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STRATEGY OF MARKET ENTRY OF MTN AS A LEADING MULTINATIONAL

TELECOMMUNICATION COMPANY IN NIGERIA AND THE CHALLENGE OF
LOCAL AUTHORITIES; A REVIEW OF PROCESS AND ....

Research · September 2020

DOI: 10.13140/RG.2.2.12178.68805

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STRATEGY OF MARKET ENTRY OF MTN AS A LEADING MULTINATIONAL
TELECOMMUNICATION COMPANY IN NIGERIA AND THE CHALLENGE OF
LOCAL AUTHORITIES; A REVIEW OF PROCESS AND SUCCESS OF FOREIGN
DIRECT INVESTMENT (FDI) IN NIGERIAN
Okolo Johnpaul and Ezekoma Ugoo F.

1 INTRODUCTION AND BACKGROUND

The modes of entrance of Multinational Companies (MNCs) into foreign market or local
market in the context of this study, is largely debated because they vary from each other in
considering different factors. But the fact is recurrent with economic expansion of businesses
to maximize profits and minimize costs in the interest of the stakeholder enrichment and
customer satisfaction. (Morschett et al., 2015) agrees to the various modes of entry which shall
be explore in the concepts clarification to agree on how they relate to MNCs and how MTN as
our choice of company falls in the category.

In the case of MTN which is a brand name for a multinational telecommunication company,
operational in Nigeria but originally from South Africa, the research shall explore the best fitted
entry strategy and term for it before furthering on the challenges of the process including local
market and authorities.

By way of clarification and in the interest of proper understanding, Nigeria is a country located
in Sub-Saharan West Africa, a former British colony, granted independence in 1960, and
currently with a population of 196 million people (World Bank, 2019). Aside being the most
populous nation in Africa, Nigerian is the largest producer of oil with about 4.5 million barrels
per day (Anyanechi, 2019), and the population wealth and the rapidly growing economy since
after the re-emergence of democracy, makes her attractive to investors and a huge business
opportunity.

The telecommunication industry in Nigeria as elsewhere in the world is a big market and a key
development driver for an emergent or stable economy (Adekemi & Abosede, 2017). Before
the entry of the MTN in 2001 in the third democratic republic under the leadership of President
Olusegun Obasanjo, Nigerian Post and Telecommunications (P&T) in 1939, Nigerian External
Telecommunications in early 1980s and subsequently a merger of the two Nigerian
Telecommunications Limited (NITEL) in 1985 drove the indigenous communication sector
through an analogue and electric driven line. The political turnaround with the emergence of
the third republic initiated the Global Systems Mobil Telecommunication (GSM) under the

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licensing of the Nigerian Communications Commission (NCC). This agency, the NCC, has the
mandate to issue license to private companies to participate in telecommunications business in
Nigeria and mediate while ensuring a healthy competition of the players.

MTN made the first entry into the Nigerian telecommunication market and with her huge
investment and being part of the MTN South Africa, being the parent company, they have
driven a transformation and been ahead of other 3 big players like the Etisalat Networks,
Globacom Networks, Airtel Networks amongst other companies. It is unfortunate that the
indigenous telecommunication company, NITEL has lost out in this competition but it is not
the stay of this research.

However, the choice of MTN as the research case study is because it fits into the foreign MNC
structure as requested and has passed through the local authority rigours with several data to
show for their troubles with the NCC in Nigeria. They have also encountered the challenges of
the local market and emerged dominant. It is good to note that none of these has been a
palatable one especially with the Nigerian legal business terrain which is heavily challenging
when considering the business laws and the complex oversight administrative structures that
often discourage the successes of international investors (NIFA, 2013).

This paper furthered on a closer look at FDI as the veritable tool of MNCs engagement which
was also the mode of entry of the MTN into the Nigerian market.

2 THEORETICAL FRAMEWORK AND EXPLICATION OF TERMINOLOGIES

2.1 Multinational companies (MNCs)
It is characteristic of MNCs according to (Ghani Dass & Jamal, 2018) that the business
organisation of such entity must be located in more than one or two countries which represent
both economic motives of the owners as well as serving as organisational mechanisms by
which different social and political systems confront themselves. What they send abroad
include a package of capital, technology, managing talent and marketing skills to carry out
production in foreign country. The linking with the parent company could be through merger
operated as subsidiaries or having considerable autonomy. Their mode of financial engagement
is what is referred to as foreign direct investment (FDI) whose growth and strength is positively
correlational to the growth of the GDP.

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2.2 Market entry strategies and options
There are many types of strategies of entry of MNCs into foreign markets and there is the
danger of confusing them when not properly clarified. This section shall attempt to explore the
concepts around entry strategies of MNCs into new markets. This effort is important because
of the relatives of the processes around internationalisation, licensing, franchising, export,
Foreign Direct Investment (FDI) and other modes of foreign market entry strategies. As this
study focuses on MTN as a telecommunication brand in Nigeria, there is need to understand
differentially the form of entry strategy that she operated upon and this can be done only with
an overview knowledge of the different types and shall further establish the best mode of entry
among the list that fits the MNCs. See the figure under to understand the concepts this research
is attempting to explicate.

(Zschoche, 2020)

2.2.1 Internationalisation
Internationalisation according to (Awuah & Dawei, 2008) citing Johanson and Vahlne (1977)
is a process in which firms gradually increase their international involvement in foreign market.
It has to do with incremental decision process. There are emergent scholarly ideas around the
internationalisation process, but non relates internationalisation as the entry of the business into
a new market but a more extensive planning and strategizing process. (Rezende, 2006) did a
comparative study and established that MNCs are not only concerned with the penetration and
extension of operation in a foreign market, rather a simultaneous intra and inter-firm flow of
knowledge. It is necessary to consider the motives for internationalisation as articulated by
(Morschett et al., 2015) including natural resources seeking, strategic asset seeking, follow-
the-leader, efficiency seeking and market seeking. These are the objectives of
internationalisation which expand the opportunities of maximising profits and minimizing

3
costs by achieving competitive advantage through knowledge of customers, increase in market
access and operational modes, bridging of international cooperation, partnership strategies, etc.

2.2.2 Licensing
This is a transfer-related market entry strategy which involves a licensor granting permission
to a licensee in another country to use its intellectual property for a defined period of time
with an agreement of a royalty (fee) in return. (Morschett et al., 2015) x-rays the different
types of licensing including Process licensing, Product Licensing, Distribution Licensing or
Brand Licensing. A common denominator in all is the agreement and right to patent which
grants right to operate even as subsidiary. The ownership structure is difference with other
forms of market entry strategy. It is independent and limited by time. The right to operation
and administrative ingenuity are often not applicable.

2.2.3 Franchising
The mutual entry into a financial/ business relationship where the franchisor permits the
franchisee to adopt its business brand as stated by (Grzelak & Matejun, 2013), is based on a
contract and lead to the creation of a franchise network, constituting of entities that are
independent legally, in terms of ownership and financially, who are at the same time
homogeneous from the point of view of those purchasing offered products or services.
This contractual engagement agrees on a fee which is paid to the franchisor as initial contract
fee while an agreed annual royalty is paid to same franchisor. There are no administrative
involvement of the franchisor in the operations at the host company, only the name and the
brand, while the franchisee can benefit from the brand and advertisement of the franchisor who
is the parent company based abroad. The franchisee can also be an MNC.

2.2.4 Export
Export is the use of agents to market products in a foreign market with the aims of customer
satisfaction and business expansion. (Chand, 2013) posits the indirect export and the direct
exporting. The former being the use of open agents who can also market other products but
with little or no binding promotional responsibility while the later has more commitment to
the MNC including market assessment, channel selection, etc. Common in the export model
is the limitedness of the engagement which can be terminated anytime and is profit oriented.
The risk bearing does not exist while interest is more in products with market acceptance.

4
2.2.5 Foreign Direct investment (FDI)
FDI is the movement of capital across national frontiers in a manner that grants the investor
control over acquired assets (Adekemi & Abosede, 2017). This tool is veritable in the hands of
MNCs as seen before and the control and profits accrue to the multinational stakeholders.
Developing countries in 2012, accounted for more than half of global FDI inflows, exceeding
the FDI inflows to developed countries. Almost half of top 20 recipients of global FDI were
developing countries and has grown and accounted for more than 30% of global FDI outflows
(Morschett et al., 2015). FDI is however a way of penetrating and establishing control over
another social unit by means of capital export and takes the form of establishing a wholly
owned subsidiary firm. It is also resource driven to the advantage of industrialised economies
in Europe and America (Ghani Dass & Jamal, 2018). The author goes further to argue on how
it has become an exploitative tool promoting underdevelopment of economies in emerging
nations which is of less interest in this study.

It is essential to note that of all these modes of market entry strategies, the FDI is the best fitted
for our case study. It also stands the best engagement option for MNCs because it is involving
both administratively, in business development, sharing of profits and business expansion and
growth.

3 MTN AND TELECOMMUNICATION BUSINESS IN NIGERIA

MTN Nigeria is a subsidiary of the MTN Group Limited; a South African multinational
telecommunication company operating in many African, European and Asian countries which
was founded in 1994 (Wikipedia, MTN Group 2020). This multinational company thrives by
moving strategically into emerging markets in the telecommunication sector and expanding its
operations beyond the reach of its competitors.

MTN Global made its entry in Nigeria in August 2001 via Foreign Direct Investment (FDI)
strategy for the parent company to maintain absolute control of the business designs and
operations. The company however was founded in 1994 in South Africa. Prior to its entry in
Nigeria, it had started operations in both Uganda and Rwanda in 1998 where there existed
already an advanced telecommunication mechanism than Nigeria who came to party late. It
might also interest to mention that Nigeria has remained the most populous country in the
African continent with a diversified and ever-growing economy but not at an appreciable rate
for a huge outlay of investments due to the nation’s political instability at the time.

5
The factors below aided the entry of MTN Global into Nigeria and afforded a successful market
penetration.

1. Frontier market pointers

2. The emergence of Global System for Mobile (GSM)
3.1 Frontier market pointers
Every foreign investor and MNCs always examines the political and economic trajectory of a
country of investment interest. Nigeria was just transitioning from a military dictatorship to
democratic system in 1999 after three decades of political instability, thus the new government
engaged in numerous social and economic reforms. “The new government increased spending
made possible by a sharp rise in oil prices in 2000. The high government spending and buoyant
oil sector appeared to give a temporary boost to the ailing economy as real GDP growth
increased to 3.8 percent in 2000” (OECD 2002). This was the highest recorded in over 30 years
since 1971 to 2000 with average GDP growth of 2.4 per cent a year and GDP per capita growth
of 0.1 per cent. These elements were pointers for investors including MTN Global to hasten
their entry into the country. More importantly was the deregulation of the telecommunication
sector which heralded the establishment of the Nigerian Communications Commission (NCC)
as prescribed by Decree 75 of 1992 (Olaoluwa, Then and now: Nigeria’s telecommunication
history 2019). This decree helped to liberalize and afforded room for competition and private
sector participation. Prior to that, the sector was fully monopolized by the then Nigeria
Telecommunications Limited (NITEL).

3.2 The emergence of Global System for Mobile (GSM)

Prior to the advent of Global System for Mobile (GSM) into Nigeria, there had existed the
defunct government owned telecommunication system which was mainly used to maintain
communication between Lagos and London amidst a few instances of local usage. The
communication frequencies were not much localized, expensive, and thus the
telecommunication was largely untapped and was sitting as a goldmine. Even the few who
could afford it, experience poor services. At that time, GSM was already largely used in other
continents including some countries in Africa. So, with a change to democratic government,
deregulation of the sector and an advent of Global System for Mobile (GSM) in the country, it
was quite a veritable ground for an investment into the sector as there existed no ready-made
substitute investment in the sector. The entry of MTN Global into the country at that crucial
time showed real intent and purposeful business venture. At the entry into Nigeria in August
2001, they went head to head with another Telecommunication giant, ECONET (now Airtel)

6
who were both granted the first renewable GSM licenses of 5 years duration with some
operational conditions to meet. What made MTN stand out and gain market dominance over
other telecommunication companies remains its market oriented strategic planning, pricing and
promotional intensity as they currently hold 39.61 per cent of the market share (NCC 2020).
MTN Global remains active in 20 countries across the globe and one-third of company
revenues come from Nigeria (Wikipedia, MTN Group 2020).

Source: (NCC 2020)

4 CHALLENGES
There are so many variables that influence business operation in a country and those range
from the regulatory, political/social, and economic factors. MTN Global being a multinational
company is even more prone to be affected by these same variables which we will go further
to analyze how they have thus far affected the business enterprise in the country.

4.1.1 Legal Challenges at the Entry

The history of Regulatory framework dates as far back as 1900 during the British Rule in the
country. One of the major aims of the British colonial administration according to (Amao 2008)
was to make the colonies self-sufficient and at the same time profitable and these motives
remain at the center of legal framework of Nigeria to multinational companies. In order to
achieve this, Nigeria enshrined an indigenization law of asserting the nation’s right to regulate

7
foreign participation and exercise the right to nationalize such investments (Amao 2008) by
implementing different laws under which directives MNCs could operate such as Company
law, human rights law, criminal law, tort law, labor law and anti-corruption laws. MTN Global
was not exempted from the purview of these laws upon entry thus MTN Nigeria which is
considered a subsidiary of the parent company was immediately domestically registered with
the Corporate Affairs Commission (CAC). Data from the Corporate Affairs Commission
(CAC) shows that the company was initially registered way earlier than it started business
operation as far back as August 1998 under the name; MTN Nigeria Limited and later in 2000
added another business name with the Commission as MTN Nigeria Communication PLC
(CAC 2020). This incorporation of the MNCs have a way of putting the companies under the
supervision of domestic and international law which can result in some deficiencies.

It is then pertinent on the MNCs to find a neutral ground of operating within the purvey of the
national laws and at the same time remaining profitable. This is how the subsidiary MTN
Nigeria came into being upon entering into the country amidst all the legal requirements.

4.1.2 Regulatory Challenges of MTN in Nigeria.

All Foreign Direct Investments (FDI) in Nigeria are subject to myriads of laws, rules and
regulations. Section 70 of the Nigerian Communications Act 2003 (NCA 2003) empowers the
NCC to make and publish regulations on matters such as, but not limited to; written
authorisations, permits, assignments and licences granted or issued under the NCA 2003; the
assignment of rights to spectrum or numbers; communications related offences and penalties;
any fees, charges, rates or fines to be imposed; a system of universal service provision; Quality
of Service (QoS) standards; and any other matters as are necessary to enforce the provisions of
the NCA 2003 (NCA 2003).

MTN has indeed operated successfully in Nigeria however, their business operations have not
been without a few regulatory challenges. The most recent are the Capital Importation
allegations (Akwagyiram 2018) of August 2018 in which the Nigerian’s Central Bank ordered
MTN and four other commercial banks to bring back the $8.1 billion into the country which
according to the Apex bank was illegally sent abroad in breach of foreign exchange regulations.

Also, in 2015, the company faced a record-breaking fine from the Nigerian Communication
Commission bothering on National Security when it was fined a whopping $5.2 billion for
failing to disconnect more than 5 million subscribers with unregistered and incomplete SIM
cards. This fine was later reduced to $1.7 billion with an option to list its shares on the Nigerian

8
Stock Exchange after the intervention of the presidents of both countries, South Africa and
Nigeria. This is the major reason the telecommunication is currently listed on the Nigerian
Stock Exchange and the shares have appreciated quite high at the time of writing this report in
spite that the stock market has indeed taken a hit by the effect of the global pandemic, Covid-
19.

The multinational company was also slammed with a $2 billion Tax Bill of September 2018
imposed by the attorney general of Nigeria, Abubakar Malami (Akwagyiram 2018). After
series of investigation into tax compliance relating to importation of foreign equipment and
payments, though they were cleared of all charges in the subsequent months.

Indeed, it has been a bumpy ride for the company with the Nigerian regulators of which they
always found ways to survive the tide.

4.1.3 Economic Challenges

Nigeria is a country which owes majority of its foreign reserve on revenues from oil proceeds.
Concurrently, the oil price has plummeted severally and that has hugely affected the stability
of the currency’s exchange rate. The company is always in a constant dilemma of dealing with
the unstable exchange rate in its business operation. This volatility explains in part why Nigeria
ranks 96th of 102 on the World Justice Project’s Rule of Law Index last year and 169th of 189
in the World Bank’s Ease Of Doing Business index for 2015 (Wallop 2016). The fact that
Nigeria has been on a downward trajectory in the historical data of Nigeria Foreign Direct
Investment since 2011 (Macrotrends 2017) does not particularly help the multinational
companies in the country as it does not encourage more investment portfolio or potential
foreign investors into the country. These have been aided due to poor government economic
policies and numerous borrowings of the present government rather than encouraging
investments.

4.1.4 Socio-Political Challenges:

As Nigeria remains a hotspot for technological innovations in “science and technology in

Africa, this presents an unprecedented opportunity for South African, and and the National
Retail Federation (NRF) more specifically, to strategically engage with international partners
for mutual benefit, innovative resource mobilisation, and a strategic expansion of collaborative
frameworks aligned to national priorities and mandates“ (Kooperation International 2018). As
much as the country has been a viable ground for business, MTN Nigeria has indeed faced
some operational challenges because of some political issues. The recent was the Xenophobic

9
attacks of the Nigerian residents in South Africa February 2017 which has an adverse effect on
the South African multinational companies’ business operation in Nigeria, in the like of
Shoprite and MTN. This portrays how a poor international relationship can adversely affect
multinational companies. The company shut down all its outlets across the country over fear
of reprisal in February 2017 (Wikipedia, MTN Group 2020) as well as in April 2019 (Xinhua
2019) for the same reason. The ride to success has been bumpy but successful as Nigeria still
contributes one-third of their global revenues while they remain active in 20 countries
(Wikipedia, MTN Group 2020).

4.2 Successes of MTN Nigeria

MTN Group has so many indicators of success since its entry into Nigeria in 2001 as discussed
below even as it has also faced lots of troubles along the way. The measure of their success
could also be attributed to their measure of risk upon its entry at a time in the Nigerian history
when Foreign Direct Investment (FDI) was unthinkable by any investor after 30 years of
military dictatorship coupled with loads of political and economic uncertainties. The timing of
this entry could never have been better as the company was able to obtain one of the only four
offered GSM licenses at a mammoth amount. Evidently, the investment has paid back
handsomely as these landmark achievements were recorded.

a. As of April, of the 191.934.138 active subscribers in Nigerian GSM network, MTN

has a total market share of 36,61 per cent as reported by the Nigerian Communication
Commission. This figure has continuously been on the upward trend ever since (NCC
2020). Mobile (GSM) still takes the lion share in market share by technology as it
recorded 99.82 per cent over fixed (wireless/wired) and Voice over Internet Protocol
(VoIP). This goes a long way to show that majority of Nigerians prefer mobile gadgets
and almost 40 per cent of those used gadgets with network or internet connectivity make
use of MTN or one of its numerous products and/or services.
b. In the consolidated and separate Financial Statements of MTN Nigeria for the year
ended 31st December 2018, the group recorded revenue of N1.038 trillion (December
2017: N887.18 billion) and a profit after tax of N145.69 billion (December 2017: profit
after tax of N81.07) for the year (MTN Nigeria 2018). It becomes even more important
to note that the stated income after tax recorded by the company in 2018 increased by
a whopping 55.65 per cent on the previous year income. This income was recorded
despite the cost of paying the fines and the company’s debut in the Nigerian Stock

10
 Exchange (NSE). This highlights the level of success the company has recorded while
operating in Nigeria over a short period of time.
c. It is on record that MTN Nigeria has remained the number one player in Nigerian
telecoms market since launch in 2001. A company which only had over one million
subscribers in 2003, almost tripled the subscriber base in just three years in 2006. In
2013, it recorded over 50 million subscribers and even acquired one of its competitors;
Visafone in 2016 and at the same year resolved the NCC fine and currently has over 76
million active subscribers. During this period, several product and services have been
upgraded and/or added to its fleet of existing services.
d. The telecom giant which only started business in Nigeria in 2001 with business
operation in only the major cities in the country, now boast of over 4.000 corporate
branches and offices across the nations. These geographical spreads have granted it
access to all states of the Federation and have made it a local and special yellow-brand
across many communities empowering different households, institutions, and start-ups.

5 Findings
Out of all the other entry strategies of business, this study established that MNCs can best
engage in better expansion through the FDI which guarantees participation in decision,
ownership, and capital growth of the stakeholder’s business interest in foreign countries. It
however entails dealing with country related regulations that are cumbersome like in the case
of Nigeria and MTN, and often exposes the business to capital pressure or loss of interest, but
the interest and growth indices especially with proper analysis, are unimaginable.

On another note, FDIs have been tools of underdevelopment of regions, countries, and states.
This is as a result of the structure which the MNCs vantage to maximise their profits while
lobbying the gatekeepers to look the other ways.

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