戦略研究 (No. 57): マーケティングが勝負の決め手 (May 17, 2010)
NTTドコモが日本の家電・半導体メーカー5社と携帯電話の基幹ソフトの統一に乗り出した。技術基盤を広め、ガラパゴス現象と呼ばれている日本の携帯事業を大きく変えようとするのが目的である。ドコモの海外市場を視野に入れた戦略は、10年前に一度失敗している。ドコモが失敗をし、アップルが成功したのであるが、両社の戦略の違いは、ドコモがメーカーやコンテンツ会社を囲い込んだのに対し、アップルは世界の通信会社と組んで、情報配信基盤も開放したからである。これでは、ドコモが世界市場で勝てる可能性はなく、結局は、日本市場の特異性だけが残った。今回も、ドコモに召集された5社は、すべて日本企業で、ドコモファミリーと言われる企業ばかり。アップルの技術のベースは、ソニーのウォークマンと、ドコモのIモードである。世界市場でマーケティングをしたアップルと、ファミリー企業の利権を温存しようとしたドコモのマーケテイング戦略の違いは大きい。(Written by Shigeo Sunahara of CBC, Inc.)
No. 57: Marketing speaks for itself. (May 17, 2010)
NTT DoCoMo starts to standardize the core mobile phone software in collaboration with five Japanese companies from the consumer-electronics industry and semiconductor industry with a view to expanding the technology infrastructure and changing greatly the Japanese mobile phone business frequently dubbed the “Galapagos” phenomenon. The company carried out the same kind of strategy aiming at the global market 10 years ago. Back then, Apple achieved tremendous success in the global market, while DoCoMo withdrew from the global market. What decided their outcomes is marketing. Apple allied with carriers worldwide and opened the infrastructure of information distribution to them, while DoCoMo allied with mobile phone makers and contents developers. In fact, DoCoMo failed to show presence in the global market, and the idiosyncrasy of the Japanese market grew more conspicuous. This time the five companies asked to collaborate with DoCoMo are all Japanese and so-called DoCoMo’s family companies. Part of the base of Apple’s technology is made up of Sony’s Walkman and DoCoMo’s i-mode. The difference in strategy between Apple focusing on the global market and DoCoMo protecting the right and interest of its family companies is great.
No. 57: Marketing speaks for itself. (May 17, 2010)
NTT DoCoMo starts to standardize the core mobile phone software in collaboration with five Japanese companies from the consumer-electronics industry and semiconductor industry with a view to expanding the technology infrastructure and changing greatly the Japanese mobile phone business frequently dubbed the “Galapagos” phenomenon. The company carried out the same kind of strategy aiming at the global market 10 years ago. Back then, Apple achieved tremendous success in the global market, while DoCoMo withdrew from the global market. What decided their outcomes is marketing. Apple allied with carriers worldwide and opened the infrastructure of information distribution to them, while DoCoMo allied with mobile phone makers and contents developers. In fact, DoCoMo failed to show presence in the global market, and the idiosyncrasy of the Japanese market grew more conspicuous. This time the five companies asked to collaborate with DoCoMo are all Japanese and so-called DoCoMo’s family companies. Part of the base of Apple’s technology is made up of Sony’s Walkman and DoCoMo’s i-mode. The difference in strategy between Apple focusing on the global market and DoCoMo protecting the right and interest of its family companies is great.
