pestl singapore - strategic analysis on singtel

BUS 488

STRATEGY

Assignment 2 – Individual Assignment 1

Jul 2010 Semester 2010 ________________________________________________________________

Completed By

Woo Gim Chuan Marcus (J0704245)

BUS 488 Strategy - T01

Question 1

Despite successful listing in the early 1990s, Singapore Telecommunications

(SingTel) has encountered strong competitions over the years, particularly from M1 and

StarHub. Some of the main issues facing the company are as follows:

a) Rivalry from Other Telecommunications Companies

As we all know, in 1998, a consortium led by Singapore Technologies

Telemedia won its fixed-line license bid and established StarHub Holdings. The

new company included several prominent telecommunications providers such as

British Telecommunications, Nippon Telecommunications and Telephone Corp.

As such, StarHub became SingTel’s first competitors in the fixed fixed-line

telecommunications sector. In a short span of 1 year, the company managed to

wrestle a significant part of the lucrative International Direct Dialling (IDD)

market as well as the large corporate business segment away from SingTel. The

competition on was so strong that SingTel suffered losses in market share and

operating profits in the subsequent years.

b) Asian Economic Crisis in 1997

The 1997 Asian economy crisis had caused a number of East-Asian

countries (Indonesia, Korea, Malaysia, Philippines and Thailand) to experience

currency turbulence along with serious banking sector problems. Singapore was

not spared. The economy growth slowed drastically from 8% in 1997 to 1.5% in

1988 as the effects of the crisis took its toll. SingTel’s businesses are closely

linked to economic activities in Singapore and the region. As a result, SingTel’s

businesses reduced dramatically and the firm’s operating profits slide to

S$1,973mil in 1999 from S$2,204mil in 1998.

Individual Assignment 1 of 21


c) Threats from Technological Advances

Technological advancements such as Internet telephony meant that it is

increasingly possible to bypass the net works of local telecommunications

providers to make overseas calls, depriving SingTel of an important source of

income. In SingTel’s case, international calls accounted for around 38% of total

revenues. Internet was forecasted to account for 15-30% of the global market for

voice and fax from 1999-2004.

d) More Demanding Consumers

As consumers demand a higher standard of quality and service,

Telecommunications operators, including SingTel, need to seek ways to secure

new customers as well as secure as much existing customers as possible. In this

case, SingTel has provided referential rates to major commercial customers in

exchange of multi-year lock-in service agreements.

In 1999, SingTel’s stern reaction to an individual’s allegedly libellous

comments as well as the strong online protest about the company’s involvement in

scanning 200,000 computers without first informing the customers indicate the

firm’s difficulty in dealing with its customers and intense rivals.

Moving forward, it is true that although deregulation and technological advances

do open up opportunities, they also pose challenges that SingTel has to deal with. As

such, the current corporate-level and business-level strategies have to be regularly

reviewed and updated to include new strategic actions so that they can be effective and

that the company can continue to maintain its exceptional record of profitability as much

as possible.



Question 2

It is important that SingTel know its strengths, weaknesses and core competencies

as they enable the company to make appropriate strategic decisions and provide the basis

for developing strategic alternatives. To identify the possible core competencies that

SingTel might possess, the four criteria of sustainable competitive advantage (i.e.

valuable, rare, costly to imitate and non-substitutable) and value chain analysis

methodology were applied on the company’s resources and organisational capabilities as

follows:

a) Finance Resources

The 1998 financial report shows that SingTel, the largest

telecommunications company in Singapore, has a huge reserve (cash and bank

deposits) of S$4.44 billion. This is the company’s strength as not many companies

have such large reserves. The debt-to-equity ratio1 in the last 3 years was also very

low. In fact in 1997, it was just 0.05 as opposed to in 1998 and 1999 when it was

merely 0.06. With such a huge reserve and low debt-to-equity ratio, SingTel is

thus capable to generate internal funds as well as afford high demand of debt and

equity to finance any expansion. For instance, the 1999 annual report shows

SingTel was able to seize opportunities and invest substantially in overseas

ventures (S$2.3 billion in 55 investments) during the 1990s. This goes to show

that the combination of financial resources and its managerial capabilities had

served as a source of competitive advantage for the firm over its rivals. The ability

to invest substantially at any point of time is indeed valuable, rare, difficult to

imitate and non-substitutable. As such, it is a core competence of SingTel.

Although SingTel has remained the profitable, we must also be cognisant

with the fact that the company faced tough challenges in the recent years. Based

on the financial performance of 1996-1999, the return on shareholders’ funds and

total assets as well as the operating return on turnover and net fixed assets had

1 Debt-to-Equity = Total debt / Total shareholders’ equity



actually declined. This indicates that the net return of the firm (or shareholders’

investments) and the effectiveness of SingTel in employing/utilising its inventory

and total assets are no longer as good. The inability to effectively use its

equity/assets is a possible weakness of SingTel.

b) Organisational Resources

In order to ensure continual growth and success, SingTel’s corporate

structure was reorganised in March 1999 so as to cater to greater levels of

diversification. The SingTel’s corporate structure resembles a multidivisional (M-

form) structure which allows the company to focus more intensely on areas like

marketing, services and customers.

SingTel’s subsidiaries are capable of providing the main

telecommunications services such as fixed-line, mobile, Internet and satellite

services. However, it is through its wholly-owned subsidiary, National Computer

Systems, that the company is able to integrate the various businesses to create

synergy and capability to deliver the full spectrum of telecommunications

business. As the capability is valuable, rare, costly to imitate and non-

substitutable, it is thus a possible core competence.

c) Physical Resources

Despite an already extensive domestic and international infrastructure,

SingTel still continues to invest heavily in infrastructures so that the company has

sufficient capacity to meet the growing needs and demands of their customers. For

example, it was updated by SingTel Chairman that SingTel Mobile had recently

conducted a wideband Code Division Multiple Access trial.

As for the corporate customers, SingTel assured that it would continue to

invest in international network and cable systems on top of an investment in

digital submarine cable networks that cost more than US$500 million. Being a

company that is endowed with a large reserve, it has the necessary financial

resources to build an extensive international infrastructure that provides its



multinational customers with the redundancy and diversity that are required. This

is probably a strategic competitive advantage that any new entrants to the market

cannot offer. On this note, it can be deduced that the physical resources that

SingTel possesses are likely to generate value-creating competitive advantage

which is the company’s strength.

d) Technological Resources

One of the main elements of SingTel’s strategy is to achieve high

investment in proven technologies. To acquire these necessary technological

skills, SingTel has engaged in strategic alliances in several countries.

Unfortunately, this approach of acquiring technologies is unlikely to provide any

long-term competitive advantage as all the other competitors may eventually gain

access to the same technologies due to lack of patents, trademarks, copyrights or

an effective enforcement of proprietary rights. The reliance on joint ventures to

acquire technological know-how is an on-going concern and thus constitutes a

possible weakness of SingTel.

e) Human Resources

Being in the telecommunications services for 120 years, SingTel has

certainly accumulated several invaluable experiences and expertise that put them

in good stead. During the height of the economic crisis in 1998, although SingTel

implemented cost-control measures such as wage cuts, there were no reports of

any uproar from the staff or union. This indeed is a testimonial of a good

relationship between the management and staff, as well as ‘management and

union’. In addition, the leaders of the company also led by example such as

reducing the salaries of senior managers by 10% and management fly economy

instead of business class during that period of time. This not only helped to build

trust, it further strengthened relationships. In short, human resource management,

particularly strong leadership that leads by example, is certainly SingTel's

strength.



f) Innovation Resources

SingTel's preference to achieve high investment in proven technologies

and “adopt tried-and-tested technologies to minimize the risk of implementation”

can be seen as a lack of management emphasis in innovation. In addition, it is also

probably a sign that the firm lack the necessary scientific capabilities as well as

capacity to innovate. As such, the absence of innovation resources can possibly be

a weakness that SingTel should try to strengthen.

g) Reputational Resources

In 1999, SingTel’s telecommunications infrastructure was ranked first in

the Asia-Pacific Telecommunications Index. Although it was ranked 7 th in a 1999

Data Communications survey, the company was still perform better than many

other telecommunications providers, especially in terms of value, quality,

reliability and general responsiveness for frame delay and leased-line services.

SingTel has also been a brand name that every household is familiar with since

the company has a long history of providing telecommunications services in

Singapore. In short, brand name and positive perceptions of SingTel’s reputation

are certainly the company's strengths.

The possible strengths and weaknesses are appended in the table below. From the

internal analysis, we conclude that SingTel possibly possess two core competencies, i.e.

the capability to invest readily using its large reserve as well as the capability to deliver a

full spectrum of telecommunications business. In order to ensure that the company

continues to enjoy similar or higher level of profitability in future, SingTel must dutifully

and consciously continue to update the current core competencies and if possible

establish new ones as soon as possible.

Strengths Weaknesses SingTel is the largest telecommunications

company in Singapore The inability to effectively use the equity/assets. The reliance on joint ventures to acquire



The large reserve (S$4.44 billion) that SingTel has accumulated and can be used readily.

The value-creating physical resources that SingTel possesses.

Human resource management, particularly strong leadership that leads by example.

Good reputation and brand name (SingTel) is well known.

Product quality, durability, and reliability are well received.

technologies and technical know-how. The absence of the necessary innovation resources.



Question 3

The PESTL Analysis and the Porter Model provide an analysis of the operating

environment that SingTel competes in. The analysis on telecommunications industry

shows the industry is so concentrated that intense competition is inevitable. However,

amidst the challenges, there are still opportunities for SingTel to explore as well as

exploit. The prognosis of the operating environment as well as possible opportunities and

threats are detailed as follows:

PESTL Analysis - Macro Environment

a) Economic

Although globalization has blurred national boundaries, increased trade

and businesses and consequently intensified competition, it has also presented

opportunity for some companies to internationalise and enlarge their markets.

Statistics revealed the use of telecommunications devices and services have thus

so far increased globally and fortunately the trend is expected to continue. This

invariably provides SingTel the opportunity to invest overseas, perhaps in joint

ventures, so that it can enlarge its market and maintain its profitability.

The Asian economic crisis has definitely taken a toll on SingTel’s

performance as the company suffered a huge decline in profitability in year 1999.

Amidst the gloomy economic outlook, there are still opportunities that SingTel

can explore and exploit. In Asia, the penetration rates of fixed and cellular lines

were considerably lower than other continents (except Africa). Nonetheless, these

lower penetration rates actually suggest high potential for growth, particularly

when economic growth resumed after the economic crisis in the late 1990s.

So far the Singapore government has invested heavily in diversifying the

economy. This includes ensuring that the business sector is well supported and

strengthened by a corruption-free environment, an educated and motivated

workforce as well as a well-established legal and financial business framework.

All these led to the continual growth of the tourism industry, financial services,



business consultation services and retail. Inarguably, the growth in the various

business sectors presents SingTel the opportunity to increase its business locally.

Nonetheless, the telecommunications businesses are closely linked to economic

activities in Singapore and the region. As such, SingTel needs to be cognisant

with the business cycle so that it can be better prepared to take full advantage of

the effects such as changes in discretionary income and consumer spending

pattern.

b) Political/ Legal

Singapore is a politically stable and enterprise country. The Ministry of

Trade and Industry2 and the Ministry of Finance3 are predominantly in charge of

growing the economy, fostering pro-enterprise environment as well as

collaboration with industry experts to ensure that Singapore continues to remain

as a world-class financial and business hub. The Singapore government has also

opened up and deregulated several markets and that includes the

telecommunications industry. The additional telecommunications companies thus

far such as M1 and StarHub are the results of these actions. This means that

SingTel will have to operate in a challenging environment with intense

competitions.

Singapore's tax policies, although providing the main source of funding

for the government, seek to enhance its economic competitiveness and attract

foreign investments. More foreign investments mean more business opportunities

for SingTel.

c) Social-Cultural

Singapore is an eastern country who still strongly believes in preserving

traditional family values although some of the younger generation has started to

adapt to western culture and values. As a result, many young Singaporeans have

started to have the mindset of “kia-su” which means “afraid of losing out to

2 http://app.mti.gov.sg3 http://app.mof.gov.sg



others”. With this mindset, many Singaporeans thus work very hard to retain or

fulfil their materialism desires. To some extent this has positively increased the

nation productivities as well as the business sectors since they can expect a higher

purchasing power from the consumers. This presents an opportunity for

telecommunications companies to increase sales too.

Increasingly, Singaporeans are also becoming more sophisticated and so

they will demand even higher standards of quality and service especially when

there are more choices of telecommunications providers. This presents an

opportunity for all the 3 telecommunications providers to increase their revenues

by offering new and customised products and services.

d) Demographic

By 1998, the population figure stands at about 3.7 million. Singapore has

an astonishing demographic dividend where more than 35% of its population is

below the age of 25 and more than 55% hovers below the age of 35. It is expected

that, in 2005, the average age of a Singaporean will be 29 years. This indirectly

means that an increasing large population of the middle age people equates a

larger working age population and thus the likelihood of families being formed.

The disposable income and demand for telecommunications services (such as

internet and mobile lines) also slowly increases as more homes are set up by

newly-wed couples. This by itself presents yet another opportunity.

e) Technological

New services such as Internet Telephony and the increase in the use of

telecommunications services such as wireless communications provide all 3

telecommunications companies with the opportunity to invest developing new

technologies, products and services. While it is projected that the demand for

fixed line may be moderated, e-commence and internet-based activities are some

areas where there the telecommunications companies can expect significant



growth opportunities. Better still, in some instances, the technology advancements

also means having opportunities to reduce operation cost.

Rapid changes in telecommunications technology and the increase in

complexity inevitably bring challenges to telecommunications companies. For

example, technological advancement such as Internet telephony meant that there

is an increase possibility to bypass net works of local telecommunications

providers when making overseas calls.

Analysis of Competitive Forces - Porter’s Five Forces Analysis

a) Threat of Substitute Products

The importance of a fixed line is slowly diminishing as more convenient

methods of communication become readily available. The threat of substitutes for

fixed line telecommunications is high and still increasing, especially from mobile

phones and Voice over Internet Protocol (VoIP) applications - which offer a more

viable and affordable alternatives. However, to mitigate the threat, larger fixed-

line telecommunications companies (which include SingTel) are often seen to

offer these services themselves.

b) Power of Buyers

Due to the increase availability of varieties of communications and the

low switching costs, the buyers’ power is high. For example, customers can

choose to use Internet telephony over fixed-line services in making overseas call.

The former provides a viable and affordable alternative for some consumers. The

power of buyers thus is further strengthened as the younger generation deem

fixed-line services as less viable and convenient to them.

c) Power of Suppliers

On one hand there is a lack of suppliers due to their specific ability to

supply complex, reliable and geographically extensive networks. One the other

hand switching costs incumbent with the telecommunications market are often



high as terminating long term supply contracts can be difficult. Given this balance

of power between suppliers and telecommunications companies, the power of

suppliers is moderate.

d) Threat of New Entrants

The entry into telecommunications industry is highly regulated. Every

potential entrant is required to obtain a license issued by the Telecommunications

Authority of Singapore (TAS) before the company is allowed to operate on the

island. As the operations of telecommunications services are highly sensitive and

involves security issues, the Singapore government scans every applicant very

carefully before issuing the license. Moreover, capital requirement is substantial

and is a key factor a potential entrant has to take into account seriously. In order

to continue to compete and ensure business continuity, a new entrant needs to

have sufficient financial resource. Based on the reports of the 3 existing

telecommunications companies, a few billion dollars are needed. As the market is

dominated by SingTel, it can also be unappealing for new entrants. In summary,

given that entrance barriers are high, the likelihood of new players entering the

telecommunications market is low.

e) Intensity of Rivalry

The high capital investments as well as low mobility of fixed assets and

infrastructure make it difficult for the existing telecommunications companies to

exit. This, coupled with fairly low switching costs for end-users and diminishing

market performance, has actually led to intense rivalry in the Singapore

telecommunications market. M1 being the main competitor is made up of large

companies that have huge resources and strong power. As such, it posts threats to

SingTel in areas such as brand name, technological knowledge and capabilities.

In a nutshell, the possible opportunities and threats are appended in the table

below. From the analysis of this firm, it can be deduced that the operating environment of



SingTel is very competitive and filled with uncertainties which means that the company

can expect that the environment to be the same or harsher in the future. However, amidst

the challenges, there are still opportunities for SingTel to explore as well as exploit so as

to maintain its status as the leading and most profitable telecommunications company in

Singapore.

Opportunities Threats Globalization presents opportunity for companies

to internationalize and enlarge their markets. Low penetration rates of fixed and cellular lines in

Asia suggest high potential for growth. Continual growth in Singapore business sectors

due to stable political and enterprise friendly policies/environments.

Higher consumers' purchasing power. Larger working age population; more disposable

income. More families formed; more businesses. Employ cheaper foreign workers to lower

operations cost. Offer new products and services due to

technological advancements.

Globalization intensifies competition. Existing technologies, products and services may

become obsolete or the demand for the may decrease due to technological advancements.

Aggressive competitions from strong rivals.



Question 4

Based on the capabilities that SingTel possess vis-à-vis the operating

environment, it is recommended that the SingTel Board adopts cost leadership strategy

(as the company’s business-level strategy) to further position itself as the leading

telecommunications company in Singapore. The justifications of the recommendation,

based on right fit and benefits, are listed as follow:

a) Size & Economy of Scale

Size and the ability to achieve economies of scale are two important

requisites that a firm must possess to adopt cost leadership strategy. Research

findings suggest that firms with a large market share and able to produce quality

goods and services competitively are usually able to achieve lower costs through

economies of scale. SingTel particularly fits in well in every aspect of the

requirements. Being a large firm that has the largest market share and a sizeable

reserve, SingTel can therefore concentrate on finding ways to lower their unit

costs relative to those of their competitors by constantly figuring out ways to

complete their primary and support activities more efficiently so as to reduce

costs. In the instance of SingTel, it is able to find ways to build large-scale

networks cheaper so that it can yield lower operating costs per unit of output.

b) Cumulative Experience & Efficiency

The firm’s ability to produce goods and services efficiently so as to reduce

cost is something that a cost leader should have. Efficiency is usually derived

through experience and so by doing the same thing repeatedly one may discover

more efficient methods of operations. With 120 years of experience in providing

telecommunications services in Singapore, SingTel has certainly poised to be the

cost leader in the Singapore telecommunications industry. In addition, over the

decades SingTel has also acquired the necessary knowledge and expertise to

conduct its primary and supporting activities efficiently and successfully.



c) Scope to Outsource, Reduce Costs and Increase Profits

Primary activities of inbound and outbound logistics often contributed to

the significant portions of the total cost of goods and services. Hence, cost leaders

who are always seeking ways to reduce costs tend to concentrate on the primary

activities of inbound and outbound logistics. In the process of doing so, many

have outsourced the operations to low-cost firms that give low wages to their

employees (e.g. China). SingTel also has a sizable primary activities of inbound

and outbound logistics from its subsidiaries such as National Computer Systems,

Singapore Aeradio, Singapore Post, Singapore Telecommunications International,

Singapore Telecommunications Investments, SingTel Mobile, Singapore

Telecommunications Paging, Singapore Telecommunications Yellow Page and

Telecommunications Equipment. With these businesses, it entails a substantial

amount of inbound and outbound logistics (such as purchasing, materials

handling, warehousing and inventory control, collecting, storing and distributing

products to customers) that can potentially be outsourced to low-cost firms so as

to further lower any costs.

d) Increase Market Share & Sales and Enhance Survivability

Although the cost leadership strategy is to emphasise on having the lowest

costs, it does not necessarily equate to the lowest price, in the market. If SingTel

is able to be the lowest cost telecommunications service provider, it then has the

options to either lower its prices and gain market share and sales from rivals or

keep its prices at present market level and make more profit for every unit sold.

As the lowest cost operator, SingTel is thus able to survive in a price war as a low-

cost position is a valuable defence against any rivals.

e) Ability to Absorb Supplier Price Increase & Demands

Cost leaders are usually power customers as they usually are in the

position to absorb when the suppliers’ prices increase or to force them to hold



down their prices. This inevitably helps SingTel in its defence against aggressive

competitions when it comes to price war from strong rivals.

f) Supernormal Profits for Continual Improvement

The cost leadership strategy also allows companies to generate

supernormal profits (or surplus). Supernormal profits bring forth internal finance

that can be reinvested to build facilities of an efficient scale or to purchase

modern business-related equipment with the latest technology. Using this

approach, SingTel can also reinvest its surplus profits in many ways such as

expanding its operations, building better infrastructure, purchasing new

technologies that can further help reduce costs or just simply improve the quality

of experience that customers can have when paying much lower prices. These

efforts can therefore help SingTel to further achieve economies of scale that could

lead to an increase profits as costs are reduced.

As cost leadership strategy does not eliminate any of the five forces of

competition, SingTel thus need to either deal with them or offset the power of these

forces so that is remains profitable. It is therefore important that SingTel is cognisant with

the fact that among the 3 generic business level strategies, none is inherently better than

the others. As a matter of fact, successful firms embodied each of them and thus the

primary issue of concern for performance is therefore not lie on which strategy the firm

has taken, but how well the firm has aligned its resources and capabilities on that

strategy.



Question 5

To remain profitable, firms have to identify the key threats they face (or likely to

face) so that they can carry out appropriate strategic actions to overcome them. The

threats that SingTel faces are:

(1) Increased competition - due to globalisation;

(2) Technological advancements; and

(3) Aggressive competitions.

To overcome these threats, the following strategic actions are recommended to the

Board of Directors of SingTel:

a) Concentrations

Although the ability to continuously improve the levels of efficiency and

cost reduction can be hard to achieve (or imitate), it does help serve as a

significant entry barrier to potential competitors and thus greatly help to

overcome any increased competition. This augurs well for SingTel and thus the

question now is what should the company do? In my analysis, one way to achieve

the levels of efficiency and cost reduction is through concentration - a strategic

action where SingTel needs to eliminate the autonomy of its subsidiaries by

grouping the businesses under a single economic administration (notably by

integrating capital and management). In short, it entails changing the structure of

the subsidiaries - even to the extent of merging some of them to eliminate the least

viable and least efficient businesses.

Concentration is an effective strategic action as the market (extended by

economic integration) calls for larger businesses. Through the improvement of

structures, rationalisation of operations and securing of internal economies,

concentrations can in the long run reduce production, distribution and service

costs to the advantage of the consumer as well as the company. If SingTel is able



to execute the strategic action properly, it can achieve its status as the lowest cost

telecommunications services provider. This allows the company to mitigate

increased competitions and fend off aggressive competitors.

b) Strengthen Research & Development

Research and development (R&D) is vital to allow any continued growth

and prosperity of the companies especially those competing in rapidly changing

environment such as those in IT and telecommunications industry. Strengthening

R&D is a strategic action that SingTel need to do zealously. As the rule of thumb,

R&D is an investment to the company's future. Companies that do not spend suf-

ficiently in R&D are often said to be 'eating the seed corn4'; that is, when the cur-

rent product lines become outdated and overtaken by their competitors, they will

not have sufficient viable successors in the pipeline.

In my analysis, SingTel’s inclination to use ‘’tried and tested technolo-

gies” does not provide the company with a sustaining competitive edge as the

other competitors can eventually catch up. As such the company needs to invest in

R&D aggressively so as to develop technologies that it can own wholly and

safely.

R&D can also be used for engineering work to refine its existing systems

so that products and services can be provided at a lower per unit cost. This helps

to solidify SingTel’s cost leader position as well as fight against any potential

competitors.

c) Drive Innovation

As the saying goes “Innovation is a key ingredient to success”. As such, it

is of vital that SingTel adopt this strategic action. SingTel may need to continue to

collaborate with agencies such as leading innovators, government agencies, R&D

organisations and equity providers around the region to promote more

innovations. It can also perhaps work closely with these partners to identify and

4 http://www.ernharth.com/commentary/eating-the-seed-corn



explore new ideas and technologies or fund and support promising companies.

For instance, SingTel may wan to work with its partners to explore and identify

how new services such as Internet Telephony can be further exploited and

integrated into its existing telecommunications services so that it can counteract

against technological advances at this moment of time.

In order to create opportunities for the company to gain early access to

new technologies and enhance its customer proposition into new markets or

segments, SingTel can probably allow developers and innovators to uncover the

uniqueness of different markets that it operates in so as to allow them create better

solutions for mass deployment. Thus early access to new technologies also allows

SingTel to sustain its technological advances and thus consequently maintain its

competitive advantages. Overtime it also helps alleviate the pressure caused by

aggressive competitors.

With all the strengths, resources and capabilities of SingTel, it can well poise to

undertake the above strategic actions to overcome the threats mentioned earlier. To con-

tinue yielding the same or better performance, it is thus important that SingTel uses the

value chain framework to constantly check and evaluate if the company’s resources and

strategic actions are aligned to its presumed business level strategy. Hopefully by 2005,

SingTel should be able to transform itself from a traditional telecommunications provider

to become a leading multimedia and Information Communication and Technology solu-

tions provider provided it continues to stay relevant to the customers' needs as well as

capture any growth opportunities in the near future.



References:

1) R. Duane Ireland, Robert E. Hoskisson, and Michael A. Hitt – The Management

of Strategy (Concepts) 8th Edition

2) Kulwant Sing, Nitin Pangarkar, Loizos Heracleous – Business Strategy in Asia: A

Casebook, 3rd Edition


pestl singapore - strategic analysis on singtel

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