1.

INTRODUCTION

“From penetration driven economy to consumption driven economy” –the title suits best to the
consumer buying behavior in India. Of all the markets in India in the current scenario one of the
important is telecom market specially the mobile phones. The cellular industry made a very slow start in
India. This was primarily because of the telecom policies of the government followed by high licensing
fees and absence of a proper telecom regulatory authority. 1The import duties were as high as 27% and
the user charges were almost Rupees 16 per minute as a result of which the consumers didn’t take
mobile phones at that time. In the year 1994 Nokia India, a subsidiary of Finland based Nokia made an
entry into the Indian market. It had to face tough competition from powerful global players like Sony
Erickson, Motorola, Samsung, and LG.Still it comes ahead of the rivals in the Indian mobile market and
captures almost 58% of the market share .Nokia made a great change in its strategy to remain in the
market and occupy a majority of the market share. The first and the foremost strategy were to remain
focused on the mobile phone market only. While others diversified to other products Nokia is centered
on mobile technology. It established crucial distribution partnerships, followed the procedure of rapid
skimming and penetrating the market by making early investments in manufacturing and thus creating a
brand value. The most important of the lot was the strategy of developing innovative products and
incorporating add-ons to those products. The best instance of the last strategy came out on April 27,
2005 when Nokia introduced the Nseries brand in the world market. Previously the handsets were
mainly aimed at performing the task of communicator with some extra features like sms, mms, 3gp
video recording, vga camera, radio. Nokia Nseries changed the picture altogether .It was a camera
focused, music focused device which has now turned out to be a mass market phone especially in India.
Indian market was previously recognized by its size and a low cost phone market. Nokia Nseries changed
the concept all together .it actually proved India to be a diverse market with all possible consumer
preferences and segments .India came out to be the fourth largest market for the high end Nokia
NSeries.

1
Source: Nokia made in India
http://72.14.235.132/search?q=cache:kly0G_Fxn5QJ:www1.gdufs.edu.cn/jwc/bestcourse/kecheng/31/jiaoan/%25
C8%25AB%25D3%25 A2%25BD%25CC%25D1%25A7/Marketing%2520Case/Case%25207.doc+when+did+nokia+first
+enter ed+the+indian+market&hl=en&ct=clnk&cd=1
2. OBJECTIVE

(a) The customers are diverse in their buying requirements for a particular product. So an organization
needs to identify the market segments which it can effectively serve at. The market segment basically
consists of the groups of the customers who share the similar set of wants .One of the major objectives
of our project would be to determine the levels of segmentation ,patterns of segmentation and market
segmentation procedures of Nokia NSeries in India.

(b)All though Nokia Nseries captures a majority in the Indian market but recently the aggressive
marketing strategies by 2Motorola has hit Nseries very hard at some places at India especially at
Hyderabad. This clearly implies there are some loopholes in the positioning strategy as well as other
marketing strategies. So one of our objectives would be to determine and analyze the pitfalls in the
positioning strategy of Nokia NSeries at Hyderabad.

(c) The main aim of any marketing strategy is to satisfy the customer needs. A consumer’s buying
behavior is affected by cultural, social, personal and psychological factors. The main objective of our
project would be to determine the factors and the impact of those factors on the consumer buying
behavior of Nokia Nseries at Hyderabad.

(d)It is important for the marketers to understand the stages in the buying process of their products.
This can be done by 3introspective method( where they themselves could act like the customers
),retrospective method( where they can interview a small number of people and gather information
about their buying process), prospective method( which can be applied to a set of customers who have
made the decision of buying the product) and lastly prescriptive method( where they can ask the
consumers to instantiate the ideal way of buying the product). So one of our objectives would be to
determine and analyze the buying decision process of Nokia Nseries at Hyderabad in comparison to
India.

(3) METHODOLOGY

The entire project is based on the research of the market. This is a live project so the overall process or
method of project was divided into two primary divisions:

(a) Data collection: Data collection has a huge impact on the proposed methodology since this a
live project, so majority of the data collected and used are primary in nature. In case of
secondary data there lies one level of interpretation in between the event and its recording but
here our data was primary in nature so we have tried to keep error margin very small almost
negligible. Hence care is taken on the designing of the data collection tools, drawing inference
from the data and henceforth generalizing it. Our primary data collection is mainly based on the
survey methodology where we have collected the data from a sample size of 200.Here our main
objective was to determine the consumer buying behavior of Nokia NSeries at Hyderabad so for
that we selected four different regions at Hyderabad viz Mehndipatnam, City center Hyderabad,

2
Source :http://www.merinews.com/catFull.jsp?articleID=124478
3 th
Reference :Marketing Management by Philip Kotler 11 Edition pg no.-202

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 Hotel Taj Banjara and Khiratabad area near KGN shop. Questionnaires were provided to the
consumers and then the data was be taken based on their responses. The pattern of the
questionnaire follows Likert Scale where certain parameters are being given points on a scale of
1 to 7 where 1 is the lowest and 7 is the highest.
(b) Data Analysis and Interpretation: The data that we obtained from the data collection technique
was the raw information. The most important part of the research method was the data analysis
part where the raw data was given a structured format. The main aim of data analysis was to
reduce size complexity of the collected data, looking for relations between the accumulated
data and applying statistical techniques to the data set to generate some result set. These
derivations or data interpretations in turn determined the consumer buying behavior of Nokia
NSeries at Hyderabad. Here for the data analysis and data interpretation we took the help of
SPSS software package and MS Excel. In SPSS we mainly concentrated on correlation matrix and
factor analysis of the data. Through the factor analysis we determined the set of the
components or factors why the consumers don’t use Nokia NSeries.

(4) LITERATURE REVIEW

The Nokia Way-The Nokia way is an organizational philosophy which attracts and retains the best
people. This is also the foundation of motivation for people working in Nokia. Nokia has been known for
its excellent organization policy of freedom and flexibility. Nokia, a telecom giant, in fact, the largest
maker of mobile phones in the world, is a Finnish company. The global character of Nokia is very much
reflected in the 40 percent market share it has in the global handset market.

Nokia has four business groups: Mobile Phones, Multimedia, Enterprise solutions and Networks

Customer and Technology Platforms Brand and Design

Market Developer
Operations Support Research

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Nokia-Business Groups

Nokia’s corporate culture basically aims at ensuring that employees consider working at Nokia as an
experience. By providing its employees education, training and development programmes emphasizing
non-monetary incentives for good performance and imparting the values of openers and diversity which
is the core of Nokia’s business culture, Nokia has created a fine working environment for its employees.

Salient Features of Nokia Culture

Team Work-Nokia’s organization and culture has often been described as being typically emphasizing on
joint achievements and rewards, openness, knowledge, shared vision, goals, speed and integrity of
decision making.

Honesty-People are given, in the literal sense, maximum freedom to express their disagreements openly
and are expected to avoid politicking.

Empowering Front Line Employees- Nokia believes that despite the increase in size over the years, the
management policies and practices remain that of an independent, innovative and creative start-up.

The HR Practices in Nokia encompasses four fundamentals such as Nokia Way and Values, Performance
Based Rewarding, Professional and Personal Growth, Work-Life Balance. The Nokia Values are Customer
Satisfaction, Respect, Achievement, Renewal, and Talent Management: Reward and Motivation. Nokia
undertakes various employee development programmes like provision and encouragement for
professional and personal growth, dynamic performance management system, talent management
system, on boarding, 360 degree feedback system.

Nokia in India- Nokia, the global leader in mobile handsets had come a long way since it entered India in
1995.In brand surveys across Indian cities and demographics, Nokia topped the awareness list. More
than 49 million mobile users in India carried a Nokia handset. Six out of every ten people who bought a
mobile phone in India picked up a Nokia. Nokia had pursued a cost leadership strategy in India, looking
for various ways to cut costs.Nokia had also established a formidable distribution network that reached
over 25000 dealers network that was about three times the size of Samsung’s, six times that f Sony-
Ericsson’s and one-fourth of Hindustan Lever’s. In the infrastructure business, Nokia networks had
become a key supplier to all five GSM operators in the country; Bharti, BSNL, BPL, Hutchison and
IDEA.Nokia networks closely with operators to lower the total cost of ownership and usage for
consumers.

Background Note

Over the last decade, Nokia had emerged as the clear market leader in the mobile device market in
India. The company offered a wide product range to meet the needs of different consumer segments
ranging from advanced business devices, high performance multimedia devices, to an affordable range
of entry level phones for first time subscribers. In 1997,Nokia India rode to market leadership on its
Nokia 2110 model.Subsequently,it launched the Nokia 1610 and Nokia 8110.With India(along with

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China) having become one of the two most happening telecommunications markets in the world,Nokia
continued to increase its commitments.

A number of Nokia employees (mostly young Indian software engineers) from San Diego had visited
India to demonstrate a range of technologies they had helped develop. These included a number of
world’s first such as CDMA-GSM(cross-protocol) MMS connectivity; protocol-independent IP multimedia
Subsystem(IMS) services; video streaming over1x and a better than “landline” wideband variable rate
codec that captured a broader range of audio frequencies and delivered richer sound.

Nokia had so far not sourced any components from India for its manufacturing plants across the world,
but was working with software companies such as Wipro and TCS for mobile-handset related software.

The Road Ahead

In the past few years, Nokia had practically doubled its revenues in India every year. India had become
Nokia’s fifth-largest market after the US, Germany, the UK and China. Most analysts considered this a
significant achievement for a 10-year old operation.

But in its pursuit of cost leadership, some analysts wondered whether Nokia was moving in the wrong
direction. Younger, nimbler Asian rivals like Samsung or older American ones like Motorola and Sony
Ericsson were positioning themselves as ‘cool” products that appealed to teenagers.

Meanwhile, a major concern for Nokia was that its mass-market dominance, did not extend to the
CDMA (code division multiple access) segment. This was fallout of the company’s traditional strategy
that put its stake heavily on GSM (Global System for Mobile Communication) technology, which
dominated the global market with 80 percent share. Notwithstanding the concern, Nokia had built up
strong brand awareness in India. Wherever consumers had a choice and chose a phone of their own
volition, a majority of customers chose a Nokia.

Nokia also faced major challenges in introducing advanced applications in India. Nokia believed that in
India, the job was to get people onto mobile email, shoot a photo and print it and so on. While some
analysts doubted whether Nokia would be able to move successfully to the higher end of the Indian cell
phone market, the company believed it was well positioned to leverage its mass-market dominance and
extend its leadership at the high end of the market.

Nokia Current sales in India

Handset manufacturer Nokia, which has the largest market share in India, warned of uncertainty as it
reported a decline in Q3 net sales of 5 percent year on year, and 7 percent quarter-on-quarter. During
the analyst conference call, Nokia CEO Olli-Pekka Kallasvuo said that the it is unclear how the global
financial situation will impact different markets, particularly since many consumers in markets like
China, India, Asia Pac and Latin America have consumers who prioritize their spending; spending from
this segment was impacted by high commodity prices over the last year, but that bubble has now burst,
with a decline in the price of oil and rice.

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 Figure 1

Net sales by the business groups in India

Sales

Mobile phones
Multimedia
Enterprise solutions
Networks

Figure 2

Nokia Net Sales by figures

100%
80% Q4
60% Q3
40%
Q2
20%
0% Q1

2005 2006 2007 2008

Figure 3

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Why Customers prefer Nokia

India’s most trusted brand is Nokia. As Nokia has produced cutting edge products relevant to the price,
it has proved as the real winner. Nokia’s battery life is longer than any other cell phones. Nokia has only
7% of the whole world’s marketing.

The Future Prospects

According to industry analysts, by 2010, the mobile phones industry in India will be driven by voice,
multimedia and mobile services for organizations. The tele density in India was estimated to increase to
18.2% by March 2009, with mobile subscription rising to 148.77 million by that time. In many instances,
the cell phone has become the only basic telephone link of a household/enterprise in India, rather than
a landline phone. It was turning out to be more economical and efficient than fixed line telephones. So,
there was great scope for further expansion with reduction in the cost of ownership.

Nokia Shouldn’t Fiddle While Its Market Leadership Burns

Nokia posted a 30.5 percent drop in earnings today on sales of 12.2 billion Euros ($16.5 billion). This
wasn’t surprising as the Finnish phone maker had warned the worl d last month that this would happen.
But it’s frustrating that the company, which saw its market share erode by 2 percent from the previous
quarter, would blame price cutting by its competitors for taking buyers. Part of the problem is that
Nokia’s late to the game when it comes to giving buyers what they want.

Sure, price-cutting is a pain to deal with, but since Nokia said it doesn’t plan to answer those price cuts
with cuts of its own, it needs to get in gear and focus on boosting sales of its high-end phones. Although,
price cuts in that market are coming too.

Nokia has made some brilliant phones but has lagged when it comes to building new ones targeted at
the consumer population, which is snapping up Smartphone at a rapid clip. An analyst told Forbes that
half of the total value of the cell phone market will comes from sales of Smartphone next year. But the
people spending those dollars aren’t the business users who have purchased Nokia’s N or E series of
devices — they want music players, touch screens and whizzy apps that allow them to see their social
networks. Nokia’s is getting started with the launch of its 5800 XpressMusic handset earlier this month,
so we’ll see if that will help keep it on top.

Also as part of the earnings call, Nokia revealed that it would pay Qualcomm 1.7 billion Euros ($2.29
billion) in the fourth quarter as part of a patent settlement made earlier this year. I’m hoping this means
good news for getting Nokia phones on Verizon’s CDMA network.

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5.DATA ANALYSIS

Here in our project we have identified 20 variables to determine the consumer preference and priority
of using any other mobile device other Nokia NSeries. But the main idea behind taking 20 variables was
that we need to extract factors from the set by reducing the number of variables. For this we took the
help of factor analysis. Factor Analysis is a very useful method of reducing data complexity. As for
example a marketing decision maker needs to know what exactly makes a consumer buy his product. So
he needs to concentrate on some of the variables from the entire range which really drives the buying
behavior. While preparing the data table from the survey questionnaires we found that there were
some missing variables. This was mainly because the inability of some of the consumers to rate a
variable-which may be due to the lack of knowledge of the consumer about that particular consumer in
relation to his device or due to the inability to understand the question properly. So in order to fill the
data table what we did was that we took the mean of the variable and the particular cell of the variable
column where the data was missing we filled it up by the mean as obtained.

As for example, in the Figure we have shown that consumer 1 was not able to judge the rating of
VAR00003. So
we took out the
mean of the
entire column
and it came out
to be 4.075. So
we replaced the
blank cell with 4
which is shown
in the following
Figure no.4

Figure 4

The similar procedure was followed for the other blank cells.

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Factor analysis mainly consists of two stages. Stage 1 is the Factor Extraction Process where the main
objective is to determine how many factors could have been extracted from the data available. Factor
extraction process is a part of factor analysis only. So in the SPSS file factoranalysis.sav we performed
the following steps. From menubar of the file we went to Analyze, then to Data Reduction and chose
Factor (shown in Figure no. 5).

Figure 5

On choosing Factor we had the options of selecting the variables on which we have to apply factor
extraction and rotation techniques (shown in Figure no. 6).

Figure 6

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Under the Extraction button we have the option of Principal Component Analysis (Figure no.7). The
number of factors to be extracted is determined using the concept of Eigen Value. The higher the Eigen
Value of a factor the higher is the amount of variance explained by the factor. So our main would be to
extract the least number of factors which will maximize the explained variance. Bef ore extraction it is
assumed that each of the original variables has an Eigen Value of 1. So we would accept any single factor
which is a linear combination of some of the original variables to exceed the value of 1.

Figure 7

The second stage of factor analysis is rotation of the principal components (Figure no.8). After the
factors are extracted from stage 1 the next phase is to name the factors and to interpret the results. So
association is created between the variables and the factors. The original factor matrix is obtained from
the output of stage 1. At the stage 2 the SPSS package is requested to perform a rotation and gives a
rotated factor matrix. This rotated factor matrix gives us the loadings of each variable on each of the
extracted factors. This is similar to a correlation matrix with the ‘loadings’ having the values between 0
and 1. Values close to 1 represent the high loadings and those close to 0 represent the low loadings.

Figure 8

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In the data analysis part besides these two major procedures two other parts are being taken care of.
They are descriptives and options. Through the descriptives part (Figure no. 9a) we set the coefficients
and the determinants of the correlation matrix between the variables. We also set the KMO and
Bartlett’s test of sphericity. Through the options (Figure no.) we can set the absolute values less than .5.

Figure 9a

6.DATA INTERPRETATION

The data that we are using has been generated from the response as given by the non users of Nokia
NSeries at Hyderabad. When we took the survey they responded that they were satisfied with their
current mobile device because of some factors and so they didn’t want to buy Nokia NSeries. Here in
our data interpretation part our prime target would be to determine those factors. After determining
the factors we can also interpret the factors why people like to buy Nokia NSeries at Hyderabad as those
set of factors would be almost the complement of these factors.

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So first let us provide the list of the variables that we have used in our survey. The following table (Table
no.) shows us all the 20 variables that we had used in our survey questionnaire.

Variable no.(in SPSS variable name Variable no.(in SPSS variable name
table) table)

VAR00001 Entertainment VAR000011 Functions

VAR00002 Durability VAR000012 Serviceability

VAR00003 Travel VAR000013 Battery life

VAR00004 Internet & news VAR000014 Connectivity

VAR00005 Imaging VAR000015 Water resistance

VAR00006 Utility VAR000016 Robustness

VAR00007 Social networking VAR000017 Software compatibility

VAR00008 Weight VAR000018 Corporate usage

VAR00009 Sleekness VAR000019 Audio visual quality

VAR000010 Color VAR000020 Downloading rates

The following methods were being implemented on the collected data.

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In the descriptives there was an option that determines the correlation coefficients between the
different variables. So our first output is the correlation matrix.

Due to the lack of space in the SPSS output viewer we have copied the entire data set in the MS Excel
spread sheet. From here we get an idea which of the variables would form a part of different factors. For
example we see that correlation coefficient between VAR00001 and VAR00019 is 0.92.

This means they are highly correlated and so they are likely to form a part of the same factor.

The second output is Kaiser-Meyer-Olkin (KMO) and Bartlett’s test. From the output table we find the
following

The KMO and Bartlett’s test actually determines the adequacy of the sample. If the value of the
sampling adequacy is more than .5 then the sample is adequate. Here we find the value to be .731
which is greater than .5 so we can interpret that our sample is adequate enough.

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The third output is an important one as this is the first output of the principal component extraction.
Here we determine the communalities. It determines the extent to which the variance in the variables
has been accounted for by the extracted factors.

As for example we can say that 92% of VAR00016 (that means robustness) has been taken into
consideration. Then comes the second output of principal component analysis. This is known as Total
Variance Explained. This shows the Eigenvalues representing the coverage of the critical factors
included in the factor analysis. It also contains the “extraction sum of squared loadings” which
determines the components having the Eigenvalues more than 1 and their cumulative percentage (%) of
variance.

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Here we find that Eigenvalues of 5 components are more than 1 and their cumulative percentage of
variance accounts for almost 74% of the total variance. This is quite economized because from the set of
20 variables we have reduced ourselves to 5 factors almost covering 74 % that means we have lost only
26 % of the information content.

Then comes the scree plot. This helped us to determine the number of factors that we should retain.
From the scree plot we find that after the extraction of the 5th component the curve begins to even out.
So only 5 factors are being kept here. The scree plot is actually the plot of the Eigenvalues of the factors
and the component number. So from there we can determine the factors that are to be kept. We can
eliminate the factors from the graph that have Eigenvalues less than 1.

As for example in our scree plot we find that up to component no 5 the Eigenvalues is 1.032. So we take
components up to number 5.

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The component matrix shows the loadings of the variables on the 5 extracted factors. The loading shows
the extent to which the factor contributes to the variable. Loadings less than .5 are not shown here as
“suppress loadings less than .5” were entered in the factor analysis options dialog box.

Now comes the most important part of the data analysis. This is the interpretation of the rotated factor
matrix. First of all let us take a look into the rotated factor matrix that has been generated from our data
part.

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For component 1 we find that VAR00004, VAR00014, VAR00017, VAR00020 have loadings of .959, .873,
.884 and .940 respectively. That means we can interpret that Component 1 or factor 1 is combination
these 4 original variables. Or in other terms we can say that “internet and news”, “connectivity”,
“software compatibility” and “downloading rates” are in a similar group. We can name this group as
“technology freaks”. This is our factor 1. Here we can say that those consumers whom we have given
the name as “non users” of Nokia NSeries are actually not buying NSeries because they are satisfied with
their current device from the technology point of view. These are mostly the consumers who are using
mobile sets like Nokia E Series, Nokia 3230, Sony Erickson W350i, HTC and Blackberry.

For component 2 we find that VAR00001, VAR00005, VAR00019 have loadings of .969, . 966 and .934
respectively. So we can say that factor 2 is a combination of these variables. From our parameters table
we find that these variables are “entertainment”, “imaging” and “audio-video qualities”. This is our
factor 2. This group can be named as “media and entertainment”. The consumers are satisfied with
their current devices in this factor also. From our survey we have seen that majority of the consumers
who are not buying Nokia NSeries are using devices like Nokia 5300 music express, Nokia 5310 Music
Edition, Sony Erickson 960 Walkomania or MotoRAZR V3M. They feel that in terms of media and
entertainment their sets are better than that of Nokia NSeries.

For component 3 or factor 3 we find that VAR00008, VAR00009, VAR00016 have loadings of .919, . 780
and .955 respectively on it. These are variables are “weight”, “sleekness” and “robustness”. These

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variables have loadings on factor 3 which we name as “sturdiness”. Some consumers feel that Nokia
NSeries are heavy, is not slim and is not robust at all. So they are not buying Nokia NSeries. Such type of
consumers is preferring sets like Nokia 2600, Nokia 1110, and Samsung slim over NSeries.

For component 4 we find that VAR00018 only have loading on factor 4. This means that one variable
only has control over the factor 4. The factor 4 is “viability in terms of corporate usage”. So we can give
the name of the factor same as that of the variable name. For some consumers Nokia NSeries is not
suitable to be used for corporate usage. It is better to use Noki a ESeries and Blackberry instead of
NSeries. Hence they are not buying Nokia NSeries.

In our survey we took the questionnaire to 103 people (the number of survey made outside the college
campus only for non users of Nokia NSeries) and out of them 81 have filled the questionnaire properly.
So we took our sample size to be 81. Out of the total sample size 29 have said that they are not aware of
the prices of Nokia NSeries. From the remaining 52 there were 17 consumers who thought that the price
of NSeries was high, there were 4 consumers who thought that the prices were low and the remaining
31 thought that the prices were justified.

Figure 10

This clearly indicates that most of the people at Hyderabad are aware of the pricing of Nokia NSeries but
they are not using Nokia NSeries as their current device.

Out of the total 103 consumers we found that 89 are interested in retaining their current sets or buying
some other device in the near future but they are not interested in buying Nokia NSeries in the near
future. For the remaining 14 they are interested in buying NSeries at the near future.

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 Figure 11

From the above two graphs we can say that 59 % of the people think that the price of Nokia NSeries is
justified. But 86 % of those consumers are not going to buy it. This is mainly because they are satisfied
with their current device in terms of the 4 factors “ technology”, ”media and entertainment”,
”sturdiness” and “corporate usage”. This is the reason why people are either using some sets which are
at higher price than that of Nokia NSeries as they satisfy the factors “ technology”, ”media and
entertainment” and “ corporate usage”. The remaining people think that Nokia is not sturdy enough so
they are using sets which are sturdy enough at a lower price than that of NSeries.

Nokia has grabbed about 79% of the Rs 15000 crore of the mobile handset market in India. Regardless
from our survey we find that

Figure 12: MALE AND FEMALE PERCENTAGE OUT OF 103 NON N -SERIES USERS

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 MALE
FEMALE

22%

78%

Figure 13: MALE AND FEMALE PERCENTAGE OUT OF 97 USERS OF N-SERIES

Figure 14: MALE AND FEMALE PERCENTAGE MOBILE USERS at Hyderabad

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7.CONCLUSION

Now we find that;

The mobile handset manufacturer has developed a new retail strategy classifying its users into four
major groups separating people in terms of usage, income level and lifestyle. The classification is based
on an extensive survey ‘the Nokia Segmentation Study ‘that was carried over two years involving 42,000
consumers from 16 countries.

It studied the impact of lifestyle and attitude on the choice of mobile handset that consumers buy and
its usage. The strategy is also being used in India. While the company is still working on the nitty gritties
it plans to follow separate marketing strategies for the four segments.

Even the advertising campaigns are going to be different for the different segme nts.
Nokia’s entire product portfolio has now been re-aligned towards these four groups to address the
specific needs of each.

1. The first of these segments Live, aimed at first time users whose basic need is to stay in touch
with voice as the main driver, would have basic handsets low on features and price.

2. The second segment Connect looks at more evolved users who look for more functionality and
features and connectivity. Accordingly, phones in this segment would have GPRS, camera and
music capabilities.

3. The next category Archive is aimed at high end users. It looks at enterprise users who need to
have business functionality in their phones. The new E-series have been put in this segment.

4. Explore, the fourth category is for very high end users having various features in their phones
such as imaging, mobile TV, music and gaming.

Nokia acquired music solution and content provider LoudEye and GPS solution provider Gate5. It is all
slated to launch its most high-profile handset, which boasts of having a 5 megapixel camera and GPS
capabilities apart from iPod quality music, in February. There is increasing demand for convergence and
multiple functionalities in high-end handsets. The company assumes that the answer would be the N-
series phones they plan to launch various handsets using N-series as their platform assuming that it
would become a status and style statement becoming a driving force.

But from the survey we found that the strategy would not be applicable in Hyderabad, because our
survey reveals that there are people who either use sets that are higher than the N-series like the
Blackberry or sets that are lower than the N-series like models such as 2600 or 1120(more than 50%).
Hence we feel that the company needs to target the consumers accordingly.

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8.REFERENCES

a.www.nokia.com

b.http://www.merinews.com/catFull.jsp?articleID=124478

c.Marketing Management by Philip Kotler 11th Edition

d.http://72.14.235.132/search?q=cache:kly0G_Fxn5QJ:www1.gdufs.edu.cn/jwc/bestcourse/kecheng/31
/jiaoan/%25C8%25AB%25D3%25A2%25BD%25CC%25D1%25A7/Marketing%2520Case/Case%25207.doc
+when+did+nokia+first+entered+the+indian+market&hl=en&ct=clnk&cd=1

e.Supplement To Business Research Methods –Using SPSS in Business Research By ICFAI Center for
Management Research

f.Nokia Inc. - A Global Mobile Leaded Edited By K Sangeetha and P Sivarajadhanavel

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