Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Compact case
Case
-
Reference no. IMD-3-0831
Published by: International Institute for Management Development (IMD)
Originally published in: 2001
Version: 13.11.2003
Length: 5 pages
Data source: Field research

Abstract

In early 2000, MTN continued to grow rapidly in its domestic market as well as in several African operations. Guiding its expansion in Africa was a vision of three regional hubs: Southern Africa, where it was already established in South Africa and Swaziland; East Africa, where it operated in Uganda and Rwanda; and West Africa, where it was in a strong position to secure a license in Nigeria. Other countries in these hubs could share resources--technical, marketing and human. Yet entering new markets, whether through new licenses or acquisitions, was hardly the end of the story. Following entry, MTN had to perform a wide range of activities, which called for a well-trained staff. It also had to devise the appropriate organisational structure to provide effective oversight without creating top-heavy duplication. These issues were an important topic of discussion in June 2000. This case can be used in conjunction with ''MTN: Investing in Africa'' (IMD-3-0830).
Industry:
Size:
1999 revenue ZAR4.45 billion, >2,200 employees
Other setting(s):
1999

About

Abstract

In early 2000, MTN continued to grow rapidly in its domestic market as well as in several African operations. Guiding its expansion in Africa was a vision of three regional hubs: Southern Africa, where it was already established in South Africa and Swaziland; East Africa, where it operated in Uganda and Rwanda; and West Africa, where it was in a strong position to secure a license in Nigeria. Other countries in these hubs could share resources--technical, marketing and human. Yet entering new markets, whether through new licenses or acquisitions, was hardly the end of the story. Following entry, MTN had to perform a wide range of activities, which called for a well-trained staff. It also had to devise the appropriate organisational structure to provide effective oversight without creating top-heavy duplication. These issues were an important topic of discussion in June 2000. This case can be used in conjunction with ''MTN: Investing in Africa'' (IMD-3-0830).

Settings

Industry:
Size:
1999 revenue ZAR4.45 billion, >2,200 employees
Other setting(s):
1999

Related