1. business and industrial

Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Summary of the Strategic business plan
of the Telekom Slovenije Group for the
2012–2016 period
1
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
TELEKOM SLOVENIJE GROUP
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Summary of the Strategic business plan
of the Telekom Slovenije Group for the
2012–2016 period
3
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Publisher / Telekom Slovenije, d. d.
Design / Futura DDB
DTP / Judita Vegelj
Year / 2012
Photos / Archive of Telekom Slovenije and its subsidiaries
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Introduction
The word is facing the gravest global crisis since 1930s. The crisis began in the financial sector, and
the bailout of financial institutions and crisis relief brought EU member states into even greater
debts. These countries use fiscal consolidation to adopt strict saving measures, that will first cause
a drop in domestic consumption and a rise in the numbers of the unemployed. The deteriorated
macroeconomic conditions, merciless competition backed by regulatory measures, the constantly
falling revenue from the current flagship services of fixed and mobile telephony simultaneous with
the slower market growth in fixed broadband connections, will result in further revenue declines
from telecommunication services in developed markets, which also includes the Slovenian market.
According to forecasts the revenue from telecommunication services on less developed markets of
Central and Eastern Europe will also begin to decline. Due to the decreased market shares, these
trends will be reflected in a relatively more pronounced revenue decline from telecommunication
services of incumbent operators including Telekom Slovenije, which based on the fact that it is the
far largest company of the Telekom Slovenije Group (hereinafter referred to as TSG) will significantly
impact the TSG business results.
In order to maintain or increase their profitability, the telecommunications operators counter the
above-mentioned trends mainly with ruthless cutting of all kinds of costs, and, in what is crucial for
long-term operations, by extending their operations outside the classical telecommunication field to
the growing areas related to television, digital advertising, mobile data transfer, managed services,
cloud computing services... All of these are already a part of operative business and the revised and
updated TSG strategy described further on.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
The TSG strategy is based upon or derives from its mission, values, vision, and the TSG strategic targets.
according to our mission (who we are, what is the purpose of our operations) TSG provides its users with
constant and the best connections to their nearest, dearest, and also to content. The values on which
we build our operations and are also our guide confirm that we’re a well-trained team that lives with our
users, that we are reliable, innovative, and proud of our roots and talents. The TSG vision and guideline is
to be the leader in providing end-to-end and easy to use communications, which will provide residential
and business users with a simple to use and secure high quality user experience by combining all mobile
and fixed IT and communication technologies, services, multimedia content, and devices.
Strategic goals
6
The strategic goals of TSG comprise the following:
•
defend the Telekom Slovenije market shares in current services, significantly increase the
revenue from new services, and become the leading provider of ICT services,
•
become the leader in advertising and digital media and application monetization,
•
profitable growth in Southeastern Europe and international wholesale growth,
•
cost optimization, establish cost competitiveness, and remain the leader in the technology and
network segment,
•
employee development, work productivity increase, restructuring from a tech company into a
sales and services oriented company,
•
TSG transformation to a regional telecommunication operator,
•
quality, business excellence, and sustainable development.
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Retail
telecommunication services
strategy
The key targets of the retail telecommunication services strategy are defending the market shares in
mature markets, increasing the penetration and market shares for products still in the growth phase
or extend to growing areas, which all require the same or increased level of user satisfaction, and to
seize key competitive advantages. Although voice telephony revenue is dropping, and text messaging
revenue is not expected to rise, these two segments require special attention, because at least until
2016 they will still present a lion’s share of the revenue. More and more new competitors are entering
the market – OTT, that use the infrastructure of telecommunication operators free of charge to
provide their services. However, the telecommunication operators, including those of the TSG, have a
comparable advantage over the OTT, which lies in the user recognition, and that is essential for crossselling or up-selling services. This has so far not been exploited to its full potential. The advantage
of Telekom Slovenije also lies in the power of its brands, however we are still planning to enter new
partnerships and implement new business models as we expand to the new growing segments,
mainly vertically, because from today’s point of view, the future does not hold one new, key service
in terms of revenue, but several relatively smaller areas. Working in these segments and managing
partnerships demands swift reactions and adaptability or a form of organization that allows for the
new features to be quickly and efficiently offered to the market. The activities for reaching the target
market shares and services profitability will be based on higher added value for the user, which will
be created by quality, rich content, and simplicity and accessibility of services tailored to the user.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Strategy for the
retail product
portfolio
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The strategy for the retail product portfolio is based on market dynamics, trends, our target
competitive position, the service life cycle phase, and user segments. We’ve classified the retail
telecommunication services into the following groups of services:
•
Internet and multimedia services In the segments of fixed internet access and the multimedia
part of TV the goal is to limit the market share decline, and retain revenue. This requires an
improvement of the user experience, and a better differentiation of TV services from those of
the competition. We will achieve this by also increasing the level of interactivity of TV services,
by offering services for all screens, providing our own OTT services, adding the private cloud
computing service, and offering exclusive content. Our target is a relatively large increase in user
numbers and revenue from the mobile broadband access where we will direct the business model
to a combination of fixed and mobile access that will provide connectivity anywhere and anytime.
•
Managed services These are aimed primarily at business users and comprise data communications, infrastructure lease, business multimedia telephony, and business packages (SaaS).
This segment is expected to grow in the coming years, mainly through the growth in the small and
medium business segment, by adapting business models to individual larger project solutions,
by expanding the service portfolio and developing services with higher added value, and by
ensuring quality and reliability of managed services, which will continue to be our competitive
edge well into the future.
•
Comprehensive solutions They comprise vertical and M2M solutions and services: lodging
(hotels, homes...), security (Infranet/IP Infranet, video surveillance), lifestyle (a safe and
energy efficient home or company), health (telecare, telemedicine, institutions), transport (toll
charging, tracking), stores (IP POS), and education. Most of these services are in development,
implementation or growth stage, so in the future we expect an increase of revenue from
these services, which will be achieved by constantly adapting to the demands of users and by
collaborating with external partners.
•
Premium services Premium services are the services that we provide in collaboration with
external service providers (M:Vrata, 090, 080, Moneta…). They represent a segment in which
Telekom Slovenije once had what could be called a monopoly, but now the pressure of competitors
and backed by the regulatory measures is increasing, so apart from Moneta, which is expected
to grow, the target is to maintain the revenue. We can ensure this by increasing the number of
service providers to which we will provide support in growth and competitive business conditions
that will prevent them from switching to the competition.
•
Voice services in Slovenia In the segment of traditional fixed telephony the target is to increase
service profitability while also retain the bulk of user base. We will achieve this by introducing
new models and various service solutions in the fixed segment that were up until now only used
in the mobile segment. In the mobile segment, the target is to maintain the market share, this
is why we will overhaul the price plans to be better adapted to the changing market conditions
and to include different amounts of voice minutes, messages and data allowance, supplemented
by other services from our portfolio. In the mobile prepaid segment our goal is to retain ARPU,
together with a minimum decrease of market share.
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Sales strategy
Marketing
strategy
In line with our sales strategy we will maintain the aggressive sales campaigns in municipalities with a
high sales potential and great purchasing power. Our sales center network will get a refreshed image
to be better recognizable and attractive in terms of sale and service demonstration. We will study
the options of franchising sales centers in less densely populated areas based on the profitability
analysis. We will also reinforce sales through a network of external resellers by introducing partner
programs, change the loyalty system and synchronize the resellers’ sales plans, which will help
provide greater stability and predictability of sales. We will also implement a unified online store,
combining the whole range in one place; this will help the users make faster purchases and orders,
changes to the existing services, and that will also take the burden from other sales channels.
The key targets of the marketing strategy, and key marketing activities comprise the following:
•
Optimum placement of brand architecture Telekom Slovenije alone has as many as 21 brands
or sub brands, and their maintenance is tied to significant investments. This is why we will
consolidate our brands with a power and value shift to selected key brands, through which we
will achieve a complete coverage of selected market segments.
•
Efficient market communications By 2016 we plan to improve the KPI, which is the ratio between
production costs of market communication activities and media buying from current 1:3 to
1:4, but for this it will be necessary to make plans on time or forecast the activities that will
require market communications. This target will also be realized through a changed market
communications structure with the goal of taking advantage of the new innovative, online, and
mobile media, as well as own resources in terms of content creation and production.
•
Segment management The key target is the maximum coverage of the needs and wishes
of individual user segments, for which we will first have to establish a system for efficiently
gathering information on the users.
•
Introducing a single comprehensive loyalty program The loyalty program will present an efficient
tool for user retention, maintaining ARPU and the market shares. The target is to have 400,000
active users in the Telekom Slovenije loyalty program by 2016.
•
Unified approach and operations of TSG in the marketing segment, which we will achieve by
standardized brand management and transferring knowledge and solutions within the TSG.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Sales strategy
In line with the after-sales strategy we will be active in user micro segments which are identified as
the customers most likely to leave (calls, direct mail), together with the loyalty program. Our guideline
will be to resolve customers’ wishes or inquiries upon the first contact, while our electronic ordering
and order tracking system will provide a quick order execution and also provide feedback on the
order status. We will cut the time required to set up a connection and the waiting lines in our contact
centers; that can only be realized through staff reinforcements. As a consequence of our target of
raising customer satisfaction and process facilitation the customers will be largely redirected to self
provision, their operations will be further helped by e-invoices and joint invoices for fixed and mobile
services. We will also implement a unified system for help desk ticketing and complaint monitoring
for quicker resolution and immediate feedback to the customer.
Domestic
wholesale
strategy
The goal for the domestic wholesale strategy is to provide the growth of operator connections, which
will be key to cutting the average cost per user in the retail segment as well. Due to the ever greater
infrastructure competition we have to prevent the users from switching to the networks of alternative
operators, and for that it is necessary to provide access to our network, actively collaborate with
the regulator, and adapt the terms and pricing policy of leasing our network to market capabilities.
The goal for the international wholesale strategy is to ensure revenue and gross margin growth
from international carrier services in spite of the falling prices of call termination abroad. Telekom
Slovenije will combine the international wholesale for the whole TSG in terms of organization;
Telekom Slovenije will establish itself as the first and preferential regional provider of international
carrier services. This is also important because currently the call termination services still provide
significantly more profitable operations of some of our companies in Southeastern Europe. Once
the regional fiber optic network is completed this year, it will present an additional potential for the
growth of in international carrier services where we will also be able to exploit the growing traffic in
Turkey and in countries of the Near East.
International
wholesale
strategy
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
IT and service
platforms
strategy
Successful execution of the action plan as well as of the IT and service platforms strategy is essential
for the success of virtually every other area strategies. After the merger of Telekom Slovenije and
Mobitel, the merged IT faces a complex information architecture caused by the fact that both
companies had in the past built their own IT infrastructure completely independently and differently.
The result of doubled functionalities, that are to a certain extent also present at the TSG level, are
high operating costs of IT. In light of the above the target of the IT and service platforms strategy is
consolidation and streamlining, that would provide a fast and, in accordance with the priorities and
agreed set deadlines, coordinated response of IT to the changes in business environment. The IT
functionalities within TSG will have to undergo centralization as soon as possible to cut the operating
costs and provide far better support to company business.
Network
strategy
The network strategy will support the transition from technological to a user-oriented company,
which means that the technical aspects of new technologies will continue to provide initiative, but
will not take over the operations. The decision to go for a new technology must be a reflection of the
requirements on the market, and must also be critically assessed through a business model in which
sales and product management should be the key. Typically the incumbent operator manages to keep
its market share in spite of the somewhat higher prices with a higher quality of services; this is why
Telekom Slovenije will continue to provide a better quality of services with regard to the competition,
which will also be monitored through the KPI which will be logically higher than those of competitors.
The network as service production mostly brings the highest individual cost in the total cost based
price of the service, which is why the most prominent goal of the network strategy is to establish cost
competitiveness, which is an extremely ambitious goal with regard to the fact that we provide the
lease of our network to alternative operators at regulated prices calculated according to LRIC.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
HR strategy
The key target the HR strategy is connected to the business process overhaul and increase of work
productivity, that should bring a measurable result of 16% of labor costs (not including the cost
of HR structure adaptation) in TSG revenue in 2014. Taking into account that knowledge in the ICT
field gets outdated really fast, we will continue to provide our employees with training on the latest
technologies through a training and management system. In order to improve employee motivation
we will establish a new bonus system that will cover the material as well as the intangible aspect and
feature customized performance bonuses. Employee efficiency will also be ensured by a system of
targeted management that will be further upgraded and implemented in companies where it was not
used before. We will relatively increase the share of employees in the marketing segment, develop
the management and promising employees, and that will lead to an HR structure that will provide an
efficient business growth.
polni certifikat
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Supply and
logistics
strategy
In terms of the supply and logistics strategy Telekom Slovenije will centralize the supply, which will
rationalize supply paths, allow for better terms and conditions of supply as well as better use of
synergies in supply. Similarly, by grouping our demand and a joint approach to suppliers at the TSG
level, we will be able to negotiate better conditions with our suppliers and thus facilitate successful
operations of individual companies of the TSG. We will also centralize the logistics by terminating the
in-between warehouses and this way avoid the overhead in the handling of materials, and improving
the utilization of work resources, so we can better manage our centralized stocks.
Investor
relationship
strategy
In terms of the investor relationship strategy our primary goal is to stand out for good quality of
relations with investors and analysts among the prime market companies. Our aim is also to increase
the number of analysts who regularly cover the Telekom Slovenije’s share. We will ensure the above
mainly by providing current and potential investors with regular and broad information base through
which they can valuate our share. The authorized manager of the state’s assets, the Capital Assets
Management Agency of the Republic of Slovenia, expects the payment in the amount of up to 1/3 of
distributable profit and a dividend payout ratio of 3.5% by 2015 from TSG; this is why the company
will observe the expectations of the majority owner in the payout of dividends, but will of course
first provide the available financial assets for the future development of the company. The agreed
dividend will thus present a compromise between the expected dividend payout for the owners and
the use of net profit for financing the company’s investment plans that will allow a long-term growth
and development of TSG.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Digital media
and applications
advertisement
and
monetization
The vision of TSmedia, responsible for TSG’s strategy of digital media and applications advertisement
and monetization, is “We will become the main media and information point in Slovenia, and the first
choice of users, advertisers, and digital content and service providers in the region”. The target for the
2012–2016 period is to generate an additional EUR 69.2 million from the new services of digital media
and applications advertisement and monetization on the Slovenian market. The vision comprises the
strategic directions of the company, targeting four basic items:
•
•
•
•
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Publishing major media: It will comprise the Planet TV television channel and the Planet Siol.net
portal. With the Planet TV television channel, which will be the backbone of the entire content
and media portfolio of TS media and will be launched in 2012, TSmedia will round off its media
and strengthen its presence in the Slovenian television market where most of the advertising
revenue is still generated. In the long run, the channel will become indispensable on the Slovenian
market – for users as well as advertisers. The Planet Siol.net presents a great opportunity for the
company because a relatively high growth of revenue from internet advertising is expected on
the Slovenian market in the coming years.
Managing a central information point: TSmedia will provide the information, which it makes
available at every moment through phone (1188) in either printed or electronic release of the
telephone directory, and mainly on najdi.si, which is being repositioned into a central entry point
for local information.
Being the leading provider of digital content and services. The connection between television and
internet allows a two-way communication with customers and advanced types of advertising, digital
content sale, and completely new business models. We also expect a steep growth of revenue from
video on demand (VOD), which is why the company will continue to produce own specialized media
with non-linear content which will be present in all networks and with all operators. Global trends also
point to the much expected growth in the segment of payable online services and content, which is
why we will establish the biggest Slovenian digital content store that will attract local users.
The first choice of advertisers and digital content and service providers in the region.
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
GVO strategy
The key strategic goal of the GVO strategy is to realize as high as possible share of revenue outside
TSG, otherwise the strategic goals of GVO are the following:
•
Breakthrough into the EU markets and getting the first major deals: enter the first projects in
Austria and/or Germany already in 2012. In both these countries we will exploit the opportunities
coming from the announced investments connected to the Digital Agenda in the following years.
•
Expanding operations to the field of photovoltaics: Constructing as well as managing and
maintaining solar power plants.
•
Completing the investments into current projects of constructing open broadband networks,
acquiring new projects and increasing the utilization of connections in the already constructed
open broadband networks.
•
Improving the capital adequacy of the company and taking over as the agent for marketing of TC
materials.
•
Increasing the share in terms of selling price plans of Telekom Slovenije.
•
Associate land surveyors, documentarists, and architects into one organizational unit; by doing
so we will also enter the market of geodetic services.
•
Achieving the ecological targets of the company as derived from the ISO 14001:2004 standard.
•
HR optimization, improving business operations support, and overhauling IT systems.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
ICT service
development
strategy
Quality and
business
excellence
systems
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The strategic goal of the ICT service development strategy for the 2012–2016 period is to generate
EUR 217 million from the sales of ICT services at the level of TSG, which we will achieve through the
following activities:
•
We will continue to nurture the relationship with our customers in the field of system integration,
because this will be the main criteria as to whom the major clients will entrust with conducting
cloud computing services.
•
We will expand our operations into the public sector, because it is an important market segment
of the entire IT market, and without it we will not be able to reach the strategic goal.
•
We will enter the small and medium business (SMB) market with IT services; here the key will be
the construction of an adequate sales network or close collaboration between Telekom Slovenije
and Avtenta.
•
•
We will expand the range of managed services and cloud computing services.
We will establish a partner network of external ICT providers.
•
We will develop our cloud computing brand and provide with marketing support.
The quality is and must remain the comparative advantage of the TSG offer. That is why parallel
to the overhaul of business processes we will implement quality and business excellence systems,
which have a measurable goal of preparing us to candidate in 2015 for the business excellence
award according to the most demanding model EFQM. Naturally we will maintain and upgrade endto-end corporate responsibility and sustainable development, where the measurable objective is to
decrease energy use by 5% until the end of 2013 with respect to 2009.
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Strategic goal
of corporate
governance
The strategic goal of corporate governance is the transformation of TSG into a regional
telecommunication operator, which will be reflected in harmonized strategies and operations
of subsidiaries. The goals of corporate governance at TSG are: established organizational
infrastructure of corporate governance, established efficient control over decisions in the group
and their compliance with the strategic direction of the group, optimized operations of the group
in terms of corporate governance, established infrastructure that, through corporate control and
business management, allows the optimization of technical platforms and processes between the
companies of the group, clearly defined responsibilities and competencies of all involved in corporate
governance, and consolidation of all companies of the group (in terms of management, portfolio, and
ownership). The main principle of corporate governance operations will in addition to the formal also
be based on the matrix organization.
One
One has a good infrastructure in is actually the cheapest in the mobile subscriber segment, but due to
the lacking market recognition, potential users are not really aware of that. The strategic goals of ONE
are the following: become recognized on the market, increase sales especially in areas populated by
Albanian people, and increase sales in selected segments (SOHO/SMB), reduce the current number
of products, develop innovative new products, raise the ARPU and consequently raise the EBITDA as
well. Further goals also include becoming more efficient trough optimization of processes, human
resources, and a new organizational structure, improving IT support, increasing the pressure on the
state and the biggest operator to achieve better market position and better operating conditions,
retrieve inner strength and synergies, ensure short-term liquidity, and ensure more stable operations
and an adequate position in the local macroeconomic field, and stable operations and network by
legalizing base stations.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Ipko
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In order for Ipko to achieve long-term stability the number of mobile users must be increased. Ipko’s
activities should be as follows:
•
Sales: Develop services for maintaining the position of the leading and innovative provider
especially for the youth, business and family segments. Simplify the portfolio, increase user
satisfaction and loyalty, and increase brand recognition.
•
Product and service development: The goal is to design products clearly differentiated GSM and
fixed services products. The strategy is to focus on innovative convergent products, followed by
a loyalty and customer retention program.
•
Sales and distribution: a clear differentiation of levels of users and distributors/resellers, where
we ill introduce exact SLAs for sale and customer care.
•
Network: Own backbone network. Upgrading the fixed and mobile network with the aim of
providing high bandwidth for data transfer. In the stationary network the introduction of the
DOCSIS 3.0 cable internet access technology as soon as possible, while in the mobile services
segment development towards a combination of 3G and LTE technologies with the option to
implement WiFi technology.
•
Legal – regulation Establish a normal competitive environment, manage the numbering space
problem, switch to new numbering space, and number portability, defending the current position
in the mobile network call termination segment, legalize base stations, defense from the
implementation of legislation that would not be harmonized with the implementation in other
countries, especially EU.
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Aneks
The number of subscribers with Aneks is currently too small for a midrange existence in the market and
maintaining the current state of operations. In order for it to become the third operator in the country,
acquisitions of individual smaller cable network operators are planned, along with an expansion of the
existing network, as well as offering the three basic services to users who currently do not have this
option, which can help achieve ARPU over €30.
Primo
Restructuring Primo will be executed by focusing on the business market, as this segment has a
significantly higher added value than the residential segment, where Primo’s market share and network
utilization has been declining, also because we are able to cover only a limited geographical area with
our own network. In the retail segment we will also have to conduct an profit analysis to decide whether
stop providing services in our own network in limited rural geographic areas.
Gibtelecom
Gibtelecom plans to achieve the set strategic goals by maintaining local business revenue, developing
MSAN future technologies, developing global business operations (in a smaller scope), by using the
EIG underwater cable, efficient and successful company management, while maintaining social and
corporate responsibility.
Soline
Besides the maintenance and expansion of the salt pan infrastructure key goals of Soline include
optimization of salt production, development and expansion of the production of primary natural
cosmetics, and launching the new activity of health and natural tourism by constructing the Male terme
thermal center.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
Strategic
projects
The strategy is also executed with strategic projects which are listed below along their objectives:
•
•
•
•
•
•
•
•
•
Risks to the TSG
strategy
The major risks to the TSG strategy are basically the same as for every company in ICT:
•
•
•
•
•
•
•
•
•
•
Success of
the strategy
execution will be
measured
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Capitalizing on the user database: Providing a single data warehouse, uniform analytical tools
and establish processes that will allow the formation and use of information for business
purposes.
Develop IT services in TSG Establish the organization and portfolio of ICT products, mainly cloud
computing products.
Develop digital media in Slovenia: Increase the revenue from selling the ad space and premium
content/services, and become the largest Slovenian manager of digital media.
Rationalize costs and investments Efficient execution of the program for rationalization of
operating costs.
Business process overhaul: Increase in efficiency of business processes, achieving their
competitiveness in the domestic market and comparability with international operators.
Optimizing the working capital. Efficient management of the working capital constituent parts
(receivables, stocks, short term liabilities) to establish a stable and manageable cash flow and
increase business profitability.
Establish corporate governance for TSG: Increase efficiency and effectiveness of decision
making and control of the more important decisions in TSG as well as provide legal compliance
and economic soundness of decision making.
Real estate optimization and marketing. Optimum facility utilization, rent fewer facilities, reduce
technological premises and offices due to telecommuting, and thus cut the operating costs and
increase revenue by divesting.
Establish comprehensive risk management for TSG: Increase the rate of efficient realization
of strategic goals, timely response to internal and external changes and counter the impact of
potential negative events.
losing ownership of users,
drop in user profitability,
regulatory risks,
inefficient investments in infrastructure,
inability to control costs,
lack of creativity and innovation,
unfulfilled expectations of investors,
inadequate systems and processes,
bad management of mergers and acquisitions, and strategic partnerships,
security risks and unsolicited distribution of personal data.
The success of the strategy execution will be measured quarterly based on a balanced system of
indicators and executing the action plan, and twice a year we will also conduct a managerial overview.
At Telekom Slovenije we will implement in 2013 a balanced system of indicators at the sector level,
which will be the basis for assessment of individual sectors’ and their directors’ performance for that
year.
Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
2016
By diligently fulfilling this strategy we will be the leading Slovenian telecommunication operator and
provider of innovative services, with a stable market share that surpasses the competition in terms
of customer relations, top quality, and technological innovation, by 2016. Through specialized range
for individual fields, TSG will also establish itself, either on its own or together with a network of
carefully selected partners, as a leading provider of ICT services. We will provide our own television
channel which will become indispensable on the Slovenian market, and also become the main local
provider of advanced advertising in digital media, and digital services and content in the country.
By centralizing supply, exploiting the group’s purchasing power and a reorganized procurement
process, we will achieve significant savings, that will, together with cost optimization, allow us to be
competitive in the technical field from the cost perspective as well. Cost efficiency will be ensured
by IT environment consolidation and streamlining, which will also provide faster response of IT to
changes in the business environment. We will become the first and preferred regional provider of
international carrier services. TSG will act as a regional telecommunication operator, and on the
markets of the Southeastern Europe a growing, profitable second operator, with cost efficiency also
be ensured by the synergies within the group. In the HR segment we will make a transition from a
technologically oriented into a service and development oriented company.
We will encourage knowledge, quality, innovative breakthrough, which will make us a proactive, service
oriented, high-tech company based on sustainable development, that will be at least comparable to
better companies in our industry in the EU in terms of profitability. All of the above will maximize the
value of the company, which will also add to the value for owners and other stakeholders.
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Summary of the Strategic business plan of the Telekom Slovenije Group for
the 2012–2016 period
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