Bt Direct Marketing

1.0 Executive Summary

The proposals that we are going to depose are a planning of continuous action in order to confront the challenges, which BT confronts. The most important factor is considered to be the fact that the marketing environment changed rapidly after the deregulation of the telephone industry. Up to then BT was operating as a monopoly, ignoring the competition and ways to face it.

Our intention is to achieve the already given targets and also prepare BT for an opening to new horizons. In addition, in order to face the fast changing environment we have to introduce within the companies activities like cross selling and e-marketing.

A new era is at about to start, where BT will become one of the leaders within the global telecommunications industry starting from its dominance in the UK.

2.0 Preface of our Potential Marketing Plan Strategy

Marketing is considered to be the most visible functional activity of profit-seeking organisations . However, for the appliance of a new Marketing Strategy, many changes have to be done as far as it concerns the complete infrastructure of an organisation, as well as the corporational beliefs and values.

Our suggested strategy emphasizes on our effort to launch BT as a potential ЎҐactive memberÐŽ¦ in the economical and social life of the country, in contradiction to the characterisation of the past as a ЎҐpublic enemyÐŽ¦ from the press. Our planning is based on an analysis of the customerÐŽ¦s future requirements, as well as the current needs in comparison to the past. Major role at this planning plays the succession process from one time sector to the other. The philosophy of our strategic business plans is to bridge the gaps between past, present and future, having as a result a limitation of available time to our competitors to attack to our market share while we remain idle. Our proposals include a ЎҐbouquetÐŽ¦ of changes, improvements and alternative solutions (segmentation planning, direct marketing campaigns), targeting in the creation of a competitive advantage through Relationship Marketing and flexible Marketing Strategy with the wide use of Direct Marketing techniques, in order to attribute to the loyalty strategy of BT and also create some barriers which will protect the BTÐŽ¦s market share and leading positions building ЎҐiron wallsÐŽ¦. This tactic aims not only to secure the existing customers, but also to attract a respected percentage of customers who were disappointed and finally abandoned BT for another attractive competitor.

The code name we gave to our project is ЎҐLow BapÐŽ¦: the sound of boots of an army when is marching in the battlefield. With this name we compare the business corporations of the present with the huge armies of the past. In this way, we could consider BT as a big army of the past, which has to be kept in a continuous march so as to meet our targets both in short and long-term. Regarding the number of the consumers that are involved and the size of funds, which are going to be used, BTÐŽ¦s strategy will be an example that may have both a positive or negative effect to the Global business field in the future. It is up to us to build BTÐŽ¦s fame as an innovative strategic planner or another bureaucratic plodding giant.

3.0 Situation Analysis.

Before giving our proposals and suggestions, we are going to highlight the key aspects we observed when we were analysing the current situation. These can be mentioned as the most important factors that determine our strategy and their presentation will help you to comprehend the status quo as we estimated it from our own experience.

3.1 Market Summary.

The market in which we are going to be activated is defined from the borders of the UK. However, Britain is considered to be one of the most developed countries in the world, so it is really difficult to study examples of other companies and other countries in similar situations. Moreover, as an undoubted market leader, BT has, in most cases, to introduce an innovation, in order to familiarise the customers with it. This means that BT will pay higher cost than the market followers, who will find the market ready for their entrance. In such cases, most of the times, the pioneer proves to be less competitive than the followers.

The British telephone industry changes fast according to the way telephone services are offered. In our days, were cross selling is in growth and it is a commodity the companies to be involved in various activities, in order to secure their profitability, it is expected that even more companies will try to enter the market by offering alternative services, coming especially from the sector of new technology.

It is thought that ЎҐthe best defence is the attackÐŽ¦. As certainly opportunities will be given in the sectors of mobile phones and Internet services, BT will meet the challenge to enter. The participation of the UK in European Union may lead to further evolution in the sector of telecommunications within the Community. Moreover, it is expected that in the near future alternative technologies will transform the way telecommunication services were offered till now. For instance the future coming of Web phone may cause a complete change to the market.

3.2 SWOT Analysis

The following SWOT analysis captures the key strengths and weaknesses within the company and describes the opportunities and threats BT faces.

3.2.1 Strengths

The following are accepted as the main strong points of BTÐŽ¦s structure:

„X Access to respected amounts of capital, which will fund the new strategy.

„X Cash flow that is continuous and predicted enough to support a long-term project.

„X Coverage of the complete market, existing distribution network that covers the complete geographical altitude of the market.

„X A brand name, which is easily recognised and familiar to the consumers.

„X A historical background, which, with the appropriate promotion will be gain back the lost shine of the company to the eyes of the consumers.

„X Clear picture of the problem.

„X Experience on the local telephone industry more than any current competitor.

3.2.2