In September 2004, four months after Hungary joined the European Union, the Group Matav, Hungary's largest telecommunications company, is working on a medium-term strategic plan. With the privatization of the state in 1993, the company has undergone several changes in its strategy, structure and culture. Almost 15 years later, the company is a fully integrated telecommunications company involved in a wide range of services, including fixed telephony, mobile communications, Internet services, data transmission, and outsourcing. Recent acquisition of the state-owned telecommunications companies find success, and management believes that international expansion is necessary to realize dynamic growth as its domestic fixed line of business is reduced. In addition, the market for mobile Hungary is a highly competitive and saturated 80% of countries with mobile phones. The management team feels that Matav is at the crossroads of three major options: expansion in Hungary, regional expansion, and organic growth in existing product lines. The team must include all areas of business in strategy and whether Matav resources and organization for a healthy future. "Hide
by Michael Rose, Jordan Mitchell Source: Richard Ivey School of Business Foundation 30 pages. Publication Date: May 02, 2005. Prod. #: 905M33-PDF-ENG
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