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.
Scorpio (Brand Identity) – IIM-A Case Study Solution Harinder Pelia
1) The Scorpio from Mahindra was originally positioned as a "car-plus" that offered more space, power and comfort than regular cars.
2) Key brand elements for Scorpio included the name, logo and tagline "Nothing Else Will Do" which conveyed thrill and adventure. Early TV ads featured international settings and characters.
3) Over time, Scorpio began losing its adventurous image as more SUVs entered the market. Mahindra revitalized the brand by focusing on its off-road capabilities in new ads and adding a more powerful engine.
4) Looking ahead, Mahindra will need to update Scorpio's design and target institutional
Mortein case study mARKETING bRAND pOSITIONINGAnkit Sen
Mortein is a leading brand of mosquito repellents in India that uses vaporizers. It differentiates itself based on ruggedness, sophistication, and excitement. GoodKnight is its main competitor and positions itself based on sincerity, competence, and excitement across its product ranges. Mortein has an umbrella brand architecture and vaporizers are its flagship product line. It aims to grow its vaporizer market share and introduce more affordable battery-operated vaporizers to target rural customers. Mortein's product mix includes combo packs, refills, and different powered versions of its vaporizers. It expects continued growth in the electric insecticides market.
Micromax is an Indian electronics company that began as a software company in 1999. It entered the mobile handset business in 2008 and became the largest Indian mobile company by 2010. Micromax has over 1900 employees across India and internationally. While it currently dominates the rural mobile market, Micromax's strategy is to improve visibility and brand awareness in urban markets through innovative products at affordable prices and expansion into related product categories like tablets and LED TVs.
The document discusses how Mahindra should position the Scorpio SUV in the Indian market. It analyzes competitors and market segments. It describes the development of the Scorpio, including a $120 million investment and 6 years to create an indigenous vehicle. Market research showed consumers wanted image and minor details over functionality. Mahindra used a unique manufacturing strategy of outsourcing design and engineering to lower costs. The Scorpio was positioned as a "Car Plus" to appeal to those wanting an SUV's power in a car. Dealerships and marketing differentiated the Scorpio from other Mahindra vehicles. The document recommends positioning the Scorpio as multi-utility for families and urban buyers through branding, targeting
The document discusses logistics and supply chain management for Karnataka Engineering Company. It provides background on the company's operations in India including production facilities, branches, and transportation of products. It then focuses on the company's business in Andhra Pradesh, providing sales data and issues to analyze. The analysis identifies that 3 warehouses are required in Andhra Pradesh based on demand. The optimal locations are near Hyderabad, Vijaywada, and Cuddappah. A new distribution model is proposed that would reduce the number of trucks needed by optimizing routes from the 3 warehouses.
Scorpio (Brand Identity) – IIM-A Case Study Solution Harinder Pelia
1) The Scorpio from Mahindra was originally positioned as a "car-plus" that offered more space, power and comfort than regular cars.
2) Key brand elements for Scorpio included the name, logo and tagline "Nothing Else Will Do" which conveyed thrill and adventure. Early TV ads featured international settings and characters.
3) Over time, Scorpio began losing its adventurous image as more SUVs entered the market. Mahindra revitalized the brand by focusing on its off-road capabilities in new ads and adding a more powerful engine.
4) Looking ahead, Mahindra will need to update Scorpio's design and target institutional
Mortein case study mARKETING bRAND pOSITIONINGAnkit Sen
Mortein is a leading brand of mosquito repellents in India that uses vaporizers. It differentiates itself based on ruggedness, sophistication, and excitement. GoodKnight is its main competitor and positions itself based on sincerity, competence, and excitement across its product ranges. Mortein has an umbrella brand architecture and vaporizers are its flagship product line. It aims to grow its vaporizer market share and introduce more affordable battery-operated vaporizers to target rural customers. Mortein's product mix includes combo packs, refills, and different powered versions of its vaporizers. It expects continued growth in the electric insecticides market.
Micromax is an Indian electronics company that began as a software company in 1999. It entered the mobile handset business in 2008 and became the largest Indian mobile company by 2010. Micromax has over 1900 employees across India and internationally. While it currently dominates the rural mobile market, Micromax's strategy is to improve visibility and brand awareness in urban markets through innovative products at affordable prices and expansion into related product categories like tablets and LED TVs.
The document discusses how Mahindra should position the Scorpio SUV in the Indian market. It analyzes competitors and market segments. It describes the development of the Scorpio, including a $120 million investment and 6 years to create an indigenous vehicle. Market research showed consumers wanted image and minor details over functionality. Mahindra used a unique manufacturing strategy of outsourcing design and engineering to lower costs. The Scorpio was positioned as a "Car Plus" to appeal to those wanting an SUV's power in a car. Dealerships and marketing differentiated the Scorpio from other Mahindra vehicles. The document recommends positioning the Scorpio as multi-utility for families and urban buyers through branding, targeting
The document discusses logistics and supply chain management for Karnataka Engineering Company. It provides background on the company's operations in India including production facilities, branches, and transportation of products. It then focuses on the company's business in Andhra Pradesh, providing sales data and issues to analyze. The analysis identifies that 3 warehouses are required in Andhra Pradesh based on demand. The optimal locations are near Hyderabad, Vijaywada, and Cuddappah. A new distribution model is proposed that would reduce the number of trucks needed by optimizing routes from the 3 warehouses.
Marico Limited is an Indian consumer goods company founded in 1857 and headquartered in Mumbai. It produces coconut and edible oils, hair oils, hair care products, fabric care products, and personal care products which it sells in India and internationally. The company aims to put consumers first, promote excellence and innovation, and generate wealth for shareholders and growth. Its brand portfolio includes Parachute, Saffola, Hair & Care, Shanti Amla, and others. Managing its brand portfolio effectively allows it to utilize resources optimally, prioritize growth areas, increase efficiency, provide clarity to customers, and create leverage across brands.
SUNDAY Communication is a Hong Kong telecommunications company established in 1994. It faces intense competition in the mobile phone market from larger competitors that have 80% market share. SUNDAY's marketing strategy focuses on product diversification, branding through additional services, and a lifestyle concept to differentiate itself. However, it has marketing issues like a limited distribution network and confusing advertising. The presentation analyzes SUNDAY's products, does a SWOT analysis, and suggests improving brand loyalty, expanding distribution, and utilizing more advertising channels.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
New product development strategy of samsunghiteshkrohra
This document is a project report on Samsung's new product development strategy. It provides an introduction to new product development and discusses types of new products, the role of product development in companies, and entrepreneurial new product development. It then introduces Samsung and provides background on its history and objectives. The report analyzes Samsung's methodology, data collection, R&D investments, and compares it to other brands. It concludes that new product development is critical to a company's long term sustainability and competitive advantage.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
This document presents a PESTLE analysis of LG Electronics Inc. It begins with an introduction to the Indian electronics industry and market size projections. It then discusses LG Electronics, describing it as a South Korean multinational electronics company that comprises four business units. The bulk of the document consists of a detailed PESTLE analysis, identifying political, economic, social, technological, environmental, and legal factors that impact LG Electronics' macro environment.
D.Light is a social enterprise that provides solar lamps to people in developing countries without access to modern electricity. It was founded in 2007 and targets the base of the pyramid population. D.Light experienced issues with brand awareness and convincing customers accustomed to kerosene to purchase unfamiliar solar technology. However, the lamps provide clear benefits like no recurring costs and allow for extended working and studying hours. As of 2014, D.Light has empowered over 37 million lives and generated over 53,000 MWh of renewable energy, saving customers over $1 billion and creating over 13 billion productive hours. Proposed solutions to further D.Light's impact include introducing cheaper LED options, running awareness campaigns, partnering with local governments, and providing
Micromax is an Indian smartphone manufacturer that has grown rapidly since 2008 to become the third largest manufacturer in India. It aims to expand its presence within India and internationally. As part of its expansion plan, Micromax is launching an IPO to raise funds. Currently, Micromax dominates the rural Indian market and wants to increase its market share in urban areas. It faces competition from established brands like Nokia and Samsung. Micromax performs SWOT and competitive analysis to identify opportunities like expanding in urban and international markets, and threats like increasing competition.
Pople management fiasco in HMSI case analysisRoshan Acharya
This case analyzes people management issues at Honda Motorcycles and Scooters India Ltd. (HMSI). Several factors led to labor unrest, including cultural differences between Japanese and Indian management styles, rigid implementation of organizational philosophy, perceptual differences between management and employees, and improper communication. A key issue was the role of political parties and unions. While HMSI initially resisted union formation, allowing unionization later helped reduce grievances and increase efficiency. The case recommends cross-cultural training, open communication channels, fair performance reviews, and recognizing unions constructively to prevent future conflicts and promote cooperation between management and employees.
The document provides information on the FMCG sector in India including market size, growth rates, and segment breakdown. It notes that the FMCG market is expected to grow from $672B in FY16 to $1.1T in FY20. Food and personal care make up two-thirds of the sector's revenue. The top FMCG companies like HUL, ITC, and Dabur are analyzed with their sales and growth rates from FY16 to FY17. Porter's five forces model is applied to the industry. SWOT analyses are presented for a hair coloring product and CavinKare company. Financial analysis, organizational structure, recruitment process and employee programs at CavinKare are outlined
EES is a distributor of electrical equipment and supplies products. It has over 150 suppliers and offers customers a one-stop solution for inventory management and cost reduction. The goal is annual sales growth of 6-8% and profit growth of 12-16% over five years. Benefits include competitive pricing, inventory reduction, and efficiency improvements. However, the national accounts program is facing issues like overburdened NAMs, lack of coordination between customer headquarters and local plants, and sales representatives' short-term mindsets. Potential solutions include increasing NAM numbers, dedicated sales teams, training to change mindsets, and improving headquarters-plant communication.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
The document summarizes the career crisis of Thomas Green, a senior market specialist, due to office politics at his company Dynamic Displays. It describes how Green was promoted quickly but struggled to adapt to his new managerial role. His independent work style and challenges to his boss Frank Davis's forecasts created conflicts. Davis came to perceive Green negatively and tried to get him fired. The document also analyzes the personalities and behaviors of Davis, Green, and their boss Shannon McDonald that contributed to the political situation. It concludes with suggested actions for Green like self-evaluation and understanding others' perspectives to improve his working relationships.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Nucor operates steel mills, steel products facilities, and raw materials businesses. It is North America's largest recycler of scrap steel, which is its primary raw material. Nucor has grown significantly since the 1960s under Ken Iverson's leadership and later through strategic acquisitions and new plant development. Today it remains highly decentralized with plant managers making most operating decisions as profit centers.
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
1. Micromax is an Indian mobile phone manufacturer that started as an embedded software firm and later expanded into distributing computer peripherals.
2. The document analyzes customer satisfaction towards Micromax mobiles through surveys of users. It finds that Micromax targets lower income users, especially in rural areas, with low cost yet innovative products.
3. While Micromax has strengths like low costs, effective promotion, and innovative features, it faces threats from competition and risks having its business model copied by others. The document provides suggestions like improving durability, advertising, and customer service.
Micromax is an Indian mobile company founded in 2000. It began as an IT software company and launched its first mobile phone, the Xi, in 2008. Since then, Micromax has grown to become one of the largest mobile phone companies in India, holding an 8% market share nationally and entering new product categories like smartphones and tablets. The document provides details on Micromax's history, product portfolio, competitors, and strategies for continued growth.
Marico Limited is an Indian consumer goods company founded in 1857 and headquartered in Mumbai. It produces coconut and edible oils, hair oils, hair care products, fabric care products, and personal care products which it sells in India and internationally. The company aims to put consumers first, promote excellence and innovation, and generate wealth for shareholders and growth. Its brand portfolio includes Parachute, Saffola, Hair & Care, Shanti Amla, and others. Managing its brand portfolio effectively allows it to utilize resources optimally, prioritize growth areas, increase efficiency, provide clarity to customers, and create leverage across brands.
SUNDAY Communication is a Hong Kong telecommunications company established in 1994. It faces intense competition in the mobile phone market from larger competitors that have 80% market share. SUNDAY's marketing strategy focuses on product diversification, branding through additional services, and a lifestyle concept to differentiate itself. However, it has marketing issues like a limited distribution network and confusing advertising. The presentation analyzes SUNDAY's products, does a SWOT analysis, and suggests improving brand loyalty, expanding distribution, and utilizing more advertising channels.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
New product development strategy of samsunghiteshkrohra
This document is a project report on Samsung's new product development strategy. It provides an introduction to new product development and discusses types of new products, the role of product development in companies, and entrepreneurial new product development. It then introduces Samsung and provides background on its history and objectives. The report analyzes Samsung's methodology, data collection, R&D investments, and compares it to other brands. It concludes that new product development is critical to a company's long term sustainability and competitive advantage.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
This document presents a PESTLE analysis of LG Electronics Inc. It begins with an introduction to the Indian electronics industry and market size projections. It then discusses LG Electronics, describing it as a South Korean multinational electronics company that comprises four business units. The bulk of the document consists of a detailed PESTLE analysis, identifying political, economic, social, technological, environmental, and legal factors that impact LG Electronics' macro environment.
D.Light is a social enterprise that provides solar lamps to people in developing countries without access to modern electricity. It was founded in 2007 and targets the base of the pyramid population. D.Light experienced issues with brand awareness and convincing customers accustomed to kerosene to purchase unfamiliar solar technology. However, the lamps provide clear benefits like no recurring costs and allow for extended working and studying hours. As of 2014, D.Light has empowered over 37 million lives and generated over 53,000 MWh of renewable energy, saving customers over $1 billion and creating over 13 billion productive hours. Proposed solutions to further D.Light's impact include introducing cheaper LED options, running awareness campaigns, partnering with local governments, and providing
Micromax is an Indian smartphone manufacturer that has grown rapidly since 2008 to become the third largest manufacturer in India. It aims to expand its presence within India and internationally. As part of its expansion plan, Micromax is launching an IPO to raise funds. Currently, Micromax dominates the rural Indian market and wants to increase its market share in urban areas. It faces competition from established brands like Nokia and Samsung. Micromax performs SWOT and competitive analysis to identify opportunities like expanding in urban and international markets, and threats like increasing competition.
Pople management fiasco in HMSI case analysisRoshan Acharya
This case analyzes people management issues at Honda Motorcycles and Scooters India Ltd. (HMSI). Several factors led to labor unrest, including cultural differences between Japanese and Indian management styles, rigid implementation of organizational philosophy, perceptual differences between management and employees, and improper communication. A key issue was the role of political parties and unions. While HMSI initially resisted union formation, allowing unionization later helped reduce grievances and increase efficiency. The case recommends cross-cultural training, open communication channels, fair performance reviews, and recognizing unions constructively to prevent future conflicts and promote cooperation between management and employees.
The document provides information on the FMCG sector in India including market size, growth rates, and segment breakdown. It notes that the FMCG market is expected to grow from $672B in FY16 to $1.1T in FY20. Food and personal care make up two-thirds of the sector's revenue. The top FMCG companies like HUL, ITC, and Dabur are analyzed with their sales and growth rates from FY16 to FY17. Porter's five forces model is applied to the industry. SWOT analyses are presented for a hair coloring product and CavinKare company. Financial analysis, organizational structure, recruitment process and employee programs at CavinKare are outlined
EES is a distributor of electrical equipment and supplies products. It has over 150 suppliers and offers customers a one-stop solution for inventory management and cost reduction. The goal is annual sales growth of 6-8% and profit growth of 12-16% over five years. Benefits include competitive pricing, inventory reduction, and efficiency improvements. However, the national accounts program is facing issues like overburdened NAMs, lack of coordination between customer headquarters and local plants, and sales representatives' short-term mindsets. Potential solutions include increasing NAM numbers, dedicated sales teams, training to change mindsets, and improving headquarters-plant communication.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
The document summarizes the career crisis of Thomas Green, a senior market specialist, due to office politics at his company Dynamic Displays. It describes how Green was promoted quickly but struggled to adapt to his new managerial role. His independent work style and challenges to his boss Frank Davis's forecasts created conflicts. Davis came to perceive Green negatively and tried to get him fired. The document also analyzes the personalities and behaviors of Davis, Green, and their boss Shannon McDonald that contributed to the political situation. It concludes with suggested actions for Green like self-evaluation and understanding others' perspectives to improve his working relationships.
Project Report on Zensar Technologies for Managerial EconomicsRenzil D'cruz
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation.
Nucor operates steel mills, steel products facilities, and raw materials businesses. It is North America's largest recycler of scrap steel, which is its primary raw material. Nucor has grown significantly since the 1960s under Ken Iverson's leadership and later through strategic acquisitions and new plant development. Today it remains highly decentralized with plant managers making most operating decisions as profit centers.
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
1. Micromax is an Indian mobile phone manufacturer that started as an embedded software firm and later expanded into distributing computer peripherals.
2. The document analyzes customer satisfaction towards Micromax mobiles through surveys of users. It finds that Micromax targets lower income users, especially in rural areas, with low cost yet innovative products.
3. While Micromax has strengths like low costs, effective promotion, and innovative features, it faces threats from competition and risks having its business model copied by others. The document provides suggestions like improving durability, advertising, and customer service.
Micromax is an Indian mobile company founded in 2000. It began as an IT software company and launched its first mobile phone, the Xi, in 2008. Since then, Micromax has grown to become one of the largest mobile phone companies in India, holding an 8% market share nationally and entering new product categories like smartphones and tablets. The document provides details on Micromax's history, product portfolio, competitors, and strategies for continued growth.
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.
This document discusses pricing strategies in oligopolistic markets. It begins by defining oligopoly as a market structure with a small number of firms controlling the market. It then examines the characteristics of oligopolies, including barriers to entry, interdependence between firms, and how prices are typically determined through price leadership. The document presents examples of industries that can be considered oligopolies like mobile phones, airlines and gaming consoles. It analyzes case studies of the mobile phone industry in India and how companies like Nokia, Samsung, Micromax and Karbonn employed different pricing and non-pricing strategies. Finally, it discusses barriers to entry in the mobile phone sector and concludes that oligopolistic behavior includes both competition and cooperation between
This document discusses Samsung's management decision making regarding international competition and presence in the smartphone market. It analyzes Samsung's domestic and global competitive position, market share, and strategies for market development internationally. Specifically, it describes how Samsung has become the top smartphone manufacturer in Europe and globally, with a 32.3% share of the European market in 2012. It also examines Samsung's main competitors in the smartphone space and how the market has shifted from hardware to software-driven.
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.
Micromax is India's third largest mobile phone manufacturer that began in 2008 by targeting rural markets. It now aims to expand its presence in India and internationally. This market plan outlines Micromax's strategies to increase its market share within India to 20% by opening a new production plant. It also aims to enter international markets like neighboring countries in South Asia and Africa. The plan details Micromax's product portfolio targeting various segments, and promotional strategies involving advertisements, partnerships, and improved distribution channels to build its brand in urban Indian markets.
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.
The document provides an overview of the global and Indian mobile handset market. It discusses key details like current market size, growth rates, top players by market share and brands in India. It also outlines future trends in the sector like new features and technologies. Finally, it performs a SWOT analysis of the mobile handset industry, identifying strengths, weaknesses, opportunities and threats.
Market Study and Industry Analysis of Xiaomi Incorporation in India - Marketi...Karan Kapoor
Marketing Project: Market Analysis for Company, Xiaomi India / Xiaomi Inc., implying marketing management concepts.
Date: November, 2016.
Description: Marketing Project conducted on a progressing Chinese Internet Company, Xiaomi Incorporation / Xiaomi Technologies, known for its Smartphones, and IoT gadgets. The project covers, Industry and Company overview (2016) and study conducted using marketing concepts like, PEST Analysis, SWOT Analysis, Marketing Objectives, Marketing Mix, Product Life Cycle and etc. (considering Indian and Global market conditions).
Please feel free to Clip, Like and Share.
Connect with me on LinkedIn: https://www.linkedin.com/in/ikarankapoor/
Thank You.
Best,
Karan Kapoor.
This document provides information about a marketing project report submitted by Nileshkumar D. Shukla on transportation marketing. It includes a synopsis, declaration, acknowledgements, objectives of the project, and background on the consumer durables market in India. LG Electronics is discussed as a case study, including its global operations, business areas, brand identity, mission, code of conduct, and operations in India. The document presents an overview of LG as a company and in the Indian market.
This document presents information about the Indian electronics company Micromax. It discusses that Micromax started as a software company in 1999 and entered the mobile handset business in 2008, becoming the largest Indian mobile company by 2010. It provides key details about Micromax's founders, CEO, product lines including mobiles, tablets, TVs, and market share which is about 1.3 million mobile handsets per month in India. The document also outlines Micromax's strategies to expand in urban and international markets and objectives to focus on urban youth and achieve double digit market share by 2014.
Micromax is an Indian electronics company that began as an IT software firm in 2000. It entered the mobile handset business in 2008 and quickly became one of the largest Indian mobile companies by offering affordable innovations. Micromax is now the 12th largest global handset manufacturer and India's 3rd largest mobile brand. It focuses on low-cost smartphones and feature phones and has become the second largest smartphone seller in India behind Samsung. Micromax continues to diversify its product portfolio beyond mobile phones into tablets, data cards, LED TVs, and home theaters.
Debasis micromax informatics ltd is a new delhiASHIS PARIDA
Micromax is an Indian electronics company that began as a distributor but now manufactures mobile phones and other devices. It has grown rapidly to become one of the largest mobile phone brands in India, with a 22% market share in smartphones. The report discusses Micromax's history and growth strategy, including focusing first on rural markets and introducing innovative features. It provides a SWOT analysis and expectations for the company's future expansion internationally and into other electronic products.
Micromax began as an IT solutions company in 2000 and entered the mobile handset business in 2008. They launched their first phone, the X1i, which boasted a month of battery life. In subsequent years, Micromax expanded their product lines and emerged as the top handset manufacturer in India in 2012 with a 16.6% market share, surpassing previous leader Samsung. Today Micromax offers a broad portfolio of over 60 mobile models including smartphones, feature phones, tablets, TVs and other devices, selling around 2.3 million devices per month through their large retail network across India.
1. OnePlus is a Chinese smartphone manufacturer known for its "Never Settle" slogan and focus on high-end features at lower prices. It is a subsidiary of Oppo and BBK Electronics.
2. The smartphone industry in India is highly competitive with Chinese vendors increasing market share. OnePlus targets online sales and builds a loyal customer community.
3. While OnePlus has experienced strong revenue growth, it faces threats from new competitors and needs to expand its distribution channels beyond online sales to sustain its growth.
Samsung has grown to become the largest smartphone manufacturer in the world, starting from humble beginnings in South Korea in the 1970s. It launched its first mobile phone in 1988. Through the 1990s and 2000s, Samsung saw major growth in market share through innovation, quality improvements to meet Motorola's standard, and aggressive marketing. It is now the dominant player in both the global and Indian smartphone markets, holding approximately half of both markets as of 2012-2013. However, Samsung faces strong competition from Apple, Nokia, Sony, and others.
Micromax is an Indian electronics company founded in 2000 that has become one of the largest mobile phone manufacturers in India. It started as an IT company and entered the mobile phone business in 2008. Since then, it has grown rapidly to become the third largest brand and largest by market share in India, selling over 1.3 million phones per month. Micromax initially focused on rural areas with basic feature phones but has recently expanded into smartphones, becoming the second largest seller of smartphones in India behind Samsung. The company has also begun diversifying its product lineup beyond mobile phones to include tablets, data cards, LED TVs, and home theaters.
The world is overloaded with data relating to mobile technology. SweetInsights crunches, interprets, and shares this data with you in an easily digestible manner. We are looking to provide you with actionable insights pertaining to your mobile market, wherever you are.
SweetInsights is a market research publication by SweetLabs that identies and analyses mobile trends around the world.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3. Executive Summary
Micromax has entered into handset market in 2008 and within 3 years it has become the third
largest handset manufacturer in India. In this period, it has focused mainly on rural market
and has become a leader in the same. Now it wants to expand its presence within India and
then on international level. This plan incorporates innovative strategies that will utilize
opportunities and address weaknesses as outlined in the Situation Analysis.
The plan addresses following marketing challenges:
To position in the mind of customers as their preferred brand
To concentrate more on potential urban and youth market
To make a global presence in the market
Situation Analysis
Analyzing current situation through 4C framework:
Customers
Currently Micromax is dominating the rural market. Initially the marketing strategy of
Micromax was to target rural market. They are basically catering to the need of the customers
of the rural area.
For example the first mobile Micromax introduced in rural area was having the battery
backup of 30 days which was catering to the need of the rural market of inconsistent power
availability.
Competitors
Micromax knows that there are many established brands in Mobile Phones’ industry like
Nokia, Samsung, LG and several other local as well as Chinese manufacturers . Some major
competitors and their strategy and strengths are identified as below:
NOKIA – Nokia is the leader in the mobile phone industry in India (38% market share).
It is dominating the Indian market from years. Recently it is facing problems to retain its
growth and sales. But the pioneer is working hard to get out of this. For the same reason
Nokia is going to use operating system of software biggie Microsoft. So it is expected that
Nokia will try to regain its lost market share.
4. SAMSUNG – Samsung has emerged as a very healthy and prominent competitor in the
market. Samsung is backed with the high quality and professional team in the R&D area.
Innovative products specially smart phones and Galaxy series from Samsung are ruling in
the market. So it is expected that with the increasing demand of mobile phones Samsung
will try to retain and increase its market share.
APPLE – Apple is one of the most major competitors in this industry. Slick, stylish and
innovative phones of Apple are driving crazy to its users. Apple is aggressively entering
Indian market with its amazing iPhone series.
Other domestic players – Other players like Karbon, Spice, Lava etc have more or less
the same market strategy.
Chinese manufacturers – Some of the Chinese manufacturers have already entered the
Indian market. These manufacturers have priced their mobiles very low. So these
manufacturers are expected to grow as with the demand.
Various comparative analyses show that the market shares of Nokia fell drastically while
that of Samsung rose impressively. Besides Samsung’s growth, market also witnessed the
growth of the local manufacturers (36% of the market share). The most prominent local
manufacturer with a market share of 7% is Micromax.
Lava
8% Others
11%
Others
Micro 22% Nokia
max LG 38%
Spice 45% 4%
16%
Domestic
20%
Karbon Samsung
20% 17%
Courtesy: IDC report on growth of mobile sales in India, 2011
Figure 1: Market share of various handset manufacturers in India in 2011
So in this emerging and demanding market, still Micromax has a lot to achieve to be a leader
in mobile phones’ industry.
5. Company
It was in 2008 that four friends, Rajesh Agarwal, Sumeet Arora, Rahul Sharma and Vikas
Jain, came together and decided to diversify their IT hardware distribution business and start
making mobile phones. The move towards selling handsets was a natural progression. With a
Cost Leadership Business strategy Micromax entered into Indian rural market. And within 3
years of operation they have become the 3rd largest selling company in India. Micromax is
planning to launch an IPO of 2.15 crore shares to raise around Rs 2260 million. The major
part of the money raised will be used in setting a new manufacturing plant in Tamil Nadu and
the rest in acquiring additional market share.
Context
India is the second largest and the fastest growing telecom market in the world in terms of
number of wireless connections, according to the Telecom Regulatory Authority of India (the
"TRAI"). Currently around 250 million handsets are sold annually. By 2014, it is expected to
grow to around 400 million handsets.
While wireless penetration in urban areas has increased significantly over the last few years,
rural and semi-urban areas continue to be under-penetrated. The medium ASP segment is
likely to be the fastest growing with 240 million handsets in 2014 (Source: Analysys Mason)
6. Market opportunities and issues
The Indian mobile handset market is expected to grow from a total of 151 million handsets
for the twelve month period ended December 31, 2009 to 402 million handsets for the twelve
month period ended December 31, 2014.
The growth in the Indian mobile handset market is likely to be driven by the replacement
handset market rather than new user additions. Within the replacement handset market, the
medium ASP device market is likely to grow the fastest. (Source: Analysys Mason)
Replacement cycle: The growth in the Indian mobile handset market is likely to be
driven by the replacement handset market rather than new user additions. The
replacement market is expected to grow from 118 million handsets for the twelve month
period ended December 31, 2010, constituting 62.77% of overall Indian mobile handset
market, to 359 million handsets for the twelve month period ended December 31, 2014,
constituting 89.30% of overall Indian mobile handset market.
3G business: 3G service is an emerging technology in India. 3G technology provides
growth opportunities through multiple avenues including up gradation to 3G compatible
mobile handsets and mobile data cards.
Value added services: Going forward, the demand for more sophisticated and innovative
e-mail and multimedia based services, as well as gaming, music and video related
offerings is likely to fuel growth in VAS. We believe the advent of 3G will also add
impetus to the growth of the VAS market due to 3G's faster network capabilities.
Indian Mobile Handset Growth Projection by
Range of Budget(Handsets in millions)
450
400 27
350 24
300
21
250 242
17 203
200 164 High Budget
15
150 125
95 Medium Budget
100
50 104 121 135 Low Budget
78 92
0
Twelve month Twelve month Twelve month Twelve month Twelve month
ended 31 ended 31 ended 31 ended 31 ended 31
December December December December December
2010 2011 2012 2013 2014
7. SWOT Analysis
Strengths:
Innovative products and features- Marathon battery mobile phones with a 30-day
battery life, phone which is programmable as a universal remote control, gravity
phones are some of the features which have increased the popularity of the product.
Low cost of production – With its plants located in China, Micromax bears a low
cost in production due to availability of labour at cheaper rates.
Effective promotion campaigns- Micromax has been promoting its products through
famous celebrities and has also had tie ups with MTV.
Weaknesses:
Weak brand image in urban areas- Micromax has still not been able to establish
itself well in the urban market as its main concentration had been on the rural
population.
Perception of low-quality Chinese brand- Micromax has a manufacturing unit set
up in china which has strengthened this perception among people.
Opportunities:
Increase penetration in urban market- Since Micromax has not yet entered this
market; it has a very huge opportunity to establish itself in this market.
Entry into international markets- Micromax has the potential to make its presence
felt on global scale eventually as it establishes itself in the domestic market.
Threats:
Increasing competition from local and international players- With well
established players like Nokia, Samsung, etc Micromax faces a tough competition
from these players.
Replication of business model by competitors- Micromax’s business model has
been replicated by many new players which again pose a threat to Micromax.
8. Objectives
Present objectives:
1. Focus on urban market specially youth 18-25 years
To increase presence in urban market, Micromax is focusing on urban youth of age group
18-25 years.
2. Focus on smart phones
As smart phone is going to be the future of mobile market, Micromax has started focusing
on smart phones. It has decided to launch more smart phones in the market.
For 2012-2013:
1. Focus on urban market at large :
On capturing major share of urban youth market, for next two years Micromax needs to
focus on urban market at large like seiner citizens, physically handicapped etc.
2. Focus on smart phones as well as tablets :
Micromax needs to continue focus on smart phones and launch more products and also it
needs to focus on tablet market.
For 2014:
1. To start new plant and reach market share of 20% :
To increase market share, it is essential to increase production capacity. Micromax has
plans to start a new plant in Tamil Nadu. With the help of this new plant, it will be able to
reach a market share of 20%.
2. Focus on international markets :
On making strong focus on rural market and urban market in India, Micromax needs to
expand to international markets and enter into neighbouring Indian countries, south
African countries etc.
9. Market Segmentation
Identification of the correct market segment is an important step to enter any market.
Micromax X1i
Market Segment : Rural Market
• Custmoer Need: Commendable battery back-up and low price.
• Corresponding Features : 30 days battery backup and priced at Rs.
2,150
Micromax GC360
Market Segment : Working Executives/ Professionals
• Customer Need: A single phone with Business and Private use with
sepearate numbers and bills.
• Major Corresponding Feature : GSM + CDMA
Micromax ezpad
Market Segment : Texting and Chatting Freak youth
• Customer Need : Faster messaging
• Major Corresponding Feature : QWERTY keypad
Micromax X111
Market Segment : Multimedia Users
• Customer Need: Phones with all multimedia features to enjoy music,
capturing moments as photos and videos.
• Major Corresponding Feature : Various music format support(mp3,
wav etc.), Camera with video recording support
Micromax Bling 2
Market Segment : Urban Women
• Customer Need: Stylish, slick and sensual mobile phones.
• Major Corresponding Feature : Sensues design to attract
women(Diamond)
Micromax A70
Market Segment : Youth
• Customer Need: Compact phones with all latest features.
• Major Corresponding Feature : Touch Screen, High resolution Camera,
Large data storage capacity, Powered by 3G.
10. Target markets
Fashion
Savvy
Women
Youth Professionals
Target
1. Targeting women
On the occasion of Mother's Day, Micromax announced the launch of its latest
Android phone targeted at women. Micromax has started pre-booking of Bling2,
which is 3G and GPS enabled, has features like Swarovski keys, 3 megapixel camera,
and 32GB external memory. Bling 2 features Android 2.2, 2.8 inch display, 3MP
camera, 32GB microSD card support and WiFi along with the usual GPS, Bluetooth
and 3.5 mm headset jack.
11. 2. Target Youth
As smart phones are future of telecommunication industry, Micromax has started
focusing on it strongly. After the launch of first Android Phone before 3 months ago,
Micromax is ready to launch another Android Phone Micromax A70 in India. New
Smartphone will run on Android 2.2 Froyo. As the speculation is that Micromax A70
will come at affordable price and with 3G as well. Micromax A70 will come in the
market and it will be in the competition with Google Nexus and HTC Desire smart
phones.
Micromax Android Mobile Micromax A70 will come with the advanced features like
3.2-inch HVGA capacitive touch screen display, 5 megapixel autofocus camera &
front is a VGA camera for video call, Wi-Fi.
3. Target Professionals
Professionals keep two phones in today’s life:
• One for Professional use
• One for Personal use
• Micromax will come up with Dual SIM mobile phones. Micromax has to focus on
this target to cater need “A single phone with Business and Private use with separate
numbers and bills”.
• Besides this, Micromax has to get into the Tablet Market to increase the market share.
12. Marketing Strategy
Our marketing strategy is to improve the visibility in the urban markets by improving
awareness of customers for our products and also building brand image.
Product Strategy
On the product side, Micromax has a wide range of phones with different features and thus
offering variety to the customers. Micromax has a lot of interesting and thoughtful products.
Micromax has been able to successfully identify the needs of customers and design products
appropriately. Micromax believes that consumers in India have unique preferences with
respect to mobile handsets such as long battery life, dual GSM capability, low-cost
QWERTY phones, universal remote control and gaming phones. Also, the company has
invested heavily in the product development as of now to capture market share in urban
market it is coming out with new models:
Micromax realized that intense competition between telecom service providers forced
customers to maintain two connections, and hence it launched a wide range of dual-SIM
phones, which forms almost 85% of its product portfolio as compared to market leader
Nokia which introduced one only recently. Because people are generally used to carrying
two mobiles – one for professional work and other for personal use. So dual sim phones
can serve the both the purpose in a single phone.
Android based operating system phones are a proving to be a huge success and a craze
in youth market and professionals because of its vast applications and new applications
which are developed on an everyday basis. And also office documents support, push mail,
etc also help in satisfying the needs of professionals in a handy way. So coming out with
these phones, we have a huge potential market to work upon.
Introduction of Tablets by 2012-13 will again help in serving the advanced technology
needs of professional as it is considered to be almost a substitute of laptop with big
screen, advanced features, etc.
Large buttons based easy to use phones which do not have high features but are useful
to serve the elder age segment as they want ease of use and are at a very low price
13. Pricing Strategy:
It’s at the core of Micromax to serve the customers by proving them with lower cost, value
for money products. Thus Micromax will adopt penetration pricing in the urban market
because placing our product at a lower cost will serve our purpose and make the customer
rethink before buying other competitors product such as Nokia, Samsung, etc which are at a
high price segment. So with a lower price we will be providing with almost same
functionality which in turn will help us in gaining a better share in the urban market as they
also want lower prices phones with higher functionalities which has been proved by our
marketing survey.
Promotion Strategy
The motive of our strategy is to increase our visibility in the urban markets. So making
people aware about Micromax we will incur high promotional expenses and these will be in
terms of:
Hoardings and banners outside colleges, in public places, corporate places and
malls with latest products and updates.
Advertising online which include buying up space in highly browsed sites such as
rediff, yahoo, etc. Also, It has planned to be more active online on Facebok, Twitter
and other social networking sites as it’s a low cost promotion making global presence
and tool having international market. It has planned to improve its visibility by blogs
sites and also on the sites dedicated to reviews and comments of mobile phones.
It is aiming at bundling with telecom providers like Vodafone and Airtel which will
serve as a base in building brand image by associating our names with them.
They have also aimed at higher advertisements through TV, radios,etc which serve
large number of customers.
Better after sales service by providing increased warranty on sales of mobile phones
from 1 year to 2 years. Currently competitors are proving with only 1 year warranty
so this will provide us first mover advantage and also create brand image into the
minds of customers.
Sponsoring in the social cause events as customers in urban areas are more aware
and inclined towards companies fulfilling social responsibilities and also it will make
them aware of us and finally building brand image.
14. Introducing exchange schemes where a buyer can bring in his old mobile phone and
get an additional discount of 5% - 10% on new Micromax mobile phones which
would help us in gaining market share of our competitors.
Place Strategy
We can place our products in some popular mobile phone retail stores such as Sangeetha,
The Mobile Store, reliance digital, Croma, etc. We will tie up with local distributors for
easy availability for those who don’t visit popular retail stores or find it easy to purchase it
from nearby stores. We can also sell our phones online by collaborating with Future Bazaar
which is an initiative by Big Bazaar, etc.
Distribution strategy
Under it we will have two models:
Firstly, we have business to consumer (B2C) model which follows this hierarchy:
Manufacturer
Distributor
Dealer
Retailer
Customer
• So under it we will Offer higher margins to dealers upto 15 %, which is higher than
the industry average of 6-10% at present
• Offering its distributors a higher margin of 5% as compared to 2% of Nokia and
others.
15. Improved incentives to dealers and distributors will help us in penetrating deeper into the
urban markets. Thus, making it easily available so as wherever a customer goes to buy
mobile phone he will also be introduced and offered Micromax phones or he will have a look
of it.
Secondly, we have business to business (B2B) model in which we will have corporate
selling through corporate tie ups with major corporate and will be providing them at a less
than market price as we will be saving on the commission to dealers and distributors. Thus,
helping us to reach our target market of professional.
Manufacturer
Corporate Selling
Customer Acquisition and Retention
Providing better after sales services through increased warranty of 2 years, thereby making
the customer think of reliability of our product.
Exchange offers will also be a major tool for customer retention as the customer will be
getting additional discount on the new Micromax phone he buys by exchanging the older one.
Thus this will help create a chain of transactions with customers.
16. Research Methodology
The data was collected through both the primary as well as secondary sources. The
primary source of the data is the users of various mobile handset users. The sources of
secondary data are the websites and company catalogues.
Method of Data Collection
Sources of Data:
a) Primary Data:
Primary data was collected through direct communication with the respondents. The survey
was performed through a structured questionnaire. We approached local people of BSR
Mantralya, HSR Layout and Koramalngla.
b) Secondary Data:
The sources of secondary data were the websites of various mobile providers, catalogues of
various mobiles, newspapers, magazines etc.Findings and Analysis
Age group of Respondents
above 45
16%
15-25
38%
36-45
19%
26-35
27%
The survey which was conducted through a structured questionnaire and from the result of
the survey we found that the respondents were basically more from the young age group (15-
25 years) and the working professionals (26-35 years).
17. Income Group of Respondents
300000 & above
11%
150000-
300000
16% Less than 50000
48%
50000-150000
25%
Another finding from the survey was that the users of Micromax were basically having lower
income (Say less than Rs.50000 annually). So this showed that the brand has impact because
of its low price strategy along with new features and idea.
When we asked people what they think before buying a new phone?
Reason to Opt for Micromax
Good reputation
14%
Features
44% Low price
24%
Brand quality
18%
The findings from the result of survey were that most of them are looking for good features
along with low price.
18. So the survey which was conducted showed us the roadmap to the strategy we are going to
focus on.
Performance Dashboard
Market share:
60% 54%
50%
39%
40%
33% 33% Nokia
30% 25% Samsung
20% 17% Micromax
14%
10% 11% Domestic
10% 7%
4%
0%
2009 2011 2012-13
From 2009 to 2011
Market leader Nokia’s share has come down to 39%, Samsung and Micromax shares have
increased.
From 2011 to 2012-13
For next two years, due to Nokia’s brand building exercise its market share will not fall as it
fell between 2009-11. Samsung will continue to grow to 25%. Therefore, Micromax’s growth
will be largely by taking the share of other domestic players in the market.
Production capacity:
Micromax’s new plant in Tamil Nadu will be functional from the end of year 2012. The
amount will be raised through an IPO. With this, the production capacity will increase
exponentially after 2012. It’s estimated to reach 75 million by 2015.
19. 3000
2500
2500
1875
2000
1500 1250
million
1000 625
500
500
0
2011 2012 2013 2014 2015
Profits:
2000 1875
1500 1250
1000 625
500 Million
500
0
2011 2012 2013 2014
With increasing production and sales, the profits are expected to grow upto Rs. 1875 million
by 2014.
Contingency plan
Our main focus is to provide customers lower price phones with high features but if there is
a change in Indian customer’s preference from high functionalities to design then Micromax
needs to take into consideration the new trends in demand and launch handsets with good
design.
20. Annexure
CONSUMER QUESTIONNAIRE
Center________ Serial No._____
Dear Sir/Madam,
For Micromax India Ltd., we are Carrying out the survey of current market scenario
of Micromax mobiles.
1) Which mobile do you have?
a. NOKIA
b. SAMSUNG
c. MICROMAX
d. SONY ERICSON
e. MOTOROLA
2) Since how long have you been using mobile?
a. Less than one year
b. 1-2 Year
c. 2-3 Year
d. 3Year and above
3) In which age group do you belong?
a. 15-25 Years
b. 26-35
c. 36-45
d. Above 45
4) In which income group do you fall? (Annually)
a. Less than 50000 INR
b. 50000-150000
c. 150000-300000
d. Above 300000
21. 5) Which attribute characteristic have you most preferred?
Attribute
a. Good reputation
b. Low Price
c. Brand Quality
d. Features
6) According to you what are the negatives in your handset?
Please mention if any
(----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------
--------------------------------------------------------)
Kindly fill in the following personal details
Name______________________________
Address____________________________
Tel.no _____________________________