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TABLE OF CONTENTS
Contents
TABLE OF CONTENTS..........................................................................................................................................................2 Contents................................................................................................................................................................................................2 OBJECTIVES....................................................................................................................................................................................2 METHODOLOGY.............................................................................................................................................................................3 ACKNOWLEDGMENT......................................................................................................................................................................4 DECLARATION OF ORIGINALITY..............................................................................................................................................5 EXECUTIVE SUMMARY.......................................................................................................................................................6 INTRODUCTION -BUSINESS BACKGROUND................................................................................................................11 Manage the existing products and services efficiently and economically, thus maximizing revenue....................................29 Increase the penetration of the existing products and services in the marketplace thus increasing customer base, and revenue. .................................................................................................................................................................................................29 Research and conduct feasibility study for market demand, that is testing new products and services, prepare business plan, terms and conditions of service, revenue assurance, mediation, billing, exchange support, and finally draw up product launch plan .........................................................................................................................................................................................29 Package or bundling of products and services with other products managed by separate managers under the same department i.e. to meet expectation, readiness of competition and differentiation of product and services offering customers loyalty and sustaining customer needs and TFLs Revenue .....................................................................................................................29

OBJECTIVES

Study the nature and importance of strategic management process at Telecom Fijis Limited 2 Business departments - Contact Centre and Product Management Department.

Determine the strategies used by both Departments to achieve its Departmental goals, vision, objectives and mission. Whether the strategies implemented in the two Departments have successfully contributed to the overall strategic plan of Telecom Fiji Limited. How successful is the strategic management process of Telecom Fiji Limited; Are there any significant gaps or lack of adherence to the strategic plan for the two Departments; What recommendations will be given for any deficiencies and the sustainability of the strategic management functions?

METHODOLOGY
Questionnaires- these will be prepared for the Staff involved at different levels from top to the bottom for the different departments. Face to Face interview- these would involve interviews with Management staff of TFL and Team Leaders for the various departments involved in the implementation of the strategic plans. Observation- Thorough observation would be made in the contact centre, customer services department. Team members will visit the Organisation to see how the Contact Centre and the Product Management Department operate.

Relevant documents in the area of study- would include studying process documents / Annual reports, company business rules and any other relevant document which will help the group in formulating the project

ACKNOWLEDGMENT
We would like to thank the following people for their kind assistance, Guidance and contribution to the completion of our major project. Mr Satya Sami ( Lecturer) for providing overall guidance and assistance Mrs Teresia Chief- Team Leader Call Centre for Telecom Fiji Limited Mrs Finau- Team Leader Training Human Resources Department Telecom Fiji Limited Mr Pravindra Shankar Manager Product Development Telecom Fiji Ltd

DECLARATION OF ORIGINALITY
We hereby declare that this project is original and to the best of our abilities. obtained and used has been duly referenced throughout the contents of the Report. The Report was

compiled from proper methods of research and not a copy of any other works. Any information

Dharmendra Prasad ( S96000367) Mohammed Maruf Khan ( S11031519) Kavita Shah ( S11050160)

EXECUTIVE SUMMARY
Telecom Fiji Limited (TFL) is the sole provider of local landline network in Fiji and owns the only public switched telephone network in Fiji. TFL headquarters is situated in Central business district of Suva at Ganilau House. Today, Telecom Fiji Limited is one of Fijis major corporations in Telecom Industry and its prestigious position has been achieved through the contribution of its Customers, Shareholders, Employees and Board of Directors that have steered the company from corporatization to privatization. Telecom Fiji Ltd has stood by its vision statement which is The world at your fingertips by providing cost effective, efficient and reliable means of communication any time to ensure customer satisfaction but at the same time ensuring returns to its shareholders. Over the years the market power held by Telecom Fiji Ltd was challenged by other upcoming competitors in the telecom Industry since it was deregulated. Competitors like Vodafone, Digicel and Innk Mobile are major competitors for Telecom and have affected the firms both environment and technology side. Over the past years there has been an explosion of the mobile industry in Fiji which has resulted in Telecom Fiji Ltd to work out strategies and venture into new markets to ensure it achieves above average returns and sustains itself in the market.

The major focus of this report on Telecom Fiji Ltd was based on its Customer Contact Centre and its Product Management Team. It looked at the in-depth report of the two Departments Strategies which were adopted in order to achieve the overall Strategic Goal of the Company. The objectives of the strategy were to install a consistent framework which supports strategic management and allowed the Management to make more informed decisions. The Customer Contact Centre is responsible for the Sales & Support, Billing, Fault Reports and General Inquiry. From our research it was noted that majority of the strategies implemented in that Department was successful in terms of improving Customer Service whereby they were able to achieve their service level targets and establish a 24 hour service help line. Staffs were also well trained by external and internal trainers in terms of Customer Service Relations while counselling sessions also improved overall customer interaction. However the major drawback of its strategies was that there was lack of information flow noted from the product department to its Customer Contact Centre resulting in poor Customer sales/advise over the phone. Another drawback noted in this Department was their billing system which was introduced in 2009. It took a lot of time for staffs to adjust to the new system since lack of training was noted from the external trainers and this impacted on their Customer Service. The Product Management Department held a vital role in Telecom (Fiji) Ltd as its objective was to introduce new products in the market while at the same time sustaining the existing products to ensure above average returns is achieved. Product Management team was able to achieve its overall target on majority of its products but due to extreme competition in the mobile industry which resulted in customers in switching from more landline line usage to mobile, this led to the product management departments failure in some of its products. The major success of the Product Department was its launching of the easy tel phone which raked in the most revenue while the product which had a negative impact was the introduction Home Card. It was also noted that information flow from the product department to the other departments was inconsistent but this was improved and addressed by the current C.E.O. The overall strategies implemented at the two departments have bought both positive and negative results for Telecom Fiji Ltd but overall it has led to the success of TFL strategic plan.

LITERATURE REVIEW
Telecom industry is about Goods and services. The telecommunications industry delivers telephone, television, Internet, and other services to customers throughout the Globe. Providing the primary means of communication to virtually all businesses, households, and individuals, telecommunications firms supply an essential service to the global economy. In addition to offering traditional services such as wired phone and cable TV, telecommunications companies also offer services such as cellular phone, broadband and mobile Internet, and satellite TV, among others. The telecommunications industry is divided into four main sectors: wired, wireless, satellite, and other telecommunications establishments. The largest sector of the telecommunications industry continues to be made up of wired telecommunications carriers. Establishments in this sector mainly provide telecommunications services such as such as wired (landline) telephone, digital subscriber line (DSL) Internet, and cable TV and Internet services. These organizations route TV, voice, Internet, data, and other content over a network of wires and cables, and control access to this content. They may own and maintain networks, share networks with other organizations, or lease network capacity from other companies. Establishments in the telecommunications industry,
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however, do not create the content that is transmitted over their networks, such as TV programs. It also includes direct-to-home satellite television distributors and a variety of other businesses. Wireless telecommunications carriers provide telephone, Internet, data, and other services to customers through the transmission of signals over networks of radio towers. The signals are transmitted through an antenna directly to customers, who use devices, such as cell phones and mobile computers, to receive, interpret, and send information. A large component of this industry segment consists of companies that provide cellular phone service, which has grown rapidly over the past decade. Another component includes establishments that deliver mobile Internet services to individuals with Internet-enabled cellular phones and computers. Satellite telecommunications establishments are made up mostly of government and private organizations that transmit a variety of data through satellites, including photos of the earth, messages to and from public safety officials, and a variety of other information. Direct-to-home satellite TV providers, however, are classified with wired telecommunications. Other sectors in the telecommunications industry include telecommunications resellers, as well as operators of other communication services ranging from radar stations to radio networks used by taxicab companies. Recent developments: Telecommunications carriers are expanding their data transmission capabilities, known as "bandwidth," by replacing copper wires with fibre optic cables. Fibre optic cable, which transmits light signals along glass strands, permits faster, higher capacity transmissions than traditional copper wire. In some areas, carriers are extending fibre optic cable to residential customers, enabling them to offer cable television, video-on-demand, faster high-speed Internet, and conventional telephone communications over a single line. Wireless telecommunications carriers are deploying several new technologies to allow faster data transmission and better Internet access in an effort to make them more competitive in a market that includes wired Internet carriers. With faster connection speeds, wireless carriers can transmit music, videos, applications, and other content that can be downloaded and played on cellular phones, giving users mobile access to large amounts of data. In addition, as use of this mobile technology increases, wireless companies continue to develop the next generation of technologies that will allow even faster data transmission. (http://www.bls.gov/oco/cg/cgs020.htm)
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Not long ago, the telecommunications industry was comprised of a club of big national and regional operators. Over the past decade, the industry has been swept up in rapid deregulation and innovation. In many countries around the world, government monopolies arere now privatized and they face a plethora of new competitors. Traditional markets have been turned upside down, as the growth in mobile services out paces the fixed line and the internet starts to replace voice as the staple business. Plain old telephone calls continue to be the industry's biggest revenue generator, but thanks to advances in network technology, this is changing. Telecom is less about voice and increasingly about text and images. High-speed internet access, which delivers computer-based data applications such as broadband information services and interactive entertainment, is rapidly making its way into homes and businesses around the world. The main broadband telecom technology - Digital subscriber (DSL) ushers in the new era. mobile networks.

Of all the customer markets, residential and small business markets are arguably the toughest. With literally hundreds of players in the market, competitors rely heavily on price to slog it out for households' monthly checks; success rests largely on brand name strength and heavy investment in efficient billing systems. The corporate market, on the other hand, remains the industry's favourite. Big corporate customers - concerned mostly about the quality and reliability of their telephone calls and data delivery - are less price-sensitive than residential customers. Large multinationals for instance, spend heavily on telecom infrastructure to support far-flung operations. They are also happy to pay for premium services like high-security private networks and videoconferencing.

Telecom operators also make money by providing network connectivity to other telecom companies that need it, and by wholesaling circuits to heavy network users like internet service providers and large corporations. Interconnected and wholesale markets favour those players with far-reaching networks. http://www.investopedia.com/features/industryhandbook/telecom.asp

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INTRODUCTION -BUSINESS BACKGROUND

Telecom Fiji Limited (TFL) is the sole provider of local and national (trunk) telephony services, and owns the only public switched telephone network in Fiji. TFL headquarters is situated in Central business district of Suva and employees approximately 800 full time, Casual and contract staff. TFL operates in the telecommunication Industry in Fiji. The TFL network consists of 62 telephone exchanges throughout Fiji and Outer Island connecting more than 122,000 business and residential customers. TFL provides and operates telecommunication services in Fiji under the provisions of the Post & Telecommunications Decrees 1989. This license gives the company a monopoly on the provision of network services, but the provision of telecommunication equipment is open to competition. Today, Telecom Fiji Limited is one of Fijis major corporations. Its prestigious position has been achieved through the contribution of its Customers, Shareholders, Employees and Board of Directors that have steered the company from corporatization to privatization. Brief History of Telecom Industry in Fiji The telephone system was first introduced in Fiji in 1895 by the Colonial Sugar Refinery Company in the early days of the sugar industry. In 1910 it was taken over by the Fiji Government to provide a national telephone service. The system used then was called a magneto telephone system. In this system both the exchange and the subscribers (customers) used hand generators. Telephones needed to be wound or cranked to raise or call each other. The exchange used different codes, which were long, and short rings to call subscribers.

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In 1930, another system was introduced called the central battery system. For this system, the subscriber was raised by cranking the hand generators (still using codes).In 1952 the first fully automatic exchange was installed in Suva and was called step by step or Strowger system, named after Mr. Strowger, the man responsible for designing the system. The subscriber in this system had to pick-up the handset and dial. Telephones with dials had to be used with this exchange. In 1960 the Post & Telecommunications Department introduced Telex Machines. In 1964 the first fully automated Crossbar Exchange was installed in Suva, which worked with the same lines as the step by step exchange. Most towns in Fiji Were installed with this system. In 1984 the first fully digitized (fully electronic) Stored Programmers Control Electronic Exchange was installed in Lautoka. On August 19, 1989, the Post and Telecommunications Decree was passed to provide the legislative base for the corporatization process of The Post and Telecommunications Department. A private limited liability company called Fiji Post and Telecommunications Limited (FPTL) was formed to acquire all the assets and liabilities of the government post and telecommunications services. The transfer of business from government to the new company (FPTL) occurred on January 1, 1990. FPTL was responsible for all commercial activities and the government responsible for the control of shares and regulation of the sector. Additionally, the presentation of a Post and Telecommunications License gave the company exclusive rights on the provision of network services. The provision of terminal apparatus was deregulated and opened to competition. Six years later on July 1, 1996, FPTL split into two separate entities, Post Fiji Limited and Telecom Fiji Limited. The separation recognized the current realities that the two services must be separated to enable each to achieve its full potential as a profitable business. The privatization process for Telecom Fiji Limited was advanced in March 1998 when Government created Amalgamated Telecom Holdings Limited to hold all its TFL shares. On 16th December 1998 Government sold 49% of its shares in Amalgamated Telecom Holdings Limited to the Fiji National Provident Fund, followed by in September 1999 by sale of a further 2 % to give FNPF Controlling interest in ATH. Amalgamated
Telecom Holdings Limited (ATH) is the parent company of Telecom Fiji. ATH was formally listed on the South Pacific Stock Exchange (SPSE) on 18 April 2002.

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TELECOM (FIJI) LTD STRATEGIES

Corporate level strategy A new corporate level strategy has been formulated recently as advised by the H.R manager but could not be released to our group in order to be included in our research and final project. Telecom Fijis Vision, Mission and Quality Statement provide the context for evaluating business opportunities by describing the direction and scope of business activities. It also defines the corporate philosophy and how Telecom Fiji will conduct it selves in business of opportunities, by describing the direction and scope of the business activities. Telecom Fiji Vision The world at your fingertips is our new Vision slogan, which is technology neutral, And portrays TFL giving its customers global Reach through their fingertips, be it Telephony, internet or any future ICT Communication Technology.

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Telecom Fiji Mission statement We exist to provide cost effective, efficient And reliable means of communication at Any time from and to anywhere across the Globe in a way that is seamless and Maximizes customer satisfaction whilst Optimizing returns to our shareholders.

Telecom Fiji Values To go forward, henceforth, and inculcate Our vision and mission into our new culture We must embrace the following values; 1. Total Customer Focus 2. Taking Ownership of Problems 3. Flexible Empowerment 4. Uncompromising Ethics 5. Morally Courageous 6. Innovative 7. Commitment to a Shared Vision 8. Supportive Teamwork

Business Strategies
Business Level strategies for the Telecom Fijis 2 business arm (Contact Centre and Product Management) have been designed as follows: Our market strategies define and prioritize the market opportunities and threats faced by Telecom Fiji through improving our understanding of customers needs. Recommendations will be made

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about target market segments along with appropriate market strategies, and the information provided by marketing analyses which shall guide Senior Management in making decisions related to: Entering or exiting a particular area of business Allocating resources between business areas setting objectives for business areas Setting strategies for business areas Delivery (i.e. sales channels)

Telecom Fiji Limited- Contact Centre

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Telecom Fiji Call Centre functions are defined as follows which was launched in 2001:

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SALES & SUPPORT: BILLING: Give billing information e.g. account balances, due dates and call details Provide Extended Credit Arrangements for callers who qualify Log disputes to be investigated Arrange final billing or special reading To handle all product enquiries including product types, description and charges To handle customer enquiries on service delivery To handle inbound telephone orders from existing customers To up-sell and cross-sell value added products and services To support promotional activity To provide support to our Account Managers and Corporate Business Project Team To correctly log faults from all customer groups Pass on only Genuine Faults To advise technical operations of faults and request action to fix the fault Follow up with technical operations on progress To advise the customer that technical operations have been advised of the fault To contact the customer and check that fault has been fixed to their (customer) satisfaction

FAULT REPORTS

GENERAL INQUIRY: To handle all general Telecom Fiji enquiries.

Telecom Call Centre handles an entire transaction, from a customers first call to the delivery of products and services. Call Centre has emerged as the primary interface with customers and have become a vital business instrument. Telecom Call Centre consists of computer savvy, trained staff, which responds to customer queries promptly and politely. The Call centre is equipped with the state of art telephony and computing technologies to assist the agents to handle calls and give correct information.

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 Teams of agents respond to as many as 100 calls per day, ranging from technical help, order processing, product servicing, billing accounts and sometimes even telemarketing.

Apart from assisting customers over the phone agents also respond to variety of Contact Media Queries which are as follows: Interactive Voice Response, E-mail Response, Fax Response, Letter Correspondence, Text Chat (Internet)

Contact Centre Vision Statement

Best in Service To be a Best in Class Contact Centre To reduce costs and inefficiencies Provide Quality Communications We will strive to build lasting relationships with our customers by building the quality around the customers expectation Making it Easier for People to keep in Touch We will deliver excellence in customer service

Contact Centre Mission Statement

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Through the innovative use of people, process and technology; the Telecom Fiji Contact Centre will strive to deliver excellence in customer service, building lasting relationships with our customers, resulting in increased sales. Strategies Adopted : The Telecom Contact Centre has moved to being more customer and employee oriented than before. This has been accomplished through: By providing Customer Service Training to the Telecom Customer agents every 3 months. The training is conducted by: firstly in-house trainers from HR department. Secondly the training is also provided by external trainers from TPAF, MI Quality trainers from New Zealand in some instances providing short courses from USP. Developing a customer centric and sales growth culture. Understanding the customer needs through research that is by conducting customer analysis (for residential and business) by calling and getting feedback on the service provided. Providing online customer feedback for complaints and other enquiries through contact centre incoming mail. By providing the contact centre staff with the best telephone equipment which assists them in assisting the customer over the phone in the most effective and the efficient way. To employ 15-20 part time Customer Service Representatives to handle the call traffic in the peak period. While full time employees are given day offs for extra hours worked instead of paying them overtime. Part time customer representatives are trained external trainers. Coaching - the major part of the Team Leaders day is coaching of the CSRs. This takes the form of one to one coaching (formal), budding (sitting next to the CSR whilst by in- house trainers rather than

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on the telephone). Silent monitoring is an essential part of the Team Leaders daily function. Hard measurement is done which is evaluation of recorded calls whereby the passing mark rate is 85%.Here the Customer Service Representatives calls are recorded and it is evaluated by the Team Leaders. In peak times Contact Centre handle well over a 1000 calls an hour. Customer Service Representatives are given average time for 1.5 minutes to answer the calls for the customers. If the customers call is not attended to then a recorded message is relayed to the customer whereby he can leave his query which will be attended to by the Customer Service Representative later.

Premier Service customers would be able to access all services offered by the Call Centre via a single number, (this would exclude operator services and directory enquiries). Callers would be greeted by an IVR menu, which would then route the call to an appropriately skilled CSR.

EXTERNAL ENVIRONMENT ANALYSIS OF CONTACT CENTRE The external environment consists of 3 segments which are general, industry and the competitors environment. The opportunities may represent the conditions in this environment that may be helpful for the company to achieve strategic competitiveness by presenting with its possibilities and threats maybe the condition that may hinder the company to achieve its goal of strategic competitiveness. In todays turbulent global environments its important for a firms manager to analysis the external environment in order to information to identify its threats and opportunities that may hinder or help to achieve its goals of strategic competitiveness.

GENERAL ENVIRONMENT

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This environment is basically composed of the broad society that can indirectly influence the industry and the firms within the industry. Some sources that can be used to gather information on this environment can be achieved through publications, observations, conversations with customers, suppliers and the employees. The following are the segments that make up this environment:

Demographic segment: this segment basically is concerned with the age structure,

population size, geographical distribution, ethnic makeup and the distribution of income. (Telecoms Contact Centre basically deals with all age groups of people all over Fiji and their reach with the population is more than half million. It is located in the heart of Suva City Ganilau House. Telecom Contact centre is used by everyone including residential and business sector and there is no ethnicity barriers as it considers every ones culture. Telecom contact centre reaches all location in Fiji including all Islands in Fiji basically Telecom has coverage all over Fiji 100%.Telecom Contact Centre also deals with all ethnic groups (with majority being Fijians and Indo-Fijians) of people all over Fiji reaching with all types of people with different levels of income.)
The Political and Legal barriers: these are basic areas where companys and other

interest groups compete for attention, voice and overseeing the bodies that provide guidance for the interaction amongst nations. (Recently one of the ways government has influenced is by imposing the telephone decree for compulsory telephone registration which requires all residential business and corporate to have their telephone registered to avoid disconnection. Once the above decree was imposed the call volume increase and telecom Contact centre recruited 25 part- time staff to answer all the queries and help in data entry registration the deadline given by the government was 2 months. It was also seen during the 2006 coup which led to political instability and spoiling the countries reputation and also having direct impact on the Telecom Contact centre. The telecom network was monitored. Also after the coup there was unemployment in the country which led reduction in the new connection and consumers took their time to clear the bills - that was direct effect on the company.

Economic segment: this segment refers to the nature and direction of the economy in

which the firm or company is competing in and its a must for analysis to scan, monitor, forecast and access key economical factors such as, inflation rates, budget deficits and surplus. The implications of trends in this segment may also affect the political/legal both domestically and in global markets. (The economy plays a vital role in Telecom Contact Centres day to day operations whereby they handle large volumes of queries everyday both in the Residential and Business Sector. Political instability leads to down turn in the economy which led to fewer new connection lines for Telecom Contact centre while business and residential customers became cost conscious service was
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not used at that potential level. The current recession was also affected the Contact Centre which led to the redundancy of staff as Telecom was trying to maintain its operating costs)

The socio- cultural segments: The socio-culture segment is considered to be

important since the attitude and values of societies also reflect the societys economic, demographic, political and legal, and the technological segment. (Our research revealed that there was almost a balance of workforce composition in the cultural backgrounds of the Telecom Contact Centre. As per our research analysis 80 % staffs in Contact Centre are females while the rest are males. This workforce is made up of people of all cultures and ethnic group. The retirement age for staff in contact centre is 55 years of age.

Technological segments: this segment is considered as the key driver of new competitive landscape since technological changes can have a broad effect on the society. It basically includes institutions and activities that are involved to creating new knowledge and translating that knowledge into outputs, i.e. new software technology. (In Telecom Contact Centre changed its IT Software from Q Master System to Mitel System which is more advanced in reporting terms- whereby information technology support were required to submit individual reports to their Team Leaders and managers. By introducing this new system the Team Leader is able to generate individual report rather than requesting reports from the information technology team. The billing software was changed in the year 2010 in order to me more competitive with other stake holders .At the same time the software was more advance in terms of processing information ( that is less time is taken to answer the clients query and meet the customers demand in efficient and effective way. INDUSTRY ENVIRONMENT This environment is basically where a group of firms close substitute with each other try to compete for market shares and the strategies implemented has an influence on each other and firms to implement competitive strategies in order to achieve strategic Competitiveness and above-average returns. The industry segment also has a direct on the strategic competitiveness and firms profitability unlike the general environment which has a indirect effect. The industry and individuals firms profitability and the intensity of competition in and industry are the function of the Porters five competitive forces that consists of threat of new entrance, Power of suppliers, Power of buyers, Product substitutes, and Intensity of rivalry. Threat of new entrants: In terms of the Service Providers for landlines Telecom Fiji has the Monopoly market. Basically in terms of landline market share Telecom has the upper hand in the market. But in terms of Wireless communication which is use of mobile phones Telecom contact centre is losing its new connection sales for landlines numbers as customers are now switching to mobile phones from other service providers such as Vodafone and Digicel. In terms of providing customer service plans are underway to outsource Telecom Contact Centre to ATH to save
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operating cost and make it more effective and efficient however the new CEO is currently doing the costing analysis to determine whether its profitable for telecom to outsource the telecom contact centres core functions. Intensity of rivalry: here the competition is basically based on prices, quality or innovations. The intensity of rivalry in an industry determines the extent that the Firm will compete with each other in order achieve strategic competiveness and Earn above-average returns. Telecom Contact centre does not have any rivalry because it is the only contact centre for its organization and it does not compete with other contact centre. However there is a possibility as mention earlier that contact centre for telecom could be outsource as other contact centres are slowly establishing in Fiji as approved by Government to way options on costs.

INTERNAL ENVIRONMENT ANALYSIS Internal analysis adopts the position that the resource-based model of competitive advantage may be the key to a firms ability to achieve strategic competitiveness, by treating each firm as a bundle or set of heterogeneous resources and capabilities. Internal environmental analysis refers to the environment within the firms internal organizations, operations where performance can be determine in terms of resources, core competencies, capability and resource quality. Analyzing the internal environment enables a firms to identify what it can do or is capable of doing some of the components of internal analysis leading to competitive advantage and strategic competitiveness are a firms tangible resources, it capabilities (teams or bundles of resources) represent sources of core competencies, when exploited and nurtured (and valuable, imperfectly imitable, rare and nonsubstitutable), core competencies are potential sources of competitive advantage and if a firm is able to use its core competencies to achieve a competitive advantage, it will achieve strategic competitiveness and earn above-average returns so long as competitors are unable or unwilling to imitate them successfully. The relationships between resources, capabilities and core competencies represent potential sources upon which a firm can build the foundation for a sustainable competitive advantage. Resources Resources are basically by which the firm has to work that represents inputs into a firms production process, such as capital equipment, the skills of individual employees, brand names, financial resources talented managers i.e. its assets, including its people and the value of its brand and variety of individual, social and organizational phenomena. These resources can be divided into tangible and intangible resources. Tangible resources Tangible resources are assets that can be seen or quantified, such as a firms physical assets. Telecom Contact Centre resources generally can be placed into one of four categories 1 Financial resources - The tangible resources for were its Money capital and its investments. Telecom Contact Centre

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Physical resources - Some of these resources in contact centre are computers, chairs, gyms, breakout room (relaxing sofa, fridge, TV) conference room. Table, telephone and telephone headsets. Technological resources - these resources were in terms of telecom contact centre internal website( intranet) that include s all information about the company, customers, product pricing, stakeholders that is connect and Xceed product information. Other websites Are Transtel website where all the prepaid card information is check online and directory website where all the directory information is downloaded. Recently web self car is about to be launched where the customers can check their bill online. Organisational resources - They basically used a centralised decision making with formal planning, controlling and its co-coordinating systems. Manager telecom contact centre is involved in decision making with the respective 3 team leaders that is team leader (corporate & business), Residential and operator services.

Intangible Resources A firms intangible resources may be less visible, but they are no less important. In fact, they may be more important if a firm expects to achieve a competitive advantage Telecom Contact Centre intangible resources can be classified as: Human resources - this basically consists of resources such as knowledge, trust and managerial capabilities. Contact Centre employees approximately 70 staffs who are well trained to provide specialised services to customers and all well skilled in order to meet its Contact Centre Service targets. The employees are also given opportunities to further develop their skills by allowing them to attend workshops; giving them chances to further there study at TPAF, FNU and USP. Contact centre also provides other incentives to retain its employees by giving them bonus packages, and giving medical schemes for contract staff. Workshops and group meetings are also conducted monthly in order for the staff to share their knowledge which can lead to the creation of additional knowledge and contributes to the overall performance/improvements for the Contact Centre. Innovation resources - this includes resources such as scientific capabilities and capacity to innovate. . The innovative side includes its research and development teams who are responsible to conduct market surveys and to fully utilize the opportunities that may be available to them and to make sure that the Contact Centre Services are fully meeting the customers needs or any improvement that can be further added in the Service of the Contact Centre is to be highlighted. The results are provided by the research and development team to contact centre to improve on certain services. Reputation resources - these are resources such as the firms reputation with customers or suppliers. The company has a good reputation in the market for meeting the customers needs on time and also well recognized throughout the pacific region since it the only landline provider in the region. Capabilities
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The capabilities of Telecom Contact Centre are developed over time as a result of complex interactions that take advantage of the interrelationships between the firms tangible and intangible resources that are based on the development, transmission and exchange or sharing of information and knowledge as carried out by the firms human capital. The knowledge possessed by the Telecom Contact Centres human capital was one of the most significant sources of the firms competitive advantage. It was found that managing knowledge at Telecoms Contact Centre was critical since they viewed this as their primary source of competitive advantage and believe it should be used in ways that will create value for customers and hence maintain their reputation.

SWOT ANLAYSIS FOR TELECOM CONTACT CENTRE

Strengths Being in the monopoly market (Looks after only Telecom Customers) - there is no strong competitor in the contact centre environment. Expansion- recently Telecom Contact Centre has built a new building with modern facility for the Staff- contact centre environment motivates the staff. Just recently Telecom Contact Centre upgraded its soft systems unicorn billing system which helped them to save time and better compete with its competitors by providing superior services to its customers. They had a very good human capital in terms of skills, knowledge, experience and values that helped them to better utilize the scare resources and also to maintain its customers by providing superior services to its customers. The Telecom Contact Centre had its own internal website that allowed customers and as well staff to view the products and other information. For directory enquiry call contact centre is charging 0.50 cents per call from 2009 which is generating revenue now, before directory enquiry was free of charge.

Weakness Centralized decision making was a reason for employees not performing well since they thought that they didnt had any say in the decision making processes and thus didnt motivate the employees at all. Telecom Contact Centre the empowerment is given to manager and the team leaders. Service to outer islands should be upgraded often, for better communication. The text platform should be upgraded False promises by some customers
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contact centre staff via telephone causes confusion to some

The Telecom Contact Centre staff work in their respective team example residential team, business team and corporate and government team the performance measurement system is measured on individual basis and not for the team performance.

There should be more Fijian and Indian operators as some customers do not understand English that well. Also if contact centre can get some Chinese and Rotuman Operators

Opportunity The major opportunity that contact centre is going to launch is the self web care billing system where the customers can check their bill online. That is the new technology that is in the process to be launch soon and contact centre will able to meet customers expectation and can provide excellent service.

Telecom Fiji has sign a three year contract with MI Quality a New Zealand base training company to provide quality training for Telecom Contact Centre staff. Trainer from New Zealand will come and train the staff.

Another opportunity that they may have is to get in partnership with a other firm such as FEA and Fiji Water authority to establish a national contact centre and this way staff will be multi skilled not by knowing by telecom product but also other products . The new business opportunity is there to maximise profit.

Threats New competitors also been the threat for them since ATH is about to open a contact centre in Fiji and ATH Contact Centre will offer other services apart from telecom service. It is a threat that Telecom Contact Centre might be outsource to the new company if the revenue target is not achieved. Government political stability- Recently government has pass the telephone decree for the compulsory registration of telephone line and hence the call volume has increase for contact centre - staff are doing double shift to meet customers expectation and the overtime cost has been increasing and its exceeds the budget.

Telecom contact centre can be outsourced as government has opened the market for other operators in the telecom market to establish telecom contact centre and open a telecom market.

Evaluation of Contact Centre Strategies

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Through employing the above mention strategies to their department the Contact Centre Department were able to: Achievements to-date: achieve the standard target that was set for contact centre that is to build a good rapport with the customer and build a good working relationship with the customer. Established single point of contact: 112233 helpline was the main contact number for the customers regarding their complaints and queries. Also the service is provided 24 hours. Staffs are working 7 days a week. Mostly 90% customers use this helpline number for the telecom service. On-going monitoring of service levels- Grade of service report is generated everyday and the service level is monitored daily to improve the overall service level target. There is frequent meeting with the manager and the team leaders regarding the service level. Telecom Contact centre is very consistent in achieving the service level target. Up-sold additional Telecom Fiji products and services where possible: cross selling is done by customer service reps and also telemarketing is done on certain product and services. Established a new working culture: networking is important with other internal stakeholders such as sales and marketing, technical team, network team in order to provide correct information to the customers. Contact centre needs to serve the internal customers as well (that is other departments of telecom). Fault query support is done by the technical team. Get more employees support and co-operation by motivating the employees, giving promotion items to the employees, send employees for training. Give chance to the employees to participate in the companys social event. Staff getting more skilled through in house and external training and have gained more product knowledge and excellent communication skills to serve their customers with a smile and be one stop shop for the telecom customers. By having a coaching and counselling session with the employees it makes a great improvement on the employees performance.

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Through the introduction of new technology Mitel software (how the calls are distributed to the staff) and unicorn software (new billing software of Telecom Fiji, Contact centre is able to gain more customer support and it makes work easier and faster. The introduction of rewards has allowed employees to be more enthusiastic and motivated towards their work. Monthly best staff award (certificate and the prize money is given to the employees regarding their best performance .Employees are commended for the excellent service (name with the photo id is published in the contact centre internal newsletter Drawback of Telecom Contact Centre Strategy The work process is not adhered by all the contact centre staff .Team Leaders and managers should discipline staff when the Telecom Contact Centre work process is not adhered by the team members. All the customer service reps should speak one language that is to give accurate information regarding the query, the reason some team members do not give accurate information because they do not read the intranet (where the updated information regarding telecom services and products are downloaded) and also at times there is poor turn out in the team meeting and product presentation session. The software technology for the billing system was a major drawback because there were lot of changes in the software especially where the billing invoice was generated. Once the system went life in January 2009, due to lack of knowledge that was provided by the external trainers from India, staffs were bit slow to adapt the new software and customer service reps took time to answer the customers query. The talk time was more than 1.5 minutes.

PRODUCT MANAGEMENT DEPARTMENT

The product department looks after launching new product in the market by doing market research and the main aim is to get above average return. Apart from launching new product in the market the product team also looks after the new telecom service example using a pin code to bar the international and mobile calls. A monthly rental is charged and if we get more customer who want

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this service there will be more revenue for the section and as well as for the company. We have listed some of the products for Telecom Fiji Limited.

EasyTel a Handi Dual Mode phone is a mobile handset that supports two different types of mobile technologies for making and receiving calls, these being GSM and CDMA. These phones are equally compatible with both GSM and CDMA networks and are essentially 2 phones in one device. Allows the use of a UIM Card & SIM Card in one phone to allow customers to make & receive calls on their Easytel & Mobile numbers.

Homecard service provides access or authorization to make calls when you are away from your normal telephones and charge calls to your monthly bills. This service is making communications easy.

EasyTel wireless phone: this product is for those customers who live in the rural areas where Telecom Fiji Cannot provide the landline and there is no cable in certain areas in Fiji.

The Primary Functions (objectives) of the Product Management Team are as follows:

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Manage the existing products and services efficiently and economically, thus maximizing revenue. Increase the penetration of the existing products and services in the marketplace thus increasing customer base, and revenue. Research and conduct feasibility study for market demand, that is testing new products and services, prepare business plan, terms and conditions of service, revenue assurance, mediation, billing, exchange support, and finally draw up product launch plan Package or bundling of products and services with other products managed by separate managers under the same department i.e. to meet expectation, readiness of competition and differentiation of product and services offering customers loyalty and sustaining customer needs and TFLs Revenue . KEY MARKET SEGMENTS AND ITS STRATEGIES

Source: Telecom Fiji Marketing Department

The above pyramid shows Market which was re-segmented in order for Product Management Team to know who their customers are and from which segment they would be getting their most revenue so that products can be designed accordingly. Industry types were simplified and targets were all communications services users, including residential, business and wholesale. Key areas are Corporate, Government, , Residential and Wholesale.The above
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pyramid also

illustrates that the most revenue is generated from top 200 corporate

customers. Product package is designed in line with their needs. Any new product brought in the market is displayed and presented to the corporate level customers in a personalized manner. Also sales manager is assigned to look after the top 200 customer needs and make customer visitation. Also there is back support team to answer all the service restoration and other queries. The customers at the most bottom of the pyramid brings less revenue but the customer base is very large geographically scattered throughout the country. The debt level for residential customer is so high that it was affecting the revenue of telecom in general. Strategies adopted by the product management team
For each product before it is launched in the market the product specialist conducts the

product example (Easy Tel dual phone) to the customer services staff because the frontline staff needs to promote the product to the customers. The product specialist needs to give all the information and features about the product.

For the services that is provided by the product management team is that the product

manager needs to forecast the budget and also study the market segments and do a calculation for the rental fee income before the customers know about the services.

All product and services investigation and research needs to be done looking at the current

market situation and the customer preferences and taste. We need to value the customers

Advertisement in the media needs to be done in a proper way so that customers can show their interest in buying the certain products and services.

The promotion of the products and services :The product management team runs promotion for cheap call rates during Diwali , Christmas Easter weekend or on fathers day as the assumption is done that customers make a lot of calls during the festive season.

For the top 200 corporate customers the product management team invites them to cocktail parties and also gives them complementary tickets to watch rugby and soccer and also
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distribute company t- shirts and caps with telecom product information. The product manager with the help of sales manager also goes extra mile to promote company products and services to attract customers. Customers are the main source of revenue for the product team.
The product manager and the product specialist needs to study the current market situation ,

first of all who is our customers and also study the competitive market for example what is the customer base of Digicel , Voda phone and ink. Greater public awareness on per call charge in the region.
Amnesty period for all disconnected easytel handi customers. This is to get the customers

back. EXTERNAL ENVIRONMENT ANALYSIS OF CONTACT CENTRE 1) GENERAL ENVIRONMENT The following are the segments that make up this environment:

Demographic segment: this segment basically is concerned with the age structure, population size, geographical distribution, ethnic makeup and the distribution of income. (Product Management Department is located at Suva City at Ganilau House. This Departments scope is on all Business and Residential Customers out of which 65% is Business Customers and 35% is residential customers with no ethnicity barriers and its major customers are Fijians and Indo- Fijians).

The Political and Legal barriers: these are basic areas where companys and other interest groups compete for attention, voice and overseeing the bodies that provide guidance for the interaction amongst nations. (Most of the products are imported from overseas countries such as China, Korea and Japan hence the tariff and tax levied by the government plays an important role in the Product Department. Also due to the current political instability it affected the Sales figures for the Product Department

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especially in the Residential market whereby the turnover sales of new products and existing was slow).

Economic segment: this segment refers to the nature and direction of the economy in which the firm or company is competing in and its a must for analysis to scan, monitor, forecast and access key economical factors such as, inflation rates, budget deficits and surplus. The implications of trends in this segment may also affect the political/legal both domestically and in global markets. (The economy also plays an important role in the Product Management Department. If the economy is healthy then more products will be sold thus more returns for the company. However the major influence the Department faced was the recent devaluation of the Fijian Dollar which lead the company paying more for its imports since the Fijian Dollar was weakened in relation to other currency)

The socio- cultural segments: The socio-culture segment is considered to be important since the attitude and values of societies also reflect the societys economic, demographic, political and legal, and the technological segment. (Our research revealed that the workforce composition in the Product Management Department was 70% males while 30% were female from different cultural backgrounds. As per our analysis 80% of the staff in the Contact Centre is females while the rest are males. The retirement age for staff in the Product Department is 55 years of age.

Technological segments: this segment is considered as the key driver of new competitive landscape since technological changes can have a broad effect on the society. It basically includes institutions and activities that are involved to creating new knowledge and translating that knowledge into outputs, i.e. new software technology. (Product Management Team tries constantly to adapt to the latest technological innovation in order to make its Products Marketable. Firstly the product Easy Tel was introduced in the market for customers whereby the Telecom Landlines were not available (Interior Location) or was hard for the Technicians

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to run Telecom Landlines. Easytel allowed customers to carry their Landline any where even while travelling it provided a service of wireless network. Advancement in technology is the introduction of the Easy Tel Dual Phone whereby it gives the customer the access of having his Easy Tel number and mobile number on one device thus giving the convenience of keeping in touch on both numbers. Another new technology improvement is the introduction of the Customer Relationship Management System Program whereby it allowed the Product Management staff to enter correct sales figures and get accurate reports generated for Revenue reporting purposes. INDUSTRY ENVIRONMENT Threat of new entrants: The major competitor for the Product Management Department is Vodafone, Digicel and Innk Mobile. These major competitors have an upper hand in providing wireless services which is why they have the bigger market share in terms of providing mobile communication and internet service. Due to the inclusion of these new Companies revenue for the Product Department has decreased by 30% per year. Power of Suppliers: The major importer for Product Management Department is located in China and Korea. This international firm can easily fluctuate its prices or quality or quantity of its products. The reason for buying from China and Korea is because their mark-up is low thus allowing for a greater profit margin. If products are bought from Australia or New Zealand Product Management Team would have to increase its mark-up which could result in less revenue. Power of Buyers: From our research it was revealed that a huge proportion for customers were involved in buying the product called Easy Tel. This product brought the major revenue for the Product Department as it accounted for a significant portion of the Departments revenue. Here we can say if the customers switch from easy tel to another project it would drastically affect the product department as buyers hold the power for their major product which is a major contributor to their revenue. Threat Product Substitutes: Our research showed that the major threat of substitute was

products offered by its Competitors which are Vodafone, Digicel and Innk Mobile. These competitors are able to provide similar products that the Product Department is able to provide Example

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Internet Service which is being provided by Connect is now available on Mobile Phones at a cheaper cost. Intensity of rivalry: From our research it was found that the major rivals for the Product Management was Vodafone, Digicel and Innk Mobile. Since the competitors had an upper hand in Wireless technology the Product Management Team sought to differentiate its product in order to stay in competition and earn above average returns. Bringing in the Easy Tel product which allowed the user to carry its landline number virtually anywhere while travelling in Fiji. INTERNAL ENVIRONMENT ANALYSIS Ressources Resources are basically by which the firm has to work that represents inputs into a firms production process, such as capital equipment, the skills of individual employees, brand names, financial resources talented managers i.e. its assets, including its people and the value of its brand and variety of individual, social and organizational phenomena. These resources can be divided into tangible and intangible resources. Tangible resources Tangible resources are assets that can be seen or quantified, such as a firms physical assets. Telecom Contact Centre resources generally can be placed into one of four categories Financial resources - the tangible resources for the Product Management were its Money capital and its investments.
ii.

Physical resources - some of these resources in Product Management Department are computers, chairs, gyms, breakout room (relaxing sofa, fridge, TV ) conference room. Table, telephone and telephone headsets. While each and every staff are given Laptops and Company Vehicles.

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iii.

Technological resources - these resources were in terms of telecom Product management team internal website( intranet) that include s all information about the company, customers, product pricing, stakeholders that is connect and xceeds product information. The sole distributor for brother fax machine was Telecom product management team but due to open monopoly market other companies are now also selling the same product. Currently there is no copyright product for Telecom Product management team.

iv.

Organisational resources - All the staff in the product department report to the product department manager who is closely assisted by the product analyst. The product manager reports directly to the general manager while other staffs are not empowered to directly liaise with other departments.

Intangible Resources Product management department intangible resources can be classified as: Human resources - Contact Centre employees approximately 10 staffs who are well trained and specialised to meet the targets of the Department. The employees are also given opportunities to further develop their skills by allowing them to attend workshops at TPAF, Datec while staff is also sent to countries like Australia and New Zealand for overseas training in order to enhance their skills in Product Department. Product Management Department also provides other incentives to retain its employees by giving them bonus packages, medical insurance, PDAS, and Vehicles. Workshops and group meetings are also conducted fortnightly in order for the staff to share their knowledge which can lead to the creation of additional new products while contributing to the overall performance/improvements of the Product Management Department. Innovation resources - this includes resources such as scientific capabilities and capacity to innovate. The innovative side includes its research and development teams who are responsible to conduct market surveys and provide the data to the Product Department to make sure that the Product Department is fully utilised and meeting customers needs or any improvement that can be further added is to be highlighted.

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Reputation resources From our research it was revealed that the product departments reputation is basically linked with the products it is able to develop. Example the renowned Easy Tel product which is doing quite well in the market and it carries Telecom (Fiji) Ltd name with it.

Capabilities The capabilities of the Product Department are developed over time as a result of complex interactions that take advantage of the interrelationships between the firms tangible and intangible resources that are based on the development, transmission and exchange or sharing of information and knowledge as carried out by the firms human capital. The knowledge possessed by the Product Department human capital was one of the most significant sources of the firms competitive advantage. It was found that managing knowledge at Product Department was critical since they viewed this as one of their primary source of competitive advantage and believe it should be used in ways that will create value for customers and hence maintain their reputation. Core Competencies The Product Departments core competencies are its unique well trained Human Resource. This has led to development of many innovative products out of which one is doing currently well which is Easy Tel. Also one of the Core Competencies of the Product Management Department is that its Telecom line which it manages and holds competitive advantage over its rivals since it is the only Landline network provider. The landline network is costly to imitate that is it would take a lot of investment by a firm to set up the network. SWOT ANLAYSIS FOR TELECOM PRODUCT MANAGEMENT
Strengths

Product management team are well versed with their customers needs which allow them to create value for their customers. Example 80% of Product Management products are bought by top corporate customers from Telecom Fiji Ltd. Just recently product management team upgraded its customer relationship management system software called CRM (Customer Relationship Management) which helped them to save time and better compete with its competitors.

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They have a very good human capital in terms of skills, knowledge, experience and values that helped them to better utilize the scarce resources and also to maintain its customers by providing superior services to its customers. The Product Management Team had its own internal website that allowed customers and as well staff to view the latest product information. Weakness

Product management Team decision mostly comes from the product manager to make Operational decisions.

At times poor advertising regarding the promotion of products and services was also noted. All the information was not provided properly as this was noted in customers response through the Customer Contact Centre. More time should be spent to study the current market situation in order to maximise revenue and stay in Competition. Product management team still need to build a good customer relationship with small business and residential customers as they feel it could increase their customer base and increase overall revenue. The product management team should visit the outer islands to promote their product or send the product specialist to conduct training. There is no customer survey conducted for the product management team so we are not able to know the customers response regarding the product. Also there is no suggestion box in the customer care centre. Opportunity Easy Tel phone market is really good for the residential customers because there is not strong competitor for the Easytel phones in Fiji and telecoms Product Management team is doing programming for the above service.

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The research conducted showed that more revenue was coming via broadband connection that is there was more sales for data then voice .Landline is needed for a broadband connection as all the customers do not use mobile net. Threats

New competitors also been the threat for the product management team example Vodafone and Digicel as far as wireless telephone revenue is concerned.

Government political stability- price rise in the tariff duty affects the product management team to get their product in a cheaper price from abroad and get it marketed to the consumers in Fiji.

Economic stability: current recession really hit the residential and the business market because most of the businesses reduced their cost affecting the sale of the product and resulting in decline of expected revenue.

Evaluation of the strategies: Product management prepaid service for the local / inter- region- revenue increased by 20 % from 1.5 m to 1.8 m based on forecasted monthly connection of 2 k. Also contributing to the increase in revenue was the double up promotion while also holding road show and festive promotions during festive seasons. It was showed that amnesty period also brought back customers and also increase sales for the product management team. EasyTel growth of 200 customers per month was also noted for Postpay customers while 500 customers were noted for Prepay, including conversions whereby customers switched from Post Pay

Easy- T - survey 1 Y Period el ear

100% 80% 60% 40% 20% 0% Sale Expected sale 85%

to Prepay.

60%
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 Frontline staffs are well trained by the Product Managers so that they are able to give correct feedback/ information to the customers on all Products of Telecom efficiently and effectively.

Drawback of the strategy Frontline staffs were not able to give accurate information to the customers to promote the product as it was seen there was a slight communication breakdown from Product Management Department to the Customer Contact Centre. This was evident through the lack of product knowledge Customer Representatives had when customers called in. Customer Contact Centre were not briefed thoroughly on the new products in the market. The dual phone product did not generate much revenue in the market because Vodafone had already launched that product and market study was not thoroughly done by the product manager.

Dual Handi Fone Sale 1st 6 Mon ths

11%

Sale after ch ange in Strategy 89%

If stock of the product finishes and there is more customer demand re-ordering stock from the suppliers sometimes would take at least 3 months. The reason for the fast stock turnover was mostly
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due to the lack of market segment study conducted by the Product Management. For example Easytel telephone customers want to purchase the product but the stock was finish. Home card Product was biggest failure for the Product Management Team as it only last in the market for 6 months and the major reason for its downfall was that firstly lack of programming /testing and lack of advertisement by the department.

T elecomHome Card S - urvey 6 Months Period

60% 50% 40% 30% 20% 10% 0% Sale Expected Sale 16% 60% TelecomHome Card Failed to generate required Revenue

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RECOMMENDATION
Implement online marketing: Telecom Fiji keeps information on the company website whereas they can introduce online marketing through which customers can order product online. This can be effective and efficient in terms of time management and cost. For Contact Centre there should be online system where the customers can retrieve the telephone bill Currently the decision making is centralized for the product management and the contact centre team. If more empowerment is given to other level of employees rather them management always taking the decision. It would boost the morale of the company and will contribute to the achievement of sustainable competitive edge. Upgrade reward system: Currently the management team are given incentive . If incentive can be given to other employees as well. Currently customer survey is done every 6 months time if it can be done every 3 months .It would be easier to work on the weakness of the department and serve the customers more efficiently and effectively. Management should have team meeting weekly rather than monthly and so that staffs are updated about the latest information. For product management team a task should be assigned to the respective staff to check the stock control and to visit the outer island for product presentation and the respective staff to give report to the product manager. The process should be made more clear and precise.
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CONCLUSION
In conclusion it can be said that in order for any business to be successful anywhere, it is essential for the company to develop valuable strategies in order for the business to survive. To see if the intended strategies are worthy for the business a continuous assessment and evaluation of the strategies is necessary. The contact centre and the product department of Telecom Fiji limited have been able to achieve productivity and efficiency with some drawbacks noted by implementing strategies which has also contributed to the overall TFL strategic plan.

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BIBLIOGRAPHY

TELCOM (FIJI) LTD WEBSITE (www.telecomfiji.com.fj) HANSON D., PETER DOWLING, MICHAEL A. HITT, IRELAND R. DUANE. ROBERT E. HOSKISSON. STRATEGIC MANAGEMENT Competitiveness & Globalization, PACIFIC RIM 2ND EDITION, NELSON THOMSON LEARNING, SYDNEY, 2005.

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