—Planning New Tariffs at tele.ring: The Application and Impact of an Integrated Segmentation, Targeting, and Positioning Tool (original) (raw)
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Marketing Science, 2008
tele.ring is a mobile phone organization selling contracts and cell phones in the Austrian market. The market situation in 2005 was highly competitive and dynamic resulting in relatively short tariff life cycles. Excessively long lead times made tele.ring's management feel dissatisfied with their new tariff development process. Furthermore, a new competitor had entered the market posing a major threat and it was unclear how to effectively safeguard tele.ring's position in the market. In cooperation with the management, we implemented and tested a new segmentation, targeting and positioning tool, which provides managers with information on their target markets, customer preferences, competitors' strengths, and customer segments. It allows for the simultaneous visualization of this data on a single map and facilitates timely and accurate decision making. In particular, we report on the design and the implementation of a new pricing scheme, "Formel 10", which became the most successful new tariff introduction in this competitive market. tele.ring's managers were very much impressed with our tool's ability to represent the market on a single map and with its capacity to allow for intuitive interpretation. In addition, the tool enhanced internal communication between its users and different stakeholders during the new tariff development process. market 2 2 1 J J J + =
Optimizing Market Segmentation for a Global Mobile Phone Provider for both Targeting and Insight
Journal of Advertising Research, 2011
INTRODuCTION AND BACKGROuND Mobile Telesystems (MTS) is one of Russia's top corporations, with group revenues of $2.93 billion in Q1 2011. As the leading telecommunications group in Russia, Eastern Europe, and Central Asia, it operates mobile and fixed-access networks in six countries in the region-Russia, Ukraine, Belarus, Uzbekistan, Turkmenistan, and Armenia-with a population coverage area of more than 230 million. This article deals with a complex multi-country segmentation of the mobile-telephony market conducted on behalf of MTS in Russia, Ukraine, Belarus, Uzbekistan, and Armenia. At the group level, MTS wanted to create a common language and a consistent platform for planning, developing, prioritizing, implementing, and evaluating marketing initiatives across all markets.
An Integrated Tariff Analysis System: Software and Database
SSRN Electronic Journal, 2004
Staff Working Papers are not for quotation without the permission of the authors. The views expressed in this paper are those of the staff involved and do not necessarily reflect those of the Productivity Commission.
Wholesale Competition in the International Telecommunications System
Networks and Spatial Economics, 2005
In the last ten years, the international telecommunications industry has undergone important changes from both the legislative (regulatory reforms) and the technological points of view. The liberalization of the telecommunications market has, consequently, affected the dynamics of the bilateral agreements between international carriers. In this paper, the international wholesale market in which carriers compete over the tariffs in order to increase their market share is analyzed. In particular, this paper examines the interactions between fixed telephony TLC carriers belonging to various countries and analyzes the possible strategic choices of the market leader induced by changes in competitor behavior.
Selecting Telecommunication Carriers to Obtain Volume Discounts
Interfaces, 2005
During 2001 many European markets for mobile phones reached saturation. Hence, mobile phone operators have shifted their focus from growth and market share to cutting costs. One way of doing so is to reduce spending on international calls, which are routed via network operating companies (carriers). These carriers charge per call-minute for each destination and may use a discount on total business volume to price their services. We developed a software system that supports decisions on allocating destinations to carriers. The core of this system is a min-cost flow routine that is embedded in a branch-and-bound framework. Our system solves the operational problem to optimality and performs what-if analyses and sensitivity analyses. A major telecommunication services provider implemented the system, realizing two benefits: it has structured the business process of allocating carriers to destinations and cut the costs of routing international calls.
https://www.ijrrjournal.com/IJRR\_Vol.8\_Issue.7\_July2021/IJRR-Abstract017.html, 2021
Koperasi Telkomsel (Kisel) as a business of selling and distributing telecommunication products, need to adapt and formulate new strategies in changes of telecommunications sector as a result of customer behavior and the Covid-19 pandemic effects. The aims of this research are to formulate Kisel's strategy, starting from environment analysis, formulate alternative strategy, and create strategy priority in sales and distribution of telecommunication products changes. This research was conducted using qualitative and quantitative research methods with primary data collection techniques from 31 respondents through surveys, interviews, and Focus Group Discussions (FGD), as well as using secondary data from internal data and literature studies. The selection of respondents was carried out deliberately (purposive sampling) considering that the selected respondents have experience and expertise in their fields and have the authority to determine policies and operational decisions. From this research, the results of the identification and analysis of environmental factors were obtained with an Internal Factors Evaluation (IFE) value of 2.74 and an External Factors Evaluation (EFE) of 3.04. These results are in the build & growth quadrant of IE Matrix with intensive strategies such as market penetration, market development, product development and integration strategies. From the SWOT analysis and QSPM decision-making technique, Kisel's four strategic initiatives and priorities were obtained, such as maintaining and securing existing businesses, strengthening business infrastructure and digital business foundations, strengthening and developing core businesses and expanding non-captive market businesses.
Marketing Segmentation, Targeting and Positioning for Competitive Advantage, Related Cases
Lovely Aggari, 2018
Steps in Market Segmentation, Targeting and Positioning • Market Segmentation o Identify the bases for segmenting market o Develop Segment Profiles • Market Targeting o Develop measure of segment attractiveness/ Evaluate Market Segments o Select Target Segments • Market Positioning o Develop positioning for target segments o Develop a marketing mix for each segment