Rogers Communication's new president and chief executive officer (CEO) contemplated the future growth opportunities of the company that he now controlled. The CEO was taking the reins of Rogers at a high point - it was a force to be reckoned with in all areas of the telecommunications sector including wireless, television, internet telephone and landline telephone. However, competition in the industry was also at an all-time high and innovations were abounding. The CEO knew that in order to successfully develop Rogers' strategic direction for the future, he would have to make a number of tradeoffs that would require a strong understanding of the competitive landscape and the future of the industry. The case provides the following questions: (1) Can Rogers afford to be a leader in all four product areas: wireless, television, internet and landline telephone? (2) Should Rogers maintain the industry trend toward offering quadruple plays? (3) Where should it be willing to lead and where should it be willing to lag behind competitors? (4) Should Rogers think about its future as four (or less) distinct businesses or as one company? (5) Should Rogers think about entering markets in which it does not currently have a strong presence? (6) How do ancillary businesses such as media fit into Rogers' future? (7) How much financial flexibility does Rogers have for enacting any future strategies? In making these tradeoffs, Rogers will have to explore its resource strengths and weaknesses: this will allow it to gain an in-depth understanding of its competitive advantage. Understanding its competitive advantage will help Rogers make decisions concerning future resource investments that will allow it to lead the industry. No matter which tradeoffs Rogers considers making, the results must help Rogers continue to outperform its competitors by maintaining net margins in the 20 per cent and greater range.
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