NEW DELHI: <\/strong>In a chat with ET Now, Former <\/em>Bharti<\/em> Airtel CEO Sanjay Kapoor<\/a><\/strong> said the company had reason to be sceptical about the proposed merger with Tata Teleservices.<\/em> 卡普尔说,如果Airtel看着数据中心业务,它可能成为市场的大玩家在可预见的未来。 新德里消息:现在在聊天等,前BhartiAirtel首席执行官Sanjay Kapoor表示,该公司有理由被怀疑与塔塔电信业务合并。
\n
\nEdited Excerpts:
\n
\nIt came as a bit of surprise but it is hogging a lot of the limelight. What <\/strong>are<\/strong> the kind of synergies that you see with these two entities coming together for especially the DTH business?<\/strong>
\n
\nTo begin with, I think the piece that excites everyone is that if you look at the players in the DTH market, there is hardly a room for a third one. It has been very crowded and after the Zee and Videocon amalgamation, probably consolidation began.
\n
I would have liked to see Airtel or Tata Sky<\/a> merge with somebody to make one large entity. From that perspective, how I look at this deal, is that it creates a very-very distinctively large player in the market who will draw lot of synergies because cost of marketing, cost of transponder and technology and that backs it can all be synergised to really end up making a profitable company and therefore they will be cash positive as well. So I like that.
\n
\nYou were talking about the synergies and what this kind of behemoth in the telco space would do, continue with your chain of thought.<\/strong>
\n
\nI was talking of the DTH and then moved to the enterprise business. Now enterprise business is something where the Tatas have established a reasonably good base both in India and globally. If Airtel really sees enterprise business as a focus area going forward
\n
\nUp to now the enterprise business for Airtel has been virtually non-existent. If they really want to make that a mainstay and see a lot of growth perspective, then also look at countering Jio in that space because that might be an area that Jio might be interested in future, then this amalgamation will make sense because again they will be distinctively a part of the marketplace with the combined entity with Tata Comm.
\n
\nAlso if they want to get into the data centre business and enhance it, as there were talks a little while back, I think they will become a large data centre player as well with facilities in multiple locations - I think 30-40 locations in all - so that is great.
\n
Now let us come down to the consumer business and the wireless business and that is where probably the main calls and the main returns are. Well, it is good to have 1800 and 800 megahertz spectrum on one count but with Tata Docomo<\/a>, will they end up getting a lot of the sticky customer base and customers that are valued?
\n
\nI am not too sure about that because I think Docomo on CDMA has been losing ground. I do not think they have a very sticky base and I do not think they have data-centric customers because that is where the future lies.
\n
\nThey have more voice-centric customers as it appears to all of us from the outside and given that knowledge what do you really acquire by getting voice customers in a country where voice is being perceived to be free?
\n
\nSo the big issue here will be in the midst of a Jio attack in the marketplace, everybody is scrounging for profitability and retaining their top line, now alongside Idea and Vodafone does Bharti also get distracted with putting this mega-merger together? And rather than concentrating on the market a lot of synergies get consumed. So up to now the criticism or the scepticism around the Voda-Idea merger to say it is going to consume a lot of management bandwidth and attention that should be there in the market, I think Airtel will be in a similar state and they need to take a call on whether the timing is right for this to happen because this merger will not happen overnight.
\n
It will take many many months and quarters to put it together. So I think those are the big questions but the fact that the market is consolidating at every end, it is consolidating for the wireless piece, it is consolidating for the enterprise piece, it is consolidating for the DTH piece, it is also consolidating for the tower space. I think it is good news for the sustainability of all these industries in the long run because the fallacious structures that had emerged of perfect competition are being diluted and they are moving to more sustainable structure and participants in future. I think that is good for the industry<\/a> and the country but I think the short term pains are not going to go away.
\n
\nIf that is the case how do you see the competitive landscape and the profitability potential really in the segment?<\/strong>
\n
\nLet us go one by one, I think on the DTH side I feel good that there will be actually two entities left. There will be a Videocon-Dish TV combine and there will be a Tata-Airtel combine with Tata-Airtel clearly being the number one in the marketplace. It will be good for the industry at least one of them will make money and both of them do not make money.
\n
\nI think in the telecom space clearly it is becoming a game between three and these three will finally determine how many will make money out of the three but I think three even for a country like India and maybe four - somebody who will take time before he really ejects out of the market is a good portfolio to have.
\n
\nSo we really will be hitting an oligopoly. On DTH, we will be one or two players like rest of the world.
\n
\nI think enterprise has not been a play in which any player has made any great dent in the marketplace. I think access has been there but if you really talk about products and solutions and digital services, India really has not reached there on enterprise and that is primarily because we have never developed a fibre as an access or as a backhole base in this country and we have actually shied away from that.
\n
\nThe number of people who have access to fibre and high-speed internet for homes and offices is very few in this country and therefore I think that is an opportunity area but that also requires deep pockets to really make an impact there and a serious drive to make that happen.
\n
\nThat, we have not seen because maybe the market was very fragmented and with the consolidation of the market suddenly there will be more power, at least with one or two players.
\n
\nTo look at that space very seriously because I think that India at an enterprise level really requires a lot of digital products and connectivity to be globally competitive so I see an opportunity there may be this consolidation will bring that.
\n
\nWhat exactly do you think would be some of the key hurdles in this <\/strong>mega-merger<\/strong>?<\/strong>
\n
\nLook, I have always believe that any regulatory bid is not really a hurdle because ultimately the government also wants the industry to be sustainable and the way the government is examining the issues of the industry and probably looking at a bailout for the industry, I think they will be conducive to the consolidation of the market and those will not be real hurdles.
\n
\nI think the real hurdles in any such amalgamations are actually the implementation hurdle say while you are competing in the market there is a new fully-funded challenger who is trying to lead the entire thought process of the market and the thought leadership has really moved to him, he is challenging you on every front, your top line is under threat, your bottom line is not performing too well, your debt is rising and in the midst of all this, do you have the bandwidth and wherewithal to support a merger?
\n
\nThe synergies of any merger do not happen overnight essentially and very many times they all remain on excel sheets and do not fructify. So do you want to take the chance at this stage is it the right stage to do it? Do you have the management bandwidth to make it happen? Do you have the execution skills to really use it to your advantage? If the answer to these things is yes then maybe it is time to go ahead. I think it is more of a timing and execution hurdle that I would be worried about and not anything else.\n\n<\/p><\/body>","next_sibling":[{"msid":59488909,"title":"Panasonic India aims to up smartphone sales with new offers","entity_type":"ARTICLE","link":"\/news\/panasonic-india-aims-to-up-smartphone-sales-with-new-offers\/59488909","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":59490003,"entity_type":"ARTICLE","title":"Acquiring voice-heavy entity not wise in data-driven market: Former Bharti Airtel CEO Sanjay Kapoor","synopsis":"Kapoor said that if Airtel looks at the data centre business, it could position itself as a big player in the market in the foreseeable future.","titleseo":"telecomnews\/acquiring-voice-heavy-entity-not-wise-in-data-driven-market-former-bharti-airtel-ceo-sanjay-kapoor","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"ET Now","artdate":"2017-07-07 16:33:34","lastupd":"2017-07-07 16:36:09","breadcrumbTags":["Bharti Airtel Ltd.","Sanjay Kapoor","industry","Interviews","Docomo","Tata Sky","Tata Teleservices (Maharashtra) Ltd."],"secinfo":{"seolocation":"telecomnews\/acquiring-voice-heavy-entity-not-wise-in-data-driven-market-former-bharti-airtel-ceo-sanjay-kapoor"}}" data-authors="[" "]" data-category-name="" data-category_id="" data-date="2017-07-07" data-index="article_1">
数据驱动的市场收购voice-heavy实体不明智:Bharti Airtel前任首席执行官Sanjay Kapoor
编辑摘录:
之际,有点意外,但它占用大量的关注。什么是这种协同效应你看到与这两个实体一起尤其是DTH业务?
首先,我认为激发每个人的作品,如果你看看球员们在潜市场,几乎没有第三个房间。它已经非常拥挤和Zee和Videocon合并后,可能开始整合。
我就喜欢看到Airtel或塔塔的天空与某人做一个大的实体合并。从这个角度来看,我怎么看这个交易,是它创造了一个非常独特的大玩家谁会画很多的协同效应,因为市场营销成本,应答器的成本和技术支持它最终都可以把真正盈利的公司,因此他们将现金积极。所以我喜欢。
你谈论的是协同效应,这种庞然大物在电信领域,继续你的链的思想。
我说的潜孔,然后搬到企业业务。现在企业业务是再见的地方建立了相当良好的基础在印度和全球。如果旅馆真的认为企业业务集中的区域
到目前为止的企业业务的旅馆已经几乎不存在。如果他们真的想要支柱和看到很多增长的角度看,也看在空间对抗Jio因为这可能是一个Jio可能感兴趣的未来,那么这个融合将是有意义的,因为他们又将独特的一部分市场与塔塔通信进行合并后的实体。
如果他们想要进入数据中心业务和增强它,有一段对话,我认为他们将会成为一个大型数据中心的球员与设施在多个位置——我认为30 - 40的位置——这是伟大的。
现在让我们到消费者业务和无线业务,可能这就是主要电话和主要的回报。好,最好有1800和800兆赫频段数,但塔塔Docomo,他们会得到很多棘手的客户群和客户价值?
我不太确定,因为我认为在CDMA Docomo已经失利。我不认为他们有一个非常粘稠的基础,我不认为他们已经以数据为中心的客户,因为这是未来所在。
他们有更多voice-centric客户我们从外面看来,鉴于知识你真的获得通过声音的客户在中国,被认为是免费的吗?
这里的大问题将在Jio攻击在市场上,每个人都在努力寻找盈利能力和留住他们的顶线,现在在想法和沃达丰Bharti也分心,把这个巨型合并在一起吗?而不是集中在市场上大量的协同效应得到消耗。所以到目前为止Voda-Idea合并周围的批评和怀疑说它将消耗大量的带宽管理和关注,应该在市场,我认为Airtel将类似的状态,他们需要一个电话是否发生的时机是正确的因为这合并不可能一蹴而就。
需要很多个月,季度把它在一起。所以我认为这些都是大问题,但这一事实市场巩固在每一个结束,是巩固的无线部分,它是企业整合,是巩固的对数,也是巩固塔空间。我认为这是好消息,这些行业在长期的可持乐动扑克续性因为完全竞争的谬误的结构出现被稀释,他们搬到更可持续的未来结构和参与者。我认为这是良好的行业,但我认为短期内疼痛不会消失。
如果是这样你如何看待竞争格局和盈利潜力真的在段吗?
让我们一个接一个,我觉得在潜方面我感觉很好,实际上会有两个实体。会有Videocon-Dish电视结合起来,会有一个Tata-Airtel结合Tata-Airtel显然是在市场上。它将有利于行业至少其中一个会赚钱的,不赚钱。
电信空间显然是我想成为一个游戏三到这三个将最后确定有多少赚钱的三但我认为即使对印度这样的国家,也许四人需要时间他真的放出的市场是一个很好的组合。
所以我们将会达到一个寡头垄断。在对数,我们将一个或两个球员像世界其它地区。
我认为企业没有任何球员的发挥已经在市场上任何重大影响。我想访问已经存在但如果你真的谈产品和解决方案和数字服务,印度确实没有达到在企业,主要是因为我们从未开发的纤维作为访问或作为backhole基地在这个国家,我们实际上回避。
的人数获得纤维和高速互联网为家庭和办公室很少在这个国家面积,因此我认为这是一个机会,但也需要雄厚的真正产生影响,严重的开车去实现它。
,我们没有见过,因为也许这个市场非常分散,整合的市场突然会有更多权力,至少有一个或两个球员。
看空间非常认真,因为我认为,印度在企业级真的需要大量的数码产品和连接全球竞争力所以我看到了一个可能有这种整合将带来的机会。
你认为什么是一些关键的障碍大规模吗?
看,我总是相信任何监管最终报价并不是一个障碍,因为政府还希望这个行业可持续发展和政府的方式考察行业的问题和可能看着救助的行业,我认为他们将有利于市场的整合,这些将不会真正的障碍。
我认为真正的障碍在任何这样的融合是实现障碍说当你竞争在市场上有一个新的资助挑战者试图铅市场的整个思维过程和思想领导真的搬到了他,他在各条战线上正在挑战你,你的顶线受到威胁,表现你的底线不是太好,你的债务正在上升,在所有这一切,你有带宽和必要的资金来支持合并?
任何合并的协同效应基本上不会在一夜之间发生,很多时候他们都保留在excel表和不结果实。所以在这个阶段你想抓住这个机会是正确的阶段吗?你有管理带宽来让它发生吗?你有执行能力真的用它对你有利吗?如果这些东西是肯定的答案,那么也许是时候去吧。我认为这更多的是一种时间和执行的障碍,我会担心,而不是别的。
NEW DELHI: <\/strong>In a chat with ET Now, Former <\/em>Bharti<\/em> Airtel CEO Sanjay Kapoor<\/a><\/strong> said the company had reason to be sceptical about the proposed merger with Tata Teleservices.<\/em>
\n
\nEdited Excerpts:
\n
\nIt came as a bit of surprise but it is hogging a lot of the limelight. What <\/strong>are<\/strong> the kind of synergies that you see with these two entities coming together for especially the DTH business?<\/strong>
\n
\nTo begin with, I think the piece that excites everyone is that if you look at the players in the DTH market, there is hardly a room for a third one. It has been very crowded and after the Zee and Videocon amalgamation, probably consolidation began.
\n
I would have liked to see Airtel or Tata Sky<\/a> merge with somebody to make one large entity. From that perspective, how I look at this deal, is that it creates a very-very distinctively large player in the market who will draw lot of synergies because cost of marketing, cost of transponder and technology and that backs it can all be synergised to really end up making a profitable company and therefore they will be cash positive as well. So I like that.
\n
\nYou were talking about the synergies and what this kind of behemoth in the telco space would do, continue with your chain of thought.<\/strong>
\n
\nI was talking of the DTH and then moved to the enterprise business. Now enterprise business is something where the Tatas have established a reasonably good base both in India and globally. If Airtel really sees enterprise business as a focus area going forward
\n
\nUp to now the enterprise business for Airtel has been virtually non-existent. If they really want to make that a mainstay and see a lot of growth perspective, then also look at countering Jio in that space because that might be an area that Jio might be interested in future, then this amalgamation will make sense because again they will be distinctively a part of the marketplace with the combined entity with Tata Comm.
\n
\nAlso if they want to get into the data centre business and enhance it, as there were talks a little while back, I think they will become a large data centre player as well with facilities in multiple locations - I think 30-40 locations in all - so that is great.
\n
Now let us come down to the consumer business and the wireless business and that is where probably the main calls and the main returns are. Well, it is good to have 1800 and 800 megahertz spectrum on one count but with Tata Docomo<\/a>, will they end up getting a lot of the sticky customer base and customers that are valued?
\n
\nI am not too sure about that because I think Docomo on CDMA has been losing ground. I do not think they have a very sticky base and I do not think they have data-centric customers because that is where the future lies.
\n
\nThey have more voice-centric customers as it appears to all of us from the outside and given that knowledge what do you really acquire by getting voice customers in a country where voice is being perceived to be free?
\n
\nSo the big issue here will be in the midst of a Jio attack in the marketplace, everybody is scrounging for profitability and retaining their top line, now alongside Idea and Vodafone does Bharti also get distracted with putting this mega-merger together? And rather than concentrating on the market a lot of synergies get consumed. So up to now the criticism or the scepticism around the Voda-Idea merger to say it is going to consume a lot of management bandwidth and attention that should be there in the market, I think Airtel will be in a similar state and they need to take a call on whether the timing is right for this to happen because this merger will not happen overnight.
\n
It will take many many months and quarters to put it together. So I think those are the big questions but the fact that the market is consolidating at every end, it is consolidating for the wireless piece, it is consolidating for the enterprise piece, it is consolidating for the DTH piece, it is also consolidating for the tower space. I think it is good news for the sustainability of all these industries in the long run because the fallacious structures that had emerged of perfect competition are being diluted and they are moving to more sustainable structure and participants in future. I think that is good for the industry<\/a> and the country but I think the short term pains are not going to go away.
\n
\nIf that is the case how do you see the competitive landscape and the profitability potential really in the segment?<\/strong>
\n
\nLet us go one by one, I think on the DTH side I feel good that there will be actually two entities left. There will be a Videocon-Dish TV combine and there will be a Tata-Airtel combine with Tata-Airtel clearly being the number one in the marketplace. It will be good for the industry at least one of them will make money and both of them do not make money.
\n
\nI think in the telecom space clearly it is becoming a game between three and these three will finally determine how many will make money out of the three but I think three even for a country like India and maybe four - somebody who will take time before he really ejects out of the market is a good portfolio to have.
\n
\nSo we really will be hitting an oligopoly. On DTH, we will be one or two players like rest of the world.
\n
\nI think enterprise has not been a play in which any player has made any great dent in the marketplace. I think access has been there but if you really talk about products and solutions and digital services, India really has not reached there on enterprise and that is primarily because we have never developed a fibre as an access or as a backhole base in this country and we have actually shied away from that.
\n
\nThe number of people who have access to fibre and high-speed internet for homes and offices is very few in this country and therefore I think that is an opportunity area but that also requires deep pockets to really make an impact there and a serious drive to make that happen.
\n
\nThat, we have not seen because maybe the market was very fragmented and with the consolidation of the market suddenly there will be more power, at least with one or two players.
\n
\nTo look at that space very seriously because I think that India at an enterprise level really requires a lot of digital products and connectivity to be globally competitive so I see an opportunity there may be this consolidation will bring that.
\n
\nWhat exactly do you think would be some of the key hurdles in this <\/strong>mega-merger<\/strong>?<\/strong>
\n
\nLook, I have always believe that any regulatory bid is not really a hurdle because ultimately the government also wants the industry to be sustainable and the way the government is examining the issues of the industry and probably looking at a bailout for the industry, I think they will be conducive to the consolidation of the market and those will not be real hurdles.
\n
\nI think the real hurdles in any such amalgamations are actually the implementation hurdle say while you are competing in the market there is a new fully-funded challenger who is trying to lead the entire thought process of the market and the thought leadership has really moved to him, he is challenging you on every front, your top line is under threat, your bottom line is not performing too well, your debt is rising and in the midst of all this, do you have the bandwidth and wherewithal to support a merger?
\n
\nThe synergies of any merger do not happen overnight essentially and very many times they all remain on excel sheets and do not fructify. So do you want to take the chance at this stage is it the right stage to do it? Do you have the management bandwidth to make it happen? Do you have the execution skills to really use it to your advantage? If the answer to these things is yes then maybe it is time to go ahead. I think it is more of a timing and execution hurdle that I would be worried about and not anything else.\n\n<\/p><\/body>","next_sibling":[{"msid":59488909,"title":"Panasonic India aims to up smartphone sales with new offers","entity_type":"ARTICLE","link":"\/news\/panasonic-india-aims-to-up-smartphone-sales-with-new-offers\/59488909","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":59490003,"entity_type":"ARTICLE","title":"Acquiring voice-heavy entity not wise in data-driven market: Former Bharti Airtel CEO Sanjay Kapoor","synopsis":"Kapoor said that if Airtel looks at the data centre business, it could position itself as a big player in the market in the foreseeable future.","titleseo":"telecomnews\/acquiring-voice-heavy-entity-not-wise-in-data-driven-market-former-bharti-airtel-ceo-sanjay-kapoor","status":"ACTIVE","authors":[],"Alttitle":{"minfo":""},"artag":"ET Now","artdate":"2017-07-07 16:33:34","lastupd":"2017-07-07 16:36:09","breadcrumbTags":["Bharti Airtel Ltd.","Sanjay Kapoor","industry","Interviews","Docomo","Tata Sky","Tata Teleservices (Maharashtra) Ltd."],"secinfo":{"seolocation":"telecomnews\/acquiring-voice-heavy-entity-not-wise-in-data-driven-market-former-bharti-airtel-ceo-sanjay-kapoor"}}" data-news_link="//www.iser-br.com/news/acquiring-voice-heavy-entity-not-wise-in-data-driven-market-former-bharti-airtel-ceo-sanjay-kapoor/59490003">
评论
现在评论 阅读评论(1)所有评论
找到这个评论进攻?
下面选择你的理由并单击submit按钮。这将提醒我们的版主采取行动