Marketing & Telecommunications
Bringing an offer to market, in sectors that do not forgive improvisation.
Bizando works alongside general management, marketing and sales leadership to position an offer, build its economics and take it to market: new product launches, channels and partnerships, sales organisation. With specific expertise in fixed and mobile telecommunications, MVNOs and digital services.
Twenty minutes, no commitment.
Who it is for, and for which problems
Telecommunications operators and MVNOs that have to launch or reposition an offer. Digital services companies, B2B and B2B2C, that have a product and not yet a commercial model that holds. Companies entering a regulated or infrastructure market that have to build channels, pricing and a sales organisation from scratch. Investors who want an independent reading of a portfolio company's commercial plan.
The recurring problems are few and alike: a product defined by the technology rather than by the customer; pricing that ignores acquisition and retention costs; channels built by inertia; partnerships that move margin without moving volume; a sales function to reorganise while it sells. They are problems of judgement and sequence before they are problems of resources.
Services
Marketing here means running the business — positioning, offer, channels, P&L — not running campaigns.
- Strategic marketing and positioning Segmentation, value proposition, architecture of the offer and of the brand.
- Go-to-market and new product launches Launch plan, channel sequence, targets and measurement controls.
- Product management and pricing Portfolio, roadmap, price model and promotions with the P&L in front of you.
- Business development and partnerships Partner identification, structure of commercial agreements, negotiation.
- Sales channels and sales organisation Direct, indirect and digital channels — design, incentives, governance.
- B2B, B2C and B2B2C models From the large enterprise to the consumer, through wholesale and third-party channels.
- Fixed and mobile telecommunications Offer, access, interconnection terms and dealings with the sector authority.
- MVNOs, wholesale and digital services The virtual operator's business model, wholesale contracts, service platforms.
- CRM, loyalty and customer retention Customer-base management processes, loyalty programmes, churn reduction.
- Interim management Marketing or sales leadership for a defined term, with a defined mandate and objectives.
What the client receives
A scope written first, and a deliverable that closes it.
The format depends on the problem: a positioning document, a launch plan, a pricing model, the structure of an agreement with a partner, or a time-limited operating mandate. In every case the result is something the company can execute with the people it has — not a presentation to be translated afterwards.
- Positioning and offer architecture Segments, value proposition, range and hierarchy of products.
- Go-to-market plan Sequence, channels, targets, measurement and correction controls.
- Pricing model and business case Prices, promotions, acquisition and retention costs, the offer's P&L.
- Commercial agreement structure Term sheets for partnerships, distribution and wholesale contracts.
- Channel design and incentive plan Sales organisation, roles, targets and incentive scheme.
- Interim management mandate Time-limited leadership of the marketing or sales function, with defined objectives and duration.
Where this expertise comes from
Bizando's founder, Edoardo Verduci, built the first part of his career in telecommunications marketing and business development, in Italy and Spain, through three operator launches: the marketing leadership of Retevisión, in the task force that took the operator to the consumer market and then to the business market; the marketing leadership of Atlanet at the company's launch; H3G Italy, first as Chief Marketing Officer — positioning, offer, handset portfolio and processes for the consumer and business segments — then leading corporate sales and the development of the wholesale and MVNO business. Before that, at Telecom Italia, pricing and portfolio of the business division's voice services and customer-base retention processes.
Through Bizando he has since worked as a consultant and interim manager on the start-up of an MVNO, on the strategy for an MVNO aggregator, on the launch of a loyalty and smart-retail platform for an operator, and as head of sales and marketing of an initiative in the connected-vehicles sector. The full path is on the founder's page.
Declared scope
What this area is not
Three things you will not find, stated before you look for them.
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I do not run advertising campaigns or digital channels day to day.
I define positioning, offer, channels and plan. Creative production, media and the daily running of the channels remain with the agency or the in-house team.
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I do not sell on the client's behalf.
I build the sales organisation, the agreements and the incentives; the sales force and the signing of contracts remain the company's. In an interim mandate I lead the function inside the client's organisation, under its mandate.
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I do not promise market share.
A go-to-market plan estimates and measures; it does not guarantee. What I guarantee is that every number in the plan has a source and a stated assumption.
The first conversation is a twenty-minute call.
Where you are with the offer, what is not working, what is actually needed. If it is outside my scope I will tell you on the call, and where I can I will point you to someone who covers it.
Opens the Cal.com calendar: you pick the date and time.
Prefer to start by email? info@bizando.com — I reply within one working day.