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对我们来说变得太有竞争力在印度赚钱:Sigve布莱克,首席执行官Telenor组
布莱克说Telenor已经失去了NOK33十亿(大约27593卢比)在印度投资。
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BSNL名字六个官员被迫退休
强制退休的军官派是印度电信服务(其)干部分批从1988年到1992年。
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挪威的Telenor集团首席执行官Sigve布莱克批评印度政府相当大的延迟在清算收购当地单位Bharti Airtel,进一步侵蚀退出电信的价值。说等Kalyan尔巴特和Romit从纽约古哈,一天后点批准了这项交易,布莱克说Telenor已经失去了NOK33十亿(大约27593卢比)在印度投资。他补充说,除了加快并购审查,印度应该确保执照规章频谱定价是可持续的电信公司能够赚钱投资日益以数据为中心的行业。编辑摘录:问:电信部门终于扫清了出售Telenor印度来Bharti附近的旅馆。你立即想法的过程中,你必须通过Telenor的一定是一个痛苦的交易什么?
布莱克:是的,我们花了一年多,一年2 - 3个月,关闭这个处理Bharti自从我们去年2月宣布。真的是这个处理的文件应该看着并购(空间)…这需要太长时间。(相关的)法院的过程,所有的听证会不必要地占用很长时间。
布莱克:需要更大程度的监管,尤其是在频谱。政府必须确保许可法规和频谱定价是可持续的,特别是随着telecomservices越来越以数据为中心和5 g的行业括号。你必须(最终)让运营商最终赚钱,甚至在创建竞争。政府必须采取措施加快并购间隙过程,包括法律要求。
问:什么程度Telenor的印度价值侵蚀合并公告的时间14日至15日个月以来实际交易关闭?
布莱克:Telenor集团失去了nokia 330亿(大约27593卢比)在印度投资。但我非常自豪的Telenor印度团队一直持有其业务尽管困难时期,不确定性和挣扎…尤其是他们决心保持业务势头尽管知道有一天,公司将不复存在。
问:最后,Telenor印度每天运行4卢比的丧失,我们收集它接近申请破产这种情况持续,合并没有清除…
布莱克:我们一直倾向于并购,因此,试图把事情工作的方式,这样我们可以将我们的印度业务转移到另一个买家。
布莱克:我不愿发表评论。
问:到底是哪里出了问题和Telenor在印度的经验吗?什么时候你退出终于接电话了吗?
布莱克:很不幸的因为我们来到印度,留下来做一个长远的业务。但情况变得太有竞争力,(特别是)当Jio进入市场。我们也意识到,与电信监管体系的变化,我们在印度不能赚钱。所以我们决定离开。
问:你同意在任者的指控TRAItook一些偏见的决定,支持一个电信?这改变了监管体系和Telenor印度等的难度较小的球员。
布莱克:我认为对我们来说变得太有竞争力在印度赚钱。
问:从外国投资者的角度来看,电信市场如何在印度,特别是从“经商”的角度来看,政府谈判呢?
布莱克:Telenor已经通过大量的战斗,一个接一个。我相信监管的位置与当前政府正在改善。如果有的话,我希望好运在印度剩下的球员。
问:有没有可能将来Telenor回到印度?也许在其他non-telecom企业吗?
布莱克:我们不是看进入印度在未来的任何服务。
Telenor会问:事后看来,做不同的呆在印度市场吗?
布莱克:我们从印度确实学到很多经验。例如,我们学会了如何在一个竞争非常激烈的市场,这或许是为什么Telenor在缅甸等另一个亚洲市场产品上取得了巨大成功。我们也出口经验来自印度各地(全球)的投资组合。
问:你能详细说明Telenor的一些经验了印度的成功和实现全球其他市场?
布莱克:嗯,大众市场分布模型,你存在于所有的村庄,在人类生活的各个角落。低成本的模型,在印度,你需要有一个组织是低成本和高效,这是我们实现的。第三,外包模型,我们扩大了(我们的关系)与印度供应商Wipro其他亚洲市场。最后,我们部署了大量的专业人才,我们现在了并在印度培育为Telenor在其他市场工作。
问:其他电信公司Telenor跟达成交易了吗?Telenor为什么选择Bharti Airtel吗?
布莱克:很重要,找一个可以一个好的家为我们的员工、客户和合作伙伴,我不认为我们能找到一个更好的家,一个更专业的新主人Telenor的印度。但Bharti骚扰了这个过程(阅读:并购清除)拖了很长时间。
问:谁在Telenor印度近6000卢比的债务?
布莱克:Telenor将清除所有外部Telenor印度的银行债务,除了光谱债务,前事务。
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Norway\u2019s Telenor<\/a> Group CEO Sigve Brekke<\/a> has criticised the Indian government for the considerable delay in clearing the acquisition of its local unit by Bharti Airtel<\/a>, which had further eroded value of the exiting telco. Speaking to ET\u2019s Kalyan Parbat and Romit Guha from New York, a day after DoT<\/a> approved the deal, Brekke said Telenor has lost NOK33 billion (about Rs 27,593crore) on its India investment. He added that besides speeding up M&A clearances, India should ensure licence regulations and spectrum pricing are sustainable for telcos to make money to be able to invest in an increasingly data-centric industry<\/a>. Edited excerpts:Q: The telecom department has finally cleared the sale of Telenor India<\/a> to Bharti<\/a> Airtel. Your immediate thoughts on the process you had to go through in what must have been a painful deal for Telenor?<\/strong>
Brekke: Yes, it has taken us more than a year \u2013 a year and two-three months -- to close this deal with Bharti since we announced it in February last year. It really seems this processing of filings should be looked into in the M&A (space)\u2026 it takes too long. Even the (related) court process and all the hearings unnecessarily take up a long time.
<\/div><\/div>Q: What should India do to improve the telecom regulatory environment?
<\/strong>
Brekke: There is a need for greater clarity on regulation, especially on spectrum. The government must ensure licence regulations and spectrum pricing is sustainable, especially as telecomservices get more data-centric and the industry braces for 5G. You have to (ultimately) let operators make money in the end, even while creating competition. The government must also take steps to speed up the M&A clearance processes, including legal requirements along the way.
Q: To what degree had Telenor\u2019s India value eroded since the time of merger announcement 14-15 months ago to the actual deal closure?
<\/strong>
Brekke: Telenor Group has lost NOK 33 billion (about Rs 27,593 crore) on its India investment. But I am very proud of the way the Telenor India team has been holding onto its business despite the difficult times, uncertainties and struggles\u2026 especially their resolve to keep the business momentum going despite knowing that one day the company will cease to exist.
Q: Towards the end, Telenor India was running a loss of Rs 4 crore a day, and we gather it was close to filing for bankruptcy<\/a> had this situation continued and the merger not got cleared...
<\/strong>
Brekke: We have always preferred an M&A, and accordingly, tried to get things to work in a way so that we could transfer our India business to another buyer.
<\/strong>
Brekke: There is a need for greater clarity on regulation, especially on spectrum. The government must ensure licence regulations and spectrum pricing is sustainable, especially as telecomservices get more data-centric and the industry braces for 5G. You have to (ultimately) let operators make money in the end, even while creating competition. The government must also take steps to speed up the M&A clearance processes, including legal requirements along the way.
Q: To what degree had Telenor\u2019s India value eroded since the time of merger announcement 14-15 months ago to the actual deal closure?
<\/strong>
Brekke: Telenor Group has lost NOK 33 billion (about Rs 27,593 crore) on its India investment. But I am very proud of the way the Telenor India team has been holding onto its business despite the difficult times, uncertainties and struggles\u2026 especially their resolve to keep the business momentum going despite knowing that one day the company will cease to exist.
Q: Towards the end, Telenor India was running a loss of Rs 4 crore a day, and we gather it was close to filing for bankruptcy<\/a> had this situation continued and the merger not got cleared...
<\/strong>
Brekke: We have always preferred an M&A, and accordingly, tried to get things to work in a way so that we could transfer our India business to another buyer.
<\/div><\/div>Q: Would Telenor have filed for bankruptcy protection had the deal been further delayed?
<\/strong>
Brekke: I don\u2019t wish to comment.
Q: What really went wrong with Telenor\u2019s experience in India? At what point did you finally take the call to exit?
<\/strong>
Brekke: That was quite unfortunate because we came to India with a long-term view to stay and make a business. But the situation became too competitive, (especially) when Jio entered the market. We also realised that with changes in the telecom regulatory system, we wouldn\u2019t be able to make money in India in future. So we decided to leave.
Q: Do you agree with incumbents\u2019 allegations that TRAItook some biased decisions, favouring one telco? This had changed the regulatory system and made it tougher for smaller players like Telenor India.
<\/strong>
Brekke: I would say that it became too competitive for us to make any money in India.
Q: From a foreign investor\u2019s point of view, how has the telecom market played out in India, especially from the perspective of \u2018ease of doing business\u2019 that the government talks about?
<\/strong>
Brekke: Telenor has been through lots of battles, one after the other. I believe the regulatory position with the current government is improving. If anything, I wish good luck to the remaining players in India.
Q: Is there any possibility of Telenor returning to India in future? Maybe in other non-telecom businesses?
<\/strong>
Brekke: We are not looking at entering India in future with any service.
Q: In hindsight, would Telenor have done anything differently to stay in the India market?
<\/strong>
Brekke: We did learn a lot from our India experience. For instance, we learnt how to work in a very competitive market, which is perhaps why, Telenor has enjoyed great success in another Asian market like Myanmar. We are also exporting our learnings from India across our (global) portfolio.
Q: Could you elaborate on some of Telenor\u2019s learnings taken out of India and implemented successfully in other global markets?
<\/strong>
Brekke: Well, the mass-market distribution model, where you are present in all the villages and everywhere people live. Also, the low-cost model, in that you need to have an organisation in India that is both low-cost and efficient, which is what we implemented. Thirdly, the outsourced model where we have expanded (our relationship) with Indian IT provider Wipro into our other Asian markets. Lastly, we are deploying a wealth of talented professionals that we tapped into and nurtured in India who are now working for Telenor in other markets.
Q: Which other telcos did Telenor talk to for a deal? Why did Telenor choose Bharti Airtel?
<\/strong>
Brekke: It was important to find someone that could be a good home for our employees, customers and partners, and I don\u2019t think we could have found a better home and a more professional new owner of Telenor India. But Bharti too has been harassed by this process (read: M&A clearance) dragging on for a very long time.
Q: Who takes on Telenor India\u2019s near Rs 6,000 crore debt?
<\/strong>
Brekke: Telenor will clear all external bank debt in Telenor India, with the exception of spectrum debt, prior to the transaction.
<\/div><\/div>
<\/strong>
Brekke: I don\u2019t wish to comment.
Q: What really went wrong with Telenor\u2019s experience in India? At what point did you finally take the call to exit?
<\/strong>
Brekke: That was quite unfortunate because we came to India with a long-term view to stay and make a business. But the situation became too competitive, (especially) when Jio entered the market. We also realised that with changes in the telecom regulatory system, we wouldn\u2019t be able to make money in India in future. So we decided to leave.
Q: Do you agree with incumbents\u2019 allegations that TRAItook some biased decisions, favouring one telco? This had changed the regulatory system and made it tougher for smaller players like Telenor India.
<\/strong>
Brekke: I would say that it became too competitive for us to make any money in India.
Q: From a foreign investor\u2019s point of view, how has the telecom market played out in India, especially from the perspective of \u2018ease of doing business\u2019 that the government talks about?
<\/strong>
Brekke: Telenor has been through lots of battles, one after the other. I believe the regulatory position with the current government is improving. If anything, I wish good luck to the remaining players in India.
Q: Is there any possibility of Telenor returning to India in future? Maybe in other non-telecom businesses?
<\/strong>
Brekke: We are not looking at entering India in future with any service.
Q: In hindsight, would Telenor have done anything differently to stay in the India market?
<\/strong>
Brekke: We did learn a lot from our India experience. For instance, we learnt how to work in a very competitive market, which is perhaps why, Telenor has enjoyed great success in another Asian market like Myanmar. We are also exporting our learnings from India across our (global) portfolio.
Q: Could you elaborate on some of Telenor\u2019s learnings taken out of India and implemented successfully in other global markets?
<\/strong>
Brekke: Well, the mass-market distribution model, where you are present in all the villages and everywhere people live. Also, the low-cost model, in that you need to have an organisation in India that is both low-cost and efficient, which is what we implemented. Thirdly, the outsourced model where we have expanded (our relationship) with Indian IT provider Wipro into our other Asian markets. Lastly, we are deploying a wealth of talented professionals that we tapped into and nurtured in India who are now working for Telenor in other markets.
Q: Which other telcos did Telenor talk to for a deal? Why did Telenor choose Bharti Airtel?
<\/strong>
Brekke: It was important to find someone that could be a good home for our employees, customers and partners, and I don\u2019t think we could have found a better home and a more professional new owner of Telenor India. But Bharti too has been harassed by this process (read: M&A clearance) dragging on for a very long time.
Q: Who takes on Telenor India\u2019s near Rs 6,000 crore debt?
<\/strong>
Brekke: Telenor will clear all external bank debt in Telenor India, with the exception of spectrum debt, prior to the transaction.
<\/div><\/div>
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There's never really a dull moment in telecom, and the diversity of the beat in terms of corporate, regulatory, tech, consumer, brand and legal elements keeps the adrenalin running. Besides telecoms, I love my jazz, old John Ford westerns and plumbing the depths of Sherlockian lore to keep the inspiration flowing. Email : kalyan.parbat@timesgroup.com. 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