Levi Market Entry Strategies of Foreign Telecom Companies in India
2007
ISBN: 978-3-8350-9453-6
Verlag: Deutscher Universitätsverlag
Format: PDF
Kopierschutz: 1 - PDF Watermark
E-Book, Englisch, 289 Seiten, eBook
ISBN: 978-3-8350-9453-6
Verlag: Deutscher Universitätsverlag
Format: PDF
Kopierschutz: 1 - PDF Watermark
Kiruba Jeyaseeli Benjamin Levi highlights why the Indian telecom market is so attractive to foreign investors. She describes the rules and regulations for telecoms in India, and examines the reasons for success and failure of the foreign telecom companies in India. She identifies the prime sectors of the Indian telecom market for investment and provides recommendations to foreign companies intending to enter the Indian telecom market.
Dr. Kiruba Jeyaseeli Benjamin Levi promovierte bei Prof. Dr. Rudolf Grünig am Institut für Betriebswirtschaftslehre der Universität Fribourg, Schweiz. Sie ist als ... tätig.
Zielgruppe
Research
Weitere Infos & Material
1;Foreword;8
2;Preface;13
3;Brief contents;17
4;Contents;19
5;List of figures;23
6;List of tables;25
7;List of abbreviations;27
8;I Preliminary Remarks;31
8.1;1 Relevance of the topic of the research;31
8.1.1;1.1 Indian telecom market as a market with great future;31
8.1.2;1.2 Entering the Indian telecom market as a very difficult;32
8.1.3;1.3 Research questions as a summary;34
8.2;2 Objective of the research;35
8.3;3 Methodology of the research;36
8.3.1;3.1 Process of the research;36
8.3.2;3.2 Applied tools in the research;38
8.3.2.1;3.2.1 General remarks;38
8.3.2.2;3.2.2 Survey of literature;39
8.3.2.3;3.2.3 Survey of internet;39
8.3.2.4;3.2.4 Survey of company documents;40
8.3.2.5;3.2.5 Interview;41
8.3.2.6;3.2.6 Case study;41
8.4;4 Structure of the book;44
9;II Strategic management and market entry strategies in the literature;47
9.1;1 An overview of the chapter;47
9.2;2 Strategic management and its purpose;49
9.2.1;2.1 Tasks of strategic management;49
9.2.2;2.2 Main purpose of strategic management;51
9.3;3 Strategies and strategic planning;55
9.3.1;3.1 Realized and intended strategy;55
9.3.2;3.2 Corporate and business strategy;56
9.3.2.1;3.2.1 Corporate Strategy;56
9.3.2.2;3.2.2 Business strategy;59
9.3.3;3.3 Process of strategic planning;61
9.4;4 Market entry strategy and related terms;64
9.5;5 Global operation strategy as framework for market entry strategy;66
9.6;6 Mode of entry as a component of a market entry strategy;72
9.6.1;6.1 Overview;72
9.6.2;6.2 Exporting;72
9.6.3;6.3 Licensing;74
9.6.4;6.4 Franchising;76
9.6.5;6.5 Strategic alliances and joint ventures;76
9.6.6;6.6 Wholly owned subsidiary;78
9.6.7;6.7 Summary of mode of entry;78
9.6.8;6.8 Dependence between global operation strategy and mode of entry;80
9.6.9;6.9 Criteria for selection of a mode of entry;82
9.6.9.1;6.9.1 External criteria;82
9.6.9.2;6.9.2 Internal criteria;84
9.6.10;7 Process of market entry;88
9.6.11;8 Criteria for a good market entry strategy;91
9.6.12;9 Implication for the research project;92
10;III Telecom market in India;93
10.1;1 An overview of the chapter;93
10.2;2 World telecom market;95
10.2.1;2.1 Recent trends in the world telecom market;95
10.2.2;2.2 Submarkets;98
10.2.3;2.3 Major players;99
10.3;3 Indian telecom market at a glance;101
10.3.1;3.1 India as a huge and growing market;101
10.3.2;3.2 The Indian telecom market;108
10.3.3;3.3 Submarkets in Indian telecom market;110
10.3.3.1;3.3.1 Services submarket;111
10.3.3.2;3.3.2 Equipment submarket;114
10.3.3.3;3.3.3 Infrastructure providers submarket;116
10.3.4;3.4 Foreign Direct Investment;116
10.4;4 Major players in the Indian telecom market;119
10.5;5 Regulatory bodies and rules;125
10.5.1;5.1 Regulatory bodies;125
10.5.2;5.2 Rules;127
10.6;6 Attraction of Indian telecom market for foreign investors;131
10.7;7 Important facts about entry in the Indian telecom market;133
10.8;8 Summary and implication;143
11;IV Description and assessment of cases on market entry strategies of foreign companies in Indian telecom market;147
11.1;1 An overview of the chapter;147
11.2;2 Case research method;149
11.3;3 Application of case research method in this research;156
11.4;4 Description and assessment of cases;161
11.4.1;4.1 First Pacific;161
11.4.1.1;4.1.1 The company;161
11.4.1.2;4.1.2 The market entry strategy;162
11.4.1.3;4.1.3 Analysis of the case;167
11.4.1.4;4.1.4 Conclusion;171
11.4.2;4.2 Swisscom;173
11.4.2.1;4.2.1 The company;173
11.4.2.2;4.2.2 The market entry strategy;175
11.4.2.3;4.2.3 Analysis of the case;179
11.4.2.4;4.2.4 Conclusion;184
11.4.3;4.3 Alcatel;186
11.4.3.1;4.3.1 The company;186
11.4.3.2;4.3.2 The market entry strategy;186
11.4.3.3;4.3.3 Analysis of the case;191
11.4.3.4;4.3.4 Conclusion;195
11.4.4;4.4 Avaya;197
11.4.4.1;4.4.1 The company;197
11.4.4.2;4.4.2 The market entry strategy;198
11.4.4.3;4.4.3 Analysis of the case;203
11.4.4.4;4.4.4 Conclusion;208
11.5;5 Comparative analysis of the cases;210
11.6;6 Conclusions;214
11.6.1;6.1 Conclusions concerning the market entry strategy;214
11.6.2;6.2 Conclusions concerning the Indian telecom market;215
11.7;7. Summary and implication;218
12;V Recommendations and guidelines for foreign companies entering the Indian telecom market in future;219
12.1;1 An overview of the chapter;219
12.2;2 Recommendations and guidelines concerning current laws applicable to the Indian telecom market;221
12.3;3 Recommendations and guidelines concerning entry strategies into the Indian telecom market;224
12.4;4 Recommendations and guidelines concerning attractive investment areas in the Indian telecom market;231
12.5;5 Summary;240
13;VI Final remarks;243
13.1;1 An overview of the chapter;243
13.2;2 Summary;244
13.3;3 Limitations of the research and suggestions for future research;246
14;Appendix;247
14.1;Appendix A: Letters to the interviewees requesting an appointment;247
14.1.1;1. Letter to experts in India;247
14.1.2;2 E-mail to experts other than in India;248
14.2;Appendix B: List of interviewees;249
14.3;Appendix C: Questionnaire used for interview;250
14.4;Appendix D: Consolidated responses of the interviewees;252
14.5;Appendix E: Data sheets;263
14.6;Appendix F: New Telecom Policy 1999;276
14.7;Appendix G: Addendum to the New Telecom Policy 1999;289
15;Company specific sources;291
16;Bibliography;299
17;About the Author;316
Preliminary Remarks.- Strategic management and market entry strategies in the literature.- Telecom market in India.- Description and assessment of cases on market entry strategies of foreign companies in Indian telecom market.- Recommendations and guidelines for foreign companies entering the Indian telecom market in future.- Final remarks.
2 Strategic management and its purpose (p. 19-20)
Strategic management is a sub-set of management and is concerned with the general direction and long-term policy of a business, which is distinct from its day-to-day operations. A decision concerning the long-term policy of a business is referred to as strategy.1 In simple words, what an organization is trying to achieve is called its objectives and how the organization is going to achieve it is called strategy. To determine the strategy of an organization is only one of the functions of management but it is the most significant area of management decision-making. To give a better understanding of strategic management, section 2.1 discusses the various tasks of strategic management and section 2.2 discusses the main purpose of strategic management.
2.1 Tasks of strategic management
The various tasks of strategic management can be broadly classified into strategic planning, strategic implementation and strategic control. They are discussed below in detail.2 The process by which strategies are produced is called strategic planning. Strategic planning is run independent of the day-to-day business but determines the way the day-to-day business is to be run -and that is done by the other two tasks, strategic implementation and strategic control process. Hence strategic planning forms the basis for the other two tasks.
The production of successful strategy is therefore the core of strategic management.3 Strategic implementation is the realization of strategies at the level of market offer and resources as well as the complementary measures at the personnel level. The most important realization measures, such as the development of new products, the reduction or increase in the number of production facilities, the outsourcing of production, the building up of foreign markets and so on clearly do not relate to the personnel in an organization. So, the most common cause of strategy failure is improper implementation at the personnel level.
That is why strategic implementation cannot be successful without realization measures at the personnel level.4 Strategic control consists of three elements namely strategic monitoring, strategic scanning and strategic realization checking. After the strategy is formulated, strategy monitoring begins. Strategy monitoring begins right after strategy formulation. It builds up and maintains an early warning system. However, risk due to unexpected developments cannot be ruled out. The role of strategic scanning is to put systems in place in order to minimize the risk, merely intuitive observation of the environment. Finally, strategic realization checking helps to ensure that strategic measures are realized.5 The above-mentioned tasks of strategic management form three stages of a single process.
The first stage, strategic planning, sets long-term goals and gives an indication of direction to achieve these goals. It also forms the basis of the second stage, which is strategic implementation. In this stage the implementation of the strategies planned during the first stage takes place. The third stage, strategic control has two functions. First, it provides information about how the strategies are to be realized. Second, it highlights any deviation from the actual strategic planning and strategic implementation. So that if the deviation is too large then the strategic planning must begin once again. Though the three stages form a single process, they do not take place consecutively.
