Telstra Strategy Report

TELSTRA’S STRATEGY REPORT, 2010

Table of Contents 1. Introduction ------------------------------------------------------------------------ Pg4 2. Internal Analysis ------------------------------------------------------------------- Pg4-8 3.1 Strengths -------------------------------------------------------------------------- Pg4-5 3.2.1 Dominant Market Position -------------------------------------------- Pg4 3.2.2 Strong Network Infrastructure ---------------------------------------- Pg5 3.2.3 Good use of Strategic Alliances --------------------------------------- Pg5 3.2 Weaknesses ------------------------------------------------------------------------ Pg6 3.3.4 Overdependence on Australia ------------------------------------------ Pg6 3.3.5 Poor relations with regulatory bodies --------------------------------- Pg6 3.3 Opportunities ----------------------------------------------------------------------- Pg7 3.4.6 Expanding operations to China ---------------------------------------- Pg7 3.4.7 Mobile Broadband -------------------------------------------------------- Pg7 3.4 Threats ------------------------------------------------------------------------------- Pg7 3.5.8 Saturated Australian Mobile Market ----------------------------------- Pg7 3.5.9 High competition ---------------------------------------------------------- Pg7-8 3. Core Competencies -------------------------------------------------------------------- Pg8-9
3.1 Possession of Copper Network --------------------------------------------- Pg8-9 4. External Analysis ---------------------------------------------------------------------- Pg9-10 5.5 Political ------------------------------------------------------------------------------ Pg9-10 5.6 Economical -------------------------------------------------------------------------- Pg10 5.7 Sociocultural ------------------------------------------------------------------------ Pg10 5.8 Technological ----------------------------------------------------------------------- Pg10 5. Porter’s Five Forces Model --------------------------------------------------------- Pg11-12 6.9 Threat of new Entrants ------------------------------------------------------------ Pg11 6.10 Rivalry among Established Firms ----------------------------------------------- Pg11-12 6.11 Bargaining Power of Buyers ------------------------------------------------------ Pg12 6.12 Bargaining Power of Suppliers --------------------------------------------------- Pg12 6.13 Threat of Substitutes ---------------------------------------------------------------- Pg12 6. Introduction of National Broadband Network and its impact -------------------- Pg13 7. Competitive Strategy of Telstra -------------------------------------------------------- Pg13-14
7.1 Corporate Social Responsibility (CSR) Policy ------------------------------------- Pg14 8. Future Challenges and Recommendations ------------------------------------------ Pg14 9. Appendixes -------------------------------------------------------------------------------- Pg15-17 10.1 Appendix 1 ------------------------------------------------------------------------ Pg15 10.2 Appendix 2 ------------------------------------------------------------------------ Pg16 10.3 Appendix 3 ------------------------------------------------------------------------ Pg17 10. References --------------------------------------------------------------------------------- Pg18-20

6. Introduction
Telstra is Australia’s major telecommunication market player, with the control of an infrastructure monopoly; it executes superiority in the industry. An internal analysis reveals the company as having competitive advantage through its extensive network coverage, but fails to maintain good relationships with regulator bodies. It also identifies the opportunities for Telstra to expand internationally, and capture the growing mobile broadband market. Furthermore, the Government’s National Broadband Network has its impacts on Telstra; however, the company can overcome negative impacts through the maintenance of its CSR policy.

7. Internal Analysis
Internal analysis identifies the company’s strengths and weaknesses, as well as core competencies that provide the firm with competitive advantage (Hill, Jones, Galvin and Haidar, 2007). The comparison of strengths, weaknesses, opportunities and threats are referred to as a SWOT analysis, which aims to identify strategies that align with the company’s resources and capabilities to the industry demands in which the company operates. Overall, the SWOT analysis allows the organisation to build on its strengths and exploit opportunities, counter threats as to correct firm’s weaknesses (Hill et al, 2007).

2.1 Strengths
2.1.1 Dominant Market Position
Telstra is Australia 's leading fully integrated telecommunications and information services company (Telstra, 2010). In 2009, Telstra supplied products and services at more than 13,000 customer points across Australia, including 124 company-owned Telstra shops, 169 licensed Telstra shops and more than 600 authorized dealers (Telstra, 2010). Telstra is one of the best known brands in the country, and has been named as Australia 's most valued brand for nine years consecutively, with a brand value of $9.7 billion, according to Interbrand in 2009. strong market position of 43.1% market share of the telecommunications industry in Australia (IBISWorld, 2009) (Appendix 1), further enhances the company’s brand image and investor confidence.
2.1.2 Strong Network Infrastructure
Telstra has a strong network infrastructure, which supports its operations. Telstra 's network and systems infrastructure supports the majority of Australia 's domestic and international voice and data telephony traffic. It is also Australia’s dominant and largest provider of Fixed Line services (Telstra, 2010). Due to Telstra owning the majority of Australia 's copper network, this has allowed them to become the dominant provider (ACCC, 2001), and also giving them exclusivity as industry players must seek Telstra for leasing of fixed line services.

As of 2007,[update] Next G network was the largest and fastest mobile broadband network in Australia, providing larger coverage than other 3G providers in Australia, covering more than 99% of the population (Barker, 2007). Telstra’s possession of strong network infrastructure enables the company to support its business operations and provides a competitive advantage over competing players.

2.1.3 Good use of Strategic Alliances
Telstra has taken good advantage of strategic alliances to venture into new markets globally. The advantages of strategic alliances include - facilitates entry to a foreign market, firms share the fixed costs and brings together complementary skills and assets that neither company could easily develop solely (Hill, 2009). Telstra’s strategic alliances include the joint venture with News Corporation and Consolidated Media Holdings of Foxtel (Sainsbury, 2007), SouFun, a China real estate and property website that will be incorporated into the Sensis business to aid Telstra in entering the China market (Telstra, 2010) and 76% interest of New World Mobility, which is Hong Kong’s largest mobile operator (CSL, 2010). Through leveraging strategic alliances, it allows Telstra to expand its product and service offering, rather than being stuck with only providing telecommunications services, and gain extensive exposure for the company.

2.2 Weaknesses
2.2.1 Poor relations with regulatory bodies
Telstra 's relationship with the Australian Competition and Consumer Commission 's (ACCC) has deteriorated since 2005. ACCC has repetitively challenged Telstra, where in 2007 the regulator issued a notice to Telstra, allegedly to recover damages resulting from anti competitive conduct, citing that Telstra raised prices on wholesale line rental services (Lemay, 2007) Even though the Federal Court of Australia ruled ACCC’s issue of notice as illegal, ACCC continues to contest with Telstra, with another legal action launched by ACCC in 2009, for allegedly refusing rivals access to its copper network (Grubb, 2010).
In September 2009, the Government of Australia announced a new regulatory regime, which requests Telstra to separate its wholesale business from its retail services, which will force Telstra to break up its business structure. The changes are part of an attempt by the Government to pressure Telstra to be a part of the $43 billion national broadband network (NBN) (Sharp, 2009), blocked from any new mobile phone spectrum allotments (Oakes, 2009); and forced to divest its 50% stake in Foxtel pay TV (Sharp, 2009). The company 's weak relationship with regulatory bodies and the Ausralian Government has detrimental impacts of damaging shareholder’s confidence, as well as the brand value.

2.2.2 Overdependence on Australia
In comparison to its competitors Hutchison Telecommunications and Vodafone, which are much more geographically diversified, Telstra is overly reliant on the Australian market for significant revenues. In 2009, Australia contributed 91.3% of its earnings, with a minor 8.7% from other international countries (Datamonitor, 2010). Both Vodafone and Hutchinson have presence in Europe, Middle East, Africa, Asia (Mainland China and Hong Kong) and Americas. While Telstra is progressively expanding its operations internationally, it is still not able to sustainably reduce dependence on Australia for its earnings; therefore Telstra is at stake of facing country-specific risks as its operations are entirely dependent on the national market.

2.3 Opportunities
2.3.1 Expanding operations to China
As the world’s second largest economy, China presents opportunities for foreign investment, which encourages international expansion into the Asian country. Telstra should capture the rapidly growing economy in China by extending its product and services portfolio. Currently, Telstra has invested in various companies in China, including the country’s no.1 real estate website, SouFun, China M, a key service provider for China Mobile and Lmobile which is the nation’s leading mobile advertising agency. The company 's expanding presence in the Chinese market could contribute to its profit growth.

8.14.10 Mobile Broadband
Telstra’s revenue from fixed line services dropped 7 per cent in the last 6 months of 2009, while in 2010; mobile services revenue grew by 5.9 per cent during the fiscal year with growth accelerating to 7.1 per cent in the second half during tough market conditions, and total mobile data revenue increased by $440 million (Appendix 2) (Telstra Annual Report, 2010). It is indicative that mobile broadband usage is rapidly increasing in Australia, with the mobile services now representing considerably more than 50% of the overall industry revenues (BuddeComm, 2010) (Appendix 3), especially among small and medium enterprises (Datamonitor, 2010). In aid of the growing usage of mobile broadband among Australia 's 1.3 million small and medium enterprises (SME), Telstra Business is planning to launch three exclusive business laptops with embedded mobile broadband, in partnership with Acer Computing (Cameron, 2010). The proposed launch of enterprise-catered packages is not only affordable, but well suited to the needs of SME’s. This new deal specifically targets at SME’s, where Telstra will achieve incremental revenues and deepen their penetration into the corporate market.

2.4 Threats
2.4.1 Saturated Australian Mobile Market
The Australian mobile market has reached the point of saturation. Australia had 23.6 million mobile users at the end of 2008 representing a penetration level of 110. It is expected that by 2012, the country’s mobile penetration will reach 122% (Datamonitor, 2010). High penetration eliminates any chance of significant growth in the future, in which Telstra will be dramatically affected as it primarily depends on the Australian market for significant revenues. Furthermore, market saturation may affect the company’s operating performance in the future (Datamonitor, 2010).

2.4.2 High competition
The Australia Telecommunications industry is extremely competitive, with Singtel Optus as the major threat to the company, as it is the only fully integrated operator, excluding Telstra, that offers voice, broadband, mobile and satellite communications (Optus, 2010). Telstra’s wireless segment competes with a number of wireless carriers, including Hutchison, Optus, and Vodafone. In February 2009, Vodafone and Hutchison Telecommunications (Australia) Limited merged to create a stronger mobile operator, better positioned to compete in the highly competitive Australian telecommunications market (Tindal, 2009). The heightened competition in the wireless segment has seen companies execute pricing pressures, therefore earnings are declining. Intense competition would affect the market share of Telstra.

8. Core Competencies

3.1 Possession of Copper Network
Core competencies ‘are the central set of knowledge in a company that, when applied, allows the company to create superior value than competitors’ (Hill et a, 2007). It is essentially what a business does well that distinguishes it from other businesses (Prahalad and Hamel, 1990). Core competencies are derived from the possession of core resources, in which the source is not available to other firms. Telstra’s core resources is their extensive network coverage, where the company’s copper network currently covers more than 99.75% of the Australian population in the six states and two territories (ACCC, 2001). Telstra’s monopoly of copper cables gives them overall authority of the industry’s movements, where competitors must oblige to Telstra’s price increases it charges to access the telco’s copper network (Bingemann, 2010). As access to Telstra’s copper network is subjected to high demand, its competitors AAPT, Macquarie Telecom and iiNet, which employs the copper network to provide fixed voice and broadband services to consumers, may face threat to their business models if Telstra makes price or access alternations to the network.
Telstra’s domination of the copper network is also been eyed by the Australian Government, to avoid the need for a duplication of infrastructure for the countrywide rollout of its $43 billion National Broadband Network (NBN) (Riley, 2010). The ownership of the extensive copper network provides Telstra with the core competency of priority access to network coverage that supports its product and services portfolio of fixed voice and broadband, giving Telstra the core competency of product growth. Moreover, Telstra’s ability to exercise price increases to industry player’s access to its network allows the organisation to gain competitive advantage in profitability, where competitors must tolerate Telstra’s unreasonable pricing arrangements that amplifies their operating costs, and potentially harm profitability.

9. External Analysis

Another important part of the strategic business planning process is the macro environmental analysis, where it assesses the industry and competitor profiles. PEST analysis is the most commonly used framework that categorises environmental influences as political, economic, social and technological factors. It examines the impact of the four factors on the business, with the results used to give the firm an advantage for opportunities and make contingency plans for threats (Cooper, 2000). 4.1 Political Despite being a former Government-operated telecommunications company, Telstra does not receive special treatment; in fact it is presented with more challenges from the political sector. ‘The Federal Government is strong-arming Telstra into separating its network and retail business’ (Grattan, 2009), with Telstra having very limited option. Telstra’s refusal of the separation will cost the organisation to ‘be deprived of a huge revenue stream from mobile phones and broadband’ (Oakes, 2009). The new reform regime will strip away Telstra’s dominance, and therefore losing a competitive advantage. Currently, the Australia telecommunications market is highly saturated, with Telstra as the leading player. However, with the Government’s new proposal to separate Telstra, the industry will be more competitive for existing players, and provide more opportunities for new entrants. 4.2 Economical Similar to other industries, the telecommunications market in Australia is susceptible to economic conditions, where an increase in economic growth results in higher demand for communication services from the commercial market. An economic downturn will put pressure on value added services as they are considered a luxury. Fortunately, fixed line, internet access and mobile are considered as necessities, therefore are resistant to the impact of recession.

4.3 Sociocultural
In recent times, a common mobile culture with Generation Y and Generation X consumers has surpassed, where there is a high mobile phone penetration amongst them, and not out of necessity, but rather to take advantage of new features and products (IBISWorld, 2009). They are considered early adaptors, and are at the forefront of the industry’s target market. These consumers also use a high proportion of value added services (IBISWorld, 2009), which includes ring tones and games. The growing use of value added services suggest that the telecommunications industry should divert their focus on expanding their value added services in order to capture the social trend. With the escalating use of mobile phones and mobile broadband, the industry may be perceived as attractive.

4.3 Technological Technological advancement is crucial to the prospect of a telecommunications provider, as consumers are constantly demanding for improved service. Telstra has captured on technological innovation, with the rapid updating of its Next G network, which is considered the fastest mobile broadband in Australia (Telstra, 2010). Therefore, in order for Telstra to remain competitive in the industry, it must embrace the latest technology 3 Porter’s Five Forces Model
Porter 's five forces is a framework to analyse competitive forces in the industry environment (Hill et al, 2007). It draws upon five forces that determine competitive intensity and industry attractiveness, in which attractiveness refers to the overall industry profitability. The identification of five fundamental competitive forces include threat of substitutes, bargaining power of buyers, bargaining power of suppliers and rivalry among existing players.

5.1 Threat of new Entrants
Even with the deregulation of the market, entry barriers still exist for new entrants. The existing barriers to entry are high and remain steady as existing operators have massive advantages, spectrum availability is limited and rapid technological change requires ongoing investment in infrastructure (IBISWorld, 2009). Furthermore, the highly capital intensive nature involved in building and maintaining telecommunications infrastructure (IBISWorld, 2009) makes the industry unattractive. The established providers benefit from cost advantages through economies of scale, brand loyalty and high marketing costs, making it difficult for new entrants to attract customers to switch from current operators (IBISWorld, 2009).

Technology upgrades require significant investments, as Telstra 's Next G network cost the organisation approximately $1 billion, with further upgrades required (IBISWorld, 2009). As a result of Telstra’s significant market share, new entrants do not pose as a threat to the organisation.

5.2 Rivalry among Established Firms
The industry is highly concentrated, which was also the driving force to Vodafone and Hutchison Australia’s merge, in order to compete strongly in the market (Broughall, 2009). Major competitors of Telstra are SingTel Optus and Vodafone and Hutchison Australia. Although there are only four three major players in the industry, however, it is already overcrowded and little product and service differentiation amongst the carriers. Furthermore, the industry has one of the highest levels of concentrations in the Australian economy (IBISWorld, 2009).

5.3 Bargaining Power of Buyers
There is not much product differentiation among all the providers; therefore the switching costs across the different carriers are relatively low. Fixed line services and mobile usage has become a necessity in current lifestyles, therefore bargaining power of buyers is moderately low. As consumer’s purchase decisions are based on quality and coverage of the service network, there are increasing pressures to expand on product offering and improved reception, but with low bargaining power of buyers, customer movement at Telstra will not be affected. 5.4 Bargaining Power of Suppliers
Telstra is the largest network and service’s supplier in the market. Its wholesale share of land-based market is 94.1%, including basic access lines resold by its competitors. Telstra’s dominant market position remains stable, as most carriers are generally reliant upon leasing network capacity from Telstra. Other service provider’s dependency allows Telstra to have significant influence over the cost of its competitors, even when Telstra demands for 20 per cent increase on the price to access its network (Bingemann, 2010). Since Telstra controls the network that covers more than 99.75 per cent of the Australian population (ACCC, 2001), it is considered a supplier of the industry and therefore bargaining power of suppliers is high.

5.5 Threat of Substitutes
The development of technology has allowed the telecommunications industry to expand to internet provision, which leaves limited space for substitutes. However, there is potential for internet calls to become main stream and replace the use of fixed-line. Although internet calls may become the norm, replacing fixed lines, carriers in the industry will only incur a small loss as a result of decline in fixed-line usage, but will see a gain in broadband usage, therefore Telstra will benefit either way, and threat of substitute remains low. 11. Introduction of National Broadband Network and its impact
The roll out of the Federal Government’s National Broadband Network (NBN) will deliver fast broadband to Australian homes and workplaces. It consists of establishing a new company that will cost the Government A$43billion. The impact of the NBN on the telecommunications industry is vast, as it may threaten their revenue for broadband services, with the cheaper and faster alternative offered by NBN. Telstra’s shares suffered an ‘all time low of $2.88 amid the uncertainty about the impact of NBN’ (McFarland, 2010). NBN will place further pressure on Telstra in losing its infrastructure monopoly. However, confirmation of the NBN has provided Telstra the opportunity to be a provider of services, but requires Telstra to de-commission its copper networkers and transfer all customers to the NBN once completed (Durie, 2010). Overall, the launch of NBN has a positive impact on Telstra as it will allow cost savings from the exclusion of copper maintenance and permit the telecommunications carrier to bid for spectrum and expand on their wireless network. Furtermore, the Government will provide Telstra $100 million for the retraining and redeployment of Telstra staff’ (Adams, 2010).

12. Competitive Strategy of Telstra

CSR policy monitors and ensures the company supports the law, ethical standards, and international norms. Consequently, business would embrace responsibility for the impact of its activities on the environment and society. Essentially, CSR is the honoring of a triple bottom line. ‘Proponents of corporate social responsibility (CSR) are convinced that it pays off for the firm as well as for the organisation’s stakeholders and society’ (Burkeand Logsdon, 1999). CSR policy can be used as a strategy to gain competitive advantage as there is a correlation between social and environmental performance and financial performance. Effectively, a company is eager to gain the interest of stakeholders, and by executing CSR, the company is perceived as favourable.

13.4 Corporate Social Responsibility (CSR) Policy
Telstra’s CSR policy identifies four key areas of responsibility, including provide good jobs at good wages, pay superior dividends to shareholders and pay taxes; supply good services to the entire customer base and the wider community; enact good care for resources, society and the environment; voluntarily use products, services and resources to benefit the communities in which we operate (Barrile, 2009). Telstra’s CSR is performed through consistent sponsorship, donations and volunteering, which founded the ‘Telstra Foundation’. By providing for the community and contributing to the society, Telstra attracts customer’s loyalty as a company that is concerned beyond financial performance.

7. Future Challenges and Recommendations
Telstra 's traditional strength has been its historical monopoly on fixed line services; however profits from traditional fixed line phone services are in decline as customers increasingly move to mobile and wireless only households and businesses (Telstra Annual Report, 2010). This is indicative that Telstra should capture on the growing mobile services market, especially mobile broadband. Telstra should also invest in value added services which has a high demand from Generation Y and Generation X consumers who are less price-conscious.
As a result of the industry being highly concentrated, and Telstra’s sole reliance on Australia, the firm’s earning are limited and faces country-specific risks. Furthermore, with the Government’s execution of the NBN and continuing push for reforms, it will place mounting pressure on Telstra’s profits and threaten its infrastructure monopoly. It is recommended that the organisation seeks to expand its product and services offering internationally, through the assistance of its existing strategic alliances and capture the booming Chinese market.
While Telstra 's ongoing relationship with the Federal Government and ACCC will continue to play a significant role in its future, it is best for the operator to repair the acrimonious relationship to avoid regimes that exclusively threaten Telstra’s business model.

8. Appendixes

8.1 Appendix 1

Source: IBISWorld Industry Report, 2009

9.2 Appendix 2

Source: Telstra Annual Report, 2010

8.3 Appendix 3 Mobile Data Revenue Market Share per Major Operator – 2010

(Source BuddeComm based on company and industry data)

9. References
ACCC challenges Telstra. (2006) ACCC News Release
Retrieve from: http://www.accc.gov.au/content/index.phtml/itemId/772078/fromItemId/2332
ACCC commences review of Telstra 's retail price control arrangements. (2010) ACCC Review
Retrieved from: http://www.accc.gov.au/content/index.phtml/itemId/909700
Adams, S (2010) Consumers the Winners in Telstra, NBN deal, The Epoch Times
Retrieved from: http://www.theepochtimes.com/n2/content/view/37813/
Barker, G. (2007) Telstra to make Next G biggest, fastest in world, The Age
Retrieved from: http://www.theage.com.au/news/business/telstra-to-make-next-g-biggest-fastest-in-world/2007/02/13/1171128974088.html
Barrile, S (2009) Telstra: The Challenge of Corporate Social Responsibility, Businessdate
Bingemann, M. (2010) Telstra aims to hike rivals ' access costs, The Australian
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Bradmore, D., (2005), Competitive Advantage Concepts, Prentice Hall
Broughall, N. (2009) Vodafone And Three Merging In Australia, Gizmodo
Retrieved from: http://www.gizmodo.com.au/2009/02/vodafone_and_three_merging_in_australia/

References and further reading may be available for this article. To view references and further reading you must purchase this article.
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Cameroon, N. (2010) Acer offers exclusive 3G business laptops to Telstra channel, ARN
Retrieved from: http://www.arnnet.com.au/article/332840/acer_offers_exclusive_3g_business_laptops_telstra_channel/
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References: Cameroon, N. (2010) Acer offers exclusive 3G business laptops to Telstra channel, ARN Retrieved from: http://www.arnnet.com.au/article/332840/acer_offers_exclusive_3g_business_laptops_telstra_channel/ Cooper, L. (2000) Strategic Marketing Planning for Radically new Products, Journal of Marketing, Vol. 64 Issue 1, pp.1-15. CSL Website (2010) Retrieved from: http://www.hkcsl.com/en/index/index.jsp Durie, J (2010) Telstra-NBN deal signals telecom revolution has begun, The Australian Grubb, B. (2010) Telstra 'price squeeze ' claims go to ACCC, ZDNet Retrieved from: http://www.zdnet.com.au/telstra-price-squeeze-claims-go-to-accc-339304519.htm Hill, C., Jones, G., Galvin, P., Haidar, A. (2007) Strategic Management, An integrated Approach, 2nd Australian Edition IBISWord Telecommunications Industry Report (2009) IBISWorld Lemay, R. (2007) Telstra wins ACCC court battle, ZDNet Retrieved from: http://www.zdnet.com.au/telstra-wins-accc-court-battle-339274717.htm Oakes, D (2009) Telstra’s separation anxiety, The Age Optus Website (2010) Retrieved from: http://www.optus.com.au/home/ Prahalad, C.K., Hamel, G. (1990) The Core Competence of the Corporation Profile of China, Telstra International Website Retrieved from: http://www.theage.com.au/business/reforms-pave-way-for-telstra-breakup-20090915-fof0.html Telecommunications Infrastructures in Australia (2001) ACCC Website Retrieved from: http://www.accc.gov.au/content/item.phtml?itemId=690305&nodeId=d66ef1be999753de98a1c5c14d426c49&fn=Chap%202%20PSTN%20Copper%20Network.pdf Telstra Annual Report (2010) Telstra Website Tindal, S. (2009) Vodafone and 3 to merge Aussie operations, ZDNet Retrieved from: http://www.zdnet.com.au/vodafone-and-3-to-merge-aussie-operations-339294835.htm