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Telecommunications Business Plan

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Telespace, Inc.

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

The telecommunications revolution has arrived: Personal communications and unified messaging systems are at the vanguard of this technological phenomenon. Dating from the 1984 deregulation of local and long distance telephone service, competition has accelerated and sought out every nook and cranny of telecom products and services for both consumers and businesses. From that day only 15 years ago, when consumers were tied to a fixed phone with its fixed phone number, mobile and cellular phones have proliferated to meet the demand for communication anytime, anywhere in the world. Companies that have not foreseen change–or kept up–are quickly consigned to the technological and financial graveyard, Iridium being just the latest example. Financial muscle has been displaced by quality and depth of management and speed of execution as the final arbiter in the marketplace. AT&T finally realized this and brought in a technology-savvy CEO who could pull the trigger on needed change; Iridium did not and paid the price.

TeleSpace is well positioned to become the market leader in personal communications and unified messaging. Now that business and the consumer have telecommunications mobility with numerous phone and fax numbers, pagers, and email, they are demanding simplicity and speed: One identifier for their complex business and personal lives that will find them anytime, anywhere, and deliver their communications. They want and need MyLine .

MyLine has been an operating system for over five years and has a loyal, though small, core of customers. The technology is clean, elegant and maintainable. The system has a complex array of features, some critical, most not. MyLine has had limited success because it was engineered and marketed like the pocket knife of the early TV ads: Rather than the sleek cutting tool the consumer wanted, the early knife had a corkscrew, screwdrivers, awl, key chain, etc. It weighed twice as much as it had to, and came with instructions, instructions for a pocket knife! Consumers knew they were in trouble before they even used the product.

Internal market research has shown what the consumer wants, and MyLine has it! There are five primary target markets, three of which will be discussed below, starting with the businessman and consumer who just wants to get phone calls no matter where: In the office, in a car, in a plane, playing golf, wherever. If the customer is on earth, MyLine will find him/her. Then there’s the Soccer/Sports Mom, totally mobile and often just as totally unreachable-except with our toll-free, 800 MyLine. And the military market, for both professional and personal use, is inviting. They demand mobile, reliable, and confidential communications–MyLine is ready and able to enlist.

The overall telecommunications market is huge, well over $200 billion. The personal communications and unified messaging sub-industry, with its hundreds of millions of actual/potential users, is difficult to quantify at this stage. Management estimates that projected sales of about $40 million in the third year, with sales running at the rate of $5 million per month by the end of that year, would still be only approximately a one percent market share. To become the market leader, a five to ten percent market share would probably be needed. Management plans to achieve this within five years.

Telecommunications business plan, executive summary chart image

1.1 Objectives

TeleSpace’s primary corporate objectives are:

To become the market leader in personal communications and unified messaging products and services within five years.
To become the lowest cost provider and drive an aggressive pricing model through the industry.
To have the best and most responsive customer service by year-end Year 1.

1.2 Mission

MyLine is already the most technologically-superior personal communications system in the world. TeleSpace management will build on MyLine’s brand and technical reputation to become the market leader in personal and business communications, and unified messaging systems within five years.

1.3 Keys to Success

There are three keys to success for TeleSpace:

Marketing must generate sufficient sales volume to drive an aggressive pricing model while still achieving planned profitability projections.
Strategic partners must be found to private label MyLine and promote it through their distribution channels.
Equity capital must be secured at a reasonable valuation.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

TeleSpace, Inc. develops and markets programmable personal communications and unified messaging services for individuals and businesses. The company was incorporated in early Year 1, and operates as a wholly-owned subsidiary of AmericomUSA, Inc., a public reporting company. In response to overtures from AmericomUSA senior management, TeleSpace management has proposed a leveraged buyout of the company from Americom and has incorporated this proposal in a Letter of Intent (LOI) sent to Americom. A copy of this LOI is included in the plan appendix. Briefly, the proposal calls for TeleSpace management to purchase 81% of TeleSpace common stock from Americom, with an option to acquire an additional 10% within two years. Americom will deliver all rights and ownership of the MyLine technology and customer base and cease active association with the company. They will not be represented on the Board of Directors. Management expects this negotiation to be completed by the end of October, Year 1, when management will actively pursue equity capital to finalize the acquisition and fund corporate operations.

* Attachments are not included in this sample plan .

2.1 Company Ownership

TeleSpace, Inc. is a wholly-owned subsidiary of AmericomUSA, Inc., a public reporting company. Mr. Robert Cezar, Chief Executive Officer of AmericomUSA, Inc., owns approximately 58% of the common stock of AmericomUSA.

2.2 Start-up Summary

Start-up costs, shown below (exclusive of salaries), are comprised mostly of legal fees, marketing collateral, advertising, and consulting fees. Start-up costs are being financed by the parent company, AmericomUSA.

Telecommunications business plan, company summary chart image

2.3 Company Locations and Facilities

TeleSpace corporate offices are located in Arroyo Grande, CA. Existing space of 900 square feet is adequate for existing staff, but new facilities have to be leased when sales representatives are hired.

Products and Services

TeleSpace, Inc. develops and markets programmable personal communications and unified messaging services for individuals and businesses. The MyLine system can best be described as a personal communications platform, a remotely programmable “telocation” service which allows the user to access MyLine services from any telephone device or personal computer anywhere in the world.

3.1 Product and Service Description

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3.2 Sales Literature

Initial radio and Internet ads and sales collateral will be developed by the company’s marketing, advertising, and public relations agency in Silicon Valley. This is a well-known firm specializing in high-tech clients.

3.3 Competitive Comparison

In 1992, AT&T launched their Easy Reach service which, although simplistic in design and use, signified the need for a universal telocation virtual number and thus found immediate acceptance. MCI reacted by introducing its Personal 800 Follow Me Service. These services today require users to subscribe to their networks, lack a broad range of integrated services, and offer limited remote control capability.

There is one striking difference between MyLine and competing technologies: The competition has not integrated all means of communication. Some offer voice mail and follow me technology, others offer this, and other features, on a piece meal basis, not totally integrated. MyLine is the only totally integrated voice, fax, data, and email system on the market.

3.4 Fulfillment

The company now maintains its servers locally for supporting MyLine. As volume grows, management plans to co-locate at Above.Net’s facilities in San Jose, CA. A strategic marketing partner will also be sought, especially for the toll-free, 800 number.

3.5 Technology

The MyLine hardware platform is a state-of-the-art digital industry standard, and its design provides unique redundancy and flexibility. The MyLine system places the user on an electronic highway of digital call processing, operating on a Novell Local Area Network (LAN), integrating computer and telephone information into computer telephony technology. The LAN is connected to the Public Switch Network with the capability of using the ISDN/DSL features provided by the long distance carriers.

MyLine users have a personal communications exchange as a zero-blocking private global network providing voice, fax, and data transfer between themselves and any other MyLine or non-MyLine user. MyLine overlays and utilizes the Public Switched Telephone Network (PSTN) or the Public Switched Data Network, providing access to anyone with a MyLine number. The network routes all incoming and outgoing requests and data to a central hub for distribution to external routers, the Internet if needed, or delivers the request directly to local destinations.

The MyLine switching center provides the telephonic connection to the PSTN, which the network utilizes as its gateway. The MyLine system utilizes a Novell Netware Global Messaging Service which operates on Novell Netware file servers, providing a standardized platform and format for global message distribution to other Novell Netware servers, compatible applications and Internet addresses. Thus, access to the MyLine system is virtually unlimited. All communications within the network are encrypted, either with public/private key algorithms or with the proprietary MyLine rotational encryption algorithms.

3.6 Future Products and Services

MyLine features can be summarized in the following categories. A comprehensive feature set is available upon request by potential investors.

Call forwarding.
Selective call screening.
Automatic callback.
Wake-up services.
Conference calling.
Call waiting.
Call wonferencing (integrating call waiting and conferencing).
Voice messaging.
Real time billing/accounting.
Information on demand.
Number referral.
Fax store and forward.

Market Analysis Summary how to do a market analysis for your business plan.">

Dun and Bradstreet estimates that 1999 sales of the U.S. telecommunications market will be over $150 billion, of which the personal communications and unified messaging market is three percent, or $4 billion. If the company can achieve a one percent market share within three years, its sales would be $40 million in a market growing eight percent per year. These estimates are conservative, given the accelerating growth rate of telecommunications and unified messaging in particular. There is ample space for the company, and many competitors, in this huge and fast-growing marketplace.

4.1 Market Segmentation

TeleSpace has targeted five primary market segments:

General consumer and business market.
Sports Mom toll-free.
Domestic Traveler/Calling Card.
International Traveler.

Telecommunications business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

The company will market its products to customer segments that require the basic mobile telecommunication services (such as voice messaging, fax, and email) in a single solution. Other features will be specific to each customer segment. The company will spend substantial marketing efforts in determining which set of features are the most attractive to each customer segment. Offering customized quality product to each customer segment at a competitive price level will be one of the marketing goals of TeleSpace.

4.2.1 Market Needs

All customer segments that we target seek reliable communications that are easy to use. However, feature preferences vary in between the segments. ‘Soccer moms’ that spend so much time driving their kids around are in need of an ‘always on’ accessibility. A permanent 800 number is what they covet. Business travelers, on the other hand, have a strong need for a universal communications portal that will take care of all their communication needs. In this respect, TeleSpace will specifically tailor its market offering to each customer segment.

4.3 Service Business Analysis

TeleSpace is part of the telecommunications industry, including the following sub-industries:

National and international carriers (AT&T) which dominate the long distance market and offer unified messaging system (UMS) to their customers.
Regional operating companies (Pacific Bell, GTE) which provide local service and switch long distance traffic to the carriers and CLECs. They also offer UMS to their customers.
Competitive local exchange carriers (CLECs) provide both local and long distance service and market UMS to their customers.
Resellers aggregate traffic and provide discount long distance service and UMS to their customers.
Unified messaging and personal communications service providers with in-house switching capability, such as TeleSpace, that offer MyLine and similar services to all consumers and businesses.

4.3.1 Business Participants

The personal telecommunications and unified messaging system sub-industry of the overall telecommunications market is a new, technology-driven, and immature industry characterized by a high growth rate, low barriers to entry, several large, and many small, competitors. The industry evolved during the last ten years as a spin-off the the telecommunications de-regulation, and subsequent explosion in competition and technological innovation. Overall industry sales should continue to accelerate for at least the next three years as consumers learn they can have their own unique local and 800 phone numbers for anyone to find them anytime, anywhere. Several industry leaders have emerged including:

AT&T: The overall industry leader is expanding both vertically and horizontally into new markets and technologies and will probably have an impressive UMS.
Excel Communications, Inc. is a wholly-owned subsidiary of Teleglobe, Inc., a large public telecommunications company. Excel is aggressively marketing its UMS.
Linx Communications, Inc.is a leading national communications service provider which recently received venture capital financing. See Competitors, Section 4.3.3.
Nextel Communications, Inc. is a large public company providing digital and analog wireless communications services throughout the U. S. See Competitors, Section 4.3.3.
Sprint PCS offers a wide variety of UMS services marketed primarily to its long distance customers.
Voice Mobility, Inc. is a public company offering UMS for CLECs, wireless and other communication providers. They offer a MyLine clone to providers who re-market to their consumers.

There are numerous small competitors, the primary of which are described in the competitor section.

4.3.2 Competition and Buying Patterns

Management feels the primary competition will be other well-branded companies like Nextel and Linx Communications, which have deep advertising pockets, feature-rich and competitive services, and an established brand. All the major telecommunications companies, including the Baby Bells, are moving into UMS because they have the infrastructure to support it and the brand to promote it. They will have the initial advantage in branding and marketing muscle, but their services to date are inferior. The marketplace is big enough to support all this competition and then some.

4.3.3 Main Competitors

Our main competitors include both telecommunications and unified messaging companies, most of whom have deep financial pockets, and all of whom appear to be competent at packaging and marketing their products. They are shown below with brief descriptions of the company and product(s):

Webley Systems offers a UMS called the personal assistant, which Small Business Computing and Communications Magazine has rated the most sophisticated product they have rated. The personal assistant provides subscribers with a phone number where you can leave faxes and voice messages. Messages may be accessed either through a password-protected website or by phone, where you can listen to voice mail or have email or fax headers read. It also supports fax forwarding and broadcasting and offers an effective voice recognition engine to navigate through menu choices. The assistant will notify you by pager when new messages arrive and can also screen and selectively forward calls to any phone number you designate. You can also load your contact list into the assistant and have it place calls for you while on the road, including conference calls. However, the assistant only supports one email account at a time.
StarTouch International, Ltd. entered the UMS arena in July, 1996 with its Electronic Secretarial Administrator (ESA). ESA offers a switch-based service including call answering, forwarding, voice mail, fax, broadcasting, and conference calling. The company claims to be debt-free and to own their own switch. Overall, ESA is impressive and competitive, though sign-up is difficult and rates confusing.
Nextel Communications, Inc. is a large public company offering a digital, nationwide service competing with other cellular service providers such as GTE, Cellular One and AT&T. Nextel operates on radio taxi frequencies, and their system is based on radio “walkie talkie” style communications for short-range communications. The service is thus tied to the range of their wireless transmission system. Within that range they do offer many features including caller ID, paging, voice mail, call waiting and forwarding, and conference calling. Nextel offers a national system within their transmission range with unlimited long distance. For example, a national account with 1,000 minutes costs $135/month with an additional $.10 per minute for call forwarding.
Linx Communications, Inc. offers a Web-based unified communications platform called LinxWeb, a personal Web portal that manages personal daily communications including phone calls from any landline or mobile phone, messages, pages, and faxes. LinxWeb is very similar to MyLine. Linx has teamed with Focal Communications to co-locate their switches in Focal facilities across the U.S.
JFAX.COM unified messaging provides a single phone number in one of 60 cities world-wide allowing faxes, emails, and phone calls to be managed via your email account. The system is accessible via phone but best accessed through computer.

Strategy and Implementation Summary

MyLine has an impressive array of features that will quickly overwhelm the typical prospect, unless the sales presentation is focused on the key features that especially appeal to the particular target market. The feature set is so rich, in fact, that many potential customers have admitted they decided MyLine is too much for their needs, that the system is overqualified. Management has decided to focus on a few features that have the broadest appeal and aggressively market these features to our five target markets.

Management will emphasize speed in penetrating selected markets and implementing advertising and public relations campaigns. Financial results will be compiled and reported weekly so that gross and net margins can be reviewed and benchmarked against the competition. Marketing will be continually monitored and adjusted as needed to maximize market penetration and profitability. Cost control and brand management will be critical to the overall strategy.

5.1 Competitive Edge

One of TeleSpace’s major competitive advantages is its technological lead over the major competitors. None of the incumbent companies has managed to seamlessly integrate the voice, fax, and data communications needed by the target market. At the same time, the company boasts a superior management team with decades of experience in the telecommunications industry. These people have a track record of capitalizing on the technology market and have all the means to make TeleSpace another success.

5.2 Marketing Strategy

The strategy used in the past by GST for MyLine was an evident failure because MyLine was presented as being all things to all people but nothing critical to anyone. Almost no one will use even 90% of the system’s capabilities, so why try to market MyLine that way? The potential market is so huge, segmenting markets AND the Myline feature set would seem a viable marriage and be the foundation for a viable business model. So, for example, marketing the unique 800 number service to several tightly focused market segments such as “soccer moms” and the general military population seems feasible. The former market has a critical need for the 800 service and can be migrated to the long distance services; the latter is a prime mobile market that can be sold MyLine as a unique add-on to their basic service.

MyLine or its predecessors has been available for over a decade. These systems have had limited success in the marketplace but overall have not lived up to their potential and achieved the market penetration they should have. The primary target market has been the so-called “road warrior” as this market is large, well-defined, relatively affluent, and well-educated, the very definition of an early adopter market. MyLine, though, is difficult to understand if the prospect is shown most or all of the features and capabilities at once. To the new and/or unsophisticated user, MyLine is simply overwhelming in its complexity and capability. Any successful marketing strategy must focus on the core features of the system and treat other features as “icing on the cake:” Nice if you can use them but not a reason to buy.

The key to selling MyLine is the ability to identify a singular market and its unique needs, develop channels to these markets, so configure the MyLine system, and market that particular feature set to that market. This strategy has the distinct advantage, critical with a potentially complex product, of a focused and simple sales message.

5.2.1 Promotion Strategy

A company has been retained to coordinate the marketing, advertising and promotion strategy, which will rely heavily on radio and print advertising for MyLine and trade shows for CLEC, carrier, and business prospects. This firm has already begun organizing focus groups to determine the best feature set and pricing for the present MyLine service.

5.2.2 Pricing Strategy

5.3 sales strategy.

Sales strategies will vary depending on the target market and the result of focus group marketing research currently underway, managed by our marketing relations firm in Silicon Valley. Trone Miller and Matt van Steenwyk will present to close carriers, CLECs, and corporate prospects identified from personal contacts and trade show leads. The marketing firm is also developing the sales strategy for the consumer markets, which will rely heavily on radio and print advertising.

5.3.1 Sales Forecast

The sales forecast for the first three years, beginning with the July first fiscal year, is shown in the following table. Even if this forecast is achieved, the company will still have less than one percent of market share. There is substantial room for high sales growth and industry competition.

Telecommunications business plan, strategy and implementation summary chart image

5.3.2 Sales Programs

TeleSpace will utilize five primary sales programs:

Direct Sales: This will be done by the CEO, Director of Marketing and Sales Channel Managers, all of whom have extensive contacts in the industry and have already been invited by several key prospects to present MyLine and other company services.
Radio advertising: This will be the main entree to the consumer market, which the company will approach on a target market basis. Personal endorsements by celebrities will be emphasized.
Print advertising: This will be used primarily for MyLine and placed in magazines and newspapers targeted to amateur sports and military officers and enlisted personnel, probably with endorsements by our contracted endorsers.
Trade shows: Will be used to promote MyLine, mostly to businesses, CLECs, and small carriers.
Web advertising: The company is now developing ads to be run on customer websites of its sister company, AdCast, Inc., which markets advertising delivery systems for the Internet.

5.4 Milestones

The following table lists important corporate milestones, with completion dates, budgets and responsible executive for each. This milestone schedule indicates our emphasis on planning for implementation.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

TeleSpace’s management philosophy is to outsource all possible non-critical corporate functions and to focus on building a telecommunications marketing and sales internal team, accelerating MyLine sales penetration into our target markets, and completing the MyLine 2000 upgrade.

The company now has four executives and will be hiring a Sales Channel Manager in January, 2000.

6.1 Organizational Structure

TeleSpace is organized into three primary functional disciplines: Marketing and sales, operations and product development and finance and administration. Each is managed by a senior executive who reports to the Chief Executive Officer.

TeleSpace, Inc. is now a wholly-owned subsidiary of AmericomUSA, Inc., a public reporting company. When the management buyout is complete, Telespace’s current board of directors will be replaced by Trone Miller, Chairman and Chief Executive Officer, Phil ErkenBrack, the Chief Financial Officer, and an investor representative.

6.2 Management Team

Mr. Trone Miller is the founding Chairman and CEO of TeleSpace. **Personal information has been removed for confidentiality .

Mr. Phillip ErkenBrack, Jr . is the Chief Financial Officer, Director and a co-founder. **Personal information has been removed for confidentiality.

Mr. Russell Rish is the Vice President of Operations. **Personal information has been removed for confidentiality .

Mr. Matthew van Steenwyk is the Vice President of Marketing and Business Development. **Personal information has been removed for confidentiality.

6.3 Management Team Gaps

The company will be hiring a Sales Channel Manager in the near term. This will complete the management team for the first year.

6.4 Personnel Plan

There are four executives now and a Sales Channel Manager will be hired shortly. Two sales representatives will be hired shortly after the advertising program starts, completing the hiring for the first year.

Financial Plan investor-ready personnel plan .">

TeleSpace, Inc. seeks a seed round of equity capital to initiate corporate operations, secure office and engineering space, hire the executive staff and initial employees, and initiate billing and customer service for the core MyLine customers. The company seeks start-up equity financing to accelerate market penetration through a multi-media national advertising campaign, hire additional sales, marketing, customer service and engineering personnel, and upgrade the operational hardware and software capability of the existing MyLine system. There is also a need to invest over the next year in hardware infrastructure. This capital investment will be sufficient to take the company to profitability and ongoing positive cash flow until the acquisition of the company, or initial public offering of common stock.

The company is offering 20% of its fully-diluted common stock, on a post-funding basis, for this investment, which can be Series A convertible preferred stock or any reasonable form the investor prefers. The company has also reserved one seat on its Board of Directors for the investor(s) or his representative.

The financial exit strategy would preferably be through acquisition by a public competitor or potential competitor. The company plans to be generating sales at a “high run rate” within three years, with comenserate gross margins and net margins. We should be an attractive stock acquisition for a large company contemplating the time and cost of competing against an established brand and experienced and successful management team. Management will naturally assess the viability of the public stock markets with its investment banker and will take the company public through an initial offering of its common stock if that vehicle offers superior returns to our investors at that time.

The following financial plan details the staffing plan and pro forma income statement, cash flow, balance sheet and other financial analysis over the next three years. Management assumes that its present owner, AmericomUSA, Inc., will pay all costs and expenses through 1999. The sale of the company is assumed to be effective January 1, 2000. Profitability should be achieved by June, 2000 and positive cash flow by September, 2000.

7.1 Important Assumptions

The financial plan depends on important assumptions, most of which are shown below. The key underlying assumptions are:

A stable U.S. and world economy, with no worse than an average cyclical recession in the next year.
As unified messaging technology continues to evolve, no new proprietary technology obsolesces the MyLine technology.
The federal government does not significantly alter the regulatory climate and continues to allow the evolution of telecommunications into a more competitive industry.

7.2 Key Financial Indicators

The key financial performance measures for TeleSpace are:

Sales growth: The company must demonstrate steady and accelerating growth to establish market presence in this huge marketplace.
Gross margins must remain high to provide the internal growth capital needed.
Productivity as measured by sales per employee must be at least $130,000 by the end of the first year and should approach $1 million by the end of year three.

Telecommunications business plan, financial plan chart image

7.3 Break-even Analysis

The break-even analysis shows that the company has a good balance of steadily increasing operating costs and sales, and where the break-even point will be reached in monthly sales.

7.4 Projected Profit and Loss

Profitability will be reached in June, 2000 resulting in a loss for the first year. Consistent high gross profit margins and net margins will be achieved within one year.

7.5 Projected Cash Flow

Management expects that equity capital will be required to take the company to permanent positive cash flow by September, 2000.

7.6 Projected Balance Sheet

The balance sheet projects substantial growth in net worth by the end of fiscal year 2002.

7.7 Business Ratios

Standard financial ratios are shown below and indicate a plan for manageable yet aggressive growth. Industry profile ratios based on the Standard Industrial Classification (SIC) code 4899, Communications Services, nec., are shown for comparison.

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Telecommunications Sample Business Plan

Telecommunications Business Plan

Executive summary.

1.1 Objectives

TeleSpace’s primary corporate objectives are:

To become the market leader in personal communications and unified messaging products and services within five years.
To become the lowest cost provider and drive an aggressive pricing model through the industry.
To have the best and most responsive customer service by year-end Year 1.

1.2 Mission

1.3 Keys to Success

There are three keys to success for TeleSpace:

Marketing must generate sufficient sales volume to drive an aggressive pricing model while still achieving planned profitability projections.
Strategic partners must be found to private label MyLine and promote it through their distribution channels.
Equity capital must be secured at a reasonable valuation.

Company Summary

*Attachments are not included in this sample plan.

2.1 Company Ownership

2.2 Start-up Summary

2.3 Company Locations and Facilities

Products and Services

3.1 Product and Service Description

The MyLine system can best be described as a personal communications platform, a remotely programmable “telocation” service which allows the user to access MyLine services from any telephone device or personal computer anywhere in the world. MyLine is a virtual telephone number which allows the user to control inbound telephone, fax, and data calls and receive them anywhere, but only on demand. MyLine is the only telephone number users will ever need. They receive every telephone call, fax, or email sent to their MyLine number in real time or stored for later use. Or they can screen and elect not to receive any particular communication, delete or divert for later handling. MyLine includes a proprietary security system to prevent unauthorized access and has real-time billing and accounting capabilities. The latter can generate, using a telephone or personal computer, comprehensive billing records by project and/or general ledger account.

3.2 Sales Literature

3.3 Competitive Comparison

3.4 Fulfillment

3.5 Technology

3.6 Future Products and Services

MyLine features can be summarized in the following categories. A comprehensive feature set is available upon request by potential investors.

Call forwarding.
Selective call screening.
Automatic callback.
Wake-up services.
Conference calling.
Call waiting.
Call wonferencing (integrating call waiting and conferencing).
Voice messaging.
Real time billing/accounting.
Information on demand.
Number referral.
Fax store and forward.

Market Analysis Summary

4.1 Market Segmentation

TeleSpace has targeted five primary market segments:

General consumer and business market.
Sports Mom toll-free.
Domestic Traveler/Calling Card.
International Traveler.

4.2 Target Market Segment Strategy

4.2.1 Market Needs

4.3 Service Business Analysis

TeleSpace is part of the telecommunications industry, including the following sub-industries:

National and international carriers (AT&T) which dominate the long distance market and offer unified messaging system (UMS) to their customers.
Regional operating companies (Pacific Bell, GTE) which provide local service and switch long distance traffic to the carriers and CLECs. They also offer UMS to their customers.
Competitive local exchange carriers (CLECs) provide both local and long distance service and market UMS to their customers.
Resellers aggregate traffic and provide discount long distance service and UMS to their customers.
Unified messaging and personal communications service providers with in-house switching capability, such as TeleSpace, that offer MyLine and similar services to all consumers and businesses.

4.3.1 Business Participants

AT&T: The overall industry leader is expanding both vertically and horizontally into new markets and technologies and will probably have an impressive UMS.
Excel Communications, Inc. is a wholly-owned subsidiary of Teleglobe, Inc., a large public telecommunications company. Excel is aggressively marketing its UMS.
Linx Communications, Inc.is a leading national communications service provider which recently received venture capital financing. See Competitors, Section 4.3.3.
Nextel Communications, Inc. is a large public company providing digital and analog wireless communications services throughout the U. S. See Competitors, Section 4.3.3.
Sprint PCS offers a wide variety of UMS services marketed primarily to its long distance customers.
Voice Mobility, Inc. is a public company offering UMS for CLECs, wireless and other communication providers. They offer a MyLine clone to providers who re-market to their consumers.

There are numerous small competitors, the primary of which are described in the competitor section.

4.3.2 Competition and Buying Patterns

The primary buying factors in personal telecommunication systems are price, accessibility, and ease of use. There is significant brand loyalty based on the company’s experience with its current customer base. Once an individual has acclimated to the MyLine system and memorized the access routine, he tends to be reluctant to switch to another service. Very much the same attitude prevails in consumer long distance, where demonstrable savings fail to sway a large segment of the population to switch carriers. AT&T still has over 60% of the market even though they are the highest cost carrier in a commodity business. Powerful branding and advertising, even with premium pricing, will create a significant barrier to competitors taking our customers. Being the market leader, like AT&T, will strengthen the company’s branding position and also make it more difficult for the competition.

4.3.3 Main Competitors

Webley Systems offers a UMS called the personal assistant, which Small Business Computing and Communications Magazine has rated the most sophisticated product they have rated. The personal assistant provides subscribers with a phone number where you can leave faxes and voice messages. Messages may be accessed either through a password-protected website or by phone, where you can listen to voice mail or have email or fax headers read. It also supports fax forwarding and broadcasting and offers an effective voice recognition engine to navigate through menu choices. The assistant will notify you by pager when new messages arrive and can also screen and selectively forward calls to any phone number you designate. You can also load your contact list into the assistant and have it place calls for you while on the road, including conference calls. However, the assistant only supports one email account at a time.
StarTouch International, Ltd. entered the UMS arena in July, 1996 with its Electronic Secretarial Administrator (ESA). ESA offers a switch-based service including call answering, forwarding, voice mail, fax, broadcasting, and conference calling. The company claims to be debt-free and to own their own switch. Overall, ESA is impressive and competitive, though sign-up is difficult and rates confusing.
Nextel Communications, Inc. is a large public company offering a digital, nationwide service competing with other cellular service providers such as GTE, Cellular One and AT&T. Nextel operates on radio taxi frequencies, and their system is based on radio “walkie talkie” style communications for short-range communications. The service is thus tied to the range of their wireless transmission system. Within that range they do offer many features including caller ID, paging, voice mail, call waiting and forwarding, and conference calling. Nextel offers a national system within their transmission range with unlimited long distance. For example, a national account with 1,000 minutes costs $135/month with an additional $.10 per minute for call forwarding.
Linx Communications, Inc. offers a Web-based unified communications platform called LinxWeb, a personal Web portal that manages personal daily communications including phone calls from any landline or mobile phone, messages, pages, and faxes. LinxWeb is very similar to MyLine. Linx has teamed with Focal Communications to co-locate their switches in Focal facilities across the U.S.
JFAX.COM unified messaging provides a single phone number in one of 60 cities world-wide allowing faxes, emails, and phone calls to be managed via your email account. The system is accessible via phone but best accessed through computer.

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The Top 7 Telecommunications Strategy Templates

A telecommunications strategy is crucial for navigating the complex, rapid-paced world of digital communication. It's the blueprint that outlines how a telecom company can connect with customers, stay ahead of the competition, and manage its resources efficiently. This approach combines market analysis, service development, and the deployment of technology to ensure sustainable growth and customer satisfaction.

Ready to revolutionize your telecom strategy? These top 7 templates provide the tools to build a robust framework for success. Get set to dive into strategic planning that will elevate your business operations and set the stage for dynamic growth.

Managing A Telecommunications Strategy

Efficient Strategy Management : To manage a telecommunications strategy effectively, it's essential to align the plan with real-time industry dynamics. A successful strategy considers customer demand, technological advancements, and regulatory changes, ensuring adaptability and resilience. For a deep dive into creating such adaptable strategies, explore our comprehensive guide to corporate strategy .

Importance of Strategic Planning : Strategic planning in telecommunications provides a roadmap to navigate market volatility. With the right strategy, companies can anticipate trends, optimize operations, and deliver innovative services that meet evolving customer needs. Understanding the strategy model can further clarify how to build these comprehensive plans.

Data-Driven Decisions : Leveraging data is key in the telecommunications sector. A strategy underpinned by solid data analysis enables better decision-making and a more targeted approach to market penetration and customer retention.

Competitive Advantage : In a crowded marketplace, a well-executed strategy sets a telecom business apart from the competition. It helps identify unique value propositions and opportunities for differentiation.

Continuous Improvement : The telecom industry is not static; thus, strategies require regular review and updates. This iterative process ensures that the company remains at the forefront, offering the best possible services to its customers.

Investment Prioritization : Effective strategy management also entails prioritizing investments in infrastructure and technology that will yield the most significant return, ensuring sustainable growth and profitability.

Employee Engagement : Employees play a crucial role in executing the strategy. Clear communication of the strategic goals and involving staff in the planning process can enhance performance and drive company-wide commitment to the strategy's success.

Performance Monitoring : Setting key performance indicators (KPIs) and regularly monitoring them is crucial for tracking the effectiveness of a telecommunications strategy. This allows for timely adjustments and keeps the company on course to achieving its objectives.

The telecommunications landscape is complex and ever-changing. It's crucial for companies to hone their strategies to stay competitive. These strategies must be managed meticulously to drive business performance and ensure customer satisfaction. Up next, explore the top telecommunications strategy templates available to apply these principles and kickstart your strategic planning today.

Business Continuity Plan Template for Telecommunications

In the fast-paced telecom industry, disruptions can have far-reaching effects. The Business Continuity Plan Template for Telecommunications is essential for ensuring uninterrupted service and swift recovery in the face of emergencies. It's the proactive step that companies can take to safeguard their operations and maintain customer trust.

What's included in this template:

Focus areas: Strategies to enhance the resilience of communication networks and infrastructure, ensuring minimal disruption and downtime.
Objectives: Clear targets such as developing disaster recovery plans that are actionable and focused on maintaining continuity of operations.
KPIs: Crucial performance indicators that track the effectiveness of the strategies in place, aiming for quantifiable improvements in response and recovery times.

This template is tailored for telecom companies, providing a structured framework to plan for the unexpected. It connects the dots between potential risks and strategic responses, making it integral for any telecom provider serious about operational excellence and customer satisfaction.

Adopting this template means taking a significant leap towards strategic resilience. It empowers teams to act decisively and effectively when faced with potential service disruptions, keeping your business ahead and operational.

👉🏻 Use this free template

Telecommunications Digital Transformation Template

The Telecommunications Digital Transformation Template is a critical tool for telecom companies aiming to modernize their operations and enhance customer satisfaction. It provides a structured approach to integrating cutting-edge technologies and data analytics into the core of business operations, ensuring that telecom leaders can navigate the digital landscape effectively and stay ahead of the competition.

Focus areas: The template includes strategic focus areas like enhancing customer experiences, automating network operations, and fortifying network security.
Objectives: Objectives are tailored to drive progress within each focus area, ensuring they are actionable, measurable, and achievable.
KPIs: The template offers specific KPIs to measure success against objectives, providing a clear path to track and assess progress.

This template is tailored for strategy leaders and operations teams within the telecommunications sector who are seeking to leverage digital transformation as a means to refine their services, network infrastructure, and customer interactions. It serves as a comprehensive blueprint that guides companies through the complexities of digital integration and operational improvement.

The telecommunications industry is fast evolving, and staying current is not just an option—it's a necessity. With this free template, leaders can swiftly plot out their digital transformation journey, set tangible goals, and execute with precision. Don't let the digital age outpace your business. Embrace the change, harness the potential of digital transformation, and watch your company thrive.

Business Strategic Plan Template

The Business Strategic Plan Template is a critical tool for telecommunications strategy as it helps to streamline the planning process. It provides a clear structure, enabling businesses to focus on strategic goals that enhance operational efficiency, boost innovation, and improve customer service in a highly competitive industry.

Focus areas: This template includes focus areas such as market expansion, customer experience enhancement, and technology leverage.
Objectives: It outlines specific objectives like increasing market share, improving customer satisfaction scores, and adopting new technologies.
KPIs: The template comes with KPIs designed to measure progress towards each objective, ensuring strategies are results-driven.

This template is crafted for telecommunications companies seeking a structured approach to strategic planning. It ties in the importance of data-driven decision-making, competitive differentiation, and continuous improvement. It's perfect for strategy leaders and operations teams focused on propelling business growth through meticulous planning and execution.

Implementing a solid plan is key to staying ahead. This template is a stepping stone to developing a clear, actionable strategy. Use it to align your team, track progress, and adjust your approach in the fast-evolving telecom sector.

ICT Business Continuity Plan Template

In the fast-paced world of telecommunications, disruptions can have massive repercussions. The ICT (Information and communication technology) Business Continuity Plan Template is crucial for safeguarding against such incidents, ensuring that critical processes remain operational, protecting key data, and enabling a swift restoration of services.

Focus areas: The template outlines major areas like enhancing ICT infrastructure resilience, data center reliability, and communication network robustness.
Objectives: It includes clear goals such as establishing backup protocols and crafting disaster recovery plans.
KPIs: The template provides measurable targets, like reducing recovery time, to track progress and ensure objectives are met.

This free template is designed for telecommunications companies seeking to fortify their operations against unexpected disruptions. It addresses continuity planning through a strategic lens, connecting the dots between day-to-day operations and long-term resilience.

Implementing this template can be a game-changer for your strategy execution. The structured approach it offers will help your team stay focused, aligned, and ready to respond to any incident with confidence.

Business Continuity Plan Template for Internet Service Providers

Disruptions and disasters can strike any industry, but for telecommunications, they can be particularly catastrophic. The Business Continuity Plan Template for Internet Service Providers is vital for maintaining uninterrupted service and ensuring that connectivity, infrastructure, and customer support are resilient in the face of unexpected challenges.

Focus areas: The template includes focus areas like network resiliency and security, which are critical for sustaining operations during disruptions.
Objectives: It outlines clear, actionable objectives to guide ISPs in maintaining and improving their service quality even in adverse conditions.
KPIs: The template provides KPIs to measure progress towards objectives such as network uptime and reduced service outages, ensuring accountable performance tracking.

Internet service providers play a pivotal role in keeping people and businesses connected. This template is designed for ISPs that need a structured approach to risk management and business continuity. It ties in with the broader goal of strategic planning, emphasizing the importance of preparedness and rapid response.

The Business Continuity Plan Template for Internet Service Providers is not just a contingency plan; it's a strategic asset. Using this free template, strategy leaders can ensure their organization remains robust and responsive, no matter what comes their way.

Strategic Communications Plan Template

In the telecommunications industry, staying connected with stakeholders and customers is paramount. The Strategic Communications Plan Template is a vital tool for crafting a cohesive message and disseminating it effectively. It ensures that all communication aligns with corporate goals, enhancing brand reputation and customer loyalty.

Focus areas: Includes broad topics such as brand awareness and customer engagement to guide communication efforts.
Objectives: Provides specific, measurable actions to achieve goals within the focus areas.
KPIs: Offers quantifiable measures to track progress toward objectives.

This template is designed for telecom businesses aiming to streamline their strategic communications and ensure alignment with their overarching goals. It connects the dots between daily communication tasks and long-term business objectives, making it an essential asset for strategy leaders and operations teams.

Using this template means taking a structured approach to your communication strategy. It helps define clear goals and measure success, ensuring that every message aligns with the company's vision. This template is a catalyst for achieving strategic objectives through effective communication.

Business Continuity Plan Template for Technology Companies

In the fast-paced telecommunications industry, disruptions can happen at any time. The Business Continuity Plan Template for Technology Companies is crucial for maintaining uninterrupted service and safeguarding against potential crises. It's about being proactive, not reactive, ensuring that your telecommunications strategy is resilient and robust.

Focus areas: The template includes areas such as infrastructure uptime, security, and customer support, which are critical for telecom companies.
Objectives: It defines clear goals like minimizing server downtime and ensuring data security, which are vital for operational integrity.
KPIs: The template provides measurable targets such as uptime percentages and reduced downtime, allowing for precise performance tracking.

This template is designed for telecom leaders who understand the importance of continuity in operations and services. It ties together strategic objectives with the day-to-day resilience required in a high-stakes industry.

Using this template helps to ensure that your telecommunications strategy is not only designed for success but also for sustainability. It's a safeguard for your service delivery and a commitment to your customers' trust.

Best Practices For Telecommunications Strategy

Getting the business strategy right in telecommunications isn't just about staying competitive; it's about survival. With the industry's rapid advancements and shifting consumer demands, a static plan simply won't cut it. Companies need to employ a dynamic, responsive strategy that not only addresses current challenges but also anticipates future trends.

A robust telecommunications strategy hinges on a deep understanding of market forces and the agility to pivot quickly. Companies must dissect consumer behaviors to tailor their offerings and tap into unmet needs. A laser focus on innovation can open doors to new market segments and fortify a company's position against disruptors.

Investment in technology is non-negotiable in this digital era. Telecom leaders must prioritize funding for technologies that enhance network capacity and reliability, thereby improving customer satisfaction and retention. Cybersecurity measures can no longer be an afterthought; they must be woven into the fabric of the strategic plan to protect data assets and maintain consumer trust.

Finally, a culture of continuous improvement should permeate through the organization. Employees at all levels must be empowered to contribute ideas and improvements, aligning with the strategic vision and objectives. This collective effort can lead to breakthroughs in process optimization and service delivery, ensuring the company stays ahead in a fiercely competitive landscape.

By integrating these best practices into their strategic framework, telecommunications companies can construct a resilient, forward-thinking strategy that is not just a path to success but a blueprint for industry leadership. For an in-depth exploration of how to effectively implement such strategies, consider delving into the Ultimate Playbook for Strategy Implementation , which offers valuable insights into aligning vision, value, and workforce mobilization.

It's Time To Make Your Telecommunications Strategy Shine

Wrap up your strategy planning with confidence. You've seen the top templates to streamline your telecommunications strategy, each designed to tackle specific challenges and opportunities in the industry.

Remember, a stellar telecommunications strategy is more than just a plan—it's your business's lifeline in a competitive and ever-evolving industry. By leveraging these free templates you're setting the stage for innovation, operational excellence, and sustained growth. They're crafted to guide you through the complexities of strategic planning, ensuring that every aspect of your business aligns with your ultimate goals.

Now is the time to act. Don't let the fast-paced nature of telecoms outpace your strategic efforts. Embrace the robust frameworks provided and get started on fortifying your business's future. With these templates, you're not just planning for success; you're planning to lead.

Ready to bring it all together? Book a demo with Cascade today . See firsthand how the Cascade Strategy Execution Platform can centralize your Telecommunications strategy in one place, ensuring seamless execution and unparalleled clarity across your organization. It's time to make your strategy shine, and Cascade is here to light the way.

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Business Plan Template for Telecom Engineers

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Are you a telecom engineer looking to take your business to the next level? Then you know that having a solid business plan is the key to success. With ClickUp's Business Plan Template for Telecom Engineers, you can easily outline your goals, strategies, and financial projections to attract investors and secure funding for your telecom projects.

This template is designed specifically for telecom engineering firms and individual engineers, helping you:

Clearly define your business objectives and strategies
Identify your target market and competitive advantage
Create a comprehensive financial forecast to ensure profitability

Don't miss out on the opportunity to effectively manage your operations and take your telecom business to new heights. Try ClickUp's Business Plan Template today!

Business Plan Template for Telecom Engineers Benefits

When using the Business Plan Template for Telecom Engineers, you can enjoy the following benefits:

Streamlined planning process to clearly define business goals and strategies
Comprehensive financial projections to attract investors and secure funding for telecom projects
Effective management of operations by outlining key milestones and timelines
Improved decision-making through thorough market analysis and competitor research
Enhanced communication with stakeholders by presenting a professional and well-structured business plan
Increased chances of success by aligning business objectives with industry trends and opportunities

Main Elements of Telecom Engineers Business Plan Template

Create a comprehensive business plan for your telecom engineering firm with ClickUp's Business Plan Template for Telecom Engineers. This template includes the following key elements:

Custom Statuses: Track the progress of each section of your business plan with statuses such as Complete, In Progress, Needs Revision, and To Do, ensuring that every aspect is properly addressed and accounted for.
Custom Fields: Utilize custom fields like Reference, Approved, and Section to add important details and organize information within your business plan, making it easy to navigate and understand.
Custom Views: Access different views like Topics, Status, Timeline, Business Plan, and Getting Started Guide to gain a holistic understanding of your telecom engineering business plan, ensuring that all aspects are covered and easily accessible.
Collaboration Tools: Collaborate seamlessly with your team, share feedback, and assign tasks using ClickUp's collaborative features, making it easy to work together on your telecom business plan.

How To Use Business Plan Template for Telecom Engineers

If you're a telecom engineer and need to create a business plan, don't worry - we've got you covered! Follow these four steps to use our Business Plan Template for Telecom Engineers and lay the groundwork for a successful venture:

1. Define your business goals and objectives

Start by clearly defining your business goals and objectives. What services will you provide as a telecom engineer? Are you targeting a specific market or industry? Do you have any unique selling points or competitive advantages? Understanding your goals and objectives will help you shape your business plan and set a clear direction for your telecom engineering business.

Use the Goals feature in ClickUp to outline and track your business goals and objectives.

2. Conduct market research and analysis

To create an effective business plan, you need to have a deep understanding of the telecom industry and the market you'll be operating in. Research your target market, identify your competitors, and analyze industry trends. This information will help you identify your target audience, refine your services, and develop a competitive strategy.

Use the Dashboards feature in ClickUp to visualize and analyze market research data.

3. Develop your business strategy and operations plan

Now that you have a clear understanding of your goals and the market, it's time to develop your business strategy and operations plan. Define your unique value proposition, pricing strategy, marketing and sales plans, and operational processes. Consider factors such as project management, resource allocation, and customer support to ensure smooth operations.

Use the Gantt chart and Board view in ClickUp to plan and manage your business strategy and operations.

4. Create financial projections and secure funding

Every business plan needs a solid financial projection section. Estimate your startup costs, operating expenses, and revenue projections. Consider factors such as equipment costs, employee salaries, marketing expenses, and potential revenue streams. These projections will not only help you understand the financial viability of your business but also assist you in securing funding or investment if needed.

Use the Table view and custom fields in ClickUp to create and track your financial projections.

With our Business Plan Template for Telecom Engineers and ClickUp's powerful features, you'll have all the tools you need to create a comprehensive and effective business plan. Good luck with your telecom engineering venture!

Get Started with ClickUp’s Business Plan Template for Telecom Engineers

Telecom engineering firms and individual telecom engineers can use the Business Plan Template for Telecom Engineers to effectively outline their goals, strategies, and financial projections to attract investors and secure funding for telecom projects.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create a comprehensive business plan:

Use the Topics View to organize your business plan into different sections and topics
The Status View will help you track the progress of each section and topic, with statuses like Complete, In Progress, Needs Revision, and To Do
The Timeline View will give you a visual representation of the timeline for each section and topic
The Business Plan View will provide a holistic overview of your entire business plan, including goals, strategies, financial projections, and more
The Getting Started Guide View will help you navigate through the template and provide instructions on how to fill out each section
Utilize the custom fields Reference, Approved, and Section to add additional information and categorize your business plan
Update statuses and custom fields as you make progress and receive approvals
Monitor and analyze your business plan to ensure it aligns with your goals and objectives.
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Business Proposals for the Telecom Industry: A Complete Guide

The telecommunications industry lies at the heart of today’s fast-paced digital world. That’s why it is among the fastest-growing sectors of the world right now. A wide variety of businesses and organizations constitute the telecoms industry. They deal in everything from improving telecom infrastructure, designing and developing modern communication devices, and selling service plans to mobile phone users.

So, you can be doing anything from building and maintaining wireless networks to satellite communications or manufacturing the latest smartphones. With the gradual adoption of 5G technology , Telcos are looking for opportunities that can maximize their bottom line.

It’s critical to realize that the nature of the telecommunications business is quite complex. A simple handshake, phone call, or brochure is least likely to secure you a new business opportunity. After identifying a potential new project or a beneficial partnership, you almost always need something as consolidating as a business proposal to convince the other party.

The idea of writing a comprehensive business proposal may sound quite daunting to you if you’ve never done anything similar before. But you don’t need to worry because we’re here to help you with that through our comprehensive guide to writing a winning business proposal for the telecom industry.

Business Proposal Template for The Telecoms Industry

You need to understand two things before actually getting to the business proposal template itself:

An excellent business proposal should always be customer-centric, customized to the needs and requirements of your potential customer or partner.
The ultimate goal of all business proposals is the same, i.e., convincing the reader to agree with your ideas.

The winning proposals share a typical structure, too, which is what the below proposal template is all about.

Executive Summary

An executive summary serves to introduce and summarize your business plan . It should focus on describing your business, how it can solve the problem at hand, the target market, and its financial highlights. A practical executive summary aims to grab your reader’s attention, let them know what it’s about, and why they should bother reading the rest of your business proposal. You should consider the executive summary as the very first impression of your business to a potential partner or investor. If it succeeds in impressing them, they’re most likely to take your proposal and business seriously. These are some of the absolute essentials your executive summary should have:

A brief but meaningful description of your product/service and what problem it is capable of solving.
A brief overview and description of your target market.
It should also cover the introduction of the competition, also highlighting your competitive advantage.
Your executive summary should also cover the company’s financials and your plans to manage them for the proposed project.
Brief profiles/portfolios of your team members are also a point of interest for your potential clients/investors. Make sure your executive summary covers them.

Product/Service Description

You should dedicate this section to clearly describing product(s), service(s) your business intends to provide. However, it is essential to remember that this is not the right time or place for highly detailed or technical descriptions. You should keep it as concise and straightforward as possible, avoiding industry jargon and buzzwords, so that your readers don’t feel any problem understanding it. On the contrary, what’s essential is describing how your products/services beat the competition in fulfilling your client’s needs. Also, mention any trademarks, copyrights, and patents that you possess should be mentioned here. Some important questions that you should try to answer in this section include:

Are your company’s products/services still under development stages or existing (and available on the market)?
What’s your proposed timeline for introducing new products and services to the market?
What are the features that differentiate your products/services from the competition? What competitive advantages do they offer against the competition? Are there some disadvantages as well? If yes, how do you plan to overcome them?
Will the price be an issue for you? Will your expenses be low enough to allow a viable profit margin?
Do you assemble (or manufacture) your products? If not, how do you plan to get them? If your business idea strikes well, how do you plan to ensure a steady supply without manufacturing?

Market Analysis

Today’s cutthroat competition makes market research one of the most crucial elements, especially when writing a business proposal. An impressive business proposal is impossible without analyzing and evaluating customer demographics, purchase habits, buying cycles, and willingness to switch to new products and services. This process begins by understanding your market , rightly identifying its inherent opportunities, which requires appropriate research. While doing so, try to answer the following questions, which will help you greatly in understanding the market:

What’s your target market? Try to include target demographics, geographic descriptions, and company profiles (if you’re dealing with B2B). In short, do whatever you need to in knowing who your customers are.
What market segment are you going to focus on in particular? What niche will you try to penetrate, and what percentage of the market do you expect to acquire in a given time?
What’s the size of your potential target market, and what are their spending habits?
Why will customers respond to your product/service?
What will be your pricing strategy? Will you offer the lowest prices or look to provide value-added services at a premium rate?
Do you expect your market to grow? How much and why?
How do you plan to increase your market share over time?

Marketing Strategy

As important as it is to provide amazing products and services, you can’t succeed in capturing the market if your target market isn’t aware of their existence. That’s why it’s so imperative to have effective marketing plans and strategies. But make sure you don’t confine marketing to just advertising. It’s much more than that. It involves everything from advertising, promotional literature, public relations, etc. All this is investing in the growth of your business. And like any other business investment, it must generate some return. So, make sure your marketing strategy is a fine mix of all the different elements that constitute marketing. Here are some key questions to answer while preparing your marketing strategy for a business proposal:

How much budget do you want to dedicate to your sales and marketing endeavors?
What mechanism do you want to implement in determining whether your initial marketing efforts are successful or not?
How will you adapt if those efforts fail to produce desired results?
Will you resort to the services of sales representatives in promoting your products/services?

Financial Analysis

When it comes to business, nothing beats the numbers in telling the story. Investors, lenders, partners, entrepreneurs, everyone needs to look into financial projections to decide about a company’s potential for success. And if your business intends to seek external funding, the provision of comprehensive financial analysis and reports becomes even more critical.

However, the most critical aspect of financial projections is that they help you determine the viability of your business. There are at least five essential elements to a significant financial analysis:

Balance Sheet: It covers the company’s cash position, including assets, liabilities, stakeholders, and earnings aimed at funding future operations. It reflects upon the financial health of a business.

Income Statement: It is also known as the “Profit and Loss Statement” in the industry and contains a business’s projected revenue and expenses. It indicates whether or not a company will be profitable for a given period.

Cash Flow Statement: It is used to project cash receipts and expense payments. It also establishes how and when cash will flow through a business, which is very important because all business payments (including salaries) are impossible without money.

Operating Budget: It gives you a thorough breakdown of income and expenses, providing a blueprint for managing its operations.

Break-Even Analysis: It is required to project when a business, under specific conditions, will generate profit.

Dedicate this section to focus on why the other party should pick you as their partner. Here, you should provide details like the company’s history, clients served, any similar projects your company has already worked on successfully, your expertise, any distinctions (like certifications, training, etc.) your business or even your team can boast of. In short, mention anything you believe will help convince the reader of your business proposal over any other.

Want to start creating business proposals with ease? Sign up with Prospero today !

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Internet Service Provider Business Plan

The internet service market in this internet world is tremendous. With a recurring revenue model and extensive target market, it truly offers a rewarding business opportunity.

Starting an Internet Service Provider (ISP) business requires substantial initial investments. However, with an actionable business plan, you can easily secure funds for the business and grow it to its full potential.

Need help writing a business plan for your ISP business? You’re at the right place. Our internet service provider business plan template will help you get started.

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How to Write An Internet Service Provider Business Plan?

Writing an internet service provider business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Products & services:.

Highlight the internet service provider services you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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2. Business Overview

The business overview section of your business plan offers detailed information about your company. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

Describe your business in this section by providing all the basic information:

Describe what kind of internet service company you run and the name of it. You may specialize in one of the following Internet service businesses:

Broadband ISP
Wireless ISP
Fiber optic ISP
Satellite ISP
Describe the legal structure of your ISP company, whether it is a sole proprietorship, LLC, partnership, or others.
Explain where your business is located and why you selected the place.

Mission Statement:

Business history:.

If you’re an established internet service provider, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Future Goals

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Market size and growth potential:

Describe your market size and growth potential and whether you will target a niche or a much broader market.

Competitive Analysis:

Market trends:.

Analyze emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your internet service provider business plan:

Conduct market research, industry reports, and surveys to gather data.
Provide specific and detailed information whenever possible.
Illustrate your points with charts and graphs.
Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

ISP services:

Mention the internet service provider services your business will offer. This list may include services like,

Broadband service
DSL service
Cable service
Fiber optic service
Satellite service

Technical support:

Service level agreements (slas), value-added services.

In short, this section of your internet service provider plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and the unique services you provide. Identifying USPs will help you plan your marketing strategies.

Pricing Strategy:

Marketing strategies:, sales strategies:, customer retention:.

Overall, this section of your internet service provider business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your ISP business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & machinery:.

Include the list of equipment and machinery required for an internet services business, such as routers, switches, firewalls, modems, DNS and web servers, cable testers, power meters, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your internet service business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your internet provider services, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

Add a table of contents for the appendix section to help readers easily find specific information or sections.
In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
Provide data derived from market research, including stats about the internet service industry, user demographics, and industry trends.
Include any legal documents such as permits, licenses, and contracts.
Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your internet service provider business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

Fill-in-the-blanks and automatic financials make it easy.

This sample internet company business plan will provide an idea for writing a successful internet service provider plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our internet service provider business plan pdf .

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Frequently asked questions, why do you need an internet service provider business plan.

A business plan is an essential tool for anyone looking to start or run a successful Internet service business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your ISP company.

How to get funding for your internet service provider business?

There are several ways to get funding for your internet service business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

Bank loan – You may apply for a loan in government or private banks.
Small Business Administration (SBA) loan – SBA loans and schemes are available at affordable interest rates, so check the eligibility criteria before applying for it.
Crowdfunding – The process of supporting a project or business by getting a lot of people to invest in your business, usually online.
Angel investors – Getting funds from angel investors is one of the most sought startup options.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your internet service provider business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your internet service provider business plan and outline your vision as you have in your mind.

What is the easiest way to write your internet service provider business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any internet service provider business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

How detailed should the financial projections be in my internet service provider business plan?

The level of detail of the financial projections of your internet service business may vary considering various business aspects like direct and indirect competition, pricing, and operational efficiency. However, your financial projections must be comprehensive enough to demonstrate a complete view of your financial performance.

Generally, the statements included in a business plan offer financial projections for at least the first three or five years of business operations.

Can a good internet service provider business plan help me secure funding?

Indeed. A well-crafted internet service provider business plan will help your investors better understand your business domain, market trends, strategies, business financials, and growth potential—helping them make better financial decisions.

So, if you have a profitable and investable business, a comprehensive business plan can certainly help you secure your business funding.

About the Author

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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A blueprint for telecom’s critical reinvention

Each generation of business leaders tends to believe that the challenges they face are more profound than those endured by previous generations. For the current generation of telecom leaders, this is stark reality, not merely perception.

Over the past decade, telcos have been under continuous pressure as their traditional value pools have gradually eroded and new growth horizons have proven elusive, driving return on investment capital (ROIC) ever closer to weighted average cost of capital (WACC). While telcos rose to the challenge of 2020—connecting people to work, school, family, and healthcare—the pandemic accelerated and amplified trends that were already redefining the basis for success.

Our prior research has demonstrated that organizations that move early to restructure and change during times of crisis come out ahead in the subsequent decade . Therefore, we believe that 2021 will be a critical year for operators: a unique opportunity to fundamentally reimagine their business or, alternatively, risk another decade of decline.

The next generation of telcos will be defined by leaders who act now, risking short-term incumbency advantages to seize untapped growth. The current moment demands a holistic, future-back approach to transformation, in which leaders deliver on four or five bold, integrated changes to reset their organization’s DNA.

Decision time for telcos

By the time the pandemic hit, the telecom industry had been managing over a decade of disruptions, driving deteriorating economics (Exhibit 1). There has been customer-back disruption , in which digital-native companies like Uber and Netflix have set a new standard for seamless online experiences, forcing incumbents to redefine their interaction models. There has been business-model disruption , with technologies like AI, big data, and the Internet of Things redefining service-delivery and value-capture models. There has been new-entrant disruption , with increased competition among traditional players as well as nontraditional players, which have shifted value toward technology-focused parts of the value chain (for example, software-defined networking in a wide area network [SD-WAN], software as a service [SaaS], and over the top [OTT]).

Most operators responded to these daunting challenges with a mix of efficiency measures, digitization efforts, structural changes (such as network sharing), and productivity improvements. In parallel, many expanded into new industries, such as TV and information and communications technology (ICT), to increase revenue streams. As demonstrated by pre-COVID-19 performance, though, that formula has been running out of steam.

The pandemic amplified the urgency of profound, accelerated reinvention. It provided a blueprint for a faster, leaner new operating model, made possible by rapidly shifting behaviors. And it put telcos front and center, as almost every aspect of human interaction moved online amid lockdowns and physical-distancing measures.

Faced with an unprecedented crisis, operators innovated quickly, adopting rapid decision-making and response processes across the board—from assurance to credit decision making to pricing—with an absolute focus on customer support. Throughout the pandemic, they were remarkably responsive to customers’ rapidly changing habits and surging connectivity needs. Operators kept people connected to vital public-health and safety information, supported enterprises and their employees in work-from-home arrangements, and helped to maintain the (virtual) fabric of families and communities worldwide. In many cases, they took it upon themselves to make remote learning and online business possible in underserved communities. And for an entire ecosystem of suppliers, distributors, and partners, they acted as an anchor.

At the same time, the industry was experiencing seismic, irrevocable shifts. Customer behaviors leap-frogged five to ten years ahead. The importance of digital-enabled sales interactions doubled, with consumers moving online and increasingly embracing self-service customer care. One Asia–Pacific (APAC) operator, for example, was able to transition its entire B2B customer base to its digital portal in less than six months, rather than the original three-year plan.

Bandwidth-heavy activities like remote learning, gaming, and videoconferencing grew dramatically, a change that is expected to be permanent. More than half of companies expect to see increasing migration of assets to the cloud , creating demand across both operator and adjacent value pools. And consumers are paying more attention to how companies do business , with issues like sustainability or values increasingly factoring into their buying decisions.

On the flip side, while tech companies (including digital natives like Tencent and Amazon and large, tech-centric businesses like Samsung, Sony, and Qualcomm) increased their investments by more than 30 percent in 2020, supporting long-term changes and new growth vectors, operators reduced their capital-expenditure investments by around 2 percent, on average. 1 S&P Global; Corporate Performance Analytics by McKinsey. This response made sense while navigating 2020’s challenges, including supply-chain shortages and call-center closures. Nonetheless, 2021 demands a wholly different approach: a doubling down to emerge stronger.

Companies that emerged from the 2008 global financial crisis in sound shape succeeded by leading with a through-cycle mindset, pulling back in some areas but ramping up in others while protecting innovation and sales capabilities. They were able to grow during the downturn and early recovery stages because they made big moves—including three times more cost reduction, five percentage points more deleveraging, and 20 percent more acquisitions—and they made them early (Exhibit 2). Significantly, their outperformance persisted for ten years.

In 2021, telcos find themselves at a crossroads: they can either tinker around the edges to achieve incremental gains or make a bold choice to reinvent their value-creation formula and bravely, firmly commit to that choice—seizing the opportunity to create a permanent new role for themselves in a world reshaped by a pandemic that put them at the center.

Would you like to learn more about our Technology, Media & Telecommunications Practice ?

Reimagining and reverse engineering the telco future.

To design a new, value-creating role for themselves in a post-COVID-19 world, operators must first define a detailed vision of what the reimagined telco will look like. From there, leaders have to take a future-back approach, reverse engineering their vision by making three to four bold moves that fundamentally change the DNA of their organization. These carefully orchestrated moves, undertaken simultaneously, build on one another—shifting performance, yielding new service models rooted in new capabilities and success factors, and delivering growth as well as cost and capital efficiencies.

Given the extraordinary pressures the industry is facing, we recommend an almost “greenfield” approach, with minimal regard for the starting point. Often, this will require a new mindset on the part of the leadership, which may be more accustomed to resetting the business “today forward” rather than fully reimagining it future back. This involves painting a clear, vivid picture of how you will reimagine across five critical axes:

Your core business, including value pool and service model. As hybrid networks, edge computing, and full cloud migration change the definition of enterprise-grade connectivity, operators will need to change how they monetize their assets. They’ll need to move away from selling network services and toward selling outcomes, as measured by cloud performance, security, and resilience.
Your approach to customer engagement. As digital natives set a new benchmark for customer experience across industries, operators can capitalize on recent behavioral shifts to rethink their approach to serving, satisfying, and delighting customers.
Your network, IT, and data. Telcos’ success will hinge on their ability to leverage data and deploy advanced analytics, AI, and automation at scale to drive new sources of growth and change the broader economics of the business.
Your approach to talent. Unlike tech companies, most telcos are relatively hierarchical. During the pandemic, however, they began cutting through established decision-making frameworks to enable change to happen much more quickly and pervasively. Shifts like these will be critical to future success.
Your relationships with stakeholders and society. Operators have played a crucial role in society throughout the pandemic, not only connecting people to work and family, but also helping create features like contagion heat maps and virtual clinics. Going forward, there’s an opportunity to cement this critical societal role by engaging stakeholders and advancing public health, education, and connectivity across communities.

Example: How an APAC telco reinvented itself

With increased competition, deregulation, and changing customer behavior threatening more than a third of earnings before interest, taxes, depreciation, and amortization (EBITDA), a leading Asia–Pacific (APAC) operator faced a defining fork in the road: manage a slow decline with a mix of cost cuts and new capabilities or discard the old playbook in favor of a broad, bold reinvention.

The telco was no stranger to change, having just finished an ambitious three-year cost-out transformation that involved reducing operating expenses by more than 25 percent while investing in a new business-support-system (BSS) stack. But the landscape had shifted, with most opportunities requiring a full reset of the business and its underlying economic model, as well as speedier innovation.

The leadership team chose to seize the opportunity for reinvention. Over two months, a small group sketched out a vision for the company using a future-back approach. They went through the difficult process of questioning long-held beliefs about network differentiation, customer stickiness, and brand power. Ultimately, they chose to pursue a “premium network” play, based on their existing premium positioning and ability to expand their network advantage in a 5G world.

To deliver on this promise, the team recognized the reimagined telco would need three core capabilities: first, digital-first, simplified usage; second, a disruptive go-to-market strategy through a revamped, streamlined product set with full contractual flexibility reemphasizing network and value-added-service leadership to limit churn; and third, a revamped operating model that would support shorter cycle time and customer-first thinking, while taking out another 20 percent of cost. These measures would fund the change and reinforce the much-needed emphasis on simplification.

This led to a three-year transformation across six major streams. Each program worked in close collaboration with the others, ensuring that parallel changes were self-reinforcing. The new organization, for example, enabled the creation of a leaner, more innovative set of functions, which in turn supported simplifying the customer experience and removing 95 percent plus of products.

Each element was centrally planned to drive the end-state blueprint and associated guardrails, then designed and delivered with a mix of local and top-level orchestration. Critically, the blueprint was continuously refined as the market evolved and the plans took root.

Eighteen months into the transformation, the telco’s share price had climbed 40 percent. The organization was already 20 percent smaller and halfway toward its goal of removing more than 90 percent of its products. The agile elements in place positioned the telco to better monetize assets and deliver on customer experience as it moved to complete the ambitious transformation.

The following three archetypes are examples of potential end states to design around. Each archetype demands different responses in the areas outlined above. While this list is not exhaustive, these archetypes illustrate some of the possible pathways toward sustained competitive advantage for operators.

Operational and infrastructure-led excellence. This archetype is defined as a classic, integrated provider of telecom services that captures the value of data and, in parallel, optimizes network total cost of ownership (TCO) and physical footprint to provide high-quality, reliable connectivity services. This archetype can be successful with either a commodity-driven approach, prioritizing efficiency and low costs, or a true network-leadership approach, which will likely require sizeable investments in 5G, broadband, and other capabilities to achieve structural advantages. Iliad, now the sixth-largest mobile provider in Europe, has embraced the commodity-driven approach to this archetype. In France, for example, Iliad disrupted the market by offering customers significantly lower rates and only three simple products. (For an example of the network-leadership approach, see sidebar, “Example: How an APAC telco reinvented itself.”)
Service-centric operator. This archetype is defined as an agile, digital-first provider of telecom services (and more) that meets the expectations of digital natives through fully digital experiences, including customer care. Incumbent operators pursuing this archetype must make fundamental business, service-delivery, and operating-model changes that can be difficult to deliver. To succeed, they might emphasize premium, customized product leadership; create an unparalleled customer experience; or target a focused segment of the market in a unique way. After undergoing a full review of its user interface, a European operator invested in a “digital factory” to fully reset its journey, then adapted its offering around a set of household and family experiences. Similarly, a North American company differentiated itself through premium content and strength in the connected home ecosystem.
Ecosystem provider and adjacencies. This is a digital-first ecosystem player that’s integral to customers’ daily interactions by providing access to a portfolio of diverse digital products and services. This option requires an agile operating model and extensive partnerships in industries such as financial services, professional services, and energy. The ecosystem archetype may appeal to traditional operators eager to lean into self-disruption because of the great revenue pressures they face. But the broad, international competitor set that exists in many markets is a meaningful obstacle. In one example, a global operator doubled down on managed services, particularly around hybrid cloud and security. It launched a series of acquisitions (up to 50 percent of its size), transformed its go-to-market strategy, and reset its approach to software and delivery, prioritizing standardization and zero-touch delivery.

Each of these archetypes, and the many other permutations that exist, has the potential to deliver market-beating returns on investment. The decision to pursue one over the other will depend on your starting point, market specificities, and appetite for change. In all cases, leaders will need to discard the industry’s familiar transformation formula of sequential projects and incremental changes in favor of an ambitious future-back approach. This will depend on pulling a subset of instrumental levers to fundamentally and irrevocably upend their organization’s entire makeup.

Nine key levers for holistic transformation

The decision to pursue one archetype over the other will depend on your starting point, market specificities, and appetite for change.

While most CEOs might be looking at the right areas—simplification, digital, agile, managed services—few are moving as quickly or deeply as the current environment requires.

We believe there are nine structural levers (Exhibit 3) with the potential to radically transform both business and operating models, catapulting telcos into their chosen future. Each represents a turning on its head of all that is familiar. In general, we advise that companies pull at least four to five of these levers simultaneously, beginning now and continuing over the following two to three years.

Levers fall into three main categories outlined below.

Customer engagement

To create and scale digital-native customer experience, or CX (as Sprint, for example, has done), operators would move away from digitizing existing interactions. Instead, they would focus on designing entirely new interactions by focusing on a digital-back approach to create distinctive digital experiences robust enough to be customers’ first port of call. By pulling this lever, a Southeast Asian operator boosted its Net Promoter Score (NPS) by 40 points, increased unsupported interactions by more than 70 percent, and reduced cost to activate and cost to serve by 30 to 50 percent.

To adopt a zero-touch service model , operators would move aggressively toward simplified product- and service-agreement portfolios, supported by fully automated, AI-enabled, cloud-based processes (Exhibit 4). This digital-first strategy departs from the familiar approach of incrementally making manual work more efficient through piecemeal offshoring and outsourcing. Operators such as BT and MASMOVIL have embraced a radical, future-back redesign of their service operations, enabling them and others to drive down costs (up to 35 percent in one case) while improving cycle times, improving accuracy, reducing call volume (up to 50 percent in another case), and increasing NPS by 20 points.

Other options for reimagining customer engagement are to build new businesses at scale or go to market with a radically simplified product offer . Today, operators generate an average of 10 to 15 percent of their revenues outside of core connectivity. There are a few exceptions, notably in the United States and Japan, following large M&As; generally, though, these ventures remain subscale and at challenging profitability levels. Going forward, operators will need to couple big bets with a clear reallocation of resources and management bandwidth while reinventing themselves across all parts of the business (for example, sales moving toward solution selling, operating model transitioning to a more digital-native agile model, emphasis on new capabilities with data and software developers at a premium). The focus will likely move more toward B2B, with edge computing, managed services, and broader ecosystem plays. By doubling down (both in terms of investment and operational change) on three such new businesses, a Southern European operator grew revenues by more than 20 percent.

Network and IT

Transforming a legacy stack cobbled together over decades of business evolution and M&A is extremely costly and slow, so many operators are choosing to decouple and deploy a greenfield IT stack that is fully cloud native and leverages open-source technologies. With evolutions in open source and cloud, a reimagined stack is affordable, easy to maintain, and can accommodate quick changes. This approach has enabled an APAC operator to reduce capital expenditure by 80 percent and a European operator to increase IT velocity—the time it takes to go from feature definition to release—by up to ten times.

By moving to deploy an asset-light network , an East Asian mobile operator reduced network total cost of ownership by more than 20 percent. The operator used a shared network, differentiating itself through customer experience and product differentiation. Beyond network sharing, new technologies like open radio access network (RAN) (Rakuten is a leader in this approach) are fundamentally resetting economics and traditional constraints. In so doing, they are not only reducing traditional barriers to entry for new operators, increasing competition, but also offering new opportunities for incumbents as they deploy 5G.

Using advanced analytics, operators can run thousands of simulations to prioritize capital spend across a portfolio of projects, allowing for greater transparency and quicker decision making.

Telcos are also focusing on driving capital efficiency, notably through analytics , to avoid the familiar frustrations of capital projects, like competing demands on scarce capital, limited visibility into projects’ performance, and budget overruns. Using advanced analytics, operators can run thousands of simulations to prioritize capital spend across a portfolio of projects, allowing for greater transparency and quicker decision making. Applying these principles to a 5G rollout, an Asian telco accelerated deployment timelines by a full year.

Structure and talent

By pursuing structural separation and introducing new external capital, an Eastern European operator increased ROIC by over 50 percent and doubled available funds. Separate entities allowed the network to attract cheaper capital, grow revenue, and gain regulatory relief while avoiding the difficult trade-offs inherent in a closely integrated structure. Moreover, this forced the noninfrastructure part of the business (the “serveco”) to confront a new set of economics and determine how to differentiate itself going forward: Would it win on customer experience? Price? Personalization? This questioning sharpened the focus on the basis of competition and a broader capability set.

Finally, by moving to a radically simpler operating model, operators are resetting their internal systems, processes, and capabilities to compete effectively against digital natives, increasing speed to market and continuously improving customer experience. Spark NZ and TDC are among a group of operators that have started down this journey, driving changes over an 18- to 24-month period that include significantly increasing speed to market, employee engagement, and productivity. In creating a flatter organization made up of cross-functional teams , each with clear links to business value and the resources to deliver on their missions autonomously, these operators are able to fluidly reallocate talent, considering employees’ skills and interests and prioritizing “doers” over managers.

To illustrate how each lever works, consider our archetypes. A telco taking a commodity-driven approach to achieve operational and infrastructure-led excellence may go to market with a radically simplified product offer, deliver a zero-touch service model, manage capital expenditure through analytics, and deploy an enterprise-agile operating model. While producing 95 percent fewer products, this operator could reduce the cost to serve by 30 percent, increase productivity by 30 to 50 percent, increase NPS by 30 points, and improve ROIC 2 to 4 percent. (For an example of a telco taking a network-leadership approach to achieve operational and infrastructure-led excellence, see the sidebar, “Example: How an APAC telco reinvented itself.”)

Alternatively, a telco that chooses the ecosystem-provider and adjacencies archetype might create digital-native scaled CX, build new businesses at scale, decouple and deploy a greenfield IT stack, and deploy an enterprise-agile operating model. This approach could boost growth by two to three percentage points, NPS by 40 points, and employee engagement by 30 points. It could, based on our experience, increase speed to market tenfold and IT velocity by more than 50 percent.

While pulling these levers, it is critical that leaders closely track key performance indicators, adjusting course where necessary. They will also need to develop the talent, governance mechanisms, processes, and mindsets essential to drive and sustain dramatic cultural change.

Connected world: A broader evolution beyond the 5G revolution

Connected world: An evolution in connectivity beyond the 5G revolution

A dynamic roadmap for a pivotal year.

Business transformation is notoriously difficult; in fact, 70 percent of all transformation efforts fail. Because telcos’ future success depends on their ability to drive not one but three to four large-scale transformations simultaneously, the risks rise exponentially.

Because of both the scale and pace of change, as well as the complexity of making it happen, CEOs cannot rely on the historic transformation formula of sequential, largely siloed programs, with a central team driving reporting and tracking. The transformation playbook must shift across two dimensions: scale and change management.

First, operators need to revisit their ambition and deliver not one or two bold changes but four or five. These changes must be delivered in an integrated manner, over two to three years (rather than four to five). Moves conducted in parallel must build off of, enhance, and inform one another. For example, a “flip” to agile may be effectively combined with the required model and capabilities to support a greenfield IT stack or new business—resulting in the accelerated launch of new business ventures or zero-touch service models.

Most journeys start with the clear articulation of a bold, structurally transformative end-state vision of the operator and its value-creation formula. Once this direction is set, and the required shifts identified, leaders must develop a blueprint detailing each move and how they fit together into a coherent model. The blueprint should lay out the roadmap from the end state back (versus from today forward), highlighting cross-functional and cross-program interdependencies, critical value drivers, and associated operational changes (for example, reduced truck rolls, changes in billing, and new fulfillment rules).

By its very nature, the blueprint will need to be constantly revisited to reflect the reality of delivery, with programs paused while upstream dependencies are resolved, ensuring resources are free to flow to the areas of highest impact.

Second, leaders must pursue a multilevel orchestration, with change, culture, and capability at its core. Teams will need to work across silos, with traditionally “back office” parts of the business embedded in frontline teams and digitalization work leveraged across business-unit lines. Facilitating this typically requires some changes to incentive models and considerable effort deployed around middle management.

In general, we would see a three-level orchestration approach (Exhibit 5), with the central team acting as an orchestrator, challenger, and enabler to the rest of the organization—ensuring pace, driving interdependency, and continually updating the blueprint. Because a multilevel transformation is simply too big to be delivered exclusively from the center, teams must genuinely be empowered to work with one another, clearing bottlenecks and adjusting sequencing when necessary. Some operators have gone so far as to recast their “accountability framework” as an “empowerment framework.”

To gain buy-in for this enormous change-management challenge, leaders must translate their blueprint into a clear, coherent narrative for employees, investors, and other stakeholders. The narrative should articulate how each piece of the work contributes to the organization’s larger strategic goals.

Finally, CEOs will need to be aggressive in setting a course and forging ahead. This is especially critical when the change requires the leader to bridge differences in stakeholders’ views and expected time horizons and when the leadership team needs to work together at greater speed and effectiveness than most are used to. We see five critical moves:

Bridge the needs of different stakeholders, including investors, working with the board to balance current momentum and results with long-term sustainable value creation and social license to operate.
Resist the tyranny of short-termism, focusing on long-term value-creation logic and levers and, where necessary, resetting in-year forecasts and expectations.
Reframe the approach to risk, focusing on upside as well as downside, laying out and assessing clear trade-offs, and allowing the company to set an aspiration that redefines it.
Be the catalyst, not the expert, leading through uncertainty, setting the direction, and empowering those with the greatest expertise to lead the way.
Shock and unfreeze the organization by driving significant change in the first 12 months and using “moments of truth” to signal that business as usual is over.

Transformation is nothing new to the telco industry. Operators have been reshaping themselves over the past several decades to drive down costs, introduce new digital channels, and deploy new technologies. Along the way, the most effective leaders have demonstrated qualities that remain relevant for any transformation: the imagination to envisage how things can be different going forward, the courage to pursue that vision, and the commitment to inspire others to join the journey.

The next wave of change for operators is more fundamental in nature. The telco landscape of the next decade will be shaped by the extent to which today’s leaders can recognize the magnitude of change that is already under way—and act with speed and conviction to truly reimagine how their organizations can thrive, front and center, in this new reality.

Zakir Gaibi is a senior partner in McKinsey’s New Jersey office; Gareth Jones is an associate partner in the Sydney office, where Pierre Pont is a partner; and Mihir Vaidya is a partner in the Toronto office.

The authors wish to thank Fan Gao, Alexey Goldov, Gustav Grundin, Chris Hartley, Amuche Okeke-Agba, Karolina Sauer-Sidor, Mohit Sharda, Kabil Sukumar, Oskar Tetzlaff, Oleg Timchenko, and Benedict Vanderspar for their contributions to the article.

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The 5 Best Business Cell Phone Plans of 2023

Data as of 12/7/22. Offers and availability may vary by location and are subject to change. *AutoPay Discount included: -$5/mo. per line. Plus taxes & fees.

We are committed to sharing unbiased reviews. Some of the links on our site are from our partners who compensate us. Read our editorial guidelines and advertising disclosure .

Business.org’s 5 best business cell phone plans

At&t: best full-featured plans.

Looking for a broad choice of bells and whistles? As a telecom behemoth, AT&T has plenty of cell phone features and packages to offer a business—around 20 plan variations, small to large. All plans include free US roaming, unlimited talk, and text messages, as well as unlimited texting outside of the country. Basic features like call forwarding, voicemail, caller ID, call waiting, and conference calling also come standard with all AT&T business cell phone plans, along with bring-your-own-phone support.

AT&T's business cell phone plans

Data as of 12/7/22. Offers and availability may vary by location and are subject to change.

Business Unlimited plan prices start at $35 a month per line, and there is a new perk where unlimited data is included in the unlimited talk and text plan. This means there is no need to worry about overages or data caps.

AT&T business plans can also accommodate up to 10 lines per account, and they come fully loaded with perks—like Stream Saver. This feature optimizes streaming video on your phone to 480p so you can watch webinars on-the-go without dealing with a blurry picture.

Each plan also includes a decent array of iOS and Android smartphone options and even a few good ol’ flip phones. A 15% military veteran discount can be applied to the Business Unlimited plans, as well as AT&T-owned DIRECTV services (because, again, telecom behemoth).

Users are eligible for a discount if they elect for autopay and paperless billing but this discount is only applied until after two pay periods. We don't know why the discount cannot be applied earlier in the billing process but we do find it frustrating.

T-Mobile: Best flexible plans

Not sure exactly what you’ll need in a mobile plan besides future adaptability? T-Mobile, the third-largest wireless service in the US, offers four Magenta® for Business plans, all packed with unique features that set T-Mobile apart from the rest. The German-owned company has also earned a reputation for stellar customer service and was the first to eliminate annual contracts (an idea that stuck—none of the plans reviewed on this page require contracts). In April 2018, the company announced its intention to merge with Sprint under the T-Mobile banner.

T-Mobile's business cell phone plans

Data as of 12/7/22. Offers and availability may vary by location and are subject to change. *While using AutoPay.

All of T-Mobile’s Business cell phone plans offer the same basic features:

Unlimited talk and text

Unlimited 5G and 4G LTE data on our network

Unlimited mobile hotspot
Scam Shield

Unlimited calling and texting to Mexico & Canada

Unlimited video streaming

In addition, all T-Mobile Business plans include DIGITS, which allows you to access up to five phone numbers on a single device. That means you could answer calls to your work number and your personal number on one device—no more packing two phones in your bag every day. DIGITS also lets you share your phone number across multiple devices, so you can answer on your phone, smartwatch, tablet, or computer.

T-Mobile users with a Business plan can also add the PlusUp add-on and get extra features, like Voicemail to Text, HD streaming, 20 GB of 4G LTE mobile hotspot data, unlimited in-flight Wi-Fi, caller ID, and double the data speed when roaming internationally.

Keep in mind, though, that T-Mobile’s Business plans are available only on plans with two to 13 lines. If you need more than 13 lines, you’ll need to sign up for the 13+ Plan ($285 per month for 13 lines, plus $25 per month for each additional line).

T-Mobile plans also allow bring-your-own-device convenience, or you can buy phones up front with a single payment (there are nearly 40 iOS and Android phones to choose from).

Now that T-Mobile and Sprint have been merged for almost six months, some significant changes have taken effect. T-Mobile’s website is now the only place businesses can sign up for Sprint or T-Mobile business phone accounts.

Sprint still has an active business website for previous users but all new plans will be sold by T-Mobile on its website.

By signing up I agree to the Terms of Use and Privacy Policy .

Verizon: Best growing business plans

Serving over 150 million customers, Verizon isn’t just big, it’s BIG. Such a mobile mammoth might not seem like the obvious choice for a small business, but for what it lacks in a personalized customer service reputation, Verizon more than makes up for by offering every cell phone feature there is, as well as dominant US, and near-dominant global, coverage. Like McDonald’s and Marvel movies, Verizon is everywhere.

Verizon's business cell phone plans

Data as of 12/7/22. Offers and availability may vary by location and are subject to change. *With 4+ lines

While business owners can get business cell phone plans with limited data, we recommend choosing an unlimited plan if you have multiple employees (or do a lot of work via cell phone).

Verizon’s Business Unlimited cell phone plans are scalable from four employees up to and over 40. And with plans starting at just $40 per line, Verizon Business Unlimited plans are an attractive option whether you’re running a tiny company with no expansion plans, a medium-sized business with an eye toward growth, or a large enterprise with heavy cell phone requirements.

Verizon Beyond Unlimited plans also include unlimited mobile hotspot use, though your speeds are limited depending on your plan. Plus, you get unlimited calling and texting to Mexico and Canada—not to mention unlimited calling, texting, and data while in those countries. And naturally, you also get unlimited talk and text as part of your Beyond Unlimited package.

Verizon doesn’t skimp on device choices either. There are nearly 100 iOS and Android phones and tablets available—including the Verizon Jetpack, a mobile hotspot device that can connect 10 devices to its 4G LTE network and an additional five to 3G.

If your company requires truly “unlimited” cell phone service and scalability to grow and is in the position to pay for functionality with frills, Verizon Business Unlimited is the way to go. Bare-bones operations, however, might want to look elsewhere.

Each of our recommendations has its strengths and weaknesses. Sometimes the most difficult part about finding a phone system is determining exactly what you need and don't need. The best place to start is separating your needs between installing a new system, replacing a system or expanding system.

If you are having trouble sorting out exactly what your phone needs are, use this tool to help you understand what the best options are for your unique needs.

MintMobile: Most affordable plans

We are sure you’ve seen the commercials with Ryan Reynolds talking about this new phone carrier business with a fox logo called Mint Mobile. In fact, a lot of Mint customers were drawn to Mint because of Ryan Reynolds Hollywood looks, but that’s not the only thing Mint has to offer.

Mint is inexpensive and transparent, compared to other cell phone carriers with hidden fees and seemingly random regulations.

MintMobile's business cell phone plans

Data as of 12/7 /22 . Offers and availability may vary by location and are subject to change.

T hese are the prices for new customers and will last up to three months. After the third month, you are eligible to sign up for a 6- or 12-month contract on one of the tiered plans, all less than $35/mo/user, which is astronomically less than other providers.

MintMobile is no fuss, and you really do feel like you must be tricking the rest of the world with its pricing. The only issue is that MintMobile is fairly new, launched in 2015, coverage is not completely everywhere. There are still a couple of coverage gaps in the West, namely Utah, Nebraska, Idaho and Nevada. If you are east of the Rocky Mountains, you are good to go!

Teltik: Best perks plans

If you’re a strapped startup, New Jersey’s Teltik can get you up and running on the cheap. Teltik is a reseller service operating on T-Mobile’s 4G LTE network, meaning it can offer the reliability and reach of a giant provider at smaller-company prices. Teltik also has the advantage of being completely US-based, with 24/7 local customer service that’s not outsourced overseas.

Teltik's business cell phone plans

3 more (non-business) cell phone plans reviewed by business.org.

Teltik appears to have a dozen plans, but they’re mostly just variations of the essential plan that offers all the expected basics. Not coincidentally, the features mirror those of T-Mobile, as they’re on the same network.

The most basic plan starts at $20 a month and includes unlimited calling and texting, mobile hotspot service, and unlimited data—with a 2 GB cap on 4G LTE speeds (meaning your speed gets throttled to 128 Kbps if you use more than 2 GB of data in a month). From there, you can upgrade your plan to include more 4G LTE data and more mobile hotspot data. Upgraded plans cost anywhere from $30 to $40 per month, and they all include one cloud-phone VoIP line—perfect for small businesses looking to save on all their telecommunications needs.

One distinctly entertaining feature (pun intended) of Teltik’s business plans? You get unlimited media streaming from over 40 music services (including Spotify, Pandora, and Apple Music) and more than 100 video services (including YouTube, Netflix, and any other channel you can think of). That means you can stream as much TV as you want without it eating into your data. It’s almost as if Teltik doesn’t want you to get any work done.

Another thing you need to know: Teltik doesn’t sell phones. Instead, the company operates on a strict bring-your-own-device basis. Any unlocked phone will work with its network, as will any T-Mobile device, of course. However, you will have to spend $10 plus shipping and handling to buy a new SIM card for each of your devices (unless they’ve already got brand-new, unused T-Mobile SIM cards).

The takeaway

Assess your company’s current cell phone usage, and projected future needs, before diving into any plan. What looks like a great deal could turn out to be more than you actually need—or you may have initially underestimated your business’s cell phone requirements. Also, if your company has both cell phone and regular office phone needs, check into bundling. The larger telecom providers offer both types of phone coverage, and bundling services is an easy way to save money in the long run.

Don’t want to carry around separate phones for work and personal calls? With the right VoIP service, you don’t have to. Check out our favorite business VoIP providers to see which ones offer on-the-go business phone capabilities.

Business cell phone plan FAQs

If you have several employees working outside of the office on a regular basis, desk-bound phones obviously aren’t going to work for them. Some may be only calling and texting while others will be checking email, using GPS navigation, and accessing the internet for work, but a cell phone is a must for employees in the field.

If you’re a one-person operation accountable to only yourself, you could get by with a personal cell plan. Keeping track of multiple employees’ hours, data, and providers, however, would be an extra headache you don’t need. For streamlining and collaboration purposes, a business cell phone plan would be the easier route.

Most of the plans we’ve reviewed here offer unlimited data—domestically, at least—so hitting the data ceiling won’t likely be an issue. But if you want to forecast how much data your business uses every month, providers make data plan estimators available on their websites. Or you could use a third-party calculator app.

BYOD stands for bring your own device . Another common term is BYOP for bring your own phone . These can mean that employees are using their personal phones, tablets, or laptops on their own carrier plans for work or that they’ve put those devices on the company’s plan. The upside? Less expensive than buying devices. The downside? Extra security concerns.

In the annoying absence of Wi-Fi, you can use a cell phone signal to connect a wireless device to the internet by switching on the mobile hotspot option and simply treating it like a Wi-Fi router. For multiple device connections, a dedicated hotspot (such as Verizon’s Jetpack) can provide a faster, and more stable, connection.

Business owners weigh in

Methodology

To find the best business cell phone options, we considered pricing plans, customer support, and data limits. We also looked at the variety of contracts and whether these plans were flexible with discounts.

At Business.org, our research is meant to offer general product and service recommendations. We don't guarantee that our suggestions will work best for each individual or business, so consider your unique needs when choosing products and services.

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Disclaimer: The information featured in this article is based on our best estimates of pricing, package details, contract stipulations, and service available at the time of writing. All information is subject to change. Pricing will vary based on various factors, including, but not limited to, the customer’s location, package chosen, added features and equipment, the purchaser’s credit score, etc. For the most accurate information, please ask your customer service representative. Clarify all fees and contract details before signing a contract or finalizing your purchase.

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The Art of Business Planning

Business plans for entrepreneurs and managers, business plan for telecom service providers.

Investaura are pleased to provide exclusive access to its ‘Business Plan for Telecom’ template in Excel. The template has been used in numerous assignments worldwide. The template also comes populated with representative (but dummy) data, showing what the typical benchmarks in industry are.

Common problems in Business Plan templates prepared by others

Over the years, Investaura consultants have come across countless business plans, prepared by others, that are much too detailed, resulting in inflexible and overcrowded templates . More often than not, rather than focusing on the “Important factors with big impact”, business plans prepared by others focus on the “Less important factors with low impact”. No surprise that these templates are difficult to maintain and have limited strategic value.

Another reason why there are so many bad business plan templates is that some people confuse Business Planning , a 5-10 year forecasting exercise, with Budgeting , a 12 month forecasting effort. You don’t forecast the long term the same way that you forecast the short term, and the short term details have little relevance to the long-term view.

A third issue is that in Telecoms, forecasting costs can be tricky, but is entirely feasible, even in the long term. On the other hand Forecasting demand and revenues , in the short, medium, and long term, is much more difficult to do well . While it may seem comforting to capture costs in a very fine and detailed manner, both on the Opex and Capex side, ultimately the business plan financial results (EBIT, PAT, Cashflow) and Valuation are driven much more by the ‘demand’ side than the ‘supply’ side. So business plans should put the focus on the former rather than the latter.

Finally, a business plan is an integrative document. It takes its inputs from many sources. However, to remain manageable, it needs to accept that the nitty gritty modelling and forecasting of some topics are best done outside the business plan . If you accept this idea, then you gain enormously in flexibility. You free up your business plan and can now focus on issues that matters to shareholders, providers of finance, and the board. While your business plan remains in the ‘semi-weight’ category, you can add THE additional details that your board is asking you to capture as well, whether that be ‘Network sharing’, or ‘Outsourcing’, or ‘4G’, or ‘Mobile banking’, or anything else that is most relevant to the recipient of the business plan, today.

Why our Business Plan template is so much better

The calculations are driver based
The template is comprehensive : it includes a full P&L, Balance Sheet and Cashflow statement, as well as a Valuation sheet, using DCF and Multiples.
The template puts its emphasis on the ‘demand’ side and market sizing in particular. For example, it includes an ‘affordability’ model.
The costs side (Opex, Capex) is not neglected either, in particular multiple approaches can be used to forecast Capex , using $ per sub benchmarks or alternatively modelling the costs at the equipment level (BTS, TRX, Site costs, BSC, Core, IT etc).
The template is dynamic, with the demand and supply side being integrated together . For example, network costs take subscriber and traffic into account as well.
The template includes sensitivity analysis. And that’s important because you should have a base case based on robust assumptions , but also understand the impact on the key business plan results of changing your base case assumptions.
The template is detailed enough to make it highly valuable , while remaining ‘light’ enough so that you don’t need a PhD in Excel modelling to add whatever additional element your CxOs are asking you to add.

Download “Business Plan for Telecom Service Provider”

A note about macros

The Excel template includes three macros :

to calculate depreciation based on CAPEX and the lifetime of the assets, for various classes of assets
to draw charts very quickly and simply anywhere in the workbook, in order to check visually what the results look like
and to perform the sensitivity analysis .
Financial Ratio Analysis Excel Template
Financial Results template with full financial statements

Lateral Partner Integration Requires Business Development Plan

When a lateral is hired into a new firm, following the tone set during the recruiting process is essential. The firm needs to ensure the lateral is set up for success on day one. Openness, honesty, and transparency are key.

A 12-month marketing and business development plan should be created as a roadmap for integrating new lateral hires and partnering them with a business development liaison. The assigned liaison should host regular check-in calls and serve as the lateral’s initial point of contact for all client development activities.

Setting the Stage

An introductory call between the lateral and their assigned BD liaison should take place prior to their start date or within the first two weeks. This should be the first in a series of integration meetings that take place during the lateral’s first year.

The goal of the meeting is to help the lateral understand the resources of the firm, services the marketing and BD department provides (i.e., requests for proposals, pitches, collateral, conference/speaking engagement prep, awards & rankings, bio updates, etc.) and to answer firm questions that may not have been addressed during the recruiting process.

The lateral and liaison should discuss any immediate client needs/opportunities, expectations, what support the lateral needs, and alert clients about the move.

The lateral should walk away from the meeting feeling confident, comfortable, and with a clear path forward.

Read more: Lateral Partner Recruiting Must Focus on Honesty and Clear Data

Introduction and Implementation

The BD liaison must also obtain a fulsome knowledge of the lateral’s practice, portable book of business, client targets, and preferred marketing styles. They should ascertain the partner’s strengths and weaknesses, as well as business goals and objectives.

The liaison needs to know why the lateral was hired—their niche expertise, specific client needs, and regional presence—to help identify cross-sell opportunities, make appropriate introductions to targeted attorneys within the firm, and plug the lateral into pre-existing client and industry teams. Prioritization should be placed on client-facing activities and the lawyer’s strengths.

The new partner’s BD liaison should have the same information as the legal recruiting team, which includes the lateral’s resume, partner questionnaire, offer letter, and revenue goals. Armed with these resources, the business development liaison is positioned as a part of the firm’s long time revenue strategy for the lateral partner, versus as a document producer.

Positioning the BD liaison as a key to the lateral’s success at the onset will encourage the partner to engage them in a meaningful way with strategy, innovation, and revenue generating activities for a sustaining practice. This allows the partner to focus on delivering quality legal services, while the BD liaison can focus on collaboratively growing their book of business.

Having a thoughtful, written integration plan is imperative. A written process ensures not only accountability, but gives each lateral the same onboarding experience regardless of which practice group or industry team they sit in.

During each meeting, the liaison should probe the lateral on topics such as satisfaction with the firm, sense of being valued, client growth opportunities, bandwidth and utilization, and cross-selling successes or frustrations. Regular status updates should be provided to firm leadership and other stakeholders. If the lateral flags an issue or perceived roadblock, the liaison should dig deeper to understand the root cause, and work with leadership to course correct.

It’s critical that firms not overpromise and underdeliver. For example, a lateral may have been hired to inherit a portfolio that fell through, or perhaps market fluctuations prohibited the opening of a new office that the lateral was intended to join. It’s important to keep the lateral’s business development liaison informed of these developments so they can monitor follow-though, manage expectations, and help pivot if necessary.

The firm should be clear about their commitments. Conversely, expectations for new partners’ client development and relationship building activities, for example, should also be addressed directly.

The most successful laterals are engaged and actively participate in regular integration calls. Holding 90-day reviews that include members of the recruiting team and practice group or department leaders can provide an opportunity for the partner to be heard as well as to receive direct feedback.

Integration Process

Avoid letting new lateral partners fall between the cracks, especially if they’re rainmakers or inexperienced business developers, by having a continuity plan that includes the written integration process. The BD liaisons shouldn’t work in silos.

Find a collaboration tool that works for the team’s communication style and commit to using it. Keep detailed records and have a plan of continued support should the assigned BD liaison leave the firm, or if there is significant recent or impending change happening within the firm, such as a merger or acquisition.

Recruiting and integration don’t cease when a merger is on the horizon, and the potential for new laterals to get lost in transition during a major change increases. Firms must adapt their recruiting and integration strategies not only to speak to the newly merged firm’s emerging cultural differentiators but also to how laterals will be supported in a fluid environment.

This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.

Author Information

Brian J. Carrozza is director of client development at Goulston & Storrs.

Courtney C. Hudson is business development manager at Baker, Donelson, Bearman, Caldwell & Berkowitz.

Megan K. Senese is co-founder and principal at stage, a women-owned business development and legal marketing firm.

Write for Us: Author Guidelines

To contact the editors responsible for this story: Jada Chin at [email protected] ; Jessie Kokrda Kamens at [email protected]

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Singtel launches Singtel28 new growth plan Featured

Comments: DISQUS_COMMENTS

Yuen Kuan Moon, Singtel Group Chief Executive Officer

Singaporean telecommunications company Singtel has introduced ST28, a new growth plan “designed to enhance customer experiences and deliver sustained value realisation for shareholders”.

Singtel says the introduction of the growth plan follows the successful completion of its strategic reset initiated in 2021 to transform the company by capitalising on technology proliferation and unprecedented digitalisation amplified by COVID.

Yuen Kuan Moon, Singtel’s Group Chief Executive Officer said, “Three years ago, the reset was a strategy for transformation amid accelerated digitalisation brought on by COVID. Today, ST28 is a strategy for growth and sustained value realisation.

“Having sharpened the Group’s business focuses, made significant operational improvements and executed to a proven capital recycling programme, we have built a strong foundation for the Group to move into its next phase of growth.

“While the transformational work is behind us, there is still more to do to deliver value for our customers and shareholders and we intend to exercise the same financial discipline and governance to get there.”

Singtel says a key outcome of the strategic reset has been a major restructuring of the Group’s businesses to focus on the three areas of connectivity, digital services and digital infrastructure - and major investments in 5G underpinned this reset with 5G leadership established in Singapore where the network rollout is complete “while more than 80% of Australia’s population receive 5G coverage”.

“This has allowed the Group to deliver the best possible customer experience, grow digital businesses in adjacent lifestyle sectors and leverage 5G for digital and infrastructure services.

“In the connectivity business, the consumer and enterprise units were merged in both Singtel Singapore and Optus to drive synergies and innovation, make cost improvements and boost the competitiveness of both companies in a sector facing structural declines.”

According to Singtel, new growth engines were identified and scaled in both the ICT and data centre space, with NCS and Nxera expanding into the region - and the divestment of non-core digital businesses Amobee and Trustwave removed S$200 million in annual EBIT losses.

“In the regional associate markets, the Group has repositioned for new opportunities in the emerging area of fixed mobile convergence by integrating IndiHome with Telkomsel in Indonesia and 3BB with AIS in Thailand,” Singtel said.

“A capital recycling programme was launched in 2021 which has monetised S$8 billion from assets such as stakes in Indara (formerly known as Australia Tower Network), Airtel and Nxera to fund growth initiatives.

“On the people and sustainability front, the Group has deepened its commitments to climate action, becoming Asia’s first telco to bring forward its net-zero goal to 2045 and renew its science-basedtargets with SBTi. The Group has also further championed its people – investing some S$20 million a year to help them reskill and upskill for the digital economy.”

Arthur Lang, Singtel Group CFO said, “A proven capital management programme is the key component of our transformation. We have raised a total of S$8 billion in the past three years and used the proceeds to fund growth, pay down debt and return some of that capital to our shareholders. This strategy of recycling assets and working with capital partners is designed to help us deploy capex sustainably – whether for our core or growth businesses. Asset monetisation will give us funding flexibility.

“As we keep scaling our capital-intensive growth businesses, attracting the right investors and the smart money will bring a critical external lens to our businesses and help illuminate their true value. Additionally, working with partners who want to grow with us will not only bring patient capital for longer term projects, but valuable strategic expertise.

“Given the strategic transition of our business, we are changing our dividend policy to reflect the importance of lifting the core performance of our businesses as well as rewarding shareholders with our successful capital management initiatives.

“The value realisation dividend will be funded by current excess capital, as well as future excess capital from the Group’s identified asset recycling pipeline of around S$6 billion, part of which will be set aside to fund growth opportunities. Furthermore, core dividend growth will track improvements in business performance. This demonstrates confidence in our performance and outlook for cashflow and will allow us to return capital to shareholders in a sustained manner even as we continue investing in growth.”

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Don't bother with copy and paste.

Telecommunications Business Plan

Telespace, Inc.

1.1 Objectives

1.2 Mission

1.3 Keys to Success

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

2.1 Company Ownership

2.2 Start-up Summary

2.3 Company Locations and Facilities

Products and Services

3.1 Product and Service Description

Create a professional business plan

3.2 Sales Literature

3.3 Competitive Comparison

3.4 Fulfillment

3.5 Technology

3.6 Future Products and Services

Market Analysis Summary how to do a market analysis for your business plan.">

4.1 Market Segmentation

4.2 Target Market Segment Strategy

4.2.1 Market Needs

4.3 Service Business Analysis

4.3.1 Business Participants

4.3.2 Competition and Buying Patterns

4.3.3 Main Competitors

Strategy and Implementation Summary

5.1 Competitive Edge

5.2 Marketing Strategy

5.2.1 Promotion Strategy

5.2.2 Pricing Strategy

5.3.1 Sales Forecast

5.3.2 Sales Programs

5.4 Milestones

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

6.1 Organizational Structure

6.2 Management Team

6.3 Management Team Gaps

6.4 Personnel Plan

Financial Plan investor-ready personnel plan .">

7.1 Important Assumptions

7.2 Key Financial Indicators

7.3 Break-even Analysis

7.4 Projected Profit and Loss

7.5 Projected Cash Flow

7.6 Projected Balance Sheet

7.7 Business Ratios

The quickest way to turn a business idea into a business plan

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Telecommunications Sample Business Plan

Related Topics

Telecommunications Business Plan

1.1 Objectives

1.2 Mission

1.3 Keys to Success

Company Summary

2.1 Company Ownership

2.2 Start-up Summary

2.3 Company Locations and Facilities

Products and Services

3.1 Product and Service Description

3.2 Sales Literature

3.3 Competitive Comparison

3.4 Fulfillment

3.5 Technology

3.6 Future Products and Services

Market Analysis Summary

4.1 Market Segmentation

4.2 Target Market Segment Strategy

4.2.1 Market Needs

4.3 Service Business Analysis

4.3.1 Business Participants

4.3.2 Competition and Buying Patterns

4.3.3 Main Competitors

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