The document discusses the consumer electronics industry globally and in India. It provides an overview of key players, trends, opportunities and challenges in the industry. It then discusses a potential business model and marketing strategy for an electronics retail store in India, including target customer segments, differentiation strategies, and the marketing mix.
This document outlines the strategy for Nokia to regain the market share in smartphone market.
The views expressed in this article purely belongs to the authors of the article. Neither the college nor the professors endorses the article
Micro economic study of Indian telecom industryDipankar Mishra
The Indian mobile subscriber base is likely to sustain the rapid growth recorded in the past few years. Presence of skilled labour pool, improving telecom infrastructure, favourable demographics, rising disposable incomes of consumers, declining tariffs, increasing demand, growing attraction for mobiles with new features and greater availability of handsets at lower prices, are expected to continue driving the growth of the telecom sector, going forward.
However, the companies are likely to encounter a more challenging business environment in the near future, given the sustained fall in ARPUs, rapidly increasing competition and consequent pressure on margins and regulatory risks. Companies with good rural coverage, better operational efficiency, and superior quality of service are likely to stay ahead of competitors.
The industry will also witness the mergers of relatively smaller companies with the big players. Only big three or four players will dominate the market and direct price war may stop and Industry will agree on a standard pricing and competition will on the services and offerings.
This document outlines the strategy for Nokia to regain the market share in smartphone market.
The views expressed in this article purely belongs to the authors of the article. Neither the college nor the professors endorses the article
Micro economic study of Indian telecom industryDipankar Mishra
The Indian mobile subscriber base is likely to sustain the rapid growth recorded in the past few years. Presence of skilled labour pool, improving telecom infrastructure, favourable demographics, rising disposable incomes of consumers, declining tariffs, increasing demand, growing attraction for mobiles with new features and greater availability of handsets at lower prices, are expected to continue driving the growth of the telecom sector, going forward.
However, the companies are likely to encounter a more challenging business environment in the near future, given the sustained fall in ARPUs, rapidly increasing competition and consequent pressure on margins and regulatory risks. Companies with good rural coverage, better operational efficiency, and superior quality of service are likely to stay ahead of competitors.
The industry will also witness the mergers of relatively smaller companies with the big players. Only big three or four players will dominate the market and direct price war may stop and Industry will agree on a standard pricing and competition will on the services and offerings.
The 2015 Quality Management System Vendor Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Management. Survey had 700+ participants worldwide. Comparisons to 2014 Benchmark are also included. A complete Vendor Listing is located in the Appendix.
Digital Strategy 101 is an overview of the current state of digital strategy and an exploration of core concepts, deliverables, and thought-leaders relevant to young practitioners.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
28. The existing size of this sector stands at an estimated USD 4.5 Billion with organized retailing being at 5% Source:http://www.valuenotes.com/one-time/IndianRetailSector_11oct06.asp?ArtCd=86179&Cat=&Id
29. RETAIL FORMAT IN CE MARKET Sourse:http://www.valuenotes.com/one-time/IndianRetailSector_11oct06.asp?ArtCd=86179&Cat=&Id
30. Dem ographic Profile of India Source:http://www.valuenotes.com/one-time/IndianRetailSector_11oct06.asp?ArtCd=86179&Cat=&Id DEMOGRAPHICS OF INDIAN MARKET
31. INCOME GROUPINGS AND OWNERSHIP (OWNERSHIP PER HOUSEHOLD) Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of Households
32. DEMAND OF CONSUMER DURABLES (FIGURES IN '000) Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of Households
33. PENETRATION OF CONSUMER DURABLES (NUMBER OF HOUSEHOLDS OWNING GOODS PER '000 HOUSEHOLDS) Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of Households
34. RURAL DEMAND- CONSUMER DURABLES (% OF ALL INDIA) Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of Households
52. HIERARCHY OF OBJECTIVES Company Mission/Vision Corporate objectives Corporate strategies Divisional objectives Divisional strategies Product/brand objectives Brand strategies Program objectives Tactics Level I Level 0 Level III Level II Level IV
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57. MARKET SEGMENTS Segment Size Characteristics Distinctive Attribute Globetrotters 10% Age 45-54; mostly male; employed in senior positions Innovators, would prefer to buy niche products like Laser TV's Road Warriors 20% Mostly in corporate management and sales, property management and real estate Would prefer to buy high end products, tech savvy Corporate Wanderers 12% Travel less than Globetrotters or Road Warriors; spend most time visiting employees within their own companies Would prefer to buy high end laptops and PDA’s High e-mail users
58. MARKET SEGMENTS Segment Size Characteristics Distinctive Attribute Collaborators 8% Age 25-44 Well educated young professionals, tend to hold advanced degrees Team leaders, project managers Innovators Frequently change gadgets Not very mobile but need mobile products Corridor Cruisers 15% Similar profile to Collaborators Not as likely to adopt new products as Collaborators Hermits 8% Least mobile; Youngest segment (many under 35) Seldom work with others Mostly finance and telemarketing Users of standard electronic goods Prefer moderate purchase Solo Practitioners 16% Like Hermits but older Diverse collection of technical professionals in small to medium-size companies Typically connect to corporate network when traveling so likely to buy sophisticated gadgets via exhaustive demonstration Small-Site Bosses 11% Run small business Look for value-for-products
59. TOTAL PRODUCT CONCEPT Generic product Expected product Augmented product Potential product Regular White and Brown Goods New Brands & Technologies Latest Products Laser TVs & Handheld PCs CE spare parts & add ons
72. WORSE VALUE PERCEIVED AS EXPLOITATIVE PREMIUM PERCEPTION HIGH VALUE PERCEIVED – VALUE ENHANCEMENT Competitive Quality HIGH LOW Relative Price LOW HIGH Our store Next POSTIONING OF OUR BRAND Croma Vijay Sales