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2
 Table of Content

Serial # Topic
Page #

1. Introduction 1
2. NOKIA Logo (Connecting the People) 2
3. Executive Summary 3
4. History 4
 1865-1960 5
 1960-1980 6
 1980-2001 6
 2001-Present 7
5. Mission & Vision 7
6. Strategies 8
7. Organization 9
8. Revenue by four business group 10
9. NOKIA’s Performance over the year 11
10. Situation Analysis 11
 Environment Analysis 13
 Nokia environmental strategy 13
 Main Issues in focus 13

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 11. We launch a new Product (N-96) 15
12. About NOKIA N-96 16
 Design & Ergonomics 17
 Screen 17
 Controls & Keyboard 18
 Connectivity 19
 Battery 19
 Memory 20
 Multimedia 21

Serial # Topic
Page #

13. Macro Environment 21

 Political Factor 21

 Economical Factor 22

 Technology Factor 22

 Environmental Factor 22

14. SWOT Analysis 22

 Strength 23

 Weakness 23

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  Opportunities 24

 Threats 24

15. Segmentation 25

16. NOKIA N-96 Consumer Segments 26

17. Our Consumer Segment 26

 Heavy Users 26

18. Segmentation Strategy 27

 Geographic 27

 Demographic 27

19. NOKIA N-96 Strategies 27

20. Marketing Strategies 28

21. Marketing Objectives 29

22. Product Life Cycle 29

23. The Product Life Cycle Of NOKIA 30

24. NOKIA N-96 Life Cycle 31

 Service Life Cycle 31

25. Positioning Strategies 32

26. NOKIA N-96 Design 33

27. Promotion Strategies 33

 Push 34

 Pull 34

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Serial # Topic
Page #

28. Our Strategies for N-96 34

29. Pricing Strategies 35
 Pricing Strategy Matrix 35
 Premium Pricing 35
 Penetration Pricing 35

 Economy Pricing 35

 Price Skimming (Our Price Strategy) 36

30. Distribution Strategy 36

 Distributors 37

 Outlets 37

 Supply Chain 39

31. Product Mix 40

32. Nokia customer care centre inaugurated in Pakistan 42

33. Nokia Market Share 43
34. BCG Matrix 44
35. Sources 44
36. Conclusion 45

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Submitted By:

Muhamma
d Talal Butt

Submitted To:

Ms. Humaira
Khan

7
8
9
 1. Executive Summary
For this project, we have chosen the NOKIA N-96. Nokia
is a mobile telecommunications company, and offers far more
than just mobile phones for everyday use. They offer networking
solutions for businesses that help businesses stay connected and
communicate with each other at all times and places. For them,
Nokia also offers special mobile phones with exquisite and unique
functions and options. In this project, we will first talk about what
Nokia is and what they do. We will talk about their history, and
how they came to where they are today. Vision, goals, and their
strategy are discussed, as well as their wide variety of products
and services offered for the regular consumer, businesses, and
service providers. Nokia’s success benefits were some
advantages they had in the market. These also include the
advance technology and features, as well as services they offer to
their consumers. However, like most other companies, Nokia has
some weaknesses, but we consider these to be very minimal, and
almost only come down to their competition. Lastly, we will talk
about their informational business model. This model includes
Nokia’s work organization, control system, industrial relations,
human resources, business strategy, and finally, enterprise
organization. We will look closely at and discuss all of these
elements, and why we think that they are relevant to Nokia.

Mobile phone market in Pakistan is going through major

changes. Key players are losing market share while new and
young companies, mostly from Asian countries, are coming to the
market. At the same time the market is slowly expanding when
people are buying more phones than ever. The whole process of
buying mobile phones has changed in the last few years. People
no longer carry the same phone year in year out; change is the
fast technological development of the phones. But also
consumer’s but they change their phone every year, some even
twice a year. One reason for these attitudes towards mobile
phones has changed. Mobile phones are no longer seen as
expensive, hi-tech products, but they have become accessories

10
like jewellery or a piece of clothing. “Nokia is still the largest
mobile phone company in the world, but its long-term dominance
is now challenged more than ever and emerging markets.”

This report gives an overview on NOKIA N96. It is the most

expensive and powerful model in the whole Nokia portfolio. It
can’t stand up to the level of popularity that N95 once enjoyed,
though, but still serves a formidable expansion of the model
range upwards. The device looks interesting in terms of the
availability of DVB-H digital TV and strikingly high specifications. It
comes with an astonishing 16 Gb of onboard and 8 Gb of
replaceable flash storage, and has a pronounced focus on the
video aspect. Even the form factor and bundled kick-stand
suggest this model being a TV-phone, let alone the numerous
hardware specifications specially fitted to this cause. The
STMicroelectronics chipset offers its video-relevant powers at a
cost, though: it doesn’t do as well in the rest of performance
tests. We can’t say N96 lags in the menus, yet a certain delay can
be felt, it’s a bit slower than N78 and N85. A high audio quality, a
large screen and a spacious storage make N96 a perfect
multimedia player and a possible replacement for a number of
Nokia N96 users. The price is going to be comparable to the
starting price of N95 8GB, namely around 550 Euros. N95 will
slowly phase out of the market, making way for the new flagship
(it’s currently out of production). That’s how the company divided
the niche originally occupied by N95 8GB in two: one model sticks
to the same price bar, the other (N85) sells at a lower price and
plays a big part on the mass market, nominally featuring slightly
lower specifications.

2. History
The roots of Nokia go back to the year 1865 with
the establishment of a forest industry enterprise in South-Western
Finland by mining engineer Fredrik Idestam. Elsewhere, the year
1898 witnessed the foundation of Finnish Rubber Works Ltd, and
in 1912 Finnish Cable Works began operations. Gradually, the

11
ownership of these two companies and Nokia began to shift into
hands of just a few owners. Finally in 1967 the three companies
were merged to form Nokia Corporation.

At the beginning of the 1980s, Nokia strengthened

its position in the telecommunications and consumer electronics
markets through the acquisitions of Mobira, Salora, Televa and
Luxor of Sweden. In 1987, Nokia acquired the consumer
electronics operations and part of the component

business of the German Standard Elektrik Lorenz, as well as the

French consumer electronics company Oceanic.

In 1987, Nokia also purchased the Swiss cable

machinery company Maillefer. In the late 1980s, Nokia became
the largest Scandinavian information technology company
through the acquisition of Ericsson's data systems division. In
1989, Nokia conducted a significant expansion of its cable
industry into Continental Europe by acquiring the Dutch cable
company NKF.
Since the beginning of the 1990's, Nokia has concentrated on its
core business, telecommunications, by divesting its information
technology.

2.1 1865-1960

From its inception, Nokia was in the

communications business as a manufacturer of paper - the
original communications medium. Then came technology with the
founding of the Finnish Rubber Works at the turn of the
20thcentury.

Rubbers, and associated chemicals, were leading

edge technologies at the time. Another major technological
change was the expansion of electricity into homes and factories
which led to the establishment of the Finnish Cable Works in 1912
and, quite naturally, to the manufacture of cables for the

12
telegraph industry and to support that new-fangled device - the
telephone!

After operating for 50 years, an Electronics

Department was set up at the Cable Works in 1960 and this
paved the way for a new era in telecommunications. Nokia
Corporation was formed in 1967 by the merger of Nokia Company
- the original paper-making business - with the Finnish Rubber
Works and Finnish Cable Works.

2.2 1960-1980
Design has always been important at Nokia and today's
mobile phones are regarded as a benchmark for others to follow.
Take, for example,multi-colored, clip-on fascias which turned
mobiles into a fashion item overnight. But Nokia has always
thought like that and back in the fashion-conscious 1960's when
one branch of the corporation was a major rubber manufacturer,
it hit on the idea of making brightly-colored rubber boots at a time
when boots followed the Henry Ford principle - you could have
any color, so long as it was black! The '60s, however, were more
important as the start of Nokia's entry into the
Telecommunications market. A radio telephone was developed in
1963 followed, in 1965, by data modems - long before such items
were even heard of by the general public.

In the 1980's, everyone looked to micro computers as the

next 'big thing' and Nokia was no exception as a major producer
of computers monitors and TV sets. In those days, the prospect of
High Definition TV, satellite connections and teletext services
fuelled the imagination of the fashion conscious homeowner.

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 In the background, however, changes were afoot. The world's
first international cellular mobile telephone network, NMT, was
introduced in Scandinavia in 1981 and Nokia made the first car
phones for it. True enough, there were 'transportable' mobile
phones at the start of the '80's but they were heavy and huge.
Nokia produced the original hand portable in '87 and phones have
continued to shrink in inverse proportion to the growth of the
market ever since.

2.3 1980-2001
It took a technological breakthrough and changes in the
political climate to create the wire-free world people are
increasingly demanding today. The technology was the digital
standard, GSM, which could carry data in addition to high quality
voice. In 1987, the political goal was set to adopt GSM throughout
Europe on July 1st 1991. Finland met the deadline, thanks to
Nokia and the operators. Politics and technology have continued
to shape the
industry. The '80s and '90s saw widespread deregulation, which
stimulated competition and customer expectations. Nokia
changed too and in 1992 Jorma Ollila, then President of Nokia
Mobile Phones, was appointed to head the entire Nokia Group.
The corporation divested the non-core operations and focused on
telecommunications in the Digital Age. Few people in the early
'90s would have thought that 'going digital' would change things
so much.

2.4 2000 to Present

Nokia is harnessing its experience in mobility and
networks to generate a startling vision of the future. Meeting
rooms, offices and homes will be 'smart' enough to recognize
their human visitors and give them whatever they want by
listening to their requests. Nokia welcomes change and
improvement and can embrace new ideas at great speed. Such
characteristics will never change but, as to the rest, the story has
only just begun!

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 3. Mission and Vision

3.1 Mission:

“In a world where everyone can be connected,

we take very human approach to technology”

Connecting is about helping people to feel close to

what matters. Wherever, whenever, Nokia believes in
communicating, sharing, and in the awesome potential in
connecting the 2 billion who do with the 4 billion who don’t. If we
focus on people, and use technology to help people feel close to
what matters, then growth will follow. In a world where everyone
can be connected, Nokia takes a very human approach to
technology.

3.2 Vision:

‘NOKIA customers continue to our First

Priority”

Nokia’s future success depends on delivering great

experiences to our customers by creating products and solutions
that work seamlessly and are appealing.

4. Strategies
 Customer remains the top priority

o Nokia’s priority is to be the most preferred partner to

operators, retailers and enterprise

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 o The brand goal for Nokia is to become the most loved brand
by the customer

 Nokia’ s business strategy focus on 5 areas:

o Create winning devices

o Embrace consumer internet service

o Deliver enterprise solution

o Build scale in networks

o Expand professional services

“Wherever, whenever, we believer in communicating, sharing

and in the awesome potential of connecting the 2 billion who do,
with the 4 billon who don’t”

At Nokia, customers remain our top priority. Customer focus

and consumer understanding must always drive our day-to-day
business behavior. Nokia’s priority is to be the most preferred
partner to operators, retailers and enterprises.

Nokia will continue to be a growth company, and we will

expand to new markets and businesses. World leading
productivity is critical for our future success. Our brand goal is for
Nokia to become the brand most loved by our customers.

In line with these priorities, Nokia’s business portfolio

strategy focuses on five areas, with each having long-term
objectives:

 Create winning devices

 Embrace consumer Internet service

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  Deliver enterprise solutions

 Build scale in networks

 Expand professional services

There are three strategic assets that Nokia will invest in and
prioritize:

 Brand and design

 Customer engagement and fulfillment

 Technology and architecture

5. Organization
Nokia comprises four business groups: Mobile Phones,
Multimedia, Enterprise Solutions and Networks.

Mobile Phones connect people by providing expanding mobile

voice and data capabilities across a wide range of mobile
devices. We seek to put consumers first in our product-creation
process and primarily target high-volume category sales.

Multimedia brings connected mobile multimedia experiences

to consumers in the form of advanced mobile devices and
applications. Nokia products give people the ability to create
access and consume multimedia, as well as share their
experiences with others through a range of radio technologies.

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 6. Revenue by four
business groups
Enterprise Solutions offers businesses and institutions
a broad range of products and solutions, including enterprise-
grade mobile devices, underlying security infrastructure, software
and services. We also collaborate with other companies to provide
fixed IP network security, mobilize corporate email, and extend
corporate telephone systems to Nokia’s mobile devices.
Networks provide network infrastructure, communications and
networks service platforms, as well as professional services to
operators and service providers. Networks focus on the GSM
family of radio technologies and aims at leadership in three areas:
GSM, EDGE and 3G/WCDMA networks; core networks with
increasing IP and multi-access capabilities; and services. Our
business groups are supported by various horizontal entities.

Customer and Market Operations is responsible for

marketing, sales, sourcing, manufacturing and logistics for mobile
devices from Mobile Phones, Multimedia and Enterprise Solutions.
Technology Platforms is responsible for the competitiveness of
Nokia’s technology assets.

The group supports Nokia’s overall technology

management and development by delivering leading technologies
and well-defined platforms both to Nokia’s business groups and to
external customers.
Nokia-wide horizontal units drive and manage specific Nokia
assets. They include brand and design, developer support,
research and venturing, and business infrastructure. Corporate
Functions support Nokia's businesses with company-wide
strategies and services.

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 7. NOKIA’s performance over
a year
Once NOKIA’s closest rival, Samsung has been losing its
market share since October’05 when it had an overall market
share (in terms of units) of 1.2, to 7.8% I March’06. The drop is
much steeper in value terms where its market share has fallen to
9.8% in March’06 from 21.2% in October’05.
Sony Ericsson’s market share (in terms of units) has improved
marginally from 7.1% October’05 to 7.6% in March’06, although
in value terms it has increased from 8.7% in October’05 t 10.2%
in March’06. The color segment, where Samsung used to rue
once, has seen its market share falling both in terms of units and
value. The market share (units) has dropped to 16.3% in March’06
from 34.9% in October’05 ad in terms of value, has dropped to
14% in March’06 from 32.5% in October’05. Sony Ericsson’s
market share in the color segment is marginally more than the
Samsung’s at 16.7% (unit) and 15.9% (value) in March’06 and is
an improvement over its October’4 figures of 15.6% (units) and
14% (value). The total handset units sold in the top 10 towns in
the month of March is 5, 06,493 units, from 4, 68,621 units
inOctober’05. The total value of the handset s sold is Rs.245.6
crore as of March’06 from Rs.236.1 crore in October’06. The
number of color phones jumped to 2, 11,779 units in March’06
from 1, 66,210 units in October’05. The value of the color phone
market increased to Rs.15, 208 lakhs in March’06 from Rs13, 023
lakhs in October’05.

8. Situation
Analysis

8.1 Social Analysis:

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 For electronics companies, take back and recycling add
value. They support brand value and customer loyalty and inspire
customer insights. They also demonstrate environmental
responsibility. Manufacturers like Nokia are generally in a
disadvantaged position for take back, due to the costs involved
and the lack of many consumer touch points. Stakeholders in the
take back and recycling process include governments, retailers,
customers, consumers and products. Other stakeholders include
recyclers, refurbishes and NGOs.
The responsibility for bringing used devices back for recycling lies
ultimately with the consumers. The challenge for Nokia in take
back programs is how to make mobile phone users do their share
and return the used products for recycling. By bringing the used
mobile to a take back point the customers make sure that used
phones will not end up in landfills in their own or other countries.
Instead, the recyclable raw materials can be used again in new
products.

In a typical consumer scenario, such as when a mobile

phone user is renewing a service contract with a mobile phone
provider, in the US and Europe an estimated 60% to 70% retain
their old devices because of their perceived value.

Successful take back is also driven to a great extent by

economics and market factors, which in turn place large
quantities of used devices in refurbishment scenarios. This causes
concern for the quality and safety of products repaired or altered
outside of the intense controls fundamental to a Nokia production
process. The optimum outcome from Nokia's environmental
efforts in the product lifecycle is to minimize adverse effects to
the environment, to our customers and consumers and to our
business. As the Nokia lifecycle philosophy applies to take back,
the power to manage take back and direct the disposal of a
mobile device at the end of its life is largely controlled by:
customers, consumers, retailers, and by governments. There are
various take back channels and Nokia has limited control over the
actual flows. Despite the challenges posed by the logistics of
recovery, Nokia has for years had programs in place and

20
continues to move ahead with new programs to recover mobile
devices at the end of their useful lives.
These include take back:

 Via our authorized service centers and flagship stores

 Through our web site, only limited in certain countries

 As part of eBay Rethink, only in the US

Nokia is also piloting different forms of cooperation with

operators and distributors, such as installing collection bins at
point of sales and mail service return, as well as in various
industry level schemes and in public awareness building
campaigns.

8.2 Environment Analysis:

NOKIA aims to be a leading company in environmental performance. By

working to reduce the adverse environmental impacts of our products and
activities, our customers can use our products with confidence and good
conscience. Combining environmental issues into daily work makes business sense
for Nokia. By working to reduce the adverse environmental impacts of our
products and activities, we minimize risk, ensure legal compliance, gain
stakeholder acceptance, and help advance the long-term success of our company.
Our customers can also use our products with confidence and good conscience.
Through our environmental strategy, we work to ensure that our products are safe
for personal use and that they do not overly tax the environment. Nokia is a trusted
brand and we take that trust seriously.

8.3 Nokia environmental strategy:

Nokia is a leading company in environmental performance. Nokia’s

environmental strategy is based on lifecycle thinking, beginning with the extraction
of raw materials and ending with recycling and disposal of as well as the
21
reintroduction of recovered materials into the economic system. Our goal is to
develop advanced mobile technology, products and services, which have no undue
environmental impact, consume energy efficiently, and that can be appropriately
reused, recycled or disposed of. Nokia's environmental strategy is integrated with
our business strategy. Our four business groups have set environmental targets for
their own activities to implement our corporate level environmental strategy.

8.4 Main Issues in Focus:

Three important global issues remain at the forefront of much of Nokia’s

environmental work. They are substance management, arrangements for the take
back and recycling of end-of-life products, and energy efficiency.

* Substance management

During the planning and design of our products, one of our main focus areas
is their material content. We are continuously analyzing the materials used in our
products with the aim of reducing the amount of potentially hazardous or harmful
content.

* Take back and recycling

In take back and recycling, we have for years had in place our
own arrangements for mobile devices and accessories, as well as
for mobile network and IP network security equipment. All Nokia
products are also covered by the European Union's new Waste
Electrical and Electronic Equipment (WEEE) directive. Nokia is
assuming product responsibility as defined by the directive as it is
implemented throughout Europe. In addition, take back of Nokia
mobile devices will also continue at authorized Nokia Service
Centers and Flagship stores in all markets where we do business.

* Energy efficiency

In our product creation as well as our own operational activities,

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an important area for continuous performance improvement is in
energy efficiency. We have consistently been able to reduce the
energy intensity of our products.

9. We launch a
new product

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 NOKIA N-96

10. About Nokia N-96

NOKIA N96 is the most expensive and powerful model in
the whole Nokia portfolio. It can’t stand up to the level of
24
popularity that N95 once enjoyed, though, but still serves a
formidable expansion of the model range upwards. The device
looks interesting in terms of the availability of DVB-H digital TV
and strikingly high specifications. It comes with an astonishing 16
Gb of onboard and 8 Gb of replaceable flash storage, and has a
pronounced focus on the video aspect. Even the form factor and
bundled kick-stand suggest this model being a TV-phone, let
alone the numerous hardware specifications specially fitted to this
cause. The STMicroelectronics chipset offers its video-relevant
powers at a cost, though: it doesn’t do as well in the rest of
performance tests. We can’t say N96 lags in the menus, yet a
certain delay can be felt, it’s a bit slower than N78 and N85. A
high audio quality, a large screen and a spacious storage make
N96 a perfect multimedia player and a possible replacement for a
number of Nokia N96 users. The price is going to be comparable
to the starting price of N95 8GB, namely around 550 Euros. N95
will slowly phase out of the market, making way for the new
flagship (it’s currently out of production). That’s how the company
divided the niche originally occupied by N95 8GB in two: one
model sticks to the same price bar, the other (N85) sells at a
lower price and plays a big part on the mass market, nominally
featuring slightly lower specifications.

Nokia N96 is the company’s video flagship. That means that

all the optimizations introduced into the model support solely that
cause, the accent on mobile TV and video. N85 is more versatile
and thus is going to win more popularity, but it can’t beat N96 in
terms of video recording and playback, as well as in the musical
department. Next comes a DVB-H digital TV module, so we get
the best multimedia handset on the whole market which is going
to stay so for quite a while on.

25
D ifferen

26
H ardw a

27
 11 Design and
Ergonomics
The company has been following a very monotonous
design template as far as their multimedia smart phones are
concerned, yet it can’t be called an unsuccessful one. The closest
thing in appearance to the N96 is a N81, while N85 looks more
elegant due to the rounded angles, a different plastic of a better
quality. The overall size of the handset is rather modest, only
making 103x55x18 mm, but the handset doesn’t give the hand a
comfortable feel because of the width and the thickness, N85
openly wins the contest. On the other hand, it isn’t even nearly as
bulky as Samsung i8510, the Korean flagship handset is really
huge in an open state, the size being its chief weakest point.

11.1Screen
The screen of Nokia N96 is identical to the screen N96 8GB,
featuring the largest diagonal among all Nokia – 2.8’’, TFT, some
of the best screen quality around. Compare this one to the screen
of Nokia N85, powered by the AM-OLED technology. N85 is
notable for much more vivid colors, yet the palette is more
natural with N96, also the latter seems to display a better

28
behavior in direct sunlight, bringing about less annoying glare.
We can’t really say that the screen of N96 is worse than the N85
screen; it’s just in a way different.

11.2 Controls and Keyboard

The block of controls is remarkable for the use of dedicated
media buttons; unlike N85 those are operable outside the player
mode. You can use them to switch tracks or start/stop playback at
any moment in any menu, which is immensely handy. The
buttons aren’t of the touch kind; they are mechanical and very
responsive, bringing no trouble at all.

A Navi Wheel is traditionally available, remaining active in all

menus and lists. The sensitive area of the wheel is limited to a
thin limbo running along the perimeter of the navigation element.
Moving your finger clockwise or counter-clockwise allows for rapid
playlist browsing in a corresponding direction. The light indicator
sits right in the center of the Navi Wheel and can be easily turned
off. It doesn’t carry out any special functions like a message or a
call reminder, a feature still available on some older Nokia
models.
29
 11.3 Connectivity

The availability of Wi-Fi also means the availability of the WLAN

Wizard application, which essentially is a simple program
intended to help the user to arrange network connections in a
semi-automatic mode. There are but a few options, once a
network is detected the user is prompted to submit a number of
settings. Network filtering is available, the security standards
include WEP, WPA and WPA2. The scanning period during which
WLAN networks are searched and detected is also adjustable in
the options.

The USB version is 2.0, the Mass Storage mode is fully supported,
the user is free to choose from Mass Storage, PC Suite, Image
Print or Media Player on establishing a phone-to-PC connection.
Both the memory card and onboard memory storage are
accessible from the PC. During Mass Storage sessions, the phone
doesn't go offline, you can still use its potential to the full.

The Home Media application allows for interaction between the

phone and various devices supporting the UnPNP technology. It
has seen some serious improvements from earlier versions used
in N95 and N93. If the only option available in the initial version
was the one allowing to share content stored on the device, now
the smartphone can play content opened from remote source. We
tested this functionality both on a phone-to-PC bundle and
between two different phones as well (N82-to-N95), and found no
problems at all. After adjusting all the necessary settings in the
Gallery, the 'broadcast over home network' options became
available, letting browse and play the content stored on remote
devices.

30
11.4 Battery
Nokia N96 is equipped with a relatively old battery, the
same with the original Nokia N95. It’s a BL-5F unit sporting a 950
mAh power output capacity. The choice is easily explainable: no
higher capacity batteries were available when the development of
N96 started, save for a few samples too big to fit into the battery
bay. The existing battery is on a comparable size scale with the
newer BL-5K battery (1200 mAh, used by Nokia N85), but is a bit
smaller. Neither BL-5K nor BL-6F can fit into the battery bay of
N96. Nevertheless, the smart phone can keep running for a long
time regardless of the relatively low battery capacity, it can run
longer than N95, and makes world records in media recording or
playback modes. Not only Feature Pack 2 contributes to this, but
mainly the power-saving STMicroelectronics chipset.

11.5 Memory
Once the device has booted, the remaining amount of free
memory available to the user is 90 Mb; the total RAM size equals
to 128 Mb, which is quite an adequate score for a modern
smartphone. Heap Size and Jar Size for Java applications are
unlimited.

31
 The onboard storage is divided into two unequal parts: the
disk labeled C: is 128 Mb large, of which about 70 are free and
the rest occupied by system files, - this is the place where all the
contact and PIM records are stored. The disk labeled D: is where
the various multimedia files are kept. You can safely format it
without causing any damage to the operating system, just take it
for a dumb file container. The D: disk is 16 Gb large. With such a
huge storage massive onboard, it would be interesting to look at
the data transfer speeds:

11.6 Multimedia
The player interface looks quite standard, exposing almost no
difference from Nokia N85 or N78; the same interface is used by
all latest devices basing off S60v3 Feature Pack 3. The extra
controls come in handy, both the buttons

around the navigation button and the extra buttons on the upper
half of the slider are used for rewinding, playing and pausing.
Here we have a huge advantage over Samsung i8510 which isn't
equipped with any extra player buttons, a flaw which is hardly
compensated by the unmatched audio quality provided by this
model.

The audio quality of N96 has been discussed before, proven

to be one of the best among the currently available solution, and
absolutely unmatched in the whole range of S60 Nokia phones.
The sound is better than with N78 or N79, the handset has a more
realistic sounding even in comparison with N85, though the
difference is too little to matter for the majority. This combined
with a convenient system of controls (two sets of dedicated media
buttons, an optimal arrangement of slots) makes N96 one of the
best multimedia devices available from today’s market. Nokia
N85 only wins in the battery charge contest in playback mode.
Samsung i8510 is the ultimate music smartphone, it’s audio
quality is unchallengeable by any other model so far.

32
 12. Macro Environment
Major external and uncontrollable factors that influence an
organization's decision making, and affect its performance and
strategies. These factors include the economic, demographics,
legal, political, and social conditions, technological changes, and
natural forces.

12.1 POLITICAL FACTOR:

Nokia reported spending $5.4 million on lobbying in the U.S. in
2007 and $2 million on lobbying in 2008.

12.2 ECONOMIC FACTOR:

Nokia N-96 had to change its functions from single market to
global market due to collapse of Russian Federation.

12.3 TECHNOLOGICAL FACTOR:

Changes in technology. NOKIA N-96 brings new technology in
market for consumers.

33
12.4 ENVIRONMENTAL FACTOR:
Environmental impact of supplier‘s NOKIA N-96 and processes.
Environmentally ethical considerations amongst supplier’s Life
cycle impact of NOKIA N-96 throughout the supply chain

13. SWOT Analysis

Nokia is at an important crossroads in its history. Having
architected many of the key tenets for growth during the
formative years of the mobile phone industry, the market with
which Nokia is so familiar may be adopting
different rules, ones that it may not fully understand. The
situation Nokia faces may be similar to the period in the PC
industry when Dell Computer surpassed perennial leaders IBM,
Hewlett-Packard and Compaq Computer.

Why might this happen? Because Nokia's strengths are so

well-understood by its competitors, they are well-targeted and
improved upon. The wireless market's evolution has slowed,
making it easier to challenge the incumbents. Also, the progress
of technology has made many of Nokia's early advantages easier
to overcome. Nokia's leadership position is a result of paying
persistent attention to market needs and taking the right chances
at the right time. Nokia was the first to acknowledge fashion as an
important element in mobile phone purchases, and it is solidly
behind the push for Multimedia Messaging Service, which could
become the first data service beyond Short Message Service to be
deemed successful. There is a significant gap between Nokia and
startups, which makes it difficult to compete against Nokia.
Nokia's tie to operators has kept its products solidly in consumers'
view. Yet, Nokia faces some serious challenges

13.1 Strength:

34
· NOKIA is the One of the most popular mobile
communication. company in the industry

 NOKIA N-96 is high product quality

 Latest Technology

 Latest Software

 Product is warrantee worldwide

 Fashionable product (serve new trend)

 Global marketing (product)

 It has better quality

 Design is a bit mature

13.2 Weakness:

 Its not easy to use

 Low voice quality

 N-96 is heavy set but Samsung latest sets are light

 Market skimming prices of this Set

 Difficult functions

 It is very slow

35
13.3 Opportunities:
 NOKIA N_96 with computer window

 New growth market of NOKIA N-96

 Latest and powerful devices

 Well designed and stylish set

 Latest Accessories

 Pocket Computer

13.4 Threats:
 Looking mainly at the competition that is taking away Nokia’s market share.

 Orange, Vodafone and O2 and many other operators are globally selling
their own heavy and good sets

 Higher import charges.

 China Mobile made Copy of NOKIA Sets and they also made NOKIA N96.

14. Segmentation

14.1 Mobile Phone:

Mobile Phones connect people by providing expanding

mobile voice and data capabilities across a wide range of mobile
devices. We seek to put consumers first in our product-creation

36
process and primarily target high-volume category sales of mobile
phones and devices based on the following global cellular
technologies: GSM/EDGE, 3G/WCDMA and CDMA.
In voice centric and mainstream mobile phones, we believe that
design, brand, ease of use and price are our customers' most
important considerations. Increasingly, our product portfolio
includes new features and functionality designed to appeal to the
mass market, such as mega pixel cameras, music players and
advanced-quality color screens.

Nokia key quality targets are:

· For Nokia to be number one in customer and consumer loyalty.

· For Nokia to be number one in product leadership

· For Nokia to be number one in operational excellence.

The quality and reliability or our products and services

are among the most important factors driving customer
satisfaction and loyalty. Designing good quality products begins
with understanding customer requirements and creating the best
user experience. The whole chain, from suppliers through to R&D,
operations, sales and distribution to customers, impacts the end-
result – everybody in the chain has a role to play in achieving
quality.

Our products and customer experiences are the results of our

everyday processes. Process management means finding the
simplest way of operating, in order to create customer value in a
lean manner. Our process thinking

covers everything we do, and processes are continuously

improved based on the measures and the feedback we receive
from our customers.

37
 15. NOKIA N-96 Consumer
Segments
 Light Users

 Medium Users

 Heavy Users

16. Our Target

Consumer is:
Heavy Users
We believe consumers deserve and appreciate these quality
aspects when buying a luxury product like a foosball table. We
select a heavy consumer because Heavy consumers repeat very
often their purchases. In so doing, they cumulate category-specific
knowledge and skills. They able to purchase our product. They
want to use new and latest technology. They want to explore the
world. This reason we select this category. We want our
consumers don’t go any where. He gains every thing from us.
Heavy users use it well and obtained benefits from us. In this
category users like latest products with latest features.
Heavy users want something new and stylish. Heavy invest heavy
investment on his personal life or product.

38
 17. Segmentation
Strategy

17.1 Nokia N-96 Markets Demographic:

The profile for Nokia N-96 customer consists of the

following geographic and demographic:

17.2 Geographic:
 Nokia N-96 immediate geographic target is rural Pakistan.

 The total targeted population is estimated at 100 million.

17.3 Demographic:
 Male and female.

 Ages 25-50, this is the segment that makes up 80% of the

Nokia mobile phone market according to the NOKIA Ltd.

 Professionals and College students.

18. Nokia N-96

Strategies

39
 Market growth of N-96 predictions provides one
motivation for network operators and service providers to
improve the data service experience. For example, some research
predicts a 270% increase in average monthly ARPS

(Average revenue per subscriber) for data services from 2005 to

2020.

Nokia predicts a CAGR (compound annual growth rate) of 9%

for the mobile services market during the years 2004–2009 (see
Figure 5.2). This growth will be due largely to growth in data
services (CAGR 23%), with CAGR at 6% for voice and other calls.

Data is particularly a growth driver in emerging markets and

Asia. Some researchers provide more conservative figures, but all
the research indicates that definite growth opportunities exist for
mobile data services. The question is, who will capture the market
growth and how is it enabled?

19. Marketing Strategy

Today, the true “killer” data application is still text
messaging, a typical example of person-to-person
communication. Other end-user services, however, have not
taken off as expected in recent years. Marketing strategy of N-96
to promote this set through proper Chanel.

The primary reason for this slow take-up is that most of these
services do not fulfill the expectations of users. Although ring
tones are one example of successful person-to-content services,
progress must be made for market take-up of other mobile data
services such as:

 Messaging (e.g., MMS and e-mail)

 Entertainment (e.g., graphics, logos, games)
 Information (e.g., directory services, news)
40
  Internet
 Latest Technology

20. Marketing
Objective
 Capture rural Pakistan market
 Target school student
 Attract Customers to New technology
 Enhance Distribution
 Maximize Nokia revenues
 Maintain Customer’s Loyalty

21. Product Life Cycle

A large untapped potential exists among the present
base of non-users: the 10% of existing customers who use
services infrequently or do not use services at all, even though
they have the right mobile handset. In general, these mainstream
users are more loyal to their existing service provider,
making them a group to reward for their loyalty. Ease-of-use is
one of the key factors when increasing customer loyalty, which, in
turn, will lower churn and eventually lead to a decrease in
marketing expenditures. Differentiation by ease-of-use
experience will also have an effect on increasing ARPU, because it
speeds up the adoption of new services.

The more mainstream the target users, the more they

value ease-of-use and customer intimacy and seek practical uses

41
for new services. The fact that ease-of-use is particularly relevant
to mainstream users makes it such an important consideration.
Making a service successful in the mainstream market has the
challenge for most existing services. Creating ease-of-use in
services will help a service provider to “cross the chasm” from
the early market of innovators and trendsetters to the
mainstream market of average users.

TheMorphconcept
NokiaE - series

NokiaN - Series
NokiaSymbianseries

Product life cycle of Nokia

21.1 The Product Life Cycle

(International)

42
 Maturity
Nokia Symbian
& N- Series
Decline
Nokia 30 & 40 Series

Growth Sales curve

Nokia E- series

Introduction
The Morph concept

Time

21.2 Product life cycle of NOKIA N_

96

43
21.3 Services Life Cycle

Creating and implementing a business strategy that

focuses on ease-of-use will enable the service provider to
increase service revenues. Naturally, strategies across
geographical regions and operators differ and it is not possible to
copy exactly from the experiences of others. Service uptake and
usage differ vastly depending on the stage of the overall society
and service culture, main technologies chosen, competitive
market situation, maturity level of networks, and other network
lifecycle variables.

NOKIA N-96 service life cycle is not short because it is good

quality product. People or consumers like NOKIA products.

44
 21.4 Positioning Strategy

When Nokia N-96 positions its brand in the crowded

mobile phone marketplace, its message must clearly bring
together the technology and human side of its offer in a powerful
way. The specific message that is conveyed to consumers in
every advertisement and market communication (though not
necessarily in these words) is "Only Nokia Human Technology
enables you to get more out of life “In many cases, this is
represented by the tag line, "We call this human technology". This
gives consumers a sense of trust and consideration by the
company, as though to say that Nokia understand what they want
in life, and how it can help. And it knows that technology is really
only an enabler so that you-the customer-can enjoy a better life.
Nokia thus uses a combination of aspirational, benefit-based,
emotional features, and competition-driven positioning strategies.
It owns the "human" dimension of mobile communications,
leaving its competitors wondering what to own (or how to position
themselves), having taken the best position for itself.

N-96 has created a distinct position in customer mind by:

 Nokia logo…..>

 Slogan……> “Know our past. Create the future”

 Latest Ring Tone

 New Messages Tunes

 The specific message that is conveyed to the customers in

every advertisement.

45
 22. Nokia N-96 Design
Nokia is a great brand because it knows that the essence
of the brand needs to be reflected in everything the company
does, especially those that impact the consumer. Product design
is clearly critical to the success of the brand, but how does Nokia
manage to inject personality into product design? The answer is
that it gives a great deal of thought to how the user of its phones
will experience the brand, and how it can make that experience
reflect its brand character. The large display screen, for example,
is the "face" of the phone. Nokia designers describe it as the "eye
into the soul of the product". The shape of phones is curvy and
easy to hold. The faceplates and their different colors can be
changed to fit the personality, lifestyle, and mood of the user. The
soft key touch pads also add to the feeling of friendliness,
expressing
the brand personality. Product design focuses on the consumer
and his needs, and is summed up in the slogan, "human
technology."

Nokia now accounts for over half of the value of the

Finland stock market, and has taken huge market share from its
competitors. According to one brand valuation study carried out
in mid-1999, it ranked 11th on the world's most valuable brand
list, making it the highest-ranking non-U.S. brand. As has been
pointed out, it has unseated Motorola. Nokia achieved its brilliant
feat through consistent branding, backed by first-class logistics
and manufacturing, all of which revolve around what consumers
what.

23 Promotion
Strategies

"Push or Pull"?
46
 Marketing theory distinguishes between two main kinds
of promotional strategy - "push" and "pull".

23.1 Push:
A “push” promotional strategy makes use of a company's
sales force and trade promotion activities to create consumer
demand for a product. The Nokia promotes the product to
wholesalers, the wholesalers promote it to retailers, and the
retailers promote it to consumers.

For example Nokia promote N-96 via retailers such as

Carphone Warehouse. Personal selling and trade promotions are
often the most effective promotional tools for companies such as
Nokia - for example offering subsidies on the handsets to
encourage retailers to sell higher volumes.
A "push" strategy tries to sell directly to the consumer, bypassing
other distribution channels (e.g. selling insurance or holidays
directly). With this type of strategy, consumer promotions and
advertising are the most likely promotional tools.

23.2 Pull:
A “pull” selling strategy is one that requires high
spending on advertising and consumer promotion to build up
consumer demand for a product.

If the strategy is successful, consumers will ask their

retailers for the product, the retailers will ask the wholesalers, and
the wholesalers will ask the producers.

47
 24 NOKIA N96 Chose both
Strategies
We chose both strategies because we know if we don’t use both
strategies we unable to promote our new product. We want to
promote our product world wide it is impossible if we don’t use
both strategies . NOKIA is a large company and it have the ability
to promote its product widely through both strategies.

25. Pricing Strategy

25.1 Pricing Strategy Matrix:

Nokia observes different pricing strategy for NOKIA N-96.
The main aim is to gain the market at rural village of India and
maintain it’s customer for Mid range phone.

25.2 Premium Pricing:

Nokia N-96 use a high price where there is uniqueness
about the product or service. This approach is used where a
substantial competitive advantage exists. Such high prices are
charge for luxuries such as NOKIA E-series mobile phone.

25.3 Penetration Pricing:

48
 The price charged for products and services is set artificially
low in order to gain market share. Once this is achieved, the price
is increased. This approach was used Nokia on Model No. 1100
and 1108, in Indian rural market.

25.4 Economy Pricing:

This is a no frills low price. The cost of marketing and

manufacture are kept at a minimum. Nokia follow it for it’s mid
range Mobile phone. Normally it is to attract middle income
group.

25.5 Price Skimming:

Charge a high price because you have a substantial

competitive advantage. However, the advantage is not
sustainable. The high price tends to attract new competitors into
the market, and the price inevitably falls due to increased supply.

26. Distribution
Strategy
NOKIA N-96 has become a major part of our life. On the
one hand, Pakistan Mobile phone market has grown rapidly in the
last few years on the back of falling phone tariffs and handset
price, making it one of the fastest growing markets globally.

Nokia is a world leader in mobile communications, driving

the growth and sustainability of the broader mobility industry.
Nokia connects people to each other and the information that
matters to them with easy-to-use and innovative products like

49
mobile phones, device and solutions for imaging, games, media
and businesses. Nokia provides equipment, solutions and services
for Network operators and corporations.

Nokia held a global market share of 34.2 percent at the end

of January, according to consultants’ strategy Analysis, while
Motorola had 18.3 percent, Samsung 11.1 percent, and LG and
Sony Ericsson 6.6 percent each. “To illustrate Nokia’s
performances, more than one third world’s phone users use a
Nokia phone”. In India Nokia is the market leader, with a
manufacturing facility in Chennai.

The Nokia requires to have a regular check on these

channels if they working efficiently and take steps to further step
to improve. The Nokia only stay ahead in profits, market share
etc, only if their products reach the outlets on time as well based
on demand .The project began with the basic understanding of
how distribution of mobile phones takes in the market by Nokia.
Nokia works with the distribution of mobile phones takes in the
market by Nokia. Nokia works with the distributor, re distributor
stockiest (R.D.S) and finally the retailer from whom the product is
sold to the consumer. Five forms of outlets sell Nokia’s products:

Distributors:

i. HCL infosystem

ii. Bright point.

Outlets:

i. Nokia priority dealers

ii. Multi brand outlets

iii. Reliance web world

50
iv. Reliance web world express

v. Tata true value shop.

26.1 Distributors:

a) HCL Infosystem: During the last ten years, the HCL-Nokia

relationship has witnessed strong growth in the Indian GSM
handset market resulting in a significant market share gain for
Nokia, and the increased need for a distribution Network that will
meet the projected market growth of 200 million subscribers by
2007. The relationship with Nokia has been a very satisfying one,
and the agreement between Nokia and HCL reaffirms Nokia’s
commitment to the growing Indian Market, to ensure that mobile
devices are accessible to more consumers in the cities and towns
across India.
Mobile penetration is getting into the next phase of growth of
which a major portion is expected to come from smaller towns
and remote locations. There is clear pick up ion demand. The
challenges ahead would be to penetrate deeper, preserve market
and in order to have much greater depth, align to global policy of
balanced channel mix and also to ensure that all possible
channels are included, and channel partners are well served so
that growth opportunities are captured.

The two companies have extended their agreement for

another five years. This strong relationship between these two
players plays a crucial role in increasing the sales as well to hold
the market leader position in the market. Both entering the
distribution channels will in fact help the consumer to get the best
product in the nearest location in any part of the country.

Bright point: It offers the most comprehensive selection of

brands and products in the wireless industry. Handset, Integrated
devices, PDAs, etc. They also provide full selection of OEM and
aftermarket accessories, Modems and software. It distributes

51
product manufactured by the world’s leading handset
manufacturer.

26.2 Outlets:

Nokia priority dealers are exclusive show rooms for buying

Nokia products. These outlets are directly under the control and
supervision of Nokia, which makes them solely accountable to
Nokia. NPD’s are preferred outlets to buy Nokia products, as they
are their genuine dealers of its products. These outlets have the
complete portfolio of Nokia products existing in the market. The
buying experience the consumer enjoys is the better than any
other outlet in the city.

Multi brand outlets are the outlets, which deal with all the
company products in the market. They provide service and space
to all the competitors as they sell all the products in the market.
The major purpose is not to dissatisfy the consumers entering the
outlet and provide them with all the brands asked by him. The
amount of sales made is higher as well the profit earned is higher.
The numbers of these outlets are higher in the city.

Reliance web world are exclusive reliance outlets. They deal

with reliance products of providing connections and billing of the
connections. These outlets also sell mobile phones of various
brands. The major aspect in these outlets is the stock reaches
these outlets directly from the company itself.

The RDS has no role to play other than providing these

providing these outlets POS materials to these outlets. Reliance
web world express are also exclusive reliance outlets but are the
franchise outlets of Reliance. They also deal with reliance products
of providing connections and billing of the connections. These
outlets also sell mobile phones of various brands. The major
difference between web world and express are the stock that
reaches these outlets. The RDS and his sales men provide both
stocks as well POS materials to these outlets.

Tata true values Shoppe are also exclusive Tata outlets but are
52
the franchised outlets. They also deal with Tata products providing
connections and billing of the connections. These outlets also sell
mobile phones of various brands. The RDS and his sales men
provide both stocks as well POS materials to these outlets.

26.3 Supply Chain:

Nokia are committed to reducing the environmental

impact of our business. We expect all Nokia suppliers and their
suppliers to take a similar approach. At Nokia, we believe in long-
term partnerships with suppliers who share our approach to
ethical business. Together we work hard to anticipate risk,
demonstrate company values, enhance our governance practices,
increase employee satisfaction and look after the communities
where we do business.

NOKIA N-96 Supply through proper Chanel because we want

N-96 promotes internationally. We use proper Chanel for our new
product.

Product Mix
Product:
Our Product Is NOKIA N-96. It is the most expensive
and powerful model in the whole Nokia portfolio. It can’t stand up
to the level of popularity that N95 once enjoyed, though, but still
serves a formidable expansion of the model range upwards.

53
Price:
Price of this set is 42,700 which are affordable for heavy
users. This price compete the market easily. Price is reasonable
because it is facilitating the consumer.

Place:
It is also available in big cities of Pakistan like Islamabad,
Lahore, Karachi, and others. Consumer purchases it easily from
NOKIA retailers which are located in Islamabad, Lahore and other
cities of Pakistan.

Promotion:
We use different channels for promote our new product.
 Print media

 Pos material

54
  Tv commercial

 Billboards and holdings

Print Media
We often use print media for advertisement. We have a
separate department for print media.

TV Commercials
As everybody know that TV is a most common entertaining
medium so TV commercials is one of the most attractive way of
doing advertisement. So NOKIA Company does regular TV
commercials on different channels.

Billboards and Holdings

NOKIA is very much conscious about their billboards and

holdings. They have so many sites in different locations for their
billboards.

Nokia customer care centre

inaugurated in Pakistan

55
 Nokia, the world leader in telecommunication technologies,
announced the launch of NOKIA CARE - customer care centre in
Karachi at a glittering event today at the Ebrahim Trade Towers.

The briefing, which served to introduce Nokia's customer

care centre initiative was addressed by Nokia's key regional
officials, Imran Khalid Mahmood Country General Manager Nokia
Pakistan and Afghanistan, Ian Stewart, Care Director Nokia Middle
East & North Africa and Zoff Khan, Managing Director of Global
Customer Care, a Koohiji Group Company.

The Nokia care centre has been established to facilitate

consumers and is a global initiative, which is the first of its kind in
Pakistan. Nokia care was launched in Lahore last month and is
now being launched in Karachi, with many more to come. The
Nokia care will provide customers with the required help and
assistance needed to ensure optimal performance of their Nokia
devices, with easy access to expert maintenance services and
purchase enhancements for the sole purpose of maximising
customer satisfaction.

Additionally it will offer a unique possibility for consumers in

Pakistan to check the warranty of their Nokia device via SMS, by
simply sending the IMEI number of the device to 66542 (Nokia),
shortly after which a response will be sent back to the device
from which the query originated.

Sharing his insights on the occasion, Imran Khalid Mahmood

Country General Manager, Nokia Pakistan and Afghanistan stated,
"The Nokia Care Centre in Pakistan demonstrates our firm
commitment to bringing services in the local market that will help
us meet customer expectations via a constant flow of first hand
information and feedback from our customers."

56
 M arket share
strategy
90 N OK IA
80
70
60
50 N o k ia
40 S o n y E ric s s o n
30 Sam sung
20
10
0
2005 2006 2007 2008

57
B CG M atri

Q
Stars

58
NOKIA & COCACOLA
In August 2001, the new under-the-crown promotion “Nikla Kiya?”(What have
u won) was launched in collaboration with Chimera Nokia. The promotion gave
consumer a chance to win thousand’s of Coca-Cola branded Nokia 3310 cellular
phones on every purchase of 750ml RGB bottle of Coca-Cola ,Sprite, & Fanta. The
other highlight of promotion was the “Caught Red Handed” campaign. Branded
Coca-Cola with ‘caught red handed’ team in them went to Lahore & Karachi for
three days, with target that anyone being caught drinking Coca-Cola will be
awarded a NOKIA 3310 mobile phone & if someone is caught talking on a
NOKIA mobile will win free supply of Coca-Cola. Caught red handed become a
huge success among the masses as it was one to one interaction between the Coca-
Cola brand & the consumers. This activity helped billed confidence and brand
loyalty among core consumers.

Sources
1. Preston university library

59
2. Nokia Outlets

3. www.nokia.com

4. http://www.realkarachi.com/nokia-mobile-prices-karachi.php

5. http://europe.nokia.com/A41466357

6. http://www.gsmarena.com/nokia_n96-2253.php

7. http://www.pressreleasepoint.com/nokia-n96well-known-its-
awesome-design-and-specifications

8. http://www.the-infoshop.com/study/kt32528-nokia.html

Conlusion
After thorough research, we come to the conclusion that the marketing strategy
of NOKIA is working for them and the N-96 is gaining popularity among youth
day by day.
Nokia is a mobile telecommunications company, and offers far more than just
mobile phones for everyday use. They offer networking solutions for businesses
that help businesses stay connected and communicate with each other at all times
and places. For them, Nokia also offers special mobile phones with exquisite and
unique functions and options. In this project, we can overview on NOKIA N96. It
is the most expensive and powerful model in the whole Nokia portfolio. It can’t
stand up to the level of popularity that N95 once enjoyed, though, but still serves a
formidable expansion of the model range upwards. The device looks interesting in
terms of the availability of DVB-H digital TV and strikingly high specifications. It
comes with an astonishing 16 Gb of onboard and 8 Gb of replaceable flash storage,
and has a pronounced focus on the video aspect. Even the form factor and bundled
kick-stand suggest this model being a TV-phone, let alone the numerous hardware
specifications specially fitted to this cause. The STMicroelectronics chipset offers
60
its video-relevant powers at a cost, though: it doesn’t do as well in the rest of
performance tests. We can’t say N96 lags in the menus, yet a certain delay can be
felt, it’s a bit slower than N78 and N85. A high audio quality, a large screen and a
spacious storage make N96 a perfect multimedia player and a possible replacement
for a number of Nokia N96 users. The price is going to be comparable to the
starting price of N95 8GB, namely around 550 Euros. N95 will slowly phase out of
the market, making way for the new flagship (it’s currently out of production).

61