Cell Phone Products and Services

Cell phone industry is one of the fastest growing market platforms in the retail market arena. The report below describes business description, and industry analysis for my e-business which will deal with cell phone products and services.

The analysis will consider the e-business in terms of operation, mission statement, goals and SMART objectives as well as value proposition of the e-business. Besides, the report also looks at competition, strategic mapping and overall industry outlook in the cell phone industry.

It is agreeable that there is an increase in the number of mobile phone users globally. The e-business for this market will therefore thrive on the idea that owing to advanced technology, the demand in the market is springing from consumers’ desire to keep pace with the new technologies.

As Popescu indicates, necessity for new phone technologies is driving the growth of the cell phone industry (82). This increases the market size and buyers of cell phone worldwide, and offers a platform for e-business to thrive.

Mission statement

The mission statement for my e-business will be the provision of outstanding products and services. It will use internet retailing efficiently to provide product and services in an efficient manner. One of the goals of the business will entail appreciating the role on online platforms while providing product information, and relatively low prices for products and service.

The latter will be the three most important components that will drive its success. The mission statement reflects the great strides the e-business will take in ensuring that provision of better and unmatched services.

Besides, another goal will be to ensure the sustainability of the e-business idea. This will be carefully ingrained in its mission and structure. This will act as a mechanism of ensuring that its e-business ideology and principle are implemented.

It is imperative to highlight that the missions of the e-business will be built on core values that define its services and products. As aforementioned, the mission statement of outstanding customer service will further denote the goal of responsibility of the e-business in fostering effective service delivery.

It is important to note that the goals will be guided by the SMART objectives. Crucial to this will be the specific objective of the e-business which will be to provide outstanding products and services to clients. As such, it will be significant to determine answers for the six “W” questions of why, which, when, where what and who.

Besides, the goals the business has set will be measurable. To monitor progress, determine whether or not targets have been met and to attain goals, questions such as “how many” and “how much” will be asked.

Business Model

The e-business will adopt the most established business models called low-cost model. Woźniak calls it “Ryanair” (160). The aim of using this model as its name suggests is to drive sales to a higher level by charging very low prices.

Low customer acquisition cost drives significant sales volumes. The e-business will then gain from bank card charges, advertising and sales among other ancillary sources. It will drive out cost by configuring its business model.

Market analysis

Jun indicates that besides the internet, one of the fastest growing industries in the global market arena is the cell phone industry (63). Its market has massively expanded across the globe over the years with various changes in product technology and design.

As it stands now, statistics show that the wireless cell phone industry’s growth in the United States stands at about 182 million devices from the figure of 24 million in 1994 (Mariola, Sławomir, and Wiesław 65). The number of mobile phone users in the US has also expanded to over 162 million (Mariola et al. 65).

It is vital to mention that the cell phone industry still remains a major profitable segment. It has over the years maintained its competitiveness. For example, over 1200 wireless companies have been formed.

Statistics show that they make up to of $100 billion in revenue each year. Bjork indicates that the ability of these companies to make huge profits hinges on their potential towards innovation and creation of new products (107). My e-business will capitalize on new technologies, affordability of products and provision of better services in order to remain competitive in the market.

The article by Mariola, et al. points towards segmentation and targeting of a market as an important component that when appropriately implemented, may enhance a business’ competitive advantage (62). The e-business will target clients in the US and in particular teenagers as well as small and large businesses.

The intention of targeting these groups is to ensure that its products are easily identified, market segments corrected and market mix applied to maximize profits. Besides, the e-business will select potential locations where a mixture of low class, middle class and upper class cell phone users are and can buy its products and services. In these segments, a business organization may be able to market and carry out promotions of its products.

Competitor analysis

In recent years, the landscape of mobile wireless industry has shown intense competition from the many mobile companies already established. Competition has been due to unique offerings such as integrated communication services, government, business and consumer customers’ broadband wireless needs from service providers such as Nextel and Sprint Communications Inc. Currently, about six top companies of over 50 cell phone firms control more than 70% of the cell phone market (Caro et al. 81).

Those companies offer stiff challenge and competition to new and already existing firms. Indirect competition will emanate from SBC Communications, Erickson and Motorola. Direct competition will therefore come from the following companies:

  1. T-Mobile Wireless
  2. Nextel Wireless
  3. Sprint Wireless
  4. AT&T Wireless
  5. Cingular Wireless
  6. Verizon Wireless
Direct competitor Indirect competitor Future Competitor
Nextel Wireless Motorola AT&T Inc.
Sprint Wireless Erickson
Verizon Wireless

Sources of competitive advantage

Some of the sources of competitive advantage for the e-business are its mission, goals, and objectives. These entities are very precise. They act as the major guiding tools for its development and growth. With all the competitors in the market, the mission to offer quality products and services is actually a major element of strength.

Besides, the e-business will cultivate new technologies which are highly authentic and of great demand by consumers. As a marketing and sustainability strategy, this will bring and maintain consumers to the products and services being offered.

It is crucial to mention that the most important aspects of any business entity is the management’s ability to identify the different opportunities it faces at different periods. In an entrepreneurial sense, the e-business will determine unexploited niche upon which to lay its business enterprise.

Though competitors thrive in the market based on experience, quality seems to be missing and this serves as an indicator of a possible business opportunity that could be exploited.


In order to operate effectively, the e-business will adopt a dedicated hosting service for its portfolio. This will allow effective control and supply of enough bandwidth and equally permit faster and safer online operations. In addition, it is relatively cheap to set up such a system.

Works Cited

Bjork, Christopher. “Zara wakes up to online sales.” Wall Street Journal 26.4(2010): 104-139. Print.

Caro, Felipe et al. “Zara uses operations research to reengineer its global distribution process.” Interfaces 40.1 (2010): 71-89. Print.

Jun, Sun. “Rethinking e-commerce service quality: does website quality still suffice?” Journal of Computer Information Systems 55.4 (2015): 62-72. Print.

Mariola, Mariola, Sławomir Sławomir, and Wiesław, Wiesław. “Forming relationships on the e-commerce market as a basis to build loyalty and create value for the customer.” Management 19.1 (2015): 57-72. Print.

Popescu, Gheorghe. “E-commerce effects on social sustainability.” Economics, Management & Financial Markets 10.1 (2015): 80-85. Print.

Woźniak, Jacek. “Trust and e-commerce in the Ukraine and Poland in the eyes of young urban professionals.” Review Of International Comparative Management 16.2 (2015): 159-176. Print.