Presented by
Falconbury

Telecoms 'Mini-MBA' for the Elite Manager

Advance your strategic management skills to drive innovation and dynamic growth in your business by attending this five-day residential international Telecoms business school.

Find out more

  • Format: Bespoke training
  • CPD: 30 hours for your records (depending on your requirements)
  • Certificate of completion

Course overview

The global Telecoms industry presents a constant stream of challenges for companies and individuals working within it. The industry is undergoing significant change and Telecoms companies face ever increasing competition, not only from other providers but also from the emergence of new over-the-top players. As technology constantly evolves and brings with it challenges of service provision and infrastructure support, so does the threat from competitive forces across the global marketplace. It is therefore essential that strategic decision-makers working within the Telecoms industry are kept up-to-date with the current economics, as well as the competitive forces that influence the ever-changing landscape.

This global Telecoms ‘Mini-MBA’ has been designed to support and develop senior executives and managers in pursuit of their own personal as well as their business objectives. This programme will provide participants with the toolkit necessary to improve strategic and commercial decision-making within the current and changing climate.

What this programme will do for you

By attending this interactive five-day executive development programme you will:
  • BUILD your awareness of the key economic drivers behind this constantly evolving and hyper competitive market place
  • REVIEW future technologies, innovation and understand it’s impact at a global, national and business level
  • EXAMINE insights from stakeholders across the industry
  • BOOST your ability to successfully contribute to an effective change agenda
  • IMPROVE your practical application of the key strategy and planning tools
  • CHALLENGE the conventional thinking around your current business model
  • ANALYSE and reflect on the common financial problems that Telco companies face
  • COMPARE and contrast operating philosophies and structures in large and small Telcos from different geographic regions and assess the best approach for your organisation
  • SHARPEN your business awareness and decision-making capability by working on cases with real situations and real companies to compare the actual outcome
  • VIEW your organisation through the eyes of analysts, shareholders and investors in order to understand their expectations and requirements
  • DEFINE what is required to support an effective product and people pipeline

Is this programme for you?

This programme is designed to give high-flying executives the scope to work in a more creative and strategic way. It will effectively support succession planning strategies to develop key talent within your organisation and allow exploration of what the high-achieving performers of today’s commercial world both within the Telecoms sector and drawing from other industries are currently thinking and doing.

It will be relevant and useful for key executives including managers, heads of departments, directors from commercial, business development, technical, legal, regulatory, procurement, corporate affairs, marketing, CRM and sales, HR, finance and strategy.

Day one

 
This module builds the team and the platform for the rest of the programme. After introductions and ‘icebreakers’, our industry expert will examine the economics of the Telecoms industry and the competitive forces that influence the landscape. He will explore the state of the industry today looking at its history and regional differences and review the key forces at work in the sector and how these impact on the strategy of each Operator.

This will be facilitated by collaborative teamwork to identify where different operators represented on the course sit within the Telecoms world. The module will conclude by looking at the key issues of how the traditional Telco model is now becoming threatened, and with a focus on what the near future will bring.

  • Overview of the global Telecoms market
  • A brief examination of its history to understand it development to date
  • Examination of the key regional trends and developments
  • What are the requirements of the key stakeholders:
    • Customers
    • Shareholders
    • Vendors
    • Employees
  • The role of convergence in different regions
    • Fixed and Mobile
    • Telecoms/Internet and TV
    • Telecoms and IT
  • The explosion in demand for data
    • The role of Broadband
    • The growth of mobile data
    • Strategies to maximise value from Broadband
  • Where are the key competitive forces in markets
  • What are the key assets of a Telco in today’s markets
    • Networks
    • Spectrum
    • Customers
  • The challenge to the established business models of Voice and Text
  • The emergence of new OTT players
    • Google, Apple, Facebook are they threats or allies
    • The strategic imperative to develop towards Telco 2.0
  • How to exploit the core assets in key new areas such as:
    • Advertising
    • Mobile commerce
    • Health
    • ICT
    • Machine-to-machine
      • How major players compete today – group work consolidation and presentations

Day two

 

This module is designed to help you think strategically and clarify how your role and function supports the company’s strategy. It will raise awareness of the fundamental strategic choices faced by a company and help you to analyse the strategy of your company and your role in supporting it. You will be provided with pre-course work based on one major player in the Telco industry to analyse the strategy. During the module intelligence will be gathered in order to identify the strategies being pursued by these organisations to illustrate definition of strategy and the process of strategy formulation.

STRATEGIC ANALYSIS PROCESS

  • Long term objectives – Vision, Mission, Values and quantified objectives
    • What is their purpose
    • How do they help
    • Do you know yours?
  • What is strategy?
    • Strategy as a concept
    • Business strategy at different levels and the cascade of strategies, tactics and objectives

STRATEGIC ANALYSIS TOOLKIT

  • Starting with the outside world – STEEP analysis
    • Scenario planning for the future
    • Estimating the future business environment
  • The inside world, value chains and core competencies
    • Objective appraisal of resources in order to truly assess strengths and weaknesses
  • Putting inside and outside together –SWOT Analysis
    • The evergreen SWOT concept
    • Mapping the outside world of threats and opportunities with the inside world of strengths and weaknesses
  • Generating and evaluating alternative strategic options – the role of creativity and innovation
    • The risks of being an expert

Day three

This crucial module focuses on finance as the “lifeblood of business” and creates insights into how capital expenditure decisions are made using quantitative financial tools combined with sound judgment in their application. Participants will gain an understanding of the financial information requirements in capital expenditure proposals. The workshop also provides an understanding of how managers may create shareholder value.

TELECOMS IN FIGURES

  • Why be in business – why be in Telecoms?
  • What are the financial drivers of Telecoms today
  • The importance of cash flows – past present and future
  • Understanding the financial statements – essential whatever your role
  • Clarify your understanding of terms and what statements convey

FORECASTINGBUDGETING AND PLANNING

  • Why budget? Setting out the budget remit
  • Better forecasting – so many forecasts are simple extrapolations
  • Can you really forecast?
  • Costs of operation – controlling costs
  • Driving down costs – reducing costs

INVESTING FOR THE FUTUREPROJECT APPRAISAL

  • Evaluating projects – will they bankrupt the company?
  • Appraisal measures – payback, npv, IRR
  • Appraisal modelling and sensitivity analysis – modelling for price changes
  • Dealing with inflationary and deflationary pricing and regulation
  • Understanding the scale of risk in projects
  • Capital expenditure in the Telecoms sector
  • The role of leveraging in improving return to shareholders

Day four

Marketing is a critical success factor for all Telcos, which operate in competitive markets. Without the right products sold at competitive tariffs promoted with the best brand and sold through the most cost- effective channels all companies, including Telcos, will fail.
In most markets the days of high Telco growth where you could launch a brand with a network of shops and dealers, and customers would come are over. Now we have to compete fiercely not only with other Telcos but also with powerful global brands such as Google and Apple. Marketing is not only about gaining the maximum share of Gross Ads but also about retaining valuable customers and increasing their ARPU.

This module will establish how marketing is central to the success of any Telco and clearly show how marketing can support a company’s strategy execution.

MARKETING STRATEGYFROM BASIC SWOT ANALYSIS TO EXECUTION

  • Which markets to compete in – The story of Global versus Local or regional strategies
    • Understanding the relative position in the market and how to plan to best exploit that position

KEY MARKETING PLANNING

  • Segmentation and targeting: – Post and Pre Paid – Business versus Consumer
  • Positioning within the market – are you a market leader or do you compete on price?

MARKETING MANAGEMENT

  • Development of the correct marketing mix
  • Marketing organisation

PRODUCT INNOVATION AND PRODUCT MANAGEMENT

  • How to ensure the product portfolio is managed to maximise profitability
  • The key role of product innovation
  • Pricing as a key marketing tool – From the chosen target segments and positioning develop the correct pricing strategy
    • How to manage the range of different tariffs and VAS services
  • Device strategy: case studies of how to utilise a competitive handset strategy to compete in the market

KEY ROLE OF THE BRAND AND EFFECTIVE MARKETING COMMUNICATIONS

  • Development of effective brand
  • Implementation of great brand strategies – how did Orange and O2 create such strong brands
  • Case studies of great use of marketing communications – both above and below the line
  • The growing importance of the new communications channels – on-line marketing, social networking

THE KEY ROLE OF CRM AND CUSTOMER EXPERIENCE

  • Effective retention and loyalty strategies
  • The role of CRM in development of ARPU
  • Developing customer experience as a competitive differential

THE KEY ROLE OF EFFECTIVE CHANNEL STRATEGIES

  • Developing the optimum channel mix and strategy
  • 3rd party versus own channels
  • The role of own shops, dealers, Door-2-Door, Telesales
  • Developing an effective e-commerce channel

Day five

Strategy is implemented through the combined efforts of people bound by a common purpose. The role of telecommunications executives in managing and leading people in the context of change is explored in this module. It covers the alternative approaches which maybe deployed in order to build high performance teams, engaged in creating value for all stakeholders

MANAGING ORGANISATIONAL CHANGE

  • Leadership versus management – What is the difference, where should you be, how do you find the time – Urgency versus Importance
  • How great leaders lead – examples from history, politics, business
  • Communications – a key skill in leadership – Finding time to talk, Albert Mehrabian’s research on communication channels – The need for two-way dialogue to create understanding
  • Understanding change and resistance – Logical resistance to change – Emotional resistance to change – Managing the “reptile” brain
  • Introducing change successfully, selecting appropriate change strategies
  • Overcoming resistance to change, helping individuals to manage transition
  • Implementing change – Practising leading change in a call centre environment – Experiential learning around conflict, decision-making ** Content learning about Seven S implementation and best practices in change

TURNING CONFLICT INTO PROGRESS

  • Conflict as a healthy and normal consequence of change – The opposite of conflict–apathy, not harmony – Encouraging cognitive conflict – getting people to speak up and give feedback
  • Conflict situations and how to deal with them, different strategies for conflict resolution
  • How conflict affects group behaviour, ways to reduce its destructive effects – Trust issues, group think, synergy – Synergy exercise
  • Diagnosing and developing your own conflict handling style – The Thomas Kilmann Conflict Mode Instrument – Learn about your own habits and choices with a world-class instrument

Expert training faculty

Programme director

Paul Blackhurst is a consultant, speaker, trainer, coach and facilitator. He has worked in four continents in 45 countries and has a track record of designing and delivering successful consulting and development projects for blue-chip clients. Paul has a rare mix of background and education which helps him to combine the hard aspects of strategic choice and analysis with the “softer” aspects of change management, leadership and people management. He has worked successfully with several clients in the Oil and Gas Industry including designing a major leadership programme for BP. Prior to in-house roles with MCE/AMA, Paul worked in a series of executive positions in multinational organisations such as SKF, Milacron and GTE. Paul has a BSc. degree from the University of Birmingham and an MBA from Bradford University. He has also pursued Doctoral studies at Henley Management College. In addition to his academic qualifications, Paul holds an Advanced Diploma in Management Consultancy from Henley Management College, a Diploma in Organisational Development from NTL (USA) and a Diploma in Marketing.

Expert faculty of presenters

Simon Burckhardt has more than 20 years experience in senior commercial roles in the Telecoms and related industries. At present he runs the successful consultancy, Route 30, specialising in marketing, CRM and strategy projects for Telcos and companies working in the Telco sector. Clients have included Telecoms operators such as STC, MobiNil, SFR, Eurotel, Orange, Sunrise, OTE, O2, COLT and C&W.
In addition to Route 30, Simon worked as CCO and CMO at Qtel based in Doha and Asia, and Telefonica O2 Czech Republic where he headed up all the commercial functions of this fixed and mobile operator based in Prague. He also worked as Group Director of CRM and Sales in MTS based in Moscow and held a number of senior roles in BT (British Telecom) working both in the UK and internationally. He has also held VP positions in the Mobile Marketing and CRM sectors. Simon has a Business Degree from Oxford Brookes University.

Ralph Tiffin is a chartered accountant and senior statutory auditor – principal of McLachlan+Tiffin. The firm has a wide range of clients and provides support with audit and advisory work in areas such as an introduction to IFRS, ethics and fraud prevention. As a consultant he acts for many companies in the UK and overseas including British Telecom, Cable and Wireless, Telekom Malaysia and other mobile operators on subjects ranging from understanding finance and accounting for telecoms companies, project appraisal, budgetary control systems through to fraud prevention and how proper accounting can help business

Run Telecoms 'Mini-MBA' for the Elite Manager Bespoke training for your team

5 days

Typical duration

Pricing from:

  • GBP 1,500
  • Per attendee
  • Course tailored to your requirements
  • At your choice of location, or online

 

We don't have any currently scheduled dates for this course but we can customise it to your requirements and deliver it on an in-house basis for any number of your staff or colleagues.

Contact our in-house training expert Aleksandra Beer to discuss your requirements:

Multiple colleagues?
Talk to one of our training experts to discuss how to:

Run this course conveniently and cost-effectively in-house for your staff and colleagues

Aleksandra BEER
Training expert

+44 (0)20 7749 4749

inhouse@ipi.academy