new c2c site for dtt niche market penetration

ORtv Limited

Project ProposalNew C2C Site for Digital Terrestrial Television (DTT) Niche Market Penetration

Project Manager: Eze Igwe

Creation Date: 04/02/2015

Last Revised: 06/02/2015

Version: 1.0

ORtv Nigeria Ltd.

TABLE OF CONTENTS

INTRODUCTION................................................................................................................................................. 2

PURPOSE OF PLAN................................................................................................................................................ 2BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES........................................................................................2PROJECT APPROACH............................................................................................................................................. 3PHASE X: STAKEHOLDERS CONTRIBUTION............................................................................................................. 3

GOALS AND OBJECTIVES.............................................................................................................................. 4

BUSINESS GOALS AND OBJECTIVES....................................................................................................................... 4PROJECT GOALS AND OBJECTIVES........................................................................................................................ 4

SCOPE................................................................................................................................................................. 5

SCOPE DEFINITION................................................................................................................................................. 5ITEMS BEYOND SCOPE.......................................................................................................................................... 6PROJECTED BUDGET............................................................................................................................................. 6RISK ASSESSMENT................................................................................................................................................. 7INITIAL PROJECT RISK ASSESSMENT...................................................................................................................... 8MILESTONES........................................................................................................................................................ 11

ASSUMPTIONS................................................................................................................................................ 12

PROJECT ASSUMPTIONS...................................................................................................................................... 12

CONSTRAINTS................................................................................................................................................. 13

PROJECT CONSTRAINTS....................................................................................................................................... 13RELATED PROJECTS............................................................................................................................................ 13CRITICAL PROJECT BARRIERS.............................................................................................................................. 13

PROJECT MANAGEMENT APPROACH.......................................................................................................14

PROJECT TIMELINE.............................................................................................................................................. 14PROJECT ROLES AND RESPONSIBILITIES.............................................................................................................. 14ISSUE MANAGEMENT............................................................................................................................................ 16COMMUNICATIONS PLAN...................................................................................................................................... 17

ATTACHMENTS/APPENDICES...................................................................................................................... 18

APPROVALS..................................................................................................................................................... 19

Sign-off Sheet.................................................................................................................................................... 19

1

INTRODUCTION

Purpose of Plan

The proposed Analogue Switch-Off (ASO) transition roll-out by the Nigerian Broadcasting Corporation (NBC) has created a huge opportunity for Pay-tv service providers to penetrate the large Nigerian Mass Market. To dominate this niche market and riding on the over 100 million Mobile Phone penetration by the GSM service providers, a Consumer-To-Consumer site will provide ORTV the right platform to gain a substantive market share as well as use the same tool to create and retain customers. Using this site, Subscribers can cross-market ORtv products and services and earn a nominal income by accumulating points which can be redeemed as subscription to their accounts or gift items from the ORtv gift catalog. This Proposal will provide a definition of the project, including the project’s goals and objectives. Additionally, the Proposal will serve as an agreement between the following parties: Steering Committee, Project Coordinator, Project Owner, Project Manager, Project Team, and other personnel associated with and/or affected by the project.

The Project Plan defines the following: Project purpose Business and project goals and objectives Scope and expectations Roles and responsibilities Assumptions and constraints Project management approach Ground rules for the project Project budget Project timeline and execution The conceptual design of new technology

Background Information

The Broadcasting Revolution is well underway in Nigeria and the transition from Analogue to Digital broadcasting is not only in conformance with the guidelines and resolutions of the ITU and NBC but also creating opportunities for Oraqtech Nigeria Limited to achieve a 10 million subscriber base and exponential profitability targets. The ORtv brand provides the DTT platform needed to achieve the required coverage and penetration to keep our targets in perspective and achievable.

There is need for concerted effort to be deployed by all facets of the ORtv business to enable a seamless transition through innovative technology and achieve a sustainable competitive advantage. We recognize that the transition will benefit our business extensively but it is a complex process given our business terrain and our regulatory environment

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C2C DTT Penetration ProjectOur Business Strategy would rely on a C2C site as a marketing and retention tool to create subscriber base with huge multiplier potential

Project Approach

The Project will be executed in phases using a proactive approach through informed and accurate projections to stay ahead of competition and on top of target markets’ preference. The different phases can happen within over-lapping timelines as execution is imminent.

Phase I: Constitute and Inaugurate project Team to ease co-

ordination

Phase II: Activate a Research and Advisory team to conduct a market

survey to determine prospective customer TV preferences

Phase III: Design a C2C Site creating existing subscribers on the

platform as activation agents who will earn points that can

be converted to subscription or redeemed as gifts

Phase IV: Test-run Site with internal customers to identify gaps and

measure efficiency

Phase V: Marketing campaign to create awareness and traction to the

C2C site

Phase VI: Launch Site

Phase VII: Train and support a robust operation for Subscriber

Management

Phase VIII: Post Launch evaluation and performance audit

Phase X: Stakeholders’ Contribution

1. ORtv Management

2. Finance Department

3. Research and Development Department-

4. Marketing Department5. IT Department6. Human Resources Department7. Credit Control and Operations8. Sales Department

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C2C DTT Penetration Project

GOALS AND OBJECTIVES

Business Goals and Objectives

The business goals and objectives of the Project is to achieve a 10 million subscriber base over a 24 Months period using a C2C Site as a customer acquisition and subscriber management tool

Achieve extensive DTT coverage and penetration in accordance with the ORtv Roll-out plan

Build a 10 million subscriber base Distribution and value-chain management at required trade and sales

capacity Grow revenue by 100% in 12 Months through C2C mutually beneficial

innovations Reduce operational cost by using IT alternatives to providing services

Project Goals and Objectives

These are Design and Deploy a user friendly C2C Site with growing benefits for

subscribers and huge returns for the Company Facilitates coordination of transition activities, site roll-out plan and

information sharing both internal and external to all stakeholders Ensure stock adequacy and inventory management to meet the expected

increase in demand for Set-Top-Boxes (STB) created by the C2C site Cost effective budget Marketing campaign with deep penetration Provides an open, flexible, reliable DTT technology base for the future. Build a virtual supply chain and sales force Invest in an operational platform that guarantees ease of activation,

subscriber management and user friendly devices Accomplish project business goals and objectives within defined budget

and time parameters. Minimize impact to business operations within the transition period Gather demographic and market intelligence data to guarantee competitive

edge

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SCOPE

Scope Definition

The Project will achieve an interactive platform that will enable customers act as ORtv agents to resell STBs through direct referrals to prospective customers, registration of deals, fulfillment of transactions and earning of points which can be earned as subscription or gifts

Identify areas of research and investigation to determine customer TV preferences and sales referrals incentives

Identify and deploy the right subscriber management tools as payment and redemption interfaces on a C2C site

Build and Launch a customer friendly C2C e-commerce solution for subscribers to earn their subscription payments

Monitor the volume of trade generated using this portal and measuring the impact on the company bottom-line

Plan and execute marketing campaigns that will reach over 100m GSM users in Nigeria

Grow subscriber base exponentially through this innovative technology and deploy the right retention tools

Provide Training and Support to the operations and subscriber management department

Integrate the billing system into the C2C site Achieve business goals and objectives within set timelines and budget Periodic evaluation of site performance and maintenance and constant

improvements

Including the following interfaces: Nigerian Broadcasting Corporation (NBC) GSM Service Providers (MTN, Etisalat, Airtel) Internet Service Providers (Swift, Smile, ICSL) Advertising Media (BTL and ATL)

Desired Enhancements Information Technology in-house infrastructure Warehouse and Stock Holding Capacity DTT Coverage Area Distribution and Logistics Competitive intelligence and Demographic data Value-chain penetration and market reach Management and financial support Alternative Payment Options Operational tools and training deployments

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Projected Budget

$000'sORTV NIG LTDC2C DTT MARKET PENETRATION

Labour 2,533

Monitoring Equipment Installation - Labour 22Business input into specs and testing & System Design Approval 20Research and Market Survey - Materials 20Connections - Billing System 65Connections - Customer Relationship Management 241Dissemination - Customer engagement via email & training 28Implementation of PowerOn Fusion 709

Maintenance & Support for PowerOn Fusion 187Project Management - Website Design 351Project Management - ePayment Solution 790Involvement in developing Future Network Planning/Operational Standard 15Circuit Selection 32Developing Future Network Planning/Operational Standard 53

Equipment 3,077

Publicity Materials - Informational Pamphlets & postage & packaging 18Remote Control Installation - Head Office 1,95

4Monitoring Equipment Installation - Project Office 112Remote Control Installation - Materials 563Commissioning SWIFT link to Remote Control Devices 31Delivery and configuration of SWIFT IT hardware and software 399

Contractors 2,214

Demand Side Response Customer Survey 391Project Management - Market Survey 115Remote Control Installation - Labour 844Remote Control Installation at Project Office 159Contractors Travel & Publicity - Informing Affected Customers 42Connections - Connections Design 303Data Analysis and Economic Modelling 185Power System and Technical Modelling 175

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C2C DTT Penetration ProjectIT 739Data Capture and Cleanse 55Database Licenses 100Develop CRMS Reporting Capability 11

Develop CRMS/PowerOn (SOP) Interface 87Develop New Interface to PowerOn Fusion 87Develop Real-time Data Update Functionality 55Develop Visual Display Functionality for CRMS 73Initial Data Load Functionality 55System Integration & Testing 66Testing and Development Workstation 10Upload and Store Estimates (into historian) 85Upload CRMS Diagram and Managed Loads 55

Project Manager - Remuneration 100

Travel & Expenses 50

Payments to users 300Demand Side Response 300

Contingency 967Development and Preparation 44Remote Control Installation 284Publicity, Training and Dissemination - Operations 125DSR and Interruptions 100Project Management 28Connections 102Monitoring Equipment 77Installation and configuration of IT and Implementation of PowerOn Fusion

109

Circuit selection and data upload 24Analysis, Modelling and Development of Standards 41System Integration & Testing 13Decommissioning 20

Other 444Publicity and Dissemination 257Accommodation 160Unplanned interruptions during trial 27

TOTAL PROJECT COST – $10,424,000

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Risk Assessment

The initial Risk Assessment attempts to identify, characterize, prioritize and document a mitigation approach relative to those risks which can be identified prior to the start of the project.

The Risk Assessment will be continuously monitored and updated throughout the life of the project, with monthly assessments included in the status report (see Communications Plan) and open to amendment by the Project Owner and Project Manager.

Because mitigation approaches must be agreed upon by project leadership (based on the assessed impact of the risk, the project’s ability to accept the risk, and the feasibility of mitigating the risk), it is necessary to allocate time into each Steering Committee meeting, dedicated to identifying new risks and discussing mitigation strategies.

The Project Manager will convey amendments and recommended contingencies to the Steering Committee monthly, or more frequently, as conditions may warrant.

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C2C DTT Penetration ProjectInitial Project Risk Assessment

Risk Risk LevelL/M/H

Likelihood of Event

Mitigation Strategy

Project Size

Person Hours H: Over 20,000 Certainty Assigned Project Manager, Site Engineers and hands-on project team, comprehensive project management approach and communications plan

Estimated Project Schedule

H: Over 12 months Certainty Created comprehensive project timeline with frequent baseline reviews

Team Size at Peak H: Over 15 members

Certainty Comprehensive communications plan, frequent meetings, tight project management oversight

Number of Interfaces to Existing Systems Affected

H: Over 4 Certainty Develop interface control document immediately

Project Definition Narrow Knowledge Level of Users

M: Knowledgeable of user area only

Likely Assigned Project Manager(s) and Team members to assess global implications

Available documentation and data clouds establishment of baseline

M: More than 75% complete/current

Likely Balance of information to be gathered by team and Customer Insight

Project Scope Creep L: Scope generally defined, subject to revision

Unlikely Scope intially defined in project plan, reviewed monthly by three groups (Project Manager and Steering Committee) to prevent undetected scope creep

Project Deliverables unclear

L: Well defined Unlikely Included in project plan, subject to amendment

Technical Team Project Deliverables

M: Estimated, not clearly defined

Somewhat likely

Included in project plan but requires more information, subject to amendment

Cost Estimates Unrealistic

L: Thoroughly predicted by finance experts using proven practices to less than 15% margin of error

Unlikely Included in project plan, subject to amendment as new details regarding project scope are revealed

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C2C DTT Penetration ProjectRisk Risk Level

L/M/HLikelihood of Event

Mitigation Strategy

Timeline Estimates Unrealistic

M: Timeline assumes no derailment

Somewhat likely

Timeline reviewed monthly by three groups (Project Manager and Steering Committee) to prevent undetected timeline departures

Number of Team Members Unknowledgeable of Business

L: Team well versed in business operations impacted by technology

Unlikely Project Manager to identify knowledge gaps and provide training, as necessary

Project Leadership Steering Committee existence

L: Identified and enthusiastic

Unlikely Frequently seek feedback to ensure continued support

Absence of Commitment Level/Attitude of Management

L: Understands value & supports project


Absence of Commitment Level/Attitude of Project Team

L: Understands value & supports project


Absence of Mid-Management and Staff Commitment

L: Most understand value & support project


Staffing & Funding Project Team Availability

M: Diverse team makes availability questionable

Somewhat likely

Continuous review of project momentum by all levels. HR to identify any impacts caused by unavailability. If necessary, increase committmment by participants to full time status

Physical Location and primary responsibility of Team prevents effective management

M: Team is dispersed among several functions

Likely Use of Intranet project website on pundit, comprehensive Communications Plan

Project Team’s Shared Work Experience creates poor working relationship

M: Some have worked together before

Somewhat likely

Comprehensive Communications Plan

Weak User Participation on Project Team

L: Users are part-time team members

Unlikely User Group Participants coordinated by full time employee

Project Management FundingMethodology Used unknown to team

L: Procurement Methodology familiar to team

Unlikely N/A

Change Management Procedures undefined

L: Well-defined Unlikely N/A

Quality Management L: Well-defined and Unlikely11

C2C DTT Penetration ProjectRisk Risk Level

L/M/HLikelihood of Event

Mitigation Strategy

Procedures unclear accepted N/A IT Team Number of Times Team Has Done Prior Work with Vendor Creates Foreign Relationship

M: Project Owner has always worked with the Technical Team

Likely Comprehensive briefing by previous participants will bring the rest of the Team to speed on Work-In-Progress (WIP)

Project Team’s Lack of Knowledge of C2C relevant experience

M: Conceptual understanding

Somewhat likely

Comprehensive briefing by previous participants will bring the rest of the Team to speed on Work-In-Progress (WIP)

Poor Coverage of Transmitters in existing DTT cities

H: Emphasis on metropolis as against mass market dwellings

Certainty Additional transmitters will need to be constructed and deployed in such cities e.g Abuja and Port Harcourt

Team’s Involvement in Transmission sites Selection Impacts Success of Implementation

L: High involvement in selection

Unlikely Periodic meetings to identify high opportunity markets and prioritize resources for transmitter deployments

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Milestones

Description of Milestone Sub Steps (if any)

#1. Conduct extensive Research on Customer TV Preferences to determine areas of content creation and investments in strong selling points.

Sub Step #1 - Delineate the Nigerian MarketSub Step #2 - Determine size of target marketSub Step #3 - Focus on existing customers using android devices

#2. Invest in a Robust Subscriber Management Tool and Billing System to enable database updates and cleansing. Partner epayment solution providers to create a payment and points management platform

Sub Step #1 - Ensure all customer data are capturedSub Step #2 - Increase the size and speed of Billing ToolSub Step #3 - Integrate a viable and effi cient payment and point capturing platform

#1. Recruit Web Design Consultant and determine DIY functionalities to enable subscribers manage their accounts from their mobile devices

Sub Step #1 - Recruit Consultant and sign AgreementsSub Step #2 - Present Web design and Online Account User profilesSub Step #3 - Upload customer profiles from Subscriber Management platform to Website

#2. Completion of Web design and presentation to Senior Management for critic and adoption

Sub Step #1 - Completion of Web DesignSub Step #2 - Presentation to Senior ManagementSub Step #3 - Adoption and Approval by Project Owner and Sponsors

#1. Test Run of Web Site with Internal Customers and Select Subscribers from diverse markets

Sub Step #1 - Create all Internal Customers on Web PortalSub Step #2 - Include select Subscribers from diverse marketsSub Step #3 -Close Customer to Customer deals and measure Turn Around Time and Satisfaction Rating

#2. Train Operations and IT Staff who will monitor and manage C2C Interface

Sub Step #1 - Create a Support TeamSub Step #2 - Train and Retrain Operations and IT StaffSub Step #3 - Provide Product Knowledge Training to all Customer facing staff

#3. Deploy BTL and ATL Campaign across diverse markets especially using GSM Service Providers Marketing platforms to reach existing and prospective Subscribers

Sub Step #1 - Choose a Marketing Campaign Slogan (Sell & Smile)Sub Step #2 - Adopt a staff and customer sensitization and awareness campaignSub Step #3 - Deploy Marketing conccepts across BTL and ATL platforms

#1. LAUNCH C2C WEBSITE

Sub Step #1 - Launch New C2C Site with StakeholdersSub Step #2 - Launch in Regional MarketsSub Step #3 - Sustain Aggressive campaign across platforms

15 months

#1 Conduct Post Launch Performance Audit and EvaluationsSub Step #1 - Measure customer satisfactionSub Step #2 - Measure Market Penetration sucessSub Step #3 - Measure Impact on Revenue

6 months

9 months

12 months

3 months

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14


ASSUMPTIONS

Project Assumptions

The following assumptions were made in preparing the Project Plan:

ORTV management and staff are informed and willing to take advantage of the opportunity offered by the Analogue Switch-Off (ASO) transition programme led by NBC

Management will ensure that project team members are available as needed to complete project tasks and objectives.

The Steering Committee will participate in the timely execution of the Project Plan (i.e., timely approval cycles and meeting when required).

Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.

Project team members will adhere to the Communications Plan.

Mid and upper management will foster support and “buy-in” of project goals and objectives.

The business will ensure the existence of a technological and transmission infrastructure that can support the C2C site Roll-out.

All project participants will abide by the guidelines identified within this plan.

The Project Plan may change as new information and issues are revealed.

15


CONSTRAINTS

Project Constraints

The following represent known constraints to the C2C DTT Penetration Project:

Project funding could be limited, with no contingency. Due to the nature of regulatory enforcement and Government

bureaucracies the Digital Transition Roll-out might be inconsistent Online web usage knowledge among subscribers might be limited A large number of GSM users do not use Android devices Poor Sells incentives for Customers

Related Projects

- DTT Transmitters Roll-out Project- Consumer Behaviour Research Projects- STB Manufacturing Project

Critical Project Barriers

Unlike risks, critical project barriers are insurmountable issues that can be destructive to a project’s initiative. In this project, the following are possible critical barriers:

Inefficient Internet Services by ISPs NBC Regulatory bottlenecks

Should any of these events occur, the Project execution could be threatened

16


PROJECT MANAGEMENT APPROACHProject Roles and Responsibilities

Role Responsibilities Participant(s)

Project Sponsor Ultimate decision-maker and tie-breaker Provide project oversight and guidance Review/approve some project elements

ORtv Management

Steering Committee

Commits department resources Approves major funding and resource

allocation strategies, and significant changes to funding/resource allocation

Resolves conflicts and issues Provides direction to the Project Manager Review project deliverables

VP – MarketingVP – Operations VP – HRMVP – ITVP – SalesVP – R&D/StrategyVP – Finance

Project Manager Manages project in accordance to the project plan

Serves as liaison to the Steering Committee Receive guidance from Steering

Committee Supervises consultants Supervise vendor(s) Provide overall project direction Direct/lead team members toward project

objectives Handle problem resolution Manages the project budget

Eze Igwe

Project Participants (Team)

Understand the user needs and business processes of their area

Act as consumer advocate in representing their area

Communicate project goals, status and progress throughout the project to personnel in their area

Review and approve project deliverables Creates or helps create work products Coordinates participation of work groups,

individuals and stakeholders Provide knowledge and recommendations Helps identify and remove project barriers Assure quality of products that will meet

the project goals and objectives Identify risks and issues and help in

resolutions

Team Member – MarketingTeam Member – OperationsTeam Member – HRMTeam Member – ITTeam Member – SalesTeam Member – R&DTeam Member - Finance

Consultants Lend expertise and guidance as needed Web Design Consultant

17


Issue Management

The information contained within the Project Proposal will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project scope, the Project Manager’s recommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.

Step 4: If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.

18


Communications Plan

Disseminating knowledge about the project is essential to the project’s success. Project participants desire knowledge of what the status of the project is and how they are affected. Furthermore, they are anxious to participate. The more that people are educated about the progress of the project and how it will help them in the future, the more they are likely to participate and benefit.

This plan provides a framework for informing, involving, and obtaining buy-in from all participants throughout the duration of the project.

Audience This communication plan is for the following audiences:

Project Sponsor Steering Committee Project Manager Project Team Subject Matter Experts

Communications Methodology The communications methodology utilizes three directions for effective communication:

Top-Down It is absolutely crucial that all participants in this project sense the executive support and guidance for this effort. The executive leadership of the organization needs to speak with a unified, enthusiastic voice about the project and what it holds for everyone involved. This will be 'hands-on' change management, if it is to be successful. Not only will the executives need to speak directly to all levels of the organization, they will also need to listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the practices envisioned for tomorrow will be driven by a sure and convinced leadership focused on a vision and guided by clearly defined, strategic, measurable goals.

Bottom-Up To ensure the buy-in and confidence of the personnel involved in bringing the proposed changes to reality, it will be important to communicate the way in which the solutions were created. If the perception in the organization is that only the Steering Committee created the proposed changes, resistance is likely to occur. However, if it is understood that all participants were consulted, acceptance seems more promising.

19


Middle-Out Full support at all levels, where the changes will have to be implemented, is important to sustainable improvement. At this level (as with all levels), there must be an effort to find and communicate the specific benefits of the changes. People need a personal stake in the success of the project management practices.

Communications Outreach The following is a list of communication events that are established for this project:

Monthly Status Reports The Project Manager shall provide monthly written status reports to the Steering Committee. The reports shall include the following information tracked against the Project Plan:

- Summary of tasks completed in previous month- Summary of tasks scheduled for completion in the next month- Summary of issue status and resolutions

Monthly Steering Committee Meeting These status meetings are held at least once per month and are coordinated by the Project Manager. Every member of the Steering Committee participates in the meeting. The Project Manager sends the status report to each member of the team prior to the meeting time so everyone can review it in advance.

Bi-Monthly Project Team Status Meeting These status meetings are held every other month. Every member of the Project Team will be invited to participate in the meeting. Project Manager sends the status report to each member of the team prior to the meeting so everyone can review it in advance.

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ATTACHMENTS/APPENDICES

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Project Sponsor – ORTV Management

Steering Committee

Project ManagerEze Igwe

Team Member - Marketing

Team Member - Operations

Team Member - HRM

Team Member - IT

Team Member - Sales

Team Member – R&D

Team Member - Finance


APPROVALS

Sign-off Sheet

I have read the above Project Proposal and hereby append my approval and support to the Project

Project Sponsor: DateProject Manager:

DateSteering Committee:







Date

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new c2c site for dtt niche market penetration

Documents

project goals

project assumptions

project constraints

project approach

business goals

ortv nigeria

scope definition

eze igwe creation date