Understanding telecommunications business / Andy Valdar and Ian Morfett.

Format:

Book

Author/Creator:

Valdar, A. R., author.

Morfett, Ian, author.

Series:

Telecommunications Series

Telecommunications Series ; v.02

Language:

English

Subjects (All):

Telecommunication--Management.

Telecommunication.

Physical Description:

1 online resource (437 pages)

Edition:

1st ed.

Place of Publication:

London : The Institution of Engineering and Technology, 2016.

Summary:

Understanding Telecommunications Business provides a comprehensive introduction to the tools for analysing markets, constructing business cases and providing customer service with a specific reference to telecommunications.

Contents:

Cover

Contents

Foreword

Acknowledgements

Abbreviations

Chapter 1 - Introduction to the telecommunications business

1.1 - Introduction

1.2 - Value chain analysis (VCA)

1.2.1 - The ICT value chain

1.2.2 - Creating value from the value chain

1.2.3 - The expanded ICT value chain (Figure 1.5)

1.2.4 - The Internet value chain

1.2.5 - Consumer-generated content

1.2.6 - Ecommerce and Web 2.0

1.3 - The high-level telecommunications commercial model

1.3.1 - Introduction

1.3.2 - Revenue

1.3.3 - Costs

1.3.4 - Profit and profitability

1.4 - The commercial model in practice

1.4.1 - Introduction

1.4.2 - The commercial model in practice - mobile

1.4.3 - The commercial model in practice - telephony services

1.4.4 - The commercial model in practice - The Internet

1.4.5 - The commercial model in practice - Telco

1.4.6 - The commercial model in practice - over-the-top (OTT) services

1.5 - Customers, products and the market

1.6 - The current business environment

1.6.1 - Introduction

1.6.2 - Stakeholders

1.6.3 - Reducing margins

1.6.4 - Convergence

1.6.5 - Globalisation

1.7 - Summary

References

Chapter 2 - Regulation

2.1 - Introduction and history

2.2 - Telecommunications

2.2.1 - Principles and objectives of regulation

2.2.2 - The digital divide

2.2.3 - Regulation as a proxy for competition

2.2.4 - Interconnection

2.2.5 - The Telecommunication Strategic Review (TSR)

2.2.6 - Regulation of next generation networks (NGN)

2.2.7 - The politics of regulation

2.3 - The future of regulation

2.3.1 - To ensure investment and innovation

2.3.2 - To avoid new bottlenecks and monopolies

2.3.3 - Managing convergence

2.3.4 - Consumer protection

2.4 - Summary

Chapter 3 - Business strategy.

3.1 - Introduction - the philosophy of strategy

3.2 - The battleground - the macro business environment

3.2.1 - PEST analysis

3.2.2 - An example: home working

3.3 - The battleground - the industry analysis

3.3.1 - Introduction

3.3.2 - Five Forces analysis

3.3.3 - An example of applying 5 forces analysis: voice over Internet protocol (VOIP)

3.3.4 - Value chain analysis

3.4 - The battleground - competitive analysis

3.4.1 - Introduction

3.4.2 - SWOT analysis

3.4.3 - An example: SWOT

3.4.4 - Product-specific competitor analysis

3.5 - The battleground - own company capabilities

3.5.1 - Introduction

3.5.2 - Strategic skills audit

3.5.3 - Strategic asset analysis

3.5.4 - The internal value chain

3.6 - Creating sustainable competitive advantage

3.6.1 - Introduction

3.6.2 - Perceived use value (PUV) and the customer matrix

3.6.3 - Strategic thinking

3.6.4 - Scenario analysis

3.7 - Implementing strategic change

3.7.1 - Introduction

3.7.2 - The eight-stage process

3.7.3 - Competing forces

3.7.4 - Monitoring progress

3.8 - Summary

Bibliography

Chapter 4 - Corporate finance and governance

4.1 - Introduction

4.2 - Financial accounts

4.2.1 - The balance sheet

4.2.2 - The profit and loss statement (sometimes known as incomeor revenue statement)

4.2.3 - Cash flow statement

4.2.4 - Statutory disclosures and other information providedin the financial accounts

4.2.5 - City relationships and the share price

4.2.6 - Conclusion

4.3 - Financial analysis

4.3.1 - Profitability

4.3.2 - Liquidity and gearing

4.3.3 - Asset utilisation

4.3.4 - Investors

4.3.5 - Summary

4.4 - Business planning

4.4.1 - The planning hierarchy

4.4.2 - The planning year

4.4.3 - Capital planning.

4.4.4 - Capital programmes, projects and authorisation

4.4.5 - A final thought on capital expenditure

4.5 - Business cases

4.5.1 - The purpose and use of business cases

4.5.2 - Business case content

4.5.3 - Selling the business case

4.5.4 - Business cases: summary

4.6 - Investment appraisal

4.6.1 - Introduction and background

4.6.2 - Cash flow and simple payback

4.6.3 - Discounted cash flow (DCF) and net present value (NPV)

4.6.4 - Discounted payback

4.6.5 - Internal rate of return (IRR)

4.6.6 - Return on Capital Employed (ROCE)

4.6.7 - Investment appraisal - summary

4.7 - Risk management and sensitivity analysis

4.8 - Summary

Chapter 5 - Network economics

5.1 - Introduction

5.2 - The network as an economic system

5.2.1 - The commercial model

5.2.2 - Network assets

5.3 - Network structure

5.3.1 - Access, points of aggregation and the core network

5.3.2 - Links, nodes and hierarchies

5.4 - Economics of network design

5.4.1 - Principles

5.4.2 - Access network

5.4.3 - Circuit-switching traffic efficiency

5.4.4 - Mobile networks

5.4.5 - Core transmission network

5.4.6 - Network resilience

5.5 - Choice of technology

5.5.1 - The economic parameters of a technology

5.5.2 - The case of NGN

5.5.3 - The big network-economics debate: circuit or packetswitching?

5.6 - Summary

Chapter 6 - Network strategy and planning

6.1 - Introduction

6.2 - Links to business planning

6.3 - Network strategy

6.3.1 - The role of network strategy

6.3.2 - The network strategy process

6.4 - Principles of network planning

6.4.1 - Overview of the full network planning process within a Telco

6.4.2 - Planning lead times

6.4.3 - Planning rules

6.5 - Network planning: capacity and coverage.

6.5.1 - Introduction

6.5.2 - Fixed Access Network planning

6.5.3 - Mobile access networks planning

6.5.4 - Switching networks planning

6.5.5 - Data networks planning

6.5.6 - Planning the Telco's various OTT functional networks

6.5.7 - Core transmission network planning

6.5.8 - Computer-based planning systems

6.6 - Network planning: transformation and conversion

6.6.1 - Introduction

6.6.2 - The objectives of a network-conversion strategy

6.6.3 - Interworking and cut-over

6.6.4 - The range of network conversion strategies

6.7 - Building the CapEx programme

6.8 - Works programme

6.9 - Summary

Chapter 7 - Customers and marketing

7.1 - Introduction

7.1.1 - What is a market?

7.1.2 - Company orientation

7.1.3 - What is marketing?

7.2 - Marketing strategy and planning

7.2.1 - Situation analysis

7.2.2 - Key marketing objectives and high-level targets and milestones

7.2.3 - Resources and results

7.2.4 - The marketing plan

7.3 - Identifying value through market research

7.4 - Market segmentation

7.5 - The marketing mix (The 4 P's)

7.5.1 - Product

7.5.2 - Place

7.5.3 - Price

7.5.4 - Promotion

7.5.5 - Three more P's

7.6 - Sales

7.6.1 - Sales planning

7.6.2 - The relationship between marketing and sales

7.6.3 - Indirect sales channels

7.6.4 - Salesforce management, reward and motivation

7.7 - Customer service and satisfaction

7.8 - The empowered consumer

7.8.1 - Disintermediation and the death of the middleman

7.8.2 - The empowered consumer dictates the right channel

7.8.3 - The empowered consumer reconfigures an entire industry

7.8.4 - The importance of trust

7.8.5 - Customer advocacy

7.8.6 - Customer empathy

7.8.7 - The empowered consumer: conclusion

7.9 - Summary

References.

Chapter 8 - Product management

8.1 - Introduction

8.2 - The product management roles

8.2.1 - Product life cycle

8.2.2 - Product costing

8.2.3 - Product pricing

8.2.4 - Product launch

8.2.5 - Product forecasting

8.3 - Portfolio management

8.3.1 - Product mix

8.3.2 - Managing the product portfolio

8.4 - R&amp

D and innovation

8.4.1 - The roles and objectives of R&amp

D activity

8.4.2 - The introduction of new technology

8.4.3 - Innovation

8.5 - Summary

Chapter 9 - Network and service operations

9.1 - Introduction

9.2 - Customer satisfaction and quality of service

9.2.1 - Customer satisfaction

9.2.2 - Quality of service

9.2.3 - Quality of experience

9.3 - The nature of operations

9.3.1 - The role of operations

9.3.2 - Cost drivers

9.4 - How operations are managed

9.4.1 - The telecommunications management hierarchy

9.4.2 - How the Telco's operations are organised

9.4.3 - Example of the use of support systems

9.5 - Service management

9.5.1 - Cost model

9.5.2 - Customer-contact channels

9.5.3 - Customer relationship management (CRM) systems

9.5.4 - Call centre dimensioning

9.6 - Network and element management

9.6.1 - Organisation

9.6.2 - Network control layer support systems

9.6.3 - Sizing the field force

9.6.4 - National and regional operations centres

9.6.5 - Data centres

9.7 - Architecture, models and processes

9.7.1 - Architecture

9.7.2 - Models

9.7.3 - Processes

9.8 - Summary

Chapter 10 - People and organisational development

10.1 - Introduction

10.2 - People at work

10.2.1 - People's motivation

10.2.2 - Teams

10.2.3 - Leadership

10.2.4 - The Peter principle

10.3 - Organisation design

10.3.1 - Theoretical approaches

10.3.2 - Organisation life cycle.

10.3.3 - Matrix management.

Notes:

Description based on print version record.

Description based on publisher supplied metadata and other sources.

ISBN:

1-84919-746-6

OCLC:

932049447