After the liberalization of the Indian telecommunications service industry in the early 1990s, Bharti Tele-Ventures has grown from a small business telephone systems manufacturer and importer India’s largest private telecommunications provider group in terms of the number of customers. With over $ 1.2 billion foreign investments, more than any other Indian telecom firm, Bharti until 2001 the country had achieved the leading position in mobile telecommunication services. B. .. Read more »

After the liberalization of the Indian telecommunications service industry in the early 1990s, Bharti Tele-Ventures has grown from a small business telephone systems manufacturer and importer India’s largest private telecommunications provider group in terms of the number of customers. With over $ 1.2 billion foreign investments, more than any other Indian telecom firm, Bharti until 2001 the country had achieved the leading position in mobile telecommunication services. By 2003, however, the nature of the game had changed. A flurry of mergers and acquisitions had reduced the field to the most successful and best-funded candidates. At the same time, let telecommunications regulatory changes in new, lower prices competitors significantly changed the rules of the game. Suddenly, in addition to state-owned BSNL and the stately Tata Group, India’s oldest business house, Bharti was against Reliance, the largest and most profitable of a new generation of business groups. Bharti had management and equity partner in Mittal and his partners at SingTel and Warburg Pincus to determine what to do next.
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from
Tarun Khanna,
Krishna G. Palepu,
Ingrid Vargas
Source: Harvard Business School
26 pages.
Publication Date: Sep 17, 2003. Prod #: 704426-PDF-ENG
Bharti Tele-Ventures HBR case solution