This paper discusses the strategic challenge of the Swiss Telecommunications Provider Swisscom AG in the advent of a tight domestic regulation and a limitation of growth options within a domestic telecommunications area.
• How can it transform itself to a revenue growth company whilst preserving its financial profitable base?
• And secondly, what would be the areas Swisscom should invest into in light of a series of new technologies which have a view to be disruptive, sooner or later.
All fields Swisscom might expand into are no “green fields”, which means – in whatever way Swisscom might expand – more revenues from its existing customer base – new services on top of the existing products – new services as a means of diversification – are subject to fierce competition and of course necessarily imply a strategic stretch. 1
All activities Swisscom might undertake in order to get for revenue growth, is stimulated by dissatisfaction, the perception of a gap between current and desired performance. In this Thesis we will look at the performance gap Swisscom has and will quantify this statement of the shortfall between current business results and those that should be expected.
In this paper, we will enlighten the opportunity for growth through an investment into IT Services and check that opportunity gap and try to quantify it. In this quantified assessment the discrepancy between current business results and those achievable with a new business design will be looked at whilst encompassing the looming new disruptive technologies – Voice Over IP and Public Wireless LAN above.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- The Swiss Telecommunications Industry Structure
- Key developments
- A maturing voice market
- An increasing demand from customers for converged services
- New market segments
- Changing shape of competition
- The Industry forces in Switzerland
- Increasing competition by players from other segments
- Key developments
- Client relative positioning - Swisscom's Key challenges
- Swisscom's transformation challenge
- Increasing shareholder value
- Driving growth
- Strategic priorities
- Swisscom's organisational setup - and how IT services does fit into
- Swisscom's Value Chain
- Swisscom and its key processes
- Swisscom IT Services
- Swisscom IT Services - the status quo
- The challenge
- Strategic Choices for growth
- The ICT value chain
- The Target Market Small and Medium Businesses
- The Swiss Midmarket and Size
- The IT Market opportunity in Switzerland
- Scale and importance
- Scale and characteristics of the opportunity
- What is the competitive environment?
- Sidenote: Why do Small Companies outsource so rarely?
- Willingness to Pay for Service
- Swisscom's perceived Value Curve
- Current value curve
- Future value curve
- Recommendation
- Expanding Swisscom's offerings portfolio to generate more revenue
- Examples of potential services to be offered by Swisscom IT Services
- Example 1: Desktop Services
- Example 2: ERP Horizontal packages
- Example 3: CRM packages and Sales Force Automation
- Implementing the change
- Transformation of the Business model - The On Demand model
- The structural delivery
- Deployment platform focus
- Enterprise Server Hardware
- Mass Server Hardware
- Desktops and Laptops
- Changing the organisation
- Sales and marketing
- Platform Delivery
- Project Management
- Portfolio management
- Time- Sequencing the change
- Selecting the right entry markets
- Setting vital Checkpoints
- Market segmentation checkpoint
- Checkpoints on organisational readyness
- Overcoming obstacles – systematising the change
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This project aims to analyze Swisscom IT Services and identify strategies for achieving sustainable growth by providing IT services to external clients. It explores the Swiss telecommunications market landscape, analyzes Swisscom's current position, and examines the challenges and opportunities presented by the external IT services market.
- The evolution of the Swiss telecommunications market
- Swisscom's strategic priorities and organizational structure
- The growth potential of the IT services market for small and medium businesses (SMBs)
- Swisscom's competitive landscape and its ability to serve the SMB market
- Recommendations for expanding Swisscom's IT services portfolio and implementing an "On Demand" business model.
Zusammenfassung der Kapitel (Chapter Summaries)
The project begins with an introduction to Swisscom IT Services and its objectives. Chapter 2 delves into the Swiss telecommunications industry structure, examining key developments, changing competition, and the forces shaping the market. Chapter 3 analyzes Swisscom's key challenges and positioning, including its transformation efforts, strategic priorities, and organizational setup. Chapter 4 examines the strategic choices for growth, focusing on the ICT value chain, the target market of SMBs, the IT market opportunity in Switzerland, and the competitive environment.
Chapter 5 outlines recommendations for expanding Swisscom's IT services portfolio, including examples of potential service offerings. Lastly, Chapter 6 delves into implementing the change, outlining the transformation of the business model to an "On Demand" approach, the structural delivery of services, and the necessary organizational changes.
Schlüsselwörter (Keywords)
The core themes of this project include the Swiss telecommunications market, IT services, strategic growth, small and medium businesses (SMBs), competitive landscape, value chain, market opportunity, organizational change, and "On Demand" business models.
- Quote paper
- Christoph von Gamm (Author), 2004, Swisscom IT Services, Munich, GRIN Verlag, https://www.grin.com/document/143444
