The Indian telecom industry is a saturated red ocean with intense price competition and declining average revenue per user. To transition to a blue ocean, operators should eliminate variety in pricing plans, roaming charges and unnecessary value-added services. They should raise network quality, broadband services, and new offerings like mobile commerce and entertainment. New areas of focus could include private networks, healthcare apps, and a telco app store to create new demand and move to an uncontested market space.
Strategic Analysis of Airtel Limited in Indian Telecom Sectorrajinderpal_12
The whole presentation depicts the Strategic Analysis of Airtel Limited in Indian Telecom sector. Here we talk about gradual evolution of Indian Telecom sector and growth of Airtel against its competitor. It also covers the internal value analysis of Airtel - Resource Based View.
It is really informative for anyone interested to know about Airtel and Indian Telecom sector.
Thanks
Rajinder
Amazon started as an online bookstore in 1994 and has since expanded into many product categories. It is now the world's largest online retailer. Amazon uses a variety of strategies to drive growth, such as expanding its third-party marketplace, growing its Prime membership program, pursuing acquisitions, and developing new services and devices. The company focuses heavily on customer service and building trust with consumers through features like customer reviews and 1-click ordering.
Coda Coffee was founded in 2005 in Colorado with a goal of sustainable and socially responsible coffee wholesaling. Bext 360 was founded separately to use technology like machine vision, AI, blockchain and IoT to determine coffee quality. In a pilot project in Uganda, Bext 360's technology helped Coda Coffee and local coffee farmers by providing instant payment and supply chain transparency. This included quality details and premium payments for farmers accessible throughout the chain.
MedNet is a health website that provides free, evidence-based medical information to consumers and generates profits through advertising. Windham Pharmaceuticals, an advertiser, is considering shifting its ad dollars to Marvel, a competing website. Heather Yates, MedNet's VP of business development, needs to convince Mahria Baker, Windham's CMO, to continue advertising on MedNet. Potential strategies include focusing content on new areas, increasing social media presence, and targeting ads towards common conditions many users research online.
Group 10 presented on Alphabet Inc. Key points include:
- Alphabet was created in 2015 through the restructuring of Google.
- The restructuring allowed Google to own diverse subsidiaries under one corporate structure to create more value.
- Alphabet uses a decentralized structure to improve productivity but it can lose control and create different agendas.
- Alphabet's corporate governance, including dual class shares, is controversial as it gives insiders disproportionate voting power but protects entrepreneurial management.
Mastercard's CMO wanted to transform marketing to better measure effectiveness and serve commercial objectives. Marketing evolved from Marketing 1.0 focusing on emotions to Marketing 4.0 leveraging digital connections. Key campaigns included Priceless Cities providing exclusive experiences, Priceless Surprises creating special moments people were passionate about, and Priceless Causes supporting charitable causes through spending. The Priceless Engine platform delivered personalized offers through stories and data to drive engagement and transactions with merchants and banks. Evaluations found the campaigns increased spending, brand preference, and were effective in engaging customers, though competitors could potentially copy the approach.
The document discusses how the Space IDEAS Hub is helping local enterprises in Leicester through case studies. The Hub provides support like funding advice, consultancy, and business events. It is illustrated through examples of the Hub assisting Space IDEAS with medical supplies charity Inter Care, surveillance equipment supplier Foxton Global Sourcing, and product design firm Canard Design. The Hub generated ideas to reduce a Canard Design product's weight and brought experts together, potentially generating over £70k for local businesses.
Strategic Analysis of Airtel Limited in Indian Telecom Sectorrajinderpal_12
The whole presentation depicts the Strategic Analysis of Airtel Limited in Indian Telecom sector. Here we talk about gradual evolution of Indian Telecom sector and growth of Airtel against its competitor. It also covers the internal value analysis of Airtel - Resource Based View.
It is really informative for anyone interested to know about Airtel and Indian Telecom sector.
Thanks
Rajinder
Amazon started as an online bookstore in 1994 and has since expanded into many product categories. It is now the world's largest online retailer. Amazon uses a variety of strategies to drive growth, such as expanding its third-party marketplace, growing its Prime membership program, pursuing acquisitions, and developing new services and devices. The company focuses heavily on customer service and building trust with consumers through features like customer reviews and 1-click ordering.
Coda Coffee was founded in 2005 in Colorado with a goal of sustainable and socially responsible coffee wholesaling. Bext 360 was founded separately to use technology like machine vision, AI, blockchain and IoT to determine coffee quality. In a pilot project in Uganda, Bext 360's technology helped Coda Coffee and local coffee farmers by providing instant payment and supply chain transparency. This included quality details and premium payments for farmers accessible throughout the chain.
MedNet is a health website that provides free, evidence-based medical information to consumers and generates profits through advertising. Windham Pharmaceuticals, an advertiser, is considering shifting its ad dollars to Marvel, a competing website. Heather Yates, MedNet's VP of business development, needs to convince Mahria Baker, Windham's CMO, to continue advertising on MedNet. Potential strategies include focusing content on new areas, increasing social media presence, and targeting ads towards common conditions many users research online.
Group 10 presented on Alphabet Inc. Key points include:
- Alphabet was created in 2015 through the restructuring of Google.
- The restructuring allowed Google to own diverse subsidiaries under one corporate structure to create more value.
- Alphabet uses a decentralized structure to improve productivity but it can lose control and create different agendas.
- Alphabet's corporate governance, including dual class shares, is controversial as it gives insiders disproportionate voting power but protects entrepreneurial management.
Mastercard's CMO wanted to transform marketing to better measure effectiveness and serve commercial objectives. Marketing evolved from Marketing 1.0 focusing on emotions to Marketing 4.0 leveraging digital connections. Key campaigns included Priceless Cities providing exclusive experiences, Priceless Surprises creating special moments people were passionate about, and Priceless Causes supporting charitable causes through spending. The Priceless Engine platform delivered personalized offers through stories and data to drive engagement and transactions with merchants and banks. Evaluations found the campaigns increased spending, brand preference, and were effective in engaging customers, though competitors could potentially copy the approach.
The document discusses how the Space IDEAS Hub is helping local enterprises in Leicester through case studies. The Hub provides support like funding advice, consultancy, and business events. It is illustrated through examples of the Hub assisting Space IDEAS with medical supplies charity Inter Care, surveillance equipment supplier Foxton Global Sourcing, and product design firm Canard Design. The Hub generated ideas to reduce a Canard Design product's weight and brought experts together, potentially generating over £70k for local businesses.
Case Study of Metro Cash & Carry on Business EnvironmentSandeep Patel
Metro Cash & Carry is a German wholesale retailer operating in 30 countries. It has over 120,000 employees and different store formats ranging from 10,000-16,000 sqm for classics stores to 2,500-4,000 sqm for ECO stores. Metro focuses on business customers like hotels and restaurants and sources 90% of stock locally through efficient procurement and supply chain networks. However, expanding into new markets requires consideration of political, economic, social and technological factors in the local business environment that could impact operations.
ABB faces issues managing its key account with Caterpillar including unclear roles between the GAM and BUs, lack of coordination and focus on relationships. To address this, the document recommends that ABB 1) implement a Global Customer Management program to better coordinate management of the Caterpillar account globally, and 2) adopt a network-oriented perspective led by the GAM to foster joint value creation through collaboration with Caterpillar.
The presentation deals with Reliance JIO Infomm Ltd. In this case dealt with communication strategy of JIO and of its competitors such as Airtel, Vodafone and Idea. We also discussed the distribution strategy of JIO and its competitors Airtel, Vodafone, Idea and Tata Docomo. Next, we anaylsed the survey we undertook with a small sample size of 100 people wherein we prepared a positing map for JIO and for its competitors, we also looked at the factors affecting consumer preferences in this sector. At last we discussed what went wrong for JIO, what went right and what suggestions to give to JIO to improve upon.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Three deaths were reported in late September 1982 in the Chicago suburbs from cyanide poisoning after ingesting Extra-Strength Tylenol capsules. The next day, one more death occurred and the cause was confirmed to be cyanide poisoning from the Tylenol capsules. James Burke, the CEO of Johnson & Johnson, took charge of the crisis management at the corporate level after it was determined that cyanide was the cause of death in the contaminated Tylenol capsules from a specific batch manufactured at a McNeil plant.
About the Company and it’s Product.
Business Model
The Market and Marketing
SWOT Analysis
Competitive Analysis
Porter’s Analysis
Consumer Behaviour Analysis
Positioning and Targeting
Wildfang is a women's fashion brand founded in 2003 that focuses on tomboy styles. It uses two business models: 1) a private label B&C model with online/offline ordering and pickup/returns, and 2) a multi-sided platform model that expands e-commerce through network effects, affiliated designers/providers, and IT expertise. These models helped Wildfang achieve 80% revenue growth and high customer retention rates. However, relying heavily on two unique business models carries risk if the assumptions behind them prove inaccurate.
Amazon started as an online bookstore in 1995 and has since expanded into many other business areas. It began selling other products like music and videos in the late 1990s. Amazon launched Amazon Web Services in 2002 which has become a major revenue driver. The company also enables third-party sellers on its marketplace and acquired Whole Foods in 2017. Amazon continues to grow through acquisitions and expanding into new services and devices.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
McGraw initially thought the strategic challenge facing Oscar Mayer was very complex. However, after reviewing four memos from department managers, he realized the solutions were not as difficult as expected. The memos proposed focusing on core red meat products, acquisitions, increased advertising, or operational efficiencies. Absent resource constraints, returning to the brand's basics would be the most viable strategy, followed by acquisitions. Increased competition underscores the need for new product development and advertising investments. The strategic plan should focus on the Oscar Mayer brand and boosting growth of the Louis Rich line through price cuts and efficiency. Lunchables has less likelihood of success than Zappetites due to its narrow customer base and higher price.
Reliance Jio Infocomm Limited (Jio) is an Indian mobile network operator owned by Reliance Industries. Jio launched its 4G LTE services in September 2016 and saw rapid subscriber growth, reaching over 100 million subscribers within 6 months of its launch. Jio differentiated itself from other operators by building an all-IP optical fiber network and offering free voice calls as well as low-priced data plans, which helped spark a price war in the industry and boosted data usage in India. While Jio's strategy involved initially low pricing to gain subscribers, its owner Mukesh Ambani aims to earn significant long-term profits through a large customer base and billing revenues over time.
Xiaomi implemented a blue ocean strategy to become a top smartphone manufacturer. They analyzed competitors like Samsung and Apple to understand customer needs that were unmet. Xiaomi eliminated distributors and stores, reduced advertising and after-sales support, raised phone quality, battery life and technology, and created direct online purchasing and customization options. This new strategy moved Xiaomi into an uncontested market space, allowing it to sell over 70 million phones annually and achieve global recognition as a leader in value and innovation.
Bharti Airtel conducted a BCG matrix study of its strategic business units (SBUs). The matrix shows that Mobile Services is the cash cow with the largest market share. Enterprise Services is classified as a star due to its strong growth and market share gains in recent years. Telemedia Services falls in the dog quadrant with declining market share. Passive Infrastructure is new and its future is uncertain. The document provides details on the market shares and growth rates used to classify the SBUs in the BCG matrix.
This document provides information about Asian Paints, including:
- Asian Paints is India's largest and Asia's third largest paint company, established in 1942 and has been the market leader since 1967.
- It discusses Asian Paints' sales structure, product portfolio covering various paint types and solutions, and services like home painting and color consulting.
- The distribution strategy section explains Asian Paints' distribution channels and how it bypassed bulk buyers to focus on individual consumers, especially in semi-urban and rural areas. It also details its nationwide dealer network.
- Key initiatives for recruitment and the recruitment process are summarized along with promotions through campaigns and social media engagement.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
Bharti Airtel is India's largest telecommunications services provider with over 220 million subscribers across its mobile, broadband, and enterprise services. It faces competition from other major players like Reliance, Idea, Vodafone, and public sector providers BSNL and MTNL. Airtel has a 28% market share of India's GSM subscriber base. It has strengths in its nationwide network footprint and strong brand recognition, but also faces threats from new low-cost entrants and market saturation. The document analyzes Airtel's competitive position and provides recommendations around rural marketing, advertising, and product development.
Virgin mobiles pricing for the very first timeSwapnil Soni
Virgin Mobile aims to address high customer dissatisfaction in the US cellular market through a radically different pricing approach. It plans to eliminate contracts, reduce hidden fees, simplify pricing without buckets or peak/off-peak differentials, and increase handset subsidies to attract customers. This strategy aims to make pricing transparent and flexible to meet customer needs. However, it may face challenges in achieving profitability due to higher expected churn without contracts and lower monthly margins from simplified pricing. Virgin Mobile must carefully set prices to break even on its reduced acquisition costs and maximize customer lifetime value.
The document provides details about the Aditya Birla Group, an Indian conglomerate founded in 1857. It discusses the leadership transition from A.V. Birla to his son Kumar Mangalam Birla in 1995. To prove critics wrong who said he lacked his father's business expertise, K.M. Birla implemented several changes including introducing a retirement policy, corporate logo, recruitment process changes, and moving to a performance-based hierarchy and reporting system. However, analysts felt the company's growth was slower than peers as Birla focused more on profitability than investment.
Micro economic study of Indian telecom industryDipankar Mishra
The Indian mobile subscriber base is likely to sustain the rapid growth recorded in the past few years. Presence of skilled labour pool, improving telecom infrastructure, favourable demographics, rising disposable incomes of consumers, declining tariffs, increasing demand, growing attraction for mobiles with new features and greater availability of handsets at lower prices, are expected to continue driving the growth of the telecom sector, going forward.
However, the companies are likely to encounter a more challenging business environment in the near future, given the sustained fall in ARPUs, rapidly increasing competition and consequent pressure on margins and regulatory risks. Companies with good rural coverage, better operational efficiency, and superior quality of service are likely to stay ahead of competitors.
The industry will also witness the mergers of relatively smaller companies with the big players. Only big three or four players will dominate the market and direct price war may stop and Industry will agree on a standard pricing and competition will on the services and offerings.
India has the second largest amount of agricultural land globally at 179.9 million hectares. It produces a variety of crops due to diverse climatic conditions and soil types. Food grain production reached an all-time high of 259 million tonnes in FY12, with rice and wheat production at 105 and 95 million tonnes respectively. Growing population and incomes are driving demand for agricultural output. The government is undertaking various initiatives to boost production such as increasing irrigation, promoting mechanization, and providing support prices.
Case Study of Metro Cash & Carry on Business EnvironmentSandeep Patel
Metro Cash & Carry is a German wholesale retailer operating in 30 countries. It has over 120,000 employees and different store formats ranging from 10,000-16,000 sqm for classics stores to 2,500-4,000 sqm for ECO stores. Metro focuses on business customers like hotels and restaurants and sources 90% of stock locally through efficient procurement and supply chain networks. However, expanding into new markets requires consideration of political, economic, social and technological factors in the local business environment that could impact operations.
ABB faces issues managing its key account with Caterpillar including unclear roles between the GAM and BUs, lack of coordination and focus on relationships. To address this, the document recommends that ABB 1) implement a Global Customer Management program to better coordinate management of the Caterpillar account globally, and 2) adopt a network-oriented perspective led by the GAM to foster joint value creation through collaboration with Caterpillar.
The presentation deals with Reliance JIO Infomm Ltd. In this case dealt with communication strategy of JIO and of its competitors such as Airtel, Vodafone and Idea. We also discussed the distribution strategy of JIO and its competitors Airtel, Vodafone, Idea and Tata Docomo. Next, we anaylsed the survey we undertook with a small sample size of 100 people wherein we prepared a positing map for JIO and for its competitors, we also looked at the factors affecting consumer preferences in this sector. At last we discussed what went wrong for JIO, what went right and what suggestions to give to JIO to improve upon.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Three deaths were reported in late September 1982 in the Chicago suburbs from cyanide poisoning after ingesting Extra-Strength Tylenol capsules. The next day, one more death occurred and the cause was confirmed to be cyanide poisoning from the Tylenol capsules. James Burke, the CEO of Johnson & Johnson, took charge of the crisis management at the corporate level after it was determined that cyanide was the cause of death in the contaminated Tylenol capsules from a specific batch manufactured at a McNeil plant.
About the Company and it’s Product.
Business Model
The Market and Marketing
SWOT Analysis
Competitive Analysis
Porter’s Analysis
Consumer Behaviour Analysis
Positioning and Targeting
Wildfang is a women's fashion brand founded in 2003 that focuses on tomboy styles. It uses two business models: 1) a private label B&C model with online/offline ordering and pickup/returns, and 2) a multi-sided platform model that expands e-commerce through network effects, affiliated designers/providers, and IT expertise. These models helped Wildfang achieve 80% revenue growth and high customer retention rates. However, relying heavily on two unique business models carries risk if the assumptions behind them prove inaccurate.
Amazon started as an online bookstore in 1995 and has since expanded into many other business areas. It began selling other products like music and videos in the late 1990s. Amazon launched Amazon Web Services in 2002 which has become a major revenue driver. The company also enables third-party sellers on its marketplace and acquired Whole Foods in 2017. Amazon continues to grow through acquisitions and expanding into new services and devices.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
McGraw initially thought the strategic challenge facing Oscar Mayer was very complex. However, after reviewing four memos from department managers, he realized the solutions were not as difficult as expected. The memos proposed focusing on core red meat products, acquisitions, increased advertising, or operational efficiencies. Absent resource constraints, returning to the brand's basics would be the most viable strategy, followed by acquisitions. Increased competition underscores the need for new product development and advertising investments. The strategic plan should focus on the Oscar Mayer brand and boosting growth of the Louis Rich line through price cuts and efficiency. Lunchables has less likelihood of success than Zappetites due to its narrow customer base and higher price.
Reliance Jio Infocomm Limited (Jio) is an Indian mobile network operator owned by Reliance Industries. Jio launched its 4G LTE services in September 2016 and saw rapid subscriber growth, reaching over 100 million subscribers within 6 months of its launch. Jio differentiated itself from other operators by building an all-IP optical fiber network and offering free voice calls as well as low-priced data plans, which helped spark a price war in the industry and boosted data usage in India. While Jio's strategy involved initially low pricing to gain subscribers, its owner Mukesh Ambani aims to earn significant long-term profits through a large customer base and billing revenues over time.
Xiaomi implemented a blue ocean strategy to become a top smartphone manufacturer. They analyzed competitors like Samsung and Apple to understand customer needs that were unmet. Xiaomi eliminated distributors and stores, reduced advertising and after-sales support, raised phone quality, battery life and technology, and created direct online purchasing and customization options. This new strategy moved Xiaomi into an uncontested market space, allowing it to sell over 70 million phones annually and achieve global recognition as a leader in value and innovation.
Bharti Airtel conducted a BCG matrix study of its strategic business units (SBUs). The matrix shows that Mobile Services is the cash cow with the largest market share. Enterprise Services is classified as a star due to its strong growth and market share gains in recent years. Telemedia Services falls in the dog quadrant with declining market share. Passive Infrastructure is new and its future is uncertain. The document provides details on the market shares and growth rates used to classify the SBUs in the BCG matrix.
This document provides information about Asian Paints, including:
- Asian Paints is India's largest and Asia's third largest paint company, established in 1942 and has been the market leader since 1967.
- It discusses Asian Paints' sales structure, product portfolio covering various paint types and solutions, and services like home painting and color consulting.
- The distribution strategy section explains Asian Paints' distribution channels and how it bypassed bulk buyers to focus on individual consumers, especially in semi-urban and rural areas. It also details its nationwide dealer network.
- Key initiatives for recruitment and the recruitment process are summarized along with promotions through campaigns and social media engagement.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
Bharti Airtel is India's largest telecommunications services provider with over 220 million subscribers across its mobile, broadband, and enterprise services. It faces competition from other major players like Reliance, Idea, Vodafone, and public sector providers BSNL and MTNL. Airtel has a 28% market share of India's GSM subscriber base. It has strengths in its nationwide network footprint and strong brand recognition, but also faces threats from new low-cost entrants and market saturation. The document analyzes Airtel's competitive position and provides recommendations around rural marketing, advertising, and product development.
Virgin mobiles pricing for the very first timeSwapnil Soni
Virgin Mobile aims to address high customer dissatisfaction in the US cellular market through a radically different pricing approach. It plans to eliminate contracts, reduce hidden fees, simplify pricing without buckets or peak/off-peak differentials, and increase handset subsidies to attract customers. This strategy aims to make pricing transparent and flexible to meet customer needs. However, it may face challenges in achieving profitability due to higher expected churn without contracts and lower monthly margins from simplified pricing. Virgin Mobile must carefully set prices to break even on its reduced acquisition costs and maximize customer lifetime value.
The document provides details about the Aditya Birla Group, an Indian conglomerate founded in 1857. It discusses the leadership transition from A.V. Birla to his son Kumar Mangalam Birla in 1995. To prove critics wrong who said he lacked his father's business expertise, K.M. Birla implemented several changes including introducing a retirement policy, corporate logo, recruitment process changes, and moving to a performance-based hierarchy and reporting system. However, analysts felt the company's growth was slower than peers as Birla focused more on profitability than investment.
Micro economic study of Indian telecom industryDipankar Mishra
The Indian mobile subscriber base is likely to sustain the rapid growth recorded in the past few years. Presence of skilled labour pool, improving telecom infrastructure, favourable demographics, rising disposable incomes of consumers, declining tariffs, increasing demand, growing attraction for mobiles with new features and greater availability of handsets at lower prices, are expected to continue driving the growth of the telecom sector, going forward.
However, the companies are likely to encounter a more challenging business environment in the near future, given the sustained fall in ARPUs, rapidly increasing competition and consequent pressure on margins and regulatory risks. Companies with good rural coverage, better operational efficiency, and superior quality of service are likely to stay ahead of competitors.
The industry will also witness the mergers of relatively smaller companies with the big players. Only big three or four players will dominate the market and direct price war may stop and Industry will agree on a standard pricing and competition will on the services and offerings.
India has the second largest amount of agricultural land globally at 179.9 million hectares. It produces a variety of crops due to diverse climatic conditions and soil types. Food grain production reached an all-time high of 259 million tonnes in FY12, with rice and wheat production at 105 and 95 million tonnes respectively. Growing population and incomes are driving demand for agricultural output. The government is undertaking various initiatives to boost production such as increasing irrigation, promoting mechanization, and providing support prices.
A proposed venture capitalist's Futuristic E-Agriculture viewpoint for India, Siddharth Bhattacharya's Vision for making India a strong indigenously self-reliant, developed nation by 2020 having realized vision 2020.
This document summarizes organic agriculture practices in India. It discusses the history and trends of organic farming from pre-green revolution to present day. Key points include India having the second largest area of organic farming globally, various crops grown organically in India, and initiatives by states like Kerala to promote organic farming. Challenges and opportunities for organic agriculture in India are also presented.
The document discusses public-private partnerships (PPPs) in agriculture in India. It defines PPPs as contractual agreements between public and private entities to deliver a service, where both parties share risks and rewards. Common PPP models in India include Build-Operate-Transfer (BOT) models for infrastructure projects. PPPs in agriculture are needed due to India's growing population and food demands, slow agricultural growth rate, and need for private sector investment in seeds, mechanization, and irrigation to boost the sector.
The document discusses the role of agriculture in the Indian economy. It notes that agriculture provides food for over 1 billion people and contributes to 1/6 of export earnings. The Green Revolution significantly increased food production through improved seeds, irrigation, and mechanization. India is a major global producer of crops like milk, rice, wheat and spices. However, agriculture also faces challenges like fragmented land ownership, lack of infrastructure and technology adoption among farmers. The summary calls for increasing farmer literacy, sustainable resource use, and greater government facilitation to boost agricultural production.
Customer satisfaction among b2 b customers of relience communication in tamil...Mohan Suyamburaj
This document summarizes a study on customer satisfaction among business customers of Reliance Communications in Tamil Nadu. The study found that network presence, customer support, key account management, and billing systems were key factors influencing customer satisfaction in the telecom industry. It determined that Reliance Communications customers were most satisfied with network presence, billing systems, and key account management, but less satisfied with customer support and response times for troubleshooting issues. The study concludes that Reliance Communications should focus on improving customer support and reducing response times to address problems in order to increase customer satisfaction.
The document is a major project report submitted by a student named Narender Singh Bhandari to fulfill requirements for a BBA program. The report examines customer satisfaction towards Airtel. It includes an executive summary that outlines Airtel's business operations and growth factors in India. It also provides details about Airtel's network infrastructure, services, and SWOT analysis. The report aims to understand customer psychology and buying behavior to help Airtel develop marketing strategies.
This document provides an overview of Reliance Jio, including its organizational profile and products. Reliance Jio is a subsidiary of Reliance Industries focused on providing 4G mobile and broadband services in India. It holds pan-India licenses and spectrum and aims to provide high-speed internet connectivity and digital services. Reliance Jio offers various apps and services and is building out a next-generation network to handle increasing demand for data and voice.
Presentation on Cellular Industry analysis. In this presentation analysis of Pestel and Porter Five Force Model Analysis.
SV Institute of Management Kadi student
Presenting By: Chirag Dabgar
Impact of reliance jio on telecom sectorAdil Hussain
The document provides an overview of India's telecom industry and policies. It discusses:
- The rapid growth of India's telecom sector since liberalization in the 1990s, with cell phone users growing from zero in 1989 to over a billion by 2016.
- The introduction of the National Telecom Policy in 1994 which facilitated private sector entry and Internet growth on telecom networks.
- The establishment of TRAI in 1997 to regulate tariffs and fulfill commitments of telecom liberalization.
- The introduction of the New Telecom Policy in 1999 to further encourage private investment and address viability concerns of private operators.
The document discusses Bharat Sanchar Nigam Limited (BSNL), the largest telecommunications company in India. It provides an overview of BSNL's history, operations, objectives, services, expansion plans, and strategies. Key points include that BSNL has over 47 million telephone lines, 20 million mobile customers, and aims to provide phone access to every village in India. It discusses BSNL's position as a low-cost provider for rural customers and its strategies around pricing, services, and market share.
Bharti Airtel is the largest private telecom company in India and the third largest wireless operator worldwide. It has a pan-India presence and offers integrated telecom services including wireless, fixed line, broadband, DTH, and enterprise services. Airtel follows a strategy of partnering with global technology leaders and outsourcing non-core operations. It focuses on increasing ARPU and minutes of usage to tap the growing Indian telecom market where demand is rising due to factors like increasing income and urbanization.
Consumer behavior of gsm users in telecom industryVerma Pramod
The document provides an overview of GSM cellular technology and services. It discusses:
- GSM was designed as a 2G digital cellular system using TDMA to allow more users per channel compared to 1G analog. It also introduced encryption for call privacy.
- Core GSM services include digital speech calls and short message service (SMS). Data services up to 9.6 kbps are also supported.
- The GSM network architecture includes base transceiver stations, base station controllers, and a mobile switching center connected to location registers for routing calls.
1) Bharti Airtel is the largest private telecom company in India and the third largest wireless operator in the world. It offers 2G, 3G, and other telecom services across India.
2) The company aims to become India's finest business conglomerate by 2020 through strategic acquisitions and diversification into related sectors like agriculture, financial services, and retail.
3) Bharti Airtel has a strong market position in India's rapidly growing telecom sector but faces high competition and regulatory challenges. It employs a strategy of strategic partnerships, outsourcing, and a focus on customer experience to maintain its leadership position.
The Indian telecom industry is the second largest in the world with over 1.2 billion subscribers as of September 2017. It generated over 2.2 lakh crore in revenue in the same period. Major players in the industry include Airtel, Vodafone-Idea, BSNL, and Reliance Jio. Bharti Airtel is one of the largest telecom companies in India, operating in 17 countries with over 282 million subscribers in India. The industry faces high competition and threat of new entrants. Customer bargaining power is also increasing as switching costs decrease and more value-added services are demanded. Airtel maintains strategic partnerships and a strong network infrastructure to compete effectively.
This document provides an overview of Bharti Airtel's marketing strategies. It discusses Airtel's profile, awards, products and services for consumers and businesses. It then analyzes Airtel using PESTLE factors and performs a SWOT analysis. Recent strategies discussed include outsourcing business operations, partnering with Google, pursuing m-commerce, and engaging in joint ventures. The document also outlines Airtel's corporate social responsibility activities.
This document discusses Reliance Telecom's operations and strategies in India. It provides an overview of Reliance Telecom, including that it has over 40 million customers across 7 states. It also analyzes Reliance's market share and competitors in various states. The document then covers Reliance's product portfolio, pricing strategies, product development process, and a PESTLE analysis. It concludes that Reliance offers reasonable call rates but should focus on improving connectivity and offering lower data packs to sustain growth in the telecom sector.
The Indian telecom sector has experienced high growth rates in recent years, with over 60 lakh new customers added each month. Tariffs have been drastically reduced, bringing world-class services to more accessible prices. Major services include fixed and mobile networks using technologies like copper, fiber optics, GSM, and CDMA. Key government initiatives opening the sector to private players and setting policies have driven expansion. Major players now include Bharti Airtel, Reliance Communications, Vodafone Essar, BSNL, and Idea Cellular, with intense competition among them.
Understanding consumer behavior in rural market for telecom 9959995802
The document discusses the telecom sector in India, with a focus on rural areas. It notes that over two-thirds of India's population lives in rural areas, where telecom penetration has been limited. It suggests that telecom providers should focus on rural India by offering affordable call rates and expanded network coverage. It also notes that rural customers have low awareness of different providers and services, and are more influenced by word of mouth recommendations.
This document provides an analysis of the Indian telecom industry and Idea Cellular. It discusses the size and key players of the industry. It then analyzes Idea Cellular's market share, key financials such as profits and return on equity, strengths, weaknesses, opportunities, threats, and strategies. Porter's five forces model is applied to understand competition. The document also discusses Idea's advertising and promotion strategies.
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2. Blue Ocean Strategy – Indian Telecom Industry
1. Industry Background
Indian telecommunication market is one of the largest in the world, with the number of
telecom subscribers second only to China's. In terms of infrastructure, India's telecommunication
network is the third largest in the world on the basis of its customer base and it has one of the
lowest tariffs in the world enabled by the hyper-competition in its market. The major sectors of
the India telecommunication industry are telephony, internet and broadcasting. Indian telecom
industry underwent a high pace of market liberalization and growth since 1990s and now has
become the world's most competitive and one of the fastest growing telecom markets. India has
the world's second-largest mobile phone user base with over 929.37 million users as of May
2012. It has the world's third-largest Internet user-base with over 121 million as of December
2011.
There are around 15 operators competing in the market for the telecom space in India. As
per the latest annual report from Telecom Regulatory Authority of India (TRAI), the total
revenue in the telecom service sector was INR 1,71,719 crore for the 2010-11 , growth of about
8.7% from the previous year. The capital employed in the sector increased from INR 2,86,837
crore in 2009-10 to INR 3,37,683 crore in 2010-11 i.e. an increase of 17.73 % indicating a
healthy growth of investment in the sector.
2. Why is it a Red Ocean?
Characteristics:
Market Saturation: The market is saturated with urban tele-density (number of telephones per
100 persons) reaching 167% and overall national average is 76%. Further increase of the
customer base seems difficult in the coming years. (Figure 1)
Price War: The industry is one of the most competitive and has the lowest tariff rates than
anywhere in the world. The call rates dropped from INR 16.80 in 1995 to INR 0.30 in 2012.
Operators have been announcing new promotional schemes including reduction in tariffs for
Dipankar Mishra (ESG1105033) Page 1
3. Blue Ocean Strategy – Indian Telecom Industry
voice call, slashing roaming charges and many more such lucrative offers. Due to the fierce price
war the profit margin and return of capital has been declining over the years (Figure 2).
Declining Revenue: Average revenue per user (ARPU) has been falling year on year and most
of the major players have been losing between 10 to 20% in ARPU and going to decline further.
This trend is having negative impact on the bottom-line of all the players. The EPS for almost all
telecom companies are going down and a result share prices is in a declining path.
The tariff war and the trend in declining revenue per user is not a sustainable model going
forward as bottom line growth is seems muted in the coming years.
There are three types of players in Indian telecom services:
State owned companies (BSNL and MTNL)
Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)
Foreign invested companies (Vodafone, Bharti Tele-Ventures, Idea Cellular, Uninor etc)
Foreign direct investment is increasing and new players are entering the market every year.
Figure 1: Tele-Density on India; source: DOT Annual Report
Dipankar Mishra (ESG1105033) Page 2
4. Blue Ocean Strategy – Indian Telecom Industry
Figure 2- Return on Capital Figure 3 – Market Share of Indian Telecom Operators
As-is strategy canvas of the Indian Telecom Industry
Factors Considered (based on offerings from operators and general understanding of industry):
1. Price – Due to competitive nature the price is very low
2. Traditional mobile services – Talk, SMS, MMS, Ringtones etc. .Rated High as these are
standard offerings by the operators.
3. Network Quality and coverage – The mobile infrastructure in India is still not up to the
mark and the Quality of service is effected (rated low based on TRAI report)
4. Internet and broadband services – Most of the major players are offering this service but
the quality and reach is not high. Hence a rating of average is given for this.
5. Pay for what you use – While most of the operators offer full talk time, but most of time
operators add value added services like ringtone, daily astrology reports etc without
customer consent. TRAI report also shows that there is deterioration on QoS in metering
and billing credibility. The rating has been given Low.
6. Roaming Charges – Roaming charges in India are quire erratic and just moving even
within a state attracts roaming charges although the operator does not incur in cost.
7. Variety in Usage plans – Every operator has multiple usage plans for both post pad and
pre-paid services. Hence the rating of very high is given for this.
Dipankar Mishra (ESG1105033) Page 3
5. Blue Ocean Strategy – Indian Telecom Industry
8. Traditional Value added services- Standard value added services like call forwarding,
itemized billing, caller ringtones, music downloads are now a standard in the Indian
telecom industry. However there is lot of scope for adding more features and hence the
rating given is average
9. M Commerce – Though most of the providers offer this services , the penetration is still
low because of security and customer awareness issue.
10. Video Calls – New 3G players are only offering his service but the pricing is very high.
So this parameter has been ranked low.
11. Entertainment (music download, IPTV) - Penetration is quite low and most of the
subscribers do not see much value in the in this offering. The main reason behind is the
higher pricing and content not meeting expectations. Hence is parameter is ranked low.
12. Customer Services – Normally the high customer base is managed by comparatively
lower customer support executives; the QoS in this parameter is low.
1= V Low
Red Ocean Strategy Canvas 2= Low
3=Average
6 4=High
5=V high
5
4
3
2
1
0
Dipankar Mishra (ESG1105033) Page 4
6. Blue Ocean Strategy – Indian Telecom Industry
3. Creating a Blue Ocean
Using the four action framework -Eliminate, Reduce, Raise and create following a following
ERRC grid.
Eliminate Raise
Variety of usage plans Network Quality and Coverage
Charges for Value added services Internet and Broadband services
like Call forwarding, Ringtones, Pay for what you use
itemized billing etc. Entertainment (Music , IPTV)
Roaming Charges M Commerce
Video Calls
Reduce Create
Traditional Value added services Private Networks
(via SMS) Wireless Health Care applications
Telco App Store
Eliminate:
1. The variety in usage plan can be completely eliminated and instead “pay for what you use
“can be increased.
2. Customers do not consider some of the services which provider terms as value added ,
hence they should be eliminated
3. Most of the developed nations do not have roaming charges and India too can replicate
that. If the subscriber is in a different mobile circle then a onetime nominal charge can be
applied.
4. Video Calls requires high bandwidth usage and the locations where Indian subscribers
use their mobile (on the go) is not suitable for Video chats. This segment can move to the
internet service provides
Reduce:
1. Traditional Value Added Services: Some of the so called value added services by Telco’s
are actually SMS based and not really value added. Most of these services are push based
which subscribers do not always want. Hence reducing this offering.
Dipankar Mishra (ESG1105033) Page 5
7. Blue Ocean Strategy – Indian Telecom Industry
Raise:
1. Network Quality and service – This is one area where most of the telco operators in India
are not up to mark. Even major players like Bharti and Vodafone have signal, call
disruption issues. Improving in this category will give higher customer satisfaction and
customer retention.
2. Internet and Broadband services – The broadband services offered by telcos are not up to
expectation as the speed is quite low and pricing on the higher bandwidth segment is
comparatively high. Improvement is this offering can bring in new customers who are on
the move and requires internet connections on the move.
3. Pay for what you use – New customer acquisition specially the mobile internet users is
possible if this pricing policy is adapted.
4. Entertainment – The entertainment offering is mostly restricted to music downloads and
mobile TV in a low scale. This segment can be expanded with online gaming, books
improved mobile TV and affordable prices, etc.
5. M Commerce – M commerce (like Banking transaction, utility bill payment etc) have a
big way to go as this offerings are at nascent stage. This will surely increase the revenue
to telcos and acquire new customers.
Create:
1. Private Networks – Small and medium enterprises who cannot invest to have dedicated
networks can buy this offering from telcos.
2. Wireless Heath Care applications – Personal aps such as patient monitoring systems,
alerts, medicine refilling prescription etc can bring in new user base especially in the
rural areas where mobile penetration is still low.
3. Telco App stores – Telcos can generate revenue by providing new apps (like secure
mobile payment apps, gaming, entertainment, news etc.
The creation of these services does not require high investments from Telecom operators and
existing bandwidth can be utilized.
To-be Strategy
Dipankar Mishra (ESG1105033) Page 6
8. Blue Ocean Strategy – Indian Telecom Industry
1= V Low
Blue Ocean Strategy Canvas 2= Low
3=Average
6 4=High
5=V high
5
4
3
2
1
0
Red Ocean Blue Ocean
4. Blue Ocean – Create New Service lines
The next wave of subscriptions will come from semi-urban and rural areas. The penetration
of mobile phones in urban areas is already more than 150% and in rural areas it is ~ 38% (Figure
1) As the 3G spectrum is becoming operational , focus must be given on the Non-Voice offerings
in the urban sector and extend the basic services in the rural sector to capture the market. The
strategy should to align to the above goals.
The top five to six products such as game based applications, music download continue to form
close to 90% of VAS (Value Added Services) revenues, and have become easily replicable. The
other types of services such as governance, education, and commerce constitute only 10-15% of
VAS revenues, leaving large scope for growth.
In the rural segment services such as
Selling and procurement information and support for farm commodities
Educating farming community on best practices
Delivery of healthcare and education to remote village via the mobile broadband network
Regional language content, and news
Dipankar Mishra (ESG1105033) Page 7
9. Blue Ocean Strategy – Indian Telecom Industry
Access to government services on Mobile-Based Service (MBS) platform individually or
on CSC (Common Service Centre) model
In the urban segment services such as
Mobile banking and commerce
Tele-education
Tele-medicine
Location information, Area maps etc.
Home based services such as home security monitoring and personal emergency services
Easy access to services such as government services, utilities etc can be potential
successes.
The ERRC Grid will look like this
Eliminate Raise
Variety of usage plans Network Quality and Coverage
Charges for Value added Internet and Broadband services
services like Call forwarding, Pay for what you use
Ringtones, itemized billing etc. Entertainment (Music , IPTV)
Roaming Charges M Commerce
Video Calls
Reduce Create
Traditional Value added services Private Networks
(via SMS) Wireless Health Care applications
Telco App Store
Non Voice Services
o Real Time Agriculture
information
o Banking Services (Remittance,
Micro Payments)
o M-Governance
o M-Education
o Vernacular Content
o Location Information and area
maps
Home Based Services
o Home Security Monitoring
o Personal Emergency
Dipankar Mishra (ESG1105033) Page 8
10. Blue Ocean Strategy – Indian Telecom Industry
The Extended Strategy Canvas will look as below
1= V Low
Blue Ocean Strategy Canvas 2= Low
3=Average
6 4=High
5=V high
5
4
3
2
1
0
Red Ocean Blue Ocean
5. Conclusion
By using the framework we can conclude that “Blue Ocean” strategy can be applied to the Indian
Telecom industry. The factors which come out are network quality and coverage, quality of
customer service, Pay for what you use and better and more meaningful Value added services.
.This new market strategy will help Indian Telecom operators to enhance their competitiveness
in the existing market and capture new customers from the rural and semi-urban segment. Finally
the implementation of India’s telecom industry has posed unique challenges for mobile
operators. Although the market is competitive but there is lot more is possible to do enhance
customer experience. Non Voice services are a great opportunity to rescue the industry from the
declining ARPU.
However, stakeholders across the value chain will have to work collaboratively to overcome
barriers and create a business ecosystem that generates fair rewards for all the players.
Dipankar Mishra (ESG1105033) Page 9
11. Blue Ocean Strategy – Indian Telecom Industry
References:
1. http://www.Wikipedia.org
2. http://online.wsj.com/article/SB10001424052702303567704577518252781590644.html?
mod=googlenews_wsj
3. http://www.economist.com/node/18836120
4. Department of Telecommunications (Annual Report)
5. http://www.trai.gov.in/WriteReadData/PressRealease/Document/quarterly%20press%20r
elease.pdf
6. http://www.trai.gov.in/WriteReadData/UserFiles/Documents/AnuualReports/ar_10_11.pd
f
Dipankar Mishra (ESG1105033) Page 10