Market penetration of telecommunication EMNCs in Africa : the case of Viettel Global in Mozambique
Le, Thi Mai Lien (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023121136009
https://urn.fi/URN:NBN:fi:amk-2023121136009
Tiivistelmä
This thesis project investigates the entry strategies utilised by emerging market multinational companies (EMNCs) operating in the telecommunications sector to penetrate African markets. The study adopts a case study methodology, focusing on the subsidiary of Viettel Global, known as Movitel, in Mozambique. The research aims to analyse the specific strategies employed by Movitel to successfully enter the African market and expand its operations. By examining the expe riences and practises of Movitel, this study contributes to the existing literature on EMNCs' entry strategies in emerging markets, particularly in the telecommunications sector in Africa.
The research examines the factors that contribute to the rapid market share gain of emerging market multinational corporations (EMNCs) in the African telecom market. Through secondary data sources analysis, it is determined that strategic market selection, local partnerships, infrastructure investments, recruitment and training, competitive pricing, targeted promotions, and performance tracking play a crucial role in this process.
Although this dissertation offers significant practical insights, it is important to acknowledge its limitations. These include the absence of primary data and inherent subjectivity of thematic analysis. Additional research that integrates interviews, alternative analytical methodologies, and multiple market perspectives would enhance comprehension regarding the process by which EMNCs effectively internationalise and localise their strategies in emerging economies.
The research examines the factors that contribute to the rapid market share gain of emerging market multinational corporations (EMNCs) in the African telecom market. Through secondary data sources analysis, it is determined that strategic market selection, local partnerships, infrastructure investments, recruitment and training, competitive pricing, targeted promotions, and performance tracking play a crucial role in this process.
Although this dissertation offers significant practical insights, it is important to acknowledge its limitations. These include the absence of primary data and inherent subjectivity of thematic analysis. Additional research that integrates interviews, alternative analytical methodologies, and multiple market perspectives would enhance comprehension regarding the process by which EMNCs effectively internationalise and localise their strategies in emerging economies.