PROJECT REPORT ON

BRAND POSITIONING BY NOKIA

Connecting People

AT
Connecting People
SIKKIM MANIPAL UNIVERSITY
IN PARTIAL FULFILLMENT FOR AWARD THE DEGREE OF MASTERS OF BUSINESS ADMINISTRATION 2008-2010

SUBMITTED BY ANAND SINGH ROLL NO. : 520832062 MBA-FINAL YEAR

INSTITUTE OF TECHNOLOGY & SCIENCE

Connecting People MOHAN NAGAR GHAZIABAD (U.P.)

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.

ANAND SINGH ROLL NO. : 520832062

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
Meaning of Marketing

Connecting People

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 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 research as findings relevant to specific marketing situation facing the company. Consumer Idealogy 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 suppose 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 marketing the systematic design ,collection , analysis , and report of data and satisfy the

to a laptop and you will see that the phone is nothing but a smaller Connectinga People version of laptop.

Branding 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, well-built, well-engineered, durable, high-prestige automobiles. 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.

2.

3.

Values : The brand also says something about the producers values. Mercedes stands for high performance, safety, and prestige. Culture : The brand may represent a certain culture. The Mercedes represents German Culture organized, efficient, high quality.

4.

5.

Personality : The brand can research research project a certain Connecting People 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 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 ease 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.

Connecting 3. Companies then need to develop a more comprehensive brand building plan toPeople

create positive customer experiences at every touchpoint -- events, seminars, news, telephones, e-mail, 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

Connecting People

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.

Connecting Decision making Buyers learn how to choose brands. The conventional view isPeople

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 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

Connecting is possible so long as a new dimension exists that buyers can learn. The differentiatingPeople

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 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

Connecting For many a product, buyers are initially skeptic about the contribution of the productPeople

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 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:

Connecting Experience effects and economies of scale. Taking the lead into the market means thatPeople

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. 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

Connecting pioneer's mistakes. Before a market comes into existence, market research results arePeople

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 long-term 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 response to this, Kellogg's announced a 20 percent across-theboard 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 theConnecting People 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 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. Connecting People 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, noncooperative 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 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

Connecting the direction and size of the competitive response when evaluating the likely impact ofPeople

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, workshops, seminars,

Connecting industry-level training courses and other forums open to all players within the samePeople

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.

Connecting The above article has been abstracted / condensed from the views of the followingPeople

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 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.

Connecting * Companies will build proprietary customer databases containing rich information onPeople

individual customer preferences and requirements that they might use to masscustomize 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 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 Connecting People 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, 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

Connecting At the root of much consumer learning are the goals that motivate. Over time, thePeople

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 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.

Connecting People

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?), 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 .

Connecting Our main objective is to find out the problems which are the main barriers in thePeople

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 conclusion ; and at last they fit and evaluating data making deduction and reaching care fully testing the conclusion to determine whether

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

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

Connecting The entire project was divided into five phases and each phase had its individualPeople

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 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 Connecting People 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 tieup generates over a million SMS, and they keep the rest. Nearly all cellphone service providers, including Bharti and BPL Mobile, have also 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 in-built 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, 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 you may be providing information to your office on inventory levels at a retail outlet and booking orders by

generating extra revenue from mobile data-based 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.

Connecting Unlike existing mobile phones, 2.5 G and 3 G offer platforms which make it possiblePeople

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 email 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 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

Connecting reliability problems. GPRS connectivity is an answer to these. This usage is peculiarPeople

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 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, Connecting People 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 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

Connecting from mobile data (including 3 G services) will more than double to 27 per cent of a People

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 Gbased services, with 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 Year 1969

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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

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The first offical GSM call in the People4s Republic of China made on a Nokia phone on 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 sets in the same phone. The Nokia 2160, the first available dual mode AMPS/TDMA phone. The Nokia 9000 Communicator, the world's first all-in-one mobile communications tool Year 1997 The NMT world's first four TETRA with networks were Navi delivered by Key. Nokia. A new handset for the NMT 450 standard, the Nokia 540, which is the world's first phone 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. introduced at the CeBIT exhibition.

Connecting The world's first GSM dual band base station, the Nokia GSM 900/1800 Dual BandPeople

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 Company, is the world's first network taken into operative 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 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 a 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 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 a mobile phone. the ADSL network. The Nokia 9110 Communicator, the first hand-held mobile device supporting wireless use, according to the TETRA standard.' The Nokia 3810, the first mobile phone specially designed for Asian consumers

Connecting provides a new method of data communication for professionals. It enables real-timePeople

direct access to various customer and technical databases in only a 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 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

Connecting roaming based on GSM technology. Sonera is making use of Nokia technology thatPeople

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 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 EDGE-WCDMA 3G NFC packet data handover technology. in a commercial network. In October, Nokia and TeliaSonera Finland successfully conducted the world's first Achieving a first for the Asia-Pacific region, Nokia, MediaCorp Technologies, M1 and the Media Development Authority of Singapore jointly showcased a live end-toend mobile phone TV broadcast over a DVB-H (Digital Video Broadcast - Handheld) network at the Nokia Connection event in Singapore.

Connecting Nokia and Texas Instruments Incorporated introduced the first pre-integrated andPeople

validated Series 60 Reference Implementation based on TI's OMAP(TM) processorpowered 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 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 Connecting People 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 - practical and fun phone Nokia 2300 - very basic phone Nokia 2600 - entry-level colour phone Nokia 2650 - odd-looking clamshell phone with basic features Nokia 3100 - colour phone with glow-in-the-dark cover Nokia 3200 - entry-level camera phone with custom covers Nokia 3220 - fun camera phone aimed at teenagers Nokia 3230 - review coming soon! Nokia 3300 - music phone with MP3 player, stereo FM radio, and a digital recorder Nokia 3310 - very popular pay as you go phone Nokia 3410 - replacement for the Nokia 3330, with lots of new features Nokia 3510 - similar to the 3410, with polyphonic ringtones, but lacking Java b Nokia 3510i - best of the 3410/3510 series Nokia 3650 - multimedia phone with digital camera and video camera Nokia 3660 - enhanced version of the 3650 with 65k colour screen Nokia 5100 - hard-wearing phone with colour display & built-in radio Nokia 5140 - durable phone designed for sport and outdoor use Nokia 5210 - hard wearing, versatile phone Nokia 6100 - advanced 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, video recorder and FM radio Nokia 6230 - improved version of the 6220 with 65k colour display Nokia 6230i - review coming soon! Nokia 6260 - advanced clamshell-design smartphone Nokia 6310 - replacement for the classic 6210 Nokia 6310i - adds triband and Java capability to the Nokia 6310 Nokia 6510 - advanced phone, with similar features to the 8310 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 - adding a digital camera to the 6610 Nokia 6630 - first 3G smartphone Nokia 6670 - multimedia smartphone with megapixel camera Nokia 6800 - brand new phone with full QWERTY keyboard

Connecting People

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 7250 - similar to the 7210, but with an integrated digital camera Nokia 7250i - enhanced version of the Nokia 7250 Nokia 7260 - Art-Deco inspired camera phone Nokia 7270 - fashion phone with MP3 ringtones and viceo camera Nokia 7280 - review coming soon! Nokia 7600 - 3G phone Nokia 7610 - multimedia smartphone with megapixel camera Nokia 7650 - amazing multimedia phone with colour 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 Nokia 9210i - updated Communicator with more memory and improved internet support Nokia support. 9300 review coming soon! Nokia 9500 - latest Communicator with more memory, improved display, and WiFi

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

Yes No

85 15

100 80 60 40 20 0 Yes No

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Q2. Which is the most popular Brand ?

N .o re lie o f p s 1% 1 2 % 4 % 1% 3 2% 8 4% 2

N K O IA S MUG A S N S N OY E IC S N R S O M T R L OO OA L G P NS N A A O IC

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Q3 Have you ever purchased Nokia handset?

Yes No

70 30

70 60 50 40 30 20 10 0 Yes No

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

Percentage in favour

STYLE DESIGN

20% 20%

5%

20% 25%

BRAND PRICE TECHNOLOGY POPULARITY

10%

Connecting Q5. Among the following of latest Nokia handsets, which all have you heardPeople

about and you want to purchase?

Percentage of Choices in favour

Nokia 1100 Nokia 2300

20% 2% 8% 5% 13%

13% 15% 14%

Nokia 3650 Nokia 7210

10%

Nokia Engage Nokia Communicator Nokia 7650

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

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Percentage of Choices in favour 6% 6% 17%

Nokia 1100 Nokia 2300

17% 1% 12% 1%

Nokia 3650 Nokia 7210 Nokia Engage

12% 28%

Nokia Communicator Nokia 7650 Nokia 6610 and 6610i Nokia 6600

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

p rce ta e o v w e n g f ie s

1% 1

2% 1

P rice Qa u lity T ch o g e n lo y D sig e n S tyle

3% 2 2% 4

1% 2

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

percentage of views

12% 10%

2% 47%

Nokia Samsung Panasonic Sony Ericsson Others

29%

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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

16% 20%

8%

25%

Advertising Quality Assurance Price affordability Resale value Warranty period

31%

Q10. For how long you are using your handset?

Percentage of Views

18% 45% 37%

Less than 6 months More than 6 but less than 1year More than 1 year

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BRANDS

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SonyEricssons

Samsung

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Nokia

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LG

Motorola

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SonyEricssons

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Samsung

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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

Connecting not between rival brands, but between Ericsson and Ericsson, Nokia and Nokia,People

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 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, it would also increase revenues. The recent 5% reduction in basic 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, phased out single band handsets the handset vendors worldwide have in favor of dual and treble band phones. The

technological backwardness has proved to be a boon for grey market operators who

smuggle

Connecting the discarded handsets and dump them in India at a throwaway price,People

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 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, marketing strategies. segmentation the handset vendors have embarked on other this strategy are replacement and

The buzzwords of

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.

Connecting As a result it was able to corner almost 90 per cent of the replacement market, whichPeople

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 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 stock-market quotes on the cell phone, (3) the people focused on style and glamour, the status-conscious who flaunt their handsets as if they were fashion accessories and (4) the security-conscious, 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 Connecting People 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 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 technologytaking 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

Connecting trusted friend. Building friendship and trust is at the heart of the Nokia brand. And thePeople

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 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."

Connecting Nokia now accounts for over half of the value of the Finland stock market, and hasPeople

taken huge market share from its competitiors. According to one brand valuation study carried out in mid-1999, 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 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

Connecting calendar notes can take up to 250 entries and the Phonebook Memory (phone + SIM)People

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 downloadable theres MMS, triband GSM, an personal applications via Java integrated stereo FM radio, 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 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 connectivity to other compatible devices, mobile Internet connectivity, Organiser and To-Do lists, on top of your pre-

Connecting text-based content. It has infrared and Bluetooth capabilities for connecting to PDAsPeople

and notebook computers.

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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

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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. More attention and concern should be given to the highest selling outlets of NOKIA and the chain should reach to the consumer as well. Allurement and discount schemes should be given to the highest selling outlets of NOKIA and the chain should reach to the consumer as well.

4.

5.

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. 11.

Some credit facilities should be given to good sales providing outlets. 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.

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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 QUESTIONNAIRE

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Name: Age: Address: ContactNo.... 1. Do you have Mobile Phone? Yes No Nokia Samsung Sony Ericsson Panasonic LG Others Yes No

2. Which all brands of Mobile Phones have you heard about?

3. Have you ever purchased Nokia Handset?

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

 5.

6610 and 6610i 6600

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Rank the following models of Nokia handsets in order of your preference for 1100 2300 3650 7210 Engage Communicator 7650 6610 and 6610i

personal use.

6600
6. What

is the reason behind your preference for the above particular

Handset?

(You can tick more than one option also) Price Quality Technology Design Styl

7.Which is the most popular market player according to you? Nokia Samsung Panasonic Sony Ericsson Others

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

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