Matav Hungarian Telecommunications Company Essay

Matav Hungarian Telecommunications Company was established in 1991 when Hungarian side was split into three divisions. Matav remained a state-run company until 1993 when the Hungarian government change off the company , and that was a significant turning point in the history of the company since the privatization process was the largest foreign investment in Hungary. Matavs majority shareholder , Deutsche Telekom was angiotensin converting enzyme of the largest Telecommunications companies in Europe, and was involved in totally(a) kinds of Telecommunication course Services. Therefore , Matav benefited from the technical expertise of Deutsche Telekom , and became a amply integrated Telecommunications company. Even the culture of the corporation had changed into a customer-oriented culture later the privatization process. In February 1994 , Matavs local telephone serve covered near 80% of the territory of Hungary.After it had been privatized from the state in 1993, Matav had a monopoly interior Hungary in a way that it operated 80 % of the countrys meliorate line telephone system. But there were four other domestic incumbents that controlled the touch on lines in the rest 20% of the country ( HTCC , Monortel , Emitel and Invitel ) . So , Matav had more or less kind of competitive advantages in its domestic markets. Also , In roving market , for instance , Matav controlled about 47% of the market , but was in a competition with two other companies Pannon GSM ( owned by TeleNor ) with 37 % of the market , and Vodafone with 16% . Tele2 and MonorTel were also being so active in the segment. unless , there was a great deal of competition between the fixed line business segment and the busy segment.As for the internet segment , the ISP Axelero had Pantel ( owned by KPN , Holland ) as an active competitor.As part of its successful strategy, Matav was hard to become an internationalist telecommunications group , and its first international involuti on was in 2001 through purchasing the majority share of MakTel , Macedonias national telecommunications company. So as a result , MakTel became a consolidated appurtenant of Matav. Matavs first international acquisition of MakTel was a real success as the domestic fixed line business was declining. Also , in July 2001 , Matav purchased the remaining 50% ownership share in Emitel, and Emitel became a new subsidiary of Matav group that provided residential and business telecommunication run in the southwestward region. In December 2001 , Matav acquired the remaining 49% share of Westel Mobile Telecommunications ( which was cognise later as T-Mobile Hungary Co. ).In January 2002 , a new strategic excogitation introduced a new company structure , and Matav was restructured into four business lines Business services , residential services , Mobile division and Internet division. The restructure plan was necessary as each business area inevitable a dedicated management team up. I n fact , international expansion was of great strategic importance to Matav . The first international acquisition of MakTel in early 2001 was a great strategic probability as the keenness in Macedonia was being very low in almost all business segments 25% of the country had fixed lines , 5% of the country had mobile phones , and under 2% had the internet service. So , Matavs main working class was to rebalance the price of the fixed line business through the tariff packages and others , and to modernize competition on the mobile market. MakTel revenues had grown from the year 2000 to 2003 , and the key dance step that was used by Matav ( EBITDA Earnings before interest , tax , dispraise and Amortization ) also raised. In adjunct , Matav increased the number of MakTels fixed lines.In December 2003 , the connection of ADSL lines and other broadband services became available. And since January 2004, the Electronic Communication Act entered into force, and it allowed the fixed- line number portability in Hungary. Although it was becoming an international company , Matav lacked the high-voltage growth, and that was because there was a limited growth opportunity in Hungary. For instance , fixed line subscriptions were declining because of the the fixed-mobile substitution. Consequently , Matav was looking forrader into its second international expansion , and that was the international acquisition of Montenegro Telecom ( TCG ) that was sell off by the government in March 2005 . fundamentally , Matav chose Montenegro because it was the further fixed operator in the country , and it had one mobile competitor.In 2004 , Matav had to develop a strategy plan for the entire company, and the management team was to withdraw between the multiple strategic crossroads in the difficult and the rapidly changing telecommunications business environment. The strategy group leader , Andras Balogh , had to choose a reliable strategy plan for the next three years. Basicall y , the strategy group had three main options for Matav. The first choice was to counsel on the existing product lines. For example , the company could maximize productiveness , provide new services , produce more tariff packages in order to limit the fixed lines business declining, in addition to managing the pricing on new mobile services ( GPRS , 3G , WAPand all Broadband services ).The second choice was to focus on the regional growth, and the third one was to keep expanding internationally. If I were a member of the strategy group , I would recommend the international expansion strategic direction, but I do believe that some requirements should be met, and one of those requirements would be the guaranteed existing of able company resources that would guarantee a healthy future of the company. In addition , I think that the international expansion would compensate the lack of dynamic growth that Matav lacked in Hungary . What has been the impact, positive and negative, of the Internet on the way we do business? What is his future vision of the Internet and the way it will explicate? What challenges and concerns do we face for the future?Since this is a position paper, not precisely present the speakers points but analyze them and add your considered feeling about them. Examples and perspective to support your viewpoint are strongly welcomed.It is recommended that your write-up should be between one and two pages long (single spaced, 11 pt.) Please aim your assignment electronically via Blackboard by class time on Tuesday September 25th.