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 ----------------------------------------
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Background Telstra is a descendant of the Post Master General’s (PMG) Department of the Australian Commonwealth Public Service. In 1975 telecommunications and postal functions were divided into two statutory commissions: Telecom Australia and Australia Post. Telecom Australia‚ the government-owned communications carrier‚ later merged with a much smaller government body‚ OTC‚ then responsible for international calls. Telecom rebranded itself as Telstra in the early 1990s. Telstra has faced competition
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ACCT 3583 Syndicate Case Study Report Telstra Corporation Limited By BIG MAC Abilene Madeline Johan z3329202 Hui Melina Jarita z3357725 Lingbo Li z3346177 Li Chen z3326855 Xiaoyi Xu z3326452 Yinan Jia
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Telstra Corporation Limited Executive Summary Telstra Corporation Limited (Telstra) is an Australian leading telecommunications and information services company‚ building and operating telecommunications networks and marketing voice‚ mobile‚ internet access and pay television products and services. Telstra strives to provide more services and value for money so customer can enjoy the benefits of mobile communications services in day-to-day activities (Telstra‚ 2012). Telstra’s business strategies
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analysis of Telstra‚ achieved through the dissection of its target market‚ and the decision making process used by its customers. Additionally‚ through swot analysis and the consumer behaviour model the report elucidates Telstra’s understanding of its consumers and the current marketing strategies it is employing. The report also explores recommendations for Telstra to further develop their marketing strategies utilised within Australia. Business Overview: The market that Telstra provides services
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Business Structure Telstra is Australia ’s leading fully integrated telecommunications and information services company. Telstra ’s organizational structure consists of Telstra Retail‚ Telstra Mobile‚ Telstra Country Wide‚ Telstra Wholesale‚ Telstra International infrastructure Services and Network and Technology Group. They offer a range of services from landline telephony‚ to complex mobile services‚ to high speed broadband. As required by the legislation‚ the Federal government remains 50.1%
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SOLUTIONS TO CASE STUDIES CHAPTER 13 Case Study 13.1 Telstra opts for David Thodey as replacement for Sol Trujillo 1. Why would the Telstra board appoint an internal candidate to the position of chief executive‚ rather than an external candidate? This question is a good opportunity for students to reflect on what constitutes ‘expertise’. On the surface of the facts‚ David Thodey may seem like an unusual choice given that his proposed management changes are
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Case 2 Telstra Module 2 External Analysis 1. Define the industry of the company (2.6) Australian mobile telecommunications carrier industry 2. What are the characteristics of the industry that the company is in and how is the industry changing over time? Characteristics: Technology innovation is a key driver for changes and success in this industry. The industry is under scrutiny of government. Government policies play an important role in market competition and pricing. *ongoing price
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IESE UNIVERSITY OF NAVARRA STRATEGIC THINKING: STRATEGY AS A SHARED FRAMEWORK IN THE MIND OF MANAGERS Esteban Masifern* Joaquim Vilà* RESEARCH PAPER No 461 March‚ 2002 * Professors of General Management‚ IESE Research Division IESE University of Navarra Av. Pearson‚ 21 08034 Barcelona - Spain Copyright © 2002‚ IESE Do not quote or reproduce without permission STRATEGIC THINKING: STRATEGY AS A SHARED FRAMEWORK IN THE MIND OF MANAGERS Abstract Even though most
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process through which‚ based on the analysis of changing external and internal conditions‚ management defines the desired future state of human resources. A systems perspective of the HRP process: strategy formation-HR planning-implementation of HR action plans A processual perspective of the HRP process-strategy formation-hr planning-HR actions in a two way relationship Key features of SHRP: -a process -directed at meeting current and future needs -progresses through phases from forecasting to developing
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