The number of new players in the Indian telecom handset segment has
almost doubled to 68 by the end of the third quarter of this year. The
new players have managed 41.2 per cent market share in the segment that
was dominated by only five companies over a year and a half ago.
According the market research company IDC, 35 mobile phone sellers, in
total, garnered sales of 3.86 crore units for the second quarter of this
year. The new entrants earned as much as 33.2 per cent share as
compared with less than one per cent in the second quarter of 2009.
Anirban Banerjee, associate vice president — research, IDC India said in
a statement: “The Indian mobile handsets market got even more crowded
and fragmented in the lower-and mid-market segments with the further
entry of new players offering innovative models at attractive price
points.”
Overall, the handset market grew by 3.6 per cent to touch about
four-crore units in Q3. The year is expected to end with total mobile
devices sales of about 15-crore units. Multi-SIM and touch phones grew
to touch about 38 per cent of the total handset shipments during the
first half of 2010. During the third quarter, smartphone sales grew by
34.2 per cent, which a 294.9 per cent increase over the third quarter of
2009.
Smartphone prices continued to drop through the year due to increased
competition. While 80 per cent of the device sales were below the
average sale value of Rs 18,000 in the second quarter, this increased to
over 90 per cent for the quarter ending September 30.
While Nokia remains the leader in mobile phone sales with 31.5 per cent
market share, G’Five has emerged as the number-two player. As of H1 of
2010, Nokia, Samsung, G’Five, Micromax and Spice were the top five
vendors. Globally, personal computer makers, including HP and Dell have
also entered the segment adding to the competition.
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Sync Performance thro Innovation in Comm&Entertain
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freeme
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26-Jan-2011 00:38
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knn asking for money with back to back rights issue.. nb..
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des_khor
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26-Jan-2011 00:20
Yells: "Tell me who is the God or MFT from this forum??" |
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Ask money again !! | ||
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Belteshazzar
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25-Jan-2011 19:15
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Spice i2i buys Indonesia's Sesular for US$175m
By
LYNN KAN
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ROI25per
Master |
25-Jan-2011 08:48
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look like i to i happen sooner | ||
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Belteshazzar
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25-Jan-2011 08:43
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Kelvin Tan, Selular Group - 22 Jun 2010 Efficient cash management and trade finance, combined with aggressive vertical integration, meant that the Indonesian mobile phone company Selular was able to succeed despite the recession. 2010 is looking good for Selular. The company has announced a predicted growth in profits of 20%, with expected sales growth of 38%. Such impressive figures have been made possible through the company’s strong strategic initiative in the uneasy market of 2008 and 2009. Indeed, these predictions are a long way from where the company found itself in the last quarter of 2008. Then, with the world in recession, we were presented with several challenges. Normally, the fourth quarter is our best performing of the year, with Christmas, Chinese New Year and Muslim holidays all falling during this period. Yet in 2008 this was not the case and our sales took a dive. Problems also arose in Q4 in the form of currency fluctuations. In the space of a month, the exchange rate of US dollars to Indonesian rupiah fell by 30%, making US$1 equivalent to 12,000 rupiah. This drastic and rapid depreciation in foreign exchange (FX) rates was a blow to Selular, because we import in US dollars and sell in rupiah. Our prices are pegged to exchange rates, so when there is such fast change, sales inevitably fall. Indeed, sales dropped at the end of 2008 and - rather than restock in Q1 and Q2 of 2009 - we chose to run down our stock for as long as possible, clearing over three months worth of stock before reordering. Yet with economists predicting a bleak outlook for 2009, we needed a plan to pull through the recession safely. As with any large business, there are fixed costs to maintain and, with 27 branches across Indonesia, one option was to close some down. Selular has previously focused on the higher-end phones such as Blackberry. However, this misses around 70% of the Indonesian market, which uses phones costing under US$100. Therefore it seemed sensible for us to examine the lower end. However, we decided upon a more positive path. As we were already a distributor of Sony Ericsson, Motorola, Blackberry, Samsung, Nokia and HTC throughout Indonesia, a potential area of growth for us was the local market. The lower end of the Indonesian market is dominated by Nokia, and Nexian, which is a distinct local brand. Having previously worked with Nexian - and given that we were looking to expand in to the lower end of the market - we purchased a majority stake in the company. The acquisition of Nexian meant that we could vertically integrate into handset manufacturing without having to start a local brand from scratch. And as Nexian already made phones in China, it had built up expertise as a Chinese original device maker (ODM) buying phones and finding technical solutions with manufacturers and operators. We could not have achieved this on our own at such speed. Despite the potentially difficult timing of the acquisition, Nexian and Selular sit well together. Selular has strong financing and credit facilities, and strong distribution and retail, which carry advantages for the smaller Nexian. The fact that in the six months after the acquisition, Nexian sold 2.5 million handsets and achieved a turnover of US$150m speaks volumes for the success of our strategy to grow our way out of the downturn. Telkomsel, a local service provider, now has 1.8 million subscribers using Nexian handsets, while XL Axiata has another million. As total phone sales volume in Indonesia is 1.8 million units, Nexian is crucial to our business. The financing of the deal was executed through a working capital facility. This was arranged and executed by Falcon Trade Corporation, who offered a financing package based on their strong knowledge of the company. Our relationship with Falcon has been built up over several years, having evolving from a strong trade services-related partnership. Cash Management One challenge of the acquisition, however, was that it further complicated the structure of the business, making it vital for our cash management needs to be handled effectively. And with retail outlets nationwide selling own brand and other products, the efficient movement and handling of cash became more vital than ever. For the past five years, Selular’s cash management needs have been met by a basic enterprise resource planning (ERP) system, Microsoft Navision. It is connected live via a server in Jakarta, making it possible to see money coming in to all our outlets on a minute-by-minute basis. For retail sales, cash is banked on the same day or the following morning. Each branch has a bank account, the contents of which are swept into a central account that can be accessed online. As money coming in and going out can be seen on an up-to-the-minute basis, the weekly cash flow forecast can be predicted more accurately because of the centralised cash management system (CMS). Our forecasts are two months ahead and their accuracy has a major impact on our foreign currency as well as our working capital management needs. As stated, we buy in US dollars and therefore need to purchase US dollars every day. The centralised system means that Selular can avoid overbuying. Also, the system prevents pockets of idle cash from being unused, meaning our level of borrowing has been significantly reduced. Indeed, Selular’s overdraft has been reduced by around 20%. We also have an internal system for working capital optimisation, driven by the weekly estimates and cash flow forecasts. We can show balance sheets and incomings on a screen on a daily basis. All branch numbers are consolidated onto one system, so that cash requirements are efficiently managed. In order for our working capital to be optimised, we have also used trade financing facilities. For example, Sony Ericsson - of which Selular is a major distributor - can give us credit for 30 days, but this is only a partial benefit in a cash cycle that takes two to three months to complete. Falcon Trade is a major partner in providing for the shortfall with invoice discounting of up to 180 days. Falcon provides invoice financing in US dollars - and this plays a vital part of our cash management strategy. Meanwhile, we use local banks for rupiah financing. There is also a standby letter of credit (LC) facility that covers any credit risk to the vendor. Outlook for 2010 The success of the Nexian acquisition has helped our recovery from the recession, allowing us to look forward with optimism. The Indonesian market has huge potential growth. Of the country’s population of 250 million, only 120 million own a mobile phone, meaning over 50% of the population remains phoneless. If Selular can tackle this area of the market, the opportunity for growth is vast. In this respect, Nexian will provide Selular with many more opportunities to penetrate the market in Indonesia. There are four million Nexian users in Indonesia and, by the end of 2010, the aim is to reach 10 million. To achieve this, Nexian must become a brand that is relevant to the local market, which we think is possible by following the local fashion for phone accessories. Indonesians are particularly keen on phones with a ‘QWERTY’ keyboard for texting and email and our aim is to make Nexian fit in with this trend. Indonesians are also keen on using their phones for chatting and Facebook. The aim is to create a Nexian messenger - similar to Blackberry messenger - that will help to create a local community of Nexian users. Applications (apps) for phones can also be used to win over the local market. As a rapidly expanding area of the global phone market, Indonesians are keen on buying apps for social entertainment and business uses. We see apps becoming as important as - if not more important than - phones themselves. One way for Nexian to take a slice of this is to give away apps specifically designed for the local market. And as part of our vertically-integrated business model, Selular is planning to acquire an apps company, which would help to drive local interest in apps whilst ensuring that it can take a share of the money to be made in this area. Offering local apps is perhaps the most effective way of achieving this. |
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Belteshazzar
Veteran |
25-Jan-2011 08:37
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hopefully not another rights Spice i2i to acquire Indonesia's Selular Group for US$175m |
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Belteshazzar
Veteran |
24-Jan-2011 09:42
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normally dun halt, so is either very bad or good news... | ||
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Belteshazzar
Veteran |
10-Jan-2011 09:00
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consolidating for far too long... | ||
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Belteshazzar
Veteran |
07-Jan-2011 10:03
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The Spice family |
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Belteshazzar
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07-Jan-2011 09:24
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Prestige Bhupendra Kumar Modi, billionaire chairman of mobile technology and entertainment conglomerate Spice Global, is guided by two words — unconventional wisdom. Lauren Tan reports T echnology will lead to global unity. So says the billionaire technopreneur bhupendra Kumar Modi from his 63rd foor Singapore penthouse, one of the 14 residences he keeps around the world to feel at home wherever business takes him. “the whole world is changing and technology is helping it. today when you communicate with someone through technology, you see them on the small screen. tomorrow, that small screen will be blown up. when that happens, people will forget which country they belong to,” he explains. Modi is the man who brought the frst mobile phone, the frst 3 1/4” foppy drive, the frst facsimile machine and the frst photocopier to his native india. dressed this afternoon in his trademark Panama hat — or perhaps soothsayer’s cap — and vest combo, the 62-year-old continues in his melodic roar: “i think politicians and religious leaders will have a tough time. but naturally, businesses will have a good time!” Singapore, the current headquarters of his Spice global conglomerate, ......... |
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Belteshazzar
Veteran |
04-Jan-2011 09:52
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steady steady steady for many months ....... | ||
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rocketbrain
Member |
30-Dec-2010 09:45
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This share is the worst performing in the last decade. Number of new handset players jumps to 68 in Q3Dec 29 2010 , Chennai |
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Belteshazzar
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30-Dec-2010 09:34
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patience, every stock got its day... | ||
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jm2212
Senior |
28-Dec-2010 21:20
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this is one of my worst performing stock for the entire year, very disappointed....., especially took up excess rights issue some more. | ||
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Belteshazzar
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28-Dec-2010 14:20
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steady. | ||
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rocketbrain
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25-Dec-2010 01:24
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Selling handsets to boost mass-market handset data revenues?14 December 2010 Handset capability is the biggest hurdle to the adoption of data services Music is one of the largest selling data services in several emerging markets, delivered using circuit-switched calls or ringback tones. One of the major bottlenecks is that, in several emerging Asian markets, more than 50% of the handset base has no GPRS capability, although this is set to change rapidly (as shown in Figure 1). 
Figure 1: Forecast evolution of distribution of handsets in emerging Asian markets, 2009–2013 [Source: Analysys Mason, 2010]
The various business models that operators are adopting for handset sales are summarised below (presented in descending order of risk/reward profile):
Although handsets represent one key hurdle that must be overcome in order to create a more compelling data services proposition, operators still need to tackle challenges associated with data pricing, user experience and service offerings. Analysys Mason works with mobile operators on the delivery of profitable small screen strategies. Please download our expertise document providing more details of the various initiatives and an overview of our capabilities in this area. Alternatively, please contact amrish.kacker@analysysmason.com. |
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Belteshazzar
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24-Dec-2010 08:47
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Belteshazzar
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23-Dec-2010 11:03
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chart says ave consolidation period is going to BIG BAND | ||
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Belteshazzar
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23-Dec-2010 10:48
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starts...... | ||
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Belteshazzar
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23-Dec-2010 10:37
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Skype CEO Bates Says New Products, Corporate Partnerships Will Fuel Growth
By -
Dec 23, 2010 1:58 AM GMT+0800 Tony Bates, chief executive officer of Skype Technologies SA, said that partnerships with other companies such as Verizon Wireless and Samsung will be an increasingly important part of growth for Skype. Photographer: Tony Avelar/Bloomberg Tony Bates, chief executive officer of Skype Technologies SA, said that partnerships with other companies such as Verizon Wireless and Samsung will be an increasingly important part of growth for Skype. Photographer: Tony Avelar/Bloomberg A pool table sits next to nonfunctional phones on display as a joke in the employee recreation room at Skype Technologies SA's new 90,000 square-foot office in Palo Alto, California. Photographer: Tony Avelar/Bloomberg A receptionist works in the lobby of Skype Technologies SA's new 90,000 square-foot office in Palo Alto, California. Photographer: Tony Avelar/Bloomberg A video conference station sits at Skype Technologies SA's new 90,000 square-foot office in Palo Alto, California. Photographer: Tony Avelar/Bloomberg Skype Technologies SA Chief Executive Officer Tony Bates will fuel growth by adding corporate partnerships and hiring engineers to build new products as the company readies for an initial public offering. Bates, who joined the Internet calling company in October from Cisco Systems Inc., said in an interview Dec. 20 that agreements with other companies will be an increasingly important part of Skype’s development. He plans to hire as many as 500 people next year, most of whom will be engineers, to focus on new products and make sure that consumers have the same experience using Skype on their phone, desktop or television. “More and more of us are living in a world of mobility that started off as convenience but now is becoming a richer form of communication,” said Bates, 43, at the company’s new 90,000-square-foot office in Palo Alto, California. “What we think is most powerful is not one modality -- it’s how multiplatform you can become. Consumers want choices.” Bates faces the challenge of building new sources of revenue and coaxing money out of Skype’s more than 560 million users, of which only 1.4 percent pay for the service, according to a regulatory filing. Skype, which started as a way for consumers to chat for free, is developing premium services such as group video calling, pursuing corporate accounts and plans to raise $100 million in an IPO. “Companies like Skype have a tremendous amount of opportunities,” said Bates. “You have to focus on the things that matter.” Growing Pains The company also faces growing pains as the number of users expands. Today, some Skype users had difficulty logging on to the service, a matter Skype said it was investigating. Skype, based in Luxembourg, is using the Palo Alto office to attract Silicon Valley talent. Employees use phoneless conference rooms to communicate with headquarters, relying on Skype instead of traditional speakerphones. Skype has agreements with carriers Verizon Wireless and KDDI Corp., Japan’s second-largest mobile-phone operator. Deals with Samsung Electronics Co., Panasonic Corp. and LG Electronics Inc. have led to Skype software being pre-installed on 40 million high-definition televisions, Bates said. For the fiscal year that ended Sept. 30, Skype reported revenue of $830 million and earnings before interest, taxes, depreciation and amortization of $170 million, according to Naveen Sarma, an analyst at Standard & Poor’s in New York. Estonian Roots The company is the largest provider of international calling, accounting for about 12 percent, according to Washington-based research firm TeleGeography. EBay Inc., which bought the Estonian startup in 2005, sold most of its stake last year for about $2 billion to a group led by Menlo Park, California-based private-equity firm Silver Lake. Bates dropped out of his studies as a mechanical engineer after one year at London Southbank University. His first job was loading time-shift punch cards into a computer in the early 1980s. His early work with computers and networking fed his hunger to learn more and provided valuable experience watching the industry transition from academia to the commercial realm, he said. Bates said he hopes to build on that experience as well as on his insight gained from sitting on the board of YouTube, the video site owned by Google Inc. “We’ve got great challenges that people want to work on,” Bates said. “You’re going to start to see us ramping up products.” |
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