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.
Consumer preference towards mobile devices is changing, and the young generation these days tend to replace television with smartphones. This is proving to be conducive for the growth of the smartphone market in India. With a 14% yearly market growth since 2016, India is the fastest growing smartphone market globally. Read More: https://bit.ly/2TOHeM9.
Report on smartphone industry and their effects on indian marketAkshRay9001
Mobile Phone market : How Chinese mobile phones took over the Indian market: Local smartphone industry witnesses a boom with Make in India: India’s Mobile Market Rises to the 2nd Largest In The World: Effects of the Growth of India’s Mobile Market
Indian Smartphone market - Analysis and InterpretationKaran Verma
The presentations is a concise report over the usage , preferrability, Loyalty, future expectations about the smartphones over the different sections of the society including different age group.
This Report in the form of presentation guided by primary data which was collected by us through google forms and different local level surveys recently with the support of some secondary based data.
A feasibility analysis over the market as well as there interpretation on the basis of feedbacks and different informations so as to get the valuable conclusion over the report.
The Indian smartphone market is growing rapidly, with shipment expected to reach X million units by 2020. Company A currently leads the market with around A% share. Key drivers of growth include increasing incomes, changing consumer behavior, advanced features of smartphones, and lower prices. However, security concerns, battery life, and low rural penetration remain challenges. Major trends include multi-core processors, high memory and screen resolution, and better design. The market faces competition from many domestic and international brands.
Mobile phones were first launched in India in 1996. By 2005, India had the fifth largest number of mobile phone users globally at 90 million users. This grew significantly such that by 2013, India had overtaken the US and Russia to have the second largest number of mobile phone users in the world at 752 million users. Smartphone penetration in India is still relatively low compared to global rates, but growing rapidly, especially in urban areas and among younger users. Low prices of smartphones by local manufacturers are helping to drive adoption, particularly in rural areas, positioning India for substantial continued growth in smartphone penetration in the coming years.
The document profiles the mobile industry in India. It discusses the history and growth of the mobile industry in India from 1995 to the present. It outlines the major players in the industry like Nokia, Samsung, and LG. The mobile industry is growing rapidly due to factors like growing incomes, technology advances, and low pricing plans. The industry is very competitive with both global and local players vying for market share.
This document provides a summary of a project report on smartphone usage in India. It discusses literature reviewing smartphone growth trends in India, with shipments expected to grow 100% year-over-year in 2011. A survey found that Indian smartphone users spend more time online than calling or texting, with younger users preferring internet browsing and older users focusing more on contacts and alarms. The report also examines smartphone penetration differences by gender and price points as a purchase driver in India.
The mobile industry in India has become the fourth screen after cinema, television, and internet. Low tariffs and inexpensive handsets have led to over 50% mobile penetration across social, economic, and regional groups. The number of mobile subscribers is 17 times more than wireline subscribers and continues to grow over 20% each half year. While rural subscribers account for 70% of the total, signifying significant potential for growth in rural areas.
Consumer preference towards mobile devices is changing, and the young generation these days tend to replace television with smartphones. This is proving to be conducive for the growth of the smartphone market in India. With a 14% yearly market growth since 2016, India is the fastest growing smartphone market globally. Read More: https://bit.ly/2TOHeM9.
Report on smartphone industry and their effects on indian marketAkshRay9001
Mobile Phone market : How Chinese mobile phones took over the Indian market: Local smartphone industry witnesses a boom with Make in India: India’s Mobile Market Rises to the 2nd Largest In The World: Effects of the Growth of India’s Mobile Market
Indian Smartphone market - Analysis and InterpretationKaran Verma
The presentations is a concise report over the usage , preferrability, Loyalty, future expectations about the smartphones over the different sections of the society including different age group.
This Report in the form of presentation guided by primary data which was collected by us through google forms and different local level surveys recently with the support of some secondary based data.
A feasibility analysis over the market as well as there interpretation on the basis of feedbacks and different informations so as to get the valuable conclusion over the report.
The Indian smartphone market is growing rapidly, with shipment expected to reach X million units by 2020. Company A currently leads the market with around A% share. Key drivers of growth include increasing incomes, changing consumer behavior, advanced features of smartphones, and lower prices. However, security concerns, battery life, and low rural penetration remain challenges. Major trends include multi-core processors, high memory and screen resolution, and better design. The market faces competition from many domestic and international brands.
Mobile phones were first launched in India in 1996. By 2005, India had the fifth largest number of mobile phone users globally at 90 million users. This grew significantly such that by 2013, India had overtaken the US and Russia to have the second largest number of mobile phone users in the world at 752 million users. Smartphone penetration in India is still relatively low compared to global rates, but growing rapidly, especially in urban areas and among younger users. Low prices of smartphones by local manufacturers are helping to drive adoption, particularly in rural areas, positioning India for substantial continued growth in smartphone penetration in the coming years.
The document profiles the mobile industry in India. It discusses the history and growth of the mobile industry in India from 1995 to the present. It outlines the major players in the industry like Nokia, Samsung, and LG. The mobile industry is growing rapidly due to factors like growing incomes, technology advances, and low pricing plans. The industry is very competitive with both global and local players vying for market share.
This document provides a summary of a project report on smartphone usage in India. It discusses literature reviewing smartphone growth trends in India, with shipments expected to grow 100% year-over-year in 2011. A survey found that Indian smartphone users spend more time online than calling or texting, with younger users preferring internet browsing and older users focusing more on contacts and alarms. The report also examines smartphone penetration differences by gender and price points as a purchase driver in India.
The mobile industry in India has become the fourth screen after cinema, television, and internet. Low tariffs and inexpensive handsets have led to over 50% mobile penetration across social, economic, and regional groups. The number of mobile subscribers is 17 times more than wireline subscribers and continues to grow over 20% each half year. While rural subscribers account for 70% of the total, signifying significant potential for growth in rural areas.
Mobile subscribers grew multiple folds over the last decade which also led to an increase in the mobile phone sales in India. This uptake in the market in recent years has changed the dynamics of the mobile phone retail market. In this research note from Ipsos Business Consulting, we present the landscape of the mobile phone retail market, including the mobile phone growth, smartphone penetration, emergence of domestic handset players, mobile retail market trends and our outlook.
The document analyzes smartphone usage trends in India based on Nielsen research. Some key points:
- There are now 27 million smartphone users in India, representing 9% of the urban mobile phone market.
- Younger Indians ages 18-24 have the highest smartphone adoption rates.
- Samsung leads the Indian smartphone market in terms of market share, but Micromax has grown rapidly as well by focusing on affordable devices.
- While the smartphone segment is still small, it is an important growing market for marketers as Indians increasingly use apps and the internet on their mobile devices.
Automobile Safety technologies Market
- The automobile safety technologies market is growing due to stricter regulations and increased accidents. It includes active safety systems that prevent accidents and passive systems that mitigate injury.
- Key segments are airbags, seatbelts, and new technologies like blind spot detection. The market is led by companies like Bosch and Continental and is expected to reach $166 billion by 2025.
- Factors driving growth include regulations, accidents, new features from manufacturers, and income growth in emerging markets. However, high costs can restrain the market.
Xiaomi is poised to enter the Indian smartphone market as it represents a major growth opportunity. India is projected to become the second largest smartphone market globally by 2017 despite current low penetration rates. Xiaomi plans to target the affordable and mid-range price segments between Rs. 5,000-25,000 that are seeing the strongest growth through an initial partnership with Flipkart for online sales and a controlled retail strategy in major cities. Localizing content, customizing software and services, and providing superior after-sales support will be critical for Xiaomi to succeed against entrenched competitors in India like Samsung and Micromax.
The document discusses the mobile phone market in India. It notes that smartphones were first introduced in India in the mid-1990s by Micromax. Currently there are approximately 30 million smartphones in India, with Android being the leading operating system. Local brands like Micromax and Karbonn have about 20-25% of the Indian smartphone market share. The smartphone industry exhibits oligopolistic characteristics with companies like Samsung, Apple, and Micromax competing aggressively for market share.
Micromax is proposing a marketing plan to expand its presence in India and internationally. Currently Micromax dominates the rural Indian market but faces competition from established brands like Nokia, Samsung, and Apple. The plan aims to position Micromax as customers' preferred brand and target the potential urban and youth markets. It proposes strategies for products, pricing, promotion, placement, distribution, and customer acquisition to help Micromax achieve its objectives.
The consumer durable industry in India is growing rapidly, expected to post a CAGR of 15% over 2010-2015. Key segments include white goods (air conditioners, refrigerators), brown goods (fans, clocks), and consumer electronics (TVs, phones). The market is estimated to expand to $12.5 billion by 2015 from $7.3 billion in 2011, driven by growth in rural and semi-urban areas. Major players include Samsung, Whirlpool, LG, Godrej, and Sony. The government supports industry growth through initiatives to develop rural infrastructure and enhance access to credit for rural consumers. While opportunities exist due to rising incomes, challenges include high input costs, competition, and reliance on imports
The document provides an overview of the consumer durables market in India. Some key points:
- India's consumer durables market is expected to grow from USD12.5 billion in 2016 to USD20.6 billion by 2020.
- By 2025, India will become the fifth largest consumer durables market in the world.
- The electronics market in India is projected to increase from USD94.2 billion in 2015 to USD400 billion by 2020.
- Rural markets currently contribute 33% of total sales and are expected to see strong growth of 25% annually.
The document provides an overview and analysis of the smartphone market in India. Some key points:
- Smartphone shipments in India are expected to rise from 27.8 million in 2012 to 155.6 million in 2017, making India the third largest smartphone market.
- Major drivers of growth include decreasing mobile prices, increasing consumer incomes, and expanding mobile internet access. Challenges include low rural penetration and security/privacy concerns.
- Android dominates the Indian market with over 75% share, followed by Blackberry, Symbian, iOS, and Windows. Large screens, dual SIMs, and multi-core processors are emerging trends.
- Samsung leads the Indian market, followed by Micromax,
The document discusses the Indian consumer durables industry, including key segments, market size and growth trends. It notes that the industry has seen significant growth in recent years due to rising incomes, increased availability of financing, falling prices making goods more affordable, and the growing share of organized retail. The largest segments by volume are colour televisions, refrigerators, and air conditioners, together making up over 60% of sales. Mobile phones are also emerging as a major new segment of the industry.
This document provides an overview of the consumer electronics industry in India. It defines consumer electronics as brown goods, which include traditional audio/video equipment, computers, mobile phones, and related devices. The document notes that the Indian consumer electronics market was worth $22 billion in 2008 and is predicted to reach $46 billion by 2013, representing a compound annual growth rate of 16%. It provides market share information for different segments and discusses trends in computers, audio/video devices, mobile phones, and key drivers of growth in the Indian consumer electronics industry.
CONSUMER DURABLE INDUSTRY IN INDIA – PRESENT TREND, CHALLENGES AND FUTURE PRO...IAEME Publication
Consumer durable is one of the fastest growing industry segments in India. This industry has demand from both urb an and rural markets. Urban markets account for the major share
i.e., 65% of total revenues in the Indian consumer durables sector. In rural markets, durables such as refrigerators and consumer electronic goods are likely to witness growing demand in the coming years. India is likely to emerge as the world’s largest middle class consumer market with an aggregated spend of nearly US$13 trillion by 2030 as per a report by Deloilte titted, “India matters, winning in growth markets”. As against the Compound Annual Growth Rate (CAGR) of 13% in FY 13-FY 14, it is expected to expand at CAGR of 14.8% in FY 2015. India’s consumer durables industry accounts for more than 2/5th of end - consumer spending, and creates three indirect jobs for every direct job and contributes to more than 5.5% of the index of industrial production according to a Federation of Indian Chambers of Commerce and Industry- Ernst & Young Report
- India is set to become the fifth largest consumer durables market in the world by 2025. The market is estimated to reach US$ 12.5 billion in 2016 and US$ 20.6 billion by 2020.
- India has the world's third largest television industry, which is expected to grow at a CAGR of 14.7% between 2016-2021. The television market in India is expected to increase from US$ 9.23 billion in 2016 to US$ 11.78 billion by 2018.
- The electronics market in India is expected to increase to US$ 228 billion by 2020 from US$ 100 billion in FY17. Urban areas currently account for about two-thirds of total sales in
This document provides an overview of the consumer durables industry in India. It begins by defining consumer durables as durable goods that can last over 3 years, such as white goods, brown goods, and consumer electronics. It then discusses the top 5 emerging consumer electronics markets, with China and India as the leading countries. The document outlines the major players in the Indian consumer durables market and provides an analysis of the industry, highlighting growth drivers such as rising incomes and challenges such as new competition. Finally, it presents Porter's Five Forces model and a SWOT analysis of Dell as an example consumer durables company.
Latest analysis india,china and global handset market 2016'Rishikant Shrotriya
The smartphone market in India grew 18% in 2016 to over 300 million users. Chinese brands like Oppo, Vivo, and Lenovo dominated market share, comprising 46% of the smartphone market in Q4 2016. The strong performance of Chinese brands has made it difficult for Indian brands to compete, and none were among the top 5 in market share rankings. The growing popularity of affordable high-quality Chinese smartphones has accelerated India's transition to a smartphone-majority market.
The document provides an overview of the Indian mobile handset industry. It discusses the historical background of the industry and key developments. It outlines the major players in the Indian market and provides future estimates projecting continued growth. The document also analyzes the industry using Porter's Five Forces model, finding moderate supplier and buyer power due to factors such as quality importance, availability of substitutes, and tendency of buyers to switch handsets.
The summary is:
1) The number of phone launches in India reduced for the first time in three years in H1 2016, with the mid-range (Rs. 10k-20k) segment getting the most interest from users.
2) Xiaomi and Lenovo were the most popular brands, with the Redmi Note 3 and Lenovo K4 Note being the most popular devices.
3) Chinese brands doubled their share of the Indian mobile phone market in H1 2016 compared to H1 2015, mostly at the expense of other international brands.
This document provides an overview of India's consumer durable industry. It discusses the growth of India's consumer market driven by rising incomes and access to financing. It outlines the various consumer classes in India and projections that the middle class will grow significantly. It also provides details on the major players in the industry, including their market shares, and the policies and regulations supporting the industry. The key points are:
- India's consumer durable market has grown significantly with rising incomes and easy financing. The middle class is projected to increase from 50 million to over 500 million people by 2025.
- Major players like Samsung, LG, and Whirlpool dominate various product categories like refrigerators and ACs.
- Government policies
This document discusses elasticity of demand for cell phones in India. It defines different types of elasticity including price elasticity, cross elasticity, and income elasticity. It then analyzes India's growing cell phone market, with Samsung capturing 33% market share in Q1 2014. A survey finds that most Indians own one phone and change phones yearly, prioritizing battery life, camera, and cost over brand. It concludes that durability, pricing, design, battery, and internet access are key factors for Indian cell phone consumers.
The document provides a timeline and overview of the arcade and console gaming eras from the 1970s to present. It discusses the origins of coin-operated arcade games in the 1970s with titles like Pong. Arcades grew popular in the late 1970s and 1980s before declining with the rise of home consoles and online gaming. Early consoles included the Magnavox Odyssey and the various generations saw innovations from Atari, Nintendo, and Sega. While arcades remain niche today, emulators allow playing of classic arcade titles at home.
Basecamp International is expanding into Peru with volunteer and hostel programs. Their marketing plan targets students and mid-life adults. Competition includes large global volunteer networks and smaller in-country organizations. Basecamp will advertise through their website and partner organizations while maintaining competitive pricing and service quality. Challenges include Peru's developing economy, corruption and safety issues, which require careful consideration for successful implementation.
Mobile subscribers grew multiple folds over the last decade which also led to an increase in the mobile phone sales in India. This uptake in the market in recent years has changed the dynamics of the mobile phone retail market. In this research note from Ipsos Business Consulting, we present the landscape of the mobile phone retail market, including the mobile phone growth, smartphone penetration, emergence of domestic handset players, mobile retail market trends and our outlook.
The document analyzes smartphone usage trends in India based on Nielsen research. Some key points:
- There are now 27 million smartphone users in India, representing 9% of the urban mobile phone market.
- Younger Indians ages 18-24 have the highest smartphone adoption rates.
- Samsung leads the Indian smartphone market in terms of market share, but Micromax has grown rapidly as well by focusing on affordable devices.
- While the smartphone segment is still small, it is an important growing market for marketers as Indians increasingly use apps and the internet on their mobile devices.
Automobile Safety technologies Market
- The automobile safety technologies market is growing due to stricter regulations and increased accidents. It includes active safety systems that prevent accidents and passive systems that mitigate injury.
- Key segments are airbags, seatbelts, and new technologies like blind spot detection. The market is led by companies like Bosch and Continental and is expected to reach $166 billion by 2025.
- Factors driving growth include regulations, accidents, new features from manufacturers, and income growth in emerging markets. However, high costs can restrain the market.
Xiaomi is poised to enter the Indian smartphone market as it represents a major growth opportunity. India is projected to become the second largest smartphone market globally by 2017 despite current low penetration rates. Xiaomi plans to target the affordable and mid-range price segments between Rs. 5,000-25,000 that are seeing the strongest growth through an initial partnership with Flipkart for online sales and a controlled retail strategy in major cities. Localizing content, customizing software and services, and providing superior after-sales support will be critical for Xiaomi to succeed against entrenched competitors in India like Samsung and Micromax.
The document discusses the mobile phone market in India. It notes that smartphones were first introduced in India in the mid-1990s by Micromax. Currently there are approximately 30 million smartphones in India, with Android being the leading operating system. Local brands like Micromax and Karbonn have about 20-25% of the Indian smartphone market share. The smartphone industry exhibits oligopolistic characteristics with companies like Samsung, Apple, and Micromax competing aggressively for market share.
Micromax is proposing a marketing plan to expand its presence in India and internationally. Currently Micromax dominates the rural Indian market but faces competition from established brands like Nokia, Samsung, and Apple. The plan aims to position Micromax as customers' preferred brand and target the potential urban and youth markets. It proposes strategies for products, pricing, promotion, placement, distribution, and customer acquisition to help Micromax achieve its objectives.
The consumer durable industry in India is growing rapidly, expected to post a CAGR of 15% over 2010-2015. Key segments include white goods (air conditioners, refrigerators), brown goods (fans, clocks), and consumer electronics (TVs, phones). The market is estimated to expand to $12.5 billion by 2015 from $7.3 billion in 2011, driven by growth in rural and semi-urban areas. Major players include Samsung, Whirlpool, LG, Godrej, and Sony. The government supports industry growth through initiatives to develop rural infrastructure and enhance access to credit for rural consumers. While opportunities exist due to rising incomes, challenges include high input costs, competition, and reliance on imports
The document provides an overview of the consumer durables market in India. Some key points:
- India's consumer durables market is expected to grow from USD12.5 billion in 2016 to USD20.6 billion by 2020.
- By 2025, India will become the fifth largest consumer durables market in the world.
- The electronics market in India is projected to increase from USD94.2 billion in 2015 to USD400 billion by 2020.
- Rural markets currently contribute 33% of total sales and are expected to see strong growth of 25% annually.
The document provides an overview and analysis of the smartphone market in India. Some key points:
- Smartphone shipments in India are expected to rise from 27.8 million in 2012 to 155.6 million in 2017, making India the third largest smartphone market.
- Major drivers of growth include decreasing mobile prices, increasing consumer incomes, and expanding mobile internet access. Challenges include low rural penetration and security/privacy concerns.
- Android dominates the Indian market with over 75% share, followed by Blackberry, Symbian, iOS, and Windows. Large screens, dual SIMs, and multi-core processors are emerging trends.
- Samsung leads the Indian market, followed by Micromax,
The document discusses the Indian consumer durables industry, including key segments, market size and growth trends. It notes that the industry has seen significant growth in recent years due to rising incomes, increased availability of financing, falling prices making goods more affordable, and the growing share of organized retail. The largest segments by volume are colour televisions, refrigerators, and air conditioners, together making up over 60% of sales. Mobile phones are also emerging as a major new segment of the industry.
This document provides an overview of the consumer electronics industry in India. It defines consumer electronics as brown goods, which include traditional audio/video equipment, computers, mobile phones, and related devices. The document notes that the Indian consumer electronics market was worth $22 billion in 2008 and is predicted to reach $46 billion by 2013, representing a compound annual growth rate of 16%. It provides market share information for different segments and discusses trends in computers, audio/video devices, mobile phones, and key drivers of growth in the Indian consumer electronics industry.
CONSUMER DURABLE INDUSTRY IN INDIA – PRESENT TREND, CHALLENGES AND FUTURE PRO...IAEME Publication
Consumer durable is one of the fastest growing industry segments in India. This industry has demand from both urb an and rural markets. Urban markets account for the major share
i.e., 65% of total revenues in the Indian consumer durables sector. In rural markets, durables such as refrigerators and consumer electronic goods are likely to witness growing demand in the coming years. India is likely to emerge as the world’s largest middle class consumer market with an aggregated spend of nearly US$13 trillion by 2030 as per a report by Deloilte titted, “India matters, winning in growth markets”. As against the Compound Annual Growth Rate (CAGR) of 13% in FY 13-FY 14, it is expected to expand at CAGR of 14.8% in FY 2015. India’s consumer durables industry accounts for more than 2/5th of end - consumer spending, and creates three indirect jobs for every direct job and contributes to more than 5.5% of the index of industrial production according to a Federation of Indian Chambers of Commerce and Industry- Ernst & Young Report
- India is set to become the fifth largest consumer durables market in the world by 2025. The market is estimated to reach US$ 12.5 billion in 2016 and US$ 20.6 billion by 2020.
- India has the world's third largest television industry, which is expected to grow at a CAGR of 14.7% between 2016-2021. The television market in India is expected to increase from US$ 9.23 billion in 2016 to US$ 11.78 billion by 2018.
- The electronics market in India is expected to increase to US$ 228 billion by 2020 from US$ 100 billion in FY17. Urban areas currently account for about two-thirds of total sales in
This document provides an overview of the consumer durables industry in India. It begins by defining consumer durables as durable goods that can last over 3 years, such as white goods, brown goods, and consumer electronics. It then discusses the top 5 emerging consumer electronics markets, with China and India as the leading countries. The document outlines the major players in the Indian consumer durables market and provides an analysis of the industry, highlighting growth drivers such as rising incomes and challenges such as new competition. Finally, it presents Porter's Five Forces model and a SWOT analysis of Dell as an example consumer durables company.
Latest analysis india,china and global handset market 2016'Rishikant Shrotriya
The smartphone market in India grew 18% in 2016 to over 300 million users. Chinese brands like Oppo, Vivo, and Lenovo dominated market share, comprising 46% of the smartphone market in Q4 2016. The strong performance of Chinese brands has made it difficult for Indian brands to compete, and none were among the top 5 in market share rankings. The growing popularity of affordable high-quality Chinese smartphones has accelerated India's transition to a smartphone-majority market.
The document provides an overview of the Indian mobile handset industry. It discusses the historical background of the industry and key developments. It outlines the major players in the Indian market and provides future estimates projecting continued growth. The document also analyzes the industry using Porter's Five Forces model, finding moderate supplier and buyer power due to factors such as quality importance, availability of substitutes, and tendency of buyers to switch handsets.
The summary is:
1) The number of phone launches in India reduced for the first time in three years in H1 2016, with the mid-range (Rs. 10k-20k) segment getting the most interest from users.
2) Xiaomi and Lenovo were the most popular brands, with the Redmi Note 3 and Lenovo K4 Note being the most popular devices.
3) Chinese brands doubled their share of the Indian mobile phone market in H1 2016 compared to H1 2015, mostly at the expense of other international brands.
This document provides an overview of India's consumer durable industry. It discusses the growth of India's consumer market driven by rising incomes and access to financing. It outlines the various consumer classes in India and projections that the middle class will grow significantly. It also provides details on the major players in the industry, including their market shares, and the policies and regulations supporting the industry. The key points are:
- India's consumer durable market has grown significantly with rising incomes and easy financing. The middle class is projected to increase from 50 million to over 500 million people by 2025.
- Major players like Samsung, LG, and Whirlpool dominate various product categories like refrigerators and ACs.
- Government policies
This document discusses elasticity of demand for cell phones in India. It defines different types of elasticity including price elasticity, cross elasticity, and income elasticity. It then analyzes India's growing cell phone market, with Samsung capturing 33% market share in Q1 2014. A survey finds that most Indians own one phone and change phones yearly, prioritizing battery life, camera, and cost over brand. It concludes that durability, pricing, design, battery, and internet access are key factors for Indian cell phone consumers.
The document provides a timeline and overview of the arcade and console gaming eras from the 1970s to present. It discusses the origins of coin-operated arcade games in the 1970s with titles like Pong. Arcades grew popular in the late 1970s and 1980s before declining with the rise of home consoles and online gaming. Early consoles included the Magnavox Odyssey and the various generations saw innovations from Atari, Nintendo, and Sega. While arcades remain niche today, emulators allow playing of classic arcade titles at home.
Basecamp International is expanding into Peru with volunteer and hostel programs. Their marketing plan targets students and mid-life adults. Competition includes large global volunteer networks and smaller in-country organizations. Basecamp will advertise through their website and partner organizations while maintaining competitive pricing and service quality. Challenges include Peru's developing economy, corruption and safety issues, which require careful consideration for successful implementation.
Pam is an experienced keynote speaker and workshop facilitator with over 20 years of experience in corporate marketing. She specializes in topics related to content marketing, digital marketing, and global marketing collaboration. Pam has authored several books on these topics and is an adjunct professor. She is able to synthesize complex digital marketing topics and connect with audiences through thoughtful presentations delivered with a hint of humor.
Royal Caribbean International Marketing Plan 2013 (French Market)Ben Canzano
Royal Caribbean International aims to increase its market share in France to 8% by 2014. It will target couples and families aged 30-55 with household incomes over €60,000 by positioning itself as a luxury, all-inclusive "moving resort" focused on health, fun, culture and family. It will increase its online and direct sales while supporting travel agencies through incentives. A new communication campaign with the tagline "Live the Sea some other way" will include a new website, social media, PR, print ads, TV ads and brochures.
This document proposes a training program called "Execution GAME" that aims to help participants improve execution through methodology, coaching, motivation, and mindset shifts. The program involves an initial 2-day workshop, followed by coaching sessions, reviews, and visits over 6 months. It is facilitated by experienced trainers and coaches and involves workshops, coaching, evaluations, and assistance visits. The total investment for the program is 270 million rupiah.
This document discusses the fiscal positions and deficits of countries acceding to the European Union. It finds that most acceding countries are arriving with unstable fiscal positions and high budget deficits. The document analyzes how EU transfers and expenditures required for accession will impact the fiscal situations of these countries. It calculates the net financial position of each country based on EU transfers versus contributions to determine the overall fiscal effect of accession. The key finding is that negotiated EU transfers will barely cover the new budget obligations required for accession.
This paper quantifies transparency of monetary policy in the three EU New Member States that have adopted direct inflation targeting strategy. Two measures of transparency are applied. The institutional measure reflects the extent to which a central bank discloses information that is related to the policymaking process. The behavioural measure reflects the clarity among the financial market participants about the true course of monetary policy. The paper shows an ambiguous association between the two measures of transparency, which may be attributed to the active exchange rate management policy that undermines the actual transparency proxied by the behavioural measure.
Authored by: Mariusz Jarmuzek, Lucjan T. Orlowski, Artur Radziwill
Published in 2004
This document provides a situational analysis and proposed online marketing strategies for Nottingham Trent University (NTU) to recruit students from South Korea. It analyzes key factors influencing Korean students' university choices, NTU's performance in recruiting Korean students, and competitors. Online behavior research found that Korean students primarily conduct independent online research during the application process. The document then proposes online strategies for NTU, including establishing a social media presence, content strategies, and communication plans to increase NTU's online visibility and applications from South Korea. It sets objectives to increase NTU's Korean website traffic and social followers by 15% and 10% respectively by the end of 2017.
This document provides a global marketing plan for introducing the Korean cosmetic brand IOPE into the Australian market. It begins with an executive summary and overview of the company and product. It then analyzes the political, economic, sociocultural and technological environment in Australia. Market segmentation identifies primary and secondary target segments. Objectives are to increase sales and market share while elevating the brand. Strategies address product positioning, pricing, distribution, and promotional communication tactics to successfully launch IOPE in Australia.
Engineering A Global Content Marketing PlanPam Didner
The document discusses developing a global content marketing plan. It outlines key elements to consider when planning content globally such as business goals, target audiences, and editorial topics. It emphasizes that the global content plan is an internal document used to align headquarters and local teams. Planning is an ongoing process rather than a static plan, and the approach may differ between companies depending on their resources and structure. The overall goal of content planning is to grow the business by creating engaging, helpful content.
This document provides information about tours of North Korea from August 12-21, 2017 and South Korea from August 22-27, 2017 led by tour guide Bill Altaffer. The North Korea tour includes visits to Pyongyang and other locations, with hotel accommodations and meals included. The South Korea tour includes visits to Seoul and other sites. Contact information and registration details are provided. Cancellation policies, visa requirements, baggage allowances and other tour policies are outlined.
International Business Strategy Plan for a new or an emerging Start Up Chandandeep Singh
This document was created for academic purposes, however, it entails a detail oriented research and analysis to chalk out the components required for a company to develop its segment of customers in different markets of the world. The plan was scored by the instructor ambitiously commenting that the research, analysis and strategies used by author entitles this plan a contribution to the academic world of Business Studies.
Biocon is proposing a market entry strategy into South Korea by forming a strategic alliance with LG Life Sciences. The key points of the strategy are:
1) South Korea was selected due to its strong biosimilars industry and supportive regulatory environment.
2) Biocon and LG Life Sciences will share risks and resources to gain competitive advantages like access to South Korea's sales and marketing networks and R&D capabilities.
3) The alliance will allow Biocon to enter the South Korean market faster with minimum risk and help understand the market better.
Global Marketing (Case study of bangladesh and malaysia)Mominul Plabon
This document provides a marketing plan for introducing Agora milk powder into the markets of Bangladesh and Malaysia. It begins with an analysis of the attractiveness of these two countries' dairy industries using the GE matrix. Bangladesh is found to be a more attractive market due to its large potential market size and high demand for powdered milk.
The document then analyzes the political, economic, social and technological factors in each country using PEST analysis. Key differences are noted, such as Malaysia having more stringent trade policies while Bangladesh offers lower costs. Finally, customized marketing strategies are proposed for each country based on the opportunities and threats identified, focusing on segmentation, positioning, product, price, promotion and distribution strategies.
A quick summary or a general outlook on international business management of South Korea. The outline is written below:
Introduction to South Korea
Economic Transition & Business-Industrialization Stage
Political Admin, Public Policy, Society & Culture
Geopolitics to Geo-economics
Emergence of Chaebol Industry
Foreign Investment Climate
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developed and becomes more powerful and lucrative. Smartphones considered as a digital oil as
a description how smartphones market is powerful. Millions of devices produced by competitors
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Key Insights from 2011 and What They Mean for the Coming Year
This report examines the mobile and connected device landscape
across the mobile markets measured by comScore – primarily
the United States, United Kingdom, France, Germany, Italy, Spain,
Japan, and Canada – through an exploration of dominant themes
in smartphone adoption growth, mobile media use in areas such as
social networking and retail, platform ecosystem dynamics, and shifts
in multi-device digital media consumption.
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- Smartphone adoption surged in 2011, driving increased mobile media usage which exceeded 50% in many markets.
- Android and iOS emerged as the leading smartphone platforms, intensifying the platform wars.
- Mobile media consumption shifted towards a dual browsing experience on mobile browsers and apps.
- Smartphones enabled social networking and retail research on the go, changing consumer behaviors.
- Tablets rose rapidly in popularity, encouraging cross-platform digital media consumption among "digital omnivores."
Similar to International Marketing- Plan for Global Rollout of Google Android Mobile OS (20)
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International Marketing- Plan for Global Rollout of Google Android Mobile OS
1. 2009
International Marketing
Assignment 4- Android Mobile OS
Annabell Lee Satterfield (2013718)
Cornell University
4/28/09
2. This marketing plan will delineate the international expansion plan for the world’s first Google-Android
OS-based smart phone. First, this paper will define the product and its potential adaptations (more
detailed analysis in Appendix 1). Then, this paper will discuss the quantitative model used to determine
global markets for expansion and to rank them according to their market potential (more detailed
analysis in Appendix 2). Finally, two of these markets, Korea and the United Kingdom, are described in
some detail (more detailed analysis in Appendix 3) and a marketing plan is defined for these markets.
Part 1- Product Definition and Adaptation: Summary
Android is Google’s operating system for “smart” mobile phones, defined as a mobile phone
with PC-like functionality. Android has several global competitors in the smartphone OS category:
Symbian, iOS/iPhone, RIM/Blackberry and Windows Mobile (See Exhibit 1: Mobile OS Worldwide
Market Shares). The Mac OS/iOS phone is the
most similar in target customer, interface, Exhibit 1: Mobile OS
and capability to the Android G1- the first Worldwide Market Shares
phone released with the Android OS.
The Android is expected to become 15%
16% Symbian
a worldwide leader in mobile phone
50% MAC OS/iOS
operating systems. It can be carried on 19% RIM/Blackberry
multiple cellular networks and used in Windows Mobile
phones built by the most popular Source: Fortune Magazine; http://apple20.blogs.fortune.cnn.com/category/market-share/ November 7, 2008
manufacturers. However, there are three
limitations to its ability to expand to the mass market internationally: its business model depends on
advertising and its market is therefore limited to regions attractive to advertisers, the distribution model
requires that the G1 be made available for sale where most consumers purchase handsets: retail stores.
Finally, Android’s potential is limited by its target customer; the target customer could be defined as
those that would purchase a “smart phone”—higher-income, educated consumers with interest in
technology as well as productivity or entertainment applications. Also, because Android, like iOS,
has yet to be accepted by industry as a business productivity tool, Android target customers are not
business users. They are likely to buy this phone for his or her own personal use (the primary target
customer is a retail consumer). More detail about this target customer can be found in Appendix 2.
3. Android’s competitive advantage is Google’s well-known brand 1 and technical expertise, and
Android’s open source capability and easy-to-use Java programming language that makes it markedly
more adaptable than other devices. For example, while the system’s default language is English, users or
phone vendors can go online and load their language into the system. Adaptations for regional dialects
or uncommon languages can be made available for download by independent developers. Applications
designed to meet the needs of local populations can be created by local developers and installed-- easily
creating a unobstructed, fast pipeline for applications.
Part 2- Quantitative Market Analysis
A quantitative model was used to determine which markets to enter. It contained the following
variables: population, GDP per capita, and number of internet users per capita. Population was chosen
to explain market size because, as a consumer product, the Android phone could be purchased by
anyone. I used GDP Per Capita because smartphones like Android phones are purchased primarily by
users in wealthy nations. The variable ‘number of internet users per capita’ is helpful in explaining the
likelihood to purchase because it represents a nation’s interest in technology. This variable also
correlates with a country’s supporting infrastructure.
I screened potential markets with the following minimum requirements: minimum population
of 20,000,000, minimum GDP per capita of $3,000, internet usage per capita of .42 I chose a minimum
population of 20,000,000 because this is a product that is not widely used and therefore requires a large
market base to sell to. A Minimum GDP per capita of $3,000/yr would allow Android to be marketed to
the top 23% of earners in the world. Finally, the median internet usage rate of the final list of populous
and wealthy nations is .42, so I chose this as the screening minimum for the final screening.
After the final screening, I was left with this list of countries: Canada, South Korea, United
States, Japan, United Kingdom, Taiwan, Malaysia, Italy, Romania, Australia, Germany, France, Spain and
Poland. Finally, in order to rank these countries from the most suitable to the least suitable, I weighted
the variables by their contribution to overall market demand for the product: market size: 3, wealth: 4,
likelihood of purchase: 2
I included (and subsequently eliminated in the screening process) Brazil, Russia, India and China but
added the two larger countries-- India and China-- back to the final list because their large populations
and their wealth disparities could house a sizeable niche of individuals wealthy and educated enough to
create sizeable demand for an Android smartphone. The final 10 countries recommended for further
1
Google is the most powerful brand in the world, according to Millward Brown- BrandZ Top 100 2008 Report
4. analysis are (in random order): South Korea, United States, Japan, United Kingdom, China, India, Canada,
Taiwan, Malaysia and Italy.
Part 3- Market Analysis of Korea and the United Kingdom
KOREA
Smartphone phone users in Korea can be divided into two segments: corporate consumers and
retail consumers. Corporate consumers place greater emphasis on productivity-enhancing applications
and security. Retail consumers (Android’s primary target) in Korea demand a bundle of attributes
including design, price, and function and popularity of the phone. Both retail and corporate consumers
demand standard Korean language features like Korean language input and display.
Consumer sophistication in Korea is high and the market is very trend-based where new phones
are introduced frequently, often advertised with celebrity endorsements and new designs (colors, etc.).
Service providers and handset manufacturers spend heavily on marketing to create a buzz for new
phones and service offerings. Outspending local firms in a race for top-of mind position in Korea where
local brands are already entrenched would be very difficult and costly.
Korean consumers choose their phones and service as a bundle; price is a factor, but more
important is design, applications like games, and popularity. Mobile phones have become an important
part of everyday life in Korea and are far more integrated into day-to-day activities than people in most
other countries. Koreans use their phones to make payments, watch television, play games and more.
New applications and games are always in demand by consumers.
Handset price is not as important is because service providers provide handset
subsidies in exchange for contracts. There is a worldwide trend in mobile phones today-- consumers
are demanding specific phones and operating systems (i.e. iPhone, blackberry) from service providers,
but this is not the case in Korea where there are not many significant differences in functionality (90% of
smartphones use Microsoft OS, 80% of handsets are manufactured by two companies- LG and Samsung.
77.3% of all mobile phones are serviced by SK Telecom (50% of the market) and KTF (27.3% of the
market).
In sharp contrast to the service offerings, the distribution system for mobile phones is
fragmented; phone/service bundles can be purchased in many locations including department stores,
service provider stores, and temporary street promotion booths.
Changes in the industry include the lowering of barriers to entry to foreign operating systems;
on April 1, 2009 Korea stopped requiring that mobile phones in Korea contain middleware in compliance
5. with its own standard, WIPI (Wireless Internet Platform for Interoperability). It can be predicted that
these regulatory changes will make Korea’s smartphone OS market more competitive and fragmented;
Apple, HTC, and Nokia have announced plans for new smartphones to be released in Korea this year. SK
Telecom has recently introduced a Blackberry phone 2 that is targeted primarily at business
consumers.
UNITED KINGDOM
Mobile phones users in the UK can be divided into two segments: corporate consumers and
retail consumers. As stated in the detailed analysis in Appendix 1, suspicions regarding security due to
the SaaS model used by the Android system compels Google to focus on retail consumers as its primary
target at this time. Retail consumers demand a bundle of attributes including design, price, and
functionality.
The UK mobile phone market is well-saturated. There are 74 million mobile phone subscribers in
in a population of 60 million. The smartphone market in the UK is large, contributing to sales of 470,000,000
pounds in 2008.
The typical phone purchase transaction in the UK proceeds as follows: (1) the consumer
determines a monthly budget for mobile phone service and selects a service plan accordingly. (2) The
consumer chooses a handset that fits the predetermined budget (price) based on design and
functionality (more so design) as well as brand attractiveness. Increasingly, customers are purchasing
branded packages; as mobile phones are increasingly becoming commoditized, branding is becoming
more important to the profitability of firms-
they are increasingly bundling phones and
Exhibit 2: UK Mobile Phone
service contracts into branded packages like
Distribution
T-mobile package called “Life’s for Sharing”
Specialty Mobile Phone
and Nokia’s “Comes with Music.” 12% Stores
10% Department/Electronics
The UK mobile phone distribution
Stores
system is fragmented, divided between 16% Supermarkets
62%
specialty mobile phone stores,
Internet/Telephone/Mail
department/electronics stores, and Order
supermarkets (See Exhibit 2: UK Mobile Phone Source: “Distribution,” Mobile Phones and Network Providers – UK, November 2008
Distribution).
2
“SK Telecom and RIM introduces the Blackberry solution in Korea,” ENP Newswire, December 16, 2009
6. Mobile phone application usage in the UK is high—most British phone owners report using most
of the features available on their phones. This may be correlated with the UK’s well-developed mobile
phone infrastructure; 90% of the country is covered by high speed 3-G networks. Smartphones are used
heavily for regular emailing (77% of smartphone users), GPS positioning (40%), and instant messaging
(38%). 3 A large number of UK consumers, 1 million, now use mobile banking services. 4
Market-shifting trends are beginning in the mobile phone industry. Smartphone sales are
rising. This is due in part to planned upgrades of current mobile phones. According to Computer
Weekly, 25% of Brits say that their next phone will be a smartphone. 5 Particular smartphone/OS brands
like the Apple iPhone (iOS) have drawn market share power from the service provider to the
handset manufacturer and the consumer. Consumers are increasingly demanding particular phones
(and operating systems) from their service provider 6—and gradually moving away from their traditional
purchasing decisions model.
The UK mobile phone service market is competitive and fragmented between 02 (25% of the
market), Orange (21.3%), Vodaphone (22.1%), and T-Mobile (17.2%). Google’s Android OS’s
competitors in the UK are as varied as the handset manufactures-- and include Symbian OS, Apple’s OS
(iPhone), RIM’s Blackberry OS, Windows Mobile OS, and Linux OS.
Advertising spend in the mobile handsets and networks sector has been dropping steadily since
the end of 2006; service providers are branding phone/subscription packages and advertising them in
innovative ways. T-mobile’s “Life’s for Sharing” package and campaign includes integrated marketing
techniques like the hiring of performance artists and training of T-mobile employees to “unexpectedly”
dance in London’s Liverpool Station. Advertisers in the United Kingdom do not use celebrities as often
as Japan, Korea and China (where over 20% of ads feature celebrities). 7 Research firm Millward Brown
has determined that this is due to differences in effectiveness for celebrity endorsements.
Part 4- Marketing Plan for Korea and United Kingdom
KOREA
3
“Smartphone sales are keeping the flagging UK mobile market afload, shielding it…,” Computer Weekly, April 21,
2009
4
“Monolink aligns with the growth of smartphones,” M2 Presswire, February 6, 2009
5
“Smartphone sales are keeping the flagging UK mobile market afload, shielding it…,” Computer Weekly, April 21,
2009
6
Ibid
7
http://www.millwardbrown.com/Sites/MillwardBrown/Media/Pdfs/en/KnowledgePoints/358D2249.pdf
7. The Sell or License Decision
Android should enter the Korean market itself rather than through licensing. The product, the
operating system, has already been manufactured and can be adapted for the Korean market at a low
cost (R&D). The Korean mobile phone user is sophisticated and accustomed to making online
purchases—the advertising model can be applied to generate profit for Google. Another reason why
Google should enter this recently-opened 8 market is to prevent its major competitor, the iOS
from gaining an unshakable competitive advantage. Third, becoming a part of the cutting-edge Korean
mobile phone/application market will allow it to gain valuable expertise on cutting edge applications,
social networks and mobile video games—knowledge that it can apply in other international markets.
Pricing
Mobile operating systems like Microsoft OS typically create revenue by charging a flat royalty
fee to handset manufacturers. Android, however, charges no royalty and instead generates revenue
through mobile advertising. This pricing decision gives it a very competitive position in comparison to
Microsoft (90% market share of the Korean smartphone market), which charges a $25 licensing fee per
9
handset for what is known critically as “…a clunky, antiquated menu-driven operating system” Google
does not have strong brand power in Korea— Naver is the number one search engine brand with 70% all
search queries. 10 However, Android offers a strong product with an intuitive interface and exciting new
applications (like instant lookup of online store prices on products with the scanning of a UPC code,
etc.). Charging some royalty fee, while against Google’s current worldwide policy, is possible.
Possible competitive reactions are the reduction or elimination of royalty fees by Microsoft or
Apple, allowing handset providers and service providers to either (a) pass the savings onto consumers or
(b) keep the difference. The former is not likely to happen because it is not logical for Microsoft to
lower its price to compete with Android because (1) Microsoft’s current target consumers are not retail
customers but business users; business users are not as price sensitive, and (2) Android
do not meet business users’ needs regardless of the price. It is possible that Apple, in an effort to
compete with Android for retail consumers, will become royalty free or reduce its fees to service providers.
Android could respond by offering advertising revenue share to the handset manufacturers and
emphasize its functionality (more games, applications) to consumers to develop more consumer pull for
its phones. It could also work harder with application developers to make more games and applications
for the phone.
8
See reference to recent lifting of WIPI requirements
9
Wall Street Journal. August 27, 2008
10
http://www.nytimes.com/2007/07/05/technology/05online.html?_r=2&oref=slogin
8. Entry Strategy- Joint Venture
The Korean handset and mobile service provider markets are dominated by a small number of
Korean firms that spend heavily to remain top-of-mind with consumers. It would be advantageous for
Android to joint venture and co-advertise with these firms rather than attempt to enter alone with
HTC 11 and attempt to compete for consumer awareness. A joint venture with SK Telecom and Nokia
Samsung or LG is recommended. These firms have an established distribution system, are already well-
known and trusted by the Korean consumer, and they have relationships with potential advertisers. SK
Telecom also owns Korea’s number one social networking site, Cyworld, boasting the registration of 90
percent of Koreans in their 20s and 25% of the total population of Korea. 12 A mobile phone app for
Cyworld could help draw more users to Android-based phones and provide a powerful mobile
advertising platform for Google. Because they are new to the market, an Android-based phone can
offer very little to potential joint venture partners at this point except a share in advertising revenue- a
potentially powerful motivator when looked at in the long term.
Positioning
Google’s Android is the mobile OS that offers innovative technology and, due to its
open platform, the most flexibility—allowing its customers to enjoy new applications and games before
anyone else. Proper management of developers would allow Android to fully maximize this
advantage—particularly if it can influence developers to create scores of applications for
Android alone.
In regards to retail consumers, while Google’s country of origin, the United States, draws
13
premium prices for retail products in Korea, this is not the case in technology products. Also, Koreans
have strong nationalist sentiments that flare up occasionally against prominent foreign firms. Android’s
US origin, if handled correctly, is not damaging to the brand. However, it would not be wise to
emphasize it in the consumer marketplace.
Marketing Strategy for Consumers- Create Consumer Pull
Google’s goal at this early stage of introduction to the Korean mobile phone market is to build
awareness and create buzz for the service/handset/operating system bundle. Google’s focus should be
on getting accepted in society through co-advertising with its Korean service provider and handset as
well as some of its Korean application advertisers and developers. While it should make people aware
11
HTC manufactured the first Android-based phone sold in the United States
12
http://news.softpedia.com/news/Android-to-Go-to-Korea-This-Year-107829.shtml
13
http://www.koreatimes.co.kr/www/news/special/2008/07/175_18931.html
9. of its positioning as a dynamic, exciting new product, Korean consumers are more interested in design,
trendiness and popularity; using a popular celebrity would be appropriate.
The marketing mix (See Exhibit 3) for the Android launch among mass consumers should include
television, internet, movies and mobile internet advertising. Popular celebrities can advertise the
product as well as the most exciting Korean-language applications that you can run on it at the moment-
games, banking apps, shopping apps, social networking apps like the Cyworld application mentioned
earlier. An advertising budget can be broken down as follows:
Exhibit 3: MARKETING MIX
Advertising $ 8,000,000
TV $ 4,500,000
Internet/Mobile Internet $ 2,000,000
Integrated Marketing
(Word-of-mouth referral system, Film product $ 1,100,000
placement, street teams, etc.)
PR $ 400,000
Advertising and PR firms should be Korean and be hired in conjunction with Android’s handset
and service providers in a co-branding effort with handset makers and service providers. Internet and
television play an important part in this advertising campaign. The internet campaign should include
targeted (search-based) ads as well as efforts to encourage users to write testimonials of their
experience with the phone on popular product review sites. Marketing on SK’s Cyworld and on the
popular search engine, Naver, would also be included in this campaign. Integrated marketing efforts can
include product placement, street teams and a new referral system that encourages Android phone
owners to refer their friends and family to Android in exchange for some free phone service, premium
applications, or Cyworld virtual currency, “Dotori.”
Marketing Strategy for Joint Partners- Service Providers, Handset Manufacturers
In regards to marketing to mobile service providers and handset manufacturers, Google should
consider following the lead of RIM and Apple and opening a local remote office with Korean staff and
10. support to maintain close relationships with its venture partners. Its business model is based on
advertising, so Android can offer advertising revenue as well as reduced-cost advertising positions in
Google search and in Android pre-installed apps. This income stream will incentivize handset makers, and
service providers to work on Android’s behalf to saturate the Korean market.
UNITED KINGDOM
The Sell or License Decision
Android should enter the market itself rather than through licensing. The product, the
operating system, has already been manufactured and can be adapted for the UK market at a low cost
(R&D), especially since user needs are not very different from the US market and Britons speak the same
language. The UK mobile phone use is sophisticated—the mobile advertising model can be applied to
generate profit for Google.
Pricing
While Android charges no royalty and instead generates revenue through mobile advertising, it
could reverse this decision if it chose to. Google is the #1 brand in the world and has presence in the
United Kingdom. Also, there is a growing trend of consumers beginning to demand specific phones and
systems from their service providers (most recently with the iPhone). It would be possible for Google to
ask handset manufacturers to pay the royalty fee for the right to carry their operating system and draw
consumers—and therefore service providers to the handsets.
Possible competitive reactions include the reduction or elimination of royalty fees by Microsoft,
RIM, or Apple, allowing handset providers and service providers to either (a) pass the savings onto
consumers or (b) keep the difference. As in the Korea case, this is not likely to happen because it is not
logical for Microsoft to lower its price to compete with Android because (1) Microsoft’s target
consumers are not price-sensitive retail customers but business users and (2) Android currently does not
meet business users’ needs regardless of the price.
RIM also charges a royalty fee and competes in the business and the consumer space. Its
Blackberry Storm is a direct competitor to Android for retail customers. In this case, Android could
respond in the same way it could respond to a competitive reaction by Apple-offer advertising revenue
share to the handset manufacturers and emphasize its functionality (more games, applications) with
consumers. It could also work harder with application developers to make more games and applications
for the phone.
Entry Strategy-Wide Distribution
11. The UK mobile service provider market is divided among many players-- taking this fragmented
market into consideration, it may be more beneficial to Google to advertise the Android operating
system separately from the service provider and try to get it installed in phones sold by as many mobile
network providers as possible. It could also work with different manufacturers and service providers to
create branded promotional bundles that it could advertise to consumers in a co-promotional scheme.
The mobile phone handset market is less fragmented than the mobile service market. The
largest handset percentage share in the UK is owned by Nokia with 43% of the market. Sony-Ericsson
has 18% if the market and Samsung has 21% of the market. The remaining handset market share is
divided among Motorola, LG and others. 14 I would recommend that Android become installed first in
Nokia phones—and then distribute the OS to other players in the market.
Positioning
Google’s Android is the mobile OS that currently offers the most innovative technology and, due to its
open platform, the most flexibility—potentially allowing developers to develop new applications and games
for Android before anyone else. Proper management of developers would allow Android to fully maximize
this advantage—particularly if it can influence application developers to create the majority of applications for
Android.
In regards to retail technology consumers, Google’s country-of-origin, the United States, cannot
cannot be used to draw more consumers to Android or to demand a premium price.
Marketing Strategy for Consumers- Create Consumer Pull
There is a gradual change in demand for mobile phones today—UK consumers are beginning to
demand specific phones and operating systems from their service providers (O2 profited from this shift
in consumer behavior in 2007 with their exclusive launch of the Apple iPhone; Vodaphone sales were
pushed up significantly from their exclusive launch of the Blackberry Storm). I would recommend that
Google leverage this shift in consumer power by marketing directly to consumers to develop a consumer
pull for their OS.
Google’s goal at this early stage is to build awareness of the exciting new functionality of the
operating system and emphasize the design of the phones that it comes on. Design is very important to UK
consumers; Google should make efforts to ensure that its operating system comes equipped on well-
designed phones. Celebrities do not have the same impact in the UK as it does in Korea. Instead,
14
“Market Share,” Mobile Phones and Network Providers – UK, November 2008.
12. Android can work with handset makers and service providers to be put in branded packages like T-
mobile package called “Life’s for Sharing."
The marketing mix for the Android launch among mass consumers should include television,
internet, movies and mobile internet advertising. More spend in television and integrated marketing
and less spend on internet advertising would be appropriate (See Exhibit 4) to impact consumers where
they are most accessible.
Exhibit 4: MARKETING MIX- Consumers
Advertising $ 9,000,000
TV $ 5,800,000
Internet $ 1,000,000
Integrated Marketing
(Viral marketing, Film product placement, street $ 2,500,000
teams, etc.)
PR $ 200,000
Television and integrated marketing campaigns play an important part in this advertising
campaign and should be used to create awareness of the phone—with special emphasis on Android’s
applications and the phone’s design. The internet campaign should include targeted (search-based) ads
as well as efforts to encourage users to write testimonials of their experience with the phone on popular
product review sites. Integrated marketing efforts can include product placement, street teams and
viral marketing on Bebo and Hi5- currently the most popular British social networking sites.
Marketing Strategy for Joint Partners- Service Providers, Handset Manufacturers
In regards to marketing to mobile service providers and handset manufacturers, Google can
incentivize handset manufacturers to build Android phones by offering shares in Android advertising revenue.
13. Appendix 1- Android and Potential Adaptations
The Android operating system (OS) is Google’s base software that runs on a “smart phone.” A smart
phone can be defined as a mobile phone offering advanced capabilities beyond a typical mobile phone,
often with PC-like functionality. It is open-platform software, which means that any software developer
can access its code to create change it or to create software to run on it. Also, all of Android’s data and
software is stored online and on your phone simultaneously. This allows users to access their contact
information on their computer and also allows Google to study usage habits and to send users
extremely targeted advertising. For example, you can look up a mapped route to a car dealership and
Android can suggest related products and sales on your way to the location. It can later send you an ad
for a new car. Another power feature is the ability to scan a UPC code in a store to instantly pull up
comparison prices. This would be appealing to users that regularly research prices before purchase.
Android is designed to run on a 3G (or SCDMA) phone network, but can be modified to run on the more
common CDMA network type at slower speeds and less functionality. The first Google phone widely
available, the G1, sells in the United States for $179.99 dollars with a 2 year contract with T-Mobile.
Android has several global competitors in the smartphone OS category: Symbian (46.6% worldwide
15
market share), Mac OS/iOS/iPhone (17.3% Market Share), 16 RIM/Blackberry (15.2% market share), 17 and
18
Windows Mobile (13.6% market share). The iPhone is the most similar in target customer,
interface, and capability to the Android G1. IPhone has the advantage of the Apple brand, intuitive
interface and enthusiastic customers worldwide (worldwide market Share growth for iOS was 523%
19
between Q3 ‘07-Q3 ’08).
Because users shop for phones based on the total package the operating system developer and
hardware manufacturer have to offer— how important these competitors are is a function of how
entrenched the manufacturers are in the market and how much freedom users have in choosing their
phone (in the US, unlike many other countries, the users must choose among phones carried by their
major carrier). Android has been the primary draw for the users for the G1, but this is a temporary
novelty until it is carried on multiple phone models. Most users are looking for a complete package of
functionality for phones, and Google has some ability to influence its manufacturers to carry important
adaptations.
15
Fortune Magazine; http://apple20.blogs.fortune.cnn.com/category/market-share/ November 7, 2008
16
Ibid
17
Ibid
18
Ibid
19
Ibid
14. The Android is expected to become a worldwide leader for mobile phone operating systems. It
will be carried on multiple cellular networks and used in phones built by the most popular
manufacturers. However, there are limitations to its ability to expand internationally.
First, Google’s business model for Android depends on advertising revenue from both local and
online retailers. Its market, therefore, is limited to those regions with populations attractive to these
advertisers (high discretionary income). These target regions must also contain retailers willing and
capable of paying for mobile phone advertising. Some retailers are already utilizing mobile phone
advertising this in Europe and Asia, most commonly via SMS text messages.
Another limitation for an Android mobile phone is distribution. The G1 can be bought online,
but most phones today are bought in retail stores. In order to succeed, Android must joint-venture with
a manufacturer (and carrier if following the US cellular market model) that is widely accepted by its
target customers and that already has a distribution system in the country.
Finally, Android’s potential is limited by its target customer. The Android OS can be run on a mass-
produced, low-end phone, but the limitations of this hardware would force Android to severely limit its
functionality—and thus its differentiation and ability to compete successfully in the market. Therefore,
assuming that Android will be run primarily on “smart phone” hardware, the target customer could be
defined as those that would purchase a “smart phone.” Because Android, like iOS, has yet to be
accepted by industry as a business productivity tool, this target customer likely to buy this phone for his
or her own personal use. The most similar phone to the G1 in the United States is the Apple iPhone; the
typical US buyer interested in buying the iPhone early in its life cycle had a household income of
$75,000.00 (26% higher than the national average), is more likely to be male than female (72% male),
has 58% likelihood to have complete college, and has an average age of 31 years old, with equal
20
proportions of buyers between the age brackets of 15-24, 25-34, and 35-45.
In the United States, smart phone buyers are relatively sophisticated users that own other internet devices
and computers. They use a smart phone to increase their convenience or productivity. They have a
demand for a portable device with more applications than placing calls. However, transferring our
definition of the market demand for this product from the developed world to other countries is a
potential error. The Android operating system and its associated hardware is capable of replacing the
functionality of a laptop (dual core processor, 32 GB expandable hard drive, 192 Mb SDRAM, Qwerty
20
Digital Life America. Solutions Research Group. http://www.intomobile.com/2007/06/13/chart-iphone-buyer-
profile.html. Accessed February 18, 2009
15. 21
keyboard, and an operating system to be released in laptops by 2010), digital camera (3.2 Mpixels)
and cellphone.
In the developing world, an Android phone like the G1 could be marketed as an all-in-one mobile device
for users that do not have alternative access to the internet or to home computers. Google intends to
subsidize the price of the hardware (the phone itself) in developing countries with the potential of
generating mobile ad revenue. Also, because Android runs simultaneously on Google’s “cloud” and on
the phone, it could potentially be used as a “slim client” – a stripped-down computer that sends its
major processing tasks and data storage needs to servers elsewhere. GoogleDocs is an common
example of such a processing task. A typical Android smart phone can be adapted to run word
processing and excel sheet programs and be used as a primary computing device. Regions where
ground-based internet infrastructure is lacking but that supports cellular telephones would be good
markets for this type of device. The emergence of low-cost wireless broadband internet access through
Wi-Max technology (beginning in 2010) would make this all-in-one device practical in parts of the
22
developing world.
An Android all-in-one device would require additional software adaptation (like word processing
applications) as well as hardware adaptations (ability to add a keyboard or TV monitor hookups).
Education of customers (about its practicality and use) and education of local tech support would be
recommended. The G1 battery is designed to accommodate 5 hours of heavy use, but creating easy
access to additional low cost batteries and chargers (conventional and solar) would be helpful
adaptations. The addition of a powerful processor with low power demands like Intel’s halfnium chip
could also reduce its power demands.
Android’s open source capability and easy-to-use Java programming language makes it markedly
more adaptable than other devices. For example, while the system’s default language is English, users or
phone vendors can go online and load their language into the system. Adaptations for regional dialects
or uncommon languages can be made available for download by independent developers. Applications
designed to meet the needs of local populations can be created by local developers and installed easily.
21 “
You can run Android on a netbook, but why would you want to?” Liliputing. January 28, 2009
http://www.liliputing.com/tag/android Accessed February 18, 2009
22
“Cisco Goes Where No WiMax Has Gone Before” The Motley Fool. February 10, 2009
16. Unfortunately, this dependence on local developers for applications will limit Android’s expansion to
nations that (China and India, for example) have an abundance of technical talent.
Android has potential for global expansion worldwide. The key to a successful expansion is
study of the markets based on selling the phone in a westernized smartphone market definition as well
as the all-in-one device. As consumer acceptance of an all-in-one device in the developing world is an
unknown factor, primary research here is essential.
17. Appendix 2- Determination of Global Markets for Expansion, Ranking
This model used to establish the top countries to enter with the Android mobile operating system was
developed after determining that its consumers will primarily be retail (non-commercial) buyers.
Therefore, the following variables were relevant: population, GDP per capita and number of internet
users per capita
Smart phones devices running the Android operating system are likely to be purchased primarily by
consumers for personal use due to industry’s data security concerns and historical precedence from the
iPhone. First, much like Google’s other SaaS application like Gmail and Google Docs, applications and
data used on Android phones are run online on Google’s server cloud. Google is having difficulty with
the adoption of these SaaS applications by industry partly due to the perception that SaaS applications
could not keep data secure from competitors. 23 This perception is likely to apply to a mobile SaaS
OS like Android. Second, iPhone has also been slowed in adoption for business use due to
security concerns-- making benchmarking to the iPhone appropriate. According to Nielson Mobile, the
majority of iPhone users are personal users. In a Q1 2008 study, 15% of iPhone users said that their
companies pay their iPhone bills, 24% said that they use the phone for business but pay the bill
themselves and 61% said that they were personal users. 24
Explanation of Variables
Population
Population was chosen to explain market size because, as a consumer product, the an Android phone
could be purchased by anyone. This data was captured from NationMaster, 25 which uses 2008 data
from the World Development Indicators database and the CIA World Factbook.
GDP Per Capita
23
Kulick, Matt. Lecture on Cloud Computing and Google Enterprise Applications. Cornell University
Phillips 101. 22 October, 2008
24
Media Blast. Nielson Mobile.
http://www.nielsenmobile.com/html/press%20releases/iPhoneStatistics.html Q1 2008
25
http://www.nationmaster.com/red/graph/peo_pop-people-population&b_printable=1&ob=ws
18. Smartphones like Android phones (at present) are purchased primarily by users in wealthy nations. I
calculated GDP per capita from NationMaster data. 26 Most GDP numbers are from 2006; a few smaller
countries had 2000 or 2003 data. NationMaster data is from the World Development Indicators
database and the CIA World Factbook.
Number of Internet Users Per Capita
The variable ‘number of internet users per capita’ is helpful in explaining the likelihood to purchase
because it represents a nation’s interest in technology. I could have used the rate of adoption of mobile
phones, but this would not be a relevant statistic. In some countries with high rates of mobile phone
use, users buy cellular phones because the infrastructure for standard phones are lacking. Such reason
for adoption will skew any results for a luxury/convenience product like a smartphone. 'Number of
internet users' was a statistic from the CIA World Factbook. 27
I did not use an additional variable to represent supporting infrastructure statistic because it is highly
correlated with Internet Usage Per Capita. Also, as mentioned in the previous report, the Android
operating system can run on any kind of mobile network from CDMA to 3G. The rapid introduction of
WiMax in developing countries to make broadband wireless access affordable and ubiquitous will begin
in 2010. Wireless service is available in most populous countries, as reflected in the recent UN report
28
that six in ten people in the world now have a mobile phone subscription.
Choice of method
The Screening and Tradeoff technique for data analysis was used because Google has the resources
needed to compete for the best markets. The Screening and Tradeoff technique allows one to choose
the best markets regardless of competition.
The screens that I chose to use were:
26
http://www.nationmaster.com/red/graph/eco_gdp-economy-gdp&int=-1&b_printable=1&ob=ws
27
https://www.cia.gov/library/publications/the-world-factbook/rankorder/2153rank.html
28
UN: Six in ten people now have a mobile phone subscription. International Herald Tribune. March 3,
2009
19. Minimum population of 20,000,000
Minimum GDP per capita of $3,000
Internet usage per capita of .42
I chose a minimum population of 20,000,000 because this is a product that is not widely used and
therefore requires a large market base to sell to. A Minimum GDP per capita of $3,000/yr would allow
Android to be marketed to the top 23% of earners in the world. Finally, the median internet usage rate
among the most final list of populous and wealthy nations is .42. I chose this as the screening minimum
for the final screening.
Final Multiplying and Summing
After the final screening, I was left with this list of countries: Canada, South Korea, United States, Japan,
United Kingdom, Taiwan, Malaysia, Italy, Romania, Australia, Germany, France, Spain and Poland.
These countries’ descriptive variables (Population, GDP Per Capita, Internet Usage Per Capita) were
banded according to their membership in deciles.
Finally, I weighted each variable by their contribution to overall market demand for the product:
• Market Size: 3
• Wealth: 4
• Likelihood of Purchase: 2
Wealth was weighted highest because this product is an currently an expensive luxury product with expensive
components. Consumer’s ability to afford the product is fundamental for demand. Market size is also
important because smart phones are marketed to a niche segment that can be proportionally sized to
the larger population. Finally, likelihood of purchase is weighted 2 because it is represented by Internet
Usage Per Capita- a data point that can only be loosely correlated with interest in technology and, thus,
smart phones.
I included (and subsequently eliminated in the screening process) Brazil, Russia, India and China but
added the two larger countries-- India and China-- back to the final list because their large populations
20. and their wealth disparities could house a sizeable niche of individuals wealthy and educated enough to
create sizeable demand for an Android smartphone. The final 10 countries recommended for further
analysis are (in random order): South Korea, United States, Japan, United Kingdom, China, India, Canada,
Taiwan, Malaysia and Italy.
Data Problems
I would have liked to have a variable to explain consumer attitude on data privacy. One of Android’s
barriers to adoption is consumer reluctance to share their phone activities and data online.
However, I could not find a representative statistic for all of the countries in the primary list.
An additional variable that I searched for was adoption of smartphones on a country-to-country basis. I
contacted the Johnson School Management Library and Robert Roche of the CTIA (an international
association for the wireless telecommunications industry)—but they were also unable to find this
information. If this information was available, it would be weighted 5 to reflect its importance in
predicting Android OS’s diffusion.
29. c. Internet Usage Per Capita
Likelihood of Purchase (Internet Users/Population) Likelihood of Purchase (Internet Users/Population)
Raw Screened
Internet Users Per Capita Internet Users Per Capita
Algeria 0.10 Canada 0.84
Argentina 0.23 Korea, South 0.74
Australia 0.54 United States 0.73
Brazil 0.25 Japan 0.69
Canada 0.84 United Kingdom 0.66
Colombia 0.27 Taiwan 0.64
France 0.51 Malaysia 0.63
Germany 0.52 Italy 0.55
Iran 0.35 Romania 0.54
Italy 0.55 Australia 0.54
Japan 0.69 Germany 0.52
Korea, South 0.74 France 0.51
Malaysia 0.63 Spain 0.49
Mexico 0.21 Poland 0.42
Peru 0.26 Total: 8.49
Poland 0.42 Average: 0.606545035
Romania 0.54 Median: 0.59
Russia 0.21 Minimum: 0.42
Saudi Arabia 0.22
South Africa 0.10
Spain 0.49
Taiwan 0.64
Thailand 0.20
Turkey 0.18
United Kingdom 0.66
United States 0.73
Venezuela 0.22
Total: 11.30931901
Average: 0.418863667
30. Median: 0.415576903
Minimum: 0.42
Exhibit B: Normalized Data, Weighting, Final List excluding India and China
Market Size (Population) Wealth (GDP Per Capita)
Weight: 3 Weight: 4
Band ID Band ID
(Quintile) (Quintile)
Australia 21,007,310.00 1 Australia 36,567.16 8
Canada 33,212,696.00 3 Canada 37,680.26 8
France 61,037,510.00 8 France 36,546.72 7
Germany 82,369,552.00 8 Germany 35,288.29 6
Italy 58,145,320.00 5 Italy 31,726.53 5
Japan 127,288,416.00 9 Japan 34,096.84 6
Korea, South 48,379,392.00 6 Korea, South 18,355.42 3
Malaysia 25,274,132.00 3 Malaysia 5,893.00 1
Poland 38,500,696.00 4 Poland 8,798.10 2
Romania 22,246,862.00 1 Romania 5,466.35 1
Spain 40,491,052.00 5 Spain 30,228.60 4
Taiwan 22,920,946.00 2 Taiwan 23,061.88 3
United United
Kingdom 60,943,912.00 7 Kingdom 38,478.25 9
United States 303,824,640.00 10 United States 43,452.10 10
Total: 945,642,436.00 Total: 385,639.51
Average: 67545888.29 Average: 27545.67906
Median: 44,435,222.00 Median: 32,911.68
31. Likelihood of Purchase (Internet Users Per Capita) Final List of Countries
=SUM of Each Band ID x
Weight: 2 Weight
Band ID RAN
(Quintile) K
Australia 0.54 3 United States 86.00 1
United
Canada 0.84 10 Kingdom 71.00 2
France 0.51 2 Japan 67.00 3
Germany 0.52 3 Canada 61.00 4
Italy 0.55 5 France 56.00 5
Japan 0.69 8 Germany 54.00 6
Korea, South 0.74 9 Korea, South 48.00 7
Malaysia 0.63 6 Italy 45.00 8
Poland 0.42 1 Australia 41.00 9
Romania 0.54 4 Spain 33.00 10
Spain 0.49 1 Taiwan 30.00 11
Taiwan 0.64 6 Malaysia 25.00 12
United
Kingdom 0.66 7 Poland 22.00 13
United States 0.73 8 Romania 15.00 14
Total: 8.49 Total: 654.00
0.60654503 46.7142857
Average: 5 Average: 1
Median: 0.59 Median: 46.50
32. Appendix 3- Market Descriptions-Korea and United Kingdom
KOREA
Who are the c ?
Smartphone phone users in Korea can be divided into two segments: corporate consumers and retail
consumers. Corporate consumers place greater emphasis on productivity-enhancing applications and
33. security. Retail consumers demand a bundle of attributes including design, price, and function and
popularity of the phone. Both retail and corporate consumers demand standard Korean language
features like Korean language input and display.
What are their purchase habits (decision-making, location of purchase, etc.)?
Consumer sophistication in Korea is very high, as nearly 93% of Koreans carry mobile phones. 29 Primary
research has indicated that, while the final decision of which phone to purchase is one of personal
preference, word of mouth and popularity is very important. User reviews online are very influential in
the purchasing process. Koreans consider their phones (denoting a difference in product definition) as a
fashion accessory and design is key, often eclipsing price and functionality as a criterion. Importance of
functions differ by consumer age- gaming and television viewing is more important to younger
generations.
The market is very trend-based where new phones are introduced frequently with a lot of promotions
celebrity endorsements and advertisements. Handset price is less important than service subscription
price (typically $30-40/mo) since service providers provide subsidized handsets in exchange for
customer contracts.
Phones can be purchased in several locations including department stores, service provider stores, mega
electronics stores (100+stores in one building) and temporary street promotion booths. Prices differ at
these distribution points, so people often look for the best product/discount/service bundle.
How are products and services being used?
Mobile phones have become an important part of everyday life in Korea and are far more integrated
into day-to-day activities than people in most other countries. According to mTrends, 63 percent of
South Koreans make payments using their cell phones. In 2006, 30 percent of students sent over 100
text messages a day. Koreans watched an average of 129 minutes of television on their cell phones
every day and 37% have downloaded games onto their cell phones. 30
29
“Apple, Nokia eye the Korean market,” The Korea Herald, August 21, 2008
30
http://www.m-trends.org/2008/10/a-day-in-the-life-of-a-mobile-phone-in-seoul.html
34. If the market is changing, how?
The worldwide mobile market is in flux. The global financial crisis has been leading demand to drop as
consumers are choosing to delay upgrading their phones. 31 Mobile phone sales have been suffering a
drop in volume sales year-over-year worldwide. Smartphones, however, are still at the early part of
their product cycle and their sales have continued to increase despite the economic downturn. Their
sales worldwide are predicted to grow 8.9 percent this year and increase to 24 percent in 2010. 32
Korean smartphone sales are increasing rapidly. The first smartphone, the Samsung Ultra Messaging
Phone, arrived in 2005 but failed to sell in large numbers due to high prices and problems with the
interface. Last year, smartphones made up 1% of all mobile phone models on sale. However, the
successful introduction and preliminary sales of several new models (Blackberry, HTC Dual Touch) leads
industry experts to expect smartphones to sell increasingly well in the coming years. 33
Korea’s mobile data networks are also changing. When Korea chose a 2G network standard to build its
mobile infrastructure, it used CDMA, which differs from the global standard and created a competitive
hurdle for other standard phone makers. It is now shifting to 3G networks, thus flattening the playing
field for competitors as well as supporting high-data smartphone usage. Currently, 50% of Korea’s
mobile phone subscribers have 3G services included in their phone plans.
Foreign handset manufactures are likely to be hurt by the drop in value of the Korean won. This drop in
value will likely raise the import prices of foreign goods for domestic buyers and hurt demand for these
phones.
What is the distribution system (if relevant) or the entry structure of other foreign competitors (if
relevant)?
31
Joan Ng, “Mobile phone makers find ways to survive hard times,” The Edge Singapore, January 19,
2009
32
Brian Perez, “Smartphones set to weather market decline.” South China Morning Post, December 23, 2008
33
“Spring is smartphone season, from the iPhone to the Insight,” Joins.com, February 27, 2009
35. The largest mobile phone service provider is SK Telecom, which has more than 22 milion subscribers and
more than 50% market share. 34 Korea’s second-largest service provider is KTF (Korea Telecom Freetel)
with 12 million subscribers.
Like in the US, phones in Korea are sold by the service provider, often with a price subsidy applied to the
handset cost in exchange for signing a service contract. SK Telecom is the largest telecommunication
provider in Korea with more than 22 million subscribers and 50% market share. 35 Korea’s second-largest
service provider is KTF (Korea Telecom Freetel) with 12 million subscribers— the first Korean mobile
phone service to offer the Apple iPhone (late 2009). 36
Phones sold in Korea are manufactured by local players—Samsung and LG account for 80% of the
handset market. 37 Locals Pantech and Curitel own 18% of the handset market and US-based Motorola
has a market share of less than 10%. 38An operating system trying to enter Korea would be wise to joint-
venture with Samsung or LG as well as SK Telecom or KTF. There are four foreign handset
manufacturers in Korea today-Motorola, Casio and HTC and newcomer RIM (Blackberry). 39
Who are your competitors and how are they communicating with customers?
Most smartphones in Korea use Microsoft Mobile OS which accounts for 90 percent of the market. 40
SK Telecom has recently introduced the Blackberry phone 41 that is targeted primarily at business
consumers. This is a new entry in Korea’s traditionally closed smartphone market environment
dominated by Korean firms.
Korean telecommunications firms (service providers and handset manufacturers) spend heavily on
marketing--often using celebrities in their advertising. Primary research has indicated that image and a
34
“SK Telecom and RIM introduces the Blackberry solution in Korea,” ENP Newswire, December 16, 2009
35
Ibid
36
“Spring is smartphone season, from the iPhone to the Insight,” Joins.com, February 27, 2009
37
“Apple, Nokia eye the Korean market,” The Korea Herald, August 21, 2008
38
“Can foreign handsets succeed?,” The Korea Herald, March 3, 2009
39
“Apple, Nokia eye the Korean market,” The Korea Herald, August 21, 2008
40
http://news.softpedia.com/news/Android-to-Go-to-Korea-This-Year-107829.shtml
41
“SK Telecom and RIM introduces the Blackberry solution in Korea,” ENP Newswire, December 16, 2009
36. feeling of belonging (collectivism) is very important to Koreans, so consumer communications often
include celebrities in advertising.
Most Koreans are solely familiar with the larger local firms like Samsung and LG. I would recommend
that a new entrant in the smartphone OS market co-brand with well-known Korean firms to take
advantage of its top-of-mind position in Korea. It would be very difficult for a multinational to justify
outspending local firms there in an effort to compete for consumer awareness.
What are the political restrictions/regulations?
Until late last year, one of Android’s largest stumbling blocks for entry into Korea was its local mobile
software standard, WIPI (Wireless Internet Platform for Interoperability), designed to create barriers to
entry by foreign handset manufacturers and maintaining market share for LG and Samsung. 42 This
standard was middleware (software) that had to be integrated (at great expense) into a phone’s
operating system. On December 8, 2008, it was announced that this requirement will be lifted
beginning April 1, 2009, allowing access to the Korean market by foreign systems like Apple OS.
Sumsung/RIM’s Blackberry was granted an exception to the rule just prior to the announcement.
It can be predicted that these regulatory changes will make Korea’s smartphone OS market more
competitive and fragmented; Apple, HTC, and Nokia have announced plans for new smartphones to be
released in Korea this year.
UK
Who are the customers?
As in Korea, mobile phone consumers in the UK can be divided into two segments: corporate consumers
and retail consumers. Corporate consumers place greater emphasis on productivity-enhancing
applications and security. As stated in the prior section, suspicions regarding security due
42
Cho Jin-seo, “IT regulation prevents Korean access to iPhone,” The Korea Times, June 10, 2008
37. to the SaaS model used by the Android system compels Google to focus on retail buyers and small
business buyers in the short term. Retail consumers demand a bundle of attributes including design,
price, and function. Unlike Korean consumers, popularity of the phone is not as important as the
individual buyer’s decided preference for the phone for him/herself.
The UK mobile phone market is well-saturated. There are 74 million mobile phone subscribers with a
population of 60 million. The smartphone market in the UK is large, contributing to sales of 470,000,000
pounds in 2008.
Over 85% of adults have a mobile phone. The UK population is also growing—making this an attractive
market for suppliers. The British population has historically been aging, but those that are being
marketed to by cell-phone providers (below 45) have grown up with technology and are not predicted
to leave the marketplace.
What are their purchase habits (decision-making, location of purchase, etc.)?
The typical phone purchase transaction in the UK proceeds as follows: (1) the consumer determines a
monthly budget for mobile phone service and selects a service plan accordingly. (2) The consumer
chooses a handset that fits the predetermined budget (price) based on design and functionality;
According to primary research, design is considered more important than functionality for the typical
British consumer.
Consumers are increasingly purchasing bundles of phones and service contracts in branded packages
like T-mobile package called “Life’s for Sharing” and Nokia’s “Comes with Music.” As other mobile
phones are increasingly becoming commoditized, branding is becoming more and more critical to the
profitability of firms in this industry.
Smartphones are more costly investments than regular phones, and UK shoppers are researching these
phones online before purchasing. 50% read online customer reviews before buying a smartphone,
compared to 30% that read online reviews before buying a cellphone. 43
43
“Smartphone sales are keeping the flagging UK mobile market afload, shielding it…,” Computer Weekly, April 21,
2009
38. UK mobile phone buyers purchase most (61% of all phone sales volume) phones in a fragmented group
of specialty mobile phone stores like “The Carphone Warehouse” (13% of specialty store volume),
Phones4U (8% of specialty store volume) and O2 stores (7% of specialty store volume). 15% of all phone
sales volume is sold in department stores and electronics stores. 10% are sold in supermarkets and 12%
are sold via internet/telephone/mail order. 44
How are products and services being used?
While mobile phone application usage is not as high in the UK as it is in Korea, most British phone
owners report using most of the features available on their phones. 65% of mobile phone users report
taking pictures on their phone (33% year on year growth between 2007 and 2008). 44% send pictures
on their phone (63% growth), 36% use Bluetooth, 35% play games (59% growth), 31% listen to music
(72% growth), 31% make videos (24% growth), 24% browse the internet (33% growth), 22% listen to the
radio (57% growth), and 14% send video (75% growth). The United Kingdom’s heavy mobile application
use may be correlated with its well-developed mobile phone infrastructure; 90% of the country is
covered by high speed 3-G networks.
Smartphones are used heavily for regular emailing (77% of smartphone users), GPS positioning (40%)
and instant messaging (38%). 45 A large number of UK consumers, 1 million, now use mobile banking
services. 46
If the market is changing, how?
The mobile phone market in the United Kingdom, like that in the rest of the world, is being affected by
the global financial crisis. Consumers are reducing their subscription plans by an average of 4 pounds
per month. 47 However, a Mintel survey conducted in November of 2008 indicates that the economy will
have only limited impact on Briton’s mobile phone consumption. Only 12% of respondents indicated
44
“Distribution,” Mobile Phones and Network Providers – UK, November 2008
45
“Smartphone sales are keeping the flagging UK mobile market afload, shielding it…,” Computer Weekly, April 21,
2009
46
“Monolink aligns with the growth of smartphones,” M2 Presswire, February 6, 2009
47
“Smartphone sales are keeping the flagging UK mobile market afload, shielding it…,” Computer Weekly, April 21,
2009
39. that they would switch networks for a cheaper service plan and only 4% planned to switch from a
contract to a pay-as-you-go system. 48 Further, a large percentage (60%) of UK mobile users does not
expect the economy to change their mobile phone buying decisions. 49
Despite the state of the economy, smartphone sales are rising. 13% of all handset sales in 2007 were
smartphones and 23 % of all handset sales in 2008 were smartphones. This is due in part to planned
upgrades of current mobile phones. According to Computer Weekly, 25% of Brits say that their next
phone will be a smartphone. 50
There is another market-shifting trend beginning in the mobile phone industry. The popularity of
particular smartphone brands like the Apple iPhone have drawn market share power from the service
provider to the handset manufacturer and the consumer. Consumers are increasingly demanding
particular phones (and operating systems) from their service provider 51—moving away from their
traditional decisions model based on price. O2 profited from this shift in consumer behavior in 2007
with their exclusive launch of the Apple iPhone. Vodaphone sales were pushed up significantly from
their exclusive launch of the Blackberry Storm. I would recommend that Google leverage this shift in
consumer power by marketing directly to consumers to develop a consumer pull for their OS.
What is the distribution system (if relevant) or the entry structure of other foreign competitors (if
relevant)?
Like in Korea, mobile phones are sold by service providers as a package under a service contract. Unlike
Korea, however, the UK mobile phone service market is competitive and fragmented. The largest
market shares in mobile services are owned by 02 with 25.6% of the UK market, Orange with 21.3% of
the market, Vodaphone with 22.1% and T-Mobile with 17.2%. Also selling mobile phone services in the
UK are Virgin Mobile, 3 and Tesco. 52 Taking this fragmented market into consideration, it may be more
beneficial to Google to advertise the Android operating system separately (no co-branding) from the
48
“Market in Brief,” Mobile Phones and Network Providers – UK, November 2008
49
Ibid
50
“Smartphone sales are keeping the flagging UK mobile market afload, shielding it…,” Computer Weekly, April 21,
2009
51
Ibid
52
“Market Share,” Mobile Phones and Network Providers – UK, November 2008
40. service provider and try to get it installed in phones sold by as many mobile network providers as
possible.
The mobile phone handset market is less fragmented than the mobile service market. The largest
handset percentage share in the UK is owned by Nokia with 43% of the market. Sony-Ericsson has 18%
if the market and Samsung has 21% of the market. The remaining handset market share is divided
among Motorola, LG and others. 53 Due to the fragmented nature of the handset market, I would
recommend that Android become installed first in a Nokia phone—and then distribute the OS to other
players in the market.
Who are your competitors and how are they communicating with customers?
Google’s Android OS’s competitors in the UK are as varied as the handset manufactures and include
Symbian OS, Apple’s OS (iPhone), RIM’s Blackberry OS, Windows Mobile OS, and Linux OS.
Advertising spend in the mobile handsets and networks sector has been dropping steadily since the end
of 2006, dropping 15.7% overall between Q3 2006 and Q3 2008. In response, service providers are
branding phone/subscription packages and advertising them in innovative ways. T-mobile’s “Life’s for
Sharing” package and campaign includes integrated marketing techniques like the hiring of performance
artists and training of T-mobile employees to “unexpectedly” dance in London’s Liverpool Station.
Audience member’s reactions were filmed for use in commercials. 54 Related ads were placed in digital
outdoor ads, print ads, online ads, and radio advertisements as well as in advertisements in movie
previews.
Is should be noted that--in contrast to Korean advertising—the “Life’s for Sharing” campaign starred
regular people, not celebrities. Advertisers in the United Kingdom and the US do not use celebrities as
often as Japan, Korea and China (where over 20% of ads feature celebrities). 55 Research firm Millward
Brown has determined that this is due to differences in effectiveness for celebrity endorsements. Some
of these differences could include the emphasis on individuality over collectiveness in European
countries.
53
“Market Share,” Mobile Phones and Network Providers – UK, November 2008
54
http://adzilla.blogspot.com/2009/01/t-mobile-lifes-for-sharing.html
55
http://www.millwardbrown.com/Sites/MillwardBrown/Media/Pdfs/en/KnowledgePoints/358D2249.pdf
41. What are the political restrictions/regulations?
There are very few political restrictions that would affect a foreign mobile service/handset/OS firm from
entering the UK phone market. To illustrate the openness of the UK mobile phone regulatory
environment, look at the dominant players in the industry. The dominate handset manufactures are
from Finland (Nokia), Sweden and Japan (Sony Ericsson) and Korea (Samsung). The largest mobile
phone service providers are from the UK (O2 and Vodaphone), France (Orange) and Germany (T-
Mobile).