Harvard Case - Telesat Canada
"Telesat Canada" Harvard business case study is written by Paul Boothe, Connor Lyons. It deals with the challenges in the field of General Management. The case study is 5 page(s) long and it was first published on : Jun 10, 2015
At Fern Fort University, we recommend Telesat Canada pursue a strategic shift towards a hybrid business model, focusing on both traditional satellite services and emerging space-based technologies. This involves a multi-pronged approach encompassing strategic partnerships, targeted investments in innovation, and a robust talent acquisition strategy to capitalize on the burgeoning space economy.
2. Background
Telesat Canada, a leading provider of satellite-based communication services, faces a challenging landscape. The emergence of fiber optic networks and the rise of low-earth orbit (LEO) satellite constellations pose significant competition. The case study highlights Telesat's strategic dilemma: whether to maintain its traditional business model or embrace a more dynamic approach to remain competitive.
The key protagonists are:
- Dan Goldberg: CEO of Telesat, grappling with the strategic direction of the company.
- The Board of Directors: Responsible for overseeing the company's long-term strategy and financial performance.
- The Executive Team: Responsible for implementing the strategic direction and managing the company's operations.
3. Analysis of the Case Study
We can analyze Telesat's situation using a combination of frameworks:
1. SWOT Analysis:
- Strengths: Strong brand reputation, established infrastructure, expertise in satellite technology, and a loyal customer base.
- Weaknesses: High capital expenditure requirements, limited agility in adapting to new technologies, and potential for market share erosion due to competition.
- Opportunities: Expanding into new markets, leveraging emerging technologies like LEO constellations and 5G, and partnering with other space companies.
- Threats: Increasing competition from fiber optics and LEO constellations, regulatory hurdles, and potential for technological disruption.
2. Porter's Five Forces:
- Threat of new entrants: High, due to the increasing accessibility of space technologies and the emergence of new players.
- Bargaining power of buyers: Moderate, as customers have options but are reliant on satellite communication in certain sectors.
- Bargaining power of suppliers: Moderate, as Telesat relies on specialized equipment and technology providers.
- Threat of substitute products: High, due to the availability of fiber optic networks and the potential for other wireless technologies to replace satellite communication.
- Rivalry among existing competitors: High, as traditional satellite providers and new LEO constellation operators compete for market share.
3. Strategic Analysis:
- Current Strategy: Telesat currently operates a traditional satellite-based communication model, focusing on providing services to various sectors.
- Potential Strategies:
- Maintain Status Quo: This strategy carries high risk, as the company could lose market share to competitors.
- Strategic Partnerships: Collaborating with other space companies to leverage their expertise and resources.
- Innovation and Investment: Investing in emerging technologies like LEO constellations and 5G to offer new services and expand into new markets.
- Hybrid Model: Combining traditional satellite services with new space-based technologies to cater to a wider customer base.
4. Recommendations
Telesat should pursue a hybrid business model, focusing on both traditional satellite services and emerging space-based technologies. This approach should be implemented in three phases:
Phase 1: Strategic Partnerships and Investment (Year 1-2):
- Form strategic partnerships: Collaborate with companies developing LEO constellations, 5G technologies, and other space-based solutions.
- Invest in research and development: Allocate resources to explore and develop new technologies, including LEO constellations and 5G integration.
- Acquire talent: Recruit skilled engineers, scientists, and data analysts to drive innovation and development.
Phase 2: Hybrid Model Implementation (Year 3-5):
- Develop and launch new services: Offer hybrid solutions combining traditional satellite services with LEO constellations and 5G capabilities.
- Expand into new markets: Target emerging markets with high growth potential, particularly in areas with limited terrestrial infrastructure.
- Optimize operations: Streamline existing operations and leverage technology to improve efficiency and reduce costs.
Phase 3: Continuous Innovation and Expansion (Year 6+):
- Invest in long-term research: Continue to invest in R&D to stay ahead of the technological curve and develop next-generation solutions.
- Expand into new applications: Explore new applications for space-based technologies, such as remote sensing, precision agriculture, and disaster management.
- Foster a culture of innovation: Encourage experimentation, creativity, and collaboration to drive continuous improvement and innovation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Telesat's core competency lies in satellite technology and communication services. The hybrid model allows the company to leverage its existing expertise while exploring new opportunities.
- External customers and internal clients: The hybrid model caters to both existing customers who rely on traditional satellite services and new customers seeking innovative solutions.
- Competitors: The hybrid model positions Telesat to compete effectively with both traditional satellite providers and new LEO constellation operators.
- Attractiveness: The hybrid model offers significant growth potential, as the space economy is expected to grow rapidly in the coming years.
- Assumptions: The recommendations assume that Telesat has the financial resources to invest in new technologies and partnerships, and that it can successfully attract and retain the necessary talent.
6. Conclusion
Telesat Canada faces a pivotal moment in its history. By embracing a hybrid business model, the company can leverage its strengths, capitalize on emerging opportunities, and position itself for long-term success in the evolving space economy. This strategy requires a commitment to innovation, strategic partnerships, and a robust talent acquisition strategy.
7. Discussion
Alternatives not selected:
- Maintaining the status quo: This strategy carries high risk, as Telesat could lose market share to competitors and fall behind in technological advancements.
- Focusing solely on LEO constellations: This strategy could be too risky, as the LEO market is still developing and faces significant challenges.
Risks and key assumptions:
- Financial resources: The hybrid model requires significant investment, which could strain Telesat's financial resources.
- Technological advancements: The rapid pace of technological change could render new technologies obsolete quickly.
- Talent acquisition: Attracting and retaining the necessary talent for innovation and development is crucial.
8. Next Steps
- Develop a detailed strategic plan: Outline the specific steps, timelines, and resources required to implement the hybrid model.
- Identify and secure strategic partners: Establish partnerships with companies developing LEO constellations, 5G technologies, and other relevant technologies.
- Invest in research and development: Allocate resources to research and development to explore new technologies and applications.
- Implement a robust talent acquisition strategy: Recruit skilled engineers, scientists, and data analysts to drive innovation and development.
By taking these steps, Telesat Canada can successfully navigate the evolving space economy and secure its future as a leading provider of satellite-based communication services.
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Case Description
In June 2007, the chief executive officer of Telesat Canada, headquartered in Ottawa, Ontario, was considering his strategy following a decision by Industry Canada to reject four out of six of its applications for satellite slots. His largest concern was the decision to award the two most important licences for the Extended Ku-band network - which the company's largest clients, Bell Canada Inc. and Shaw Communications, were both seeking - to a subsidiary of a non-Canadian company, Ciel Satellite Limited Partnership, which was owned by SES S.A., a global corporation based in Luxembourg. The regulator's decision had the potential to severely limit Telesat's future revenues as well as destabilize its valuation in the midst of a sale process. The company needed a plan of action to propose a reconsideration of the allocation of licenses while also maintaining its working relationship with Industry Canada.
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