4 research outputs found
Different Perspectives Between Product and Marketing Division towards Product Critical Success Factors and Its Strategic Importance in Telecommunication Sectors
Get PDFTodays situations force telecomunication company to continuously evaluate, select and prioritize its product portfolio in order to determine the strategically important products. An analysis of critical success factors that determine product’s strategic importance acts as a good introduction to review and manage the product portfolio as well as to seek ways to develop the product. To achieve this, the company is required to have good alliances and collaborations between departments, develop a clear focus and seek innovative ways of doing business, particularly between marketing and product divisions. This study analyzed the alignment between product and marketing divisions of a telecommunication company in Indonesia, in determining the company’s strategic products. The results indicated that both divisions agreed on using financial performance and revenue as the most important criteria and sub-criteria for identifying strategic product. However, the divisions also faced some different visions in selecting alternative criteria. The Product divisions were more focused on technical spesification of product, while the Marketing division were more oriented on customer and market conditions. The study reported the consequences of these difference in practice
Strategic Importance Analysis of PT Telkom Telecommunications Products According to Critical Performance Indicators of The Products in Telecommunication Industry
No full textAbstract - Analysis of product strategic importance needs to be undertaken by companies to manage product portfolio also to develop product. TELKOM needs to assess their product strategic importance, to select which products were more important to the company for forseeable future. This study would help TELKOM in selecting the most important product from six of telecommunication products that has contribute to majority of TELKOM income: Wireline Voice, Astinet, Metro Ethernet, IP Transit, VPN and Speedy, throughexamining critical success factors behindproducts. Critical success factors of products were obtained through studying product development concept using literature review. While, critical success factors of telecommunication industry was obtained through adapted Grounded Theory (GT) method using literature review and knowledgeable employee interview. Based on these findings and knowledgeable employee interview, critical performance indicators of fixed wireline and internet and data products were formed. It was continued by selecting critical performance indicators of TELKOM’s product and determining product strategic importance for 0-3 and 3-5 years ahead using Analytic Hierarchy Process (AHP) model. Resultsfor the most important product for the next 0-3 and 3-5 years were then justified and verified by employee opinions. AHP results indicated that Speedy was the most important product for TELKOM during 0-3 and 3-5 years ahead, with relative weight 0,204 and 0,241 respectively, which strengthen by employee verifications. Therefore, to develop Speedy TELKOM needs to conduct two things, which were maintaining performance of Speedy through its factors and organize different perspectives between Marketing and Product divisions.Keywords: product strategic importance, product’s critical success factors, product portfolio management, telecommunication, product development
Different Perspectives Between Product and Marketing Division towards Product Critical Success Factors and Its Strategic Importance in Telecommunication Sectors
No full textTodays situations force telecomunication company to continuously evaluate, select and prioritize its product portfolio in order to determine the strategically important products. An analysis of critical success factors that determine product’s strategic importance acts as a good introduction to review and manage the product portfolio as well as to seek ways to develop the product. To achieve this, the company is required to have good alliances and collaborations between departments, develop a clear focus and seek innovative ways of doing business, particularly between marketing and product divisions. This study analyzed the alignment between product and marketing divisions of a telecommunication company in Indonesia, in determining the company’s strategic products. The results indicated that both divisions agreed on using financial performance and revenue as the most important criteria and sub-criteria for identifying strategic product. However, the divisions also faced some different visions in selecting alternative criteria. The Product divisions were more focused on technical spesification of product, while the Marketing division were more oriented on customer and market conditions. The study reported the consequences of these difference in practice
Different Perspectives Between Product and Marketing Division towards Product Critical Success Factors and Its Strategic Importance in Telecommunication Sectors
No full textAbstract Todays situations force telecomunication company to continuously evaluate, select and prioritize its product portfolio in order to determine the strategically important products. An analysis of critical success factors that determine product’s strategic importance acts as a good introduction to review and manage the product portfolio as well as to seek ways to develop the product. To achieve this, the company is required to have good alliances and collaborations between departments, develop a clear focus and seek innovative ways of doing business, particularly between marketing and product divisions. This study analyzed the alignment between product and marketing divisions of a telecommunication company in Indonesia, in determining the company’s strategic products. The results indicated that both divisions agreed on using financial performance and revenue as the most important criteria and sub-criteria for identifying strategic product. However, the divisions also faced some different visions in selecting alternative criteria. The Product divisions were more focused on technical spesification of product, while the Marketing division were more oriented on customer and market conditions. The study reported the consequences of these difference in practice. Keywords Product strategic importance, Critical success factors, Telecommunication, Inter department collaborations, Product portlio managemen
