印度通訊產業之趨勢與主要企業

本報告已在2011年07月19日停止出版。

目錄

Abstract

India's slow process of telecom deregulation has finally produced results in the last two years. Viewed by many as the �Last Great Frontier�Efor telecom investment, access points to the telecom network have exploded recently: as of 10/05, it had 48 million fixed lines and 66 million mobile subscribers, for a total of 110 million access points to the network. This is nearly quadruple the figure at year-end 2000, when India had 3 million mobile users and 27 million fixed lines. As India targets stable, 6-8% annual economic growth, and regulatory policy fosters investment, this trend should continue; for example:

• Lehman Brothers forecasts roughly 250 million mobile users for 2010
• The Telecommunications Regulatory Authority of India (TRAI) targets 20 million broadband and 40 million total Internet subscribers by 2010.

Unless current trends reverse, India will see massive investments in its telecom networks over the next 5-10 years. While there are some parallels to China's late 1990s/early 2000s experience, India is unique. Government policy, for example, is more open:

• Regulatory: India's government, while it still majority-owns the incumbent domestic fixed carriers (BSNL and MTNL), has encouraged private operators to push growth forward; the emergence of the Reliance, Tata, and Bharti telecom groups is the main result. Rules regarding foreign ownership of local carriers are now quite liberal, with a 74% share ownership ceiling. Local suppliers of equipment, cable, and other inputs have some advantages, but generally must compete equally with foreign vendors.

Industrially, India is not on the same development path as China:

• Industry: China has used its low cost base to attract global manufacturers, and then encourage Chinese firms to enter into global markets using expertise acquired through various means of technology transfer (as well as, increasingly, true local innovation). India has some manufacturing base, but is primarily focused on using its strengths in software and business process outsourcing to develop firms able to compete globally. Arguably, the success of the Indian model relies more heavily on efficient, advanced telecom infrastructure than in China.

Economically, the two markets are at quite different stages:

• Economy: while both are close in population (India at 1 billion and growing, China at 1.3 billion and peaking), China's per-capita GDP is roughly double India's (an estimated $1,340 in 2005, v. $619 in India). China is also growing at a slightly faster rate. As a result, average revenues per user (ARPUs) are much lower in India; this makes carriers more cost conscious, and affects how they build and pay for networks.

To sum, India is a vast, largely untapped, unique opportunity for telecom suppliers, and requires careful study to understand the market's key players and how to thrive in this booming market.

Table of Contents

Chapter 1 Introduction, Scope & Methodology

• 1.0 Introduction & Research Objectives
• 1.1 Scope
  • 1.1.1 Scope Boundaries
  • 1.1.2 Point of Measurement for Market Value
  • 1.1.3 Product Scope
  • 1.1.4 Industry Scope
  • 1.1.5 By Product Size (Force or Torque)
  • 1.1.6 By Geographic Region
  • 1.1.7 By Sales Channel
  • 1.1.8 By Number of Axes (for Linear Motor Systems only)
• 1.2 Report Content
• 1.3 Research Methodology
  • 1.3.1 Base Year & Forecast Methodology
  • 1.3.2 Data Collection Methods & Sources
• 1.4 Economic Forecast Assumptions
  • 1.4.1 The Relevance of GDP, Industrial Production & Manufacturing Series
  • 1.4.2 The Inclusion of Only the Top 50 Countries in Terms of GDP
  • 1.4.3 The Approach to Developing Forecasts for Key Economic Series
  • 1.4.4 Average Selling Price (ASP) Assumptions & Unit Volume Analysis
• 1.5 Exchange Rates

Chapter 2 The Worldwide Market for Direct Drives

• 2.0 Introduction
  • 2.0.1 Format for Statistical Representation
• 2.1 Underlying Growth Analysis for the Worldwide Market
  • 2.1.1 Worldwide Economic Assessment
  • 2.1.2 Industry Sectors that Contribute to Underlying Market Growth
• 2.2 General Worldwide Direct Drive Trends
  • 2.2.1 Product Specific Trends
  • 2.2.2 New Application Trends
  • 2.2.3 Pricing Trends
  • 2.2.4 Magnetic Components
• 2.3 The Worldwide Market for Direct Drives
  • 2.3.1 The Worldwide Market for Linear Motors by Product Type
  • 2.3.2 The Worldwide Market for Direct Drives by Product Size
  • 2.3.3 The Worldwide Market for Direct Drives by Industry Sector
  • 2.3.4 The Worldwide Market for Direct Drives by Geographic Region
  • 2.3.5 The Worldwide Market for Direct Drives by Sales Channel
  • 2.3.6 The Worldwide Market for Direct Drives by Number of Axes
  • 2.3.7 The Worldwide Market for Direct Drives by Accuracy
• 2.4 The Competitive Environment for Direct Drives
  • 2.4.1 Acquisitions, Mergers & Strategic Partnerships
  • 2.4.2 World Direct Drive Market Share Analysis
  • 2.4.3 Company Matrix

Chapter 4 The Americas Market for Direct Drives

• 4.0 Introduction
• 4.1 Underlying Growth Analysis for the Americas Region
  • 4.1.1 Americas Economic Assessment
  • 4.1.2 Industry Sectors that Contribute to Underlying Market Growth
• 4.2 The Americas Market for Direct Drives
  • 4.2.1 The Americas Market for Direct Drives
  • 4.2.2 The Americas Market for Linear Motors by Product Type
  • 4.2.3 The Americas Market for Direct Drives by Product Size
  • 4.2.4 The Americas Market for Direct Drives by Industry Sector
  • 4.2.5 The Americas Market for Direct Drives by Geographic Region
  • 4.2.6 The Americas Market for Direct Drives by Sales Channel
  • 4.2.7 The Americas Market for Linear Motor Systems by Number of Axes
  • 4.2.8 The Americas Market for Linear Motor Systems by Accuracy
• 4.3 The Competitive Environment for Direct Drives in Americas
  • 4.3.1 The Structure of the Americas Supplier Base
  • 4.3.2 Americas Direct Drive Market Share Analysis

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