india mobilephone

www.themegallery.com

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INDIA ——Mobile market

INTERNATIONAL BUSINESS ST512T

Xiong Yuting & Liu Yuan

LOGOwww.themegallery.com

Introduction & background

PESTDG & Barriers & SWOT

Gerry Johnson & Kevan Scholes

Introduction

Analysis

Strategy

Conclusion


CONTENTS


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%



Industry analysis——PESTDG political/ legal

• Relatively loose attitude• Framework of marketing is similar to the

developed countries • Open up to private

owners



Industry analysis——PESTDG(1) Economic

• Economic growth 8%• Real GDP per capita ： 714 ＄ • Purchasing power parity ： World’s fourth-largest

economy



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



Industry analysis——PESTDG(3) technological

• Rate of wireless network coverage ： 85%

• Measurement

– Dustproof

– High temperature

– Loudly ring

– High power electric



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.



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



Industry analysis——Barriers Structural barriers to entry

• Economical of scales

• Investment capital

• Product differentiation

Behavior barriers to entry Policy barriers to entry



ThreatLate in 3GThe technology barriers

StrengthInnovation ServiceReaction to the marketOur target

WeaknessBrandOther manufacturers

OpportunityIncreasing marketPoliceLow tariff

SWOT



Profits model



Strategy——Gerry Johnson & Kevan Scholes Position

• External business strategy

• Strategy ability

• Expect of value stakeholders

Process• Position, Selection, Actions

• Close circular management system



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



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



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



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

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unemployment rate of

global mature market