INTRODUCTION

With advances in technology and intense competition, the creation of new products has become a way of life in India. However, being a developing country, India is yet to face a situation of too many products chasing a handful of customers. Moreover, the sheer size of the Indian market and the continuing economic development has opened up new vistas for launching new products. An analysis of new product development s in the recent past shows that these products have been either off-shoots of technology developments in the West or improvements over the existing products in the areas of their design, style , substances or packaging. The birth of new products connotes product life cycle in the biological sense.

What is a Product?

A product is any tangible, intangible offering that might satisfy the needs or aspirations of a customer. The most fundamental aspect is the core product, which tries to answer the question of why the buyer should have it. That is, every product tries to satisfy some core benefits or services. The marketers job is to reveal the underlying motives behind the same product. That is, to ascertain from the buyer whether he is really satisfied by having the same product. Alternatively, one may call it the generic requirement. This is what Theodore Levit pointed out when he said: purchasing agents do not buy drills; they actually but its ability to make the same size holes. Similarly people do not buy shoes to cover their feet. They derive a satisfaction of some feeling-masculine, feminine, rugged, young, and glamorous- so the generic need may be excitement rather than sheer feet coverage.

Exhibit 1: Anatomy of a Product

Core benefits: what the product means to the customer? For example, a refrigerator offers the generic benefits of storing, preserving and cooling a food or similar. Tangible specification: features, colour, quality, design, size, weight, materials used in making the product, durability, operating resources (say, diesel, petrol or electricity) and price.

Augmented features: company name, brand image, warranty/guarantee for the whole machine or specific parts. It may include dimensions like delivery, easy accessibility, credit packaging, and repair/service facilities.

When applying the generic product concept, two key issues should be kept in mind. First, it is the consumers view of what a given product represents. Thus a marketer should determine what the product means to the consumer before designing the product. Secondly aspirations of the consumer differ from place to place and time. Thus the same product (such as car) may satisfy different generic requirements (such as means of basic transportation; comfortable driving and a symbol of success in life, etc) the market should design the product after considering the impact of different possible generic requirements. 2

At the next level, a marketer usually tries to identify many tangible aspects in the form of features, style, packaging, quality, etc. in the above example of cars, the marketer could offer particular features like fuel economy, elegant design of the machine, driving comfort, external appearance, colour, size, etc. depending on the generic need of the buyers.

Finally, consumers are attracted by diverse augmented services- for example, markers may use their corporate image or brand name, delivery, warranty, credit terms after sales programmes, etc. the augmented facilities of a comport may be its popular name, the availability of software packages, the services provisions, the warranty, etc. if a company could customize the various types of augmented service in a product, it stands the best chance to succeed in the long run.

Classification of Products

Depending on the tangibility and durability found in an offering, products are typically classified as service, durable and non-durable products. As the name suggests, service has more of intangible, whereas durable products offer both tangibility and durability. Non-durable products are normally consumed fast and hence purchased regularly. Consumers tend to spend the minimum of effort in comparisons and buying the item.

Consumer products used for personal, family or household use were classified as three types namely, convenience, shopping and specialty categories by Melvin T. Copeland way back in 1923.

Exhibit 2: Classification of the Product

Characteristics

Type of Products Convenience Shopping Specialty

Example

Grocery items

Clothing, items

fashion Fancy appliances

goods,

Major motive

Easy availability

Spend

efforts

to Make

long before final

choose the item of deliberations personal taste making the

selection of brand

Knowledge prior to High purchase

Medium

Low

Efforts

spent

to Minimal

Moderate

As much as necessary

acquire product

Frequency purchase

of Regular

Season/occasion

Varies

Willingness accept substitutes

to High

Moderate

None

Buyer behavior

Low search

information Comparing options Intensive consultation to acquire best before purchase actual

within budget

Range of Products

A product has a personality consisting of several components- the basic material, its associated features, the brand name, the package and the labeling, the price range, the positioning, specialty of the sale outlets, the quality of promotion and the corporate image and prestige. A product that is finally offered in the market is combination of all these elements.

The crucial task in product management lies in working out the best possible alignment among the myriad factors mentioned above. The marketing man is constantly at it, always engaged in enriching his product offer. Din his attempt to satisfy the customer and score over competition, he brings out refinement upon refinement on his basic product offer, and takes the product to a higher level of evolution. According to Theodore Levit, a product offer can be conceived at the following levels.

The Generic Product

The generic product is the unbranded and undifferentiated commodity like rice, bread, flour ort cloth. Here, the product does not have an identity through a name and is not linked to any one maker or owner.

The Brand Product

The branded product gets an identity through a name. Lalkhila basmati rice, Modern bread, and Annapurna atta are brand products.

The Differentiated Product

The differentiated product enjoys further distinction from other similar products/brands in the market. The marketer endows his brand with some special attributes/qualities and claims uniqueness for his offer. The differentiation claimed may be tangible, with a distinction on ingredient, quality, utility or service. It may also be intangible or psychological, highlighted by subtle sales appeals. Magi noodles and Dettol are examples of differentiated products with tangible differentiation.

The Customized Product

A product that is adapted to the requirements of the individual customer is a customized product. Today, many products from the IT and telecom industries have large degree of customization built into them. For e.g., the telephone knows which language a given user would like to use while calling a long distance operator. It will also allow him to create a distinctive ring so that his best friend knows that he is calling. And, it can also recognize his most frequently called numbers, not just by number, but by name as well.

The Augmented Product

The augmented product is the result of voluntary improvements brought about by the manufacture in order to enhance the value of the product. The firm goes beyond all expectations of the consumers. It finds out through market research how the value of its product can be enhanced. The firm augments the product by adding extra features and functions to it.

The Potential Product

The potential product is tomorrows product, carrying all the improvement and finesse that is possible under the given technological, economic and competitive conditions. For e.g., today, a robot available for domestic help can be considered a potential product. In actual practice, development of potential products is the forte of big companies, since heavy resources are required for this task.

PRODUCT IMPROVEMENT

One of the best technology i4phone apple Which is discuss between all gender and age in this butiful planet and lot may after i4 apple which is the best multinational brand for products modification

Definition:
The altering of a current product so as to make it more appealing to the market place. This contrasts with creating a line extension and with repositioning a current product, both of which can be used to achieve the same purpose.

Product Modification is an attempt by companies to extend the length of the Product Life Cycle by making small or big changes to a product so as to keep customers interested in the product, or cause them to buy accessory items to keep the product popular. These are the driving forces that are causing companies to seek new and weird ways to change the product so they can keep selling more of their product 1. The intensity of competition - the Competitive Environment, - in a globalized community of businesses are interlinked,& it becomes easier and easier to copy other people's products, especially consumer electronics. so once you have launched a new product ,there is a very short time before someone else will make a knock-off, copy, or even make a slight improvement to capture your customers 2. The continued advances in technology, the Technological Environment. Technology makes it easier and easier to copy other products. Also, advanced in technology make it more possible to have to features to add on to a product that is several months old 3. The Economic Environment - the need for companies to make more money selling a product (maybe because the cycle was too short) 4. The Social / Cultural Environment - after the product has been used by the early adopters, it might the possible that other customer groups have slightly different uses, and this can be accomodated if the product packaging or features are altered slightly to make it more appealing to other demographics.

MARKETS FOR PRODUCT MODIFIACTION SYSTEMS

An important product strategy for firms in mature markets is value-adding modifications to existing products. Marketing information that reveals consumers preferences, buying habits, and lifestyle is critical for the identification of such product modifications. We consider two types of valueadding modifications that are often facilitated by marketing information: retention-type modifications that increase the attractiveness of a product to a firms loyal customers, and conquesting-type modifications that allow a firm to increase the appeal of its product to a competitors loyal customers. We examine two aspects of the markets for product modification information: (1) the manner in which retention and conquesting modifications affect competition between downstream firms, and (2) the optimal selling and pricing policies for a vendor who markets product modification information. We consider several aspects of the vendors contracting problem, including how a vendor should package and target the information to the downstream firms and whether the vendor should limit the type of information that is sold. This research also examines when a vendor can gain by offering exclusivity to a firm.

We address these issues in a model consisting of an information vendor facing two downstream firms that sell differentiated products. The model analyzes how information contracting is affected by differentiation in the downstream market and the quality of the information (in terms of how impactful the resulting modifications are). We analyze two possible scenarios. In the first, the information facilitates modifications that increase the appeal of products to the loyal customers of only one of the two downstream firms (i.e., one-sided information). In the second scenario, the information facilitates modifications that are attractive to the loyal consumers of both the firms (i.e., two-sided information).

The effect of modifications on downstream competition depends on whether they are of the retention or the conquesting type. A retention-type modification increases the effective differentiation between the firms and softens price competition. Conquesting modifications, however, have benefits as well as associated costs. A conquesting modification of low impact reduces the effective differentiation between competing products and leads to increased price competition. However, when conquesting modifications are of sufficiently high impact, they also 10

have the benefit of helping a firm to capture the customers of the competitor. The vendors strategy for one-sided information always involves selling to one firm, the firm for which the modifications are of the retention type. When the identified modifications are of low impact, this result is expected because conquesting modifications are profit-reducing for downstream firms. However, even when the information identifies highimpact modifications (and positive profits are generated by selling the information as conquesting information), the vendor is strictly better off by targeting his information to the firm for which the modification is the retention type. With two-sided information, the equilibrium strategy is for the vendor to sell the complete packet of information (information on both retention and conquesting modifications) to both downstream firms. However, in equilibrium, both firms only implement retention-type modifications. The information on conquesting modifications is passive in the sense that it is never used by downstream firms. Yet the vendor makes strictly greater profit by including it in the packet. This obtains because the price charged for information depends critically on the situation an individual firm encounters by not buying the information. The presence of conquesting information in the packet puts a nonbuyer in a worse situation, and this underlines the passive power of information. The vendor gains by including the conquesting information even though it is not used in equilibrium

Marketing information sold by syndicated data vendors is one the fastest growing segments of market research in the 1990s.1 Syndicated vendors are particularly active in providing marketing managers with information that helps to formulate and modify product strategy. Vendors such as ICOM, Acxiom, Yankelovich, and NFO Worldwide, to mention a few, offer syndicated systems that track ongoing changes in consumer preferences, brand attitudes, buying habits, lifestyle, and demographic trends. This information provides marketers with knowledge on how to add value to their product offerings. In many mature packaged goods markets, this information is a critical resource that aids in the development of competitive strategies. Table 1 provides details of syndicated information systems offered by 6 of the top 50 market research organizations in the United States that help clients in designing or modifying their products. 11

This type of information is particularly important because almost 90% of new product activity involves modifications to existing products rather than completely new products. These modifications include changes to product features, line extensions, positioning, and packaging.2 Syndicated database systems of the type shown in Table 1 have some critical advantages in this context. First, they help clients to continuously monitor changes in consumer and market trends (with associated implications for their products). Second, the increasing technological sophistication of syndicated databases enables firms to add value in a highly targeted fashion. The following example illustrates how information is used to modify and add value to a product.

Example:
ICOM is one of North Americas fastest growing syndicated providers of database marketing information. The company has developed a relational 1The top 50 U.S. market research firms grew at 9% and reported worldwide revenues of $5.96 billion in 1998 (see Business Report on the Marketing Research Industry, Marketing News, June 7, 1999). 2Gormans New Product News reported that 89% of the 6,125 new products accepted by grocery stores in the first five months of 1991 were line extensions. database that incorporates household-level information on demographics, activities, preferences, and brand consumption in a number of product categories. Some of the most aggressive users of ICOMs data are pharmaceutical companies that compete in OTC categories such as pain relievers. Motrin (Johnson & Johnson) and Advil (American Home Products or AHP) are ibuprofen-based products that compete in the OTC pain relief market. Both brands have the same active ingredient (ibuprofen). However, analysis of ICOMs database revealed that Advils usage was relatively high among headache sufferers. In contrast, Motrin usage was higher among sufferers of backache and menstrual cramps. In March of 1999 using ICOMs database, J&J developed a booklet and a marketing program specifically targeted at the consumers in the database who were identified as frequent sufferers of backaches and menstrual cramps. The booklet was designed to educate consumers about the efficacy of Motrin for this type of pain relief. Clearly, J&J is using this particular initiative to build Motrins appeal with its more loyal users. Marketing information available from the ICOM database enabled J&J to add value to Motrin by providing valuable information/knowledge that was 12

relevant to its loyal users. This is labeled as a retention-type modification. However, J&J could also have used the information to increase the appeal of Motrin among consumers who are loyal to Advil by highlighting its efficacy for headaches. We call this a conquesting-type modification.3

The purpose of this article is to examine the optimal strategies for a syndicated data vendor who markets information useful for guiding the product strategy of firms in fast-moving consumer goods markets. This requires us to analyze how information, which points to retention or conquesting modifications, affects competition between downstream firms. Several important questions arise in the context of understanding the information vendors options and their subsequent impact on market competition:

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Product Modification Information:

Taxonomy and Characteristics
Information vendors such as ICOM provide product modification information to client firms in a broad range of markets. Although the essential function of this information is to facilitate value additions to the product, the manner in which the information works differs widely from one case to the other. Table 2 provides a taxonomy of different types of product modification information.

The first type is information that facilitates modifications to the physical features or attributes of the product. The reformulation of BreathSavers with a chlorophyll dot was a modification to a physical feature of the product. Such a modification makes the product more attractive to consumers who are currently loyal to Clorets (i.e., a conquesting modification). However, marketing information can also facilitate product modifications in the context of the overall product offering. Thus syndicated information can add value through identifying a suitable packaging strategy. For example, the Yankelovich Monitor can identify the consumers in its database who represent the sporty trendsetter lifestyle segment. This segment has an interest in socializing and consuming beer in licensed establishments but likes to consumer beer in

smaller amounts than the standard 12-oz. bottle. Based on this information, Coors Light (the preferred brand in this segment) could increase distribution of the 7- oz. pony bottle to make the brand more attractive to its loyal users. The third type of product modification information 14

follows from Levitts (1969) concept of the augmented product. The examples in Table 2 show how syndicated data can help manufacturers to augment valuable services or information to the core product. The R. L. Polk information adds value by allowing the mall owner to augment the core product (in this case, the mall) through a value-adding freedelivery service program. Similarly, J&J was able to use the ICOM database to augment the product by providing valuable information to consumers about the efficacy of Motrin for backaches.

In summary, syndicated information might not only have value for consumers in and of itself (as in the pain reliever example), but also because it might help develop a packaging change or indicated changes to the existing features of the product. In other words, information in this framework can be thought of as a resource or as knowledge that allows a firm to add value through any component of the product

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PRODUCT LIFE CYCLES

Most product life-cycle curves are portrayed as bell-shaped. This curve is typically divided into four stages:

1. Introduction: A period of slow sales growth as the product is introduced in the market. Profits are non-existent because of the heavy expenses incurred with product introduction. 2. Growth: A period of rapid market acceptance and substantial profit improvement. 3. Maturity: A period of a slowdown is sales growth because the product has achieved acceptance by most potential buyers. Profits stabilize or decline because of increased competition. 4. Decline: the period when sales show a downward drift and profits erode.

EXHIBIT 3: Sales and Profit Life Cycles

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The PLC concept can be used to analyze a product category (liquor), a product form (white liquor), a product (vodka), or a brand (Smirnoff). Three common alternate patterns are shown in Exhibit 4(a). it shows a growth-slump maturity pattern, often characteristic of small kitchen appliances. Some years ago, sales of electric knives grew rapidly when the product was first introduced and then fell petrified level. The petrified level is sustained by late adopters buying the product for the first time and early adopters replacing the product.

The cycle-recycle pattern in Exhibit 4(b) often describes the sales on new dugs. The pharmaceutical company aggressively promotes its new drug and this produces the first cycle. Later, sales start declining and the company gives the drug another promotion push, which produces a second pattern is the scalloped pattern PLC in Exhibit 4(c0. here, sales pass through a succession of life cycles based on the discovery of new-product characteristics, uses or users. For e.g., nylons sales show a scalloped pattern because of the many new usersparachutes, hosiery, shirts, carpeting, boat sails, automobile tires- that continue to be discovered over time. EXHIBIT 4: Common Product Life-Cycle Patterns

(a) growth slump-maturity

(b)cycle -recycle pattern

(c)scalloped pattern

Primary Cycle

Recycle

Time

Time

Time

17

Style, fashion and fad life cycles Three special categories of product life cycles should be distinguished- styles, fashions and fad (exhibit 5). A style is a basic and distinctive mode of expression appearing in a field of human endeavor. Styles appear in homes (colonial, ranch, Cape Cod); clothing (formal, casual, funky), and art (realistic, surrealistic, abstract). A style can last for generations and go in and out of vogue.

A fashion is a currently accepted or popular style in a given field. Fashions pass through four stages: distinctiveness, emulation, mass-fashion and decline. The length of a fashion cycle is hard to predict. Chester Wasson believes that fashions end because they represent a purchase compromise and consumer start looking for missing attributes.

Fads are fashions that come quickly into public view, are adopted with great zeal, peak early and decline very fast. Their acceptance cycle is shorthand they tend to attract only limited following of those who are searching for excitement or want to distinguish themselves from others. Fads do not survive because they do not normally satisfy a strong need. The marketing winners are those who recognize fads early and leverage them into products with staying power.

EXHIBIT 5: Style, Fashion and Fad Life Cycles Style Fashion Fad

Time

Time

Time

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THE FOUR STAGES OF PRODUCT LIFE CYCLE INTRODUCTION STAGE

During the market pioneering stage, the product is in introductory stage. At this stage, there may not be a ready market for the product. Sales are low, the product undergoes teething troubles, profits seem a remote possibility, demand has to be created and underdeveloped and customers have to be prompted to try out the product. Obviously, this stage poses several problems for the marketer. The complexity of the problems and the duration of the stage depend upon the nature of the product, its price Its technological newness and the consumers view of the product.

One of the crucial decisions to be taken in this stage is the pricing strategy to be adopted. Discussing the strategy options in respect of a new product, it has to be seen that since the product is new, no past data or comparisons are available and the firm normally opts for one of the following pricing strategies: (i) marketing skimming, and (ii) market penetration

The skimming strategy involves high prices, taking advantage of the early entry and the elative novelty of the product in this market pioneering stage. Penetrating pricing involves low prices with a view to having good market coverage and eventually a mass market for the product. It also aims at keeping the competition out. Between the two options of market penetration, a broad spectrum of alternatives in pricing is no doubt possible. The kind of pricing strategy a firm will adopt in the pioneering stage may vary dependent on the characteristics of the product, the market characteristics and the firms objectives. The ease and speed with which competitors can bring out similar/substitute product is perhaps the most important factor here.

Another crucial area demanding attention at this stage is market development and promotion. This is the stage when demand has to be created and developed. The firm has to invest heavily in promotion and wait for the reward. Sales growth tends to be slow at this stage. 19

Profits are negative or low in the introduction stage. Promotional expenditures are at their highest ratio to sales because of the need to (1) inform potential consumers (2) induce product trial, and (3) secure distribution in retail outlets. Firms focus on the buyers who are the readiest to buy, usually higher-income groups. Prices tend to be high because costs are high.

The Pioneer Advantage

Companies that plan to induce a new product must decide when to enter the market. To be first can be highly rewarding, but risky and expensive. To come in later makes sense if the firm can bring superior technology, quality or brand strength.

Speeding up innovation time is essential in an age of shortening product life cycles. Those companies that first reach practical solutions will enjoy first-mover advantages in the market. Being early pays off. One study found those products that came out six months late but on budget earned an average of 33 percent less profit in their first five years; products that came out on time but 50 percent over the budget cut their profits by only 4 percent. Early users will recall the pioneers brand name if the product satisfies them. The pioneers brand also establishes the attributes the product class should possess. The pioneers brand normally aims at the middle of the market and so captures more users. Customer inertia also plays a role; and there are producer advantages: economies of scale, technological leadership, patents, ownership of scare assets, and other barriers to entry.

The pioneer should visualize the various product markets it could initially enter, knowing that it cannot enter all of them at once. The pioneer should analyze the profit potential of each product market singly and in combination and decide on a market expansion path.

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THE COMPETITIVE CYCLE

The pioneer knows that competition will eventually enter and cause prices and its market share to fall. Frey describes five stages of the competitive cycle that the pioneer has to anticipate.

1. Initially the pioneer is the sole supplier with 100 percent of production capacity and sales. 2. Competitive penetration starts when a new competitor has built production capacity and begins commercial sales. The leaders share of production capacity and share of sales falls. As more competitors enter the market and charge a lower price, the perceived relative value of the leaders offer declines, forcing a reduction in the leaders price premium. 3. Capacity tends to be overbuilt during rapid growth. When a cyclical slowdown occurs, industry overcapacity drives down margins to lower levels. New competitors decide not to enter, and existing competitors try to solidify their positions. This leads to share stability. 4. Stability is followed by commodity competition. The product is viewed as a commodity, buyers no longer pay a price premium and the suppliers earn only an average rate of return. 5. At this point, withdrawal begins. The pioneer might decide to build share further as other firms withdraw.

GROWTH STAGE
During he market growth stage, demand for the product increases and the size of the market grows. The pioneers sales and profits go up. But by the time the pioneer settles down with his product, competitors may enter the scene with similar or slightly improved versions. The pioneer may then have to alter his marketing strategies. He has to stay ahead of his

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competitors and persuade the customer to prefer his brand. He cannot dictate terms to the channel.

If he had restored to the skimming strategy at the pioneering stage, it is now time for him to reconsider his pricing strategy. He is forced to follow competition- oriented pricing, because the total market is being shared among many firms, though he may still remain the leader. Marketing and distribution efficiency becomes decisive factors at this stage. The growth stage is marked by a rapid climb in sales. Early adopters like the product and additional consumers start buying it. New competitors enter, attracted by the opportunities. They introduce new product features and expand distribution.

Prices remain where they are or fall slightly, depending on how fast demand increase. Companies maintain their promotional expenditures at the same or a slightly increased level to meet competition and to educate the market. Sales rise much faster than promotion-sales ratio. Profits increase during this stage as promotion costs are spread over a large volume and unit manufacturing costs fall faster than price declines owing to the producers learning effect. Firms have to watch for a change from an accelerating to decelerating rate of growth in order to prepare new strategies.

During this stage, this firm uses several strategies to sustain rapid market growth: It improves product quality and adds new product features and improved styling. It adds new models and flanker products (i.e., products of different sizes, flavors, and so forth that protect the main product). It enters new market segments It increases its distribution coverage and enters new distribution channels. It shifts from product-awareness advertising to product-preference advertising It lowers prices to attract the next layer of price-sensitive buyers.

A firm in the growth stage faces a trade-off between high market share and high current profit. By spending money on product improvement, promotion, and distribution, it can capture a 23

dominant position. It forgoes maximum current profit in the hope of making even greater profits in the next stage.

MATURITY STAGE
In the market maturity stage, demand tends to reach saturation point. And, there is enough supply from several competing sources. Dealers may dictate terms to the various competing firms. Price competition becomes intense and the pioneer tries to distinguish his brand by subtle product differentiation and exploits the brand loyalty he has built up. The pioneer feels compelled to communicate directly with the consumers, since by now the dealers have become multi-brand dealers.

The pioneer may try out product and packaging modifications, and promotional deals and special offers to new market segments so that sales volume do not shrink. Long term and short term marketing plans are implemented to profitably prolong the maturity stage, because the pioneer knows that if this is not prolonged, it could easily lead into the stage of market decline. Relatively low prices increased marketing cost Keener competition and lesser profit characterize this stage.

At some point, the rate of sales growth will slow, and the product will enter a stage of relative maturity. This stage normally lasts longer than the previous stages, and poses formidable challenges to marketing management. Most products are in the maturity stage of the life cycle and most marketing managers cope with the problem of marketing the mature product. The maturity stage divides into three phases: growth, stable and decaying maturity. In the first phase, the sales growth rate starts to decline. There are no new distribution channels to fill. In the second phase, sales flatten on per capita basis because of market saturation. Most potential consumers begin switching to other products.

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The sales slowdown creates overcapacity in the industry, which leads to intensified competition. Competitors scramble to find niches. They engage in frequent markdowns. They increase advertising and trade and consumer promotion. They increase R&D budgets to develop product improvements and line extensions. They make deals to supply private brands. A shakeout beings and weaker competitors withdraw. The industry eventually consists of well-entrenched competitors whose basic drive is to gain or maintain market share.

Dominating the industry are a few giant firms- perhaps a quality leader, a service leader and a cost leader- that serve the whole market their profits mainly through high volume and lower costs. Surroundings these dominant firms are a multitude of market nichers, including market specialists, product specialists, product specialists and customizing firms. The issue facing a firm in a mature market is whether to struggle to become one of the big three and achieve profits though low volume and low cost or to pursue a niching strategy and achieve profits through low volume and a high margin.

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MARKET MODIFICATION
The Company might try to expand the market for its mature brand by working with two factors that make up sales volume. Volume = number of brands users x usage rate per user

It can try to expand the number of brand users by 1) Converting nonusers: the key to the growth of air freight service is the constant search for new users to whom air carriers can demonstrate the benefits of using air freight rather than ground transportation. 2) Entering new market segments: Johnson & Johnson successfully promoted its baby shampoo to adult users. 3) Winning competitors customers: Samsung smart phone is constantly tempting users to switch i4 phone apple.

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PRODUCT MODIFICATION
Managers also try to stimulate sales by modifying the products characteristics through quality improvement, feature improvement, or style improvement. Quality improvement aims at increasing the products functional performance. A manufacturer can often overtake its competition by launching a new and improved product. This strategy is effective to the extent to the extent that the quality is improved, buyers accept the claim of improved quality and a sufficient number of buyers will pay for higher quality. This strategy has several advantages. New features build the companys image as an innovator and win the loyalty of market segments that value these features. They provide an opportunity for free publicity and they generate sales force and distributor enthusiasm. The chief disadvantage is that feature improvements are easily imitated; unless there is a permanent gain from being first, the feature improvement might not pay off in the long run. A strategy of style improvement aims at increasing the products aesthetic appeal. The periodic introduction of new car model is largely about style competition, as is the introduction of new packaging for customer products. A style strategy might give the product a unique market identity. Yet style competition has a problem. First, it is difficult to predict whether people and which people will like a new style. Second a style change usually requires discontinuing the old style and the company risks losing customers. Customers may become attached to something as seemingly insignificant as a peanut shell.

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Marketing-Mix Modification
Product managers might also try to stimulate sales by modifying other marketing-mix elements. They should ask the following questions:

PRICES: Would a price cut attract new buyer? If so, should the list price be lowered, or should prices be lowered through price specials, volume or early purchase discounts, fright cost absorption, or easier credit terms? Or would it be better to raise the price to signal higher quality?

DISTRIBUTION: Can the company obtain more product support and display in existing outlets? Can more outlets be penetrated? Can the company introduce the product into new introduction channels?

ADVERTISING: Should advertising expenditures be increased? Should the message or copy be changed? Should the media mix be charged? Should the mix be changed? Should the timing, frequency or size of the ads be charged?

PERONAL SELLING: Should the number or quality of salespeople be increased? Should the basis for sales force incentives be revised? Can sales-call planning be improved?

SALES PROMOTION: Should the company step up the sales promotion-trade deals, cents-off coupons, rebates, warranties, gifts and contests. SERVICES: Can the company speed up delivery? Can it extent more technical assistance to customers? Can it extend more credit?

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DECLINE STAGE
In the decline stage, sales begin to fall. The demand for the product shrinks, product shrinks, probably due to new and functionally advanced products becoming available in the market or the market becoming apathetic to the products. In any case, prices and margins get depressed, total sales and profits diminish. Some firms at this stage may try to link up the sale of these products with some other premium products they have developed and thus try to stretch the life of the declining product. Firms do not perceive at this stage the implementing total decline and prepare for the gradual phasing out of the product. Successful firms quite often keep products ready in queue to fill the vacuum created by the decline of existing products. Sales decline for a number of reasons, including technological advances, shifts in the consumers tastes and increased domestic and foreign competition. All lead to over capacity increased pricecutting, and profit erosion. The decline might be slow. Sales may plunge to zero or they may petrify at a low level. As sales and profits decline, some firms withdraw from the market. Those remaining may reduce the number of products they offer. They may withdraw form smaller market segments and weaker trade channels, and they may cut their promotions budget and reduce prices further.

Logic may also play a role. Management believes that product sales will improve when the economy improves, or when the marketing strategy is revised, or when the product is improved, or the weak product may be retained because of its alleged contribution to the sales of the companys other products or its revenue may cover out-of pocket costs, even it is not turning a profit. Unless a strong reason for retention exists, carrying a weak product is very costly to the firms and not just by the amount of uncovered overhead and profit.

There are many hidden costs. Weak products often consume a disproportionate amount of managements time; require frequent price and inventory adjustments; generally involve short production runs in spite of expensive setup times; require both advertising and sales force attention that might be better used to make the healthy products more profitable: and can cast a shadow on the companys image. The biggest cost might well lie in the future.

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Some firms will abandon declining markets earlier than others. Much depends on the presence and height of exit barriers in the industry. The lower the exit barriers, the easier it is for firms to leave the industry, and the more tempting it is for the remaining firms to stay and attract the withdrawing firms customers. For e.g., Procter & Gamble sated in the declining liquid-soap business and improved its profits as other withdrew.

In the study of company strategies in declining industries, Kathyrn Harrigan identifies five decline strategies available to the firm: 1. increasing the firms investment (to dominate the market or strengthen its competitive position) 2. Maintaining the firms investment level until the uncertainties about the industry are resolved. 3. Decreasing the firms investment level selectively, by dropping unprofitable customer groups, while simultaneously strengthening the firms investment in lucrative niches. 4. harvesting (milking) the firms investment to recover cash quickly 5. Divesting the business quickly by disposing of its assets as advantageously as possible.

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STAGES IN MARKET EVOLUTION

Like products, market evolves through four stages: emergences, growth, maturity, and decline. EMERGENCE Before a market materializes, it exists as a late market. For e.g., for centurys people have wanted faster means of calculation. This need was successively satisfied through abacuses, slide rules, and large adding machines. Suppose an entrepreneur recognizes this need and imagines a technological solution in the form of a small, handheld electronic calculator. He has to determine the product attributes, including physical size and number of mathematical functions. He interviews buyers, because he is market-oriented. He finds that target customers vary greatly in their preferences. Some want a four-function (adding, subtracting, multiplying and diving) and others want more functions (calculating percentages, square roots and logs). Some want a small hand calculator and other want a large one. This type of market, in which buyer preferences scatter evenly, is called a diffused-preference market. The entrepreneurs problem is to design an optimal product for this market. He or she has three options: 1. The new product can be designed to meet the preferences of one of the corners of the market (a single-niche strategy). 2. two or more product can be simultaneously launched to capture two or more parts of the market (a multiple-niche strategy) 3. the new product can be designed for the middle of the market (a mass-market strategy)

For small firms, a single-niche market strategy makes the most sense. A small firm does not have the resource for capturing and holding the mass-marketing strategy makes the most sense. A small firm does not have the resources for capturing and holding the mass-market. A large firm might go after the mass-market by designing a product that is medium in size and number of functions. A product in the center minimizes the sum of the distances of existing preferences from the actual product, thereby minimizing total dissatisfaction. Assume that the pioneer firm is large and designs its product for the mass market. On launching the product the emergence stage begins. 31

GROWTH

If the new product sells well, new firms will enter the market, ushering in a market-growth stage. Assuming that the first established itself in the center, the second firm that enters has three options:

1. It can position its brand in one of the corners (single-niche strategy). 2. it can position its brand next to the first competitors (mass-market strategy) 3. it can launch two or more product in different, unoccupied corners (multiple-niche strategy))

if the second firm is small, it is likely to avoid competition with the pioneer and to launch in one of the market corners. If the second firm is large, it might launch its brand in the center against the pioneer. The two firms can easily end up sharing the mass market, or large second firm can implement a multi-niche strategy and surround and box in the pioneer.

MATURITY

Eventually the competitors cover and serve all the major market segments and the market enters the maturity stage. In fact, they go further and invade each others segments, reducing everyones profits in the process. As market growth slows down, the market splits into finer segments and high market fragmentation occurs.

Market fragmentations are often followed by a market consolidation caused by the emergence of a new attribute that has strong appeal. Market consolidation took place in the toothpaste market when P&G introduced Crest, which effectively retarded dental decay. Suddenly, toothpaste brands that claimed whitening power, cleaning power, cleaning power, sex appeal, taste, or mouthwash effectiveness were pushed into the corners because primarily wanted dental protection.

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However, even a consolidated market condition will not be lost. Other companies will copy a successful brand, and the market will eventually splinter again. Mature markets swing between fragmentation and consolidation. The fragmentation is brought about by competition, and the consolidation is brought about by innovation.

DECLINE
Eventually, demand of the present products will begin to decrease, and the market will enter decline stage. Either societys total need level declines or a new technology replaces the old. Thus an entrepreneur might invent a mouth-rinse liquid that is superior to toothpaste. In this case, the old technology will eventually disappear and a new life cycle will emerge.

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PRODUCT LIFE-CYCLE MARKETING STRATEGIES

A company's positioning and differentiation strategy must change as the product, market, and competitors change overtime. Here we will describe the concept of the product life cycle (PLC) and the normal changes as the product passes through each life-cycle stage.

To say that a product has a life cycle is to assert four things:

1. Products have a limited life.

2. Products sales pass through distinct stages, each posing different challenges, opportunities and problems to the seller.

3. profits rise and fall at different stages of the product life cycle.

4. Products require different marketing, financial, manufacturing, purchasing and human resource strategies in each life-cycle stage.

PLC OPRATES AT THREE LEVELS

Product life cycle usually operates at three levels: The product level The product sub category level The brand level

It is essential to understand what the term product signifies, while studying the concept of product life cycle .let us explain it through an illustration .taking the computer business, computer as a product category is in the growth stage in its product life cycle. The product 34

category involves all configurations of computers super computers, main frames, micro/mini & computers. This sub- category is evolving in particular pattern within the overall category of computers .within sub- category of PCs, hp is one brand, wipro is another & dell is a third. At the brand level, hp, wipro, & dell are evolving on there own paths.

Thus product category of computer has a life cycle of its own; the product sub- category of PCs has life cycle of its own & the wipro brand of personal computer has a life cycle of its own. In other words, when Wipro attempts to project the life cycle of its PCs, it cannot make a realistic analysis unless it studies the life cycle of the product sub- category, personal computers, as a whole. Wipros life cycle at the brand level cannot evolve totally independent of the other brands of PCs in thee markets .the strategies put forward by the competition brands & the reaction of the markets to those strategies will certainly impact Wipro.

So when the life cycle of the brand is assessed, it is essential to study the life cycle of the product category & that of the product sub- category as well. Usually, the product sub-category is of greater relevance than the basic product category .in the example of the computers, while studying the e projected life cycle of Wipro or hp, the life cycle of the product sub-category of PCs is more relevant than that of the main product category of computers is helped in understanding the courses he PCs sub-category may take.

The relevant point is that life-cycle of a brand cannot be projected and studied independent of the product sub-category to which it belongs. Life cycle studied independent of the product subcategory to which it belongs. Life cycle studies quite often go wrong mainly because companies try to plot a life cycle for their brand without trying to foresee and evaluate what is likely to happen to the cycle of the product category and sub-category in which their brand falls. Even when a brand enjoys a predominantly high market share, it cannot ignore the life cycle of the product category.

When the life cycle at the brand level alone is investigated, without reference to the life cycle at the product such-category, it fails to take into account certain important market factors; for example competitors entry and exit the resources brought in by the competitors, the strategies 35

they implement and the impact of these elements on the market potential are ignored. So, to get a meaningful picture of the path brand is taking, its life cycle has to be studied in the context of the life cycle of the product sub-category and product category.

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WEAKNESS OF THE PRODUCT LIFE CYCLE CONCEPT

Undefined concept: Needs, demand, technologies, product categories, form & brands have a quite different force.

No uniform shapes: as S shaped curve describe only shape of PLC curve may not be unique .generally a popular perception about market behavior.

Unpredictable turning points: While most products do peak eventually, there is no specific turning point.

Unclear implications: Growth phase may or may not be associated with high profit margin. Similarly, rapid, growth can be accompanied by low-profits (e.g. electronics) by the contrasts, decline stages can be exceptionally profitable.

Product oriented: Managers fail to understand those factors that shape the ability of the business to satisfy the needs of the customers in competitive markets.

For example: -changing requirements of customers -objectives & strategies of the competitors -attractiveness of the markets to new competitors -power of companies that supply resources.

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Extension of Product Life Cycle

Companies are naturally keen to develop strategies to extend the life cycle of a product. These strategies are usually built around new & improved version of the existing products that will match the market demands .for instance, the entry of Maruti car in the Indian automobile market has compelled the existing manufacturers to improve their products. However, the Indian consumer has shown a tendency of sticking to the use of an existing product and thereby extending its life. In the process, acceptance of even an improved version of a product has been delayed because of this Indian habit of not throwing away an order or inferior item. In general, this discouraged large-scale introduction of new products in India contrary to the trend in developed countries. EXIBIT 6: Shape of Marketing Mix on different PLC stages Stage Introduction Growth Maturity MARKETING MIX Product Unique offering Improvement Different on early variety innovation Low premium or Low with high Maintain volume margin Heavy

Decline

Rationise range

Price

Smaller margin

Promotion

Incentive to use

Parity, loyalty Threshold level formation for reminder for Rationalize

Advertising focus Distribution

Awareness building Build network

Brand name, Value performance money Fast spread out

Choose specific Limited coverage territory vis-- or enter new vis competition market and develop distributors

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With its easy-to-use interface, amazing features and rock-solid stability, iOS Apples mobile operating system is the foundation of iPhone. And even as other phones try to catch up, the technologies and features built into iOS 4 keep it years ahead of the competition.
Elegant and intuitive interface.

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The first time you pick up an iPhone, you know how to use it. Thats because the revolutionary Multi-Touch interface in iOS was designed for the most natural pointing device ever: your finger. So whether youre using one of the built-in apps or one of the over 350,000 apps and games available from the App Store, you control everything with a tap, drag, swipe, pinch, flick or twist of your fingers. Even tasks that might seem complicated such as making a FaceTime call or editing a video with iMovie are simple, easy and fun.

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The future is in the details When creating iPhone 4, Apple designers and engineers didnt start with a clean sheet of paper. They started with three years of experience designing and building the phones that redefined what a phone can do. iPhone 4 is the result of everything theyve learned so far. And its all contained in a beautiful enclosure a mere 9.3 millimetres thin, making iPhone 4 the worlds thinnest smartphone Engineered Glass
All the breakthrough technology in iPhone 4 is situated between two glossy panels of aluminosilicate glass the same type of glass used in the windscreens of helicopters and high-speed trains. Chemically strengthened to be 20 times stiffer and 30 times harder than plastic, the glass is ultra-durable and more scratch resistant than ever. Its also recyclable.

Retina Display

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The 960x640 backlit LCD display boasts a pixel density of 326 pixels per inch, making it the highestresolution phone screen ever. To achieve this, Apple engineers developed pixels so small a mere 78 micrometres across that the human eye cant distinguish individual pixels. That makes text remarkably sharp and graphics incredibly vivid. IPS technology also provides excellent colour and contrast from almost any viewing angle. Stainless Steel Band

\Created from our own alloy then forged to be five times stronger than standard steel, the CNC-machined band is the mounting point for all the components of iPhone 4. The band provides impressive structural rigidity and allows for its incredibly thin, refined design. It also functions as both iPhone 4 antennae. Apple 5 Processor

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Apple engineers designed the A4 chip to be a remarkably powerful yet remarkably power-efficient mobile processor. With it, iPhone 4 can easily perform complex jobs such as multitasking, editing video and making Face Time calls. All while maximising battery life.

Gyro + Accelerometer

iPhone 4 is the first phone with a built-in three-axis gyroscope. When paired with the accelerometer, it makes iPhone 4 capable of advanced motion sensing such as user acceleration, angular velocity and rotation rate. Translation: more motion gestures and greater precision for an even better gaming experience.

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Camera + LED

The iPhone 4 camera shoots gorgeous 5-megapixel photos and stunning HD video. And with its advanced backside illumination sensor, it captures beautiful images even in low-light settings. The built-in LED flash does double duty. When youre taking pictures, it works as a flash. When youre shooting video, it can stay on to light up the scene. And on the front of iPhone 4, the built-in camera is perfect for making FaceTime calls and shooting self-portraits

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Mic + Speaker

While most phones have only one microphone, iPhone 4 has two. The main mic, located on the bottom next to the speakers, is for phone and video calls, voice commands and memos. The second mic, built into the top near the headphone jack, is for making your phone and video calls better. It works with the main mic to suppress unwanted and distracting background sounds, such as music and loud conversations. This dual-mic noise suppression helps make every conversation a quiet one.

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Multi Touch

With its large Multi-Touch display and innovative software, iPhone lets you control everything using just your fingers. How does it work? A panel laminated on the glass senses your touch using electrical fields. It can register multiple touches at once to support advanced gestures such as pinch to zoom, two-finger tap and more. The panel then transmits the information to the Retina display below it.

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iPhone 4 Technical Specifications & Features

Size and weight1
Height: 115.2 mm (4.5 inches) Width: 58.6 mm (2.31 inches) Depth: 9.3 mm (0.37 inches) Weight: 137 grams (4.8 ounces)

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Capacity3

16GB or 32GB flash drive

Colour

White or black

Camera, photos and video

Video recording, HD (720p) up to 30 frames per second with audio 5-megapixel still camera VGA-quality photos and video at up to 30 frames per second with the front camera Tap to focus video or still images

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LED flash Photo and video geotagging

External buttons and controls

Sleep/wake Ring/silent Volume up/down Home

Sensors

3-axis gyro Accelerometer Proximity sensor Ambient light sensor

Connectors and input/output

30-pin dock connector 3.5-mm stereo headphone mini-jack Built-in speaker Microphone Micro-SIM card tray

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Headphones

Stereo earphones with built-in microphone Frequency response: 20Hz to 20,000Hz Impedance: 32 ohms

Rating for Hearing Aids4

3G network - 850/1900MHz: M4, T4 2G network - 850MHz: M3, T3 2G network - 1900MHz: M2, T3

In the box

iPhone 4 Stereo Headset with mic Dock Connector to USB Cable USB Power Adapter

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Documentation

iPhone 4 embodies Apples continuing environmental progress. It is designed with the following features to reduce environmental impact:

PVC-free handset PVC-free headphones PVC-free USB cable Bromine-free printed circuit boards Mercury-free LCD display Arsenic-free display glass Majority of packaging made from post-consumer recycled fibreboard and bio-based materials Power adapter outperforms strictest global energy-efficiency standards

Mail attachment support

Viewable document types: .jpg, .tiff, .gif (images); .doc and .docx (Microsoft Word); .htm and .html (web pages); .key (Keynote); .numbers (Numbers); .pages (Pages); .pdf (Preview and Adobe Acrobat); .ppt and .pptx (Microsoft PowerPoint); .txt (text); .rtf (rich text format); .vcf (contact information); .xls and .xlsx (Microsoft Excel)

Display

Retina display 3.5-inch (diagonal) widescreen Multi-Touch display 960x640-pixel resolution at 326 ppi 800:1 contrast ratio (typical) Fingerprint-resistant oleophobic coating front and back Support for display of multiple languages and characters simultaneously

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Audio playback

Frequency response: 20Hz to 20,000Hz Audio formats supported: AAC (8 to 320 Kbps), Protected AAC (from iTunes Store), HE-AAC, MP3 (8 to 320 Kbps), MP3 VBR, Audible (formats 2, 3, 4, Audible Enhanced Audio, AAX and AAX+), Apple Lossless, AIFF and WAV User-configurable maximum volume limit

TV and video

Video formats supported: H.264 video up to 720p, 30 frames per second, Main Profile level 3.1 with AACLC audio up to 160Kbps, 48kHz, stereo audio in .m4v, .mp4 and .mov file formats; MPEG-4 video, up to 2.5Mbps, 640x480 pixels, 30 frames per second, Simple Profile with AAC-LC audio up to 160Kbps, 48kHz, stereo audio in .m4v, .mp4 and .mov file formats; Motion JPEG (M-JPEG) up to 35Mbps, 1280x720 pixels, 30 frames per second, audio in ulaw, PCM stereo audio in .avi file format Support for 1024x768 pixels with Apple VGA Adapter; 576p and 480p with Apple Component AV Cable; 576i and 480i with Apple Composite AV Cable

Languages

Language support for English (US), English (UK), French (France), German, Traditional Chinese, Simplified Chinese, Dutch, Italian, Spanish, Portuguese (Brazil), Portuguese (Portugal), Danish, Swedish, Finnish,

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Norwegian, Korean, Japanese, Russian, Polish, Turkish, Ukrainian, Hungarian, Arabic, Thai, Czech, Greek, Hebrew, Indonesian, Malay, Romanian, Slovak, Croatian, Catalan and Vietnamese Keyboard support for English (US), English (UK), French (France), French (Canada), French (Switzerland), German, Traditional Chinese (Handwriting, Pinyin, Zhuyin, Cangjie, Wubihua), Simplified Chinese (Handwriting, Pinyin, Wubihua), Dutch, Italian, Spanish, Portuguese (Brazil), Portuguese (Portugal), Danish, Swedish, Finnish, Norwegian, Korean, Japanese (Romaji), Japanese (Kana), Russian, Polish, Turkish, Ukrainian, Estonian, Hungarian, Icelandic, Lithuanian, Latvian, Flemish, Arabic, Thai, Czech, Greek, Hebrew, Indonesian, Malay, Romanian, Slovak, Croatian, Bulgarian, Serbian (Cyrillic/Latin), Catalan and Vietnamese Dictionary support (enables predictive text and autocorrect) for English (US), English (UK), French, German, Traditional Chinese, Simplified Chinese, Dutch, Italian, Spanish, Portuguese (Brazil), Portuguese (Portugal), Danish, Swedish, Finnish, Norwegian, Korean, Japanese (Romaji), Japanese (Kana), Russian, Polish, Turkish, Ukrainian, Lithuanian, Hungarian, Flemish, Arabic, Thai, Czech, Greek, Hebrew, Indonesian, Malaysian, Romanian, Slovak, Croatian, Catalan and Vietnamese

Mobile and wireless

UMTS/HSDPA/HSUPA (850, 900, 1900, 2100MHz) GSM/EDGE (850, 900, 1800, 1900MHz) Wi-Fi 802.11b/g/n (802.11n 2.4GHz only) Bluetooth 2.1 + EDR wireless technology

Location

Assisted GPS Digital compass Wi-Fi Mobile

Power and battery2

Built-in rechargeable lithium-ion battery Charging via USB to computer system or power adapter Talk time: up to 7 hours on 3G up to 14 hours on 2G

Standby time: up to 300 hours

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Internet use: up to 6 hours on 3G up to 10 hours on Wi-Fi

Video playback: up to 10 hours Audio playback: up to 40 hours

Mac system requirements

Mac computer with USB 2.0 port Mac OS X v10.5.8 or later iTunes 9.2 or later (free download from www.itunes.com/in/download) iTunes Store account Internet access

Windows system requirements

PC with USB 2.0 port Windows 7; Windows Vista; or Windows XP Home or Professional with Service Pack 3 or later iTunes 9.2 or later (free download from www.itunes.com/in/download) iTunes Store account Internet access

Environmental requirements

Operating temperature: 0 to 35 C (32 to 95 F) Non-operating temperature: -20 to 45 C (-4 to 113 F) Relative humidity: 5% to 95% non-condensing Maximum operating altitude: 3000m (10,000 feet)

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People have been dreaming about video calling for decades. iPhone 4 makes it a reality. With just a tap you can wave hello to your kids, share a smile from across the globe or watch your best friend laugh at your stories iPhone 4 to iPhone 4 over Wi-Fi. And it works straight out of the box. No other phone makes staying in touch this much fun.

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One-tap simple.

FaceTime works straight out of the box no need to set up a special account or screen name. And using FaceTime is as easy as it gets. Lets say you want to start a video call with your best friend. Just find her entry in your Contacts and tap the FaceTime button. Or maybe youre already on a voice call with her and you want to switch to video. Just tap the FaceTime button on the Phone screen. Either way, an invitation pops up on her iPhone 4 screen asking if she wants to join you. When she accepts, the video call begins. Its all perfectly seamless. And it works in both portrait and landscape modes.

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Two cameras, two views.

iPhone 4 has two cameras: One on the front, which focuses on you. And one on the back, which focuses on everything else. FaceTime lets you switch back and forth between them at any time during a video call. All you have to do is tap a button.

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The Retina display on iPhone 4 is the sharpest, most vibrant, highest-resolution phone screen ever, with four times the pixel count of previous iPhone models. In fact, the pixel density is so high that the human eye is unable to distinguish individual pixels. Which makes text amazingly crisp and images stunningly sharp

Thanks to the Retina display, everything you see and do on iPhone 4 looks amazing. Thats because the Retina displays pixel density is so high, your eye is unable to distinguish individual pixels. Which means Text in books, web pages and email is crisp at any size. Images in games, films and photos leap off the screen. And everything is sharper

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In a word, revolutionary.

By developing pixels a mere 78 micrometres wide, Apple engineers were able to pack four times the number of pixels into the same 3.5-inch (diagonal) screen found on earlier iPhone models. The resulting pixel density of iPhone 4 326 pixels per inch makes text and graphics look smooth and continuous at any size.

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Brilliant, no matter how you look at it.

The iPhone 4 Retina display uses technology called IPS (in-plane switching) the same technology used in the Apple LED Cinema Display and iPad to achieve a wider viewing angle than on typical LCDs. Which means you can hold iPhone 4 almost any way you want and still get a brilliant picture. Thats perfect when youre sharing photos with a friend or moving your iPhone round while playing a driving or flying game. In addition, the Retina display offers four times the contrast ratio of previous models, so whites are brighter, blacks are darker and everything is more beautiful

Advancements in the glass. And under it.

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Made from the same materials used in helicopters and high-speed trains, the Retina display glass is chemically strengthened to be harder, more scratch resistant and more durable than ever. The glass also features an oil-resistant coating that helps keep the screen clean. The Retina display includes LED backlighting and an ambient light sensor that intelligently adjusts the brightness of the screen for optimal viewing and battery life. When you lift iPhone to your ear for a phone call, a proximity sensor immediately turns off the display to save power and prevent accidental dialling.

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Now you can run your favourite third-party apps and switch between them instantly without slowing down the performance of the foreground app or draining the battery unnecessarily.* This smarter approach to multitasking is available only on iPhone.

How it works
\

Switch between apps quickly.

The multitasking user interface allows you to quickly switch between recently used apps. Just double-click the Home button to reveal your recently used apps. Scroll right to see more apps then tap one to reopen it. No need to wait for the app to reload

And pick up right where you left off.

Apps can remember where you left off. So when you return to the app, you can jump straight back into playing your game, reading the news, finding a restaurant or whatever you were doing.

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Get VoIP calls while using other apps.

Third-party apps such as Skype let you make voice calls over the Internet. Multitasking in iPhone 4 makes it possible to receive these Skype or VoIP calls while other apps are running, even when your iPhone is locked. And during a call, you can keep the conversation going while you switch to another task, such as checking a film listing or reading an email.

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Keep GPS apps running.]

Apps that use GPS can continue to run in the background. Not only do they constantly update your position, they can also give you spoken turn-by-turn directions even as you listen to music (the music volume lowers while the directions are spoken). Its perfect for social networking apps too. Now you and your friends can find each other even when youre not actively using the app.

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Receive push and local notifications.

Third-party apps and services can send alerts and messages directly to your phone. So you can get football scores, news updates, game requests, reminders, alarms and more, without having to open the app thats providing the notification

Complete tasks in the background.

If youre performing a task thats taking a while such as uploading pictures to a photo service you can switch to another app without interrupting the task. No more waiting around.

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iPhone 4 introduces a whole new way of multitasking. Now you can run your favourite third-party apps and switch between them instantly without slowing down the performance of the foreground app or draining the battery unnecessarily.1 This smarter approach to multitasking is available only on iPhone.

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Shoot your own films in high definition. Capture impressive video even in low-light settings, thanks to the advanced backside illumination sensor and built-in LED light. Then edit and create your own mini-masterpiece right on iPhone 4 using the new iMovie app with Apple-designed themes, titles and transitions. It's now available on the App Store.

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Take beautiful, detailed photos with the new 5-megapixel camera with built-in LED flash. The advanced backside illumination sensor captures great pictures even in low light. And the new front-facing camera makes it easy to take self-portraits

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Two cameras made for video calling.

iPhone 4 has two built-in cameras, one on the front above the display and one on the back next to the LED flash. The front camera has been tuned for FaceTime. It has just the right field of view and focal length to focus on your face at arms length. So it always presents you in the best possible light.

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Share what you see with the back camera.

Imagine your sister is away at university and cant make it to your sons birthday. So youre cheering her up with a FaceTime call. As the cake comes out your sons eyes light up and you just have to share it. Tap a button and before you can say Make a wish, iPhone 4 switches to the back camera and to the birthday boys big moment. Another tap switches back to the front camera and to you. Simple, fast and fun.

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FREQUENTLY ASK QUESTION

Apple - Sound and Hearing FAQ Search. Look below for answers to some common questions regarding the iPodpersonal volume limit adjustment.

Apple (India) - iTunes - Podcasts - FAQ ... For more information on creating your own podcast, see the For Podcast MakersFAQ and the iTunes Podcasting Technical Specification. ...

Apple (India) - iTunes - Podcasts - Podcasting FAQ Search. ...

Apple (India) - Why You'll Love a Mac - Get answers to your ... Get answers to the most commonly asked questions about a Mac.

Apple (India) - iTunes - Everything you need to be entertained Music, films, and now friends. Get connected on iTunes 10.

Apple (India) - Environment - FAQ Get answers to frequently asked questions about Apple and the environment.

Apple - Sound and Hearing FAQ Search. Look below for answers to some common questions regarding the iPodpersonal volume limit adjustment. Q. What is the Volume ...

Apple (India) - Environment - Environmental Progress Read the latest environmental news from Apple and view a timeline of our environmental milestones.

Apple (India) - Environment - Reports View Product Environmental Reports for all currently shipping Apple products

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CONCLUSION

In this project for the purpose of better understanding of the subject have studied the life cycles and product modification of different Mobile segment so in case of apple (i4pohone)

Even though product modification and PLC is a technical topic, it has a lot of practical implications in the market. Through the study of life cycles, I have gained the practical knowledge about the product and the factors affecting the various stages: introduction, growth, maturity and decline . This study has helped me to understand that the consumer demand pattern bring about fluctuation in the life cycle of the product.

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REFERENCE
Maximum information regarding Apple products was collected by dealer of Apple Address: Maple Powai Plaza, Hiranandani Business Park Opp Pizza Hut, Hiranandani Powai, Mumbai 400 076 www.google.com www.apple.co.in

ICFA Books. (Product life cycle)

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