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Sampleofassignment:MarketingstrategiesofSingTel
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Sampleofassignment:MarketingstrategiesofSingTel
1.Situationalanalysis

1.1Companyandproductbackground

1.1.1Companyintroduction

AsoneoftheleadingmajorcommunicationservicesprovidersinAsiacoveringfixedline,
mobile,data,internetandTV,SingTelisstillthelargesttelecommunicationcompanyin
Singaporethoughtheadvantageovertheothercompetitorshasbeencontinuouslydecreased
bythehypercompetitionintheindustry.With8%growthintermofrevenueinSingapore,
thisgrowthevendidntmatchtheconsolidatedrevenuegrowthof13%suggestingthatthe
homemarketdidnotprovideenoughthemomentumforthegrowth.Butstillasthefigure
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belowshow,Singaporeisstilloneofthemajorstablemarketsthatprovidelargesumof
revenueandcashinflowtothecompanyasthereisrisksintheinvestmentinotherregional
mobilemarketssuchasIndia.Soitwouldbeofstrategicallyimportancetoseizethe
opportunityprovidedbythenewfibernetworkandcontinuetodeveloptheSingaporemarket.

Figure1.0EBITDAbymarkets(Source:SingTelAnnualreport20092010)(seealso
appendix)

1.1.2Productintroduction

TheopticalfiberbroadbandthatSingTelcurrentlyprovidesinitiatesfromtheconceptof
buildingupSingaporesNextGenerationNationwideBroadbandNetwork(NextGenNBN)
sincethemiddleof2010withtheexpectationtocompletetheinfrastructureby2012anditis
basedonthehighqualityfiberplatformoperatedbyOpenNetPteLtd,ajointventuresbyfour
partnershipcompaniesAxiaNetMedia(Axia),SingaporeTelecommunications(SingTel),
SingaporePressHoldings(SPH)andSingaporePowerTelecommunications(SPT)
(OpenNet.com.sg2010).Themajorinnovativefeaturethatthefibernetworkhascompared
withthecurrentprevailingnetwork,ADSLorCablebroadband,isthatitwillupgradethe
broadbandspeeduptooneGbpsorevenmorewhichfacilitatesservicesuchasInternet
ProtocolTV,telemedicine,realtimesimulationgameandsoon.

1.2Macroenvironmentalanalysis

1.2.1Politicalfactors

ThegovernmentisplayingoneofthekeyrolesinhelpingSingaporetogrowintoabustling
centerintermoffinance,trade,technologyandmanufacturingwithoneofthemoststable
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politicalenvironments(Christopher2007,p175),theimportanceofthegovernmentrolecould
alsobefoundinpromotingtheNextGenerationNationwideBroadbandNetwork.Asearlyas
1981withgreateffortfromtheSingaporegovernmenttheNCB(NationalComputerBoard)
wassetuptoenhancethenationscompetitivenessbyexploitingITinaninformationage.
AndtheSingaporeOne[1]whichwasdesignedtolinkbusinesses,schoolsandhome
throughoutthecountrybynationalwidebroadbandnetworkisthekeycomponentofthe
nationalITmasterplanIT2000initiatedbytheNCB(Unknown2008,p165).Nowwhenit
comestotheNextGenerationNationwideBroadbandNetwork(NextGenNBN)the
governmentisstillplayingapositiveroleinputtingforwardtheupgradeofthenational
networksystem.

1.2.2Economicalfactors

Source:TradingEconomics.com2011
Chart1.0SingaporehistoricalGDPGrowthRate

BeingoneoftheFourAsianTigers,Singaporessuccesshascloserelationshipwithitshighly
developedfreemarketeconomyintermofahigherpercapitaGDPthanmostdeveloped
countries.Asshowninthechartabove,soonafterthebreakoutoftheUSledeconomycrisis
inaworldwidescaletheeconomyofSingaporemanagedtoreturntonormalandeven
outperformthemajoreconomygiantsbykeepingahighGDPgrowthrateandaccordingto
thelatestavailabledataSingaporehadmaintaina6.9%GDPgrowthinthelastquarterofyear
2010.Withafreehealthymarketeconomyandbasedonthestrongdemandofhighspeed
networkconnectionitisfairtosaythatSingaporehasthematuredeconomyconditiontobuild
uptheopticalfiberbroadbandnetwork.

1.2.3Socialandculturalfactors

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WhenSingaporehastheeconomyconditionandavividgovernmentthatisanxiousto
upgradeitsnationalnetworksystemtotaketheleadagainbethefirstcountrytopossesssuch
anationalwideopticalnetworkconnectiontoincreasethecountryscorecompetitiveness
whilethecountrylacksofsomeotherresourcessuchasnaturalresources,anotherproblem
arisesthatisdotheSingaporeanreallywantandneedsuchhighspeednetworkconnection
againsttheexpectedaddedcost?Inthemiddleoflastyear,NeilMontefiore,theCEOof
StarHub,anothernationalnetworkserviceproviderratherthanSingTelexpressedthesimilar
concernduringaninterview.HewasquotedassayingfivepercentofStarHubs408,000
Internetsubscriberssignedupforits100MbpsInternetservice,thefastestthatitoffers
speedisnottheonlyfactorthatthecustomersconsiderandpricedoesmatter[2]Anditis
wellknowthatthemajorofSingaporeanaregoodatcalculatingcosttheypayagainstthe
benefitstheygain,itissurethatsomeofthemmaynotbewillingtopaymoretoenjoythe
ultraspeedfibernetwork,thoughtheremaybeuncertaintiesinthefamilyusersbutstillthe
planwillgoonasNeilMontefioresaid,thebiggestchangebeonthe24,000commercial
buildingsthatthecurrentnetworkhasnotcovered(Networkworld.com2010).

1.2.4Technologicalfactors

SincetheenactmentoftheSingaporeiN2015Masterplantoupgradethenationintoan
intelligentcityby2015,twomajorstepshavebeentakentobuilduptheinfrastructureforthis
vision:oneistheNextGenerationNationalBroadbandNetwork(NextGenNBN)andthe
otherisWireless@SG,aplanthatfacilitatetheWirelessFidelity(WiFi)internetaccess
throughoutthecity(Akhtar&Arinto2009,p312).Whatsmoretheupgradeoftechnological
infrastructureisalsoonthewayinotherforms,forexampletheSingaporegovernmentwill
graduallymigratetoIPv6by2010toprepareforanultrafiberbroadbandnetworknational
wide(Scholl2010,p246).

1.3Competitiveanalysis

Competitiveanalysiscouldhelptodeterminethecurrentcompetitiveconditionofthe
collaborativenetworktoseetheanticipationofattractiveness,profitandcollaborationofthe
selectedindustry(CamarinhaMatos,Afsarmanesh&Ortizp2005,p349).Oneofthemost
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famousandrepresentativetheoriesofcompetitiveanalysisisMichaelE.Porter(1979)sFive
ForcesAnalysiswhichsuggestedthatthecompetitivenesslevelofanindustrycouldbejointly
determinedbyfiveforces,i.e.theCompetitiveRivalrywithinanindustry,BargainingPower
ofSuppliers,BargainingPowerofCustomers,ThreatofNewEntrantsandThreatof
SubstituteProducts.

Figure2.0MichaelE.Porter(1979)sFiveForcesAnalysis

ServiceProviders

Plan

SingTel

Speed:56kbit/s)

Pacnet

(Speed:56kbit/s)

Table1.0DialupISPproviders
Source:(Ida.gov.sg2011)

Service

Plan

Providers
SingTel

6Mbit/s,10Mbit/s,15Mbit/s,25Mbit/s(onlyavailableonmioPlan)

StarHub

VariousbutonlyavailabletoBusinessusersintheCBDarea

Pacnet

512kbit/s,1.5Mbit/s(Ondemand)

M1

5Mbit/s,8Mbit/s

Table2.0ADSLproviders
Source:(Ida.gov.sg2011)

Service

Plan

Providers
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StarHub

3Mbit/s,6Mbit/s,16Mbit/s,30Mbit/s,100Mbit/s

Pacnet

8Mbit/s,12Mbit/s,30Mbit/s

M1

15Mbit/s,30Mbit/s,100Mbit/s

Table3.0Cablebroadbandproviders
Source:(Ida.gov.sg2011)

Service

Plan

Providers
Qmax

256kbit/s512kbit/s,1Mbit/s,1.5Mbit/s

StarHub

2Mbit/s,7.2Mbit/s,21Mbit/s

M1

1Mbit/s,2Mbit/s,4Mbit/s,7.2Mbit/s,21Mbit/s

SingTel

1Mbit/s,2Mbit/s,7.2Mbit/s,14.4Mbit/s

Pacnet

512kbit/s

Table4.0MobileBroadbandproviders
Source:(Ida.gov.sg2011)

Service

Plan

Providers
StarHub

ResidentialPlans:100Mbit/s,150Mbit/s,200Mbit/s,1Gbit/s)(Business
Plans:100Mbit/s

Pacnet

PlansTBD

M1

ResidentialPlans:25Mbit/s,50Mbit/s,100Mbit/s,1Gbit/sBusiness
Plans:10Mbit/s,25Mbit/s,50Mbit/s,100Mbit/s

SingTel

ResidentialPlans:150Mbit/s,200Mbit/sBusinessPlans:30Mbit/s,100
Mbit/s

LGATelecom

BusinessPlan:10Mbit/s

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SuperInternet

ResidentialPlan:100Mbit/sBusinessPlan:100Mbit/s

Table5.0OpticalFiberbroadbandproviders
Source:(Ida.gov.sg2011)

Fortheopticalfiberindustry,thebargainingpowerofthesuppliersisunknownduetothe
limitationoftheaccesstotherelativeresourcesandinformation,buttheotherfourforces
couldbeindentifiedanddescribed.FortheBargainingPoweroftheCustomers,asmentioned
above,customersinSingaporetoosomeextentcouldbeverysensitiveaboutthepricingofthe
newfibernetworkproducts.Andforthethreatofsubstituteproducts,customerswhodonot
choosethefiberproductcouldalsoturntotheotherinternetconnectionservicesbutif
customersdemandforultrainternetspeedthansofarthereisstillnoothersubstituteproduct
thatcouldprovidesuchhighspeed.Butforthecompetitiverivalryandthethreatofnew
entrants,bothforcesdonotaddanyattractivenessoftheindustry.Ononehandasthetables
aboveshow,withtheupgradeoftheinternetservice,thereisatrendofincreasingnumberof
retailserviceproviders,andrightnowtherearealreadyseveralserviceprovidersforthefiber
products,andontheotherhandaftermorethan10yearsoftheliberalizationofthe
telecommunicationindustry,thenewfiberindustrywouldcertainlyattractmoreretailersin
thefuture.

1.4Analysisoncustomers

Hometomorethan7000multinationalcorporations(MNCs)and3.77millionresidentsanda
totalpopulationofover5millionafteraddingupthenonresidents,Singaporehasputits
islandcityintooneofthecountrieswiththelargestpopulationdensityintheworld.Whilethe
businessuserstendtobemorerational,theanalysisonthebehaviorofthecustomersshould
befocusedonthefamilyuserswhoaremoreeasilyattemptedbymarketingtoolssuchas
promotionalactivitieslikeanIPhonepackage.Withvariousethniccompositionsofthe
residentpopulation,Chinese,Malays,Indiansandotherethics,itisimportanttohavecareful
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customerbehavioranalysisbeforeenactingafinalmarketingplan.Forexample,fibernetwork
asweknowaremorepopulousandwelcomedbytheyoungagedgroups,especiallythose
from20sto30sasaccordingtoChang(1996)inherexaminationoftheSingaporeanXers,she
cametotheconclusionthattheislands20to30yearoldshaveextraordinarilyhigh
expectationsintermofcareerprogression,remunerationandmaterialpossessions.Suchkinds
ofcharactersmaketheusersunderthisagerangeworthmoreattentionfromthemarketers.

1.5Distributionanalysis

Whilethefiberbroadbandinternetserviceisdistributedthroughtheinfrastructureandfacility
developed,operatedandmanagedbyOpenNet,distributionoftheserviceseemsnota
problemtotheretailserviceproviderslikeSingTel.Butsomedistributionissuemaystill
appearlikewhathappenedinthecurrentSingnetBroadband(SNBB)product.Theproblem
happenedinthedistributionofthepremiumgiftwhichusuallyexistsinthepackagesbutthe
theydidnthappeninthedeliveryasinatinycountrylikeSingaporewithhighlydeveloped
transportationinfrastructure,aregularmailjusttake2workingdaystoprocess,thereal
problemhappeninthestocks.Forexample,somecustomersdidgetveryangrywhenthey
signedupthetwoyearscontractwithSingTelundertheAppleMacBookPremiumPackage
eyeingforafreeAppleMacBookbuttheyweretoldtowaitbecausetherewerenotenoughof
stocks.Sodistributionissuesstillneedtobeconsideredtoforeseeallthepossibleproblems
thatmayarise.

1.6SWOTanalysis

SWOTanalysisisasimplebutstillausefulandlogicalplanningtool,anditsvalueisusually
underestimated.SWOTanalysiscouldbeaviablemechanismforthedevelopmentofthe
marketingplan(Ferrell&Hartline2008,p717).BelowacarefulSWOTanalysiswillbe
carriedoutaimingatprovidingthebasicfactdescribingthepositionofSingTelinoffering
andmarketingthenewfiberproductsagainstothercompetitors.

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1.6.1Strength

SingTel,astheoldesttelecommunicationserviceproviderwithgoodwordofmouth,hasa
largenumberofoldandloyaluserswhoarewillingtocontinuetousetheSingTelnew
services.

SingTelisoneofthefourmajorshareholdersofOpenNet,thecompanyinchargeofthe
buildupandmanagementoftheopticalfiberinfrastructure,bypromotingthenewfiber
productSingTelwillbeaddingrevenueforbothSingTelandOpenNet.

AstheMioTVserviceandsomeothermobileservicesarerightnowcombinedwiththe
fiberproduct,bothprovidedbySingTel,suchcombinedqualityservicecouldaddupthe
advantagesthatSingTelhasinpromotingthenewfiberproducts.

1.6.2Weakness

Theincreaseofthefiberuserwillprobablycomesatthecostofthedecreaseofnumberof
userscurrentlyusingotherinternetconnectionssuchastheSingNetBroadbandwhichisalso
underSingTel.
WithanumberofISPsthatareoperatinginthenewfiberinternetproductsandwantto
occupythemarketwithastrategicconsideration,thepricingofthefiberproductcouldbe
lowerthanexpectedwhichwillleadtolongreturncircleofinvestment.

1.6.3Opportunity

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Thedevelopmentofthenewproductandnewmarketcouldbringnewprofitgrowthtothe
groupthathasfounditshomemarketgrowsinaslowerpacethanotherregionalmarkets.

Astheplanofnetfiberproductisalsoundercontractwhichisusuallyintwoyearsterm,
SingTelwiththecurrenthighcontrolovertheoldusersthroughmediaexposureandfrequent
communicationsuchasmailing,itcouldpenetrateandoccupythenewmarketthrough
promotionoradvertisingandthustaketheleadinthenetproductmarketingcampaign.

1.6.4Threat

Asthecurrentlargest(InternetServiceProvider)ISP,thepromotionofthefiberinternet
servicewillreshapetheISPconfigurationwhichmayreducethemarketshareofSingTel.

Withsuchhighspeedinternetservice,somecustomersmayfinditunnecessarytopayfor
theMioTV,anumberofpayTVchannelservicethatSingTeliscurrentlyprovidingtothe
customers.

Anotherthreatcomesfromtheuncertaintiesoftheconsumerbehaviorsofthetargeted
consumerswhichhasbeenmentionedabove,theymaysimplydonotseeitisnecessaryto
havesuchanultrainternetspeedupto1Gbpscomparedtothecurrent10or15Mbpsinternet
servicewhennotallofthemwillbeinterested.

WiththesimpleSWOTanalysiswehaveabove,theadvantagesofthenewproductisobvious
whilethepotentialthreattothenewproductisalsoworryingtoSingTel.Butitisthetruththat
SingTelhastotakethestrategicchangetokeepitsleadintheindustryandsomeadaptations
basedontheanalysiscouldalsobeappliedinthemarketingplantoavoidorreducetheimpact
ofthesomethreatandweaknesstoachieveasmuchbenefitsaspossible.
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2.

Objectives

2.1Companyvision,missionandcorevalues

Asclearlystatedintheofficialwebsite,SingTelhassetitsvisiontobeAsiaPacificsbest
multimediasolutiongroupanditsmissionastoenablecommunicationbybreakingbarriers
andbuildingbondsandcreateanddelivervaluetocustomers,employeesandshareholders.In
termofcorevalues,SingTelhasitscorevaluescometogetherwiththeaspirationtopromotea
performancebasedculturewhichisinnovativeandopen.Severalkeywordsareselectedto
describethecorevaluesofthecompanyindetail:CustomerFocus,ChallengerSpirit,
Teamwork,IntegrityandPersonalExcellence(Singtel.com2010).

2.2Marketingobjectives

Asthemarketingplanisinathreeyearstermfrom2011to2013,belowanumberoftargets
willbesetforthemarketingobjectivesinacorporatelevelandaproductlevelregardingthe
fiberproductthathasbeendiscussedinthisstudy.Inthecorporatelevel,withthehelpofthe
promotionofthenewproduct,thegrowthofrevenueisexpectedtoreach10%comparedto
the8%intheSingaporemarketinthelastfinancialyear.AndintermofEBITDA
contribution,becauseofthelargescaleofinvestmentinthenewproductintermofmarketing
activities,thetargetoftheSingaporemarketwillbetomaintainitsproportionatecontribution
ofaround27%,thesamedigitasthelastyear.Andintheproductlevelthemostcritical
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indicatorismarketshareofthenewproductinthenextimportantthreeyears.Thegoalsetfor
thenewproductaccordingsomeanalysisthatwehaveabove,themarketshareintheendof
2013bySingTelintheopticalfiberinternetisanticipatedtoreacharound35%afterthe
considerationofthehypercompetitioninthenewmarket.Butcertainlythesegoalsneedtobe
dividedintogradualgoalsforeachyearandeachmonthinthedetailedmarketingplan.

3.

Marketingstrategies

3.1Portersgenericstrategy(1980)

Figure3.0Portersgenericstrategyoptions(source:WordPress.com2008)
MichaelE.Porter(1980)inhisfamousbookCompetitiveStrategylistedoutthreemajor
genericstrategyoptionsforbusinessestocreateandmaintaintheircompetitiveadvantages
basedontwodimensions:strategicscope(BroadMarketVSNarrowmarketposition)and
strategicstrength(UniquenessVSLowCostcompetency)asshowninthefigureabove.Porter
claimedthattheselectionofanyofthethreegenericstrategyoptionscouldbeeffectivein
helpingthecompaniestoachievecompetitiveadvantagedependingonactualsituations.

AsinthecaseofSingTel,itisadvisablethatthecompanytakethedifferentiationstrategy
optiontomaintainitscompetitiveadvantages.Ononehandintermofstrategicscope,asthe
largestinternetserviceproviderinSingapore,SingTelcouldnotfocusinasmallmarket
becauseitusedtocoverthemajorityofthebusinessandfamilyusers,ifthecompanythis
timefocusesonasmallmarketthenmanycustomerswillbedisappointedandturntoother
internetserviceproviders.Ontheotherhandintermofstrategicstrength,costleadershipis
notagoodoptiontothecompanybecauselikeothercompetitors,SingTelisjustaretailerof
theopticalfiberproduct.ItisnotpossiblethatSingTelcouldgetalowerbuyinginprice
thoughitisoneofthefourmajorshareholdersinOpenNet.

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3.2Segmentation

Marketsegmentationcouldbedefinedastheprocessofidentifyingdifferentgroupsofusers
withinamarketwhocouldpossiblybetargetedwithseparateproductsormarketing
programmers(Croft1994,p1).Marketsegmentationcouldhelpimproveacompanys
competitivepositionasmarketingisconcernedwithmatchingthecompanysresourcestothe
usergroups.Accordingtothepropertyofthecustomers,userscouldbesegmentedasbusiness
usersandpersonalusersandbasedonthespeedofthefiberinternetservice,customerscanbe
divedintohighspeed(from500Mbpsto1Gbps)usersandmediumspeed(50Mbpsto500
Mbps)users.Basedonthesetwobasicdimensions,theusersofthenewfiberproductscould
besegmentedinfourgroupsasillustratedinthetablebelow:

BusinessUsersdemandforHighspeed

BusinessUserssatisfiedwithmediumspeed

connection

connection

PersonalUsersdemandforHighspeed

PersonalUserssatisfiedwithmediumspeed

connection

connection

Table6.0Marketsegmentationforfiberproduct

3.3Positioning

Asanalyzedabove,itisadvisablethatSingTeladoptsthedifferentiationgenericstrategyto
maintainitscompetitiveadvantage,soasfortheselectionofmarketingsegmentsSingTelalso
needstocoverthemajorityofusers.Butinconsiderationoftheoperatingcostandfurther
differentiationstrategybycombiningotherSingTelserviceswiththenewfiberproductin
termofpackage,itispracticalneedthatSingTelgiveupthehighendmarket,i.e.thehigh
speedconnectionmarket.Soforthepositioningstrategy,SingTelhaschosenthetwotypesof
segments:BusinessUserssatisfiedwithmediumspeedconnectionandPersonalUsers
satisfiedwithmediumspeedconnection.

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3.4Marketingmix

Marketingmixconsistsofmarketingstrategiesthatcompaniesusedtopersuadeand
manipulatethemarketandmarketingmixismostpopularlyrepresentedbythe4Ps(Baker&
Hart2008,p463).Belowthemarketingplanwillbeunfoldedusingthe4Psframework.

3.4.1Productdecisions

Basedontheconclusionswehaveabove,thenewfiberproductwillusethedifferentiation
genericstrategyandfocusontheuserswhoaresatisfiedwiththemediumspeed.Several
productdecisionscouldthusbeenmadetodescribethefeaturesofthenewproduct.Firstly,
thenewproductshouldhaveitsownproductnametodifferentiateitselffromotherproduct
thatSingTelprovidesandthecompetitorsprovidetomakeitstandingoutsecondly,thenew
productwillbereleasedintothemarketintermofapackageratherthanastandaloneformto
avoiddirectcompetitionwithotherfiberinternetserviceprovidersandcreatedifferentiations.
SingTelcouldprovidevariousplansthatconsistofdifferentSingTelproducts,forexample,a
exPress50thatconsistsof50Mbpsfiberspeed,homelineandbasicMioTVservicesisthe
basicplanandexPloreHome50willbasedonthepreviousplanandaddmoreservicessuch
asmobilelineandmoreTVchannels,likewiseexPress100exPloreHome200plans
couldalsobeprovidedtocustomersthirdly,allplansshouldbeunderatthetwoyears
contractaimingatsustainingmorecustomersandavoidfrequentchangeofusers.

3.4.2Pricingmix

Severalfactorsneedtobeconsideredandleveragedcarefullybeforepricingthefiber
products:cost,competitionlevel,andcompanysstrategytooccupythemarketandachieve
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profitabilityatthesametime,productstrategytodifferentiatetheproducts.Toaddressall
theseconcernsregardingthecompanysstrategicconsiderations,generallythecompanycould
priceitsnewproductsinamediumlevelwiththehelpofthefollowingpricingstrategies.The
firstisProductBundlePricingwhichsetapriceforseveralproductsthatarecombinedina
packagethisisinaccordancewiththebundleproductstrategythatjustmentioned.Asthe
productsarecombinedtogether,SingTelcouldsetacompetitivepricecomparedtothevalues
itprovidestothecustomersinthepackagetoachievebothobjectivesofoccupyingthemarket
andsoundprofitanotherpricingstrategythatcouldbeusedisPromotionalPricingas
promotionalactivitieswillbeofgreatimportancetothemarketingofthenewproductwhich
willbeexplainedindetailinthecomingpartofthisstudy,andusingapromotionalpricing
strategytoprovidelowerandattractivepricewillhelpthecompanytoobtainmorecontract
signedforthenewproductinashortperiodoftime.Onemorepricingtacticthatcouldbe
usedisPsychologicalPricing,asmentionedabovetherearevariousethnicsgroupsin
SingaporebutChineseisthelargestoneinSingaporeaccountforaround70%ofthe
population,sosomeluckyandmagicalnumbersuchas8couldbeagoodideatoattractmore
potentialChinesecustomers.Forexample,themonthlysubscriptionofthebundleplancould
besetas$88.8.

3.4.3Promotionalmix

Thepromotionalmixthatusedtoincreasetheexposureofthenewproductandpersuadethe
potentialcustomersintobuyingbehaviorswillbeofcriticalstrategicimportancein
considerationofthecompanysstrategicgoaltooccupythemarketinthemarketingplanin
thenextthreeyears.Intermofbudgeting,thepromotionalactivitieswouldtakeupalarge
proportionofthebudgetwhichwillbereflectedinthebudgetinglaterforitsimportanceinthe
marketingplan.AndintermofpromotionalchannelsSingTelcouldusethefollowing
channelstounfolditspromotionalactivities:directmailing,salepromotion,personalselling,
advertising,telephonesale.Amongthesetechniques,advertisingandsalepromotionisofno
doubtwillbeveryimportantbutthedirectmailingisalsoveryeffectiveinSingTelscaseas
thecompanyisthelargestinternetserviceprovidersinSingaporeanditsmajorityofuserswill
checktheirmailboxatleastonamonthbasistogettheirbilloftheSingTelservices,so
sendingthepromotionalinformationthroughdirectmailingcouldbeaneffectivemethod
undersuchcircumstances.

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3.4.4Placemix

WhentheplacemixistheleastconcernedPamongthe4Psconcept,itisnottheleast
importanttobeconsidered.Incontrast,itisthesourceofcompetitivenesstoSingTel,a
companythatearnthecustomersroyaltybyitswellknownqualityservice.Fortheplacemix,
severalsuggestionscouldbeprovidedtothecompanytokeepupitsqualityserviceasit
promised.Firstly,theinstallationandactivationperiodmustbereducedlargely.Currently,asa
newproduct,thefiberinternetconnectioncouldtakeup4to9weektoactivatewhichisnot
acceptablecomparedtoitsthepromiseofqualityservicethoughitisnewproducts.Secondly,
asmentionedearlier,therehadbeencasescustomerswereveryunsatisfiedastheysignedup
thecontracteyingforthepremiumgiftsbutwerelatertoldthattherewerenotenoughof
stocks,sothistimeSingTelshouldavoidthesecasesfromhappeningagain.Andtoachieve
this,awellestimationofthenumberofpremiumgiftsneededandclosedcarefulmanagement
ofthestockswillplayingimportantroletoavoidsuchcasesfromhappeningagainandifthe
stockisrunningoutthenthenewcustomerswhoareabouttosignthecontractshouldbetold
inadvanceaboutthepossibledelayofthedeliveryofthepremiumgifts.

4.

Implementationandbudgeting

Duetothelimitoftheaccesstotheactualdigitsanddataregardingthebudgetingofthe
marketingplanevenintermofapproximatedigits,thebudgetingwillbeservedinthe
referencepurpose.

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Activities

Jan

Feb

Mar

Apr May

Jun

Jul

Advertiseme

Au

Sep

Oct No

De

Budge

3,600

300

200

150

500

R&D

3,000

Total

7,750

nt&Promotio
n
Saleforce
stimulation
Saleforce
training
Distribution
channel
maintenance
Telephone
sale

Inthousands(SGD)
Chart2.0SingTelmarketingactionsandbudgetGanttchartfor2011(Fiberdivision)

Activities

Jan

Feb

Mar

Apr May

Jun

Jul

Advertiseme

Au

Sep

Oct No

De

Budge

4,600

400

300

250

nt&Promotio
n
Saleforce
stimulation
Saleforce
training
Distribution
channel
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maintenance
Telephone

500

R&D

3,000

Total

9,050

sale

Inthousands(SGD)
Chart3.0SingTelmarketingactionsandbudgetGanttchartfor2012(Fiberdivision)

Activities

Jan

Feb

Mar

Apr May

Jun

Jul

Advertiseme

Au

Sep

Oct No

De

Budge

3,600

400

400

350

500

nt&Promotio
n
Saleforce
stimulation
Saleforce
training
Distribution
channel
maintenance
Telephone
sale
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R&D

3,000

Total

8,250

Inthousands(SGD)
Chart4.0SingTelmarketingactionsandbudgetGanttchartfor2013(Fiberdivision)

Asshowninthethreechartsabove,thepromotionalandadvertisementeffortwillbeincrease
inthefirsttwoyears,butinthethirdyears,thebudgetingwillbereducedastheproductis
expectedtobeacceptedandcommercializedbythemarket.Sothebudgetingisreducedinthe
thirdyearsinconsiderationofthecostcontrol.

5.

Saleforecast

Thesaleforecastisalsoveryapproximateanddiscrepanciescouldevenbeverylargetothe
actualdigitsduetothelimitedaccesstothecompanysdata.

2010

2011

2012

2013

Salerevenue

300,000

400,000

600,000

750,000

Cost

210,000

266,000

360,000

440,000

Profit

90,000

134,000

240,000

310,000

(aftertax)

Inthousands(SGD)
Table7Projectedprofitandlossstatement(fiberproductdivision)

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Pleasebenotedthatthegrowthofrevenueandprofitismorethan10%whichhasbeen
previouslysetbythemarketingobjectiveinacorporatelevel,butsincethisisonlyaboutthe
fiberproductdivision,thegrowthrateisevenhigherwhichacceptableincommon
understanding.

6.

Controlandfeedbackcollectionsystem

Whenthemarketingplanisunderimplementation,thecompanyshouldfocusonthecontrol
andfeedbackcollectionefforttocloselymonitortheimplementationofthemarketingplan,in
thisregardsseveraltoolscouldbeusedsuchasmarketshareanalysis,profitabilityanalysis
andsaleforceefficiencymonitoring.Forexamplethemarketshareisexpectedtoreach35%
intheendofthethreeyearplan,butthecompanyshoulddividethetargetintosmallertargets
onayearormonthbasistoensurethatthemarketingeffortcouldachievethetargetintheend
ofthe2013.Whatsmoreintermoffeedbackcollection,thecustomercenter(callcenter)
couldhelpmonitorthefeedbackfromthecustomers.Forexample,thecompanycould
calculatethenumberofcallsthatcustomerscalledintocomplainthecompanysservicesand
productsregardingthefiberinternetservice.

Referencelist

Akhtar,S.&Arinto,P.2009,DigitalReviewofAsiaPacific20092010,NewDelhi:SAGE
PublicationsIndiaPvtLtd,p312

Baker,M.J.&Hart,S2008,Themarketingbook,8thedition,Oxford:ElsevierLtd.p463

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Sampleofassignment:MarketingstrategiesofSingTelChinaAbout.net

CamarinhaMatos,Afsarmanesh&Ortizp2005,Collaborativenetworksandtheirbreeding
environments,NewYork:TheInternationalFederationforInformationProcessing,p349

Chang,H.1996,InSingaporethedreamsaregettingbiggers,BusinessWeek,Sep23,2021

Christopher,P.J.2007,50PlusOneGreatestCitiesintheWorldYouShouldVisit,Chicago:
EncouragementPress,p175

Croft,M.J.1994,Marketsegmentation:astepbystepguidetoprofitablenewbusiness,New
York:Routledge,p1

Ferrell,O.C.&Hartline,M.D.2008,MarketingStrategy,Mason:ThomsonHigher
Education,p717

Ida.gov.sg2011,accessedon26thJan2011,[online]available:
http://www.ida.gov.sg/home/index.aspx

Porter,M.E.1979,HowCompetitiveForcesShapeStrategy,HarvardbusinessReview,
MarchApril1979

Networkworld.com2010,StarHubCEOnotsureSingaporeansneedfibertothehome,
accessedon26thJan2011,[online]available:
http://www.networkworld.com/news/2010/061510starhubceonotsuresingaporeans.html

OpenNet.com.sg2010,WhoWeAre,accessedon26thJan2011,[online]available:
http://www.opennet.com.sg/aboutus/whoweare/
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Porter,M.E.1980,CompetitiveStrategy:TechniquesforAnalysingIndustriesand
Competitor,NewYork:FreePress

Scholl,H.J.2010,EGovernment:Information,Technology,andTransformation,NewYork:
M.E.Sharpe,p246

SingTelAnnualreport20092010,accessedon26thJan2011,[online]available:
http://info.singtel.com/sites/default/files/invrel_areports/ar_0910.pdf

Singtel.com2010,CompanyProfileVision,Mission&CoreValues,accessedon19Jan
2011,[online]available:http://info.singtel.com/aboutus/visionmission

TradingEconomics.com2011,SingaporeGDPGrowthRate,accessedon27thJan2011,
[online]available:http://www.tradingeconomics.com/Economics/GDPGrowth.aspx?
Symbol=SGY

Unknown2008,SingaporeDiplomaticHandbook,8thEdition,SingaporeDiplomatic
Handbook,p165

WordPress.com2008,Gambar3.ThreeGenericStrategies,accessedon27thJan2011,[online]
available:http://mustamu.wordpress.com/2008/08/19/sepuluhaliranformasistrategi3the
posi

AppendixFinancialhighlightsin20092010annualreport

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[1]SingaporeOneisdrivenbytheNationalComputerBoard,theNationalScience&TechnologyBoardand
theTelecommunicationAuthorityofSingapore,withtheEconomicDevelopmentBoardandtheSingapore
BroadcastingAuthority.

[2]ThemonthlysubscriptionofStarHubs100MbpsserviceisS$124(US$89),whilea6Mbpsconnectionis
pricedatonlyS$46.

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