 |  |  |
A) Alexander Graham Bell
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B) Thomas Edison
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C) Steve Jobs
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Part I: History and Evolution of Hong Kong Telecom Industry
In Hong Kong, telecommunications industry is facing monopolistic competition. Cable & Wireless HKT (HKT) was established in 1990, which is controlled by UK based Cable & Wireless plc (C&W). HKSAR Government decided to liberalize the telecommunications market and planed to expansion the market by competition.
In order to regulate the telecommunication industry in Hong Kong, The Office of the Telecommunications Authority (OFTA) was established in 1993. OFTA is mainly responsible for regulating and facilitating the development of the telecommunication sector of Hong Kong.
The table below highlights the major issue in Hong Kong telecommunications industry.
Major Liberalization measures
Date
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Events
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1871
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First British submarine telegraph cable laid between Hong Kong and Singapore.
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1877
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Telephone introduced to Hong Kong Island.
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1905
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Telephone service extended to Kowloon.
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1931
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Telephone service extended to Canton.
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1953
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Telephone service extended to the New Territories.
International leased circuits introduced. |
1959
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Telex service introduced to Hong Kong.
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1976
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International Direct Dialing (IDD) service introduced to Hong Kong.
|
1983
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The government decides to open the customer-premises equipment market, ushering in a new era of competition.
|
1993
|
OFTA was established.
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1995
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Three new licenses to provide local fixed telecommunications services were granted.
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1996
|
Six licenses for the provision of mobile telecommunications were granted.
|
1997
|
Full portability of telephone number for fixed telephone services.
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1998
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First license for provision of International Simple Resale (ISR) for fixed and data services was issued.
HKT surrendered certain exclusive telecommunication licenses eight years ahead of their expiry in 2006 after receiving a cash compensation of HK$6.7 billion from the Government.
|
1999
|
The external telecommunications services market was liberalized.
Mobile Number Portability was implemented.
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2000
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Five licenses for wireless fixed telecommunications service network services were issued.
Legislation was passed to include competition safeguards for the industry and access to land and buildings for the installation of telecommunications equipment.
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2001
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Four 3G mobile service licenses were issued. The license holders are required to open at least 30% of their capacity for non-affiliated Mobile Virtual Network Operators (MONO)
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2002
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The OFTA announced the details of the full liberalization of the local fixed line network.
There will be no pre-set limit on the number of licensed to be issued.
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Trailer for Hongkong Telecom Commercial Advertisement
Comic Strip about HK Telecom Industry
Part II: Grant of Additional Licenses for Telecommunications Industry – Negotiation, Conflict and Competition between Hong Kong Government and Hongkong Telecom
In 1995, HK Government issued local fixed-line telephone services license to three more additional new operators when Hongkong Telecommunication’s (HKT) license expired. This decision of the Hong Kong Government, which changed the Hong Kong Telecom industry from monopolized by HKT to competitive market to introduce more three operators into the market. Since HKT may suffer a rapid drop of revenue, there will be a negotiation between HKT management and HK Government.
Government and HKT approaches
l Government Perspective of Releasing Additional License
HK Government focus on making fair and free market with competitive environment to HK telecommunication industry. So, consumers may enjoy a better service with competitive price. There is a conflict resulted between HKT and HK Government since the Government issued more services license to others operators that caused HKT lost revenue. In addition, under the regulation of HK Government, HKT have to lease their phone line/network hub to others telecom operators. However, it would be unfair to HKT since they built up the infrastructure like the phone line and network hub but have to lease to others operators under the Hong Kong Government’s decision, so HK Government have to negotiate with HKT and try to convince and solve the conflict with HKT.
So, the government should have a collaborative approach in order “to maximize the possible mutual gains of parties in the dispute and views the conflict as creative force pushing them to achieve an improved state of affairs to which both sides are fully committed.” (Derr, 1975), and develop a win-win-win situation between the government, HKT and HK citizen.
Besides, in Hong Kong Government use “Interest-based” negotiation style (Yu, F., 2012) during the negotiation with HKT, that is emphasis integrative bargaining which is expands the pie before dividing the pie and focus on interests not positions or “bottom lines”. (Yu, F., 2012) As a result, HK Government issued cable television services to HKT in 1999 and open Internet interactive multimedia service to HKT as a balance compensation packaging to HKT. This approach can comfort the conflict with HKT since it “expands the pie” to HKT such as Internet interactive multimedia service and cable television when “dividing the pie” of introduced more operators into local fixed-line service.
l HKT Perspective of Releasing Additional License
HKT focus on making revenue. Releasing the license will decrease the market share as well as the revenue. Also, to maintain customer loyalty, HKT need to deduct the price and provide more promotion which has direct impact to revenue. So, when they negotiate with government, they should think all possible methods how to increase the revenue to recover the lost when license release and bargaining approach should use during the negotiation. “It can be a more or less elaborate mode of conflict management depending on the situation, where a common solution to a problem can be found.” (Derr, 1975)
Internally, before approach to government, HKT need to think many possible solutions during the negotiation that make the revenue resilience. “A lack of resilience may go uncorrected for a considerable period of time, while constituents remain underserved and society’s resources are wasted.” (Hamel and Valikangas, 2003) HKT is facing revenue drop when license release, so, company must equip resilience matter to maintain company growth. HKT management has to find many ways to gain back or more revenue in different channels such as change consumer focus group from public (standardize) to business group (customize) or develop new business like internet or cable TV service. “Competition acts as a spur to perpetual revitalization” (Hamel and Valikangas, 2003), due to there are more fixed-line telephone service operators in the market, this spurred HKT to think more on others business instead of only addicted into their success on local fixed-line telephone service. Therefore, in 1996 HKT launched NETVIGATOR as the Internet interactive multimedia service company for generate more revenue from another type of business instead of revenue only from telephone service.
“There must be potential for mutual benefits as a result of solving the specific dispute” (Derr, 1975). Hong Kong Government introduce more telecom operators into the market. The market become more competitive and HK citizen can enjoy a competitive price of using telecom service by different service providers in the market instead of only one provider in the past. On the other hand, HKT can benefit from the first provider in Internet interactive multimedia service and cable television. This could be a win-win situation to Hong Kong Government by liberalize the telecommunications market and HKT can generate more profit by diversifying their business as “expand the pie” from telecommunication service to Internet multimedia service and cable television services, also Hong Kong’s citizen benefit from more operators in the telecommunication market by enjoying a competitive price too.
Part III: Merger of Pacific Century CyberWorks and Cable & Wireless HKT – Collaboration, Conflict and Crisis Management
Pacific Century CyberWorks Ltd. (PCCW) confirmed to merger with Cable & Wireless HKT Ltd in 2000. That proposal had raised some concerns in Hong Kong’s government and public.
PCCW stated that the deal “would create an undisputed Asian Internet powerhouse, and eventually a truly global leader with roots in Hong Kong. The merger could create revenue synergies” (Lawson, 2000) and allow PCCW to reposition C&W HKT as a broadband Internet access provider.
Collaboration:
Human Capital:
l Experience personnel
“Effective collaboration begins with respect for potential partners and the value they bring to the table.”(Ence, 2008) Both companies are the giant in the telecom industry, of which contain many experience talents to contribute businesses already. Thus, after merging, as long as they all build mutual respect, they may easily generate synergy effect to the new company.
Information Capital:
l Knowledge Management
Both companies possess valuable database and network about existing customer and market. It is not only enhance competitiveness but also very critical to plan, manage and support new organization’s strategy. However, in precondition, it required both of them have a systematic knowledge management strategy, “Codification Strategy – Knowledge is carefully codified and stored in database, where is can be assessed and used easily by anyone in the company.”(Hansen, 1999)
Organization Capital:
l Market Share Expansion
Compare with HKT, PCCW has stronger market power. Although PCCW is newer than HKT, it invests a lot during the technology investment crisis in 1999. In additional, the mergers proposed to add extra 6 million existing customers from both companies.
Financial Capital:
l Financial Support
HKT is benefit from the financial support with PCCW as the cash base was expended by the merge and HK$93.6 billion load did from various banks. The combination share price of PCCW and HKT proposed to enhance the financial base of both companies.
Conflict
Human Capital:
l Organization restructuring
As PCCW agreed that it will keep HKT’s labor force for at least 12 months after the merger, after that the staff will cut from 14,000 to 11,000 with next financial year. The existing staff worried about their job after merge.
“Employees disengage because they don’t buy in to the company’s priorities; they become dissatisfied and unproductive.”(Sull, 2007) The new arrangement of re-employment arrangement decreased the confident of the existing staffs in HKT.
l Leadership and change management
To face enormous change within organization, there should be a big challenge to management in leadership and change management, in order to motivate staff toward the new ways of work.
Information Capital:
l IT systems maintain
Although they both have large customer database as intangible asset to share in between, IT infrastructure and applications support take times to configure, sometimes internal conflict may be frequently occur in establishment.
Organization Capital:
l Internal Culture
“Successful companies had a culture in which people were deeply aware of and internalized the mission, vision, and core values needed to execute the company’s strategy.”(Norton, 2004) However, such culture in different company are mostly likely various to other company. All staff should re-examine a commonality of purpose, a share vision and an understanding of how their personal roles support the overall strategy.
l Loss of public support
According to the historical background, the share price of PCCW dropped 92% (based on last price of HK$1.25) within few months after merge. It reflected that PCCW without clear prospect of company future and public loss confident from PCCW after merger. The revenue decreased because the stock price dropped down.
Financial Capital:
l Accounting system
Same as IT system, both companies have their own accounting procedure. After merging, they should choose the new system to best suit existing company, but it is more complicate to balance different parties, including internal staff, management, shareholder and other external parties like banks.
Crisis Management: After merge, PCCW is facing huge conflict and collaboration issue internally; meanwhile, it suffered from some of the crisis externally. For example, the share price from PCCW decreased 92%. “Reputational troubles can come in many forms, from a wide variety of causes and from many publics.”(Greyser, 2009)
In consequences, the mergers lead to following result,
l Investment risk
As PCCW’s leverage buy-out of HKT led to a heavy debt mountain, stakeholder more sensitive with the company prospect as the loan is higher than the company profit.
l Loss trust and faith
“Trust in an organization, is a product of its performance, behavior, and supportable communications and is a foundation of authenticity and reputation” (Greyser, 2009) The heavy drop down of stock price reflect the worse company prospect and without company engine.
l Loss social responsibility
PCCW agreed with lock-up period of existing staff in HKT. The action will dishonor the potential or experience staff to contribute to the company. The unemployment rate will be increased after cut off human resource.
With the rapid growth of information technology in recent years, the use and the demand for mobile data usage increased rapidly. It is not only incurred various usage plans and value added services provided from different telecom operators, but also generated a lots of complaints from the consumers regarding the usage and billing disputes.
In late 2010, Office of the Telecommunications Authority (OFTA) proposed to apply the “Fair Usage Policy” (FUP), and it was finally launched and implemented starting from February 13, 2012.
Timeline
|
Incident
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2011, Nov
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OFTA published and launched the guidelines on FUP
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2012, Early Feb
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SmarTone announced that they would replace the unlimited plans with a maximum data usage of 2GB.
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2012, Feb 13
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Telecom operators announced the new service plans in cope with the FUP which was in effective.
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2012, Feb 14
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SmarTone confirmed to reinstate those unlimited plan with similar terms and conditions as CSL offered.
|
From the implementation of the FUP, complex conflict relationship between these three parties of Government, Telecom Operators and Consumers was incurred.
l The Government
In the position of the Hong Kong Government, it is obvious that Government is imposing a new policy and guideline which applied and guarded the service provisioning of data usage to the telecom operators, in order to provide a fair environment for the consumers in enjoying the data services. Further, the Government is targeted to minimize any disputes incurred from consumers’ side.
“… tries to maximize the possible mutual gains of the parties in the dispute and views the conflict as a creative force pushing them to achieve an improved state of affairs to which both sides are fully committed.” (Derr, 1975)
With low popularity and low legitimacy of the Hong Kong Government, the implementation of the FUP could help to gain the trust and raise the popularity and legitimacy from the Hong Kong people which seems in setting clear guidelines to the Telecom Operators in eliminating any unfair contract terms provided by the operators. However, there are some hidden concerns that the Government just imposes the guidelines to the operators without concrete execution guidelines; it still has the grey/un-controllable area for the operators to set their own provisioning plans on the allocation priority of data usage.
In the overall view, the Hong Kong Government as the third party, tried to balance and be collaborative in reducing the conflict between the telecom operators and consumers. She is the winner in the event while she successfully implemented the FUP to minimize any disputes and unfair charging on data usage in responding consumers requests.
l Telecom Operators
Let’s briefly describe the new arrangement made by the major telecom operators after the implementation of the FUP.
Comparison Table for 3G Data Usage of Mobile Service Plan
Major Telecom Operators
|
Data Usage Entitlement
|
Terms & Conditions
|
 |
Unlimited
|
When your monthly fair usage reaches 5GB, you can still continue to use the service. However, when network traffic is busy, priority access to the network may be adjusted affecting your data service experience, but data access speed is maintained at not less than 128kbps.
|
CSL (1O1O & one2free)
  |
Unlimited
|
The fair usage level of the Mobile Data service is 5GB per month. Once you have reached the fair usage level of 5GB, you can still continue to use the service. However, your priority to access the network will be lowered. When viewing web content involving high data transmission like HD video streaming, it may be temporarily affected when network traffic is high (i.e. there are many people using our network resources at the same time), and experience will resume normal when network traffic is no longer busy.
|
PCCW Mobile
 |
Max of 10GB Usage
|
No unlimited data usage plan would be provided.
Local mobile data service will be suspended after mobile data service entitlement for a billing month is consumed. You are required to top-up with $40/200MB or $90/1GB (applicable only to specific service plans identified) for additional mobile data service entitlement in order to resume mobile data service. All entitlements can be used only during that billing month. Also for internet tethering during promotional period.
Cancelled all the free unlimited browsing services including now TV and MOOV valued added services.
|
SmarTone
 |
Unlimited
|
Once you have reached the monthly fair usage of 5GB, you can still continue to use the service. However, you will be given lower priority to access the network resources for the remainder of the billing period, where your experience may be affected when the network traffic is busy, but in any event the data access speed (upload and download) will not be restricted to less than 128kbps.
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With the implementation of the FUP, should this be a good news or bad news to the telecom operators?
If all the usage plans could impose a data usage ceiling; unlimited data usage plan would no longer be available. It would offer the telecom operators to charge more when the consumers use additional data usage on top of their subscribed entitlement. When SmarTone announced of removing all the unlimited data usage plan in early February, the share prices was being dragged up immediately. As expected by most of the financial analyst, it would be predicted in gaining bigger profit with this new arrangement. Thus, with the implementation of the FUP, it would not harm the profit to the telecom operators, it would be expected to incur additional revenue instead.
“Collaboration, and even bargaining, assumes the exchange of information necessary to resolve a problem. This information may apprise competitors of weaknesses and give them an unfair advantage. For example, disclosing strategic information (a key power-play resource) might provide another organization with data of increasing its efficiency, and therefore its competitive advantage.” (Derr, 1975)
However, some of the telecom operators did not follow the same approach as SmarTone, and finally, only PCCW Mobile confirmed to remove their unlimited data usage plan provided. SmarTone changed its strategy and followed the similar arrangement with CSL in providing unlimited data usage plans with new terms and conditions (listed above). The new charging methodologies could not guarantee for additional revenue, however, remains no harm to their revenue base. In addition, it offers another grey area to the telecom operators to defense for the network usage after the specified fair usage ceiling.
In the severe competition environment of the local telecom market, you could find that they are trying to be collaborated in providing similar services with similar pricing strategy. However, the conflict still incur as each operator wanted to keep its existing market share and tried to gain much more if possible.
“Trust in an organization is a product of its performance, behavior, and supportable communications, and is a foundation of authenticity and reputation.” (Greyser, 2009)
Overall, the telecom operators were both winners and losers. SmarTone would potentially lose their business and market share in this event while its brand image may be hurt due to the change of its pricing strategy. CSL and other operators would win additional market share as some of the consumers may switch from SmarTone to other operators.
l Consumers
As proposed by the Government, it introduced the FUP into the local telecommunication market. It seems to be fairer towards the consumers while they can enjoy a fair usage of the telecommunication services in avoiding any billing or usage disputes. However, will this be the true picture?
To the high usage consumers, they are no longer able to enjoy the unlimited usage while they are paying the most expensive service packages. If those expensive packages would impose the usage ceiling, that means, the consumers have to pay the same value with less usage entitlement. It may be required to pay additional charges for extra usage consumptions.
To the low or medium usage consumers, the new policy do not affect them directly while it does not affect their usage pattern in the short run. However, they would also look for better and more economical service plans to be offered by the telecom operators.
“… the implementation of collaboration is often either infeasible… or too costly to be justifiable.” (Derr, 1975)
Simultaneously, the overall expectation of the consumers would be affected while their usage and stability of the network would be affected without prior notice. In addition, without clear guidelines to the operators, each telecom operator could have their own policy in response to the Government’s guidelines. Consumers would be even more confused on the terms and conditions when they subscribe a telecom service plan. Further, the contract binding period may be changed due to the FUP, as a longer contract period would be imposed and the consumer could not be allowed to switch to other operators easily with the long contract period.
An interesting conflict and collaboration relationships were formulated between the Government, telecom operators and consumers. The relationship is not only complicated, but also mystery.
Part V: Conclusion and Recommendation - Future Challenges and Development of the Local Telecom Industry
l Severe competition, 'misleading and deceptive' conduct incurred, more fraud cases and complaints generated.
When there are many services providers in the telecommunication market, under a severe competitive business environment, each provider want to gain the larger market share and generate more revenue, in order to meet the sales targets, improper selling behaviors may occur in the market. Those improper selling behaviors definitely will damage the corporate image and brand, impact on brand and problem situation of company behavior/actions (from Corporate brand reputation and brand crisis management). OFTA should take the lead with all telecom operators to assure the services quality in maintaining a healthy business environment for the telecom market.
l Corporate brand reputation, crisis management, case: SmarTone service disruption on Apr 9.
In this incident, it became a scandal to SmarTone. In the article of “Let the Response Fit the Scandal” (Tybout and Roehm, 2009), SmarTone did follow the 4 steps to manage it. First of all, it is to assess the incident which SmarTone management assess the case immediately. The next step is acknowledging the problem which management understand of network outage because of the power disruption of their switching centres. The third step is to formulate a strategic response including a sincere apology to the public with financial compensation in appeasing those affected. The final step is to implement response tactics which approach to dealing with the scandal. In this case, SmarTone provided the reason of outage and sincerely apologies to public. Also, SmarTone provided compensation to their consumer in waiving one day service charge. Below link is the email response by SmarTone to their customers.
l New technology, 4G, network stability, network resilience and creativity ideas and innovative services
Trailer for Future Telecommunication
The new network platform of 4G (LTE) will be fully launched by three authorized telecom operators (China Mobile, CSL and Genius – a joint venture between PCCW and Hutchison) by the end of 2012, the speed and the stability would be questioned by the consumers. Referring the incident of SmarTone, it is obvious that maintaining of network stability and resilience of the new network would be critical. Before a crisis occurs, judicious planning may reduce response time and possibly prevent missteps in an organization’s initial response to a crisis. (Benoit, 1997).
Development of 4G network, it would be expected to generate additional revenue to the telecom operators. However, consumers may not willing to switch to the 4G network because general public may not able to experience the difference between 3G and 4G network performance while they are using similar functions and applications of their devices. Innovative applications and devices should be built in differentiating the 3G and 4G networks, in order to encourage the consumers migrate from 3G to 4G networks.
l Question: Ricky Wong, the Chairman and Founder of City Telecom, made a public announcement on Apr 11, 2012 in withdrawing from the local telecom market, any implications?
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