Project Management & Research Methodology

Tanzania Telecommunication Assessment Report
Part A – Market Research
Analysis of Market Research
Commercial organisations like Tanzania Telecommunication only exist to create value for consumers and society and, in doing so, participate in building financial gain. These organisations are able to grow financially by expanding sales to their current customers, by finding new markets and by acquiring new clients. In the case of Tanzania Telecommunication, market research was conducted in order to quell the current downturn in the company’s market share by investigating the company’s assets, strengths, and weaknesses from within. The underlying premise behind this market research plan, therefore, was that there was a way to examine alternative strategies for the future through the vetting of the company’s overarching resources and liabilities. Nonetheless, the questionnaire that was sanctioned for the inquiry process had a five per cent response rate and was met by widespread frustration from the ranks of middle and senior managers resulting in a need for new market research to be conducted.
The response to the market research was negative, mostly due to the fact that there were unofficial and unsolicited responses from middle and senior managers angrily asking why they were being asked questions for which they had no information. Ultimately, this negative response to the internal market research was likely one that was appropriate. This is due to the fact that what Tanzania Telecommunication needs more than anything is to understand why their customers are leaving, and that information needs to be drawn from the market, not from the firm. The traditional view of the firm is the view that the firm creates value for clients. This is called the firm-centric view of the firm. The new view of the firm is that value is co-created between the firm and clients, based on specific feedback from the clients (Holbrook, 2006; Vargo & Lusch, 2008) and is called the client-centric view of the firm.
Alternative strategies for the future need to take into consideration the way in which customers negotiate their relationships with firms at the present time. Global competition, advancing technology, pervasive access to information, and use of social media fundamentally changed the role of marketing, and the process of selling in a business environment. These changes are so dynamic that they influence how a company evaluates its position in the market (Firat & Vicdan, 2008). In the last several years, the world has changed significantly in the process of marketing and selling, creating a new vocabulary of terms such as viral marketing, electronic reputation mechanisms and crowd sourcing (Qualman, 2009). Customers now expect an organisation to provide volumes of information and pervasive transparency (Dellarocas, 2003; Qualman, 2009). In addition to the expectation around information and transparency, advances in technology have increased the average client’s expectation regarding customisation and collaboration for products and services. When a firm can successfully utilises its resources and demonstrate a high level of agility and collaboration with its clients, this is called co-creation (Prahalad & Ramaswamy, 2004). Prahalad and Ramaswamy (2009) define co-creation as two parties having mutual access, open dialogue, transparency and risk sharing. The expectation is that the firm will be in a position to compete in the marketplace more readily if it has a client-centric environment and co-creation ability as compared to competitors that do not have this environment and ability (Prahalad & Ramaswamy, 2004). This is a shift in thinking and a shift in business models in that the firm-centric view, where the value is defined by a transaction of goods or services for money, is being replaced with a business model that proposes that the client is getting value throughout the buying process as a buying experience and not just at the point of consumption of the product or service (Prahalad & Ramaswamy, 2009). These insights from the new model serve to accentuate the view that value is co-created through a series of experiences and interactions with the firm, where the sum of information, people, systems and organisation satisfy multiple requirements for the consumer at the same time (Payne, Storbacka, & Frow, 2008).
Given the factors listed above, market research for Tanzania Telecommunication needs to be conducted with the market, rather than inside the company alone. This does not mean that there no need for internal assessments, but rather that the process needs to begin and end with an investigation of the consumer and his or her desires in order to discern where the value is co-created between the firm and client. For example, Prahalad and Ramaswamy (2004) state that the path to co-creation is an “obsessive focus on personalised interactions between the customer and the company” (p. 7). This means that research needs to include surveying and focus groups with current and prospective clients, as well as statistical analysis of consumer choices in the marketplace linked to how and when consumers leave Tanzania Telecommunication for other service providers. The company needs to be able to discover if consumer shifts are made based on promotions from competitors, market price comparisons, service challenges or interruptions, or other reasons for changes in consumer interest shifts.
Decline in Company Penetration
There are many possible reasons as to why there has been a decline in company penetration in the marketplace for Tanzania Telecommunication. The first reason could be related to a lack of clear branding for the firm in relation to the branding messages of other firms. Branding can mean a number of different things when taken from the perspective of business versus that of academic research according to Holt (2005). Business marketing strategists recognise the power of a brand as a tool to penetrate the communications chaos that business customers and consumers are facing in today’s turbulent environment where the average North American is exposed to over 50,000 commercials a year, where in Asia, six billion text messages are exchanged yearly and where the Internet is growing with more than a million pages a day (Hearn, 2009, p. 197). To this end, there are hundreds of thousands of companies out there trying hard to communicate with customers and consumers in order to sell their wares, and so the a company needs to be able to differentiate its products, services and values from those of other companies and do this through the creation of images and identities which people begin to associate with the brand through advertising. It is the corporate marketer’s job to ensure that consumer perceptions match with the vision and the values and the overall positioning they have determined for their company’s brand (Arvidsson, 2005), and this is what Tanzania Telecommunication needs to address.
Brands are linked to communication strategies because they are also socio-cultural entities which have become linked to personal identities. To this end, Tanzania Telecommunication may be falling short when it comes to consumer engagement in a networked society, which could also account for falling sales. In this way, companies must act to personalise the brand’s myth to fit individual biographies through social media, and demonstrate ritual actions for people using branded products and services to experience the myth through their consumption (Holt, 2005). In this way, brands become symbols for what we believe about our countries and ourselves. Nonetheless, in our digital, socially-networked world it is also clear, as Arvidsson (2005) notes, that it is the “meaning-making activity of consumers that forms the basis of brand value” (p. 237). In other words, brands are a form of social capital in the same way that other networked communication mechanisms are. Each individual acts to perpetuate the value and ideas of brands through their recommunication of advertising information through word of mouth, as Arvidsson (2005) suggests. What has changed in the last twenty to thirty years to make the value of a brand so prominent in our society? Hearn (2008) suggests that the development of the brand has begun to blur “the distinction between product and consumer, private self and instrumental associative object” (p. 197). In other words, there is a need to recognise the fact that our lives have changed along side the creation and support of branding, to the point at which we ourselves believe that we are each our own brand as well. This has become even more prevalent, as noted by Wilk (2002), in the perpetuation of brands on a global basis wherein "the meanings attached to things, or even the channels along which those things and meanings flow" (p. 2) have built up over time. To this end, companies need to recognise that they have become not representations of a product or service, but instead of an ideal which we want to be able to become ourselves. This is what is necessary for the development of a social networking strategy for Tanzania Telecommunication.
There may be internal challenges that are limiting the services that are provided for consumers, leaving Tanzania Telecommunication’s support systems less valuable than those provided by other firms. Although the company’s investment product and service extensions for mobile and broadband were necessary, it may be the case that Tanzania Telecommunication does not necessarily have the organisational capacity to be able to serve new markets consistently over time. The company could lack a clear human resources strategy that will be able to ensure that customers receive the support they need to try new products in the short term. Rapid growth in the industry coupled with increased competition from both domestic and international providers has increased the complexity of work for employees, as call centre representatives struggle to explain to potential clientele the difference between the firm’s own communications provision and that of the company’s competitors.
Finally, Tanzania Telecommunication may also not meet consumer needs in terms of its technological standards. Mobile phone technology presents a framework within which all-in-one service is provided for consumers to not only obtain information, but also communicate about, order and receive products. Mobile phones can now be used to not only take part in Internet applications, but can be used with location-based functionality wherein consumers can receive specialised forms of marketing and information based on where they are physically rather than based on their interests alone. Given all of these changes and new opportunities in the way that we use our mobile phones and now tablets, mobile Internet usage and aligned business reliance on this usage needs to shift on a constant basis. There are two technological issues at hand that may have affected the company’s market share. It may be that Tanzania Telecommunication is not providing data support and coverage in a way that is advantageous to their market, or it may also be that the company is using the data that they have from consumers in a way that helps the firm meet its market needs. Companies that want to compete in this market must be able to connect with networks that support the latest digital technologies, and new smart phones and tablets need a level of connectivity and speed which has been unprecedented in this industry.
Research into Enhancements in Technology
Over the years the mobile phone industry has see enhancements in technology that have both affected consumer choices and also the way that the average telecom firm manages their branding, service provision, and data mining. The amount of technological change in the industry is high, and will continue to be high for the foreseeable future, which can benefit the industry because consumers will continue to buy new products and look for new technological applications. Nonetheless, companies such as Tanzania Telecommunication need to be ready for these changes and understand the kinds of new features that have been added to mobile phones, and why some of these features are considered by the customers as ‘must have’ and others as ‘not worthy’. This is a challenging industry to compete in because of the strength of suppliers, such as Apple and Samsung, and changes that may threaten leading companies’ power in the industry. As a whole, the focus of the firm needs to be on building national capabilities across data, Internet protocol (IP), voice and wireless and a relentless push towards the growth in markets of data, IP and wireless. To achieve this goal, the company needs to provide integrated solutions that differentiate Tanzania Telecommunication from competitors, to invest in internal capabilities to build a high-performance culture and efficient operation, and to operate under a common brand, executing a single strategy.
In order to determine the technological needs of its consumers so that a brand and operational strategy can be put into place, however, information must be gathered from consumers in the following way. One of the challenges market researchers face in the real world is that creating an environment for proper evaluation of consumer behaviour and preferences with respect to building a new brand is critical. This is especially true because of the fact that the perception of brand personality traits can have a definitive effect on purchasing decisions (Aaker et al., 2001). Yet, as Contardo (2004) notes, “the primary reason for the study of the consumers’ mind is to understand consumer behaviour through their emotions. Contrary to what may be common knowledge, most consumer decisions are based on emotions, not reason” (p. 8). Most marketing managers, even those dealing with large and influential brands, make a mistake in assuming that a participant in a focus group or survey will be able to contribute a rational answer to the question: why do you like this product or service and what is its brand personality? A more holistic, less manipulative approach than traditional marketing methodologies is to engage in ethnographic research that truly takes into consideration the preferences of the consumers being targeted (Sung & Tinkham, 2005). The usefulness of this holistic market research strategy reflects the findings of Aaker et al. (2001) who demonstrate that there is not only psychological meaning, but cultural meaning attached to the development of brand personalities. As they write, “the role that culture may play in people’s perception of consumer goods and services needs to be examined against the assumption that market globalisation makes all of us psychologically more similar” (Aaker et al., 2001, p. 492).
What these findings mean is that in order to understand the technological needs of the Tanzania Telecommunication consumer, one has to examine the sociological and cultural influences of their choices as well as their specific technological interests (Lee, Ha, & Widdows, 2011). This is because while the technology will change over time, the social and cultural forces that drive the use of specific technology will be slower to change (Lee et al., 2011). These trends are what the firm needs to be able to tap into. As Grzeskowiak and Sirgy note:
Central to the meaning people derive from brand communities are the social relationships that form among its members. Strengthening the ties with members of the brand community allows people to become associated with the symbolic properties of the group. These associations can then be transferred from the brand community to the brand user as consumers become part of the brand community” (2007, p. 293).

In this way, companies who want to sell technology must be able to perpetuate the idea of building an imagined community that goes beyond the idea of an endorsement or singular brand personality. What this means is when a consumer decides to purchase from one mobile phone company instead of another, the decision-making process becomes one of patronising organisations most closely matching their own self-concept of who they are as a technology consumer (Helgeson & Supphellen, 2004; Lee et al., 2011; Watson, McCarthy, & Rowley, 2013). This is because of the fact that, as Plummer (2001) notes, it is necessary to understand that the idea of personality in terms of consumer purchases and brand identification is both complex and deeply embedded in psychological concepts that are not easy to define. From a technological perspective, consumers need to see themselves as part of a community that links into certain types of mobile phone experiences (Lee et al., 2011).
Part B – The Marketing Campaign
Key Milestones, Deliverables and Resources
The key milestones that need to be accomplished in the coming months in order for Tanzania Telecommunication to compete in the marketplace are as follows. As noted above, the company needs to provide integrated technological solutions that differentiate Tanzania Telecommunication from competitors, to invest in internal capabilities to build a high-performance culture and efficient operation, and to operate under a common brand.
In terms of integrated technological solutions, it is clear that the firm that has produced the most market share development over Tanzania Telecommunication has placed their focus on mobile broadband capability, with a 28 per cent market share increase. What this means is that Tanzania Telecommunication needs to be able to at least match this technological performance in order to ensure that they are not perceived as delivering less than other firms. The company has been able to create a backbone of GSM services, but they need to be able to tap into globally compatible networks associated with all smartphones including those that have a preference for other systems such as 3G and 4G data networks. In the past, operators managed to cope with rapid technological changes and growth of the network by increasing their workforce. However, due to financial pressures this is not a viable strategy anymore. The deliverable that needs to be accomplished is to maintain network quality with the existing workforce whilst also integrating new technology into the network is to increase the level of automation in the firm (Wang, Yu, Zong, & Yan, 2011). This will allow the firm to engage in more accurate and rapid network planning and resource optimisation, which is likely a better approach (Wang et al., 2011). This will free financial resources, which can tackle upcoming challenges brought about by the continuing evolution of the network.
The company also needs to invest in internal capabilities to build a high-performance culture and efficient operation so that all of the technological changes can result in satisfied customers. This not only requires a change in strategy when it comes to technology, because poor network planning is an organisational culture issue (Lehtimäki & Raivio, 2005). Thus, what this means is that aligning and implementing the interactions among different parts of a mobile phone network system is not a requirement like in other communication networks because, in most cases, faults are not related to pieces of equipment which are physically connected but rather to the development of people and their roles in service provision throughout the network (Lehtimäki & Raivio, 2005). The deliverables that need to be accomplished are therefore developing a new training and operations plan for implementing new technological solutions. Each person on the company team needs to be part of the organisational planning process in terms of their own role, but the resources that ought to be made available include human resources administrators, team trainers, and time for each team member to be brought up to speed with the new plans.
The company needs to operate under a common brand strategy in order to ensure that customers feel that they are part of an imagined community that places a high value on technological leaderships. The deliverables that need to be accomplished include a revision of the Tanzania Telecommunication visual brand that can be implemented on the company’s website, social media, and communications materials, as well as a revised communication and social media strategy that places a new focus on the creation of a connected social community. The company needs to ensure that consumers feel like they are invested in maintaining a relationship with the brand and the products that Tanzania Telecommunication offer over the long term. The resources that ought to be made available include financial and human resources that can be used to develop this brand environment and to engage the community in a long term commitment to the brand.
Plan for a Marketing Campaign
A plan for a marketing campaign, which will reverse the revenue trend within that a period of one year, is as follows. To change from traditional to customer-targeted marketing requires a shift in thinking for Tanzania Telecommunication. A marketer, adopting the traditional method, will use the product's USP (Unique Selling Proposition) to market it effectively. In the past, with fewer competitors, USP-based marketing was novel, but in today's global market every other brand has all the features offered by its competitors and prices are often driven down by global competition, meaning that it has become more difficult to differentiate products on their attributes. Consumers have become more sophisticated, and the business institution of the future will, in Kotler’s (2008) estimation, have to become able to cope with unprecedented diversity, knowledge and market turbulence. In today’s social media savvy environment it becomes increasingly more and more challenging to really understand the minds of consumers (Johnson, 2002). This refers to online activities in which people engage in which integrate web and mobile technologies into the development of marketing strategies, product and service development, and customer service methodologies through the sharing of images, videos, audio and having conversations. Therefore, an organisation must make a deliberative effort to engage its customers’ needs in a truly unique, relevant and credible manner. In other words, to get an organisation to make the strategic link between consumer needs and manufacturing to become a focus, it must ensure that this is something that is recognised within firms (Johnson, 2002). The necessity for transparency within the value chain must be perceived by the consumer as being unique, relevant, and credible. This is attained if it is performed, expressed and referred to in a consistent way through all possible points of engagement along the value chain and supply chain.
The goal of integrated marketing communications is to develop a communications plan that ensures a consistent message is delivered to all audiences and that promotional tools are used appropriately. As noted by Kotler (2008), a firm needs to test out a number of USP plans in order to ensure they are successful through the use of a multi-tired promotional strategy. Promotional strategy consists of two major elements: creating the communication message and selecting the promotional mix and advertising media. The first step in creating effective messages is to decide what general message will be communicated to consumers. For Tanzania Telecommunication, this can include communication strategies such as a) the implementation of the new brand image through direct marketing to current customers and potential customers; b) online and television advertising; c) social media engagement and community development; d) contests; and e) editorial engagement for brand development. All of these strategies must be subject to testing. Pretesting refers to assessment carried out before the communications program is implemented to ensure that the various tools and activities are working in an integrated fashion, as Kotler (2008) explains. Tracking includes includes monitoring key indicators, such as daily or weekly sales volumes while communication programs are running to provide insight into any problems with the message of chosen communication medium. During posttesting, market research is often used to determine if awareness has increased, if the message has been heard, if attitudes have changed, if the percentage of the target market that has tried the brand has increased. To maximise the potential of promotional dollars, organisations should maintain a data base that encompasses a comparison of the impact of various promotional tools.
Nonetheless, before these tools can be implemented it is important to understand whether the company has the ability to choose the right promotional mix and media vehicle that will actually reach the targeted customer group, according to Kotler (2008). This means that Tanzania Telecommunication first have to learn where their target customer groups are located, what they listen to, what they read, where they shop online, where they do their shopping research on the Internet. All the data that Tanzania Telecommunication have collected in the customer profiling process can be used to help answer these questions and develop promotional-mix strategies. The product has to meet the customers’ needs in terms of imagined community building, and in this way the promotion has to reach the target customer or Tanzania Telecommunication will waste a lot of financial resources in the process.
In order to ensure that the customer is ready to switch to Tanzania Telecommunication or ensure that they will not switch away from the firm to another consumer mobile phone brand, the following must be taken into consideration. Because of the relative challenge in the current market, the firm will have to rely on a push marketing strategy. In a push strategy, according to Kotler (2008), promotion is directed at channel members in attempt to get them to order the product and promote it to their customers. This requires aggressive promotion as product is “pushed” through the distribution channel. Tanzania Telecommunication needs to persuade the consumer to build a brand preference and change their perception of product attributes so that a purchase takes place quickly. The company also needs to remind current buyers of their services and products that they have made the right choice in staying with the brand when other popular products are available. Ultimately, the goal of rebranding is to develop the foundation through which the firm can institute a pull strategy instead of a push strategy. In a pull strategy, as noted by Kotler (2008), promotion is directed towards the ultimate consumer in an attempt to increase demand. As demand is increased, consumers will ask for the product directly, and the company will have to rely less on marketing. The product is pulled through the distribution channel because, in this case, there are specific technological attributes which differentiate Tanzania Telecommunication mobile phones and services from their competitors. A pull strategy requires an organisation to build a reputation with customers through such things as direct advertising and branding, creating a desire for the producers’ brand. If Tanzania Telecommunication can create demand, then they will be able to ensure that their company’s growth needs will be met without a great deal of ongoing investment in expensive advertising.
Strategy to Recover Sales Income to Previous Levels
In order to identify and implement a strategy to recover sales income to previous levels within two years, Tanzania Telecommunication must shift its focus towards consumer needs. With the advent of social media and crowd-sourced development, an integrative growth model has begun to be treated seriously from both an economic theoretical perspective and within new frameworks for corporate practice. As noted by Kotler (2008), there is a need to recognise that a company has to combine intensive growth, namely that which can be acquired through the addition of new technology, with adding integrative growth through the introduction new products or services and markets and the integration of new strategic models. What this means is that firms need to come to terms with the fact that due to increased flexibility in technology and advancements in design, because of the propensity of the number of consumers who have come to expect that they will have a say in how a product or service is developed over time. For the technology in mobile phone networks, this means the ability of the consumer to use the smart phones that they deem worthy of their imagined community, and the capacity to use those mobile phones at the highest possible level of speed.
To achieve this goal in the short term, namely in the next two years before all of the network planning and resource allocation to human resources and marketing has taken place, then Tanzania Telecommunication needs to jumpstart its marketing processes through the offering of a new mobile phone product that is worthy of the ideal consumers’ imagined community. A quick market research process through a broad consumer survey can help to define the kind of product that would meet this need. The company would then have to deliver an exclusive relationship with the producer of such a product so that it would be available only through Tanzania Telecommunication rather than any other firm. This approach would begin to position the firm in front of other offerings on the market and change the way that the average consumer imagines the Tanzania Telecommunication brand. Positioning the firm in this way will help to shift the way that the brand can be positioned when the image rehaul takes place, and it will also help the company to build its short term financial resources so that they will have deeper pockets in the expansion of their mobile network capacity over the longer term.
The overarching goal of the company is to be able to ensure that there is a foundation put in place for Tanzania Telecommunication that allows the firm to grow in a positive way. At the present time, the firm is facing challenges on both the branding and the technology front, so, ultimately, both of these issues need to be addressed. Nonetheless a technological solution can help to ensure that the company can stand out from the crowd, but since Tanzania Telecommunication’s competitors differentiate themselves through their network backbone and their youth-oriented brand respectively, an advancement in a smart phone product that meets new market needs (as opposed to trying to compete on current market offerings), for example, could provide the impetus for a consumer to switch back to the firm. This will produce a pull strategy and as demand is increased, consumers will ask for this particularly product directly, and the company will have to rely less on marketing as they move forward.
Value will be created when Tanzania Telecommunication understands the need of the average consumer through solid market research in the field, and works to meet that need through the provision of technological solutions that deliver market demand. The company is likely to be successful if they place emphasis on the provision of this value proposition rather than only on making a profit. With this focus, it may be possible to shift the way in which the firm is perceived by the consumer and therefore recover market share in the short term.


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