| Summary: | This report examines the corporate strategy of SingTel and show how they can be derived from a combined analysis of its internal and external environment. An outside-in, position-based approach using the Porter���¢��������s Five Forces (PFF) model is used to analyse the complexities and forces shrouding the industry with the aim of identifying the key opportunities and threats. An inside-out, resource-based approach using the Resource Based View (RBV) is also undertaken to reveal SingTel���¢��������s key strengths and weaknesses. Interviews were also conducted with two key management executives within SingTel to gain a first hand understanding of the strategic issues from an insider perspective.
Integrating the results of these two analysis and insights into a SWOT framework, a synthesis of the key strategic factors is then performed to match those strengths that can exploit opportunities and/or neutralize threats, and at the same time, determine what new competence needs to be acquired by SingTel to overcome the potential of external threats exploiting its current weaknesses. It is shown that the strategic choices that SingTel has made as its corporate strategy are congruent and aligned with the dynamics of its internal and external environment.
SingTel���¢��������s three-pronged corporate strategy of leading in local market; inorganic growth through overseas investment and innovation to mitigate commoditisation, are intricately shaped by the SWOT analysis as derived from RBV and PFF. This dual assessment has also highlighted the need for SingTel to seriously consider an asset-light strategy in view of mounting cost pressures and the reality that the ���¢��������value���¢�������� in the value chain is progressively moving to the edges and outside of the traditional network boundaries. On top of its innovation strategy, SingTel may need a new corporate strategy to outsource its network and reinvent itself by focusing on building new competences like multimedia, alliances and partnerships to tackle the emergence of non-traditional players.
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