Management And Business Context Of Telstra Company

Emergence of Telstra

Discuss about the Management and Business Context for Telstra Company.

One of the leading technology and Telecommunication Company of Australia is Telstra. They are the fastest and largest national mobile network. They offer a wide range of services related to communication and giving a tough competition to all the telecommunication market. They provide fixed voice services to 7.0 million people, mobile services to 17.2 million people and retail fixed broadband services to 3.4 million people. They believe that the people, who are well connected, grab most of the opportunities. That is why they are working towards creating an exceptional connected future for every customer, every day. They are continuously working to improve the technology and content and making them easy to use and simple. Telstra provides not only the digital connection to their clients, but also digital content at the same time. As they are the leading information and telecommunication service provider of Australia, they are always ready to help their clients to improve the ways in which they work and live through connection (telstra.com.au/aboutus”, 2016).

Emergence of Telstra: Telstra was established in 1901, when Postmaster-General’s Department (PMG) was founded by Commonwealth Government to manage all the postal services, telegraph and domestic telephone. They have a superior past and they are well –known about their excellent future. They provide the following services to their clients:

Ethernet: Ethernet is providing exceptional and modern communications for various businesses. Ethernet is cost-efficient, reliable and makes the ideal platform for data, voice and video conversation. Using their Ethernet access produce, customers can provide a reliable experience whether their clients are large corporate looking for private line connection or retail stores using private networks to manage inventory or small to medium business, which required corporate internet, collaboration, cloud or video solutions (Hayes, 2013).

Transmission: When a customer delivers critical data and voice traffic, they require transmission solution of high quality with uncondensed, clear channel and reliable connectivity. Telstra assure their clients to provide the required level of service.

Internet: In today’s rapidly growing and competitive global market, business, communications are highly dependent on the internet service. Telstra offers internet services through Big Pond, to their business and personal customers. Telstra provides internet services in the form of retail internet and cable internet. Telstra cable provides their services in selected areas of Australia, such as, Brisbane, Melbourne, Sydney, Canberra, Gold Coast, Adelaide and Perth (Daly, 2016).

Services provided by Telstra

Impact of environmental forces on Telstra: It is very essential to identify the internal and external aspects of Telstra that have significant impact on the trend and driving forces of the company’s business operation. Environmental strategy of Telstra is to minimise its effect on the community and environment, convince their supplier to manage their effects and supply the services and products that will assist the customers to decrease their impact on environment.  Their main strategies towards environments are:

Minimise impacts of environment: Telstra’s main object is to minimise the effect of environment. Their journey towards improvement of environment has started 30 years back and now they can move to the next stage of environmental commitment (Epstein & Buhovac, 2014). 

Increase the potency towards customer value proposition: Communication and information technology is the major thing towards low carbon environment. Their clients are also aware on this matter and already requested them to use their expertise and tools to decrease their environmental effects (McLachlan, 2013).

Reduce cost of operation and thereby improving productivity: Activation of smarter, simpler and effective benefits to their business will improve not only their environment, but will also reduce the cost of operation (Möller, 2012).

Implanting environmental objectives in the development and improvement of products and services and leveraging the benefits to differentiate Telstra will definitely decrease the impact of environment. The ways to achieve these are: Providing Green ICT services at professional level, decreasing the effect of environment on the product and services and Promoting the environmental benefits of their products and services. 

Risk confrontation of Telstra: Telstra is a dynamic and rapidly growing company with increasing traffic in network and continuous invention in technology and market. This increasing trend involves various risks that face a challenge to achieve their strategic objectives, growth ambitions and future performances (Elfving & Urquhart, 2013). The following risks explain the material risks that could affect the company materially with regard to their environmental, economical and social sustainability risk:

Business risk: Risk that could not be responded to market developments and technology, in a cost- efficient way known as business risk. Telstra’s exposure to business risk is rapidly growing due to changes in market conditions, advancement of technology, and competition with customer with regard to simpler and disruptive business proposals and increasing customer’s expectation in both global and domestic market. Telstra’s strategy to eliminate these risks involves monitoring disruptive and new technologies, increasing the efficiency of business and invests in technology based and innovative business plans (Daming et al., 2014)

Impact of environmental forces on Telstra

Data management risks: Risk of managing, using or collecting corporate and customer data in a way that is not consistent with their strategy are known as data management risk. As business is changing, volumes of data is growing and as cyber security threats are becoming more dynamic, data management risks are also increasing. They have implemented various controls at company level to manage risks related to data security and information security (Gandini, Bosetti & Almici, 2014).

Regulatory risk: this risk is the requirements of unfavourable regulations that results into complexity and cost of running business. Regulatory risk management strategy of Telstra is concerned with minimising the adverse effect of new and existing regulations to meet the requirements of their customers to eliminate compliance cost

Business practices: Telstra’s business practices involve bringing together their customers with their technology experts and vendors to offer optimum solutions to each of their customer. They focus on significant results and improvement in business practices and offers expert advice throughout the delivery life cycle. Their practice team helps clients to deal with their individual business challenges through professional services and project management (Chen, Cheng & Mehta, 2013). They also offer a wide variety of services that help customers to implement their highly skilled labour and investment in modern tools and technology. Their global services involve 5000 professionals, activated in 23 cities and delivering up to $3 billion of revenue per year. They provide their clients with one place access of cloud platforms from providers, so that they can choose the best for their business. They expanded globally by leveraging their reliable, secure and intelligent networks, over their cloud services (Karim & Sarfraz, 2016).

Functions of Telstra: Business of Telstra is depended on host infrastructure and cloud. As the requirement for connectivity is growing, they want their network to grow and to be flexible, as they are connected to data services.  Interconnection of data centre helps customers to set up and organize network services into hybrid clouds and private within minutes. This gives their customers the freedom to move around data centres and at the same time getting scalability and demand flexibility (Shahiduzzaman & Alam, 2014).   

Their NFV/SDN platform is a modernised way to manage and deliver the enterprise networks. They use the innovative software to define network functions and networking to enable the customers to implement and configure network services quickly. They can: Adjust bandwidth to match the demand, add the virtual appliances like firewalls, Offer public cloud and network services like collaboration tools

Risk confrontation of Telstra

They will be able to reply to changing market demands and customer needs within minutes instead of weeks or months. They are committed to emerging platform software technology and virtual network functions to take benefits of future progress. They have unmatched expertise and experience of networking to integrate and implement NFV and SDN solutions in their IT infrastructure and business operations. In order to distinguish themselves from their competitors, Telstra converted their marketing plan to include market based management approach (Klein & Jakopin, 2014).

Conclusions: Telstra has implemented a market-based approach of management to offer improved services to clients and to give them competitive boundary over the telecommunications organizations in the industry. It has reacted to the changing needs of Australian people and changed from a technology-focused company to a customer-focused company. Through wide research and focus on their client’s needs, Telstra developed the Next G Network, which is Australia’s most extensive and fastest mobile network to bring more people together through the service of telecommunications. Australian people are connected to each other through various types of telecommunication systems, such as, telephone, internet, SMS messaging and mobile telephone. Most of the Australians use various technologies to keep them in touch with their loved ones, families and business partners.

References:

Daly, A. (2016). Net Neutrality in Australia: The Debate Continues, But No Policy in Sight. In Net Neutrality Compendium (pp. 141-155). Springer International Publishing.

Daming, Y., Xiaohui, Y., Wu, D. D., & Guofan, C. (2014). Option game with Poisson Jump Process in company radical technological innovation. Technological Forecasting and Social Change, 81, 341-350.

Elfving, S. W., & Urquhart, N. (2013). Product service system challenges within telecommunication: Reaching the era of mutual dependency. In The Philosopher’s Stone for Sustainability (pp. 269-274). Springer Berlin Heidelberg.

Epstein, M. J., & Buhovac, A. R. (2014). Making sustainability work: Best practices in managing and measuring corporate social, environmental, and economic impacts. Berrett-Koehler Publishers.

Gandini, G., Bosetti, L., & Almici, A. (2014). Risk management and sustainable development of telecommunications companies. Symphonya. Emerging Issues in Management, (2), 16-29.

Hayes, A., Mann, S., Aryani, A., Sabine, S., Blackall, L., Waugh, P., & Ridgway, S. (2013, June). Identity awareness and re-use of research data in veillance and social computing. In Technology and Society (ISTAS), 2013 IEEE International Symposium on (pp. 51-58). IEEE.

https://www.telstra.com.au/aboutus. (2016). www.telstra.com.au. Retrieved 3 December 2016, from https://www.telstra.com.au/aboutus

Karim, S. A., & Sarfraz, S. U. (2016). Creativity is everyone’s business: How to enhance employee creativity in telecommunication Sector. Annals of the University of Oradea, Economic Science Series, 25(1).

Klein, A., & Jakopin, N. (2014). Consumers’ willingness-to-pay for mobile telecommunication service bundles. Telematics and Informatics, 31(3), 410-421.

McLachlan, R. (2013). Deep and Persistent Disadvantage in Australia-Productivity Commission Staff Working Paper.

Möller, S. (2012). Assessment and prediction of speech quality in telecommunications. Springer Science & Business Media.

Shahiduzzaman, M., & Alam, K. (2014). Information technology and its changing roles to economic growth and productivity in Australia. Telecommunications Policy, 38(2), 125-135.