MAJOR PROJECT REPORT

Comparative Study on Marketing Strategies of Redmi and Vivo

Submitted towards the partial fulfilment for the award of degree of

Bachelor of Business Administration

AKIDO COLLEGE OF ENGINEERING

Affiliated to MAHARSHI DAYANAND UNIVERSITY

ROHTAK, HARYANA

SUBMITTED BY: Internal Guide

Sundaram Sharma Mr. Mukesh
BBA 6th Semester

BATCH
(2021-2024)
 CERTIFICATE FROM THE INSTITUTION

This is to certify that the project work “Comparative Study on Marketing Strategies of
Redmi and Vivo” made by Sundaram Sharma, BBA, is an authentic work carried out by
him under guidance and supervision of Mr. Mukesh.

The project report submitted has been found satisfactory for the partial fulfilment of the degree
of Bachelor of Business Administration.
To the best of my knowledge and belief the data and information presented has not been
submitted earlier.

Project Supervisor

Signature:

Name of faculty:
Mr. Mukesh
 ACKNOWLEDGEMENT

It is in particular that I am acknowledging my sincere feeling towards my mentors who

graciously gave me their time and expertise.

They have provided me with the valuable guidance, sustained efforts and friendly approach. It
would have been difficult to achieve the results in such a short span of time without their help.

I deem it my duty to record my gratitude towards the Project supervisor Mr. Mukesh who
devoted his precious time to interact, guide and gave me the right approach to accomplish the
task and also helped me to enhance my knowledge and understanding of the project.

Signature:
Sundaram Sharma
2113071181
BBA
6th Sem
 STUDENT DECLARATION

I hereby declare that the following documented Project report titled “Comparative Study on
Marketing Strategies on Redmi and Vivo” is an original and authentic work done by me for
the partial fulfilment of Bachelors of Business Administration degree program submitted to
Akido College of Engineering.

I hereby certify that all the Endeavour put in the fulfilment of the task are genuine and original
to the best of my knowledge & I have not submitted it earlier elsewhere.

Signature:
Sundaram Sharma
2113071181
BBA
6th Sem

Name of faculty:
Mr. Mukesh
Signature:
 TABLE OF CONTENT

Chapter Title Page No.

1 Introduction 1-7
2 Industrial Sector Profile 8-18
3 Company Profile 19-41
4 Research Methodology 42-44
5 Data Analysis 45-55
6 Findings & Conclusions 56-57
7 Suggestions & Scopes 58-59
8 Bibliography 60-61
9 Annexure 62-64
 CHAPTER 1

INTRODUCTION AND LITERATURE

REVIEW

1
 INTRODUCTION

The Smartphone Wars: A Comparative Analysis of Redmi and Vivo's Marketing

Strategies

The global smartphone market is a fiercely competitive landscape, with a constant barrage of
new devices vying for consumer attention. Within this dynamic environment, two prominent
players have emerged as major contenders: Redmi, the budget-focused sub-brand of Xiaomi,
and Vivo, a brand known for its premium offerings and design aesthetics. Both brands cater to
a vast audience and have established themselves as household names, particularly in emerging
markets like India and Southeast Asia. However, their approaches to capturing market share
and establishing brand loyalty differ significantly.

Understanding the target demographics of Redmi and Vivo is a crucial first step. Redmi, with
its emphasis on value for money, primarily targets budget-conscious consumers seeking the
latest technology at affordable prices. This segment often comprises young adults, students,
and first-time smartphone buyers who prioritize specifications and performance over premium
finishes or brand prestige. Vivo, on the other hand, positions itself as a more aspirational brand,
catering to a younger, tech-savvy generation who value cutting-edge features, stylish design
aesthetics, and a strong focus on camera capabilities. This demographic may be willing to
spend a premium on their smartphone, seeking a device that reflects their personality and
enhances their digital lifestyle.

Product positioning plays a vital role in differentiating these two brands. Redmi leverages the
"Mi" brand's reputation for innovation and packs their devices with the latest processors, ample
RAM, and large batteries at highly competitive prices. Their marketing messaging often
revolves around phrases like "flagship killer" or "performance beast," highlighting the
exceptional value proposition they offer. In contrast, Vivo adopts a more lifestyle-oriented
approach. Their advertising campaigns showcase the superior camera capabilities through
stunning visuals and celebrity endorsements, emphasizing how their phones can elevate users'
social media presence and capture life's special moments. Design also plays a significant role
for Vivo, with sleek finishes, trendy color options, and innovative features like in-display
fingerprint sensors contributing to their premium image.

2
Marketing communication strategies are a critical battleground for both brands. Redmi
leverages social media extensively, engaging with their audience through interactive
campaigns, influencer partnerships, and user-generated content initiatives. They also utilize
targeted online advertising to reach their budget-conscious demographic. Vivo, however,
employs a more traditional and celebrity-driven approach. Television commercials featuring
popular celebrities showcase the phone's features and target a broader audience. They also
maintain a strong presence on social media platforms, focusing on lifestyle content and user-
generated photography challenges, but with a less interactive approach compared to Redmi.

Understanding how Redmi and Vivo engage with their customers is another crucial aspect of
the analysis. Redmi often relies on online forums and customer support communities to interact
with their audience. They provide technical assistance and address user concerns promptly.
Vivo, on the other hand, prioritizes a more personalized customer service experience through
their network of retail stores. Additionally, they may offer loyalty programs and extended
warranties to build customer loyalty and encourage repeat purchases.

This comparative analysis will delve deeper into each of these strategic areas, shedding light
on the distinct approaches of Redmi and Vivo. By analyzing their strengths and weaknesses,
the research aims to provide valuable insights into the competitive landscape of the smartphone
market and equip stakeholders with a comprehensive understanding of how these two major
forces navigate the ever-evolving consumer landscape.

3
 Company Profiles

 Redmi: A sub-brand of Xiaomi, established in 2013, known for offering high-performance

smartphones at competitive prices. Redmi targets budget-conscious consumers seeking the
latest technology without breaking the bank. Their product portfolio primarily focuses on the
mid-range and budget segments.
 Vivo: A Chinese multinational technology company founded in 2009. Vivo positions itself as
a premium brand, offering a wider range of products from budget-friendly to high-end
flagships. They emphasize design aesthetics, camera innovation, and catering to the young,
tech-savvy generation.

Research Methodology

This comparative analysis will employ a multi-method approach to understand the marketing
strategies of Redmi and Vivo.

 Secondary Data Analysis: Publicly available information such as company websites, press
releases, annual reports, industry publications, and market research reports will be reviewed to
gather insights into their marketing strategies, target demographics, brand positioning, and
product offerings.
 Social Media Listening: Social media platforms like Twitter, Facebook, and Weibo will be
used to analyze consumer sentiment towards both brands. This will reveal brand perception,
key selling points resonating with customers, and areas for improvement.
 Competitor Analysis: Direct competitor websites and marketing campaigns will be evaluated
to understand their approach to advertising, promotions, and brand messaging. This will
provide context for the competitive landscape and identify differentiating factors.
 Expert Interviews: Interviews with industry analysts, marketing professionals, and
representatives from both companies (if possible) will offer valuable insights into strategic
decision-making processes and future marketing plans.

4
 Research Objectives

The primary objective of this research is to conduct a comparative analysis of the marketing
strategies employed by Redmi and Vivo in the smartphone market. This will involve:

1. Identifying Target Markets: Understanding the distinct target demographics of each brand,
focusing on age groups, income levels, and purchase motivations.
2. Product Positioning Analysis: Examining how Redmi and Vivo position their products within
the market, including their focus on price, features, design, and brand image.
3. Distribution Channel Strategies: Investigating the distribution channels utilized by each
brand, such as online marketplaces, partnerships with retailers, and their own physical stores.
4. Marketing Communication Analysis: Evaluating the marketing communication strategies of
both brands, encompassing traditional advertising (TV, print), digital marketing (social media,
influencer marketing), and public relations efforts.
5. Customer Engagement Strategies: Analyzing how Redmi and Vivo engage with their
customers, including loyalty programs, after-sales service, and community building initiatives.
6. Competitive Advantage Assessment: Determining the key strengths and weaknesses of each
brand's marketing strategy, identifying their competitive advantages, and potential areas for
improvement.

Expected Outcomes

This comparative analysis will provide valuable insights into the marketing strategies of Redmi
and Vivo. It will reveal the target audiences they cater to, how they differentiate themselves in
the market, and the strengths and weaknesses of their respective approaches. This information
can be used by:

 Redmi and Vivo: To refine their marketing strategies, identify new market segments, and
optimize their communication channels to better reach their target audience.
 Other Smartphone Manufacturers: Gaining valuable insights into successful marketing
strategies within the competitive smartphone market.
 Consumers: To make informed decisions when purchasing a smartphone by understanding
the different value propositions offered by Redmi and Vivo.

5
 LITERATURE REVIEW
Arnab Dutta & Viveat Susan Pinto | New Delhi/Mumbai Last Updated at November 27,
2017https://www.business-standard.com/article/companies/xiaomi-makes-the-right-calls-
oppo-and-vivo-see-a-lull-117112600654_1.html

Chinese brands Xiaomi and Oppo, Vivo are a study in contrast in India’s smartphone
market. While one has grown exponentially in terms of market share in the past one year, the
other two have largely stagnated.

From 7.4 per cent a year ago, Xiaomi today has a share of 23.5 per cent, according to IDC,
competing head-on with rival and traditional leader Samsung. Oppo and Vivo, on the other
hand, have remained in the 7-10 per cent bracket in the past one year, with the September 2017
quarter being the only exception when Vivo’s share touched 13 per cent.

Oppo and Vivo, promoted by the Guangdong-based BBK Electronics, were not immediately
available for comment. Xiaomi’s emergence in India’s 110-million-unit smartphone
market has been on the back of steady online and offline distribution, solid products and
affordable price points.

Hanish Bhatia, senior analyst, Counterpoint Research, says, “Xiaomi has targeted the sweet-
spot of Rs 8,000-10,000 in the domestic market. A price band, which is growing fast and one
which is just right for the Indian consumer, considered value-conscious. The features they
provide in this price band are also interesting, resulting in steady growth.”

Oppo and Vivo, in contrast, say experts, have focused more on the Rs 14,000 and above price
point, promoting the selfie camera feature aggressively through advertising and high-profile
sponsorships.

“The idea here being that selfie cameras would act as a differentiator for the two brands,” says
Bhatia about Oppo and Vivo. “While the strategy did work initially, with Oppo and Vivo
emerging as rising smartphone stars a year ago, the market itself has moved away from selfie
cameras to other features.”

6
According to industry estimates, Oppo and Vivo’s sales have declined 30 per cent in a year,
because of Xiaomi’s aggressive expansion in the offline retail space. Apart from appointing
distributors for 11 cities, including Delhi, Chandigarh, Jaipur, Hyderabad and Bengaluru,
Xiaomi has also tied up with all modern retail chains and over 600 retail partners who
prominently display and sell its handsets.

The Beijing-headquartered firm now plans to open 100 Mi Homes (exclusive Xiaomi outlets)
by 2019 in India. The stores would not only help the company attract more customers, but also
allow it to have better control over its inventory, display new products and plan forward for
production, according to Manu Jain, vice-president and country head, Xiaomi.

Oppo, Vivo fighting back

In October, Oppo joined Xiaomi in becoming the second handset firm from China to secure a
single-brand retail licence in India. Speculation is that sister brand Vivo is also eyeing a single-
brand retail licence in the country.

Implications of this, say experts, go beyond the obvious benefit of having branded stores. In
Oppo’s case, it would now have greater control on distribution rather than spending heavily on
incentives to trade partners, experts say.

While most prominent smartphone brands in India pay 8-10 per cent of their selling price to
retailers, Oppo and Vivo offer close to 5 per cent more to secure better display at stores, and,
therefore, increase sales throughput. “Though one may gain share by offering higher trade
margins and spending more on advertising and marketing, it is not sustainable in the long run.
Growth has to be profitable,” a senior executive with a leading smartphone maker says.

In an earlier interaction with Business Standard, Oppo had said that it remained committed to
the Indian market and that it planned to increase its exclusive showrooms, currently 200 in
number, in the country. “We will continue to enhance our offline presence to connect with
more and more consumers,” Oppo has said.

7
 CHAPTER 2

INDUSTRIAL SECTOR PROFILE

8
 2.1 INTRODUCTION

The consumer electronics industry is a massive global market that designs and sells electronic
devices for everyday use by individuals. This industry encompasses a wide range of products,
from televisions and smartphones to laptops and gaming consoles. It's constantly evolving,
with new innovations like smart home devices and wearables emerging all the time. The market
is fiercely competitive, with major players like Apple and Sony battling it out alongside new
entrants. Despite some mature categories slowing down, the industry is expected to keep
growing for years to come, driven by the increasing demand for interconnected devices and the
constant stream of technological advancements.

A Product Panoply: From TVs to Smart Homes

The consumer electronics industry boasts a vast array of products, broadly categorized into:

 Personal Computing Devices: Laptops, desktops, tablets – these powerhouses fuel

productivity, creativity, and communication.
 Audio & Video Systems: Televisions, sound systems, home theaters – immerse yourself in
entertainment with ever-evolving display and audio technologies.
 Mobile Devices: Smartphones have become ubiquitous, offering communication,
entertainment, and a window to the digital world.
 Gaming Consoles: From dedicated consoles to hybrid devices, the gaming industry thrives on
innovation, pushing the boundaries of interactive experiences.
 Wearables: Smartwatches, fitness trackers – these wearable devices have become extensions
of ourselves, monitoring health, providing convenience, and keeping us connected.
 Smart Home Technology: A revolution is underway, with internet-connected appliances,
lighting systems, and thermostats transforming homes into automated havens.

Market Dynamics: A Booming Industry with Challenges

The consumer electronics industry is a multi-billion dollar giant, projected to reach a staggering
$1.47 trillion by 2032 [1]. This growth is fueled by several factors:

 Technological Advancements: Moore's Law, which predicts the exponential growth of

transistor density, continues to hold true, leading to smaller, faster, and more powerful devices.

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 Convergence: The lines between different product categories are blurring. Smartphones now
boast camera capabilities rivaling dedicated cameras, while TVs are becoming entertainment
hubs.
 Rising Disposable Income: As global economies improve, consumers have more money to
spend on the latest gadgets.
 Emerging Markets: Developing countries present a vast potential market for consumer
electronics.

However, the industry faces challenges as well:

 Maturing Markets: Sales of traditional products like TVs and laptops are plateauing, forcing
companies to innovate and explore new markets.
 Rapid Product Cycles: The relentless pace of innovation can lead to shorter product
lifecycles, pressuring consumers to upgrade frequently.
 Supply Chain Disruptions: Global events can disrupt the complex supply chains that feed the
industry, leading to shortages and price hikes.
 Environmental Concerns: The manufacturing and disposal of electronic devices raise
environmental issues, prompting a push for sustainable practices.

Innovation at the Forefront: A Glimpse into the Future

The consumer electronics industry is constantly looking ahead, with exciting trends shaping
the future:

 Artificial Intelligence (AI): AI is poised to revolutionize consumer electronics, with smarter

devices that anticipate our needs and personalize our experiences.
 Virtual Reality (VR) and Augmented Reality (AR): These immersive technologies promise
to redefine entertainment, education, and even work.
 The Internet of Things (IoT): The interconnected world of the IoT will see devices
seamlessly communicating with each other, creating a smarter and more automated
environment.
 Foldable and Flexible Displays: Imagine a phone that unfolds into a tablet or a TV that rolls
up for easy storage – foldable displays offer exciting possibilities.
 Focus on Wellness: Consumer electronics are increasingly becoming tools for health and
wellness, with wearables tracking our fitness and smart devices monitoring our sleep patterns.
10
 The Road Ahead: A Connected and Intelligent Future

The consumer electronics industry is on a trajectory of continuous evolution. As technology

progresses, we can expect even smarter, more connected, and personalized devices that
seamlessly integrate into our lives. The industry will need to address sustainability concerns
and ethical considerations surrounding data privacy. However, one thing is certain: the world
of consumer electronics will continue to amaze us with its ingenuity, shaping the way we live,
work, and play.

2.2 HISTORY OF CONSUMER ELECTRONICS INDUSTRY:

The consumer electronics industry, a world brimming with gadgets and gizmos that have
revolutionized our lives, boasts a surprisingly young age. Its origins can be traced back to the
late 19th and early 20th centuries, marked by groundbreaking inventions that laid the
foundation for the plethora of devices we use today. Here's a glimpse into this fascinating
history:

Early Sparks: The Seeds of Innovation (1870s-1920s)

 1876: The Telephone: Alexander Graham Bell's invention of the telephone marked a pivotal
moment. While not strictly a consumer product initially, it sparked the concept of electronic
communication within homes and businesses.
 1880s: Electric Lighting: Thomas Edison's development of the incandescent light bulb
illuminated homes and paved the way for future electronic devices.
 1897: The Cathode Ray Tube (CRT): Ferdinand Braun's invention of the CRT laid the
groundwork for televisions and computer monitors.
 1900s: The Radio Revolution: The development of radio broadcasting in the early 1900s,
with pioneers like Guglielmo Marconi, ushered in a new era of entertainment and information
dissemination. Early radio sets were complex and expensive, but their popularity grew steadily.
 1920s: The Rise of Radio: The 1920s witnessed the commercialization of radio and the
establishment of the first radio stations. This era also saw the invention of the vacuum tube, a
key component in early electronic devices, by Lee De Forest.

11
 The Age of the Electron Tube (1920s-1950s):

 1927: Mechanical Television: John Logie Baird's invention of the mechanical television
marked the beginning of the television era.
 1930s: Electronic Television: The development of electronic televisions with CRT displays
revolutionized entertainment, offering superior picture quality and paving the way for mass
adoption.
 1940s: Phonographs and Record Players: These devices, offering playback of recorded
music, gained popularity in homes.
 1947: The Transistor Revolution: The invention of the transistor by John Bardeen, Walter
Brattain, and William Shockley miniaturized electronics significantly. Transistors replaced
bulky and energy-consuming vacuum tubes, paving the way for smaller and more portable
devices.

The Miniaturization Era: The Rise of Integrated Circuits (1950s-1970s)

 1950s: Portable Radios: Transistor radios transformed the way people consumed music,
enabling on-the-go listening.
 1960s: The Space Age and Consumer Electronics: Advancements in electronics fueled the
space race and led to the development of more sophisticated consumer products like calculators
and early tape recorders.
 1964: The Integrated Circuit (IC): Jack Kilby and Robert Noyce revolutionized the industry
by inventing the integrated circuit, also known as the microchip. This tiny chip housed
numerous transistors and other components, further miniaturizing and simplifying electronic
devices.

The Digital Age: A New Era of Convergence (1970s-Present):

 1970s: The Personal Computer Revolution: The introduction of the first personal computers
(PCs) like the Altair 8800 marked a paradigm shift in computing. These early PCs were
expensive and cumbersome, but they laid the groundwork for the user-friendly and affordable
computers that followed.
 1980s: The Rise of Mobile Phones: While bulky and expensive, the first mobile phones
emerged, offering portable voice communication.

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 1990s: The Internet and the World Wide Web: The rise of the internet in the late 20th
century revolutionized communication, information access, and commerce. The World Wide
Web, with its user-friendly interface, further fueled the internet's growth.
 1990s-2000s: Mobile Phone Boom: Advancements in digital mobile networks and battery
technology led to the development of smaller, more affordable, and feature-rich mobile phones.
 2000s-Present: The Age of Convergence and Smartphones: The convergence of computing
and communication technologies led to the development of smartphones in the early 21st
century. These powerful devices combine internet connectivity, email, web browsing, and a
plethora of applications.

2.3 THE FUTURE OF CONSUMER ELECTRONICS:

As we move forward, the consumer electronics industry is poised for further advancements
driven by fields like artificial intelligence, quantum computing, and wearable technology. We
can expect even more sophisticated.

The consumer electronics industry has been a constant source of innovation, forever reshaping
how we interact with technology and the world around us. From the bulky transistor radios of
the past to the sleek smartphones in our pockets today, the evolution has been remarkable. As
we look towards the future, several exciting trends are poised to redefine the consumer
electronics landscape, ushering in an era of even greater connectivity, intelligence, and
personalization.

1. The Rise of the Internet of Things (IoT):

The Internet of Things (IoT) is fundamentally changing how we experience technology. It

envisions a world where everyday objects, from appliances to wearables, are embedded with
sensors and internet connectivity, allowing them to collect data, communicate with each other,
and automate tasks. This interconnected ecosystem will have a profound impact on consumer
electronics:

 Smart Homes: Our homes are becoming smarter, with connected devices like thermostats,
lights, and security systems that can be controlled remotely or through voice assistants. This
trend will continue, leading to a more personalized and energy-efficient living environment.

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 Wearable Tech: Wearable devices like smartwatches and fitness trackers are already quite
popular, and their capabilities will continue to expand. We can expect wearables that monitor
health vitals in real-time, offer advanced fitness tracking features, and even integrate with
augmented reality (AR) for immersive experiences.
 Connected Appliances: Imagine a refrigerator that automatically reorders groceries when
you're running low or an oven that preheats based on your voice command. Connected
appliances are becoming a reality, offering convenience and potentially leading to reduced food
waste and more efficient energy usage.

2. Artificial Intelligence (AI) Everywhere:

Artificial intelligence (AI) is no longer confined to science fiction. AI integration is becoming

increasingly commonplace in consumer electronics, fundamentally changing how we interact
with devices. Here are some ways AI will shape the future:

 Smart Assistants: Virtual assistants like Google Assistant and Alexa are already ubiquitous,
and their capabilities will continue to evolve. We can expect AI assistants that can anticipate
our needs, proactively offer suggestions, and even manage our schedules and finances.
 Personalized Experiences: AI algorithms will personalize our experience with consumer
electronics. Imagine a TV that recommends shows based on your viewing habits or a
smartphone that prioritizes notifications based on your activity.
 Enhanced Security: AI can play a crucial role in enhancing security features. Facial
recognition for unlocking devices and AI-powered malware detection are just a few examples
of how AI can make our electronics more secure.

3. The Age of Connectivity: 5G and Beyond:

The rollout of 5G networks marks a significant leap in mobile connectivity. 5G offers faster
speeds, lower latency, and the ability to connect a larger number of devices. This will pave the
way for new applications and experiences in consumer electronics:

 Cloud Gaming: With 5G's high bandwidth, cloud gaming services will become more viable,
allowing users to play high-end games without needing powerful hardware.
 AR and VR Experiences: AR and VR experiences will become more immersive and
accessible with the increased speed and reliability of 5G networks. We can expect
14
 advancements in areas like AR for education and training and VR for entertainment and social
experiences.
 The Rise of Connected Cars: 5G will be a driving force behind the development of connected
cars, enabling features like real-time traffic updates, autonomous driving capabilities, and in-
car entertainment options.

4. Blurring the Lines: Foldables, AR/VR, and Beyond:

The form factor of consumer electronics is also undergoing a transformation. Here are some
exciting trends to watch:

 Foldable Devices: Foldable smartphones and tablets are gaining traction, offering a unique
blend of portability and functionality. As technology advances, we can expect more durable
and affordable foldable devices in the future.
 Augmented Reality (AR) and Virtual Reality (VR): AR and VR technologies are poised to
disrupt various industries, from entertainment to education and healthcare. AR overlays digital
elements onto the real world, while VR creates a fully immersive virtual environment. Both
AR and VR have the potential to revolutionize the way we interact with information and
entertainment.
 Brain-Computer Interfaces (BCIs): While still in its early stages, brain-computer interfaces
(BCIs) hold immense potential for the future. BCIs can potentially allow us to control devices
directly with our thoughts, opening up new possibilities for gaming, communication, and even
medical applications.

5. Sustainability and Ethical Concerns:

As the consumer electronics industry continues to grow, sustainability and ethical sourcing of
materials will become increasingly important considerations. Here are some key trends:

 Eco-Friendly Materials: Manufacturers are increasingly exploring the use of recycled

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 The Booming Indian Consumer Electronics Industry: A Land of Opportunity

The Indian consumer electronics industry is experiencing a period of phenomenal growth,

fueled by a confluence of factors. Here's a deep dive into this dynamic market:

Market Size and Growth:

 The Indian consumer electronics market is estimated to be valued at USD 80.8 Billion in
2024 and is projected to reach USD 149.1 Billion by 2033, with a Compound Annual Growth
Rate (CAGR) of 6.10%.
 This robust growth is driven by factors like:
o Increasing disposable income: A growing middle class with rising disposable income fuels
demand for electronic devices.
o Expanding internet access: Improved internet connectivity and rising smartphone penetration
drive online purchases of electronics.
o Government initiatives: Initiatives like "Digital India" and "Make in India" promote digital
adoption and domestic electronics manufacturing.

2.4 PRODUCT SEGMENTS:

 Smartphones: The dominant segment, accounting for the largest market share. Affordability
and availability of a wide range of options drive smartphone sales.
 Televisions: Flat-panel TVs dominate the market, with a growing demand for smart TVs
offering internet connectivity and streaming services.
 Washing machines and refrigerators: These essential appliances witness consistent growth
as urbanization and rising living standards increase demand.
 Wearable technology: Smartwatches and fitness trackers are gaining traction, particularly
among health-conscious consumers.
 Audio equipment: Headphones, earphones, and home theater systems remain popular with
increasing demand for high-quality sound experiences.

16
 2.5 KEY PLAYERS:

 Domestic brands: Indian brands like Micromax, Lava, and Intex cater to the budget-conscious
segment and are gaining market share.
 Multinational giants: Samsung, LG, Apple, and Xiaomi (including Redmi) are prominent
players, offering a wider range of products across price segments.
 E-commerce platforms: Flipkart, Amazon, and other online retailers are major drivers of
sales, offering convenience and competitive pricing.

Distribution Channels:

 Online: E-commerce platforms play a vital role, reaching a wider audience and offering
exclusive deals and flash sales.
 Offline: Brick-and-mortar stores, including exclusive brand stores and multi-brand retailers,
provide a hands-on experience and facilitate after-sales service.
 Organized retail: Large retail chains like Reliance Digital and Croma offer a diverse range of
electronics and cater to a wider customer base.

Trends Shaping the Market:

 Focus on affordability: Manufacturers are increasingly catering to the budget-conscious

segment with feature-rich, affordable devices.
 Rising demand for connected devices: Smart TVs, smart refrigerators, and connected
appliances are witnessing growing demand as homes become more interconnected.
 Artificial intelligence (AI) integration: Advancements in AI are leading to the integration of
voice assistants and intelligent features in various electronic devices.
 Focus on premiumization: A segment of consumers is willing to pay a premium for high-end
smartphones, televisions, and audio equipment with advanced features.
 After-sales service: Consumers prioritize reliable after-sales service and warranty options,
influencing purchase decisions.

Challenges and Opportunities:

 Competition: The Indian market is highly competitive, with numerous brands vying for
market share.

17
 Counterfeit products: The presence of counterfeit electronics can affect brand reputation and
consumer trust.
 Logistics and infrastructure: Efficient logistics and infrastructure are crucial for smooth
delivery and after-sales service, particularly in remote areas.
 Skill development: The industry requires a skilled workforce to handle complex electronics
and provide technical support.

Pie Chart Sections of Industrial share of different industries:

Industrial Share

Consumer Electronics Supporting Indstries

Retail and Distribution Service Sector

 Largest Segment (35%): Consumer Electronics - This segment represents the core industry,
encompassing smartphones, televisions, home appliances, wearables, and other electronic
devices for personal or household use.
 Supporting Industries (25%): This section includes industries that provide essential
components and materials for consumer electronics manufacturing. Examples include
semiconductor manufacturers, display panel manufacturers, and battery producers.
 Retail and Distribution (20%): This segment encompasses the channels through which
electronics reach consumers, including online retailers, brick-and-mortar stores, and
distributors.
 Related Services (10%): This section includes various services that support the consumer
electronics industry, such as logistics and supply chain management, after-sales service
providers, and software development for these devices.

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 CHAPTER 3

COMPANY PROFILE

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3.1 INTRODUCTION

Redmi is a sub-brand owned by the Chinese electronics company Xiaomi. It was first
announced in July 2013As a budget Smartphones line, andbecame a separate sub-brand of
Xiaomiin 2019 with entry-level redmi andmid-range devices, while Xiaomi itselfproduces
upper-range and flagship Miphones. Redmi phones use the XiaomiMIUI user interface on top
of Android.Models can be divided into theentry-level Redmi phones with displayusually up
to 6" and the mid-rangeRedmi Note series with displaysexceeding 5" and equipped with
higherend specifications. The low-end Redmi A series and Redmi Gohave been marketed in
several Asian and European countries. The most significant difference from other Xiaomi
smartphones is thatthey use less-expensive componentsand thus have lower prices with
reduced specification. In August2014, The wall street journal reported that in the second
quarter ofthe 2014 fiscal year, Xiaomi had a market share of 14% of smart-phone shipment
rankings in China.

3.2 PICTURES AND LOGO

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3.3 MISSION AND VISION

Vision:-

To be your preferred partner in the digital world.

Mission:-

To Customer:

Provide superior service experience.

To Employee:

Inspire and unleash the potential of staff.

21
3.4 HISTORY

The Rise of Redmi: From Xiaomi's Budget Line to Tech Contender (In under 1000 Words)

Redmi, a name synonymous with affordable and reliable tech, has carved a distinct niche in
the consumer electronics market. But its journey began as a budget smartphone line under the
wings of the tech giant Xiaomi. Let's delve into the history of Redmi, tracing its evolution from
a budget challenger to a full-fledged brand.

Early Beginnings: A Budget Phone Line Under Xiaomi (2013-2019)

The year was 2013, and Xiaomi, a rising star in the Chinese smartphone market, was looking
to tap into the price-sensitive segment. Thus, Redmi was born, not as a separate brand, but as
a sub-series under Xiaomi. The focus was clear: offer high-quality smartphones at aggressive
prices.

The Redmi lineup quickly gained traction with its flagship killer – the Redmi Note series. These
phones boasted impressive features like large displays, powerful processors, and decent
cameras, all at a fraction of the cost of premium flagships. The Redmi Note series became a
runaway success, establishing Redmi's reputation for offering incredible bang for your buck.

2019: A Turning Point - Redmi Becomes a Sub-Brand

By 2019, Xiaomi had established itself as a major player, and its focus began to shift towards
premium smartphones. To cater to the budget and mid-range segment more effectively, Redmi
was spun off as a separate sub-brand under Xiaomi's umbrella. This strategic move allowed
Redmi more autonomy and the freedom to develop its unique brand identity.

Building on Success: Redmi Note Continues to Shine

The newly independent Redmi didn't abandon its roots. The Redmi Note series continued to be
the backbone of its strategy. Phones like the Redmi Note 7 and Redmi Note 8 series further
solidified Redmi's position as the go-to brand for budget-conscious buyers seeking dependable
performance.

22
Expanding Horizons: Beyond Smartphones

Redmi, however, wasn't content with just dominating the budget smartphone segment. It began
to explore new territories. In 2019, the RedmiBook laptop line was launched, offering a
compelling option for those seeking affordable yet capable laptops. This marked Redmi's foray
into the ever-growing laptop market.

The brand's ambition didn't stop there. In 2020, Redmi ventured into the smart TV market with
the launch of the Redmi Smart TV X series. This move aimed to capture the budget-conscious
consumer in the smart TV segment, mirroring the success of its smartphone strategy.

A Taste of Flagship: The Redmi K Series

While Redmi remained focused on the budget and mid-range segments, it understood the
aspirational value of premium features. In 2019, the Redmi K series was introduced, offering
flagship-level specifications at a more accessible price point. This series showcased Redmi's
ability to innovate and cater to a broader audience.

The 5G Era: Redmi X Series Ushers in Affordability

With the arrival of 5G technology, Redmi ensured affordability wasn't compromised. The
Redmi X series was launched in 2020, specifically targeting the budget segment with 5G-
enabled smartphones. This move democratized access to next-generation connectivity, making
Redmi a frontrunner in making 5G accessible to the masses.

Redmi Today: A Tech Contender Here to Stay

Today, Redmi stands tall as a major player in the consumer electronics market. It has
transformed from a budget smartphone line to a full-fledged brand offering a diverse range of
products, from smartphones and laptops to smart TVs. Redmi's core strength remains its
unwavering commitment to providing excellent value for money.

Looking Ahead: The Future of Redmi

As technology continues to evolve, Redmi is poised to stay at the forefront. With its focus on
innovation, affordability, and a growing product portfolio, Redmi is well-positioned to cater to

23
 the ever-changing needs of tech-savvy consumers. Whether it's venturing into new product
categories like smart wearables or further refining its existing offerings, Redmi's future
promises to be exciting, driven by its dedication to making technology accessible to all.

3.6 COMPETITORS

Smartphones:

 Budget and Mid-Range:

o Realme: A fellow Chinese brand known for aggressive pricing and powerful specs in the
budget segment.
o Motorola: A legacy brand offering a good mix of features and affordability in the mid-range.
o Samsung Galaxy A Series: A popular line from Samsung that competes directly with Redmi
in the mid-range, often boasting superior displays and software experiences.
 Flagship-lite:
o Poco (another Xiaomi sub-brand): Often uses flagship components at a slightly lower price
point than Redmi's K series.
 5G Affordability:
o iQOO (from Vivo): Another Chinese brand known for offering aggressive features and 5G
connectivity at competitive prices.

Laptops:

 Honor MagicBook: A sub-brand of Huawei offering stylish and affordable laptops that
compete with RedmiBook.
 Acer Aspire Series: A well-established brand with a wide range of laptops, including budget-
friendly options that compete with RedmiBook.

Smart TVs:

 TCL and Hisense: These Chinese brands offer a variety of budget-friendly smart TVs,
competing directly with Redmi on price and features.

24
3.7 MARKETING STRATEGIES OF REDMI:-

1. Quality products at low prices

Chinese brands were seen as cheap and low quality but XIaomi changes this thinking by
providing high-quality products at affordable prices. It was important to do that as Indian
buyers love to save their money. Soon, this Chinese brand established an image of value for
money products

2. Understanding the demand of customers

For any brand to become successful, it should have one feature that is knowing the demand of
customers. Indians badly needed smartphones as internet was expanding like never before and
Xiaomi took the advantage of this by launching products according to the needs of smartphone
users. Xiaomi kept on focusing at battery life and performance which Indians needed the most.

3. Right product at right time

Timing is also very important in business, as making and selling products which are outdated
is of no value. Xiaomi kept launching new products with new features but kept the price range
as low as possible and made the customers to change their phones more frequently that they
used to do it.

4. Partnering with famous platforms

You have a great product at a good price but, if you don’t have the right platform to sell it then
your business will most probably fail. Marketers of Xiaomi knew this and they choose the
biggest online platforms such as Flipkart and Amazon to make sure that their products reach
to the maximum number of smartphone lovers. The company even uses its own website to sell
its products.

5. Creating a situation of scarcity

Another marketing strategy that contributed to Xiaomi’s success is that the company never sold
its products freely. The flash sales created a sense of scarcity every single time and such things
make customers curious about the product which creates adds to the urge of buying that.

25
3.8 SWOT ANALYSIS
Strengths

One of the Largest Smartphone maker – Xiaomi is one of the largest smartphone makers in the
world. It is said to be the 5th largest smartphone manufacturer as of 2017. Originating from
China, the Smartphones are manufactured in huge quantities and have wide acceptance across
the world.

Highest selling Smartphone – The REDMI Note 4 became the highest selling smartphone in
India and China and practically in 50% of the Asian market. This shows that Xiaomiis strongly
rising in the smartphone market and has already beaten several giants.

Huge China and Asia market available – Another benefit to Xiaomi is that the whole Asian
market is their playground. As China lies within Asia and as Chinese mobile brands are highly
penetrated in the Asian markets, Xiaomi still has a lot of ground to explore.

Penetrative Pricing – Xiaomi has the strongest penetrative pricing advantage because it
generally uses direct marketing. Even techniques and avoids dealer and distributor margins.

Good Quality products – at such low prices, no one can doubt the quality of Xiaomi phones.
The smartphones are regularly rated high on all E-commerce portals – a further proof that
Xiaomi does not compromise on quality even if lowers the price regularly.

Manufacturing Advantage – China has a huge manufacturing advantage because the country
in itself is known for manufacturing and exporting the products. China is also one of the largest
consumers in the Asian market.

Rising Brand Awareness – Xiaomi’s brand awareness is rising and more and more people are
getting to know about the brand thereby resulting in higher sales across the globe.

Growing year on year – The company which started manufacturing in 2011 has grown by leaps
and bounds and is regularly growing year on year.

26
E-commerce advantage – The Flash sale model is a very popular model which has worked
wonders for Xiaomi. In this model, the product is made available only in limited quantities and
sold at a very low price. This model made the consumers crazy and each Xiaomi looked like a
price which was hard earned.

Xiaomi smartphones are technologically advanced as well and they give higher tech specs at
lower price. Xiaomi phones are especially renowned for their camera which is said to be very
high resolution and gives excellent photos.

Research and Development – Xiaomi invests heavily in R&D and it is a market follower but
its major R&D expenses are towards costadvantage and not differentiation advantage.

Weaknesses

Offline Distribution – Xiaomi mainly sold through the flash sale but at times, it was difficult
for customers to get their hands on a REDMI or MI model phone. This is because their offline
distribution is not upto mark and Xiaomi phones sell mainly via E-commerce.

Advertising and Marketing spends –The advertising and marketing spends of the brand is very
low. The brand launches ATL campaigns only when coming up with a new product. However,
the advertising is erratic at best and is never consistent.

Brand Image and Equity – Because the advertising and marketing efforts are poor, the brand
image is not so good as Samsung or Apple or other such competitors. The product portfolio of
Xiaomi is also limited which further effects the brand image. Service centers too are limited
and all these factors contribute to the low brand equity and reputation.

Low Skimming price –While other smartphone manufacturers survive on skimming price,
Xiaomi launches its own phones at low prices in the flash sales. As a result, it cannot take
advantage of the skimming price or the advantage isnot as profitable as it would be for Samsung
or Apple or other such high end brands.

27
Opportunities

Expansion – Covering the developing countries and the emerging markets should be the
priority for Xiaomi. As it mainly follows online sales model, which is becoming popular in
many countries, it should expand to countries where E-commerce mode of purchase is well
established or in the process of establishment.

Distribution – Besides online distribution, Xiaomi also needs to concentrate on offline

distribution if it ever wants to be consistent like some of its top competitors. Offline distribution
would also mean higher expenses and therefore a rise in price. But it will help the brand to
create a long term image and equity.

Brand Building –Brand building methods such as Sales promotions, Trade promotions, ATL
campaigns and BTL campaigns should be launched as regularly as possible to build a better
brand image. Xiaomi is far behind Oppo and Vivo where BTL Campaigns are concerned.

Product Portfolio –Product portfolio of Xiaomi is limited and it has 2 major series which
actually contribute to the complete revenue of the brand. Expanding the product portfolio will
help the brand in brand building as well as in getting higher revenues.

Product innovations & Differentiation – Being a market follower is tough and Xiaomi needs to
get a step ahead by introducing highly differentiated phones which have innovative touches to
it. More over, it needs to advertise these advantages to get more and more customers to buy
their products.

Penetration Smartphones –Across the world, the smartphone as a product is being adopted and
people are using more and more smartphones with combination of Internet.

This market penetration of Smartphones is forthe benefit of Xiaomi. The better phones they
manufacture, the more they will be able to capture market share.

The dying need for expensive smartphones – People are tired of spending money every year
on a Samsung S8 or the latest Apple Iphone. People want cheaper alternatives so that they can
change their phone every alternate year. As a result, most potential customers who have the
28
 potential to buy high end smartphones are also buying chinese smartphones for their lower
prices. This is why majorly all rising smartphone brands are from China – Xiaomi being one
of them. This shift in consumer preference is to the benefit of Xiaomi.

Threats:

Competition – Oppo and Vivo are 2 of the biggest competitor for Xiaomi because they are
themselves from China and have the same manufacturing advantages like Xiaomi. Besides this,
Oppo and Vivo have a strong offline presence and have huge distribution network. Thus, they
are a huge threat to Xiaomi.

Service – The lack of service centers equivalent to the number of sales by the brand is a
worrying statistic. Xiaomi needs to increase its sales and service centers both if it wants to
retain its customers.

Brand Differentiation is absent – The smartphone segment has become such that brand
differentiation is becoming very difficult. Each brand is coming up with products which are
almost similar, thereby making it difficult for the customer to choose one brand over other.
This will become especially difficult when more and more brands come from China.

Growth Opportunities for Redmi

Redmi, a sub-brand of Xiaomi, has carved a niche for itself in the smartphone market by
offering high-performance devices at aggressive price points. However, to maintain its growth
trajectory, Redmi needs to explore new avenues and adapt to evolving market trends. This
report outlines several potential growth opportunities for Redmi in 2024:

1. Deepen Penetration in Existing Markets:

 Capture the Value Segment: While Redmi is known for its budget-friendly phones, it can
delve deeper into the value segment. This involves offering even more affordable options with
essential features that cater to first-time smartphone users or those seeking a secondary device.
 Expand Market Share in Budget and Mid-Range Segments: Redmi holds a strong position
in these segments, but there's always room for growth. Redmi can achieve this by:

29
o Strategic Partnerships: Partnering with local carriers and retailers to offer exclusive deals
and bundles can incentivize purchases.
o Targeted Marketing: Employing targeted marketing campaigns on social media and budget-
conscious online platforms to reach the right audience.
o Focus on Online Sales: The online market is booming, and Redmi can leverage e-commerce
platforms to reach a wider customer base and offer competitive online pricing.

2. Expansion into New Markets:

 Africa: The African smartphone market is experiencing rapid growth, and Redmi's budget-
friendly offerings can resonate well with price-conscious consumers. Redmi can achieve this
by:
o Localization: Tailoring its marketing and product features to the specific needs and
preferences of African markets.
o Building Partnerships: Partnering with local distributors and service providers to ensure
efficient distribution and after-sales support.
 Latin America: Similar to Africa, Latin America presents a promising market for affordable
smartphones. Redmi can replicate its African expansion strategy in this region.

3. Product Innovation and Differentiation:

 Camera Technology: While Redmi offers decent cameras, they can elevate their game by
incorporating innovative features like high-resolution sensors, improved low-light
performance, and AI-powered functionalities.
 Display Technology: Upgrading displays to higher refresh rates, offering AMOLED panels in
mid-range devices, and exploring foldable phone technology can set Redmi apart.
 Focus on Design: Redmi can move beyond just functionality and prioritize design aesthetics
to create a more premium feel, even in budget devices.
 Software Optimization: Redmi's MIUI software can be further optimized for performance
and battery life. Additionally, exploring features like a lighter UI or a stock Android experience
can cater to a wider audience.

30
 4. Embracing Emerging Technologies:

 Integration with IoT: Redmi can create a connected ecosystem by offering smartphones that
seamlessly integrate with smart home devices and wearables.
 5G Adoption: As 5G networks become more widespread, Redmi can introduce a wider range
of 5G-enabled smartphones at competitive prices to capitalize on this next-generation
technology.
 Artificial Intelligence (AI): Integrating AI features into various aspects of the phone (camera,
battery management, voice assistants) can enhance user experience and create a more
intelligent smartphone experience.

5. Building Brand Identity and Customer Loyalty:

 Focus on After-Sales Service: Providing exceptional after-sales service, including readily

available spare parts, efficient repair networks, and extended warranties, can build customer
trust and loyalty.
 Community Building: Actively engage with the user community through online forums,
social media groups, and offline events. This fosters brand loyalty and allows Redmi to gather
valuable user feedback.
 Strategic Sponsorships: Partnering with popular events or sports teams can increase brand
awareness and create a more aspirational brand image.

6. Sustainability Initiatives:

 Eco-Friendly Materials: Redmi can adopt the use of recycled materials in its smartphones,
reducing their environmental footprint.
 Sustainable Packaging: Utilizing biodegradable or recyclable packaging materials showcases
Redmi's commitment to environmental responsibility.
 E-waste Management: Partnering with recycling companies to offer take-back programs for
old Redmi phones can promote a more sustainable ecosystem.

31
3.9 BALANCE SHEET

32
 COMPANY PROFILE OF VIVO

3.1 INTRODUCTION TO VIVO

A Chinese multinational manu-facturer of smartphones headquarteredin Dongguan,

Guangdong province,China. Founded in 1995, vivo enteredthe telecommunication and
wirelessphones and consumer electronic industry.From 2011, vivo started its
smartphonebusiness. As of 2014, vivo releasesand markets its smartphones underthe vivo
brand, ranking as the 5thtop smartphone brand in China, and 10th top. Smartphone brand
globally In 2014, vivo sold 25 million unitsin mainland China, in 2015. The annual capacity is
60 million units. Vivo is now among the top five most profitable smartphone brands in China.
Currently 20,000 operators workin vivo, and 3,000 engineers are in four R&D centers in
Dongguan,Shenzhen, Nanjing and Chongqing. From hardware design and manu-facture, to
software development,vivo has built a complete and sustainable ecosystem.With the creativity
and technology, vivo keeps innovating. In 2012, vivo created the X1, the first Smart-phone to
incorporate a Hi-Fi chip, resulting in an unparalleled audio experience. Pioneering this
technology, it has been included in all vivo smartphones ever since. From then on, the innova-
tion never stops.From 2011, vivo has been certified in over 100 countries and regions
worldwide, choosing the path of internationalization and moved on. And Now Vivo ispresence
in India,Malaysia,Indonesia,Thailand,Myanmar, Vietnam and Philippines.

3.2 LOGO AND PICTURES

33
34
 3.3 MISSION AND VISION

Mission:

 For Consumers: Provide quality products and superior service.

 For Employees: Create a joyful and progressive environment.
 For Business Partners: Create win-win platforms based on mutual trust.
 For Shareholders: Render steady long-term returns on investment.
Vision:

 Benfen: This Chinese term translates to a sense of responsibility, ownership, and dedication to
fulfilling one's duties.
 Design-Driven Value: vivo prioritizes aesthetics and user-centric design in its products.
 User-Orientation: The company focuses on understanding and catering to the needs of its
consumers.
 Continuous Learning: vivo emphasizes ongoing development and adaptation to stay ahead
of the curve.
 Team Spirit: Collaboration and a strong team culture are central to vivo's success.

3.4 HISTORY

Vivo Mansion in Nanjing, JiangsuIn the first quarter of 2015, Vivo was ranked among the top
10 smartphone makers, achieving a global market share of 2.7%.

Since its founding in 2009, Vivo has expanded to over 100 countries around the world.
International expansion began in 2014, when the company entered the Thailand market. Vivo
quickly followed up with launches
in India, Indonesia, Malaysia, Myanmar, Philippines, Thailand, and Vietnam.

In 2017, Vivo entered the smartphone market in Russia, Sri Lanka, Taiwan, Hong
Kong, Brunei, Macau, Cambodia, Laos, Bangladesh, and Nepal. In June 2017, it entered
the Pakistan mobile phone market and the Vivo brand is currently experiencing rapid growth
in popularity in the country.

On 26 November 2017, Vivo entered the Nepali market with its Y53 and Y65 models.

35
 Vivo devices were also sold in the US under the brand BLU such as the BLU Vivo X launched
in 2018.

Marketing:-

In October 2015, Vivo became the title sponsor of the Indian Premier League (IPL) under a
two-year deal starting in the 2016 season. In July 2017, the deal was extended until
2022. However, in response to the 2020 border skirmishes between India and China, the Board
of Control for Cricket in India (BCCI) was criticized in India for allowing a Chinese company
to be the title sponsor of the league. Vivo and BCCI mutually agreed to suspend the deal for
IPL 2020, with a clause to resume it next season. In June 2017, Vivo reached a sponsorship
deal with FIFA to become the official smartphone brand of the 2018 and 2022 FIFA World
Cups. The company also became a title sponsor of India's Pro Kabaddi.

Vivo has a sponsorship deal with the NBA in China, with Golden
StateWarriors player Stephen Curry. He endorses the brand in China and the Philippines.

3.5 PRODUCTS

Smartphones:

 V Series: This is one of vivo's most successful lines, offering a balance of affordability,
performance, and impressive camera capabilities.
 X Series: This series focuses on high-end or premium phones with advanced features and top-
of-the-line cameras.
 S Series: This series targets design-conscious users and often features sleek aesthetics and
innovative camera features.
 NEX Series: This series pushes the boundaries of smartphone design and technology, featuring
innovations like pop-up selfie cameras and powerful processors.
 Note Series: While not as widely available as other series, the Note series offers larger displays
and long-lasting batteries, catering to power users.

Other Products:

 Earphones & Headphones: Vivo offers a range of wireless earphones and headphones,
catering to different preferences and budgets.
36
 Smartwatches: Vivo has entered the smartwatch market with a couple of offerings, providing
fitness tracking and other functionalities.
 Other Accessories: Vivo also offers various phone cases, chargers, and other accessories for
its devices.

3.6 COMPETITORS

Smartphones:

 Domestic Rivals:
o OPPO: Another Chinese brand under BBK Electronics (same parent company as vivo). OPPO
often competes directly with vivo, offering similar features and design aesthetics.
o Xiaomi: A major Chinese smartphone manufacturer known for aggressive pricing and
powerful specifications, particularly in the mid-range segment.
o Huawei (Honor): Another prominent Chinese brand, though recent US sanctions have
impacted its global reach. Honor, a sub-brand of Huawei, can still compete with vivo in some
regions.
 Global Players:
o Samsung: A South Korean giant, Samsung offers a wide range of smartphones across various
price points, from budget-friendly models to high-end flagships. It's a major competitor for
vivo, particularly in the premium segment.
o Apple: The American tech titan enjoys a strong brand loyalty and competes with vivo in the
high-end smartphone market, known for its iPhones and user-friendly iOS operating system.

Specific Segments:

 Budget and Mid-Range: Realme (another BBK Electronics brand) known for aggressive
pricing, and Motorola offering a good balance of features and affordability, compete with vivo
in this segment.
 Flagship-lite: Poco (a Xiaomi sub-brand) competes with vivo's K series by offering flagship
components at slightly lower prices.
 5G Affordability: iQOO (from Vivo's competitor Vivo) offers aggressive features and 5G
connectivity at competitive prices.

37
 3.8 SWOT ANALYSIS OF VIVO

Strengths:-

 Easy and useful for users.

 User loyalty high & strong resources.
 does exactly what people expect it to do on their first exploration – searches multiple
institutions via a single search box, with no extraneous results from unexpected places; has
useful facets by institution and type of data (people/organizations/etc).
 Continuous technology development.
 Uniqueness, pioneer web application that overcomes many acknowledged limitations of
federated approaches that can't rank relevance across multiple sources.
 Targeted focus for expanding desired information.
 Open semantic web - all information not stored in one database, represents an "on ramp" to
linked data world.
 Provides local control over content, what is harvested, and how frequently.
 Ability to keep up-to-date automatically.
 Can handle the rigors of data integration while maintaining accuracy and and granularity.

Weaknesses:-

 New technology - needs training and user tutorials.

 May not appear to be doing more that a custom Google appliance of the same source systems
(or just the institutional domains) – especially until more advantage is taken of the structured
nature of the data and the potential to align data from multiple institutions to the same semantic
standards (e.g., MeSH, LCSH).
 Exposes duplication of data in the source systems and among systems.
 Many instances of URIs for NSF, NIH, geographic places, keywords.
 Same person may appear in results from several institutions and the harvesting does not on its
own yet attempt to resolve duplicates.
 Both these issues are better addressed in the source systems where there is local knowledge to
validate, but this project can't mandate data cleanup.
 Difficulty to place a value on the information, especially withs regards to completeness.

38
 Difficult to explain how differs from social networking sites that may be more inclusive but
less authoritative – faculty may prefer to see everything and be their own judge of what to
consider reliable (will it be more important than Facebook or LinkedIn).
 Skeptical user ideas on how application will function and be used.
 Struggle to develop initial awareness of technology because it is so new.
 Pioneering tool for science community - new innovations often received guardedly.

Opportunities:-

 Massive distribution channels & connections locally and nationally

 Brand awareness
 Ability to generate future discoveries/research by leveraging the technological advances
 Avenue that is enhanced regardless of the current position of the economy
 Endless applications can be developed & multiple uses of collected data
 Pioneering tool for science community - new innovation.

Threats:-

 Competitors of other social networking sites - creating value/comfort

 Improvements to commodity search via tags using schema.org annotations to HTML
 Need for data disambiguation – won't support network analysis unless data are aligned prior to
indexing, or a new analytical process is developed to disambiguate using the harvested
information (or queries going back to fetch more detail).
 We believe Dave Eichmann at Iowa is developing such approaches, and we should work with
him to position this effort as the infrastructure for sustainability and broad application to
leverage his exploratory research results.
 Changes in the functionality of web application will affect early adopters (idea of adopting it).

 Expand into the Internet of Things (IoT) ecosystem: Vivo can leverage its smartphone user
base to create a network of connected devices. This could include smart home devices,
wearables, and other accessories that work seamlessly with Vivo phones.
 Develop a stronger software presence: While Vivo has its Funtouch OS, they could invest in
creating a more unique and user-friendly software experience that differentiates them from
competitors. This could include developing their own app store or offering innovative features
and services.
39
 Target new markets: Vivo has a strong presence in China and India, but there's room for
growth in other regions like Africa, Latin America, and Southeast Asia. They can tailor their
marketing and product offerings to the specific needs and preferences of these regions.
 Focus on innovation in camera technology: Vivo is already known for its camera-centric
phones, but they can stay ahead of the curve by continuing to invest in research and
development of new camera technologies like advanced sensors, improved low-light
photography, and innovative features like AI-powered image processing.
 Become a leader in sustainable practices: Consumers are increasingly environmentally
conscious. Vivo can position itself as a leader in sustainable smartphone production and
recycling. This could involve using eco-friendly materials, reducing waste in manufacturing,
and offering take-back programs for old phones.

3.9 BALANCE SHEET

40
41
 CHAPTER 4

RESEARCH METHODOLOGY

42
4.1 MEANING

Research is defined as human activity based on intellectual application in the investigation of

matter. The primary purpose for applied research is discovering, interpreting, and the
development of methods and systems for the advancement of human knowledge on a wide
variety of scientific matters of our world and the universe.

The term research is also used to describe an entire collection of information about a subject.

Methodology is the method followed while conducting the study on a project. Through this
methodology a systematic study is conducted based on which the basis of a report is produced.
It is a written game plan or conducting Research. Research methodology has many dimensions.
It includes not only the research methods but also considers the logic behind the methods used
in the context of the study and explains why only a method or technique has been used.

Therefore, in order to solve a research problem, it is necessary to design a research

methodology for the problem as the some may differ from problem to problem. The
methodology adopted for studying the objectives was surveying the in-house customers.

4.2 SAMPLING METHODOLOGY

SAMPLE SIZE~

50 Respondents.

SAMPLE UNIT~

Various students and working professionals.

43
4.3 SAMPLING TECHNIQUE~

Random Sampling Technique.

4.4 RESEARCH DESIGN:-

1-Connecting the people online across Kanpur.

2-Gathering information required as per the questionnaire.

3-The research design is probability research design and is descriptive research.

4.5 RESEARCH OBJECTIVE

The objective of the research is to focus solely on the indian smartphones industry, both in
terms of the major players involved in the market as well as the Chinese counterparts which
have entered into the market in the last yearswhich are highly effecting the smartphones and
smart devices market in India.

While we understand that every player has great national as well as global presence, we bring
representative to the Chinese technology company, Xiaomi incorporation which is just five and
half year old company and former start up.

It felt that it`s important to analyse the company on strategic marketing and how the company
has made it this large in these five years, which once as a start-up used to build custom ROMs
over Android-OS.

The objectives are converted and highlighted by conducting environmental analysis of external
environmental of the company which is provided using the PEST analysis and SWOT analysis
discussing company`s strength, weakness, opportunities, threats in light of it`s corporate goals
and objectives and the strategies followed by the company through which it`s able to capture
the market, enjoying very favourable growth.

44
 CHAPTER 5

DATA ANALYSIS

45
Data Analysis

1. Sex ratio of Respondents:

PARTICULARS NO. OF RESPONSE %AGE OF RESPONSE

MALE 28 56%
FEMALE 22 44%

60

56
50

40 44

30
28
20
22

10

0
MALES FEMALES
NO. OF RESPONSE %AGE OF RESPONSE Column1

Interpretation

The graphical representation of the table shows that out of the 50 respondents, 28 were Males
and 22 were Females.

2. Use of Mobile Phones (graphical and tabular representation)

46
 Name of Phones No. of %age of
Respondents respondents
REDMI 29 58
VIVO 21 42

Chart Title
70
60
50 58

40
42
30
20 29
21
10
0
NO. OF RESPONSE %AGE OF RESPONSE Column1
Category 1 Category 2 Category 4

Interpretation:-

Out of 50 respondents 29 are using REDMI and 21 are using VIVO smartphones.

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3. PERCEPTION TO CHANGE MODEL

PARTICULARS NO. OF RESPONSE %AGE OF RESPONSE

YES 30 60%
NO 20 40%

Chart Title
70

60

50

40

30

20

10

0
YES NO

NO. OF RESPONDENTS %AGE OF RESPONDENTS Column1

Interpretation:-

Out of 50 respondents 30 are willing to change their products because of boycotting Chinese
products while 20 are not willing to change their smartphones due to getting good
specifications at cheaper rates.

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4. WILLING TO PAY

PARTICULARS NUMBER PERCENTAGE

10,000< 15 30
<10,000 35 70

80

70

60

50
NUMBERS
40
PERCENTAGE
30
Column1
20

10

0
10,000< <10,000

Interpretation:

The graphical representation shows that out of 50 respondents only 15 are not willing to pay
more than ₹10,000 and 35 are willing to pay more than ₹10,000.

49
5. Which factors lead you to buy a product?

Interpretation: out of 100 people in survey 48% leads to brand name, 28% quality,
12% Lifestyle & 12% friend persuasion.

50
6. Why did you use a company’s service?

Interpretation: out of 100 people in survey 32% use because if good services, 25%
were because if cost effectiveness, 26% because availability of value add services &
17% because of network coverage.

51
7. Which company would you prefer?

Interpretation: out of 100 people in survey 76% were using Redmi and 51% were
using Vivo.

52
8. Are you Aware about Redmi or Vivo products?

Interpretation: out of 100 people in survey 83% were aware about REDMI and 17
were not aware about VIVO.

53
 9. Would you buy vivo products over redmi?

Interpretation: Out of 100 people in survey 60% were aware about various airtel
schemes and 40% were not aware about airtel schemes.

54
Aspect Redmi Vivo
Target Market Budget-conscious, young adults, Tech-savvy youth, premium
students seekers
Product Positioning Value for money, "flagship Design, camera, social media
killer" focus
Distribution Online focus (e-commerce, flash Balanced (online & offline,
Channels sales) exclusive stores)
Marketing Social media engagement, Traditional advertising (TV,
Communication influencer marketing, targeted celebrities), social media (lifestyle
online ads content)
Customer Online forums, customer Personalized service (stores),
Engagement support communities loyalty programs
Competitive Aggressive pricing, strong Premium image, design, camera,
Advantage online presence celebrity endorsements
Limitations Reliant on online channels, less Higher price point, traditional
premium brand perception media focus

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CHAPTER 6

FINDINGS

56
Findings

 The stats of the research shows that the majority of Indian customers are using Redmi
and less customers are using Vivo.

 The most desirable price is more than ₹10,000 range.

 Redmi is the favourite brand of the masses and is clear winner of the brand preference
test.

 The sex ratio of respondents is 14:11 of the Male and Female respectively.

 60 percent of the respondents are willing to change their mobile models and 40 percent
of the respondents are happy with their existing mobile models.

 30 percent of the respondents are not willing to pay while 70 percent are willing to pay
more than ₹10,000.

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 CHAPTER 7

SUGGESTIONS

58
 SUGGESTIONS

On the basis of the various findings, many recommendations can be given for the various
companies in this sector. As with Nokia the main problem faced by the people is that therefore
hang while performing and their after sale services is not up to the mark when to compare to
other companies. Many people are still unaware of the facilities that are their in the market.

 Vivo should provide better services and try to solve the fingerprint unlock problems.

 Companies should offer range between ₹10,000 to ₹20,000.

 Both companies should increase their distribution channels.

 The companies should continue to work on TQM (Total Quality Management).

 Customers feedback should be promoted.

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 CHAPTER 8

BIBLIOGRAPHY

60
BOOKS:

 MARKETING MANAGEMENT-

V.S. Ramaswamy and S. Namakumari.

 RESEARCH METHODOLOGY-

C.R. Kothari.

WEB RESOURCES:

 www.trai.gov.in
 http://www.Redmi.com
 http://www.Vivo.com
 www.wikipedia.com
 www.gadgets.ndtv.com

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CHAPTER 9

ANNEXURE

62
1) NAME:

2) GENDER:
a) Male
b) Female

3) Age.
a) 18-20
b) 21-26
c) 26-30
d) 30 and above

4) OCCUPATION:
a) Student

b) Employed
c) Self employed
d) Others

5) How many members are in

your family?
a) 0-2
b) 2-4
c) 4-6
d) More than

6) Which store first comes to your mind when you think of

purchasinga product?
a) Vivo
b) Redmi
c) Both*

7) How frequently do you visit a store?

63
 a) Daily
b) Weekly
c) Monthly
d) Yearly

8) What is the level of satisfaction of customers of the service provided?

a) satisfied
b) unsatisfied

9) What is your level of purchase?

a) Vivo
b) Redmi

10) Which store’s advertisement is more powerful?

a) Vivo
b) Redmi

11) How much do you spend as monthly expense while shopping?

a) Below 1000
b) b) 1000-2000
c) 2000-5000
d) More than 5000

12) The advertisement effect your shopping behaviour?

a) Yes

b) No

64