贝尔阿利安特的战略目标研究:留学生作业

贝尔阿利安特公司是加拿大大西洋地区电信业务的先供应商。它的历史从1888年开始，是加拿大电信行业历史最悠久的公司，目前贝尔阿利安特的员工超过90,000名员工，是加拿大最大的收入支撑。创新，笔耕文化传播，管理，员工敬业度和专注是贝尔阿利安特成功的关键因素。本文分析了管理因素，以及贝尔阿利安特在管理的各个方面的策略。该文包含了这个组织简单的介绍，它的策略，职能，联盟和合资企业，管理，财务分析和经营管理分析的悠久历史。

简介：

贝尔阿利安特是北美最大的电信供应商之一。贝尔阿利安特目前是530万加拿大人的服务商，拥有多个服务，如区域有线电话服务，卫星服务，移动服务，有线电缆网络，高速宽带，光纤运网络，IPTV有线电视和许多。也为客户提供全方位的通信服务，包括语音，数据，互联网，视频和增值业务解决方案。贝尔阿利安特还与安大略省和魁北克省加拿大贝尔公司的有线业务合作。在安大略省和魁北克贝尔阿利安特有其区域性有线连接，在非城市地区和大部分市区被覆盖BCE（加拿大贝尔企业）。加拿大贝尔拥有贝尔阿利安特股份44％。贝尔阿利安特也是加拿大贝尔公司的子公司之一。 （阿利安特，2012）

Bell Aliant Inc. is the leading provider of telecommunication service in Atlantic Canada. It has a long history of operation in the Canadian telecommunication sector from 1888. Bell Aliant employees more than 90,000 employees and it is the largest income trust in Canada. Innovation, management, employee engagement and focusing on its vision is the key factors of bell Aliant’s success. The paper analyses the management factors and the strategies followed by bell Aliant in all aspect in management. The paper encompasses the brief introduction, the longstanding history of this organization, its strategies, functions, alliance and joint ventures, management, financial analysis and management analysis of its operation.

简介 Introduction:

Bell Aliant is one of the North America’s largest telecommunication providers. Bell Aliant currently serves 5.3 million Canadians in telecommunication sector with multiple services like regional wire line telephone service, satellite service, mobility service, wire line cable network, high speed broadband, fiber op internet, IPTV cable television and many. Also serving its customers with full range of communication service that includes voice, data, internet, video, and value added business solutions. Bell Aliant also has the joint venture with Bell Canada’s wire line business in Ontario and in Quebec. In Ontario and in Quebec Bell Aliant have its regional wire line connections in non-urban areas and mostly urban areas were covered by BCE (Bell Canada Enterprise). Bell Canada owns 44% of Bell Aliant shares and the rest by its managing shareholders. Bell Aliant is also one of the subsidiaries of Bell Canada but Bell Aliant owns much of what were Bell Canada’s territories in rural areas in Ontario and in Quebec. (Aliant, 2012)

研究理论Research Theory:

This paper going to analyze the organization (Bell Aliant) on the basis of its operating strategy, financial condition, its market, organization background and explains the history of the organization from its emergence to up-to date, a brief overview of its services provided to its customers. Also paper will analyze the whole key justifying strategies.

Bell Aliant Vision:
“Bell Aliant vision is to be the leading communications provider in the markets we serve”
This vision statement is very brief and explaining that Bell Aliant want to be the leading communication provider in its territories. As like Michael porter says this organization don’t want to be the best in the business but it focus on how to be the leading service provider. The leading will provide the way for increasing its shareholders, profit, brand popularity and extending its market. (Aliant, investor relation, 2012)

Bell Aliant Strategic Objectives:
Improve the customer experience,

Retain our Customers,

Grow Broadband,

Rest our customer structure,

Engage employees.

Noteworthy Facts:
Bell Aliant was established in July 7, 2006, but Until spring 2009 the company operates in the former name Aliant in Atlantic Canada and then all it start to operate as Bell Aliant in Atlantic Canada. It serves its customers with innovative information, communication and technology services. Through i9ts IT division called Xwave it delivers IT professional services and advanced technology solutions. Bell Aliant stands for its superior commitment in delivering the highest quality of customer service by considering customer choice and convenience. Bell Aliant is also one of the largest income trusts in Canada. In 2009, the revenue of Bell Aliant was $3.2 billion and currently Bell Aliant heavily invested in FTTH (fiber to the home service). It is the first company to cover the entire city with fiber to the home service in Saint John and Fredericton, New Brunswick. Also the company invested more than half a billion dollars to extend the fibre op to more than 600,000 homes in its business territory. Bell Aliant proudly been recognized as the best in all of North America for innovation and leadership in FTTH deployment. Its principle operation also carried with its three subsidiaries, namely Bell Aliant regional communication, Telebec, Northern Tel.

FTTH network provides Bell Aliant a competitive advantage that its rivalries cannot easily match. Bell Aliant is a Halifax based company and its main rivalries were Eastlink that have its operations in NS, rural Newfoundland and Labrador, Prince Edward Island and Rogers in New Brunswick and in Newfoundland and Labrador, also in Ontario and Quebec. Since Aliant is a Nova Scotia based company, it is considered as a community supporter. Aliant invested $2 billion investment in telecommunication infrastructure in Nova Scotia. Approximately it employees 2,500 employees, and contribute over $300 million economic activity inside the community by the means of employee salaries, investment, taxation and etc. more than 3,500 retired employees of Aliant serving as Aliant pioneer volunteers. For Bell Aliant innovation and creativity are the vital factors to achieve its objectives. All its products are innovative Aliant is the first network to introduce IPTV in Canada; it is the first company to bring FTTH service in Canada, Aliant was the first in Atlantic Canada to use MPEG-4 technology which has strong picture quality. Aliant’s subordinate company called Innovatia, Inc acts as a research and development wing working on telecommunication field. Bell Aliant’s strong foundation and relationship with Bell Canada provides Aliant N Access to the leading edge technologies of a much larger company that Aliant can offer for its customers. (Aliant, Bell Aliant, 2012)

贝尔阿利安特的历史 History of Bell Aliant (1888- July 2012):
Bell Aliant is the successor of Aliant Inc. which was the largest telecom network in Atlantic Canada. Bell Aliant has the long history in its operations and in its management. Aliant Inc was formed through the merger of Maritime telephone and telegraphs company (MT&T), Island telecom, Bruncor, and Newtel enterprise. These four are the major telephone companies in Nova Scotia, Prince Edward Island, New Brunswick and Newfoundland and Labrador.


Maritime Telephone and Telegraph (MT&T):
MT&T was founded in 1910 and it’s a Halifax, Nova Scotia based company. It provides telecommunication solutions to Nova Scotia. From 1989 MT&T enjoys the monopoly for the telephone service in Nova Scotia.

Island Telecom:
Island telecom is a telecommunication based company based in Prince Edward Island and it was founded in 1885. Island telecom had a formal alliance with MT&T to share (902) area code. Before 1998 Island telecom is called as Prince Edward Island Telephone Company.


NBTel:
NBTel was founded in 1888 as New Brunswick Telephone Company. From 1973, NBtel enjoys monopoly for the telephone service in the province of New Brunswick. NBtel was based in Saint John, New Brunswick.

NewTel Communications:
NewTel communication was a Newfoundland and Labrador based company which provided telephone, data, and cellular service to the province. NewTel was originally called as Avalon Telephone Company and the extension of its territories and the acquisition of four small telecommunication companies and Labrador Telephone company and other small Island telecom companies. After acquisition overall the company changed its name as Newfoundland Telephone Company and later it was shorten to NewTel communications.

In early 1999, the four major telecommunication companies in Atlantic Canada planned for a Merger and turning into a single big trust company. By combining the four major communication company’s personal, financial and technological resources the merger company could be seen as a vibrant enterprise. So the Merger would give all four companies to have access to all technologies they have, strong financial background and the potential to grow wide. Companies were merged in base of cooperative management strategy in which the company has no head office anywhere in the specific province and the functions of the head office had spread across the integral companies. Aliant Telecom Inc. was incorporated on August 4, 1999, at the time of incorporation Aliant telecom Inc. owns 79.4% of shares and the rest 20.6% owned by subsidiaries. At initial Aliant have $3 billion initial market capital and it considered to be the largest private sector employers in Atlantic Canada with 9000 employees.

After merger Bell Canada show interest in purchasing Aliant shares in October 4, 1999. BCE offers cash purchase up to 15.8 million outstanding common shares of Aliant at $27 and in December 1999, the offer was increased to $27.5 per share. Bell Canada and BCE owns approximately 54 percent common shares of Aliant. In February 7, 2005, Aliant launches two innovative, fiber optic based broadband service to the customers with fiber to the home service and 10 mega bit internet service. On March 7, 2006 Bell and Aliant jointly announced the plans to merge Aliant’s operation into those of Bell. In july7, 2006, Bell Aliant regional communications had been created. Bell Aliant is one of the north America’s largest telecom service provider with over 3.4 million local access lines and over 400,000 high-speed internet subscribers in six province. From on July 10 Bell Aliant start trading in Toronto stock exchange with the trading symbol “BA.UN”. Due to the merge Bell Aliant becomes the largest business trust in Canada, with the enterprise value of approximately $10 billion. In result of the merge of Aliant with Bell gave Bell Aliant access to do business in six provinces by serving more than 5.3 million populations in Canada.

In January 22, 2007, Bell Aliant acquires 100% common shares of Bell Nordiq Group Inc. indirectly. Bell Nordiq Inc. holds 63.3% interest in and is the general partner of Ontario based NorthernTel and Quebec based Telebec. Since January 30, 2001 Bell Aliant wholly owns Telebec and from then Telebec and NorthernTel are operating as a subsidiary company of Bell Aliant.


On July 13, 2009, Bell Aliant announced the deployment of fibreOP service in New Brunswick, followed by Nova Scotia, Prince Edward Island and in Newfoundland and in Labrador. Until 2010, approximately 140,000 homes and business were powered by fibreOP. Bell Aliant projected to cover more than 600,000 homes and the business by the end of 2012. Bell Aliant invest more than half a billion dollar for the fibre infrastructure projects.

Bell Aliant got the fibreOP trademark and fibreOP service is considered to be the company’s next generation broadband network. In fibreOP line customer can service access like Internet, home phone and IPTV. In early 2012 Bell Aliant invested $ 30 million in greater Sudbury for the deployment of fibreOP in Ontario. In April 13, 2011 Bell Aliant launches the next generation in fibreOP service that is fibreOP2.0 which has 30mbps download speed and 15mbps upload speed. On July 25, 2012 Bell Aliant upgrade all fibreOP speeds like fibreOP1.0 has 15mbps download and 15 mbps upload(15/15) speed has been upgraded to (20/15), fibreOP2.0 (30/30) has been upgraded to (50/30), fibreOP3.0 (70 /30) upgraded to (80/30) and fibreop4.0 has 250mbps download and 30mbps upload speed that remains same. (Aliant, Historic time line, 2012)

Porter’s five forces:
Porter’s five forces determine and help to understand the intensity of rivalry among existing competitors, the bargaining power of the buyers, the bargaining power of the suppliers, threat of new entrant and the threat of substitutes. Analyzing these factors helps to find the external threat or factors that affect the company’s profit and helps to make a strategic decision.

Basically people always go with the best deals and offers. So existence of completion will give choice to the customer in selecting their brand. To boost their sales and to increase their market companies will provide discount and offers that reduce profit margin. This empowers the customer to have a choice upon low switching cost if and when required. So to overcome these kinds of challenges organizations have to provide competitive price to keep pace in the race. Bell Aliant has its much focus on Atlantic Canada and the rural areas in Ontario and Quebec. Bell Aliant have focus and have wide range of operation in Atlantic Canada but outside Atlantic Canada it focus on third tire cities and rural areas. That covers only 30 to 40% of the population remaining population is concentrated inside urban cities, where the customers were already use to have other network services. While in the meantime of the merger due to Aliant’s increase in cost for the service, most of their customer’s starts go with other service providers.

To attract customers Bell Aliant provides innovative and impressive offers that is well customized and focused on specific target groups. Categorizing the speed of the internet and allocating the price. Giving discount and providing the service in the contract basis. It also Provides bundle service that includes internets, home phone, and IPTV with reasonable price. FibreOP is another innovative factor that attracts more customers. Also Bell Aliant takes all Steps to improve the customer experience. So due to these factors Bell Aliant now powering more than 450, 000 customers with its FTTH ( fibre to the home ) service.

There exists a less chance of having the threat due to new entrant in the telecommunication field. Because starting the telecommunication industry and building its infrastructure needs huge investment. But basically telecom field is the most competitive field in the world. Telecom regulatory concerns also one of the main factors that minimize the threat of new entrant. The growing competition among the exiting companies, competitive, pricing, innovation and infrastructure cost also the reasons for the less chance of new entrants in the telecommunication field. In this case Bell Aliant has minimum chance of getting threat from new entrant. But having a new entrant in its market won’t affect the growth of the giant concern like Bell Aliant.

In and with fibreOP Bell Aliant enjoys monopoly because of zero competition but in highspeed and dial-up internet access, wireline telephone service, and IPTV cable television it has some major competitors like EastLink in Nova Scotia, Newfoundland and Labrador, and in Prince Edward Island; and rogers communication in Ontario and Quebec. Also literally in some point Bell Canada also considered as an competititor to Bell Aliant because in urban Ontario and in Quebec Bell Canada retains the responsibility for all IPTV services. Also in third tier cities Bell Canada and Bell Express provides impressive deals and promotions to retain their customers. The figures and the growth of fibreOP show the outperformance of its competitors in Atlantic Canada. But the fact is the potential competitors of an organization never quit they try hard to promote their business by promotions and including some value added features. As far as the technical concerns, from June 2012, EastLink in Atlantic Canada try to increase their speeds in highspeed copper internet service to retain its customers from moving to fiberOP. EastLink market shares gained a random increase in telephone shares from 34.9% in 2005 to 50% in 2009. But from 2009 EastLink outperforms due to the lack of technological innovation. But currently EastLink is working on projects like CDMA( Satellite based direct to home) internet service. Bell Aliant operates ina highly competitive environment, competitive activities semms growing strong in Bell Aliants market. Potential competitor leverages discounts, promotional offers, marketing campaigns and technological deployments to boost their sales.

Technology innovation always seems to be a threat in the telecom industry. Telecom companies have to keep pace with the advanced technologies to sustain in the market. As far as Bell Aliant is a technology oriented company that focus much on innovation and up gradation in terms of technical aspects. Bell Aliant is the first company to implement IPTV concept, first company to bring high speed internet service in the market and the first in bring FTTH service in Canada. But its potential competitors were working on some new project like satellite based direct to home internet service, etc.

Bell Aliant also outsources its some major operation in installation, splicing, cable line infrastructure, maintenance, call center and also some IT jobs. Call center and It jobs were outsourced to Saskatoon and to Montreal based companies. Maximum all the equipment used by Bell Aliant were manufactured in Canada some technical devices and some other materials were manufactured in Mexico and in China. So the company fully depends on other companies for its communication equipment. Therefore the company has more external threats due to the bargaining power of its suppliers.

1). Well trained professionals and management structure

2). Long history of operation

3). Having huge financial assets, Increase customer experience due to innovative technologies.

4). Customer friendly service and installation

5). Deployment of FibreOP technology

6). Large pool of employees.

7). Having the goodwill as North America’s largest regional telecommunication network.

8). Excellent skilled CEO and board of directors who serves the company and work hard to attain its vision.

1). Companies debts, high operating cost and revenue.

2). Bell Aliant’s less focus in deployment of its service in major cities.

3). Outsourcing of its core operations.

4). Bell Aliant receives less government subsidies than its competitors.

Opportunities

threats

1). Perfect time for the deployment of fibreOP lines in the urban regions simultaneously using the current successful goodwill in Atlantic Canada.

2). Increase marketing the current success of fibreOP in Atlantic Canada over all province in Canada.

3). Targeting more on urban cities would help to increase the profit.

1). Increasing the cost price of the service will cause customers to switch to other networks.

2). If Bell Aliant fails to reduce its operating expense and its other expenses then this will reduce the annual profit.

3). Due to instable global economic condition, the Bell Aliant might face a problem from outsourcing companies, those companies might bargain for the increase in cost of the equipment.


4). Though fibreOP is going good Bell Aliant have to focus research and testing because lots to problem will emerge in new products.

5). EastLinks focus on Satellite based direct to home internet service.

SWOT Analysis:
Tows analysis helps to take a strategic decision by comparing the strength and weakness with opportunity and threats. Strengths are analyzed with opportunities and threats to understand how the issues can be eliminated and the benefits can be capitalized respectively. Also the weakness are taken in consideration by engaging a comparison with threats and opportunities to get a clear picture on to how to overcome the problems caused due to companies weakness.

Strength

weakness

1). Well trained professionals and management structure

2). Long history of operation

3). Having huge financial assets

Increase customer experience due to innovative technologies.

4). Customer friendly service and installation

5). Deployment of FibreOP technology

6). Large pool of employees.

7). Having the goodwill as North America’s largest regional telecommunication network.

8). Excellent skilled CEO and board of directors who serves the company and work hard to attain its vision.

9). Strong business partners.

1). Companies debts, high operating cost and revenue.

2). Bell Aliant’s less focus in deployment of its service in major cities.

3). Outsourcing of its core operations.

4). Bell Aliant receives less government subsidies than its competitors.

opportunities

SO

WO

1). Perfect time for the deployment of fibreOP lines in the urban regions simultaneously using the current successful goodwill in Atlantic Canada.

2). Increase marketing the current success of fibreOP in Atlantic Canada over all province in Canada.

3). Targeting more on urban cities would help to increase the profit.