Written Report on Foreign Market Servicing Strategy for the Deutsche Telekom for an expansion in China

Term Paper, 2005

17 Pages, Grade: 1,7 (A)



1. Introduction

2. The concern Deutsche Telekom
2.1 General overview
2.2 The divisions of the concern
2.2.1 T-Com
2.2.2 T-Systems
2.2.3 T-Online
2.2.4 T-Mobile

3. The Telecommunication industry
3.1 Development within the industry
3.2 Technical Standard
3.3 Business policy

4. Environmental Analysis
4.1 Political environment
4.2 Economic environment
4.2.1 Market size
4.2.2 Economic Growth
4.2.3 Competitive situation
4.3 Sociocultural environment
4.4 Technological environment

5. Mode of Entry
5.1 Joint Venture
5.1.1 Equity Joint Venture
5.1.2 Contractual Joint Venture

6. Recommendation for T-Mobile

7. Summary

B. Bibliography

C. Appendix

1. Introduction

In times of globalisation it is so important for our MNE Deutsche Telekom to find early new markets in order to detect or expand the position in the hard global competitiveness. We are good positioned in West Europe and in the growing markets in Eastern Europe and with our division T-Mobile also very successful in the USA, but the potential growth rates are much higher in Asia. The growth motor in Asia is China with the biggest population worldwide. Nearly 80 % of the top 500 companies have invested in China and it is the fast-growing telecommunication market in the entire world[1]. This shows how important China for our MNE is.

The continuous high growth in this telecommunication industry leads to the question how our mobile division T-Mobile belonging to the concern Deutsche Telekom should invest in the coming most powerful market China after the USA.

First of all, I am going to present the concern Deutsche Telekom and will then focus in detail on the division T-Mobile. Additionally, I am going to give an overview about the mobile industry itself and how the distribution of their products proceeds. Before I am going to recommend a market servicing strategy for our MNE, I would like to analyse the environment in China in which we want to invest and weigh up the advantages and disadvantages for an investment abroad[2]. After this analysis has been presented a proposal for the best type of international business strategy in China will follow and finally a summary finishes this assignment.

2. The concern Deutsche Telekom

2.1 General overview

The Deutsche Telekom is Europe’s largest telecommunication company and the third largest in the world with a presence in 65 countries on six continents, basically in all major markets[3]. It provides fixed-line and mobile communication, leased lines, text and data services, corporate networks and on-line services.

For the year ended December 2003 the worldwide turnover of the company amounts for €55.8 billion. More than a third of the total turnover was generated outside of Germany. Deutsche Telekom is headquartered in Bonn, Germany and employed around 250000 people worldwide.

2.2 The divisions of the concern

The company has got four core strategic divisions. The following illustration shows the four divisions:

illustration not visible in this excerpt

Illustration 1 (Source: by author)

2.2.1 T-Com

T-Com is providing fixed line networks, such as T-DSL Broadband connection or ISDN channels and it is with 55.2 million connections in Europe the largest provider. The T-Com also has stakes in companies in the growing Eastern markets and more than 125,700 employees are working for T-Com.

2.2.2 T-Systems

The second division, T-Systems, is one of the biggest providers of Information and Communication Technology (ICT) in Europe. Within the concern the division is responsible for servicing major business accounts. The division employed in over twenty countries around 40,000 people.

2.2.3 T-Online

The third division, T-Online, is one of the major players in Europe in the online industry with subsidiaries in Spain, Austria, France and Switzerland. T-Online provides for business and private customers a wide variety of products and services, such as W-LAN or ISDN access to the internet[4].

2.2.4 T-Mobile

Deutsche Telekom's mobile telephone division, T-Mobile International, is expanding through Europe with a strong position in next generation services , such as UTMS and it is also pushing into the US market through its acquisition of mobile operators VoiceStream Wireless and Powertel in 2000. An important reason for the success in the USA was the implementation of the GSM Standard by T-Mobile. The division was the first company provided such network. This connection standard is the most common used standard worldwide. T-Mobile employed nearly 44,000 people worldwide in order to provide the communication service to over 100 million people[5].

T-Mobile`s focus is on the dynamic growth markets of Europe and the USA, but this sector of the concern should also more presented in Asia, especially China.

3. Telecommunication industry

An important part of the strategic planning process is a scan of the internal and external environment in which the firm operates. The SWOT analysis provides information’s which are helpful in matching the firm’s resources and capabilities to the competitive environment. Environmental factors internal to the firm can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T)[6].

SWOT Analysis Framework

illustration not visible in this excerpt

Illustration 2 (Source: Quick MBA, 2004)

3.1 Development of the industry

The growth in mobile communication has had a profound economic and social impact in Europe and beyond. The mobile phone is now pervasive and is used in virtually every sphere of human activity, private, business and governmental.

Before the liberalization in the telecommunication industry, in most nations a dominant telecommunication provider such as British Telecom in Britain, France Telecom in France and Deutsche Telekom in Germany were often state owned and its operations were tightly regulated by the state. “Cross-border competition between telecommunications providers was all but nonexistent”[7]. Regulations prohibited firms from entering a country's telecommunications market.

Nowadays, 68 countries accounting for more than 90 percent of the world’s telecommunications revenues are deregulated and open for foreign competition and to abide by common rules for fair competition in telecommunications. The world’s biggest markets, including the USA and the European Union are totally liberalized, but most markets are oligopolistic. Nonetheless, Telecommunications companies are starting to penetrate each other's markets and the prices are falling in the international market as a result of competition. The main weakness after liberalization of the market is that the erstwhile state owned companies have structures which are partly inflexible. The biggest mobile providers in Europe with strong brand names are T-Mobile and Vodafone[8].

After the expensive takeovers and acquisitions such as Vodafone/Mannesmann Mobilfunk in 1999 or Deutsche Telekom/Voice Stream in the 2000, the spending of the telecom industry suffered the last three years, but the expected growth in the telecommunication industry amount for an annual rate of almost 10 % between 2004 till 2007[9].

3.2 Technical Standard

Most of the mobile network is technical based on the GSM Standard (G lobal S ystem for M obile Communications). This standard, so called second generation (2G), currently represents a costumer base of 850 million end users in 195 countries. With 70 % is the GSM Standard in the meantime the most used one in the whole world and therefore it is easy to communicate abroad or to transfer data, but the third generation so called UMTS (U niversal M obile T elecommunications S ystem) will replace the GSM Standard in the following years[10].

In the beginning of the 1990 the European telecommunication industry implemented the successful GSM Standard and with the coming UMTS Standard has the industry in Europe a small technological benefit in comparison with China and this fact is a big opportunity for our division. The allocation of the licenses for the third generation was for instance in Germany in 2000 and with this UMTS Standard data transfer is quicker and more effective as with the GSM Standard[11] A threat are the extremely high costs for the licences of UMTS, but the opportunities for the future overweigh.

3.3 Business policy

The distribution of the mobile industry acts in the following way: In order to provide the telecommunication service within the network the telecommunication companies have contracts with several mobile phone manufacturers such as Nokia or Siemens. Next to the broad range of mobile phones the telecommunication firms provide several contract types, since the customers have got different demands.

These distributions of mobile phones with contracts assume special shops of a provider, such as Vodafone or T-Mobile but there is also a variety of stores not contracted to a single provider, basically working as an agent for the smaller companies in this business field. Those companies own a narrow distribution grid in the representative countries which includes the providing network such as sender plants or satellites[12].


[1] The People’s Bank of China (2004)

[2] Daniels, J., Radebaugh L., Sullivan, D. (2004)

[3] Federal Foreign Office (2004)

[4] Deutsche Telekom (2004)

[5] T-Mobile (2004)

[6] John, R., Ietto-Gillies, G., Cox, H., Grimwade, N. (1997)

[7] Hill, C. W. L. (2002), page 2

[8] Hill, C. W. L. (2002)

[9] Net Work Fusion (2004)

[10] UMTS Forum (2003)

[11] Wheatley, J. (1999)

[12] T-Mobile Vertriebspolitik (2002)

Excerpt out of 17 pages


Written Report on Foreign Market Servicing Strategy for the Deutsche Telekom for an expansion in China
Leeds Metropolitan University
1,7 (A)
Catalog Number
ISBN (eBook)
File size
508 KB
Written, Report, Foreign, Market, Servicing, Strategy, Deutsche, Telekom, China
Quote paper
Roland Urban (Author), 2005, Written Report on Foreign Market Servicing Strategy for the Deutsche Telekom for an expansion in China, Munich, GRIN Verlag, https://www.grin.com/document/40940


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