Wednesday, December 28, 2016
Friday, November 6, 2009
India barely reached 6.81 million subscribers in August 2009 up from 2.28 million subscribers in March 2007. Where Internet is concerned, DoT's presentation shows 14.39 million subscribers up from 9.2 million subscribers in March 2007 (see chart).
Thursday, November 5, 2009
- That was my first guess as well, but then I really thought about it.
- You should see the hotel I'm staying at.
- Hey, I just realized that I was in junior high when you started working here.
- I like this office space. I'll have them put me in here when you're gone.
- My rental car looks nicer than that junker you're driving.
- Sure it'll work; I learned it in business school.
- So what do you need me to tell you?
- Of course it's right; the spreadsheet says so.
- I could just tell you the answer, but we're committed to a three month project.
- What are you, stupid?
Top Ten Things You'll Never Hear from a Consultant
- You're right; we're billing way too much for this.
- Bet you I can go a week without saying "synergy" or "value-added".
- How about paying us based on the success of the project?
- This whole strategy is based on a Harvard business case I read.
- Actually, the only difference is that we charge more than they do.
- I don't know enough to speak intelligently about that.
- Implementation? I only care about writing long reports.
- I can't take the credit. It was Ed in your marketing department.
- The problem is, you have too much work for too few people.
- Everything looks okay to me.
Top Ten Things You Shouldn't Say at a Consulting Interview
- I'm a t-shirt and jeans kind of person.
- Do you pay overtime?
- I hate flying.
- I'm useless without ten hours of sleep a night.
- There are lies, damn lies, and statistics.
- Do you cover rental cars for collision?
- Stanford taught me that working in teams is great for slackers.
- I think three letter acronyms are for people too stupid to remember whole phrases.
- Two words: family first.
- Call it what you want, it still means firing people.
Top Ten Ways To Know You're Dating/Married To A Consultant
- Referred to the first month of your relationship as a "diagnostic period".
- Talks to the waiter about process flow when dinner arrives late.
- Takes a half day at the office because, "Sunday is your day."
- Congratulates your parents for successful value creation.
- Tries to call room service from the bedroom.
- Ends any argument by saying, "let's talk about this off-line."
- Celebrates anniversary by conducting a performance review.
- Can't be trusted with the car-too accustomed to beating up rentals.
- Valentine's Day card has bullet points.
- Refers to lovemaking as a "win-win".
Top Ten Ways to Know You've Got the Consulting Bug
- Can't stop using words that don't exist.
- Worried that he who dies with the most frequent-flyer miles wins.
- Use so much jargon in conversation, friends think you're speaking a foreign language.
- Constant urge to give advice on subjects you know nothing about.
- Keep seeing bullet points everywhere.
- Can fit the thematic undercurrents of "War and Peace" into a two-by-two matrix.
- Tired of having a social life beyond work.
- A two-page story in Business Week is all it takes to make you an expert.
- Firmly believe that an objective viewpoint means more than any real work experience.
The country was divided into 23 circles when the mobile phones were introduced in the country. Now DOT recognises Chennai as part of TN. Separate licenses were given out for each of the circles in 1994. The circles were classified as Metros, A, B or C depending upon the revenue potential for the circle with Metros & A circles expected to have the highest potential. The following table lists the current wireless penetration by Metro/
India is the now the second largest market in terms of mobile subscriber base after China but still it is at 32% teledensity and adding 10-12 million new subscribers every month.
Indian market is not only the most attractive but also the most competitive with over 7 operators in each circle and another five new operators likely to start operations in the near future. Nowhere in the world does any country have so many carriers. The dominant players are Airtel, Reliance, Vodafone, BSNL (state owned), Idea and Tata. Reliance and Tata offer CDMA technology while all the other players are in the GSM space. GSM has a 75% share of sbscribers and now even Reliance and Tata have either launched or in the process of launching nation-wide GSM services. Apart from the current players, there are several new players like Aircel, Unitech-Telenor, Shyam-Siestema, Etisalat that have got the license and spectrum to launch mobile services in several telecom circles. Shyam-Siestema is the only player to launch CDMA services while all the new operators are in the lucrative GSM space. The adjoining figure gives the market shares of the operators in India. It is a fragmented market with the biggest operator (Airtel) garnering only 24% share.
India is a predominantly prepaid market (93% of all subscribers are on prepaid) with low ARPU and high minutes of usage(MoU).The GSM ARPU is Rs 220 (~ USD 4.6) per month with a usage of 496 minutes per month in the quarter ending Dec, 2008. Similarly, CDMA ARPU stood at Rs 111 with a usage of 370 minutes per month. There is a wide disparity in the rural and urban teledensity with rural teledensity at 12% vs. urban teledensity of around 75%.
Regulatory has played a big role in development of Indian telecom market by brining in the competition at the right time and by removing bottlenecks. However, there are a few pending issues that still need to be resolved like the 3G spectrum auction and allocation, Mobile Number Portability and 2G spectrum allocation policy.
Given the low tele density in the country, the subscriber base is expected to grow at a brisk pace. Government expects the mobile base to cross 600 million by 2010 and most of the new additions are expected to come from rural areas where the mobile penetration is still low.
(All the data is sourced from COAI, AUSPI and TRAI which are the leading industry associations and regulatory bodies and ofcourse other secondary research)
Wednesday, November 4, 2009
Tuesday, July 28, 2009
Tuesday, January 27, 2009
--3M: Sticky notes, transparent tape.
--China Mobile: 70 percent of China's mobile phone market.
--Intuit: TurboTax has almost 80 percent of the consumer tax preparation software market.
--Microsoft: 90 percent of computer operating systems.
--Nielsen: TV ratings.
--Japan Steel Works: Ultraheavy forgings for nuclear reactor vessels.
--Jarden: Playing cards and toothpicks.
--YKK: Half of world zipper sales.
Sunday, August 24, 2008
Sunday, March 23, 2008
There is a general agreement that source of prowess of successful companies is the presence of big brands in their portfolio. Every company wants to create & own the ageless brands & does spend a lot of money towards this objective. Yet, many top executives are not very comfortable with following a structured approach to branding.
Our research on the past successful and unsuccessful brands says otherwise. On a careful inspection successful brands show a lot of common threads. These commonalities led us to model the consumer behavior model that is the ultimate reason for the existence of any brand. Kevin Keller captures the essence of branding when he says “A brand resides in the minds of consumers”. A brand should move beyond its physical character to acquire a perceptual character hence representing itself as a means to achieve what is sought by a customer.
In this paper, we start by discussing what a brand is from the perspectives of the organization as well as the consumer. This gives us the foundation for building the models subsequently. Next we build a model for consumer decision making process and bring in the perspective of the Indian brands vis-àvis multinational brands. We touch upon the importance of various parameters in building the Indian brands and stress upon them with relevant examples. It’s not just the initial creation of a brand but the reinforcements, evolution and revitalization that ultimately decides the winners in marketplace.
We have also conducted a primary survey to analyze the quality perception and understand the
consumer behavior and hence, help us arrive at the model. We conclude the paper by discussing a framework which could help build the Indian brand both domestically and globally.
To see my full article, please visit:
Saturday, March 22, 2008
To achieve the above objective, we first look at how luxury goods are different from regular goods and then go on to explore some facets and trends of the luxury goods as well as their market and consumers. This finally sums up into a SWOT analysis of the luxury goods segment, thereby helping in obtaining a bird’s eye view of the exercise at hand.
Considering that the luxury concept has shifted to the ‘new’ meaning, we delve into that aspect to understand the drivers for luxury brands presently, as well in the time to come. This is followed by a luxury potential determination of the Indian market both in terms of quantitative growth factors as well as qualitative initiatives.
Post identification of the mindset of the Indian luxury consumer, we have conducted a synergetic strategy building exercise, in an attempt to make sure that there are actionable points, which will go on to ensure the best interplay between the 3 most important factors for a luxury brand, i.e. the product brand, the brand / reputation of the service provider and the price-value relationship of the luxury brand.
To see my full article, please visit: