Presenting Karbonn

A new generation of mobile phones that redefines life in every way. Loaded with features, looks, quality,
technology, service and more, it is the perfect harmony of style and function.
Discover Karbonn. Live your life.
About Us
Welcome to the Karbonn World In the telecom arena, technology and innovation have created a multitude of
opportunities. Today, as the world opens up to new avenues in communication, the consumer is becoming
equally demanding - expecting the latest trends, faster. To ring in new changes designed to truly delight the
consumer, two Indian telecom majors have joined forces to trigger the revolution - UTL and Jaina.

The UTL Group is a multi division telecom group with an annual turnover of Rs 1600 crore and over 2000
employees. Headquartered in Bangalore, it is a leading Indian telecom powerhouse with interests that span
across manufacturing, services and distribution. The credentials are endless: leading suppliers of landline
telephones and electronic exchanges in India; leading supplier of telecom equipment to cellular operators; buildand-operate state-wide area networks for several state governments; business relations with reputed
international and national telecom brands as principal, vendor or business partner; closely linked with the mobile
phone revolution in the country - promoted JTM, (erstwhile mobile operator for Karnataka, Andhra Pradesh and
Punjab); successfully represented reputed mobile phone brands like Alcatel, Nokia, Samsung and Virgin in the
country, either as regional or national distribution partners.

The Jaina Group is a reputed distribution house with interests in telecom and consumer durables. Headquartered
in Delhi, the company has represented, with distinction, prominent brands such as Nokia, Samsung, Siemens,
Panasonic and Philips (LCD devices) as regional or national distribution partners. Currently the national
distribution partners of HTC and Motorola (operator business), Jaina is also the preferred distribution partner of
Microsoft.UTL and Jaina now present Karbonn: phones that feature the absolute latest trends in mobile
telephony, at incredible prices.
A perfect match, where the blend of strengths in technology, people, infrastructure and marketing deliver fantastic
value to the discerning Indian consumer.Expect more from Karbonn - from high quality products tested in India
and abroad to a solid post-sales service network (apart from the numerous firsts in the industry). Complement
this with a continuously updated product range - and you have a true winner in your hands.
Get the best. Get Karbonn.

DISTRIBUTION

Karbonn Mobiles in India

The latest buzz in town - Karbonn mobiles is the fruition of two Indian telecom majors - UTL
and Jaina. These together present to you Karbonn mobiles - the ultimate mobile
communications device available to the discerning user today. Karbon Mobiles has on its
portfolio some of the leading designs and technologically advanced phones that match up to
international standards.
To tell you more about the people behind Karbon mobiles, UTL is a multi-division telecom
group, which has an annual turnover of Rs 1600 crore and over 2000 employees.
Headquartered in Bangalore, it is a leading Indian telecom powerhouse. Besides Karbonn
mobiles, the interests of this group span over many industries such as manufacturing,
services and distribution. It has a varied list of credentials such as being leading suppliers of
landline telephones and exchanges in the country, leading supplier of telecom equipment to
cellular operators and business relations with reputed international as well as national
telecom brands in the country.
The second group behind Karbon mobiles - Jaina is a reputed distribution house that has
interests in telecom along with consumer durables. This company is headquartered in Delhi
and has the distinction of operating along with prominent brands such as Nokia, Samsung,
Siemens, Panasonic, and Philips. It is the national distribution partner of Microsoft along with
HTC along with Motorola. Together, they have come out with the brilliant and snazzy
Karbonn mobile phones. Karbonn mobile phones feature the latest trends in mobile
telephony and that too at unbelievable prices. Karbon mobiles offer the best value for the
money they charge as they are bundled with the latest technology and the great user friendly
features

Karbonn Mobiles is a Telecommunication firm which was founded in March 2009. It is a

joint venture Mobile manufacturing company between the Bangalore based United Telelinks
Limited (A group of Telecom Major, United Telecoms Limited) and Noida based Jaina
Marketing & Associates. The company's total investment in Indian consumer market is over
$5 million and expects to gain Rs. 1000 Crore revenue in the current fiscal year.[1] The
company has tied up with leading semiconductor companies worldwide for their handsets and
targets mainly the budget conscious consumers. The company currently has around 500
Service centers all over India with around 150 dedicated exclusively for Karbonn.

Market Presence
The company has its wide presence all across Indian states. Apart from India, the company
handsets are also exported to South Asia, Africa and Middle East countries.

Product Ranges
The company prominently launches the Dual SIM and Dual Processor based handsets to the
consumer market. It currently produces wide ranges and form factors of CDMA, GSM and
WCDMA products catering to all sections of Telecom users. Apart from Dual GSM based
phones, the company has launched GSM + CDMA phones as well, thereby merging the two
mobile technologies in a single handset.

Official Sponsorship
The company has made its market presence huge by sponsoring and partnering with some of
the prestigious Cricket game leagues such as Airtel Championship Leagues, Indian Premier
League matches. The company was associated with the Cape Cobras during the Champions
League Twenty20 matches held in 2010. Apart from cricket game, the company has also
recently associated with Indian Entertainment industry by being the lead sponsorer and
associate of 17th Annual Star Screen Awards and also Mirchi Music Awards ceremonies.

Karbonn Mobiles in India is the result of the merger between the two Indian telecom majors
known as UTL and Jaina. Karbonn is known for introducing new generation handsets that
redefines the life. The cell phones of Karbonn are loaded with looks, quality, features and
technology and prove to be the perfect combination of function and style.
UTL is the first the first telecom major in Karbonn mobiles which is a multi division group
with more than 2000 employees and Rs.1600 crores of annual turnover. The headquarters of
UTL is located at Bangalore and along with Karbonn mobiles the interest of this company is
spread in various other areas likes services, manufacturing ad distribution.
Another partner in Karbonn mobiles is Jaina which is a reputed and known distribution house
that has interest in telecom and consumer durables. The Headquarters of Jaina is located at
Delhi and the company has been operating with other prominent brands like Samsung,
Siemens, Nokia and others. The mobiles of Karbonn are known for their excellent features
and impressive designs which are available at unbelievable low prices.

Karbonn Mobiles

Logo

Parent Company

Karbonn Mobiles

Category

Mobile phone Handsets

Sector

Telecommunication

Tagline/ Slogan

Spread a smile

USP

Moderate functions at low price

STP

Segment

Low-Medium range Basic Phones market

Target Group

Low income consumers, Tier-2 cities, Villages

Positioning

Replacing the Biggies like Nokia, Samsung from the low end phones market.
As a second phone

SWOT

Strength

1.Provide simple functions at much lower costs e.g.- Loud speakers, wireless

FM, ultra long lasting battery life

2.Regional languages support, Indian calendars, Torch
3.Most phones are dual SIM/Triple SIM phones
4.Due to Java support a lot of basic applications can be run

1.Poor after-sales support

2.Many consumers in this group still trust Nokia

Weakness

3.Build Quality is inferior, Tacky looks, Low resolution and small screens,
Higher Radiation levels, Complex
4.User interface for not so tech-savvy consumers , Unreliable

Opportunity

1.Low-end phones market has become very competitive

2. Cut-throat competition has made Dual-SIM phones being available
3.Can be used as simple second phones

Threats

1.Threat from low price well known brands

2.Other lower end phones brands

Competition

Competitors

1.Nokia Low-end Dual SIM phones

2.Lava phones
3.Samsung Guru Series
4.Micromax
5.Lemon mobiles

India Calling
Indian firms are muscling into the mobile phone market with a combination of fancy features and super-cheap prices, says
Aarti Dua

Would you like a mobile phone that acts as a universal remote for your
television? Or perhaps youd want one that can detect fake currency? Or one
that also works on a battery?
On the other hand, now that youve tried a dual SIM mobile (where you can have
one SIM or phone number for incoming calls and use the other for cheap
outgoing calls), perhaps youre ready to try a triple SIM one. Or how about a
convergence mobile-cum-tablet device instead?
The Indian mobile handset market is abuzz with these and more innovative
offerings. And ringing in these products are a host of Indian mobile handset
makers from Micromax Informatics its now the third largest player in the
mobile phone market Karbonn and Spice to Lava, Intex and Zen.
Pradeep Jain (standing) and Sudhir
The players have caught the pulse of the Indian mobile user by catering to
Hasija are ringing in high-decibel
indigenous needs like long battery life. Moreover, theyve won over the pricegrowth at Karbonn Mobiles
sensitive Indian customer on price too these handsets can cost
Pix: Jagan Negi

one-tenth the price of multinational brands.

Not surprisingly, theyre giving strong competition to the likes of

Nokia, Samsung and LG. To be honest, we didnt expect to
achieve this in such short time, admits Vikas Jain, business
director, Micromax.
If you live in a big metro, you probably werent aware of brands
like Micromax and Karbonn a year ago. But consider this. In
2008-09, the Indian companies accounted for barely 4 per cent of
the countrys total handset sales (by revenue), according to a
Lava Internationals S. N. Rai is
Voice&Data survey. But by 2009-10, their share had jumped to 14 keen to meet local consumer
per cent.
needs with products like the new
Moreover, according to telecoms research firm IDC India, the
number of Indian players has grown from five in March 2008 to 28 by December 2009. It helped
that the government banned cheap grey market phones, providing an opportunity to local players.

B5 Alpha business phone

Pix: Jagan Negi

The players made their first call in under-served rural and semi-urban markets. And now, theyre
focusing on urban centres too. Theyve ratcheted up the volume too by signing celebrity brand
ambassadors and sponsoring big-ticket events. Theres Twinkle Khanna endorsing the Swarovskistudded Micromax Bling and the India-Sri Lanka Micromax Series too. Virendra Sehwag and
Gautam Gambhir are ambassadors for Karbonn Mobiles, the IPLs Official Partner Mobile Phone.
And Amitabh Bachchan is endorsing Zen Mobile.
But many of the Indian handset makers are still perceived to be only selling cheap Chinese
handsets under their own brand. And quality is an issue too. Indeed market leader Nokias V.
Ramnath, director, operator channel, says: This is a rapid innovation, rapid failure industry.
Devices need to be backed by several things like brand, support, reach and services.
Out of the box
It all began with smart features at an affordable price. Take Micromax. Till 2008,
its four partners Jain, Rahul Sharma, Sumeet Arora and Rajesh Agarwal
were making fixed wireless equipment for PCOs in rural areas. They came
together in 1999 when Jain, Arora and Sharma joined Agarwal, who was
distributing computer hardware. They began by designing corporate websites.
After the dotcom bust, they first distributed equipment for Nokia and later, made
fixed wireless equipment.
The companys ethos has always been in technology. This helped us when we
got into mobiles, says Jain. That was in 2007. Theres the tale of how Sharma
saw an Airtel PCO in West Bengal being powered by a truck battery.
India is power-deficient and a phone with extended battery life was a simple
requirement. But no one thought of it, says Jain. Till Micromax launched the X1i

Kunal Ahooja wants Spice Mobiles

to capture the smartphone market

with a standby battery time of 30 days for a super-cheap Rs 2,249. It struck a

chord from the beginning. Even today, we sell over 1 lakh units, says Jain.
Then, Micromax pushed dual SIM phones. Or till last year, Qwerty phones were
positioned as business phones. But Micromax realised SMS was the biggest
value-added service, and launched the Q1 with chat. We were the first to
position Qwerty phones as chat phones, says Jain. More recently, theres the
X235 universal remote phone, and the G4 Gamolution, which doubles as a
gaming device (like the Wii). Says Jain: Weve always tried to bring something
innovative so we dont get into the price game.
So how about a mobile thats also a mosquito repellent or one thats a computer
mouse? Yes, Micromax will launch these products soon it will introduce 12
models within 18 months. And Jain wants to double its current sales of one
million handsets a month the total market is 12 million sets a month by
March 2011.
Roaming out
The Indian players have also succeeded by wooing distributors with higher
margins and penetrating rural and semi-urban areas. Pradeep Jain and Sudhir
Hasija, who co-founded Karbonn Mobiles in June 2009, know this too well. For
they both own companies that have distributed brands like Nokia and Samsung
over the last 15 years.
Says Pradeep Jain, managing director, Karbonn Mobiles: Internationally, local
brands have done well. Thats why we decided to launch our own brand.
Karbonn also saw that multinationals were offering voice-oriented mobiles in
small towns. We decided to offer full multimedia. The mobile experience goes
beyond voice today, says Sashin Devsare, CEO, Karbonn Mobiles. So its
phones had FM and AM radio and video players. People want feature phones Zen Mobiles Deepesh Gupta has
but in their price range, says Pradeep Jain, who expects to double sales to one roped in Amitabh Bachchan as
brand ambassador
million handsets a month in 2010-11.
Pix: Jagan Negi

Karbonns 24 models are priced from Rs 1,500 to Rs 6,000. For instance, its recently launched K25, a dual SIM
Qwerty multimedia phone with optical trackpad, sells for Rs 4,400.
Early caller
Unlike Karbonn and Micromax, B.K. Modis Spice Mobiles saw the opportunity
back in 2005. Says Kunal Ahooja, CEO, Spice Mobiles: When Mr Modi called
me to set up Spice Mobiles, I felt he was being too adventurous in establishing
an Indian brand, recalls Ahooja.
But he persisted. Spice began with entry-level phones in small towns before
entering the metros. From its first S500 handset, it customised for local
conditions by enhancing the ringtone and speaker volume. We also embedded
Bollywood songs, so we used content as a differentiator then, says Ahooja.
There have been a slew of mobiles ranging from Rs 1,500 to Rs 18,000 ever
since. Spice was the first to launch a dual SIM phone in 2007. Or take its popular
M-4580, which can detect fake currency.
Weve got a strong track record, says Ahooja, whos focusing on high-end
mobiles. Theres the recent S-1200 with its 12.2MP camera. Coming up are highto-entry-level Android phones. Smartphone sales are increasing globally. Well
see this happening here too. We want to leverage this, he says.
Feature feast

Intex Technologies Ramesh

Vaswani will continue to woo rural
and semi- urban markets with
technology at reasonable prices

Indeed, the Indian handset market is evolving rapidly. Says Naveen Mishra, lead telecoms analyst, IDC India:
The mobile has morphed to become no less than the Swiss knife of personal communication devices. After all,
it doubles as a wristwatch, radio and more.
Consumers are also adopting new features quickly. According to IDC India, dual and triple SIM phones
accounted for 2.7 per cent of total handset sales in 2009. This jumped to 34.66 per cent by March 2010. Similarly,
the share of Qwerty handsets has grown from 0.24 per cent to 3.66 per cent and touchscreen phones from 1.92
per cent to 5.03 per cent in this period. Rural customers arent lagging behind either. Jain says Micromax sells 60
per cent of its Qwerty phones in rural areas.
Or take Intex Technologies. When it launched its Rs 3,650 video chat phone IN4470, it was targeting B and C towns. A villager can now see his son in the city.
Eighty per cent of its sales are from these towns, says Ramesh Vaswani,
executive vice-chairman, Intex Technologies.
The 14-year-old Intex is a leading IT player and makes PCs and peripherals like
speakers. It got into mobile handsets in 2008. The mobile is a convergence
product today, says Vaswani. So Intex has leveraged its IT strengths by
focusing on features like high-quality FM.
The OlivePad is a super-

Like in IT, weve offered technology at reasonable prices, says Vaswani. So its smartphone and more says Olive
IN2020 Qwerty costs just Rs 2,200. Coming up are Android phones. Vaswanis Telecoms Arun Khanna (centre)
largely focusing on small towns and tehsils for growth.
Refresh appeal
The players are always innovating. Take 14-month-old Lava Internationals new B5 Alpha. Its a business phone
but instead of a Qwerty keypad, the keys are in alphabetical order. Most people in small towns have never used
a computer. So we re-designed the keypad. You have to think like an Indian to succeed, says co-founder and
director S.N. Rai.
Actually, when S. N. Rai quit LG Electronics to found Lava along with Vishal Sehgal, Sunil Bhalla and Hari Om
Rai, they werent looking at mobile handsets. The four became friends at a Noida club. Bhalla had an inverter
company. Sehgal was COO of Airtel, and Hari Om Rais Pacetel was into telecom equipment. We wanted to
create something of our own, says Rai.
Selling mobiles in small-town India was an obvious opportunity. Our vision is to
work with technology that empowers people, says Rai. Predictably, their first
phone, the KKT11 offered long battery and loud sound. Since then, theyve
expanded to lifestyle phones like the A9. Coming up are six new models.
Riding the wave
Meanwhile, 26-year-old Deepesh Gupta, managing director, Zen Mobile, is riding
the momentum too. His father has a mobile distribution firm, and he too ran a
mobile accessories firm before founding Zen last September.
Gupta is launching two handsets a month today. From his first Zen M11 phone,
hes focused on multimedia because he feels users are entertainment hungry.
Take the recent Z82, a Rs 4,600 Qwerty phone with analog TV. I knew analog
TV would hit the spot because its used by the masses, he says.
The seven-month-old Olive Telecoms chairman Arun Khanna has bigger
ambitions. Hes just launched the OlivePad, a 3G tablet like the Apple iPad but
which is also a smartphone.
The OlivePad is a super-smart phone. It has video calling, its a TV, GPS, ebook reader and more, says Khanna. The Rs 22,000-Rs 25,000 device should
hit stores this month.

Micromax has always tried to

bring something innovative to the
table, says its co-founder Vikas
Jain

Khanna believes Olive is unlike other handset company. Olive is creating a differentiated position by developing
niche devices, states Khanna, who moved from healthcare to telecoms when he formed a joint-venture with
Haier five years ago.
Olives already launched 18 handsets though, including the FrvrOn, which has a AAA-battery slot. You can expect
20 more models this year. The future belongs to smartphones and thats where well be, says Khanna.
Tough calls ahead
All this activity means that the Indian handset market has got crowded, especially at the entry- and mid-level. But
Indian players still have to fight doubts about their quality and staying power.
And now that dual SIM, Qwerty et al have become ubiquitous, what next? The players are confident theres
growth ahead. Micromaxs Jain believes theres more scope for innovation. And Intexs Vaswani says: Theres
room for many brands. But it will depend on quality, pricing and after-sales.
Market leader Nokias moving quickly to defend its turf too. After launching competitive entry-level handsets, its
bringing other innovations like a Bicycle Charger Kit so you can pedal and charge your phone.
The Indian players are also betting on 3G and convergence. Some like Micromax, Lava and Olive are also
investing in software. Besides, they are all ramping up distribution and service centres too. Clearly, the markets
not going to stop ringing for a long time yet.

Mobile Sales in India Nokia Market Share Falls, Local

Manufacturer Strikes it hot
By sinha on 3, April, 2010 | Channel: mobile

IDC India has published a report on growth of mobile sales in India (for 2009) and here are
some of the relevant data points to track:

The growth has more or less flat [owing to low sales figure in Q1] in total, 101.54
million units of sales were registered.

Local manufacturers* have grabbed 17.5% market share [from 0.9%, a year back]

Only 5 local manufacturers in 2008 and the number stands at 28 now!

Nokia market share in India fell from 56.2% share in 2008 to 54.1% in 2009.

Samsung Electronics Co. Ltds share rose marginally to 9.7% from 9.5%.

LGs share dropped from 7.2% to 6.4%,

Of the local manufacturers, Micromax leads the race and holds a market share
stands of 4.8%.

Like any market research, take this with a pinch of salt [for instance, Nokia has expressed
reservations about the research, since IDC didnt take into account its production facility in
Chennai, which ships 50% of the manufactured mobile to India].
Nevertheless, this is an interesting result and rise of local companies shows that there is a
value in local IP [eat this: Micromax Q5 phone is just like Blackberry/E71/72 with a far lesser
price which Blackberrys of the world cannot even match].
Whats your take on the rise of Indian local mobile manufacturers?
*Top 5 Local manufacturers Micromax, Karbonn Mobiles, Spice Mobiles Ltd, Videocon
Industries Ltd and Lava International Ltd

Rise of the upwardly mobile entrepreneur

EDITORS PICK
Tech start-up valuations to rule in safer zone
Market research in India is a monopolistic business
May recorded the highest number of PE deals in 2011
India Inc learning not to let feelings take over business sense
It was an appetite for high risk and high rewards that prompted Sudhir Hasija to forsake a thriving
business distributing mobile handsets to launch his own brand of phones.
This year, as the three-year-old company notches up turnover of Rs 1,200 crore, the benefit of
listening to the customer is paying off handsomely for a brand that popularised the dual SIM concept
amongst
Indian
mobilephone
users.
HumbleStart
For Hasija, this has been a meteoric rise. Son of a government clerk he left his home in Meerut,
Uttarpradesh, after clearing Class 10 exams. Moving to Hyderabad, he spent three years in a
machine
tool
company
and
saved
around
Rs
3,000.
He used that money to sell TV accessories such as antennas and trolleys in Chennai. "It was a
difficult struggle. I remember climbing the building rooftops on bare feet to install antennas in
scorching heat, washing my face at railway stations and staying in low-cost lodges," said Hasija, who
built
a
thriving
business
that
he
expanded
across
other
southern
cities.
In 1996, when the pager and mobile phone revolution first started in Karnataka, Hasija bagged a
lucrative contract to become the telecom hardware distributor for Alcatel-Lucent SA, France's largest
telecommunications
equipment
maker.
Soon he ended up as a distributor for Nokia, the world's largest handset-maker. He remained their
distributor
till
2003.
As more global firms started to tap on India's booming telecom market, Hasija got another opportunity
from Samsung Electronics Co, the world's biggest television maker to become their distributor for
entire South India. The risk paid off for him, when Samsung made him distributor for the entire country
within six months.

Karbonn may raise $50m from PEs

TNN Jan 6, 2011, 07.39am IST

MUMBAI/BANGALORE: Bangalore based-mobile handset brand Karbonn Mobiles is

understood to have engaged in preliminary talks with private equity players to raise funds to
the tune of $50 million (Rs 230 crore). Sources close to the development, who did not want to
be named, said the mobile handset seller has held discussions with at least two private equity
firmsAccel Partners and Mount Kellet Capitalvaluing itself at around $500 million (Rs
2,300 crore).

When contacted by TOI, Sudhir Hasija, MD, United TeleLinks, who jointly owns Karbonn
Mobiles along with the Delhi-based Jaina Group, said, "A lot of private equity firms are
approaching us but we are not immediately interested in raising money. Maybe when we
expand our mobile phone factory in Bangalore further and get good valuations , we will
consider it."
Karbonn is expected to close this financial year with revenues of around Rs 1,800 crore,
Hasija said. According to market research firm IDC, Karbonn Mobiles had a market share of
2.14% in the July-September quarter.
Currently, Karbonn Mobiles is in the process of setting up a handset
manufacturing facility in Bangalore with a capacity of 400,000 units. It is
expected to be operational by April this year. As of now, all of Karbonn's
handsets, like for most domestic players, are imported largely from China and
Taiwan while the designing is done in India. Last year, Micromax, the biggest
domestic handset brand with a 7.1% share as per IDC data, had filed a draft
prospectus with Sebi to raise funds of around $150 million (Rs 690 crore) via IPO
by early 2011, valuing it over $1 billion

Karbonn Mobiles News

Indian handset makers eye new shores

After taking wallet share away from global mobile giants such as Nokia, Samsung, LG,
Sony Ericsson and others, Indian handset manufacturers are now eyeing foreign
markets. Karbonn Mobiles, Intex, Lava, Micromax and Maxx Mobile are among the
brands that have entered markets in Bangladesh, Nepal, Sri Lanka, West Asia and Africa.
Karbonn, the joint venture between the Delhi-based Jaina Group and the Bangalorebased

Percept Profile is on a winning spree this May. It has added two more prestigious accounts in
its kitty namely Karbonn Mobiles (a JV between Jaina Group and UTL Technologies) along
with the corporate mandate of Jaina Group and the real estate major Mahagun India.
After showcasing its excellence and commitment in providing outstanding services to other
mobile brands in the past, making Karbonn mobiles the next big thing is the motto of Percept

Profile. Percept Profile plans to help Karbonn mobiles establish a strong brand identity and
promote the Jaina Group at every decibel level.
Mahagun India is an organization of zealous engineers and space planers, rich in experience
and high on commitment, which has helped sustain professional excellence for more than
four decades. Percept Profile is committed to sustain the image of Mahagun as the real estate
major which is known to set examples in personal & professional conduct all while delivering
products and services that exceed customers expectations.
On bagging the PR mandates for two more prestigious accounts, Rahat Beri, COO, Percept
Profile, said, Its a pleasure to be associated with Karbonn Mobiles and Mahagun India .
With our utmost dedication and research based services we plan to make these brands the talk
of the town. We intend to provide strategic solutions to our new clients along with 360-degree
communication across spectrum to help it reach the pinnacle.
On being associated with Percept Profile, Pradeep Jain, MD, Karbonn Mobiles, said, Its a
pleasure to be associated with Percept Profile considering the milestones they have achieved
in the past. They have demonstrated deep understanding of consumer insights and their client
requirements leading the path towards symbiotic growth.
Dhiraj Jain, Director, Mahagun India, adds We are extremely happy to be associated with
Percept Profile. Percept Profile has played an excellent and dynamic role in understanding
and building up of various real estate brands in the past.

Indian mobile brands eye overseas market

Added On:7/8/2011 4:22:00 PM

After grabbing the considerable chunk of market share from global mobile
makers like Nokia, Samsung and Sony Ericsson, Indian handset makers are
now focusing on foreign shores to expand their reach.
According to the latest piece of information, many Indian brands including Karbonn
mobiles, Micromax, Intex etc are fast penetrating into the markets in Bangladesh, Sri
Lanka, West Asia and Nepal.
Karbonn was the first Indian mobile brand that explored the overseas
avenues. The company is a joint venture between the Delhi-based Jaina Group
and the Bangalore-based UTL Group. It put decent investment in its branding
strategy to tap these regions.
Insiders have revealed that Karbonn is the most sought after brand in Nepal next to

Samsung. Now, its eying the African continent. In India, it claims to sell 600,000750,000 handsets a year.
Intex too has plans to capture significant market share in African market after
a successful attempt in Sri Lanka, Bangladesh and Nepal. In fact, to boost its
market share, the company is focusing on the joint marketing strategies.
Maxx Mobile is gradually gaining its grip in Dubai and Bangladesh.
According to a recent survey, Indian mobile handset market has climbed 15 per cent to
reach Rs 33,171 crore in 2010-11.

Sudhir Hasija-The Upwardly Mobile Entrepreneur

June 26, 2011 by keerthikasingaravel 1 Comment

Sudhir Hasija is the chairman of the Rs 1200 crore

homegrown handset maker Karbonn Mobiles.Here is a link to the companys
website:http://www.karbonnmobiles.com/.
His story will tell you how a person with few means can get into wholesaling and then into
manufacturing.So for all would- be industrialists here is his story:
55 year old Sudhir Hasija, is the son of a government clerk. He left his home in Meerut, Uttar
Pradesh, after clearing his Class 10 exams. He then moved to Hyderabad where he spent
three years in a machine tools company and saved around Rs 3,000. He used this money to
set up a business selling TV accessories such as antennas and trolleys in Chennai.
It was a difficult struggle. He would climb to the rooftops of buildings bare footed in the
scorching heat to install antennas. He used to wash at railway stations and stay in low-cost
lodges. However he persisted and managed to built a thriving business that he expanded
across other southern cities.

In 1996, when the pager and mobile phone revolution first started in Karnataka, Hasija
bagged a lucrative contract to become the telecom hardware distributor for Alcatel-Lucent SA
, Frances largest telecommunications equipment maker. Soon he ended up as a distributor for
Nokia, the worlds largest handset-maker. He remained their distributor till 2003. As more
global firms started to tap Indias booming telecom market, Hasija got another opportunity
from Samsung Electronics Co , the worlds biggest television maker to become their
distributor for entire South India.Within 6 months Samsung made him distributor for the
entire country.
Then 3 years back when many Indian companies started to make their own handsets to tap the
countrys booming mobile handset market, Hasija too jumped in. He gave up Samsung in
2009 to start his own mobile phone brand Karbonn. As he puts it,I thought of building my
own home, rather than living in a rented house. I had enough experience to take the risk and
my children had also grown up.Hasija founded Karbonn as a joint venture between his
Bangalore-based distributing firm United Telelinks and Delhi-based Jaina group run by his
long-time friend Pradeep Jain, who was also a distributor of mobile phones.
From its 2009 beginnings in an old office block in Bangalore with Hasijas savings and a 100
crore capital from IDBI bank, Karbonn now has a market share of 4.5% in India. The mobile
handset industry in the country was valued at Rs 3,200 crore in November 2010.Excluding
the grey market,120 million handsets were sold in India in 2010. Hasija now sells over six
lakh phones in a month.This is how Hasija explains his success:I understood the psyche of
Indian population such as value for money and attraction towards innovation. Karbonn made
its debut with phones, which could hold two SIM cards that allowed the use of two services
without the need to carry two phones at the same time.They were also designed to have a
longer battery life, a real draw in areas with irregular power supply. This innovation and low
pricing clicked for Karbonn. After sales service and visibility even in rural areas helped
Karbonn crack not only the the urban market but also penetrate the rural markets, which were
untapped.
Indias mobile phone market expected to grow by nearly a fifth over the next five years.
Karbonn hopes to ride this wave of consumer demand.However there are challenges to be
faced.Karbonn is not the only home-grown mobile phone maker.There are others like
Micromax giving it competition.In fact the very success story of Karbonn attracts new
entrepreneurs to the market.
Also as Karbonn expands any flaw in the quality of service, distribution channel and postsales service will mean a drop in growth.These days it doesnt matter if the brand is foreign
or Indian, customers are now agnostic to brands .Consider the fate of Nokia, which once held
a 72% share of the Indian mobile handset market!
Moreover technology evolves fast.It is now a challenge to stay afloat in a market where
newer communication devices pop up with metronomic regularity. To deal with the challenge
Hasija is in final-stage talks to buy a South Korean cellphone design house in an all-cash deal

of about $40 million. The deal will be financed with a portion of the $250 million that
Karbonn expects to garner from private equity firms . The 150-member the Korean designhouse will closely work with Karbonns team of software developers in Bangalore. Handsets
designed by the Korean firm will be tested at Karbonns Bangalore software development
facility before being shipped overseas. Karbonn plans on targeting not just the Indian markets
with these phones but also other emerging markets in Africa and Latin America.Also later in
the year the company plans on releasing a line of low-cost tablets to compete with Apples
iconic iPad and Samsungs Galaxy Tab but priced at half to one-fourth of what the global
majors sell at.With the launch of the new line of tablets the company will be competing on
full terms with the multinational majors. A start-up challenging major manufacturers was not
possible 10-15 years ago but now entrepreneurs with access to technology need to only
understand customer need, manage the supply chain, identify good vendors and maintain
quality to successfully do so.And entrepreneurs like Sudhir Hasija show us how.

Nokia_
01
TABLE OF CONTENTS
EXECUTIVE SUMMARY
1 INTRODUCTION
1.1 COMPANY HISTORY

1.2 NOKIAS CHANGE IN FOCUS BETWEEN 1988 AND 2000

1.3 PEST ANALYSIS
2 RESEARCH ANALYSIS
2.1 SWOT ANALYSIS
2.2 ENVIRONMENT POLICY AND TECHNOLOGY DEVELOPMENT IN THE
FUTURE
3 CONCLUSION
4 RECOMMENDATION
5 REFERENCES
5.1 BOOK
5.2 PERIODICAL
5.3 WEBSITE
6 APPENDICES

Executive Summary
This report analyses the impact of external an internal influences on the business
strategies of Nokia Corporation, evaluats the factors, modifers of Nokias
advancement, and also considers the environment policies, and technology
development in the future.
Analyzing current business situation shows that Nokia needs to:
n Differentiate its products capability between old and new category.
n Enhance its products with computer IT compatible, focusing on new technology
users.
n Maintain its price reasonably.
n Follow, practice and promote its environment policies.
The purpose of this report is to evaluate how successfully does Nokia advance its
products. Due to the modern trends of social development, whether Nokias
environment policy is accurately operated or not will be related to improve its
reputation. In addition, the grow of mobile terminals leads Nokia to modify its
changes, therefore, Nokia has to develop new technology to approach to a new
market, which combine with PC market not only to occupy the position in mobile
phone market. Moreover, to connect PC and mobile phone is a tendency in mobile
phone market, even though to combine these two products together. Because of this
trend, Nokia creates new products to match with the market.
The result of the report finds that Nokia does not only want to occupy the position in
mobile phone market, but also to base on its technology development to approach to
the PC market. In addition, Nokia should not only develop new technology, but also
has other responsibilities for human, such as to reduce pollution and waste, which
are produced by the process of production.
1 Introduction

In present years, the mobile Internet has attracted numerous media attention. We
know need to consider why it is important to creative new products of mobile market,

what does consumers need, and what kinds of social activities change affected
Nokia change its main starching.
In this report, it is important to find some information from Nokias background and to
analysis Nokias further decisions in the future. Focus on Nokias strength,
weakness, opportunity, threat, environmental policies and technologies development,
to know more about Nokias vision and action in the future.
1.1 Company History
At beginning, Nokia was a manufacturer of paper in 1865. It had a dramatic changes
in last centary. (Nokia, 2002) After World War II, the require of industrial products
were increased substantially.(Liu, 2001) Nokia had change its function to an
industrial enterprise and produce industrial products, such as chemicals and rubbers.
Untile 1960s, Nokia had set electronic department, and focused on develop
transmission systems, this was the factor that Nokia became a famous company in
the world.
1.2 Nokias change in focus between 1988 and 2000
% Of

Survive Business (2000)

sales

Floorings

1%

No

Transmission systems

Chemicals

2%

No

Fixed networks

Machinery

4%

No

Access networks

Electrical wholesale 4%

No

Wireless/mobile data

Mobile telephones

Yes

Tetra networks and

Business (1988)

5%

terminals
Telecommunications 5%

Yes

GSM networks

Rubber

No

Smart traffic products

Information systems 23%

No

Multimedia

Cables

9%

No

Internet

Paper

10%

No

Digital exchanges

Consumer

31%

No

Mobile phones Base

6%

Business (1988)

% Of

Survive Business (2000)

sales

electronics

stations

Source: Merriden, T. (2001), Business the Nokia Way, overview, pp Xiii

1.3 Background (PEST Analysis)
In the case of Nokia, it can be classified as international organization. It basic for
global brand, which is required to focus on macro environmental factors, such as
Nokia. Macro environmental factors comprise Political, Economics, Society, and
Technology, viz, PEST Analysis. It is necessary force that Nokia has to concern and
know what is happening in the other countries at the moment. Because there are
different culture and different external factors between different countries, Nokia has
to adjust its strategic plan in order to develop international market.
1.3.1 Political
It is important of a company to acquire resources from government, such as
economic policy, and science and technology policy. The success of Nokia has
obtaine the resources from Finnish policies which assist Nokia to advance its
products. As Zheng (2001) has observed:
The Finnish policies are the most important factors of Nokia. To operate
efficiently, a modern knowledge- and technology-based economy that is highly
specialized, internationalized and undergoing rapid structural change requires
active support from the public sector. In its widest sense industrial policy and
science and technology (S&T) policy comprise all those measures by which
the public sector shapes the operating environment for business and thus
fosters public welfare. Both policies ursued by Finnish government and
Parliament are crucial for the development bothe of the Finnish Economy and
of national information society.
Finnish government best facilitate the efficient functioning of the economy by
directing its resources to the reduction of market failures. The state must also
pursure an industrial and economic policy that provides a stable
macroeconomic environment for enterprises. General macroeconomic
stability, low interest rates, stable currency conditions and the international

competitiveness of the tax system form the foundation for the growth of
business an improvement in employment.
As the result of this, not only Finnish Government but also international companies,
such as Nokia, have play very important roles to develop their information society
and national technology strength.
1.3.2 Economic
According to the fact that Russian Federation was collapsed in early 1990s and it
assaulted with Finnish economics (OECD, 1996). Nokia also face with the problem,
and changed its functions from single market and overall products to global market
and focusing mobile phone market.
1.3.3 Society and Technology
In the 1980s, people trend to microcomputers and Nokia try to match the tendency to
produce its main products, such as computers, monitors and TV sets.(Merriden,
2001) According to the changes in 1990s, Nokia also changs its functions to mobile
phone market. Nowadays, the global market trends to connect PC and mobile
phone, even though to combine these two products together.
On the other hand, one important future challenge of Nokia is to estblished its policy
to follow up the environmental policy and science and technology policy of the
Finnish Government. As Zheng (2001) has report:
Substainable development and environmental protection have various effects
on the operation of the innovation system. Innovation also creates new
opportunities for promoting sustaainable development. The markets for
environmental products are expected to grow rapidly in the near future. The
Finnish government offers goods facilities for taking this opportunity. National
and European reforms arising from environmental objectives influence the
perequisites from innovation. [Nokia] must be used to find solution which help
to implement environmental objectives as well as the objectives of innovation
policy in a balanced way.(Science and Technology policy council of Finland,
1996)

To sum up, the main reason of Nokia has success to advance its products are the
policies and technology development of Finnish Government. It can not be separate
between Nokias successful of advance its product and Finnish Governments
policies, both of Nokia and Finnish Government are the winner in the international
market. Nokia has obtain the success of mobile phone market, and Finnish
Government has establish its position of technology development.
2 Research analysis

2.1 SWOT Analysis

Strength and weakness analysis can be defined as internal factor in order to show
how well they are performing inside the company at a moment. In case of Nokia,
there is much strength where it was success in its company, whereas weakness
point has only one where it was inevitable for high price- high quality. Clearly, the
business does not have to correct all its weaknesses, however it should retain its
strength as long as they can. In the same way, they do have to research and develop
their company continuously in order to achieve the goal.
In contrast, the opportunity can be classified because of their attractiveness. The key
success requirement for operating in the target market is basically depended on the
external factor (opportunity). In case of Nokia, it has numerous opportunities to be
able to enlarge their market share. Conversely, Nokia still have threat, which mean a
challenge posed by an unfavorable trend or development that may lead into the
absence of defensive marketing action, to diminish in sales and gross profit.
Consequently, Nokia have to create more strength and opportunity, then it needs to
correct its weakness and threat as well.
2.1.1 Strength
n Global marketing (product)
Nokia is the global product so it is undoubted true that its products should be at least
passed worldwide qualification, viz, ISO. This is the reason of why Nokia can be
entrust around the whole world.
n High product quality

Nokia concerns about product quality, which is the most important factor to satisfy
customers needs. Nokia adds more values by superior quality or differentiated
features to the market. In the meantime, Nokia still produces the products with high
quality and continuously improve to the particular market.
n Fashionable product (serve new trend )
The rise in number of users by 700 million in a little over three years will be driven
by a huge rise in the number of young style conscious users (Nokia, 2002). That is
the reason why they have to serve for young people who use their mobile for text
messaging rather than phone call.
n Wide range of product
Based on the contemporary data (see appendices),, it can be determined that Nokia
has the highest number of product line compared to its competitors (more than 10
models) accordingly; it covered every class of people from (low to high class).
Comparing data with Ericsson, Motorola, Sony, Samsung, siemens and other
companies. (see appendices), it illustrates that other brands have narrow shape of
product lines (not more than 5 models per brands).
n Product warrantee worldwide
No matter where Nokias customers are, if they got a problem from Nokias mobile
phone. Of course, they can use Nokia service worldwide wherever Nokia centers
are. These can ensure customers who worried about service system.
2.1.2 Weakness
n High price
After compared the price between Nokia and others, it can be established that Nokia
has highest price in every type of its products. In this report it can be conclude that
Nokia still have a weak point as higher price than the competitors. (See appendices)
2.1.3 Opportunity
n Product launch continuously
In this report it has determined that Nokia uses Total Quality Management (TQM)
which mentions more about training worker program, and makes the higher product

quality. All employees are well-trained and motivated consecutively afterward

production processes also developed as well. In addition, as Merriden (2001) claims
that Nokia established Research and Development department (R&D) where
develops its product line into modern modification as well quality as the existing
products.
n Users Availability
Nowadays, the business has steadily recovered during this period so that there are
so many retail stores where it grew up continuously in London. Especially mobile
phone retail stores, such as, the link, Phone4U and Carphonewarehouse, which is
spread around London in every street. And, of course, every stores have not missed
the opportunity to choose Nokia as their product line. Consequently, all the
customers can be guaranteed that any damaged or loss of Mobile phone will be
service through those retail shops. Likewise, in opportunity aspect, Nokia has an
opportunity to convince the prospects to buy Nokia in those plenty of stores around
the town. However the key to success of Nokia will be services that are relevant with
flexible changing capabilities.(Nokia, 2002)
n Necessary Product For People Now
In recent years, businesses are involving among the downturn session, then every
people are more concerned about business. Especially, time is specific in rush
hours. As a result of this, mobile phone has become a popular device for everybody
in the world now, especially for businessmen who really need everything in advance
during specific time because time is money for them. Certainly, mobile phone has
already become a necessary device for every ultimate user nowadays. And both
Nokia and Ericsson have forecasted that number of global mobile phone subscribers
would increase from the current 300 million to a billion by 2003.(Merriden, 2001)
n New Software Market
Referring to the amount of data traffic in mobile networks is growing at a tremendous
rate. People around the world are using new mobile services, which is directly
relevant to personal needs. Definitely, it can access anytime, anywhere and, of
course, the innovative are fully provided to customers Nokia. And nowadays Nokia
has already added value through MMS for Messaging and E-mail, Java for download

any applications and HTML especially for content search. So it may attract those
businessmen and teenagers who are interested in the new software market.(Nokia,
2002)
n Joint Venture In Technology
It is be known that, Nokia has already joint with Hewlett Packard (HP) Company; it
has a well reputation about computer programs for many years. As a result of this,
Nokia has a considerable opportunity for enlarge their market size into PC user who
prefers mobile phone compatible with PC device as well.(Merriden, 2001)
2.1.4 Threats
n Obsolete about PC tools if compare with new comers who have more
specialize on PC tools
Due to fierce competition in mobile phone amarket nowadays caused new
technology compatible with PC computer such as, SonyEricsson which specialize on
PC computer now. Sony applied their computer system into mobile phone as well as
PC computer on hand at the same time. Furthermore, nowadays people are
interested in advance of computer as similar as mobile phone market.
It is importat that most companines has move on the PC connected and try to bread
into the PC market. People want to use mobile anywhere and want to connect
Internet, therefore to own or to corporate with a Internet Network Service company is
the chance to join into the new PC market.
2.2 Environment Policy and Technology Development in The Future
2.2.1 Environment policy
Nokias slogan is Technology is connecting with people, which is explained that
Nokia respecte humens needs. Because of this reason, Nokia is dedicating to follow
environment policy, including environmental design, supply for network
management, systems of environmental management, and recycle practices. This
has became an important part of Nokias corporate culture. Indeed, Nokia had
guarantee to improve in environmental issues and had been published in 1994.
Therefore, Nokia has four dimensions of environment policy.(Nokia, 2002)
n Environmental Design

Design for Environment means to consider the environmental system into the
development of all products, processes and services. It involves design processes
that minimize material and consume with energy while maximizing the prospective
for reuse and recycling.
n Supply for Network Management
Nokia set of environmental requirements for its suppliers strictly. The process for a
Nokia supplier included environmental assessment.
n Systems of Environmental Management
With ISO 14001 and certified environmental management system (EMS), which is to
reduce energy consumption and improve waste management, Nokia has not only
improved its production processes but also enhanced employee trainings. In
addition, the suppliers of Nokia have been also required to follow the same rules.
Indeed, Nokia has practice the environmental issues and reduced costs.
n Recycled Practices
Nokia claimed that it has operated recycled practices, such as energy returns and
materials back to circulation. According to these environmental policies, it is
debatable whether the environment policies of Nokia work. Actually, Nokia has
promote its products but does not promote its environment policies. Nokia has
produce new products to the mobile market, but sometime, these products have
different functions and different components, such as batteries. Although, Nokia
develops recycled batteries, but while customers change different type of mobile
phones, the batteries can be used. Nokia wants to promote new products and the
same systems of componets but the promotion activities do not work to reduce the
wast of natural resources. Indeed, there is a conflict between the environment
policies and promotion activies of Nokia.
2.2.2 Technologies Development In The Future
Generally, Nokia always improve their product line through Research and
development process, beside this Nokia also has multimedia compatible
improvement with mobile at the same time, such as, GPRS and WAP Service. Nokia
has numerous technologies which can satisfied those end-users need, such as,

Bluetooth, Symbian, SYNCML, M2M, Wireless LAN and Java. Research (see
appendices) and development can ensure that it stays ahead of the existing
products, which seen to be shortening life cycles of product.(Marriden, 2001) And
Nokia employed more than 17,000 people in R&D department over fourteen
countries worldwide. Moreover, Nokia do not only mention on product. Nokia also
provided customers to choose the features and service that they personally want and
need. It means Nokia does not develop only their product line, but they improve their
service process to provide the most appropriate service to those customers
efficiently. (Research and Development also included in technology
development)
3 Conclusion

It may be argued that brand extention following the stretching path may be too
absurd. Crainer (1995) said, building business through elasticity may cause risks to
disperse the power of a brand, and to influence consumers loyalties. However,
Nokia has been successful at brand stretching from a paper manufacturer to supply
mobile phones and network service.
This report has argued about the kind of technology consumer need. How to
promote the future of phones?(BBC, 2001) Nokia has already joint with Hewlett
Packard (HP) Corporation Company. As a result of this, Nokia has a considerable
opportunity for enlarging its market size into PC users who prefers mobile phone
compatible with PC devic. In fact, Nokia has established some types of mobile
phones that are similar with handhold PC, like Nokia 9210, or Nokia 9110. These
kinds of mobile phone have diversified functions, such as colour screen, connecting
with Internet, and interacting with PC software. For instance, Nokia 9210 and Nokia
9110 consist of Microsoft Word, Microsoft Excel, and Microsoft Power Point and
other PC softwares. (Nokia, 2002)
However, Nokia does not promote these kinds of product deeply and widely. It
seems that Nokia can not successfully join into the new market. For example,
comparing with other brands mobile phones, Nokia is more expensive than its
competitors. Moreover, based on the limited technological resources, Nokia can not
improve its technology to attach with new PC age. For example, a comparation

between Nokia and Sony in terms of technological development is that Nokia has
less abilities to develop high technologcial mobile phones which combine with PDA
or computer than Sony. In addition, Sony also has combine with Erisson to produce
mobile phones, and to improve its technological development.
Finally, the environment policy is also one of the most important business strategies
for Nokia, but it seems does not be operated well. For example, Nokia develops
recycled batteries, but while customers change different type of mobile phones,
sometimes the batteries cannot be used. Although, Nokia is successful in saling new
products, and building consumers loyties. There is a conflict between the
environment policies and promotion activies. Nokia, of course, has responsibilities to
change its promotion and development plans.
4 Recommendation
Nokia Company can be classified as market leader hereunder mobile phone market,
and it can be easily observe their wide range of product which may be too often to
change its model within one series e.g., Nokia 3210 until now Nokia 3350. Despite
the rapid change in one series, it still looks quite similar as the old model which has
just launched in the short period before. Because of this problem, in this report it
recommens Nokia to launch the product timely, and Nokia should have product lifeplan (specific time table) in order to inform and ensure the end-users who need to
buy a really new model. Nobody in the real world is willing to buy the product, which
is going to change and obsolete in the next few days. These can be helping Nokia in
the aspect of customers satisfaction and give the chance to the users to select.
On the other hand, Nokia has already become a partner of Hewlett Packard i.e. HP
where they specialize at computer tools, so it was a good chance for Nokia to
compete with the new competitors who specialize at computer, such as Sony,
Samsung and other companies. However, Nokia mobile company is too strong for
Sony and other new comers to Compete with it. In this report it recommens Nokia to
take this emerge opportunity to come over those competitors, because Nokia & HP
are strong enough to be the market leader as well as it was doing now. Due to this
factor, Nokia has highest price range compares with all brands; we can just
recommend Nokia that if price is floated unreasonably to the end-users, it is not the

good way for Nokia to achieve a long term goals. Reasonable price is the best way
for Nokia to gain both profitable and customers satisfaction.
5 References
5.1 Books
n Crainer, Stuart (1995), The Real Power of Brands, published by Great Britain, pp
122-137
n Merriden, Trevor (2001), Business the Nokia Way, October, published by
Capstone Publishing Limited
n Zheng, Wen Bi (2001), A Strategic Approach of Building National Techonology
Strength Finland as Case Study, 30 June
5.2 Periodical
n OECD (Organization for Economic Co-operation and Development) (1996), OECD
Economic Survey of Finland, 1996, Paris
n Science and Technology policy council of Finland (1996), Finland: A Knowledgebased Society, Science and Technology policy council of Finland, Helsinki
5.3 Website
n BBC Online News (2001), Promoting the future of phones, 23 December,
(http://news.bbc.co.uk/1/hi/sci/tech/1723738.stm)
n Corporation Nokia (2002), Nokia Connecting People, 06 Auguest,
http://www.Nokia.com and http://www.Nokiainfo.com
n Liu, Wei Yi (2001), The Global Enterprise of Finnish: Nokia 26 June
(http://home.kimo.com.tw/liutaho/A54.htm)

6 Appendices

n WAP: Wireless Application Protocol, which estimated to grow to over 200 million
users worldwide.
n GPRS: General Packet Radio Service can connect directly to data network just
turn on, tune in, and download whenever users like.
n MMS: Multimedia messaging service is very similar to Short Message Service
(SMS), or text messaging. It provides automatic, immediate delivery of personal
multimedia messages from phone to phone or from phone to e-mail.
n Blue Tooth: Bluetooth is a global factor standard for wireless connectivity. Based
on a low-cost, short-range radio link, Bluetooth cuts the cords that used to tie up
digital devices.
n Symbian: The Symbian OS platform provides a secure, reliable operating system
for mobile information devices. Being specifically designed for mobile devices - with
low power consumption and small memory footprint, Symbian will provide a stable
platform for the telecommunications industry.
n Mobile Commencer: Mobile commerce is creating entirely new opportunities both
for mobile phones and services such as banking, payment, and ticketing. Mobile
commerce means transactions using a wireless device and data connection, which
result in the transfer of value in exchange for information, services, or goods.
n SYNCML: Synchronization is intended to be a common synchronization protocol
that will allow devices to reach more types of networked information, create new
types of synchronizable services for consumers, and expand the choice of
interoperable data synchronization products. Ultimately, by defining a common
protocol, SyncML leads to an increased choice for consumers and a larger market
potential for vendors.
n M2M: Stands for: machine-to-machine, mobile-to-machine and machine-to-mobile.
Wireless technology is already managing data transmission and connection to the
Internet. So it makes sense to put it to work in machines. The M2M business is in a
phase of fast growth and M2M solutions are fast becoming a part of many

companies' everyday life. Applications can be found in almost any segment or

environment.
n Wireless Lan: The Nokia Wireless LAN solution provides an excellent way to
extend the reach of local area networks (LANs). Instead of plugging into a wired LAN
wall outlet, users can quickly connect to the corporate network through users PC
and wireless LAN card for easy access to broadband data rates without wires.
Wireless LAN access zones at airports, hotels and other public places also allow
users to connect to their corporate network via the Internet, while the full range of
security features offer users reliable access to network resources.
n JAVA: Java technology consists of both a programming language and a
software platform. The Java platform can run on top of several operating
systems.Nokia is using Java technology to provide an open platform for developers.
Applications created with standard Java Application Programming Interfaces
should run in all compliant devices.

PRODUCTS

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