This case provides a rich forum, a pioneer in the move from the innovation benefit illustrate. It shows the power of the dominant design, barriers to appropriability and complementary assets, and the critical role of process capability. NTT DoCoMo, Japan’s leading mobile phone company, has become known worldwide as the “pioneer of mobile Internet services.” The company i-mode, low-volume, mobile internet service has been a huge success. By 2002, the days of rapid growth had faded as t … Read more »

This case provides a rich forum, a pioneer in the move from the innovation benefit illustrate. It shows the power of the dominant design, barriers to appropriability and complementary assets, and the critical role of process capability. NTT DoCoMo, Japan’s leading mobile phone company, has become known worldwide as the “pioneer of mobile Internet services.” The company i-mode, low-volume, mobile internet service has been a huge success. By 2002, the days of rapid growth had faded as the market became saturated. DoCoMo continued technological progress and offered data services such as streaming audio, photo and video broadcast capacity with its 3G network. DoCoMo’s 3G phones, Freedom of Mobile Multimedia Access (FOMA), had the 320,000 target number for 31 March 2003 futures surpassed.
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from
Gerry Yemen
Elizabeth Olmsted Teisberg
Source: Darden School of Business
20 pages.
Publication Date: Nov 25, 2003. Prod #: UV2003-PDF-ENG
NTT DoCoMo in 2003 HBR case solution

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