vCorporatereplacementmarketresearchShanghai20August1998AGENDA•Theplanningandimplementationofcorporateresearch•Conclusionandsuggestion•Mainfindingandimplication•Appendix1:questionnaire•Appendix2:volumeofsegmentsandfiguration•Appendix3:interviewedcorporatelistTheplanningandimplementationofcorporateresearchWedefinethepotentialcorporatereplacement-marketasthegroupofuserwhobothpurchasepagerandpayservice-chargepublicly,whilenothavingthechoicetoreplacepagerindependentlyCorporatereplacement-marketdefinitionpagerpurchaseNofocusMinoritySimilartoindividualbutweakinpricesensitivity,havingthechoicetoreplacethepagerprivatepublicprivatepublicservice-chargepaymentIdealcorporateuserTheplanningandimplementationofcorporateresearchWhyshouldwefocusonthecorporatereplacement-market•corporateownershipaccountfor60%ofthewholepagermarket,largerthanindividualownershipwith40%percent•Motorolahasenjoyedlargerm/sincorporatemarketthaninindividualmarketbecauseoftheweakpricesensitivityincorporatemarket•Repeatpurchaseisnowgrowing,whileitmainlyinvolvesintheindividualmarketaccordingtotherecentlysurvey,whichmeanthatthereisalargerproportionofoldpagerincorporatemarketthaninindividualmarket•ThepagerhasalongerPLCincorporatethaninindividualIfwecansuccessfullyshortenthePLCofthecorporate-ownedpager,wecanenjoyagreatamountofmarketdemandthoughtfact60%pagersbelongtocorporateownershipMotorolaenjoyedahigherm/sincorporateThepagerincorporatehasalongerPLC,sothereliesalargeamountofoldpagerinstalledincorporatetheplanningandimplementationofcorporateresearchThepurposeofcorporatereplacement-marketresearch•Toevaluatethepotentialofcorporatereplacement-market•Iftrue,toworkoutaprogramtostimulatecorporatereplacement-markettheplanningandimplementationofcorporateresearchResearchprocessuserinterviewdecision-makerinterview&executorinterviewcompanyhavingreplacementexperienceintendornon-intendorintervieweeSample:20corporationmethod:quota-sampling+in-depthinterviewsample:5sample:1sample:14theplanningandimplementationofcorporateresearchConclusionandsuggestionOverview•Thereexistsalargereplacementvolumeinthepublic-paidmarket.Thegreatpotentialmostlyliesinfoursegments:governmentagencies,specialsystems,SOEandJV.ADwithemphasisofpagerlifespananditsuniquefeaturedifferentiatingpagerfromothersubstituteswillimpressthecustomer,whiletheoperatorsales-man’svisittotheexecutor/managerintheseunitsisanothercrucialsteptoapproachthefinalcustomer.CorporatemarkethasgreatreplacementpotentialforMotorolatopenetrate,becauseof•Installmentvolumeincorporatemarketislarge,whichprovideaconsiderablereplacementmarket.•Averagedurationperiodofpresent-usingpagersinthecorporatemarketisaround4years,whichisapproachingpagerlifespan.•Thepricesensitivityisrelativelylowinthecorporatemarket,whichwillbenefitthepenetrationofMotorolawithahighqualityandhighpriceimage.•Motorolaenjoysahighbrandloyaltyincorporatemarketaswellasahighinstallbase.ThecorporatemarketwefacenowGovernmentagencies(relatedorganizationsandresearchinstitutes)SpecialSystems(Transportaion,postaltelecommunicationservices,media...)State-ownedenterprisesStated-ownedunitJointventurewhollyforeign-ownedcompanyForeign-ownedenterprisesPrivate-ownedunit&Collective-ownedunitThewholecorporatemarketThesegmentsweshouldfocusonare•GovernmentAgencies&RelatedOrganizations•SpecialSystem•Big/mediumSOE•BigJointVentureThere...
