Konkurrenzinformation und strategische Entscheidungsfindung am Beispiel der großen Schweizer Telekom Unternehmen (Swisscom, Sunrise, Orange, Cablecom)

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1 Konkurrenzinformation und strategische Entscheidungsfindung am Beispiel der großen Schweizer Telekom Unternehmen (Swisscom, Sunrise, Orange, Cablecom) Sandra Schlick De Montfort University (Leicester, UK) Schlick Topics Large-scale Swiss telecom firms Competitor Intelligence and Strategic Decision-Making Early Warning (EW) 2 1

2 Session Description Overview about the large-scale Swiss telecom firms Introducing Swisscom, Sunrise, Orange, and Cablecom (Big 4) Theoretical underpinnings of case study approach: methodology, conceptual model Assessment and recommendations of Big 4s competitor intelligence drivers Conclusion about Big 4s competitor intelligence approach Qualitative Comparative Analysis (QCA) of Big 4 Suggestion of an EW System 3 Overview and Introduction Big 4 Business Areas and Market Shares How Big 4s Information Analysts (IA) perceive their competitors 4 2

3 Business Areas and Market Shares (2009) 4 large-scale telecom firms, many small local providers Main Services: Telephone (Fixnet, Mobile), Internet, TV Swisscom Sunrise Orange Cablecom Market Share Big 4 (2009) Number of Providers (2009) Internet 53.0 % 10.1 % < 0.6 % 17.1 % 81 % 81 % ISDN, VoIP 61.5 % 14.3 % 8.1 % 83.9 % 83.9 % Mobile Phone 60.2 % 19.4 % 16.7 % 96.3 % 96.3 % Fixnet 68.3 % 11.0 % 7.6 % 86.9 % 86.9 % TV Subscribers 6.6 % 44.2 % 50.8 % 50.8 % 4 full MVNO suppliers (2009) with 3.5 % Market Share (Mobile Phone) 2009: 23,550 FTE worked for Big : 23,084.6 FTE worked for telecom, TV & Radio services in Switzerland Sources: Brambilla (2010) Amtliche Fernmeldestatistik ; Swisscom, Sunrise, Orange, Cablecom (2010) Key Figures 5 How Information Analysts (IA) of Big 4 perceive competitors Swisscom: We want to learn early about new products from competitors. Concerning the Swiss market competitor information is very important. The Swiss market and its competitive environment is the basis for our business. Main competitors are Sunrise, and Orange. Sunrise: We track financial and operational results of our main competitors, and compare the results. Swisscom is our main competitor. Competitor and market information is strongly connected to our strategy. Competitor information and market information is the basis. Orange: France Telecom makes analyses of our key competitors Swisscom, Sunrise, and Cablecom. We do market, competitor, and customer surveys, and report the results to the highest level of the company. Competitor information of our main competitors is very important to understand the market, and the impact from behaviour of our competitors. Cablecom 2010: We gather publicly available information from our main competitors. If a competitor enters into a new area we make a strategy review. Strategically competitors are essential, more important than technological changes, and not far behind customers. Our main competitor is Swisscom, other important competitors are Sunrise and Orange. 6 3

4 Swisscom Facts and Figures Swisscom Inc. is a public company since 1997, before part of the PTT holding (Post, Telephone, Telegraph) 2010: about 19,500 FTE, 4 FTE IA, return CHF 11,988 M. ( 9,998 M.), % compared to 2009 Business Areas: telecommunication (core business), medias including Internet, and new issues as electric vehicles Information de-centrally structured with market research focussing on the Swiss market 7 Sunrise Facts and Figures Sunrise was founded 1997 by investors British Telecom and Tele Denmark. Its forerunner Diax was founded 1996 by Atel, BKW, CKW, EGL, EOS, and NOK Second largest communication provider in Switzerland Sold in October 2010 to CVC 2010: about 1,505 FTE, 2 FTE IA, return CHF 2,052 M. ( 1,710 M.), % compared to 2009 Business Areas: mobile phone (core business), fix net, and Internet Company and information are centrally structured 8 4

5 Orange Facts and Figures Orange started to operate in It is a 100% daughter of France Telecom (FT). Third largest Swiss mobile phone provider 2010: about 1,145 FTE, 1 PTE IA, return CHF 1,295 M. ( 1079 M.), % compared to 2009 Business Areas: mobile phone (core business), and Internet Balanced structure between centrally stored information by France Telecom and de-centrally stored in Orange s departments 9 Cablecom Facts and Figures Cablecom started to operate in 1994 Primary holders Swisscom, Veba, and Siemens sold it in 2000 to NTL NTL sold it in 2003 to a group of banks and private investors 2005 Liberty Global, the international leading cable provider, bought Cablecom to 100% and owns UPC, the European head quarter of Cablecom Largest cable net provider in Switzerland 2010: about 1,400 FTE, 19 FTE IA, return CHF 1,119 M. ( 933 M.), % compared to 2009 Business Areas: cable TV (core business), Fixnet, and Internet Structure is rather central with information available on UPC portals, and centrally available information at Cablecom s Swiss HQ in Zurich 10 5

6 Theoretical Underpinnings Case Study Approach Methodology Conceptual Model with Systems and Research Questions 11 Methodology Semi-Structured Interviews with open-ended Questions with Big 4s IA for 2010 Questionnaires with Big 4s IA for 2010 Pre-tested interview from two experts (one academic, one CI practitioner), pre-tested questionnaire from four experts two academic, two IAs from Swisscom Assess information flows, processes, early warning (EW), linkages, strategy process Qualitative Comparative Analysis (QCA) Results: identification how drivers process competitor information 12 6

7 Conceptual Model (Schlick, 2009) Environment EW Competitors EW Innovations and technology RQ5 Firm Organisational Boundary RQ2 RQ3, RQ4 RQ1, RQ6 Awareness Technology Culture Analysis System Development System Use Information Flows System Sophistication & Effectiveness Process Information (CIS, MIS, MMS, KM) Evaluate Intelligence (DSS) Synthesise and Implement (SDM) CIS, MIS, MMS, KM DSS SDM Feedback loops 13 Explanation Systems and Abbreviations Competitor Information System (CIS): Gather, transform, and store competitor information Management Information System (MIS): Provide information for planning, organising, and controlling operations Mathematical Modelling System (MMS): Use mathematical tools and models to process, analyse, and transform data into information for further treatment and comparison Knowledge Management System (KM): Organise and provide internal information, develop new knowledge Decision Support System (DSS): Collect, structure, and shape the output from the CIS, MIS, MMS, and KM. Set priorities, weigh alternatives, evaluate preconditions Strategic Decision-Making (SDM): Setting strategic objectives, strategic analyses, strategy formulation, implementation and control 14 7

8 Research Questions (RQ) RQ1. How can competitor information be structured, transformed into intelligence, and managed effectively within large-scale Swiss telecom firms? RQ2. Which CIP are used for SDM within large-scale Swiss telecom firms to communicate competitor information? RQ3. How effective are the CIP within the large-scale Swiss telecom firms for communicating competitor information? RQ4. How sophisticated are the CIP within the large-scale Swiss telecom firms for communicating competitor information? RQ5. What type of information within a large-scale Swiss telecom firm serves as EW indicator? RQ6. What system in large-scale Swiss telecom firms links competitor information with their SDM process? 15 How Big 4 link competitor information with strategic decision making Assessment and recommendations of Big 4s competitor intelligence drivers Conclusion about Big 4s competitor intelligence approach Qualitative Comparative Analysis (QCA) of Big 4 Suggestion of an EW system 16 8

9 Assessment Competitor Intelligence Drivers Swisscom Issues IA2 and IA3 (2010) Analysis Systems Strategy process Early warning Information channels Information flows Linking competitor information with SDM Ad hoc analysis (1 point), several analytical tools (4 points), using MMS for analysis purposes (1 point) = 5 points CIS, MIS portals (2 points each), KM, MMS, DSS, link MMS Data Mining (1 point each) = 8 points Strategy process based on queries, adapted to important issues (3 points), traditional strategy process when required (1 point), use CIS, KM and DSS for 3 stages (3 points) = 7 points Alerts, stock price developments, new trends and technologies (products), trade register entries (competitors), impact from patents (1 point each) = 5 points Presentations, one to one (also main managers), newsletters, and portals, more PT same amount of FTE, communication channels more differentiated (1 point each) = 6 points Directed information flows (2 points), regular feedback loops with clients (1 point), direct communication (1 point) from various departments (2 points), with focus on decision makers (1 point), quick market reaction on threats (2 points) = 9 points Benchmark, scenarios, IA answers strategic questions, competitor information is core (1 point each), average influence on 3 stages of SDM (2 points), using CIS, MIS, KM and DSS to set priorities, weight alternatives, and evaluate preconditions (1 point each system) = 10 points 17 Recommended Improvements for Swisscom Analysis tools: encourage IA to evaluate appropriate tools Systems: seek to link all systems Strategy process: support process through processed feedback loops EW: evaluate an EW system Information channels: link systems towards a CIP structure to improve the process Information flows: concept for information flows with information stages: gather, process, analyse, and implement to concentrate sources Link systems with SDM for competitor information: evaluate a DSS as linking device 18 9

10 Assessment Competitor Intelligence Drivers Sunrise Issues IA4 (2010) Analysis Systems Strategy process Early warning Information channels Information flows Linking competitor information with SDM Structured and ad hoc analysis (2 points), analytical toolbox with financial, operational, technological tools (4 points), SWOT, five forces analytical tools (2 points), office for analysis purposes (1 point) = 8 points KM warehousing, office (1 point each), no training needs (0 point) = 2 points IA part of strategy process (less sophisticated than two processes as for Swisscom 2010 but a lot of responsibility for IA) (3 points), ad hoc and query based approach (1 point), office for 2 stages (1 point) = 5 points Competitors investment decisions, new technologies, new entrants from trade register entries, products (1 point each) = 4 points Presentations, one to one (also with main managers), newsletters, PT and FT (1 point), (1 point each) = 5 points Feedback loops with clients, direct communication, from one department (1 point each), quick market reaction on threats (2 points) = 5 points Benchmark analyses, IA discusses strategic questions, competitor information is the basis (1 point each), average influence on all stages of SDM (1 point), Office to set priorities, and weight alternatives (1 point for 1 system) = 5 points 19 Recommended Improvements for Sunrise Analysis tools: map analysis tools into a process Systems: evaluate centrally organised systems and portal solutions Strategy process: evaluate flexible and processed approaches, involve systems EW: evaluate crucial EW indicators, evaluate an EW system Information channels: evaluate a structured approach, differentiate communcation means Information flows: evaluate a concept for information flows Link systems with SDM for competitor information: evaluate DSS processes 20 10

11 Assessment Competitor Intelligence Drivers Orange Issues IA5 (2010) Analysis Structured and ad hoc analysis (2 points), analytical toolbox with levers (2 points), SWOT, five forces, positioning, pricing, and portfolio analyses (4 point), using CIS, MIS, and MMS for analysis purposes (3 points) = 11 points Systems KM (adoption process, internal information) (1 point), access CIS and MIS portals (2 points each), data mining with MMS, office, training (1 point each) = 8 points Strategy process Early warning Information channels Information flows Linking competitor information with SDM Balanced topics (centralised and decentralised) (1 point), ad hoc and query based approach (1 point), recommend tools (1 point), use CIS, MIS, MMS, KM, and DSS for 4 stages (5 points) = 8 points New entrants, regulations, competitor actions, competitor s products, footprints of other markets, new technologies from FT (1 point each) = 6 points Presentations, one to one (also with main managers), newsletters, , (1 point each), one part time IA (0 point) = 4 points Individual feedback loops with clients, process for recurring issues, balanced structure, direct communication, from one department, with focus on decision makers, (1 point each), quick market reaction on threats (2 points) = 8 points Market and competitors, levers, analytical framework for DSS (1 point each), average influence on 4 stages of SDM (Q11, Q13) (3 points), using no system to set priorities, weight alternatives, and evaluate preconditions (Q10) (0 point) = 6 points 21 Recommended Improvements for Orange Analysis tools: encourage IA to evaluate appropriate tools fitted with levers Systems: seek to link all systems Strategy process: evaluate a concept for information systems and stages of SDM EW: evaluate an EW system Information channels: involve more IA, organise IA centrally Information flows: concept for information flows for recurring issues Link systems with SDM for competitor information: evaluate a DSS as linking device 22 11

12 Assessment Competitor Intelligence Drivers Cablecom Issues IA6, IA7 and IA8 (2010) Analysis Detailed structured and ad hoc analysis (2 points), analytical framework Success, Failures, Opportunities, Threats (SFOT) (2 points), using DSS for analysis purposes (1 point) = 5 points Systems Clarify Intranet portal (2 points), Cross-country systems, KM, MIS, MMS, DSS (1 point each) = 7 points Strategy process Early warning Information channels Information flows Linking competitor information with SDM Strategic function to monitor strategic direction (2 points), adapt strategy from HQ (1 point), processes (1 point), develop and improve (2 points), use MMS and KM for 2 stages (2 points) = 8 points Technological changes (products), regulations and policies, customers, competitors (1 point each) = 4 points Intranet, meetings (also with main managers), café corner (1 point each), more FTE for strategic than operative (15 vs 4) (1 point each) = 4 points Centralised to share information, meetings tailored for each hierarchy level, feedback about processes (1 point each), direct communication (1 point) from various departments (2 points) = 6 points Institutionalised strategy process (1 point), competitor information (1 point), priority processes and votes (2 points), average influence on all stages of SDM (3 points), using DSS to set priorities, and weight alternatives (1 point for using DSS) = 8 points 23 Recommended Improvements for Cablecom Analysis tools: encourage IA to evaluate appropriate tools fitted with SFOT Systems: Seek to link all systems Strategy process: support process through systems and feedback loops EW: evaluate EW indicators and an EW system Information channels: link systems towards a CIP structure to improve the process Information flows: process for information flows Link systems with SDM for competitor information: evaluate a DSS for all tasks 24 12

13 Assessment Competitor Intelligence Drivers Big 4 (2010) Analysis Systems Strategy process Swisscom Sunrise Orange Cablecom Early warning Information channels Information flows Linking competitor information with SDM Cumulated Outcomes Drivers 25 Recommended improvements for Big 4 Use existing portal solutions for EW Improve effective EW Build an EW System Apply mathematical tools for EW (statistics, game theory, truth tables) Learn from those competitors best in class Analysis Systems Strategy Process Early Warning Information Channels Information Flows Linking competitor information with SDM Orange, Sunrise Swisscom, Orange Orange, Cablecom Orange, Swisscom Swisscom, Sunrise Swisscom, Orange Swisscom, Cablecom 26 13

14 QCA: Intelligence Drivers Big 4 Threshold = 5 Analysis Systems Strategy process Swisscom Sunrise Orange Cablecom Early warning Information channels Information flows Linking competitor information with SDM Points assessed QCA: Position of Competitor Intelligence Drivers Big 4.1 Swisscom.2 Sunrise.3 Orange.4 Cablecom 28 14

15 QCA: Cumulated Intelligence Drivers Big 4 Turnover in bn! Sunrise Market Share: 12% Bubble Size: Market Share in % Cablecom Market Share: 6% Swisscom Market Share: 68% Orange Market Share: 7% Cumulated Intelligence Drivers 29 EW System CIS MIS MMS KM Scan market signals: Disruptive innovation Industry change Scenario Analysis EW variables Analysis: Disruptive innovation Industry change Statistic: Forecast performance Logic tables: Analyse consequences Game theory: Predict competitor moves Manage internal data: Find patterns in market data Compare with previous data Feedback loops DSS Set Priorities: New projects / products based on forecasts Evaluate Preconditions: Consequences of past actions Weigh Alternatives: Reaction on competitors based on predictions Feedback loops SDM Set Strategic Objectives: Adapt to EW results Strategic Analysis: KPI implications Strategy Formulation: Communicate EW decisions Implementation and Control: Act on competitors and markets Developed by Schlick (2011) Schlick 15

16 EW System CIS MIS MMS KM Scan market signals: Disruptive innovation Industry change Scenario Analysis EW variables Analysis: Disruptive innovation Industry change Statistic: Forecast performance Logic tables: Analyse consequences Game theory: Predict competitor moves Manage internal data: Find patterns in market data Compare with previous data Feedback loops DSS Set Priorities: New projects / products based on forecasts Evaluate Preconditions: Consequences of past actions Weigh Alternatives: Reaction on competitors based on predictions Feedback loops SDM Set Strategic Objectives: Adapt to EW results Strategic Analysis: KPI implications Strategy Formulation: Communicate EW decisions Implementation and Control: Act on competitors and markets Developed by Schlick (2011) Schlick Ihre Fragen 32 16

17 Danke für Ihr Interesse Für mehr Informationen 33 17