The DoCoMo case is really about how important marketing is when introducing a disruptive technology or in this case a disruptive interface. In the mid-90s DoCoMo cell peal service was so popular that the company was approaching peak capacity on its wireless spectrum. Meaning future growth would be challenging. To wreak this problem management at DoCoMo decided to have its drug users change the way they used their cell phones. DoCoMo valued its users to send text-based data via cell phones instead of voice calls. The technology for this was not very revolutionary or even complex. In fact, DoCoMo simply needed to decide which existing technology they cherished to adopt and implement. The real problem was creating a demand for this service. DoCoMo had to progress to a device and service network that was such a joy to use that it would entice people to switch from phone calls to text based communication. Convincing people to do this do this more of a marketing problem then a technology problem.
The i-mode experience i-mode as a whole-product:
Like Disney World, the iPod or Starbucks the i-mode was more about an experience then anything else. The i-mode isnt just a cell phone or communication device. It is an sinless experience, an extension of an individual personality.
The i-mode, with its emoticons, allows users to instantly connect with their friends and send highly personalized messages. The i-mode itself can be personalized with custom fence in tones and applications. These features are what makes the i-mode a whole product. Not only does it carry through 100% of its target markets need to chop-chop communicate with friends, thanks to its Anywhere, Anytime, Anything network, it also gives people an emotional corporation to it. This connection breeds strong brand loyalty.
DoCoMos decisions (unconventional = revolutionary):
The first controversial decision in this case was Enokis decision to restore two outsiders, Mari Matsunaga and Takeshi...If you want to get a full essay, assign it on our website: Orderessay
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