Verizon Wireless Essays and Research Papers

Instructions for Verizon Wireless College Essay Examples

Title: verizon Wirelss

  • Total Pages: 14
  • Words: 3815
  • Works Cited:5
  • Citation Style: MLA
  • Document Type: Essay
Essay Instructions: Part 1: Executive summary of the whole paper (1 page)
Part 2: Introduction of Verizon wireless company, include history, current position, financial. (2 pages)
Part 3: External analysis: give a brief analyze about the whole wireless industry.(1 page)
Part 4: Internal analysis: use www.sec.gov(EDGAR) to find the most current information about Verizon wireless company. (5 pages)
Part 5: Analyze the strategic options of Verizon wireless company in your opinion.(3 pages)
Part 6: Implementation: choose one of the above options to give recommendations. (4 pages)

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references. However, in order to reach the growth objectives that the company has set for the following period of time, it is recommended to develop the management of these distribution channels.

For example, the company should focus on expanding direct sales. This objective can be achieved by increasing the number of the stores owned by the company, by increasing telemarketing activity, and by increasing web based activity also. These actions should be doubled by developing indirect distribution channels. Development of indirect distribution channels will determine the development of the distribution system, which will eventually lead to increasing the number of customers and national coverage. This factor already represents one of Verizon's strong points, and, if developed, it could generate significant competitive advantage for the company.

However, such actions will require tremendous amounts of financial, technical, and human resources. The company should focus in training its employees, since the most valuable resources that any company could have is represented by human resources. The company's success relies on how well its employees manage to do their tasks. Therefore, it is recommended that the company invests more in its human resources. Although costs will not be reduced, the effects will be priceless. However, these actions will only produce their effects on medium term and long-term. The company's indirect retailers could also benefit from training provided by the company, since this will be in favor of both the company and the indirect retailers.

The company's distribution strategy's center point is represented by company-owned stores. As for any company, these stores require low maintenance costs, but bring high profits. This is one of the reasons for which company-owned stores are Verizon's favorite distribution channel. Another reason for this is the fact that customers that go to company-owned stores are more loyal are more serious, which is exactly what Verizon expects from its clients. The company's current stores sell wireless handsets and accessories, wireless service paging, and narrowband PCS service. The company currently owns 1,180 stores, kiosks and carts. These stores and their personnel are able to create customer satisfaction and to increase customer loyalty. Therefore, it is recommended that Verizon opens at least 300 more such stores.

Regarding business to business distribution, the company currently operates with two important business to business sales forces. This means over 2,000 employees. One of the two forces operates with the small to medium businesses. Their number is continuously increasing. The main target is represented by regional and local businesses that operate in industries with less than 100 wireless users. Given the fact that these small to medium companies' number is continuously increasing, it is recommended that Verizon also increases the number of employees working with this segment, in order to be able to expand the company's activity, as number of customers, on the one hand, and as national coverage, on the other hand.

The other sales force operates with large and national businesses. In the following period of time, Verizon can expand corporate relationships due to the company's extensive wireless coverage. These large companies benefit from competitive price plans, specialized account management, and customer service provided by Verizon. The company also provides enhanced features specific to large corporations. This increased interest from Verizon proves that the company puts the quality of service and customer satisfaction first, which creates a very good impression to the company's customers, creating customer loyalty. Therefore, it is recommended that the company continues to follow this direction and even more, to expand the range of special services provided to large and national companies.

In case of large global companies, Verizon has combined its efforts with Vodafone's. Verizon operates the United States market, while Vodafone operates on the European and Asian markets. However, it is recommended that Verizon expands its geographical coverage, addressing markets like Europe and Asia that present tremendous potential that has not yet been exploited. The company's possible activity in Europe and Asia could be facilitated by Vodafone's presence on these markets, since this company is one of the leading and most reliable companies on these markets.

Another important distribution channel that the company should continue to develop is telemarketing. Verizon's telemarketing sales force relies on approximately 500 employees. The company should take advantage of the fact that it is one of the promoters of telemarketing distribution channel for wireless services. This distribution channel should be expanded due to a series of reasons, like:

Telemarketing is very convenient for the company's customers

Telemarketing is a low-cost channel that could help the company make significant cost savings, which can be invested in other areas

This distribution channel is expected to develop in the future period of time, which means that the timing is perfect for Verizon to expand this system

He company's web site hosts a web-based sales channel that presents similar advantages as the telemarketing distribution channel discussed above. The company's products are open for purchasing here. Given the fact that this channel is very suitable for the company's customers and that it requires low maintenance costs, it is recommended that the company expands this web-based distribution channel also. The expansion of this distribution channel requires minimum costs, but it provides maximal benefits.

Verizon has also developed a series of extranets for large corporations. However, there are very few customers using this distribution channel. Its benefits should be presented to potential customers. The benefits from attracting large corporations as customers using this distribution channel could be very strong, given the size of these companies.

Regarding indirect sales, Verizon currently relies on 25,000 retailers. It is recommended that these retailers are trained by the company in order to provide the best customer assistance possible. However, it is not recommended to increase the number of indirect retailers. If their number is increased, the company's degree of dependence on these retailers could increase, and the company could lose its negotiation power in certain cases.

Reference List

Verizon Wireless (2007). Wikipedia, the free encyclopedia. Retrieved November 30, 2007 at http://en.wikipedia.org/wiki/Verizon_Wireless.

3rd Quarter 2007. Earnings Conference Call (2007). Verizon Wireless. Retrieved December 1, 2007 at http://news.vzw.com/investor/events/2007/event_2007-10-29.html.

Annual Report (2006). Verizon Wireless. Retrieved December 1, 2007 at http://investor.verizon.com/financial/quarterly/index.aspx#link.

Telecommunications trends (2007). Plunkett Research. Retrieved December 1, 2007 at http://www.plunkettresearch.com/Industries/Telecommunications/Telecommunicationstrends/tabid/95/Default.aspx.

Verizon Wireless (2001). U.S. Securities and Exchange Commission. Retrieved December 1, 2007 at http://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001120994&owner=include&count=40.

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Title: I HAVE ALREADY SUBMITTED VERIZON WIRELESS FOR THIS PAPER The purpose a corporate annual report communicate stockholders interested parties financial statements The annual report a summary corporations operations previous 12 month time period states corporations plans future

  • Total Pages: 3
  • Words: 898
  • Bibliography:4
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: I HAVE ALREADY SUBMITTED VERIZON WIRELESS FOR THIS PAPER:
The purpose of a corporate annual report is to communicate to stockholders and other interested parties its financial statements. The annual report is a summary of the corporation?s operations over the previous 12-month time period and states the corporation?s plans for the future. Many annual reports are created to resemble a corporate brochure, using lots of pictures, color, charts and graphs. Despite the fancy look, the main purpose of the report is to provide the year?s financial data, which comes from the corporation?s accounting system.
Instructions:
Obtain a current annual report for any U.S. company you are interested in analyzing. You may download it from its Website or from the LRC database called Mergent Online. Each student must choose a different company to analyze; therefore, students must receive approval of the selected company from the professor by Week 5 of the class.
Write a 2-3 page paper in which you:
1. Discuss the organizational governance and structure for the company.
2. Explain the cash flow position and the primary sources and uses of cash.
3. Discuss whether or not dividends were paid to the shareholders and how management made this determination.
4. Explain whether or not you would invest in the company.
Your assignment must:
? Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
? Include a cover page containing the tile of the assignment, the student?s name, the professor?s name, the course title, and the date. State the company name and reporting period on which you will be reporting on the cover page, such as ?Coca-Cola, Fiscal Year 2010? The cover page and the reference page are not included in the required page length.
The specific course learning outcomes associated with this assignment are:
? Prepare transactions related to partnerships and corporations? stockholder equity, and issue the related financial statements.
? Determine the concepts for investments and the related accounting transactions.
? Prepare a statement of cash flows and report on investments in international operations.
? Use technology and information resources to research issues in financial accounting.
? Write clearly and concisely about financial accounting using proper writing mechanics.

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References

Mallin, C.A. (2011). Handbook on International Corporate Governance: Country Analyses, 2nd Ed. Northampton: Edward Elgar Publishing.

Bowen, W.G. (2008). The Board Book: An Insider's Guide for Directors and Trustee. New York: W.W. Norton & Company.

Thune, K. (2010, July 15.) Ask the Advisor: Savings vs. Investing Money in the Stock Market . Retrieved February 22, 2012 from Savings.com website: http://www.savings.com/blog/post/Ask-the-Advisor-Savings-vs.-Investing-Money-in-the-Stock-Market.html/. (February 22, 2012).

Verizon Communications. (2010). Verizon Communications, Inc. Annual Report 2010. Retrieved from: http://www22.verizon.com/idc/groups/public/documents/adacct/annual_2010.pdf

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Title: Critique the Creative Process

  • Total Pages: 3
  • Words: 968
  • Sources:2
  • Citation Style: APA
  • Document Type: Essay
Essay Instructions: The textbook discusses criteria or guidelines that can be used for evaluating the output from the creative process of advertising. Some of these concern factors that are not directly accessible and thus more difficult to evaluate, such as consistency with marketing and advertising objectives. However, answers to many of these questions are judgmental in nature and can be evaluated such as appropriateness for the target audience, communication of a clear and convincing message, whether the creative overwhelms the message, appropriateness for the media environment, and whether the ads are truthful and tasteful.

Choose a particular campaign, conduct some research on it in the business press or trade publications, and then evaluate the creative approach as well as some of the individual ads against these guidelines. Excellent sources of information that can be helpful in this assignment are the ad reviews that appear in publications such as Advertising Age, AdWeek, and BrandWeek.

Guidelines for evaluating creative output:
1. Is the creative approach consistent with the brand’s marketing and advertising objectives?
2. Is the creative approach consistent with the creative strategy and objectives? Does it communicate what it is supposed to communicate?
3. Is the creative approach appropriate for the target audience?
4. Does the creative approach communicate a clear and convincing message to the customer?
5. Does the creative execution keep from overwhelming the message?
6. Is the creative approach appropriate for the media environment in which it is likely to be seen?
7. Is the ad truthful and tasteful?

Campaign to be evaluated: Verizon Wireless http://www.youtube.com/watch?v=u-prMb6BdNs

There are other ads that are out to advertise the Verizon Wireless phones, choose as many as you like.

Length: 3 pages with resources and bibliography. APA format.

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Verizon Wireless Miniature Horse Commercial." YouTube.com

Retrieved 2 Mary 2008 at http://www.youtube.com/watch?v=u-prMb6BdNs

We add the pony commercial: Verizon Wireless Opens Network." (29 Nov 2007).

DHADM: Pop Goes the Culture. Retrieved 2 Mary 2008 at http://www.dhadm.com/content/verizon-wireless-opens-network-we-add-the-pony-commercial

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Title: Marketing Consumer behavior approx 100 words question Discussion Post 1 Identify types products fulfill give 2 Identify relationships consumers a brand 3 What difference surface level processing meaning level processing Why marketers concerned types processing Case Study approx 80 100 words question Case Outline

  • Total Pages: 3
  • Words: 937
  • References:4
  • Citation Style: MLA
  • Document Type: Research Paper
Essay Instructions: Marketing- Consumer behavior
approx 100 words per question.
Discussion Post
1. Identify the three types of needs that products can fulfill and give an example of each.

2. Identify the various relationships that consumers can have with a brand.

3. What is the difference between surface-level processing and meaning-level processing? Why are marketers concerned with these types of processing?


Case Study
approx 80 - 100 words per question Case Outline

. M-1 The Company
. M-2 Nextel?s Competitive Advantage
and they started refocusing on corporate customers. It will take time for the competition to catch up with Nextel. Nextel?s decade-old Direct Connect phone, made by Motorola (http://www.motorola. com), links users within a second at the push of a button. That?s a convenience construction workers, salespeople, and many others will

M-3 Boost Mobile pay a premium for. Today, competing technologies involve at least a
. M-4 The Company?s Financial Position
. M-5 Recent Developments
. M-5a New Spectrum
. M-5b New Technologies
. M-5c Mergers and Acquisitions
. M-5d The Aftermath
. M-5e A New Twist
Discussion Questions Notes
4-second delay to set up a call. On May 4, 2004, Nextel began offering push-to-talk nationally and internationally (instead of just regionally), and other new services are on the way domestically. Late in 2004, Nextel launched several new handsets featuring popular built-in cameras and sleek, small designs. And it continues to expand popular premium wireless-data applications, such as the @Road service, which helps truck-fleet operators locate vehicles through a global positioning satellite system.
Although only 20 percent of its 10.6 million subscribers use wireless data today, they pay more than $90 in revenues a month on average and defect at half the rate of other customers. Analysts predict that by 2010, 5.5 percent of Nextel?s revenues per user could
M-1 The Company come from wireless data, up from 1 percent in 2004.
Nextel is going after new users among the white-collar work- force, government employees, and even young consumers. Govern- ment workers?including first responders on the frontline in home- land security?are one of its fastest-growing sectors. And Nextel is deciding whether to pursue the 18- to 24-year-old market. By sell- ing Nextel phones via surfer shops and music stores, such as Bill- abong (http://www.billabong.com) and Wherehouse (http:// www.wherehouse.com), Nextel is testing whether it is worth risking its business-oriented brand image to capture the potentially high- margin youth market.
As the competition chased the booming consumer market over the?past few years, Nextel stuck to selling its unique walkie-talkie?like?service to business users in industries such as trucking, plumbing,?home repair, and construction. This strategy has paid off. It has?proved to be a remarkably popular mode of communication and?Nextel?s main differentiator. Indeed, many analysts credit it with?allowing the fifth-largest wireless carrier in the United States to?enjoy the industry?s lowest customer turnover and an average?revenue per user of at least $10 more than the other players. Indeed,?Nextel grabbed the coveted top spot in the 2004?s BusinessWeek Info?Tech 100 ranking. During one of telecom?s toughest years, Nextel scored $1.66 billion
Nextel?s competitive advantage may soon evaporate. AT&T in profit in 2002. It collects an average of $71 in revenues per Wireless (http://www.at&twireless.com), Verizon Wireless (http:// subscriber per month, compared with $50 at other carriers?and
703
Nextel, a FORTUNE 200 company based in Reston, Virginia, is a leading provider of fully integrated wireless communications serv- ices. It has built the largest guaranteed all-digital wireless network in the country, covering thousands of communities across the United States. Today 95 percent of FORTUNE 500 companies are Nextel customers. Nextel and Nextel Partners Inc. currently serve 297 of the top 300 U.S. markets where approximately 259 million people live or work. Nextel is the nation?s fifth-largest wireless company.
M-2 Nextel?s Competitive Advantage
7364, Shopper, Buyer, and Consumer Behavior: Theory, Marketing Applications and Public Policy Implications, Jay D. Lindquist - ? Cengage Learning
M-3 Boost Mobile
Boost Mobile (http://www.boostmobile.com), a division of Nextel aimed at young subscribers and ethnic groups, is ramping up. Boost Mobile, a prepaid service, added 132,000 customers in the first quarter of 2004, on top of 385,000 in all of 2003. In May of 2004, Nextel reported that it has 13 million subscribers.
M-4 The Company?s Financial Position
704 Case M Nextel (http://www.nextel.com)
its 2.1 percent monthly customer-defection rate is the lowest in an industry that averages a 2.6 percent monthly churn.
Operating performance remains impressive. In 2004?s first quarter, Nextel added 474,000 subscribers?about 15 percent of the overall industry?s total gains in that period. Nextel is gaining market share. Despite the vicious price-cutting that the industry is witnessing, Nextel?s income jumped 184 percent, to $591 million, on revenues that were up 31 percent, to $3.1 billion, in the quarter.
M-5 Recent Developments
M-5a New Spectrum
Because Nextel uses the same frequencies as police and fire depart- ments, all parties suffer from interference. The Federal Communi- cations Commission (FCC) has been trying for several years to relocate part of Nextel?s service to a different wireless spectrum. Doing so should allow Nextel to build a superfast network similar to those being constructed by rivals like Verizon Wireless, the number one U.S. wireless company. On July 8, 2004, the FCC made a decision to allot Nextel valuable new spectrum space (in the 1.9- gigahertz band) to carry its cell phone service. Under this agree- ment, Nextel will get the frequency in return for relinquishing some of its existing spectrum to police and fire departments and helping them relocate to the spectrum it is giving up. This upgrade will cost Nextel three times what it had originally offered for relocation. The deal ultimately is expected to cost $3.2 billion. On the bright side, having the new spectrum should allow Nextel to handle more voice calls, provide more advanced data services, and keep up with its rivals in the long run. Without the spectrum swap Nextel is likely to be at a competitive disadvantage because of its spectrum limita- tions?its existing spectrum did not have enough capacity to sup- port more voice calls and advanced services. Analysts agree that the company?s long-term survival now looks to be more ensured. Earn- ings should grow 45 percent this year, to $2.07 per share, on revenues of $12.9 billion.
M-5b New Technologies
Analysts say that the new technology, PPT, is likely to create waves in the cellular phone market. With PTT, the user can connect to another party simply by holding down a special button when talk- ing. The feature connects users within a few seconds, as opposed to 20 to 25 seconds with conventional cell phone dialing.
Verizon Wireless is charging $20 a month for the service. That price is likely to drop when other carriers enter the market. Building out a PTT service is not that expensive, costing well under $100 million for most carriers compared with the tens of billions they spent on networks allowing for more voice calls and other data services, such as interactive mobile games, which add only about $2 in extra revenue per user each month.
A May 2003 Yankee Group (http://www.yankeegroup.com) survey of 2,490 business users and consumers showed that 24 percent of them want the PTT function. That?s why Cingular (http://www.cingular.com), AT&T Wireless, and T-Mobile (http:// www.t-mobile.com) have partnered with equipment vendors Erics- son (http://www.ericsson.com), Nokia (http://www.nokia.com), and privately held Sonim Technologies to standardize the PTT technology. The standard would ensure that different carriers? cus- tomers can call each other using PTT. To counter this thrust, Nextel is working with Motorola, the creator of the unique iDen technol- ogy its network is based on, and wireless technology powerhouse
Qualcomm (http://www.qualcomm.com) on interoperability with technology used by Sprint PCS.
Nextel has another reason to worry. It has not paired up its walkie-talkie service with an IM-like screen, showing which of the users are available at a given time, as Verizon has done. And analysts say that is what will make the improved PTT service the next wireless killer application.
Nextel has some key advantages. Its service is easy and con- nections are fast. In contrast, a caller on the Verizon network has to wait 3 to 5 seconds to connect to the recipient. Then, a delay of several seconds occurs in between each person speaking and the voice actually coming through on the phone. Sonim says its PPT connection times will eventually be virtually instantaneous, con- necting in under a second like Nextel?s. Another barrier that Nex- tel?s rivals have to overcome is the dearth of PTT-enabled phones, which have a special button and better speaker quality. These rivals will have to find a way to get their customers to upgrade to new phones that cost, in the case of Verizon Wireless, $149.99 a unit for a Motorola V60p phone on a 2-year contract.
M-5c Mergers and Acquisitions
Sprint Corp. (http://www.sprint.com) and Nextel announced on December 15, 2004, a $35 billion deal to merge into the third- largest wireless powerhouse. With a market capitalization of $70 billion, the new Reston (Va.)-based Sprint Nextel hopes to gain the competitive advantage it needs to fight the two leading Bell-owned wireless giants?Cingular and Verizon Wireless. Cingular grabbed the number one spot in the wireless market with 47 million sub- scribers after its October acquisition of AT&T Wireless. And Ver- izon Wireless, the number two player, reached its 42 million users mark. Sprint, a distant third with 20 million customers, and num- ber five Nextel, with 14.5 million, need each other to hold their own. While Sprint has local and long-distance businesses in addi- tion to wireless, it does not have the scale to compete over the long haul with the Bells. And although Nextel has the wireless industry?s highest margins, its focus on a unique niche?PTT service to busi- ness users?is too narrow to sustain an independent company as the industry consolidates.
The long-term goals may be twofold. First, the deal allows Sprint Nextel to play a pivotal role in the coming convergence between traditional and wireless phones, web access, and video services. As the Bells race against the cable operators to sell con- sumers everything from voice to data to video, both sides need wireless phone services to sweeten their bundle of offerings. The Bells already own their own wireless companies, but the cable companies do not. Sprint Nextel can provide a ready-made wireless offering for cable companies. Second, the merger can compete against the Bells and cable operators in the market for converged services. The two wireless carriers together own enough airwaves, stretching coast-to-coast, to offer voice, data, and even video over next-generation wireless broadband technology, the WiMax standard.
The two companies seem to complement each other well. Nextel needs Sprint?s innovative know-how in creating new wireless data applications in mobile music, video, and games to go after the youth consumer market with its Boost Mobile brand. Sprint can expand in the business market by helping to bolster Nextel?s attempt to equip corporate campuses with communications serv- ices. Sprint?s long-distance networks, along with Nextel?s wireless offerings, give companies a more complete offering. Nextel uses a special wireless technology that no other carrier uses. Without Sprint, Nextel would have to build an entirely new network to offer customers email and video services that zip along at speeds of up to 300 kilobits per second. By using Sprint?s digital network, Nextel can save much of the $2 to $3 billion it would otherwise spend to build its own next-generation infrastructure.
M-5d The Aftermath
There were problems in the aftermath of the merger. For example, Sprint Nextel embarked on a marketing campaign that prompted an exodus of Nextel?s customers. The brand Nextel is trying to reinvent its image around a new slogan,??Sprint ahead,?? which does not mention Nextel at all. Also, rumors indicate that plans were made to eliminate the Nextel name from the sponsorship of the main NASCAR racing series, one of Nextel?s most successful brand- ing campaigns before the merger. The plan was to call it the NASCAR Sprint Cup. Of course, this plan did not materialze. Thank goodness! Analysts have criticized this move because cus- tomers are confused by the combined company?s brand. If you click on www.nextel.com, the browser takes you to the Sprint home page, and there is no mention of Nextel on Sprint?s home page. Nextel did not disappear, but seems to be taking a backseat in Sprint?s large conglomeration.
The slogan of the new Cingular/AT&T Wireless is ??raising the bar.?? Verizon Wireless?s advertising stressed its reputation for good service, and now Sprint Nextel settled on ??Sprint, together with Nextel.??
M-5e A New Twist
this is a cultural trend? If so, why and to what extent is it associated with other cultural trends? Tip: Use culture concepts (Chapter 11 and 12) to formulate your answer.

Sprint Nextel Corp. has started its own virtual community for wireless fans and foes?buzzaboutwireless.com. Many of the members so far seem to be Sprint Nextel subscribers, but you don?t have to be a subscriber to join. Members share their stories about their experiences with the carrier. Of course, not all stories are good. As a matter of fact, there are more bad than good stories. However, Sprint Nextel is using this virtual community to ??listen to the customer.?? The forum is also used to ask questions and get help on solving problems.

Discussion Questions

1. What is the target market that Nextel has focused on since its inception? Describe this market segment in demographic and psychographic terms. Tip: Use the demographic concepts found in Chapter 14 and the psychographic concepts found in Chapter 6 to formulate your answer.

2. What is the image associated with Nextel? Nextel is contemplating targeting young adult consumers. Do you think this is a wise strategy? Explain. Tip: Use the concepts of brand user image and consumer self-concept (Chapter 5) in formulating your answer.

3. How is Nextel perceived versus its major competitors in the minds of the young adult population? Can you predict brand preferences based on these perceptions? Explain. Tip: Use any of the multiattribute attitude models in Chapter 9 to formulate your answer.

4. One can hypothesize that more young adult consumers are cutting the cord (i.e., using cellular phones exclusively without having a wired phone in their homes). Do you think

5. Have you seen any of Nextel?s ads? How about ads related to any of Nextel?s competitors: Cingular, T-Mobile, Verizon Wireless, and so on? Can you evaluate the effectiveness of their ads? Tip: Use concepts and models from the communication and persuasion (Chapter 10) in formulating your answer.

6. Consider a typical family involving a father, mother, and two teenage kids?a market segment described as in the middle of the family life cycle. Suppose the family is now considering the purchase of a cell phone, possibly a family package. Who in the family is most likely to recognize the need for a cell phone? How can Nextel appeal to that segment of the consumer population? Who in the family is most likely to gather information about the various cellular carriers in the local area? How can Nextel appeal to that segment? Who in the family is most likely to evaluate the various carriers and recommend a carrier? How can Nextel appeal to that segment? Who in the family is most likely to make the purchase? How can Nextel appeal to that segment? Tip: Use concepts described in the household and family influences (Chapter 15) to formulate your answer.

7. Nextel and all of its competitors conduct satisfaction studies. Propose a study that can help Nextel assess the various sources of satisfaction and dissatisfaction with the purchase, use, maintenance, and disposal of cellular phones. Tip: Use concepts described in the consumption and postpurchase behavior (Chapter 4) to formulate your answer.

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Aisner, J. & Fournier, S. (1999). More than a name: The role of brands in people's lives. Harvard Business School Working Knowledge. Retrieved February 23, 2012 from http://hbswk.hbs.edu/archive/2598.html

Miller, A. (2010). Types of needs. PB Works. Retrieved February 23, 2012 from http://mktg343.pbworks.com/w/page/9973742/Types%20of%20needs

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