1.

scurt istoric BT

BT is the world’s oldest telecommunications company. Its origins date back to the establishment
of the first telecommunications companies in the United Kingdom. Among them was the first
commercial telegraph service, the Electric Telegraph Company, introduced in 1846. As these
companies amalgamated and were taken over or collapsed, the survivors were eventually
transferred to state control under the Post Office. They later became a privatised company,
British Telecommunications plc - the forerunner of today’s global communications company, BT
Group plc, which serves customers in 170 countries.

British Telecom created

In 1977, the Carter Committee Report recommended a further separation of the two main
services and for their relocation under two individual corporations. The findings contained in the
report led to the renaming of Post Office Telecommunications as British Telecom in 1980,
although it remained part of the Post Office.

The British Telecommunications Act, 1981 transferred the responsibility for telecommunications
services from the Post Office, creating two separate corporations. At this time the first steps
were taken to introduce competition into the UK telecommunications industry. In particular, the
Act empowered the Secretary of State for Trade and Industry, as well as British Telecom, to
license other operators to run telecommunications systems. Additionally, a framework was
established which enabled the Secretary of State to set standards with the British Standards
Institution (BSI) for apparatus supplied to the public by third parties, and had the effect of
requiring British Telecom to connect approved apparatus to its systems.

British Telecom privatised

On 19 July 1982, the Government formally announced its intention to privatise British Telecom
with the sale of up to 51 per cent of the company's shares to private investors. This intention was
confirmed by the passing of the Telecommunications Act, 1984, which received Royal Assent on
12 April that year. The transfer to British Telecommunications plc of the business of British
Telecom, the statutory corporation, took place on 6 August 1984 and, in November 1984, more
than 50 per cent of British Telecom shares were sold to the public.

The new legislation had to enable British Telecom to become more responsive to competition in
the UK and to expand its operations globally. Commercial freedom granted to British Telecom
allowed it to enter into new joint ventures and, if it so decided, to engage in the manufacture of
its own apparatus.

A more open telecoms market

The next major development for British Telecom, and a move towards a more open market in
telecommunications, occurred in 1991. On 5 March, the Government's White Paper, Competition
and Choice: Telecommunications Policy for the 1990s, was issued. In effect, it ended the duopoly
which had been shared by British Telecom and Mercury Communications in the UK since
November 1983 and the build up to privatisation.
BT - a new name and identity for British Telecom

On 2 April 1991, the company unveiled a new trading name, BT, a new corporate identity and a
new organisational structure. This structure focused on specific market sectors, reflecting the
needs of different customers - the individual, the small business or the multinational
corporation.

Together with a succession of strategic alliances with telecommunications companies worldwide,

these changes gave BT the means to expand into overseas markets.

In June 1994, BT and MCI Communication Corporation, the second largest carrier of long distance
telecommunications services in the US, launched Concert Communications Services, a $1 billion
joint venture company. This alliance gave BT and MCI a global network for providing end-to-end
connectivity for advanced business services. Concert was the first company to provide a single
source, broad portfolio of global communications services for multinational customers. On 3
November 1996, BT and MCI announced they had entered into a merger agreement to create a
global telecommunications company called Concert plc, to be incorporated in the UK, with
headquarters in both London and Washington DC. As part of the alliance BT acquired a 20 per
cent holding in MCI. Nevertheless, following US carrier WorldCom's rival bid for MCI on 1
October 1997, BT ultimately decided in November, to sell its stake in MCI to WorldCom for $7
billion. The deal with WorldCom resulted in a profit of more than $2 billion on BT's original
investment in MCI, with an additional $465 million severance fee for the break up of the
proposed merger.

In July 1998, BT announced another global venture with the formation of a 50:50 business with
AT&T. The new company, Concert, was launched in November 1999 to serve the needs of
multinational companies and the international calling needs of individuals and businesses. In
October 2001, following a downturn in the global telecommunications market, it was announced
that BT and AT&T were to unwind Concert, returning its businesses, customer accounts and
networks to the two parent companies (this was completed in April 2002).

In May 2001, as part of a restructuring and debt reduction programme, BT announced a three for
ten rights issue to raise £5.9 billion - still the UK's largest ever rights issue - and the sale of Yell,
the international directories and associated e-commerce business for £2.14 billion. Both
activities were completed in June 2001.

In November 2001, BT Wireless - BT's mobile business, re-branded as mmO2 - was demerged
from BT on a one for one share basis. The last day of trading in BT shares was 16 November 2001
and from 19 November, mmO2 plc and the new BT Group plc shares were traded separately.

BT abroad. BT’s new business environment, particularly technological and regulatory

change, plus its new financial freedom, opened the door to its internationalization. Two
main routes to internationalization were through Foreign Direct Investment and global
alliances. BT opted largely for global alliances, particularly with large players based in
the United States. Though its internationalization project started ambitiously, with
hindsight it has been widely regarded as a failure (Turner & Gardiner, 2007). In 1994,
BT (71.5 percent) and the United States’ second largest long-distance
 telecommunications firm, MCI (24.9 percent), entered a joint venture to provide global
communication services to Multinational Corporations by establishing Concert. By
1996, after a number of other operators, including Telefónica, joined, Concert was
positioned to emerge as the leading provider of its kind, however, just before finalizing
the merger between BT and MCI, MCI was bought by WorldCom. Telefónica abandoned the
alliance to join WorldCom-MCI. Again, in 1998, BT and AT&T agreed
to form a joint venture to serve Multinational Corporations, but the new Concert project
was abandoned in 2001, and the companies were forced to embark on a costly demerger. BT was
also forced to de-merge from its mobile activities in the form of
MMO2, to reduce its debt caused by acquisitions and 3G licenses (van Kranenburg &
Hagedoorn, 2008: 122).

2. liberalizarea niv uk/global

3. stimuli

Stimuli interni Stimuli externi

 Marimea firmei: ....  Cererea pietei: ....
 Nivelul tehnologic: .....  Firme concurente:....
 Eveniment intern specific:  Asociatii comerciale: joint ventures &
privatizarea din anul(...) strategic alliances...
 Varsta firmei: cea mai veche  Economii de scala..
companie de telecomunicatii...  Avantaje competitive..

4. motive

dpdv cultural fosta colonie britanica . SUA – prima destinatie – apropierea de cl internati (motiv
reactiv)

Motive proactive Motive reactive

 obiective de profit si crestere  presiunile concurentiale
 competenta tehnologica/avans  apropierea de clientii internationali
tehnologic/(produs unic?) ...
 oportunitatile pietelor externe

5. procesul internationaliz . etape

 E3 – stg internati – stimul externi – asoc comerciale
 E4- metode de intern .. desen
 E7- negociere- incheiere ctr firme mixte – participatii la cap social – cele 2 initiative
MCI – 74..%, AT&T 50-50% -
 E8 – control analiz rezultate – 25 firme 44 parteneriate(1999) – audit continuu si
analize in timp real = folosirea de resurse mari // din 96-99
 6. Grad de internationalizare – pozitia firmei – incepator timpuriu – liberalizarea niv UK 91,
mondial 96 (scazut- scazut)

Scazut grad de internationalizare a pietei Ridicat

Gr. De internat. Incepator intarziat

a firmei Incepator timpuriu
International printre altii
Singuraticul international ??
Ridicat

Incepatorul timpuriu :Firma nu are legaturi de afaceri cu firme din strainatate si trebuie sa
fie deschizatoare de drum, deoarece nici o alta firma din sector nu a stabilit asemenea relatii.
Sau : Singuraticul International : firma a capatat experienta internationala, dar concurentii si
clientii sai sunt inca orientati spre piata interna. Utilizand relatiile stabilite ca incepator
timpuriu si experienta acumulata astfel, firma poate sa creeze legaturi noi sau sa le
adanceasca pe cele existente, prin relatii mai multe si mai stranse ..

7. De-internationalizare: definre concept, modalitati de de-internationalizare (articol net)-

cadran 2 de-intern partiala

Definitie:
For his part, Turcan (2003) points out that the de-internationalization which is considered more as a
process in the cross-border activity, is a consequence of the cause-effect relationship between
internationalization and de-internationalization. The model proposes a conceptual framework that
frames three constructs or variables: (a) Commitment of employers influenced by psychological,
social, and structural factors; (b) Change in the dual networks that are triggered by a critical event
and are dependent on the actions and intentions of both partners; and (c) Time perceived by the
entrepreneurs through the relationship of codes and memoirs (past) and the congruence and
horizons (future). Additionally, his model considers the importance of the total or partial withdrawal
through the construction of a matrix where the positions of companies are located into quadrants as
shown in Figure 1. In Figure 1, the location of the four quadrants is shown for the companies that are
in the process de-internationalization. Quadrant 1 is formed by the companies that have fully
withdrawn from international markets and instead focus on serving the local market. Quadrant IV
also represents companies that withdrew completely from the market but with the difference that
these companies could have ceased to operate during or before they started the process de-
internationalization. Enterprises that are in quadrant II remain active on the international markets
but partially de-internationalized, and finally quadrant III represents those cases not existing or
known as "cells not empirical" (Non-empirical cell).

The company may choose to retire partially or completely. In other words, they try to reorient
their strategy, be it focusing on the domestic market or changing the input mode.
De-internationalization strategy is conditioned by a range of factors. Based on the literature,
some key variables are defined for the framework of the proposed analysis which will make it
possible to consider and compare the previously mentioned scenarios. In short, the explanatory
hypothetical model proposes that the strategy of de-internationalization (ED) is conditioned by
the skills/characteristics of the management (HD); the increase in costs (IC); and by the
economic conditions (CE).

As can be seen in Figure 4, two types of factors are identified: endogenous and exogenous. The
endogenous factors refer to all that which is associated to the resources, capabilities and
difficulties of the company. The features/skills of the management and the increase in costs
(for export) are primarily considered. The factors considered for a manager‟s capabilities/skills
are the age of the entrepreneur, their experience in the sector (years), and whether or not
they made any strategic planning. The increase in costs considers the expenses incurred for
exports as a proportion in the total sales during the period in which it was exported. The
exogenous factors relate to the difficulties of the economic/political context in which the
company operates. In this sense, economic conditions are considered, primarily those that are
conditioned by the changes in the foreign currency risk: instability in exchange rates resulting
from fluctuations in the prices of export abroad, and evaluation of the currency of the exporting
that causes non-competitive prices for the final buyer in the foreign country.

Both external and internal factors determine the adoption of the de-internationalization
strategy, which is characterized by the transition of various stages that culminates in the
reorientation of the company's strategy, whether through a tactical withdrawal seen as a
failure, or a strategic seen as an opportunity for growth. The dotted lines of the figure show a
relationship that will not be studied for the moment.

8. Bariere/riscuri ale internationalizarii :

Bariere consum/consumatori – clientii SUA si America latina si Asia – diferente culturale – GEERT
HOFSTEDE –

Power Distance (PDI)

Individualism versus collectivism (IDV)
Masculinity versus femininity (MAS)
Uncertainty avoidance (UAI)
Long-term versus short-term orientation (LTO)

Pe cand cu tarile din Asia si America Latina – se intalnesc disproportii mult mai mari

Bariere care influenteaza realizarea si consolidarea: riscuri generale de piata

 distanta fata de piata—geografica/culturala;

 diferente cu privire la utilizarea produsului – ex:3G- europa .. ce servicii sunt pretabile pe
diferitele piete—a nu face investitii inutile;
 dificultati in gasirea comerciantului partener potrivit – 25 firme, 44 parteneri)
9. cauze-efect-reactie re-orientarea catre piata interna :
datoriile acumulate in urma implementarii tehnologiei 3G- de-internat/investirea mai mica
pe pte externe europa. Formarea de aliante strateg cu firme mixte pentru reducera
costurilor de implementare a 3G—pentru a putea investii in continuare in SUA(a nu reduce/a
nu de-internationaliza; implementarea 3G sa se rezume la niv UK, nu UE. Incercarea de
atragere de investitii din Asia
desprinderea din grup O2(germania) ;
liberalizarea pietelor telefonie la nivel european;

o liberalizarea pietei la niv european