FEATURES/Boardroom | Jan 27, 2011 | 12293 views

Intel Gets Another Shot At The Indian Consumer

Intel hasnít been able to crack Indiaís rural market. Its new handheld device could now revolutionise banking in villages
Intel Gets Another Shot At The Indian Consumer
Image: Mallikarjun Katakol for Forbes India
MOBILE BANK This cross between a Tetris game console and credit swipe machine is a like computer in your hands that runs all standard software and integrates with computers and server of banks . It's a step in taking the bank to the rural customer, says Sanat Rao of Intel India


n the later part of his career it was painful to see the ‘God of offside’, Sourav Ganguly, struggle to get the red cherry to the cover fence. Mostly bowlers didn’t bowl to his strength and sometimes his reflexes weren’t good enough. It was depressing to see an ageing champion try and fail to reclaim his legacy.

It is no different with Intel. The champion chip maker has tried to crack the Indian consumer market with a bunch of products — Community PC in 2006, Classmate PC in 2007, Bharat PC in 2009, Classmate in 2010 — and yet hasn’t been able to make any significant dent in it.

A lesser company might have packed in its hand. Not Intel. It is now ready with a new assault plan. It is trying something that Intel India President Praveen Vishakantaiah calls a “leap of faith”. It has developed a small handheld device, based on its bestselling Netbooks processor Atom, to target the rural banking market.

The device is as good as a computer in your hand; runs all standard software and integrates seamlessly with computers and servers that a bank or any other institution may have on its premises. Though Intel wouldn’t name the states where the pilots are currently being tested, sources say the device is being tested in Karnataka and Maharashtra.

The entire movement and the momentum of financial inclusion — the idea that financial services can be taken to the poorest — is what Intel is betting on. By next year, the finance ministry expects banks to reach all villages that have a population of 2,000. As per the 2001 Census, there are 100,000 such villages in India. A Wharton School study shows that the cost of a banking transaction drops from $1 at a bank branch to $0.10 if done through a business correspondent. Banks know this and they are experimenting with technology.

“We figured that rather than getting the villager to the bank, the bank should come to the villager,” says Sanat Rao, marketing director, embedded computing division, Intel India. His group worked with financial institutions, system integrators, application developers and end users to understand why access to credit is only the first step, why a suite of services is needed to liberate rural India from financial deprivation and why even small things matter, from the type of keys on the device to the killer apps. And the result is a product that’s a cross between an old Tetris game console and a credit card swipe machine.

In itself, this product may not affect the global balance sheet too much. “It won’t be a game changer for the $44 billion company,” says UBS Securities’ analyst, Uche Orji. “Even to make a 5-percent difference to its revenue, it needs to sell some 60 million units, which is unlikely, but it’d be a commendable proof of Intel’s diversification in India.”

It will also get Intel some part of the handheld computing devices market where it doesn’t have a huge presence. Desktop growth is sluggish at just 9 percent in 2011. Handhelds are estimated to grow 40-50 percent annually. Its rivals are branching out in handheld forms where it doesn’t have much presence as Atom has not gone very far beyond netbooks. Add to this the gap in the financial inclusion segment where existing technology options are not quite effective is getting Intel excited. Intel is working with financial institutions, independent software vendors, system integrators and users to crack this code.

Bundling banking with the sale of other services such as insurance policies, railway tickets, weather data and commodities prices is the way to financial inclusion, says Manish Khera, chief executive of Financial Information and Network Operations Ltd. (FINO), which, with 25 million customers, claims to have 90 percent of the market. (Intel Capital is an investor in FINO).

Today, there are fixed function devices only for financial transactions, for everything else mobile phones are used, says Khera. Moreover, these transactions don’t update the user account in real time. But the biggest limitation, says Khera, is that current devices work in a proprietary environment; an application that runs on one device may not run on another. That adds to the cost, which for a mere banking device is about Rs. 20,000.

At least four Indian product engineering companies are developing such products for their North American clients. There are others elsewhere developing such a device, but nobody has it ready yet, says Gartner’s principal research analyst Ganesh Ramamoorthy. He believes right pricing, maybe in the range of Rs. 10,000-Rs.12,000, will be critical for the success of this device. “I can see insurance and distribution companies taking to it in a big way, but it has to be affordable,” he cautions, alluding to Intel’s various PC programs that haven’t quite cracked the rural market due to price sensitivity.

This article appeared in the Forbes India magazine issue of 28 January, 2011
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Comments (2)
Subah Jan 29, 2011
I believe, Intel has been a pioneer in strategic approach to its domain. The days of late-ninty's; where vision was converted into strategy and that into implementation; is over. Its chip business has been commodotized thanks to AMD. Now the inside out-thinking has to be changed to handle the chaos - amalgamation of various needs. Intel is changing too, albeit a little late. Opportunities have to be identified every where and one has to play the ball, like Intel is doing. There foray into various areas will help them reap benefit rather than most imagining 'keep them afloat' perspective.
T Tyagi Jan 27, 2011
Intel's India strategy needed a change-- it's a market that is adding more cell phones in a month than PCs in a year (in absolute numbers this could be off the mark, but you get the drift.) Now, it will have to wait for the broadband story to take off to be really able to encash such innovations.
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