Marketing Economics- Nokia India Case Table of content Place the mobile- and smartphones on the PLC curve tor the Indian market and assess the attractlvlty of the market. (10 The Indian mobile and smartphone industry is one of the fastest growing markets In the world. 1 The market for mobile handsets, which Include feature-phones and smartphones, are expected to grow at a CAGR (compounded annual growth rate) of 15. 8% over the years from 2010-14. The establishment of the 3G is a positive impact on the Indian mobile- and smartphone market, as that will expand people’s reasons for purchasing for instance a smartphone.
In 201 3 India got to be the second largest smartphone market in the world, with only China exceeding Indian as the largest in the world. 3 The Indian mobile- and smartphone Industry can be argued to be at the growth stage on the PLC curve as it is a still expanding market with fast growing sales. The product is simultaneously gaining more and more market acceptance along with a development of economics of scale for each producer within the market. As the market grows it attracts a lot of new competitors. Nokla India Is on the decline stage on the PLC curve (Product Life cycle).
Wlthln the a year (2005-2006) Nokia India lost 6% of their market share In India, while their competitor Motorola gained 7%. 4 Nokia India’s market share Is continually decreasing and even within the last quarter of this year it has declined. Nokia India’s market share on the smartphone market Is today approximately 5%5. Nokia’s market share is still aecllnlng even tnougn NOKIa recently launcnea tne new smartpnone In cooperation with Microsoft, which was intended to save Nokia on not Just the Indian market, but the global market as well. Another factor that has contributed to Nokia India’s declining stage is the popularity of other brands.
In the smartphone industry, Samsung and Apple are the leaders in India and in the general phone industry brands such as Motorola and Sony Ericsson are the leading ones. The technical problems and complaints Nokia India has had, could also be a reason for the declining turnover and market share Nokia is experiencing. So the Indian mobile- and smartphone market, as a whole is much better off than Nokia is on the market. As the market is growing, Nokia still has a chance of succeeding, though the competition on a growing market would be something Nokia ould have to deal with in order to improve their position on the Indian market.
The mobile and smartphone industry operate in a monopolistic competition market, as it is a market with both many consumers and producers. Furthermore, there is no single producer who has full control over the market price; however, the producers do have a certain degree of control. The perceived values the consumers have of the products are often non-price determined in the mobile and smartphone market. It is more about the design and the features of the phone. As Nokia doesn’t seem to nderstand consumers refusal of Nokia’s products in India please devise a research plan including step 1, 2 and 36 according to fig. . 2 p. 129 in our book. (70%) Defining the problem As Nokia India is uncertain of the reasoning behind the declining market share and sales on the Indian market, the research objective to use when determining and defining the problem would be to conduct exploratory research. Another way to determine the problem could be to make assumptions based on the text, http:// www. iipm. edu/iipm-editorial-540. html, and thereby conclude on the definition of Nokia India’s problem. In the text it is stated that the Indian customers are constantly complaining about the unreliability of Nokia’s products.
Based on that knowledge one might conclude that Nokia’s technology is failing and that is one aspect of the definition of the problem. The text also provides the information that the young generation don’t seem to find Nokia’s products attractive compared to Nokia’s competitors. An explanation for this could be that the younger generation are looking for a phone that works a lot like an accessory that expresses their individual style, and Nokia doesn’t offer that to them. To sum it up, the problem that Nokia is xperiencing could be concluded to be unreliable technology and a missing segment for the younger generation in Nokia’s product line.
After making the above mentioned conclusions of the assumptions casual research could be used to determine whether the conclusions made are realistic or not. With casual research we are able to reflect on the cause and effect of our defined problem. Developing a research plan Atter aeTlnlng tne proDlem a researcn plan Is to De developed A researcn approacn that Nokia India could use could be to address the following questions: – What are the demographic, economic and lifestyle characteristics and usage atterns of the younger generation that Nokia doesn’t have satisfying segment for? What specific features is the younger segment interested in? – What is the specific technological problem that several of Nokia’s products seem to have and be complained about? – Is there a way to restore some of the lost customer value, if yes how? Hereafter we need to determine which contact methods to use. The two main types are primary and secondary, and often it is relevant to use both. Usually it is wiser to start out with gathering secondary data, as that is much more inexpensive and can rovide a better picture of what specifics that needs further investigation.
That is especially useful in relation to exploratory research. There is both internal and external secondary data, and they are both very applicable to the questions from the research approach, and could potentially help answer some of them, with statistics and such. The other more expensive form of data is primary data. The reason why is more expensive is because it is data purposely gathered for the specific case. Within the category of primary data there are three additional types; Observation, Experiments nd Survey or Interviews.
In this case one could argue that a Survey or Interview would be the most applicable one, especially in regard to the question “Is there a way to restore some of the lost customer value, if yes how? “, as we need to get some reliable and useful information and ideas to solve this problem. The best would probably be to collect the information from face-to-face interviews even though it is very expensive. In order to obtain a representative sample of Nokia India’s target market’s views and ideas and thereby make the results credible and useful, it is necessary to evaluate ho, how many and how to select the sample of people to interview.
For the very expensive interviews, I would argue that Nokia should only interview around 1 500 different people, due to the costs and the likelihood of receiving too many similar answers if asking too many people and having too big of a sampling size. As of for who to be surveyed I would suggest the user, as I believe that with the product of Nokia India’s phones, the user is also the initiator in the buying unit. Therefore it would be relevant to interview the people who will initiate, and potentially expand Nokia’s customer circle, the decision to actually purchase the product.
Having considered the 3 different sampling procedures, it would in my opinion be most useful to do a “Quota sample” because the results we are looking for are easier found with this approach. The quotas I would suggest would be an age quota of people 15 ana 30 as tne we seem to nave estaDlls t Is tne younger generation we are loosing to the other brands and another quota could be customers who used their mobile phone continuously throughout the day. The research instrument I would recommend in this specific case would me questionnaires with pen-end questions.
Discussion: Emergency Management Policy
Discussion: Emergency Management Policy.
Discussion: Emergency Management Policy Most disasters change not only the direct environment in which they occurred, but also the policies and sets of standards meant to prevent them. Policy changes, practice considerations, and integration of lessons learned from the all hazards approach to emergency management serve to improve response and recovery activities for future disaster events. However, emergency managers must determine the effect to which lessons learned may or may not influence emergency management practice. In promoting policy changes and practice considerations for the field, the concept of standardizing response and recovery operations is useful. Although the concept of standardizing emergency management is not new, the events of 9/11 unambiguously demonstrated lags in standards for terrorist prevention and preparedness. Because of the lack of coordination between several government agencies for information dissemination and execution of standard protocols, prevention of the attack failed. Similarly, Hurricane Katrina revealed inconsistencies with fostering intergovernmental relationships for evacuation considerations, safe relocation of victims, and delivery of federal assistance across all government levels. Flawed legislation for mitigation and preparedness presented immense challenges for recovery and response efforts after the storm. The integration of lessons learned into the all hazards approach for emergency management and the subsequent legislation to address challenges for coordinating response and recovery operations is a recurring theme in the field of emergency management. For this Discussion, review the media and Learning Resources for this week. Then consider how disasters may alter federal to state relations for response and recovery. Select two disasters and reflect on how federal and state relations might impact the field of emergency management. Do not choose 9/11 or Hurricane Katrina as your disaster. Think about different disasters that might have had an impact on different governmental levels. By Day 4 Post a brief description of each of the two disasters you selected. Then explain the specific policy that resulted from these disasters and their impact on the field of emergency management. Finally, describe the challenges that these disasters might present to emergency managers in establishing intergovernmental relationships for response and recovery. Be sure to use the Learning Resources and current literature to support your response.
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