Each key industry globalization driver affects the potential use of global strategy levers (global market participation, global products and services, global location of activities, global marketing, and global competitive moves). The drivers are as follows (See Figure 1): Market Globalization Drivers 1. Common customer needs 2. Global customers 3. They know the third step less well since globalization runs counter to the accepted wisdom of tailoring for national markets.3. This article makes a case for bow a global strategy might work and directs managers toward opportunities to exploit globalization. It also presents the drawbacks and costs of globalization. Cost globalization drivers The margins of the telecom industry as a whole have shrunk, even though subscriber base is growing owing to competition and lower “Average Revenue per User” (ARPU) primarily due to major growth drivers being from the bottom of the pyramid, for which rates have been drastically reduced to make them affordable to. Drivers of Globalisation. The four main areas of drivers for globalisation are market, government; cost and competition (see Figure 1). Alicesoft english games free. Grey's anatomy season 12 summary. These external drivers affect the main conditions for the potential of globalisation across industries, which are mainly uncontrollable by individual firms.
Yips Globalization Drivers For Macbook
YIP’S GLOBALIZATION MODEL
We have followed George Yip’s famous globalization model (1992) to analyse the forces behind attractiveness of globalization for telecom firms in India and more specifically Bharti Airtel.
1. MARKET GLOBALIZATION FORCES
Every month about 8-10 million subscribers are being added in the Indian mobile database. India is likely to see ~80% teledensity (fixed +mobile users) by 2014 and is set to see waning demand there on. (source: Wikipedia.com)
Given the current level of saturation in urban market and cut throat competition among operators, the industry players are aiming to achieve the dual strategy of:
• Widening telecom footprint by acquiring new subscribers in semi urban/ rural India to take advantage of its high growth potential.
• Netting talkers in emerging markets is to replicate the Indian experience outside
2. COST GLOBALIZATION DRIVERS
The margins of the telecom industry as a whole have shrunk, even though subscriber base is growing owing to competition and lower “Average Revenue per User” (ARPU) primarily due to major growth drivers being from the bottom of the pyramid, for which rates have been drastically reduced to make them affordable to the masses. The tariff structure in India is among the lowest globally at Rs.0.5 - 1 per minute vis-a -vis to the tariff in USA and UK (around Rs.13 and Rs7-8 respectively) .The inevitable commoditization of voice calls and shrinking ARPU, the next challenge lies in to develop alternative revenue
We have followed George Yip’s famous globalization model (1992) to analyse the forces behind attractiveness of globalization for telecom firms in India and more specifically Bharti Airtel.
1. MARKET GLOBALIZATION FORCES
Every month about 8-10 million subscribers are being added in the Indian mobile database. India is likely to see ~80% teledensity (fixed +mobile users) by 2014 and is set to see waning demand there on. (source: Wikipedia.com)
Given the current level of saturation in urban market and cut throat competition among operators, the industry players are aiming to achieve the dual strategy of:
• Widening telecom footprint by acquiring new subscribers in semi urban/ rural India to take advantage of its high growth potential.
• Netting talkers in emerging markets is to replicate the Indian experience outside
2. COST GLOBALIZATION DRIVERS
The margins of the telecom industry as a whole have shrunk, even though subscriber base is growing owing to competition and lower “Average Revenue per User” (ARPU) primarily due to major growth drivers being from the bottom of the pyramid, for which rates have been drastically reduced to make them affordable to the masses. The tariff structure in India is among the lowest globally at Rs.0.5 - 1 per minute vis-a -vis to the tariff in USA and UK (around Rs.13 and Rs7-8 respectively) .The inevitable commoditization of voice calls and shrinking ARPU, the next challenge lies in to develop alternative revenue