C H O O L 9 - 7 0 2 -4 2 7 REV: O CTO BER 2 6 , 2004 O R JA N S O L V B L L •M ICHAEL E . P O R T E R Finland and Nokia When an inventor in Silicon Valley opens his garage door to show o ff his latest idea, he has 50% o f the world market in front o f him. When an inventor in Finland opens his garage door, he faces three feet o f snow. — J.O. Nieminen, CEO of Nokia Mobira, 1984 Until the 1990s, Finland was considered a remote and sleepy country in the northeastern corner of Europe, lying
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ingenuity, The Nokia Corporation is a multinational communications and information technology corporation. From this corporate giant’s headquarters, which are located in Espoo, Finland, they press tirelessly toward a 4 point strategy: build a new winning mobile ecosystem in partnership with Microsoft, bring the next billion online in developing growth markets, invest in next-generation disruptive technologies and increase focus on speed, results and accountability. Primarily Nokia is known for mobile
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founded on concepts drawn primarily from industrial organization (IO) economics, IB theory and microeconomics. The first part of the thesis gives an overview of the U.S. and European mobile phone markets and the second part focuses specifically on Nokia, its actions and performance on the U.S. market. The findings reveal that the U.S. and European mobile phone markets are fundamentally different. Firstly, while in Europe several parallel sales channels exist, the U.S. market is dominated by mobile
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Case Analysis --HTC Corp.in 2009 Class: Competitive Marketing Strategy Student Name: Fisher Yu 1. Evaluate HTC’s performance to date. What are its competitive advantages and vulnerabilities? Be sure to elaborate on HTC and its competitors’ positioning on performance and cost. Financial performance of HTC compared with its main competitors For this part, we will be using ROA (return on assets), ROE (return on equity), and profit margin to evaluate HTC’s abilities to generate profits
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According to Gartner market research showed that In PC area, HP (market share 19.6%) and Acer (market share 13.3%) have became major competitors of Apple in fourth quarter of 2010, in the smartphone operating system area major rivals of Apple are Nokia Symbian (44,3%), Blackberry RIM (19.4%) and Google Androids(9.6%) compare with iPhone OS of Apple(15.4%) in first quarter of 2010. Those competitors’ products are set up different price to distinguish different level to satisfy different customers’
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Nokia Introduction Nokia is the world leader in mobility. They make a wide range of mobile devices, services and software that enable people to go beyond communications to navigation, music, video and more. Nokia is not only the world leader in mobile phones. They are also the world’s largest camera manufacturer and a leader in digital music. Mobility has the power to help economies grow and societies develop. It is changing the world, in developed and developing countries alike. Their vision is
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is rather strong at Nokia is their Research and Development (R&D) teams. Nokia knows in order to compete effectively in the mobile computing and communications industry, they have to devote a great deal of time and resources to R&D.[i] As of December 2008, Nokia had a strong R&D presence in 16 countries, employing 39,350 people in this functional area. That number represents approximately 31% of Nokia's total workforce, which shows the importance placed on R&D.[ii] The Nokia Research Center focuses
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THE MARKETING STRATEGY OF NOKIA Contents EXECUTIVE SUMMARY 3 INTRODUCTION 3 CURRENT SITUATIONAL ANALYSIS 4 PESTEL analysis: 4 SWOT analysis: 7 DIFFERENTIAL ADVANTAGES 8 RECOMMENDATION 11 MARKETING STRATEGIES AND PROGRAMMES 11 Segmentation: 11 Targeting: 12 Positioning: 12 Marketing strategy: 12 OBJECTIVES 14 RECOMMENDED MARKETING MIX 14 Product: 14 Price: 14 Place: 15 Promotion: 15 BENEFITS OF THE RECOMMENDED OBJECTIVE TO THE STAKEHOLDERS 15 CONCLUSION 16
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planning systems are used in order to make companies work more efficiently, they may restrict organisations from showing their true potential by stifling innovative thinking. There are other theorists that state that listening to closely to markets and strategies can create a barrier to commercialising new technology and lead to reduced competitiveness. (Ferrell and Lukas 2000). In order to truly understand and analyse whether innovative thinking is being constrained by strategic planning systems, it is
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Intro In August 2006, Vertu, a maker of premium mobile phones and a subsidiary of Nokia, the world's largest mobile phone maker, announced that it was unable to meet the demand for its luxury phones and would increase its production capacity in the near future. The mobile phones, or personal communication instruments, as they were referred to in the company's communications, were priced between US$ 4,900 and US$ 50,000 (as of 2006). The phones were handcrafted with high quality components including
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