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Market Entry Strategies of Foreign Telecom Companies in India

:	Kiruba J. B. Levi
:	Market Entry Strategies of Foreign Telecom Companies in India
:	DUV Deutscher Universitäts-Verlag
:	9783835094536
:	1
:	CHF 47.40
:

:	Werbung, Marketing
:	English

:	289
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

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.

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.

	Foreword	8
	Preface	13
	Brief contents	17
	Contents	19
	List of figures	23
	List of tables	25
	List of abbreviations	27
	I Preliminary Remarks	31
	1 Relevance of the topic of the research	31
	1.1 Indian telecom market as a market with great future	31
	1.2 Entering the Indian telecom market as a very difficult	32
	1.3 Research questions as a summary	34
	2 Objective of the research	35
	3 Methodology of the research	36
	3.1 Process of the research	36
	3.2 Applied tools in the research	38
	3.2.1 General remarks	38
	3.2.2 Survey of literature	39
	3.2.3 Survey of internet	39
	3.2.4 Survey of company documents	40
	3.2.5 Interview	41
	3.2.6 Case study	41
	4 Structure of the book	44
	II Strategic management and market entry strategies in the literature	47
	1 An overview of the chapter	47
	2 Strategic management and its purpose	49
	2.1 Tasks of strategic management	49
	2.2 Main purpose of strategic management	51
	3 Strategies and strategic planning	55
	3.1 Realized and intended strategy	55
	3.2 Corporate and business strategy	56
	3.2.1 Corporate Strategy	56
	3.2.2 Business strategy	59
	3.3 Process of strategic planning	61
	4 Market entry strategy and related terms	64
	5 Global operation strategy as framework for market entry strategy	66
	6 Mode of entry as a component of a market entry strategy	72
	6.1 Overview	72
	6.2 Exporting	72
	6.3 Licensing	74
	6.4 Franchising	76
	6.5 Strategic alliances and joint ventures	76
	6.6 Wholly owned subsidiary	78
	6.7 Summary of mode of entry	78
	6.8 Dependence between global operation strategy and mode of entry	80
	6.9 Criteria for selection of a mode of entry	82
	6.9.1 External criteria	82
	6.9.2 Internal criteria	84
	7 Process of market entry	88
	8 Criteria for a good market entry strategy	91
	9 Implication for the research project	92
	III Telecom market in India	93
	1 An overview of the chapter	93
	2 World telecom market	95
	2.1 Recent trends in the world telecom market	95
	2.2 Submarkets	98
	2.3 Major players	99
	3 Indian telecom market at a glance	101
	3.1 India as a huge and growing market	101
	3.2 The Indian telecom market	108
	3.3 Submarkets in Indian telecom market	110
	3.3.1 Services submarket	111
	3.3.2 Equipment submarket	114
	3.3.3 Infrastructure providers submarket	116
	3.4 Foreign Direct Investment	116
	4 Major players in the Indian telecom market	119
	5 Regulatory bodies and rules	125
	5.1 Regulatory bodies	12