|
Sections |
| Title | Starting Page | Number of Pages |
|---|
| Executive summary
In a nutshell
Key messages
Low teledensity and strong socio-economic development
The addressable market is not huge in the short to medium term
There are structural challenges in delivering communications services
Profitability of the | 0 | 1 |
| Executive summary | 0 | 1 |
| Table of Contents | 2 | 1 |
| Mobile strategies for rural India | 3 | 32 |
| In a nutshell | 0 | 1 |
| Key messages | 0 | 1 |
| Executive summary | 3 | 3 |
| Rural India: opportunities and challenges | 6 | 4 |
| Low teledensity and strong socio-economic development | 0 | 1 |
| The addressable market is not huge in the short to medium term | 0 | 1 |
| Indian rural market segmentation | 10 | 6 |
| Rural strategies for success | 16 | 10 |
| There are structural challenges in delivering communications services | 0 | 1 |
| Profitability of the addressable market is key | 0 | 1 |
| Indian rural strategies: case studies | 26 | 9 |
| A comprehensive rural strategy framework is required | 0 | 1 |
| Operators are taking various steps to address the rural market | 0 | 1 |
| Ovum view | 0 | 1 |
| Focus on market share, total revenues and profitability | 0 | 1 |
| Explore value-added services beyond agriculture | 0 | 1 |
| Explore opportunities from non-telecoms players and the government | 0 | 1 |
| Leverage the deployed infrastructure for non-telecoms usage | 0 | 1 |
| Rural India: opportunities and challenges | 0 | 1 |
| Huge population base and low levels of teledensity | 0 | 1 |
| Conducive socio-economic growth drivers | 0 | 1 |
| High aspirational and utility value of a mobile phone | 0 | 1 |
| Attention from non-market and non-telecoms players | 0 | 1 |
| Poor state of public infrastructure | 0 | 1 |
| Low literacy and media penetration | 0 | 1 |
| Ineffective public policies and regulatory support | 0 | 1 |
| A confusing maze of local governing bodies | 0 | 1 |
| Balancing first mover advantage and financial risks | 0 | 1 |
| Indian rural market segmentation | 0 | 1 |
| Inflated short- to medium-term expectations | 0 | 1 |
| Rural market segmentation | 0 | 1 |
| Socio-economic segmentation | 0 | 1 |
| Age-based segmentation | 0 | 1 |
| Geography-based segmentation | 0 | 1 |
| Occupation-based segmentation | 0 | 1 |
| Rural strategies for success | 0 | 1 |
| Framework for a successful rural market strategy | 0 | 1 |
| Products and services innovation | 0 | 1 |
| Availability | 0 | 1 |
| Affordability | 0 | 1 |
| Usability | 0 | 1 |
| Motivation and capabilities | 0 | 1 |
| Operational excellence | 0 | 1 |
| Energy consumption | 0 | 1 |
| Active infrastructure capex and opex | 0 | 1 |
| Passive infrastructure capex and opex | 0 | 1 |
| Sales, distribution, billing and customer-care expenses | 0 | 1 |
| Engage government bodies | 0 | 1 |
| Enable government initiatives and co-acquire customers | 0 | 1 |
| Effect conducive policy changes | 0 | 1 |
| Leverage government resources and infrastructure | 0 | 1 |
| Facilitate working with local government bodies | 0 | 1 |
| Engage non-profit organisations | 0 | 1 |
| Enable social initiatives and co-acquire customers | 0 | 1 |
| Capitalise on local knowledge and goodwill | 0 | 1 |
| Leverage micro-financing efforts to drive adoption | 0 | 1 |
| Partner with non-telecoms companies | 0 | 1 |
| Generate new revenue opportunities | 0 | 1 |
| Enhance understanding of rural needs | 0 | 1 |
| Leverage existing sales and distribution networks | 0 | 1 |
| Develop unconventional business models | 0 | 1 |
| Share capex and opex | 0 | 1 |
| Employ local entrepreneurs | 0 | 1 |
| Capitalise on local knowledge and goodwill | 0 | 1 |
| Reduce sales, distribution, billing and customer-care costs | 0 | 1 |
| Enhance customer experience | 0 | 1 |
| Indian rural strategies: case studies | 0 | 1 |
| Bharti Airtel | 0 | 1 |
| Coverage prioritisation | 0 | 1 |
| Joint venture with Indian Farmers Fertiliser Cooperative | 0 | 1 |
| Airtel Service Centres | 0 | 1 |
| Communicating with rural customers | 0 | 1 |
| Micro-financing initiative | 0 | 1 |
| Tata Teleservices | 0 | 1 |
| Sahayak service | 0 | 1 |
| Multi-faceted distribution strategy | 0 | 1 |
| Strategic partnerships | 0 | 1 |
| Reliance Communications | 0 | 1 |
| BharatNet | 0 | 1 |
| Grameen VAS | 0 | 1 |
| Machine-to-machine applications | 0 | 1 |
| Partnership with Krishak Bharti | 0 | 1 |
| Ericsson | 0 | 1 |
| Expander solution | 0 | 1 |
| Dynamic discount solution | 0 | 1 |
| Nokia Siemens Networks | 0 | 1 |
| Smart Site solution | 0 | 1 |
| Broadband Village India | 0 | 1 |
| Village Connection | 0 | 1 |
| Alcatel-Lucent | 0 | 1 |
| VillageNet | 0 | 1 |
| ‘Green’ initiatives | 0 | 1 |
| Nokia Life Tools | 0 | 1 |
| Qualcomm’s Wireless Reach initiative | 0 | 1 |
| List of Tables | 0 | 1 |
| Table 1: Socio-economic segmentation of the Indian rural market | 0 | 1 |
| List of Figures | 0 | 1 |
| Figure 1: State of electricity infrastructure in India | 0 | 1 |
| Figure 2: Socio-economic pyramid of rural India | 0 | 1 |
| Figure 3: Age-based segmentation of rural India | 0 | 1 |
| Figure 4: Indian rural population by telecoms circles | 0 | 1 |
| Figure 5: Distribution of Indian villages by village population | 0 | 1 |
| Figure 6: Shifting trends in male rural employment | 0 | 1 |
| Figure 7: Framework for a successful rural market strategy | 0 | 1 |
