Strategies for entering emerging international markets by telecommunications companies

This article examines the key strategies employed by telecommunications companies to internationalize in emerging overseas markets amid global digitalization and intensifying competition. The topic’s relevance stems from the need to diversify growth channels in response to domestic-market saturation and heightened innovation pressure within the industry. The author analyses contemporary market-entry approaches – including exporting, joint ventures, franchising, contract manufacturing and direct investment – with a focus on their applicability in Latin America, Southeast Asia and the CIS. The research methodology combines theoretical analysis of the literature, systematic review of practical case studies (including Huawei, VEON and ER-Telecom) and assessment of the financial performance of various internationalization models. Findings demonstrate that a hybrid approach – blending product expansion, strategic alliances and digital localization – yields the best results. Calculations of NPV, PI and IRR illustrate the economic viability of combined strategies in specific projects, such as those in Kazakhstan and Venezuela. The study also identifies institutional and cultural barriers that constrain the global scaling of Russian telecom solutions, underscoring the importance of regulatory compliance, consumer behaviour and infrastructure maturity. It concludes that successful internationalization in telecommunications requires an evolutionary, adaptive model capable of integrating partnership and investment decisions, flexible distribution and culturally sensitive pricing policies. This article offers practical value to researchers of the digital economy, corporate strategists and international-marketing specialists by providing evidence-based recommendations for approaching markets characterized by high uncertainty and strong innovation potential.