Initially, Iridium defined its target market as “anyone who might require wireless telecommunications”, which was too broad. After the first ground station was inaugurated, Iridium began a $140 million global advertising campaign, pitching its phones to businesspeople. However, later it was proved that its product did not fit with the needs of this market. Iridium was designed from a 1980s perspective of a global cellular system and but since then, the internet has grown and cellular telephony is much more pervasive. Due to the rapid evolution of technology during nineteen-nineties, the market Iridium was competing in was more and more competitive.
Changes Sprint/Nextel are making for prior poor management decisions iv. Sprint/Nextel drop opportunity to be more successful d. Successful Companies i. AT&T / Cingular is the largest wireless carrier in the U.S. and will further succeed because of the iPhone’s popularity ii. Nokia expects its devices market to grow further leading to further profits iii. Verizon and T-Mobile succeed because of Sprint/Nextel’s struggles iv. T-Mobile will continue to be successful because of work with Apple over seas III.
(Retrieved from http://www.pcworld.com/article/253808/3g_and_4g_wireless_speed_showdown_which_networks_are_fastest.html) The studies consisted of AT&T, Sprint, T-Mobile, and Verizon. AT&T tuned in the fastest download of 4G service. However, it’s 3G service was competitive. T-Mobile HSPA 21 service won in the 3G service. Verizon 4G is top of the line but it does not compare to AT&T. Sprint stopped its 3G and 4G networks because they were trying to transition from its outdated WiMax
Dell offered to use Giganet’s switches as well as invested $5million in the company. Dell’s product backing opened up major doors for Giganet starting with a $6million investment from Merrill Lynch and ultimately resulting in an offer to purchase the company for $300 million by Emulex. A worthy product, highly developed technology, and Industry leaders knocking down the doors to invest in Giganet certainly characterizes the organization as a success. But without the experience, expertise, innovative business solutions, and product promoting of Neil Ferris Giganet could have just as easily met its demise. What did Ferris do that contributed to that success?
On many campuses, land lines have practically become obsolete. The sudden spike in cell phones on campus has brought several new scenarios to college life. All of those long-distance calls formerly made on dormitory land lines contributed to the funds of that particular school, so when cell phones began taking over, many school officials realized they needed to update with the times. Many universities have actually forgone the former technology of land lines in dorms, and currently offer students personalized cell phone plans. Since colleges are able to sign deals with big-name cell phone companies, campus cell phone plans are often reasonably priced.
This is followed by the recounting of the company’s performance in three areas, namely geographical footprint, mobile subscribers and ﬁnancial returns. After discussing these three areas, an assessment of the company’s exposure to 3G markets is made. Findings – One ﬁnding is that Hutchison Whampoa has actively engaged in the telecommunications industry through buying and selling businesses, often through complex organisational structures. A second ﬁnding is that the company has been very successful in the past at building and selling mobile operations, though it is unlikely to be as successful with its current series of 3G investments. Research limitations/implications – Some of the data used in the paper are hard to establish with certainty.
2. Competition with Android smart phone and tablet The intensive competition between Apple and Android with regard to smart phones and tablets is the top issue about market share. In the table of top worldwide smartphone vendors, Samsung took over the most market share since 2011, Apple became to the second one. It indicates that Apple is losing its market leader position on account that in need of innovative function or design and various apps to differentiate it from the others and the inappropriate pricing. Recommendation: Apple should keep creating innovative functions and increasing more apps, using broad differentiation strategy, adjusting the price to be accepted by customers 3.
According to the Pew Research Internet Project (January, 2014) the number of American adults that own a cell phone is 90%. As stated by General Omar N. Bradley (personal communication, 1948, Vol. 1), “If we continue to develop our technology without wisdom or prudence, our servant may prove to be our executioner.” Depending on how technology has impacted or is a part of daily life, it can influence society in positive ways as well as negative. The progress in technology has had positive impacts on interaction with long distance relationships to start. Once before, communicating with a loved one overseas could take days or even weeks.
This segment would be the high users of text messaging, games, internet, and ring-tones. The phone would serve as a multi-media device and not just a telecommunication device. However, financially, it is not extremely attractive considering that most 15 – 18 year olds would need their parents to buy this phone and pay for the monthly service. Most college students rely on their parents for monthly allowances or to help them with the bills. So the target market that can actually afford to pay for the cell phone and the monthly service out of their pockets narrows down to 24-29.
It is a also important to note that strategy of launching iPod and other subsequent new products were very much in synchronization with the ‘Digital Hub’ strategy. Analyzing the industrial environment based on Porter’s 5 force model we get: 1. Intensity of Rivalry: Apple faced competition from other iPod players such as Zune (Microsoft), San Disk, Creative and Samsung. However despite these companies having more or less the same hardware had less than 10% of the market share because of the launch of iTunes. Within the industry the intensity of rivalry was high though Apple was vey ahead of it competitors even when it was charging a premium price which was $50 to $100 higher than the ASP of other iPods.