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A merger without a plan wasn’t a good Idea for Vodafone. Here’s a to-do list for course correction.

The company’s revenue market share and subscriber base have been under constant pressure. This can be traced to a fundamental flaw in the merger: the synergies did not lead to the merger; it is the other way round — the merged entity is now looking for synergies.
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5 Sep 2019 11 Mins Read 2 comments
“Mergers are not about mathematics, they are about chemistry,” says Sandip Das. The former managing director of Reliance Jio and ex-CEO of Maxis and Hutchison Essar (now Vodafone Idea) goes on to explain: the Vodafone-Idea merger has turned out to be a case of two and two resulting in three, when it ought to have achieved an equivalent of five.
of Vodafone Idea needs to double down on building a strategic road map and organisation structure that will work on integration, network roll-out, customer experience, and strengthening the product/service portfolio in parallel. That’s how the company can protect its market share and corresponding operational and financial KPIs. ( Graphics by Mohammad Arshad) ( Research support by Rochelle Britto)
“Mergers are not about mathematics, they are about chemistry,” says Sandip Das. The former managing director of Reliance Jio and ex-CEO of Maxis and Hutchison Essar (now Vodafone Idea) goes on to explain: the Vodafone-Idea merger has turned out to be a case of two and two resulting in three, when it ought to have achieved an equivalent of five. of Vodafone Idea needs to double down on building a strategic road map and organisation structure that will work on integration, network roll-out, customer experience, and strengthening the product/service portfolio in parallel. That’s how the company can protect its market share and corresponding operational and financial KPIs. ( Graphics by Mohammad Arshad) ( Research support by Rochelle Britto)

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user Rishi Tejpal ET Prime, Lead Analyst - Telecom

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