jwala_virgin mobile case presentation
TRANSCRIPT
![Page 1: Jwala_Virgin Mobile Case Presentation](https://reader033.vdocuments.us/reader033/viewer/2022061123/54756113b4af9f04788b457b/html5/thumbnails/1.jpg)
Virgin Mobile USA: Pricing for the Very First Time
by Hetal Sangani
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IntroductionIntroduction
AnalysisAnalysis
ConclusionConclusion
Company BackgroundCompany Background
Case BackgroundCase Background
Issue of ConcernIssue of Concern
All OptionsAll Options
Theory ApplicationTheory Application
RecommendationsRecommendations
Market ResearchMarket Research
Virgin ResponseVirgin Response
CalculationCalculation
Inviting QuestionsInviting Questions
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
• Virgin, a leading branded venture capital organization, is
one of the world's most recognized and respected brands.
• Conceived in 1970 by Sir Richard Branson, the Virgin Group has gone on to grow very successful business in sectors ranging from mobile telephony, to transportation, travel, financial services, leisure, music, holidays, publishing and retailing.
• Virgin has created more than 200 branded companies worldwide, employing approximately 50,000 people, in 29 countries.
[Source: company website -Available from: http://www.virgin.com/AboutVirgin/WhatWeAreAbout/WhatWeAreAbout.aspx] 3
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Sir Richard Charles Nicholas Branson (born 18 July 1950), is an English entrepreneur, best known for his Virgin brand, a banner that encompasses a variety of business organizations. The name Virgin was chosen because a female friend involved in setting down the initial record shop commented that there weren't any virgins left amongst them. Today, his net worth is estimated at about £4 billion (US$7.8 billion) according to The Sunday Times Rich List 2006, or US$3.8 billion according to Forbes magazine.
[Source: Mediaman AustraliaAvailable from: http://www.mediaman.com.au/profiles/branson3.html]
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
[Source: company website -Available from: http://www.virgin.com/AboutVirgin/WhatWeAreAbout/WhatWeAreAbout.aspx]
A student magazine, a small mail order record company and a
recording shop were founded/ opened under the Virgin name.
Virgin Atlantic Airways and Virgin Cargo launched.
Virgin Broadcasting, Virgin Hotels, Virgin Megastores, etc.
Virgin Rail, Virgin Games, Virgin Cola, Virgin Travel, etc.
1970s
1984
1988
1990s
2000s Virgin Mobile, Virgin Bikes, Virgin Blue, Virgin Digital, etc.
Virg
in G
roup
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
……
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
[Source: Adapted from Virgin Management Ltd.Available from: https://www.blackwellpublishing.com/grant/docs/15Virgin.pdf]
InternetInternet
Virgin GroupVirgin Group
Air TravelAir Travel
RailRail Hotel & LeisureHotel & Leisure DrinksDrinks
MobileMobile FinancialFinancial RetailRetail MusicMusic
Virgin Atlantic: 51%Virgin Express: 59.8%Virgin Blue: 29.1%
Virgin Mobile (UK): 100%Virgin Mobile (Aus):75%Virgin Mobile(USA): 50%
Virgin Money: 100% Entertainment: 98.5%Victory: 89%
V2: 52.5%Virgin Cars: 25%Virgin Wines: 45%Virgin Net: 51%Virgin Student: 85.5%
Virgin Retail Group: 51%Thetrainline.com: 86%
Virgin Hotel Group: 91%Virgin Active: 36%Virgin Active S.A.: 27%
Virgin Drinks: 100%
InternetInternet
Virgin GroupVirgin Group
Air TravelAir Travel
RailRail Hotel & LeisureHotel & Leisure DrinksDrinks
MobileMobile FinancialFinancial RetailRetail MusicMusic
Virgin Atlantic: 51%Virgin Express: 59.8%Virgin Blue: 29.1%
Virgin Mobile (UK): 100%Virgin Mobile (Aus):75%Virgin Mobile(USA): 50%
Virgin Money: 100% Entertainment: 98.5%Victory: 89%
V2: 52.5%Virgin Cars: 25%Virgin Wines: 45%Virgin Net: 51%Virgin Student: 85.5%
Virgin Retail Group: 51%Thetrainline.com: 86%
Virgin Hotel Group: 91%Virgin Active: 36%Virgin Active S.A.: 27%
Virgin Drinks: 100%
Note: % indicates percent ownership
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
We believe in making a difference. In our customers'
eyes, Virgin stands for value for money, quality, innovation,
fun and a sense of competitive challenge. We deliver a
quality service by empowering our employees and we
facilitate and monitor customer feedback to continually
improve the customer's experience through innovation.
------- Virgin Group Website
[Source: http://www.virgin.com]
Company Background
Case Background
Issue of Concern
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• Is this an opportunity for restructuring a market and creating competitive advantage?
• What are the competitors doing?
• Is the customer confused or badly served?
• Is this an opportunity for building the Virgin brand? Can we add value?
• Will it interact with our other businesses?
• Is there an appropriate trade-off between risk and reward?
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
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• Rapidly growing industry.
• Typical market where the customer has been ripped off or under-served, where there is confusion and/or where the competition is complacent.
• Market segment ( 15-29 ages group) being ignored.
• Big players have not capitalized on this segment
• Competitors slow to react to ever-changing customer mindset
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
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• Dan Schulman was appointed CEO.
• The company entered into a 50-50 joint venture with Sprint in which Virgin Mobile USA’s services would be hosted on Sprint’s PCS network.
• Under the agreement, Virgin Mobile would purchase minutes from Sprint on an as-used basis.
• The goal of Virgin Mobile USA is: to have 1 million total subscribers by the end of 2002 and 3 million by year 2006.
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
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• Access to MTV-branded accessories and phones• Text messaging• Rescue Ring• Online Real-time Billing• Wake up Call• Ring tones• Fun Clips• The Hit List• Music Messenger• Movies
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
The first to offer m-commerce services to all customers via VirginXtras, irrespective of their handsets.
Company Background
Case Background
Issue of Concern
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Company Background
Case Background
Issue of Concern
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0
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1984 1986 1988 1990 1992 1994 1996 1998 2000 2002
Year
Nu
mb
er
of
Su
bs
cri
be
rs (
in m
illio
ns
)
0%
5%
10%
15%
20%
25%
30%
35%
40%
Ma
rke
t G
row
th R
ate
Number of Subscribers Growth Rate
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Carrier
05
101520253035
AT&T
Cinula
r
Verizo
n
Voice
Stream
Alltel
Sprint
U.S.C
ellula
rLea
p
Other
Carrie
rs
Subscribers
Mill
ions
Carrier
05
101520253035
AT&T
Cinula
r
Verizo
n
Voice
Stream
Alltel
Sprint
U.S.C
ellula
rLea
p
Other
Carrie
rs
Subscribers
Mill
ions
15%
20%
21%5%
5%
11%
3%1%
19%AT&T
Cinular
Verizon
VoiceStream
Alltel
Sprint
U.S.Cellular
Leap
Other Carriers
15%
20%
21%5%
5%
11%
3%1%
19%AT&T
Cinular
Verizon
VoiceStream
Alltel
Sprint
U.S.Cellular
Leap
Other Carriers[Source: The Case]
Company Background
Case Background
Issue of Concern
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“ If we can figure out a way to create value so that we can successfully enter a very competitive and saturated market, and also create profitability with this target segment, then we will have truly accomplished something big.”
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Company Background
Case Background
Issue of Concern
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
0 ₵
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100 200 300 400 500 600 700 800
Contract Commitment - Minutes
[Source: Adapted from company data, Morgan Stanley Research]
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Contract Commitment - Minutes
[Source: Adapted from company data, Morgan Stanley Research]
0 ₵
10 ₵
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40 ₵
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100 300 500 700
Pri
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inu
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
• Must reach our target market: Youth!
• Create a positive Lifetime Value (LTV) for every customer
– We must be able to make money!
Need to find a Breakthrough!
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
1. Clone the Industry Prices
Options 2. Price Below Competition
3. A Whole New plan
Options 1, 2 ?
Or 3?
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• Simple message:- Pricing competitively
- MTV applications
- Superior customer service
• Better off peak hours
• Fewer hidden fees
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
[Source: Adapted from company data, Morgan Stanley Research]
0 ₵
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70 ₵
Minutes
100 200 300 400 500 600 700 800
Industry and VirginMarket
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Pros and Cons
Easy to promote. Consumers are used to ‘buckets’ and
peak/off-peak distinctions. Savings on advertising budget costs. Simple packaging could save costs on high
commissioned salespeople.
The target youth market is not stressed. Hard for a new entrant to the market.No flexibility in calling habits; always paying
the same high price.With no real price distinction, consumers are
not willing to switch over just for the Virgin Extras features.
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
• Similar structure– Pricing slightly below the
competition
• Maintain ‘buckets’ of minutes– Price per minute set below
industry average in certain key buckets
– Target young market that uses 100 to 300 minutes
Market Research
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
[Source: Adapted from company data, Morgan Stanley Research]
Virgin
Industry
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100 200 300 400 500 600 700 800
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Pros and Cons
Maintain the buckets and volume discounts with price per minute set below industry average.
Offer best off-peak hours and few hidden fees so consumers will know Virgin Mobile is cheaper, plain and simple.
Expand the size of the market and result in greater sales and profits.
Earnings from each consumer will be less.Sales growth does not necessarily mean big
profits.Risk of being regarded as low-quality service,
thus an unfavorable image. May trigger off competitive reactions.
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
Radically New Plan!• Shorten or eliminate
Contracts• Prepaid service• Handset subsidies• Eliminate all hidden
fees and off-peak hours• Concept of LTV
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• Does it make sense to shorten subscription terms or eliminate them altogether?– Contract provide a hedge against churn– Estimated churn rises from 2% to 6%
• Allows 18yrs and younger to purchase the product
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Currently 92% of subscribers have post-paid plans
Concerns:• Prepaid arrangements now have prohibitive pricing
- 35 – 50 cents per minute up to 75 cents
- Phone use that is very infrequent• Higher churn rate• Recoup Acquisition Costs (AC)• Morgan Stanley research suggests AC must be at or
below $100 for prepaid to be viable• Need a method to add minutes (such as Website)
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• Currently carriers purchase handsets from major manufacturers at a cost of $150-$300.
• Carriers then subsidize the end user $100-$200 (becomes part of AC).
• How do we minimize the AC?• Does this matter to our target
market?
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Hidden Fees• Goal: Make the pricing very simple
– “What you see is what you get!”
• Rolling all these normally hidden costs that include taxes and fees into the final price
Off-Peak Hours• Consider the target market: Young People! - Minute usage is very different
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The Business Customer
• TWO DISTINCTIONS:– Make calls during office hours– Rarely worry about the cost of
calls (Finance Dept can deal with it)
• PRICE INSENSITIVE!• Demand is INELASTIC• A percentage decrease in price will
have a smaller percentage increase in Quantity Demanded (Calls made)
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The student customer• TWO DISTINCTIONS
– You make calls whenever necessary and can seek to avoid calls that come with a higher pricetag
– Students CARE about the price of calls
• PRICE SENSITIVE• Demand is ELASTIC• A percentage decrease in price
will result in a larger percentage increase in quantity demanded (calls made)
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Mobile phone company revenue:
• The revenue gain from increased quantity must be greater than the revenue loss from dropping the price
• Since our target market is Youth, whose demand is relatively elastic, downward adjustment in price is relevant! A>B for Revenue Gain!
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Option 1 : Clone industry
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XtrasXtras
Off-peak hourOff-peak hour
Hidden FeeHidden Fee
Option 2 : Price below
Industry pricing
Industry pricing XtrasXtras
Off-peak (1) hourOff-peak (1) hour
Hidden FeeHidden Fee
Priced (5c) belowPriced (5c) below
-Same price of handset offered-Same churn rate of 2%
-Same price of handset offered-Same churn rate of 2%
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Option 3 : New pricing structure: prepaid
Average monthly revenue from minute usage= Avg. min + avg. minute charge
XtrasXtras
Off-peak (1) hourOff-peak (1) hour
Hidden FeeHidden Fee
-Same price of handset offered-Churn rate of 6%
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ACir
MLTV
1
ARPU CCPU
M AC LTV
Average Revenue per user
Cash Cost per user= 45% of ARPU
Monthly Margin
= ARPU - CCPUAcquisition Cost
Lifetime Value
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
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Theory Application
Calculation r: retention rate = 1 – churn rate
i : interest rate = 5%
r: retention rate = 1 – churn rate
i : interest rate = 5%-Sale commission
-Advertising per gross add
-Subsidy cost
-Sale commission
-Advertising per gross add
-Subsidy cost
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- Year 1 is the immediate target - Customer with us 1 year for prepaid - Target average minute per month is 200 - Target average charge per minute is 15 cent
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- Level of subscribers Option 1: same industry pricing -> less attractive -> 500,000 out of 1 million subscribers
Option 2: lower cost -> attractive -> 750,000 out of 1 million
Option 3: new pricing structure and features -> most attractive -> 1 million out of 1 million
Assumptions
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Item Value
Hidden Fee $ (6.00)
Off-peak (1) hour $ (3.00)
Priced below (5c) $ (10.00)
Option 1 Xtras $ 12.02
Option 2 Xtras $ 18.03
Option 3 Xtras $ 24.04
Rev. from minute usage $ 30.00
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Xtras Value
# of subscriber x 12 months
% of the market share
% of the market share
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ARPU CCPU M AC LTVIndustry
Avg. $52.00 $30.00 $22.00 $270.00 $44.29
Option 1 $55.02 $24.76 $30.26 $160.00 $272.29
Option 2 $51.03 $22.96 $28.07 $120.00 $280.94
Option 3 $45.04 $20.27 $24.77 $100.00 $253.89
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ACir
MLTV
1
IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
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Option 3 - Break Even Point with AC and LTV
Let LTV = 0 Market Research
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-> 0 = M/(1 - r - i) – AC-> M = 0.11 AC -> AC = 24.77/0.11
If LTV = 0 , AC = $225.
That is the max we can go with AC.Now with AC at $100,
-For Ads budget, we can spend more-For the handset, we can lower price or increase quality
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Option 3 - Break Even Per customer
Revenue = CostXtras + minute usage = CCPU + AC Cost
Total Net 11.37 0 ~ Break even
With Xtras 0.15 0.09
Without Xtras 0.21
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IntroductionIntroduction AnalysisAnalysis ConclusionConclusion
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VirginResponse
Recommen-dations
Questions
Pricing Strategy
Pricing Objective
Sales Maximization
Demand Estimate
Current market penetration of target market is only 25%1
Create Demand amongst remaining 75%
Brand Switch by current users
Capitalize on Highly Elastic Demand of Target Market
Cost Estimates
Monthly Cost to Serve per Customer
Networking Cost
Customer Service Cost
Overhead Cost
Customer Acquisition Cost
Subsidy on Cell Phone set
Marketing Communication Cost
Sales commission
Source: http://www.wirelessweek.com/virgin-mobile-details-launch-plans.aspxSource: http://www.wirelessweek.com/virgin-mobile-details-launch-plans.aspx
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Pricing Strategy (contd…)
Competitors’ Prices
ARPU of $52 with 417 minute of use
60 – 20 c per minute for less than 100 minutes20 – 12 c per minute for 100 to 300 minutes (Virgin Target Market)
35 – 50 c per minute for Pre-paid Costumers (Virgin Target Market)
Pricing Method
Penetration Pricing
Costs per Unit is inversely related to Number of Subscribers
Reduce CCPU by increase in Number of Subscribers
Increase in Margin will follow
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Final Price !!!!
15c per minute with Revenue of $30 per unit
(average use of 200 mins)
Target Virgin Xtras Revenue of 15.04
Total Estimated ARPU of $45.04
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