00000ntm a2200000 i 4500 UP-1685523046124772761 Buklod 20230606140219.0 a ||| u ta 230606s2013 ph ad grm 000 0 eng | TMC rda eng DMLUC LG 995 2013 T4 O74 Orense, Bethany Lauri C. author Transitioning to an internet-based mobile service provider a critique on a mobile network operator's technology strategy Bethany Lauri C. Orense. Quezon City University of the Philippines Diliman 2013 48 leaves illustrations (some color), charts 28 cm text rdacontent unmediated rdamedia volume rdacarrier In partial fulfillment of the requirements of TM 299. Thesis Master of Technology Management University of the Philippines Diliman 2013 This thesis is available to the public. The goal of mobile communication technology is to be as sophisticated as possible—to a point where technology capabilities, capacities and coverage are so advanced that mobile network operators (MNOs) are barely differentiated by their respective fixed assets or technological infrastructure but by the very business model they follow. As mobile subscribers, we leave it to our mobile service providers to test, perfect and continue innovating mobile technologies and creating even more reliable mobile platforms for us. The most reliable platforms themselves (and even the least reliable ones) subsequently influence our communication behavior and patterns. The technologies and corresponding communication behaviors and patterns have changed so much that the word communication is somehow no longer sufficient to describe the act of communicating. Hence, communication has evolved into what we now know as collaboration and convergence. In the process, we may not even know what we have been missing until a specific platform has been laid down in front of our very eyes. This is called technology push. We likewise passively leave it to MNOs to match our unaddressed needs and preferences, i.e. what mobile services (product) do they tell us (promotion) we can afford (price) at the exact moment (and place) we need them. This is called market matching. This study delved into the different technology and market driven future-proofing strategies pursued by an MNO that clearly positions itself as a technology differentiator. This study specifically looks into the company's strategies vis-a-vis migration from its traditional over the network services to an Internet-based provider of call, messaging and content services. The author addressed the general objective and specific research questions by utilizing and integrating concepts mainly from the subjects TM 201 (Overview of Technology Management) and TM 281 (Strategic Technology Planning). In particular, it borrows concepts from certain frameworks, i.e. Probert's Technology Management Framework; Strategic, Tactical and Operational decision processes; Market-matching Strategies; and Marketing Mix. The MNO's technology-driven strategies include technological benchmarking with its parent company, and in-house technology acquisition through a subsidiary that serves as the company's in-house R&D laboratory. The subsidiary tests the applicability of new-to-the-country mobile technologies and updates or makes incremental innovations to fit existing technological and market landscape in the Philippines. It also serves as a playground for smaller companies and individuals who have a keen interest in mobile technology innovation. Another technology acquisition strategy pursued by the company is strategic technology partnership with large enterprises having equal or larger resources that complement its own technology resources. In this type of acquisition, technological expertise is usually exchanged between the transacting companies. The main goal is to come up with a technological output and document the learning rather than earn profit from the partnership. MNO X also acquires technology through outright purchase of companies whose core business and fixed assets significantly potentially complements the company's technology strategy, i.e. acquisition of a fixed service provider. Lastly, infrastructure-sharing agreements are also part of the company's future direction in order to lessen costs per subscriber and reach niche segments. Its market-driven strategies, on the other hand, includes ever-aggressive pursuit of first-mover advantage, offering customizable services along with integrated traditional and Internet-based mobile services and apps, introduction of entry-level pricing strategies to address currently low technology awareness and adoption levels among the target market. The aforementioned strategy is aligned with how the company pursues the first mover advantage and caters to early adopters. MNO X' market strategy could be viewed as umbrella or integrated, i.e. while there are different brands being marketed, the company shows only one "face" which is a "digital lifestyle". All marketing activities, advertising and promotions are aligned with this "face". Management support in integrating technology and market strategies is evident. The company put up a new division that specifically caters to its long-term flagship network modernization and IT transformation program. In terms of financial and operational performance particularly in the second quarter of 2013, the company has posted above market performance across several KPIs. The company has a tendency to "address" its technological shortcomings through short-term non-technical solutions, i.e. customer-centric aftersales services. The impact of the company's technology and market driven strategies is not yet very evident, particularly in terms of financial KPIs, but is expected to be more apparent in the next few years. Until then, they are considered as opportunities and if the said strategies are not realized, they are bound to serve as threats. Diversification into adjacent markets and monetization of OTT apps and content are two potentially lucrative opportunities. These come on top of keeping customers happy and pushing for higher spending through prepaid-to-postpaid migration and more reliable infrastructures that attract higher usage across core and adjacent markets. An ever-changing competitive landscape is the greatest threat seen so far. i.e. mergers and acquisitions (M&As) within the telecom industry. MNO X has to contend with the ensuing technological (automatic infrastructure-sharing and overall technology sharing and consolidation of IT and other relevant resources as initiated by M&As) and market advantages (gaining a strong foothold in all market segments). New mobile virtual network operator (MVNO) entrant ABS-CBN Mobile is likewise expected to somehow fragment and dilute the market. Technological benchmarking emerges as the MNOs most significant technology-driven strategy, along with building alliances and early expansion across adjacent markets. Technological shortcomings that cannot be currently solved due to lack of network capacity are addressed through marketing strategies such as attempts to enhance "total customer experience and satisfaction". Another important challenge is attracting new customers through introduction of entry-level prices for new products and services, particularly Internet-based services. The ideal strategic direction for mobile companies following Internet-based service models revolve around embracing or integrating what may seem to be disruptive technologies into traditional/existing services or platforms. If the technology promotes interoperability/ seamless communication, collaboration and/or convergence, the next step is to build a model that will, not entirely but somehow, prevent cannibalization of existing services. When these have been established, at least at the technological level, the next step is monetization at the shortest possible time. Communication and technology. Technology Study and teaching. Internet-based mobile service provider. Mobile Network Operator. Talisayon, Serafin D. adviser. FI UP UPD TMC LG 995 2013 T4 O74 Book