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gn ethos lies far deeper than aesthetics and practicality. Fashion, religion and even weblogs are providing the human inspiration behind its mobile phones. And inimitable design has melted into Nokia brand forming its unique characteristic, which also contributes to the construction of long-term vitality of brand.

2.2. Marketing and distribution

While Nokia gradually develops its full series of handsets to cover the different levels of consumers in China, it exhibits its ambitious marketing target of occupying whole market segments. Although Nokia possesses strong capacities of R&D and manufacture, the ability of delivering products to end-users efficiently and effectively is yet to be improved.

Select marketing route in consideration of internal resources of company

Apparently, high and medium end market is not the largest part of Chinese mobile phone, but, at the beginning, Nokia does not put its emphasis on massive low-end market. The reasonable explanation can be estimated like this:

1. At the beginning, when Nokia entered just into China, there are seldom-powerful competitors in the mobile phone industry and there are sufficient spaces in the segment of medium-high end market. In this part of market, the selling profit of mobile phone is much higher than that in the crowd market. The selection of marketing high-end users is reasonable and will help to establish the superior brand image in Chinese. Without question, the advertising effects of excellent brand stay deeply in the heart of consumers and last for long period.

2. During the prime period in a new market, priority of large scale and output will inevitably cause unsure quality and overpass practical demand in some certain market segment. On 8 May 2000, Nokia invited 20 odd cooperating companies domestic and aboard to invest 10 billion RMB in StarNet industry district in Beijin Economic and Technology Developing Zone. The original target is to integrate resources、 lessen expenditure、ensure high quality、and actualize zero stock. Evidence proves that the Nokia’s mobile handset industrial chain is successfully constructed there and relevant participants improved their competences as well. Until the integrated and effective industrial chain was established, Nokia did not stride forward.

As Colin Giles (newly appointed president of Nokia in China in 2006) pointed out in the “2007 entire mobile living subject activity”, that there are 3 reasons i.e.: quality falling short of consumers’ expectation、lack of sustainability by over-expanding、inadequate investment on R&D，which implied why the indigenous brands give ground.

In conclusion, Nokia did not simply conform to Porter’s differentiation strategy, but combined the market condition with its internal resources to determine what should to do. According to the practice in market, Nokia selected its own marketing strategy, which guides the company to nibble Chinese mobile handset market from high end to low end with stab本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。