3. Research Finding and Conclusion: 1. Table‚ chart‚ calculation and interpretation: 3.1 Customer profile: 3.1.1 Customers’ Age: Age Midpoint (x) Frequency (f) Percentage <18 12 11 11 ≥18<30 24 25 25 ≥30<55 42 47 47 ≥55 67 17 17 Total 100 100 Table 3.1.1: The age of customers (Authors research) Chart 3.1.1: The age of customers Mean = f(x)f = 38.45 Variance = fx2f – x2 = 273.6 Standard deviation = 273.6 = 16.54 Mode 30-55 Median belong to ≥30<55 group SD độ lệch chuẩnMD
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APPENDIX 3: NOKIA OPERATIONS ANALYSIS………………………………………….. 11 APPENDX 4: FINANCIAL PROJECTION ANALYSIS…………………………………… 12 APPENDIX 5: DECISION GRID…………………………………………………………. 13 INTRODUCTION Nokia‚ one of the leading handset manufacturers‚ is losing market share in developing and developed markets whereas total handset market is expected to grow by $222 bn. by 2013 (appendix 4). Appearance of smartphone market and rapid adoption of the latest technology by the competitors such as Apple‚ Samsung etc
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place on soundstages and location. Filming on location is usually extremely expensive. After filming‚ we start editing. This is a long and complicated process. The editor must ensure that the best takes are selected‚ length of scenes is appropriate and overall place of film is correct. Lastly‚ composer will compose music after editing process is completed. Composing is difficult as the composer must watch the film and compose music simultaneously. The soundtrack must be approved by producer and
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Nokia will empower everyone to share and make the most of their life by offering irresistible personal experiences. March 2010 The convergence of the mobile‚ internet and PC are a reality. Consumers want complete solutions not just devices‚ and technology to be invisible. Consumer relationships are the new unit of value in this converged industry as consumers "consume" services as they are created. Our vision of the future "Connecting people" is now connecting people to what matters - whatever
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Reading 1.3 Jackall‚ R. (1988) Theories of decision-making process deliver to managers many essential tools such as risk and cost/benefits analysis‚ etc. which in tern routinizes administration. These tools cannot be used appropriately to manage of incalculable entities. The functional rationality approach is when activities precisely planned and estimated to reach some goal. This method is unlikely to be used by top managers because another important factors are involved such as ego or personal
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DECISION MAKING In most companies‚ strategic planning isn’t about making decisions. It’s about documenting choices that have already been made‚ often haphazardly. Leading firms are rethinking their approach to strategy development so they can make more‚ better‚ and faster decisions. STOP MAKING PLANS START MAKING DECISIONS by Michael C. Mankins and Richard Steele I S STRATEGIC PLANNING COMPLETELY USELESS? That was the question the CEO of a global manufacturer recently asked himself
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EAstern Institute for Integrated Learning in Management Project Report on “Why Nokia Handsets are preferred over other Handsets?” Prepared by: Kaizer KAIZER Team Members: NAME ROLL NO. | 1. Abhijit Sarkar 1 | 2. Arindam Chakrobourty
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Samsung Electronics is the largest affiliate of Samsung Group- a Korean brand. According to Forbes (2013)‚ it is the 20th biggest company in the world in term of market value. There are a wide range of electronic devices which are provided by Samsung such as refrigerators‚ air conditioners‚ cameras‚ tablets‚ phones‚ especially TVs and smart phones. It has several subsidiaries in over 50 different countries and employs almost 370‚000 people in FY2011 (Samsung‚ 2012). The main market of this company
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in parenthesis. Please watch the either Seoul Success or Disney Imagination video and answer the related questions. 1. What makes Samsung’s approach so successful? Samsung utilizes various strategic weapons to compete in the global market and amongst its competitors. By using measures such as revenue‚ profitability‚ API (Samsung vs. competitors)‚ BAS (Brand Attitude Studies)‚ DAS (Dealer Attitude Studies) they ensure that they are connected with dealers as well as consumers and by familiarizing
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"_Toc373252263" Chapter 3 - Analysis of Consumer Decisions Making Process PAGEREF _Toc373252263 \h 6 HYPERLINK \l "_Toc373252264" 3.1 Need Recognition PAGEREF _Toc373252264 \h 6 HYPERLINK \l "_Toc373252265" 3.2 Pre-purchase Search PAGEREF _Toc373252265 \h 7 HYPERLINK \l "_Toc373252266" 3.3 Evaluation alternatives PAGEREF _Toc373252266 \h 8 HYPERLINK \l "_Toc373252267" 3.4 Purchase decision PAGEREF _Toc373252267 \h 9 HYPERLINK \l "_Toc373252268"
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