creating the connect
helping Hutchison Max (now Vodafone) connect to the enterprise segment
at a glance
in 2007, the company’s first assignment was to articulate a structured entry strategy into the enterprise segment for Hutchison Max (Vodafone) with optimum capital expenditure. Though a leader in the B2C segment, it was struggling in the growing enterprise segment, due to lack of a strong data network.
rolling up their sleeves, the nascent thinksynq team plunged into the assignment, with the scope of work involving:
assessing market potential for data, fixed line & mobile voice revenue in the enterprise segment.
mapping the fiber optic network capacity with target customers and estimating network upgrade requirements to figure out the effort and cost.
determining segment specific products required in all three revenue lines
creating a process & administration roadmap – key account management system, organisation structure, business and financial model for a ten-year period
in 2007, when K. Krishnan was just setting up thinksynq as a consulting company, he got a call from the MD of Hutchison Max (Vodafone). The company wanted Krishnan to assist in developing a strategy for entering the enterprise market. Though thinsynq was not even registered then, it was a plum consulting opportunity, not one to let go of!
the brief from Hutchison was simple: find a workable strategy to enter and sustain in the enterprise segment, with optimum capital expenditure. Though it was already a top mobile brand, in the B2C segment, lack of a strong data network handicapped it in the enterprise segment.
K Krishnan went to work, by first engaging resources from the company, people with sound understanding of the telecom industry, its processes & operations. The team then plunged into the assignment, with the scope of work involving:
identifying the market (down to exact physical location, to pinpoint fiber optic network availability)
assessing potential – data, land line voice and mobile voice revenue, mapping the fiber optic network capacity and estimating requirements to figure out the effort and cost.
determining segment specific products required in all three categories
creating a process & administration roadmap – key account management system, organisation structure, business and financial model for a ten-year period.
the project was completed in six months and a comprehensive report submitted for implementation. It concluded with a formal meeting with key Vodafone resources from UK.
a comprehensive report was submitted, and the project closed with a successful meeting with key Vodafone resources from the UK
the assignment marked thinksynq as consultants with a very different approach, who knew both the big picture as well as the nuts & bolts of the industry/project they were handling.
the project was done with a client recruited resource which resulted in proper execution of the strategy, post the report handover.