The fourth-operator debate was never really ZedMobile versus Vodacom. It was a question about how much competition Zambia was willing to accept, and the country may have settled for less than it could have had.
By Kelvin Chisanga
KEY TAKEAWAYS
- Vodacom sought to enter Zambia much earlier, bringing a major regional operator’s capital, technology, technical expertise and access to a wider African market, but its licence was ultimately confined to broadband rather than full mobile voice services.
- Zambia later licensed ZedMobile, a Zambian-owned operator, as its fourth mobile network operator, a decision with clear strategic value for local ownership of the sector.
- The real question is not ZedMobile versus Vodacom. It is whether Zambia could have accommodated both an international operator and a strong Zambian-owned competitor at the same time.
- Competition drives lower prices, better service, wider coverage and faster investment in technology. Delaying or narrowing market entry carries a real economic cost.
- The missed opportunity may not be which operator was chosen, but how long it took to create genuine fourth-player competition.
Not simply ZedMobile versus Vodacom
The debate around Zambia’s fourth telecom operator has usually been framed as a choice between ZedMobile and Vodacom. That framing misses the point. The real issue is the economic opportunity Zambia may have lost through delayed and restrictive market entry, regardless of which operator eventually filled the fourth slot.
A regional operator held to broadband only
Vodacom had sought to establish itself in Zambia much earlier, and it brought the strength of a major regional telecommunications group: capital, technology, technical expertise, infrastructure experience and access to a broader African market. Its entry into Zambia, however, was ultimately limited to broadband services rather than a full mobile voice licence.
Could Zambia have accommodated both models?
Years later, Zambia licensed ZedMobile as the fourth mobile network operator. Supporting a Zambian-owned operator was strategically important. But the bigger question is whether Zambia could have accommodated both models at once: an international operator bringing capital and technology, alongside a strong, locally owned competitor.
Why competition matters
Competition matters because it can drive lower prices, better service, wider network coverage and faster technological investment. A market with only one credible new entrant, rather than two competing for the same customers, generally moves more slowly on all four fronts.
The policy lesson: stop forcing false choices
The lesson for policymakers is straightforward. Zambia should not create artificial choices between foreign investment and local ownership. The country needs both kinds of investment interest, and a regulatory approach that treats them as substitutes rather than complements narrows the market unnecessarily.
Beyond counting subscribers
Zambia’s telecommunications policy must now move beyond counting mobile subscribers. The objective should be affordable broadband, 5G, digital financial services, rural connectivity and a competitive digital economy that lowers the cost of doing business and raises productivity.
The real missed opportunity
The real missed opportunity may not have been choosing ZedMobile over Vodacom. It may have been taking too long to create meaningful fourth-player competition in the first place.
Related reading: Mobile Money Has Expanded Financial Inclusion, But What Has It Changed for Users?, Zambia Mobile Money Levy 2026: What It Actually Costs You and Strong Grounds for Take-Off: Zambia Is Entering a Sweet Spot of Economic Positivity.
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