1.0 Critical Analysis of Marketing Audit

1.1 Introduction

In today's dynamic telecommunication industry it is critical to analyze the dynamic environment and analyze key product/service offering to target customers. Further, the information gathered from marketing audit is used to critically analyze Dialog product line performance and current product management issues with relevant tools and models to identify the key opportunities/weakness which D-GSM could face in future.

1.2 General Issue

Inefficient Channel Distribution & Management

The downstream distribution is a key part of achieving sales objectives for D-GSM. In other words, business-to-business (B2B) customers push the products of D-GSM to end customers. Currently D-GSM is operating with four major first tier distributors and 1200 retailers in 85 cities in Sri Lanka.

In recent past further the retail distribution chain has declined in each province (Refer Appendix B - 10.0). The long tier retail distribution has reduced the profit margin thus resulted the retailers willing to promote competitors' products (Refer Appendix B - 11.0). Another reason identified for this decline is high sales staff turnover which resulted for poor retail management.

The issue highlighted above can be highlighted using Ishikawa Cause/Effect diagram shown below (Refer Figure 1.0)

Model Adopted from (Albert, 1989)

1.3 Product Management Issue

Current Health of Product Portfolio

Figure 2.0 - BCG Matrix

Market Share



Market Growth


Star Products

Question Mark Products


Cash cow Products

Dogs product

BCG Model Adopted from - (Kotler, 2008)

Healthy product portfolio is important for organization to gain competitive advantage. Further analyzing the Boston Consultancy Group (BCG) matrix (Refer Figure 2.0) it's understood that D-GSM key products are positioned i0n cash cow. In long term these products could move to dogs section which could harm the product performance of the organization.

Further products like Kid's connection and Code-Division-Multiple-Access (CDMA) are currently in dogs section of BCG matrix needs to be removed from the product portfolio as they consume high cost to maintain the products and return low profit to the organization.

Moving forward D-GSM needs to plan for product development to position in star segment of BCG matrix which is currently with few products. Star products are highly needed for organization to gain competitive position; eventually star products will become cash cow and dogs respectively, Further D-GSM needs to identify products are in the question-mark segment to invest to generate market share and returns.

Now it is proved lack of product portfolio management has resulted developing low income generating products and thus D-GSM needs to follow a strategic system to have a balanced product portfolio management to gain competitive position in dynamic market.

Inefficiencies in New Product Development(NPD)

Model adopted from (Kotler, 2008)

D-GSM is currently facing set back with competitors. Presently D-GSM's core products, which face severe competition from competitors, are in maturity stage. Thus these products are experiencing reduction in the profit margin (Refer Appendix B- 8.0).

The marketing audit (Refer Appendix - B) clearly indicates that Dialog's Mobile-broadband is currently in maturity stage and clearly indicates declining in profit. Further it is evident that no product-line-extensions are developed for the product survival which has created a quick decline stage for most of the product.

There are few products and product-line-extension that are developed having long gap in introducing to the market in the new product development pipeline (Refer Appendix B- 11.0); as a result existing mature products (Cash-Cow) tends to decline faster. Moreover this is further evident that D-GSM has allocated low marketing budget allocated product innovation (Refer Appendix B- 12.0).Overall improper management in NPD has created threat for D-GSM of being a market leader and loosing first mover advantage for key products.

Gap identified in mobile-broadband STP Strategy

Today in telecom industry mobile-broadband is a core product and a matured product in the PLC; it is consumed in a very high level and has become a commodity in daily life. The marketing audit has identified that D-GSM has been targeting the same segment which are professionals/senior executive since inception their mobile services. This is a drawback for D-GSM's long term survival and its market leadership. Further competitors are able to manipulate this service and will lose its market share (Refer Appendix - B; Appendix B- 4.0).

The PESTEL analysis provides evidence that new potential segments are emerging such as entry level executives (1), undergraduates/students (2), travellers and businessmen (3). As result old segments are becoming outdated. (Refer Appendix B- 12.0).

The below diagram illustrates the ability of D-GSM to cater and take necessary action for new segments (Refer Appendix B- 9.0).

Figure 4.0 G.EMatrix

Market Segment Attractiveness




Organizational Strength in positioning


Strongly Avoid






Secondary Target



Secondary Target


Model adopted from (Business tools, 2007)

The output of market segmentation matrix identifies the emerging new segment to generate more revenue and increase market share by repositioning the broadband (Refer Figure 4.0).

Knowledge gap in customer preference

Internet technology is continuously evolving and adapting to such changes is highly important to D-GSM. Continues adaptation to such technology and augmenting future technology is important for long term survival.

The marketing audit explicitly specifies that D-GSM provides the core features of MBB to present customers. Further it is not providing the expected features or long term product augmentation of MBB (Refer Appendix B- 9.0).

Referring to figure 5.0 clearly indicates gap between current feature offering of broadband and customer expectations. To fulfill this gap D-GSM needs to continuously evaluate customer expectation and adopt to provide new technologies to retain market leadership.

1.4 Conclusion of Critical Analysis

  • Lack of information
  • Knowledge gap in changing market
  • Gaps in STP
  • Potential New segments to target
  • Deficiencies in the product portfolio

2.0 Recommendation

Following recommendations are addressed below to overcome current drawbacks faced by D-GSM having critically analyzed using market audit. Recommendations are categorized to cater mobile-broadband and product portfolio management.

2.1 Recommendations for Mobile-broadband product Line

Recommendation 1 - Reposition Mobile-broadband

Topic 1.3 above states that current segment targeted for mobile-broadband is declining. Following segments are identified as target audience who are students, travellers and undergraduates to be targeted to generate high revenue for mobile-broadband.

Proposal in Detail -

Following recommendation is to reposition the mobile-broadband product line targeting new potential segments as the current segment is declining. This is also evident where 3 major UK telecommunication vendors has overall share of 30% mobile-broadband users as students and undergraduates affording on the go low-cost internet facility (Gabriel, 2011).

Currently mobile-broadband is a cash cow product. Repositioning this product can help D-GSM to reach more customers and generate more revenue. Based on the proposed recommendation, following product forecast is analysed using net present value (NPV) analysis.

Table 1.0 NPV Analysis for Mobile broadband reposition

Year 1

Year 2

Year 3


Cost of Product Reposition

$ 20,000.00

Sales Forecast

Do nothing to the product

$ 120,000.00

$ 100,000.00

$ 95,000.00

Reposition the product

$ 200,000.00

$ 250,000.00

$ 325,000.00

Incremental value

$ 80,000.00

$ 150,000.00

$ 230,000.00

Cost of Sale at 10% of Sales revenue

$ 8,000.00

$ 15,000.00

$ 23,000.00

Gross Profit at 40% of sales Revenue

$ 32,000.00

$ 60,000.00

$ 92,000.00

Net Profit

$ 24,000.00

$ 45,000.00

$ 69,000.00

Net Present Value

Key Finding of NPV Analysis

  • Return on Investment (ROI): The entire return on Investment on the repositioning the product will be fully recovered by the end of the first year.
  • Forecasted sales performance: Repositioning the product will pave the way to the sales to increase notably. Nearly 67% increase in first year, 150% within two years and 200% within three years.

NPV analysis indicates positive (+) result which mean reposition will be successful. The product can be expected to perform well in the market to gain more revenue and market share for Dialog mobile-broadband. Further D-GSM could follow the proposed product reposition process for mobile-broadband

Further D-GSM could follow the proposed product reposition process for mobile-broadband

Figure 6.0 Proposed product reposition process for mobile broadband product line

To better position mobile-broadband D-GSM could adopt the following marketing mix to reach the newly identified segments since the current marketing mix for mobile broadband is outdated.

Table 2.0- Proposed new marketing mix for mobile broadband product line

Marketing Mix



Product will be combination of value added service,


Adopt intensive distribution strategy to reach new segments effectively


Price penetration strategy will be targeted to avoided completion and gain ROI


Promotional strategy will be high awareness using adverting in media and sales promotion to gain more user trials.

Following perceptual map can be considered for the new repositioning strategy,

2.2 Recommendations for Product Management

Recommendation 2 - Appoint Product Management Team

The present marketing structure is incapable of managing multiple product portfolios at D-GSM. This structure only focuses to cater existing product portfolio and provides low importance for NPD. Further, it is inefficient to support and manage more products by fewer staff which increases the existing workload.

Proposal in Detail

It is recommended to restructure existing marketing hierarchy to cater NPD, to conduct product management efficiently and reduce burden on staff of marketing department. This recommendation emphasises the creation of a product management team, which could be formed to better manage product portfolio for D-GSM. Below product team structure is recommended (Refer figure 7.0)

Recommendation 3 - Financial Resource Allocation to Product management

Further to the critical analysis conducted it is understood low financial resource allocation as key reason for poor performance of product management in D-GSM. To overcome this issue more financial resource allocation has to be allocated for better product management in future.

Proposal in Detail -

Following recommendation is to cater financial resource for product management team. Proposed financial resource will cater the team to conduct product portfolio management, new technology acquisition for product development, research & development to introduce new products/service to market.

It is recommended to allocate 10% of the annual sales revenue to facilitate product management team. The following financial allocation breakdown is proposed.

Table 3.0-Proposed Financial Allocation breakdown for project management team


Budget Allocation

New Product development


Market Research


Acquisition/Upgrade of technology


Manage Existing product Portfolio management


Training on product management


Recommendation 4 -Implementation of Product Portfolio Management System (PPMS)

In topic 1.3 identifies the lack of system and process in place to manage product portfolio and help senior management make strategic decision towards managing product portfolio as it consumes human and financial resources .This recommendation will highlight in implementing a PPMS for D-GSM.

Proposal in Detail -

This recommendation is to implement PPMS for D-GSM. This system in place will help management make strategic decisions and allocate investments to individual products with the goal of optimizing the entire product portfolio. Also this system will provide a tool to maximize the performance of product portfolio in varies stages of PLC.

The following system will help product management have a consistent view of product performance, products status in PLC, new product development pipeline progress, monitor product operation cost and more with product portfolio management.

Further with the help of such system product development managers to align product roadmaps with market expectation and help to increase revenue, grow market share and reduce costs.

Benefit for D-GSM by implementing PPMS

  • Maximize the performance of D-GSM product portfolio
  • PMSS in place will enable centralized management of product portfolio
  • PMMS in place will enable product managers to align product roadmaps with marketing objectives to increase revenue, grow market share, and reduce costs
  • PMMS will enable product management team gather historical information which is valuable information that will improve time to market of future products

Recommendation 5 - Expand & Re-align Channel Distribution

This recommendation will highlight in improvising the current retail management and introducing new retail partners for D-GSM to expand the channel distribution to compete with competition and in long term to penetrate Sri Lankan market.

Proposal in Detail -

Proposed strategy of expanding the channel distribution to reach wider & untapped market of D-GSM as competitors are aggressive in penetrating the market .This strategy will enable D-GSM to gain more consumers and boost profit through additional venues and expanding current channel distribution can be an effective tool to increase existing business for Dialog GSM.

Benefit for D-GSM by Expanding & Re-aligning Channel Distribution

  • Channel expansion will cut down operational cost in every region and improve sales performance
  • Current level of channel risk will be minimized and risk could be shared among many regional retailers
  • Expanding channel distribution will help in brand building and make products available in more locations which will raise consumer awareness of D-GSM offerings.

Recommendation 5 - Implementation of Marketing Information System (MKIS)

Further to the critical analysis conducted in 1.5 and 1.6 it is evident that there is no system and process in place to monitor dynamic market environment and consumer behavior, in current situation without a proper system in place D-GSM has not been able to understand consumer behavior and identify emerging segments and target potential new market.

Proposal in Detail -

The following recommendation is to implement a MKIS. This system in place will help D-GSM to scan dynamic market environment constantly to make strategic decisions. Further this system will enable the marketing and product management team to analyze consumer behavior and act accordingly in competitive environment. In long term this system in place will enable the organization to be market oriented.

Proposed key integrated feature of this system will be;

  • Marketing intelligence
  • Information Analysis
  • Marketing research
  • Internal Records

The prototype of the proposed MKIS will be as shown in figure

Benefit for D-GSM by implementing MKIS

  • MKIS will enable organization to constantly monitor dynamic marketing environment
  • Distribute marketing information within organization
  • MKIS will enable to analyses consumer behavior, This will help D-GSM to better manage STP strategies for new products
  • MKIS will facilitate towards product planning and control

3.0 Evaluation of Resource capability and Capacity Management

3.1 Introduction

This section evaluates the resources and capability requirements to deliver the identified recommendations for product management of D-GSM. This analysis is based on drawbacks identified from the critical analysis and possible recommendations are proposed to re-align the current D-GSM resources and capabilities to desired level.

3.2 Analysis of current organizational capability and resource

When conducting a project management in this scale it is important for D-GSM to evaluate current resource capability and capacity of the organization to deliver the recommendations proposed under heading 2.0. Further to evaluate the current strength of delivering the recommendations, a skill audit was conducted within marketing department against the expected skills and competencies required for the product management project (Refer Figure -9.0)

Figure9.0 - Marketing Team Current Skill vs. Expected Skill for product management project

The skills audit analysis (Refer Figure 9.0) against the marketing audit (Refer Appendix B- 14.0 ) indicates there are lack of gap overall skills, therefore there is a need for skills improvement from external or internal sources which needs to be acquired to close the current skill gap.

The marketing audit analysis indicates present marketing team's resources are limited and the current structure is incapable of managing the proposed project (Refer Appendix B- 5.0). Therefore it is recommended to recruit a new project management team to implement the recommendation made for D-GSM.

To overcome the skill requirement a project management team can be formed from a cross functional basis of appropriate staff who will have relevant skills and knowledge to implement the proposed recommendation as a team. Further D-GSM could acquire required skill and expertise resources from external environment.

3.3 New Capability & Resource required

Provide Training in Product portfolio management

Marketing team currently needs new skills in understanding the importance of organizational product portfolio management to achieve organizational objectives. By training the staff on portfolio management it will enable the marketing team to formulate effective product portfolio management strategies to cater dynamic market environment.

Increase Financial Allocations for Portfolio Management

To have an efficient product portfolio management more financial resource is needed to cater new product development. The current budget quota is insufficient for product portfolio management and therefore to implement the identified recommendations and to gain new capabilities and other needed resources which needs sufficient financial allocation for product portfolio management.

Training on customer relationship management

Marketing team is currently in need for training in customer relationship management. Currently in the highly competitive Sri Lankan telecom market relationship management with key customers, retailers and distributors are important to retain recurring business. By conducting such training D-GSM could retain customers to generate more revue for organization.

3.4 How to Acquire New Capability and Resource

Internal Development

Internal development refers to the changes that a firm undertakes by recombining its existing resources or developing new resources on its own (Capron and Mitchell, 2004). To acquire new capabilities at minimal cost marketing team along with human resource department could form an internal development team to provide key skill and mentoring to staff, this could be in the form of:

  • Knowledge Sharing Session
  • Internal Presentation
  • One to One session

Hiring External Consultant

“External sourcing means trading in a strategic capability that stems from external sources” (Capron and Mitchell, 2004).The hiring of a consultant will help D-GSM in gaining external/industrial expertise on product portfolio management and enable the marketing team to build new strategies to increase performance for Dialog Mobile-broadband product line.

Training and Development

D-GSM could evaluate the option of on-demand training and development to cater highly critical skill and capability needs to manage competitive product portfolio to the market. Further D-GSM could follow the proposed model shown in Figure 10.0 to plan training development.

Figure 10.0 Training and Development process

Model Adopted from (Moskowitz, 2008)

The Benefit of Training and Development

  • Improved motivation - Individuals see their skills base extending and their promotion prospects being enhanced.
  • Opportunities for self-improvement, leads to people staying longer in one employment.
  • Higher levels of performance - Trained and motivated staffs are more likely to give of their best which in the end justifies the training budget.

Recommendation for accruing new resource and capability

The options discussed above to acquire new resources and capability to manage product portfolio for D-GSM is to hire external consultant to gain new ideas and industry expertise. Further hiring external consultant will help to reposition broadband product line effectively.

Moreover, D-GSM needs to constantly identify new skill required for employers since marketing environment is dynamic and employees adapting to such changes instantly is important, therefor it is advisable to constant monitor required skill and plan to train and develop by external consultant.

There is a high risk of outsourcing new resource and capability because it will create conflicts within internal employees and internal information could be considered as risk when outsourcing key resources from external environment

3.6 Financial Consideration

Herewith financial proposal is addressed for future budgeting purpose to acquire new capability and resource to implement effective product portfolio management.

Table 1.0 Financial Consideration for new resource and capability management


Cost U$$

Budget allocation for annual Training and development program


Budget Allocation for Product Development and management


Budget allocation for hiring of External Consultant


Internal Development program




4.0 Project Plan


To the priority of recommendations provided above in topic 2.5, following project will focus to reposition mobile-broadband product line targeting newly identified segment with differentiated marketing mix and finally position the product as affordable product for consumers

Project Initiation

The following project is selected to increase the mobile-broadband. A stable project based approach is required. This therefore enables the management to monitor the manage performance, cost and time scales. Fore reference purpose this project will be named as “Project 3G”.

Project Objectives

The project objectives expected to be achieved by implementing project 3G are as followed,

  1. To successfully reposition Dialog Mobile-broadband product line
  2. To successfully create awareness to newly identified segments
  3. To increase mobile-broadband trial among new segments targeted
  4. To position the product to the new target segments using new differentiated value propositions within the period of six months.

Project Scopeand creep

The project scope refers to the work that must be accomplished to deliver the project objectives and successfully complete the project with quality, time and minimal cost (Hill, 2009). Project scope management will be used to make sure that project cover's all the key tasks to deliver high efficiency of triple constraints [4] and focus of project.

Further the management will resist and prevent scope creep as it will dent the achievement of triple constrains- budget, performance, and time as project creep could bring negative effects on the members (Kendrick, 2009). Therefore below matrix illustrates project boundary (Refer table 2.0).

Table 2.0 - Project Scope Matrix

Project Scope

Activities In Scope

Activities Out of Scope

Product Focus

Dialog Mobile-broadband

Other Products

Time Duration

Within 6 months July 1st 2011-December 30th 2011

Beyond December 30th 2011

Product Reposition

Reposition Dialog Mobile-broadband

Post reposition activities

Channel Marketing

Create awareness for retailers in Mobile-broadband reposition.

Other products

Advertising Campaign

Channel merchandising for newly repositioned product

Other Products

Every project stakeholder must be educated about project scope from deviating. If there are any changes to the scope a request should be made to the project manager for consideration (Pritchard, 2004).

Project Team

The project manager will be General Manager- marketing and sales. He/she is selected for because of leadership skills and previous experience in handling similar projects. The key role of project manager is to manage the project team from initiation to evaluation stage, while leading and motivating the team towards achieving the objectives and clearly defining team's - roles, responsibilities and performance, budget and time (Lock, 2007). The proposed project team structure is shown in Figure (9.0).

The project team consists of seven members including staff from different department of Dialog GSM. This system will become a cross functional team for the project. Project Sponsor will be the Chief Financial Officer (CFO).

According to Melton (2009), project sponsor is accountable for the delivery of the business case and to ensure that project is financially worthwhile. Project Managers and sponsors must work closely together to deliver the project and maintain control.

External resources for the project team will be the outsourced marketing consultant and the advertising agencies key account manager for D-GSM for this Project. The consultant will guide the project team in implementing the project by providing training and in-depth guidance on product repositioning of Dialog Mobile-broadband.

Furthermore, project manager will be responsible for driving the project team to achieve the project objectives by delegating the project tasks, proper resource allocation for the project through possible mediums and finally responsible to deliver project report for management.

Project Beginning and end dates

Project 3G will span for a period of 6 months and will be implemented from 1st of July 2011 till the 30th of December 2011.

Project Key Deliverable

Key deliverable of Project 3G could be highlighted in a work breakdown structure (WBS). The top of the WBS is the project itself. The next layer or level in the structure is ‘work packages' (Lock, 2007). WBS explains the key deliverables of the project in figure (10.0).

Figure () Key deliverables for project 3G


Project methodology adopted for project 3G is scalable methodology. The benefit of adopting this method allows the project to be more flexible for specific requirements such as time scale, budget and performance (Charvat, 2003). Therefore, by adopting this method - project performance, budget and time period could be scaled down to a short term period. Further the project team could utilize Microsoft Project software to monitor the ongoing project activities of Project 3G.

Project Limitation

The major limitation are financial resources - where current project 3G must be financed using additional funding apart from the annual marketing budget; time constrain - where this project must be undertaken during the routine work for a period of six months. Therefore proper planning has to be conducted which will not harm the daily routine activities along with conducting the current project.

Risk Management

Project risk assessment and mitigation planning is also a key part of this project plan which is broadly reviewed in heading 5.0

Project Implementation Schedule

Following GANNT chart in Figure () below illustrates the implementation schedule for project 3G

Model Adopted from

Project Task Sequence

Task Sequence Diagram

Resource Review

Identifying resources required to complete the work of the project are the focus of resource reviewing process (Wysocki, 2004). The possible resources needed are people, finance and equipment. The resource reviewing process includes estimating what resources are needed, in what quantities and when.

Resource availability may compromise project progress which needs to be identified and managed effectively throughout project life cycle. Following table (3.0) highlights the resource review for project 3G and acquisition process to fulfill the resource need

Table 3.0- Resource Review & acquisition process

Resource Requirement

Resource Availability

Resource Acquisition process


Internal Resource - Recruit intern employees from relevant department needed for the current project as per project team proposed in Figure

Staff acquisition request will be send to HR department and Department Manager to release relevant staff for the project

External Resource - Marketing Consultant will hired to assist the project

4-6 External Consultant will be screened with relevant experience to fit into this project and hired based on their previous experience and skills


New project department with furniture and boardroom facilities with projector.

New Facilities requirement will be requested to Human resource manager with approval of project sponsor


Allocate Project Finance of U$ 33,000.00

Request for fund release to execute t project 3G From project sponsor

Technical Infrastructure

Computer facilities project team members with internet connectivity and implementation of Microsoft project server to monitor project progress

5-7 Vendor quotation will be evaluated and best price with high service vendor will be selected to purchase the needed technical infrastructure via purchasing department

Model adopted from (Schwindt, 2005)

Personal Requirement

This project requires personnel from different departments such as IT, finance and human resources with following skills - marketing, advertising, sales, research, finance, administration and IT. Table 4.0 highlights the key personnel required for the project team who addresses the key responsibilities and time allocation.

Table 4.0- Personal Requirement for Project 3G

Team Member

Time Allocation

Key Responsibility

Project Manager


To Overlook project team activities, Manage resources and take responsibility for project performance

External Consultant


To consult the project team with Product repositioning plan and guide for project success

Key Account Manager (Advertising Agency)


To coordinate with Project team to create advertising campaign for repositioned Mobile-broadband product

Finance Manager


To help project manager in utilizing project budget and monitor project costing

Project Team admin


Coordinate routine work of project team , arrange communication and manage administrative task

IT Executive


To help project team with relevant IT infrastructure

Project Termination

The project 3G will be terminated if the desired outcome is successfully achieved. On the other hand, the project could be also canceled prior to the achievement of project objectives. Following possible criteria could be considered to review termination of Project 3G

Table5.0 - Project Termination Criteria

Termination Evaluation Criteria

Possible Tools for evaluation

Possibility of economic / technical success

Market Research , Profit & Loss analysis, Value analysis

Return on Investment /Profitability/Market Potential

Market Research , Profit & Loss analysis, Value analysis

Growth in project expenditure

Budgeting , Expenditure variance analysis

Changing competitive environment/Market/Customers

Marketing intelligence

Technical Issues

Poor IT competency in organization

Competing project within organization /Department

investment performance analysis, Organization project reviews

Project Delays

Project Implementation plan analysis

Model adopted from Dean (1968), Cited in McKee et al. (2009)

Financial Consideration

Estimated financial proposal is shown below based on objective and task budgeting method.

Table 6.0 - Financial Consideration for Project 3G



Project management team building activity

$ 1,500.00

Hiring marketing consultant

$ 5,000.00

Hiring of Advertising Agency

$ 8,000.00

New project team office

$ 4,000.00

New project management software implementation

$ 2,000.00

Purchase of personal computers and servers for project team

$ 6,500.00

Administrative Cost

$ 3,500.00

Other Expenses

$ 2,500.00

Contingency Expenses

$ 4,500.00


$ 33,000.00

Project Monitor and Control

Project monitoring and control should be a continues process during the entire project to maintain an efficient and effective workflow throughout the project progress (Cooper et al, 2005). Project manager will conduct review with the team which is explained below.

Review Meetings

Every Monday of the week the project manager will conduct meeting to review the project progress against the scheduled deliverables.

Project team will use the following agenda for the project meeting scheduled every week.

  • Description of the development of project tasks
  • Budget, time management and performance evaluation
  • Project related risk issues
  • Project performance

Project team could utilize a project dashboard integrated with traffic light system (TLCS) to monitor current status of project and enable the team to make decisions. Further monitoring can be done through progress check and variance analysis. Progress check will be used to monitor time related activates (Refer Gantt Chart) and variance analysis to monitor KPI's of Project 3G.

Project Dashboard

Project dashboard will be used constantly monitor KPI - time, budget and performance, which could be evaluated using the TLCS. The task is evaluated against the deadline of the key tasks scheduled (Refer Gantt chat).

TLCS monitor and control the project in the manner which is indicated task, KPI. Figure 10.0 below illustrates TCLS

Figure 10.0 Examples of TCLS



Percentage Complete

New Channel Distribution

Appoint 25 New distributors




A task will be preceded only after successfully completing the earlier task which lays a foundation for the following tasks. Green signal will provide the sign for project team to move to next task. This method acts as a possible monitoring control mechanism. Further activities indicate in red and amber. TLCS help evaluate and take corrective action for proceeding. In each review meetings a report will be produced and forwarded to senior management informing the current progress of the project 3G.

Project Evaluation

Project evaluation will be the final activity of Project 3G evaluating the success/failures of the project. Project 3G will be evaluated by compiling of a project report to the organization as a guideline for future projects. Project evaluation will be conducted against the achievement of project objectives identified before highlighting key activities under taken to achieve the project objectives. Project Report will include the following details

  • Project team Selection
  • Training and Development of project team
  • Reposition of Dialog Mobile-broadband
  • Creating successful awareness to new segment
  • Risks identifications for Project-3G
  • Review and Control for Project-3G

5.0 Risk Management

5.1 Introduction

Risk is key part of project process, it is important for project team to identify, assess and mitigate the risks as they may cause delay in achieving project objectives. This section of the report provides guidelines about risk management by identifying the likely risks associated with the proposed Project-3G and plan to prioritize and mitigate such risks.

Gardiner (2005) highlights risk management that can be divided into two phases: risk assessment and controlling risk. Project team identifies, assess and control risks to adopt below process to overcome the identified risk (Refer Diagram 11.0).

Figure 11.0 - Proposed Risk Management Process for Project 3G

Model Adopted From (Chapman and Ward, 2003)

5.2 Risk Identification

This will be the initial phase of risk management process. In this phase project team will assess the possible risk which could occur in terms to Project-3G, therefore, following risks identification methods will be utilized to assess the possible risk

Brainstorming Sessions

In this session, members brainstorm the likely sources of risks and types of risks. This method enables all the members to contribute ideas from their perspective and experience in previous activities.

Team Briefings

The project manager will brief the possible risk and make the project team is aware of possible risk and proactively involve the team members towards risk identification process. This will be specially aimed at identifying risk while brainstorming session also will help to solve such risk issues.

SWOT Analysis

SWOT analysis enables the project team to identify the risks, which will emerge from the internal and external environment.

5.3 Risk Assessment

Risk Ranking

The risks are identified and ranked will be eliminated to complete the project successfully.

Table 7.0 Risk Identification and Risk Ranking


Risk Identified

Identification method

Risk Level

Impact Level



Personal Availability

Team Briefing





Delay in Mobile-broadband reposition

Team Briefing





Existing Distributors and Retailers Leaving

Risk Reviewing





Delays in resource acquisition

Team Briefing





Member Conflicts

Team Briefing





Poor Performance

Team Briefing





Top Management Interference

Team Briefing





Lack of team co-ordination

Team Briefing





Inadequate Financing

SWOT Analysis





Lack of Information

SWOT Analysis





System Failure

Risk Reviewing





Role Ambiguity

Team Briefing





Scope Creep

Team Briefing





Time Elapsing

Team Briefing





Consultant Lacking Motivation

Team Briefing




Risk Assessment

Table 7.0 explains sources of risks are assessed in the form matrix. Following risk assessment matrix will be used to categorize the risk and plan accordingly (Refer Diagram 12.0).

Scale: 6 - 9 critical risks would impact the project adversely (high priority)

Scale: 3- 4 medium level risk (controllable)

Scale: 1- 2 low risks and will be overlooked (low priority)

Risk Assessment Matrix


Low (1)

Medium (2)

High (3)


Low (1)




Medium (2)




High (3)




Model adopted from (Mind tools, 2007)

Evaluating risk assessment matrix, it is evident that internal factors have derived the most critical scores because it is a short term project. The analysis indicates; resource, capability issues, and proper project planning and communication which are drawbacks ranked as the most critical.

Lock (2007) suggests it is useful to categorise risks which could occur in different phases of project life cycle to correctly set the risk control & mitigation processes upfront. Further to his statement the following table is prepared and categories risk in project life cycle (Refer table 8.0)

Table 8.0- Possible risk in Project life cycle

Project Life Cycle (Stage)



Inadequate resource funding and top management interference.


In-proper feasibility study, Inadequate planning resource allocation resource.


Project team conflicts, team member leaving, Poor performance, Lack of coordination, Inappropriate information, Role ambiguity within project team, project scope creep, Consultant lacking motivation.


Improper planning of prject implementation

Further analyzing the risk factors in project life cycle, Risk identified in the initial stage will have to be fully mitigated by the project team and risks expected in implementation and final stage has to be mitigated as an overall team effort. Most critical risks summarized above will emerge from the internal environment and will threaten to the achievement of- performance budget, and time.

5.4 Risk Mitigation

Risk mitigation section of this report provides guidelines to control & mitigate the risks identified above and conduct risk assessment. Following risk mitigation process includes risk response planning, re-solution and finally risk monitoring and control Project team could utilize the following risk mitigation method to overcome risk on time for effective implementation of Project 3G

Contingency Planning

Contingency plan will address different course of actions which has to be taken by team if a prioritized risk occurs. This plan will include alternative set of task, resource allocations and alternative timeline for project task (McKee et al 2009).

Table 9.0- Risk Mitigation Plan


Mitigation Approach

Personal Availability

Backup staff needs to be planned upfront to mitigate conflicts in personal availability

Delay in mobile-broadband reposition

Activities have to be highly monitored against the deadline, any delays out sourcing can be done to mitigate delays in launching the reposition product

Existing Distributors and Retailers Leaving

Appointing new retailers can harm relationship of existing retailers as channel conflict , there for proper communication and new partner program needs to be addressed properly

Delays in resource acquisition

Monitor purchasing requirement constantly and updating the relevant department upfront

Member Conflicts

Proper team development needs to performed and mentoring by the consultant/project manager.

Poor Performance

Motivate the project team staff and encourage their performance for better implementation of prject-3G

Top Management Interference

Top management needs to be constantly informed of on the project progress stating the importance of product management

Lack of team co-ordination

Internal marketing and transparent operations

Inadequate Financing

Allocation of $ 4,500 is made a contingency budget for the project

Lack of Information

Establishment of CRM, product management system, MKIS system and new processes

System Failure

Establishment of continues data backup and security

Role Ambiguity

Proper delegation of team role and address individual responsibility by the project manager

Consultant Lacking Motivation

Proper constant interaction and communication needs to planned to get the most from the consultant

Time Elapsing

Allocate additional month as a contingency plan for time

Scope Creep

Proper establishment of in scope document briefing the team members on the project boundaries

Scenario Planning

Scenario planning could be used as effective tool to overcome risk identified above. With the help of project team different scenario planning could be drafted & develop to mitigate the risks. By conducting scenario it could help the team adapt any changes that could occur and mitigate the risks at different stages of project life cycle?

Accepting the Risk

It is important for project team to accept the risk level to better plan mitigation approach; furthermore possible risk acceptance will be important in facing internal and external environment emerged risks such as the changes in consumer behavior and wider macro environment. The high level of risk taken will return higher benefits for the project team.

Sharing the Risk

The risks identified for the project can be shared among the project team members in-charge to overcome the issue. This allows the project team to have clear sub division of risk into manageable levels of risk rather than tackling the risk without improper risk planning. Sharing the risk among team members and management relevantly allows the risk to be managed properly.

Following Table 10.0 will highlight the Risk reviewing action planning and team responsibility to eliminate risk identified above in Table 2.2

Table 10.0- Possible risk in Project life cycle

Risk Identified

Action to be taken

Responsible Person

Personal Availability

Plan for staff backup

Project manager

Delay in Mobile-broadband reposition

Monitor progress and plan for alternative activities

Product manager

Existing Distributors and Retailers Leaving

Plan for existing retailer communication program

Brand manager

Delays in resource acquisition

Overlook acquisition progress and allocate finance on time

Project Manager, Finance manager

Member Conflicts

Communicate staff role in project 3G

Project manager

Poor Performance

Motivating team and identifying needed skills

Project manager

Inadequate Financing

Allocate finance on time

Project Sponsor

System Failure

Plan for data backup and security

IT executive

Scope Creep

Distribute project scope activities

Project manager

Consultant Lacking Motivation

Constantly communicate with external consultant

Project manager

5.5 Risk Monitoring and Controlling

This process of identifies, analyze, plan and control to manage risks. Elyse (2007) suggest constant risk monitoring and due diligence is key to the success for better project management. Throughout the process, the risk owners are responsible for identified risk and implement risk response plans.

Risk Monitoring

Effective risk monitoring is important and it will allow project team to properly overcome risks timely manner. To monitor risk effectively a systematic ongoing approach is important to put in place by project manager. Further the use of review meeting will allow the team to risk monitoring and control. Moving forward documentation of current level of risk occurred against the expected risk level will provide a possible solution for the project team to manage risk on time.

Risk Controlling

Final phase of risk management process is to control and manage risk in project management,


To control risk effectively and to overcome risk D-GSM needs to train the project team to identify, manage and mitigate risks. Risk training for team members should be prioritized by project manager. Further this training program should improve skills to manage and mitigate risk and this tool should be managed as a continuous process.

Leadership and risk culture

The project manager should have leadership quality in managing risk and motivating employees to manage risk, further project manager should be able to implement a risk managing culture within employees to motivate to achieve project goals successfully.

Risk Log

A risk log mostly used in project management to update the risk incidence and will help the assessed risks. The risk will be updated as and when it is identified. Moreover, recorded risks will be used for future reference. This log will be maintained throughout the project life cycle.

6.0 Operational Implication for Not Implementing Proposed Recommendation

It is important for management to alternatively evaluate implication of not implementing the proposed project. Direct and indirect implications could be expected by not implementing the proposed project. Direct implications are mobile-broadband product decline, loss of revenue and market share, while indirect implications to current product management which will harm the organization market position, organizational reputation and impact on other products.

6.1 Direct Implication for Not Implementing Project 3G

Loss of Revenue

Dialog mobile-broadband accounts to 20% of organizational revenue in 2011, Further should product decline as per the forecast revenue contribution will impact 20% loss in 2013 financial year

Table -

Do Nothing

Year 1

Year 2

Year 3

Sales Forecast

Do nothing to the product




Total Cost of Sales at 40% of Incremental Sales revenue




Gross Profit at 60% of Incremental Sales Revenue




Present Value (at 10%)




Key Findings of NPV Analysis

The trend of sale of DO NOTHING shows the risk of the product will decline to half in year 3 and to zero in year 6. So it reveals the importance of periodical repositioning of the product.

Product Decline

If this product (Mobile-broadband) is not repositioned by 2012, D-GSM could face product decline. This could damage the goodwill and loose its leadership.

Loss of Market Share

This product has the potential to increase present market share. STP strategy for this product is currently outdated thus leads this product to decline the market share. The marketing audit (Refer Appendix B -), declining trend of market share is forecasted in the following diagram.

6.1 Indirect Implication for Not Implementing Project 3G

Loss of Market Leadership

D-GSM is positioned as a market leader in telecommunication sector for introducing new products and services to market. Further poor product management and decline profitable of mobile-broadband offering of D-GSM will tarnish the image of being a market leader among stake holders will have an adverse effect over the organization.

Organizational Reputation

D-GSM is a well-known organization for introducing innovative technology in telecommunication sector, Poor efficiency in product management will not enable the organization to introduce products and manage existing product, Therefor by not implementing the proposed recommendations D-GSM could lose reputation of being an innovative telecommunication vendor in the industry.

Impact On Other Products

Implementing the proposed recommendation is important have better product management within the organization, by not implementing a PPMS product management team will face problems with regard to inappropriate resource and financial allocation to the overall product portfolio where in long term it will face problems to the organization.

7.0 Conclusion

In Conclusion, this assignment emphasizes the importance of training and development and additional financial allocation for product management. Further this report suggests guidelines for project team to execute and mitigate risks which could arise for the proposed project. Risk mitigation flowchart is recommended.

Critical analysis highlights recommendations for product repositioning of mobile-broadbandto increase product performance and suggestions to improve product management by implementing - product management team, product portfolio and finally marketing information system.

Based on the recommendation, mobile brand reposition was considered for the current project. Costing tools such as NPV analysis is used to evaluate the investment appraisal. From this analysis key finding suggests reposition will pay back the entire investment within first year. This analysis proposes the significance that by not implementing this project, mobile-broadband product line could decline in seven years' time. This reveals importance of repositioning of the product.