netrashetty
Netra Shetty
Palm, Inc., was a smartphone manufacturer headquartered in Sunnyvale, California, that was responsible for products such as the Pre and Pixi as well as the Treo and Centro smartphones. Previous product lines include the PalmPilot, Palm III, Palm V, Palm VII, Zire and Tungsten. While their older devices run Palm OS Garnet, four editions of the Treo run Windows Mobile. In early 2009 Palm announced a new operating system, webOS, replacing the original Palm OS Garnet in their newest devices.[3]
On April 28, 2010, HP announced that it had agreed to acquire Palm for $1.2 billion.[4] The deal was completed on July 1, 2010.[5] The Palm global business unit will be responsible for webOS software development and webOS based hardware products, from a robust smartphone roadmap to future slate PCs and netbooks.
ews about consumers’ discontent with banks has been pervasive in the media lately, and a new report published by Mintel, the global leader in market and consumer intelligence, finds that consumers might be willing to act on that dissatisfaction and look for alternatives to their traditional checking accounts.
In Mintel’s recent survey, 19% of respondents overall stated that they would be interested in using prepaid cards to pay bills, rather than a banking account.
More importantly, 25% of households earning more than $100K per year, the more profitable and desirable customers for banks, agreed that they would be interested in using prepaid cards. Their main motivation was to avoid overdraft and/or other types of banking fees.
“This is significant, because if banks were to lose mass affluent customers, it could have a considerable impact on their bottom lines,” states Susan Menke, Ph.D., vice president and behavioral economist at Mintel Comperemedia.
“This means that the traditional category of the ‘underbanked,’ previously characterized by lower-income households and recent immigrants, now has the potential to include individuals with higher incomes who are leaving their banks for less traditional ways of handling their financial transactions.”
What are the most popular ways for prepaid providers to offer incentives to attract this new class of customer? According to Mintel, approximately six in 10 people say they would be interested if a rebate or cashback were offered for using the prepaid card and seven in 10 find purchase discounts at merchants to be an attractive offer.
“There are a number of trends that appear to be springing out of dissatisfaction with the banking system, and the use of prepaid cards could be indicative of a larger trend – that customers are becoming more open to using new or unfamiliar methods for conducting their transactions,” adds Susan Menke.
he Industry at a Glance chapter provides a brief snapshot of the key indicators of the industry such as industry revenue and forecast growth rate.
The Industry Performance chapter covers the following: Executive Summary, Key External Drivers, Current Performance, Industry Outlook and Industry Life Cycle. The Executive Summary section is a brief summary of the overall chapter. The Key External Drivers section looks at the key factors outside the control of an individual business that determine the industry's performance. The Current Performance section provides analysis for the industry over the past five years with key performance indicators discussed. The Industry Outlook section is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts. The Industry Life Cycle section provides a discussion of where the industry is at in its life cycle and how that is affecting industry performance.
The Products & Markets chapter covers the following: Supply Chain, Products & Services, Major Markets, Globalisation & Trade and Business Locations. The Supply Chain section lists the key buying and key selling industries associated with this industry. The Products & Services section lists the products and services the industry provides including percentage breakdowns by key segment. The Major Markets section gives an analysis of the markets for the industry's products and how these markets may have changed over time. The Globalisation & Trade section provides a discussion of the level of globalization and the importance of trade to the industry. The Business Locations section highlights where the industry operates and why.
The Competitive Landscape chapter is a discussion of the characteristics of an average operator in the industry and who controls the market for the products of the industry. It includes the following sections: Market Share Concentration, Key Success Factors, Cost Structure Benchmarks and Barriers to Entry. The Market Share Concentration section discusses the level of concentration of the industry. The Key Success Factors section looks at the key internal factors that contribute to the success of an operator in the industry. The Cost Structure Benchmarks section discusses the average costs faced by operators in the industry. The Barriers to Entry section looks at the factors preventing new companies from entering the industry.
The Major Companies chapter analyses the companies that have the most substantial influence on the industry. Market Share figures and a discussion of the major companies operations within the industry are given where possible.
The Operating Conditions chapter covers the following: Structural Risk Index and Investment Requirements. The Structural Risk Index section provides an indicator of the level of risk faced by operators in the industry. The Investment Requirements section is an analysis of the level of capital investment required to operate in the industry.
The Key Statistics chapter provides the key indicators for the industry for at least the last three years. The statistics included are industry revenue, industry value added (or gross product), establishments, enterprises, employment, exports, imports, wages, domestic demand and any relevant industry-specific data where appropriate.
On April 28, 2010, HP announced that it had agreed to acquire Palm for $1.2 billion.[4] The deal was completed on July 1, 2010.[5] The Palm global business unit will be responsible for webOS software development and webOS based hardware products, from a robust smartphone roadmap to future slate PCs and netbooks.
ews about consumers’ discontent with banks has been pervasive in the media lately, and a new report published by Mintel, the global leader in market and consumer intelligence, finds that consumers might be willing to act on that dissatisfaction and look for alternatives to their traditional checking accounts.
In Mintel’s recent survey, 19% of respondents overall stated that they would be interested in using prepaid cards to pay bills, rather than a banking account.
More importantly, 25% of households earning more than $100K per year, the more profitable and desirable customers for banks, agreed that they would be interested in using prepaid cards. Their main motivation was to avoid overdraft and/or other types of banking fees.
“This is significant, because if banks were to lose mass affluent customers, it could have a considerable impact on their bottom lines,” states Susan Menke, Ph.D., vice president and behavioral economist at Mintel Comperemedia.
“This means that the traditional category of the ‘underbanked,’ previously characterized by lower-income households and recent immigrants, now has the potential to include individuals with higher incomes who are leaving their banks for less traditional ways of handling their financial transactions.”
What are the most popular ways for prepaid providers to offer incentives to attract this new class of customer? According to Mintel, approximately six in 10 people say they would be interested if a rebate or cashback were offered for using the prepaid card and seven in 10 find purchase discounts at merchants to be an attractive offer.
“There are a number of trends that appear to be springing out of dissatisfaction with the banking system, and the use of prepaid cards could be indicative of a larger trend – that customers are becoming more open to using new or unfamiliar methods for conducting their transactions,” adds Susan Menke.
he Industry at a Glance chapter provides a brief snapshot of the key indicators of the industry such as industry revenue and forecast growth rate.
The Industry Performance chapter covers the following: Executive Summary, Key External Drivers, Current Performance, Industry Outlook and Industry Life Cycle. The Executive Summary section is a brief summary of the overall chapter. The Key External Drivers section looks at the key factors outside the control of an individual business that determine the industry's performance. The Current Performance section provides analysis for the industry over the past five years with key performance indicators discussed. The Industry Outlook section is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts. The Industry Life Cycle section provides a discussion of where the industry is at in its life cycle and how that is affecting industry performance.
The Products & Markets chapter covers the following: Supply Chain, Products & Services, Major Markets, Globalisation & Trade and Business Locations. The Supply Chain section lists the key buying and key selling industries associated with this industry. The Products & Services section lists the products and services the industry provides including percentage breakdowns by key segment. The Major Markets section gives an analysis of the markets for the industry's products and how these markets may have changed over time. The Globalisation & Trade section provides a discussion of the level of globalization and the importance of trade to the industry. The Business Locations section highlights where the industry operates and why.
The Competitive Landscape chapter is a discussion of the characteristics of an average operator in the industry and who controls the market for the products of the industry. It includes the following sections: Market Share Concentration, Key Success Factors, Cost Structure Benchmarks and Barriers to Entry. The Market Share Concentration section discusses the level of concentration of the industry. The Key Success Factors section looks at the key internal factors that contribute to the success of an operator in the industry. The Cost Structure Benchmarks section discusses the average costs faced by operators in the industry. The Barriers to Entry section looks at the factors preventing new companies from entering the industry.
The Major Companies chapter analyses the companies that have the most substantial influence on the industry. Market Share figures and a discussion of the major companies operations within the industry are given where possible.
The Operating Conditions chapter covers the following: Structural Risk Index and Investment Requirements. The Structural Risk Index section provides an indicator of the level of risk faced by operators in the industry. The Investment Requirements section is an analysis of the level of capital investment required to operate in the industry.
The Key Statistics chapter provides the key indicators for the industry for at least the last three years. The statistics included are industry revenue, industry value added (or gross product), establishments, enterprises, employment, exports, imports, wages, domestic demand and any relevant industry-specific data where appropriate.