HoKTok, through TARDIS currently operates five thousand call boxes around Australia, which has a “small population spread across vast areas” (The Communication Law Centre, p. 2). It offers untimed calls at a fixed rate of $0.40c. This popular service, unfortunately, is no longer profitable. The key to TARDIS’s popularity is its fixed charge on untimed calls. Changing this fixed price could negatively affect consumer choice. As part of the Australian telecoms industry, TARDIS must endeavor to provide services that, “best meet the social, industrial, and commercial needs of the people of Australia” (Bolton et al, 1993, p. 32). It is recognized that telecommunication technology “continually shapes the very fabric of our global society” (Hill Associates, 2002, p. xvii). The basic strategy for returning TARDIS to profitability requires either, a reduction in overheads while maintaining current revenues or increase in revenues while maintaining overheads at the current levels. To attain profitability, Howard advices that, “you must first wake up to the internal rules you are currently playing by and expand you field of possibilities” (2004, p. xvii) Increasing revenues is a better way of assuring profitability compared to reducing overheads. This is because other parties set the cost of most overheads and these costs will continue to rise, eating into HoKTok’s margin. HoKTok cannot pay less for the services it consumes to run TARDIS, but will actually pay more in the future. Similarly, it cannot reduce its workforce in order to spend less on the wage bill because this may compromise service delivery and may actually end up risking the current revenues. In addition, it cannot reduce the workers’ wages without precipitating labor unrest. Baker warns that. “Labor will not permit a reduction in the standard of living” (2009, p. 5). Katz adds that many companies struggle with “how to reduce labor costs while retaining employee commitment and an appropriate skill base” (1997, p.3). While HokTok must continue to “implement various measures to lower cost” (Suzue, 2002, p. 1), it cannot rely on them to regain profitability. This should not encourage HoKTok to make cost discipline, “an incidental reaction to events” (Institute of Management and Administration, 2006, p. 3) TARDIS can return to profitability by introduction of prepaid cards, optimization of profitable segments of the market and introducing a service for call centers and telemarketing companies. Introduction of prepaid cards will secure revenue. It will lock our clients in the network and it will mean they will always have to find a TARDIS call box from which they can make their calls. The idea of being locked-in may not be very attractive to clients, and will require a careful marketing campaign to ensure acceptance of the cards. Optimization of the profitable market segments means that HokTok increases the number of call boxes located in areas where clients naturally call for shorter periods such as airports, train stations, and bus stops and reduces the call boxes near schools, restaurants, and residential areas where callers talk for longer. The third option is introducing TARDIS to new clientele such as call centers and telemarketing firms whose business depend on volume of calls. Since they aim at making the mos