Market and Nonmarket Strategies During Deregulation: The Case of British Telecom

Bonardi Jean-Philippe ()
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Bonardi Jean-Philippe: Tulane University—A.B. Freeman School of Business, New Orleans, LA 70118-5669, USA. Tel: (504) 862-8378; Fax: (504) 865-675

Business and Politics, 1999, vol. 1, issue 2, 203-232

Abstract: From the 1970s to the 1990s, British Telecom (BT), the main telecommunications operator in Britain, underwent a dramatic revolution. The former public administration, often considered inefficient and hardly innovative, became a private company, and now aims to become one of the most dynamic giant telecom players, delivering everything from simple voice calls to advanced eCommerce services all over the world. These changes in the market arena were accompanied by some wide changes in the nonmarket arena, i.e. the institutional and regulatory environment of the British telecom market. This case study analyzes the changes in these two arenas to understand how market and nonmarket strategies may be combined by British Telecom to generate a competitive advantage in a deregulated environment.

Date: 1999
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DOI: 10.1515/bap.1999.1.2.203

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