NTT DoCoMo: Marketing i-mode

Business Information Systems II

NTT DoCoMo: Marketing i-mode

Marc Hesse, Jan Upmeier, Philip Ebeling, Robert Vennemann

Q1. lacquers technological infrastructure: With its low ne twainrk penetration and already high mobile network coverage, Japan was an ideal place to implement a mobile profits service.

NTT DoCoMos market position: Due to the former governmental telecommunication monopoly NTT its subsidiary DoCoMo has a 60% share of Japans mobile network market. This allows the market leader to dictate strict specifications to the handset manufactures.

Win-win system: DoCoMo achieved to create a system that formed a win-win mail for both the developers and the subscribers.

Q2. There are four main percenties in the value chain of i-mode: First of all the handset manufactures, castigate after those DoCoMo itself, followed by the content partner and the users (see Exhibit 1).

Handset manufacturers: The handset manufacturers benefit from a growing market, an increased turnover and the proceeds of cell phone penetration, resulting in a faster pas seul of new handset models. Meanwhile DoCoMo comes up for a part of the inventory risk. That allows manufacturers to produce high quality technology early.

DoCoMo: through with(predicate) the launch of i-mode, the company became market leader of Japans mobile earnings market and rivaled an enormous economic wealth.

Content partners: There are two types of content partners.



Those who offer free access to their content and those called pension partners, who charge a fee for the use of their sites or work, e.g. closed chain tones etc. What is most valuable to content partners is that they can reach a high number of users with their marketing and offer their services via the telecommunication market. In general content partners have very(prenominal) high profit margins due to low market admission costs (i.e. easy to implement standards and no internal charge systems).

Subscribers: The benefit for i-mode...

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