Analysis of Corporate Strategy and Business-Functional Strategies of Rogers Communications Inc

This report analyzes the corporate and business-functional strategies of Rogers Communications Inc, a telecommunications company in Canada. It includes recommendations for the company's future growth and success.

Analysis of Corporate Strategy and Business-Functional Strategies of Rogers
Communications Inc
Company: Rogers Communications Inc. (Telecommunications industry)
By: Madawi Abunayyan #0510024 ([e-mail])
Majed Abunayyan #0478092 ([e-mail])
Gillian Snelling #0580580 ([e-mail])
Meghan Timewell #0587823 ([e-mail])

Table of Contents
Executive Summary.........................................................................................................................3
Introduction......................................................................................................................................4
Part IV - Corporate Strategy............................................................................................................5
Part V - Business-Functional Strategies........................................................................................12
Business Strategy using Porter’s 4 Generic Strategies..................................................................12
B. Problems within the Company’s Business Strategy.................................................................14
C. Strategy Recommendations and Rationale...............................................................................17
Summary........................................................................................................................................21
References......................................................................................................................................22

Executive Summary
Rogers Communication Inc. Corporate Strategy Analysis is presented in two categories
which is the corporate strategies and business functional strategies. The corporate strategies are
looked at in vertical locations which explains that Rodgers communication is both mid-stream
and downstream. Horizontal location looks at the 4 sectors that produce revenue and the multiple
synergies that can be found primarily between cable and wireless. The geographic diversification
shows the geographical areas Rogers Communications cover with in Canada. Rogers
Communications analysis looks at how Canadians are gearing toward entertainment that grants
them full control of what they are watching for example like Netflix and Hulu.
Recommendations of the business is leaning towards streaming services to allow their consumers
to be in full control of their entertainment due to the shrinking demands for cable services.
Business functional strategies analysis uses Porters 4 generic strategies. One, the cost of
leadership which is key to emphasizing on the prices of lowest cost producers and profit margins.
Two, the cost focus on aiming for low cost advantages in only small market segments. Three,
differentiation focus focus’s a small market segment to enable customers to obtain different
needs and wants that is not offered by existing competing firms. Last, differentiation leadership
involves changing product pricing, branding, and adding features to differentiate from other
competing firms.
This analyzed section goes over the goals, mapping out actions and areas that need improvement.
Including new ideas such as integrating effective technology. Aspects to the opportunities in the
external market is examined using SWOT analysis. Examining the strengths, weaknesses,
opportunities, and threats including factors that favour the growth of the firm. Going over the
term “stuck in the middle” situations and its difficulties of overcoming new business models

fronted by rivals in the market. Correctly solving value chain weaknesses and clarifying the
weakening value chain which can create inefficiency in the firm. Examples of recommendations
are represented in the analysis are including approaches such as adopting teamwork approach’s
in the identification and analysis of activities in the value chain and identifying the value of
added services and differentiation activities for improvement customers' value. If value chains
are followed efficiently this may maximize the profits even in a slowly growing market.
Introduction
Rogers Communications Inc. is a diverse telecommunication company. Rogers divides its
business between 4 segments. The first is Rogers Wireless, reaches 96% of Canadians with their
LTE network (n.d., 2017). This segment offers postpaid and prepaid services, along with the new
devices that are on the current market (n.d., 2017). The second and third segment is Rogers
Cable and Rogers Business Solutions the combination of these two segments provide “high-
speed internet access, television, phone, and advanced Wi-Fi services” (n.d., 2017). The fourth
segment is Rogers Media this segment is responsible for “sports entertainment, television,
publishing, and radio broadcasting.” (n.d, 2017). Rogers Media is investing its money in content
that their customers want and making sure that the customer can view the content on any device
(n.d., 2017).
Within this report, we will be looking at Rogers Communications Inc. Corporate Strategy
and Business-Functional Strategies. From the analysis of these strategies as a group, we have
created a list of recommendation for each strategy. That we believe will help them continue on
their current track and to improve the company.

Part IV - Corporate Strategy
Current Corporate Strategies
Vertical Location
Rogers Communications core business is their wireless segment. As seen in Figure 1.1
we can see that the wireless section is responsible for 58% of Rogers Total Revenue. From
looking at Figure 1.2-1.3, we can see that the wireless sector has increased by a percent every
year since 2015 and the cable sector has decreased by a percent every year, while the media and
Business Solutions percentage of revenue have remained the same for the past three years. The
increase in Wireless and decreased in Cable is most likely due to the rise of people removing
cable from their homes and going for the more popular streaming options. That has been gaining
in popularity for the past few years. Within the vertical location, their Rogers is both a mid-
stream and downstream business. It is a mid-stream business because it a leading distributor of
its services that they bundle together with other products from their different sectors to optimize
profit. Though it is also downstream because it sells products from other companies (e.g., Apple,
Samsung, etc.).
Figure 1.1: Rogers Communications Inc. 2017 Operating Revenue broken down into its four segments of operation. Retrieved
from Rogers Communications Inc. 2017 Annual Report.

Figure 1.2: Rogers Communications Inc. 2016 Operating Revenue broken down into its four segments of operation. Retrieved
from Rogers Communications Inc. 2016 Annual Report.
Figure 1.3: Rogers Communications Inc. 2015 Operating Revenue broken down into its four segments of operation. Retrieved
from Rogers Communications Inc. 2015 Annual Report.
Horizontal Location
Rogers Communications Inc. has four main sectors that produce its revenue. The biggest
is Rogers Wireless, followed by Rogers Cable, Rogers Media, and then Rogers Business
Solutions. Within the NAICS classification, Rogers is primarily under the 51 Information and
Cultural Industries (Statistics Canada, 2017). The company also falls within the 44-45 Retail

Trade (Statistics Canada, 2017). Rogers Communications also has multiple synergies within their
company. These synergies can primarily be found between the Cable and Wireless sectors. The
most visible examples are the numerous bundle packages offers between the cable and wireless
segments of the business.
Geographic Diversification
Rogers Communications primarily does its business in Canada. Figure 1.4 is a summary
of where Rogers Communication does its business within Canada:
Rogers Communications Area of Operations
Segment Provinces
Rogers Wireless All of Canada
Rogers Cable Ontario
New Brunswick
Newfoundland
Businesses and Governments (Canada & Other)
Rogers Media TV brand channels:
All of Canada
Radio Stations:
British Columbia
Alberta
Manitoba
Ontario

Nova Scotia
Roger Business Solutions Businesses and Governments (Canada & Other)
Figure 1.4: Rogers Communications Area of Operations.
Rogers Communications does participate in some business activities outside of Canada
but the information on exactly where could not be found. Rogers Communications Strategy uses
the multi-domestic strategy within its firm. This strategy is due to Rogers doing most of its
business within Canada, but it tailor’s what is the company owns within each province. Rogers
Communications mode of entry is Greenfield.
Current Challenges Related to Corporate Strategies
As stated in the previous section, the main source of revenue for Rogers is their section
that is responsible for providing wireless communications via cell phones and internet. That
section is increasing as the cable television section is shrinking at the same rate. The demand for
cable is shrinking because Canadians are opting for a service that grants them total control of
their entertainment. They are gravitating towards streaming services that offer monthly
subscriptions such as Hulu, Netflix, Amazon Video, and now even YouTube. These streaming
services are void of the time constraints and limited selection of cable television. Additionally,
most Canadians already require internet services in their home and are likely to prefer paying for
the one service that offers the entertainment potential as getting both internet and cable.
Rogers is not at all being limiting by staying in Canada. They are not performing below
competitors in terms of market share or market capitalization. In fact, they lead the industry in
Canada. It is clear in Figure 1.5 below that Rogers shares the top 90% of the Canadian wireless
market with only two other service providers. Challenges for Rogers do not lie in the Canadian

market or further expanding. Entering a foreign market will certainly create instability and
challenges for the company.
Figure 1.5: Wireless subscriber market share for 2015 and 2016. Retrieved from a Government of Canada Communications
Monitoring Report 2017: Telecommunications sector overview.
Recommendations
As previously stated, the number of cable subscriptions is declining as demand for
wireless services is increasing. It is vital for Rogers to realize that landline telephones are
borderline obsolete and cable television services could be the next to go. Being an industry
leader means always being a step ahead of the competition and making business decisions based
on predictions supported by patterns. According to a recent Communications Monitoring Report,
between 2014 and 2015, revenue for television providers went down 3.4%, while revenue for
internet grew 10.3% and wireless grew 7.6% (Government of Canada, 2016). Additionally,
internet and wireless have had a combined increase of 25.9% since 2012 (Government of
Canada, 2017). This is evidence of a pattern that must be considered when deciding the future of
Rogers and their services.

Rogers owns three communications companies: Rogers Wireless, Fido Solutions, and
more recently Chatr Mobile. For Rogers, these second-tier providers could potentially be
considered dead weight as they are not nearly as successful as perhaps Telus’ Koodo Mobile.
Companies are creating these “discount carriers” in order to offer more options to customers at a
lower price. Sometimes these carriers will compromise on coverage or speed, and they are void
of bundles and family sharing plans, but they are a better option for Canadians on a budget. The
results for a survey by J.D Power display that Fido Solutions came in third place for purchase
experience satisfaction, behind Koodo Mobile (Telus) in first and Videotron (Quebecor) in
second (J.D. Power Canada, 2018). As for Rogers’ new flanker company Chatr, there does not
appear to be a large notable difference in the price of plans from that of their parent company,
but their contracts and payment plans for phones are considerable.
It is recommended that Rogers should either invest more in growing and somehow
popularizing their flanker companies that are Fido and Chatr, or sell them off entirely. Fido and
Chatr simply are not successfully competing with other second-tier carriers the way Rogers
competes with their main competitors. The reason for this is likely because Rogers is not
allotting the necessary resources for marketing, customer service, technical support, and
advertising.
If Rogers was to discontinue service from Fido and Chatr, they would need to strategize
in order to retain customers under the Rogers umbrella and keep them from gravitating towards
other second-tier companies. For example, incentives like offering the first year with Rogers at
the same price as their previous agreement with Fido or Chatr. Alternatively, they could offer
special contract discounts to anyone bringing their number or phone over to Rogers from one of
their closed flanker companies.

Earlier this year, it was reported by the Globe and Mail that Shaw Communications Inc.
closed a deal to buy Wind Mobile for $1.6 billion (Bradshaw, 2018). If that is any indication for
what Rogers could potentially gain for selling Fido and Chatr, it could mean investing in services
that Canadians really want from them. After selling off Fido and Chatr, Rogers can take the sale
profits, as well as other funding originally associated with their flankers, and re-allocate them to
research and development of innovative technology. Right now, communication companies in
Canada are focused on developing a 5G network nationwide. Rogers has already stated that they
are working towards implementing a 4.5G network as a stepping stone and extra funds would
undeniably help in achieving that. After all, wireless communications is the main source of
revenue for Rogers and in such a competitive industry, Rogers needs to do what they can to stand
apart from the rest.
In addition to fueling innovation, it is another recommendation that Rogers expands into
new regions. Figure 1.6 below shows the Rogers coverage map of Canada where all the orange is
Rogers network and yellow is extended coverage. For a company that claims to be accessible,
the coverage map proves that only applies to those who reside in Alberta, Saskatchewan,
Southern Ontario, and Nova Scotia. Even if expanding into new provinces and territories fails to
boost their revenue, it would contribute to a positive reputation for Rogers. Making
communication technology accessible for all Canadians would be part of funding innovation.
Perhaps expanding coverage will be part of the 5G plan, but should be considered if it is not
already.

Figure 1.6: Canadian coverage map for Rogers wireless. Retrieved from Rogers Communications.
Summary
Part V - Business-Functional Strategies
Business Strategy using Porter’s 4 Generic Strategies
Porter’s 4 Generic business strategy has evaluated on how different aspects of cost
leadership, cost focus, differentiation leadership is effective enough for Rogers Communication
in forming new policy and plans. The primary business plan that Rogers Communication has
implemented within organization is reducing product cost in order to survive their
sustainability in market. The extent exploits the idea of business activities being narrow versus
broad and the range of product differentiation of the firm (Omsa, 2017).
Competitive advantage arises where a firm has the edge over its competitors by availing
greater value goods and services to the market. This may be in the form of offering consumers
low priced and higher value goods and after-sales services. The business expert of Rogers

Communication sets out an objective to become the lowest-cost producer in the entire industry.
The company uses vital strategies to achieve this such as; exploiting economies of scale through
large-scale production, easy access to raw materials, high production levels and efficient
technological application. Since market segments place key emphasize on prizing, lowest-cost
producers enjoy the best profit margins (Omsa, 2017). The primary mission of Roger
Communication is to a low-cost advantage in only a small market segment. The products or
services offered are of similar quality to others in higher-priced markets and appeals to a sizeable
number of customers. Rogers Communication focuses a small market segment during
differentiation. It enables customers to obtain different needs and wants not provided by existing
competing firms. Through this strategy, a firm can establish a niche in the market segment.
Rogers Communication has implemented differentiation leadership strategy. In this
strategy, the scope of the firm is a broader market in the industry and achieves competitive
advantage through product differentiation. It may involve charging premium prices, strong
branding, consistent promotion and extra value added features to products for consumers. This
reflects the high cost of production and makes products differentiated.
Weakness in business strategy of Rogers Communication:
The entire business strategy made by the business experts of Rogers Communication is
related to operations and management strategies. The business experts have not made effective
marketing plans, promotional campaign in order to grab the attention of customers. Providing
quality of work is not only effective in attracting the attention of customers. In order to gain
organizational image and reputation the business experts have to focus on marketing strategies
and policy to create brand identity and image. This very specific part of business strategy has not
focused on behalf of the marketing managers of Rogers Communication.

B. Problems within the Business Strategy of Rogers Communication
A firm "stuck in the middle" is a management challenge that makes business not able to
avail unique products to the market to attract customers and have abnormal high prices for its
inferior products making it less competitive (Craig and Campbell,2016). This happens when a
firm experiences inferior strategic situations or gets outsmarted by rivals dwindling its fortunes.
According to Porter, "when a company fails to make a choice between cost leadership
and differentiation" it gets stuck in the middle. Lacking the above principles, makes the firm lose
the market, capital indulges in the low-cost strategy in the industry. A firm held in the middle has
no competitive advantage over others in the market. Eventually, it plunges into poor financial
management and low profitability. At last, the firm loses out on the market margin to firms with
better differentiation.
Such a firm should adopt significant strategic decisions and takes the necessary steps to
achieve cost parity concerning the market. Some of these efforts may involve modernization of
production processes, serious investments, reclaiming market shares, and competitive product
differentiation. For such choices to be valid, they have to match the firm's capabilities,
limitations, resource management, organizational structure and managerial styles (Omsa, 2017).
When a firm is at this undesirable state, it takes a lot of time and sustained efforts to take it out.
In case strategies are inconsistent, there may be a tendency by the firms to slip back, and forth.
Value chain function:
A value chain about a firm is activities that take place to deliver a product to the final
market eventually. The focus is emphasized on the private activities with the aim of
understanding cost, adding value and differentiating products from what the market offers. The

value chain concept also identifies auxiliary activities that aid production. Such aspects under
focus include human resource management, technology, infrastructure, and raw materials (Craig
and Campbell, 2016).
The primary goal of this analysis to map out actions and areas that may improve the
efficiency, and profitability of the firm. Reduction in the cost of production increases the cost
advantage for the firm. A weaker chain may imply a reduction cost advantage thus, making the
firms less competitive. Therefore, essential activities and adjustments should be made to improve
efficiency, differentiate the products and add value. Such actions may include;
1. Expanding economies of scale
2. Increasing capacity utilization
3. Making sound organization policies
4. Integrating effective technology
5. Increasing market linkages
A weak value chain means a low cost-to-profit operation model. It will lead to reduced
economies of scale and an underutilized capacity which inhibits the growth of the business
(Craig and Campbell, 2016). Therefore, a weakening value chain would imply not correctly
finding important tasks and functions that are necessary for the supply of products and services
to the market. Optimization activities, product differentiation and cost efficiency, will be
inhibited with a weakened value chain.
Weakness in value chain process of Rogers Communication:

The business experts associated with Rogers Communication are not very efficient in
maintaining entire value chain process systematically. The business experts while maintaining
entire inbound and outbound process have to face immense challenges in having effective
communication. Due to the lack of communication, the delivery of overall work gets delayed.
The customers tend to show their level of dissatisfaction in performing well towards the services.
The opportunities in the external market.
SWOT analysis helps a firm in planning and achieving its mission by examining its
strength, weaknesses, opportunities and threat concerning the business environment. These are
factors that favor the growth of the business but exist in the external environment.
Among most of the significant weaknesses Rogers is possessed with several major
limitations:
1. Lack of sufficient resource for expanding the entire business process in the global
market
2. Lack of sustainable management policy due to unstable government regulations and
acts
Should a rival competing firm capitalize on the opportunity, then it is turned into a threat
to the firm. Some of the key opportunities in the external business environment include:
i. Strategic marketing analysis and a sound marketing plan to counter competitors
ii. Favorable legislation and sound economic policies by the government
iii. Application of new technology for improved and efficient production
iv. Political stability in the country encourages thriving business activities

v. Favorable global economic environment such as a cushioned local currency
vi. Threats in the external market
Opportunities missed out:
After evaluating, the opportunities it can be stated that some of the most effective
opportunities are there which can be perceived on behalf of Rogers Communication. The
opportunities include business expansion in multinational countries beyond going the regional
boundary. By implementing product diversification and market penetration, the organization can
expand their business in different geographical boundaries. This particular opportunity is missed
out.
In addition, along with rendering political stability, Rogers Communication may render
socio-cultural stability by appointing people from diverse cultural backgrounds and attitudes.
These are factors bound to hinder the steady growth of a firm over time. The effects of
threats may, however, be mitigated through capitalization on available opportunities and using
the firm's own internal strength. Some of the key threats found in the external business
environment are:
1. A very slow growth rate in the industry
2. Recurrent security concerns such as terrorism
3. Very many new firms are entering the existing market creating intense competition.
4. Unfavorable government policies and regulations

5. Very high taxation and lending interest rates
Threats to be mitigated:
The two primary threats that should be mitigated include slow growth rate of the industry
and unstable government policies and legislations. In order to increase the rate of market growth
Rogers would have to concentrate on the product diversification and market penetration. In
addition, the government would have to take effective initiative for maintaining sustainable
government rules and regulations.
C. Strategy Recommendations and Rationale
Some of the major recommendations that Rogers can follow for expanding their entire
process of business are as follows:
Evaluate competitors’ market strategy:
Before making an effective strategy and policy, the business experts would have to focus
on the market evaluation strategy of the competitors. Based on the competitors market policy the
business experts would like to render business innovation for create market demand.
Effective customer services:
The service providers should render multi-lingual flexibility at the workplace with the
help of which people belonging to various geographical backgrounds and attitudes do not get
hesitated in performing well towards the services. In addition, the organization can launch e-
commerce business service as well based on which stakeholders can use the service from their
own places.
Focus social media promotion:

In order to grab the attention of people from different geographic backgrounds social
media promotion is highly significant. Social media promotion can draw the attention of those
customers who belong to global sphere. In addition, people belonging to different cultural
backgrounds and psychographic attitudes can get detailed overview about the brands and teir
services through social media promotions.
There exist a little relation between the market share and the profitability of a firm.
Therefore, a firm should define the market dynamics accurately. The firm should be highly
differentiated for it to gain a high market share. High returns are only achieved by firms who
have distinguished though may have a lower percentage to market leaders.
The probability to move out of the "stuck in the middle" situation depends on the firm
choice of strategies. The strategies should be best suited to the firm's strengths and ones which
are very difficult for competing firms to replicate and predict the market share and profitability.
A firm risks getting stuck in the middle when its traditional values and head-starts are overcome
new business models fronted by rivals in the market. It is usually very tough for a firm to alter its
strategies despite long a term vision. In this case, competitors may still have the edge over it in
cost advantage.
A market leader can also quickly get stuck in the middle through the implementation of
bad, ineffective strategies. When the firm strictly sticks on its initial business model, it performs
well as per its mission. However, over-reliance on the original business models can pose a threat
to a firm and create difficulties due to a changing business environment. Following a generic
strategy can make a firm to turn from being stuck in the middle to a more successful one. Firms
should come up with functioning strategies and take into account the changing business macro-

environment such as new entrants, changing fashion and preference as well as the global
business environment (Thompson et al., 2017).
Solving value chain weaknesses
A weakening value chain may lead to the firm losing its overall strategy and vision. This
usually happens where the operation of the firm is harshly broken down into smaller sub-
segments. Therefore the created inefficiency and the loss of linkage for the primary and
secondary activities results to a severe detriment in the relation and coordination of those
activities.
The analysis of the value chain is in itself a difficult task. It may involve data collection,
which is time and labor intensive. In addition to that, tasks that add real value and develop the
plans must also be elaborated in the value chain. Lastly, finding the most appropriate data and
information to be able to break the value chain into desirable auxiliary activities is usually tricky.
These missing links above lead to a weakening value chain which is risky to the optimal
operation of a firm.
For the chain to be implemented correctly, relevant risks to the firm operation should be
noted down. The best strategies and the cost-to-benefit approach must be discussed broadly.
Some of the elucidations to a weakening chain value include:
i. Adopt a teamwork approach in the identification and analysis of activities in the value
chain. Group work results are thorough than done by the individual plan.
ii. Be keen on genuine customer feedback in the firm. The customer should be loyal, well
known and trustworthy.

iii. Identify value added services and differentiation activities for improvement customers'
value.
iv. Pinpoint the primary support and auxiliary activities in the firm.
v. Finally, rate each activity by its significance in generating value to products and services
of the firm.
On the other hand, some key opportunities existing in the external business environment include:
Favorable legislation and economic policies by the government. These are very necessary for a
firm to enjoy smooth running and added economies of scale. The value chain in the form of
financial grants, incentives and sound policies help the firm achieve its mission and targets
economically (Thompson et al., 2017). Such systems also encourage the setting up of many
production firms thus creating multiple value chains.
Application of favorable technology for improved and efficient production. New
technology is advanced courtesy of research and development. A value chain is created where
new systems and products are designed, developed and applied in production.
The primary threats to the external business environment as highlighted earlier are:
Entry of new firms. New firms enter a market and generate intense completion to existing
firms. Some type of consumers such as trendsetters and early adopters are most likely to
subscribe to new firms' products and services. Purchase of materials, their supply as well as
incoming shipping for the raw materials are some of the value chains significant in aiding new
firm. Their integration will ultimately leady to smooth production, distribution and promotion of
new products and services (Thompson et al., 2017). Sustained processes in the value chain will
make the new firms survive in an intense competition market.

A slow growth rate of the market. A firm may experience a market that grows very
slowly and unreceptive to the changing business dynamics. Such a market may discourage the
growth of the firm. A value chain is, therefore, necessary to mitigate the effects of a stagnating
market. A firm should be conscious of the profit margins, customer service, marketing, sales,
accounting and finance. All these value chain factors if followed properly may maximize the
profitability of a firm even in a slowly growing market.
Summary
In summary, the macro environment of any business must be taken seriously.
Competition being the greatest of the macro environment elements, it must be carried out in such
a way that other competitors do not win them in the market. It can be effective by providing
quality products at an affordable price to the customers.
Besides, any company that is termed to be stuck in the middle should employ efforts like
modernization of production processes in order to have a market share. Additionally, the
company should shift the focus to private activities and auxiliary activities which will be key in
the production processes. The opportunities identified should be improved while the weaknesses
should be worked on to effect the production. Regarding the threats, measures should be taken to
prevent them from negatively affecting the company.
Finally, the internal environment plays a vital role in the organization of any company.
Therefore, the structure and production of any company is determined by the internal
environment of the company. Any company should have a well-organized internal environment
for an enhanced production.

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