Symphony Mobile Phone is a part of leading telecommunication and Consumer Electronic group SB Tel Enterprise Limited (a legal Unit

of Edison Group) the group is operated by Entrepreneurs who were behind establishing two very popular mobile phone brands in Bangladesh: Siemens and BenQ. Within short period of time since it’s introduction at the end of 2008 the brand has become very popular especially among the young people. Because of its unique propositions Symphony Mobile now occupies number one position in Bangladesh above Nokia according to market share. Innovation and exclusive design clearly differentiate Symphony from other brands available in the market. The brand has launched the first ever branded dual sim phone in the country. Continuing with the same trend of delivering breakthrough products, Symphony Mobile launched X110, Bangladesh’s first ever Qwerty keyboard phone with Track ball. Moreover in the coming month’s lot of new products are introduced which include full touch screen and smart phones. Symphony offers customers reliability, value for money and wide range of choice. While the performance, reliability and durability of the products are as good as any leading global mobile phone brand handset with attractive features and functionalities are offered at a competitive price. Symphony has customer care centers in all major districts in Bangladesh. Collection points have been set up in the smaller districts in order to ensure prompt and reliable service to the remote areas. Run by professional people and customer driven standard operating procedure the motto of the customer care department is to make customers fully satisfied. Lot of value added service such free service check up, free down loads are in the offing. Symphony will grow at a faster pace than the growing Bangladesh mobile phone market. The brand will continue to introduce innovative high quality products and is fully confident of winning hearts and mind of our valuable customers

Table 7.1 Examples of elements included in the export marketing mix 1. Product support - Product sourcing - Match existing products to markets - air, sea, rail, road, freight - New products - Product management - Product testing - Manufacturing specifications - Labelling - Packaging - Production control - Market information 2. Price support - Establishment of prices - Discounts - Distribution and maintenance of pricelists

.Budgets .Distribution . catalogues literature .Market information/intelligence .Sale or returns 4.Quotes processing . trade shows .Funds provision .Billing.Warehousing .Translation 7. Promotion/selling support .Direct mail .Freight forwarding .Sales force .Technical aid assistance .Order processing .Insurance .Warranties/claims .Selling (direct) .literature .Competitive information . Distribution support .Exhibitions.Raising of capital .Inventory management .Guarantees .Insurance .Advertising .Arbitration 6.Sales reports.Tax services . Service support .Credit authorisation 5.Legal services .Data processing systems .Agents commissions .Parts supply .Printing . Inventory support . Financial support .Export preparation and documentation .Promotion .Customer care .Training of agents/customers 3.After sales . collecting invoices .Merchandising .

Because. and thus aid in their marketing. rentals . Moreover. at the moment. to accept sub optional volume product materials just in order to keep the plant ticking over. Physical distance. In building a market entry strategy. language barriers. the equipment may not be able to be used for other processes.Hire.. Costs include search and bargaining costs. in most agricultural commodities. Good examples of this include the building of port facilities or food processing or freezing facilities. say. Enforcement of . v) Total adaptation and conformity strategy . in the export of cotton and other commodities. may make the owner very vulnerable to the bargaining power of raw material suppliers and product buyers who process alternative production or trading options. Concerning investment and control.perceived and demonstrable superior products ii) Product adaptation strategy . It built a large freezing plant for vegetables but found itself without a contract. Brand names do not appear overnight. Transaction costs also are a critical factor in building up a market entry strategy and can become a high barrier to international trade. Cunningham1 (1986) identified five strategies used by firms for entry into new foreign markets: i) Technical innovation strategy . Whilst the building of a new road may assist the speedy and expeditious transport of vegetables.modifications to existing products iii) Availability and security strategy . the question really is how far the company wishes to control its own fate. so Government may get involved. locked into a specific use. quality and quantity problems. It has been forced.penetration price and. joint venture or get involved in direct investment. It may get involved not just to support a specific commodity. so the asset specific equipment. long before the full utilisation of the investment comes.overcome transport risks by countering perceived risks iv) Low price strategy . the road can be put to other uses. Moreover. The building of an intelligence system and creating an image through promotion takes time. currency. scheduling budget data . information and other resources required for building market entry can be enormous. Large investments in promotion campaigns are needed. The degree of risk involved. In marketing products from less developed countries to developed countries point iii) poses major problems.Planning. for example. effort and money. Huge investments may have to be undertaken. in the drive for public good utilities. entry strategies are often marked by "lumpy investments". Sometimes this is way beyond the scope of private organisations. attitudes and the ability to achieve objectives in the target markets are important facets in the decision on whether to license. Zimbabwe is experiencing such problems. Buyers in the interested foreign country are usually very careful as they perceive transport. time is a crucial factor.Auditing Details on the sourcing element have already been covered in the chapter on competitive analysis and strategy.foreign producer gives a straight copy. Zimfreeze. This is true. but also to help the "public good". with the investor paying a high risk price. the infrastructure. logistics costs and risk limit the direct monitoring of trade partners. production and marketing are interlinked.

They can also become the "fiefdoms" of vested interests and become political in nature. reducing operational variety (more standard products) or making the organisational form more appropriate. rather than private individuals. buyers. Calculator etc – Imaging & internet surfing. Whilst these Boards can experience economies of scale and absorb many of the risks listed above.contracts may be costly and weak legal integration between countries makes things difficult. – Multimedia Media Applications (Radio & MP3 Player). in fact it may be better to concentrate on a few geographic areas and do things well. This is true of organisations like Coca Cola and MacDonald's. Normal ways of expanding the markets are by expansion of product line. often get involved in commodity systems. In the latter the attempt is made to "globalise" the offering and the organisation to match it. It is important to note that the more the product line and/or the geographic area is expanded the greater will be the managerial complexity. they can shield producers from information about. Traditionally these have concentrated on European markets where the markets are well known. With a monopoly export marketing board. Non urban and semi urban are hard core users followed by urban population. This can be seen in the case of the Citrus Marketing Board of Israel. these factors are important when considering a market entry strategy. Global approaches give economies of scale and the sharing of costs and risks between markets. Usage of Cell Phone amongst urban population with higher disposable income is using the product less compared to semi urban population. They then result in giving reduced production incentives and cease to be demand or market orientated. This is typical of the horticultural industry of Kenya and Zimbabwe. – Clock. regulating the mix and quality of products going to different markets and negotiating with transporters and buyers. its serving many more purposes. Also. And cell phone market of Bangladesh is the most highly grown market of Bangladesh in last five years. New Category Business Opportunity In Bangladesh Cell Phone Cell Phone & few facts • Cell Phone is the major media of communication in Bangladesh. First and foremost it is used for – Personal Communication (Voice call. New market opportunities may be made available by expansion but the risks may outweigh the advantages. . "local market approaches" (the marketing mix developed with the specific local (foreign) market in mind) or the "lead market approach" (develop a market which will be a best predictor of other markets). and from. Ways to concentrate include concentrating on geographic areas. In fact these factors may be so costly and risky that Governments. SMS & MMS). – Business Communication (Voice call SMS & MMS). •Basically Cell Phone is used for voice call communication but as telecommunication service providers and cell phone manufacturers are providing more facilities. Scheduler. Global strategies include "country centred" strategies (highly decentralised and limited international coordination). the entire system can behave like a single firm. which is detrimental to producers. And for now it has become part of culture and status. geographical development or both.

ICT Market Size in Bangladesh Brand PC 1% Cell Phone 43% Clone PC 31% Laptop 12% Gadgets 7% Accessories 6% Market Size in Million TK.96 Million PCs Source: Brand Forum & Other Independent Research Bodies Market Share of Leading Brands in Cell Phone 2% Market Share by Value 1% 1% 3% 1% 1% 4% 28% Nokia Samsung . 2534 (USD 362 Million) Source: Brand Forum & AC Nielsen Estimate 2009 Market Share of Leading Brands in Cell Phone Market Share by Volume 2% 1% 0% 1% 2% 8% 25% 5% 4% 6% Nokia Samsung Sony Erricson Motorola Benq Siemens Symphony 12% 22% 12% Sprint BlackBerry HTC Market Size: 2.

weaknesses.3% 4% Sony Erricson Motorola Benq Siemens Symphony Sprint 13% 15% 24% BlackBerry HTC Market Size in Million TK.guillotined budgets.260 million mobile subscribers nationwide.54 Million) Source: Brand Forum & Other Independent Research Bodies Estimate 2009 SWOT analysis of mobile marketing for 2009 Mobile marketing will hold its own in 2009. with opt-in required for marketing text messages ï•® Ubiquity of channel -.and avoid the fate of television and print advertising -. opportunities and threats for 2009. publishers must make their inventory mobile. 3. In short.8 (USD 157. retailers must launch mobile commerce sites and advertisers must not throw baby out with the bathwater. 1102.Internet marketing -. carriers must collaborate. mobile service providers must not hibernate. Several conditions apply if mobile marketing is to side with the winning team -. But the industry will have to shout simply to be heard as marketers and advertising agencies navigate a dark economy by feeling the walls. Here is a quick analysis of mobile marketing's strengths. ad agencies must open their minds.5 billion worldwide ï•® Many consumers giving up landlines for mobile ï•® Sales of smartphones with Internet capability booming ï•® Many marketers. retailers and publishers recognizing need for mobile presence ï•® Most powerful loyalty marketing tool ï•® Ideal comparison-shopping tool for shopping and buying decisions ï•® Mobile applications market growing by leaps and bounds . Strengths ï•® Most personal marketing channel available on the market ï•® Measurable for ROI purposes ï•® Completely permission-based.

print and billboards ï•® Mobile is the future -. keypad and slow network speeds ï•® Why not regular HTML browsers like the Safari on the Apple iPhone? ï•® Wireless carriers not innovating at faster pace ï•® Lack of standards across platforms and carriers ï•® Many mobile marketing service providers not sophisticated in marketing outreach -. cut marketing outreach to world -.. radio. Not good ï•® Carriers increase commercial SMS delivery fees to opted-in subscribers. unsolicited messages. misleading advertising and children ï•® Ad agencies think mobile marketing is too complicated. won't sell ï•® Fate depends on four major carriers -. print and radio toward more measurable. T-Mobile and Sprint Nextel ï•® Inadequate outreach to advertising agencies and media buyers Opportunities ï•® Gives legs to other channels -. the present -. More room for targeted ads ï•® Mobile coupons location-based ads.and cut ï•® Mobile marketing service providers hibernate.killer app for security. Google and Yahoo know that Weaknesses ï•® Perception problem -. thus delaying inclusion in multichannel marketing campaigns ï•® Sales of smartphones with Internet capability stall .k.of database marketing. a. online.a.AT&T. the Internet and mobile ï•® Mobile advertising subsidizes content and services for consumers who understand the tradeoff ï•® More SMS text marketing for marketers and retailers targeting offers and alerts to opted-in consumers in database. Marketers must have mobile loyalty program to complement online and offline ï•® Benefit from marketing dollars pulled from television.don't tell. Verizon Wireless. along with mobile database marketing ï•® Mobile marketing jumpstarts mobile commerce sales Threats ï•® Mobile is treated as experimental budget -.and then complain why they are ignored in media-buying decisions ï•® Associations representing mobile marketers' interests remain on bended knee to carriers. ROI-driven media.always the bridesmaid. never the bride ï•® User experience with the Internet on mobile not ideal -.ï•® The future of couponing ï•® The future of search marketing. Make the short code common ï•® More quality content on mobile as publishers launch mobile editions.screen size. television. Will kill legitimate SMS marketing ï•® Funding for mobile service providers and mobile marketing firms dries up ï•® A carrier goes belly-up ï•® Legislation to enforce consumer protection on privacy.

LG. they said. They said official dealers had almost stopped selling brands such as Motorola. said an official of the Siemens Bangladesh. Digital and I-Max. Brand giants such as Nokia. Samsumg. He told New Age customers. Siemens. But only 30 to 40 businessmen are active. managing director of the CMPL Nokia. Sagem and Sony Eriksson in the local market. Rageebul Kabir. Sagem and Sony Eriksson which dominated the market even two years ago are now facing challenges these days from lesser known brands such as Symphony. Many of them have rather started marketing low-priced Chinese origin sets to stay competitive against market leaders Nokia and Samsung.51 million in November 2009.ï•® Upgrades to higher-price data plans slow down ï•® Barack Obama really gives up his BlackBerry Sales of low-priced Chinese origin mobiles marked a high growth in recent times in Bangladesh challenging the domination of leading global mobile brands. ‘Most of such non-brand Chinese sets account for about 60 per cent of the monthly sales volume.83 million till January from 50. Nizam Uddin Ziku. Sprint. .’ the Bangladesh Mobile Phone Businessmens’ Association president. Maximus. were showing less interest in known brands which sell for double the prices of Chinese origin sets but have less features. which started marketing Maximus two years ago. said. There are around 300 mobile importers in Bangladesh. especially low-end users. Users also feel comfortable as importers give a year’s warranty for such Chinese sets. Siemens. a major distributor of Nokia brand in Bangladesh. according to statistics available with the telecoms regulatory commission. On an average at least a million new mobiles are sold in Bangladesh every month as the Bangladesh Telecommunications Regulatory Commission statistics show the number of new connections increased to 53. Almost all mobile imports are from China. experts and traders said. Market operators have said traders have sold mobiles worth Tk 300 crore each month in the recent past. said in July 2009 that import of a large quantity of non-brand Chinese mobile had posed worries for traders of mobiles of reputed brands.

The mobile phone businessmen’s association president said.’ . ‘All mobiles come from China but we supply sets for low prices.

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