The Corporate Strategy for China Mobile Communications - Literature review Example

Critical Analysis of the Corporate Strategy for China Mobile Communications Corporation 1. Literature Review 1.1 Financial Performance of China Mobile during Different Economic Periods The global telecommunication industry has been experiencing a radical financial growth throughout the decades. In relation to the recent pace of the global economic development, the telecommunication sector can also be considered as a key player in terms of contributing major support to the national economy of the countries (Chai & Roy, 2006). According to Gensollen & Laubie (n.d.), the vigorous development of the telecommunication sector along with emerging technological advancement have been widely been accepted to contribute towards the growth of national economy of a particular country (Gensollen & Laubie, n.d.). In this regard, the financial condition of China Mobile Communications Corporation has also been considered to achieve significant growth from the last few decades. With respect to the annual report of the year 2013, it has been observed that the financial performance of the organisation has emerged with radical changes, which enables China Mobile to build its strong economic base. A recent press release of China Mobile (2013) depicts that the financial performance during the first six months of the year 2013 brought positive motion for the economic development of the entire organisation. The momentum was underpinned due to the unabated growth of Chinese economy along with vigorous demand for information communication services within the country (China Mobile Ltd., 2013). In relation to the recent financial results, China Mobile (2013) has also informed that the company has been achieving a steady growth with operating revenue of RMB303.1 billion with a growth of 10.4% as compared to the same phase of the previous financial year i.e. 2012. In this context, it is further determined that the telecommunication services of the company have also achieved a growth of 6.8% with an earning revenue of RMB284.7 during the first half of the financial year 2013. During the same period, the data business services of China Mobile had also emerged with a revenue growth of 25.5% i.e. RMB95.4 billion and the growth revenue earned from the telecommunication services increased to 33.5%. Correspondingly, the revenue from the wireless data traffic services was also recorded to be RMB47.4 billion with a growth rate of 62.2% as compared to the results of the first six months of last financial year (1China Mobile Ltd., 2013). According to the interim report of the year 2013, the report of the company has also highlighted that the revenue structure of China Mobile achieved a remarkable growth throughout the last financial year. In relation to the company’s interim financial statement (2013), China Mobile continued to play a leading role in the information and communication service industry in the context of profitability. The attributable profit to the equity shareholders had also been observed to increase up to 1.5% during the similar financial period of the year 2012 to RMB63.1 billion. Moreover, the attributable margin of profit to the equity shareholders of China Mobile had also been observed to increase with a rate of 20.8%. In this regard, it is evident that the financial performance of China Mobile had achieved a promising economic development during the first six months of the year 2013. The continuous improvement of the financial stability can also be stated as a major factor related to China Mobile to achieve competitive position in its different diversified business operations in the Chinese telecommunication service industry (2China Mobile Ltd., 2013; China Mobile Ltd., 2013). Although the recent financial performance depicts a generous growth of China Mobile, the company has also been recognised to perform a leading role in different economic periods. According to Memon & et. al. (2003), the financial performance of China Mobile had been observed to show remarkable growth in its wireless telephony services area. During the end of the financial year 2012, the company had gained over 117.7 million of cellular users through representing up to 57% of market share of the overall cellular service users across the Mainland China. Moreover, the wireless services have also gained 74.6% of users from its own telephony service area (Memon & et. al., 2003). The positive financial performance of China Mobile has been attributed to its focus on continuous development of infrastructure of its range of information and communication services. According to Ding & Haynes (2006), the telecommunications infrastructure is one of the key influential factors to achieve ‘leapfrogging’ economic development especially for the developing countries (Ding and Haynes, 2006). In relation to the financial performance of China Mobile, the continuous development of its communications infrastructures has highly focused on increasing its annual investments to establish generous information and communication sharing facilities within various regions in China. According to the financial report of the year 2005, China Mobile (2005) has been critically identified to maintain an effective optimisation related to its valuable resources and has highly focused on gaining adequate control of its investment strategies. During the year 2004 to 2005, the strategy of controlling investment in the traditional wire-line networks and increasing funding on the implementation process in upgrading intelligent networking services can also be considered to increase the financial performance of the organisation. Moreover, a significant focus on increasing financial investments in marketing and promotional areas along with business transformation processes had also provided an effective support to China Mobile to refurbish its financial performance during the period of 2004 to 2005. In addition to the financial performance of the company during the similar period, strong control mechanism on the company’s labour costs was also a major factor that enabled China Mobile to strengthen its financial position in the growing Chinese telecommunication markets (China Mobile Ltd., 2005). In this regard, the effective controlling and strategic investment decisions had led the company to ascertain substantial growth related to its financial performance during the similar period of 2004 to 2005. The following financial result significantly depicts major performance of the company during the said period. Source: (China Mobile Ltd., 2005). Source: (China Mobile Ltd., 2005) Although the financial performance of China Mobile have been experiencing a radical growth throughout the different financial years, the company has also been measured to sustain its continuous growth even during the period of global financial crisis during the year 2007-2008. According to the financial statement of the year 2008, it can be critically stated China Mobile Ltd. ascertained robust financial performance due to its number of strategic measures that were highly focused on the changing trend in the telecommunication markets and the business practices of the major rivals (China Mobile Ltd., 2008). During this particular period, the company was highly focused on strategic transformation through starting rapid growth of different information and communication services that helped China Mobile to alleviate significant decline in its traditional wire-line voice services along with enabling to gain robust pace of its fundamental economic resources. The operating revenue during the period of 2008 had been observed to reach RMB412, 343 million with a growth rate of 15.5% as compared to the financial performance of the year 2007. The following figure depicts the operating result of the year 2008 of China Mobile and compares the financial performance of the company with the figures derived in the year 2007. Source: (China Mobile Ltd., 2008). Source: (China Mobile Ltd., 2008). With reference to the aforesaid observation of financial performance of China Mobile, it is evident that the company has been striving to increase its financial statute in different fiscal years. However, the company had also experienced a significant loss in the year 2008 due to lowering or reducing equity shareholders that led by the global financial crisis. Indeed, the deepened strategic measures relating to the development of the information and telecommunication communication services and lower consideration of the wire-line services had enabled the company to maintain its robust operating revenues in the global financial debacles (China Mobile Ltd., 2008). 1.2 Evaluating the Competitive Environment of the Telecommunications Industry The telecommunications market in the global context has long been witnessed to radically expand due to the emerging business strategy of the marketers through the ability of their networks to interconnect (Federal Communication Commission, 2014).According to International Telecommunication Union (2003), the emerging trend in the global telecommunication industry is highly influenced by the concept of ‘demand pull’ and/or ‘supply push’ strategic measures that have made the industry amongst the leading growth sectors within the global economy (International Telecommunication Union, 2014). With regard to the empirical study of Rehak and Wang (1996), it has been ascertained that the competitive nature of competition in the China’s telecommunication market was initially influenced by a number of major factors. The study revealed that the rapid growth in network expansion, cutting edge technological services and the radical improvement or innovative and advanced telecommunication services have been critically observed to empower the competitive position of each telecommunication service provider (Rehak and Wang, 1996). In addition to the emerging growth and competition amongst the telecommunication marketers, the continuous development of technology infrastructure and wider strategic measures of the telecommunication vendors also fuelled the existing competitive nature of the China’s telecom industry (Rehak and Wang, 1996). In relation to the present competitive trend in the China’s telecommunication industry, there are a number of factors can be identified that influenced the service providers to sustain their competitive position. According to Yu & et. al. (2004), regulatory policies, associated with telecommunication services, provide an extensive scope for the marketers to practice their range of effective business strategies in the growing China’s telecom market (Yu & et. al, 2004). In relation to the observation of Zheng (2010), China significantly possesses an enormous information and communication service market with a wider range of commercial opportunities that attracts the new entrants into the market. In this regard, the regulatory framework of the country provides a set of major opportunities to the incumbent suppliers. Correspondingly, the regulatory norms and policies are a few of the major attributes for the incumbent supplier i.e. China Mobile to play a dominant role in the respective industry. Strong alliance with government along with strong brand position, knowledge of demand partners and managerial expertise groups within the company help China Mobile to play a leading role in the China’s emerging telecommunication industry (Zheng, 2010). Zheng (2010) in this context has critically identified that the telecommunication industry in China is significantly driven by an increasing move of privatisation. The conversion of liberalised movement in the telecommunication sector of China involves increasing competition through eradicating the state equity-ownership of the firms. According to observation, it can be identified that the price reformation of telephony services along with subscription levels of the mobile service providers have enabled to gain significantly large market performance for mobile service providers than the marketers with fixed-line service (Zheng, 2010). In the similar context, the strategic measures of the modern telecommunication firms can also be considered as one of the major factors to fuel the competitive pace in the growing Chinese telecom market. Consequently, Chan-Olmsted and Jamison (2001) have critically stated that the strategic alliance amongst the firms considerably increases the competitive scenario of the China’s telecommunication industry. The strategic alliance between the firms enables to increase their overall size of business that confirms extensive opportunity or scope for the marketers in the growing China’s telecommunication market (Chan-Olmsted and Jamison, 2001). According to Jamison (1998), the strategic objectives determined in business alliance in the telecommunication industry significantly minimise the risk associated with entry costs while entering into a specific country. Moreover, the key objective of strategic alliance is to refurbish a company’s competitive position through cost-effective procurement of various essential components or resources. In addition, improving business efficiency through emphasising continuous innovation of advanced services can also be considered as one of the major goals for the telecommunication operators to call for strategic alliance with other service providers (Jamison, 1998). In relation to the current competitive environment in the China’s telecommunication industry, the competitive pace among the service providers involves a number of influencing factors. In this regard, He (2010) has critically identified that the regulatory changes within the telecom industry of China is one of the major influencing factors that significantly creates different consequences in the China’s telecom industry. In the context of regulatory changes, broadening telecommunication services to the rural areas by launching ‘Village Access Project’ (VAP) can be considered to strengthen the strategic position of the firms to target a large group of potential village consumers and extend the competitive environment of the firms (He, 2010). Moreover, enactment of newly developed policy, ‘Anti-Monopoly Law’ (AML), New Ministerial Reform Plan and Notice of Deepening Reform in Telecommunications Sector (NDRC) implemented in the year 2008 and replacing of the previously developed regulator ‘The Ministry of Information Industry’ (MIIT) have also enabled the telecom service environment to pertain new market reform in China. The policy reformation specified a new market reform in the China’s telecom industry, which encompassed the sale of CDMA network of China Unicom to China Telecom Ltd., Merging of China Netcom with China Unicom, merging basic telecommunication services of China Satellite to China Telecom’ and merging China Mobile with China Railcom. Hence, the regulatory changes have increased the competitive environment among the rivals within the China’s telecommunication industry (He, 2010). The study of Jamison and Chan-Olmsted (2002) also revealed the rapid advancement of technological aspects as a major influencing factor related to the prevailing competition in the telecommunication service industry of China. According to their observation, the extensively growing demand for innovative and advanced communication and data-sharing services significantly empowers the service providers to build an effective set of services to achieve competitive position. Indeed, the service providers seek to deploy advanced set of technology based equipment and cost structure in order to increase the ability of attracting their capital investments (Chan-Olmsted, 2002). In relation to the present competitive environment in the China, the telecom service providers often deploy advanced technological equipment to lower prices and increase the demand of their range of communication and data services. In this context, it is affirmed that the facet of technology is also a major attribute factor for the marketers that increases their competitive position in the emerging telecommunication service industry of China (Jamison & Chan-Olmsted, 2002). With reference to a brief discussion of the business performance from the last few years, it can be stated that the corporate strategies executed by China Mobile have been playing a major role for the company to sustain its competitive position in the Chinese telecommunication industry. In order to critically determine the major competitive position of China Mobile, the following competitive frameworks would enable to apparently justify its strategic measures and key consolidating factors of the company as compared to the other service providers in the respective market. 1.3 Porter’s Five Forces Model 1.3.1 Bargaining Power of Buyers According to the present competitive scenario in the Chinese information and communication service industry, the offering of cutting edge products and services by the dominant marketers has been recognised to provide extensive facilities to the target customers. The research study of Zheng & Ward (2010) also reveals that the customers are extensively delivered a range of cutting-edge telecommunication services by the telecommunication marketers. The continuous competitive measures of the organisations have been identified to increase the bargaining power of the customers across the Chinese markets. In this context, it can be stated that the bargaining power of the buyers is considerably high as the Chinese mobile communication industry entails a number of service providers with a wide assortment of services in accordance with the changing customers’ trends. Therefore, the higher bargaining power of the buyers may increase potential challenges for China Mobile to sustain its competitive position (Zheng & Ward, 2010). 1.3.2 Bargaining Power of the Suppliers The research analysis of Zhang and Shih (2008) reveals that the demand associated with the telecommunication equipment has risen due to the deployment of full-service business by the key dominant marketers in the Chinese telecommunication industry. The equipment suppliers in this particular business industry of China have attained an extensive growth which has in turn facilitated to increase their bargain power over the information and communication service providers (Zhang & Shih, 2008). Moreover, Gao (2007) has also stated that the changing trend in the information and communication services often enables the communication equipment suppliers to increase their bargaining power over the telecommunication service providers. In relation to the present trend in the Chinese telecommunication business industry, the equipment suppliers are more benefitted for their innovative and highly effective communication equipment. Therefore, the increasing bargaining power of the suppliers in the present Chinese telecommunication industry can also be considered as a major threat for China Mobile to strengthen its competitive strategic directions (Gao, 2007). 1.3.3 Threats of New Entrant According to Zhang & Shih (2008), the new entry of China Telecom in the CDMA service sector in the year 2008 has also been observed to convey a major threat for China Mobile to sustain its dominant position in the Chinese telecommunication industry. Unlike the scenario prior to the entrance of China Telecom into the CDMA service industry, the telecommunication services of China Mobile had been quite extended and the company had attained a dominant position in both fixed-line along with internet service sectors across the different areas of the country. Simultaneously, a large proportion of fibre-optic network owned by China Unicom and China Telecom has also been observed to bring a significant challenge to China Mobile to offer full communication service across a wider area within China (Zhang & Shih, 2008). 1.3.4. Threat of Substitute Products and/or Services Harwit (2008) has critically stated that the homogeneity associated with different value-added services has been a common practice by the telecommunication service providers in the Growing Chinese telecom sector. Meanwhile, a large number of network communication software has also been considered as an increasing threat for China Mobile due to its own substitute products in the Chinese telecom industry. Moreover, the introduction of its independent broad-band service i.e. e-surfing can also been regarded as a potential threat for the company to sustain its competitive position. In this regard, the company needs to deploy advanced technological equipment to reduce the potential threats to its range of substitute products and/or services (Harwit, 2008). 1.3.5 Competitive Rivalry According to the current business performance of the telecom service providers, the increasing number of domestic and foreign competitors has been observed to create a major threat for China Mobile. Correspondingly, Jamison and Chan-Olmsted (2002) has critically stated that the current business performance of the key competitors such as China Telecom and China Unicom can be considered as a major threat for China Mobile. The company i.e. China Mobile highly focuses on developing its fixed-line services along with concentrating upon its mobile service exploitations, which has enabled the company to avoid loss associated with the fixed-line users across the country. On the other hand, the adequate access to CDMA sector by China Telecom has also been observed to bring more competitive scenario for China Mobile to sustain its dominant position in the Chinese telecom industry (Jamison & Chan-Olmsted, 2002). 1.4 PEST Analysis With regard to critically assessing the competitive position of China Mobile, an analysis regarding the external environmental factors can also be considered as an effective method. Subsequently, the assessment of PEST framework including Political, Economic, Socio-cultural and Technological factors of China would be an effective approach to critically assess the competitive position of China Mobile. 1.4.1 Political Factors According to the study of Zheng (2010), it can be stated that the political factor is one of the major elements for China Mobile to build its strong sustainability in the Chinese telecom market. According to the observation, it has been recognised that the strong alliance with the government and its political aspects have been widely accepted to increase the business performance of China Mobile for widening its range of information and communication services across the different regions of the country. Moreover, the adequate alignment of the business strategies with the political system also enables the company to serve a large area with its fixed-line and internet services which further helps China Mobile to strengthen its competitive position as compared to the other service providers (Zheng, 2010). In this context, Gao (2007) has stated that the law associated with market competition and governmental policies within China’s telecom industry also enables China Mobile to perform dominantly in terms of providing its range of telecommunication products and/or services. Therefore, it can be affirmed that political aspects is one of the major and most influential determinants for China Mobile to achieve competitive position than the company’s key competitors such as China Unicom and China Telecom (Gao, 2007). 1.4.2 Economic Factor Due to the strong support of political system, the business performance of China Mobile is also influenced by the growing economic condition of the country. Subsequently, Morrison (2014) has critically stated that the telecommunication industry is one of the leading sectors benefitted from the transformational economic development of China. In relation to the observation, it has been affirmed that the economic transformation of the country is significantly driven by its extensively increasing rate of Foreign Direct Investment (FDI) inflow resulting in augment China’s annual Gross Domestic Product (GDP) growth along with the level of consumer expenditure and their disposable income. Therefore, the increasing annual household income along with budding growth of the consumer expenditure has significantly enabled China Mobile to gain a large amount of financial benefits across the different parts of China (Morrison, 2014). 1.4.3 Socio-cultural Factors The socio-cultural factors are also a major determinant for the telecom industry of China to attain a significant growth alike the other business industries. In the context of the socio-cultural influence on the telecom business, Venkatram and Zhu (2012) highlighted that there is a changing trend of technological aspects which can be recognised as a major driving factor for the consumers to select their preferred services that are provided by the telecom service providers (Venkatram & Zhu, 2012). With regard to the changing socio-cultural trend of the Chinese consumers, McLelland (2007) has also stated that the strategic direction of China Mobile has been observed to take into consideration the changing needs and demands of the customers while adopting telecom services. The wide range of wireless and wire-line broad-band services is one of the major aspects, which enables the organisation to achieve competitive advantage (McLelland, 2007). 1.4.4 Technological Factors In keeping with the observation of the current trend in the China’s telecom industry, Gao and Damsgaard (2007) has critically evaluated that the technological advancement plays a major role for the leading market leaders to achieve continuous growth. The cutting edge technology-based products and/services offered by the telecom companies significantly increase the pace of competition among the rivals in this particular business industry. In relation to the current technological aspects associated with China Mobile, the continuous process of Research and Development (R&D) plays a crucial role for the company to accumulate greater attention of the customers. Moreover, the deployment of advanced technological features with respect to the changing customer trends especially in the internet service segment can also be considered to achieve major competitive advantage in comparison with other service providers across China (Gao & Damsgaard, 2007). 1.5 SWOT Analysis of China Mobile 1.5.1 Strengths According to Zhang & Shih (2008), there are a number of competitive strengths that are possessed by China Mobile in the current growing Chinese telecommunication industry. With respect to the critical evaluation of the authors, it has been identified that the strong brand image, robust financial position and wide area of telecommunication network of China mobile are the major competitive strengths. The formulation of strong brand position in different internet communication services including Gotone, M-Zonbe and e-Surfing among others are few of the major brands that have significantly enabled China Mobile to build its strong identity in the Chinese telecommunication industry (Zhang & Shih, 2008)). In the context of financial condition, the financial report (2012) of the company significantly depicts that the profit attributable to equity shareholder is RMB 129,274 million which is considerably higher than the profit rate of the year 2011 and 2010. Moreover, the annual earning of the company i.e. RMB 253,646 million during the year 2012 also depicts a higher economic growth of the company as compared to the other telecommunication operators in China. Therefore, the strong financial position of China Mobile can also be considered as a major competitive strength (China Mobile Ltd., 2012). Zhang and Shih (2008) further evaluated that the wide area of network exposure of communication and information service is also a major strengthening factor towards the competitiveness of China Mobile. In relation to recent observation, the company operates in a wide networking area across 31 provinces, directly-administrative municipalities and different autonomous regions in Mainland China and Hong Kong Special Administrative Region. 1.5.2 Weaknesses Although China Mobile incorporate a number of competitive advantages as its major strength, the company also includes a few major weaknesses that can significantly lower its competitive position in the respective business market. In this regard, Zhang and Shih (2008) has critically stated that the inadequate capability of full-service business; considerably weak marketing and promotional strategies along with poor capability to expand business subsidiaries into the overseas countries can be recognised as a few major weaknesses of China Mobile. In terms of competitiveness regarding the full-services business of the company, it is considerably lagging behind its key competitors such as China Unicom and China Telecom. Although a significant focus on full-services business can be considered as a major strategic measure, it is comparably small than the services offered by the competitors (Zhang & Shih (2008). Moreover, Gao and Damsgaard (2007) have also stated that the ineffective marketing and promotional strategy practiced by China Mobile considerably lacks key telecommunication products/services, which can significantly create a major constraint for the company to achieve continuous growth. Subsequently, the ineffective strategic measure of expanding business locations in different global regions can be a major weakness for China Mobile (Gao & Damsgaard, 2007). 1.5.3 Opportunities According to the present scenario in the Chinese telecom industry, the key service providers are likely to face major challenges that have coerced them to restructure their competitive factors in accordance with the changing market trends. Correspondingly, Park & et. al. (2007), have critically stated that the need for advanced technological aspects in the communication and information has been observed to achieve greater pace owing to the aggravating demands of the customers related to high-end technological offerings across the different provinces within China. Therefore, it is a major opportunity for China Mobile to put more focus on its R&D strategies and offer advanced telecommunication services to its range of users. The strategy would help the company to strengthen its market share and achieve competitive position over its major rivals (Park & et. al., 2007). 1.5.4 Threats Although China Mobile has maintained a strong alliance with the political condition prevailing within the operational region, the company may face major constraints or challenges due to the asymmetric governmental policies. Moreover, Zhang & Shih (2008) have stated that the company may also be required to deal with a significant threat with respect to its compliance of regulatory norms while delivering its telecommunication services. In this regard, the 3G services offered by China Mobile generally include regulatory norms associated with TD-SCDMA principles that might create a significant problem for the company to maintain its strong market position in the Chinese telecommunication industry (Zhang & Shih, 2008). References Chai, C. H. & Roy, K. C., 2006. 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