The main problem lies in the ability of Nokia against the iPhone price. Nokia struggled down Lumia 900 retail price of U.S. $ 450, U.S. $ 200 cheaper than the iPhone.
Data were collected from IHS iSuppli which calculates the price of parts. Apple generated sales of nearly twice as much on each sale of the iPhone than Nokia Lumia. This is due in full control of the supply chain components. Apple today result is the hard work for a decade.
The market share is difficult to control. Android has a large share of the market. The issue is simply which companies are stuck on the flag first, instead of building a business that generates profit.
Apple has approached suppliers and manufacturers for several years until they could be a market leader. Component products remains the best at lower prices. In fact, Apple can provide sophisticated advanced electronic technology to keep a large profit. This makes Apple products so much more profitable.
Apple was able to push sales of its products through its own Apple Store retail chain. This adds extra points to iPhone margins sales which are not cut out the retail side.
The atmosphere of the Apple store is also well designed to give a different feel than when a prospective customer tries Nokia Lumia for the first time. Apple designed the futuristic space while Nokia was busy selling through Best Buy's website without the direct sales service.
The first impression is very important. With more than 363 retail stores, Apple could give greater depth impression of products to customers. Edges increase sales.
If you compare the IOS and Android, Apple sells fewer device types. But, they still make a profit. Google generates more than the iPhone, but with the whole operation.
According to The Next Web, Nokia could try to re-beat the market. Efforts to boost Nokia popularity is too late. They have lost because of missed the transition from a phone with basic needs to the smartphone era. Lulled too long on older products. The rivals have moved long ago mastered the supplier to retail sales.
