The Privatization of Anatolia National Telekom Simulation

It seems that we will have a very active and dynamic day which will be our opportunity to apply what we have learned through this course. The simulation materials shows that we will have a tough and sensitive mock negotiation meeting which is almost a real one. The materials include all important details to make it beneficial and practical. Unlike previous exercises, parties here should be concerned about various issues and factors at the same time and the learned lessons from this exercise will be from different fields.

My team and I will represent Boston Opportunities Worldwide, “BOW”. Our goal is to get not more than 10% of ANT. Therefore, we will try to find a partner who wants to and is able get the other 10%. I’ll suggest Nagoya Life Insurance Company “NALI” to my team as the best potential partner. I’ll do that because NALI’s investment management policy is similar to ours. They wants the separation of owners and managers and lets managers do their job with little meddling from above. NALI also has established itself in the Middle East and in Istanbul which means a safer investment. While EUTEL’S ambitions for ANT may cause some problems with current top-management at ANT. This may hurt and slow ANT’s ability to transform itself and grow with Turkey. For that, it would be better to have NALI as a partner rather than EUTEL. However, that does not mean that EUTEL is not an option to us. EUTEL is familiar with telecommunication industry more than NALI and its history indicate that it may a be very active investment partner. Also, Their ambitions for ANT is not expected to cause clashes in the near short period, which is our planned period, but in the long term period. Moreover, we can include some terms that can prevent su...

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...ve to various public policy concerns such as providing basic telecommunications services to all Turkish people regardless of where they live and providing jobs. We will try to do that while we still are able to keep the government from interfering excessively in ANT’s long-term strategy. After convincing TAD, We should inform CORA and ANT about what we have done and ask them about their opinions. If they ask for some minor changes or even noticeable ones that do not exceed our limitations, we will make them. I said flexible strategy because we will not have specific terms or conditions that must be included except one. Our offer price will depend on the outcome of the meetings especially the TAD meeting and what assurances we get. Our only red line will be a term limiting ANT’s ability to spend more than $ 20 million on any project without BOW’s review and consent.