International Business Plan Venture - Term Paper

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al.); (Rahman, 136- 138) (Dasgupta)

From the segmentation analysis and mobile content revenues forecast, the need for launching the low-cost and ultra-low cost mobile cellular phone business in India based on value-added services that can be incrementally added to consumers' accounts is preferable to concentrating only on price alone. Creating the unique value proposition for the service based on mobile content also is attractive to potential partners who are necessary for the nationwide success of the company across India's broad geographic regions. This concentration on value-added services is also critical when the competitors to the proposed company are also taken into account. The following section provides insights into the competitive landscape in India for cellular and telecommunications.

Competitive Landscape and Analysis

The following is an analysis of the competitive landscape of providers that the proposed company will need to partner with in some cases, and compete with in others. Clearly the most important attribute of these partnerships strategies is attracting content providers who can sustain transfer rates at GSM level across India for extended periods of time to ensure the business model of the proposed company is feasible. Figure 2 provides an assessment of the competitive telecommunications landscape of the India, and illustrates the interrelationships in the market.

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Vodafone, at&T, Cognito, IBM, Verizon and T-Mobile all span multiple areas, illustrating their ability to scale across multiple roles in the value chain necessary to support the delivery of multimedia content.

Figure 2: India Telecommunications Competitive Analysis

Sources: AMR Research (et.al.); (Rahman, 136- 138) (Dasgupta)

An evaluation of service providers who have increased their breadth of coverage in India to alleviate risk is shown in Figure 3, Competitive Assessment of Mobile Solution Management Partners. The difference between the companies shown in Figure 2 relative to Figure 3 is that breadth of coverage over the telecommunications platform components as is shown in the latter diagram (Figure 2). Figure 3 shows that IBM, potentially a partner, also has a core business strength in partnering strategies, as does Computer Associates (CA) and Hewlett-Packard (HP). Nokia, the strongest competitor intent on creating their own launch strategy in India, needs to become the basis of comparison with regard to market execution performance.

Both of these analyses provide a useful foundation for analyzing who would be a potential infrastructure partner for the launch of the proposed new business.

Figure 3: Competitive Assessment of Mobile Solution Management Partners.....

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