Product Overview

Sterlite Technologies Limited (STL) is a leading company in developing digital infrastructure. It has recently transitioned to become an end-to-end service provider from a manufacturing-focussed company. It has a 6-7% market share globally; however, it aimed to achieve a 10% global fiber market share by June 2020. COVID 19, a global pandemic, has increased the demand for data networks. STL therefore has the opportunity to capitalise on this situation in terms of prices and maximise its revenues. The case revolves around the future pricing strategy to be adopted by STL to target a different set of customers, achieve the desired market share and to maximize its revenue. The crux of the case is how an end-to-end solution selling firm implements a pricing strategy.

Learning Objectives

To understand the changing customer behaviour in the telecom enterprise markets. To understand the influence of the change of a manufacturing-focused company to an end-to-end service provider. a. The change in product/service offering. b. How has COVID 19 impacted STL? To explore the role of the structure of the salesforce organization and its incentive mechanisms on the price. a. What is an appropriate structure for the sales force organization to sell an end to end solution to telecom customers? To citizen services? To other enterprises? Are there a sufficient number of KAMs? b. What should be the pitch to the customers? To select and recommend the appropriate sales force structure, compensation mechanism and pricing strategy and levels for STL with the objective of: a. Achieving the desired market share and b. Maximizing revenue by selling end-to-end solutions to different customer segments.