Softbank is Japan's third largest telecom provider seeking to expand its strategy. It currently generates revenue through mobile services after acquiring Vodafone Japan in 2006. While growing subscribers, it faces competition from NTT Docomo and KDDI Corp who innovate new products. The document analyzes Softbank's position using Porter's Five Forces and recommends expanding into new markets through joint ventures or becoming a mobile virtual network operator to increase advertising revenue and consolidate its ecosystem.
SoftBank is a large Japanese telecommunications and internet corporation established in 1981. It provides services across mobile communications, broadband, e-commerce, internet, and more through major subsidiaries like SoftBank Mobile, Yahoo Japan, and Sprint Corporation. SoftBank aims to contribute to peoples' happiness through innovative information services and has expanded globally through strategic acquisitions of companies like Sprint and Supercell. It continues growing its business in areas like mobile, online commerce, and cloud services.
Softbank Japan - Technology Strategy AnalysisMadhuranath R
Technology Strategy for the next decade for Softbank Japan. This paper is intended as an academic work only and any discrepancies or incorrect hypotheses may not be held against the author.
SoftBank is an internet and telecommunications group led by the charismatic Masayoshi Son. As an investment company, SoftBank achieved a 9-times return on invested capital. SoftBank succeeded to turn around the Japan's third largest mobile operator, acquired in 2006 from Vodafone, and recently acquired SPRINT. SoftBank aims to be Number 1 on global telecommunications with a 30 year plan.
This market research analyses the SoftBank Group, corporate strategy, investments, acquisitions, financial results and market share data.
A comparison pitting Softbank .vs. KDDI in terms of Mobile Business Strategy for the future.
One of my first eBiz team slide decks, Fall semester 2006...
The Capstone Project for the Specialization: International Marketing & Cross Industry Growth. The project analyzes Softbank Group Corporation which consists of:
1. Milestone 1: Situation Analysis
2. Milestone 2: Marketing Mix Analysis
3. Milestone 3: Cross Country Innovation
4. Milestone 4: Cross Industry Innovation
Softbank, a Japanese wireless provider, is considering acquiring Sprint, a US telecom company, to expand globally. Key points of the analysis include:
- Softbank has a successful track record in Japan and is seeking international growth
- Sprint needs capital investment to turnaround its subscriber losses in the US market
- A combined Softbank-Sprint would create the largest telecom provider in Japan and give Softbank a strong US presence through Sprint's network and ownership of Clearwire
- Valuation analyses estimate the combined company's value at $4.46 to $7.78 per share, including $3 billion in annual synergies from cost savings and operational efficiencies.
This document provides a strategic analysis of NTT Docomo's business as of 2014 and beyond. It discusses NTT Docomo's current dominant position in Japan with 60 million customers but also increasing competition from Softbank and KDDI. The document performs a Porter's Five Forces analysis showing high competition and barriers to entry. It recommends that NTT Docomo continue innovating with new products and services, expand internationally, and maintain strategic partnerships to sustain its growth beyond existing offerings like i-mode and FOMA.
SoftBank is a large Japanese telecommunications and internet corporation established in 1981. It provides services across mobile communications, broadband, e-commerce, internet, and more through major subsidiaries like SoftBank Mobile, Yahoo Japan, and Sprint Corporation. SoftBank aims to contribute to peoples' happiness through innovative information services and has expanded globally through strategic acquisitions of companies like Sprint and Supercell. It continues growing its business in areas like mobile, online commerce, and cloud services.
Softbank Japan - Technology Strategy AnalysisMadhuranath R
Technology Strategy for the next decade for Softbank Japan. This paper is intended as an academic work only and any discrepancies or incorrect hypotheses may not be held against the author.
SoftBank is an internet and telecommunications group led by the charismatic Masayoshi Son. As an investment company, SoftBank achieved a 9-times return on invested capital. SoftBank succeeded to turn around the Japan's third largest mobile operator, acquired in 2006 from Vodafone, and recently acquired SPRINT. SoftBank aims to be Number 1 on global telecommunications with a 30 year plan.
This market research analyses the SoftBank Group, corporate strategy, investments, acquisitions, financial results and market share data.
A comparison pitting Softbank .vs. KDDI in terms of Mobile Business Strategy for the future.
One of my first eBiz team slide decks, Fall semester 2006...
The Capstone Project for the Specialization: International Marketing & Cross Industry Growth. The project analyzes Softbank Group Corporation which consists of:
1. Milestone 1: Situation Analysis
2. Milestone 2: Marketing Mix Analysis
3. Milestone 3: Cross Country Innovation
4. Milestone 4: Cross Industry Innovation
Softbank, a Japanese wireless provider, is considering acquiring Sprint, a US telecom company, to expand globally. Key points of the analysis include:
- Softbank has a successful track record in Japan and is seeking international growth
- Sprint needs capital investment to turnaround its subscriber losses in the US market
- A combined Softbank-Sprint would create the largest telecom provider in Japan and give Softbank a strong US presence through Sprint's network and ownership of Clearwire
- Valuation analyses estimate the combined company's value at $4.46 to $7.78 per share, including $3 billion in annual synergies from cost savings and operational efficiencies.
This document provides a strategic analysis of NTT Docomo's business as of 2014 and beyond. It discusses NTT Docomo's current dominant position in Japan with 60 million customers but also increasing competition from Softbank and KDDI. The document performs a Porter's Five Forces analysis showing high competition and barriers to entry. It recommends that NTT Docomo continue innovating with new products and services, expand internationally, and maintain strategic partnerships to sustain its growth beyond existing offerings like i-mode and FOMA.
KDDI is one of the three leading Japanese mobile and fixed line (FTTH) telecommunications operators, competing with SoftBank and NTT-Docomo.
This report helps understand KDDI - KDDI's origins, strategy, networks, financial data, market shares and subscriber numbers, and of course also products and services, and KDDI's position and trajectory in Japan's telecom markets.
Japan's telecommunications industry size is on the order of US$ 200 billion for the operators alone, and annualy about US$ 20 billion are invested in networks. Japan's has one of the world's most advanced cellular networks. With Softbank's acquisition of SPRINT-Nextel, Softbank has attracted global attention, and Softbank's charismatic founder and leader, Masayoshi Son has declared that "as a man, he of course wants to be Number One" expressing his hope to grow Softbank into the global telecommunications leader.
This report gives a thorough overview of Japan's telecommunications markets, with a wealth of statistical and financial data in visualized graphical form with analysis and trends.
Docomo pioneered the mobile internet by introducing i-Mode to Japan's market on February 22, 1999, and was the first operator to bring 3G to market. While Docomo has been less successful to capture global value from these pioneering developments, Docomo is one of the most successful and admired mobile operators. This report presents many financial and market data together with analysis, and also gives a thorough overview of Docomo's pioneering i-Mode services.
1. The document provides an analysis of the Japanese internet market and outlines strategies for developing an internet business.
2. It examines trends in the Japanese internet market like projected growth in e-commerce and mobile commerce. Demographic data on internet users is also analyzed.
3. The document discusses approaches for positioning a new internet business, including clarifying the business domain, targeting specific customer clusters, and leveraging strengths. Matrices are provided for evaluating business models and execution strategies.
The document discusses NTT DoCoMo's vision, mission, strategies, and initiatives. It summarizes DoCoMo's goal of dominating Japan's cell phone market through its i-Mode mobile internet service in the 1990s. The document also examines DoCoMo's global strategies of expanding abroad through small investments rather than acquisitions as it aimed for worldwide leadership in both cellular and internet services. It questions whether DoCoMo's strategies to increase revenue amid market saturation and competition will enable it to retain its leading market share.
DoCoMo outlined four main goals in its vision statements: 1) Refine its brand and strengthen customer ties, 2) Incorporate customer feedback to exceed expectations, 3) Continue innovating to earn global respect, and 4) Develop an energetic staff capable of overcoming challenges. The document then discusses DoCoMo's strategies to achieve these goals, including strengthening its i-Mode service, expanding globally through minority investments, and launching new 3G services.
NTT Docomo launched i-mode in 1999, which was the world's first commercial mobile internet service based on packet-switched technology. I-mode offered "always-on" internet access through features like email, browsing, and downloads via a mini-browser on mobile phones. By utilizing compact HTML (cHTML) and working with partners, i-mode was able to quickly grow and become popular in Japan with over 30 million users by 2001. However, growth stagnated after 2002 with the rise of competitors and consumers beginning to access the internet via PCs more than mobile phones.
Japan Mobile Internet Report: Carriers, Handsets, Content and Services PreviewChristopher Billich
This 3-sentence summary provides the key details about the document:
The document is titled "The Japan Mobile Internet Report" and was published on September 5, 2007, authored by Christopher Billich, Lawrence Cosh-Ishii, and Daniel Scuka. It discusses Japan's mobile market, noting that Japan generates 40% of global mobile data revenues, three-quarters of the Japanese population uses the mobile web, and four-fifths of users have 3G devices, with over $8 billion in annual revenues from mobile content and commerce alone.
NTT Docomo launched i-mode in 1999, becoming Japan's dominant mobile internet service provider. Key to i-mode's success were affordable prices, small handsets, an email system optimized for mobile use, and a large selection of content from partners. However, i-mode soon faced challenges from competitors gaining market share and complaints about its control over the mobile content market in Japan. When trying to expand internationally, i-mode encountered different consumer behaviors and business models in the US and European markets.
NTT DOCOMO is Japan's largest mobile phone operator and has been at the forefront of mobile innovation in Japan since its founding in 1992. It launched I-Mode in 1999, which was revolutionary as one of the first mobile internet platforms and helped DOCOMO become the dominant player in Japan's mobile market. While its 3G service FOMA struggled initially in the early 2000s, DOCOMO recovered through aggressive marketing and new handset launches. It has maintained its leading market share in Japan with over 40 million subscribers currently on its 2G I-Mode and 3G FOMA networks.
Samsung vs Nokia-Comparative Marketing AnalysisPinnakk Paul
Nokia and Samsung are two leading mobile phone manufacturers. Nokia has been the world's largest manufacturer of mobile phones for many years, with a global market share of around 38% in 2007. Samsung is also a major player in the global mobile phone market. The document provides an overview of the mobile phone industry in India and the key developments in that market between 2004-2008. It then profiles Nokia and Samsung, describing their history, product lines, marketing strategies, and role in the Indian mobile market.
Tata DOCOMO launched in India in 2009 as the eighth mobile operator in an extremely competitive market. They partnered with Wolff Olins to develop a brand identity focused on being pioneering and unconventional, inspiring customers to "do new, different and better things". The 'DO' brand launched with innovative pricing plans and was an instant success, reaching its annual subscriber target in less than 90 days and becoming the fastest growing network in India with over 10 million customers after 18 months.
"The business of Mobile in Tokyo" Lars Cosh-Ishii, Representative Director da Mobikyo apresenta o ecossistema Mobile no Japão e como o pais se transformo em um business model de sucesso para pagamento via celular. Fotos e vídeo no site http://momorio.com
Samsung overtook Nokia as the top mobile phone company by successfully transitioning its portfolio to focus on smartphones while Nokia failed to do so. Samsung's smartphone sales grew significantly from 10% to nearly 50% of its total sales as it aggressively expanded into lower price points. In contrast, Nokia's smartphone sales stagnated and declined from 24% to 14% of its total as it bet on continued demand for feature phones but faced stiff competition in smartphones. This strategic difference in focusing on smartphones allowed Samsung to surpass Nokia's total mobile phone shipments for the first time.
The document discusses conducting a SWOT analysis of the telecommunications industry. A SWOT analysis examines the strengths, weaknesses, opportunities, and threats of an organization. For the telecom industry, strengths may include assets owned and customer satisfaction. Weaknesses could be unprofitable areas or lack of resources. Opportunities may arise from new customers or government subsidies. Threats include new competitors, a failing economy, or free alternative communication options that could reduce sales. The analysis would help the industry understand its current problems to improve business performance.
The document analyzes Apple's strategy in partnering with mobile operators in different markets. It proposes that Apple likely uses a "Strategic Calculator" to determine which operators to partner with based on factors like Average Revenue Per User (ARPU). Operators with high ARPU that can offset iPhone subsidies without decreasing profits are most appealing. Apple also considers an operator's market share, preferring smaller operators that have more to gain in market share. The document analyzes different partnership scenarios based on these factors to understand Apple's strategic decisions in entering new markets.
This report analyzes potential price plans for the iPhone if introduced in Korea by mobile carriers SK Telecom and KT. It examines pricing strategies in other countries where the iPhone has launched. Based on average revenue per user (ARPU) and subsidies paid to Apple, the report estimates monthly plans for SKT could be $56-67,200 won and KT $53-63,600 won. These prices position the iPhone user's ARPU between USA and Japan levels relative to GDP and are considered feasible for the Korean market.
Apple announced a new iPhone Upgrade Program that allows customers to upgrade to a new iPhone every 12 months for $32-47 per month depending on the model. This program is facilitated by lending from Citizens One bank and trade-ins handled by Brightstar Corp. Apple will likely recognize full revenue and costs for the initial phone sale, and may accrue a liability for the expected cost of replacing traded-in phones to offset future losses. There is risk this program could cannibalize sales of older iPhone models if many used phones flood the market, but may also accelerate iPhone replacements and temporarily boost sales.
The document provides details of a presentation on consumer preferences for Nokia mobile phones in India. It includes sections on Nokia's operations in India, popular Nokia mobile phone categories, objectives and methodology of the consumer survey, data analysis and key findings. The survey found that most customers change their Nokia phone every 1-2 years, pay Rs. 5,000-10,000, and are influenced by friends when purchasing Nokia mobiles.
marketing strategy
smartphone case study
• Introduction
• Smartphones industry in last few years
• Major players and their strategies
• Differences between Apple & Samsung marketing strategy
• More success company
• Particular naming strategy used by company in this industry
• Key success factor in current industry
• Similarities between Marketplace simulation & Mobile phone industry
• Lesson drawn from mobile phone industry which could be used in Marketplace simulation
Safaricom marketing mix and it's environmentFred Mmbololo
This document provides an overview of Safaricom's marketing mix and environment. It begins with a brief history of Safaricom and discusses its vision, strategic analysis, and segmentation using the STP model. It then defines marketing and explores Safaricom's marketing mix using the 7Ps and 4Cs frameworks. The document examines Safaricom's products, the external environment through PESTLE analysis, competition using Porter's 5 forces, and future opportunities via Ansoff's matrix. It concludes with a disclaimer.
Safaricom marketing mix and it's environmentFred Mmbololo
Marketing plays a fundamental role in enhancing a company’s growth and performance in capturing new markets, retaining the market and stimulating financial strengths in income returns of an organization.
KDDI is one of the three leading Japanese mobile and fixed line (FTTH) telecommunications operators, competing with SoftBank and NTT-Docomo.
This report helps understand KDDI - KDDI's origins, strategy, networks, financial data, market shares and subscriber numbers, and of course also products and services, and KDDI's position and trajectory in Japan's telecom markets.
Japan's telecommunications industry size is on the order of US$ 200 billion for the operators alone, and annualy about US$ 20 billion are invested in networks. Japan's has one of the world's most advanced cellular networks. With Softbank's acquisition of SPRINT-Nextel, Softbank has attracted global attention, and Softbank's charismatic founder and leader, Masayoshi Son has declared that "as a man, he of course wants to be Number One" expressing his hope to grow Softbank into the global telecommunications leader.
This report gives a thorough overview of Japan's telecommunications markets, with a wealth of statistical and financial data in visualized graphical form with analysis and trends.
Docomo pioneered the mobile internet by introducing i-Mode to Japan's market on February 22, 1999, and was the first operator to bring 3G to market. While Docomo has been less successful to capture global value from these pioneering developments, Docomo is one of the most successful and admired mobile operators. This report presents many financial and market data together with analysis, and also gives a thorough overview of Docomo's pioneering i-Mode services.
1. The document provides an analysis of the Japanese internet market and outlines strategies for developing an internet business.
2. It examines trends in the Japanese internet market like projected growth in e-commerce and mobile commerce. Demographic data on internet users is also analyzed.
3. The document discusses approaches for positioning a new internet business, including clarifying the business domain, targeting specific customer clusters, and leveraging strengths. Matrices are provided for evaluating business models and execution strategies.
The document discusses NTT DoCoMo's vision, mission, strategies, and initiatives. It summarizes DoCoMo's goal of dominating Japan's cell phone market through its i-Mode mobile internet service in the 1990s. The document also examines DoCoMo's global strategies of expanding abroad through small investments rather than acquisitions as it aimed for worldwide leadership in both cellular and internet services. It questions whether DoCoMo's strategies to increase revenue amid market saturation and competition will enable it to retain its leading market share.
DoCoMo outlined four main goals in its vision statements: 1) Refine its brand and strengthen customer ties, 2) Incorporate customer feedback to exceed expectations, 3) Continue innovating to earn global respect, and 4) Develop an energetic staff capable of overcoming challenges. The document then discusses DoCoMo's strategies to achieve these goals, including strengthening its i-Mode service, expanding globally through minority investments, and launching new 3G services.
NTT Docomo launched i-mode in 1999, which was the world's first commercial mobile internet service based on packet-switched technology. I-mode offered "always-on" internet access through features like email, browsing, and downloads via a mini-browser on mobile phones. By utilizing compact HTML (cHTML) and working with partners, i-mode was able to quickly grow and become popular in Japan with over 30 million users by 2001. However, growth stagnated after 2002 with the rise of competitors and consumers beginning to access the internet via PCs more than mobile phones.
Japan Mobile Internet Report: Carriers, Handsets, Content and Services PreviewChristopher Billich
This 3-sentence summary provides the key details about the document:
The document is titled "The Japan Mobile Internet Report" and was published on September 5, 2007, authored by Christopher Billich, Lawrence Cosh-Ishii, and Daniel Scuka. It discusses Japan's mobile market, noting that Japan generates 40% of global mobile data revenues, three-quarters of the Japanese population uses the mobile web, and four-fifths of users have 3G devices, with over $8 billion in annual revenues from mobile content and commerce alone.
NTT Docomo launched i-mode in 1999, becoming Japan's dominant mobile internet service provider. Key to i-mode's success were affordable prices, small handsets, an email system optimized for mobile use, and a large selection of content from partners. However, i-mode soon faced challenges from competitors gaining market share and complaints about its control over the mobile content market in Japan. When trying to expand internationally, i-mode encountered different consumer behaviors and business models in the US and European markets.
NTT DOCOMO is Japan's largest mobile phone operator and has been at the forefront of mobile innovation in Japan since its founding in 1992. It launched I-Mode in 1999, which was revolutionary as one of the first mobile internet platforms and helped DOCOMO become the dominant player in Japan's mobile market. While its 3G service FOMA struggled initially in the early 2000s, DOCOMO recovered through aggressive marketing and new handset launches. It has maintained its leading market share in Japan with over 40 million subscribers currently on its 2G I-Mode and 3G FOMA networks.
Samsung vs Nokia-Comparative Marketing AnalysisPinnakk Paul
Nokia and Samsung are two leading mobile phone manufacturers. Nokia has been the world's largest manufacturer of mobile phones for many years, with a global market share of around 38% in 2007. Samsung is also a major player in the global mobile phone market. The document provides an overview of the mobile phone industry in India and the key developments in that market between 2004-2008. It then profiles Nokia and Samsung, describing their history, product lines, marketing strategies, and role in the Indian mobile market.
Tata DOCOMO launched in India in 2009 as the eighth mobile operator in an extremely competitive market. They partnered with Wolff Olins to develop a brand identity focused on being pioneering and unconventional, inspiring customers to "do new, different and better things". The 'DO' brand launched with innovative pricing plans and was an instant success, reaching its annual subscriber target in less than 90 days and becoming the fastest growing network in India with over 10 million customers after 18 months.
"The business of Mobile in Tokyo" Lars Cosh-Ishii, Representative Director da Mobikyo apresenta o ecossistema Mobile no Japão e como o pais se transformo em um business model de sucesso para pagamento via celular. Fotos e vídeo no site http://momorio.com
Samsung overtook Nokia as the top mobile phone company by successfully transitioning its portfolio to focus on smartphones while Nokia failed to do so. Samsung's smartphone sales grew significantly from 10% to nearly 50% of its total sales as it aggressively expanded into lower price points. In contrast, Nokia's smartphone sales stagnated and declined from 24% to 14% of its total as it bet on continued demand for feature phones but faced stiff competition in smartphones. This strategic difference in focusing on smartphones allowed Samsung to surpass Nokia's total mobile phone shipments for the first time.
The document discusses conducting a SWOT analysis of the telecommunications industry. A SWOT analysis examines the strengths, weaknesses, opportunities, and threats of an organization. For the telecom industry, strengths may include assets owned and customer satisfaction. Weaknesses could be unprofitable areas or lack of resources. Opportunities may arise from new customers or government subsidies. Threats include new competitors, a failing economy, or free alternative communication options that could reduce sales. The analysis would help the industry understand its current problems to improve business performance.
The document analyzes Apple's strategy in partnering with mobile operators in different markets. It proposes that Apple likely uses a "Strategic Calculator" to determine which operators to partner with based on factors like Average Revenue Per User (ARPU). Operators with high ARPU that can offset iPhone subsidies without decreasing profits are most appealing. Apple also considers an operator's market share, preferring smaller operators that have more to gain in market share. The document analyzes different partnership scenarios based on these factors to understand Apple's strategic decisions in entering new markets.
This report analyzes potential price plans for the iPhone if introduced in Korea by mobile carriers SK Telecom and KT. It examines pricing strategies in other countries where the iPhone has launched. Based on average revenue per user (ARPU) and subsidies paid to Apple, the report estimates monthly plans for SKT could be $56-67,200 won and KT $53-63,600 won. These prices position the iPhone user's ARPU between USA and Japan levels relative to GDP and are considered feasible for the Korean market.
Apple announced a new iPhone Upgrade Program that allows customers to upgrade to a new iPhone every 12 months for $32-47 per month depending on the model. This program is facilitated by lending from Citizens One bank and trade-ins handled by Brightstar Corp. Apple will likely recognize full revenue and costs for the initial phone sale, and may accrue a liability for the expected cost of replacing traded-in phones to offset future losses. There is risk this program could cannibalize sales of older iPhone models if many used phones flood the market, but may also accelerate iPhone replacements and temporarily boost sales.
The document provides details of a presentation on consumer preferences for Nokia mobile phones in India. It includes sections on Nokia's operations in India, popular Nokia mobile phone categories, objectives and methodology of the consumer survey, data analysis and key findings. The survey found that most customers change their Nokia phone every 1-2 years, pay Rs. 5,000-10,000, and are influenced by friends when purchasing Nokia mobiles.
marketing strategy
smartphone case study
• Introduction
• Smartphones industry in last few years
• Major players and their strategies
• Differences between Apple & Samsung marketing strategy
• More success company
• Particular naming strategy used by company in this industry
• Key success factor in current industry
• Similarities between Marketplace simulation & Mobile phone industry
• Lesson drawn from mobile phone industry which could be used in Marketplace simulation
Safaricom marketing mix and it's environmentFred Mmbololo
This document provides an overview of Safaricom's marketing mix and environment. It begins with a brief history of Safaricom and discusses its vision, strategic analysis, and segmentation using the STP model. It then defines marketing and explores Safaricom's marketing mix using the 7Ps and 4Cs frameworks. The document examines Safaricom's products, the external environment through PESTLE analysis, competition using Porter's 5 forces, and future opportunities via Ansoff's matrix. It concludes with a disclaimer.
Safaricom marketing mix and it's environmentFred Mmbololo
Marketing plays a fundamental role in enhancing a company’s growth and performance in capturing new markets, retaining the market and stimulating financial strengths in income returns of an organization.
This document provides an executive summary and analysis of Samsung's strategic position in the Chinese mobile phone market. It discusses Samsung's corporate structure and history in China. A PESTLE analysis identifies political, economic, social, technological, and environmental factors impacting Samsung's business. A SWOT analysis examines Samsung's strengths, weaknesses, opportunities, and threats. The rising threat from Chinese competitors like Xiaomi who target rural users is discussed. Strategic options like collaboration and multi-channel structures are considered to address Samsung's falling market share.
The document analyzes J2 Global Communications (JCOM) and finds its stock undervalued. Key reasons for undervaluation are embedded expectations that JCOM's core eFax business is declining, lack of belief in management's ability, and skepticism around cash usage. However, the analysis identifies catalysts that could drive the stock price up, including continued ROI growth exceeding expectations, strategic fit of recent acquisitions, and understanding that eFax remains innovative in new markets.
Corporate finance strategy project on digi analysis ks Chan
This document provides a strategic financial project analysis of DiGi, a major Malaysian telecommunications company. It includes a SWOT analysis that identifies DiGi's strengths as innovation and low cost leadership, while weaknesses include growing costs and market saturation. Opportunities exist in mobile broadband and new business models. Threats include increased competition. The document also analyzes DiGi's financial position, shareholder wealth, and recommends financial strategies like reducing debt and increasing equity to improve its position in a mature industry facing new challenges.
The document provides a summary of a marketing requirements document (MRD) for a product called "Babylon-6" that enables teleportation. The MRD outlines key requirements such as addressing the emerging need for teleportation, improving diagnostics through telepathy, and boosting networking performance. It describes target customer categories including current customers, mergers and acquisitions firms, and plastics manufacturers. The MRD also covers the product's business model, affected groups within the company, a bill of materials, internally and externally committed requirements, desirable future requirements, and features not being implemented.
Term Paper Report on Prospects of Mobile Cloud ComputingOmar Faruk
This document is a term paper report on the prospects of mobile cloud computing in Bangladesh. It begins with an introduction to cloud computing, including the different types of clouds (infrastructure as a service, platform as a service, software as a service) and deployment models (public, private, hybrid, community). It then discusses mobile cloud computing and the key components of mobile applications, contents, and services. The report will analyze the supply and demand sides of mobile cloud computing in Bangladesh, identify technological trends and barriers, and provide recommendations to maximize the untapped potential of this sector.
The document provides an executive summary and detailed report for the Forange, a new wearable device being developed by Kiwi Inc. that combines the functions of a tablet, smartphone, and smartwatch. It includes sections on management, development, and commercialization of the product. Key details include an analysis of the industry landscape, goals and strategy for the product, conceptual designs, prototyping plans, and financial forecasts. The report aims to guide the project from initial planning through development and commercial release of the Forange.
Focus group industry challenges for prospective sellers (Repaired)Brett Watkins
The document discusses rapid changes happening in the focus group facility industry. Some key challenges include half of similar companies closing since 2007, increased competition, commoditization, and new technologies competing with traditional in-person qualitative research. The industry is consolidating, with larger networks offering discounts and administrative advantages. independently owned facilities struggle to keep up technologically and financially. The conclusions are that further industry consolidation is inevitable, the longevity of focus group facilities is uncertain, and independently owned facilities face declining profits and multiples too low for viable exits.
This document analyzes Samsung's growth strategy and core competencies. It discusses Samsung's financial performance, market share, and key ratios compared to Apple. Samsung has a global R&D network, strong production capabilities, and pursues vertical integration. However, its market share and profits have declined recently as it loses share in high-end and low-end smartphone markets to competitors like Apple and Chinese brands. The document considers options for Samsung's sustainable growth strategy going forward.
The document proposes a business model for an electronic market intermediary to connect buyers and sellers of supply chain management (SCM) software in India. It notes the fragmentation in the SCM software market with many sellers and complexity across industries. There is a need for an intermediary to help buyers, especially small and medium enterprises, navigate the market by reducing search costs, providing recommendations on suitable software, and addressing issues like lack of awareness and high costs that have slowed adoption. The proposed intermediary would create an online marketplace and consortium to match buyers and sellers more efficiently.
Market share analysis india-based providers' performance show mixed results ...Semalytix
Summary:
Collectively and individually, the impact of the six leading India-based IT services providers continued in 2009, with HCL, Cognizant, Wipro, TCS, and Infosys (in order of growth rates) all achieving growth that outpaced the rest of the market,
Key Findings
• In 2009, the top six India-based providers' collective share of the global IT services market was 2.7%, up slightly from their 2.5% share in 2008.
• The largest of the India-based providers, TCS, with $5.7 billion in worldwide revenue in 2009, is ranked No. 25 in overall IT services market share
• The top India-based performers in total IT services revenue growth were HCL (27.6% annual growth on $2.2 billion in revenue) and Cognizant (16.4% growth on $3.1 billion in revenue). In rank order, HCL moved up from 75th position in 2008 to 60th in 2009 and Cognizant moved up from 48th to 42nd in the same time period.
• The top six India-based providers are also clearly diversifying their geographic presence, as well as expanding their service lines
HCL:
HCL recorded the highest growth in 2009, benefiting from the acquisition of SAP consultancy Axon, as well as winning some large total outsourcing deals signed in 2008, revenue of which flowed into the subsequent quarters of 2009. These total outsourcing deals also included rebadging of client employees quite unlike other Indian providers. High growth was also the result of aggressive and focused sales efforts to retain clients. Moreover, HCL experienced relatively little impact in the vendor consolidation activity during the downturn, which signifies high customer satisfaction among HCL's clients; contributing factors of quality process focus, as well as the company's "employee first, customer second" principle. HCL's acquisition of Axon also yielded business growth, as it continued to upsell/cross-sell services to this newly acquired client base.
Internet of Things Investment Report - February 2017Harbor Research
Harbor Research releases IoT investment and corporate development report. The IoT landscape has been busy over the past month with over $3.4 billion in investments. We saw an uptake in IoT mentions in quarterly earnings, consolidation in the fiber market, partnerships for the future of secure networks, continued exodus of leadership at a major incumbent chipmaker and large deals funded in AR/MR and autonomous vehicles.
This document summarizes a research paper that analyzes and compares the consumer behavior of Nokia and Samsung mobile users. It finds that from 1999-2007, Nokia dominated the mobile sales market. However, from 2012-2015, Nokia's sales declined while Samsung's rose, with Samsung now controlling 37% of the Indian mobile market compared to Nokia's 21%. The rise of Samsung is attributed to its adoption of new technologies like Android to satisfy consumers, while Nokia's fall is blamed on its inability to keep up with dynamic consumer tastes and preferences. The document recommends that mobile companies must continually pursue new technologies and focus on consumer research to survive in today's competitive global market.
Dataquest Insight The Top 10 Consumer Mobile Applications In 2012guestb92038
This document summarizes a report on the top 10 consumer mobile applications in 2012. It identifies mobile money transfer, location-based services, and mobile search as the top three applications. The report analyzes market trends for each application, provides examples, and offers recommendations for industry players on how to take advantage of growing opportunities in mobile applications. Key findings include that user experience is important for competitive advantage, and control of the mobile "ecosystem" will benefit revenue and user loyalty.
Japan DevOps Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Oppo...IMARC Group
The Japan devOps market size is projected to exhibit a growth rate (CAGR) of 19.20% during 2024-2032.
More Info:- https://www.imarcgroup.com/japan-devops-market
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What should be the expansion strategy of Softbank?
1. What should be the expansion strategy of Softbank?
White Paper
By Rahul Sarkar
2. Page 2 by Rahul Sarkar
Contents
Introduction/Problem ..................................................................................................................3
Current Status ...............................................................................................................................4
Strategic Analysis – Porter’s Five Forces [5] ............................................................................6
Strategic Analysis – grid model.................................................................................................7
Value Chain Analysis..................................................................................................................8
Potential Strategy Alternatives..................................................................................................9
Recommended Alternatives .....................................................................................................10
References....................................................................................................................................11
3. Page 3 by Rahul Sarkar
Section 1
Introduction/Problem
Softbank Corp is the third largest
telecom provider in Japan with
revenues of ¥3.202 trillion in 2012.
Established in 1981 Softbank is a
VC firm having interest in
various areas of which telecom is
primary.[15] Mr Masayoshi Son,
founder and CEO long realized
that technology will integrate
and converge. He looked at an
ecosystem which would
differentiate it from its
competitors. He had also long-
held ambition to become a
leading mobile phone operator in
Japan. From an internet based
company, he made some strategic
moves to move into the space of
mobile telephony with acquisition –
small and big. They did the biggest
LBO of Japan by acquiring
Vodafone K.K in 2006. Japan has
always been the leading indicator
of technology. They have had the
fastest broadband much before the
entire world. Japan also has the
cheapest broadband in the world
and the credit goes to Softbank to
start the trend. Over the years,
proliferation of technology in
human lives has been substantial
and new product markets appeared
when companies started to look
beyond stand alone services like
internet or fixed line telephony or
mobile telephony.
Convergence and integration
are the new norms and we see
how companies have competed
to provide bundled services.
With Softbank’s internet
business it was difficult to
realize long term profitability.
Although the broadband
market was suppose to grow
20% y-o-y till 2017, it was not
substantial enough for a
company whose growth
hunger is high. Obviously
Softbank can grow organically
but what about the synergy?
Vodafone KK had given
Softbank substantial market
share making them the third in
But is acquiring telcos will
solve the problem for Softbank.
If we look at the long term
strategy of Softbank, they have
to touch human lives not just
by new gadgets but also by its
ease of use and affordability.
Vodafone KK had bad 3G
infrastructure, targeting only
corporate clientele. Will
Softbank a specific target
segment or will it grow by
differentiation? The big
question we will try to answer
then is what should be the
expansion strategy for Softbank
going forward?
Fig 1: Softbank network coverage (Source:
gojapan.about.com/library/map/blmap-gifu.htm)
Fig 2: Softbank ecosystem
and investment focus
(Source:
www.softbank.co.jp/en/iri
nfo/investor/strengths/)
4. Page 4 by Rahul Sarkar
Section 2
Current Status
Softbank has steadily increased its market
share since entering the mobile
communication market in 2006. During the last
fiscal, the net increase in subscribers reached
3,430,000 lines, thus exceeding by 25.7%, the
net increase of 2,730,000 lines which was
achieved during the previous year. iphones,
ipads, and ultra speed compatible data
handsets etc developed favourably, ranking at
the top in the annual net increase in
subscribers for four consecutive years.[6] So
essentially Softbank has been doing well after
the Vodafone KK acquisition. However its
competitors NTT Docomo and KDDI Corp
having making inroads in convergence and
integration quite substantially. Infact NTT
Docomo is one of the pioneers of mobile
innovation across the globe. NTT Docomo
devised a coherent business strategy to meet
the challenges of industry convergence by
product complementarities.
NTT Docomo took possible mobile internet
services as a starting point for business and
chose the appropriate technologies
accordingly. A demand- pull approach
therefore characterized its approach to
exploiting technological opportunities. Unlike
European network operators, KDDI Corp had
retained extensive R&D capabilities that
provided crucial system integration
competencies and allowed the company to
play an active role in the innovative process.
Clearly due to these reason NTT Docomo and
KDDI Corp are No 1 and 2 respectively. [3] If
Softbank has to emulate the success of these
two companies, they would have to innovate
for new products plus achieve operational
efficiency in its existing value chain. If we look
at the generic strategic model of target market,
we realize that Softbank is not playing in niche
market. In order to be successful they have to
be differentiated and that’s where strategic
Fig 3: Softbank
customer growth
(Source:
http://www.bell
park.co.jp/en/ir/
pdf/19th/en_19q_
setsumeikai.pdf)
Fig 4: Mobile
consumer growth for
top 3 telcos in Japan
5. Page 5 by Rahul Sarkar
Section 2
acquisitions of mobile companies makes sense.
As per Thomson Reuters ‚Softbank operating
margin will fall by 2015 unless they strengthen
their ecosystem.‛ Vodafone KK before
acquisition was struggling to reduce cost.
Softbank which relies on low pricing has to
also look at spiraling cost of Vodafone KK in
order to realize the full synergy. Softbank need
to look at their ecosystem by leveraging their
web expertise and put it in the handsets –
smartphone with more customized product.
They are the first company in Japan who got
apple products in market. But the question is
how long? "The risk is the sustainability of
what they have been doing," said ISI Group
analyst Brian Marshall. "They have put up a
huge number and the question is can they
continue to penetrate with their current
existing product portfolio at these price
levels?" The fear is that the number of people
who can afford an iPad or an iPhone is
dwindling. The competition has become
immense in all areas and timing is paramount
and perhaps time to concentrate in VAS.
Fig 5: Income statement analysis (Source: Thomson Reuters)
Fig 7: Softbank ecosystem challenges (Source: Softbank.co.jp)
Fig 6: Softbank unique visitors (Source: Softbank.co.jp)
6. Page 6 by Rahul Sarkar
Section 3
Strategic Analysis – Porter’s Five Forces [5]
In order to understand the strategic direction that Softbank need to take going forward, it is
essential to understand the competitive intensity of the industry using Porter’s 5 forces model for
mobile telephony industry.
Competition: How strong is the rivalry posed by the present competition? - HIGH
1. The number of firms in the industry, there are many firms in the industry with different
products.
2. All firms have economies of scale, that is they have relatively high fixed costs and low
variable costs, the more they produce the lower their per unit costs become. This results in
more intense rivalry between firms as they compete to gain market share;
3. Customers have majorly low switching costs, this intensifies competition as firms compete
to retain their current customers and steal customers from other firms;
4. Low levels of product differentiation between firms leads to increased competition.
5. High exit barriers and hence companies stay even if they don’t want
Barriers to entry: What is the threat posed by new players entering the market? – HIGH
1. high capital costs of setting up a business in this industry
2. Industry requires highly specialized equipment,
3. Extensive scale and branding of existing competitors
4. Government regulations are predominant in this industry
5. Individual firms have economies of scale which results in lower cost and threat to new
entrants
Substitutes: What is the threat posed by substitute products and services? – HIGH
1. The switching costs between the operators is low with number portability
2. Buyer propensity to substitute is high
3. Perceived level of product differentiation is low.
Supplier bargaining power: How much bargaining power do suppliers have? - LOW
1. The number of possible suppliers and the strength of competition between suppliers is
pretty high
2. Suppliers produce homogenous products
Customer bargaining power: How much bargaining power do customers have? - HIGH
1. The volume of goods or services purchased is not in bulk
2. The number of customers are high
3. Brand name strength is high
4. Products differentiation is low.
5. All major operators have similar network coverage so no differentiation.
7. Page 7 by Rahul Sarkar
Section 4
Strategic Analysis – grid model
Market/Applications of Hardware and Software products
Business continuity plan is needed. Network failures, lesser inventory plus delays in new
handsets to market have cost loss of sales and shaken confidence in service offerings.
Since Softbank also stores customer related data, it is imperative that have a very high
secured facility else they will be tangled in legal disputes
Supply chain management should be planned properly and diligently. Recent issues with
Japan nuclear disaster and Tsunami have put up losses in terms of network failure, supplier
delays and customer reluctance.
Differentiation
Softbank to continuously innovate and provide more value added services – bundled
services, enterprise solutions in order to be step ahead in the increased competitive
environment.
Softbank should now move to look for other products in lifestyle which are essential for
consumer while maintaining the synergy with existing products.
Softbank had till now played up the catch up game. Operators like NTT Docomo and KDDI
Corp are spending heavily on R&D and coming up with innovative products. Softbank
needs to use the capabilities of acquired companies to the fullest before diversifying further.
Fig 8: Market/application of
Softbank, BCP (Source:
tm.softbank.jp › ... › ULTINA
(ICT Platform Service)
Fig 9: Balance Sheet
Analysis (Source:
Thomson Reuters)
8. Page 8 by Rahul Sarkar
Section 5
Value Chain Analysis [17]
The value chain as both a concept and tool has been used for many years by companies to identify
their strategic position. The focal of the value chain is the end product and the chain is designed
around the activities required to produce it. Softbank has its own value chain.
Network Equipment and Spectrum – 77% population coverage, Running on 1800 Mhz
Infrastructure and Operations – All in-house
Billing – Own billing CRM system
Retail Distribution – Own branded and other retail chain as Bell-Park , Own distribution
Portals and Resellers – Own Portal and Bell Park Portals.
Fig 10: Value chain for Mobile Operator (Source: Bharti’s presentation to mobile congress 2008)
Fig 11: Value chain for VAS – Softbank future strategy (Source: google.com)
9. Page 9 by Rahul Sarkar
Section 6
Potential Strategy Alternatives
ALTERNATIVE 1: As Masayoshi Son, CEO and
founder of Softbank said ‚‚We believe that online
investing is going to be one of the highest growth
business segments of the next decade‛, it is
imperative Softbank will go global and form JV in
new markets. In past 2 years we saw Softbank
moving to India and China and European market.
In India they have already set a JV with Bharti
telecom & set up a 50:50 entity for mobile internet
space. Similarly there are recent investments in
InMobi, Visual revenue, and Kingfish labs which
show how Soft bank is also moving towards
mobile advertising. And finally invest on the
ecosystem deploying a unique business model
combining both telecom services and gaming in
SE Asia similar as Tencent in China.[12]
ALTERNATIVE 2: Softbank Corp has always
played on the price. With the acquisition of
Vodafone, it was really challenging for them to
reduce cost and make it as a differentiating factor.
They have to reduce operational cost by
outsourcing the most costly parts of their value
chain. They can outsource installation and
maintenance of their network to network
operators. While better customer relationship,
growing revenue stream are very important but,
at the same time, decreasing operational cost is
essential. In order to do so, they can do the
unexpected and outsource the IT and networking
services while staying purely focused on
marketing, sales and distribution of the value
chain similar to Bharti in India. [4]
ALTERNATIVE 3: Leveraging the knowledge of
the crowd: Open Source Freebox Business Model
Innovation. Recent patent filings like ‚Enhanced
TV‛ show their interest in TV business. Although
nothing concrete has happened but surely they
can do something with their exceptionally good
backhaul network. They can bring free internet
television to the end consumer, develop own
‘freebox’ - an internet television set-top box for
households. Roll out freebox based on triply play
strategy connecting mobile devices, TV and
internet together. This can be recognized as one of
the most important innovation drivers and keep
on adding new services and features. [4]
Fig 12: Growth of T&M business with mobile broadband
(Source: www.sharedresearch.jp/en/Anritsu)
10. Page 10 by Rahul Sarkar
Section 7
Recommended Alternatives
With so many great alternatives, following are the most recommended to Softbank Strategy.
RECOMMENDED 1: Masayoshi Son said
‚‚Japan has the infrastructure for this kind of
service, so it would be a shame not to use it.‛
MVNO will be the next big thing. Since
Softbank has started moving to global
locations, MVNO will help him in
consolidating. Softbank can become a MVNO
(mobile virtual network operator) operating in
the Japan and other countries and offers cheap
mobile telephony. Softbank with its stake in
InMobi can entice advertisers to pay for the
minutes on MVNO and align with the
extensive personal profiles completed by the
subscribers in advance. This will increase
advertisers’ rate of convergence enormously
and saves some boring ads on the mobile
phones for the customers. It is a business
model driven by advertisers. [4]
RECOMMENDED 2: Softbank can use an
innovative plan as used in Finland by Fon
wherein they encourage wireless internet users
to share their bandwidth for the community.
Consumers who share their wifi will get access
to all other wifi access points in the community
all over the world. The wifi-sharing
community shares in the revenues stream
which is gained by the non-softbank who pay a
small fee for accessing the network via mobile
or laptop. Softbank can leverage on its JV in
other countries and access their network to
provide this service. This consolidates their
ecosystem and customers can now use mobile
as a wifi spot plus access other networks via
their smartphone. [4]
Fig 13: Convergence
using backhaul
network and mobile
network – MVNO,
hubspot (Source:
www.mmc.co.jp)