The new business plan is critical to the recovery Tim is looking to putting the internal struggle between the two main partners behind them, Elliott and Vivendi, looking to the future.
The company headed by Luigi Gubitosi has decided to renew its organizational model in order to push on the industrial plan approved a few months ago. The new organization will be based on 5 vertical construction sites: consumer area, business area, technology area, wholesale area and Sparkle. At the same time there will be 13 functional areas, first of all the launch of 5G after the purchase of frequencies for 2,4 billion euros. We also remind you that Tim has signed a memorandum of understanding with Vodafone Italia to share investments in the 5G network
These are the pillars of the document, revealed by Radiocor, entitled "How we implement Tim's strategic plan", which develops the industrial plan developed by the managing director Luigi Gubitosi on a practical level.
According to what the 24 Ore Group agency reveals, the new scheme will be based on:
"constant monitoring of progress and active commitment to solving emerging problems, clear responsibility for the execution of the business lines and a dedicated structure, led by the head of administration, finance and control, i.e. Piergiorgio Peluso, and by the head of strategy, i.e. Carlo Nardello to "facilitate and coordinate the 'transformation' with particular reference to transversal issues".
Each construction site will have very specific objectives:
- Consumer: fixed line customer loyalty, loyalty programs aimed at mobile customers, advanced analytics, evolved convergence and family ecosystem, optimization of the sales model and channels, superior quality of services with the aim of defending one's market positioning.
- Business: increase the profitability of offers and services, implement the penetration of the small medium enterprise segment, exploit the potential of 5G and systems for cross-upselling campaigns.
- Technology: single big data platform,
- Wholesale: improve the quality and processes of regulated services, develop non-regulated services by expanding offers, reviewing pricing and identifying actions to improve the sales process, feasibility analysis and delivery.
- Sparkle: the new model envisages a strengthening of the submarine cable company, focusing in particular on the Mediterranean basin and on high-potential markets. The aim is then to grow on adjacent economically attractive markets and in line with Sparkle's capabilities and assets, also through partnerships, and to exploit the automation opportunities provided by new technologies.
