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Etisalat : International Market Entry Strategies
- 2. Overview Entry strategy Market research carried out and how they decided on the country and partners Current problem associate with export marketing Competitors and their key strategies Cultural implication How does the company objectives to connect to the entry strategy
- 3. GOING GLOBAL
- 5. Problem with Strategic Alliances Entry strategy: Acquisition tigo Buying a company = Buying Human+ Technological+ Administrative assets Quick access to an existing customer base+ employee base
- 6. Problems associate with the entry strategy and how they have overcome those Threat of new entrants Threat from substitute Bargaining power of suppliers Bargaining power of customers Industry Rivalry
- 7. Threat of new entrants Bargaining power of suppliers Threat of substitute products Bargaining power of customers Competitive rivalry within the industry
- 8. Market research carried out and decision on the country and partners Demographic characteristics Target location description Cultural characteristics “Our corporate strategy targets to cover geographical areas where there are cultural similarities, links and relations between the people.”
- 9. Workforce characteristics literacy rate being over 90.8% Relevant trade and investment policies and laws Telecommunication Regulation Commission (TRC) Political stability
- 10. Current problems associate with export market Government regulations and uncertain political environment Less availability of infrastructure Current trends which affects the telecom industry
- 11. Competitors 40% 21% 20% 19% Market Share(%) Dialog Mobitel Etislat Airtel + Hutch
- 12. Competitor Strategy Etisalat acquiring TIGO Bharathi Airtel sharing towers Axiata incremental stake
- 13. Cultural Implication Language Religion Values and attitudes Education Law and politics Social organization
- 14. Company objectives vs entry strategy Service Offering Customer Experience (Enhance positive customer experience) Operational Excellence (Strong Profitability)
- 15. Portfolio (operational influence over its assets.) One Company (Maximize economies of scale) People and Culture (Attract, nurture and retain top talent within the organization)
- 16. Summary Entry strategy Market research carried out and how they decided on the country and partners Current problem associate with export marketing Competitors and their key strategies Cultural implication How does the company objectives to connect to the entry strategy
- 17. Q & A
Editor's Notes
- large potential for the telecom sector 56.6% of total population is aged between 15 to 64 years which represents student and working-age that depend heavily on communication methods on their daily-bases transactions. In addition, 39.6 % is aged from 0 -14 which represent the future generation of the population whose demand for the fast growing technology of telecommunication will be much more apparent Mobile subscribers shot up to 12.65 million by June 2009. BUT People are still cut off from email and internet access and the Mobile broadband penetration is still at its early stage in Sri Lanka ****************************************************************** focal point of Indian Ocean - an important component of the maritime Silk Road relatively a cordial relationship – DOESN’T share land borders (intermediary role) “Tourism is growing between the regions and therefore our presence here is important though the market is small.” no considerable cultural restrictions