An Anti-advice Guide for Strategic Planning and Business Model Design in the Mobile Telecommunications Industry: The Case of a Technology Provider

2011 ◽  
Author(s):  
Antonio Ghezzi ◽  
Raffaello Balocco
Keyword(s):  
Strategic Planning ◽  
Business Model ◽  
Telecommunications Industry ◽  
Model Design ◽  
Mobile Telecommunications ◽  
Business Model Design ◽  
Mobile Telecommunications Industry

How to get strategic planning and business model design wrong: the case of a mobile technology provider

2010 ◽  
Vol 19 (5-6) ◽  
pp. 213-238 ◽  
Author(s):  
Antonio Ghezzi ◽  
Raffaello Balocco ◽  
Andrea Rangone
Keyword(s):  
Strategic Planning ◽  
Business Model ◽  
Mobile Technology ◽  
Model Design ◽  
Business Model Design

The dark side of business models: the risks of strategizing through business models alone

2014 ◽  
Vol 30 (6) ◽  
pp. 1-4 ◽  
Author(s):  
Antonio Ghezzi
Keyword(s):  
Strategic Planning ◽  
Business Model ◽  
Business Models ◽  
Idea Generation ◽  
Dark Side ◽  
Model Design ◽  
Strategy Analysis ◽  
Holistic View ◽  
Content Type ◽  
Business Model Design

Purpose – This paper aims at exposing the risks entrepreneurs and managers run whenever they focus on business model design alone, while disregarding other strategy analysis tools; disclosing what a business model is and is not; and proposing a checklist to frame business models within – rather than without – the process of strategic planning. The business model has recently gained popularity in the broad community of strategists, thanks to its apparent simplicity and straightforward applicability. Yet, business models have a dark side too, residing in their fuzzy relationship with strategy and little theoretical foundations. Design/methodology/approach – This paper is based on a survey on 105 C-level managers involved in strategy formulation and business model design. Findings – The business model is often misinterpreted by strategists, who show a tendency to employ it as a substitute – not a complement – for traditional strategy analysis frameworks; however, such approach has significant downsides, as it fails to provide a holistic view on strategy. To exploit business models’ value, strategists should use them as instruments for business idea generation, strategy execution and innovation. Practical implications – Entrepreneurs and managers are faced with the pros and cons related to the use of business models, and are provided with action points to include the model in the overall business strategic planning. Originality/value – By questioning the current use of business models, the paper sheds light on its actual value and role in relation to strategy.

Pre-Entry Experience, Postentry Adaptations, and Internationalization in the African Mobile Telecommunications Industry

2021 ◽  
pp. 1-22
Author(s):  
Mohammad Jahanbakht ◽  
Romel Mostafa ◽  
Francisco Veloso
Keyword(s):  
Low Income ◽  
Telecommunications Industry ◽  
Mobile Telecommunications ◽  
African Countries ◽  
Firm Level ◽  
Operational Conditions ◽  
Adaptive Capabilities ◽  
Level Data ◽  
Start Ups ◽  
Mobile Telecommunications Industry

We study the evolution of the African mobile telecommunications industry from its effective beginning and explore the sources of ownership advantages among indigenous firms, by assembling historical qualitative and quantitative firm-level data. Our historical qualitative findings suggest that a few start-ups gained industry-specific knowledge through their pre-entry experience, directed their postentry development of capabilities toward adaptations to challenging market and operational conditions, and leveraged their adaptive capabilities to enter and compete in other African countries. Using our quantitative panel data, we show that these firms successfully internationalized across the continent. In particular, compared with other start-ups, they had higher rates of foreign entry in African countries that had relatively weaker rule of law, and greater market reach in African countries that had relatively larger low-income consumer segments. These patterns corroborate that their capabilities for overcoming the industry’s challenging market and operational conditions were their key ownership advantages. Through our triangulated analysis, we show that inherited industry knowledge provides a foundation for postentry capability development, and entrepreneurial leadership guides this process to create ownership advantages for regional internationalization.

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