...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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...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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...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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...Ziasmin Akter (Std. ID: 20113286) Content…….. 1. 2. 3. 4. 5. 6. 7. Synopsis of mobile operator in BD Robi Banglalink Citycell Findings Recommendation Q/A Mobile Phone Subscribers in Bangladesh Operators Grameen Phone Ltd. (GP) Active Subscribers(Million) 39.293 Orascom Telecom Bangladesh Limited (Banglalink) 25.490 Robi Axiata Limited (Robi) Airtel Bangladesh Limited (Airtel) Pacific Bangladesh Telecom Limited (Citycell) Teletalk Bangladesh Ltd. (Teletalk) Total 19.211 6.734 1.699 1.358 93.788 Source: BRTA Website Company Overview ROBI… Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Company Overview ROBI Cont. On 28th March, 2010 the company started its new journey with the brand name Robi. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries. Compensation plan of ROBI Salary & Benefit Monthly salary is transferred to employees bank account on 25th of each month Employee receives a monthly pay statement which shows the deductions as; income tax and provident fund Allowances : includes House rent Medical Conveyance Festival Bonus: Eid/ Cristmas equal to basic salary Salary Review : Periodically with consistent with the living standard and competitive salary...
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...Case: NTT DoCoMo: Marketing i-mode In this case, I have divided my assignment into 4 parts, including answering the following questions and sharing what I learned from this case. How do i-mode develop in the US and Europe separately? How to develop FOMA in Japan? Considering the differences in demographics, Internet penetration, and wireless industry structures among Japan, the US and Europe, NTT DoCoMo should change marketing strategies in order to develop i-mode successfully in overseas market. 1. According to the current conditions in the US, NTT can think in following ways: • Pay early birds to use NTT’s cell phones, satisfy them and make them tell other how they like “i-mode” --- WOM Marketing Since Americans prefer to use PCs more than mobile phones and they are skeptical about the benefits of accessing the web via moble phone. Therefore, NTT should first solve two problems. (1) who are NTT’s customers? Due to differences in demographic and Internet penetration, target customers may not totally be young people in the US. (2) How to convince them that NTT’s i-mode phone is really a charming stuff. The solutions are to pay for some volunteers to use i-mode phones, to set up flagship stores and offer Free Trial, and to adjust and improve the products based on customers preferences in order to satisfy them once NTT finds target customers, then customers may help in WOM marketing. • Shorten “i-mode menu” partners and create shortage It may help if NTT just launch...
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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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...INTERNSHIP REPORT I On “Standards and Effects of Employee Satisfaction At Axiata Limited” A NTERNSHIP xiata INTERNSHIP REPORT ON “Standards and effects of Employee Satisfaction At Axiata Limited” SUBMITTED TO: Ms. Syeda Shaharbanu Shahbazi Senior Lecturer BRAC Business School BRAC University SUBMITTED BY: Sabrina Nasser Lya BRAC Business School ID: 06204008 BRAC University Date of Submission: December 07, 2010 Date: Decemember 07 2010 Ms. Syeda Shaharbanu Shahbazi Senior Lecturer BRAC Business School BRAC University Subject: Submission of Internship Report Dear Madam, I am hereby submitting my Internship Report, which is a part of the BBA Program curriculum. It is great achievement to work under your active supervision. This report is based on, “Standards And Effects of Employee Satisfcation At Robi Axiata Limited”. I have got the opportunity to work in Robi Axiata Limited in “Implementation Department” under Technology Division for twelve weeks, under the supervision of Mr. Mahmud Hasan Faruquee, Manager SPI, Technical Division. This project gave me both academic and practical exposures. First of all I learned about the organizational culture of a prominent Telecommunication organization of the country. Secondly, the project gave me the opportunity to develop a network with the corporate environment. I shall be highly obliged if you are kind enough to receive this report and provide your valuable judgment. It would be my immense pleasure if you find...
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...NTT DoCoMo: Marketing i-mode Why was NTT DoCoMo so successful? What is the most critical reason for its success? DoCoMo’s i-mode delivered a service that met the incipient need of a large target group in the market, namely a world wide web-like content service on a mobile phone, and rapid easy messaging; this was the critical driver of its success. Most of their strategic and marketing decisions, such as its choice of content, advertising, pricing, technology and hardware, revolved around appealing to young Japanese customers. Its consistent marketing approach created a service that consumers were previously not able to articulate. The service was a “blue ocean” (Kim & Mauborgne, 2005) - a standalone service that uniquely integrated the most appealing aspects of the internet and mobile communications. The following are the key decisions that supported the success of DoCoMo: Content DoCoMo chose not to control the entire value chain from content to network, but rather involved the work of third-party entrepreneurs to build content. Partners like Bandai (Moon et al., 2002, p.6), Japan’s largest producer of toys and video games, supplied emotionally appealing content for teenagers and young adults. In addition, a centralized and seamless billing structure facilitated payment to content providers by subscribers who valued convenience and who disliked small purchases made with credit cards. This service proved popular; in 2001 around half of i-mode’s customers were subscribing to...
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...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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...Industry Overview – India * The telecom sector in India was a government monopoly until the year 1994 when liberalization was gradually unrolled. * For the first time, cellular services were launched in India in Kolkata in the year 1995. * Vodafone purchased administering interest of 67% owned by Hutch-Essar for a total worth of $11.1 billion on February 11, 2007. * In November 2008 NTT DoCoMo, the Japan based telecom firm acquired 26% stake in Tata Teleservices for USD 2.7 billion. * The Indian telecommunication industry, with about 584 million mobile phone connections as of March 2010. * The industry is expected to reach a size of Rs 3,44,921 crore (US$ 76.92 billion) by 2012 at a growth rate of over 26 per cent, and generate employment opportunities for about 10 million people during the same period. Overview of the Tata Group * Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of nationalism. * The total revenue of Tata companies, taken together, was $83.3 billion (around Rs3,796.75 billion) in 2010-11, with 58 per cent of this coming from business outside India. * Employ over 425,000 people worldwide across seven business sectors * There are 31 publicly listed Tata enterprises and they have a combined market capitalization of about $92.46 billion (as on February 9, 2012), and a shareholder base of 3.6 million. Sector | Major companies | Materials | Tata Steel (incl. Corus), Tata...
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...Amity University | TATA DOCOMO Merger | MMBOR Assignment | | | | Submitted to: Lecturer Amity University Submitted by: BBA + MBA (Dual) | About TATA group of companies The Tata group comprises over 100 operating companies in seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. The group has operations in more than 80 countries across six continents, and its companies export products and services to 85 countries. The total revenue of Tata companies, taken together, was $100.09 billion (around Rs475, 721 crore) in 2011-12, with 58 percent of this coming from business outside India. Tata companies employ over 450,000 people worldwide. The Tata name has been respected in India for more than 140 years for its adherence to strong values and business ethics. About TATA Teleservices Tata Teleservices (TTL) spearheads the Tata group’s presence in the telecom sector. Incorporated in 1996, TTL is the pioneer of the CDMA 1x technology platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com (India) [renamed Tata Teleservices (Maharashtra)] by the Tata group in 2002. The company launched mobile operations in January 2005, under the brand name Tata Indicom and today, enjoys a pan-India presence through existing operations in all of India’s 22 telecom circles. TTL is also the market leader in the fixed wireless...
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...Tata Teleservices Integrates all its services under Tata Docomo : Tata Teleservices Integrates all its services under Tata Docomo Presented By: Sanyog Chaturvedi 1 Contents: Contents Umbrella Branding Tata Teleservices Tata Docomo Indian Telecom Industry SWOT Analysis Effect Of the Merger 2 Umbrella Branding: Umbrella Branding An umbrella brand is an overarching brand used across multiple related products. Umbrella branding is also known as family branding. It contrasts with individual product branding, in which each product in a portfolio is given a unique brand name and identity. There are often economies of scope associated with umbrella branding since multiple products can be efficiently promoted with a single advertisement or campaign. 3 Cont……….: Cont………. Umbrella branding facilitates new product introductions by providing a familiar brand name, which can lead to trial purchase, product acceptance, or other advantages. Umbrella branding imposes on the brand owner a greater burden to maintain consistent quality. A good example is AMUL - Amul Butter, Amul Cheese, Amul Milk, Amul Icecream , Amul Chocolates etc 4 Benefits: Benefits Brand image of parent brand acts as a differentiating factor for product in extremely competitive market. Extra cost of Brand creation is not required. Umbrella branding help to create dependent perception about product as parent Brand. Umbrella branding helps to give positioning to product. Advertising and promotional efforts...
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...Case Study: Tata DOCOMO HELPING TATA DOCOMO WITH THEIR PROCUREMENT TRANSFORMATION INITIATIVE Client: Tata DOCOMO • Industry: Telecommunications Tata Teleservices (TTSL) provides telecommunications services to about 85 million clients in thousands of towns and villages across India. Among its services are mobile and wireline telephone (under the Tata Indicom brand), fixed wireless phones (Walky), public telephone booths, and Internet access (Photon). Founded in 1996, TTSL is a subsidiary of the conglomerate Tata Group. It also provides wireless phone service through a joint venture with Japan-based NTT Docomo. Tata Teleservices Limited launched 3G services for the first time in India, under the brand name Tata DOCOMO. With 3G, Tata DOCOMO redefined the face of telecom in India. Overview Need: Tata Docomo realized that they were losing out due to cumbersome supplier registration and bidding processes. They wanted to automate their business processes and streamline their procurement activities. They had to collaborate better with their 500 suppliers and enable better transparency. Solution: Bristlecone implemented SAP SRM and helped leverage supplier registration, supplier evaluation, bidding and auctioning process, supplier collaboration and SRM analytics. Benefit: Bristlecone helped revamp the procurement processes and automated bidding & auctioning. With the solution, they were able to shift from transactional purchasing to strategic purchasing. Suppliers were provided...
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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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...Tata Teleservices Limited - Strategic SWOT Analysis Review Summary Tata Teleservices Ltd. (TTL), a part of Tata Group, is engaged in providing telecommunication services to its customers in India. The company offers CDMA and GSM mobile, public booth telephony, wireline services, and wireless desktop phones and data cards. It also provides post-paid Internet, voice portal, roaming, 3-way conferencing, Wi-Fi Internet, group calling, USB modem, calling card, enterprise services, picture messaging, polyphonic ring tones, and news, cricket, and astrology information. TTL provides its services across India's 22 telecom circles by offering communication services for farmers to operate irrigation pumps from remote locations, and person-to-person mobile money transfer services, and operates an online channel. Its key brands include Virgin Mobile, Walky the Photon, and T24. The company is headquartered in Mumbai, Maharashtra, India. GlobalData’s Tata Teleservices Limited - Strategic SWOT Analysis Review provides a comprehensive insight into the company’s history, corporate strategy, business structure and operations. The report contains a detailed SWOT analysis information on the company’s key employees, key competitors and major products and services. This up-to-the-minute company report will help you to formulate strategies to drive your business by enabling you to understand your partners, customers and competitors better. Scope - Business description – A detailed description...
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