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DoCoMo--Japan's Wireless Tsunami: How One Mobile Telecom Created a New Market and Became a Global Force
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About DoCoMo--Japan's Wireless Tsunami: How One Mobile
Product Description DoCoMo is the first dramatic success of the wireless age. Ahead of the West in technology, financials and market strength, DoCoMo is now bringing i-mode to Europe and North America. Will DoCoMo's mobile Internet (and the commerce it carries) dominate our business lives the way that Sony dominates our media rooms and Toyota our highways? DoCoMo's worldwide impact is compelling. But even greater drama is hidden inside. The real story is how DoCoMo created world-beating innovation inside a famously conservative parent, Nippon Telephone and Telegraph. Both DoCoMo's success and its innovation come from a surprising source. Talented employees, extraordinary leaders, eager customers . . . all mattered. But behind all these was an almost magical conglomeration of six factors not found in traditional case studies: Love and Strength, Impatience and Inequality, Fun and even Luck. These factors - feelings, really - drive DoCoMo's success. Amazon.com Review America is just waking up to the vast potential of the wireless Web. In Japan, nearly a third of the population already works, plays, and shops with wireless, continuously connected to a universe of data, services, and communities. The force responsible is a young company with a name that means "anywhere" in Japanese: DoCoMo. Another case study that examines a specific corporation for management lessons it can share with others, DoCoMo--Japan's Wireless Tsunami takes a riveting look at the worlds second-largest mobile phone service that has, after only two years, a customer base as big as AOLs. Dont think of this book as an apology for the languishing telecom industry. Instead, its an inside look at how creativity and innovation were nurtured at one of the worlds stodgiest companies--Nippon Telephone and Telegraph--and how a small team of committed visionaries never said "Never" and created DoCoMos extraordinarily popular I-mode technology. For those who've read of the importance of "intrapreneurship" in corporations, here is a real-life exploration of that principle in action. Noted business strategists John Beck (The Attention Economy) and Mitchell Wade give us story upon story of the dynamic personalities behind I-mode, from NTT Chairman Kouji Ohboshi--who saw DoCoMo through a series of crises that would have meant early death for most U.S. startups--to CEO Keiji Tachikawa, whose post-WWII childhood gave him a keen grasp of the economics of disparity. With chapter headings like "People-People Who Need People" and "Passion Is Destiny," this book sends the strong message that every successful business model depends so heavily on the human factor--a point that seems lost in the venture-capital-dominated model of the West. With lessons for all business leaders, in any industry, this book stands as a testament to the pivotal role of conviction, integrity, and personal passion in business success. --Charles Decker From Publishers Weekly NTT DoCoMo is among the most exciting and profitable companies in the world. In three years, it has sold Internet wireless telephones to 29 million Japanese residents, despite a recession and low consumer spending. DoCoMo's I-mode phones are not just, or even primarily, for talking. They can take and transmit pictures, access the Web, send and receive data and transact business without credit cards or currency. When the company announced plans for 500% market penetration (by selling wireless services for pets) and replacing paper currency, no one laughed. DoCoMo is working hard to replicate its success outside Japan, and in March listed its stock on the New York and London stock exchanges. As a spinoff of the stodgy Japanese national telephone company, DoCoMo has unrivaled appeal for trendy hipsters and geeky gadget-heads alike. It spends $10 billion a year on research and development, a field most service providers have abandoned. Unfortunately, this book on the company written by two thinkers from Accenture's Institut
