A service plan for Smart celfone

• Main Authors: Antonio, Aurora Fatima D., Maranon, Patricia Ann C., Pamintuan, Noemi Adela M., Uykim, Ma. Carla T.
• Format: text
• Language: English
• Published: Animo Repository 1997
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/16759
• Institution: De La Salle University

The success story of Smart Communications, started in 1994, when it first started to operate a cellular mobile telephone system (CMTS). It entered a highly competitive market controlled by the Pilipino Telephone Co. (Piltel), a subsidiary of telecommunications giant PLDT. At first, it seemed that David would not succeed against Goliath . Smart used innovation, and marketing savvy to survive, thereby changing the rules of the game . In February 1997, the Smart success story reached its climax when it grabbed the leadership of the CMTS market from Piltel by gaining a 45% market share. It also presently offers three more telecommunications services: radio paging, international gateway facilities and landline services. It expects its subscribers to total 600,000 by the end of the year. In 1998, the CMTS market will be more fast-paced and competitive. Four other CMTS operators-Piltel, Express Telecommunications, Co. (Extelcom), Globe Telecoms (Globe) and Isla Communications (Islacom)-will become even more aggressive through new technology, new products, wider coverage and new services. The battle for turf will be fiercer. The subscribers will be harder to win. How can Smart maintain its' market leadership in the face of these threats? Many people agree, that all things being equal, the company with the best service will have the competitive edge. This service plan aims to help Smart become the consistent market leader in the cellular phone industry by proposing strategies that will allow Smart to give more than just plain old telephone service. The plan suggests strategies which will help Smart establish and maintain customer satisfaction and loyalty. With the help of these strategies, Smart can maintain its 45% market share, as well as increase its subscriber revenues by 62.28%. Smart will also achieve a 33% growth in subscribe base, which is an increase of P 300,000 subscribers. The service plan consists of strategies for both internal and external customers. It also provides venues for customers and Smart management to communicate with each other. It also proposes several strategies to provide convenience and value-for-money for subscribers. More importantly, it proposes several activities that show Smart as a conscientioius, socially-responsible company. The service plan requires a total investment of P 20,977,460 and is expected to generate P 776,185,622.70 net income. The success of the plan will be determined through present and proposed evaluation and monitoring schemes. It is hoped that with its present plans and the proposed service strategies, Smart will be well on their way to becoming the "telecommunications provider of choice."