a.

With the aid of examples/diagrams, evaluate the traditional software development

methodologies and agile software development methodologies highlighting the
major differences. [50] marks

A rise in the use of technology to support day-to-day life has seen the development of softwares
and application. There different methodologies that can be adopted in developing software such
as Traditional software development methodologies and Agile software development
methodologies. These methodologies can be seen as frameworks that guide the process of
creating applications that is giving out a an that is structured when planning, designing,
developing, testing, and deploying software. Agile and Traditional software development
methodologies, both are being used in different projects of software development industry.
Parekh, (2005) defines Agile software development technology as an incremental software
development process, and Traditional software development methodologies or plan-driven
software can be explained as a more formal approach to software development. Peters and
Pedrycz, (2000) asserts that these methodologies come with a fully completed set of systems
requirements followed by an architectural and high level-design development and inspiration.
This essay evaluates Traditional and Agile software development methodologies, highlighting
their major differences.

Traditional Software Development Methodologies

Traditional software development follow a linear process with each phase of the project to be
completed before moving on to the next phase (Parekh, 2005). Traditional software
development, also known as plan-driven software is better explained as a formal approach in the
development of software. Lijek, (2007) posits that traditional methodologies come with a fully
completed set of systems requirements followed by an architectural and high level-design
development and inspiration. However, there were some periods when other practitioners found
some steps such as full documentation frustrating and unnecessary time wasting (Lijek, 2007).
Due to these heavy aspects, this methodology is known as heavyweight development methods.
Traditional development methodologies all include with the following (Pedrycz, 2000):
repeatability and predictability, a defined incremental process, extensive documentation, up-front
system architecture, detailed plans, process monitoring, controlling and education, and risk
management. The most well-known traditional methodology is the Waterfall model, which was
first introduced by Winston W. Royce in 1970 (Royce, 1970). The Waterfall model consists of
several distinct phases, including requirements analysis, system design, implementation, testing,
deployment, and maintenance.

Some of the key characteristics of traditional software development are that business needs have
to be specified in advance which can be as early as during the ideation phase. Also, these set of
requirements must be submitted before the development begins without any chance of later
(Lijek, 2007). Users cannot evaluate immediately to ensure the produce development is aligned
with the visions of the product owner and business requirements, and end users receive a system
based on the developer’s understanding, which might not always meet customer needs. In these
methodologies, documentation becomes a high priority and becomes more expensive over time.
There are fewer chances to create or implement reusable components and inffeciency often can
cause projects to get scrapped due to efficiency, resulting in huge losses.

There are phases when implementing the waterfall model which include; requirements analysis
where the project team gathers and documents the requirements of the software system. This
involves understanding the needs of the stakeholders and defining the scope of the project
(Royce, 1970). This is followed by the system design whereby based on the requirements, the
system design involves creating a detailed design of the software architecture (Parekh, 2005).
This includes defining the system components, data structures, and interfaces. The system design
phase is followed by the implementation stage where the actual coding of the software takes
place. Developers write the code according to the design specifications. Once the code is
developed, it undergoes rigorous testing to identify and fix any defects and this includes unit
testing, integration testing, and system testing. After the software has been tested and approved,
it is deployed to the production environment where it becomes available to the end-users. The
final phase involves maintaining the software by fixing any issues that arise after deployment
and making necessary updates or enhancements.
 An example of the use of waterfall model in construction software development is when
developing a project for a construction management system. This is illustrated using the
following diagram.

Requirements
Analysis Start

System Design

Implementation

Testing

Deployment

Maintenance End

As shown in the diagram, the project starts with a detailed requirements analysis phase, where
the project team gathers and documents all the requirements for the system. Once the
requirements are finalized, the developing team moves on to the system design phase, where the
architecture and design of the system are defined. The implementation phase follows, where
developers write the code according to the design specifications. After the code is developed, it
undergoes rigorous testing to identify and fix any defects. Finally, the software is deployed to the
production environment and maintained over time. In this scenario, if the stakeholders realize
during the testing phase that they need additional features or changes to the requirements, it
would be difficult and costly to accommodate these changes. The project would need to go back
to the requirements analysis phase, which could significantly impact the project timeline and
budget.

One advantage of traditional methodologies is they provide a clear and structured approach to
software development. Each phase has well-defined deliverables and milestones, making it easier
to track progress. According to Davis and Sitaram (1994) waterfall model have the ability to
capture the gross state of the project. Using this model therefore a project manager can track the
progress through all major phases of development of major intermediate products. Traditional
methodologies emphasize thorough documentation, which can be beneficial for future reference
and maintenance. Since the requirements are defined upfront, traditional methodologies offer a
high level of predictability in terms of project scope, timeline, and budget.

However, Traditional methodologies are rigid and do not accommodate changes easily. Once a
phase is completed, it is difficult to go back and make changes without affecting the entire
project. Parekh, (2005) argues that the underlying philosophy of Traditional methods which is
referred to as process-oriented methods is that the functional requirements of a project is utterly
frozen or in other words sealed before move in to the next phases such as the design and
development. Also, the traditional software development methodologies is not feasible for most
of the software projects. So the need of a flexible and agile development methods is necessary
for developers to make changes or amendments to the specifications while it is been built.
Adding on, with traditional software development methodologies there is always late delivery of
working software. In traditional methodologies, working software is only delivered at the end of
the project, which can be risky if the final product does not meet the stakeholders' expectations.
Due to the lack of flexibility and late delivery, traditional methodologies have a higher risk of
project failure, especially in dynamic and uncertain environments.

Agile Software Development Methodologies

Agile is an iterative and incremental approach to software development which is performed in a
highly collaborative manner by self-organizing teams with ‘just enough’ ceremony that produces
high quality software in a cost effective and timely manner which meets the changing needs of
its stakeholders (Zaman, 2024). Agile is a conceptual framework generally centred on iterative
and incremental delivery of working software, driven by the customer. The iterative part
suggests that we are repeating, or iterating, a complete lifecycle of development over a short,
fixed span of time. With each of these iterations, we ship some working subset, or increment, of
features (Beck, et al., 2001). Agile software development methodologies are iterative and
incremental approaches that focus on delivering small, functional increments of the software in
short time frames, known as iterations or sprints. Agile methodologies prioritize customer
collaboration, flexibility, and responsiveness to change.

Agile methodologies emphasize the importance of collaboration and communication among team
members over rigid processes and tools, as well as prioritizing delivery of working software over
extensive documentation (Beck, et al., 2001). While documentation is still important, the focus is
on producing functional software that meets the users' needs, and encouraging continuous
collaboration with customers and stakeholders throughout the development process, rather than
relying on fixed contracts and negotiations (Zaman, 2024). Agile methodologies are designed to
be flexible and adaptable to changes in requirements, even late in the development process.
There are several Agile frameworks, including Scrum, Kanban, and Extreme Programming (XP).
Each framework has its own set of practices and principles, but they all share the core values of
Agile.

Scrum is one of the most popular Agile frameworks. It involves organizing work into time-boxed
iterations called sprints, typically lasting 2-4 weeks. The Scrum team consists of a Product
Owner, Scrum Master, and Development Team. The Product Owner is responsible for
prioritizing the product backlog, which is a list of features and tasks to be completed. The Scrum
Master facilitates the Scrum process and ensures that the team adheres to Agile principles.
Kanban is a visual Agile framework that focuses on continuous delivery and workflow
management. It uses a Kanban board to visualize the work in progress (WIP) and limit the
 amount of work that can be in progress at any given time. This helps to improve flow and reduce
bottlenecks in the development process. Another Agile framework is XP which emphasizes
technical excellence and continuous improvement. It includes practices such as test-driven
development (TDD), pair programming, and continuous integration. XP aims to produce high-
quality software through frequent releases and close collaboration with customers.
An example of Agile Methodologies can be the use of Scrum in E-commerce software
development. The diagram below shows the model.

Product Backlog Prioritized List of Tasks

Team selects items for

Sprint Planning the sprint

Tasks to be completed
Sprint Backlog in the sprint

Daily Progress and

Daily Scrum (Stand-Up)
obstacle discussion

Sprint Execution Development and

testing of features

Sprint Review Demo of software to

stakeholders

Sprint Retrospective Reflect on process and

identify improvements

Increment (Working Deliverable at the end

Software) of each sprint
 Repeat for next sprint Continuous Iteration

For an e-commerce software development project using the Scrum framework, the project starts
with a product backlog, which is a prioritized list of features and tasks to be completed (Zaman,
2024). The team works in 2-week sprints, delivering small, functional increments of the software
at the end of each sprint. During each sprint, the team holds daily stand-up meetings to discuss
progress and any obstacles they are facing. At the end of the sprint, the team conducts a sprint
review with the stakeholders to demonstrate the working software and gather feedback. The team
also holds a sprint retrospective to reflect on the process and identify areas for improvement. In
this scenario, if the stakeholders realize during a sprint review that they need additional features
or changes to the requirements, the team can easily accommodate these changes in the next
sprint. The iterative and incremental nature of Scrum allows for continuous feedback and
adaptation, reducing the risk of delivering a product that does not meet the stakeholders'
expectations.

Some of the advantages of Agile methodologies is that they are highly flexible and can
accommodate changes in requirements, even late in the development process. This makes Agile
well-suited for projects with uncertain or evolving requirements. Agile focuses on delivering
small, functional increments of the software in short iterations. This allows stakeholders to see
progress early and provide feedback, reducing the risk of delivering a product that does not meet
their needs (Beck, et al., 2001). Agile encourages continuous collaboration with customers and
stakeholders, ensuring that the final product aligns with their expectations and requirements.
Agile practices such as continuous integration, test-driven development, and frequent testing
help to improve the quality of the software and reduce the number of defects.

Agile methodology believes in adapting to constant changes to get the best results from a
software development cycle (Parekh, 2005). If one or more developers feel like a change is
required within the development, they’ll discuss the possible changes with the rest of the team
and implement the changes right away based on how crucial it is. Being able to implement
sudden changes in requirements is what gives agile methodology a considerable edge over
traditional software development.

However, they have some limitations such as being less predictable in terms of project scope,
timeline, and budget, especially in the early stages of the project. This can be challenging for
stakeholders who require a high level of certainty. Agile methodologies rely heavily on the skills
and experience of the development team which means that new teams may struggle to implement
it effectively. While Agile prioritizes working software over comprehensive documentation, this
can sometimes lead to insufficient documentation, which may be problematic for future
maintenance or knowledge transfer.

Major Differences Between Traditional and Agile Methodologies

Traditional methodologies are resistant to change as once the requirements are defined and the
project plan is set, changes are difficult to accommodate without significant impact on the
project timeline and budget. Whilst, Agile methodologies embrace change as changes in
requirements can be accommodated at any stage of the project, and the development process is
designed to be flexible and adaptable (Zaman, 2024). This shows that Traditional software
development do not allow outside meddling in the development process, so the developing team
do not receive any kind of constructive criticism or any feedback throughout the development
from the ideation phase until it is time for either testing or publication. Also, since everything is
pre-planned, feedback does not have any place during the development phase. Whereas, in agile,
all users are involved with the development team by providing valuable user feedback after every
iteration (Parekh, 2005). The feedback helps developers to update their user stories and reiterate
the application according to the upgraded stories.

Another major difference between the two in that in traditional methodologies, working software
is delivered only at the end of the project which can be risky if the final product does not meet
the stakeholders' expectations (Beck, et al., 2001). Whilst, Zaman, (2024) asserts that the agile
focuses on delivering small, functional increments of the software in short iterations which
allows stakeholders to see progress early and provide feedback, reducing the risk of delivering a
product that does not meet their needs. In agile, every development step is done with
consultation from internal and external stakeholders and other decision-makers. Thess are
constantly involved with the project throughout initiation, planning, review, and testing, and on
the other hand, the project manager holds all the leashes in the case of traditional software
development (Beck, et al., 2001). This means thsg only the development team members can
participate in the process until it’s time for either testing or the product has already been
published

In traditional methodologies, customer involvement is typically limited to the requirements

gathering phase and the final acceptance testing phase, unlike in Agile methodologies which
encourages continuous collaboration with customers and stakeholders throughout the
development process. Zaman, (2024) posits that this ensures that the final product aligns with
their expectations and requirements. When developing a project, Traditional software
development is better for handling smaller or medium projects where the end is predictable and
the requirement specification process is easy (Parekh, 2005). However, it gets highly
complicated in terms of more sophisticated projects, whereas, in agile, developers can proceed
with a project of any scale, even when the project is so complex it has multiple interconnected
phases. With the nature of agile which allows it to be the best fit for enterprise-level, more
sophisticated projects.

As Traditional software development methodologies have been developed earlier than agile
methodologies, they emphasize thorough documentation, which Zaman, (2024) alludes that can
be beneficial for future reference and maintenance, whilst, agile prioritises working software
over comprehensive documentation. Although, documentation is important, the focus is on
producing functional software that meets the users' needs. Also, what distinguish the two is that
Traditional methodologies follow a hierarchical and structured approach to project management
as the project manager has a central role in planning, coordinating, and controlling the project.
Agile methodologies on the other hand promote a more collaborative and self-organizing
approach to project management. Parekh, (2005) added that, in agile methodologies, the
developing team works together to plan and execute the work, with the Scrum Master or Agile
coach facilitating the process.
Conclusion
It was clearly shown in the essay that Traditional and Agile software development
methodologies offer different approaches to managing the software development process.
Traditional methodologies, such as the Waterfall model, provide a structured and predictable
approach but are inflexible and resistant to change. Agile methodologies, such as Scrum and
Kanban, offer flexibility, early and frequent delivery of working software, and continuous
customer collaboration, but can be less predictable and require experienced teams. Therefore, the
choice of methodology depends on the nature of the project, the level of uncertainty in the
requirements, and the preferences of the stakeholders. The current dynamic environment favour
Agile methodologies due to their ability to adapt to change and deliver value quickly. Traditional
methodologies could be more applicable in large projects with well-defined requirements and a
low tolerance for change.

b. Using the following e business models (B2B, G2C, B2C and B2G) describe how the
introduction of star link will revolutionalise the e commerce landscape in Zimbabwe
with the aid of examples. [20]
The introduction of Starlink, a global satellite-based internet service provider, in Zimbabwe
marks a significant milestone in the country’s journey toward digital transformation. With the
government’s commitment to achieving a fully digitalized, upper-middle-income economy by
2030, the licensing of Starlink is poised to revolutionize Zimbabwe’s e-commerce landscape. By
providing high-speed, low-cost broadband internet services, Starlink will bridge the digital
divide, expand cyberspace, and create opportunities for businesses, governments, and citizens to
engage in e-commerce more effectively. Below is an analysis of how Starlink will transform
Zimbabwe’s e-commerce ecosystem through the lens of four e-business models: Business-to-
Business (B2B), Government-to-Citizen (G2C), Business-to-Consumer (B2C), and Business-to-
Government (B2G).

Business-to-Business (B2B) E-Commerce

Business-to-Business transactions in e-commerce involves transactions between businesses, such

as manufacturers, wholesalers, and suppliers (Moyo, 2023). The growth of e-commerce has been
lowly taken up in Zimbabwe due to the level of efficiency of local ISPs. The introduction of
Starlink will significantly enhance B2B e-commerce by enabling faster and more reliable
communication, streamlined supply chains, and improved access to global markets

Starlink has a very low-latency, and high-speed internet which can allow businesses to
communicate seamlessly with partners, suppliers, and customers. For example, suppliers of
agricultural goods in rural areas can use the reliable internet from Starlink to connect with urban-
based processors and exporters which helps to reduce delays and improving efficiency. In this
sense, rural firms may benefit from reduced transport costs as the efficiency of internet enhances
communication needed in e-commerce. Also, the use of Starlink and its reliability will enable
real-time inventory management, order tracking, and payment processing, which are critical for
B2B transactions.
With Starlink, Zimbabwean businesses can participate in global B2B platforms such as Alibaba
and Amazon Business. For example, local manufacturers of textiles or minerals can showcase
their products to international buyers, expanding their customer base and increasing revenue. The
improved internet connectivity will also facilitate participation in virtual trade fairs and
exhibitions, further boosting export opportunities. Small and medium-sized enterprises (SMEs)
often struggle with limited access to reliable internet, hindering their ability to engage in B2B e-
commerce. Starlink’s affordable broadband services will empower SMEs to adopt digital tools
such as enterprise resource planning (ERP) systems and e-procurement platforms, enabling them
to compete with larger businesses.

Government-to-Citizen (G2C) E-Commerce

There are services that citizens receive from the government and in turn the government is
obligated to collect revenue from the same citizens in the form of licenses and tax. These
transactions are regatded as Government-to-Citizen transactions. Such interactions can take place
the the form of online tax payments, license renewals, and public service delivery. Although,
getting this service and paying for the same can be done physically, having access to affordable
and reliable internet services can revolutionize G2C e-commerce by improving access to digital
services and enhancing transparency.

The reliability of Starlink and its affordable pricing make internet to be more accessible to many
people as well as allowing the government of Zimbabwe to expand several e-government
initiatives, ensuring that citizens in remote areas have access to essential services (Chikomba,
2023). For example, farmers in rural areas can use Starlink to access online agricultural
extension services, apply for subsidies, or register their land titles. The use of Starlink to make
these services available can help to reduce inequalities in the society and the adoption of such
initiatives when distributing or applying for subsidies will quicken the process. This will reduce
the need for physical visits to government offices, saving time and resources. At the same, the
fall in distribution challenges due to internet efficiency will translate to improvement in the
quality of life for citizens.

Having access to reliable internet services, Starlink’s existence in Zimbabwe will enable the
government to promote digital financial inclusion through platforms like mobile money and
online banking (Moyo, 2023). An example where this can be done is the payment of taxes and
other utility bills using online platforms. This helps to expedite the process of formalization for
many informal businesses that fail to formalised due to lack of access to platforms used in
settling those obligations. This will also help to reduce over reliance on cash transactions leading
to a decrease in corruption and improvement in revenue collection. Also, Starlink’s high speed
internet can enable greater citizen engagement in governance through online platforms. For
example, the government can use Starlink to conduct virtual town hall meetings, solicit feedback
on policies, and provide real-time updates on public projects. This will foster transparency and
accountability in public administration.

Business-to-Consumer (B2C) E-Commerce

B2C e-commerce involves transactions between businesses and individual consumers, such as
online retail and service delivery. This is enhanced through the availability of high-speed internet
which is reliable such as Starlink. This will transform Zimbabwe’s B2C e-commerce landscape
by expanding internet access, reducing costs, and improving the customer experience. Starlink
will enable more Zimbabweans to access online shopping platforms, such as Amazon, eBay, and
local e-commerce sites like EcoCash Mall. For example, a consumer in a remote area can order
groceries, clothing, or electronics online and have them delivered to their doorstep. This will
boost the growth of local e-commerce businesses and create jobs in logistics and delivery
services.

High-speed internet will enhance the customer experience by enabling faster website loading
times, seamless payment processing, and real-time customer support. For instance, a local
fashion retailer can use Starlink to offer virtual try-on features or live chat support, increasing
customer satisfaction and loyalty. Starlink will provide businesses with the tools to leverage
digital marketing strategies, such as social media advertising and search engine optimization
(SEO). For example, a small bakery in Harare can use Starlink to promote its products on
Instagram and Facebook, reaching a wider audience and increasing sales.

Business-to-Government (B2G) E-Commerce

B2G e-commerce involves transactions between businesses and government entities, such as
procurement and contract bidding. Starlink’s introduction will enhance B2G e-commerce in
Zimbabwe by improving transparency, efficiency, and accessibility. Starlink will enable
businesses to participate in online government tenders and procurement processes. For example,
a construction company can use Starlink to submit bids for infrastructure projects, track the
status of their applications, and receive payments electronically. This will reduce corruption and
ensure a level playing field for all businesses.

With Starlink, businesses can comply with government regulations more efficiently by
submitting tax returns, environmental impact assessments, and other reports online. For instance,
a mining company can use Starlink to upload real-time data on its operations, ensuring
compliance with environmental and safety standards. Starlink will facilitate collaboration
between the government and private sector through digital platforms. For example, the
government can partner with tech companies to develop smart city solutions, such as traffic
management systems or renewable energy projects, leveraging Starlink’s high-speed internet for
data collection and analysis.

Conclusion
The introduction of Starlink in Zimbabwe represents a transformative opportunity for the
country’s e-commerce landscape. By providing high-speed, low-cost broadband internet
services, Starlink will bridge the digital divide, expand cyberspace, and create new opportunities
for businesses, governments, and citizens. Through the B2B model, businesses will benefit from
enhanced communication, access to global markets, and digital transformation. The G2C model
will improve service delivery, financial inclusion, and public participation. The B2C model will
expand online retail, improve customer experience, and unlock digital marketing opportunities.
Finally, the B2G model will streamline procurement processes, improve compliance, and
enhance public-private partnerships. As Zimbabwe moves toward its vision of a fully digitalized,
upper-middle-income economy by 2030, Starlink will play a pivotal role in ensuring that no
place and no one is left behind.
c. Using Porters five force model, clearly outline recommendations you would
highlight to the already existing Internet Service Providers (ISPs) in Zimbabwe in
the wake of the licensing of starlink.[20]
There has been a significant shift in the provision of internet services in Zimbabwe’s Internet
Service Providers due to the entrance of a new global player Starlink. Before the entrance of
Starlink, the market was dominated by few giant firms and could be regarded as an oligopoly
which was ineffienct as the market was market by steep prices, erratic service and in accessibility
in remote areas. The entrance of Starlink a USA based space-based internet service provider has
seen the introduction of high-speed, low-cost broadband internet services. As many local firms
are cable-based, the entrance by the global giant has posed several challenges and opportunities
for existing Internet Service Providers (ISPs) (World Bank, 2022). These businesses can use the
analysis of Porter’s Five Forces in order to come up with viable solutions. Michael Porter
provided a framework that models an industry as being inf uenced by five forces (Porter, 2008).
It has been suggested that the strategic business manager, attempting to establish a competitive
advantage over rivals, can use this model to understand the industry context in which the
business operates (Stimpson and Farquharson, 2015). The five forces include the threat of new
entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of
substitutes, and competitive rivalry. Each force is analyzed to derive actionable insights for ISPs.

a. Threat of New Entrants

The threat of new entrants refers to the likelihood of new competitors entering the market and
disrupting existing players. This threat of entry is greatest when: economies of scale are low in
the industry, the technology needed to enter the industry is relatively cheap, distribution channels
are easy to access, for example, there are few legal or patent restrictions on entry in the internet
service provision industry, the importance of product differentiation is low, so extensive
advertising may not be required to get established. Starlink’s entry into Zimbabwe exemplifies
this force, as it introduces a technologically advanced and globally recognized competitor.
Therefore, ISPs in Zimbabwe such as Econet, Netone, Liquid Technogies, TelOne and Zol,
among others are recommended to upgrade their infrastructure, focus on Niche Markets, and
form strategic partnerships.

Invest in Infrastructure Upgrades

Starlink's satellite-based internet service offers fast and reliable connectivity. This contrast the
internet service provision before its entrance as it was characterized by slow and expensive
service. To remain competitive in the industry, ISPs in Zimbabwe can focus on improving their
network quality and reliability and this can be achieved through upgrading their existing
infrastructure to support faster speeds and lower latency, investing in fiber-optic cables to
provide more reliable and faster connectivity, and implementing quality of service (QoS) policies
to ensure that critical applications receive priority. GSMA, (2023) reiterate that for ISPs in
Zimbabwe to compete with global giants such as Starlink’s, they need to have cutting-edge
satellite technology, which means that local ISPs must invest in modernizing internet service
infrastructure. For example, ISPs such as Liquid Intelligence Zimbabwe could leverage its
existing fiber network to offer faster and more reliable services.

Focus on Niche Markets

The entrance by Starlink into the Zimbabwean market was highly welcomed by organisations
and high networth individuals who could afford to purchase Starlink’s products at a prime price.
Therefore, local ISPs can identify and target underserved markets, such as rural areas, where
Starlink’s satellite services may face logistical challenges. As these regions are mainly
dominated by low income individuals, these local internet providers can tailor make solutions for
these regions, ISPs can build customer loyalty.

Form Strategic Partnerships

Starlink's entrance into the Zimbabwean market has created opportunities for partnerships and
collaborations. Instead of directly competition with global giants such as Starlink, local ISPs can
explore strategic partnerships with Starlink or other players in the industry to offer bundled
services that combine the strengths of both parties. They can also agree to share infrastructure
and resources which can lead to substantial decrease in the cost of production which as a result
can result in improvement in efficiency. These firms can also collaborate on research and
development which drives innovation and ultimately improve the service being offered. This can
improve local brands and make them to be more competitive even when facing large MNOs.

Offer Competitive Pricing and Packages

Starlink's has a very competitive pricing model which can viewed as penetration pricing, as
prices start at a very affordable $50 per month for the standard plan (Porter, 2008). This stems
from its ability to harness massive economies of scale. Therefore, for ISPs in Zimbabwe to
remain competitive they should review their pricing models to ensure affordability. ISPs can
achieve this through offering tiered pricing plans that consider different segments of the markets
for example, giving discounts to long-term contracts and bulk purchases, and also introducing
offers to attract new customers.

b. Bargaining Power of Suppliers

The bargaining power of suppliers refers to the influence that suppliers of critical inputs, such as
network equipment, software, and bandwidth, have over ISPs. Porter, (2008) outlines that
suppliers will be relatively more powerful as compared to buyers when; the cost of switching is
high, when the brand being sold is very powerful and well-known, for example Starlink is a very
powerful brand, suppliers could realistically threaten to open their own forward-integration
operations, customers have little bargaining power as they are small firms and fragmented. In
Zimbabwe, ISPs rely on a mix of local and international suppliers for their operations. Due to
economic situation happening in Zimbabwe over the past decades, local ISPs are likely to have
less power as compared to suppliers. It can be recommended that local ISPs can, diversify
supplier networks, invest in local capacity building, and negotiate long-term contracts.

Diversify Supplier Networks

To reduce the power of suppliers both local and international, local ISPs such as Econet Wireless
can diversify supplier base. For example network equipment is imported from international firms
such as Cisco, Nokia and Huawei among others. Therefore, by diversifying supplier base local
ISPs are ensured of competitive pricing as they have reduced the power that suppliers have over
them. As the power of suppliers is reduced, firms are able to negotiate better terms translating to
low cost of production.

Invest in Local Capacity Building

Foreign firms that supply technology and equipment needed by ISPs have more bargaining
power as local firms are relatively small in size. Therefore, ISPs can reduce this over reliance on
international suppliers who are large in size and have more bargaining power by investing in
local capacity building. Local ISPs can collaborate and invest in capacity building for local
engineers to maintain and repair network infrastructure can lower operational costs and improve
service quality.

Negotiate Long-Term Contracts

ISPs can also try to negotiate for long term contracts with suppliers in order to lock them in to
avoid price fluctuations and get favourable terms which is important for them to be able to
remain competitive in the long run. Changes in the global supply chain systems can affect firms
if they do not come up with strategic partnerships with suppliers. In the face of stiff competition
from global giants such as Starlink means that local ISPs need to have long-term contracts with
suppliers for them to remain relevant in the industry.

c. Bargaining Power of Buyers

This refers to the power that customers have on the producing industry. Buyer power will also be
increased when; there are many undifferentiated small supplying firms, the cost of switching
suppliers is low buyers can realistically and easily buy from other suppliers. The entrance of
Starlink in the Zimbabwean internet service provision means that internet users now have more
choice which increase their bargaining power. For local ISPs to survive in this highly
competitive industry they should enhance customer experience, offer competitive pricing and
leverage customer data.

Enhance Customer Experience

ISPs must prioritize customer satisfaction by offering reliable services, responsive customer
support, and user-friendly interfaces. For example, introducing 24/7 customer service hotlines
and mobile apps for account management can improve customer retention. Also, Starlink's
customer service model is highly automated, with customers able to manage their accounts and
troubleshoot issues online. Zimbabwean ISPs should focus on enhancing their customer service
and support to match this level of convenience. This can be achieved by investing in online
portals and mobile apps that allow customers to manage their accounts and troubleshoot issues,
providing 24/7 customer support through multiple channels (phone, email, chat), and
implementing a robust ticketing system to track and resolve customer complaints
Offer Competitive Pricing
Starlink offers affordable services which means it is now favourable to many of the users of
internet services. Therefore, to retain customers, ISPs should review their pricing strategies and
offer competitive packages. It can be recommended that ISPs should bundle services, for
example, internet bundle with voice, and television, in order to create an added value and attract
price-sensitive customers. This makes the bulk of customers in the internet services to be able to
afford and choose local providers.

Leverage Customer Data

The increase in internet services providers requires that ISPs use recent technologies such as data
analytics in trying to understand preferences of customers and tailor make product offerings
according to those preferences. For example, Econet Wireless is offering personalized data plans
based on usage patterns which can be seen as a way to enhance customer satisfaction and loyalty.
Adding on to this, investing in workforce development is critical for ISPs to remain competitive.
They should train employees in emerging technologies, customer service, and data analytics in
order to improve operational efficiency and the quality of service being offered.

d. Threat of Substitutes
The threat of substitutes refers to the availability of alternative products or services that can
fulfill the same need as traditional internet services. Threats of substitution will exist when; new
technology makes other options available, price competition forces customers to consider
alternatives, any significant new product leads to consumer spending that results in less being
spent on other goods. Starlink’s satellite-based internet is a direct substitute for conventional
broadband services offered by ISPs.

Differentiate Service Offerings

Starlink as an ISP has been at an added advantage globally due to its ownership of space
technology. Therefore, for local ISPs to be competitive in face of such competition should
differentiate their services to stand out from substitutes like Starlink. They can achieve this feet
by offering unique features, such as enhanced security, faster upload speeds, or specialized
services for businesses and educational institutions. This can give them a competitive edge than
Starlink which is based in a far country.

Promote Value-Added Services

There is need for ISPs to come up with innovative ways that can capture customers. This can be
achieved through offering value-added services, for example, cloud storage, cybersecurity
solutions, and digital content platforms, to create a competitive edge. ISPs such as TelOne could
partner with local content creators to offer exclusive streaming services. This means that
although local ISPs can loose some customers, some will remain tied to them because of the
added services they use.

Educate Customers
Although advertising can be useful in order to enable customers to be aware of the existing
products, there is a need for ISPs to further their actions by educating customers about the
benefits of services they are offering in comparison with other substitutes such as Starlink. These
firms can highlight areas of competitive advantage such as reliability, local support, and
affordability can help retain customers.

e. Competitive Rivalry
This is the key part of the Porter’s Five Forces as it sums up the most important factors that
determine the level of competition or rivalry in an industry. It is based on the other four forces.
Competitive rivalry is most likely to be high where; it is cheap and easy for new firms to enter an
industry, there is a threat from substitute products, suppliers have much power, and buyers have
much power. In the internet service provision industry, competition was not intense before
Starlink as it was said by Potraz, (2023) that it was like a collusive oligopoly with a price
leadership feature. Starlink’s entry will intensify competition, forcing ISPs to innovate and
improve their offerings.

Foster Innovation
ISPs must invest in research and development to stay ahead of competitors. For example,
exploring emerging technologies such as artificial intelligence (AI), the Internet of Things (IoT),
and blockchain can open new revenue streams and improve service delivery. ISPs should
actively engage with regulatory authorities, such as the Postal and Telecommunications
Regulatory Authority of Zimbabwe (Potraz), to advocate for policies that promote fair
competition and protect local players (Potraz, 2023). For example, lobbying for tax incentives or
subsidies for infrastructure development can level the playing field.

Collaborate with Competitors

It can be an added advantage to local ISPs if they collaborate with other rivals and become more
competitive facing large firms. For example Econet Wireless and other ISPs can form
consortium in order to share costs of production through infrastructure sharing which can
substantially decrease their cost of production so that they can be able to charge competitive
prices.

Focus on Brand Loyalty

Building a strong brand identity and fostering customer loyalty can help ISPs withstand
competitive pressures. Initiatives such as loyalty programs, community engagement, and
corporate social responsibility (CSR) projects can enhance brand reputation. This can act as a
barrier for customers to move from one firm to another.

Conclusion
It can be concluded from the essay that Porter’s mode enables managers to think about the
current competitive structure of their industry in a structured and logical way. Therefore, by
applying the model, ISPs can identify strategic areas for improvement and develop actionable
recommendations to remain competitive. As indicated these recommendations may include
investing in infrastructure, diversifying supplier networks, enhancing customer experience,
differentiating service offerings, fostering innovation, and engaging with regulatory authorities.
The telecommunication industry is evolving rapidly which requires that players in this industry
adapt so as to be able to position themselves in the face of competition.
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