IB FINAL (Repaired)

Submitted by: Vardhaman Bhandankar (08PG0308-Finance)
Devashish Rai (08PG0313 –Human Resource)

Bhawna Seth (08PG0349- Marketing)
MBA II Year (SEC-D)
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Table of Contents
1. INTRODUCTION……………………………………………………………..5
1.1 Telecom Industry In India…………………………………………………5
1.2 Government acts for regulation of telecom industry……………………..5
1.3 Telecom Network Services…………………………………………………6
1.4 Telecom Service Providers In India……………………………………….6
1.5 Current Situation In The Indian Telecom Market………………………7
1.6 GSM (Global System for Mobile Communications)…………………….7-9
2. COUNTRY PROFILE……………………………………………………...10
2.1 Ghana…………………………………………………………………….10
2.1.1 Economy……………………………………………………..........10
2.1.2 Key Industries In Ghana……………………………………….10-11
2.1.3 Key Statistics……………………………………………………..12
2.1.4 Geography………………………………………………………..12
2.1.5 Politics In Ghana…………………………………………………12
2.1.6 Culture In Ghana………………………………………………...13
2.1.7 Telecom Infrastructure And Technology In Ghana…………..14-17
2.1.8 Reforms In The Telecom Sector In Ghana……………………...18
2.1.9 GSM In Ghana…………………………………………………..18
2.1.10 Competition In Ghana…………………………………………...20
2.1.11 Reasons For Choosing Ghana……………………………………21
2.1.12 Future Of Telecom Industry In Ghana…………………………..23
2.1.13 Porter’s Diamond Applied to Ghana’s Telecom Industry………24
2.2 South Africa…………………………………………………………….25
2.2.1 Economy………………………………………………………….25
2.2.2 Key industries In South Africa…………………………………...25
2.2.3 Key Statistics……………………………………………………..26
2.2.4 Geography………………………………………………………..26
2.2.5 Politics In South Africa…………………………………………..27
2.2.6 Culture In South Africa…………………………………………..28
2.2.7 Infrastructure and Technology in South Africa…………………..28
2.2.8 Competition In South Africa……………………………………...29
2.2.9 Porter’s Diamond Applied to South Africa’s Telecom Industry….30
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2.3 Egypt……………………………………………………………31
2.3.1 Economy …………………………………………………31
2.3.2 Key Statistics……………………………………………..32
2.3.3 Geography………………………………………………..32
2.3.4 Politics……………………………………………………32
2.3.5 Infrastructure And Technology…………………………..33
2.3.6 Competition In Egypt…………………………………….34
2.3.7 Porter’s Diamond Applied to Egypt Telecom Industry….35
3. INTERNATIONAL MARKETING………………………………………36
3.1 Segmentation and Targeting……………………………………………36
3.1.1 Segmentation of the Ghanian Market……………………………..36
3.1.2 Target market in Ghana…………………………………………...36
3.1.3 Segmentation of the South African market………………………..37
3.1.4 Target Market in South Africa……………………………………37
3.1.5 Segmentation of the Egyptian market……………………………..38
3.1.6 Target Market……………………………………………………...38
3.2 Positioning Of The GSM Services In The Chosen Countries…………38
3.3 Four P’s…………………………………………………………………..39
3.3.1 Product………………………………………………………….....39
3.3.2 Pricing……………………………………………………………..40
3.3.3 Promotion………………………………………………………....41
3.3.4 Place………………………………………………………………41
4. INTERNATIONAL FINANCE…………………………………………….42
4.1 Ghana……………………………………………………………………42
4.1.1 Foreign Exchange Status……………………………………….42
4.1.2 Investment Decisions…………………………………………...42
4.1.3 Future……………………………………………………………42
4.1.4 Break-even………………………………………………………42
4.2 South Africa…………………………………………………………….43
4.2.1 Foreign Exchange Status……………………………………….43
4.2.2 Investment Decisions……………………………………………43
4.2.3 Break-even………………………………………………………43
4.3 Egypt……………………………………………………………………44
4.3.1 Foreign Exchange Status………………………………………44
4.3.2 Investment Decisions…………………………………………..44
4.3.3 Break-even……………………………………………………..44
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5 INTERNATIONAL HUMAN RESOURCE………………………..45
5.1 Recruitment…………………………………………………………45
5.2 Type Of Assignment………………………………………………………45
5.3 Selection Criteria………………………………………………………….45
5.4 Training & Development…………………………………………………46
5.5 Compensation……………………………………………………………..47
5.5.1 Approaches To Compensation……………………………………………48
5.6 Taxation…………………………………………………………………….49
5.7 Repatriation………………………………………………………………...49
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1. Introduction
1.1 Telecom Industry In India
The Indian telecom history begins in 1851 when the British India capital Calcutta
(now Kolkata) witnessed its first operational landlines.
However the telephone services came thirty years later in 1881. In the modern
telecom scenario, the major change was the advent of private telecom business
companies.
In 1997, the formulation of the Telecom Regulatory Authority of India (TRAI) to
facilitate the Indian telecom business plan expansion led to increased share of private
telecom companies in the telecom market size of India. In 1999, the new national
telecom policy came with cellular telecom services.
The smooth functioning of Indian telecom market is supervised by a government
telecom regulatory body called the Telecom Regulatory Authority of India (TRAI).
The telecom regulatory authority of India is a subordinate of the ministry of
telecommunications India.
The telecommunication service in India include telephone services, national and
international dialing services, pay phone service, telex and telegraph (both manual &
automatic), remote area business message network based on satellite transmission,
email and voice mail facility, cellular mobile phone, video conferencing, VSAT,
internet, and intelligent network services among the major telecom services and
solutions.
1.2 Government acts for regulation of telecom industry
The various telecom India related acts by the Department of Telecommunications

India are:
 Indian Telegraph Act 1885: This act empowered the government of India to take
control of the existing telegraph lines and lay down the necessary infrastructure for
further expansion of telecommunications in India.
 Indian Telegraph (amendment) Rules 2004: This act set the guidelines for the set
up and development of public telecom services in India.
 Indian Wireless Act 1993: According to this act wireless telecom services could be
set up only after due licensing from the telegraphy authority of India.
 Information Technology Act 2000: The act defines the information technology
based communications in India. Telecom Industry of India was shown e-commerce
way through this act in a legal manner.
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 Communication Convergence Bill 2001: This bill declared the establishment of
Communications Commission of India to regulate the transfer of all form of
communication including broadcasting, telecommunications and multimedia.
 Telecom Regulatory Authority of India (TRAI) Act 1997: The act established
TRAI for the regulation of telecom business in India. Further amendments were
made in the act as per the needs of the Indian telecom market that surfaced in the
telecom market analysis and research conducted.
1.3 Telecom Network Services
The telecom network services in India are being expanded in order to meet the in-
house demands and also set new world standards. The internatinational telecom
services and products by India's overseas telecom service provider Videsh Sanchar
Nigam Limited (VSNL) include:
 Long Distance Transmission Network: It is based on terrestrial microwave radio
relay and co-axial cables along with optical fibre cables.
 International Subscriber Dialing Network: It is a fully automated system with
services available for all countries.
1.4 Telecom Service Providers In India
The Indian telecom directory shows two major divisions:
Fixed Service Providers (FSP's):

These include the basic service providers that are the state operators like MTNL
India and BSNL India who collectively account to over 90% of the total basic
telecom services and private sector telecom service providers in India who mainly
focus on leased lines, ISDN, videoconferencing and other high-end services.
Cellular Service Providers (CSP's)

The cellular services in India are also categorized as GSM (Global Mobile
Communications System) and CDMA (Code Division Multiple access) system. The
leading GSM services providers in the Indian telecom industry 2007 are Vodafone,
Airtel, Idea Telecom, Tata, and Reliance. These include both pre-paid and post paid
mobile phone cards and services providers. The leading CDMA providers are still
Reliance communications and Tata Indicom with Airtel and Touchtel just entering
the market.
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1.5 Current Situation In The Indian Telecom Market
A well built telecom infrastructure in India has brought Indian telecom industry in
an enviable position, as it is second amongst the emerging nations of Asia. Indian
telecom sector ranks as the fifth largest world over.
Moreover, with a rapid increase in the telecom and IT industry in India, the major
cities in india including New Delhi, Mumbai, Kolkata, Chennai, Ahmedabad,
Bangalore, Hyderabad, Pune, Gurgaon, Noida have registered new records in the
sale of various telecom products and solutions. The telecom directory of India is
increasing in size day by day. The leading directories include telecom directory of
Bangalore, Karnataka, Kerala and other South India areas as that is the main
telecom business centre of India.
A new industry upcoming in the telecom sector of India is the telecom outsourcing
or business process outsourcing (BPO). The BPO industry in India is based in the
IT hubs mainly Gurgaon, Noida, Bangalore, Hyderabad, Pune, Chennai, New Delhi,
Mumbai and other cities.
The latest telecom update in India is that, India with a mere 2.2 telecom services per
100 persons is a huge market for telecom business solutions. More and more
international telecom companies are diverting their telecom technologies towards
Indian Telecom sector, in order to confirm their telecom market share in India. This
has also created mass telecom jobs in India; the Indian telecommunications industry
provides many job opportunities especially with the BPO sector job openings.
1.6 GSM (Global System for Mobile Communications)

In the 1980's an international working group tasked by most European PTT
administrations started to develop a common standard for cellular networks. A joint
standard allows international roaming across the many European borders, until then
only realized on a regional scale by the analog NMT-standard.
The main advantages of a digital system are a larger user capacity per unit of
spectrum, ease of implementation of sophisticated encryption, authentication, and
other security features, and robustness against radio channel imperfections. A Pan-
European standard further provides economies of scale in mass production of
handheld and car terminals, which would never have been achieved in the
fragmented national markets in Europe. In the early 1980's, these two objectives
were seen as the most critical success factors for achieving a much larger
penetration of mobile telephone services in Europe. A third factor has been the
introduction of competition in the monopolistic European markets - a cultural
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import from the US. In 1992, the new standard for Pan-European digital cellular
telephony, GSM, saw its first operational successes.
The concept of GSM was initiated in 1982, by CEPT (Conf. Europeenne des Postes
et Telecommunications). In 1978, 900 MHz band was reserved for GSM and the
decision to implement GSM was taken in 1986, followed by the opening up of the
first network in 1994 with access being granted to ISDN(Integrated Services Digital
network) related services.
While GSM was originally intended and designed mainly as a vehicular system, it
is now mostly marketed as a system for handheld use.
GSM History: Briefly, the GSM history can be summarized as follows:
1982-1985: - Conference Europeenne des Postes et Telecommunications began

specifying a European digital telecommunications standard; in the 900MHz
frequency band. These standards later become known as Global System forMobile
Communication (GSM).
1986: - Field-tested were held in Paris to select which digital transmission

technology to use. The choice was TDMA or FDMA.
1987: - A combination of TDMA and FDMA was selected as the transmission

technology for GSM. Operators from 12 countries signed a MoU committing
themselves to introducing GSM by 1991.
1988: - CEPT began producing GSM specifications for a phased implementation.
1989:- European Telecommunication Standards Institute(ETSI) took over

responsibility for GSM specification.
1990: - Phase I specifications were frozen to allow manufacturers to develop

network equipments.
1991: - The GSM 1800 standard was released.
1992: -Phase I specification were completed. First commercial phase I GSM

networks were launched .the first international roaming agreement was established
between Telecom Finland and Vodafone in UK.
1993: -Australia becomes the first non-European country to sign the MoU. First
commercial DCS 1800 system was launched in UK.
1994: -The MoU had over 100 signatories covering 60 countries. More GSM
networks were launched.
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1995: -The specification for the Personal Communication Services (PCS) was
developed in the USA.This version of GSM operates at 1900MHz
1996: -The first GSM 1900 systems become available. Those comply with the PCS
1900 standard.
Some important years in Indian Telecom History:
1994: - Private sector allowed entering telecom.
1995: - Government grants two mobile licenses per circle.
1997: - Regulator (TRAI) created by Act of Parliament.
2002: - Third and Fourth GSM operators enter fray.
2003: - CDMA operators launch service. Incoming calls made free on mobile.
2004: -Number of mobile connections crosses number of fixed connections.
2007: -Mobile phone subscriber crossed 200 millions mark in India.
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2. Country Profile
2.1 Ghana
2.1.1 Economy
The economy of Ghana,( West Africa), has a diverse and rich resource base,
and as such, has one of the highest GDP per capita in Africa.
Ghana remains somewhat dependent on international financial and technical

assistance as well as the activities of the extensive Ghanaian diaspora. Gold,
timber, cocoa, diamond, bauxite, and manganese exports are major sources of
foreign exchange.
The domestic economy continues to revolve around subsistence agriculture,

which accounts for 50% of GDP and employs 85% of the work force,mainly
small landholders.
On the negative side, public sector wage increases and regional peacekeeping
commitments have led to continued inflationary deficit financing, depreciation of
the Cedi, and rising public discontent with Ghana's austerity measures.
Furthermore, according to the World Bank, Ghana's per capita income has barely
doubled over the past 45 years. Even so, Ghana remains one of the more
economically sound countries in all of Africa.
The country has, since July 2007, embarked on a currency re-denomination

exercise, from Cedi (¢) to the new currency, the Ghana Cedi (GH¢). The transfer
rate is 1 Ghana Cedi for every 10,000 Cedis. The Bank of Ghana has embarked
upon an aggressive media campaign to educate the public about what re-
denomination entails.
2.1.2 Key Industries In Ghana:

Agriculture:
The country is mainly agricultural, with a majority of its workers engaged in
farming. This agricultural arm of the government also harvests red mercury and
gold for export sales. Since its inception, it has drastically assisted the government
in stabilizing the economy and boosting it as illegal sales of the major crops/nuts
have been meaningfully and instantly curbed and also rendering employment to
thousands of Ghanaians.
Manufacturing :
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Ghana's industrial base is relatively advanced compared to many other African
countries. Import-substitution industries include textiles; steel (using scrap); tires;
oil refining; flour milling; beverages; tobacco; simple consumer goods; and car,
truck, and bus assembly.
Services:
Tourism has become one of Ghana's largest foreign income earners (ranking third
in 1997), and the Ghanaian Government has placed great emphasis upon further
tourism support and development.
The financial services in Ghana have seen a lot of reforms in the past years.
Barclays Bank (Ghana) limited has become the first Bank in Ghana to be awarded
the General Banking license in the Country. It has therefore become possible for
non-resident individuals and foreign companies to open offshore Bank Accounts
in Ghana.
Economic history:
At independence, Ghana had a substantial physical and social infrastructure and
$481 million in foreign reserves. The Nkrumah government further developed the
infrastructure and made important public investments in the industrial sector.
Two U.S. companies built Valco, Africa's largest aluminium smelter, to use
power generated at the dam. Aluminium exports from Valco were a major source
of foreign exchange for Ghana.
IMF support:
Since an initial August 1983 IMF standby agreement, the economic recovery
program has been supported by three IMF standbys and two other credits totaling
$611 million, $1.1 billion from the World Bank, and hundreds of millions of
dollars more from other donors. In November 1987, the IMF approved a $318-
million, 3-year extended fund facility. The second phase (1987-90) of the
recovery program concentrated on economic restructuring and revitalizing social
services.
Ghana intends to achieve its goals of accelerated economic growth, improved
quality of life for all, and reduced poverty through macroeconomic stability,
higher private investment, broad-based social and rural development, as well as
direct poverty-alleviation efforts. Other reforms adopted under the government's
structural adjustment program include the elimination of exchange rate controls
and the lifting of virtually all restrictions on imports. The establishment of an
interbank foreign exchange market has greatly expanded access to foreign
exchange.
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2.1.3 Key Statistics
Ghana’s Economy In 2009
Particulars Figures
GDP 4.7%
capital Accra
Currency Cedi (now Ghana Cedi) (GHC)
Exchange Rate Cedis (GHC) per USD 1.4
Exports $5.73 Bn (USD)
Imports $9.81 Bn (USD)
Inflation 19.6%
Budget (revenues) $4.55 Bn (USD)
Budget (expenditures) $6.124 Bn (USD)
Labour Force 10.33 Mn
Unemployment Rate 11%
Population 23.108 Mn
2.1.4 Geography
Ghana is a country in West Africa, along the Gulf of Guinea, just a few degrees
north of the equator.
Ghana, which lies in the center of the West African coast, shares 2,093 km of land
borders with the three French-speaking nations of Burkina Faso (548 km) to the
north, Côte d'Ivoire (668 km) to the west, and Togo (877 km) to the east. To the
south are the Gulf of Guinea and the Atlantic Ocean.
The total area available to Ghana is 2,38,540 km, of which 3.5% is occupied by
water. The largest inland body of water is lake Volta, with climate being
primarily tropical.
With a total area of 238,540 square kilometers, Ghana is about the size of the
United Kingdom. Its southernmost coast at Cape Three Points is 4° 30' north of
the equator. From here, the country extends inland for some 670 kilometers to
about 11° north. The distance across the widest part, between longitude 1° 12' east
and longitude 3° 15' west, measures about 560 kilometers. The Greenwich
Meridian, which passes through London, also traverses the eastern part of Ghana.
The natural resources available in Ghana include gold, timber, industrial
diamonds, bauxite, manganese, fish, rubber, hydropower.
The key environmental issues in Ghana are drought, deforestation, overgrazing,
soil erosion, poaching, habitat destruction, water pollution, drinking water.
2.1.5 Politics In Ghana
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 Politics of Ghana takes place in a framework of a presidential representative
democratic republic, whereby the President of Ghana is both head of state and
head of government, and of a multi-party system. The seat of government is at
Golden Jubilee House.
 Executive power is exercised by the government. Legislative power is vested in
both the government and Parliament. The Judiciary is independent of the
executive and the legislature.
 The Constitution that established the Fourth Republic provided a basic charter
for republican democratic government. It declares Ghana to be a unitary republic
with sovereignty residing in the Ghanaian people.
 Intended to prevent future coups, dictatorial government, and one-party states, it
is designed to establish the concept of power sharing. The document reflects
lessons learned from the abrogated constitutions of 1957, 1960, 1969, and 1979,
and incorporates provisions and institutions drawn from British and American
constitutional models.
 One controversial provision of the Constitution indemnifies members
and appointees of the Provisional National Defence Council (PNDC) from
liability for any official act or omission during the years of PNDC rule. The
Constitution calls for a system of checks and balances, with power shared
between a president, a unicameral parliament, a council of state, and an
independent judiciary.
Administrative Divisions
Ghana is divided in 10 regions: Ashanti, Brong-Ahafo, Central, Eastern, Greater
Accra, Northern, Upper East, Upper West, Volta, Western.
Judicial Branch
The structure and the power of the judiciary are independent of the two other
branches of government. The Supreme Court has broad powers of judicial review.
It is authorized by the Constitution to rule on the constitutionality of any
legislation or executive action at the request of any aggrieved citizen. The
hierarchy of courts derives largely from British juridical forms. The hierarchy,
called the Superior Court of Judicature, is composed of the Supreme Court of
Ghana, the Court of Appeal, the High Court of Justice, regional tribunals, and
such lower courts or tribunals as Parliament may establish. The courts have
jurisdiction over all civil and criminal matters. The country appointed its first
chief justice of the judicial service in the person of her ladyship Georgina Wood
2.1.6 Culture in Ghana
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Ghana is a country of 22 million people comprising over 60 ethnic groups. Fifty
two major languages and hundreds of dialects are spoken in Ghana, and English,
the official language of Ghana, is spoken by many. Like most other African
nations Ghana has rich traditional cultures that differ from one ethnic group to the
other.
People:
On the basis of language and culture, historical geographers and cultural
anthropologists classify the indigenous people of Ghana into five major groups.
These are the Akan, the Ewe, MoleDagbane, the Guan, and the Ga-Adangbe.
Festivals:
The celebration of festivals in Ghana is an essential part of Ghanaian culture.
Several rites and rituals are performed throughout the year in various parts of the
country, including child-birth, rights of passage, puberty, marriage and death.
Most of the celebrations are attended by entire villages and are strictly observed
by the traditional elders of the respective ethic groups.
2.1.7 Telecom Infrastructure And Technology In Ghana
Over the past few years there have been attempts by governments past and present
to improve Ghana’s information highways because of the realization of the use of
ICT as a tool for sustainable development, which is indeed significant. This has
led to some improvements in ICT infrastructure though there is still room for
further improvement.
The private sector has also been very instrumental in developments in this sector,
building some form of infrastructure on their own with great success. This has
improved the telecommunications landscape a lot in Ghana.
Modern business especially ICT Outsourcing requires a huge bandwidth to

operate. The main telecommunication products and services consumed by any
modern ICT business are on offer by Ghana Telecom. These are:
• Voice services
• Data services
• Leased lines which utilize communication pipes.
Ghana Telecoms network backbone is based on the Asynchronous Transfer Mode
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(ATM) transport technology, which is fast and reliable. Ghana Telecom also uses
microwave, intercity fibre and fibre operated by Volta Communications (Voltacom)
owned by the Volta River Authority (VRA) which stretches from Kumasi, Nkawkaw,
Accra, Winneba, and Cape Coast and to Obuasi.
This network covers about 15 major cities and towns in the southern part of Ghana.
These networks are accessed through the copper cables, HDSL, the wireless CDMA and
the FCT. The Voltacom fibre optic will be linked further up north of the country and then
connected to the SAT-3 network in Accra to form a national backbone infrastructure
company which would be a separate entity from Ghana Telecom and VRA.
Ghana connects to the global highways using the SAT3 cable and satellite. This SAT3
submarine cable is owned by a consortium of 36 telecommunication companies.
Ghana Telecom is one of the owners of the undersea SAT-3 cable and operates this cable
in Ghana. Non-owners can therefore get on the SAT-3 in one of the following ways:
 Buy capacity from Ghana Telecom
 Buy directly from cable’s network administrator, Telkom SA, through an
Indefeasible Right of Use (IRU), and therefore bypass Ghana Telecom. However
the national carrier has the first right of refusal.
The availability of this SAT-3 Submarine Optical Fibre Cable linking West/South Africa
and Europe to USA and Asia provides quality phone and high-speed Internet service.
Ghana Telecom also has a satellite Earth Station at Nkuntunse. The SAT-3 Submarine
Cable and satellite systems are used to provide International Private Leased Circuit
(IPLC) with speeds ranging from 64Kbps to 155Mbps. Since the SAT-3 cable is the only
undersea cable system that Ghana has access to, it raises concern on the lack of
redundancy; particularly with respect to international cable connectivity. Most ISPs
receive data on average at a speed of 2Mbps and run it to subscribers at an average speed
of 1Kbps. Subscribers face more serious problems since there is inadequate support for
them by some ISPs.
Telecom redundancy in respect of the SAT-3 link is also a challenge though we have
been informed that Ghana Telecom is taking steps to rectify this
situation.
Internet Service Providers currently in Ghana operate using Ghana Telecom SAT3 fibre
and or their own satellites for International connectivity and for terrestrial connectivity
they use leased lines from Ghana Telecom, wireless technologies such as Kasapa CDMA
technology, license and license free frequency spectrums.
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Most ISPs use Ghana Telecoms SAT3 for connectivity to the global Internet. The
National Communications Authority (NCA) has granted licenses to many ISPs to operate
their own international satellite gateways as well. A few of the Internet service providers
use a combination of SAT3 fiber and satellite connectivity whiles others use the satellite
for redundancy.
On the SAT3, 2Mbps connections are available to the ISPs from Accra to Portugal at
twelve thousand dollars ($12,000) but members of the Ghana Internet Service Providers
Association (GISPA) negotiated that to five thousand dollars ($5000). The ISPs build
their own networks within Ghana by providing access in some of the other regional
capitals using a combination of VSAT, microwave and fibre optic connections for their
backbone connectivity.
Although the fibre optic ring that links the regional capitals in the southern part of Ghana
was intended to help manage the electrical grid, the plan was also to use it as a high speed
data backbone for the country. Only a few ISPs like ThirdRail (now DiscoveryTel) and
Internet Ghana use Voltacom’s backbone capacity.
This fibre uses Synchronous Digital Hierarchy (SDH) at 150Mbps. From the research, it
was found that the dial-up services offered by some of the ISPs via the old copper cables
of Ghana Telecom gave subscribers major problems.
About a third to a half of all calls do not complete because of network congestion and
poor maintenance. The poor state of the telecoms infrastructure and the drop in
international call rates has encouraged a rapid growth in grey market Internet
telephony.
Ghana Telecom has estimated that this is costing by their own estimates
USD15-20 million a year in revenues.
All mobile telephony operators have built their own networks and roll out services to
their subscribers using different kinds of technologies. These operators are at various
stages of their development rollout, and employ different technologies and equipment to
achieve, the same thing, that is, communication.
The term CDMA is used to refer to a family of specific implementations of CDMA

pioneered by Qualcomm for use in digital cellular telephony. The IS-2000 version,
CDMA2000 is one of such implementations. Kasapa Telecom signed a contract with a
Chinese equipment manufacturer ZTE to deploy CDMA20001x which is based on the
CDMA2000 technology.
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This is essentially a third generation mobile technology and is backward-compatible with
earlier versions. They deliver increased network capacity to meet the growing demand for
wireless services and high-speed data services.
GSM (Global System for Mobile) communications is a digital technology developed in

Europe during the 1980’s and first deployed in the early 1990’s. Today it is widely used
in Europe and Asia Pacific. Commonly referred to as a second generation (2G)
technology, GSM networks serve more than half the total wireless voice subscriber base
in the world.
There are three GSM operational companies – MTN, TiGO and GT Onetouch. Westel
Telecommunications are getting ready to roll out their services after being granted a
license to operate GSM in 2006.
General Packet Radio Service (GPRS) is the next generation data technology for GSM.
GPRS can send data at speeds ranging from 9.6 to 57.6 kbps by combining three to six
voice channels in the TDMA system. It is widely deployed in Europe.
EDGE (Enhanced Data rate for GSM Evolution) is an evolutionary 3G technology based
on existing GSM and EDGE will allow more data (up to 384 kbps) to be transmitted over
the TDMA radio frequency once quality improves. GPRS and EDGE technologies are
available to all GSM subscribers in Ghana.
From the year 2000, telephone density per 100 has risen from as low as 1.01 to 27.2 at
the end 2006. There has been a commensurate increase in the number of companies as
well. There are currently five licensed mobile operators, four of which are operational.
There are two national telecom operators, Ghana Telecom and Westel both of which
contribute about 360,000 fixed lines. There is a lot of work to be done by these operators
in terms of increasing subscribers.
Moving forward, it is important for the nation as a whole to look at expanding ICT
infrastructure considering the impact telecommunications has had on the fortunes of this
economy.
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2.1.8 Reforms In The Telecom Sector In Ghana
In 1996 Ghana privatized its incumbent telecommunications firm by selling 30
percent of Ghana Telecom to Telekom Malaysia, licensing a second network
operator, and allowing multiple mobile firms to enter the market. The reforms
yielded mixed results. Landline telephone penetration increased dramatically
while the number of mobile subscribers surpassed even this higher level of fixed
line subscribers. On the other hand, the network did not reach the levels the
government hoped, the second network operator never really got off the ground,
and the regulator remained weak and relatively ineffective. The sustainability of
competition is unclear. The government ended Telekom Malaysia's management
of Ghana Telecom and has invited Norway's Telenor as a strategic partner. What
this means in practice remains unclear, and the process for selecting Telenor
lacked any transparency. Meanwhile, some of the mobile firms are in precarious
financial positions. Competition is still relatively strong, but its sustainability will
depend on the government's future commitment to ensuring it.
2.1.9 GSM In Ghana:

The West African nation of Ghana is poised for further growth, but
increased competition is bound to make things challenging.
Africa, particularly sub-Saharan Africa, is under close scrutiny at the moment.

Despite raging growth in recent years, mobile penetration remains relatively low
and countries across the region are seen as an attractive option in the overseas
expansion plans of ambitious carriers.
Mobile penetration in Ghana-which stands at just over 40 per cent of a population

estimated to top 23 million-may be higher than the continental average of 34 per
cent, but it is still low in comparison with teledensities across Europe, North
America and South East Asia. That said, Ghana is far from an untapped market.
There are currently four mobile network operators in Ghana. Tigo (owned by
Millicom Ghana), One Touch (owned by Ghana Telecom which is now majority
owned by Vodafone) and Scancom (owned by MTN) all operate GSM 2G and 3G
networks, while Kasapa (currently owned by Hutchison Telecommunications
International) operates the country’s only CDMA network. There are two other
GSM licensees in Ghana, Zain-owned Western TeleSystems (2G) and Nigeria’s
Glo Mobile (2G and 3G). While neither operates at the moment, both have
networks planned according to Informa Telecoms & Media’s World Cellular
Information Service. The Ghanaian regulator- the National Communications
Authority (NCA)-has also granted one WiMAX licence to the ISP Internet
Ghana-this too has yet to go live.
18
The current licence framework only became effective in 2004 when mobile
operators were, for the first time, issued long-term licences. Before that date,
operators were granted yearly authorisations to use a specific spectrum.
Millicom introduced mobile services in Ghana in 1992, operating a TACS

network. The operator then launched GSM in 2002. Celltel, which later became
Kasapa, entered the market in 1995 with an AMPS network, while Scancom and
One Touch followed in 1996 and 2000 respectively. MTN, which entered Ghana
in 2006 through its $5.5bn takeover of Investcom, which owned Scancom, is
Ghana’s market leader. Millicom’s Tigo is in second place, Vodafone’s One
Touch is third and Hutchison’s Kasapa fourth. At the end of 2006, Ghana had 4.9
million subscriptions, by June 2008 that figured had nearly doubled to 9.4 million.
Mobile subscriptions in Ghana increased by 59 per cent year-on-year in Q108.
With total African subscriptions growing by 40 per cent over the same period.
Ghana is Africa’s ninth largest mobile market and West Africa’s second largest
by subscription count after Nigeria. Informa Telecoms & Media forecasts that the
10 million subscriptions mark will be passed before the year is out. The country
will by then have six mobile networks as both Glo Mobile and Zain are expected
to launch during Q408. Tigo recorded the highest year-on-year growth, 84 per
cent, in Q108, taking market share from Scancom, which had 52 per cent of the
country’s subscriptions in Q108. Though Scancom had the highest ARPU, $14 in
Q208, with 97 per cent of spending on voice services. Vodafone’s One Touch had
an ARPU of $9 for the same period which compares favourably with Kasapa’s $8
and Tigo’s $7.5.
Vodafone plans to launch a 3G network in Ghana through One Touch, which

might enable it to establish new sources of revenue from data services. Recent oil
discoveries in Ghana could boost the disposable incomes of the country’s users
over the medium or long term. The population of Ghana is not poor in comparison
with some of their West African neighbours, however, nearly 30 per cent of
citizens live below the poverty line making mobile communications a luxury that
some can ill afford. Competition is set to increase, potentially driving ARPUs
down further as operators compete on price and tap into lower-income groups for
growth.
Glo Mobile entered the Ghanaian market after a so-called express bid for a sixth
mobile licence was launched on 6th March 2008. The authorities shortlisted 11
unsolicited applications from companies including Globacom Nigeria, Teylium
Group and Warid Telecom. On 20th June 2008 the NCA announced that Glo
Mobile-one of Nigeria’s biggest three mobile operators-had been awarded the
licence for a consideration of $50.1m. The new operation in Ghana was allocated
spectrum in the 900/1800MHz and the 2.1GHz bands, as well as an international
gateway licence.
However, Vodafone was not among the initial bidders mentioned. France
Telecom was even reported to be the winner in November 2006, mainly in the
19
local Ghanaian press. But in February 2008, it was reported that the government
had suspended the sale of shares in Ghana Telecom. France Telecom’s $520m
offer had been rejected because the government put a higher price on the
company’s assets. Vodafone was announced as the winner on 3rd July 2008. The
UK group closed the deal in August acquiring a 70 per cent stake from the
Ghanaian government for $900m. The deal was struck on a debt-free, cash-free
basis, implying a total enterprise value for Ghana Telecom of about $1.3bn. The
government will retain 30 per cent of the company.
Vodafone’s entry into Ghana fits into its strategy of expanding aggressively into
emerging markets to offset slowing growth in mature markets. It gives the UK
firm access to one of the remaining attractive markets in the region. The
challenges will mainly lie in Ghana Telecom’s fixed-line assets and Vodafone
will have to deal with heavy debts and reducing the number of staff. The move
was a final feather in the cap for former Vodafone chief executive officer Arun
Sarin who stepped down at the end of July. “Ghana is one of the most attractive
markets in Africa with mobile subscribers growing at more than 55 per cent per
annum. Our extensive operating experience together with our portfolio of
products and services position us well to deliver a superior mobile experience to
Ghanaian customers and significantly improve financial performance,” he said.
Vodafone is aiming for Ghana Telecom to ultimately raise its mobile market share
to about 25 per cent, reversing recent underperformance. Sarin said that over the
next five years Ghana Telecom is to invest over $500m in its operations and
network, restoring and expanding network coverage and completing and
integrating the fibre backbone, as well as introducing initiatives such as M-PESA
and ultra-low cost handsets.
2.1.10 Competition In Ghana
It all started with the entry of Zain in the 4th quarter of 2008. Zain had already
done their homework very well and launched a very sophisticated network. They
have the financial muscle to announce their new brand loudly and they did that
with maximum effect. Before then, no operator had given MTN Ghana (the
present market-leader) serious competition like Zain has.
Zain launched the first 3.5G network (supports very fast Internet connectivity,
video calling etc) in Ghana and MTN was scrambling to catch-up. Though Zain’s
3.5G network is presently limited to Accra, Tema and Kumasi, EDGE (faster than
GPRS) is available where their 3.5G doesn’t cover. Perhaps it is an endorsement
of the quality offered by Zain that makes it the fastest growing network in Ghana
today. Zain presently has in excess of 1 million subscribers as per media reports.
20
Vodafone is widely known to be a world-class telecommunications company.
One can only expect the very best from them, following their take-over of Ghana
Telecom and its Onetouch subsidiary. Vodafone also made a lot of noise with its
launch into Ghana earlier this year. They announced having made improvements
to the cellular and fixed line networks before launch.
2.1.11 Reasons For Choosing Ghana

Ghana is one of the most attractive markets in Africa with mobile subscribers
growing at more than 55% per annum and mobile penetration around 35%.
Telecom companies can take advantage of the variety of opportunities offered by
the new environment of the telecom sector in Ghana. Following are the key
indicators of this market:
Market Statistics
 Telecom services market estimated $171 million in annual revenues (1999);

estimates for 2002 are $400 million.
 Telecom equipment market annual revenues $60 million (1999); estimates for
2002 are $200 million.
 Number of access lines (fixed)240,000; teledensity is 76 per 1,000 persons.
 Number of mobile subscribers is 200,000.
 Number of Internet subscribers 8,000 (dial-up).
 Current population is 19.1 million.
Current Operators
 Government ownership in Ghana Telecom is 70%.

 Ghana Telecom is 30 percent owned by Telekom Malaysia.
 The other wireline operator licensed by the Government of Ghana is Westel
Telesystems Ghana Ltd., a consortium led by Western Wireless, USA, which
owns a 70 percent share, 30 percent of shares are held by the GOG.
Internet
 29 ISPs licensed; 12 operational.

 Internet is available in seven secondary cities.
 Cyber cafes are a growing trend; current estimates are 1,400 PC's in cyber cafes in
Accra; the average cyber cafe has 10 PCs.
 Total national bandwidth is 4-6 megabytes (not including private satellites).
 Ghana Telecom and Westel are the sole international data providers.
 IP telephony services are accessible, but not legal.
21
Wireless Operators
 Mobile/cellular operators are Spacefon, Mobitel, Celltel (AT&T joint venture),

ONETouch.
 Licensed satellite operators: 14.
 Internet access services: 12.
 Other notable players--none.
 Wireless technologies in use are digital (GSM, ETACS, and AMPS) and analog.
Telecom Equipment Manufacturer
 Electrical cables and telephone wires are produced in Ghana by Nesan

Kablemetal Ghana, Ltd.; other locally sourced telecom equipment is assembled in
country.
 Types of telecom equipment where there is the greatest demand: N/A.
Government
The GOG ( Government Of Ghana)has indicated it plans to develop the

IT/telecom sector via further divestiture of Ghana Telecom, and by granting
additional licenses.
Legal/Regulatory Framework:
a. The national telecom law is the National Communications Authority Act--Act

524, which was passed December 30,1996 and went into effect in 1997. The Act
established the National Communications Authority (NCA) to regulate
communications by wire, cable, radio, television, satellite and similar means of
technology for the orderly development and operation of efficient
communications services in Ghana. The objectives of the Authority are to ensure
the necessary communications services are provided to satisfy demand and to
ensure that communications systems operators are responsive to customer and
community needs
All the above statistics taken together makes it conducive for telecom operators to
enter the Ghana Telecom Market. Given the connectivity, as also the available
telecom infrastructure has affected our choice of Ghana for international business.
As far as competition goes, only 6 GSM operators does not account for much
competition but these are strong players which have a greater percentage of the
Ghanian Telecom market, which requires a well planned entry strategy.
22
Over all Country Attractiveness:
Costs
Benefits
 Licence costs
 Exposure to the untapped market
 Distribution costs
of Ghana.
 significant additional growth
prospects from recent oil field
discoveries
 low mobile penetration at around 35%
Over all Country
Attractiveness
Risks
 Strong Competition
 Telecom market nearing saturation
2.1.12 Future Of Telecom Industry In Ghana

Pushing for the implementation of Mobile Number Portability also known as
MNP in Ghana. Mobile Number Portability (MNP) enables mobile telephone
users to retain their mobile telephone numbers when changing from one mobile
network operator to another.
Currently, Ghana has six GSM Mobile Operators and the implementation of MNP
would give customers/subscribers the choice and flexibility to be on any network
they want.
Four out of the six GSM Operators in the country namely [Zain, Kasapa Telecom,
Glo Mobile and Vodafone-Ghana] have openly declared their support for its
23
implementation but only MTN is very mute on this subject and rather asking the
National Communication Authority for comments on the implementation of
MNP.
With as many as six GSM Operators and a penetration level of more than 55% of
its population, implementation of MNP in Ghana earmarks the future of telecom
sector in Ghana.
2.1.13 Porter’s Diamond Applied to Ghana’s Telecom Industry
Strategy, Structure and Rivalry
Strategy: low cost penetration
Structure: use existing dealer base of the

allying partner
Rivalry: strong hold of the existing players,

market on the verge of saturation.
Demand
Factor Conditions
Endowments
( large potential &
(availability of greater demand
required skilled from the service as
labour as also the also increasing
basic telecom demand from the
infrastructure) agricultural sector)
Related & Supporting

Industries
Presence of Vodafone
and other
internationally
competitive players
24
2.2 South Africa
2.2.1 Economy
The economy of South Africa has a two tiered economy; one rivaling other
developed countries and the other with only the most basic infrastructure. It is
therefore a productive and industrialised economy that exhibits many
characteristics associated with developing countries, including a division of
labour between formal and informal sectors and an uneven distribution of wealth
and income. The primary sector, based on manufacturing, services, mining, and
agriculture, is well developed.
South Africa's transportation infrastructure is among the best in Africa, supporting
both domestic and regional needs.
The formal economy of South Africa has its beginnings in the arrival of Dutch
settlers in 1652, originally sent by the Dutch East India Company to establish a
provisioning station for passing ships. As the colony increased in size, with the
arrival of French Huguenots and German citizens, some of the colonists were set
free to pursue commercial farming, leading to the dominance of agriculture in the
economy.
2.2.2 Key Sectors In South African Economy

Agriculture
Unlike other African countries, South Africa's agricultural sector is not dominated
by subsistence farming, with most farms being large commercial, albeit family-
owned, enterprises. The country is completely self-reliant and has more than
enough output to export massive amounts of agricultural produce. Many other
southern African countries rely on South Africa for maize imports.
Trade and Investment:

South Africa has rich mineral resources. It is the world's largest producer and
exporter of gold and platinum and also exports a significant amount of coal.
Another major export is diamonds. During 2000, platinum overtook gold as South
Africa's largest foreign exchange earner. The value-added processing of minerals
to produce ferroalloys, stainless steels, and similar products is a major industry
and an important growth area. The country's diverse manufacturing industry is a
world leader in several specialised sectors, including railway rolling stock,
synthetic fuels, and mining equipment and machinery.
25
Telecommunications:
The domestic telecommunications infrastructure provides modern and efficient
service to urban areas, including cellular and internet services.
In 1997, Telkom, the South African telecommunications parastatal, was partly
privatised and entered into a strategic equity partnership with a consortium of two
companies, including SBC, a U.S. telecommunications company.
In exchange for exclusivity (a monopoly) to provide certain services for 5 years,
Telkom assumed an obligation to facilitate network modernisation and expansion
into unserved areas.
A Second Network Operator was to be licensed to compete with Telkom across
its spectrum of services in 2002, although this license was only officially handed
over in late 2005 and has recently begun operating under the name, Neotel. Four
cellular companies provide service to over 20 million subscribers, with South
Africa considered to have the 4th most advanced mobile telecommunications
network worldwide. The four cellular providers are Vodacom, MTN, Cell C and
Virgin Mobile.

South Africa’s Economy In 2009
Particulars Figures
GDP - 1.9%
Capital Capetown
Currency Rand
Exchange Rate Rand Per USD 8.54
Exports $67.93 Bn USD
Imports $70.24 Bn USD
Inflation 7.2%
Budget (revenues) $74.92 Bn USD
Budget (expenditures) $86.26 Bn USD
Unemployment Rate 24%
Population 49,052,489
2.2.4 Geography
South Africa occupies the southern tip of Africa, its long coastline stretching
more than 2,500 km (1,553 mi) from the desert border with Namibia on the
Atlantic coast southwards around the tip of Africa and then north to the border
with subtropical Mozambique on the Indian OceanIn some places, Although the
26
country is classified as semi-arid, it has considerable variation in climate as
well as topography.
Area
total: 1,219,912 square kilometres (471,011 sq mi)
land: 1,219,912 square kilometres (471,011 sq mi)
water: 0 square kilometres (0 sq mi)
Natural resources :
South Africa has a rich resource base of gold, chromium, antimony, coal, iron ore,
manganese, nickel, phosphates, tin, uranium, gem diamonds, platinum, copper,
vanadium, salt, natural gas.
Environment - current issues :

Lack of important arterial rivers or lakes requires extensive water conservation
and control measures; growth in water usage outpacing supply; pollution of rivers
from agricultural runoff and urban discharge; air pollution resulting in acid rain;
soil erosion; desertification
Environment - international agreements :
South Africa is a signatory to the following protocols/agreements: Antarctic-
Environmental Protocol, Antarctic-Marine Living Resources, Antarctic Seals,
Antarctic Treaty, Biodiversity, Climate Change, Climate Change-Kyoto Protocol,
Desertification, Endangered Species, Hazardous Wastes, Law of the Sea, Marine
Dumping, Marine Life Conservation, Ozone Layer Protection, Ship Pollution,
Wetlands, Whaling
2.2.5 Politics Of South Africa

The African National Congress is the ruling party in the national legislature, as
well as in eight of the nine provinces, having received 65.9% of the vote during
the 2009 general election and 66.3% of the vote in the 2006 municipal election.
The main challenger to the ANC's rule is the Democratic Alliance, led by Helen
Zille, which received 16.66% of the vote in the 2009 election and 14.8% in the
2006 election. Other major political parties represented in Parliament are the
Inkatha Freedom Party, which mainly represents Zulu voters, with 4.55%; and the
Congress of the People with 7.42% in the 2009 election.
South Africa is a federal parliamentary representative democratic republic,
wherein the President of South Africa, elected by parliament, is the head of
government, and of a multi-party system. Executive power is exercised by the
government. Legislative power is vested in both the government and the two
chambers of Parliament, the Council of Provinces and the National Assembly.
The Judiciary is independent of the executive and the legislature. Government is
27
three-tiered, with representatives being elected at the national, provincial and
local levels.
2.2.6 Culture in South Africa
There is no single culture of South Africa. As South Africa is so ethnically

diverse, it is not surprising that there are vast cultural differences as well.
Main Cultural Differences:

Because of the legacy of Apartheid segregation, many cultural differences
correspond closely to the racial groups defined by Apartheid (Blacks, Whites,
Coloureds, Asians). This may change as assimilation progresses, although many
cultural differences between Apartheid-defined racial groups persist.
The black Africans account for as much as 79% of the entire population, whites
account for 9.6%, colored 8.9% and Indian/Asian 2.5% of the entire population.
The main religions followed by the south African people include, Zion Christian
(11.1%), Pentecostal/Charismatic (8.2%), Catholic (7.1%), Methodist (6.8%),
Dutch Reformed (6.7%), Anglican (3.8%), Muslim (1.5%), other Christian (36%),
other (2.3%), unspecified (1.4%), none (15.1%.)
The main languages spoken include: IsiZulu (23.8%), IsiXhosa (17.6%),

Afrikaans (13.3%), Sepedi( 9.4%), English (8.2%), Setswana (8.2%), Sesotho
(7.9%), Xitsonga (4.4%), other (7.2%).
2.2.7 Infrastructure and technology in South Africa
Compared to the rest of Africa, South Africa has a good infrastructure ,

including a highly developed network of some 358,596 kilometers (222,831
miles) of roads (only 17 percent of which are paved, however) and 21,431
kilometers (13,317 miles) of rail track. There are a number of international and
national airports; a highly developed system of bulk water supply; a power supply
parastatal , ESCOM, that supplies roughly half of Africa's electricity at rates that
are among the cheapest in the world; a telephone utility company, TELKOM, that
provides services for about 4 million main telephones and network links for one
of the fastest growing cellular telephone industries in the world; and broadcasting
services.
28
However, the infrastructure in the areas occupied by the black majority is
generally undeveloped or badly maintained.
South Africa's modern and extensive transport system plays a very important
role in the national economies of several other African states. A number of
countries in Southern Africa use the South African transport infrastructure to
trade.
SPOORNET, the largest railroad operator in Southern Africa, has 3,500
locomotives and 124,000 wagons. There are 30 international airports, where the
necessary facilities and services exist to accommodate international flights.
Telecommunications, the lifeline of modern business and industry, is one of the

fastest growing industries in South Africa. With a growth rate of 45 percent
prompted largely by the introduction of cellular telephones and the partial
privatization of TELKOM, this sector is a vital component in the strategy to
modernize and increase international competitiveness.
South Africa has approximately 5.3 million installed telephones and 4.3 million
installed exchange lines. This figure represents 39 percent of the total lines
installed in Africa. By November 1998, more than 1.5 million South Africans
were using the Internet with service providers increasing their customer base by
10 percent a month.
2.2.8 Competition In South Africa
The cellular market in South Africa is one of the fastest developing in the world.
It started in mid-1994 and in four years has grown to over 2 million subscribers.
The introduction of the pre-paid option for air-time boosted the market during
1997. Uptake of the prepaid option has been rapid.
There are approximately 4.6 million fixed line phones and approximately 2
million cellular phones in South Africa. It is estimated that every third call made
in SA is from a cellular phone.
With subscriber numbers still showing growth potential, revenue per subscriber is
decreasing. MTN and Vodacom are therefore exploring new opportunities. These
include:
29
 Expansion into neighbouring countries. Vodacom already has shares in a GSM
network in Lesotho and MTN has shares in Uganda and Rwanda GSM networks.
Both MTN and Vodacom bids were unsuccessful for the Botswana cellular
licence.
 Data transfer. As next generation cellular technologies capable of high speed data
transfer come of age, data is expected to form an increasing component of total
wireless traffic.
 Expansion into other communications sectors. Vodacom has indicated its
intention to become a broad-based communications company, and has begun
offering Internet access services through its “Yebo” connection.
2.2.7 Porter’s Diamond Applied to South Africa’s Telecom

Industry
Structure: use existing dealer base of the

allying partner
Rivalry: strong hold of the existing players
Demand
Factor Conditions
Endowments
( large potential &
required skilled from the service as
labour as also the also increasing
basic telecom demand from the
infrastructure) young generation.)

Industries
and other
internationally
competitive players
30
2.3 Egypt
2.3.1 Economy
Occupying the northeast corner of the African continent, Egypt is bisected by the
highly fertile Nile valley, where most economic activity takes place. In the last 30
years, the government has reformed the highly centralized economy it inherited
from President Gamel Abdel Nasser.
During the 1990s, a series of International Monetary Fund arrangements, coupled

with massive external debt relief resulting from Egypt's participation in the Gulf
War coalition, helped Egypt improve its macroeconomic performance.
The pace of structural reforms, including fiscal, monetary policies, privatization

and new business legislations, helped Egypt to move towards a more market-
oriented economy and, since the turn of the new millennium, prompted increased
foreign investment.
The reform program is still a work in progress and the government will need to
continue its aggressive pursuit of reforms in order to sustain the spike in
investment and growth and begin to improve economic conditions for the broader
population. Egypt's export sectors—particularly gold and natural gas—have
bright prospects.
Natural Resources:
Warm weather and plentiful water permit several crops a year. Land is worked
intensively and yields are high. Cotton, rice, wheat, corn, sugarcane, sugar beets,
onions, and beans are the principal crops. Increasingly, a few modern techniques
are applied to producing fruits, vegetables and flowers, in addition to cotton, for
export. Further improvement is possible. The most common traditional farms
occupy one acre (4,000 m²) each, typically in a canal-irrigated area along the
banks of the Nile. Many small farmers also own cows, water buffalos, and
chickens.
31
Egypt’s Economy In 2009
Particulars Figures
GDP 4.5%
Capital Cairo
Currency Egyptian Pounds (EGP)
Exchange Rate EGP per USD 5.6
Exports $43.98 Bn USD
Imports $22.91 Bn USD
Inflation 10.1%
Budget (revenues) $48.86 Bn USD
Budget (expenditures) $61.61 Bn USD
Unemployment Rate 9.7%
Population 83,082,869
2.3.3 Geography
The Geography of Egypt can be split into two sections. Southwest Asia and
North Africa
Egypt has shorelines on the Mediterranean Sea and the Red Sea. It borders Libya
to the west, Sudan to the south, and the Gaza Strip and Israel to the east. Egypt,
covering 1,001,449 square kilometers of land, is about the same size as Texas and
New Mexico combined, four times the size of the UK and double that of France.
Its longest distance from north to south is 1,024 kilometers, and from east to west
is 1,240 kilometers. Egypt's natural boundaries consist of more than 2,900
kilometers of coastline along the Mediterranean Sea, the Gulf of Suez, the Gulf of
Aqaba and the Red Sea.
2.3.4 Politics
The government of Egypt consists of a semi-presidential republic whereby the

president is both head of state and head of government, and of a system
dominated by the National Democratic Party. Executive power is exercised by
the government. Legislative power is vested in both the government and the
People's Assembly.
32
2.3.5 Infrastructure and Technology
Egypt's infrastructure is relatively underdeveloped. The country is serviced by a

network of over 64,000 kilometers (39,769 miles) of primary and secondary
roads, 49,984 kilometers (31,060 miles) of which are paved. Despite the
modernization of the road system in the 1980s, most roads remain in poor
condition or under construction. With growing numbers of licensed automobiles
in the 1990s, the road system, especially in urban areas, has become highly
congested, and is a major safety concern.
Egypt has a total of 90 airports. Egypt Air, the country's official airline, carries
some 4.6 million passengers, roughly 25 percent of international air traffic, and an
estimated total of 87,240 metric tons of freight annually, but has a poor service
record and is generally unreliable. Egypt has 3 major ports, at Alexandria, Port
Said, and Suez, and 3,500 kilometers (2,175 miles) of waterways, divided
between the Nile and the canals.
Telecommunication services in Egypt are thoroughly modern. Telephone service

is provided by the state-owned Telecom Egypt. According to the EIU Country
Profile for 2000/2001, the country has some 6.5 million lines, and has been
adding new ones at the rate of 1 million per year. In 2000, Egypt had over 60
local Internet service providers.
Egypt’s growing telecommunications industry is one of the country’s most

exciting developing sectors. In little less than one decade, the industry has gone
from nearly non-existence and no ministry to one of the country’s fastest growing
and largest ministry.
Since the creation of the ministry of communications and information technology
in 1999, Egypt established a new era of liberalized policies with business as a
central theme characterized by new regulatory laws. This was part of a national
strategy to create an export-driven, private sector-led ICT market.
This plan focused on state-of-the-art national telecommunications network

and human resources development has led to the Egyptian fixed-line telecom
services being one of the fast growing in the Middle East and North African
region.
33
2.3.6 Competition in Egypt
The existing operators in the Egyptian telecom market include the following:
Fixed Line Operators: Telecom Egypt
Mobile operators: Vodafone Egypt ( Joint Venture Between Vodafone and
telecom Egypt),Mobinil (France Telecom and Orascom Telecom) and Etisalat
Egypt.
The market already had two strong networks: Vodafone Egypt and MobiNil,
representing Vodafone International and Orange, the number one and two mobile
operators worldwide. Telecom Egypt (TE), the state-run fixed-line monopoly that
falls under MCIT, entered the picture with promises to launch Wataniya, the
nation’s third operator in an industry then barely five years old. At least 6.84
million subscribers are shared between two GSM operators, MobiNil (3.64
million) and Vodafone (3.19 million).
Entry of new telecom operators requires a a feasibility study to be submitted to

the National Telecommunication Regulatory Authority (NTRA) and also
licensing to be obtained by NTRA.
Establishing a network costs millions of dollars in up-front investment, plus a

ready store of cash to sink into the maintenance and expansion of basic services,
as well as the introduction of new features.
Regulatory authorities will have to consider three factors when assessing the
effect a third mobile operator will have on the sector: acquisition, retention and
impact on Average Revenue per User (ARPU), a key industry metric.
Acquisition refers to the ability of a mobile operator to acquire new users;
retention measures an operator’s ability to hold on to existing users; while ARPU
refers to the revenue generated by each user.
Though the number of players in the Egyptian telecom market are limited, but
they hold a greater percentage of the telecom market share and offer a greater
competition to the new entrants.
34
2.3.7 Porter’s Diamond Applied to Egypt Telecom Industry
Structure: set up own dealer and retail

outlets as also the modern retail stores.
Rivalry: strong hold of the existing players
Demand
Factor Conditions
Endowments
( large potential &
required skilled from the service
labour as also the sector and also the
basic telecom young generation.)
infrastructure)

Industries
and other
internationally
competitive players
CHAPTER 3
35
3. International Marketing
3.1 Segmentation and Targeting
The countries so chosen can be segmented on the basis of the following:
 Income/ Occupation
 Education
 Lifestyle
 Age group
3.1.1 Segmentation of the Ghanian Market
Based on Age Group:(as estimated in 2009)

 0-14 years: 37.3% (male 4,503,331/female 4,393,104)
 65 years and over: 3.6% (male 393,364/female 460,792)
Based on Literacy: (as per 2000 census)

 definition: age 15 and over can read and write
 total population: 57.9%
 male: 66.4%
 female: 49.8%
Based on Occupation: (as estimated in 2005)

 agriculture: 56%
 industry: 15%
 services: 29%
3.1.2 Target market in Ghana
 At the initial stages the following cities in Ghana namely Accra,Kumasi and
Tamale, will be targeted as these account for the majority of the population
of Ghana.
 The target age group will be 15-64 years (59% of the population),with
growing emphasis on the lower age group of below 14 years of age,
acoounting for 37% of the entire population.
36
 The literate population comprises only of 57% of the population, and thereby
an equal emphasis on the illiterate population becomes a must.
3.1.3 Segmentation of the South African market
Based on Age Group: (as estimated in 2009)

 65 years and over: 5.4% (male 1,075,117/female 1,562,860)
Based on Literacy: (as estimated in 2003)

 male: 87%
 female: 85.7%
Based on Occupation: (as estimated in 2007)

 agriculture: 9%
 industry: 26%
 services: 65%
3.1.4 Target Market in South Africa
 All the three capital cities of South Africa will be entered into at the
initial stage, which includes: Cape Town, the largest of the three, is the
legislative capital; Pretoria is the administrative capital; and
Bloemfontein is the judicial capital.
 The target age group will be 15-64 years, which comprises of 65.8% of
the entire population.
 The target occupation will be services employing 65% of the labour
force.
 The literate population accounts for as high as 86% of the population,
thereby the focus will be on the literate population of South Africa.
37
3.1.5 Segmentation of the Eyptian market
Based On Age Group: (as estimated in 2009)

 65 years and over: 4.8% (male 1,701,068/female 2,299,875)
Based On Literacy:
 male: 83%
 female: 59.4% (2005 est.)
Based On Occupation:
 agriculture: 32%
 industry: 17%
 services: 51%
3.1.6 Target Market in Egypt
 Our services as a GSM service provider will begin in the capital of Egypt that
is Cairo, to start with.
 The population in the category of the age group 15-64 yrs, which comprises
a major percentage(63.8%) of the Egyptian population, will be our target
market in Cairo.
 The services sector will be our target market, considering the fact that 51%
of the labour force is employed in the services sector.
 Since, the use of GSM services requires minimum of reading abilities, the
main focus will be on the literate population to start with, which comprises of
as much as 71% of the entire population.
3.2 Positioning Of The GSM Services In The Chosen Countries

Our GSM services will be positioned as :
a) Low cost GSM service provider
38
b) For the common masses who want greater connectivity
c) Introducing Per second call rates for the first time in the African markets.
d) Greater talktime at lower call rates
3.3 4 Ps
3.3.1 Product
Our Service includes GSM services which will comprise of the following :
 International roaming
 Open architecture
 High degree of flexibility
 Easy installation
 Interoperation with ISDN (Integrated Services Digital Networks), CSPDN
(Circuit-Switched Public Data Network), PSPDN (Packed- Switched
Public Data Network), and PSTN (Public-Switched Telephone Network)
 High-quality signal and link integrity
 High spectral efficiency
 Low-cost infrastructure
 Low-cost, small terminals
 Security features
These objectives have been gradually achieved and a broad collection of services
are provided. The GSM services are grouped into three categories:
1. Teleservices (TS)
2. Bearer services (BS)
3. Supplementary services (SS) TS cover, in essence, telephony, BS encompass
basically data transmission, and SS are the value-added features.
Teleservices: (TS)
Regular telephony, emergency calls, and voice messaging are within TS.
Telephony, the old bidirectional speech calls, is certainly the most popular
of all services. An emergency call is a feature that allows the mobile
subscriber to contact a nearby emergency service, such as police, by
dialing a unique number. Voice messaging permits a message to be stored
within the voice mailbox of the called party either because the called party
is not reachable or because the calling party chooses to do so.
39
Bearer Services : (BS)
Data services, short message service (SMS), cell broadcast, and local features are
within BS. Rates up to 9.6 kbit/s are supported. With a suitable data terminal or
computer connected directly to the mobile apparatus, data may be sent through
circuit-switched or packet-switched networks. The broadcast mode (to all
subscribers) in a given geographic area may also be used for short messages of up
to 93 alphanumeric characters. Some local features of the mobile terminal may be
used. These may include, for example, abbreviated dialing, edition of short
messages, repetition of failed calls, and others.
Supplementary Services: (SS)
 Advice of charge.
 Barring of all outgoing calls
 Barring of international callsBarring of roaming calls
 Call forwarding.
 Call hold
 Call waiting
 Call transfer etc
3.3.2 Pricing
Use of Predatory pricing methods is going to be adopted in the chosen countries, as
all the three countries have a few but frimly established telecom operators who are
resorting to price reduction as one of the strategies to gain more market share.
Ghana
Charges would be 14 ghana pesewas/ minute
Free night calls from 11pm to 7am within the network.
Egypt
Our SIM cards will be retailed at 20,000 point of sale via ~1000 distributors
the company offers plan, ‘talklonger@ EGP 60/min while other telcos are
bringing down the pricing to 0.75 EGP/sec.
South Africa
40
R 0.70 for the first minute and at R1.55 for every minute thereafter anytime
of the day. SMS messages will be are charged at 75 cents while off-peak
SMSs will be charged at 25 cents per message.
3.3.3 Promotion
 Capturing the younger generation who forms a major part of the target
market.
 Celebrity endorsements
 Special season offers, festival discounts, and innovative advertisement
campaigns will primarily be used by the cellular service providers as
tools to push back the competition and penetrate into the chosen
markets.
3.3.4 Place (Distribution)

 Distribution logistics will be facilitated through our authorized dealer
channels and retail outlets.
 Modern lifestyle outlets will be set up in the targetted cities, providing
customers with delights of today’s hi-tech world. Customers can come in to
check their handset, their mail, surf the web at our retail stores, or check out
the latest music or movie releases.
 Another option that we will be considering is that in a few of the tartgetted
countries where the entry strategy involves an alliance or take over of the
existing player, the existing player’s dealer system or network will be
leveraged so as to distribute our services.
41
4. International Finance
4.1 Ghana
4.1.1 Foreign Exchange Status
The Ghanaian Cedi is the currency in Ghana (GH, GHA). The symbol for GHS
can be written ¢. The Ghanaian Cedi is divided into 100 pesewas. The exchange
rate for the Ghanaian Cedi was last updated on February 17, 2010 from
Bloomberg. The GHS conversion factor has 4 significant digits.
1 GHS = 32.1 INR
4.1.2 Investment Decisions

Buying 70 % stakes of Kasapa . Kasapa Telecom Limited - a subsidiary of Hutchison
Whampoa Group - offers mobile, home, and business voice and data service on its 800
MHz CDMA2000 1X network, expanding throughout Ghana. Kasapa means ‘good talk’
in Twi, the most widely-spoken local language in Ghana.
Kasapa would retain a 30 percent stake in Kasapa Telecom Limited, which has an
enterprise value of around $1.3 billion.The 70% stake would br bought for $900 million
on a debt-free, cash-free basis.
4.1.3 Future
Our short term goal : 1 million customers by May 2012.
Over the next 5 years, we expect Kasapa to invest over US$500 million in its
operations and network, restoring and expanding network coverage and
completing and integrating the fibre backbone
We plan to leverage the experience of rapid network deployment in India and

other emerging markets, its brand and ultra-low cost handsets, to accelerate
Kasapa 's growth
Through these actions, we intends that Kasapa will deliver a superior product and
service offering in the Ghanaian market and thereby raise its mobile market share
over time to around 25%, reversing recent underperformance
4.1.4 Break Even

As shown in the picture we are planning to provide
network in the areas in next 1 year in order to Break-
even in 1.5 to 2 years.
42
4.2 EGYPT

The Egyptian Pound is the currency in Egypt (EG, EGY). The symbol for EGP can be
written £E. The Egyptian Pound is divided into 100 piasters or 1000 milliemes. The EGP
conversion factor has 4 significant digits.
1EGP = 8.4 INR

The company is entering Egypt without any merger or acquisition with any other
telecom operator. But,
 We will enter into a MOU with Vodafone relating to a comprehensive range of

infrastructure sharing options in Egypt.
 Infrastructure sharing is expected to reduce the total cost of delivering
telecommunication services, especially in rural areas, enabling both parties to
expand network coverage more quickly and to offer more affordable services to a
broader base of the Egyptian population.
The company is targeting an 8 % pan-Egypt market share, and the opening of one million
retail points and breaking even on EBITDA within three years.
In order to reduce time-to-market, we will outsource infrastructure and back-end services

to partner organizations with established core competencies. The operational model is
low-cost with a gradual network-build up, infrastructure sharing, GSM equipment at
competitive cost, full-scale IT-outsourcing and a long term cost and capex efficiency.
4.2.3 Break-Even
It will take more time here to reach the breakeven as

infrastructure will add up to cost of operations. With current
and expected cash-flows we are expecting to Break-even in 5-6
years in Egypt
43
4.3 SOUTH AFRICA

The South African Rand is the currency in South Africa (ZA, ZAF). The South African
Rand is also known as Rands. The symbol for ZAR can be written R. The South African
Rand is divided into 100 cents. The ZAR conversion factor has 6 significant digits.
1 ZAR = 6 INR

 Buying 67 % stakes of Cell C . (50% of which is held by Virgin)
 Cell C would retain a 33 percent, which has an enterprise value of around $5.7
bn.The 67% stake would be bought for $3.5 billion
 We will assume net debt of approximately US$2 billion and rest will be in cash.
 The acquisition meets our stated financial investment criteria
Infrastructure sharing MOU with Vodacom

 Whilst Cell C and Vodacom will continue to compete independently, Us and
Vodacom have entered into a MOU relating to a comprehensive range of
infrastructure sharing options in South Africa.
 Infrastructure sharing is expected to reduce the total cost of delivering

telecommunication services, especially in rural areas, enabling both parties to
expand network coverage more quickly and to offer more affordable services to a
broader base of the SAF population.
4.2.3 Break Even

Operationally, we are looking for adding 3-4mn over the first few
months. This would help us to breakeven in 12-14 months.
44
5. International Human Resource (HR)
5.1 RECRUITMENT
Keeping in mind Egypt’s second most advanced status in Middle East after Israel, we follow
the Polycentric approach of staffing. In this policy, each subsidiary is a distinct national
entity with some decision-making autonomy. HCNs manage subsidiaries who are seldom
promoted to HQ positions in parent country. Moreover, PCNs are rarely transferred to
subsidiary positions.
This approach will also help in eliminating language barriers, avoiding adaptation of PCNs
and reducing the need for cultural awareness training programs. This also allows us to take a
lower profile in sensitive political situations. Moreover, it’s not only less expensive but will
also give continuity to the management of foreign subsidiaries (lower turnover of key
managers).
Similar policy will be used for our South Africa subsidiary as well.
However, for Ghana subsidiary we will follow the Ethnocentric approach because of the
absence of skilled manpower. It will ensure that our subsidiary complies with overall
corporate objectives and policies, has the required level of competence and controls.
5.2 TYPE OF ASSIGNMENT

The assignments will be traditional expatriate assignment which is long term and ranges
between 1-5 yrs.
Besides this, we will also follow virtual and contractual assignment to maintain a result
oriented and better control.
5.3 SELECTION CRITERIA (Common)

We follow the following selection criteria:
45
5.4 TRAINING AND DEVELOPMENT
The role of training is in supporting expatriate adjustment and on-assignment
performance.
The training programme has 2 objectives:
1- Management Development
A- Individuals gain international experience which assists career progression
B- Multinational gains through having a pool of experienced operators on
which to draw for future international assignments
2- Organizational Development
A- Accumulating a stock of knowledge, skills and abilities
B- Developing a global mindset
C- Expatriates as agents of direct control and socialization in the transfer of
knowledge and competence.
The entire training programme consists of 3 points:
1: Pre-departure training-
A pre-departure training program helps to ensure fewer difficulties when abroad. The
program covers such topics as:
46
A- Cross-cultural communicational aadaptability is a major requirement for successful
communication in our modern world. Body-talk, expressive sounds, facial and other
gestures, posture, bodily movements, and the three ‘distances’ (intimate, personal
and social) which vary in cross culture. In the global workplace we tend to minimize
or even to ignore our cultural differences while mythologizing that they no longer
exist.
B- Preliminary visits to be familiarized with the target country
C- Interpersonal Skills - People interacting with other people, and how do they do it,
that's what Interpersonal Skill means.
D- Conflict Resolution- These training activities help to manage conflict in the

workplace effectively by facilitating confrontation and reconciliation and other
peace building programs.
E- Stress Management- Some stress is always good. But to reduce the excessive stress
specialized training is required.
F- Functional Capability- It’s very important to train the person for the job assigned
internationally. Even if person is expert, a fresher course is given.
2: Language Training
A- The role of English as the language of world business

B- Host country-language skills and adjustment
C- Knowledge of the corporate language
3- Practical Assistance
A- Information that assists relocation

B- Assistance in finding suitable accommodation and schooling
C- Further language training
D- Makes an important contribution to adaptation of expatriate and accompanying
family members to the host location
5.5. COMPENSATION
We must manage highly complex and turbulent local details, while concurrently
building and maintaining a unified, strategic pattern of compensation policies,
practices and values.
47
The area of international compensation is complex, primarily because we will have to
cater to three categories of employees: PCNs, TCNs and HCNs
Key Components of compensation are:
 Base salary
The base salary is the foundation block for international compensation

whether the employee is a PCN or TCN. It is the basis for in-service
benefits and pension contributions – may be paid in home or local-country
currency.
 Foreign services inducement
It is a salary premium as an inducement to accept a foreign assignment or

as compensation for any hardship caused by the transfer.
 Hardship premium
Given against any foreign defined as “hardship”
 Benefits
Like vacations, special leave, rest and rehabilitation leave etc.
 Allowances
Allowances are paid in order to encourage employees to take international

assignments and to keep employees ‘whole’ relative to home standards.
Cost-of-living allowance
Housing allowance
Relocation allowance
Education allowance
Home leave allowance
Hardship allowance
5.5.1 Approaches to Compensation

1- Going Rate Approach (also referred to as the Market Rate Approach)
2- Balance Sheet Approach (also known as the Build-up Approach)
48
A- Goods n Services
Home-country outlays for items such as food, personal care, clothing,
household furnishings, recreation, transportation, and medical care.
B- Housing
Major costs associated with housing in the host country.
C- Income Taxes
Parent-country and host-country income taxes
D- Reserve
Contributions to savings, payments for benefits, pension contributions,
investments, education expenses, social security taxes, etc.
Of these, we will be following the Balance Sheet Approach because it not only guarantees
maximum employee satisfaction but also maintain equity among various factors.
5.6 TAXATION
In all the 3 countries, we will be following the Tax Equalization Approach thus we will
withhold an amount equal to the home-country tax obligation of the PCN, and pay all taxes in the
host country.
5.7 REPATRIATION
A proper repatriation is a must to ensure the success of the expatriate and
A- Shorten time abroad

B- Throw a “welcome home” party.
C- Get feedback from the employee and the family.
D- Arrange conferences and presentations to make certain that knowledge and skills acquired away
from home are identified and disseminated.
E- Have returnees advise future expatriates
F- Develop reorientation programs
49

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Submitted by: Vardhaman Bhandankar (08PG0308-Finance)

Devashish Rai (08PG0313 –Human Resource)

1.2 Government acts for regulation of telecom industry

The various telecom India related acts by the Department of Telecommunications

1.3 Telecom Network Services

1.4 Telecom Service Providers In India

The Indian telecom directory shows two major divisions:

Fixed Service Providers (FSP's):

Cellular Service Providers (CSP's)

1.6 GSM (Global System for Mobile Communications)

GSM History: Briefly, the GSM history can be summarized as follows:

1982-1985: - Conference Europeenne des Postes et Telecommunications began

1986: - Field-tested were held in Paris to select which digital transmission

1987: - A combination of TDMA and FDMA was selected as the transmission

1988: - CEPT began producing GSM specifications for a phased implementation.

1989:- European Telecommunication Standards Institute(ETSI) took over

1990: - Phase I specifications were frozen to allow manufacturers to develop

1991: - The GSM 1800 standard was released.

1992: -Phase I specification were completed. First commercial phase I GSM

Some important years in Indian Telecom History:

1994: - Private sector allowed entering telecom.

1995: - Government grants two mobile licenses per circle.

1997: - Regulator (TRAI) created by Act of Parliament.

2002: - Third and Fourth GSM operators enter fray.

2004: -Number of mobile connections crosses number of fixed connections.

2007: -Mobile phone subscriber crossed 200 millions mark in India.

Ghana remains somewhat dependent on international financial and technical

The domestic economy continues to revolve around subsistence agriculture,

The country has, since July 2007, embarked on a currency re-denomination

2.1.2 Key Industries In Ghana:

2.1.6 Culture in Ghana

2.1.7 Telecom Infrastructure And Technology In Ghana

Modern business especially ICT Outsourcing requires a huge bandwidth to

Ghana Telecoms network backbone is based on the Asynchronous Transfer Mode

The term CDMA is used to refer to a family of specific implementations of CDMA

GSM (Global System for Mobile) communications is a digital technology developed in

2.1.9 GSM In Ghana:

Africa, particularly sub-Saharan Africa, is under close scrutiny at the moment.

Mobile penetration in Ghana-which stands at just over 40 per cent of a population

Millicom introduced mobile services in Ghana in 1992, operating a TACS

Vodafone plans to launch a 3G network in Ghana through One Touch, which

2.1.10 Competition In Ghana

2.1.11 Reasons For Choosing Ghana

 Telecom services market estimated $171 million in annual revenues (1999);

 Government ownership in Ghana Telecom is 70%.

 29 ISPs licensed; 12 operational.

 Mobile/cellular operators are Spacefon, Mobitel, Celltel (AT&T joint venture),

Telecom Equipment Manufacturer

 Electrical cables and telephone wires are produced in Ghana by Nesan

The GOG ( Government Of Ghana)has indicated it plans to develop the

a. The national telecom law is the National Communications Authority Act--Act

2.1.12 Future Of Telecom Industry In Ghana

2.1.13 Porter’s Diamond Applied to Ghana’s Telecom Industry

Strategy, Structure and Rivalry

Strategy: low cost penetration

Structure: use existing dealer base of the

Rivalry: strong hold of the existing players,

Related & Supporting

2.2.2 Key Sectors In South African Economy

Trade and Investment:

2.2.3 Key Statistics

Environment - current issues :

2.2.5 Politics Of South Africa