IT’S NEVER TOO LATE!

- A CASE STUDY ON MICROMAX MOBILE

Piali Haldar
Asstt. Professor,
Asia Pacific Institute of Management, New Delhi
pialihaldar@gmail.com
Mob: 9350203111

Anshu Kumar
PGDM (Student 2nd Year),
Asia Pacific Institute of Management, New Delhi
kumar_anshu@hotmail.com
Mob: 9971897647

Abstract

Micromax Mobile is a familiar name both in rural and urban market and has emerged as 3 rd
largest handset selling company in India. Started in 2008, with a mobile handset with 30 days
battery life, made a remarkable position in market with its innovation and creativity. After that
they haven’t looked back and has introduced various handsets with distinct features at affordable
price and has given a tough competition to Market moguls.

Their spotlight is mainly on youth as youth constitutes the largest chunk of Indian demographics.
They have judiciously defined their target customers in terms of Value and Volume. Volume
target group comprised of first time phone buyers and Value target group comprised of second
time buyers as either replacement or upgrade. The idea behind this segmentation was to cater
better to varied need of these two set of consumers.

They have followed a different path as compared to other peer companies, as going first in rural
market, capturing market share over there and then entering urban market.

Innovation is their core strength, whether it is Product development or Communication Strategy

or Distribution Strategy or After Sales Service.

Their handset sales has grown by 123.48% from 1.15 million units in the quarter ended June 30,
2009 to 2.57 million units in the quarter ended March 31, 2010. They are also selling mobile data
cards for computers under their brand name to their service providers in India.
Clearly, the company’s strategy worked for it and the results surely surpassed everybody’s
expectations. In just two years of its operations, micro max has been able to corner a significant
market share of 6 percent.

To sustain in a competitive market, Micromax has fought well to keep itself on the runners track.
They have really done a great job in terms of sales, marketing and delivery. It is a great effort
from the strategy team to fight competition.

Overview of Indian Mobile Industry

Indian telecommunications industry is one of the fastest growing in the world. The industry has
witnessed consistent growth during the last year on the back of rollout of newer circles by
operators, successful auction of third-generation (3G) and broadband wireless access (BWA)
spectrum, network rollout in semi-rural areas and increased focus on the value added services
(VAS) market.

According to the Telecom Regulatory Authority of India (TRAI), the number of telephone
subscriber base in the country reached 742.12 million as on October 31, 2010, an increase of
2.61 per cent from 723.28 million in September 2010. With this the overall tele-density
(telephones per 100 people) has touched 62.51 per cent. The wireless subscriber base has
increased to 706.69 million at the end of October 2010 from 687.71 million in September 2010,
registering a growth of 2.76 per cent.

Meanwhile, Indian Global System of Mobile Communication (GSM) telecom operators added
17.45 million new subscribers in November 2010, taking the all-India GSM cellular subscriber
base to 526.18 million, according to the Cellular Operators Association of India (COAI). The
GSM subscriber base stood at 508.72 million at the end of October 2010.

Naturally it got reflected in the mobile handset sector too. Multi-national mobile handset
manufacturers such as Nokia, Sony Ericsson, Samsung, Motorola and LG have dominated the
Indian mobile handset market for several years. In recent times, these handset moguls are facing
a new challenge, as their platform is burning. The challenge this time is not from the cheap
unbranded handsets imported from East-Asia; but from the unprecedented increase in small and
medium Indian handset manufacturers. The Indian mobile handset market, that was led by few
players like Nokia, Samsung, Motorola are now crowded with handset manufacturers, both from
abroad and India. In earlier days global brands were just pushing their handsets to the Indian
market and not every consumer could afford to buy the handsets. But soon many companies
realized that average mid and low end Indian consumers are yet to be tapped and they launched
handsets targeting these segments. Since Indian customers are very price sensitive, so while
buying any electronic product including mobile they look for quality product at a very reasonable
price. Seeing these lucrative opportunity new players are entering the market with rich features,
low cost gadgets and dual SIM features in the highly competitive market.

In the recent past, more than 26 new mobile handset vendors have entered the Indian market.
This includes entry of well-known electronics vendors such as Intex and Videocon. Some of new
entrants are Spice Mobiles, Micromax, Karbonn Mobiles, and Lava Mobiles etc. This surge can
primarily be attributed to the Indian Government, which recently released a directive on banning
all mobile handsets with false or no IMEI (International Mobile Equipment Identity) number.
This directive effectively eradicated the cheap unbranded Chinese handsets from the Indian
market and produced a new breed of competition.

The Indian mobile handset arena, at present, appears fully packed with numerous options to look
at, with models varying from the cheapest across the world from the Vodafone 150 (VF 150) sold
for INR 799 (USD 18) featuring only the basic attributes of a cell phone to iPhone that feature
some of the most sophisticated technologies. At the first look, this reflects the focus the domestic
market was receiving from some of the world’s leading handset players such as Nokia, Samsung,
Sony Ericsson and Motorola, which are betting high on the fast-growing demand for mobile
handsets across the country. The same understanding has exactly been triggered by some of the
new players by flooding the market with new handsets in past couple of years which led to a big
struggle between different players to capture a larger pie of this hot cake.

Owning a handset symbolized a high status among people in last decade. The Indian cellphone
market has come up very strong, riding on the wave of rising wireless subscriber base, which
recently crossed 700 million mark in 2010, due to consistent decline in the Average Selling Price
(ASP) of handsets, which has come down to INR 2500 (USD 50) in 2010. A few other key
factors known to have contributed to this phenomenal growth and that are rising disposable
incomes, affordable SIM registration and airtime charges. All these factors have assisted in
owning a handset at affordable price by masses in past 10 years. Additionally, with the rapid
advancements in the technological field, the introduction of innovative features with
sophisticated technologies that have potential to live up to the customers’ growing expectations
has become more of an industry norm and a challenge for existing players to survive in the
market.

Understanding the growing appetite of Indian consumers, a large number of local players such as
Micromax, Spice, LAVA, and Lemon have started reaping riding on the back of local advantage
such as relatively better consumer understanding. And, to everyone’s surprise, these players have
also been successful in their drive as they now enjoy a huge share in the domestic handset
market. In 4th Quarter 2009 Nokia had a market share of 37 percent but in 4 th Quarter 2010 their
market share dipped to 31 per cent, and miraculously new players have grabbed approximately
33% share of the overall market in 4th Quarter 2010 from 27per cent in 4th Quarter 2009 as per
the industry figures.
These are the company which seems to have hit a jackpot in the domestic market in terms of
volume sales, as they now jointly stand at the 3rd spot in the Indian handset market, right behind
the market leader Nokia, and Samsung. The level of achievement for these players seems way
higher when one comes to know that almost all the global handset manufacturers are already
present in the market. A key point which has enabled these players to grow so fast is the level of
innovation they have brought into the market, something which seems to have forced even the
leaders to follow. The trend is validated by the recent launch of dual-SIM handsets by domestic
leader NOKIA.

Indian mobile-handset brands strengthened their presence in the domestic handset market in
2009-10, adding up to 14 per cent market share by revenue, according to the V&D100 Indian
Telecom Survey conducted by Cyber Media's telecom journal Voice & Data. This is up sharply
from about 3-4 per cent total share by these brands in the previous year.

The Indian brands included Micromax (6.2%1), Spice (3.9%), Karbonn (3%), Lava (1.1%),
Lemon (1%) and Max (0.9%). Compared with last year, these Indian brands gained a cumulative

1
http://www.micromaxinfo.com/aboutus.php
10 percentage points of market share in the very competitive Indian market, and Samsung gained
7 points, as Nokia lost 6 per cent points share.2

The mobile handset market grew 4.2 per cent by revenue during FY 2009-10 (compared with 7.9
per cent in 2008-09, and 11.9 per cent in 2007-08). The low revenue growth hides the large
numbers sold, but reflects the fact that most sales are of low-priced handsets, and that the
average sale price (ASP) has been dropping each year. Around 108 million mobile phones were
sold in the country during 2009-10, adding up to Rs. 27,000 crore in sales, up from Rs. 25,910
crore the previous year.

The number of handset sold is more that number of mobile subscribers in 2009-10. The country
added 192 million mobile subscribers in the fiscal. A large number of subscribers have more than
one SIM card, and many of started using dual-SIM phones.

Presently sprinting on a high speed track, the Indian handset market is poised to touch record
levels by 2015 in terms of volume sales. A major sales growth is expected to come on the back of
rising disposable income, growing demand for innovative features, applications, and offerings
such as the ones recently introduced by local players Micromax, KARBONN, and LAVA.

The mobile handset teledensity (handsets per 100 inhabitants) in India currently stands at nearly
45%, representing a huge untapped market, especially the rural sector. The industry leader, Nokia
seems to have felt the market pulse as, during the period 2009-10, the company introduced more
than 20 devices through a vast distribution network of 200,000 retail outlets, out of which nearly
45% were based in rural areas. Moreover, with the urban markets touching saturation levels, the
focus is bound to shift towards rural sector, where customers are highly price sensitive and most
of the purchase decisions are taken on the POS (point of sale) only. Additionally, in the rural
sector, sales are primarily driven by factors such as easy affordability, quality, and at times easy-
to-use features.

The introduction of 3G services is expected to be another crucial growth driver in the domestic
market as it is expected to push demand for high-end handsets to new highs, especially for the
ones with 3G feature. This would certainly work in favor of handset manufacturers which are

2
http://www.ciol.com/News/News/News-Reports/Indian-handset-brands-grab-14-pc-mkt-
share/137931/0/
increasingly strained by the ever declining handset ASP (Average Selling Price). The forecast is
validated by the huge interest received from mobile network operators during the recently
completed auction of 3G licenses, reportedly generating a whopping INR 650 million for the
government, as operators realized the untapped potential of these services across the country.
However, in contrast to the global counterparts, India, though being a developing nation, lags
way behind many developed nations in terms of penetration and adaptation of latest technology
such as South Korea, Japan, and the US, where 3G entered almost at the start of the 21st century.
This is one of the reasons India offers a lot of potential for global handset manufacturers in terms
of both new and replacement handset sales, compared to the developed economies where mobile
teledensity ranges between (90-100) percent and hence offers less scope for new handsets.

Hence, it can be inferred that as the country enters the 2nd era of revolution in mobile handset
market, where focus shifts from mere owning a cellphone with limited features to the one
featuring all the advanced capabilities, such as QWERTY keypad, 3G, and high quality camera,
the high-end models, especially the smart phones, are expected to witness a steep growth curve
through 2015. On the other hand, despite the estimated growth in demand for high-end handsets,
it would not be illogical to forecast that the low-cost handsets would still account for a majority
share in the handset market in terms of volume sales, considering the fact that this category
continues to witness consistent decline in ASP, as majority of the new players are targeting this
category with innovative offerings.

History of Micromax

Micromax made its debut in March 2000; it was incorporated as Micromax Informatics Private
Limited initially. However, it entered Mobile Handset Industry quiet late, i.e., only in March
2008. After that no looking back, it is growing very rapidly to become leading domestic mobile
handset company in India. Mr.Vikas Jain, Business Director is a founder of Micromax
Informatics, who started this business in 1991 with his three friends.

Micromax Informatics is a telecommunications company based in Gurgaon, Haryana, India. It is

a largest manufacturer of wireless telephone handsets in India. Presently, the company has 23
domestic offices across the country and also it has offices in Hong Kong, USA, Dubai and now
in Nepal. Micromax has become the largest Indian domestic mobile handsets company in terms
of units shipped during the quarter ended March 31, 2010 and the third largest mobile handset
seller in India as at March 31, 2010.

Serious developments and rise was seen in the year of 2008 when the company entered Indian
mobile phone handsets market. Since their entry into the Indian mobile handset market in March
2008, their overall market share has increased from 0.59% for the quarter ended September 30,
2008 to 6.24% for the quarter ended March 31, 2010 (Source: IDC). They are the fastest growing
company in India. Currently they are among the top five mobile handset brands in India.
(Source: IDC's India Quarterly Mobile Handsets Tracker, 1Q 2010, June 2010 release).

Their handset sales has grown by 123.48% from 1.15 million units in the quarter ended June 30,
2009 to 2.57 million units in the quarter ended March 31, 2010. They are also selling mobile data
cards for computers under their brand name to their service providers in India.

Though the company made its humble beginning by introducing Micromax Mobiles in the year
2008 but at present it is giving a tough competition to all its competitors in the field today. The
company is known throughout the country for its wireless telephony solutions in India. Some of
product features which made it successful in this clutter markets are:

 Dual SIM

 Value added services

 Value for money

The best thing about Micromax Mobiles are that there handsets are sold at very reasonable and
affordable prices. Normally, the price range lies between Rs. 1800 to Rs. 16,000. There are some
features in their cell phones that are usually not seen in any other product.

Some of the eye-catching features of their mobile are:

 A cell phone which can be used as a universal remote control (after being programmed)
for DVD / VCD Players, TVs and Air conditioners.
  Mobile phones that are powered by strong batteries, which can power up the phone up to
30 days (in standby mode).

 Their gaming phones can be used as motion sensing wireless controller for computer
games.

Some of the popular mobile phones introduced by Micromax are as follows:

 Micromax X1i

 Micromax X211

 Micromax X332

 Micromax X1u

Business Strategy
It is a general practice that most of companies first target the urban market and then slowly make
their way into the rural market, reason could be poor literacy rate, poor infrastructure, low
disposable income, shy towards modern equipment. But in spite of such hindrance Micromax
just took the opposite path.

First they established their presence in the rural market with 10 percent market share, now they
are aggressively building a stylish brand for urban market. They are now India’s third-largest
GSM mobile phone vendor with a market share of 6 percent after Nokia (31.2%) and Samsung
(8%), according to research firm IDC. It sells anywhere from 700,000 to one million mobile
phones every month. And by its own estimates it is now selling nearly Rs.1, 500 crore worth of
phones annually3.
Micromax has sharply defined their target segment and then offered its product according to their
specific needs. The brand put its spotlight on the Youth as they constitute the largest chunk of
Indian demographics and are the largest consumer group. The brand communication strategy was
focused to lure customers in age group of 15-24 years. They have judiciously defined their target
customers in terms of Value and Volume. Volume target group comprised of first time phone
3
http://www.vcbytes.com/tag/micromax/
buyers and Value target group comprised of second time buyers as either replacement or upgrade.
The idea behind this segmentation was to cater better to varied need of these two set of
consumers.

Product strategy

Micromax is very creative and innovative in developing new products for domestic market. Their
products are remarkable with unique fusion of cost leadership and product differentiation.

30 Days Battery Mobile Phone

The guys at Micromax have two aces up their sleeve — a keen eye for what the customer needs,
and the ability to swing their supply chain. Micromax was selling computers and “fixed
wireless” public phones (PCOs) before entering the crowded mobile phone market. The
company’s first phone, the X1i, was born from the realization that many Indian villages and
towns didn’t get enough electricity to even recharge a phone daily. By increasing the size of the
battery to 1800 mAh, Micromax was able to tout a standby time of 30 days for the X1i was
launched in April 2008. And at the rather affordable price of Rs. 2,150, the phone was a big
success in rural India, now available at Rs.1999.
Dual Sim Mobile Phone
Dual sim phones is the killer category of Micromax and today it is present in 20 to 30 percent of
all mobile handsets sold in India. Currently they are offering this feature in most of their handsets
i.e. 22 out of the 26 phone models sold in India. Till last month, Nokia didn’t had a single phone
with dual sim feature but now have finally succumbed to pressure from Micromax and as a result
is ready to launch their first dual sim phones C1 and C2 priced between Rs. 1999-2500.

Multimedia Mobile phone

It provides superior sound quality with powerful speakers and in-built motion sensor, camera,
and wireless FM with antenna.

Universal Remote Control Mobile Phone

It can be programmed for switching television, controlling the temperature of the Air condition,
switching on and off the DVD and VCD players.

QWERTY Keypad mobile phone

Currently there are 8 handset models in this category.

Smart Phones
These are Microsoft Windows compatible mobile phone, with GOP navigation capacity and
maps of India.

Gravity Mobile Phone

These phones also functions as wireless-sensing controller for computer games and are capable
of converting a computer into a gaming device.

3G Mobile Phone
They are first to provide operator branded 3G mobile handsets in India.

Dual Reception Mode Handsets Models

This handset has both GSM-CDMA combination phones and can function using either
technology.

Utility Phones
These are the phones with LED flashlight and color screen.

Pricing Strategy

A change occurred in Indian mobile business with the launch of the ezpad mobile from
Micromax. It was really a tough fight to handle a giant like Nokia in the Indian Market. The
products from LG, Samsung, Nokia and Motorola were doing well in the market. The leader was
Nokia in the market with its brand, quality and awareness in market. No one dared to fight and
make the market unstable. But the launch of mobile from Micromax has done a great change.
To bring the Wow element, Micromax ensured that price is never used as selling proposition.
Their whole idea was to attract customers to the store and then finally delighting them by
offering them better features at low prices. They never positioned their products as Economy
Brand. For instance, in the advertisement of Q55 bling which is especially targeted at women
talked about its sleek style, joystick, with Swarovski crystal and back mirror etc., but doesn’t
mention the price.
In the initial stages most of the customers thought that it is like the same other companies which
has entered the market and will go back. As happened with products of Karbon mobile which
also came with low range product, but did not work well in the market. Hence most of the people
thought like Micromax will also lose the market share. But thanks to their strategies which has
lead the market. The Q3 itself, though fancy looking, costs only Rs.3, 700.

Communication Strategy

Micromax has the tagline "Nothing like anything” which initially appeared confusing to
customers. Perhaps the brand wanted to convey that every product from Micromax has
something unique. It is not just like any other product.

Cricket

The way they sponsored cricket matches were really wonderful. They had taken up the title
sponsorship for the entire Indian cricketing season from May 2010. Micromax made its debut in
sports marketing at a time when ace player Sachin Tendulkar made history by scoring a double
century.

Micromax had taken the title sponsorship rights for the India, Zimbabwe, Sri Lanka ODI Tri
Series – 2010, India, Zimbabwe T20 Series, Asia Cup 2010, India, Sri Lanka, New Zealand ODI
Tri-Series – 2010, and India, Sri Lanka Test Series starting from May till July 2010. With a
comprehensive communication strategy for duration of 38 days of cricket action they made their
presence felt in the market. They believed that cricket promotions will prove to be a great
platform to reach out to the audience and give the brand an opportunity to bond with the youth.

With the cricket fever rising and cricket fans anxious for more action by the Indian squad,
Micromax formulated an innovative branding tactic to strengthen the brand image and develop
creative brand integrations. They were the title sponsor for India-South Africa ODI Series and
associate sponsor in the Test Series, where India retained No. 1 position with a spectacular
performance.

Bagging an all exclusive title sponsorship for the Cricket Series empowered the company with
exclusive branding rights at key strategic locations of the stadium and mass visibility on
television. The sponsorship leveraged the brand to manifest itself on a large scale and provide an
exciting platform where countries will vie for the Micromax Mobile Trophy for various series.
To reach out to its customers and other fan followers, they also designed a cricket centric
campaign TV campaign.

They also planned an innovative activation across the cricket season, breaking away from the
vanilla branding (attracting any client of any size with any product/ service) that we are all used
to. Activation saw some intelligent product placements, on ground- on air, integrated product
coverage and mentions, crowd branding and the brand was visible on a digital platform on the
ground throughout, adding to the technology stand point.

The cricketing platform provides them an opportunity to relate with their customers as Cricket in
India cuts across all age groups, religion and topography, hence the obvious choice for
partnership.

The partnership with cricket provided them an opportunity to build a greater brand presence at
cricket match venues through advertising and created a marketing platform for their innovative
product line. Their objective behind opting for these innovative branding strategies at a much
larger scale was to enhance the top of mind saliency and connect further with their target
audience.
At a time when all big brands are sponsoring one or two cricket matches, Micromax become the
trendsetter by sponsoring 304 hours of thrilling cricket action. The company focused on the
element of innovation to distinguish themselves from the race of cricket sponsorships. Micromax
was riding on unique marketing and branding strategies highlighting the product lineage, which
was not just innovative, but appealing too, and promises to offer a value-for-money experience.

To make their presence felt Pan-India, they have adopted 360 degree marketing strategy.
Advertising is the one of the biggest tool to development of integrated marketing
communication. So, Micromax uses Integrated Marketing Communication tools to promote the
product and build the strong image of the brand in the consumers mind. The company was riding
on two enduring Indian obsessions–sports and films–to build its brand.

Films
The company believes that while cricket may boost a brand instantly, viewers may still not
remember the brand after the match or the tournament. Even if consumers remember a series,
they may not remember the advertisers. So they also opted for Bollywood along with cricket for
creating brand awareness and brand recall. To target, consumers between age group 18 and 27
years they roped Bollywood’s most bankable star Akshay Kumar and signed on as the brand
ambassador last year. More recently, his wife Twinkle Khanna was also engaged to promote
Micromax’s bling phone that comes with Swarovski crystals and a vanity mirror which was
targeted at women. To push its association with Bollywood, the company also sponsored the IIFA
(International Indian Film Academy) Awards held in Sri Lanka, where Micromax launched its
products in other South Asian countries like Bangladesh and West Asia.

Micromax not only uses television to broadcast their advertisements, but they also did advertise
through newspapers. They also used hoarding and bill boards to advertise their products in Prime
location of different cities. Micromax very carefully selected the media mix to reach its target
audience. Apart from these initiatives, social media has been used very extensively by Micromax
to catch the young eye-balls. Their official Facebook fan page has over 4000 fans and Orkut has
over 1,700 fans. They have even used Facebook for advertisement in social.

Distribution strategy

Distribution strategy of Micromax is to 'sell deep to sell more'. "They intend to penetrate more
into the rural areas in class-C and the D cities and also expand further in metros, and class-A and
B cities. Operational tie-ups with large formal retail chains shall enable them to get next set of
customers. They are also betting big on the other technological solutions like CDMA and 3G
solutions. Also, they are intending to align with major operational carriers of India to reach to the
next set of customers.

Micromax has a unique product service set-up and offers a toll free telephone number for
complaint registration. It also provides onsite service in most of the Indian cities. The company
operates through more than 400 service centers operational in about 250 cities and is looking at
increasing its number to 700 before the end of this fiscal.

Micromax manages to make dealers pay in advance by offering them more margins. It offers
higher margin of 15% which is higher than the industry average of 6-10%.To increase their
penetration in Indian telecom market they bundle with telecomm operator Aircel. Currently there
are more than 40,000 stores of Micromax all over India and the company plans to increase this
number to 70,000 in the coming years so as to reach maximum users.

They are also planning to sell their products through online-stores to minimize the price variation
in different stores as suggested by their consumer group.

Challenges Ahead

The mobile market is expanding very fast, new players are expanding very rapidly in the Indian
market, and thus the existing players are facing number of challenges. Some of the challenges
are high-end designer phones with upcoming EVDO and 3G technologies. Changing government
policies are throwing new challenges every day. Varying state taxes are also a big issue for these
regional players. First and foremost challenge for the new players today is to establish their
brand in India and fulfill their commitment. These companies do realize the fact that they are
new entrants in the market and the biggest challenge in front of them is to stand out of the clutter
in terms of superior offerings, enhanced services, and a wider reach.

As a result company is planning to spend Rs.100 crores in next two to three year for their brand
image building.

Final Words

Clearly, the company’s strategy worked for it and the results surely surpassed everybody’s
expectations. In just two years of its operations, micro max has been able to corner a significant
market share of 6 percent. Not just that, the monthly sales of brand too has jumped from a couple
of lakh (in the early months of its launch) to 12 lakh handsets currently. (Market leader Nokia
sells close to 50 lakh handsets per month).
On brand awareness meter too, Micromax has seen a huge upsurge. It has shot up 50 per cent
over the last one year. Also, it is the third most searched brand on Google, in the country.
Market regulator SEBI has given nod to homegrown mobile handset maker Micromax to sell 10
per cent stake through an initial public offer. According to SEBI data, the company had filed
draft red herring prospectus on September 29 last year and was given the market regulator's
approval on January 14 this year. The company will be offering 2.15 crore shares and it may
consider a discount of 10 per cent on the IPO issue price for retail investors. The Delhi-based
mobile handset maker may also consider participation by anchor investors.
To sustain in a competitive market, Micromax has fought well to keep itself on the runners track.
They have really done a great job in terms of sales, marketing and delivery. It is a great effort
from the strategy team to fight competition.

References

http://www.stockwatch.in/indian-mobile-handset-market-gets-tougher-25687
http://economictimes.indiatimes.com/news/news-by-industry/cons-products/electronics/indian-
brands-grab-14-share-of-mobile-handset-market/articleshow/6078904.cms
http://www.ciol.com/News/News/News-Reports/Indian-handset-brands-grab-14-pc-mkt-
share/137931/0/
http://www.business-standard.com/india/news/indian-brands-grab-14-sharemobile-handset-
market/20/51/98817/on
http://www.knowyourmobile.in/news/710505/chinese_mobile_gfive_is_the_no_2_brand_in_india_f
or_q3_2010_reports_idc.html
http://mobiletel.blogspot.com/2010/12/chinese-mobile-gfive-is-no-2-brand-in.html
http://www.exchange4media.com/e4m/news/fullstory.asp?
section_id=1&news_id=39914&tag=6514
http://maxionline.wordpress.com/2010/10/02/micromax-the-story/
http://business.rediff.com/interview/2010/apr/02/tech-inter-how-micromax-sells-1-mn-
handsets.htm
www.pluggd.in/nokia-market-share-india-297/
www.perceptprofile.com/case_studies.htm
www.zdnet.com/.../india/surprising-mobile-handset-market-report-from-idc-india-has-
nokia-miffed/193
http://en.wikipedia.org/wiki/Mobile_phone
www.idc.com/getdoc.jsp?containerId=prUS22679411
www.mobileindiahub.com/.../mobile-phone-market-grows-179-in-fourth.html