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
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9-805-124 REV: JUNE 7, 2006 STEPHEN P. BRADLEY, THOMAS R. EISENMANN MASAKO EGAWA, AKIKO KANNO NTT DoCoMo, Inc.: Mobile FeliCa With more than 49 million customers and a market share of 56% in Japan, NTT DoCoMo, Inc. was the world’s second-largest and Japan’s top mobile communications company. Nevertheless, DoCoMo faced several challenges in its core business in December 2004. First, with nearly two-thirds of the Japanese population already owning a mobile phone, the market was becoming
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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
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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
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[pic] 21510 Global Context of Management Autumn 2011 Industry Report Telecommunications Industry in Japan Table of Contents Introduction...............................................................................................................................3 The Japanese Telecommunications Industry – an overview......................................................4 The Beginning of Regulatory Reform and the Role of MIC.................
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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
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............................................................9 9.2 Diet Plan .................................................................................................................................................... 10 9.3 Getting Tata Docomo Post paid connection becomes easier
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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
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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
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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
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