www.themegallery.c om LOGO INDIA ——Mobile market INTERNATIONAL BUSINESS ST512T Xiong Yuting & Liu Y uan
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INDIA ——Mobile market
INTERNATIONAL BUSINESS ST512T
Xiong Yuting & Liu Yuan
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Introduction & background
PESTDG & Barriers & SWOT
Gerry Johnson & Kevan Scholes
Introduction
Analysis
Strategy
Conclusion
INDIA ——Mobile market
CONTENTS
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Introduction India, officially the Republic of India, a country in
South Asia. Second most populous country World's twelfth largest economy Fourth largest in purchasing power Increasing saving rate 30% city;
70% country < 36 years old, 70%
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Industry analysis——PESTDG political/ legal
• Relatively loose attitude• Framework of marketing is similar to the
developed countries • Open up to private
owners
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Industry analysis——PESTDG(1) Economic
• Economic growth 8%• Real GDP per capita : 714 $ • Purchasing power parity : World’s fourth-largest
economy
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Industry analysis——PESTDG(2) Social
• Fastest growing mobile markets
• No sign of recession
• Fashion among the Indian farmers
• Popularity of base stations
• Cheap communication fees
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Industry analysis——PESTDG(3) technological
• Rate of wireless network coverage : 85%
• Measurement
– Dustproof
– High temperature
– Loudly ring
– High power electric
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Industry analysis——PESTDG(4) Demographic
• 70% of population living in rural areas
• Rich labor population
• With the influx of foreign capital, we can expect
that the unemployment rate of India will
gradually decline.
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Industry analysis——PESTDG(5) Global
• Mature market is trend to saturation
• Expectation in Asia will increase the users
• The space is becoming smaller and smaller
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Industry analysis——Barriers Structural barriers to entry
• Economical of scales
• Investment capital
• Product differentiation
Behavior barriers to entry Policy barriers to entry
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ThreatLate in 3GThe technology barriers
StrengthInnovation ServiceReaction to the marketOur target
WeaknessBrandOther manufacturers
OpportunityIncreasing marketPoliceLow tariff
SWOT
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Profits model
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Strategy——Gerry Johnson & Kevan Scholes Position
• External business strategy
• Strategy ability
• Expect of value stakeholders
Process• Position, Selection, Actions
• Close circular management system
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Business-level
strategies
Business-level
strategies
Development directions &
methods
Development directions &
methods
Corporate-level
strategies
Corporate-level
strategies
Strategic
position
Strategic
position
Strategy into action
Strategy into action
Strategic
choices
Strategic
choices
Expectation and
purposes
Expectation and
purposes
External environme
nt
External environme
nt
Resources and
competences
Resources and
competences
Managing changes
Managing changes
OrganizingOrganizing
Enabling strategy succeed
Enabling strategy succeed
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Entry process Short-time entry ——Indirect entry
• OEM
– Reduce the risk
– Less investment in short-time
– Establish the brand image with the help of local
agents
– Indian government policy
Long-time entry & competition——Direct entry• OEM• Division
– Brand image– Using Indian IT advantage
research
sale
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Conclusion
Strategy is not a planning,
it is a programming.
Strategy cannot control the
future.
We have to do something
for the uncertain future.
—— Peter F. Drucker
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QUESTION TIME
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References
http://www.ic37.com/htm_news/2007-8/105620_331595.htm
http://info.tele.hc360.com/2008/09/020909121479-2.shtml
http://www2.ccw.com.cn/weekly/news/htm2008/20080905_497377.shtml
www.ci800.com