How Marketing Strategy Contribute to Build Brand Equity in Global Market: The Case of B2B Telecommunication Company

In the last three decades, the telecommunications industry played a major role in the global technology revolution. But telecommunication companies are facing increasing competition from digital players which also offer voice and messaging services, accentuating deterioration in the revenue of key services in telecommunication companies. Telin, as one of the players in the global market is also transforming in various fundamental aspects and has established itself to transform into a digital telco. Telin needs to define the right and effective marketing strategy to communicate its transformation to compete in the digital industry. This research uses brand revitalization strategies to build and strengthen Telin’s brand equity. The first proposed strategy is implementing new brand architecture strategy to anticipate the new products or services, new target market, new competition, and strategic mind shift. And the second is implementing new marketing strategy to align with the new vision, mission, and positioning the company as the digital telco provider. The result of this research can help B2B telecommunication companies, like Telin, to evaluate its marketing strategy and build brand equity in the digital industry.Keyword:Brand Equity, Brand Architecture, Marketing Strateg

Market Expansion to Myanmar: Entry Strategy Formulation for PT Telekomunikasi Indonesia

Globalization in the telecommunications industry has been growing rapidly and drastically overcome geographical barriers between the domestic and International markets. Telecommunications company needs to survive and achieve growth encourages them to compete not only in the domestic market but also in overseas markets. To enter foreign markets, companies must choose the most suitable strategy which influenced by the condition of the company, the company's home country conditions, the following conditions of the destination country industry. PT.Telkom Indonesia itself has begun to enter foreign markets since 2006. In recent years, along with the shift towards openness in Myanmar in the political and economic systems, PT.Telkom Indonesia is planning to expand the market to Myanmar. This final project will focus on assessing Myanmar country and telecommunication industry attractiveness, suitability of Myanmar to the objective of PT.Telkom and formulate appropriate entry mode to enter Myanmar for PT.Telkom target market expansion. The assessment process will use several theoretical framework, Porter Diamond framework to analyze advantage of doing business in Myanmar, Porter's Five Forces framework to analyze the competitiveness of the telecommunications industry and Franklin.R.Root models to formulate an appropriate entry mode. This theoretical framework will guide the collection and analysis of empirical data. The method of research using qualitative methods. Primary data collect using the instrument via an email interview with management of PT. Telkom. Secondary data using material from group discussion forum with Indonesian Ambassador to Myanmar, published articles in the internet, company annual reports, government report, books, and other related research. Based on the results of the qualitative analysis, authors concluded that Myanmar as a country and the telecommunications industry is favourable and attractive market. Appropriate mode to entering the market for PT. Telkom Indonesia is a sequential approach the first step is to open a branch office as “listening port” and then move towards capital investments either on its own or jointly with local companies (regulation consideration). To penetrate Myanmar market, author recommends PT.Telkom to offer cellular product with broadband capability in a selected area. As a controlling mechanism, PT.Telkom shall combine parenting system as a combination of planning control and financial contro

Strategic Planning Customer Experience using Predictive Analysis Indihome PT Telkom

Telkom transformation paradigm by Innovating and disrupting the fast-changing industry is the main challenge right now. There is external challenging such as changing customer behavior and high performing Customer Experience (CX) focused industries that seeing customer and business growth. In PT Telkom itself, internal challenges there is a financial performance on a decreasing trend and for Net Promoter Score (NPS) is below best in class benchmark globally. The objective is elevating CX as a corporate strategic priority, engaging all stakeholders to achieve CX transformation. PT Telkom every year doing Net Promoter Score and Net Emotional Value (NEV) to measuring the loyalty of a firm's customer relationships and customer satisfaction that correlated with revenue growth. The author takes the model from secondary data from NPS and NEV Report from 2014 – 2018 of PT Telkom Indonesia, focused in Telkom Regional 3 West Java and assign relationship and satisfaction dimension and attribute. Using predictive analytics is a method that analyzing current and historical facts to make predictions about the future to determine an accurate strategy and can improve customer experience based on the appropriate level of correlation. From NPS and NEV report the dimensions and attributes are processed by predictive analysis using correlation and regression. The fact-finding that based on that analytics will be a strong correlation attributes that would become the key to strategic planning for a customer experience that in a lining with corporate strategy. The strong correlation attribute from this statistical processing is the installation process is long, friendliness of the technician, and ease of accessing points. Then the strategic planning for customer experience is from the result from predictive analytics combine with benchmarking with other telco’s company to propose strategic program end-to-end customer journey and integrated to back end system, digitalization and digital ecosystem will be impacted and gave a result business and revenue

Developing Channel Strategy to Increase Sales; Case Study: Perangkat Industri (PT Jokulin Indonesia Mandiri)

This research describes the distribution channel strategy is suitable for Perangkat Industri, which is one area of business of PT Jokulin Indonesia Mandiri. Perangkat Industri is an ecommerce business in the industrial field. As a new player in the industry, Perangkat Industri has several internal and external issues that have an impact on the future of the company. The main problem faced by Perangkat Industri is the distribution channel for marketing products to customers. In solving the problem, there are several alternatives that can be used by Perangkat Industri, which is channel distribution through the distribution channel websites, distributors, and salesperson. Three distribution channels are analyzed based on the existing distribution channels (existing channel) and channels based on customer requirements (ideal channel). From the analysis of the resulting channel strategies, that is to make improvements and take advantage of the existing distribution of channels and based on customer requirements, the distribution channels through the website, distributors, and salesperson. The strategy then becomes a recommendation to the company for use as a reference to develop and survive in competition with competitors of this business. Keywords: Industry, Ecommerce, Perangkat Industri, Channel Strategy, Distribution Channe

Developing Channel Strategy to Increase Sales; Case Study: Perangkat Industri (PT Jokulin Indonesia Mandiri)

This research describes the distribution channel strategy is suitable for Perangkat Industri, which is one area of business of PT Jokulin Indonesia Mandiri. Perangkat Industri is an ecommerce business in the industrial field. As a new player in the industry, Perangkat Industri has several internal and external issues that have an impact on the future of the company. The main problem faced by Perangkat Industri is the distribution channel for marketing products to customers. In solving the problem, there are several alternatives that can be used by Perangkat Industri, which is channel distribution through the distribution channel websites, distributors, and salesperson. Three distribution channels are analyzed based on the existing distribution channels (existing channel) and channels based on customer requirements (ideal channel). From the analysis of the resulting channel strategies, that is to make improvements and take advantage of the existing distribution of channels and based on customer requirements, the distribution channels through the website, distributors, and salesperson. The strategy then becomes a recommendation to the company for use as a reference to develop and survive in competition with competitors of this business

Evaluation of Contact Center Academy for PT Infomedia Nusantara as a New Business Idea

Contact center is a very important service for companies to response and answers customer problem and questions, the example of contact center channel such as, telephone, short text messaging, website, chat, walk-in center, and other media which related to customers. Contact center is vital for companies, the problem occurs is the level of turnover in contact center industry is quite high, and the fulfillment of labor is very slow and difficult, as well as the communication skills of contact center workforce is not meet the standard, then led many companies derive bad image from the customers.To fulfilling contact center workforce that has a good ability to serve its customers as well as well trained on the ins and outs of contact center technology, contact center academy as institution is needed to enhance their knowledge and also the ability for workers in contact center.In this final project, the data collection method is done by distributing the questionnaires to labor in contact center industry and company that has a contact center, and based on the analysis of the issues raised in PT Infomedia Nusantara.From all the data that has been collected by the author, as well as actual problems occur, the solution given by the author is contact center academy as an institution to enhance the capabilities of the contact center workers as well as not only the to improve the services, but as a new business opportunity for PT Infomedia Nusantara, which currently has more than 12,000 agents and also a lot of companies who manage their own contact center.

Key Success Factors for 5G Technology Commercialization in Telecommunication Company Case Study of an Established XYZ Company in Indonesia

Abstract. Technology commercialization is the long process to bring technology from the research domain into the commercialization area to end-users with monetizing purposes. This study analyzes critical success factors for 5G technology commercialization in an established company in Indonesia. By defining the most significant factors, a company can strategize the most effective investments to important factors only and avoid other less meaningful areas. 5G is approaching fast, and some of the major early adopters Mobile Network Operators (MNO) have already deployed 5G within this year. However, some other MNOs or telecom companies, in general, remain skeptical, considering the wide range of new business cases, the readiness of industries, and twice significant capital investment compare to predecessor technology 4G. This study is based on interpretivism philosophy and uses Qualitative semi-structured in-depth interviews, observation, and deductive scenario planning as the methodology. Use cases, innovation ecosystem, and technology complementary are found to be the key success factors for 5G commercialization in an established company. The novelty of this study is to identify the key success factors for technology commercialization specific for the 5G technology context in Indonesia. Three axes deductive scenario planning using critical success factors as the uncertainties are considered as the originality of this study.Keywords:  Key success factors, technology commercialization, established company, 5

Leveraging global talent

xlv, 310 p. ; 24 cm