Brew advanced and proficient-3G mobile value-added business operation, customization and development-19-value blue ocean

 

The value of a service or industry ultimately comes from the value of the customer. The value of the customer refers to the value that the service or industry creates for the customer in the customer's life and production process. For mobile value-added services, the best process is that users do not need to care about anything at all. Brew-based mobile value-added services can make users' lives more comfortable.

Brew is based on value innovation. Instead of focusing on defeating competitors, brew strives to focus on the leap of the value created by the buyer and the enterprise itself, and thus creates a new market space for the competition, it is a taste of re-developing game rules.

Brew rebuilt the market boundary across his enterprise and buyer chain, thus creating a blue ocean in business. For mobile terminals, a similar market is the PC market. PC has gone through the process from closed to open, from a relatively single function to multiple functional subdivisions. The emergence of the Internet is even more a leap of PC, spanning the Mobile Terminal Market. Mobile phones will go through a similar process and become a multimedia information terminal connected to the Internet. Mobile Terminals play an important role in improving the value chain of the wireless value-added industry. As the main buyer of chips, device manufacturers (mobile phone manufacturers) pay for their products and services, but they are not actually users. The actual user is the final mobile phone user, and the operator will also exert influence on the production of the mobile phone, such as the industry specifications of the mobile phone, the inbound operation license, and so on. Brew not only provides an Internet platform for value-added mobile services, but also provides value enhancement measures for the entire buyer chain and the links that affect buyers.

Each stage of the mobile value-added business chain has its own needs. Mobile phone manufacturers want to sell more profitable mobile phones. Applications in mobile phones will become selling points of mobile phones, such as mobile phones that can stock up. The carrier hopes to improve the ARPU value by providing high-quality services or differentiated services. Application developers hope to quickly enter the wireless market, reduce the dependence of applications on mobile terminals, and reduce development and transplantation costs. In addition to stable voice services, end users want services with low cell phone prices, long standby time, and special applications. Brew can reduce costs and improve features for mobile phone manufacturers, provide differentiated and competitive platforms for operators, provide commercial tools and support for application developers, and provide customized services for mobile phone users, moreover, the elastic demand between entities not only surpasses the existing needs, but also opens up new demands.

Brew is based on the overall situation of the mobile value-added business chain. Its blue ocean layout is 4-12.

Figure 4-12 the blue ocean layout of brew

Value Chain
Chain is a theory proposed by American scholar Michael E Porter in 1985. The value chain of any enterprise includes the entire process from obtaining raw materials from the original supplier until the end product is delivered to the user. The value chain of mobile value-added services is 4-13.

Figure 4-13 value-added mobile services

Any enterprise is competing in two different worlds. One is the tangible resource world, called the market
Place); the other is the virtual world of information, called Market
Space ). They carry out value creation activities through different value chains. The former adopts the "tangible value chain", that is, procurement, production and sales, and the latter adopts the "virtual value chain", that is, information collection, organization, selection and distribution. The value-added processes of the two value chains are different. The tangible value chain consists of a series of linear jobs, while the virtual value chain is non-linear and has potential Input and Output points. With brew, any enterprise related to the mobile value-added business can manage these two processes based on its own organization, structure, and strategy, put forward new ideas, products, services and technical challenges.

Due to the increase in customer demand, the impact of the international Internet, and the high degree of competition in the market, enterprises should change the relevant design and change the traditional value chain to value network. Value network is composed of member enterprises and partners. It connects independent customers and provides network services rather than networks. Value network enables all members to communicate on a unified basis. This electronic connection allows members to collaborate and share resources on a calendar basis, and develop and complete their businesses based on their respective advantages.

Obviously, brew is a binder for the value chain or value network of mobile value-added services.