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Web Usage Growth Flatlines in U.S., Other Mature Markets
More on the Nielsen/Netratings report on changes in average time spent online at home. The classification of Brazil as a "mature" market and Australia as "emerging", considering that Internet household penetration in Australia is far greater than in Brazil, is somewhat questionable. Nevertheless the trend of flattening growth in more developed markets is evident.
9:56:02 PM
By the end of 2005, over 1,000,000,000 people will have access to the Internet around the globe. 150 million, or 15%, of them will be connecting regularly at high speed. At that point, US broadband users will account for approximately 25% of the global broadband population, with countries like South Korea having already reached almost an 80% penetration of broadband into the home.
| Total % DSL Subscribers by Region | ||
|---|---|---|
| Region | Q3 04 Total | % of Total DSL Subscribers by Region |
| Asia Pacific | 24,062,660 | 28.22 |
| European Union | 26,518,252 | 31.10 |
| Latin America | 2,864,775 | 3.36 |
| Middle East & Africa | 858,500 | 1.01 |
| North America | 15,162,697 | 17.78 |
| Other Europe | 1,199,000 | 1.41 |
| South & SE Asia | 14,601,500 | 17.12 |
| Totals | 85,267,384 | 100.00 |
| Source: DSL Forum and Point Topic | ||
Given that over 70% of the potential market for Internet services is outside the US, it is surprising to see how many IT companies are still approaching globalization as an after-thought. Part of the problem is a management culture that is still mired in the old paradigm of getting it right in the US first before going overseas, while evidence abounds that, by the time the company is ready to go international, it is often too late. In today's world, a successful business model becomes replicated faster than the blink on an eye.
Putting off international expansion is a strategic mistake that has cost companies such as eBay and AOL the market leader's position in countries as vital as Japan (where eBay had to concede defeat to nimbler, more aggressive Yahoo!), or Europe (where AOL has never been able to be in the top 3 positions in any of the major markets). (In both cases, the key mistake, by the companies' own admission, was having waited too long). At the same time, companies like Skype have used the limited size of their home market (Luxembourg) to their own advantage, launching services that were global from the get-go and quickly acquiring more users than more established - albeit more US-centered - VoIP companies. Google, a company that had chosen a very aggressive international roll-out early on, had more than 50 localized versions of its site by late 2002!Designing and launching products for global release is a challenging endeavor: legal, cultural, technical, financial and management issues can make the process daunting. To compound the problem, the US market has developed a number of peculiarities that can make a US-oriented business model inapplicable to the rest of the world. For instance, a very developed coax cable network in this country has attracted a multitude of entrepreneurs targeting cable companies as their customers, only to find their prospects for growth severely hampered by the almost complete lack of cable operators overseas. Conversely, a much more developed cellular network in Europe and Asia has allowed foreign operators to gain economies of scale and expertise that has virtually shut out US companies from many markets.
The Internet has made early-stage global planning a necessity. Fortunately the Internet itself - as well as the lessons learned by the more successful international marketers - is giving us the opportunity to create global companies without the huge investments, risks and management distraction traditionally associated with international expansion.
8:54:29 PM
