The cell phone industry is very competitive because same products and services are being offered with different features, giving multiple options to buyers to choose from. Customers want better services at low costs, bundled up features in just one cell phone such as text messaging, camera, internet browsing etc.
The cell phone industry’s growth and profitability entirely depends upon innovative technology, providing improved and better services to customers. Many companies claim that their customers are completely satisfied with the services being offered, whereas the reality is much different. Consumers frequently complain about network error, irresponsive customer services or ridiculous penalties from exiting a contract.
Like any other industry, cell phone industry was also hit by the recent recession but the good news is that it is finally reviving now. According to Tina Teng (2010), senior analyst for iSuppli Corp cell phones ended 2009 with shipments of 1.15 billion units. While this number is lower than what it was in 2008 but it has been noted that sales picked up mainly in the fourth quarter of 2009. The Top 5 players accounted for 77% share of the total handset market.
The global market continues to thrive on consumers replacing old sets with new ones. Nokia Corp. undoubtedly remained the market leader, shipping 126.9 M handsets, capturing a 37.9% market share. Samsung Electronics Co. Ltd was a runner-up, which introduced its own smart phone operating system and captured 20.6% market share. The remainder of the Top 5 is rounded out by LG Electronics, in third place with 10.1 percent share; Sony Ericsson in fourth, with 4.4 percent share; and Chinese giant ZTE, whose impressive 77 percent growth from the earlier quarter vaulted it into fifth place, with a 4.0 percent share.
1. Rivalry: The competition between cell phone companies is quite tough since all of them are fighting an intense price war. Most of them have chosen ‘low price’ strategy ...
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Following declining sales and reducing profits, Qantas Airlines, an Australian airline, is probing the possibilities of an Asian hub that it intends to operate from, to extensively cover the Asian nations. It has hitherto been neglecting the Asian nations and concentrating on the European Nations but to cover the loss from its domestic and international operations, the airline has now been forced to look beyond.
These external facts, both opportunities and threats are independent from the organization as they are outside the control of the company. The opportunities refer to the favorable factors in the external environment that can be advantageous to the firm, while the threats are unfavorable conditions of the environment that may cause harm to the company if not avoided.
The company began marketing both the business professional and the general consumer. The market for the general strengthened with feature additions including inbuilt cameras, memory expansion options and Wi-Fi capabilities when the 8000 series came into the market.
Though the industry is very big, this means that it is not business as usual not only for the upcoming restaurants but also for well-established restaurants like McDonald’s corporat6ion. This is because competition is very high and consumer patterns are really shifting due to healthy food concerns as well as due to the economic recession in the country.
The company has been able to achieve competitive advantage through product and experience based differentiation as it pioneered the concept of entertainment and innovation in flight. It was the first airline to introduce hot meals, alcoholic and non alcoholic drinks, fragranced towels, and video on demand for the cabin crew members.
The company management should diversify the product range and target the high net worth customers as there is threat from the new companies which offer fashionable products and their target customers are high end customers.
The researcher has
However, the organization has been experiencing several issues that have called for the management’s attention. These issues include workforce immobility, protection of public reputation, and the constant speculation that the mining industry boom was
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