This paper discusses the strategic challenge of the Swiss Telecommunications Provider Swisscom AG in the advent of a tight domestic regulation and a limitation of growth options within a domestic telecommunications area. â€¢ How can it transform itself to a revenue growth company whilst preserving its financial profitable base? â€¢ And secondly, what would be the areas Swisscom should invest into in light of a series of new technologies which have a view to be disruptive, sooner or later. All fields Swisscom might expand into are no â€œgreen fieldsâ€, which means â€" in whatever way Swisscom might expand â€" more revenues from its existing customer base â€" new services on top of the existing products â€" new services as a means of diversification â€" are subject to fierce competition and of course necessarily imply a strategic stretch. 1 All activities Swisscom might undertake in order to get for revenue growth, is stimulated by dissatisfaction, the perception of a gap between current and desired performance. In this Thesis we will look at the performance gap Swisscom has and will quantify this statement of the shortfall between current business results and those that should be expected. In this paper, we will enlighten the opportunity for growth through an investment into IT Services and check that opportunity gap and try to quantify it. In this quantified assessment the discrepancy between current business results and those achievable with a new business design will be looked at whilst encompassing the looming new disruptive technologies â€" Voice Over IP and Public Wireless LAN above.
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