Abstract
Abstract With the rapid advancement of electronics and high technology in this current climate, along with the introduction of high speed mobile data in the form of 3G and the accompanying infrastructure, the wireless industry has entered a period of extreme growth and accelerating expansion.According to Tri Reach Research, the smart phone sector of the mobile industry will grow over 30% in 2010, expanding to 300 million users by the year 2012 which will account for 37% of the overall mobile handset sales of that year. Recent market changes in this industry have created an atmosphere of intense competition; new entrants and aggressive pricing strategies battle for market share and profitability.In this warring mobile industry, HTC is both a leader and a pioneer in innovative business models, and advanced technology, ushering in an era in HTC history of high-profit, and high growth even when facing unprecedented challenges. In the face of such intense competition ahead, HTC had to step up to the challenge and adjust its branding strategy.In early 2010, HTC implemented its new branding worldwide and established 2010 as a key year in its brand de-velopment, in some areas more than doubling sales and expanding its brand marketing worldwide. This will distance itself from the competition with its in-novative strategy, propelling HTC to be the second largest smart phone brand globally by 2012. However, in order to realize the goal of the expansion of the HTC brand, product design, technological leadership, and cost structures alone will not allow HTC to truly surpass the competition.Differentiation occurs at the service level and will show how HTC delivers added values to its customers, making after-sales care a key factor in succeeding in this industry. Analyzing the current market of smart phones, our data about other major brands will show how we can leverage their customer service solutions. Utilizing customer experience, we will examine their service through the lens of es-tablished models such as Porter’s five market forces, and SWOT analysis. Major competitors will be benchmarked to identify strategies and patterns in the industry to reveal where HTC can differentiate itself, distancing its past of being only an OEM supplier. Furthermore, this study will use staff brainstorming, Kano modeling, and Quality Function Deployment (QFD) to develop forward-looking and differentiated after sales direction and service solution proposals to establish systematic customer service strategies and program development models.