Connecting People

Connecting People

ACKNOWLEDGEMENTS

The research report will be incomplete without acknowledge giving my sincere, gratitude to
all persons who have helped me in the preparation of this dissertation.
First of all, I thank GOD ALIMIGHTY for the blessings showered on me
throughout this research project work, which has helped me in the successful completion of
the training.
I take this opportunity to extend my sincere gratitude and profound obligation towards
my guidance for giving me valuable suggestions & his inestimable help rendered to me
throughout the research project and all other faculty members for without their
encouragement and continuing support, this research project would not have been possible.

SAKSHI RAWAT
ENROLL NO : 05924001711

Connecting People

CONTENTS

Acknowledgements

Certificate from the supervisor

Preface

Theoretical concepts

Introduction of NOKIA group

Scope of study and Importance of study

Objective of study

Research Methodology

Introduction of industry / organization

Data Presentation

Data Analysis

Findings of study

Recommendations

Bibliography

Annexure

SYNOPSIS

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Meaning of Marketing
Marketing is a societal process by which individuals and group obtain what they need and
want through creating, offering and freely exchange the products and services of valve with
others. For a managerial definition, marketing has often been described as the art of selling
products, but people are surprised when they hear that the most important part of the
marketing is not selling! Selling is only tip of marketing iceberg.
The American marketing association offers the following definition : marketing is the
process of planning and executing the conception ,pricing , promotion and distribution of
ideas , goods and services to create exchanges that satisfy the individual and organizational
goals.
Marketing Research System
Marketing managers often commission formal marketing studies of specific problems and
opportunities. They may request a marketing survey, a product performance test

, a sales

forecast by reason, or an advertising evaluation. It is the job of marketing researcher to

produce customer insight into problem. we define the marketing research as the systematic
design ,collection , analysis , and report of data and findings relevant to specific marketing
situation facing the company.
Consumer Ideology
People started realizing that mobile phones are becoming very powerful and are likely to
become a dominant device for CCC (communication, computing and content). Computing
people got into action and now you have started seeing increasing number of computer like
phones appear in market. These devices even have full keyboards for interfacing with Internet
and for e-mail. What is equally interesting is that these devices are supposed to be used for
browsing Internet, in addition to regularly getting your e-mail, and getting even documents on
these devices. I have nothing against people using inappropriate devices in some situation
like using a knife as a screwdriver - so we should not be surprised about people trying to use
phones for accessing their e-mail. In general, however, a phone is a poor substitute for a lap
top computer. But more and more phones are taking exactly the form of a laptop. Just try
putting a modern phone, particularly the clam models, next to a laptop and you will see that
the phone is nothing but a smaller version of a laptop.

Branding

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Branding is a major issue in product strategy. As Russell Hanlin, the CEO of Sunkist Grower,
observed: An orange is an orangeis an orange. Unlessthat orange happens to be
Sunkist, a name80% of consumers know and trust. well-known brands command a price
premium. Japanese companies such as Sony and Toyota have built a huge brand loyal-market.
At the same time, developing a branded product requires a great deal of long-term investment,
especially for advertising, promotion, and packaging.
What is a brand?
Perhaps the most distinctive skill of professional marketers is their ability to create, maintain,
protect, and enhance brands. Branding is the art and cornerstone of marketing. The American
Marketing Association defines a brand as a name, term, sign, symbol, or design, or a
combination of them, intended to identify the goods or services of one seller or group of
sellers and to differentiate them from those of competitors. Thus a brand identifies the seller
or maker. Under trademark law, the seller is granted exclusive rights to the use of the brand
name in perpetuity. Brands differ from other assets such as patents and copyrights, which have
expiration dates.
A Brand is a complex symbol that can convey up to six levels of meaning.
1.

Attributes: A brand brings to mind certain attributes. Mercedes suggests expensive, wellbuilt, well-engineered, durable, high-prestige automobiles.

2.

Benefits: Attributes must be translated into functional and emotional benefits. The attribute
durable could translate into the functional benefit. I wont have to buy another car for
several years. The attribute expensive translates into the emotional benefit The car makes
me feel important and admired.

3.

Values: The brand also says something about the producers values. Mercedes stands for
high performance, safety, and prestige.

4.

Culture: The brand may represent a certain culture. The Mercedes represents German
Culture organized, efficient, high quality.

5.

Personality: The brand can research project a certain personality. Mercedes may suggest a
no-nonsense boss (person), a reigning lion (animal),or an austere palace(object).

6.

User: The brand suggests the kind of consumer who buys or uses the product. We would
expect to see a 55-year-old top executive behind the wheel of Mercedes, not a 20-year old
secretary.
Companies need to research the position their brand occupies in the customers minds.
According to Kevin Keller, What distinguishes a brand from its unbranded commodity

counterparts is the consumer perceptions and feelings about the products attributes and how
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they perform. Ultimately, a brand resides in the mind of the Consumers.

Importance of a Brand
As we know brand plays a very important role in leaving the image of its product in the
mindset of the consumer and some of the important points about brand importance are as
follows:1.

It helps in recognizing the product in unique manner or it distinguishes the product from
others.

2.

It helps consumer to search or to remember the product which he wants in a very easy
and quick manner.

3.

It helps in creating the personality or image in the eyes of the consumer regarding the
product.

4.

It helps in conveying the values regarding the product.

5.

It helps in suggesting the kind of consumer who buys or uses the product.
Steps in Brand Creation
There are certain steps which need to be followed while creating the brand and the steps are as
follows:-

1.

Companies should clarify the corporations basic values and build the corporate brand.

2.

Companies should use managers to carry out the tactical work, but the brands
ultimate success will depend on everyone in the company accepting and living the brands
value proposition.

3.

Companies then need to develop a more comprehensive brand building plan to create
positive customer experiences at every touch point -- events, seminars, news, telephones, email, and person to person contact.

4.

Then they need to define the brands basic essence to be delivered wherever it is sold.
Local executions can be varied as long as they deliver the feel of the brand.

5.

Then they must use the brand- value proposition as the key driver of the companys
strategy operations, services, and product development.

6.

Companies then measure their brand building effectiveness not by the old measures of
awareness, recognition and recall, but by more comprehensive set of measures including
customer perceived value, customer satisfaction, customer share of wallet, customer retention
and customer advocacy

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Brand perceptions
Perceptions of brands in the same category are not necessarily equal. We can have a richer
and more complicated set of associations for Pepsi than we do for Cott" or Mitsubishi". A
richer set of associations can increase the ease with which we recall a brand, affect our
feelings towards it (increasing trust or confidence, for instance) and affect our price
sensitivity. It is hard to justify a price premium for a brand about which we know little. And,
also, even brands with the same associations can be perceived differently because the
vividness of those associations differs. Both Levi's and Lee jeans are American", rugged,
associated with American West, and are similarly designed and priced. Yet perceptions of
Levi's are likely to be more powerful and more vivid. These differences are the results of
brand strategy. The process of acquiring brand perceptions have important implications for the
marketing concept and for the nature of competition. If consumers know what they want, then
they establish the perceptual dimensions along which they perceive brands and all brands are
subject to them. On the other hand, if the buyer perceptions are learned and if that learning
depends on the strategies of brands, then marketing has a completely different objective: to
influence the evolution of perceptions in a way that competitors cannot effectively imitate.
The aim is to create vast inequalities- in the richness of perception - between a brand and its
competitors.
Brand preferences
Buyers may sample a number of brands, liking some more than the others. This experience
triggers the process of consumer inference: what are the characteristics of the ones I like and
one I like not." Obvious differences in brands or attributes are assumed to be the cause" of
such differences. It may be concluded that one has preference for a brand or some
combination of attributes. If you prefer Starbucks coffee to other brands, you might judge that
you do so because of the darker roast and particular blend of beans. In reality, of course, the
source of a satisfactory outcome can never be precisely determined. Nevertheless, buyers
form a nave theory relating brand features to satisfaction which is reinforced by advertising
and repeat purchase. In the process, preferences are formed and evolved, based on the
interaction of buyer experience and brand strategy. This suggests that what customers want
depends on what customers have experienced. Brand strategy plays a defining role in this
evolution and can have enduring consequences.
Decision making Buyers learn how to choose brands. The conventional view is that
buyers consider all the alternatives, evaluate the differences - making the necessary trade-offs
- and ultimately choose the brand that maximizes self-interest. In fact, people make decisions

in many ways, responding to the situation and the need. We draw on a repertoire of decision
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rules. In purchasing a battery we use a very different decision process that we would in
buying jeans. In case of buying a battery, we only consider brands we have tried or, at least,
our acquaintances have and put aside lower-priced alternatives as too risky. In the case of
jeans, we may compare all the brands to Levi's, not one to each other. The decision rules
buyers learn depend on the strategies brands pursue. If all brands deliver value with respect to
the same goals and comparisons between brands are easy, buyers may simply exhaustively
compare alternatives. In more complex situations, buyers may resort to simplify matters by
using simpler decision rules. They may buy the one on special offer or the one recommended
by a friend. Competitive advantage Consumer learning has got profound implications for the
nature of competition and competitive advantage. If buyers learn what they want, competition
is less a race to meet consumer needs than a battle over how perceptions, preferences and
decision-making will evolve in a market. It is a battle over the rules of the game. And
following are the ways to gain competitive advantage on others:
Pioneering advantage in many markets, the pioneer or the first entrant outsells the
others in its category, in some cases for decades. Brands like Wrigley chewing gum, Gerber
baby food and Kleenex tissues have retained the largest shares of their markets despite
numerous competitive entries. The traditional view of the marketing concept suggests that
pioneers have higher shares because they have pre-empted the best position in the market
leaving less attractive positions for later entrants.
Product differentiation
Consumer learning occurs in mature markets as well. Product differentiation is one such
example. The classic view of product differentiation is that it is about discovery: finding a
relevant, widely valued but unmet dimension. This approach implicitly assumes that buyers
value some aspects of the product that have simply been ignored. Once all valuable aspects
have been discovered, further
differentiation is impossible.
A consumer learning perspective suggests, in contrast, that differentiation can be
successful even if no undiscovered dimension of preference exists. Differentiation is possible
so long as a new dimension exists that buyers can learn. The differentiating attribute need not
be relevant. The strategy of meaningless differentiation" is widespread. For example, Alberto
Culver differentiated its Natural Silk shampoo by adding silk and advertised that it puts silk
in a bottle".
Culver, however, later said that silk does nothing for hair. Throughout the evolution of
the marketing concept, the basic notion that Competitive advantage can be created by giving

customers what they want has remained unchanged. All that has changed is the way in which
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customers are satisfied. Today's organizations are gaining a deeper understanding of

customers.
They are learning about the goals they hope to achieve in their lives and then creating
powerful links between these goals and their brands.
Rules of marketing: Pioneer Vs Late Entrant
The time of market entry is a critical factor for the success of the new product. A company
finds itself with two alternatives: it can compete to make an entry into the new product market
first or it can wait for its rival to spearhead the entry and then follow only if the market has
been proven feasible. The companies who strive to pioneer the entry into the market like Intel,
3M, Sony and Merck, search aggressively for new products and invest heavily in research and
development to buttress their strategic objectives. And those who follow steal into the market
only when their rivals have confirmed the market viability. For instance, Matsushita follows
Sony in introducing consumer electronic products. Cyrix and AMD introduce the new
generations and follow quickly with lower-priced alternatives. All these lead to an intriguing
strategic question: Is it better to take the lead or wait patiently and follow a pioneer?
Pioneering advantage
None denies that here are potential advantages of being the first in the market. Over the
decades, a long list of reasons that can add to an enduring performance advantage for pioneers
has been developed. These can be divided into two main sections: customer-based advantages
and operation/cost-based advantages.
Customer-based advantages
Customer-based sources of pioneering advantage fall into four main categories as follows:
Customer education and choice formation
For many a product, buyers are initially skeptic about the contribution of the product
attributes and features to the product's value. Preferences for various aspects and their desired
levels are learned over time. This allows the pioneers to shape the consumer preferences in its
favor and set certain standards to which buyers refer in evaluating the product of the late
entrants. In many a case, exemplified by Walkman, Kleenex, Polaroid or Hover, the pioneers'
products are treated as prototypical or original" for whole of the product category.
Access to customers
When a pioneering product appears in the market, it simply steals the show and it captures
more attention of the customers and distributors than any other late entrant. Moreover,
advertisement of the product that takes the lead is not cluttered by the messages from rivals.
Even in the later stag, the followers must continue to spend more on advertising to achieve the

same effect as pioneers. The first entrants can also set standards for distribution, occupy the
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best locations or select the best distributors, which can give it easier access to customers. For
instance, Starbucks, as the pioneer, was able to open coffee parlors in more prominent
locations than its rivals.
Switching costs
Switching costs arises when investments are required that would be lost while switching over
to another product. To site an example, if one has developed skill in the traditional QWERTY
keyboard, switching to a more efficient Dvorak keyboard would require relearning how to
type, an investment that in many cases would exceed the expected efficiency gains.
Pioneering products have the first chance to become the trusted brand. And the late
entrants would need to convince the buyers to bear the costs and risk of switching to an
untried brand of unknown quality.
Network externalities
The value to buyers of many high-technology products depends not only on their attributes
but also on the total number of users. The value of videophone, for instance, depends on the
number of people using it. The first entrant surely has the opportunity to build a large installed
base before competitive entry. This reduces the followers' ability to introduce differentiated
products.
Operation/cost-based advantages
Operation/cost-based sources of pioneering advantage fall into three main categories as
follows:
Experience effects and economies of scale. Taking the lead into the market means that
pioneers can build production volume and accumulate research and market experience before
any other rival. This potential cost advantage can be used to achieve higher margins or to
protect customer-based advantages through lowering prices to discourage rivals from entering
the market.
Pre-emption of scarce resources
The first entrants have the opportunity to acquire scarce resources when demand for them is
still not too high and they are therefore cheaper. In some cases, they may be able to
monopolies an important input factor. For instance, Minnetonka, a small US manufacturer of
consumer goods, was able to protect Soft-soap, the first liquid soap, against competitors such
as Procter and Gamble by buying up a full
Years supply of the small plastic pump required for the dispenser. Subsequently, however,
P&G's size told and its Ivory brand ousted Soft-soap.
Trailing advantage

Potential sources of follower advantage fall into two categories.

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Free Riding
The first entrants are the first to invest significant resources into such areas as research and
development, market infrastructure, buyer education and employee training. These
investments cannot always be kept proprietary. And the late entrants can free ride on them.
For instance, IBM, although not the pioneer, was the first to push its personal computer as a
standard for the whole product category. This offered clone makers such as Compaq, which
followed IBM, a larger market without bearing the cost of developing the market. Before
Starbucks, few Americans were willing to pay a premium for good-tasting coffee.
Today, any coffee bar can benefit from the consumer education effort by Starbucks.
The widespread use of electric cars will require a network of battery recharging stations. Early
market entrants will be likely to carry these investments disproportionately competitive
behaviour implies that companies maximize their own profits by
Responding competitively to rivals' actions
Incumbent inertia
When followers enter the market, they have significantly more information than their pioneers
had at the time of their entry into the market. They can afford to worry less about customer or
technology uncertainty, imitate best practices and avoid the pioneer's mistakes. Before a
market comes into existence, market research results are not often reliable. Once the buyers
have gained an experience of the product, they also happen to know what they want. To place
an instance, before entering the US market, Toyota interviewed owners of Volkswagens, the
leading small car in those years, to learn what they loved and hated about small cars. Inertia is
not necessarily irrational. Companies have investments in specific assets. Thus, switching
costs faced by pioneers may make new practices less attractive to them than to followers.
With fixed assets, incremental changes often look more attractive than radical changes. Thus,
firms considering pioneering a new market should base their decision on a careful evaluation
of the potential sources of advantage and disadvantage. Expectations of a sustainable longterm advantage due to pioneering should remain moderate. Market share advantages are often
more easily established but generally at the expense of operational efficiency. Pioneers should
remain operationally flexible and not hesitate to learn from followers.
Changing rules: Exploring competitive games In making decisions about the marketing mix,
managers ought to consider not only the likely response of consumers but also the response of
the rival concerns.
To site an example, the impact of a price cut may be diminished if the competitors follow suit.
For instance, price cuts in the ready to eat cereal category in the US by Post and Nabisco

initially increased their market share from about 16 percent to a little over 290 percent. In
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response to this, Kellogg's announced a 20 percent across-the-board price cut due to declining
shares of its major brands. General Mills and Quaker oats also subsequently reduced their
prices. At the end, Post and Nabiscos share was up only slightly.
A central characteristic of competition is that companies are mutually dependent the
outcome of a company's marketing action depends to a great extent on the reaction of its
rivals. The little research that has been conduced in this arena suggests that, across product
categories and marketing mix instruments, there is significant variation in the type of
interaction that takes place. The techniques used in measuring competitive interaction and a
gist of the information available on the type of interaction actually found in the marketplace
have been given below.
Measuring competitive interaction
In previous studies, four approaches have been used to measure the competitive interaction
between market-players: reaction function estimation, menu approaches, conjectural variation
models and time series casual approaches.

Reaction function estimation

This begins with mathematical models of demand and company behaviour. Each company's
optimal response function, called a reaction function", is derived from these models. It
describes, under various assumptions, each company's best response to a change in rival's
marketing strategy.
Menu approach
This begins with the assumption that a certain type of behaviour characterizes the market
interaction between companies. Market equilibrium is derived for a variety of assumed
behaviour. Based on relatively sophisticated hypothesis tests, the objective is to test
statistically which form of assumed behaviour best fits the observed data. Since researchers
infer company behaviour by deciding which form of interaction fits the data best from a menu
of competing possibilities, this approach is often referred to as the menu approach.
Conjectural variation approach
This treats company's conduct as a single parameter to be estimated. Rather than assuming
various behaviour and testing which best fits the data, this approach entails the estimation of a
conjectural variation or conduct" parameter. Instead of assuming a specific type of market
interaction, this approach allows the data to describe it.

Time series causal approach

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This uses time series data to deduce chains of cause and effect in competitive interaction. One
valuable use of this approach is to confirm leader-follower relationships estimated by the
other approaches.
Type of interaction
Previous research has attempted to classify or categorize competitive interaction, specifying
three basic forms. First, independent behaviour implies a lack of competitive response.
Second, cooperative behaviour implies that companies' actions move together in a coordinated
fashion. Finally competitive behaviour implies that companies maximize their own profits by
responding competitively to rivals' actions. Such interactions are not always easily inferred
from actual market data. For instance, while simultaneous price increases might be evidence
of cooperation, simultaneous price cuts may be indicative of retaliatory behaviour. Recently, a
more detailed set of interactions - comprising of three forms of symmetric and two forms of
asymmetric behaviour - has been specified. Forms of symmetric competitive behaviour Cooperative promotions imply that promotional decisions are made in a co-coordinated function,
i.e. if one company increases its promotional intensity the other reduces its promotional
intensity to accommodate. Instances of this type of interaction might include the alternating
promotions run by Coke and Pepsi. Alternatively, non-cooperative promotions imply that an
increase (or decrease) in one company's promotional intensity is met by an increase (or
decrease) in that of its rival's. Two companies competing for end-of-year market share with
extensive coupon drops will be an example of such behaviour.
Finally, a lack of response of both the rivals is also symmetric. Such a detached
behaviour might be expected in markets where demand substitutability is weak. Since there
will be little or no cross-promotional response, the competitive response is also expected to be
quite small.
Forms of asymmetric competitive behaviuor
Leader-follower behaviour occurs when one company (the follower) reacts to the other's
actions, whereas the other (the leader) does not. For instance, private labels are often found to
follow national brand's marketing efforts. In dominant-fringe interaction, two companies'
competitive strategies take opposite directions - one company may behave cooperatively
while the other behaves non-cooperatively. To site an example, a weaker of fringe.
Company may simply not be willing to tackle a dominant company directly and may
thus accommodate its larger rival's promotional efforts. But a company with a dominant
market share might fiercely defend its position, adopting a non-cooperative stance.

There is no one pattern of competition between companies in any industry in any setting. The
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pattern of competitive interaction in any category is the result of a complex set of variables.
Several issues like demand-side factors, market and industrial structure, company
personality" and category characteristics interact in a complex fashion to determine strategic
behaviour. Thus, managers ought to consider the direction and size of the competitive
response when evaluating the likely impact of a change in their firm's marketing mix.
Changing rules: colluding with a competitor
Collusion is a hated word in many countries like the UK, US, Australia, New Zealand, Canada
and certain EU institutions. In the US a manager can be jailed for colluding with a competitor.
Yet elsewhere collusion is not a crime and is regarded as a natural business practice. Based on
a study of over 7,000 cases of collusion over the past five years across a broad spectrum of
industries, four factors can be singled out to make collusion work - the four Cs viz.
Communication, Constraints, Co-ordination and Confusion. They are managed using
facilitators" who ensure that the Cs can survive in the long run. The ultimate goal for
colluders is a covert cartel. A cartel is a publicly known agreement among companies selling
substitutes. A covert cartel is the same thing except that the public is unaware of the
arrangement.
Communication
To collude effectively, companies must send information to each other. Or else the cartel falls
apart. Managers can simply call a competitor on the telephone or meet in an office or some
other discreet location. Companies have also used a number of less obvious means of
communication which include announcing pricing plans over online networks (US airlines
were caught doing this using their reservation systems): using meet or beat" pricing
announcements over public broadcasting media - these serve to establish price floors;
organizing joint trade events, symposiums, workshops and association meetings.
Constraints
In order for the cartel to survive, it is essential that all of the players have a similar sense of
constraints. Consider the simple case where the actual sales potential for a given market is
$500 million. Company A correctly perceives the potential as $500 million but Company B
perceives the potential to be at least $ 900 million. Each of the two companies starts with a 50
percent market share. Company B will be erroneously tempted to engage in aggressive
marketing in order to expand its total revenue to absorb some of the perceived excess demand.
While doing so, it will cut into the share of Company A. Company A will, surely, retaliate and
the covert cartel will crumble. A number of facilitators help to ensure that market constraints

are similarly perceived by competitors. This include the formation of trade associations,
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workshops, seminars, industry-level training courses and other forums open to all players
within the same industry. These lead to discussion of historical and future industry prospects
and even in some cases to the publication or sharing of data among cartel members.
Coordination
Coordination of research and development activities, distribution, production, positioning or
even pricing can help companies split the market, block further entrants or obtain cartel-level
prices despite the being multiple suppliers. A good example is provided by the two soda
companies that were caught in the famed Cola Payola" case, in which they used retailers to
help co-ordinate promotions so as to block a third entrant. Brand A would be on promotion at
retail from January 1 to February 23; Brand B would be on promotion from February 24 to
April 16 and so on. Since retailers promote only one brand at a time there was simply no room
in the calendar for a third party to be promoted. Other facilitators include having board
members sit on several companies competing in the same industry. Cross-ownership also
facilitates co-ordination.
Confusion
Confusion requires that consumers, employees, regulators and potential entrants should not
fully understand the working o the cartel. This involves elaborate use of peripheral cues or
signals. One of the most common coordination schemes - Round Robin collusion - generates
such signals. This scheme works as follows. Let us suppose there is a covert cartel of seven
companies in the chemical industry. Al the companies sell to clients around the Pacific Rim.
This is a case of multi-market contact. The same companies compete against each other at
different, rather disparate locations. Suppose all the seven companies meet and decide to
increase prices throughout the region to monopolistic levels. Company A will volunteer to
increase its price in, say, Indonesia, citing a plausible reason. Its own market share will fall in
Indonesia and everyone else's share will rise. The other competitors will use the same story in
other Pacific Rim countries, each taking its turn as the bad guy" in order to help the others
out. With the four Cs in place, a number of companies have been able to maintain the illusion
that there is no collusion in their sector for a long time. They have been so successful that
citizens in countries where no price-fixing laws exist often do not realize that price-fixing is a
daily event for most of the products they purchase.
The above article has been abstracted / condensed from the views of the following professors
in Mastering Marketing published by Business Standard in partnership with Financial Times.
All rights of the authors and publishers are reserved.

* Philip Kotler, Professor of International Marketing at the Kellogg Graduate School of

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Management, Northwestern University

* Gregory Carpenter, Professor of Marketing at the Kellogg Graduate School of Management,
Northwestern University
* Venkatesh Shankar, Assistant Professor of Marketing and director of Quality Enhanced
Systems and Teams (Quest) at the Smith School of Business, University of Maryland
* William Putsis, Jr, Associate Professor of Marketing at London Business School
* Philip Parker, Professor of Marketing, Insead
Changing rules: Where to be marketing headed?
As the marketplaces are changing at an accelerating pace and corporate boundaries are
blurring, companies are striving hard to access quick and reliable intelligence about their
customers, competitors, distributors and products. Marketing, which will continue to remain
the key to company adaptability and profitability even in the new millennium, will have a
mutated look in the future years, opines Philip Kotler, the distinguished Professor of
International Marketing. And, as suggested by him, the major developments in the evolving
marketplace/market space will be as follows:
There will be a substantial disintermediation of wholesalers and retailers owing to
electronic commerce. Virtually all products will be available without going to the shop. The
buyer will be able to access pictures of any product on the Net, get the much-needed
information, shop online for the best prices and terms and click order and payment over the
Internet. Expensively printed catalogues will disappear from market. Business purchasing
agents will also shop on the Net, either advertising and waiting for bidders or simply surfing
in their book-marked" websites.
* Shop-based retailers will find the numbers of buyers dramatically diminished. In order to
combat this, more entrepreneurial retailers will build entertainment and theatre into their
shops. Shops selling books, food and clothes will also have coffee bars, for instance. The
sellers will crave to market an experience" rather than an assorted product.
* Companies will build proprietary customer databases containing rich information on
individual customer preferences and requirements that they might use to mass-customize their
offerings to their buyers.
Business will be able to retain customers through finding imaginative ways to exceed
customer expectations. Thus the rivals will find it increasingly difficult to acquire new
customers and most of the organizations will spend time figuring out how to sell more
products and services to their existing customers. Companies will focus on building customer
share rather than market share.

* Organizations will persuade their accounting departments to generate real numbers on

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profitability by individual customer, product and channel and will soon come up with reward
packages and incentives for their more profitable customers.
* Companies will switch from a transaction perspective to a customer loyalty-building
perspective. Many will move to customer lifetime supply whereby they will offer to deliver a
regularly consumed product on a regular basis at a lower price per unit. They can afford to
make less profit on each sale because of the long-term purchase contract.
* Most of the companies will outsource over 60 percent of their activities and requirements. A
few will outsource 100 percent, making themselves virtual companies owning over very few
assets and therefore earning extraordinary rates of return.
* Many sales people will be franchisees rather than company employees. The organization
will equip them with the latest sales automation tools, enabling them to develop
individualized multimedia presentation and customized market offerings and contracts.
Buyers will prefer to meet salespeople on their computer screen rather than in their office.
They shall interact with each other on their computer screens in real time. Sales people will
have less of traveling and airlines will shrink.
* Mass TV advertising will greatly diminish due to several viewing channels. There will be
very few printed newspapers and magazines. On the other hand, marketers will reach their
target markets more effectively by advertising through specialized online magazines and
news-groups.
* Companies will be unable to sustain competitive advantages. Their rivals will be quick to
copy an advantage through benchmarking, reverse engineering and leapfrogging. Firms will
believe that their only sustainable advantage lies in an ability to learn faster and change faster.
Hence, according to the marketing Guru, the global marketplace will evolve at an unthinkable
pace. And the key to competitive success will be to keep ones marketing changing as fast as
ones marketplace.
Changing rules: the evolving concept of marketing
Hounded by nerve-wrecking competition and increasing awareness and sensitivity of the
buyers, the corporate players are yearning to get close to the buyers. To woo them better the
organizations are going to any extent by initiating/resuming dialogue with customers by
scrutinizing market research, by coming up with new ideas to add value to their products, by
bolstering customer relationships and by adopting innovative measures to speed products to
market. All these abide by the classic definition of the marketing concept: Giving customers
what they want. While their benefits have surely been enormous, this race to embrace the
marketing concept has given rise to some unanticipated consequences. In many a case the

competitors are conversing with the same customers, analyzing similar market research data,
Connecting People

trying to come up with new ideas from the same sources and benchmarking the same
companies. Thus they are approaching market with the same perspective and are offering
products that, while offering high value, are completely indistinguishable. This lack of
differentiation presents an important challenge to the concept of marketing. Ergo, the concept
of marketing itself is evolving.
The core assumption of the current view of marketing that is all about giving customers what
they want" is that the buyers know what they want. The evolving marketing concept is
challenging this view. Increasingly strategies are been framed on the assumption that, at least
at the very start, the customers do not know what they want. On the contrary, they learn to
want and to aspire. Under the conventional view of customers, how they perceive, value and
select brands are the essential rules of the game". The rules of the game ought to evolve as
buyers learn. The evolution depends on what the sellers teach the buyers to ask for. For
instance, Motorola, Nokia and Ericsson are shaping buyer perceptions of cellular phones.
Thus brand strategies play a pronounced role in defining the rules of the game.
The emerging concept suggests that marketing is part learning - gaining an understanding of
what buyers know now and of the process of buyer learning - and part teaching - playing a
role in the buyer learning process. It is about being market driven and market-driving.
Consumer learning
At the root of much consumer learning are the goals that motivate. Over time, the goals
associated with product categories and brands grow from a simple set of functionally oriented
goods to a more elaborate set of functionally and emotionally oriented goals. The goals
associated with brands differ from brand to brand in the same category. For instance, among
sport-utility brands, Mercedes-Benz provides safety and prestige, Range Rover enables its
owners to portray themselves as refined individuals who are sensitive to tradition and Lexus
provides peace of mind and a more modern, smart self-image. Thus links between brands and
goals are nurtured over time. And these brand-goal links are fundamental results of consumer
learning. The concept of brand-goal links has important competitive implications. The
conventional view is that the customer compares brands along only one dimension, making
comparisons across brands simple. In formal economic terms, the consumers seek a single
goal-utility.
The emerging view is that buyers seek many different goals and that within the same
category some brands can be linked with multiple goals in unique combination. Volvo has, for
example, successfully linked both be a responsible parent" and add excitement to life" to
the Volvo brand through its new V70 station wagons, which combine a high performance

engine, suitable racing, with a family car, blurring the age-old distinction between a family
Connecting People

car and a sports car. By successfully linking these goals - along with the safety" so long
associated with the brand - Volvo has defined the brand as delivering value that none other
can. Brand-goal links such as these built through strategy and learned by consumers prove
themselves to be unique.

NTRODUCTION
The research project I have completed is all about the market research regarding Brand
Positioning by one of leading company Nokia in Cellular phones Market. My research
projects give a brief scenario about how brand is created and leaves an impression in the eyes
of the user and force him to buy that product. The research instrument which I have used
during the research is questionnaire and for that I surveyed 100 people.
If we talk about Market research It is a function which links the consumer to the market
through information use to identify and define marketing opportunities.
I don't think that the signals in the last two years mean that Nokia lost the leading role in the
mobile market. Probably there is another truth behind it: Nokia, as a lot of other brands, is still
trying to digest the fall down of mobile forecast. The problem is always the same people talk
enough using the mobile and all the sector needs is something that has real value for
customers (business and consumer) and for corporate and that speeds up market growth. If
you see the numbers, you will see that just Samsung grew in last two years. Motorola,
Ericsson, Sony Ericsson, Panasonic and others are still floating in the market. I think that

without an answer to the main question (what will make the value's market speed up?),
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leaders like Nokia will have some problems to increase the leadership.
In this report I have analyze that Nokia is having a very great position in present scenario and
in the coming years as well and other companies have to do very well to remove the Nokia
brand from the customers mindset.

OBJECTIVE OF STUDY

The purpose of research is to discover answers to questions through the application of the
scientific procedures the main aim is to find out the truth which is hidden and which is not
been discovered yet .
Our main objective is to find out the problems which are the main barriers in the promotion of
NOKIA in NCR market. Our others objective are:

To find out the sources of promotion in NCR/Delhi market.

To find out perception of NCR/Delhi people about NOKIA brand

To locate the potential NCR/Delhi market for NOKIA

The research program is designed for the promotion of NOKIA in NCR/Delhi area and
overcome the main barriers for brand in market of NCR/Delhi , the work which is being
done for this is described as fallows .
To find out the areas where perception is positive and where is negative ; initially we see that
how many areas are positive and how many are negative responded . Problem faced in the
market because they are in the in the direct contact of consumer and know their liking and
disliking in a better way, Problems and their solution in NCR/Delhi market ; ultimately we
have to increase the sale of Nokia in this areas for this it is mandatory to remove the
problems like consumer awareness . These problems could be find out by doing survey of
that particular area .

Connecting People

RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. One can also define research
as a scientific and systematic search for pertinent information on specific topic. In fact
research is an art of scientific topic. Some people consider research as a movement, a
movement from the known to unknown. Research is an academic activity and as such the
term should be used in a technicaPl sense. Research comprises defining and redefining
problems, formulating

hypothesis

or suggested solutions ; collecting ,organizing

and

evaluating data making deduction and reaching conclusion ; and at last care fully testing
the conclusion to determine whether they fit the formulating hypothesis . social science
define the research as the manipulation of things , concepts or symbol s for purpose of
generalization to extend ,correct or verify the knowledge aids in construction of theory or in
the practice of an art .research is thus an original contribution to t existing stock of know
ledge making for its advancement . The systematic approach concerning generalization and
the formulation of the theory is also research.

Defining the Problem:

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Quite often we all here that problem half solved. This statement signifies the need
research problem properly is a perquisite for any study and is a step of highest important. In
fact formulation of problem is mire essential than its solution. In Brand Positioning by
NOKIA our main problem is how to create the brand image of NOKIA in NCR/Delhi areas
and strengths the roots of NOKIA Company in the industry. A part from this we have it cores
the national capital region in a peoples way in terms of approach.
Objective of research:
Our main objective is to find out the problems, which are the main barriers in the promotion
of NOKIA in NCR/Delhi market. Our others objective are:

To find out the sources of promotion for NCR/Delhi market.

To find out the Brand perception on people.

To locate the potential market for NOKIA.

Research design
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to research purpose with economy in procedure. Here
we have used descriptive research design. Since the aim is to obtain complete and accurate
information in the said studies.
The process had to be started from the grass root level and it was very important to
understand the market for this IT product, which is very fast in production, distribution and
consumption.
The entire process was more of a Descriptive Research type and incorporated a formal
study of the specific problems faced by most IT companies an exploring the opportunities in
the untapped market. The survey was conducted on the basis of NOKIAs product preference
and evaluation of sales forecast in the new and underdeveloped market including the
evaluation of the advertising and promotional measures. The data collected had to be
systematically arranged, analyzed and reported in a form congenial to take on the spot
decisions
The entire set of various segments in the population comprises all the retail store and
outlets each retail store in the sampling frame constitute the sampling unit in brief we can say
overall sampling is based on 100 people.
Sampling design

A sample design is a definite plan for obtaining a sample from a given population. If it refers
Connecting People

to the technique or the procedure the researcher would adopt in selecting items for the sample.
Sample design may as well lay down the no of items to be included in the sample. The
researcher must prepare the sample design which should be reliable for research study.

Universe
The universe is finite universe where number of items is finite in the given problem the
universe is infinite and whole NCR/Delhi area of NCR/Delhi.
Sampling unit
Decision is taken after concerning the sampling unit, sampling unit may be a geographical one
such as state district village etc or a construction unit such as house flat or it may be a social
unit a club or school. Here selected sampling unit for study is outlet of NOKIA.
Source list
It contains all the items of universe in case of infinite universe it is also known as sampling
frame.
Size of sample
It refers to the no. of items selected from the universe to constitute a sample. The size of
sample is 100 people of NCR/Delhi.
Collections of primary data
The task of data collection begins after a research problem has been defined and research plan
chalked out. The primary data are those which are collected a fresh and for the first time and
thus happen to be original in character.
We collect the primary data during the course of doing experiments. In given problem
the descriptive research is used so we can obtain primary data either through observation or
through direct communication with respondent or through personal interviews.
For collecting primary data we used observation method, interview method and
interview through questionnaire.
Fieldwork
The entire project was divided into five phases and each phase had its individual significance
and supplemented each other.
The four phases into which the project was divided were:
1. Retail Tracking
2. Each Distributor survey

3. Each SD survey

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4. Analysis of finding and observations

INTRODUCTION OF CELL PHONES INDUSTRY

An exciting new world dating services, online games, streaming video is about to open
up for mobile phone users as cellphone service providers gingerly tip-toe into the data
business
Calling all mobile phone users -- your world is about to change dramatically in a few
months.
If youre an ordinary mobile user, you'll be able to seek assistance on your phone to find a
house or a friend or to locate emergency services. Indeed, mobile phone technology could
soon be used to run the mobile ATMs of banks, to find yourself a husband (if youre a
woman) or wife (if youre a man), play online games, zip photographs through your mobile
to your friends mobile phones, for video conferencing and accessing streaming video and
downloading short video clips.
Indeed, the mobile phone data business is already here. Exper-iments with a range of new
enhanced short messaging service (SMS) uses are already on SMS for the interactive
contests of TV channels and for corporate surveys, dating services (you can chat with
someone who fits your profile), to name a few. BPL Mobile, for example, tied up with MTV
for choosing the winners in a VJ Hunt and also for free tickets to a Deep Purple live concert.
It is now planning to tie up with Star TV and Radio Mirchi for similar contests. Not long
ago, BPL Mobile also tied up with Hindustan Lever to poll its subscribers on Rexona soap.
Bharti has tied the knot with the Aaj Tak channel for polling Bharti's subscribers.
Indeed, it makes sense for mobile service providers to partner TV channels and companies
in SMS, because both sides share the revenue. For TV channels, SMS is a cheap and
effective way of reaching viewers and helps make TV programmes interactive. For mobile
service companies, the deals spell money for jam typically, they offer around 20 per cent of
the revenue from such deals to the channel if the tie-up generates over a million SMS, and
they keep the rest.

Nearly

all cellphone service providers, including Bharti

and BPL Mobile, have also

Connecting People

introduced some form of dating and friendship SMS service (Track Ur mate, in Bhartis
case) after introducing 32 K SIM cards. In the works too is the introduction of multimedia
messaging services (MMS -- for example, youll be able to e-mail photos clicked on an inbuilt camera in your phone to another mobile number for Rs 6 to Rs 7).
That's not all. Mobile phone technology will also be harnessed for several business uses. If
you're a truck driver, you will be using your mobile phone to keep your company informed
of your trucks position, without even making a call, thanks to a new SIM card being
developed that will transmit only data, not voice. And if you're a salesman at a fast moving
consumer goods company, you may be providing information to your office on inventory
levels at a retail outlet and booking orders by punching in a few numbers.
As a result, SMS the hottest new data application on the mobile phone as we now know
it could become passe, though it could come roaring back in a new avatar. If a brave new
world awaits mobile phone users, its because cellular service providers still earn most of
their revenue from voice (telephone calls) -- and cut throat competition and dramatic tariff
cuts are forcing them to take a harder look at generating extra revenue from mobile databased value-added services. Two key developments are pushing service providers into
Indias fledgling data market. One, global systems for mobile communications (GSM)
-based cellular operators across the nation propose to launch the general packet radio
system(GPRS 2.5 G) services in the next few months. The second is the introduction of
CDMA-based limited mobile services by business groups like Reliance which are set to offer
both 2.5G as well as 3 G services from late December.
Unlike existing mobile phones, 2.5 G and 3 G offer platforms which make it possible to
transmit data at very high speeds. This could radically change the mobile data market,
making innovative corporate mobile data services a reality and high speed e-mail a distinct
possibility. It would also give SMS a new lease of life because mobile users will be able to
send pictures and videos to other mobile users or elsewhere. Right now, pictures cannot be
transmitted through SMS though icons or graphics can and SMS faces the disadvantage
of being restricted to a limited number of characters. Notes Kobita Desai, telecom analyst at
Gartner, the research firm: Content, which will hold subscribers, will be a key factor for the
development of the data market. We will see a lot of niche content addressing the needs of
various market segments.
While few are ready to share their data market strategy, Indias mobile phone service
companies are unquestionably either working on, or have launched, the following:

A GPRS-powered sales force automation system for FMCG as well as insurance companies
Connecting People

is being developed. Salesmen or saleswomen will, for instance, be able to update new orders
on their GPRS-enabled phones and transmit the data to their head offices or warehouses, so
ensuring better inventory management and quick delivery. Sales staff can also get into the
warehouse database

to check whether

the products ordered are available or not. And

insurance agents can key in the data required for a new policy on a GPRS-enabled mobile
phone and, with the press of a button, send data to the central office where the policy will get
processed in double quick time.
A fleet management system where truck drivers will be able to use their mobile phones to
transmit data on their positions to the central monitoring office. The Bharti group held
discussions with trucking companies and large FMCGs to sell its fleet management system,
but realised that companies were concerned that the phones could be misused by drivers to
make personal calls. So the Bharti group is now working with vendors to develop a SIM
card that can transmit only data.
BPL Mobile realised that GPRS connectivity can be used as a replacement for small
aperture satellite-based systems (V-sats) for data communications. It has tied up with Zee.
Over 200 of Zee's PlayWin lottery mobile kiosks spread across Mumbai are powered by
GPRS links to a central location where the draw takes place.
Talks are also on with banks to use GPRS connectivity for running mobile ATM centres.
Says a senior BPL mobile executive: V-sat connectivity has numerous reliability problems.
GPRS connectivity is an answer to these. This usage is peculiar to India.
CDMA-based operators will be launching the latest CDMA2000ix phones with 3G services.
These include position location services (for around Rs 3), picture downloads (Rs 2 to Rs
3), video conferencing, on-line gaming, streaming video and short video clip downloads.
Expect too a range of e- commerce solutions.
Cellular service providers, meanwhile, are convinced that the SMS market will explode.
BPL Mobile, for example, expects its SMS traffic to go up from 1.2 million paid messages a
day to 2 million at the end of this year. Hutchison Max too sees a huge opportunity here.
Says Sudarshan Banerjie, CEO of Essar-Hutchison in Delhi: "About 5 per cent of our
revenues come from data and the number of messages sent is virtually doubling every year".
Hutch is planning to slash SMS prices to Rs 1.20 (from Rs 1.50) in Delhi to expand the
market further. Data services accounted for about 2.5 per cent of the Bharti group's revenue
last year; this year, the figure is expected to go up to 3.5 per cent.
To be sure, the number of SMS messages sent every month per subscriber is much lower
than the world average of 40 and the Philippines' average of 200. But US research firm

Gartner says that Indian subscribers who use SMS regularly already send over 40 messages a
Connecting People

month and the numbers are going up dramatically every month (see chart).
They could go up by leaps and bounds --- mobile service providers see a rich vein to tap in
vernacular language SMS services. They've joined with mobile phone manufacturers to
introduce vernacular SMS. Bharti, for instance, is experimenting with Hindi, Bengali and
Gurmukhi and Nokia has introduced a phone with vernacular key pads and software that
recognises Indian languages. Says Anil Nayar, head of mobility at Bharti Televentures:
"Vernacular languages will go a long way in pushing SMS usage in the country."
With all this going on, Gartner thinks that in 2006 data services will account for 17 per cent
of the revenue of mobile service companies, up from a mere 3.75 per cent last year. A Merril
Lynch report forecasts that Indian operators will earn over US $ 76 million (over Rs 372
crore) from data by 2005, a figure that represents a compound annual growth rate of 69 per
cent from 2000 revenue (see chart).
Expanding the data market makes economic sense for mobile service companies. Margins in
SMS are a high 90 per cent or so of the tariff. That's because service providers don't have to
share revenue from SMS with the government, unlike in the case of voice calls. The only cost
incurred is on setting up a messaging centre. Says Rohit Bhatia, head of new products at the
Bharti group : "Earlier, data applications were seen as something good for the brand and as
something that would reduce customer churn. But with voice tariffs coming down, data
services are seen as contributing to revenue."
Still, the mobile data market has its fair share of Cassandras too. Says a senior executive of
a US-based telecom company: "Considering the low penetration of phones in India, the first
step is to ensure that more people have a phone for simple voice usage. Data is a luxury,
meant for advanced markets, not for India."
The mobile data business is, of course, in its infancy in developed markets. In Europe,
mobile data accounts for around 11 per cent of operators' revenues. In the US, the figure is
as low as three per cent. And even in markets like China, data weighs in with less than two
per cent of revenue. What is more, despite well over a billion plus mobile subscribers in the
world, only five million are hooked on to 3G phones.
While voice will still remains the predominant source of revenue at least for the next few
years, the potential revenue from data services can't be ignored. So most mobile phone
operators are using a combination of strategies -- aggressive pricing, building specialised
GPRS-based products for the corporate sector relevant to India and promoting value-added
SMS services -- to expand the data market. Still, GPRS hasn't yet taken off in India. BPL
Mobile, for example, the first to launch GPRS in India, has some 4,000 subscribers in

Mumbai -- its goal this year is 10,000 -- partly because GPRS-enabled mobile phones
Connecting People

weren't ready in the first few months. But the company is still hopeful.
Says F B Cardosa, president and CEO of BPL Mobile : "We expect to increase revenue
earnings from non voice (including GPRS) services from 10 per cent of the revenue to 15
per cent by the end of this year." That's close Gartner's 17 per cent research research
projection for data services in 2005.
So mobile data may still be a fledgling business here, but expect this fledgling to grow up
pretty quickly.
Asia will lead the charge
Mobile data may not as yet provide substantial revenue to cell operators worldwide, but that
could change dramatically. A Merril Lynch report forecasts that revenue from mobile data
(including 3 G services) will more than double to 27 per cent of a cellphone service
providers revenue in Europe by 2005, from around 11 per cent in 2002. What is more,
around 17 per cent of this will come from data carried on 2.5 and 3 G services.
In the US, mobile data has yet to catch on. But the US mobile data market too is expected to
grow substantially, if not dramatically. The Mobile Data Association expects the number of
cellular data users to top 28 million by the end of 2003 and generate over US $ 2.6 billion in
revenue.
Leading the mobile data charge will, however, be Asia. i-Mode, DoCoMos sweepingly
successful service in Japan, expects 25.8 per cent of its revenues to come from data by 2002
end, though the hot growth rates could plateau.
In China, cellular service providers get just two per cent of their revenues from data, but the
market could explode. The Yankee group estimates that Chinas wireless data market will
balloon to US $ 5.68 billion by 2005 from only $ 2.72 million in 1999. It expects as much as
40 per cent of mobile phone users to use data.
In the Philippines, SMS accounts for over 22 per cent of an operators revenue (on an
average, a cellphone service subscriber sends 11.2 SMS every day, thanks to low prices and
the free SMS packages operators offer).
Note too that around Asia and in the US, CDMA-based cellular service operators who offer
2.5 G services have taken a lead over operators who offer GSM-based GPRS services in the
mobile data arena. Thats because their services are cheaper and handsets are easily
available and are more affordable.
In Korea, for instance, Morgan Stanley research research projects that 9.2 per cent of S K
Telecoms (which offers CDMA services) revenue will come from data by 2002 end. It also

believes that over 12.8 million Koreans will subscribe to CDMA 2.5 G-based services, with
Connecting People

the figure going up to 19.7 million by 2003.

Clearly, Indias cellular service providers will ignore the data business only at their peril.

INTRODUCTION OF NOKIA GROUP

Connecting People

Nokia is a world leader in mobile communications, driving the growth and sustainability of
the broader mobility industry. Nokia connects people to each other and the information that
matters to them with easy-to-use and innovative products like mobile phones, devices and
solutions for imaging, games, media and businesses. Nokia provides equipment, solutions and
services for network operators and corporations. Nokia is a broadly held company with
listings on four major exchanges.

The world's first international cellular mobile telephone network NMT was opened in
Scandinavia in 1981 with Nokia introducing the first car phones for the network Or, that the
world's first NMT hand portable, the Nokia Cityman, was launched in 1987?

History of Nokia

Connecting People

Year 1969
Nokia introduced the world's first 30-channel PCM (Pulse Code Modulation) transmission
equipment conforming to the standards of CCITT (Consultative Committee on International
Telegraphy and Telephony).
Year 1981
The world's first international cellular mobile telephone network NMT opened in Scandinavia
with Nokia introducing the first car phones for the network.
Year 1982
Europe's first digital telephone exchange, the DX 200.
Year 1984
The world's first portable NMT car telephone, the Nokia Talkman.
Year 1987
The world's first NMT handportable, the Nokia Cityman.
Year 1988
The world's first ISDN (Integrated Services Digital Network) exchange conforming to CCITT
standards, manufactured by Nokia, was brought into use in Finland.
Year 1989
The world's first Actionist trucking mobile radio network was brought into operation. The
world's first fast-poll 14,400 bps (bits-per-second) modem.
Year 1990
The world's first Radio Data System (RDS) and Mobile Search (MBS) text pagers.
Year 1991
The first manufacturer to have a large-scale production-ready GSM phone.The world's first
genuine GSM call made using Radiolinja's network, supplied by Nokia.
Year 1992
The Nokia 1011, the first digital handportable phone for GSM networks.The Nokia 100 series,
the first family of handportale phones for all analog networks.
Year 1993
The first Personal Communications Network based on GSM 1800 standard delivered by
Nokia.The world's first SMSC (Short Message Service Centre) taken into commercial use in
Europolitan's Nokia network.The world's first credit card size cellular modem card developed
with AT&T Paradyne.
Year 1994

The first offical GSM call in the People4s Republic of China made on a Nokia phone on
Connecting People

Beijing TA4s network, supplied by Nokia.The first European manufacturer to start selling
mobile phones in Japan.The world's first Data Communications Server (DaCS), providing
fully digital, fast access to corporate LANs.The world's first digital cellular data products,
including the Nokia PC Card and the Nokia Cellular Data Card.Inmarsat made the world's
first satellite telephone call with Nokia's pocket-size GSM handset.The first manufacturer to
launch series of handportable phones for all digital standards (GSM, TDMA, PCN, Japan
Digital). The Nokia 2100 was the world's smallest and lightest family of digital products.
Year 1995
The world's first integrated wireless payphone.The new joint venture, Beijing Nokia Mobile
Telecommunications Ltd., was established: the first factory to manufacture large scale GSM
systems and equipment in China.
Year 1996
The first digital multimedia terminal in the world, the Nokia Mediamaster.The Nokia 8100
product family, the first with an innovative, ergonomically comfortable design. Chinese
character short messaging service and Chinese user interface were launched in the Nokia 8110
mobile phone. Nokia was the first manufacturer to offer both simplified and traditional
character
The

sets
Nokia

in

2160,

the

first

the
available

same
dual

mode

phone.
AMPS/TDMA

phone.

The Nokia 9000 Communicator, the world's first all-in-one mobile communications tool
introduced

at

the

CeBIT

exhibition.

Year 1997
The

world's

first

four

TETRA

networks

were

delivered

by

Nokia.

A new handset for the NMT 450 standard, the Nokia 540, which is the world's first NMT
phone

with

Navi

Key.

The next generation GSM product family, the Nokia 6100 series. New standards for operating
times and a set of innovative industry-first features, including audio quality and an entirely
new Profile function which enables users to adjust the phone settings according to various
situations.
Next generation half-rate hand portable for the digital PDC standard in Japan. With this
introduction, Nokia is the first company to demonstrate an entirely new, innovative feature for
PDC

handsets,

which

enables

calling

by

voice

activation.

The world's first GSM dual band base station, the Nokia GSM 900/1800 Dual Band BTS.
This provides the possibility to integrate GSM 1800 transceivers (TRXs) into an existing
GSM 900 Base station(BTS). The first call on the Helsinki City Energy Company's digital

TETRA network was made. The network, called officially Helen Net by Helsinki City Energy
Connecting People

Company, is the world's first network taken into operative use, according to the TETRA
standard.'
The Nokia 3810, the first mobile phone specially designed for Asian consumers
Year 1998
Nokia delivered world's first ETSI standard ADSL and IP network to Telecom New Zealand,
thereby marking the start of commercial delivery of broadband data services using the ADSL
network.
The Nokia 9110 Communicator, the first hand-held mobile device supporting wireless
imagining.
The Nokia 5100 series, the first mobile phones with user-changeable covers. The world's
smallest NMT 450 phone, the Nokia 650, sets a new benchmark for NMT 450 technology. As
a special additional feature and first in the market, the Nokia 650 has a built-in FM radio.
Year 1999
Nokia introduced the world's first high-speed data terminal for wireless networks: the Nokia
Card Phone 2.0 brings about a four-fold increase in data transmission speed.
Nokia completed the world's first WCDMA (Wideband Code Division Multiple Access)
phone

call

through

public

switched

telephone

network.

Nokia announced the world's first media phone that is based on the Wireless Application
Protocol (WAP) in Mobile Media Mode. The Nokia 7110 dual band GSM 900/1800 media
phone has been designed to enable easy access to Internet content from a mobile phone.
Year 2000
Nokia introduced the world's first IPv6-enabled end-to-end GPRS network. Operators can use
Nokia GPRS networks to provide their customers with new types of services that bring
benefits offered by IPv6, such as global reachability and end-to-end security.
Nokia introduced the world's first TETRA WAP browser which brings powerful WAP
applications to TETRA professional mobile radio networks. WAP over TETRA provides a
new method of data communication for professionals. It enables real-time direct access to
various

customer

and

technical

databases

in

only

few

seconds.

Nokia has combined the versatility of WAP with the power of TETRA to introduce the
world's first WAP services for digital professional mobile radio users. The new WAP services
have been developed in co-operation with Finnish companies Helsinki Energy and Tekla
Corporation. Nokia and Sonera have completed tests that bring roaming capabilities for IP
traffic

between

GPRS

networks

for

the

first

time

in

the

world.

Nokia and Scandinavian Airlines Systems announced a partnership to bring Nokia mobile
Connecting People

phones to the selection of goods sold on all international SAS flights. This is the first time
mobile

phones

will

be

sold

on

airplanes.

Nokia launched the Nokia LiveSite platform, the world's first WCDMA implementation
which is compatible with the latest 3GPP standards for third generation networks.
Nokia successfully carried out the world's first WAP service over a trial WCDMA system.
The tests were completed in Beijing, China, where Chinese language WAP services were
transmitted

via

the

WCDMA

system

and

radio

network.

Nokia, a founding member of the SyncML initiative, announced that it had successfully
demonstrated the world's first wireless Internet synchronization using the SyncL protocol.
Nokia is the first vendor in the world to bring full mobile IP packet data functionalities into
TETRA networks. Nokia TETRA IP significantly enhances access to WAP services and more
efficient WAP service development is possible with new TETRA IP functionalities.
Nokia announces world's first GPRS roaming between M1 Singapore and Cable and Wireless
HKT Mobile Services, Hong Kong. This is the first announcement of its kind in the world for
GPRS

inter-operator

roaming.

Year 2001
Nokia introduces the industry first multimedia messaging solution, the Nokia Artuse (TM)
MMS (Multimedia Messaging Service) Center, a high-capacity platform for the next wave of
mobile messaging. The solution enables operators to introduce multimedia messaging services
combining new rich content, such as audio and video clips, photographs and images with the
traditional

text

messaging.

Nokia and the Finnish operator Sonera conducted the world's first Wireless LAN roaming
based on GSM technology. Sonera is making use of Nokia technology that allows mobile
operators to offer broadband wireless Internet services in Wireless LAN access zones.
Year 2002
Nokia succesfully made the first 3G WCDMA packet data calls between its commercial
network infrastructure and terminals in its laboratories in Finland. The Nokia 3G WCDMA
network and terminal used were based on the commercial standard level known as 3GPP (3rd
Generation Partnership Research research project) Release 99 June 2001 version. This was the
first time that packet data has been transmitted end-to-end on a commercial system based on
the above mentioned commercial standard.
Year 2003
Nokia announced that the world's first cdma2000 1xEV-DV high-speed packet data phone
call was completed at Nokia's CDMA product creation center in San Diego. The call,

achieving a peak data rate of 3.09 Mbps, was made between a test set based on a
Connecting People

commercially available Nokia 2285 handset upgraded with a Nokia 1xEV-DV chipset and a
Racal Instruments, Wireless Solutions Group, 1xEV-DV basestation emulator. This chipset is
the world's first to support complete 1xEV-DV Release C functionality.
Year 2004
Using Nokia's CDMA Dual-Stack handset, Nokia demonstrated the industry's first Mobile
IPv6 call at the 3G World Congress Convention and Exhibition in November. The
demonstration highlighted real-time streaming video with seamless handoff between two
CDMA

access

networks

using

Mobile

IPv6.

Nokia announced the Nokia NFC (Near Field Communication) shell, the latest step in the
development of innovative products for mobile communications, in November. With the
Nokia NFC shell on their phone, consumers will be able to easily access a variety of services
and conveniently exchange information with a simple touch gesture utilizing NFC technology.
In October, Nokia and TeliaSonera Finland successfully conducted the world's first EDGEWCDMA

3G

packet

data

handover

in

commercial

network.

Achieving a first for the Asia-Pacific region, Nokia, MediaCorp Technologies, M1 and the
Media Development Authority of Singapore jointly showcased a live end-to-end mobile
phone TV broadcast over a DVB-H (Digital Video Broadcast - Handheld) network at the
Nokia

Connection

event

in

Singapore.

Nokia and Texas Instruments Incorporated introduced the first pre-integrated and validated
Series 60 Reference Implementation based on TI's OMAP(TM) processor-powered reference
design in February. The Reference Implementation is available immediately to Series 60
licensees.
Year 2005
The Nokia 6630 imaging smartphone has as the first device in the world achieved global GCF
3G WDCMA Certification. The certification was achieved based on the requirements defined
by Global Certification Forum (GCF), an independent industry body which provides network
compliancy requirements and testing for GSM/WCDMA mobile devices. SBS Finland's Kiss
FM became the first radio station in the world to begin Visual Radio broadcasts. This unique
new concept developed by Nokia offers the listeners the possibility to give feedback and to
participate in programs easier than ever before.

Nokia introduced a new product for secure mobile contactless payments and ticketing. The
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world's first Near Field Communications (NFC) product for payment and ticketing will be an
enhanced version of the already announced Nokia NFC shell for Nokia 3220 phone.
Nokia phones
Nokia remains the world's number one manufacturer of mobile phones, although its position
is under threat from other manufacturers, particularly Sony Ericsson and Samsung. Nokia
have the advantage of outstanding loyalty from its traditional customers, together with a
perceived reputation for reliability and user-friendliness. One of Nokia's problems is its
difficulty in competing against electronics giants like Sony and Samsung with their
unparalleled expertise in technologies like digital photography and LCD displays. As these
technologies become more and more important in modern phones, the gap between Nokia and
its rivals becomes more apparent. Nokia's response is to focus more on innovative design and
the concept of a "fashion" phone. However, at the top end of the market, Nokia has a
dominant position in the smartphone market with its Series 60 platform.
Click on any of the Nokia phones below to read a full review (plus independent reviews by
consumers), and to find the best place to buy in the UK.
Nokia

N-Gage

phone

&

games

console

in

one!

Nokia 1100 - entry-level phone, designed with simplicity and reliability in mind
Nokia

2100

Nokia

Nokia
Nokia
Nokia

practical

2300

Nokia
Nokia

2600
2650

3200

3220

colour
entry-level

Nokia

clamshell

fun

3230

phone

phone

basic

phone

colour

phone

entry-level

odd-looking

3100

fun

very

and

with

basic

phone

with

glow-in-the-dark

camera

phone

with

camera

phone

cover

custom

aimed

review

features
covers

at

teenagers

coming

soon!

Nokia 3300 - music phone with MP3 player, stereo FM radio, and a digital recorder
Nokia
Nokia

3310
3410

very

- replacement

popular
for

the

pay
Nokia

as

you

3330,

with

go

lots

phone

of new

features

Nokia 3510 - similar to the 3410, with polyphonic ringtones, but lacking Java b
Nokia

3510i

Nokia

3650

multimedia

Nokia

3660

enhanced

best
phone
version

of
with
of

the
digital

the

3650

3410/3510

series

camera

and

video

camera

with

65k

colour

screen

Nokia

5100

Nokia

5140

Nokia

hard-wearing
-

durable

5210

Nokia

phone

phone

with
designed

hard

advanced

6100

colour

display

for

&

built-in

radio

Connecting People

sport

and

outdoor

use

wearing,

versatile

phone

feature-rich

lightweight

phone

Nokia 6170 - excellent value clamshell camera phone with metal case and a good range of
features
Nokia 6220 - business class phone that also includes features like an integrated digital
camera,
Nokia

video
6230

Nokia

recorder

improved

version

6230i

and

of

the

6260

advanced

Nokia

6310

replacement

Nokia

6310i

adds

Nokia

6510

6220

with

review

Nokia

triband

advanced

FM
65k

for

Java

phone,

colour

coming

with

smartphone

the

capability
similar

display

soon!

clamshell-design

and

radio

classic
to

the

features

6210

Nokia

6310

the

8310

to

Nokia 6600 - smart phone with 65k colour display, camera, camcorder and Symbian
operating

system

Nokia 6610 - all the features of the 7210 in a more conventional design
Nokia

6610i

Nokia
Nokia
Nokia

adding

6630
6670

digital

6800

first

multimedia

brand

camera

phone

the

3G

smartphone

new

to

smartphone

with

with

megapixel

full

6610
camera

QWERTY

keyboard

Nokia 6810 - full QWERTY keyboard, Bluetooth wireless connectivity and high speed data
Nokia 6820 - messaging device with QWERTY keyboard and multimedia features
Nokia

7200

Nokia's

first

clamshell

phone

Nokia 7210 - hot new phone with colour display, triband, Java and polyphonic ringtones
Nokia
Nokia

7250

similar

7250i

Nokia
Nokia

Nokia

fashion

Nokia

7210,

phone

7650

an

integrated

of

the

inspired

with

MP3

with

version

7600
7610

but

Art-Deco

7280

Nokia
Nokia

the

enhanced

7260
7270

to

amazing

review

and

coming

phone

with
with

camera
7250
phone

viceo

3G

smartphone

multimedia

Nokia
camera

ringtones

multimedia

digital

camera
soon!
phone

megapixel
colour

camera
display

Nokia 8310 - most popular Nokia phone, widely regarded as the best currently available
Nokia

8910i

exclusive

phone

with

stunning

looks

Nokia

9210

heavy-duty

mobile

communications

device

Connecting People

Nokia 9210i - updated Communicator with more memory and improved internet support
Nokia

9300

review

coming

soon!

Nokia 9500 - latest Communicator with more memory, improved display, and WiFi support.

Connecting People

DATA PRESENTATIN
Competitive Analysis On the basis of the Questionnaire
Q1. Do you have Mobile phone?

Yes
No

Q2. Which is the most popular Brand ?

85
15

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Q3 Have you ever purchased Nokia handset?

Yes
No

70
30

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Q4 What are the qualities you look for in a Mobile Phone?

STYLE

Percentage in favour

DESIGN
20%

5%

20%

10%

20%
25%

BRAND
PRICE
TECHNOLOGY
POPULARITY

Q5. Among the following of latest Nokia handsets, which all have you heard about and
you want to purchase?

Connecting People

Percentage of Choices in favour

Nokia 1100
Nokia 2300

20%

13%
15%

2%

Nokia 3650
Nokia 7210

8%
5%

10%

14%
Nokia Engage

13%
Nokia
Communicator
Nokia 7650

Q6. Rank the following models of Nokia handsets in order of your preference for
personal use.

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Q7 What is the reason behind your preference for the above particular Handset?

Q8. Which is the most popular market player according to you?

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Q9. What is the reason behind your preference for the above particular Market player?
(You can tick more than one option also)
percentage of views

8%

16%

25%

Advertising
Quality Assurance
Price affordability

20%

31%

Resale value
Warranty period

Q10. For how long you are using your handset?

Percentage of Views

18%

Less than 6
months
45%

37%

More than 6 but

less than 1year
More than 1 year

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BRANDS

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SonyEricssons

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Samsung

Nokia

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LG

Motorola

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SonyEricssons

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Samsung

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Connecting People

ANALYSIS OF DATA
Market leaders
A paradoxical situation prevails in the fledgling cellular mobile services industry in India. On
the one hand, the service providers have collectively brushed aside negative growth of the
past two-three years and are quite gung-ho about prospects. Their combined subscriber base
has crossed the 2.5 million mark last month and despite threat of local competition from
government-controlled players like MTNL, these service providers are a happy lot. One
would automatically expect the handset providers to be on Cloud Nine. Things could not have
been better for these global players as an Indian competition is yet to emerge in their
territory and every time a mobile service provider lands a customer, they should benefit too.
Curiously, the euphoria seems to have bypassed them!
Be it the rugged Motorola, the sleek Nokia, the sturdy Siemens or the highly sophisticated
Ericsson, a pall of gloom seems to have enveloped all these giants in the competitive mobile
handset industry. Make no mistake. It is the large and unruly grey market that has wiped
away the smile from their faces at a time when the cellular service industry has already
gotten on to the high growth expressway. Says Ranjitjeev Singh, Director (Consumer
Products) at Ericsson India Limited: "Indian subsidiaries of the global cellular handset
brands are finding it difficult to improve their sales. We have no real estimate of the grey
market and are in no position to plan ahead because of this."
He is dead right. It is almost impossible to measure the share that the grey market takes way
from the cellular handset makers. Singh hazards a safe guess to peg it anywhere in the region
of 65 to 70%. Naturally the Indian subsidiaries of Ericsson, Nokia, Motorola and a host of
other manufacturers are left scrambling for a nibble of the already shrunken cake. The
overbearing presence of the grey market has another interesting facet. It has unleashed a
price war where, at the end of the day,the losers and the gainers are one and the same
company. Sounds illogical, isnt it?
Well, if one were to be aware of the skewed import policies that the government puts in
place, one wouldnt be surprised at the above statement. Currently, the price was is not
between rival brands, but between Ericsson and Ericsson, Nokia and Nokia, Motorola and
Motorola, Siemens and Siemens and Samsung and Samsung. While the Indian subsidiaries
of these transnational companies watch helplessly, their parents make hay on the strength of

highly competitive pricing which is, as compared to the products available through the
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Indian subsidiaries, at least 30 per cent cheaper, says Ajay Sachdev, Head of Marketing,
Motorola India Ltd.
The plain fact behind the price differential is that while Indian subsidiaries are subjected to
an accumulated

import duty of 26-28

per cent, hiking the price of handsets in that

proportion, their parents are exempt. The mobile handsets from foreign shores are smuggled
into the country by grey market operators. The impact of this grey market operation is huge.
Frustration has come to stay for the Indian managers of these global brands. Queries about
the current scenario solicit the predictable volley of accusations against the government's
import policy. By imposing a high import duty whom is the government protecting? The
handsets are neither manufactured nor assembled in India.
In fact, government is caught in its own web. Since high tariff level has resulted in large
scale smuggling of handsets, the government loses almost 70 per cent of the revenue it
would have collected. By a logical extension, a lower tariff would not only enable the Indian
companies combat the grey market,
reduction in basic

it would also increase revenues. The recent 5%

import duty on handsets is indicative that realization has

dawned.

However, in the current market matrix this tariff cut remains a futile exercise as the grey
market continues to be cheaper by almost 30%.
But then, skewed policies seem to characterize the Indian government. Barely a year ago the
government demonstrated its strange ways by withdrawing duty exemption on import of
wireless-in-local loop (WLL) to "protect the domestic industry", in full awareness that there
was none to protect. The governments frequency allocation policy too adds to market
inefficiencies. In the developed economies, service providers are allowed to operate on two,
even three frequency bands 900 MHz, 1800 MHz and 2700 MHz - whereas in India only
the 900 Hz frequency band is available to operators. As a consequence, the handset vendors
worldwide have phased out single band handsets in favor of dual and treble band phones.
The technological backwardness has proved to be a boon for grey market operators who
smuggle the discarded handsets and dump them in India at a throwaway price, ranging from
Rs.3500 to Rs.5000.
If government is aiding grey market by creating inefficiencies in the marketplace, the service
operators are not far behind either. They themselves restrict the proliferation and popularity
of handsets by refusing to pass on the benefits of falling operational costs to the customer.

Obsessed as they are with the business class, the service providers have stubbornly
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maintained high tariff levels. Though after switching over to revenue share, the cost of
providing a mobile connection has fallen to 1/5th of that of a landline connection, the airtime
charges for cell phone users remain 12 times higher as compared to fixed phone users. In the
past, high license fees justified high airtime rates. At present, the metro cellular operators
need not bring down rates as their networks can hardly accommodate more customers. But
since the high end user business class is anyway hooked to cell phones, investment in
network expansion is not a priority for most of the operators.

The average middle classes have, as a result, kept away from cell phones. The loser again is
the handset vendor. ''If the turnover increases, the cost gets amortized over a period of time.
In that case we can afford to lower the prices and still maintain the profit levels", says
Ranjitjeev Singh. That, in turn, will help them compete with the grey market, albeit from a
disadvantaged position.
That scenario appearing remote, the handset vendors have embarked on other marketing
strategies. The buzzwords of this strategy are replacement and segmentation of the
handset market. "The point is to outwit the grey market operators by offering tailor-made
handsets to each customer segment," says Ajay Sachdeva. At the user level the market is
maturing fast. Clear segments of users are emerging which are differentiated on the basis of
tariff, service or handset types.
Nokia was the first to recognize this segmentation. Subsequently, the company launched a
plethora of feature-rich handsets. The strategy was to tap the replacement market. People
were fed up with black and grey handsets. They wanted something new. Nokia made this
newness visible by introducing many colors as well as shapes. As a result it was able to corner
almost 90 per cent of the replacement market, which typically accounts for 15 per cent of the
total subscriber base in the country. In the process, it not only beat the grey market, it beat
every other vendor by cornering over 30 per cent of the market share. Though it has
launched handsets for other segments as well, Nokia continues to focus on entry-level and
mid-level customers, which according to its head of marketing and strategy, Sanjeev Sharma,
are the fastest growing segments.
Ericsson, on its part, was focused more on the technology or on what was inside the
handsets, and so lost its No. 1 position to Nokia by the end of 1997. The company has now

woken up to the new mantra. According to Singh, Ericsson's strategy revolves around ART
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where A signifies first-time users, R stands for techno-savvy users who want to replace
their handsets with feature-rich colorful ones and T denotes style-lovers. In keeping with this
strategy Ericsson has launched A1018, R320, R190, T28 and T10. Ericsson is also banking
on ever reducing lifecycle of handsets. As Singh says, the average lifecycle of a handset has
already come down to 7-8 months. With simultaneous global launches and competitive
pricing becoming the order of the day, the grey market will have problems with ever more
finicky customers.
Similarly, as a result of a global study commissioned by Motorola, the company has
concluded that there are four broad segments - (1) the techno-savvy, who like to be at the
cutting edge of technology and so want features like e-mail and WAP on the handset, (2) the
productivity-focused, normally onto their second phone, who like features such as stockmarket quotes on the cell phone, (3) the people focused on style and glamour, the statusconscious who flaunt their handsets as if they were fashion accessories and (4) the securityconscious, who would have a cell phone to know if the kids and the wife are okay. Motorola
also plans to appoint dealers in crucial cities. This is aimed to help the service retailers keep
well stacked with handsets, so that customers no longer complain about the scarcity of their
favorite model.
Hopefully, the handset vendors will be able to outwit the grey market. Whether they can
marginalize it for good, in spite of the government and the smug service-providers, still
remains to be seen. Till such time, the bells will continue to toll for the grey market.
FINDINGS OF STUDY
Position

of

Nokia

Brand

in

consumer

mind

The world of parity has hit the mobile phone market just as it has many other
technology product categories. The products range from the simple to the complex, but every
manufacturer offers, of course, the latest features. Leapfrogging in sales between brands
frequently occurs based on design. But overall the market is predictable, with Nokia,
Motorola, and Ericsson fighting it out at the top and several less successful brands like
Samsung, Philips, Siemens and Panasonic trying hard to make inroads into their top
competitors' market share. So what makes the difference between the most successful and less
successful brands? It certainly is not what product features are offered. How, then, do
consumers choose? The answer seems to be what the brand names mean to them.Nokia Group

the Finland-based manufacturer of mobile phones, has been steadily working on its corporate
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brand name and the management of consumer perceptions over the last few years. Its efforts
have paid off, because it is now the number one brand in many markets around the world,
effectively dislodging Motorola from that position. The brand has been built using the
principles described above, and has been consistently well managed across all markets. Nokia
has succeeded in lending personality to its products, without even giving them names. In other
words, it has not created any sub-brands but has concentrated on the corporate brand, giving
individual products a generic brand personality. Only numeric descriptors are used for the
products, which do not even appear on the product they. Such is the strength of the corporate
brand. Nokia has succeeded where other big brand names have so far failed, chiefly by putting
across the human face technology-taking and dominating the emotional high ground. It has
done so in the following way.
Nokia Brand Image
Nokia has detailed many personality characteristics for its brand, but employees do not have
to remember every characteristic. They do, however, have to remember the overall impression
of the list of attributes, as you would when thinking about someone you have met. As the
focus is on customer relationships, the Nokia personality is like a trusted friend. Building
friendship and trust is at the heart of the Nokia brand. And the human dimension created by
the brand personality carries over into the positioning strategy for the brand.
Nokia Brand Positioning
When Nokia positions its brand in the crowded mobile phone marketplace, its message must
clearly bring together the technology and human side of its offer in a powerful way. The
specific message that is conveyed to consumers in every advertisement and market
communication (though not necessarily in these words) is "Only Nokia Human Technolgy
enables you to get more out of life"
In many cases, this is represented by the tag line, "We call this human technology". This gives
consumers a sense of trust and consideration by the company, as though to say that Nokia
understand what they want in life, and how it can help. And it knows that technology is really
only an enabler so that you-the customer-can enjoy a better life. Nokia thus uses a
combination of aspirational, benefit-based, emotional features, and competition-driven
positioning strategies. It owns the "human" dimension of mobile communications, leaving its

competitors wondering what to own (or how to position themselves), having taken the best
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position for itself.

Nokia Product Design
Nokia is a great brand because it knows that the essence of the brand needs to be reflected in
everything the company does, especially those that impact the consumer. Product design is
clearly critical to the success of the brand, but how does Nokia manage to inject personality
into product design? The answer is that it gives a great deal of thought to how the user of its
phones will experience the brand, and how it can make that experience reflect its brand
character. The large display screen, for example, is the "face" of the phone. Nokia designers
describe it as the "eye into the soul of the product". The shape of phones is curvy and easy to
hold. The faceplates and their different colors can be changed to fit the personality, lifestyle,
and mood of the user. The soft key touch pads also add to the feeling of friendliness,
expressing the brand personality. Product design focuses on the consumer and his needs, and
is summed up in the slogan, "human technology."
Nokia now accounts for over half of the value of the Finland stock market, and has taken huge
market share from its competitiors. According to one brand valuation study carried out in mid1999, it ranked 11th on the world's most valuable brand list, making it the highest-ranking
non-U.S. brand. As has been pointed out, it has unseated Motorola. Nokia achieved its
brilliant feat through consistent branding, backed by first-class logistics and manufacturing,
all of which revolve around what consumers want.
Some Nokia Phones with latest features
One of the most impressive handset is the Nokia 9210i Communicator (Price: 37,599), a
phone cum personal digital assistant (PDA). At 244 grams it is almost obese compared to
other PDAs but it has an awesome range of features. The company bills it as a portable
office which includes phone, fax, e-mail, calendar, contacts, Word Processor, Spreadsheet,
Presentation viewer, WAP, WWW. You can edit and send Word Processor and spreadsheet
documents, view MS PowerPoint slides in full colour.
It has a high quality 4,096 colour screen. Photos can be transferred from a compatible
digital camera, viewed and then forwarded by fax or e-mail. You can also view streaming
videos on the Internet and flash animations

There is however a snag, Worksheets can be created on it but the presentation tools can only
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view previously loaded PowerPoint slides. As if to make up for these, there is the streaming
software from Real Networks (audio and video player) to view internet media content. The
9210i Communicator effectively serves as an office in your pocket.
Another latest in the Indian market is the Nokia 6610 (Price: Rs 16,399). One of its main
features is the multimedia messaging service (MMS) which allows users to incorporate
sound, images, and other rich content into their messages. The model also has an integrated
FM radio. Its triband GSM access means ability to connect anywhere in the world, anytime.
Plus theres pre-installed Java applications on the Nokia 6610 which include a Converter
(for currencies, temperature, weight and other measures) and a Portfolio Manager (to track
stocks

and other securities). The calendar notes can

take up to 250 entries

and the

Phonebook Memory (phone + SIM) up to 300 entries.

Another model selling well in the Indian market is the Nokia 7250 (Price: Rs 26,299). It has
an integrated digital camera allowing you to capture, store and share pictures. Plus theres
MMS, triband GSM, an integrated stereo FM radio, downloadable personal applications via
Java technology, WAP 1.2.1 Browser. Memorywise, the phone book supports up to 300
entries, SMS up to 150 text messages and calendar notes up to 250 entries. Thanks to an
ultra thin battery, the Nokia 6100 (Price: Rs 20,099) is one of the slimmest full featured
phones on display in Indian shops. Features include MMS, downloadable Java games, WAP
1.2.1 browser, delightful polyphonic ring tones, triband GSM support. The 6100 even has an
electronic wallet, though it will be some time before people start using this feature in India.
The 6100 sports a 4,096-colour, 128x128 pixels resolution screen and its large display is
handy, whether you are typing SMS messages or viewing an MMS message.
The Nokia 3650 (Price: Rs 23,399) is equipped with an integrated video player and a
RealOne Player to download video clips. Also, its integrated digital camera can capture
images at 640 x 480 resolution and the phone display can be used as a viewfinder. It has
high-end features like

Bluetooth9

and Infrared capabilities which allows wireless

connectivity to your PC and laptop. You can download new Java games and applications.
Data transfer can be as fast as 43.2 kilobits per second.
The Nokia 8910 (Price: Rs 35,499) is heavy on looks with a titanium casing and chrome
finish keys. Activating the side triggers sets the phone in motion, rising from the handgrip
cover to put the many phone functions at your fingertips. Features include Voice Commands,

Bluetooth wireless connectivity to other compatible devices, mobile Internet connectivity,

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Organiser and To-Do lists, on top of your pre-requisite phone functions.

Nokia 7650 (Price: Rs 26,999) is a phone and colour camera rolled into one with MMS
capabilities. It has 3.6 MB of memory to store files and applications. The 7650 comes with
only a WAP (Wireless Application Protocol) browser, limiting you to text-based content. It
has infrared and Bluetooth capabilities for connecting to PDAs and notebook computers.

Connecting People

CONCLUSION
As per the research work done by me I concluded that Cell phone industry is growing with a
very great pace and has a very remarkable prospect in future. Nokia is leading player in the
cellular industry and is very much ahead from its competitors like LG, Samsung, Panasonic,
and Sony who are still trying to compete with it.
In any markets there are market leaders and followers, and in most cases market leaders lose
market share to followers, for many reasons such as pricing, availability, "user-friendliness",
relevance to the target audience etc. It's inevitable. Can Nokia be beaten? On one hand, it is
up to Nokia's marketing department, and its agencies. So far the brand has established itself
well in many markets, and consumers have identified with what the brand has to offer. But
that does not mean they cannot lose the brand battle. To remain at the front of the pack, one
must constantly be innovative, the minute you lose that edge competitors will definitely
overtake.
On the other hand it also depends on the competitors. How far are they willing to stretch? Are
they willing to take Nokia head-on? How? What will the outcome be? For the same reason
that Nokia has managed to gain market share and be ranked number 6 in the Global Brand
Scoreboard, certainly someone else can do the same?
Nokia is a very creative designer. How could it be beat if the creator is so creative -- unless
the competitors could find Nokia threats and weaknesses In market, it can be seen that most of
the young generation, even the medium-age people, like to use Nokia as it is user-friendly,
with a lot of features that the young generation likes. But in the future I could not think of
Nokia's performance as IT is unpredictable. If we could predict 100% of what will happen,
then there will be no challenges in the future. Can Nokia be beat? This is a good question that
could not be answered precisely. It only depends on what humans think of and what they
expect.
In short it looks very difficult for every competitor to get the same position which Nokia is
currently prevailing with in the market so it is concluded that it will be hard to defeat Nokia at
present and in near future in terms of market share.

RECOMMENDATIONS

Connecting People

1. Company should invest money on advertising through media, Internet and personal
selling to promote the products, to increase awareness in the market.
2. Holdings on outlets and publication in the prominent magazines help in increasing its
awareness among the consumer to evoke the demand of their brand.
3. Policy of replacing problem arising sets should be done timely and the retailer should
be accommodated immediately.
4. More attention and concern should be given to the highest selling outlets of NOKIA
and the chain should reach to the consumer as well.
5. Allurement and discount schemes should be given to the highest selling outlets of
NOKIA and the chain should reach to the consumer as well.
6. More glow sign and broad should be installed.
7. Contests sweep stakes and games should be arranged on regular basis for the
consumer involving incentives and prizes.
8. The sales executive should go to each outlet of their route once in a week and try to
cover outlet that are in a distributor network.
9. The net and free sample scheme should be the same for net every retailers by the
company.
10. Some credit facilities should be given to good sales providing outlets.
11. The company should try to influence the wholesalers of NOKIA in the city offering
more profitable scheme and confidence building measures. In metropolitan areas.
12. Company should make proper schedule or particular days for hearing the complaints
of their customer and retailers.
13. No of outlets and service centers should be open.

BIBLIOGRAPHY
Books Referred:
1. Kothari C. R.
Research Methodology Methods and Techniques
New Delhi, Wishwa Prakashan 2003
2. Philip Kotler
Marketing Management
Patparganj - New Delhi, Pearson Education, 2005
Magazines
Business world magazine, January 2006
India Today magazine, January 2006
Economic times, February 2006

Websites:
www.nokia.com
www.cellphoneshop.net
www.cellularfactory.com
www.cellphones.about.com
www.yahoo.com
www.google.com

Connecting People

QUESTIONNAIRE

Connecting People

Name:
Age:
Address:
ContactNo....
1. Do you have Mobile Phone?

Yes

No
2. Which all brands of Mobile Phones have you heard about?

Nokia

Samsung

Sony Ericsson

Panasonic

LG

Others
3. Have you ever purchased Nokia Handset?

Yes

No
4. Among the following of latest Nokia handsets, which all have you heard about? (You can
tick more than option also)

1100

2300

3650

7210

Engage

Communicator

7650

6610 and 6610i

6600

Connecting People

5. Rank the following models of Nokia handsets in order of your preference for personal use.

1100

2300

3650

7210

Engage

Communicator

7650

6610 and 6610i

6600

6.

What is the reason behind your preference for the above particular Handset?(You
more than one option also)
Price

Quality

Technology

Design

Style

7.Which is the most popular market player according to you?

Nokia

Samsung

Panasonic

Sony Ericsson

Others

can

tick

Connecting People

8. What is the reason behind your preference for the above particular Market player? (You can tick
more than one option also)

Advertising

Quality Assurance

Price affordability

Resale value

Warranty period

9.

For how long you are using your handset?

Less than 6 months

More than 6 but less than 1year

More than 1 year

10.

What do you think about Nokia in comparison to other players in the market?

Comment

.....................................