A Critical Review of Business Model Innovation and Its Influence on Firm Competitiveness in MTN Nigeria, Taraba State
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Background of the Study
Business model innovation (BMI) has emerged as a key strategy for firms seeking to maintain competitiveness in an increasingly dynamic market. BMI refers to the process of redefining an organization's value creation, delivery, and capture mechanisms to enhance efficiency and profitability (Chesbrough, 2023). In the telecommunications sector, rapid technological advancements, changing consumer preferences, and increasing competition necessitate continuous innovation in business models to sustain market leadership (Teece, 2024).
MTN Nigeria, the largest telecommunications provider in the country, operates in a highly competitive industry characterized by aggressive pricing, evolving consumer demands, and regulatory challenges. To maintain its competitive edge, MTN has adopted various business model innovations, including digital transformation, mobile financial services, and data-driven decision-making. However, the extent to which these innovations have strengthened its competitiveness in regions like Taraba State remains underexplored.
Despite the theoretical benefits of BMI, its implementation can be complex due to organizational resistance, regulatory barriers, and technological limitations. Some scholars argue that BMI does not always translate into increased competitiveness, especially if poorly aligned with market needs (Johnson et al., 2023). This study critically reviews the role of business model innovation in enhancing MTN Nigeria’s competitiveness in Taraba State, identifying key drivers and potential constraints.
Statement of the Problem
The telecommunications sector in Nigeria is highly dynamic, requiring continuous business model innovation to sustain growth and profitability. MTN Nigeria faces competition from rival firms such as Airtel, Glo, and 9mobile, all of which implement various innovative strategies to attract and retain customers (Afolabi & Musa, 2023). While MTN has introduced several business model innovations, their direct impact on competitiveness, particularly in Taraba State, remains unclear.
The problem is that there is a gap in understanding how BMI contributes to firm competitiveness at a regional level. Without empirical evidence on the effectiveness of BMI in MTN Nigeria, it is difficult to determine whether these innovations translate into sustainable competitive advantages. This study aims to critically examine the role of BMI in enhancing firm competitiveness in MTN Nigeria, Taraba State.
Objectives of the Study
- To analyze the business model innovations adopted by MTN Nigeria in Taraba State.
- To evaluate the impact of BMI on firm competitiveness in the telecommunications sector.
- To identify challenges associated with implementing BMI in MTN Nigeria.
Research Questions
- What business model innovations has MTN Nigeria implemented in Taraba State?
- How do these innovations influence firm competitiveness?
- What challenges affect the successful implementation of BMI in MTN Nigeria?
Research Hypotheses
- Business model innovation significantly enhances firm competitiveness in MTN Nigeria.
- Digital transformation initiatives positively impact MTN Nigeria’s market position.
- Regulatory and technological challenges hinder the successful implementation of BMI.
Scope and Limitations of the Study
The study will focus on BMI strategies employed by MTN Nigeria in Taraba State and their impact on competitiveness. Limitations include access to proprietary corporate data and differences in market conditions across regions.
Definitions of Terms
- Business Model Innovation (BMI): The reconfiguration of business structures and strategies to create value and enhance competitiveness (Chesbrough, 2023).
- Firm Competitiveness: The ability of a firm to maintain a strong market position relative to competitors (Teece, 2024).
Digital Transformation: The adoption of digital technologies to improve business processes and customer experiences (Afolabi & Musa, 2023).
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