Afterthe freedomof the telecommunications service industry in the early 1990s inIndia, Bharti Tele-Ventures expandedfrom a little entrepreneurial phone gear importer and producer to become India's biggest private sector telecommunications service group when it comes to numbers of customers.
A series of acquisitions as well as mergers had diminishedthe area to the best and most successful -financed competitors. At exactly the same time, telecommunications regulatory changes let lower priced competitors, in new, substantially changing the rules of the game. Unexpectedly, along with government-owned BSNL and the stately Tata Group, India's oldest company house, Bharti was up against Reliance, the biggest and most prosperous of a fresh generation of business groups. The direction and equity partners at Mittal and his associates at SingTel and Warburg Pincus of Bharti had to discover what to do.
This is just an excerpt. This case is about STRATEGY & EXECUTION
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