Guangdong Telecom Company

This paper is a case study about the strategy of retaining customers as a market leader in the telecom industry. It contains two parts, the case context, and the case analysis.In the beginning of the first part, the paper describes the opening status and market situations of the telecom industry in Guangdong Province. And then states in a flashback how the senior management of Guangdong Telecom Company (Hereafter called "GDTEL") of China Telecom Group to understand and judge the competitive situation, to make decisions facing the changing marketing environment, and to implement the strategy of customer retention. The main decisions include: making annual business operation target, defining strategic thinking of the retention of middling and small-size business. The main strategy of customer retention includes: sorting and collecting the customer information, establishing the service style, and organizing the focused market survey.The analysis is based on statistics data and investigated materials, which come from company study reports, company statistics reports, and investigation reports from professional company.The case study consists of three sections: the theoretical framework, the body of paper and the conclusions. The theoretical framework gives a brief description of the methodology and thinking of the case study. The body contains three parts: the industry features and competitive situations of telecom industry, the resources, capability, pricing strategy, channel strategy, business process, product and service strategy of GDTEL, and some suggestions about the customer retaining strategy. In conclusion, the paper gives a summary of the analysis.The paper focuses on an authentic case study of retaining customer during the marketing process for the telecom monopoly. The main conclusions are: First, the government control plays a vital role on the competition in the telecom market. Second, the reformation of the monopoly during the marketing process is usually slower than the change of marketing environment, so a customer oriented organization do has the real advantage in competition. Third, due to lack of understanding of the customer, the enterprise not only decreases its marketing efficiency, but also may suffer a loss in its market share.