HBS 案例分析二

接下来这个案例讲的是印度一家创新了商业模式的移动运营商Bharti Airtel进军非洲市场的事。这是个2010年发生、12年写成的案例,所以比较新。

我在刚果金的时候,中兴在那里成立了一家手机运营商公司,这个案例里虽然提到DRC但竞争对手里完全没提到ZTE,不知道我朝企业怎么样,还在不。

三个思考题:

1. Do you agree with Bhartis decision to expand into the African market? What other markets might the company have pursued to continue its growth?

I think it’s a good move however the way of acquisition is questionable: without full understanding of the market/customer and mastery of talent/partners. A more cautious/less expensive approach would be more appropriate.

Not knowing well enough the telecom industry/other emerging markets, my gut feeling is to take a look on markets as Indonesia or Latin America as those economies are fast growing and population is large, similar to Africa/India level. But again, do your f*cking homework.

2. What elements of its business model from India are transferrable to the African market? What is your assessment of Bhartis progress in Africa to date in replicating its business model in Africa?

Prepaid model; partnership/alliance on distributionship/microfinance firms;

The copy is on its halfway however too early to say successful as the market is different and many challenges remain.

3. Should Bharti compete with MTN on price in the Nigerian market? If not, how else should it compete?

More tailored made services/Distribution network.

接下去还有篇短文,讲外企进入发展中国家市场对政府监管的调研需要用到的考察工具。

Leave a Reply