Harvard Case - Tone and mfish (A): Targeting Fishermen at the Bottom of the Pyramid in Indonesia's Mobile Market
"Tone and mfish (A): Targeting Fishermen at the Bottom of the Pyramid in Indonesia's Mobile Market" Harvard business case study is written by Philip Parker, Katelyn Atherton. It deals with the challenges in the field of Strategy. The case study is 3 page(s) long and it was first published on : Oct 28, 2016
At Fern Fort University, we recommend that Tone and mFish (A) adopt a multi-pronged strategy to capitalize on the burgeoning Indonesian mobile market and reach the 'Bottom of the Pyramid' (BoP) fishermen. This strategy will leverage technology and analytics to create a disruptive innovation, ultimately achieving sustainable competitive advantage and value creation for both the company and the fishermen.
2. Background
This case study focuses on Tone, a leading Indonesian mobile operator, and its subsidiary, mFish (A), which aims to target the vast but underserved market of Indonesian fishermen. The fishermen, often operating in remote areas with limited access to essential services, represent a significant BoP segment. mFish (A) seeks to provide these fishermen with valuable services like weather updates, market information, and financial services, all delivered through their mobile phones.
The main protagonists are Tone's management team, particularly those responsible for mFish (A), and the Indonesian fishermen themselves. The case study highlights the challenges of reaching this segment, including limited access to technology, financial constraints, and cultural barriers.
3. Analysis of the Case Study
Porter's Five Forces:
- Threat of New Entrants: High, due to the relatively low barrier to entry in the mobile service market.
- Bargaining Power of Buyers: Moderate, as fishermen have limited options for accessing information and services but are price-sensitive.
- Bargaining Power of Suppliers: Low, as Tone has established relationships with technology providers and content suppliers.
- Threat of Substitute Products: Moderate, as fishermen can access some information through traditional channels like radio and word-of-mouth.
- Rivalry among Existing Competitors: High, as the mobile market in Indonesia is highly competitive with several players vying for market share.
SWOT Analysis:
Strengths:
- Tone's strong brand recognition and established network infrastructure.
- mFish (A)'s focus on a specific, underserved market segment.
- Potential for leveraging technology and analytics to create innovative solutions.
Weaknesses:
- Limited understanding of the fishermen's needs and preferences.
- Lack of a robust distribution and marketing strategy for reaching remote areas.
- Potential for high initial investment costs.
Opportunities:
- Growing mobile phone penetration in Indonesia.
- Increasing demand for information and services among fishermen.
- Potential for partnerships with government agencies and NGOs.
Threats:
- Competition from other mobile operators targeting the BoP segment.
- Economic instability and fluctuations in fish prices.
- Regulatory changes impacting the mobile industry.
Value Chain Analysis:
mFish (A)'s value chain should be designed to address the specific needs of the fishermen, including:
- Inbound Logistics: Ensuring reliable access to data and content relevant to fishermen.
- Operations: Developing and maintaining a user-friendly mobile platform.
- Outbound Logistics: Reaching fishermen in remote areas through effective distribution channels.
- Marketing & Sales: Tailoring marketing campaigns to resonate with the fishermen's cultural context.
- Service: Providing ongoing support and addressing customer inquiries.
Business Model Innovation:
mFish (A) can leverage business model innovation to create a sustainable and profitable model. This could involve:
- Freemium Model: Offering basic services for free and charging for premium features like advanced weather forecasts and market insights.
- Subscription Model: Offering monthly or annual subscriptions for access to a comprehensive suite of services.
- Value-Added Services: Integrating financial services like micro-loans and insurance to address the fishermen's financial needs.
Strategic Planning:
mFish (A) should develop a comprehensive strategic plan that outlines:
- Market Segmentation: Identifying specific segments within the fisherman population based on their needs and preferences.
- Target Audience: Defining the ideal customer profile for mFish (A)'s services.
- Value Proposition: Clearly communicating the benefits of using mFish (A) to fishermen.
- Marketing Strategy: Developing a multi-channel approach to reach fishermen in remote areas.
- Pricing Strategy: Determining a pricing structure that is both attractive to fishermen and profitable for mFish (A).
- Distribution Strategy: Establishing partnerships with local retailers, community leaders, and NGOs to distribute mobile phones and SIM cards.
4. Recommendations
1. Leverage Technology and Analytics:
- Develop a user-friendly mobile application: The app should be designed with the fishermen's specific needs in mind, offering features like weather forecasts, market information, fishing tips, and financial services.
- Utilize data analytics to personalize the user experience: Analyze user data to provide tailored recommendations and information relevant to each fisherman's location, fishing style, and preferred species.
- Integrate AI and Machine Learning: Implement predictive analytics to provide fishermen with early warnings of weather hazards, market fluctuations, and potential fishing spots.
2. Build Strong Partnerships:
- Collaborate with government agencies: Partner with the Indonesian Ministry of Fisheries and Marine Affairs to access data on fishing regulations, licenses, and subsidies.
- Engage with NGOs: Work with NGOs focused on empowering fishermen to gain insights into their needs and challenges.
- Partner with local retailers and community leaders: Leverage their existing networks to distribute mobile phones and SIM cards in remote areas.
3. Implement a Multi-Channel Marketing Strategy:
- Utilize social media platforms: Create engaging content on platforms like Facebook and Instagram to reach fishermen and build awareness.
- Leverage traditional media channels: Utilize radio and television advertising to reach fishermen in remote areas.
- Conduct community outreach programs: Organize workshops and demonstrations to educate fishermen on the benefits of using mFish (A).
4. Offer Value-Added Services:
- Integrate financial services: Partner with microfinance institutions to offer loans, insurance, and savings accounts tailored to the fishermen's needs.
- Provide access to educational resources: Offer training programs and workshops on sustainable fishing practices, fish processing, and marketing.
- Facilitate access to government programs: Help fishermen navigate government programs and subsidies related to fishing.
5. Prioritize Corporate Social Responsibility:
- Support sustainable fishing practices: Promote responsible fishing methods and conservation efforts through the app.
- Empower women in the fishing industry: Develop programs and services specifically designed to support women's participation in the fishing sector.
- Contribute to community development: Invest in local infrastructure and social programs to improve the lives of fishermen and their families.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Tone's core competencies in mobile technology and its mission to connect people and empower communities.
- External Customers and Internal Clients: The recommendations address the specific needs of the fishermen while also providing mFish (A) with a sustainable business model.
- Competitors: The recommendations help mFish (A) differentiate itself from competitors by offering a unique value proposition and leveraging technology to provide a superior user experience.
- Attractiveness ' Quantitative Measures: The recommendations have the potential to generate significant returns on investment due to the large market size and the potential for recurring revenue streams.
Assumptions:
- The Indonesian government will continue to support the development of the mobile industry and provide access to relevant data.
- Fishermen are receptive to using mobile technology and are willing to pay for valuable services.
- Tone has the resources and expertise to develop and implement the recommended strategy.
6. Conclusion
By implementing these recommendations, Tone and mFish (A) can effectively target the BoP fishermen in Indonesia, creating a disruptive innovation that transforms the fishing industry. This strategy will not only drive business growth for Tone but also empower fishermen with access to essential information and services, ultimately contributing to a more sustainable and equitable fishing sector.
7. Discussion
Alternatives:
- Focusing solely on free services: This could limit revenue generation and make it difficult to sustain the business.
- Partnering with a competitor: This could lead to a loss of control over the mFish (A) brand and potentially compromise the company's strategic direction.
Risks:
- High initial investment costs: Developing and implementing the recommended strategy requires significant financial resources.
- Competition from other mobile operators: The market is highly competitive, and new entrants could pose a threat to mFish (A)'s success.
- Lack of access to reliable data: The availability of accurate and timely data is crucial for the effectiveness of the app.
Key Assumptions:
- The Indonesian government will continue to support the development of the mobile industry and provide access to relevant data.
- Fishermen are receptive to using mobile technology and are willing to pay for valuable services.
- Tone has the resources and expertise to develop and implement the recommended strategy.
8. Next Steps
Timeline:
- Year 1: Develop and launch the mFish (A) mobile app with basic features.
- Year 2: Expand the app's functionality with advanced features like weather forecasts, market information, and financial services.
- Year 3: Implement a multi-channel marketing strategy to reach fishermen in remote areas.
- Year 4: Build strategic partnerships with government agencies, NGOs, and local retailers.
- Year 5: Evaluate the impact of the mFish (A) program and make necessary adjustments to the strategy.
Key Milestones:
- Secure funding for the development and launch of the mFish (A) app.
- Recruit a team of experts in mobile technology, data analytics, and marketing.
- Conduct market research to understand the fishermen's needs and preferences.
- Develop a comprehensive strategic plan outlining the key objectives, target audience, and marketing strategy.
- Establish partnerships with key stakeholders in the fishing industry.
By following these recommendations and taking the necessary steps, Tone and mFish (A) can successfully tap into the potential of the Indonesian mobile market and create a sustainable business model that benefits both the company and the fishermen.
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Case Description
mfish is a case about global partnerships which target the bottom of the pyramid. This case focuses on mobile penetration and using a local partner to gain access to consumers, however this is not specific to mobile or fishing and can be applied across industries. One of Tone's main successes here was focusing on their core competencies, mobile app development, and using key partnerships to fill in their knowledge and competency gaps. Tone/mfish were able to monetize a solution, despite targeting this very low income sector by making a product that greatly increased the livelihood of it's consumers, which customers were willing to pay for. This case challenges students to think creatively about solving a problem in a low cost way, while also maintaining a customer centric focus. If the product doesn't solve problems for consumers, then there won't be high demand for it, so keeping a customer centric focus is key. In addition, a low cost solution is important when targeting this segment since their willingness to pay might be low on an absolute scale given their low level of income.
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