TeliaSonera Case Study
TeliaSonera
Table of Content
1 Executive Summary
In the competitive and rapidly growing telecom market, it is sometimes difficult to acquire market share and remain a lucrative, successful company. The former has not necessarily been an issue for the telecom company), TeliaSonera. Based in Stockholm, TeliaSonera is a major telecom provider, administering services throughout Eurasia. Amassing approximately 180 million customers, the company has dominated the telecom industry within the aforementioned region, garnering 105 billion SEK (16 billion US dollars) in revenues and an impressive 21.2 SEK (3.2 billion US dollars) in profits. The success of TeliaSonera in various telecom markets, however, is not indicative of the company’s struggles faced in global expansion. Although TeliaSonera has been successful within the telecom markets in Eurasia, the entity has experienced trouble within their European expansion due to a myriad of factors. Starting as a virtually unknown brand, TeliaSonera struggled with brand recognition, garnering market share, and overall success in the aforementioned markets. However they have been able to grow, as a company due to wise decision-making, an intrinsic understanding of the telecom industry, and a necessary will to please consumers. Whilst utilizing Porters Five Forces, SWOT analysis, and multiple types of critical analysis pertaining to markets, one can deduce what TeliaSonera is doing in order to be a prosperous, global telecom provider.
2 Introduction
TeliaSonera is the fifth largest telephone operator in Europe, also operating in countries such as Azerbaijan, Belarus, Denmark, Estonia, Finland, Georgia, Kazakhstan, Latvia, Lithuania, Moldova, Nepal, Norway, Russia, Spain, Sweden, Tajikistan, Turkey, Ukraine, and Uzbekistan (Peng, 2013). Administering landline and mobile telephone services within the European region, the company operates in these countries under various brand names: Azercell,
Table of Content
1 Executive Summary
In the competitive and rapidly growing telecom market, it is sometimes difficult to acquire market share and remain a lucrative, successful company. The former has not necessarily been an issue for the telecom company), TeliaSonera. Based in Stockholm, TeliaSonera is a major telecom provider, administering services throughout Eurasia. Amassing approximately 180 million customers, the company has dominated the telecom industry within the aforementioned region, garnering 105 billion SEK (16 billion US dollars) in revenues and an impressive 21.2 SEK (3.2 billion US dollars) in profits. The success of TeliaSonera in various telecom markets, however, is not indicative of the company’s struggles faced in global expansion. Although TeliaSonera has been successful within the telecom markets in Eurasia, the entity has experienced trouble within their European expansion due to a myriad of factors. Starting as a virtually unknown brand, TeliaSonera struggled with brand recognition, garnering market share, and overall success in the aforementioned markets. However they have been able to grow, as a company due to wise decision-making, an intrinsic understanding of the telecom industry, and a necessary will to please consumers. Whilst utilizing Porters Five Forces, SWOT analysis, and multiple types of critical analysis pertaining to markets, one can deduce what TeliaSonera is doing in order to be a prosperous, global telecom provider.
2 Introduction
TeliaSonera is the fifth largest telephone operator in Europe, also operating in countries such as Azerbaijan, Belarus, Denmark, Estonia, Finland, Georgia, Kazakhstan, Latvia, Lithuania, Moldova, Nepal, Norway, Russia, Spain, Sweden, Tajikistan, Turkey, Ukraine, and Uzbekistan (Peng, 2013). Administering landline and mobile telephone services within the European region, the company operates in these countries under various brand names: Azercell,
Citations: Chopping, D. (n.d.). TeliaSonera Names Johan Dennelind New CEO. The Wall Street Journal. Retrieved February 3, 2014, from http://online.wsj.com/article/BT-CO-20130617-700587.html Ewing, A. (n.d.). TeliaSonera Profit Misses Estimates on Falling Mobile Sales. Bloomberg.com. Retrieved February 3, 2014, from http://www.bloomberg.com/news/2014-01-30/teliasonera-profit-misses-estimates-on-falling-broadband-mobile.html Forbes (2011, September 22). A 5 Step Primer for Entering an International Market - Forbes. Retrieved January 31, 2014, from http://www.forbes.com/sites/yec/2011/09/22/a-5-step-primer-for-entering-an-international-market/ Harvard (2008, January). The Five Competitive Forces That Shape Strategy - Harvard Business Review. Retrieved January 31, 2014, from http://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy/ar/1 Nordenstam, S. (2013, November 29). UPDATE 2-TeliaSonera fires CFO and three others after Eurasia review. Reuters. Retrieved February 3, 2014, from http://www.reuters.com/article/2013/11/29/teliasonera-idUSL5N0JE1D420131129 Peng, M. W. (2013). Global strategic management. Mason, Ohio: South-Western. Porter, M. E. (2008). The 5 Competitive Forces That Shape Strategy. Harvard Business Review. TeliaSonera (n.d.). TeliaSonera. Retrieved January 30, 2014, from http://www.teliasonera.com/