Friday, 13 July 2012

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Indian mobile handset revenues witness 5 per cent decline: report

MUMBAI: The Indian mobile handset market has witnessed drop of five per cent in its revenues to Rs 312.15 billion from Rs 330. 31 billion during FY 2011-12, according to an annual survey by CyberMedia group’s telecom journal Voice&Data.

The drop in revenues is attributed to feature phone sales decline and lower average selling values (ASVs). Six of the top 10 brands including Nokia, Micromax, Blackberry, Spice, LG and G’Five saw a negative growth in revenues. The entry level smartphones of companies like Samsung, HTC, Huawei and Karbonn witnessed a marginal rise in the revenue.

Voice&Data group editor Ibrahim Ahmad said, “Indian mobile phone brands that had hoped to make a mark by sourcing Chinese handsets and selling them only on the price plank were in for a big surprise. These players will have to quickly rethink their product, marketing and service strategy afresh to put their house in order.”

Nokia positioned itself as the leader amongst players with revenue of Rs 119.25 bn, despite an eight per cent drop over Rs 129.29 bn revenues posted in FY 2010-11. The Finnish company lost market share in the smartphone and multi-media segment in comparison to Samsung, HTC and Apple due to its absence in the android market. However, it made headway in the dual-sim handset category and ended the year with a market share of 38.2 per cent.

Samsung attained the second position displaying a growth in revenues by 38 per cent to Rs 78.91 bn. The company posted a market share of 25.3 per cent owing its success to products based on windows, android and bada operating systems. The Samsung Galaxy Note sold around 40,000 units each month since its launch in 2011.

“As consumers look for applications beyond voice and SMS, the market will see a fight for high end feature phones and smartphones intensify further. Consumers can also look forward to steeper price drops and more features in the same price,” Ahmad added.

The 17th annual survey was based on around 30 multi-national and Indian mobile handset firms selling feature, multimedia, enterprise handsets and smartphones in the country.

Micromax witnessed a drop of 13 per cent posting revenue of Rs 19.78 bn and market share of 6.3 per cent ranking third on the list. Blackberry emerged fourth with a significant drop of 25 percent to post revenues of Rs 14.60 bn and market share of 4.7 per


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Nextel is running out of minutes,

The governor of Delaware and a former Nextel executive looks back at the company's unlikely growth and eventual sale.


 FORTUNE -- The countdown clock on Nextel's final year of service begins in earnest. Sprint declared that Nextel's network will go dark by June 30, 2013.

For the millions of customers that remained loyal to the brand, it will be a time of transition. For those of us who joined Nextel early and helped build it, it's a bittersweet time as we reflect on what we helped create. It's also time for many of us to celebrate not just the fact that the company thrived for many years -- but in fact that the company managed to survive at all against what seemed to be impossible odds.

In the early years, not a month went by when we didn't wonder if the company would make payroll. Lining up financing was a constant battle. And surviving the breakup of a planned affiliation with MCI seemed at the time to be almost too much to deal with. Our founders, two entrepreneurs named Morgan O'Brien and Brian McAuley, simply wouldn't fail. When faced with seemingly insurmountable odds, including a failed IPO and later a crashing stock price, their response was clear: "We're in this, and we're staying in. The only way through is forward." That was an answer that stuck with me. Years later, when I was sworn in as Governor and handed the largest single budget shortfall in state history, my response was the same: "Too late to turn back now. We've already been sworn in."

At the beginning, Nextel's ambitions were modest. It's true that O'Brien wrote out the original business plan without including a single number because he was (correctly) convinced of the strength of his vision. It fell to co-founder (and CPA) McAuley to chart the fiscal path forward, which was one of hundreds of ways that they made a compelling and complementary leadership team.

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The original name -- FleetCall -- reflected our original purpose. A corporate attorney with a communications background, O'Brien looked out and saw in the fragmented world of Specialized Mobile Radio (SMR) an opportunity to do a traditional corporate roll-up through acquisitions, professional marketing and economies of scale. In short, he sought to build a compelling national business providing radio dispatch services to plumbers, taxis and the like. It meant buying mom and pop companies and making them part of a national enterprise.

Somewhere along the way, driven by O'Brien's and McAuley's vision, a terrific supporting team, the insight and support of my friend and now Senator Mark Warner and the explosive growth of new technology, it became clear that we needed to dream and deliver on a much larger scale. Instead of a tool to serve fleets of plumbers, construction workers and first responders, O'Brien in particular realized that the company could create the next generation of telephone services -- hence the name Nextel.

His initial motivation was somewhat defensive. Since SMR operators used frequencies similar to those used by cellular, O'Brien realized that eventually cellular operators would deploy digital technologies and compete for FleetCall's business. Before they came into our space, he realized, we could go on an acquisition spree of our own, buying up the spectrum and technical capacity to compete with the cellular providers. The idea was to compete not just on their turf but also through value-added services for which Nextel became famous, like the "push to talk" feature. The Federal Communications Commission, to its credit and despite significant opposition, recognized the value of the additional competition and unanimously approved our proposal.

Unlike some of today's startups that have to trumpet loudly their smallest successes to attract interest from venture capital, we were in the odd position of having to raise hundreds of millions of dollars while keeping our heads down. We couldn't afford a bidding war over spectrum against bigger companies with deeper pockets.

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In my current job, I often hear about the damage that needless regulations can to do to small business. We've actually launched a statewide drive in Delaware that will require every state agency to hold a public meeting in every county to look for regulations we can eliminate to help small business succeed.

But at the time, crisscrossing the country, acquisition after acquisition, I was grateful for the 90 day window the FCC made us wait for their review between the time we would finish a deal and the time they would let it go forward. That window gave us the time we needed to raise the money to cover the cost of the deal. More than once, I was at the offices of the company we were acquiring waiting for McAuley to finish the loan documentation with our lenders so that the money could be wired to complete the deal.

Acquistion by acquisition, we slowly knit together a national network. It wasn't glamorous. One of my favorite stories was back in 1989 when one of our newest and youngest employees, John Willmoth, literally knocked on dozens of doors in Rockford, Illinois, asking homeowners to allow us to transmit radio signals from their basements. He had a day to complete his work; otherwise, we would have lost $25,000 and a radio license we had purchased.

Although we had a very supportive board of directors, led by a team from Madison Dearborn Partners, there were plenty of people trying to stop our progress. Days before our planned IPO in December, 1991, our deal had been oversubscribed by a decent margin. But just one day before the planned offering, an analyst covering the cellular industry wrote a report criticizing the Motorola technology at the heart of the Fleet Call system by saying that the only people who would use our radios were "blind taxi drivers."

The deal fell apart and in what was the ultimate insult, at the very time we were supposed to have been celebrating with a post-IPO dinner, McAuley slipped in the Merrill Lynch basement at the World Financial Center and broke his leg. Incredibly, six weeks later, thanks to terrific work by underwriters Merrill Lynch and Salomon Brothers, our IPO succeeded and, at the traditional "closing dinner", not only did we make it through the meal without breaking any bones, we received token gifts -- jackets with "Blind Taxi Drivers Association" logos.

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Over the next couple years, we raised additional funds ($1 billion in high yield bonds and a total of about $200 million in strategic investments by Comcast, NTT and Matsushita), built out the first digital 800 MHZ system in Los Angeles, and cemented a partnership with Craig McCaw, widely regarded as the father of the cellular industry and one of the great entrepreneurs of our time. McCaw helped validate the company's asset position and technology approach. The company that had twelve people when I joined had grown to several thousand when I decided to leave, and grew even larger before it was acquired becoming, in the process, one of the giants we so joyfully competed against.

I often think back to those early days, when O'Brien and McAuley were joined by hundreds of associates who thought Nextel was the best employer they ever had, because they were free to solve customer problems with little bureaucracy to rein them in. And the fact that we were underdogs helped a lot too.

After I had left the company and entered public service, and after Nextel was acquired by Sprint, I remember going to a NASCAR race at Dover Downs. There were tens of thousands of race fans. Like any elected official, I knew enough to be able to share my thoughts about the drivers. But more than Petty, Earnhart, Stewart or (DuPont's own) Gordon, the name I was must struck by was Nextel. Because, as the lead sponsor of the NASCAR Sprint Cup, the name we came up with in some forgotten suburban office park, was everywhere -- on hats, shirts, signs, cars.

Nextel's network may be set to disappear. But it's one more story about how a couple of entrepreneurs fueled by huge dreams can create tens of thousands of jobs and tens of billions in value. And that's worth celebrating.




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BBC Launches Olympics App for BlackBerry, iOS, Android,






As the London Olympics draw near, the battle for audience attention is shaping up to be waged not on television but on the tiny screens of smartphones and tablets. Yesterday NBC announced its partnership with Adobe to roll out Olympics streaming apps for the Android and iOS platforms in the U.S. Today, the BBC has announced its own Olympics app for the two mobile platforms as well as BlackBerry devices.

The main function of the app will allow users to receive up to 24 live streams of Olympics coverage over Wi-Fi and 3G signals. Also included will be editorial text from BBC news commentators, dedicated pages for every athlete, country, and sport, schedule information, and a medals chart to allow users to keep track of the winners.

"We needed to ensure everyone could access our coverage," BBC News general manager Phil Fearnley said in a statement. "The BBC Sport Olympics app ensures that everything you need to keep up-to-date with the action is right there at your fingertips. Even when you're out of range of 3G or wireless, we'll still be able to deliver the latest news to you offline."

The "out of range" component Fearnley mentions refers to the app's automatic downloading of content for consumption when a user's device isn't connected to the Internet, a feature that can be disabled in order to save battery life or cut down on data charges. The iOS version of the app allows a user to customize the app to focus on one particular Olympic sport. Finally, there's also a social media component of the app that lets a user email or share stories directly from the app.

So far the app, which is a free download, has received high marks in Google Play, with some users saying the app is better than even the official London Olympics app.


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AAPL's iPhone 5 to Trump Mature US Market, Says Raymond,


 


Raymond James‘s Tavis McCourt today takes what he calls a “deep dive” into the matter of Apple‘s (AAPL) iPhone sales, in particular, in the U.S., writing that the matter of how many units Verizon Communications (VZ), AT&T (T), and Sprint-Nextel (S) will each sell has been one of the most frequent questions he’s received from investors.

McCourt, who has a Strong Buy rating on Apple shares, writes that Apple will probably sell 39.7 million iPhones with the “Big 3″ U.S. carriers, as he calls them, this calendar year, with its share of U.S. smartphone sales rising to 60% from 58% in Q1.

That speaks to a trend whereby Apple sales have risen at the three, even though the market for smartphones is overall more mature at this point:

In 1Q12, smartphone sales at the “Big 3” carriers were 15.6 million, down from 16.0 million in 1Q11, the first y/y drop that we can ever remember. This was driven by increasing maturation of smartphones (55% of the postpaid base at the Big 3 are now on smartphones), and less aggressive upgrade incentives (increased fees and less flexibility for those wishing to upgrade before their 2 year contract expires). Despite this trend, iPhone sales at the Big 3 were 9.0 million in 1Q12, up from 5.8 million y/y, and increased y/y at every carrier.

When the new iPhone comes out, the “iPhone 5,” McCourt predicts, the device will see rising popularity at Verizon and Sprint, bringing those carriers more on a part with AT&T, which still sells more iPhone units than either of the other two. He also seems to think the inclusion of faster “long term evolution,” or LTE, networking in the next model will level the playing field with LTE-based phones from, for example, Samsung Electronics (005930KS) and HTC (2498TW), both of which run Google‘s (GOOG) Android operating system:

We have assumed that AT&T loses a bit of share this year, and Verizon has an especially strong 4Q due to its already large sales of LTE-based Android devices, which we believe will take a severe hit to demand when an LTE-based iPhone is announced. Put simply, we see no reason why iPhone’s share at AT&T of ~70% for 2011 wouldn’t ultimately be similar at Verizon and Sprint once it is no longer at an LTE radio disadvantage. Unlike AT&T, Verizon and Sprint have had reasonably successful 4G Android campaigns, which attract users away from the 3G iPhone who want the 4G network connectivity. This disadvantage likely goes away for the iPhone with the iPhone 5.

That is despite a tightening of upgrade policies at carriers generally, he writes.

McCourt’s colleague Frank Louthan, who maintains an Outperform rating on Sprint stock, and Market Perform ratings on AT&T and Verizon stock, lowered his estimates slightly for both AT&T and Verizon, writing that “In general, we continue to believe Verizon is in a superior position to offset the negative impact of higher iPhone subsidies due to better margins, lower churn, and a lower base of iPhone customers currently.”

Louthan cut his 2012 EPS view for AT&T to $2.30 from $2.36, and cut his Verizon EPS estimate this year by a penny to $2.44.

Apple shares today are down $3.49, or 0.6%, at $600.94. AT&T stock is down 43 cents, or 1.2%, at $34.84, Sprint shares are off 2 cents, or 0.8%, at $3.21, and Verizon stock is down 23 cents, or half a percent, at $44.67.



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