Read the article given below and answer the following Question:

Discuss the segment being targeted by Micromax and it's product differentiation. How do you think Micromax can develop a brand around a unique product differentiation amidst a cluttered product market today? Consider the concepts taught in class regarding the stage of the market and the product, customer behaviour, brand image etc.

2. Micromax IN series India launch on November 3. The Indian Express. Micromax has unveiled its latest IN series of smartphones as it finally makes a much- awaited return to the Indian market. Micromax has finally launched two of its smartphones - In Note 1 and In 1b, under its "in" smartphone series in India today. With these two smartphones, the company will lock horns with the likes of Redmi, Motorola and others," comments firstpost.com. Most of you will recall that Micromax was a well known brand till as recently as 5 years ago. It started in 1991 as a distributor of IT peripherals. They earned their marketing spurs by becoming the largest distributor for Nokia's PCO business. When Nokia decided to exit the segment, Micromax filled in the gap by manufacturing their own units. The gambit paid off with sales of 250,000 units while they had only sold 10,000 units a year of Nokia. In 2007, mobile revolution was taking place in India and Micromax decided to be a part of it. At the time, Nokia, Samsung, Sony, Lenovo, Apple etc. ruled the roost, so they decided to approach the business differently by focusing on innovation for the low-end, value conscious consumers, including the rural users. Their Dual SIM and larger battery features were run-away hits. They managed to hold on to their own by bringing in affordable innovations which were in sync with their identified target segment's interests. For example, their Bling range of cell phones designed stylishly were exclusively targeted towards ladies. Similarly they introduced dual SIM and QWERTY pad mobile phones. Clearly, they were successful in creating a perception of product differentiation in spite of not having a significant product feature differentiation. By 2012, Micromax had a dominant market share of 13% against 33% of the market leader, Samsung and ahead of Nokia and Karbonn with 8% share each. But things did not go well for them subsequently for several reasons. They began losing market share rapidly and by 2018, their share reduced to about 3%. Now they are back. Will they be able to create the Micromax magic once again? 2. Micromax IN series India launch on November 3. The Indian Express. Micromax has unveiled its latest IN series of smartphones as it finally makes a much- awaited return to the Indian market. Micromax has finally launched two of its smartphones - In Note 1 and In 1b, under its "in" smartphone series in India today. With these two smartphones, the company will lock horns with the likes of Redmi, Motorola and others," comments firstpost.com. Most of you will recall that Micromax was a well known brand till as recently as 5 years ago. It started in 1991 as a distributor of IT peripherals. They earned their marketing spurs by becoming the largest distributor for Nokia's PCO business. When Nokia decided to exit the segment, Micromax filled in the gap by manufacturing their own units. The gambit paid off with sales of 250,000 units while they had only sold 10,000 units a year of Nokia. In 2007, mobile revolution was taking place in India and Micromax decided to be a part of it. At the time, Nokia, Samsung, Sony, Lenovo, Apple etc. ruled the roost, so they decided to approach the business differently by focusing on innovation for the low-end, value conscious consumers, including the rural users. Their Dual SIM and larger battery features were run-away hits. They managed to hold on to their own by bringing in affordable innovations which were in sync with their identified target segment's interests. For example, their Bling range of cell phones designed stylishly were exclusively targeted towards ladies. Similarly they introduced dual SIM and QWERTY pad mobile phones. Clearly, they were successful in creating a perception of product differentiation in spite of not having a significant product feature differentiation. By 2012, Micromax had a dominant market share of 13% against 33% of the market leader, Samsung and ahead of Nokia and Karbonn with 8% share each. But things did not go well for them subsequently for several reasons. They began losing market share rapidly and by 2018, their share reduced to about 3%. Now they are back. Will they be able to create the Micromax magic once again