...Nokia Corporation Company Profile Publication Date: 27 Aug 2010 www.datamonitor.com Europe, Middle East & Africa 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7551 9090 e: euroinfo@datamonitor.com Americas 245 5th Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Asia Pacific Level 46 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8088 7405 e: apinfo@datamonitor.com Nokia Corporation ABOUT DATAMONITOR Datamonitor is a leading business information company specializing in industry analysis. Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas...
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...the project-Consumer analysis driven market analysis pursued by NOKIA,SAMSUNG and LG mobile phones. Abstract-In recent year,adoption of mobile phone devices dramatically increased so fast in india. Having a mobile phone,during 1990,in india considered as luxury. It was owned by rich class businessmen and officers. But reduction in service charges and cost of the handset made it ubiquituos throughout india. Now,Mobile phones have become a part of life of every indian people. It totally realized indian consumers’ hidden needs about to take care of business works and beloved ones. It unveiled other unsought needs likewise messaging,recreation,gaming,and surfing internet etc. due to the other benefits mobile phone s are no longer a device only to make a call but also for other stuffs. Nowadays mobile phones are purchased not only on the basis of its core benefit but also on the basis of its other multi featured facilities. Introduction-India has come in a close second in the sale of mobile phones in the year 2006.china has led the race of mobile sales being the heighest in the world. In India however,the GSM phones rule over the CDMA Handsets. Leading the categories are Nokia, SAMSUNG,LG,SONY Ericssion,MOTOROLA and blackberry. GSM handsets are more preferred over CDMA handsets because of its attribute of portability with every SIM cards. But only three major mobile phone manufacturing companies rule over Indian mobile phone device market named as NOKIA corporation,SAMSUNG electronics...
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...Unit 3 Vertu Case SWOT analysis Kaplan University School of Business MT460 Management Policy and Strategy Lionel McMillon Prof. Andryce Zurick SWOT Analysis of Vertu Modern SWOT Analysis A SWOT analysis undertakes an external and internal evaluation of Vertu’s business environment; it is an essential part environment, policy planning process. Strengths * Is a major player in the mobile market through its majority possession of Symbian shares? * Nokia has cost advantages compared to other mobile phone companies * The Brand status of Nokia is probably one of the top brands globally (Kwong & Wong, 2011). Weaknesses * The N-Gage is seen as a flop * Being the market principal and its high role in Symbian is giving the company a bad picture, just like Microsoft in the PC sector. * The brand is slow in adopting new ways of thinking. For example in clamshell phones which are favored by many customers. * Leverage its communications to get favor and a stronger status with carriers (Kwong & Wong, 2011). Opportunities * enhance their presence in CDMA industry, which they are * New developing markets where product adoption still has space to go, like India and other countries. * Use its infrastructure strategy to get first choice and a stronger status with carrier (Kwong & Wong, 2011). Threats * Delay in the game in 3G causes a risk to be surpassed by leaders such as Motorola, LG, NEC and others and...
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...together as team, therefore we had decided that Nokia product (7210) would be the choice for our research. I. COMPONENTS OF MARKETING PLAN: Company Background: The enormous telecommunication giant Nokia was founded by Fredrik Idestam in 1865. In 1992, Nokia is focused on wireless and wired telecommunications business. In 2002 Nokia launches its first 3G phone (Nokia 6650). In 2007 Nokia recognized as 5th most valued brand in the world. Nokia Siemens Network produce telecommunications network equipments, solutions and new internet services brand. Now Nokia had 112,262 employees in 120 countries, sales in more than 150 countries and global annual revenue of 51.1 billion Euros and operating profit of 8.0 billion as of 2007. It is the world's largest manufacturer of mobile telephones: its global device market share was about 39% in 2008. Nokia produces mobile phones for every major market segment and procedure, including GSM, CDMA, and W-CDMA. In the phone industry, Nokia are the world's best selling phone Nokia’s strengthened. It’s lead as the No. 1 wholesaler in the market during 2000 with shipments growing 66 percent over 1999. Some of the company's success was attributed to a strong second half in 2000 when 59 percent of sales happened. Table below which shows market share of Nokia: 1. Nokia (34.7%) 2. Motorola(15.5%) 3. Samsung(9.6%) 4. Siemens(8.8%) 5. Sony-Ericsson(6.4%) Competition in the market: Nokia will have lots of competition in the phone market...
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...Assignment 1: Business Analysis Abstract Alcatel Lucent Technologies is a builder of network base stations, towers, and end to end networks IP solutions for the construction of 3G/4G wire and wireless technologies. Alcatel-Lucent Technologies have unique research environment; Bell Labs. Employments benefits and multi-cultural environment are key merits at Alcatel-Lucent Technologies. Workforce reduction process and lack of strategic business decision are the main drawbacks of Alcatel-Lucent Technologies. With Nokia acquiring of Alcatel-Lucent Technologies, a new giant company is formed to better compete with infrastructure telecommunications as Cisco, and Ericson. Keywords: Alcatel-Lucent, Bell Labs, Business, Multi-cultural Assignment 1: Business Analysis Alcatel-Lucent is leading converged IP networking, ultra-broadband access, and could technologies company. On November 30, 2006, Alcatel-Lucent Technologies merge occurred by 25-billion-euro balance. It employed about 80,000 people worldwide and has annual revenue of about 16 billion euros. Alcatel-Lucent technologies combined two giant companies - Alcatel and Lucent Technologies. Lucent Technologies was spun off from AT&T while Alcatel parent company was CGE (la Compagnie Générale d’Electricité). Alcatel-Lucent Technologies Business Performance Three factors, either economic, social, or both, impacting the performance of the organization you selected Bell labs innovations have a unique research environment...
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...Abstract: The roots of Nokia go back to the year 1865 with the establishment of a forestry industry enterprise in South-Western Finland by mining engineer Fredrick Idestam. While in the year 1898, witnessed the foundation of Finnish Rubber Works Ltd, and in 1912, Finnish Cable Works began operations. Gradually, the ownership of this two companies and Nokia began to shift into hands of just a few owners. Finally, these three companies were merged to form Nokia Corporation in 1967. [1] Nokia Corporation engages in the manufacture of mobile devices and mobile network equipment, as well as in the provision of related solutions and services worldwide. The company has four main business functions or segments: Mobile Phones, Multimedia, Enterprise Solutions, and Networks. The Mobile Phones segment provides various mobile voice and data devices. This segment offers mobile phones and devices based on GSM/EDGE, 3G/WCDMA, and CDMA cellular technologies. The Multimedia segment offers mobile devices and applications with multimedia connectivity over GSM, 3G/WCDMA, WLAM etc. Role of Strategy: Every company on a small level with very low risk or a multinational company with much more to lose than just money on the line have to have a strategy to make its name in the world with other companies in mind. Strategy is as important in an organisation like walking for a human. Behind every successful organisation there is a strategy. “It may be hard for an egg to turn into a bird: it would...
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...Case analysis of Nokia in 2010-Szu-Han Wang Introduction Nokia was formed 140 years ago in Finland and now the company has become the leading mobile manufacturer in more than 120 countries across the globe. The paper presents the detailed analysis of the internal and external business environment of the Nokia Company. Macro environment: Macro environment reflects those factors that are in direct control of the business. PEST analysis completely evaluates the macro environment for Nokia. PEST analysis corresponds to the political, economic, social and technological factors responsible for making any changes to the business. Political Mobile phone market is facing licensing issues like 3G/4G and new regulations. There are great security regulations. Nokia have to work within market regulations and maintain the flexibility to achieve higher network access. Economic The recent recession has adversely affected the consumer buying power thus lowering the overall sales. Another important economic factor affecting the Nokia economically is the higher costs of raw materials. These costs affect the overall costs of the products. Social Consumer is the king and its preferences can alter the selling pattern of any products. Nokia should consider the consumer demands and preferences and must include them into its products. Technological There is change of industry standards and operational frameworks. Nokia must work with telecom infrastructure providers to explore new markets. Micro Environment...
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...of Business, U.C. Berkeley NOKIA – It’s tough being #1 NOKIA – It’s tough being #1 HAAS SCHOOL OF B USINESS, UC B ERKELEY M ARKETING FOR HIGH TECH ENTREPRENEURS FALL 2001 ANDREW ISAACS Prepared by: Jill Alvidrez, Peimin Chi, Nipul Chokshi Sarang Dalal, Steve Sinha, Rahul Shah, Nancy Suh 1 Haas School of Business, U.C. Berkeley NOKIA – It’s tough being #1 2 Haas School of Business, U.C. Berkeley NOKIA – It’s tough being #1 TABLE OF CONTENTS INTRODUCTION ........................................................................................................................... 4 INDUSTRY OVERVIEW................................................................................................................ 5 VALUE CHAIN .................................................................................................................................. 5 PLAYERS .......................................................................................................................................... 5 INDUSTRY GROWTH RATES .............................................................................................................. 6 NOKIA MARKETING STRATEGY............................................................................................... 7 INDUSTRY TRENDS.................................................................................................................... 10 KEY D ECISIONS FACING NOKIA ................................
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...Porter’s Five Forces Analysis | Developed | Emerging | Rivalry within an industry | High- Apple, Samsung, RIM- well positioned competitors | Low in the remote areas specially India, High in urban areas in other emerging countries due to influx of Chinese and Korean manufacturers. | Bargaining Power of customers | High due to switching costs being low, existence of variety of phones. | Low in rural areas and high in urban areas due to the price sensitivity. | Bargaining power of suppliers | Low- Nokia manufactures the phones themselves and controls the distribution | Low in urban areas and medium in rural areas due to dependence on local distributers | Threat of new entrants | Low- existing brand royalty and high paced innovation required. | Low in rural areas – inaccessible due to location and low marginMedium to high in urban areas due to low barriers of entry. | Threat of substitutes | High- low switching costs and not much product differentiation. | Low in remote areas as limited options availableHigh in urban areas- low switching costs and limited product differentiation | Based on this analysis, we believe that emerging markets are more attractive than developed markets mainly because of lower threat of entrants and substitutes and lower bargaining power of suppliers and customers. Analysis of Nokia’s strategy using functional approach | Emerging | R&D | * GSM/3G expertise * Limited range (e.g. 50 new models v 120 for Samsung)...
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...Weakness—Nokia in UK 1 Burning cash ( Nokia: Three Big Problems, 2012) Nokia’s Net Cash went down 24% in one year. From page 5 of the earnings Release: “Year-on-year, net cash and other liquid assets decreased. ‘The company’s prospects in both phone categories don’t look stellar. And bad things happen to cash when the market loses confidence in a company’s future: vendors want to be paid more quickly, customers become more hesitant, all precipitating a crisis’( Nokia: Three Big Problems, 2012) 2 System defects Nokia isn’t fast enough on its software development. ‘Symbian’s architecture is complicated and weird, and its attempts at running a touchscreen horrendously lousy.’ (Nokia’s problem, 2010) That is true that when all of the same industry chooses to give up the old-fashioned system of Symbian and start running Android, Nokia is still running the Symbian system.When he realized that the system problems have seriously affected its development, Nokia finally choose a replacement system---Windows phone 7, but there is strong objection of Windows Phone 7. 3 Poor design of smart phone (low performance) Nokia realized that smart phone is becoming trend of mobile industry and started to produce smart phone. However is not very successful because of its low performance of smart phone. ‘If Microsoft is building its own smartphone, Nokia will race RIM to the deadpool’(Wilhelm, A, 2012) ‘It’s fact that Nokia has failed to build hardware that ignited the Windows Phone platform;...
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...11 Product 12 After Sales Service 12 Distribution Network 13 Future Focus 14 The Road ahead 15 References 16 Appendix 17 Key Micromax Models 17 Manufacturing Plans for Indian Handset Players: 18 Introduction In this short project report, we've attempted to explore the strategies adopted by Micromax, the leading domestic handset maker of India, which enabled them to penetrate into the Indian mobile handset market and mark a niche for themselves. We've presented a brief overview about the Indian mobile handset industry and a background about the company taken for study (Micromax). A SWOT analysis has been done and we tried to bring out the key strengths, weaknesses, opportunities & threats as a result of that analysis. We also did a comparative study of Micromax along with two major competitors, (one established player – Nokia & one upcoming player – Karbonn), in aspects including their promotion strategies, product varieties, distribution network and after sales service. We attempted to conclude this study by presenting the road ahead for Micromax as we perceive. Industry Overview The Indian mobile handset market has grown by more than 35.00% since 2009, majorly propelled by devices priced in the range of Rs 2,000 to Rs 5,000. The contribution of medium ASP (Average Selling Price) devices increased from 34.48% for the 12-month period ended December 31, 2008 to 45.03% for the 12-month period...
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...NOKIA – Market Analysis Marketing Management Project This document contains NOKIA’s detailed analysis in Marketing. Sundaram Vasudevan Abhishek Kadian Abhimanyu Chhikara Animesh Mukherjee Sanjay Agarwal Avika Sood 11/07/11 INDEX CONSUMER BEHAVIOR AND THE MOBILE EXPERIENCE ------ 1 ANALYSING EXTERNAL ENVIRONMENT ------------------------- 4 COMPETITORS AND ANALYSIS OF THEIR BEHAVIOR --------- 6 MARKET SEGMENTATION ------------------------------------------ 8 NOKIA BRAND POSITIONING -------------------------------------- 11 MARKETING MIX ----------------------------------------------------- 12 NOKIA – Market Analysis Consumer Behavior and the Mobile Experience The study included multiple behavioral factors using a sample of over 12000 subjects in India. Surprising to many, the old belief that teenagers don’t access the mobile Internet or buy mobile apps is false. In fact, 45+ year-olds are the fastest growing adopters of these mobile services. Mobile phones and other consumer electronics products impact consumer behavior for business and pleasure. Summary of Latest Mobile Consumer Behavior Results Smart-phones and the phones with fancy feature like music player, camera are changing mobile consumer behavior. The customer mostly found mobile Internet a great thing to use. Minorities who don’t own personal computers own mobile phones for texting, Internet access and taking photos. Mobile devices are their computers. This is...
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...Supplemental In-Depth Integrative Case Nokia Targets the Base of the Pyramid One of the most widely used clichés in the world of business is the so-called 80/20 rule. In the realm of sales, the rule is sometimes interpreted as “80 percent of our sales come from 20 percent of our customers.”1 One recent business theory that has challenged this rule is the so called BOP or Bottom of the Pyramid perspective, developed and popularized by C.K. Prahalad.2 It refers to the around 4 billion people at the bottom of the economic pyramid with a purchasing power of US$2,000 per year or less. Prahalad and colleagues have proposed that these low-income consumers represent great potential but require a unique mix of pricing, promotion, low cost delivery, and effective communication in order to successfully reach.3 The key to selling to BOP consumers is that an MNC strategy be affordable, accessible, and socially driven. Nokia is one company that is taking this perspective seriously. Business interest in BOP markets is rising. Multinational companies have been leaders in this trend, especially in food and consumer products. And large national companies have also taken a leadership role, proving to be among the most innovative in meeting the needs of BOP consumers and producers, especially in such sectors as housing, agriculture, consumer goods, and financial services. And small start-ups and social entrepreneurs focusing on BOP markets are rapidly growing in number. But perhaps the strongest...
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...Supplemental In-Depth Integrative Case Nokia Targets the Base of the Pyramid One of the most widely used clichés in the world of business is the so-called 80/20 rule. In the realm of sales, the rule is sometimes interpreted as “80 percent of our sales come from 20 percent of our customers.”1 One recent business theory that has challenged this rule is the so called BOP or Bottom of the Pyramid perspective, developed and popularized by C.K. Prahalad.2 It refers to the around 4 billion people at the bottom of the economic pyramid with a purchasing power of US$2,000 per year or less. Prahalad and colleagues have proposed that these low-income consumers represent great potential but require a unique mix of pricing, promotion, low cost delivery, and effective communication in order to successfully reach.3 The key to selling to BOP consumers is that an MNC strategy be affordable, accessible, and socially driven. Nokia is one company that is taking this perspective seriously. Business interest in BOP markets is rising. Multinational companies have been leaders in this trend, especially in food and consumer products. And large national companies have also taken a leadership role, proving to be among the most innovative in meeting the needs of BOP consumers and producers, especially in such sectors as housing, agriculture, consumer goods, and financial services. And small start-ups and social entrepreneurs focusing on BOP markets are rapidly growing in number. But perhaps the strongest...
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... Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned by NTT with the balance of shares owned by public investors. By 1993 mobile subscribers surpassed the 5 million mark, and consumer growth has been...
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