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- W2010535866 abstract "In the 1990s, large-scale mergers and acquisitions (M&A) were rampant in the telecommunications (hereafter telecom) industry. Much of this was triggered by sweeping industry de-regulation, Internet growth, rapid progress in digital technologies, and business globalization. The M&A frenzy exemplified the unpredictable nature of business competition in this sector. This paper compares the business strategies of two telcos that were fierce competitors, but one ultimately acquired the other which was much bigger in size. It turned out that two were strikingly different in their internal and competitive strategies. The differences were found when one of the authors was developing a strategic plan for IT conversion between two firms as part of the merger process. They were: the measurement of business success; growth strategy; organizational structure; service deployment strategy; inventory management; and the organization of IT department. The acquiring telco adopted shareholder return(rather than revenue or market share) as the measure of business success; focused on offering end-to-end services for business growth; had a customer-oriented(rather than product-oriented) organizational structure; emphasized the deployment of stable(rather than first mover-driven) services; maintained a single(rather than multiple) inventory; and virtually centralized(rather than decentralized) its IT department. The comparison is an attempt to partially understand strategy factors that, as a whole, might have contributed to the prosperity or failure of a telco." @default.
- W2010535866 created "2016-06-24" @default.
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- W2010535866 date "2005-04-01" @default.
- W2010535866 modified "2023-10-16" @default.
- W2010535866 title "A Comparison Of The Business Strategies Of Two Telecommunication Service Providers" @default.
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- W2010535866 doi "https://doi.org/10.1080/15228053.2005.10856063" @default.
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