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Instead of paying iMode for service fees and paying the content providers for subscription fees, iMode customers received one monthly bill with all of their mobile charges. 12 Suppliers have needs too NTT DoCoMo’s insight into the needs of its content providers was an important contributor to its early success. By taking care of the customer billing, iMode made business easy for content providers, who were hesitant to sell online because handling the billing was a large and expensive burden. 13 In return for this, iMode charged its content providers 9 per cent of revenue.

It’s important for the entrepreneur to know whether the opportunity is a substantial one, serving a large and attractive market, or a niche opportunity with limited potential. Either may be acceptable. It depends on the entrepreneur’s aspirations. It is also important to know which way the tides are flowing. Thus, reaching a clear conclusion about market attractiveness is critical. But this macro-level assessment – done at the 30,000-foot level, so to speak – is only half the market domain story.

American beer drinkers see the Lite To revolutionize an industry is a goal most companies can only dream of. For Miller Brewing Company, its decision to introduce light beer in 1975 had exactly this kind of impact. Barely on the radar in 1975, light beers made up only 1 per cent of beer consumption in the USA. 21 Miller Lite, the brand that built the light beer category, was credited for this monumental shift in consumer purchasing. How did Miller make this happen? Miller’s achievement can be attributed to two simple principles: segmented marketing and saturation advertising to reach the target market.

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A Critical Perspective of ISCT


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