The Kindle Fire: Amazon's Go To Market Strategy (2011)Kikuyu Daniels
"In all of Amazon’s commercials and advertisements for the Kindle Fire, the word 'tablet' is conspicuously absent. The only place one can find the word 'tablet' is embedded in the html code for the title of the Kindle Fire page on Amazon’s web site."
So, is the Amazon Kindle Fire a tablet or an overpriced e-reader?
The purpose of this paper is to use several predominant technology strategy frameworks to determine whether Amazon’s market strategy will allow the Kindle Fire to break into the tablet market or just become a higher priced version of its e-reader predecessors. In other words, what is Amazon’s go to market strategy and can it work?
I wrote this paper in 2011 for a Technology Strategy course in my MBA program. We were limited to ten pages, but I got little over zealous as you can see.
Xiaomi - Germany market entry marketing strategy - MBA, HULT International Bu...Friedrich Arnold
The strategic opportunity for Xiaomi in the German smartphone category is to gain 5% market share by Q1 2016. This opportunity arose from Xiaomi’s critical ecosystem of competitive advantages enabling the manufacturer to create superior value to German consumers for a lower price than the current market leader, Samsung.
After evaluating the two strategic alternatives, entering or not entering the German market, I concluded to Enter the German market, invest RMB 59 MM upfront to breakeven during the 2015 Christmas sales and achieve a 5% market share by Q1 2016.
This marketing plan was part of the International Marketing course with Prof. Marco Protano at HULT International Business School.
- 95% of customers don't consider Apple products, but there are huge growth possibilities with superior products. Apple stores display products fully operational to match their "hit product" strategy and convey value with an inspiring buying experience.
- Apple aims to set the standard buying experience as inspiration for resellers. 75% of overall sales are to consumers and small/medium businesses who are emotionally driven and sensitive to the purchasing experience.
- Education emphasizes simplicity and reliability with standardized laptops and wireless networks. Enterprises, government, and creative professionals require high performance and service levels.
Marketing: iPhone vs BlackBerry Group PresentationAlexandra Brooks
Counterpart presentation to Apple's iPhone versus RIM's BlackBerry
pdf www.slideshare.net/sachabrooks/20120531-marketing-paperfinal.
Findings and recommendations from a quantitative survey and qualitative focus group marketing management analysis of iPhone versus BlackBerry product. Presented Spring Quarter 2012.
This deck offers a brief overview of Jackdaw Research, a research and consulting firm focused on the consumer technology market. We differentiate ourselves by taking a big-picture, strategic approach to the consumer technology market, the companies which compete in it, and their business models. This allows us to see trends and predict future developments much more effectively than the traditional siloed analyst firms.
A review of the major business models in use in the consumer technology market, and the keys to success for consumer technology companies. This deck is a shortened version of a longer deck which I regularly present to consumer technology companies and which includes analysis and advice on how they should evolve their businesses given the trends outlined in the deck. A customized presentation is one of the paid services Jackdaw Research offers: please contact me if you would like to know more about this.
The document compares the iPhone and Blackberry smartphones. It provides information on their headquarters locations, market shares, models, applications, visions, missions, strategies, target markets, and SWOT analyses. It notes that the iPhone controls 23.3% of the US market while Blackberry previously controlled over 55% but has seen declining market share. Both companies aim to provide innovative mobile devices and experiences, with Apple focusing more on user experience and Blackberry targeting business customers.
This document compares and contrasts the iPhone and Blackberry mobile phones. It provides an overview of each product's history, key features, and marketing strategies. A SWOT analysis is presented for both the iPhone and Blackberry. Finally, the document directly compares the iPhone 4S and Blackberry Bold 9900 models across various specifications and capabilities.
The Kindle Fire: Amazon's Go To Market Strategy (2011)Kikuyu Daniels
"In all of Amazon’s commercials and advertisements for the Kindle Fire, the word 'tablet' is conspicuously absent. The only place one can find the word 'tablet' is embedded in the html code for the title of the Kindle Fire page on Amazon’s web site."
So, is the Amazon Kindle Fire a tablet or an overpriced e-reader?
The purpose of this paper is to use several predominant technology strategy frameworks to determine whether Amazon’s market strategy will allow the Kindle Fire to break into the tablet market or just become a higher priced version of its e-reader predecessors. In other words, what is Amazon’s go to market strategy and can it work?
I wrote this paper in 2011 for a Technology Strategy course in my MBA program. We were limited to ten pages, but I got little over zealous as you can see.
Xiaomi - Germany market entry marketing strategy - MBA, HULT International Bu...Friedrich Arnold
The strategic opportunity for Xiaomi in the German smartphone category is to gain 5% market share by Q1 2016. This opportunity arose from Xiaomi’s critical ecosystem of competitive advantages enabling the manufacturer to create superior value to German consumers for a lower price than the current market leader, Samsung.
After evaluating the two strategic alternatives, entering or not entering the German market, I concluded to Enter the German market, invest RMB 59 MM upfront to breakeven during the 2015 Christmas sales and achieve a 5% market share by Q1 2016.
This marketing plan was part of the International Marketing course with Prof. Marco Protano at HULT International Business School.
- 95% of customers don't consider Apple products, but there are huge growth possibilities with superior products. Apple stores display products fully operational to match their "hit product" strategy and convey value with an inspiring buying experience.
- Apple aims to set the standard buying experience as inspiration for resellers. 75% of overall sales are to consumers and small/medium businesses who are emotionally driven and sensitive to the purchasing experience.
- Education emphasizes simplicity and reliability with standardized laptops and wireless networks. Enterprises, government, and creative professionals require high performance and service levels.
Marketing: iPhone vs BlackBerry Group PresentationAlexandra Brooks
Counterpart presentation to Apple's iPhone versus RIM's BlackBerry
pdf www.slideshare.net/sachabrooks/20120531-marketing-paperfinal.
Findings and recommendations from a quantitative survey and qualitative focus group marketing management analysis of iPhone versus BlackBerry product. Presented Spring Quarter 2012.
This deck offers a brief overview of Jackdaw Research, a research and consulting firm focused on the consumer technology market. We differentiate ourselves by taking a big-picture, strategic approach to the consumer technology market, the companies which compete in it, and their business models. This allows us to see trends and predict future developments much more effectively than the traditional siloed analyst firms.
A review of the major business models in use in the consumer technology market, and the keys to success for consumer technology companies. This deck is a shortened version of a longer deck which I regularly present to consumer technology companies and which includes analysis and advice on how they should evolve their businesses given the trends outlined in the deck. A customized presentation is one of the paid services Jackdaw Research offers: please contact me if you would like to know more about this.
The document compares the iPhone and Blackberry smartphones. It provides information on their headquarters locations, market shares, models, applications, visions, missions, strategies, target markets, and SWOT analyses. It notes that the iPhone controls 23.3% of the US market while Blackberry previously controlled over 55% but has seen declining market share. Both companies aim to provide innovative mobile devices and experiences, with Apple focusing more on user experience and Blackberry targeting business customers.
This document compares and contrasts the iPhone and Blackberry mobile phones. It provides an overview of each product's history, key features, and marketing strategies. A SWOT analysis is presented for both the iPhone and Blackberry. Finally, the document directly compares the iPhone 4S and Blackberry Bold 9900 models across various specifications and capabilities.
The document outlines key concepts related to Sony's production and operations, including:
- An introduction of Sony and its products like laptops, mobile phones, and the Sony Vaio laptop.
- Factors of production for Sony like land, labor, machinery, and capital. It also discusses how fluctuations in factor prices and supply impact production.
- Determinants of demand for Sony's products and how changes in factors like price, income, and tastes affect demand.
- Price elasticity of demand and supply. Income and advertisement elasticities are also discussed.
- Sony Vaio operates under monopolistic competition. Production functions and opportunity costs are presented.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
The document provides an overview of the smartphone industry. It discusses the history and evolution of smartphones from basic phones to advanced devices. Some key points:
- Smartphones now have more computing power, connectivity, and ability to install apps compared to basic phones. Major platforms include Android, iOS, Windows, Blackberry and others.
- The global smartphone market reached $150 billion in 2014, doubling from 2009. Android and iOS dominate global sales. Asia Pacific is a major market, led by China and India.
- The industry faces competition between OS platforms, hardware manufacturers, and content providers. Barriers to entry are high due to technology and manufacturing requirements.
How Xiaomi & Huawei disrupt smartphone market with e-commerce?CK Wong
Discover the strategy involved in the successful disruption of the smartphone market by Chinese brands through e-commerce. We compare the differences between 3 different models of smartphone retailing:
- Pure e-commerce (Xiaomi)
- Hybrid (Huawei)
- Traditional (Samsung)
We take a closer look at the retailing model being used by Xiaomi and Huawei - see their strength and weaknesses.
Marketing Mix of OnePlus from a User's PespectiveAks19852012
Oneplus (1+) just had a Mathematical connotation before it became - 'THE OnePlus'. Presenting my interesting take on Marketing Mix of OnePlus from a User's perspective in an unorthodox way.
Amazon is a digital titan that has achieved success through its focus on operational excellence, customer intimacy, and product leadership. It competes in multiple business areas including e-commerce, cloud computing, and digital content. Amazon continues to invest heavily in new technologies and capabilities to build out powerful digital platforms and maintain its position as the world's largest online retailer. Its future plans involve further growing its Prime membership and developing new smart home technologies.
Xiaomi is a Chinese smartphone company founded in 2010 by Lei Jun, who believes high-quality technology doesn't need a high price. The company has sold over 70 million phones globally by 2015 by incorporating user feedback. Xiaomi employs an unusual business model of pricing phones close to manufacturing costs and selling exclusively online and through flash sales. This allows the company to place large orders and control stock levels. Xiaomi targets low to middle income consumers and youth in particular through affordable yet high-spec phones. It competes with other Chinese brands like Oppo and Vivo but aims to replace larger companies in low-end markets through innovation and low prices.
Xiaomi strategy to sustain on fist position and grow more in global market.How they able to conquer Indian market in 4 years?Defeating story of SAMSUNG giant in Indian Market.
Xiaomi smartphones seeks to enter the Thailand market by first directly exporting its Mi-1 and Mi-2 phones to test the market. It plans to sell online and through local telecom partners. In the mid-term, it aims to expand with a self-owned app store and content. Long-term, it hopes to establish manufacturing factories in Thailand to serve as a regional hub for Southeast Asia. The large untapped smartphone market and Xiaomi's competitive pricing strategy are seen as opportunities for success.
Xiomi's applied very basic supply chain concepts which makes it's business model competitive in highly competitive mobile handset market. PPT explains how xiaomi able to diminish its operating cost and sell products just above margins.
Marketing Plan Presentation: the Apple iLearnmef65
The document summarizes a marketing plan by Apple to introduce the iLearn netbook targeted at tweens. It discusses conducting a SWOT analysis, segmenting the tween market and selecting tweens ages 9-13 from middle-upper income families as the target segment. The plan is to position the iLearn as a customizable, educational product and implement an advertising campaign using TV, internet and magazines. Sales goals of $3.3 billion annually with 25% market share are set along with 10% annual marketing budget. Progress will be monitored through monthly analyst meetings.
Xiaomi has expanded internationally using several key strategies:
1) The "triathlon model" integrates hardware, software, and internet services to generate profit from services rather than just hardware.
2) Aggressive pricing allows Xiaomi to undercut competitors by pricing products close to manufacturing costs.
3) Social media and "hunger marketing" create viral buzz among youth to fuel sales and gather customer feedback.
The document discusses smartphones and provides details about various smartphone brands and their positioning in the market. It discusses Apple and Samsung's positioning strategies and value propositions. Apple positions the iPhone as a fashionable and easy to use device that combines web, email, music and computing. Samsung positions its Galaxy phones as offering lower prices compared to the iPhone. The document also provides Apple's marketing mix and suggestions on how it can improve its market performance, such as addressing price issues and competition.
The Apple App Store case study document discusses the following key points:
- The Apple App Store was launched in 2008 and allows users to browse, download, and purchase apps on iTunes. It has since generated billions of downloads and $250 million in revenue for Apple in 2010.
- Apple owns and controls the App Store, taking 30% of revenues from app sales while developers receive 70%. It reviews and can reject apps from companies.
- The App Store audience includes people of all ages from different socioeconomic groups. It offers a wide range of apps for various uses like work, entertainment, education and more.
- Apps are exhibited and distributed through the App Store platform which is organized by categories. This
The document provides an analysis of OnePlus' value chain and business model. It discusses:
- OnePlus' primary activities including inbound logistics through suppliers in China, manufacturing operations focusing on quick production and shipping, exclusive distribution through Amazon for outbound logistics, and marketing through an invite-only model and promotions on Amazon.
- Support activities including infrastructure through investment from Oppo, human resources focusing on engineering hires, research and development in areas like AI, and procurement directly from suppliers to lower costs.
- A SWOT analysis identifying strengths in affordable technology, weaknesses in limited production, opportunities in new channels, and threats from competition.
The analysis examines how OnePlus' direct-to-consumer
Xiaomi Corporation is a Chinese electronics company founded in 2010 that produces smartphones and other consumer electronics. It has over 15,000 employees worldwide and is expanding to other countries in Asia and Africa. Using Porter's Five Forces model, the document analyzes Xiaomi's competitive environment and identifies rivalry among existing firms as the strongest force. It then discusses Xiaomi's product portfolio, marketing strategies of quality products at low prices and flash sales, and competitive analysis against other smartphone brands like Samsung.
This document outlines the SQL reporting process for analyzing student data. It includes sections on the methodology, running SQL scripts, potential issues, and examples. The methodology section describes collecting data from multiple tables, transforming the data, and outputting results. The document provides step-by-step instructions for running SQL scripts to perform the analysis and export results. It also includes examples of narrative summaries and methodology highlights that would be generated from the reporting.
The document outlines key concepts related to Sony's production and operations, including:
- An introduction of Sony and its products like laptops, mobile phones, and the Sony Vaio laptop.
- Factors of production for Sony like land, labor, machinery, and capital. It also discusses how fluctuations in factor prices and supply impact production.
- Determinants of demand for Sony's products and how changes in factors like price, income, and tastes affect demand.
- Price elasticity of demand and supply. Income and advertisement elasticities are also discussed.
- Sony Vaio operates under monopolistic competition. Production functions and opportunity costs are presented.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
The document provides an overview of the smartphone industry. It discusses the history and evolution of smartphones from basic phones to advanced devices. Some key points:
- Smartphones now have more computing power, connectivity, and ability to install apps compared to basic phones. Major platforms include Android, iOS, Windows, Blackberry and others.
- The global smartphone market reached $150 billion in 2014, doubling from 2009. Android and iOS dominate global sales. Asia Pacific is a major market, led by China and India.
- The industry faces competition between OS platforms, hardware manufacturers, and content providers. Barriers to entry are high due to technology and manufacturing requirements.
How Xiaomi & Huawei disrupt smartphone market with e-commerce?CK Wong
Discover the strategy involved in the successful disruption of the smartphone market by Chinese brands through e-commerce. We compare the differences between 3 different models of smartphone retailing:
- Pure e-commerce (Xiaomi)
- Hybrid (Huawei)
- Traditional (Samsung)
We take a closer look at the retailing model being used by Xiaomi and Huawei - see their strength and weaknesses.
Marketing Mix of OnePlus from a User's PespectiveAks19852012
Oneplus (1+) just had a Mathematical connotation before it became - 'THE OnePlus'. Presenting my interesting take on Marketing Mix of OnePlus from a User's perspective in an unorthodox way.
Amazon is a digital titan that has achieved success through its focus on operational excellence, customer intimacy, and product leadership. It competes in multiple business areas including e-commerce, cloud computing, and digital content. Amazon continues to invest heavily in new technologies and capabilities to build out powerful digital platforms and maintain its position as the world's largest online retailer. Its future plans involve further growing its Prime membership and developing new smart home technologies.
Xiaomi is a Chinese smartphone company founded in 2010 by Lei Jun, who believes high-quality technology doesn't need a high price. The company has sold over 70 million phones globally by 2015 by incorporating user feedback. Xiaomi employs an unusual business model of pricing phones close to manufacturing costs and selling exclusively online and through flash sales. This allows the company to place large orders and control stock levels. Xiaomi targets low to middle income consumers and youth in particular through affordable yet high-spec phones. It competes with other Chinese brands like Oppo and Vivo but aims to replace larger companies in low-end markets through innovation and low prices.
Xiaomi strategy to sustain on fist position and grow more in global market.How they able to conquer Indian market in 4 years?Defeating story of SAMSUNG giant in Indian Market.
Xiaomi smartphones seeks to enter the Thailand market by first directly exporting its Mi-1 and Mi-2 phones to test the market. It plans to sell online and through local telecom partners. In the mid-term, it aims to expand with a self-owned app store and content. Long-term, it hopes to establish manufacturing factories in Thailand to serve as a regional hub for Southeast Asia. The large untapped smartphone market and Xiaomi's competitive pricing strategy are seen as opportunities for success.
Xiomi's applied very basic supply chain concepts which makes it's business model competitive in highly competitive mobile handset market. PPT explains how xiaomi able to diminish its operating cost and sell products just above margins.
Marketing Plan Presentation: the Apple iLearnmef65
The document summarizes a marketing plan by Apple to introduce the iLearn netbook targeted at tweens. It discusses conducting a SWOT analysis, segmenting the tween market and selecting tweens ages 9-13 from middle-upper income families as the target segment. The plan is to position the iLearn as a customizable, educational product and implement an advertising campaign using TV, internet and magazines. Sales goals of $3.3 billion annually with 25% market share are set along with 10% annual marketing budget. Progress will be monitored through monthly analyst meetings.
Xiaomi has expanded internationally using several key strategies:
1) The "triathlon model" integrates hardware, software, and internet services to generate profit from services rather than just hardware.
2) Aggressive pricing allows Xiaomi to undercut competitors by pricing products close to manufacturing costs.
3) Social media and "hunger marketing" create viral buzz among youth to fuel sales and gather customer feedback.
The document discusses smartphones and provides details about various smartphone brands and their positioning in the market. It discusses Apple and Samsung's positioning strategies and value propositions. Apple positions the iPhone as a fashionable and easy to use device that combines web, email, music and computing. Samsung positions its Galaxy phones as offering lower prices compared to the iPhone. The document also provides Apple's marketing mix and suggestions on how it can improve its market performance, such as addressing price issues and competition.
The Apple App Store case study document discusses the following key points:
- The Apple App Store was launched in 2008 and allows users to browse, download, and purchase apps on iTunes. It has since generated billions of downloads and $250 million in revenue for Apple in 2010.
- Apple owns and controls the App Store, taking 30% of revenues from app sales while developers receive 70%. It reviews and can reject apps from companies.
- The App Store audience includes people of all ages from different socioeconomic groups. It offers a wide range of apps for various uses like work, entertainment, education and more.
- Apps are exhibited and distributed through the App Store platform which is organized by categories. This
The document provides an analysis of OnePlus' value chain and business model. It discusses:
- OnePlus' primary activities including inbound logistics through suppliers in China, manufacturing operations focusing on quick production and shipping, exclusive distribution through Amazon for outbound logistics, and marketing through an invite-only model and promotions on Amazon.
- Support activities including infrastructure through investment from Oppo, human resources focusing on engineering hires, research and development in areas like AI, and procurement directly from suppliers to lower costs.
- A SWOT analysis identifying strengths in affordable technology, weaknesses in limited production, opportunities in new channels, and threats from competition.
The analysis examines how OnePlus' direct-to-consumer
Xiaomi Corporation is a Chinese electronics company founded in 2010 that produces smartphones and other consumer electronics. It has over 15,000 employees worldwide and is expanding to other countries in Asia and Africa. Using Porter's Five Forces model, the document analyzes Xiaomi's competitive environment and identifies rivalry among existing firms as the strongest force. It then discusses Xiaomi's product portfolio, marketing strategies of quality products at low prices and flash sales, and competitive analysis against other smartphone brands like Samsung.
This document outlines the SQL reporting process for analyzing student data. It includes sections on the methodology, running SQL scripts, potential issues, and examples. The methodology section describes collecting data from multiple tables, transforming the data, and outputting results. The document provides step-by-step instructions for running SQL scripts to perform the analysis and export results. It also includes examples of narrative summaries and methodology highlights that would be generated from the reporting.
APL UCP 500_Deciphering Changes to Complex Government RegulationsPeter Rovick
Award-winning flyer distributed to clients nationwide: helping customers to decipher changes to complex government regulations and answer the questions "how do these changes affect me" and "what do I need to do?"
Wellesley trails system rovick april 2010Peter Rovick
Overview of Wellesley Trails Committee and related trail network / projects (best viewed in "slideshow" mode, in order to view overlaying Animations on several slides)
The purpose of this whitepaper is to focus on terms, niches, uses, and players related to location-based apps available for mobile phones.
While many reports provide a quantitative overview with statistical information related to market growth, revenues, app user base, etc., the intention of this report is to focus more on qualitative and behavioral factors related to providers, app users, and merchant partners.
The document discusses e-commerce business models and concepts. It provides an overview of key elements of a business model including value proposition, revenue model, market opportunity, competitive environment, competitive advantage, market strategy, organizational development, and management team. It then categorizes and describes various business-to-consumer and business-to-business e-commerce models such as e-tailers, community providers, content providers, portals, transaction brokers, market creators, and service providers. It also discusses how e-commerce impacts industry value chains, firm value chains, and the development of firm value webs.
Location-based Marketing (LBM) - Global Media Trends Havas Media
Creating Meaningful Connections through Location Based Marketing. How can we reach consumers at the right time and place with the right message and experiences? We know today’s average consumer is constantly changing location, device, and changing the media type with which they interact. To be relevant to these consumers, we need to keep up with them, adapting and changing marketing content to their realities and environments. The presentation provides an overview of the technology, media and strategy fueling the opportunities of location-based marketing for global and regional brands.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Havas Global Media trends series also includes other reports on slideshare such as: Progressive Screens (multi-screens), Social Shopping and Life Tracking.
This document discusses location-based services (LBS) and evaluates different positioning techniques used in LBS. It begins by introducing common LBS applications and services. It then examines the components and architecture of LBS systems, including LBS middleware and location tracking. Privacy concerns with LBS are also addressed. The document evaluates and compares several positioning systems used in LBS, including satellite-based GPS, network-based methods like GSM, and indoor positioning techniques. It concludes by discussing limitations and opportunities for future work improving LBS positioning accuracy and privacy.
This document contains a SWOT analysis, Porter's Five Forces analysis, and business model canvas for the iPhone. The SWOT analysis identifies strengths such as customer lock-in and brand loyalty, as well as weaknesses around limited innovation and easily broken screens. Opportunities include expanding into other Apple products and applications, while threats include new competitors and concerns about privacy and software performance over time. The Porter's Five Forces analysis examines the competitive landscape and bargaining powers of suppliers and customers. The business model canvas outlines key aspects of iPhone's value proposition, infrastructure, customer relationships, and revenue streams.
1) Samsung is the second largest mobile device company seeking to improve its market strategy and increase brand awareness globally.
2) The marketing plan identifies opportunities to expand into new markets like India and Mexico, integrate its own software to speed product releases, and form partnerships to increase innovation.
3) Key strategies include improving US/European marketing, developing an independent software division, and expanding into new countries to grow Samsung's customer base and loyalty.
LG L Series Market Research and Consumer Behaviour AnalysisJuan Mejia
The document provides an analysis of the mobile phone market and retail industry. It notes that the market faces challenges like slowing technological development and an oversaturation of retail stores. Mobile phones are becoming commoditized, and SIM-only contracts will break the link between handsets and contracts. This will make it difficult for specialist mobile phone shops to survive. The retail industry needs to adapt by extending product ranges, reducing store numbers, and creating destination stores to attract customers. The document also includes a PEST analysis and a SWOT analysis for LG in this changing mobile phone market.
Here are potential responses to the questions:
Q1: Key stakeholders for RIM's communication response include employees, shareholders/investors, customers and partners. For employees, the response needs to address concerns about culture, strategy and leadership. For shareholders, it needs to reassure on turnaround plans. For customers, it needs to reaffirm commitment to service/support. For partners, it needs to clarify future partnership models.
Q2: Sources of external pressure include declining market share against iPhone/Android, failed product launches like Playbook, shrinking stock price and negative media coverage of leadership and culture issues. This pressures the need for a clear, decisive response plan to regain confidence.
Q3: As an employee, I
RIM and Apple are the two dominant companies in the smartphone market. RIM currently dominates the business market while Apple dominates the consumer market with the iPhone. This document analyzes and compares RIM and Apple's marketing strategies and recommends ways for RIM to grow its market share against Apple, including improving its app selection, expanding into new international markets like Asia and Europe, and forming a partnership with Nokia. A SWOT analysis is provided for both BlackBerry and iPhone.
Im doing a marketing plan on how Apple can improve their products .pdfsmitaguptabootique
I\'m doing a marketing plan on how Apple can improve their products below is the outlined
structure pls help xhibit 21-4 Summary Outline of Different Sections of Marketing Plan
Company Analysis Company objectives and overall marketing objectives Company resources
(marketing, production, financial, human, etc.) Other marketing plans (marketing program)
Previous marketing strategy Major screening criteria relevant to product-market opportunity
selected Quantitative (ROI, profitability, risk level, etc.) Qualitative (nature of business
preferred, social responsibility environment, etc,) Major constraints Marketing collaborators
(current and potential) Customer Analysis (organizational customers and/or final consumers)
Product-market Possible segmenting dimensions (customer needs, other characteristics)
Qualifying dimensions and determining dimensions Identify target market(s) (one or more
specific segments) Operational characteristics (demographics, geographic locations, etc.)
Potential size (number of people, dollar purchase potential, etc.) and likely growth Key
economic, psychological, and social influences on buying Type of buying situation Nature of
relationship with customers Competitor Analysis Nature of current/likely competition Current
and prospective competitors (or rivals) Current strategies and likely responses to plan
Competitive barriers to overcome and sources of potential competitive advantage Analysis of the
Market Context-External Market Environment Economic environment Technological
environment Political and legal environment Cultural and social environment Key Factors from
Situation Analysis W.O.T: Strengths, weaknesses, opportunities, and threats from situation
analysis Specific objectives to be achieved with the marketing strategy How will marketing mix
be differentiated from the competition? How will the market offering be positioned? Positioning
statement Marketing Strategy Overview of the Marketing Strategy General direction for the
marketing strategy Description of how the four Ps fit together Target Market(s) Summary of
characteristics of the target market(s) to be approached Product class (type of consumer or
business product) Current product life-cycle stage New-product development requirements
(people, dollars, time, etc.) Product liability safety, and social responsibility considerations
Specification of core physical good or service Product Features, quality etc. Supporting
service(s) needed Warranty (what is covered, timing, who will support, etc Branding
(manufacturer versus dealer, family versus individual, etc)
Solution
Apple iPhone Marketing Plan
•Executive Summery
•Situational Analysis
•SWOT Analysis
•Marketing Objectives
•Marketing Strategy
•Implementation
•Budget
•Control
Executive Summery
The Past– Steve Jobs, Steve Wozniak and Ronald Wayne established Appleon April 1, 1976 in
order to sell the Apple 1 Computer Kit that was handbuilt by Steve Wozniak. The Apple 1 was
sold as a motherboard (with CPU,RAM a.
Sandeep Amar on Monetization of Apps at ad:tech BangaloreiMediaIndia
This document discusses various strategies for monetizing mobile apps, including:
1) Paid apps, in-app purchases, and mobile advertising are the main monetization strategies discussed.
2) Case studies on app monetization from companies like Pandora, EA, Amazon, and magazine publishers show success integrating advertising, in-app purchases, and commerce.
3) Local mobile advertising is very promising but also challenging to implement due to difficulties with location data processing, hyper-local targeting, matching consumers to offers in real-time.
Apple’s SWOT AnalysisPoints of Strength· Globally Recognize.docxarmitageclaire49
Apple’s SWOT Analysis
Points of Strength:
· Globally Recognized Brand: Since its establishment, Apple has built an astounding reputation of being one of the most reliable companies providing technological services and solutions. It has one of the largest customer bases to ever exist, making it the first company ever with a stock price of one trillion dollar.
· Demanded Brand: Apple is a highly demanded brand all over the globe, it is the number one choice in America for smart phones, accessories and corporate office supplies. It has a technology that is suitable for every age and domain.
· Focus on Research & Development: Apple as a company puts a lot of its efforts and money into product design, manufacturing, quality, and marketing. A lot of studies and researches are conducted before product release that are based on customer needs and demands.
· Innovation: Apple changed the way people interact and communicate back in June 2007 when they introduced the IPhone, and that trend continued on when they introduced the IPad in April 2010. Apple shed a new light on the way people use their smartphones and tablets. Nowadays these products are an essential part of work and everyday life.
Points of Weakness:
· High Prices: Apple products are generally considered in the market as a luxurious items due to their premium prices. These products are more oriented towards middle to high income customers than low income.
· Incompatibility: Apple is considered a unique product when it comes to software and cross platforming. Items purchased from Apple whether they are computers, phones, tablets, or accessories will only function on a particular software produced by the company which leaves small space for sharing and cross platform.
· Competitive Market & Penetration: Although Apple has a solid place in market, it does not lower the chances of growth of competitive brands such as Sony, Samsung, Google, and Microsoft. In 2018 a research was conducted stating that while IOS software (Software used by Apple) is dominant nationally, 72.23 of the global market uses Android (Software produced by Google).
· Underwhelming Marketing & Promoting Efforts: Due to its solid reputation in market place, Apple has a bad reputation for promoting or marketing their products. They have poor marketing strategies the barely promotes the products and depend solely on their name to attract customers towards their products.
Opportunities:
· Focus on Services: While the main source of profit is from smartphones and tablets, Apple gets a decent amount of revenue from the services that they offer. Apple gains revenue from selling products like IPhone or IPad to every customer once every year, while they can gain profit from their services on a daily basis. These services include Apple Pay, Apple Care, Apple Music…etc. It is estimated that if Apple can put these services into good use, the company can gain up to 10 million dollar in a quarter of a year.
· Partner.
International Marketing- Plan for Global Rollout of Google Android Mobile OSAnnabell Satterfield
I wrote this international expansion plan for the world’s first Google-Android OS-based smart phone. I define potential adaptations, create a quantitative model to determine global markets for expansion and rank these markets according to their market potential. Finally, two of these markets, Korea and the United Kingdom, are described in some detail and a marketing plan is defined for these markets.
This is a presentation on the analysis of Marketing Mix, S.T.P. analysis and S.W.O.T. analysis for launching a new smart phone in India as a result of Make in India Initiative.
Google Mobile OS Competitive Strategy - May 2010rkalavar
This document summarizes a presentation on Google's mobile OS strategy. It discusses Google's Android operating system and its open alliance of partners. It analyzes the competitive forces in the smartphone OS and hardware markets. It also compares Google's Android/open approach to Apple's closed iPhone model and assesses each company's mobile strategies and goals. Recommendations are provided for Google to increase Android adoption and market penetration against Apple.
The document discusses maximizing customer experience and revenues through mobile shopping. It provides examples of how mobile shopping is growing rapidly, with many retailers releasing shopping apps. It then discusses how retailers can develop successful mobile strategies by creating intuitive mobile apps or websites that allow quick and easy shopping experiences for customers on their phones. It also provides a case study of how a grocery retailer significantly increased its mobile sales and customers through a well-designed mobile app.
A presentation MRS CTO Dan Hartveld gave at the 2010 Retail Systems Forum, this deck discusses how retailers can take advantage of the mobile platform to increase their revenues.
The document discusses past, present, and future trends in mobile technology and mobile marketing. In the past, mobile adoption was slower due to limitations of devices and user experiences. Now, smartphones like the iPhone are driving more mobile usage. The future expects nearly universal mobile adoption by 2013, with mobile replacing other technologies. This opens opportunities for advertisers to experiment with mobile formats and location-based marketing through technologies like Foursquare and augmented reality.
The document discusses the rise and fall of Blackberry compared to Apple. It explains that Blackberry was initially popular for its secure email and physical keyboard but failed to adapt to changing consumer tastes. In contrast, Apple succeeded through innovative products like the iPhone that integrated hardware, software and apps to provide a seamless user experience. The document then analyzes Apple's success using Porter's five forces model, noting its high barriers to entry, strong network effects, and ability to differentiate its products in the "blue ocean" of opportunities.
The document summarizes key differences between brick-and-mortar ("Bricks") computer retailers and online ("Clicks") computer retailers. It discusses trends in the computer industry like decreasing prices, customization options online, and different forms of advertising used by Bricks vs Clicks. It also analyzes a visit to Best Buy and compares positioning, placement, prices and profitability between the two retail formats.
Samsung is a South Korean conglomerate and the second largest smartphone company in the world. It has captured a 21.6% share of the global smartphone market as of 2018. Samsung has achieved competitive advantage through effective market leadership, new product development, and high-quality smartphones across a wide price range. It faces intense competition from rivals like Apple but has adopted strategies like launching new models at competitive prices and expanding product lines like the Note series.
Apple is an international corporation involved in designing, developing and distributing consumer electronics, personal computers and software. It is best known for hardware like the iPhone and software like the Mac OS. While Apple has experienced consistent growth and is the second largest IT company, its performance and market share have fluctuated due to internal factors like pricing and distribution strategies, as well as external factors like competition and regulations.
Similar to Amazon Fire Phone and AT&T free bundled wireless (20)
We are launching a new Merchant Partner Program to help businesses accept payments online and in-person. This program offers payment processing services and tools at competitive rates to help merchants better serve their customers. Interested businesses should contact a sales representative or visit our website to learn more about the benefits of our program and how to sign up.
The crash of 29 wgbh american experience_peter rovickPeter Rovick
The document summarizes an episode of the PBS American Experience miniseries "The 1930s" titled "The Crash of 1929" that will air on WGBH. The episode depicts the optimism of the late 1920s stock market boom and how prominent businessman Roger Babson, founder of Babson College, correctly warned of an impending crash while others predicted continued prosperity. It describes how small investors and even celebrities like Groucho Marx invested based on this optimism but were hurt when the crash did occur in October 1929 and stock prices plummeted. The episode highlights Babson's unpopular stance in warning of the coming crash years before it happened.
This document provides biographical information on multiple individuals. It discusses Babson College's recognition for developing students' entrepreneurial skills. It mentions the college's focus on entrepreneurship as an engine of growth and finding one's passion. Several individuals are highlighted for their business successes and contributions to entrepreneurship education.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
1. Should Amazon combine
freeWireless Broadband
with its Fire Phone?
PETER ROVICK
27AUG14
2. Fire Phone Ecosystem Effects
Mobile Devices1
• Crowded & hypercompetitive market
• More growth in developing countries (e.g. China
– Lenovo, Xiaomi)
• Slower growth in USA (Samsung, Apple)
• Sales trending toward low end ($100-$200)
and ultra low end (<$100)
• New technology & hardware focus not the
goal for Amazon
Content
• Amazon’s Goal: increase mobile mindshare
• Control the home screen
• Push access to digital content & online store
• “Imagine a home screen of all Amazon apps” –
Carl Howe, Yankee Group
• Circumvent digital gatekeepers (e.g. Apple,
Google, & Samsung)
Increase competition with iTunes Store:
customer immersion into and loyalty to
Amazon platform
1 See Appendix I
3. Strategic Fit: Business Model
Amazon’s Business Model
Competitive/Low Prices (volume play)
One-Stop Shopping
Shopping Experience
From your fingertips (no driving)
Comparative
Customers also viewed (alternate product)
Customers also purchased (accessories / complimentary products)
Fast/Immediate Delivery (to compete with brick & mortar)
Fire Phone as Strategic Fit
• Gain digital content market share (vs. physical goods)
• Become a ‘go to’ resource for digital content (e.g. primacy vs. iTunes & Google Stores)
4. Amazon’s Motivation: Wireless Bundling
• Influence on/Control over delivery channel (analogous to UPS partnership)
• Learning from AT&T’s exclusivity experiences with iPhone & Kindle
• Co-Marketing
• Both (AT&T and Amazon) have vast customer databases
• Marketing on two fronts by two significant players
• Pre-emptive strike for both Amazon and AT&T
• Shared focus & support vs. partnerships with competitors
• Dual prong:
• Defend existing customer base
• Add new customers
• Feasibility
• Free Devices: Match market offerings – current price structure makes sense
• Bundling Wireless Broadband: Yes, but not free.
5. Implications & Impacts
• Smartphone Market
• Minimal implications for now.
• Customers & Competitors will monitor Fire Phone evolution & market share
• Free offer - Device distribution
• Hardware: We’ve seen it before (iPhone/AT&T distribution)
• Wireless: Competitors may match (at certain threshold), then all would lose – don’t do it.
• Wireless Carriers
• AT&T: Preemptive Strike
• Capture Amazon partnership opportunity before another carrier does
• May cannibalize existing customer base (if lower fees apply), but at least won’t lose customers
• T-Mobile & Sprint
• Combined scale may help secure seat at the table for future similar opportunities
• Other regions/countries: No immediate impact, but may spur copycats or further partnerships
6. Conclusions
“We shouldn’t underestimate their [Amazon’s] ability to stand out from a crowded
market” Carl Howe, Yankee Group
• Amazon needs phone as driver for digital content (e.g. home screen control)
• AT&T as preemptive strike: don’t let Verizon or T-Mobile/Sprint partner
• Wireless bundling should not be free
• Short term gains minimal
• Long term profit reductions harmful for all
For those that do buy the Fire Phone, it will undoubtedly create a "halo effect" on
the rest of Amazon's businesses; the big unknown is just how far it will stretch.
7. Future Thinking
• Exclusive offers: only available to FirePhone users (not via Amazon apps on other phones)
• App-lications: Developers submit apps to Amazon
• App developers and e-commerce businesses tend to want to reach everyone they can, not just the richest
11.7% (Apple) – bodes well for Android/Amazon
• Store credit vs. discounted hardware or wireless service
"I would say the Fire phone is a blueprint of where Amazon is
heading with mobile," said IDC analyst Ramon Llamas.
8. Appendix I
Q2 2014 Global Smartphone OS Market Share – source: IDC
OS Shipments Notes
All 301 M 25.3%Y/Y Growth
Android 255 M 85% Market Share*
*Fueled by gains in the low (US$100<US$200) and ultra low-end (<US$100) of the market, seeing those categories grow 16.5%
sequentially since the first quarter.
Q2 2014 Worldwide Vendor Market Share – source: IDC
Period Samsung Apple Huawei Lenovo LG Others
Q2 2014 24.9% 11.7% 6.7% 5.2% 4.8% 46.7%*
Q2 2013 32.2% 13.0% 4.3% 4.7% 5.1% 40.7%
*While Samsung has ¼ of market share, no dominant global player in increasingly commoditized markets. Regional/Local market
dominance is focus (BRIC or other)
9. Appendix I - continued
Q2 2014 Worldwide Vendor Market Share – source: IDC
Period Samsung Apple Huawei Lenovo LG Others
Q2 2014 24.9% 11.7% 6.7% 5.2% 4.8% 46.7%*
Q2 2013 32.2% 13.0% 4.3% 4.7% 5.1% 40.7%
*While Samsung has ¼ of market share, no dominant global player in increasingly commoditized markets. Regional/Local market
dominance is focus (BRIC or other)
10. Appendix II: Market & Marketing
Market Opportunities
Demographic(s) / Behavioral
◦ “Good enough” (features/functions) – The Price is Right
◦ Gamers
◦ Heavy Users
◦ Support Reliant
◦ Aesthetic Sensitive: Colors
◦ Feature-Specific
Geographic
◦ USA
◦ Others? (partnerships with other carriers?)
11. Marketing: Amazon
Targeting Apple/iPhone
Amazon Touting… (Competitive Mechanisms)
1. Dynamic Perspective
2. Firefly technology
3. Mayday
4. And…Prime- full year included
$0.00 – $649.00
Price varies with service agreement
12. Marketing: AT&T
Note the Order of the four features/benefits
Amazon Touting… (Competitive Mechanisms)
1. Prime differs from Amazon’s order
2. Firefly
3. Dynamic Perspective
4. Mayday
13. Market Buzz
Mashable
• Fire pushes Amazon further on the path of becoming the next Apple… Amazon has created a real
ecosystem that fosters loyalty among its users.
• For the Amazon faithful, Fire completes the platform with the most powerful and intimate of devices —
the one that's carried at all times.
• For the uninitiated, it's the most powerful gateway drug the company could have built. Either way, Fire will
sear Amazon's mark on you, and you'll probably like it.
COMPUTERWORLD and IDC, Forrester
• "I would say the Fire phone is a blueprint of where Amazon is heading with mobile," said IDC analyst Ramon
Llamas, who laid out the idea of using the phone to assess a planned TV purchase.
• "I'm not saying these technologies aren't interesting, but is there enough there for consumers to say, 'I need
this phone?'" said Julie Ask, a Forrester analyst.
• Llamas said that if even 5% of Amazon's estimated 20 million Prime customers buy a Fire phone, Amazon
would reach a "reasonable" starting number of 1 million sales.
14. Market Buzz
WSJ and IDC: “Showrooming on steroids”, but apps already exist…
• iPhone: Amazon app
• Google: Goggles app for scanning
• “Once again, even if it indirectly, Amazon is putting retailers back on their heels”
BBC
• …for those that do buy the Fire Phone, it will undoubtedly create a "halo effect" on the rest of
Amazon's businesses; the big unknown is just how far it will stretch.
• "Most of the value Amazon will accrue from these handsets will be made over the following years
after the initial sale," said Chris Green, principal technology analyst at the Davies Murphy Group
consultancy
• "I wouldn't say Amazon has tied everything together as well as Apple, but it's certainly done it much
better than Google."
15. Market Buzz
New York Times
• The Fire phone, the product of four years of research and development, offers Amazon fans the
chance to live in an Amazon-themed world, where just about every element can be identified,
listed, ranked, shared and, of course, ordered.
Forbes
• …scanning technology that essentially turns the phone into a cash register. The Firefly button
“let’s you… take action in seconds,” said Bezos.
• “The device brings nothing disruptive or particularly innovative to end-users to justify such
pricing,” said IDC Research director Francisco Jeronimo. “The only way Amazon has to succeed in
the premium segment is by providing a disruptive shopping mobile experience, a disruptive price,
or additional value to users. None of these were announced today, which is disappointing.”
16. Market Buzz
Huffington Post
• Like the iPhone when it was first announced in 2007, Amazon's phone will only be available to
AT&T customers, at least for now.
• Unlike Apple and Samsung, which rely on huge profits from expensive iPhones and Galaxys,
Amazon makes money when you use the phone to order diapers and download movies, not
when you buy the hardware.
17. Users: Mixed Reviews
Mixed Reviews: minor if addressed
Cons
Battery Life
Temperature
App Organization
Pros
Value
Loyalty to Amazon
Detailed user reviews savvy customers