WELCOME

Presented by
ABHISHEK
SANDEEP
INDIAN TELECOMMUNICATION
Third largest telecom network in the world.

Largest operator in INDIA is BSNL.

INDIA’S mobile market is the fastest growing market

in the world.
TATA DOCOMO
TATA DOCOMO is from TATA Tele service LTD.

TATA DOCOMO marks a significant milestone in

Indian telecom landspace.

First mobile service provider to have second pulse

tariff.
Ntt DOCOMO
Worlds leading Japan based telecom company.

Over the years technologies of DOCOMO has defined

industry bench marks like 3G technology.

It is the global leader in value added services.

Quick Facts:

President and CEO:Ryuji Yamada

Headquarters: Nagata-cho, Chiyoda-ku, Tokyo, Japan 1

Capital:949.68 billion yen

Employees:22,843 (NTT DOCOMO Group)

Identification on DoCoMo
Vision and mission
Opportunities & Threat.
Strengths & Weaknesses.
Long Terms Objectives.
The generating of strategies.
The selection of strategy.
Vision & Mission
Vision
Challenging the Mobile Frontier
Mission
(1) We will refine our brand and strengthen ties with our
customers
(2) We will solicit and incorporate feedback from
customers so that we continue to exceed their expectations
(3) We will continue to innovate so that we can earn the
respect and admiration of people worldwide
(4) We will become an organization whose energetic staff
is capable of overcoming all challenges in pursuit of our
corporate vision
 Strength

 With nearly 60% of the local digital-cellular universe--or 32

million Japanese--DoCoMo handily accomplished that goal.

 It is the world's first instantly accessible mobile Internet

service, called i-mode, which offers users an online connection
without the need to dial up.

 Have Won the Hearts of Many individuals all around the

World
 Weakness

DoCoMo wants to become a leader in both cellular and

wireless Web services worldwide.
 But since it's coming late to an overcrowded game,
DoCoMo is embarking on a low-key strategy that involves
sprinkling small investments into several companies in
Europe and Asia rather than making outright acquisitions.
With little room left in Japan to grow, global outreach is the
only option.
Opportunities & Threat
Opportunity
By the year 2010, the mobile communications
market is projected to grow to three times its
current size.
Threat
While the mobile communications market in
Japan has grown remarkably, it has started to show
signs of slowing down.
Long Terms Objectives

World Domination
on the Cheap
The generating & selection
of strategies at DoCoMo

Network externality effects that generate more

users. When a new user joined the network, it
created incremental benefits for all users in the
network. After a critical mass was reached, there
were added incentives for new consumers to come
in, thus helping the network to grow.

High customer-retention rates. DoCoMo had a

massive up-front investment and customer
acquisition cost. To prevent its customers from
switching DoCoMo created a sticky business
model. Under this model, the customers found the
cost of switching to other service providers higher
than the value gained by switching.
Cntd
Economies of scale. The cost of supporting new
content providers, users, and new technology
diminished and the size of the network grew.
TATA DOCOMO has also set up a 'Business and
Technology Cooperation Committee, comprising of
senior personnel from both companies. The
committee is responsible for the identification of key
areas where the two companies will work together.
DOCOMO, the world's leading mobile operator, will
work closely with the Tata Teleservices Limited
management and provide know-how on helping the
company develop its GSM business.
Docomo Strategies on ’90s that making it as
the market leader
As an ‘old’ player, NTT inherit DoCoMo with its
wireless communication business
The entry of foreign player make DoCoMo to stop
taking FEES (security deposits, initial fee, etc.)
The Japanesse patriotism’s aimed by DoComo in order
to survive foreign players ‘attack’
Business Model
 DoCoMo adapted AOl’s packet billing model.
 E-commerce traction on I-mode.
 never even mentioning the word “Internet” in marketing i-mode. 
 It was a Win-Win-WIN situation for all .
 It chose not be just a gatekeeper between content companies and
customer.
 Multiple point contact with customers.
 External factors such as PC penetration was very low.

I-mode came at right time, in right place, with

right content.
I-MODE
Success Story Of DoCoMo: I-Mode
 I-mode became an instant success resulting a phenomenal growth in subscribers.

 Generated 30% higher revenues per subscriber .

 DoCoMo announced its global strategy to establish it self as global player.

 I-Mode popularity attained a new altitude.

 The subscriber base in Japan accounted for more than 60% ( 18.1 million ) of the 30
million mobile internet customers in the world.

 External factors such as PC penetration was very low. (. In 1999, when i-Mode was
launched, only 23% of Japanese had access to the Internet by computer)

 I-mode phones are constantly connected to a wide array of web-based services .

 Plans are in the works between NTT DoCoMo and Sony Computer Entertainment
to allow i-mode users to play PlayStation games with each other over the phone.

 I-mode’s innovation is not chiefly technological, it is also based on a sophisticated

business model
Major Factor that making the i-Mode
success
The 1st mobile Internet service in the world
Ease of use, just press the ‘I’ button, and you’re
connected…
The technology growth (from 1G, 2G, till now – the
3.5G, and soon will be 4G)
BILLING MODE, based on the volumes of data
received & sent, not time-based
Growing e-commerce transaction that become a
lifestyle for the japanesse
Major Factor that making the i-Mode
success (contd.)
Marketing campaign was keep as simple as it is

Profit sharing between content provider & DoCoMo, while

the customer get the information they want, make the
whole process as a WIN-WIN-WIN solution

I-mode came at the right time, in the right place, with the
right content. It just dazzled everybody
Global Strategies for 3G
Expanding abroad by investment or joint services
Retain customer by making cost of switching is higher
than the value gained by operator switching
Economics of scale; the bigger the volume, the bigger
the profits, multiplication is the solution
Docomo’s revenue stream
Global investment in various foreign country
Network partnership (applications, contents,
operators, & technical)
CONCLUSION
Why do the done do new