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DISSERTATION REPORT
ON
SEGMANTATION IN MARKETING
(With reference to NOKIA CO. LTD )
Submitted for the Award ofBachelors of Business Administration (Finance)
( 2007 - 2010 )
SUBMITTED BY :
AMAN NARULA
Enrolment No. A3906407040
AMITY SCHOOL OF BUSINESSAMITY SCHOOL OF BUSINESS
AMITY UNIVERSITY, UTTAR PRADESH
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Acknowledgement
Completing the project work is never one-man effort. It is often the result of valuable
contributions of a number of individuals in a direct or indirect manner that helps in shaping
and achieving stated objectives. This project report bears the imprint of those who had
rendered their wholehearted support and encouragement without their help this effort of
mine would be in vain.
It is my privilege and great pleasure to thank all assiters who assist me to do my work
without their assistance this dissertation report not have been successful. I am indebted to
him for lending his precious time and co-operation towards the execution of this report.
I also consider it as a great honour to express my heartful gratitude to my faculty guide
for his kind support and guidance towards this dissertation report.
Last, but not least I would like to express my deep sense of gratitude and thanks to my
parents and friends for their support.
AMAN
NARULA
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Contents
Acknowledgement
Preface ii
1. Introduction
1 .1Introduction to Marketing 3
1 .2 Market Segmentation 10
1. 2.1 Considerations for Market Segmentation 13
1.2 .2 Segmentation Basis 161.2.3 Effective Segmentation 28
2. Introduction 29
2.1Reviw of Literature 30
2.2Objective of the study 30
2.3 Methodology 31
2.4Limitation of study 31
3.Introduction
3.1Nokia 323.2Nokia Vision/ Mission Statement 33
3.3About The Company 34
3.4SWOT Analysis 42
3.5Market Segmentation for Nokia 45
3.5.1Segmentation of Nokia 45
3.5.2Nokia mobile phones by Series 48
3.5.3Lifestyle and Psychographic Basis for Nokia 50
3.5.6The Segmentation of Nokia conducted on the basis of Price 50
4.Analysis and Interpretation 62
5.Conclusion 66
6.Recommendations 67
7.Bibliography 68
8.Annexure 69
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Introduction to Marketing
"Marketing is the process of planning and executing the conception, pricing, promotion,
and distribution of ideas, goods, services, organizations, and events to create and
maintain relationships that will satisfy individual and organizational objectives." The new
definition of marketing, as released by the American Marketing Association is:-
Marketing is an organizational function and a set of processes for creating,
communicating and delivering value to customers and for managing customer
relationships in ways that benefit the organization and its stakeholders.
"Marketing is a social and managerial process by which individuals and groups obtain
what they need and want through creating and exchanging products and value with
others." (Kotler & Armstrong 1987)
The Mission of marketing is satisfying customer needs. That takes place in a social
context. In developed societies marketing is needed in order to satisfy the needs of
society's members. Industry is the tool of society to produce products for the satisfaction
of needs.
Marketing is one of the most important functions in business. It is the discipline required
to understand customers' needs and the benefits they seek. Academics do not have one
commonly agreed upon definition. Even after a better part of a century the debate
continues. In a nutshell it consists of the social and managerial processes by which
products (goods or services) and value are exchanged in order to fulfill the needs and
wants of individuals or groups. Although many people seem to think that "Marketing"
and "Advertising" are synonymous, they are not. Advertising is simply one of the many
processes that together constitute Marketing.
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What is Marketing?
The term marketing has changed and evolved over a period of time, today marketing is
based around providing continual benefits to the customer, these benefits will be
provided and a transactional exchange will take place.
The Chartered Institute of Marketing define marketing as The management process
responsible for identifying , anticipating and satisfying customer requirements
profitability
If we look at this definition in more detail Marketing is a management responsibility and
should not be solely left to junior members of staff. Marketing requires co-ordination,
planning, implementation of campaigns and a competent manager(s) with the appropriate
skills to ensure success.
Marketing objectives, goals and targets have to be monitored and met, competitor
strategies analysed, anticipated and exceeded. Through effective use of market and
marketing research an organisation should be able to identify the needs and wants of the
customer and try to delivers benefits that will enhance or add to the customers lifestyle,
while at the same time ensuring that the satisfaction of these needs results in a healthy
turnover for the organisation.
Philip Kotler defines marketing as satisfying needs and wants through an exchange
process
Within this exchange transaction customers will only exchange what they value (money)
if they feel that their needs are being fully satisfied, clearly the greater the benefit
provided the higher transactional value an organisation can charge.
P.Tailor of www.learnmarketing.net suggests that 'Marketing is not about providing
products or services it is essentially about providing changing benefits to the changing
needs and demands of the customer.
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Advantages
Identifies needs and wants of consumers
Determines demand for product
Aids in design of products that fulfill consumers needs
Outlines measures for generating the cash for daily operation, to repay debts and
to turn a profit
Identifies competitors and analyzes your product's or firm's competitive advantage
Identifies new product areas
Identifies new and/or potential customers
Allows for test to see if strategies are giving the desired results
Disadvantages
Identifies weaknesses in your business skills
Leads to faulty marketing decisions based on improperly analyzed data
Creates unrealistic financial projections if information is interpreted incorrectly
Identifies weaknesses in your overall business plan
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Levels of Marketing
Strategic Marketing
Strategic Marketing attempts to determine how an organization competes against its
competition in a market place. In particular, it aims at generating a competitive advantage
relative to its competition.
Operational Marketing
Operational Marketing executes marketing functions to attract and keep customers and to
maximize the value derived from them, as well as to satisfy the customer with prompt
services and meeting the customer expectations. Operational Marketing includes the
determination of the marketing mix.
Functions of Marketing
Market research
Advertising and sales promotion
Public Relations
Selling
Servicing
Methods of payment and credit
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The Social Function of Marketing
In modern society production and consumption are apart from each other. Marketing
connects them. From the societal point of view, marketing is a philosophy, which shows
how to create effective production systems and consequently prosperity.
Business is a subsystem of society, which has both a social and an economic role. Thus, a
company must operate in a way that will make possible the production of benefits for
society and, at the same time, produce profits for the company itself. (Davis, K. et al.
1980) The role of marketing in society means also responsibilities. In addition to
economic and social responsibility, ecological responsibility is nowadays emphasized.
According to some definitions, environmental responsibility is part of social
responsibility. Improvement of marketing is related to the changing emphases of
economic, social and environmental responsibility. Goodpaster and Matthews (1982)
analyzed three patterns of thought, which can be distinguished for a company's social
responsibility: 1. The invisible hand; 2. The hand of government; and 3. The hand of
management.
1. The invisible hand view (promoted by e.g. Milton Friedman) concludes that the only
social responsibilities of business organizations are to make profits and to obey laws.
Free and competitive market-place will ensure the moral behaviour of companies. The
common good is best served when individuals and organizations pursue competitive
advantage.
2. The hand of government view (promoted by e.g. John Kenneth Galbraith) concludes
that companies are to pursue rational and purely economic objectives. It is the regulatoryhand of the law and political process which guides these objectives towards common
good.
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3. The hand of management view (presented by Goodpaster & Matthews) would put the
responsibility of a company's actions into the hands of the company itself. It is concluded
that the moral responsibilities of an individual may be projected into an organization, and
that the concepts of an individual's responsibility and a company's responsibility are
largely parallel. Therefore, organizations should be no less or no more responsible than
ordinary persons.
The Traditional and Integrated Functions of Marketing
Traditionally, marketing has been seen as a link between production and customer. The
situation could be captured better by using the term selling. Selling is associated to the
so- called "Production and Sales Eras of Marketing". Slogans: "Make what you can
make" and "Get rid of what you have made" describe the traditional view of
marketing/selling.
The following figure shows the role of traditionally oriented marketing in (traditionally
oriented) management.
Marketing was born out of a need to take better into consideration the demand factors in
production planning. The function of marketing is to channel information of consumer
needs to the production and satisfaction of needs to consumers. The basic power of
marketing is the aspiration to produce and sell only that kind of products which have
demand. Marketing integrates the whole company to serve this demand. Marketing aims
at effective production systems, where information is transmitted effectively between
production and consumption.
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Market Segmentation
Market segmentation is one of two general approaches to marketing; the other is mass-
marketing. In the mass-marketing approach, businesses look at the total market as though
all of its parts were the same and market accordingly. In the market-segmentation
approach, the total market is viewed as being made up of several smaller segments, each
different from the other. This approach enables businesses to identify one or more
appealing segments to which they can profitably target their products and marketing
efforts.
The Market-Segmentation process involves multiple steps. The first is to define the
market in terms of the product's end users and their needs. The second is to divide themarket into groups on the basis of their characteristics and buying behaviors.
Possible bases for dividing a total market are different for consumer markets than for
industrial markets. The most common elements used to separate consumer markets are
demographic factors, characteristics, geographic location, and perceived product benefits.
Demographic Segmentation involves dividing the market on the basis of statistical
differences in personal characteristics, such as age, gender, race, income, life stage,occupation, and education level. Clothing manufacturers, for example, segment on the
basis of age groups such as teenagers, young adults, and mature adults. Jewelers use
gender to divide markets. Cosmetics and hair care companies may use race as a factor;
home builders, life stage; professional periodicals, occupation; and so on.
Psychographic Segmentation is based on traits, attitudes, interests, or lifestyles of
potential customer groups. Companies marketing new products, for instance, seek to
identify customer groups that are positively disposed to new ideas. Firms marketing
environmentally friendly products would single out segments with environmental
concerns. Some financial institutions attempt to isolate and tap into groups with a strong
interest in supporting their college, favorite sports team, or professional organization
through logged credit cards. Similarly, marketers of low-fat or low-calorie products try to
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identify and match their products with portions of the market that are health-or weight-
conscious.
Geographic Segmentation entails dividing the market on the basis of where people live.
Divisions may be in terms of neighborhoods, cities, counties, states, regions, or even
countries. Considerations related to geographic grouping may include the makeup of the
areas, that is, urban, suburban, or rural; size of the area; climate; or population. For
example, manufacturers of snow-removal equipment focus on identifying potential user
segments in areas of heavy snow accumulation. Because many retail chains are
dependent on high-volume traffic, they search for, and will only locate in, areas with a
certain number of people per square mile.
Product Benefit Segmentation is based on the perceived value or advantage consumers
receive from a good or service over alternatives. Thus, markets can be partitioned in
terms of the quality, performance, image, service, special features, or other benefits
prospective consumers seek. A wide spectrum of businessesfrom camera to
Automobile Marketersrely on this type of segmentation to match up with customers.
Many companies even market similar products of different grades or different
accompanying services to different groups on the basis of product-benefit preference.
Factors used to segment industrial markets are grouped along different lines than those
used for consumer markets. Some are very different; some are similar. Industrial markets
are often divided on the basis of organizational variables, such as type of business,
company size, geographic location, or technological base. In other instances, they are
segmented along operational lines such as products made or sold, related processes used,
volume used, or end-user applications. In still other instances, differences in purchase
practices provide the segmentation base. These differences include centralized versus
decentralized purchasing; policy regarding number of vendors; buyer-seller relationships;
and similarity of quality, service, or availability needs. Although demographic,
geographic, and organizational differences enable marketers to narrow their
opportunities, they rarely provide enough specific information to make a decision on
dividing the market. Psychographic data, operational lines, and, in particular, perceived
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Considerations for Market Segmentation
To identify segments, marketers examine consumers' interests, tastes, preferences, and
socioeconomic characteristics in order to determine their patterns of consumption and
how they will respond to various marketing strategies. The primary information
marketers seek is why consumers purchase specific products or services but not others.
Catalog retailers and direct-marketing firms make up some of the key users of market
segmentation, although many other kinds of companies and organizations use this
technique.
To whom do you sell and how do you promote sales?To whom do you sell and how do you promote sales?
Market segmentation, however, works effectively only for certain kinds of products andMarket segmentation, however, works effectively only for certain kinds of products and
services.services.
First, to determine whether to segment a market, marketers must find out if the marketFirst, to determine whether to segment a market, marketers must find out if the market
can be identified and measured, which entails determining which consumers belong tocan be identified and measured, which entails determining which consumers belong to
specific market segments.specific market segments.
Second, marketers must determine if the segments are large enough to be profitable.Second, marketers must determine if the segments are large enough to be profitable.
While marketers can easily divide the total market into smaller groups, these groupsWhile marketers can easily divide the total market into smaller groups, these groups
might be so small that they do not justify the expenses associated with marketmight be so small that they do not justify the expenses associated with market
segmentation.segmentation.
Third, marketers must be able to reach the segments through their advertising. If theThird, marketers must be able to reach the segments through their advertising. If the
members of a particular segment do not share interest in a common magazine ormembers of a particular segment do not share interest in a common magazine or
television show, for example, then marketers have no way of reaching the segment and sotelevision show, for example, then marketers have no way of reaching the segment and so
the segment is superfluous.the segment is superfluous.
Fourth, marketers must gauge the responsiveness of the segments and find out if aFourth, marketers must gauge the responsiveness of the segments and find out if a
proposed segment would likely respond to a marketing campaign. If it is not probableproposed segment would likely respond to a marketing campaign. If it is not probable
that a segment will react to a promotion, then the segment is not useful.that a segment will react to a promotion, then the segment is not useful.
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Fifth, marketers must determine if the segments will change in the near future. Since itFifth, marketers must determine if the segments will change in the near future. Since it
takes time to prepare a marketing strategy for specific segment and since it takes time fortakes time to prepare a marketing strategy for specific segment and since it takes time for
market segmentation to be profitable, creating segments where consumer needs andmarket segmentation to be profitable, creating segments where consumer needs and
wants are likely to change would not be productive.wants are likely to change would not be productive.
Representation of Market SegmentRepresentation of Market Segment
Market DemandMarket Demand
Aggregate of the demands of all potential customers (marketparticipants) for a specific
product over a specific period in a specific market.
Market segmentMarket segment
Identifiable group of individuals, families, firms, or organizations, sharing one or more
characteristics orneeds in an otherwise homogenous market. Market segments generally
respond in a predictable manner to a marketing orpromotion offer.
1.1. Set of potential customers:Set of potential customers:
Who have similar needsWho have similar needs
Who reference each other when buyingWho reference each other when buying
2.2. Are alike in the way they:Are alike in the way they:
Perceive valuePerceive value
View products and servicesView products and services
Purchase products and servicesPurchase products and services
Why Define A Market Segment?Why Define A Market Segment?
Easier to understand customer needsEasier to understand customer needs
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Focus whole solution to a narrower set of customer needsFocus whole solution to a narrower set of customer needs
Easier to become a leader in a smaller market (Big fish in small pond)Easier to become a leader in a smaller market (Big fish in small pond)
More effective use of marketing dollarsMore effective use of marketing dollars
Generally more profitableGenerally more profitable
Why Market Segmentation?
A major key to a companys success is its ability to select the most
appropriate market segmentation because a company cannot target whole market. There
are general guidelines for selection of target markets:
Target market should be compatible with the organization goals and
image.
The target market should match the marketing opportunity with the
companys resources.
An organization should consciously seek markets that will generate a
sufficient sales volume at a low cost to result in a profit.
A company should select a market wherein the number of competitors and
their size are small.
The total markets for many products is to varied-too heterogeneous. This
variation Is due to the differences in buying habits ways to use the products
motives for buying etc. Market segmentation takes these difficulties into account.
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Benefits of Market Segmentation
Better marketing job and efficient use of marketing resources.
Small firm with limited resources can compete effectively in one or two marketsegments.
A company can design products that really match the market demands.
Advertising media can be used more effectively toward each segment of market.
Drawbacks of Market Segmentation upto some extent
It is an expensive proposition in both the production and marketing ofproducts.
Segmentation increases marketing expenses in several ways i.e. Inventory cost
goes up, advertising cost goes up, administrative expense goes up.
Segmentation BasisSegmentation Basis
The market can be divided into segments by using four "segmentation basis":
Psychographic, behavioristic, geographic, and demographic basis.
The basic criteria for segmenting a market is are customer needs. To find the needs of theThe basic criteria for segmenting a market is are customer needs. To find the needs of the
customers in the market it is important to undergo a market research.customers in the market it is important to undergo a market research.
Psychographic and behavioristic bases are used to determine preferences and demand for
a product and advertising content, while geographic and demographic criteria are used to
determine product design and regional focus.
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Different market variablesDifferent market variables
Geographic segmentationGeographic segmentation
Geographic basis focus on preferences contingent on regional factors, such as region
(e.g., North or South), county, population density, urban or rural location, and climate.
Collecting and analyzing information according to the physical location of the customer
or otherdata source.
Geographic segmentation is often used in marketing, since companies selling products
and services would like to know where their products are being sold in orderto increase
advertising and sales efforts there.
Geographic segmentation calls for dividing the market into different geographical units
such as nation, states, regions, countries, cities, or neighborhoods . The company can
operate in one or a few geographic areas, or operate in all but pay attention to local
variations .
Demographic SegmentationDemographic Segmentation
Market segmentation based on differences in demographic factors (which normally match
consumerwants and needs) of different groups ofconsumers. It is one of the five
common segmentation strategies, and aims to define specific niches that require custom-
tailoredpromotion. Demographics include personal characteristics such as gender, age,marital status, social attributes (such as ethnicity and religion), and income level.
In demographic segmentation , the market is divided into groups on the basis of variables
such as age , family life cycle , gender , income , occupation , education , religion , race ,
generation , nationality , and social class. Demographic variables are the most popular
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bases for distinguishing customer groups. One reason is that consumer wants,
preferences, and usage rates are often associated with demographic variables. Another is
that demographic variables are easier to measure.
Age and Life-Cycle Stage
Consumer wants and abilities change with age. Age and life cycle can be tricky variables.
For example, the Ford Motor Company designed its Mustang automobile to appeal to
young people who wanted an inexpensive sports car . But Ford found that many
mustangs were purchased by older buyers. It then realized that its target market was not
the chronologically young but the psychologically young.
Life Stage
Person in the same part of the life cycle may differ in their life stage. Life stage defines a
persons major concern, such as going through a divorce, going into a second marriage,
taking care of older parents, deciding to cohabit with another person, deciding to buy anew home, and so on.
Gender
Men and women tend to have different attitudinal and behavioral orientations, based
partly on genetic makeup and partly on socialization practices.
Gender differentiation has long been applied in clothing, hairstyling, cosmetics and
magazines. The automobiles industry is beginning to recognize gender segmentation,
since there are now more women car owners, some manufacturers are designing features
to appeal to women, although they stop short of advertising the cars as womens cars.
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Income
Income segmentation is long- standing practice in such products and services categoriesas automobiles, boats, clothing, cosmetics, and travel. However, income does not always
predict the best customers for a given product.
Generation
Many researchers are now turning to generation segmentation. Each generation is
profoundly influenced by the times in which it grows up- the music, movies, politics, and
defining events of that period. Demographers call these groups cohorts.
Social Class
Social class has a strong influence on preference in cars, clothing, home, furnishings,
leisure activities, reading habits, and retailers. Many companies design products and
services for specific social classes.
Psychographic SegmentationPsychographic Segmentation
The division of a heterogeneous market into relatively homogeneous groups on the basis
of theirattitudes, beliefs, opinions, personalities and lifestyles; sometimes called "State-
of-Mind" Segmentation.
Personality the distinctive character of an individual; used as a basis for the
psychographic segmentation of a market in which individuals of relatively similar
personality, with similarneeds orwants, are grouped into one segment.
In psychographic segmentation, buyers are divided into different groups on the basis of
lifestyle or personality or values. People within the same demographic group can exhibit
very different psychographic profiles.
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Lifestyle
People exhibit many more lifestyles than are suggested by the seven social classes.People differ in attitudes, interest, activities, and these affect the goods and services they
consume. Companies making cosmetics and furniture are always seeking opportunities in
lifestyles segmentation, but lifestyle segmentation does not always work.
Personality
Markers have used personality variables to segment markets. They endow their products
with a brand personality that corresponds to a target consumer personality. Thecompany utilizes product features, services, and image making to transmit the products
personality.
Values
Some markers segment by core values. Core values go much deeper than behavior or
attitude, and determine, at a basic level, peoples choices and desires over the long term.
Behavioral SegmentationSegmentation
Market segmentation based on differences in the consumptionbehaviorof different
groups of consumerstheir life-styles,patterns of buying and using, patterns of spending
money and time, etc. One of the five common segmentation strategies, its objective is to
define specific niches that require custom tailoredpromotion. In behavioral segmentation,
buyers are divided into groups on the basis of their knowledge of, attitude toward, use of,
or response to a product. Many marketers believe that behavioral variables-occasions,
benefits, user status, usage rate, loyalty status, buyer-readiness stage, and attitudeare
the best starting points for constructing market segments.
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Occasions
Buyers can be distinguished according to the occasions when they develop a need,purchase a product, or use a product. Occasions segmentation can help firms expand
product usage. For example in Pakistan tea is usually consumed at breakfast. A
company can consider occasions of critical life events or transitions-marriage,
childbirth, illness, relocation, career changeas giving rise to new needs.
Benefits
Buyers can be classified according to the benefits they seek, people vary considerably inthe benefits they seek from the same product.
1. Road Warriors: premium products and quality service. (16%)
2. Generation F: fast fuel, fast service, and fast food. (27%)
3. True Blues: branded products and reliable service. (16%)
4. Home bodies: convenience. (21%)
5. Price Shoppers: Low price. (20%)
User Status
Markets can be segmented into nonuser, ex-users, potential users, first time users, and
regular users of a product. Market-share leaders tend to focus on attracting potential users
because they have the most to gain. Smaller firms focus on trying to attract current users
away from the market leader
Usage Rate
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Markets can be segmented into light, medium, and heavy product users. Heavy users are
often a small percentage of the market but account for high percentage of total
consumption
Loyalty Status
Consumers have varying degrees of loyalty to specific brands, stores, and companies.
Buyers can be divided into four groups according to brand loyalty status:
1. Hard-core loyals: Consumers who are buy one brand all the time.
2. Split loyals: Consumers who are loyal to two or three brands.
3. Shifting loyals: Consumers who shift from one brand to another.
4. Switchers: Consumers who show no loyalty to any brand.
Buyer-readiness stage
A market consists of people in different stages of readiness to buy a product. Some are
unaware of the product, some are aware, some are informed, some are interested, some
desire the product, and some intend to buy. The relative numbers make a big difference in
designing the marketing program.
Attitude
Five attitude groups can be found in a market: enthusiastic, positive, indifferent, negative,
and hostile. Door-to-door workers in political campaign use the voters attitude to
determine how much time to spend with that voter. They thank to enthusiastic voters and
remind them to vote; they reinforce those who are positively disposed; they try to win the
votes of indifferent voters; they spend no time trying to change the attitudes of negative
and hostile voters.
Usage SegmentationUsage Segmentation
There are two ways of carrying out usage segmentation; firstly customers are split
according to their weight of use. - heavy users/buyers being more important targets than
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light users. This segmentation can be carried out directly on customer databases and can
be extremely powerful in focusing activity based on the value to the business, not just the
number of contacts.
Patterns of Market Segmentation
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Segmentation Variables Data
Geographic
World region Asia
Country Pakistan
Cities All major cities of Pakistan
Density Urban
Climate Hot and Dry
Demographic
Age All ages
Gender Male, Female
Family size 1-2, 3-4, 5+
Family life cycle Young, Single; Young, Married, no children; Young,
Married with children; Older, Married with children; Older,
Married with no children under 18; Older, Single; Other
Income Rs.30,000+
Occupation From middle class to upper class
Education Schools, Colleges, Universities
Religion Major religion of Islam, Christianity and Hinduism and small
percentage of others
Race Asian
Nationality Pakistani
Psychographic
Social class Working class, Middle class, Upper class.
Lifestyle Actualizes, Fulfilled, Believers, Achievers, Strivers,
Experiences makers and Strugglers
Behavioral
Occasions Parties, Birthdays, Sports and Regular Occasions
Benefits Quality, Taste, Economy, Health
User status First time user Attitude towards product Positive
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Market segments can be build up in many ways, one way is to identify preference
segments. For example cookies buyers are asked how much they value sweetness and
saltiness in biscuits as two product attributes. Three different patterns can emerge.
1. Homogeneous Preferences: shows a market where all the consumers have
roughly the same preferences. The market shows no natural segments. We would
predict that existing brands would be similar and cluster around the middle of the
scale in both sweetness & saltiness.
2. Diffused Preferences: At the other extreme, consumer preferences maybe
scattered throughout the space, indicating that customers vary greatly in their
preferences. The first brand to enter the market is likely to position in the center to
appeal to the most people.
3. Clustered Preferences: The market might reveal distinct preference clusters,
called natural market segments. The first firm in this market has three options. It
might position in the center, hoping to appeal to all groups. It might position in
the largest market segment (concentrated marketing).It might develop several
brands, each positioned in a different segment. If the first firm developed only one
brand, competitors would enter and introduce brands in the other segments.
The Segmentation ProcessThe Segmentation Process
Once a company has gathered information from these segmentation bases, it must decide
how to divide the market, bearing in mind that market segmentation seeks to minimize
the differences within a segment and maximize the differences among segments.
Consequently, depending on the product or service to be marketed, simple divisions
along age, gender, or geographic lines alone may yield segments that are too vague to be
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of use. Instead, marketers may have to consider several characteristics or clusters of
characteristics in order to divide the market into useful segments.
For example, when considering beer consumption, marketers must look at both age and
gender: the majority of beer drinkers are both young and male.
To begin segmenting the market, marketing managers must select the
segmentation bases they will use to develop the segments, depending on the
products or services to be marketed. Marketers may select a few segmentation
bases they believe are the most relevant at the outset and develop market
segments using them. On the other hand, they may compile a large array of
information using all the segmentation bases and use this information to group
consumers in various segments.
Next, marketers conduct any primary market analysis they may need, by
preparing questionnaires and samples and by assessing the response to them.
Using this information, marketers try to determine the most fruitful segments
the ones with greatest similarities within them. Because this process can be labor-
intensive and require advanced knowledge of statistics, companies often rely on
outside firms or artificial intelligence technology to produce meaningful market
segments.
Once relevant, stable, reachable, profitable market segments are established,
marketers can target the segments they believe will offer the best opportunities for
growth given their products and resources and the ones they believe that
correspond to the products being marketed the best. Finally, marketers can
develop and launch advertising campaigns that appeal to the various segments.
Companies tend to choose the largest segments, although the segments with the most
consumers are not always the most profitable and usually have the most competition.
Consequently, marketers might benefit from considering targeting smaller segments or
segments ignored by competitors, such as low-income consumers, which is frequently
referred to as niche marketing.
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Method of SegmentationMethod of Segmentation
A company also may opt to target just one segment of the market, employing the
market segmentation method of concentration. After considering various segmentation
bases and conducting research, a company might find that its competitors are not reaching
specific segments and decide to target this segment or niche exclusively. A computer
maker, for instance, could concentrate solely on the home-user segment of the market and
ignore the needs of the other segments. To do so, the computermaker would have to offerproducts that meet home-user needs at prices these consumers could afford. Since
concentrated marketing costs less than differentiated marketing, it may appeal to small
businesses in particular.
After choosing a method of market segmentation, marketers must integrate the method
into an overall marketing strategy. The marketing strategy will try to make the target
product or service appeal to the target segment through an advertising campaign
developed based on segmentation information such as age, gender, or location. Marketers
also consider what a company's strategic position in a market ise.g., if it is a computer
supplier to home users or businessesand creates a marketing program that will help a
company achieves or maintain this position. If the segment is properly defined for a
specific product or service, then developing promotional strategies and reaching the
target segment should be relatively easy. The information used to help create the market
segments should help marketers choose among promotional techniques (e.g., direct
marketing, advertising, publicity, and sales promotion), pricing strategies, and
distribution strategies. This information also should help marketers choose among
various advertising media.
After collecting a large amount of information about their customers, marketers can plan
promotions and products that will appeal to various segments over a long time by
determining what products a segment wants in the future and offering them at the
appropriate time
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Target CostingTarget Costing
Is a disciplined process that uses data and information in a logical series of steps to
determine and achieve a target cost for the product. In addition, the price and cost are for
specified product functionality, which is determined from understanding the needs of the
customer and the willingness of the customer to pay for each function.
The Basic ProcessThe Basic Process: the basic stages in the Target-Costing process:
1. define the product
2. set the target
3. achieve the target
4. maintain competitive cost
The stages are market-driven:
Define the Product answers the fundamental questions of What are you selling?
To whom? What do they want it to do?
Set the Target addresses the issue of What will they pay for it? What should it
cost to produce?
Achieve the Target is concerned with How can we get there? Are we getting
there?
Maintain Competitive Cost deals with How can we stay ahead?
Entrepreneurial Strategy:Entrepreneurial Strategy:
Define market segment small enough to allow you to capture 25% to 30% shareDefine market segment small enough to allow you to capture 25% to 30% share
Be a Big fish in small pondBe a Big fish in small pond
Ideal: Be the only supplier in a very narrowly defined market.Ideal: Be the only supplier in a very narrowly defined market.
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Effective Segmentation
Not all segmentation is useful. For example, table salt buyers could be divided into blond
and brunette customers, but hair color is not relevant to the purchase of salt. Furthermore,
if all salt buyers buy the same amount of salt each month, believe all salt is the same, and
would pay only one price for salt, this market would be minimally segmentable from a
marketing point of view.
To be useful, market segment must be:
Measurable: The size, purchasing power, and characteristics of the segment can be
measured.
Substantial: The segments are large and profitable enough to serve. A segment should be
the largest possible homogeneous group worth going after with a tailored marketing
program. It would not pay, for example, for an automobile manufacturer to develop cars
for people who are under four feet tall.
Accessible: The segments can be effectively reached and served.
Differentiable: The segments are conceptually distinguishable and respond differently to
different marketing-mix elements and programs. If married and unmarried women
respond similarly to a sale on perfume, they do not constitute separate segments.
Actionable: Effective programs can be formulated for attracting and serving the
segments.
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Introduction
Introduction to Project
This Project deals with Various Market Segmentation done in Mobile Industries. This
Project mainly focuses on Various Market Segmentation done by Nokia Co. Ltd. in the
Market.
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.
Marketing is one of the most important functions in business. It is the discipline required
to understand customers' needs and the benefits they seek. Academics does not have one
commonly agreed upon definition. Even after a better part of a century the debate
continues. In a nutshell it consists of the social and managerial processes by which
products (goods or services) and value are exchanged in order to fulfill the needs and
wants of individuals or groups.Market segmentation is the process of identifying key
groups or segments within the general market that share specific characteristics and
consumer habits. Once the market is broken into segments, companies can develop
advertising programs for each segment, focus advertising on one or two segments or
niches, or develop new products to appeal to one or more of the segments. Companies
often favor this method of marketing to the one-size-fits-all mass marketing approach,
because it allows them to target specific groups that might not be reached by mass
marketing programs.
The market can be divided into segments by using four "segmentation basis":
Psychographic, behavioristic, geographic, and demographic basis.The basic criteria forThe basic criteria for
segmenting a market is are customer needs. To find the needs of the customers in thesegmenting a market is are customer needs. To find the needs of the customers in the
market it is important to undergo a market research.market it is important to undergo a market research.Psychographic and behavioristic
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bases are used to determine preferences and demand for a product and advertising
content, while geographic and demographic criteria are used to determine product design
and regional focus.
Review of Literature
This literature review will analyze the project on Market Segmentation of Nokia and on
past and current research that has been done which relates to the market segmentation.
This critical analysis of literature contains data about marketing and segmentation
strategies collected from various sources.
It is important to understand why people and market needs to be divided into different
segments. A segmented market is seen as an opportunity to effectively focus on particular
customers. This appeals to potential customers and also marketers, as they know that this
is what they will have to do.
This study also shows how Nokia, a mobile giant, segments its market and focuses its
products efficiently towards the customers of a particular segment. This gives a
competitive advantage to the company by serving its customers well.
Object ive of the Study
The objectives of the present study are:-
1) To know about Nokia Company.
2) To know about the strengths, weaknesses, opportunities and threats of Nokia.
3) To know about marketing.
4) To know about market segmentation.
5) To know the market segmentation used by Nokia.
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Methodology
Research always starts with a question or a problem. Its purpose is to question through
the application of the scientific method. It is a systematic and intensive study directed
towards a more complete knowledge of the subject studied. Marketing research is the
function which links the consumer, customer and public to the marketer through
information- information used to identify and define marketing opportunities and
problems generate, refine, and evaluate marketing actions, monitor marketing actions,
monitor marketing performance and improve understanding of market as a process.
There are two types of data collection method use in my project report.
Primary data
Secondary data.
For my project, I decided on primary data collection method by approaching customers
directly and through references to know their views about the company.
Secondary data collection method was used by referring to various websites, for
collecting information regarding project under study.
Limitations of Study
1 ) The study is based on secondary data, the information provided 2nd hand about Nokia.
2) The present study suffers from all the limitations of case study method.
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Introduction
The company I have chosen to analyse in my project is the mobile phone giant Nokia.
This project tells us briefly what Nokia actually is, its company structure and overall
view on the size and sales of the company & also the Various Market segmentation
Strategies followed by them.
Since January 2004, Nokia Group has consisted of four different business groups: Mobile
Phones, Multimedia, Enterprise Solutions and Networks. In addition, there are two
horizontal groups that support the mobile device business groups: Customer and Market
Operations and Technology Platforms. In the year 2004 Nokias net sales for mobile
phones were 18507 million euro, which went down 12% from 2003. Nokias marketareas were Europe/Africa/Middle East (55% of net sales), Asian Pacific and China (25%)
and Americas (20%). Nokias market share in Europe was 45.8% in 2003, in 2004 it was
34.8% and in the third quarter of 2005 it was 36%. The average number of personnel for
2004 was 53511. At the end of 2004, Nokia employed 55505 people worldwide. In 2004,
Nokias personnel increased by a total of 4146 employees. Nokias turnover for the third
quarter of 2005 was 8403 million euro from which mobile phones brought in 62%,
multimedia 17%, Enterprise solutions 2% and Networks 9%. The year 2004 was
demanding for Nokia. In response, the company set five top priorities in the areas of
customer relations, product offering, R&D efficiency, demand-supply management and
the companys ability to offer end-to-end solutions. Nokia is making good progress in
these areas, and is now better positioned to meet future challenges.
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Nokia Vision/Mission Statement
Our Vision
A world where everyone can be connected.
In 2015, 5 billion people always connected, and 100 fold more network traffic.
Its a world of experiences, shared experiences.
Our Promise
We help people feel close to what matters to them.
One of our basic needs as human beings is the need to communicate and share.
Our promise is to help fulfil this need, to help them feel close to what matters to them.
Our Approach
Consumer understanding drives us.
We observe first, then design. We act on our consumer insights.
We take a very human approach to technology
1. Simple
2. Reliable
3. Intuitive
4. Experiences to fall in love with.
Internet is our quest. Internet innovation, creativity, media and services will be available
anytime, anywhere.
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Nokia wants to bring the best of internet to mobile
.
Our Resolution-Grow, Transform, Build
Grow the number of people using nokia devices.
Transform the devices people use.
Build new businesses
Our business and peoples expectations for mobile devices and services are changing.
Nokias promise is to help people feel close to what matters to them.
About the Company
Nokia- Connecting People !
Nokia Corporation (NYSE: NOK) is one of the world's largest telecommunications
equipment manufacturers. With headquarters in Keilaniemi of Espoo, Finland, this
Finnish telecommunications company is best known today for its leading range of mobile
phones. Nokia also produces mobile phone infrastructure and other telecommunications
equipment for applications such as traditional voice telephony, ISDN, broadband access,
professional mobile radio, voice over IP, wireless LAN and a line of satellite receivers.
Nokia provides mobile communication equipment for every major market and protocol,
including GSM, CDMA, and WCDMA.
Nokia was established in 1865 as a wood-pulp mill by Fredrik Idestam on the banks of
Nokia rapids. Finnish Rubber Works established its factories in the beginning of 20th
century nearby and began using Nokia as its brand. Shortly after World War I Finnish
Rubber Works acquired Nokia wood mills as well as Finnish Cable Works, a producer of
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telephone and telegraph cables. All three companies were merged as Nokia Corporation
in 1967. The name Nokia originated from the river which flowed through the town of the
same name (Nokia).
In the 1970s Nokia became more involved in the telecommunications industry by
developing the Nokia DX 200, a digital switch for telephone exchanges. In the 1980s,
Nokia offered a series of personal computers called MikroMikko. However, these
operations were sold to International Computers, Ltd. (ICL), which was later merged
with Fujitsu-Siemens AG. Nokia also began developing mobile phones for the NMT
network; unfortunately, the company ran afoul of serious financial problems in the 1990s
and streamlined its manufacturing of mobile phones, mobile phone infrastructure, and
other telecommunications areas, divesting itself of other items, such as televisions andpersonal computers.
In 2004, Nokia resorted to similar streamlining practices with layoffs and organizational
restructuring, although on a significantly smaller scale. This, however, diminished
Nokia's public image in Finland, and produced a number of court cases along with, at
least, one television show critical of Nokia.
Recently, Nokia joined other mobile phone manufacturers to embrace TaiwaneseOriginal Device Manufacturers. Nokia signed a contract with BenQ, a Taiwanese
Original Device Manufacturer, to develop three high-end mobile phones, which are
scheduled to retail by the end of 2005.
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History of Nokia
Nokia's history started in year 1865, when engineer Fredrik Idestam established a wood-
pulp mill in Southern Finland and started manufacturing paper. Due to the European
industrialization and the growing consumption of paper and cardboard Nokia soon
became successful. In 1895 Fredrik Idestam handed over the reins of the company to his
son-in-law. Nokia was Actually founded in 1965 by Fredrik Idestam in Finland as a paper
manufacturing company. In 1920, Finnish Rubber Works became a part of the company,
and later on in 1922, Finnish Cable Works joined them. All the three companies were
merged in 1967 to form the Nokia Group. Nokia created the NMT mobile phone standard
in 1981 and launched the first NMT phone, Mobira Cityman, in 1987. The company
delivered the first GSM network to Radkilinia, a Finnish company in 1991, and in 1992,
Nokia 1011 - a precursor for all Nokias current GSM phones - was introduced. In the
1990s, Nokia provided GSM services to 90 operators across the world. Another
significant move of the company during this period was the divestment of its non-core
operations like IT. The company focused on two core businesses - mobile phones and
telecommunications networks. In the 1990s, Nokia provided GSM services to 90
operators across the world. Another significant move of the company during this period
was the divestment of its non-core operations like IT. The company focused on two corebusinesses - mobile phones and telecommunications networks. Nokia's history contains
many achievements that were the first of their kind in the world. Many milestones have
been experienced in the mobile phone business since the 80s. The success with the NMT
and GSM technologies and the products they spawned secured Nokia's position as the
world's leading telecommunications company. The list of Nokia's milestones provided a
good insight in the history of wireless communications. Nokia has been involved in
making the world's first NMT network and the world's first pocket-sized mobile phone.
The world's first device to use the Symbian OS was also produced by Nokia. Nokia was
able to offer advanced products from the beginning of the 90s. Early investments in R&D
were thus handsomely rewarded.
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Nokia ensured its continued growth by reforming its production in the middle of the 90s.
The new phone models and standardized technical solutions made it possible to produce
an increasingly extensive product range more effectively. The extensive range of mobile
phone models, covering all user groups, is one of the reasons why Nokia became the
market leader.
Company Profile
Nokias first century:1865-1967
The first Nokia century began with Fredrik Idestam's paper mill on the banks of the
Nokianvirta river. Between 1865 and 1967, the company would become a major
industrial force; but it took a merger with a cable company and a rubber firm to set the
new Nokia Corporation on the path to electronics
1865: The birth of Nokia
Fredrik Idestam establishes a paper mill at the Tammerkoski Rapids in south-western
Finland, where the Nokia story begins.
1898: Finnish Rubber Works founded
Eduard Poln founds Finnish Rubber Works, which will later become Nokia's rubber
business.
1912: Finnish Cable Works founded
Arvid Wickstrom starts Finnish Cable Works, the foundation of Nokia's cable and
electronics businesses.
1937: Verner Weckman, industry heavyweight
Former Olympic wrestlerVerner Weckman becomes President of Finnish Cable Works.
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1960: First electronics department
Cable Works establishes its first electronics department, selling and operating computers.
1962: First in-house electrical device
The Cable Works electronics department produces its first in-house electrical device - a
pulse analyzer for nuclear power plants.
1967: The merger
Nokia Ab, Finnish Rubber Works and Finnish Cable works formally merge to create
Nokia Corporation.
The move to mobile:1968-1991
The newly formed Nokia Corporation was ideally positioned for a pioneering role in the
early evolution of mobile communications. As European telecommunications marketswere deregulated and mobile networks became global, Nokia led the way with some
iconic products...
1979: Mobira Oy, early phone maker
Radio telephone company Mobira Oy begins life as a joint venture between Nokia and
leading Finnish television maker Salora.
1981: The mobile era begins
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Nordic Mobile Telephone (NMT), the first international mobile phone network, is built.
1982: Nokia makes its first digital telephone switch
The Nokia DX200, the companys first digital telephone switch, goes into operation.
1984: Mobira Talkman launched
Nokia launches the Mobira Talkman portable phone.
1987: Mobira Cityman birth of a classic
Nokia launches the Mobira Cityman, the first handheld NMT phone.
1991: GSM a new mobile standard opens up
Nokia equipment is used to make the worlds first GSM call.
Mobile revolution:1992-1999
In 1992, Nokia decided to focus on its telecommunications business. This was probably
the most important strategic decision in its history.
As adoption of the GSM standard grew, new CEO Jorma Ollila put Nokia at the head of
the mobile telephone industrys global boom and made it the world leader before the
end of the decade...
1992: Jorma Ollila becomes President and CEO
Jorma Ollila becomes President and CEO of Nokia, focusing the company on
telecommunications.
1992: Nokias first GSM handset
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Nokia launches its first GSM handset, the Nokia 1011.
1994: Nokia Tune is launched
Nokia launches the 2100, the first phone to feature the Nokia Tune.
1994: Worlds first satellite call
The worlds first satellite call is made, using a Nokia GSM handset.
1997: Snake a classic mobile game
The Nokia 6110 is the first phone to featureNokias Snake game.
1998: Nokia leads the world
Nokia becomes the world leader in mobile phones.
1999: The Internet goes mobile
Nokia launches the world's first WAP handset, the Nokia 7110.
Nokia now:2000-today
Nokias story continues with 3G, mobile multiplayer gaming, multimedia devices and a
look to the future...
2002: First 3G phone
Nokia launches its first 3G phone, the Nokia 6650.
2003: Nokia launches the N-Gage
Mobile gaming goes multiplayer with the N-Gage.
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2005: The Nokia Nseries is born
Nokia introduces the next generation of multimedia devices, the Nokia Nseries.
2005: The billionth Nokia phone is sold
Nokia sells its billionth phone a Nokia 1100 in Nigeria. Global mobile phone
subscriptions pass 2 billion.
2006: A new President and CEO Nokia today
Olli-Pekka Kallasvuo becomes Nokias President and CEO; Jorma Ollila becomes
Chairman of Nokias board. Nokia and Siemens announce plans for Nokia Siemens
Networks.
2007
Nokia recognized as 5th most valued brand in the world. Nokia Siemens Networks
commences operations. Nokia launches Ovi, its new internet services brand.
2008
Nokia's three mobile device business groups and the supporting horizontal groups are
replaced by an integrated business segment, Devices & Services.
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SWOT Analysis
SWOT Analysis, is a Strategic planning tool used to evaluate the Strengths, Weaknesses,
Opportunities, and Threats involved in a Project or in a Business venture. It involves
specifying the objective of the business venture or project and identifying the internal and
external factors that are favorable and unfavorable to achieving that objective.
SWOT Analysis of Nokia
Modern SWOT Analysis
A SWOT analysis conducts an external and internal scan of Nokia's business
environment, it is an important part of the strategic planning process. Environmental
factors internal to the firm usually can be classified as strengths (S), or weaknesses (W),
and those external to the firm can be classified as opportunities (O) or threats (T). Such
an analysis of the strategic environment is referred to as a SWOT analysis.
The SWOT analysis provides information that is helpful in matching the firm's resources
and capabilities to the competitive environment in which it operates. As such, it is
instrumental in strategy formulation and selection.
Strengths
Is a dominant player in the smart phone market via its majority ownership of
Symbian and its proprietary Series 60 user interface which are projected to
represent majority of the 100M smartphones sold in the next 4 years.
33% market share still the largest cell phone vendor by far, with double the
market share of nearest competitr
Size should enable Nokia to amortize R&D costs and to get cost advantages
Brand position: probably one of the top 20 brands in the world
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Weaknesses
The N-Gage is considered a flop
Being the market leader and its increase role in Symbian is giving Nokia a bad
image, much like Microsoft in the PC industry.
Slow to adopt new ways of thinking: a good example are clamshell phones which
are preferred by many customers. Nokia was reluctant to produce a clamshell
until this year, when it launched its first model.
Opportuntiies
Increase their presence in the CDMA market, which they are just entering, as
well as 3G and Edge
New growth markets where cell phone adoption still has room to go, including
India and other countries.
Leverage its infrastructure business to get preference and a stronger position with
carriers
Threats
Late in the game in 3G creates a risk to be displaced by leaders like Motorola,
LG, NEC and others.
Asian OEMs who are entering the market very aggressively (TCL, nGo Bird)
ODMs (HTC and others) enabling carriers to leverage their customer power
bypassing the handset vendor. Operators want to lessen their dependency on
handset vendors and the dominance of Nokia. Orange, O2, and many other
operators globally are selling their own brand of phones.
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Production Units
Networks technology
China
Finland
Germany
India
Mobile devices and technology
Brazil
China
Finland
Great Britain
Hungary
India
Mexico
Romania
South Korea
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Market Segmentation for Nokia
The decibel levels in the cellular market are increasing with service providers stepping on
the gas. Not to be left behind, handset manufacturers are using precise segmentation to
carve up their share. Divide and rule seems to be working!
According to a report published in May 2001, the all-India cellular subscriber figures
stand at 38,71,514. With aggressive marketing by service providers, this figure is
expected to increase at a very rapid rate. If current decibel levels in the market are
anything to go by, these expectations are well on the way to being met. However, amidst
this entire melee one cannot ignore the efforts of the handset manufacturers. Both service
providers and handset manufacturers have been complementing each other well with each
fuelling the demand for the other.
Industry observers attribute the success of handset manufacturers to shrewd market
segmentation. The big three of the mobile handset market - Nokia, Ericsson and
Motorola, have studied the market and segmented it precisely.
Segmentation of Nokia
Connecting people!
Nokia, arguably the biggest player in the world, has divided the market into four
segments:
Hi-fliers: The biggest segment as far as Nokia is concerned consists of 'Hi-Fliers',
corporate executives who use a mobile phone to increase productivity at work.
Aged between 25-45, the segment looks for data transmission and other business-
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related features. In most cases, the company sponsors the handset, hence price is
not a major consideration.
Trendsetters: In any technology adoption cycle, the first segment to adopt an
emerging technology is dubbed as 'the early adopters'. For Nokia, these early
adopters are 'Trendsetters' who are most receptive to advanced models. This was
the segment at which WAP-enabled models were aimed.
Social contact: The third segment for Nokia is the upwardly mobile, socially-
conscious segment that uses a mobile to stay in touch. Today's youth and affluent
housewives constitute two major chunks of the segment.
Assured: The fourth and last segment as defined by Nokia comprises of CEOs,
high-profile celebrities, industrialists and other high "net worth" individuals. The
fact that the segment cannot do without a mobile phone makes it the 'assured'
segment.
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Geographic
World region Asia
Country India
Cities Reach out maximum places
Demographic
Age All age group
Gender Male, Female
Income All income groups
Occupation Every sector
Religion Irrespective of religion
Psychographic
Social class All class of people
Lifestyles Urban, rural, and even far villages
Behavioural
Benefits Quality
Loyalty status Strong
Nokiamobile phones by Series
Nokia 1000 series
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1011 1100/1101 1110/1110i 1112 1200 1208 1600 1610 1650
Nokia 2000 series
2110i 2115i 2310 2600 2600 classic 2610 2630 2650 2651 2700 classic 2730
classic 2760
Nokia 3000 series
3100/3100b/3105 3110 3110 classic 3120 3120 classic 3155 3200/3200b/3205
3210 3220 3230 3250 3310 3315 3330 3410 3500 classic 3510/3590/3595
3510i 3600/3620/3650/3660 3600 slide 3720 classic
Nokia 5000 series
5070 5100 5110 5130 Xpress Music 5200 5210 5220 Xpress Music 5230/5235
5300 5310 Xpress Music 5320 5330 Mobile TV Edition 5500 Sport 5510 5530
5610 5700 5730 5800
Nokia 6000 series
6010 6020/6021 6030 6070 6085 6100 6101 6103 6110/6120 6110
Navigator 6111 6120/6121/6124 classic 6131/6133 6136 6151 6170 6210 6210
Navigator 6220 classic 6230 6233 6255i 6260 Slide 6265 6270 6275i
6280/6288 6290 6300 6300i 6301 6303 classic 6310i 6315i 6500 classic 6500
slide 6555 6600 6600 fold 6600 slide 6610i 6620 6630 6650 6650 fold
6670 6680 6681/6682 6700 classic 6710 Navigator 6720 classic 6730 6800
6810 6820 6822
Nokia 7000 series
7110 7160 7210 7250 7280 7360 7380 7390 7500 Prism 7600 7610 7650
7700 7710 7900 Prism
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