DSpace Collection:
https://repository.iimb.ac.in/handle/2074/7565
2024-03-29T10:05:35ZEmerging strategies for telecommunication equipment vendors: growth strategies for Siemens mobile in India
https://repository.iimb.ac.in/handle/123456789/10284
Title: Emerging strategies for telecommunication equipment vendors: growth strategies for Siemens mobile in India
Authors: Ponni, K.
Abstract: It has been a wonderful year for the Indian mobile industry. With total subscribers increasing to 28 million, India has become the 13th largest market in the world, with indications of moving up few more places in the coming year. Indian wireless industry is seen along with China (270million subscriptions) as the most favored market by all wireless equipment vendors. SIEMENS, as a leading player of Wireless equipment rates India as one of the key markets in the next years. Global Wireless industry is dominated by the European countries backed GSM technology, which has also become the de-facto standard world over. But emergence of new and more efficient CDMA technology has lead to a stiff competition. India has become home to both GSM and CDMA technologies. In both GSM and CDMA technologies, wireless equipment in broad terms consists of Terminal devices like Phones, PDA's, Smart phones etc and Core network equipment like Radio equipment and switching equipment. Mainly GSM Core network equipment market is under the purview of this study. Ericsson, Nokia and SIEMENS are the Top three global vendors for GSM core equipment. SIEMENS is way behind the top 2 competitors in terms of market share. The scene is not so different in Indian market, Ericsson leads the market with 40% market share, and SIEMENS comes second with distant 11% share. There has to be few changes in SIEMENS strategies for Indian market to get a good market share, which could also change their global standings. This report analyses the competitive differences between the top GSM core vendors and charts out strategies for SIEMENS to capture sizable market in India. The growth strategies are determined by using the following methodology:1. Wireless Industry value chain is analyzed to figure out the changing interfaces and the new segments of market that the industry has created in the last years.2. Since the technology is standardized vendors differentiate along different competitive dimensions, Porter's 5 forces model is effective tool to bring out these dimensions of competition. In current scenario Ericsson and Nokia have mastery over these dimensions.3. The three competitors are analyzed for their strategic competencies using the Resource based framework and the sustainable competitive resources/capabilities are charted out. Using this growth strategies for SIEMENS in India are framed. Industry idea of an ideal supplier is one who is a technology leader with excellent service and who can cater to the operator's need. After evaluation of all the studied factors the growth strategies for SIEMENS in India can be summarized as:1. Introduce Market Specific Products: Product tailoring based on market needs.2. Adapt to the evolving business trends/needs: Forward integrate and set up networks for the big operators, so that operators could concentrate on making more money. Reap the benefit from the profitability of the customers as well.3. Time to market: Have 'first mover advantage' in introducing new core products4. Invest on India: Get local with right products and services for Indian market along with well-trained technical service group located within India. They could also plough back the learning into the product development groups.5. Improve Brand Image: Improve brand communications and establish the image in communication products.6. Enhance Customer Base: Become vendor to the top operators in India to gain more market share. Invest in building relationship with potential customers.2004-01-01T00:00:00ZCorporate venturing in Infosys
https://repository.iimb.ac.in/handle/123456789/10283
Title: Corporate venturing in Infosys
Authors: Tripathi, Vibhakar2004-01-01T00:00:00ZCompetitive dynamics in the Indian telecom space
https://repository.iimb.ac.in/handle/123456789/10282
Title: Competitive dynamics in the Indian telecom space
Authors: Krishnamurthy, Gayathri
Abstract: The project aims at studying the evolution of the Indian Telecommunications industry over the past decade .It looks at the "Winds of Change" and analyses the key business transformations necessary to in the changing business landscape. The scope of the project is limited to Basic and Cellular Services segment of the Telecommunication sector. The report is organized into two parts. The first part is the study on the Indian Telecommunication markets. It looks at the evolution of the industry and makes a few inferences. The second part is the analysis on the evolution of the industry; on how the business models have changed over the decade. Analyzing some of the key trends, the primary business levers in this new competitive space are identified. A comparative study is done on how some of the key players have used these levers to thrive in this business.2004-01-01T00:00:00ZCompetitive analysis of Indian design service companies Vs multinationals
https://repository.iimb.ac.in/handle/123456789/10281
Title: Competitive analysis of Indian design service companies Vs multinationals
Authors: Sriram, B.
Abstract: The semiconductor industry has just experienced its most difficult years. However, most forecasts predict that the market will bounce back during 2003. It is expected that semiconductors for communications applications like wireless devices and network processors will lead the recovery. Merrill Lynch defines core technology services as revenues that are derived from R and D budgets of customer and not from IT budgets. The term "Design services companies" typically brings to mind companies such as Synopsys or Cadence and even IBM Global Services. These companies have "Traditionally" been regarded as providing design services not only because of their provision of Design Services, such as systems level design, chip design and verification consulting, but also because a large portion of their revenue, typically over 30%, are derived from offering such services. The services offered by such companies are typically limited to one or two vertical domains and are in some cases even centred on the software tools that these companies provide .However, the fact is that many IT hardware and software companies do offer Design services as well, albeit in smaller proportions when compared to a typical global corporation. The range of design services provided by these firms covers a wide variety of vertical and horizontal domains and is not centered around any proprietary products offered by the company. In fact, most of these companies do not have their own product. In spite of this, the Design services offered by these so-called "services contenders" cannot be underestimated. This is because the latter have lower people costs. Such companies have the advantage that they are able to respond rapidly to changing market conditions and also avoid the high fixed costs of infrastructure for engineering and productization. In this study, we perform an analysis of such "Pure-play" companies. We analyze the competitive advantages that these companies have with respect to the global companies, how the offshore model gives these companies the advantage, whether these advantages are sustainable over a longer period of time, and how the ownership of Intellectual property can tilt the balance.2004-01-01T00:00:00Z