...Japan to Apple iPhone "No Thanks" and Would Mickey Mouse Eat Shark Fin Soup these two case studies shows what happens when consumer behavior and marketing mix in globalization goes very wrong. These two studies reveal how marketer think they are giving a wonderful product and service in the case of Apple's the iPhone and Disney the Shark's Fin Soup. Understanding the consumer’s behavior and the customs and values of the culture impacted these two campaigns. Apologies good media press and changes in the strategy to get the approval of the consumers. Both case studies points out the impact of technology and how it at first affected the campaigns for bad with negative that changed the reputation of both companys. Apple's dilemma was very embarrassing for the company with negative reports and predictions of how the iPhone was going to sell in Japan. The propaganda was already put out to the media about the Japanese saying No Thanks to Apple concerning the iPhone 3. Apple thought that Japan would be ecstatic with the new product but supposedly the opposite occurred with reports of weak showing of the iPhone3. Of course with Apple being the cutting edge in technology and innovation in the western world Japan did not feel the same way about Apple's iPhone3. First Japan was a hard market to try to get into the for Apple and their competition Nokia, and Motorola, whose attempts to grab Japanese customers were futile. So this was going to be a difficult campaign for Apple. At the...
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...Case One: Japan to Apple’s iPhone: “No Thanks!” The new version of Apple’s iPhone has generally been a strong seller worldwide, except in Japan. While some analysts had estimated that Apple would sell a million units of its latest iPhone in Japan, revised estimates put the number at more like 500,000 phones. So what’s the problem? The phone uses the faster 3G network and offers a touch screen. And Apple iPods and computers are popular in Japan. Well, it turns out that Apple iPhone’s use of the 3G network is not a big deal in Japan, because 3G access has been a standard feature on Japanese cell phones for several years. And as far as the touch screen is concerned, some Japanese consumers feel that they would have problems getting used to it. Perhaps the biggest hurdle facing Apple, however, is what the iPhone doesn’t have. Remember, Japanese consumers enjoy some of the world’s most technologically advanced cell phone features, such as “a high-end color display, digital TV-viewing capability, satellite navigation service, music player and digital camera.” Another “must have” feature in Japan, lacking in the iPhone, is “emoji,” which is clip art that can be inserted into sentences to make e-mails more attractive. In addition, many mobile phones in Japan allow their users to use their phones as debit cards or train passes. Source: Yukari Iwatani Kane, “Apple’s Latest iPhone Sees Slow Japan Sales,” Wall Street Journal, September 15, 2008, B3. Case Two: Would Mickey Mouse...
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...Case One: Japan to Apple’s iPhone: “No Thanks!” The new version of Apple’s iPhone has generally been a strong seller worldwide, except in Japan. While some analysts had estimated that Apple would sell a million units of its latest iPhone in Japan, revised estimates put the number at more like 500,000 phones. So what’s the problem? The phone uses the faster 3G network and offers a touch screen. And Apple iPods and computers are popular in Japan. Well, it turns out that Apple iPhone’s use of the 3G network is not a big deal in Japan, because 3G access has been a standard feature on Japanese cell phones for several years. And as far as the touch screen is concerned, some Japanese consumers feel that they would have problems getting used to it. Perhaps the biggest hurdle facing Apple, however, is what the iPhone doesn’t have. Remember, Japanese consumers enjoy some of the world’s most technologically advanced cell phone features, such as “a high-end color display, digital TV-viewing capability, satellite navigation service, music player and digital camera.” Another “must have” feature in Japan, lacking in the iPhone, is “emoji,” which is clip art that can be inserted into sentences to make e-mails more attractive. In addition, many mobile phones in Japan allow their users to use their phones as debit cards or train passes. Source: Yukari Iwatani Kane, “Apple’s Latest iPhone Sees Slow Japan Sales,” Wall Street Journal, September 15, 2008, B3. Case Two: Would Mickey Mouse...
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...Marketing Communication Memo PSY/322 January 21, 2014 Jeremy Pope Case Study # 1 Japan to Apple’s iPhone: “No Thanks!” What’s incorrect with the iPhone, from a Japanese viewpoint and outlook? Nearly everything: the excessive once-a-month statistics strategies that go with it, its lack of features, the depleted feature camera, the old-fashioned design and the fact that it’s not Japanese. In an attempt to improve business, Japanese shippers and transporters unleashed the iPhone for every person promotion, which offers away the 8-GB replica of the iPhone 3G if consumers come to an agreement to a two-year commitment. The valuing and pricing has been entirely out of whack with advertised realism, in respect to Apple’s iPhone amounts worldwide. I feel that Apple and its associates abroad are in the progression of changing and altering to local conditions. Apple’s iPhone is inarguably fashionable somewhere else: CEO Steve Jobs broadcasted that the earpiece and receiver pushed Apple to develop into the third-largest successful merchant in the planet, after marketing 10 million components in 2008. Nevertheless, even beforehand the iPhone 3G’s was propelled in Japan, market analyst were foreseeing the handset would collapse to fracture the Japanese marketplace. Japan has been traditionally argumentative toward western products as well as Nokia and Motorola, whose endeavors to snatch Japanese clients were unsuccessful. Above and beyond traditional...
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...views than Mainland China, although they may have similar cultural values (Weber, 2002). Consumers within these two regions may have different preferences and environmental standards. The same could be said for Japan. Therefore, when marketers are trying to enter other regions they must understand the region’s culture and behavior toward a product or service. Marketers must also understand demand factors of that region, such as economic and social. Case one: Japan to Apple’s iPhone: “No Thanks!” Although technology is used all over the world, different countries can provide many challenges when trying to introduce new technologies to them. Apple found this out when trying to introduce the iPhone in Japan. According to Frommer (2010), reasons the iPhone was not successful in Japan was because Apple failed to understand what the Japanese consumer expected of an iPhone and the competitive marketplace. Although the iPhone is successful in the United States, many consumers in Japan believe the phone’s technology is old and inadequate. Some Japanese consumers also believed that the iPhone did not look good and the network subscriptions were too expensive (Chen, 2010). Japanese consumers believe that the technology and many of the iPhone’s features are inadequate because Japan has already had the technology and features for more than two years (Chen, 2010). According to Frommer (2010), many Japanese consumers...
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...Apple, and its iPhone are very established brand names in the smart phone industry in today’s US market. As the early leader and innovator in the smart phone market, Apple was able to stay ahead of its competitors by releasing new iPhone versions every year, and software updates whenever necessary. Expansion internationally was not as fast as domestically, thanks to heavy competition from industry giants like Nokia, the world’s biggest producer of cell phones. Currently iPhones are being sold in over 88 countries, though Apple still controls the manufacturing process for all iPhones shipped worldwide. Apple retail stores are only present in 35 of those countries, with Apple product presence in other parts of the world being represented by third parties. Singapore is one of the countries that does not have an Apple Store, and as recommended in my last report, intensifying penetration into that market can generate more revenues and lead to better strategies being tested for when the market in China matures enough that entrance is viable. People in Singapore are not avid Apple consumers as the company does not have a presence in the country yet, and as far as the iPhone goes, there are options that suit the needs of the population interested in smart phones better. Marketing Export Marketing should be used in order to gain entry into the Singaporean market. Using the same strategies and marketing mix that were used in the United States and Europe will not allow Apple to gain any...
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...Apple Computer, Inc.: Maintaining the Music Business While Introducing iPhone and Apple TV Donna Prevatte Instructor: Jacinta Acquay BUS499 Sr. Seminar in Business Administration 31 January 2012 Apple Computer, Inc. changed online music tremendously in 2003 by developing the first legal online music service known as Apple’s iTunes Online Music Store. They were first online music service to have agreements with all five major record labels. Although initially available only for Macintosh users, iTunes sold more than 1 million songs by the end of its first week in operation (Hitt, Ireland, & Hoskisson, 2011). Describe the key strategic challenges facing Apple Computer. Apple Computer, Inc. is currently a very innovative company. It has gone through many ups and downs over the past thirty years. From a successful company that brought in millions thanks to two guys, a garage, and a dream, to Steven Jobs, one of the founders, walking away from the company and in the process causing competitors to acquire ideas due to legal mistakes. Eventually, Apple came back, thanks to Jobs rejoining and also because of the introduction of iTunes. But securing their information from this highly competitive industry is just one of their challenges. Apple saw a way to capitalize on the emerging trend of cheap music downloads by creating a legal online music distribution network. iTunes would be the key to exploiting the market (Hitt, Ireland, & Hoskisson...
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...attitude, perceptions, beliefs and motivation. Some cultural factors include basic values, ideals and behavior. When a business is going to “go global”, they need to understand their target audience and interpret their buying behavior. Apple iPhone in Japan case study In 2008, Apple released the latest version of the iPhone. The release of the iPhone did well in most places except in Japan. Apple had estimated on selling a million units there but had later changed that estimate to 500,000. There consumer behavior in Japan was much different from the behaviors of other countries. These other markets were happy to welcome the new iPhone and all of its capabilities, but the people in Japan were not impressed. In the case study of Japan to Apple’s iPhone: “No Thanks”, there was a hard lesson learned by Apple. It is fair to say that they did not do their research on Japan and the need for the iPhone. First there is cultural opposition because Japanese have high, complex standards when it comes to cell phones. The iPhone offered the 3G access which was nothing new to the Japanese. Their existing cell phones already had 3G for quite some time. Another issue is that fact that the people in Japan are heavy into videos and photography, yet the iPhone offered no real benefit in these areas. They also prefer to have a TV tuner built into their phone (Chen, 2009). The...
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...after selling 9 million new iPhones Apple-polishes forecast after selling 9 million new iPhones BY POORNIMA GUPTA AND JENNIFER SABA Mon Sep 23, 2013 6:10pm EDT 24 COMMENTS * Tweet 199 This page has been shared 199 times. View these Tweets. * in Share 39 * Share this * 279 * Email * Prin | | | | 1 OF 4. Alejandro de Rosa (R) and Melisa Racineti of Buenos Aires, Argentina pose with their new Apple iPhone 5s phones with Apple employee Jay at the Apple Retail Store on Fifth Avenue in Manhattan, New York September 20, 2013. Apple Inc's newest smartphone models hit stores on Friday in many countries across the world, including Australia and China. CREDIT: REUTERS/ADREES LATIF RELATED VIDEO Daily Digit: 9 million new iPhones Breakingviews: Smartphone fruit salad RELATED TOPICS * Tech » * Asian Markets » * Media » * China » (Reuters) - Apple Inc sold 9 million new iPhones during their first three days in stores after China joined the list of launch countries for the first time, prompting the company to issue a rosier financial forecast. Shares in the company closed up 5 percent at $490.64 on Monday after the company said revenue in the fiscal fourth quarter would gravitate towards the high end of its previous forecast for $34 billion to $37 billion. Apple, which began selling the top-tier iPhone 5s and cheaper, multi-hued iPhone 5c on Friday, rarely adjusts...
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...these traits have been considered. Failure to do so could result in a lack of profits at best and a negative hit to a brand name at worst. Two case studies give examples of companies attempting to market and sell their products and services in new cultures. Case One: Japan to Apple’s iPhone: “No Thanks!” When Apple unveiled its much anticipated iPhone to the United States the response was overwhelming. The iPhone broke new ground in smartphone technology with its touch display, 3G data network capability and internet-based applications and utilities. Apple enjoyed huge sales and revenue in the United States. Similar success was enjoyed when the iPhone was released in other countries around the world as well. Overall, the feedback was very positive. So when it came time to release the iPhone in Japan, analysts estimated a million sales. Revised estimates after the release, however, were a staggering 50% lower at 500,000 units sold. There was initially much confusion as to why actual sales were so much lower than what was initially anticipated due to the fact that Japan is a very technologically savvy country and previous Apple products such as the iPod and Apple computers were very successful in Japan. As it turned out, one of the very factors that Apple was counting on for high Japanese sales turned out to be the reason sales failed to meet expectations. The Japanese are in fact a very...
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...all of these traits have been considered. Failure to do so could result in a lack of profits at best and a negative hit to a brand name at worst. Two case studies give examples of companies attempting to market and sell their products and services in new cultures. Case One: Japan to Apple’s iPhone: “No Thanks!” When Apple unveiled its much anticipated iPhone to the United States the response was overwhelming. The iPhone broke new ground in smartphone technology with its touch display, 3G data network capability and internet-based applications and utilities. Apple enjoyed huge sales and revenue in the United States. Similar success was enjoyed when the iPhone was released in other countries around the world as well. Overall, the feedback was very positive. So when it came time to release the iPhone in Japan, analysts estimated a million sales. Revised estimates after the release, however, were a staggering 50% lower at 500,000 units sold. There was initially much confusion as to why actual sales were so much lower than what was initially anticipated due to the fact that Japan is a very technologically savvy country and previous Apple products such as the iPod and Apple computers were very successful in Japan (Q-3 2011). As it turned out, one of the very factors that Apple was counting on for high Japanese sales turned out to be the reason sales failed to meet expectations. The Japanese are in fact a very technologically savvy...
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...TUI University Paul A. Krasulski Module 1 SLP: Segmentation, Targeting and Positioning SLP Branded Product: Apple iPhone 4S MKT 501: Strategic Marketing Dr. Francisca Nkadi July 23, 2012 Abstract Purpose: the purpose of this paper is to identify a branded product or service to be examined through the session; examining elements of consumer behavior as they relate to market segmentation, targeting, and positioning for it. This paper, and subsequent papers, will lead to a SWOT marketing analysis of the chosen branded product. Methodology/approach: the branded product for this paper will be Apple’s iPhone4S. Data to be covered in this first paper will include the following: Product/Brand Analyzed Corporate Background Market/Industry Analysis and Competition Market Segmentation and Target Marketing Relevant External Factors Module 1 SWOT Analysis Findings: Apple is a leader in sales and production in US Markets; with products that appeal across target markets. iPhone 4S sales have eclipsed internal Apple brands, as well as other smartphone companies in the U.S. market. Recent sales dominance, however, has not established an industry lead. Samsung, in partnership with Google’s Android Operating system, owns the global marketplace with something like 21% of total market share. Apple faces both technological and political challenges in the largest smartphone market, China, as it is unable to establish a partnership with the largest carriers there due to non-4G/LTE...
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...movies, music, games, apps and web content. Its size and weight fall between those of contemporary smartphones and laptop computers. The iPad runs on iOS, the same operating system used on Apple's iPod Touch and iPhone, and can run its own applications as well as iPhone applications. Without modification, the iPad will only run programs approved by Apple and distributed via the Apple App Store (with the exception of programs that run inside the iPad's web browser). Like iPhone and iPod Touch, the iPad is controlled by a multitouch display—a departure from most previous tablet computers, which used a pressure-triggered stylus—as well as a virtual onscreen keyboard in lieu of a physical keyboard. History: Apple released the first iPad in April 2010, selling 300,000 units on the first day[22] and selling 3 million in 80 days.[23] During 2010, Apple sold 14.8 million iPads worldwide,[7][8][9] representing 75% of tablet PC sales at the end of 2010.[24] By the release of the iPad 2 in March 2011, more than 15 million iPads had been sold[25]—selling more than all other tablet PCs combined since the iPad's release.[26] In 2011, it took approximately 73% of the tablet computing market share in the United States.[27] During the fourth quarter of 2011, Apple sold 15.4 million iPads. Before launch Apple's first tablet computer was the Newton MessagePad 100,[29][30] introduced in 1993, which led to the creation of the ARM6 processor core with Acorn Computers. Apple also developed a prototype...
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...movies, music, games, apps and web content. Its size and weight fall between those of contemporary smartphones and laptop computers. The iPad runs on iOS, the same operating system used on Apple's iPod Touch and iPhone, and can run its own applications as well as iPhone applications. Without modification, the iPad will only run programs approved by Apple and distributed via the Apple App Store (with the exception of programs that run inside the iPad's web browser). Like iPhone and iPod Touch, the iPad is controlled by a multitouch display—a departure from most previous tablet computers, which used a pressure-triggered stylus—as well as a virtual onscreen keyboard in lieu of a physical keyboard. History: Apple released the first iPad in April 2010, selling 300,000 units on the first day[22] and selling 3 million in 80 days.[23] During 2010, Apple sold 14.8 million iPads worldwide,[7][8][9] representing 75% of tablet PC sales at the end of 2010.[24] By the release of the iPad 2 in March 2011, more than 15 million iPads had been sold[25]—selling more than all other tablet PCs combined since the iPad's release.[26] In 2011, it took approximately 73% of the tablet computing market share in the United States.[27] During the fourth quarter of 2011, Apple sold 15.4 million iPads. Before launch Apple's first tablet computer was the Newton MessagePad 100,[29][30] introduced in 1993, which led to the creation of the ARM6 processor core with Acorn Computers. Apple also developed a prototype...
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...Introduction The phone starts ringing, we're going to pick it up and when we touch it, the ringer volume smartly goes down! Yes! Today a company like HTC could make this kind of cellphone. Since the launch of the IBM Simon in 1993, smartphone technology has reached levels that until recent times had only been dreamed about. Features such as wireless sharing, HD video recording and mobile internet are now commonplace and today’s average smartphone has more processing power than computers used by NASA to land a man on the moon. All over the world, the smartphone experience is being shared by more and more people every day. (Belic, 2012) The convergence of mobile telephony, Internet services, and personal computing devices is resulting in the emergence of a “mobile Internet” (Ishii 2004; Funk 2001). The key devices for accessing the mobile Internet -currently dubbed “smartphones” - are powerful new computing devices offering traditional wireless voice service as well as native software applications and, perhaps most importantly, the ability to connect to and run a myriad of Internet-based services including email, geo-location, streaming video, and social networking, while providing a good user experience. The business opportunities presented by this new category have attracted many of the major global information and communications technology (ICT) firms, including firms from the mobile telephony, personal computer, Internet, and personal digital assistant (PDA) industries...
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