Key Issues in Expansion of End-User Mobile Communication in China

China’s mobile communications market presents unique market challenges. With a high subscriber growth rate but polarized and stratified consumer adoption trends, an investigation into the current status of this market will improve our understanding on how adoption of mobile communications is evolving. In this descriptive paper we analyze key issues relating to market characteristics of mobile communications with an objective to better comprehend the dynamics of this largest mobile subscribers market. Using secondary data we identify mobile industry and end-user related trends to infer our conclusions for the industry.China;mobile communication;mobile subscribers market

Analysis of the Effectiveness of Tariffs for Telecommunications Services with Broadband Access

The purpose of the study was to analyze the efficiency of tariffs of companies providing telecommunications services with broadband access. The analysis was carried out with respect to both the efficiency of the tariff system in general and its individual elements. The structure of costs for services providing access to the Internet and networks of digital television has been studied. The scheme of the analysis of the product and cost parts of the tariff system of telecommunication companies is proposed. The advantages and disadvantages of pricing strategies for telecommunication services are discussed

Deregulation and Enterprization in Central and Eastern Telecommunication - a Benchmark for the West?

The restructuring of telecommunication in Central and Eastern Europe occurs at a time when the classical structures of telecommunication are falling apart worldwide. Coming from the socialist system in which telecommunication did not exist as an independent economic activity, the Eastern European countries have created specific "post-socialist" modes of reform, often outdoing Western countries in terms of speed and radicality. Deregulation and enterprization have dominated the process in all countries, leading to advanced technical standards and a wide segmentation of telecommunication markets. The role of foreign direct investment and technology transfer was particularly important. But the reforms also lead to an increasing social gap between the prosperous users of advanced telecommunication services, and the average citizen for which even telephony has become a luxury good. Our thesis is that CEE telecommunication reform, rather than copying Western models, may become a benchmark for the West, in particular for Western Europe. Technically, the advanced reform countries in Central Europe are about to succeed the leapfrogging process, i.e. the jump from post-war socialist technologies to world-leading edge-of-technology standards. With regard to industry structures, Central and Eastern European countries show that the age of "classical" integrated telecommunication activities is definitely over. Instead, most diversified telecommunication services are integrated in the emerging information sector. Finally, the very notion of telecommunication as an "infrastructure" is put in question for the first time in Eastern Europe. We start to address the two relevant policy issues: modes of regulation, and science and technology policies to accompany the restructuring process.

To boardrooms and sustainability: the changing nature of segmentation

Market segmentation is the process by which customers in markets with some heterogeneity are grouped into smaller homogeneous segments of more ‘similar’ customers. A market segment is a group of individuals, groups or organisations sharing similar characteristics and buying behaviour that cause them to have relatively similar needs and purchasing behaviour. Segmentation is not a new concept: for six decades marketers have, in various guises, sought to break-down a market into sub-groups of users, each sharing common needs, buying behavior and marketing requirements. However, this approach to target market strategy development has been rejuvenated in the past few years. Various reasons account for this upsurge in the usage of segmentation, examination of which forms the focus of this white paper. Ready access to data enables faster creation of a segmentation and the testing of propositions to take to market. ‘Big data’ has made the re-thinking of target market segments and value propositions inevitable, desirable, faster and more flexible. The resulting information has presented companies with more topical and consumer-generated insights than ever before. However, many marketers, analytics directors and leadership teams feel over-whelmed by the sheer quantity and immediacy of such data. Analytical prowess in consultants and inside client organisations has benefited from a stepchange, using new heuristics and faster computing power, more topical data and stronger market insights. The approach to segmentation today is much smarter and has stretched well away from the days of limited data explored only with cluster analysis. The coverage and wealth of the solutions are unimaginable when compared to the practices of a few years ago. Then, typically between only six to ten segments were forced into segmentation solutions, so that an organisation could cater for these macro segments operationally as well as understand them intellectually. Now there is the advent of what is commonly recognised as micro segmentation, where the complexity of business operations and customer management requires highly granular thinking. In support of this development, traditional agency/consultancy roles have transitioned into in-house business teams led by data, campaign and business change planners. The challenge has shifted from developing a granular segmentation solution that describes all customers and prospects, into one of enabling an organisation to react to the granularity of the solution, deploying its resources to permit controlled and consistent one-to-one interaction within segments. So whilst the cost of delivering and maintaining the solution has reduced with technology advances, a new set of systems, costs and skills in channel and execution management is required to deliver on this promise. These new capabilities range from rich feature creative and content management solutions, tailored copy design and deployment tools, through to instant messaging middleware solutions that initiate multi-streams of activity in a variety of analytical engines and operational systems. Companies have recruited analytics and insight teams, often headed by senior personnel, such as an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such personnel out-weigh posts for brand and marketing managers. Far more companies possess the in-house expertise necessary to help with segmentation analysis. Some organisations are also seeking to monetise one of the most regularly under-used latent business assets… data. Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a Chief Data Officer. This emerging role has also driven the professionalism of data exploration, using more varied and sophisticated statistical techniques. CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of value propositions and the need to look after core customers; CFOs because segmentation leads to better and more prudent allocation of resources – especially NPD and marketing – around the most important sub-sets of a market; COOs because they need to better look after key customers and improve their satisfaction in service delivery. More and more it is recognised that with a new segmentation comes organisational realignment and change, so most business functions now have an interest in a segmentation project, not only the marketers. Largely as a result of the digital era and the growth of analytics, directors and company leadership teams are becoming used to receiving more extensive market intelligence and quickly updated customer insight, so leading to faster responses to market changes, customer issues, competitor moves and their own performance. This refreshing of insight and a leadership team’s reaction to this intelligence often result in there being more frequent modification of a target market strategy and segmentation decisions. So many projects set up to consider multi-channel strategy and offerings; digital marketing; customer relationship management; brand strategies; new product and service development; the re-thinking of value propositions, and so forth, now routinely commence with a segmentation piece in order to frame the ongoing work. Most organisations have deployed CRM systems and harnessed associated customer data. CRM first requires clarity in segment priorities. The insights from a CRM system help inform the segmentation agenda and steer how they engage with their important customers or prospects. The growth of CRM and its ensuing data have assisted the ongoing deployment of segmentation. One of the biggest changes for segmentation is the extent to which it is now deployed by practitioners in the public and not-for-profit sectors, who are harnessing what is termed social marketing, in order to develop and to execute more shrewdly their targeting, campaigns and messaging. For Marketing per se, the interest in the marketing toolkit from non-profit organisations, has been big news in recent years. At the very heart of the concept of social marketing is the market segmentation process. The extreme rise in the threat to security from global unrest, terrorism and crime has focused the minds of governments, security chiefs and their advisors. As a result, significant resources, intellectual capability, computing and data management have been brought to bear on the problem. The core of this work is the importance of identifying and profiling threats and so mitigating risk. In practice, much of this security and surveillance work harnesses the tools developed for market segmentation and the profiling of different consumer behaviours. This white paper presents the findings from interviews with leading exponents of segmentation and also the insights from a recent study of marketing practitioners relating to their current imperatives and foci. More extensive views of some of these ‘leading lights’ have been sought and are included here in order to showcase the latest developments and to help explain both the ongoing surge of segmentation and the issues under-pinning its practice. The principal trends and developments are thereby presented and discussed in this paper

An empirical study on Marketing strategy of telecom sector in Gujarat State

Not availabl

Key Issues in Expansion of End-User Mobile Communication in China

China’s mobile communications market presents unique market challenges. With a high subscriber growth rate but polarized and stratified consumer adoption trends, an investigation into the current status of this market will improve our understanding on how adoption of mobile communications is evolving. In this descriptive paper we analyze key issues relating to market characteristics of mobile communications with an objective to better comprehend the dynamics of this largest mobile subscribers market. Using secondary data we identify mobile industry and end-user related trends to infer our conclusions for the industry

Mobile Value Added Services: A Business Growth Opportunity for Women Entrepreneurs

Examines the potential for mobile value-added services adoption by women entrepreneurs in Egypt, Nigeria, and Indonesia in expanding their micro businesses; challenges, such as access to digital channels; and the need for services tailored to women

Strategic posturing of Malaysian mobile phone service providers

The Malaysian mobile phone service started with only one service provider in the 1980s, which then increased to seven by mid 1990s due to government liberalization policies. Nonetheless, this number decreased to three in 2004, and this marked the beginning of an intense competition within the industry. Utilizing the case study and content analysis methodologies, we gathered data from the public domain and developed a case that describes strategic actions taken by members within the industry. Based on Miles and Snow's business strategy typology, we analyzed the case data by answering the questions of "How do the industry players compete?", and "What factors are important in shaping their strategies?" The research objective is to provide a conceptualization of strategic posturing by Malaysian mobile phone service providers. Our analysis show that the initial strategic moves of these companies are predominantly prospecting, and, later, analyzing, when the market reaches subscription saturation, and competition begins to intensify. Industry latecomers either arise as challengers or adopt a niche strategy as their strategic option. The adaptive actions of these companies are greatly influenced by institutional elements of the government's policies, market situation, and rivals' actions and responses. These actions are mainly tied to resources and capabilities of their large internationalized parent companies. Taken altogether, the perspective of adaptation, as well as the theories of organizational ecology and institutionalization, provides important theoretical grounds in explaining strategic posturing and factors that influence it

THE IMPACT OF ADVERTISING AND USER-GENERATED CONTENT ON MEDIA BIAS

This dissertation consists of two studies that investigate the impact of advertising and user-generated content on media bias. The first study analyzes how advertising revenues in addition to subscription revenues play a role in affecting the extent of media bias. When making advertising choices, advertisers evaluate both the size and the composition of the readership of the different outlets. The profile of the readers matters since advertisers wish to target readers who are likely to be receptive to their advertising messages. It is demonstrated that when advertising supplements subscription fees, it may serve as a polarizing or moderating force, contingent upon the extent of heterogeneity among advertisers in appealing to readers having different political preferences. When heterogeneity is large, each advertiser chooses a single outlet for placing ads (Single-Homing), and greater polarization arises in comparison to the case that media relies only on subscription fees for revenues. In contrast, when heterogeneity is small, each advertiser chooses to place ads in multiple outlets (Multi-Homing), and reduced polarization results. In the second study, a newspaper’s decision to expand its product line by adding an online edition that incorporates user-generated content and the impact of this decision on its slanting of news are investigated. It is demonstrated that adding an online edition results in reduced profits for competing newspapers in comparison to an environment in which they offer only print editions. However, at the equilibrium, each newspaper offers the online version in order to avoid losing market share to rivals

Analysis on the Effectiveness of AXIS Mobile Internet Strategy and Identification of Areas for Future Improvements

The market penetration for voice and SMS hasreached 100% and style of communication has change using data(mobile internet). Mobile internet has be new source that isexpected to increase operator revenues. The development ofmobile internet technology from 2G (EDGE) to 3G (HSDPA) andsmart phone supports the development of mobile internet usersin Indonesia. For three years Axis quite successfully apply CostLeadership strategy to compete with the other operators,especially with medium-class operator. In 2011, Axis revenuegrowth target didn\u27t fit with target which grew only 90% of thetarget of 100%. Axis has a target to 3 major operators inIndonesia within the next two years to reach this target, the Axishave to compete with the current three major operators. Basedon existing problems, AXIS should immediately makeimprovements in all business lines including mobile internet. Thisthesis has focused on analyzing the right strategy for mobileinternet using qualitative data and using Axis Five ForcesFramework and SWOT analysis. The result from Five ForcesFramework is industry of mobile internet have good prospectand using SWOT analysis to find the strength and weakness ofAXIS. From 5 Business level strategies, find the best strategy isdifferentiation strategy. Differentiation strategy start fromdevelop customer loyalty program, maintain quality coveragearea of mobile internet, aiming for premium users and bundlingprograms on high-end gadgets are feature or system need toapply in Axis for this strategy