valuable Vodafone Our strategy is focused on four areas of growth potential and founded on strong capital and cost discipline. This is delivering results: we have outperformed our key competitors in most major markets, and returned over £10 billion to shareholders in the last 12 months. £46.4bn £11.5bn Group revenue increased 1.2% to £46.4 billion with a strong demand for data services and further voice penetration in emerging markets. Adjusted operating profit was £11.5 billion, slightly down on last year (up 2.5%* on an organic basis) supported by a good performance from our US associate, Verizon Wireless. £6.1bn Free cash flow of £6.1 billion, decreased due to the sale of our interests in China and France and a lower working capital benefit. 9.52p Total ordinary dividends per share of 9.52 pence, up 7.0% in line with our dividend per share growth target. We also paid a special dividend of 4.0 pence per share and our £6.8 billion share buyback programme is almost complete. £6.4bn Capital expenditure increased by 2.3%, as we continued to maintain our high level of investment to support our network strategy. 14.91p Adjusted earnings per share of 14.91 pence, down 11.0% on last year, resulting from the loss of income following the sale of several businesses and higher financing costs. Vodafone Group Plc Annual Report...
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...Cash Flow Forecasting Essential Capital Markets Books in the series: Cash Flow Forecasting Corporate Valuation Credit Risk Management Finance of International Trade Mergers and Acquisitions Portfolio Management in Practice Introduction to Project Finance Syndicated Lending Cash Flow Forecasting Edited by Andrew Fight A MSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD P ARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803 First published 2006 Copyright © 2006, Andrew Fight. All rights reserved. Note The materials contained in this book remain the copyrighted intellectual property of Andrew Fight, are destined for use in his consulting activities, and are to be clearly identified as copyrighted to him. Andrew Fight has asserted his right under the Copyrights, Designs, and Patents Act 1988, to be identified as author of this work, and confirms that he retains ownership of the intellectual property and rights to use these materials in his training courses and consulting activities. No part of this publication may be reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentally to some other use of this publication) without the written permission...
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