...CASE STUDY ANALYSIS ON NTT DoCoMo: Marketing i-mode ANALYSIS There is one simple word to describe this case, and the word is “RADICAL” . From radical ideas leading to radical technologies, from radical ways to market the technology. We can safely say that the i-mode idea was an immense success, from 2 M subscribers 30 M subscriber’s in just 2 years from launch is a feat that is comparable to none. NTT launched this revolutionary service to reduce the existing load on their wireless spectrum but even they did not have an idea on the phenomenon, they had given birth to. It is clear from the success that the trio understood clearly the customer’s need at that time and also the value that the customer was expecting. Right from the start, the trio defied the regular rules of the industry to achieve one single goal – to gain new subscribers whilst delivering value to the customer. The concept of the service, the pricing, the content available, the billing structure, the hardware used to access the service were all conceptualized and developed keeping in mind the convenience to the user and were responsible for the success of the product. The whole concept caused a paradigm shift in the way the Japanese telecom industry operated, from adopting easy transmittable data standards, to the ease of use of the phone developed to provide the i-mode service, this shift actually brought to the customer the value they wanted. The value offered to the consumer was immense...
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...NTT DoCoMo Anjum Attar(2012135) Bidisha Bose(2012139) Chetan Kale(2012140) Malav Kansara(2012150) Pranay Jain(2012161) Praveen Joseph(2012163) Siddharth Chandarana(2012176) Sailing the Blue Ocean • The DoCoMo case deals with a companies quest to sail through the highly competitive market with the help of the market pioneers • As a technology and telecom based industry in a highly evolved and mature market it was inevitable to explore new white spaces • DoCoMo decided to enter the data service provider space and was successful in grabbing the fist movers advantage and the market share. • This was possible with its extensive understanding of the market and novelty of their proposition i-mode ? • Service across a wireless network which enables handheld devices (such as cell phones) to access the Internet • Mobile internet service offered by NTT DoCoMo ▫ Introduced in February 1999 • Extremely popular in Japan and expanding into Europe ▫ As of March 31st, 2002, there are approximately 32,150,000 subscribers (in Japan) Quick Note: Invented by Mari Matsunaga What Can I do With i-mode ? • Web-browsing • Email (the “killer app”) • Chat, Games • Access to information ▫ Transaction Content Money Transfer, Balance Check, Ticket Reservation… ▫ Information Content News updates, sports news, stock quotes… ▫ Database Content Restaurant Guide, Telephone Directory… 1) How would you assess the profitability and attractiveness of the ...
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...BOOK REVIEW OF DoCoMo JAPAN’S WIRELESS TSUNAMI Subhendu Chakraborty ASCI- PGDHM V ROLL NO. 27 DoCoMo - Japan’s Wireless tsunami – is written by John Beck and Mitchell Wade on the Company NTT- Docomo which is the only Asian firm in the WAI ( Wealth Added index) and how the company has made such a huge market in Japan itself and has become Japan’s most successful company in mobile telecom sector. Japan's NTT DoCoMo is on the verge of attaining equal stature. DoCoMo is the world's second-largest mobile phone operator and, with its I-mode system, the first to roll out real, viable third-generation applications like Internet-ready mobile phones. John Beck (co-author, The Attention Economy) and Accenture senior consultant Mitchell Wade examine the enormous risks that DoCoMo took in pursuing a "bleeding edge" technology which analysts thought was superfluous, and how their daring almost single-handedly brought an entire global market into existence. It is this extraordinary story and the simple, powerful management themes ingrained in it that will drive companies the world over to emulate DoCoMo as they did the previous giants of Japanese industry. The author has started the book to find out the strategies, tactics, technologies, details of execution and leadership. DoCoMo in spite of being a Japanese company it is not mainly about the engineering or service wisely or staying close to customers. It is the “Passion”. From this book we can easily understand that success is...
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........................................................................7 8. Brand Positioning .................................................................................................................................................8 9. Marketing Action Program ...................................................................................................................................9 9.1 Pay Per Second Billing ..................................................................................................................................9 9.2 Diet Plan .................................................................................................................................................... 10 9.3 Getting Tata Docomo Post paid connection becomes easier...
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...Korea & Japan Trip Spring 2001 NTT DoCoMo and Japan’s Wireless Industry Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned...
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...Korea & Japan Trip Spring 2001 NTT DoCoMo and Japan’s Wireless Industry Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned...
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...------------------------------------------------- Strategic Innovation 1231.3635.01 Case Questions: (1) How did DoCoMo create distinctive value at low cost? How did DoCoMo combine the strength of the mobile phone and the PC-Internet? How did the value curve of DoCoMo’s i-mode differ from those of the mobile phone and PC-internet? (2) Where and how did i-mode create new buyer utility? What is i-mode’s business model? (3) How did NTT DoCoMo make profits out of its i-mode service? (1) DoCoMo broke "Red Ocean" by ignoring the technology race and price competition in highly crowded voice-based market. The industry has reached a maturity stage and by taking a Breakaway positioning approach DoCoMo succeeded to reposition a mature product for growth and to redefine a fierce competition. It created a “Blue Ocean” strategy by inventing new ways of using mobile services. This value innovation enabled to increase the value to customers and to reduce the costs at the same time. * Distinctive Value: DoCoMo created new uncontested market space by bringing Internet Services to cell phones and playing the role of the gateway (concierge) to the Internet. * In order to break the value-cost trade-off the business concept was changed. “Telecom worldview” (structuralist view) of closed environment controlled explicitly by content providers and carriers was replaced by “Internet worldview” (reconstructionist view) that opened the mobile data services environment for multiple...
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...NTT Docomo i-mode 1. How would you assess the profitability and attractiveness of the telecom industry in Japan at the time of the launch of i-mode? What would you conclude from a five force industry analysis? Regulation plays a crucial role in defining market conditions in mobile telephony, as they allocate the radio spectrum licenses that provide the conduit for transmitting data wirelessly – as such, regulators can shape the nature of competition. Competition for market share in the late 1990s was cut-throat in Japan. Deregulation continued apace in Japan and by 1998 a flood of large foreign carriers and equipment manufacturers had entered the fast-growing market as the government lifted the last remaining limitations on foreign investment . Thus the telecom industry was at its peak with a large pool of players wanting to enter the market as can be seen from Exhibit 4. By January 1999, the wireless market in Japan had experienced seven years of rapid expansion (Exhibit 1), with every third person owning a mobile phone. Although the size of the market was still small compared to that of fixed lines, its annual average growth rate of 68% was astounding compared to the an emic growth (1.5%) of the fixed line market. In Japan, the lack of global uptake of the Japanese Personal Digital Cellular (PDC) network standard had important repercussions for both the intensity of competition among...
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...Bhutan (Dzongkha: འབྲུག་ཡུལ་; Wylie transliteration: ʼbrug-yul "Druk Yul"), officially the Kingdom of Bhutan, is a landlocked state in South Asialocated at the eastern end of the Himalayas. It is bordered to the north by China and to the south, east and west by the Republic of India. Further west, it is separated from Nepal by the Indian state of Sikkim, while further south it is separated from Bangladesh by the Indian states of Assam andWest Bengal. Bhutan's capital and largest city is Thimphu. Bhutan existed as a patchwork of minor warring fiefdoms until the early 17th century, when the lama and military leader Shabdrung Ngawang Namgyal, fleeing religious persecution in Tibet, unified the area and cultivated a distinct Bhutanese identity. Later, in the early 20th century, Bhutan came into contact with the British Empire and retained strong bilateral relations with India upon its independence. In 2006, based on a global survey,Business Week rated Bhutan the happiest country in Asia and the eighth-happiest in the world.[9] Bhutan's landscape ranges from subtropical plains in the south to the sub-alpine Himalayan heights in the north, where some peaks exceed7,000 metres (23,000 ft). Its total area was reported as approximately 46,500 km2 (18,000 sq mi) in 1997[10] and 38,394 square kilometres (14,824 sq mi) in 2002.[1][2] Bhutan's state religion is Vajrayana Buddhism and the population, now (as of 2012/2013) estimated to be nearly three-quarters of a million,[3] is predominantly Buddhist...
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...Assignment Questions: DOCOMO Case 1. How would you assess the profitability and attractiveness of the telecom industry in Japan at the time of the launch of i-mode? What would you conclude from a five force industry analysis? Porter’s Industry Analysis considers five forces of the industry. With respect to the data provided in the case “NTT DoCoMo i-mode TM, following can be concluded: 1) Competitive rivalry Competitive Rivalry is high if entry into the industry is easy. Ohbushi, the CEO of NTT DoCoMo was determined to keep his company ahead of the competitors. Any new innovation could be copied easily. For example, when i-mode was introduced after an extensive expenditure on R&D, the competitors, DDI Cellular and IDO, announced their own mobile data communication services, called EZ Web and EZ Access respectively. Hence, it can be seen that the competitive rivalry was very high. 2) Power of suppliers Being in the services sector, DoCoMo’s i-mode’s suppliers were not raw material providers but the content providers whom DoCoMo wished to make its partners. It offered a win-win deal for its partners. DoCoMo proposed that it would not purchase content from the providers or equipment from manufacturers but it would allow its users to access these as its official websites and mobile phones. DoCoMo would act as the gateway. NTT DoCoMo’s insight into the needs of its content providers was an important contributor to its early success. By taking care of the customer...
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...NTT DoCoMo: Marketing i-mode To ease the congestion problem, in 1997, DoCoMo gave Enoki—a lifetime employee who had worked his way up through NTT’s engineering ranks—a mandate to convince DoCoMo subscribers to begin using their cell phones in a fundamentally different way. More specifically, the mandate was to build a wireless Internet service that would create demand for sending/receiving text-based data via cell phones. Enoki decided to use DoCoMo’s existing packet switched network for the new service, which minimized the overall investment associated with the project.3 One advantage of such a network was that instead of having to keep a wireless circuit open for the duration of a phone call, it was possible for DoCoMo to interweave text-based data packets into a voice stream—allowing multiple subscribers to “share” a single circuit. In building a team to help him create the mobile Internet service, Enoki began by recruiting two outsiders who he believed would help him break free of the rigid, technical mindset that permeated NTT’s engineering-driven culture. The first was Mari Matsunaga, a marketing guru who had achieved a reputation as an editor-in-chief extraordinaire at Recruit, a Japanese magazine publishing house. Given the fact that Matsunaga had zero technical expertise (she didn’t even own a cell phone at the time), Enoki’s decision to bring her on board took many in the company by surprise. Enoki explained: In traditional Japanese companies, you’re...
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...Korea & Japan Trip Spring 2001 NTT DoCoMo and Japan’s Wireless Industry Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned by NTT with the balance of shares owned by public investors. By 1993...
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...these sub-brands are endorsed by the parent and yet maintain their own distinguished persona and value proposition in the consumer’s mind. A complete break away from the parent that is the creation of an individual brand would not be possible for Marriott in this case. Primarily because here the consumer is looking for her needs to be met within the universe of Marriott-backed service guarantee. The “endorsement” is necessary. In effect, branding strategies must be guided by, as well as geared towards, achieving a larger goal. Let us consider the examples of telecommunications player Tata DoCoMo and two-wheeler major Bajaj Auto, two brands that have chosen to take completely opposite routes around the same time to illustrate the dos and don’ts of the branding journey. And yet, each has valuable lessons in store for future managers. One versus many The Strategist looks at the recent experiences of TataDoCoMo and Bajaj Auto to check if the textbook assumptions about umbrella versus multiple branding stand true on the ground MASOOM GUPTE he standard view of business growth is that growth is always good, bigger is always better and that companies must grow or die. While every company aspires to grow its business, an expanding business brings with it a host of new risks: too many people, too many locations, too many products and at times, too many brands T to contend with. At least for marketing managers the choice is clear: they have to decide whether they prefer the simplicity...
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...Salaried * Professional * Others 5. marital status: * married * unmarried 6. would you say is cellular network is needed? * Yes * No 7. which mobile connection do you own? * Airtel * Aircel * Both If you answered ”AIRTEL”, then proceed till qn.16 If you answered ”AIRCEL”, then proceed from qn.17 8. How long you are using airtel cellular network? * 2-4 years * 4-6 years * 6-8 years * More than 8 9. Do you know anyone who uses the same network of airtel as you do? * Yes * No If no, then please specify the name of other network that they make use of? * Vodafone * BSNL * Idea * Tata docomo * Reliance * Others 10 . How will you differentiate your own airtel network with others? Because it provides * Connectivity * Tariff rates * Call drops * Network coverage * Customer service 11. Will you change your airtel cellular network in future? * Yes * No * If yes, state the reason…………………………………………………. 12. What do you think about the assurance/service given by the airtel network. Specify by providing your opinion according to the parameters given below. * Strongly agree * Agree * Neutral * Disagree * Strongly disagree 13. How much amount of money you spend per month to access airtel networks? * Rs.10-50 * Rs.50-100 * Rs.100-200 * Rs.200-500 ...
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...Avul Pakir Jainulabdeen Abdul Kalam usually referred to as Dr. A. P. J. Abdul Kalam, is an Indian scientist and administrator who served as the 11th President of India. Kalam was born and raised in Rameswaram, Tamil Nadu, and completed his aerospace engineering at the Madras Institute of Technology (MIT), Chennai. Before his term as President, he worked as an aerospace engineer with Defence Research and Development Organisation (DRDO) and Indian Space Research Organisation (ISRO).[1] Kalam is popularly known as the Missile Man of India. Dr APJ Abdul Kalam is the man whose efforts are largely responsible for shaping the defence programme of India. He helped in making India self-sufficient in satellite and space technology. In 2002, he was elected as the President of the country and graced the post until 2007. Kalam's leadership style and vision are not just valued in India but the man commands respect everywhere he goes. Leadership qualities On Creativity Dr Kalam has always emphasized on the importance of creativity and innovation in anything we do. He says that India needs creative leaders rather than managers or commanders. On Vision According to Dr Kalam, the most important quality a leader must possess is to have a vision. A person lacking a vision cannot be leader. With His vision he developed The concept of PURA -- which stands for "Providing Urban amenities in Rural Areas".it is about giving a cluster of villages physical, electronic and knowledge connectivity...
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