Strategic Management In Telecommunications / Edition 1

by James K Shaw, James Shaw

Overview

Understand how to thrive in the intensely competitive telecommunications environment using reinvigorated strategic planning at the corporate level with this new book. Offering a look at how to bring new products or services to market in the wake of the U.S. Telecommunications Act of 1996, this is the first resource of its kind that defines market planning, new product development, and the interaction of supply and demand in the telephony, broadcasting, and computer industries in the wake of the 1996 act.

Utilizing extensive case studies, Strategic Management in Telecommunications helps you understand market research and strategic planning in the post-1996 telecommunications world in specific terms. You observe the most successful telecommunications companies and see how they have reacted to the convergence of telephony, broadcasting, and the Internet. What's more, you get a timely overview of the dynamics currently impacting how industry alliances, partnerships, affiliations, mergers, and acquisitions happen — both domestically and internationally.

An important aspect of this volume is its non-technical explanation of how market researchers and strategic planners work with other telecommunications professionals, giving you an understanding of the important relationships within your telco organization. Also, you get a matter-of-fact look at the specific aspects of the 1996 Telecommunications Act which define future opportunities, challenges, constraints on the market, and strategic planning for telcos.

Product Details

ISBN-13:	9781580530187
Publisher:	Artech House, Incorporated
Publication date:	02/28/2000
Series:	Telecommunications Library Series
Pages:	424
Product dimensions:	6.00(w) x 9.00(h) x 1.06(d)

Table of Contents

	Acknowledgments	xvii
	Preface	xix
1	Foundations of Strategic Management in Telecommunications	1
1.1	Notes on the Organization and Use of This Research	2
1.2	Definition and Meaning of Strategic Management	4
1.3	Historical Overview of Strategic Management	5
1.3.1	Classic Strategic Management	7
1.3.1.1	Mission and Goals	7
1.3.1.2	Analysis of the Competitive Environment	8
1.3.1.3	Evaluation of Internal Resources	12
1.3.1.4	Company Goals and Action Steps	13
1.3.1.5	Implementation of Action Steps	14
1.4	Strategic Management and Systems Analysis	15
1.5	Recent Advances in Strategic Management	17
1.5.1	Five-Force Model	18
1.5.2	"Co-opetitive" Strategic Management	19
1.5.3	Strategic Management Through PEST	20
1.6	A Note on Menu-Based Strategic Management	22
	References	23
2	Strategic Management and Deregulation: Opportunities Precipitated by the Telecommunications Act of 1996	25
2.1	Operational Definition of Contemporary Telecommunications	26
2.2	Telecommunications Deregulation: The Cutting-Edge Debate	26
2.3	The Telecommunications Act of 1996: Debate and Assessment, 1996-2000	29
2.4	Economic Backdrop	30
2.4.1	Economic Backdrop: Pre-Telecommunications Act of 1996 Era	31
2.4.2	Economic Backdrop: Post-Telecommunications Act of 1996 Era	33
2.5	Telecommunications and the American Economy: The Year 2000 and Beyond	35
2.6	The Telecommunications Act of 1996: Distilling Strategic Significance	36
2.7	The Telecommunications Act of 1996: Redefining Strategy in Deregulated Markets	40
2.8	The Telecommunications Act of 1996: Landscape of New Business Opportunities	41
2.9	Telecommunications Deregulation and the Global Economy	42
	References	44
3	The Economics of Telecommunications Convergence: Telephony, Broadcasting, and Computer Integration	47
3.1	Telecommunications and the U.S. Economy, 2000-2010	48
3.2	Telecommunications and the World Economy, 2000-2010	52
3.3	The Emerging Economics of Telecommunications	53
3.4	The Economics of Aggregation	54
3.5	The Economics of Complementation	56
3.6	The Economics of Consolidation	57
3.7	The Economics of Disintermediation	59
3.8	The Economics of Tertiary Analysis	62
3.9	The Economics of Convergence	63
	References	64
4	Strategic Management and the Consumer: Analysis of Emerging Demand	67
4.1	Strategic Management and the Emerging American Consumer	68
4.2	Environmental Dynamics of Consumer Demand	69
4.3	Components of the Determinants of Demand	72
4.3.1	Problem Recognition	72
4.3.2	Information Search	73
4.3.3	Lifestyle and Attitudes	73
4.3.4	Motivation, Emotion, and Personality	74
4.3.5	Evaluating Consumer Preferences	76
4.4	Monitoring Consumer Behavior	78
4.5	Diffusion Rates for Products and Services	79
4.6	Emerging Developments in Consumer Behavior	80
4.6.1	Shift to Bundled Services	81
4.6.2	Heightened Consumer Awareness	81
4.6.3	Particle Marketing	81
4.6.4	Relational Marketing	82
4.7	Shifting Patterns in Consumer Preference: Domestic and Global	83
	References	85
5	Strategic Management and the Producer: Analysis of Emerging Supply	87
5.1	Analysis of Market Structures	88
5.2	Telecommunications Market Concentration Ratios	90
5.3	Analysis of Market Structures and Strategic Decision-Making	91
5.4	Economic Tools for Telecommunications Strategists	95
5.4.1	Dynamics and Determinants of Communications Supply and Demand	95
5.4.2	Telecommunications Price Elasticity	97
5.4.3	Defining Profit Maximization in Telecommunications	98
5.4.4	The Telecommunications Substitution Effect	99
5.4.5	Applying Indifference Curves	100
5.5	Notes on the Economics of Telecommunications Supply	101
	References	102
6	Applying Strategic Management Models in Telecommunications Firms	103
6.1	Strategic Management Models: Strengths and Limitations	104
6.2	Suggested Guidelines for Application	108
6.3	Laying the Foundation for Strategic Management	108
6.3.1	The Tools of Market Research	109
6.3.2	Market Targeting in Telecommunications	110
6.3.3	Market Positioning in Telecommunications	111
6.3.4	Recent Developments in Competitive Research	112
6.3.5	The Changing Environment of Telecommunications Competitive Research	113
6.4	Strategic Management and Deregulation	114
6.5	Strategic Management and Forecasting	115
6.6	Analysis of Diffusion, Substitution, and Mortality	117
6.7	Linking S-Curve Methodology with Product Substitution	118
6.8	Applying 'Jumping the S-Curve' Methodology	119
6.9	Limitations of Telecommunications Forecasting	120
6.10	Connecting Environmental Scanning, Forecasting, and Strategic Management	121
6.11	Applying Strategic Management Models: A Critical Review	121
	References	123
7	Determinants of Effective Strategic Management: Common Attributes of Successful Telecommunications Firms	125
7.1	Criteria of Strategic Management Effectiveness	126
7.2	Telecommunications Investment and Strategic Performance	127
7.3	Telecommunications Strategic Management Effectiveness: A Post-Act Assessment	129
7.4	Telecommunications Strategic Management Performance: The Telephony Sector	130
7.4.1	Motorola Corporation	131
7.4.2	SBC Communications	133
7.4.3	AT&T Corporation	136
7.5	Telecommunications Strategic Management Performance: The Computer Sector	138
7.5.1	Intel Corporation	140
7.5.2	Microsoft Corporation	143
7.5.3	IBM Corporation	146
7.6	Telecommunications Strategic Management Performance: The Broadcasting Sector	148
7.6.1	Disney Corporation	149
7.6.2	America On-Line	151
7.6.3	CBS Corporation	154
7.7	Common Attributes of Effective Telecommunications Strategic Management	157
	References	158
8	Creating Strategic Options Through Market Planning	159
8.1	Evolving Economics of Communications Convergence	160
8.2	Tactical Mergers and Acquisitions	160
8.3	Proliferation of Strategic Affiliations, Alliances, and Partnerships	163
8.4	The New Economics of Venture Capital	165
8.5	Telecommunications Business Opportunity Paradigm (BOP)	167
8.6	Telecommunications Business Opportunity Paradigm (BOP)	168
8.7	Tertiary Externalities and New Product Innovation	169
8.8	Creating Strategic Options: The Emerging Significance of Relational Marketing	170
	References	171
9	Global Strategic Management in Telecommunications	173
9.1	Strategic Management: International Economic Context	173
9.2	Trade Organizations and Strategic Management	176
9.3	Strategy and International Telecommunications Regulatory Procedures	177
9.4	Strategy and International Mergers and Acquisitions	183
9.5	Global Strategic Alliances and Partnerships	184
9.6	Global Venture Capital and Telecommunications Strategy	185
9.7	Strategy and the International Business Opportunity Paradigm	186
	References	188
10	Emerging Issues in Strategic Management in Telecommunications	191
10.1	Strategic Management Methodology: Context vs. Content	191
10.2	Electronic Commerce and Strategic Management	194
10.3	Customer-Led Customization	195
10.4	Strategy and the Emergence of Continuous Markets	196
10.5	Strategy and Developments in Relational Marketing	197
10.6	Envisioning Change in Telecommunications Strategic Management	198
10.6.1	Historical Analogy and Analysis of Industry Life-cycle	198
10.6.2	Applying Scenarios to Strategic Management	199
10.6.3	Industrial Economics and the Rule of Three	199
10.7	Strategists and the Knowledge-Based Economy	200
	Appendix
Section A	Telecommunications Act of 1996 (Abridged Version): Strategic Management Interpretation	203
Section B	Current Investments in Innovation in the Information Technology Sector: Statistical Background (Abridged Version for Strategists)	261
Section C	World Trade Organization Basic Telecommunications Service Agreements/International Trade in Telecommunications Products and Services	281
Section D	Telecommunications and the American Economy: Selected Charts and Graphs for Strategists	307
Section E	International Telecommunications Industrial Structures: Selected Charts and Graphs for Strategists	325
Section F	Website References for Strategists	345
	Glossary	371
	About the Author	383
	Index	385

Editorial Reviews

While working on what was to be a simple application of strategic management principles for telecommunications professionals, Shaw (applied economics, U. of San Francisco) discovered that he was dissecting the intertwined enigmas of strategic content and economic context, and realized that, at least in that industry, the new global environment has completely rewritten the laws of economics. He elaborates a modest range of alternative planning models and assesses their strengths and weaknesses, joins the debate about the efficacy of traditional and emerging planning methods, and attempts to catalog projected strategic problems for the industry through 2010. Annotation c. Book News, Inc., Portland, OR (booknews.com)

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