iWorld
Second time mobile buyers prefer upgraded handsets: Study
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MUMBAI: According to the IDC India Mobile Handsets Study 2005, current mobile users are willing to spend Rs 7500 on an average, while buying the next handset. The value added handset features are present in a fewer number of current handsets, but for a high proportion of handset users, some of these features are must have while buying the next handset. |
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The features most likely to drive up gradation of mobile handsets are integrated digital camera, FM radio and speaker phones, as per the study. “The average amount spend on the current handset is Rs 4500; thereby an additional Rs 3000 is likely to be spent while upgrading, a good news for the mobile manufacturers,” says User Research Group senior analyst Nikhil Pant.  |
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Mobile vendors are taking care to market the upgraded handsets among niche segments. Though service cost and relevance factor play a crucial role in the buying decision, marketers are increasingly targeting the specific user segments and the results are positive. “Most of the handset vendors are following the right communication mix by using these aspired features to sway the target audience,” observes head of User Research and Communication Research in IDC India Parijat Chakraborty, . “The value added services like MMS, WAP, GPRS, Tri-band etc., have also observed growing demand, but it is yet to develop any mass appeal. According to Parijat Chakraborty, “The wide-spread hype around these services is coming down among the mass, primarily due to high service cost and low relevance. However, among specific segments, these services are exhibiting high to very high demands. The handset marketers need to focus on segmented communication approach for these niche segments.”
The study also reveals some interesting facts on the handsets usage front. Average handset is used for one hour in a day for voice communication (incoming and outgoing calls). The average number of incoming calls received in a day is 12 while the average numbers of outgoing calls made are 8. It indicates the continuation of the dominance of landline-to-mobile calls vis-?-vis the other-way, as observed in previous studies as well. “The unsolicited calls from call centers for selling services and goods are also responsible for higher number of incoming calls,” Parijat comments. On the second most commonly used service, SMS, some changes were observed as compared to previous years. Average SMS users send 4 SMS in day on an average, while the number of SMS received is higher, at 6 in a day. The number of incoming SMS is high due to number of messages from Mobile service providers giving information about various downloads like ring tones and various contests. Other reason is the SMS received from Banks, Railways, and Airlines etc. IDC Mobile Handsets Study 2005 was conducted by taking a sample of 2,245 mobile users (both GSM and CDMA) spread across A/B and C Category circles. The study covered all the four metros and 10 other major cities from A/B and C circles. Socio-Economic Class A, B and C were covered in this study. Gurgaon-based IDC India provides technology intelligence, industry analysis and market data to builders, providers and users of IT. It is regarded as one of the industry’s most comprehensive resources on worldwide IT markets, trends, products, vendors, and geographies. IDC delivers insights and advice on the future of e-business, the Internet and technology to help its clients make sound business decisions. IDC is a subsidiary of IDG, the world’s leading Technology, Media, Research, and Event Management company. |
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
