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Reliance Jio: Leveraging Late Mover Advantage
內容大綱
In 2016, Reliance Jio Infocomm (R-Jio) was a late entrant in India’s overcrowded but growing telecommunications (telecom) market. By 2019–20, the wholly owned subsidiary of Reliance Industries Limited (RIL) was India’s number-one telecom company in terms of both profits and market capitalization. The industry’s incumbents were expected to retaliate against the new entrant; however, they could not compete against R-Jio’s heavily discounted offerings. Within six months, R-Jio had achieved its goal of attracting a subscriber base of 100 million. Although R-Jio intended to remain a leading player in India’s digital future, could it sustain its run of success? Would R-Jio be able to leverage its present and future investments and manage risk sufficiently to achieve its optimistic objectives? India’s telecom industry faced a dynamically changing and technology-driven future. How could R-Jio ensure it continued to play a leading role in India’s telecom industry?
學習目標
This case is suitable for an undergraduate- or postgraduate-level course on corporate strategy. It is best positioned toward the middle of the course, when more complex topics are typically covered. After completion of the case discussion, students will be able to do the following:<ul><li>Assess the disruption caused to an industry by a late entrant.</li><li>Examine the status of experienced incumbents after an onslaught by a challenger.</li><li>Analyze strategies employed by a late mover to penetrate and capture a large share of the market.</li><li>Discuss the changing dynamics of a technologically driven industry and its impact on competitors.</li></ul>