印度当地寻找一个真正的智能手机公司
“. .而Vocal4Local和Aatmanirbhar巴拉特是伟大的行动本身,就很容易让他们混合强烈内向抵制英国货运动运动,这应该不是我们的最终目标。选择一个品牌完全基于它的起源是近视,我们必须扩大我们的观点和看一个品牌的遗产或其意图建立一个。”
Tele-Talk新鲜的花,深入分析和观点从受人尊敬的行业领导者
Sounds simple? I wish it were. In this era of globalization, it is all but impossible to state that a product is made in India. The problem is especially acute in the smartphone industry, where components and their respective intellectual properties come from all over the world. Device assembly and testing forms a maximum of 10% of the total bill of materials cost. Hence a smartphone manufactured in India, but whose components are sourced worldwide, would be classed as just 10% to 15% local. Assembly of the device itself, using machines and equipment imported from outside India, further dilutes the so-called localization of a product. We have no choice but to accept this dilution, as directly or indirectly we depend on many countries, including China, the US, Taiwan, Korea and the UK, to supply components and technology that are vital for these devices. While vendors are doing everything possible to maximize the Indianness of certain products, there has been an emotional prejudice against certain brands due to recent geopolitical developments.
I fully support India\u2019s Aatmanirbhar Bharat and Vocal4Local initiatives, but in the quest for a truly Indian smartphone brand, we must ask whether our evaluation of whether a brand is local is truly objective, or even comprehensive. Is the extent to which a smartphone is manufactured in our country the only criterion by which we should judge the Indianness of a company, or are there other factors to consider? In particular, I believe it is important to examine the value a company adds, outside of local manufacturing, to not only the Indian economy as a whole, but to the micro level at which it operates.
The evolution of the smartphone industry<\/strong>
As of Q2 2020, India\u2019s smartphone market has not one Indian-origin brand in the top 10. Instead, there are eight Chinese brands, one from South Korea and one from the US. The entry of Chinese smartphone vendors was a turning point in the history of the Indian smartphone industry. Before the arrival of these vendors, most working-class Indians bought feature phones, eschewing the shiny new smartphones.Despite local vendors Micromax, Intex, Lava and Karbonn (lovingly grouped together as MILK) launching devices at low prices and providing serious alternatives to incumbent international vendors, it was not until the Chinese vendors arrived that high-end flagship features began to be democratized, finding their way into cheaper handsets, offering low- and middle-income Indians the true smartphone experience. What they offered was quality, ironic considering that they were indeed Chinese in origin.
Now it is easy to attribute the failure of brands like MILK to the Chinese vendors. But in retrospect, the foreign brands pushed the envelope and challenged the mobile industry both in product quality as well as go-to-market strategy. Their entry was a necessary evil for us to realize what the true value of a smartphone could be, even upsetting and forcing the incumbent market leaders to change strategy. It was a disruption that proved useful. As a consumer wanting the very best value for money, it is hard to overlook the compelling options that the Chinese vendors provide.
In estimating the economic value that the new vendors \u2013 Oppo, Vivo, Xiaomi and Realme \u2013 have created since their entry, it is easy to see two main areas of direct and immediate impact:
\u2022 First, the distribution supply chain that includes thousands of distributors, and lakhs of small retailers, which benefit from margins as well as marketing spend. Oppo and Vivo claim 60,000 retail partners in India, and Xiaomi is said to have over 15,000 stores in different formats. Smartphones also play a major role in the ever-growing GMVs of ecommerce platforms, featuring consistently in the list of the highest priced purchases on the platforms. Chinese-origin vendors currently make up for 77% of all smartphones sold online, and 81% of all smartphones sold offline via retail.
\u2022 Second, the thousands of white-collar and blue-collar jobs that support multiple functional roles both in manufacturing as well as company operations, such as strategy, marketing, sales, HR, accounting, taxation, and research and development, either directly or via third-party contractors.
It is the indirect value that is difficult to quantify. These devices support the vast economies upon which services such as food delivery, taxi hailing, edu-tech and the more important and all-pervasive financial tech rely upon. The fact that Swiggy, Paytm, Zomato, PhonePe, Ola and Byju\u2019s have had excellent valuations can be in part attributed to the devices they run on, and indirectly to the device manufacturers that made these devices so readily available to the common people in India. These vendors have also actively invested in the bustling start-up landscape in India, with Oppo, Xiaomi infusing much needed capital into many tech related firms, indirectly contributing to the economy, something again that cannot be measured easily.
Companies must build their legacies in India <\/strong>
As participants of a global economy, we rely heavily on many foreign companies to keep our own economy bustling and alive. Our acceptance is higher for brands that have been around longer, localized and created a legacy of their own, when compared with those that have just recently made India their home. Did you know that the popular Maggi brand is in fact owned by Nestl\u00e9, a Swiss company, though it is widely misconstrued as Indian among most locals. What endears it to the nation is the brand\u2019s efforts to localize its products. Maggi, with its Atta and Desi Masala flavors, is a good example. Smartphone vendors, old and new, are hence focused on providing localized experiences via their smartphones, which is why most vendors have invested heavily in local research and development, which can enable that localization. For instance, Oppo and Apple both have established R&D centers in Hyderabad catering to bringing software innovation to its products via localized features.
A successful business understands the value of entrenching itself in the hearts and minds of the market that it operates in for long-term sustenance and growth. Local manufacturing, giving back to society, creating additional jobs and participating in government initiatives are just some of the ways in which non-Indian smartphone vendors are cementing their hold on the Indian market. Chinese-origin brands, however, have unwillingly got caught in the storm of geopolitical tension between China and India, and while Vocal4Local and Aatmanirbhar Bharat are great initiatives in their own right, it is easy to get them mixed up with a strongly inward-looking Swadeshi Movement, which should not be our end goal. Choosing a brand purely based on its origin is myopic \u2013 we must widen our view and look at a brand\u2019s legacy or its intention to build one.
","blog_img":"","posted_date":"2020-10-28 11:49:07","modified_date":"2020-10-28 11:49:07","featured":"0","status":"Y","seo_title":"India's search for a truly local smartphone company","seo_url":"india-s-search-for-a-truly-local-smartphone-company","url":"\/\/www.iser-br.com\/tele-talk\/india-s-search-for-a-truly-local-smartphone-company\/4601","url_seo":"india-s-search-for-a-truly-local-smartphone-company"}">
促进产业和国内贸易(DPIIT)目前正在起草一项政策,将迫使所有的电子商务公司突出显示原产国销售的物品在他们的平台上,这将意味着产品在哪里生产。意图很明确——减少贸易赤字,印度的面孔,主要是因为中国本地制成品通过鼓励消费,导致集体的愿景“Aatmanirbhar Bharat”——印度自力更生。
听起来很简单吗?我希望它是。在这个全球化的时代,几乎是不可能的,一个产品是印度制造的。在智能手机行业,这一问题尤为严重,组件和各自的知识产权来自世界各地。设备装配和测试形式最多比尔的材料总成本的10%。因此智能手机在印度制造,但其组件是全球采购,将列为当地只有10%到15%。组装设备的本身,在印度以外的地方使用机器和设备进口,进一步稀释的所谓的本地化产品。我们别无选择,只能接受这个稀释,我们直接或间接依赖于许多国家,包括中国,美国,台湾,韩国,英国,提供组件和技术,这些设备是至关重要的。而供应商所做的一切可能最大化某些产品的印第安人的特质,对特定的品牌有一个情感偏见由于近期地缘政治的发展。
我完全支持印度Aatmanirbhar巴拉特和Vocal4Local计划,但在印度寻求一个真正的智能手机品牌,我们必须问我们评价一个品牌是否当地的真正目标,甚至全面。是智能手机的程度是我国生产的唯一标准,我们应该判断一个公司的印第安人的特质,或者有其他的因素需要考虑?特别是,我相信这是很重要的检查价值公司补充道,当地制造业之外,不仅印度经济作为一个整体,但其运作的微观层面。
智能手机行业的发展
截至2020年第二季度,印度的智能手机市场没有一个印度品牌前十名。相反,有八个中国品牌,一个来自韩国,一个来自美国。中国智能手机厂商的入口是一个转折点在印度智能手机行业的历史。这些供应商的到来之前,大多数工薪阶层的印度人买功能手机,避开了崭新的智能手机。尽管当地供应商Micromax、国际展览中心、熔岩和Karbonn(地组合在一起像牛奶)发射设备在低价格和提供严重替代现任国际供应商,直到中国供应商到达高端旗舰功能开始民主化,找到了更便宜的手机,提供低收入和中等收入的印第安人真正的智能手机体验。他们提供的是质量,具有讽刺意味的考虑,他们确实是中国血统。
现在很容易等品牌牛奶的失败归因于中国供应商。但回想起来,外国品牌推信封,挑战了手机行业在产品质量以及市场推广策略。他们的条目是一个必要的邪恶让我们意识到智能手机的真正价值,甚至是让人心烦,迫使现任市场领导者改变策略。这是一个中断,被证明是有用的。作为一个消费者想要为钱,最好的价值很难忽视了引人注目的中国供应商提供的选项。
在评估新供应商——同僚的经济价值,体内,小米和Realme——创造了因为他们的条目,很容易看到直接和直接影响的两个主要领域:
•首先,分配供应链,包括成千上万的分销商,和仅仅小零售商,受益于利润率以及营销支出。同僚和体内声称60000年零售合作伙伴在印度,和小米据说超过15000店在不同的格式。智能手机也扮演了重要的角色在不断GMVs的电子商务平台,以一贯在列表中最高的价格购买的平台。来自中国供应商目前网上弥补智能手机总销量的77%,并通过零售离线智能手机总销量的81%。
•第二,数以千计的白领和蓝领工作,支持多个功能角色都在制造业以及公司业务,如战略、市场营销、销售、人力资源、会计、税务、和研发,直接或通过第三方承包商。
它是间接价值难以量化。这些设备支持服务,如食物的巨大经济体交付,出租车称赞,edu-tech更重要和无孔不入的金融技术依赖。Swiggy, Paytm、Zomato PhonePe, Ola和Byju有优秀的估值可以部分归因于他们上运行的设备,和间接设备制造商,使这些设备容易获得印度的普通百姓。这些厂商也积极投资于熙熙攘攘的启动景观在印度,与同僚,小米将急需的资本注入许多科技相关公司,间接导致了经济,这无法衡量的东西。
在印度公司必须建立他们的遗产
作为全球经济的参与者,我们依赖于许多外国公司来保持自己的经济繁华和活着。我们接受更高的品牌已经存在,局部并创建了一个自己的遗产,相比那些只是最近印度本土。你知道流行的美极雀巢旗下品牌实际上是一个瑞士公司,尽管人们普遍误解印度大多数当地人。什么可爱的国家品牌本地化产品的努力。美极,阿塔和德西马沙拉味道,就是一个很好的例子。智能手机厂商,新与旧,因此关注通过智能手机提供本地化经验,这就是为什么大多数供应商在当地的研究和开发投入巨资,这可以使本地化。例如,朋友和苹果公司都建立了研发中心在海德拉巴迎合将通过本地化的软件创新其产品特性。
一个成功的业务理解巩固本身的价值市场的心灵和思想,在长期的生存和发展。当地制造业,回馈社会,创建额外的工作和参与政府项目只是一些会智能手机厂商的方式巩固他们的印度市场。然而,中国品牌已经不情愿地在暴风雨中被抓住了中国和印度之间的地缘政治紧张,虽然Vocal4Local和Aatmanirbhar巴拉特是伟大的行动本身,就很容易让他们混合强烈内向抵制英国货运动运动,这应该不是我们的最终目标。选择一个品牌完全基于它的起源是近视,我们必须扩大我们的观点和看一个品牌的遗产或其意图建立一个。
听起来很简单吗?我希望它是。在这个全球化的时代,几乎是不可能的,一个产品是印度制造的。在智能手机行业,这一问题尤为严重,组件和各自的知识产权来自世界各地。设备装配和测试形式最多比尔的材料总成本的10%。因此智能手机在印度制造,但其组件是全球采购,将列为当地只有10%到15%。组装设备的本身,在印度以外的地方使用机器和设备进口,进一步稀释的所谓的本地化产品。我们别无选择,只能接受这个稀释,我们直接或间接依赖于许多国家,包括中国,美国,台湾,韩国,英国,提供组件和技术,这些设备是至关重要的。而供应商所做的一切可能最大化某些产品的印第安人的特质,对特定的品牌有一个情感偏见由于近期地缘政治的发展。
我完全支持印度Aatmanirbhar巴拉特和Vocal4Local计划,但在印度寻求一个真正的智能手机品牌,我们必须问我们评价一个品牌是否当地的真正目标,甚至全面。是智能手机的程度是我国生产的唯一标准,我们应该判断一个公司的印第安人的特质,或者有其他的因素需要考虑?特别是,我相信这是很重要的检查价值公司补充道,当地制造业之外,不仅印度经济作为一个整体,但其运作的微观层面。
智能手机行业的发展
截至2020年第二季度,印度的智能手机市场没有一个印度品牌前十名。相反,有八个中国品牌,一个来自韩国,一个来自美国。中国智能手机厂商的入口是一个转折点在印度智能手机行业的历史。这些供应商的到来之前,大多数工薪阶层的印度人买功能手机,避开了崭新的智能手机。尽管当地供应商Micromax、国际展览中心、熔岩和Karbonn(地组合在一起像牛奶)发射设备在低价格和提供严重替代现任国际供应商,直到中国供应商到达高端旗舰功能开始民主化,找到了更便宜的手机,提供低收入和中等收入的印第安人真正的智能手机体验。他们提供的是质量,具有讽刺意味的考虑,他们确实是中国血统。
现在很容易等品牌牛奶的失败归因于中国供应商。但回想起来,外国品牌推信封,挑战了手机行业在产品质量以及市场推广策略。他们的条目是一个必要的邪恶让我们意识到智能手机的真正价值,甚至是让人心烦,迫使现任市场领导者改变策略。这是一个中断,被证明是有用的。作为一个消费者想要为钱,最好的价值很难忽视了引人注目的中国供应商提供的选项。
在评估新供应商——同僚的经济价值,体内,小米和Realme——创造了因为他们的条目,很容易看到直接和直接影响的两个主要领域:
•首先,分配供应链,包括成千上万的分销商,和仅仅小零售商,受益于利润率以及营销支出。同僚和体内声称60000年零售合作伙伴在印度,和小米据说超过15000店在不同的格式。智能手机也扮演了重要的角色在不断GMVs的电子商务平台,以一贯在列表中最高的价格购买的平台。来自中国供应商目前网上弥补智能手机总销量的77%,并通过零售离线智能手机总销量的81%。
•第二,数以千计的白领和蓝领工作,支持多个功能角色都在制造业以及公司业务,如战略、市场营销、销售、人力资源、会计、税务、和研发,直接或通过第三方承包商。
它是间接价值难以量化。这些设备支持服务,如食物的巨大经济体交付,出租车称赞,edu-tech更重要和无孔不入的金融技术依赖。Swiggy, Paytm、Zomato PhonePe, Ola和Byju有优秀的估值可以部分归因于他们上运行的设备,和间接设备制造商,使这些设备容易获得印度的普通百姓。这些厂商也积极投资于熙熙攘攘的启动景观在印度,与同僚,小米将急需的资本注入许多科技相关公司,间接导致了经济,这无法衡量的东西。
在印度公司必须建立他们的遗产
作为全球经济的参与者,我们依赖于许多外国公司来保持自己的经济繁华和活着。我们接受更高的品牌已经存在,局部并创建了一个自己的遗产,相比那些只是最近印度本土。你知道流行的美极雀巢旗下品牌实际上是一个瑞士公司,尽管人们普遍误解印度大多数当地人。什么可爱的国家品牌本地化产品的努力。美极,阿塔和德西马沙拉味道,就是一个很好的例子。智能手机厂商,新与旧,因此关注通过智能手机提供本地化经验,这就是为什么大多数供应商在当地的研究和开发投入巨资,这可以使本地化。例如,朋友和苹果公司都建立了研发中心在海德拉巴迎合将通过本地化的软件创新其产品特性。
一个成功的业务理解巩固本身的价值市场的心灵和思想,在长期的生存和发展。当地制造业,回馈社会,创建额外的工作和参与政府项目只是一些会智能手机厂商的方式巩固他们的印度市场。然而,中国品牌已经不情愿地在暴风雨中被抓住了中国和印度之间的地缘政治紧张,虽然Vocal4Local和Aatmanirbhar巴拉特是伟大的行动本身,就很容易让他们混合强烈内向抵制英国货运动运动,这应该不是我们的最终目标。选择一个品牌完全基于它的起源是近视,我们必须扩大我们的观点和看一个品牌的遗产或其意图建立一个。
免责声明:作者的观点仅和ETTelecom.com不一定订阅它。乐动体育1002乐动体育乐动娱乐招聘乐动娱乐招聘乐动体育1002乐动体育ETTelecom.com不得负责任何损害任何个人/组织直接或间接造成的。
Sounds simple? I wish it were. In this era of globalization, it is all but impossible to state that a product is made in India. The problem is especially acute in the smartphone industry, where components and their respective intellectual properties come from all over the world. Device assembly and testing forms a maximum of 10% of the total bill of materials cost. Hence a smartphone manufactured in India, but whose components are sourced worldwide, would be classed as just 10% to 15% local. Assembly of the device itself, using machines and equipment imported from outside India, further dilutes the so-called localization of a product. We have no choice but to accept this dilution, as directly or indirectly we depend on many countries, including China, the US, Taiwan, Korea and the UK, to supply components and technology that are vital for these devices. While vendors are doing everything possible to maximize the Indianness of certain products, there has been an emotional prejudice against certain brands due to recent geopolitical developments.
I fully support India\u2019s Aatmanirbhar Bharat and Vocal4Local initiatives, but in the quest for a truly Indian smartphone brand, we must ask whether our evaluation of whether a brand is local is truly objective, or even comprehensive. Is the extent to which a smartphone is manufactured in our country the only criterion by which we should judge the Indianness of a company, or are there other factors to consider? In particular, I believe it is important to examine the value a company adds, outside of local manufacturing, to not only the Indian economy as a whole, but to the micro level at which it operates.
The evolution of the smartphone industry<\/strong>
As of Q2 2020, India\u2019s smartphone market has not one Indian-origin brand in the top 10. Instead, there are eight Chinese brands, one from South Korea and one from the US. The entry of Chinese smartphone vendors was a turning point in the history of the Indian smartphone industry. Before the arrival of these vendors, most working-class Indians bought feature phones, eschewing the shiny new smartphones.Despite local vendors Micromax, Intex, Lava and Karbonn (lovingly grouped together as MILK) launching devices at low prices and providing serious alternatives to incumbent international vendors, it was not until the Chinese vendors arrived that high-end flagship features began to be democratized, finding their way into cheaper handsets, offering low- and middle-income Indians the true smartphone experience. What they offered was quality, ironic considering that they were indeed Chinese in origin.
Now it is easy to attribute the failure of brands like MILK to the Chinese vendors. But in retrospect, the foreign brands pushed the envelope and challenged the mobile industry both in product quality as well as go-to-market strategy. Their entry was a necessary evil for us to realize what the true value of a smartphone could be, even upsetting and forcing the incumbent market leaders to change strategy. It was a disruption that proved useful. As a consumer wanting the very best value for money, it is hard to overlook the compelling options that the Chinese vendors provide.
In estimating the economic value that the new vendors \u2013 Oppo, Vivo, Xiaomi and Realme \u2013 have created since their entry, it is easy to see two main areas of direct and immediate impact:
\u2022 First, the distribution supply chain that includes thousands of distributors, and lakhs of small retailers, which benefit from margins as well as marketing spend. Oppo and Vivo claim 60,000 retail partners in India, and Xiaomi is said to have over 15,000 stores in different formats. Smartphones also play a major role in the ever-growing GMVs of ecommerce platforms, featuring consistently in the list of the highest priced purchases on the platforms. Chinese-origin vendors currently make up for 77% of all smartphones sold online, and 81% of all smartphones sold offline via retail.
\u2022 Second, the thousands of white-collar and blue-collar jobs that support multiple functional roles both in manufacturing as well as company operations, such as strategy, marketing, sales, HR, accounting, taxation, and research and development, either directly or via third-party contractors.
It is the indirect value that is difficult to quantify. These devices support the vast economies upon which services such as food delivery, taxi hailing, edu-tech and the more important and all-pervasive financial tech rely upon. The fact that Swiggy, Paytm, Zomato, PhonePe, Ola and Byju\u2019s have had excellent valuations can be in part attributed to the devices they run on, and indirectly to the device manufacturers that made these devices so readily available to the common people in India. These vendors have also actively invested in the bustling start-up landscape in India, with Oppo, Xiaomi infusing much needed capital into many tech related firms, indirectly contributing to the economy, something again that cannot be measured easily.
Companies must build their legacies in India <\/strong>
As participants of a global economy, we rely heavily on many foreign companies to keep our own economy bustling and alive. Our acceptance is higher for brands that have been around longer, localized and created a legacy of their own, when compared with those that have just recently made India their home. Did you know that the popular Maggi brand is in fact owned by Nestl\u00e9, a Swiss company, though it is widely misconstrued as Indian among most locals. What endears it to the nation is the brand\u2019s efforts to localize its products. Maggi, with its Atta and Desi Masala flavors, is a good example. Smartphone vendors, old and new, are hence focused on providing localized experiences via their smartphones, which is why most vendors have invested heavily in local research and development, which can enable that localization. For instance, Oppo and Apple both have established R&D centers in Hyderabad catering to bringing software innovation to its products via localized features.
A successful business understands the value of entrenching itself in the hearts and minds of the market that it operates in for long-term sustenance and growth. Local manufacturing, giving back to society, creating additional jobs and participating in government initiatives are just some of the ways in which non-Indian smartphone vendors are cementing their hold on the Indian market. Chinese-origin brands, however, have unwillingly got caught in the storm of geopolitical tension between China and India, and while Vocal4Local and Aatmanirbhar Bharat are great initiatives in their own right, it is easy to get them mixed up with a strongly inward-looking Swadeshi Movement, which should not be our end goal. Choosing a brand purely based on its origin is myopic \u2013 we must widen our view and look at a brand\u2019s legacy or its intention to build one.
","blog_img":"","posted_date":"2020-10-28 11:49:07","modified_date":"2020-10-28 11:49:07","featured":"0","status":"Y","seo_title":"India's search for a truly local smartphone company","seo_url":"india-s-search-for-a-truly-local-smartphone-company","url":"\/\/www.iser-br.com\/tele-talk\/india-s-search-for-a-truly-local-smartphone-company\/4601","url_seo":"india-s-search-for-a-truly-local-smartphone-company"},img_object:["","retail_files/author_1603865455_54782.jpg"],fromNewsletter:"",newsletterDate:"",ajaxParams:{action:"get_more_blogs"},pageTrackingKey:"Blog",author_list:"Rushabh Doshi",complete_cat_name:"Blogs"});" data-jsinvoker_init="_override_history_url = "//www.iser-br.com/tele-talk/india-s-search-for-a-truly-local-smartphone-company/4601";">
Rushabh Doshi
研究室主任,Canalys印度Rushabh研究经理Canalys全球流动性的市场研究。他头Canalys的印度办公室,研究和行动中心,总部设在班加罗尔。他领导的流动性显示更多…
