Abstract
This case focuses on an unprecedented attempt by an Asian telecommunications company to capture a sizable share of the emerging, potentially lucrative global 3G (third-generation) mobile communication services market. It provides details on several crucial aspects of the huge risk-taking venture undertaken by Hong Kong-based Hutchison Whampoa for the period between 2000 and 2003. If successful, the endeavor would not only translate into huge monetary gains for Hutchison Whampoa, it would also show a contrarian style of investing and a far-sighted "gamble" could be systematically and skillfully planned and executed by ambitious enterprising decision makers. It would shed light on how real-life strategists could craft a corporate-level growth model by capitalizing on the synergy made possible by a portfolio of successful businesses available at hand.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
