VOLUME NO. 3 (2013), ISSUE N O. 12 (DECEMBER ) ISSN 2231-1009 A Monthly Double-Blind Peer Reviewed (Refereed/Juried) Open Access International e-Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, ProQuest, U.S.A., EBSCO Publishing, U.S.A., Cabell’s Directories of Publishing Opportunities, U.S.A., Open J-Gage, India [link of the same is duly available at Inflibnet of University Grants Commission (U.G.C.)], Index Copernicus Publishers
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EN Case No IV/JV.12 ERICSSON / NOKIA / PSION / MOTOROLA Only the English text is available and authentic. REGULATION (EEC) No 4064/89 MERGER PROCEDURE Article 6(1)(a) INAPPLICABILITY Date: 22/12/1998 Also available in the CELEX database Document No 398J012 Office for Official Publications of the European Communities L-2985 Luxembourg COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 22.12.1998 In the published version of this decision, some information has been omitted pursuant to Article
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urban market. The rural market is not sleeping any longer. We are.”1 – Adi Godrej, Chairman, Godrej Group of Industries To expand its presence, Nokia is planning to launch a new service ‘Nokia Life Tools’ that would provide information on market price, weather, etc., to information-starved farmers. While the idea is not new, the challenge in front of Nokia is to convert the 70 million rural mobile users in using its service, amidst competition from local input dealers and ITC e-Choupal that offers
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company’s strategy from the relatively safe market of innovative, premium-priced computers into the highly competitive markets of consumer electronics. This case explores this profitable but risky strategy. Note that this case explores in 2008 before Nokia had major problems with smartphones – see Case 9.2 and Case 15.1 for this later situation. Early beginnings To understand any company’s strategy, it is helpful to begin by looking back at its roots. Founded in 1976, Apple built its early reputation
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Introduction to bench marketing If a company is to be successful, it needs to evaluate its performance in a consistent manner. In order to do so, businesses need to set standards for themselves, and measure their processes and performance against recognized, industry leaders or against best practices from other industries, which operate in a similar environment. This is commonly referred to as benchmarking, in management parlance. The benchmarking process is relatively uncomplicated. Some knowledge
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Communicating Corporate Social Responsibility - A Discussion of the CSR Phenomenon and CSR Communication, With Empirical Focus on NOKIA Author: Martin Lykke Jacobsen (271128) Supervisor: Dorrit Bøilerehauge June 2006 MA in International Business Communication – International Marketing, Communication & Public Relations (Cand.ling.merc. – International Informationsmedarbejder) Faculty of Language and Business Communication, English Department, Aarhus School of Business Table of Contents
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3.1 Nokia Networks 1. Product Variety: What Nokia Network offers to the customers is obviously various, including: * Products * Customer Experience Management (CEM) * Evolved Packet Core * And so on. * Solutions for service providers * Multilayer Optimization * Multiservice IP Backbone * And so on. * Service for mobile broadband * Expert advantage * Capacity Optimization * And so on. http://networks.nokia.com/portfolio
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for comparison were Nokia and Motorola. There reason behind choosing these two companies is that both the companies were taken over by some big heads in the technology market, Microsoft bought Nokia and Google bought Motorola and it was happened almost at same time. So I believe this would be the best comparison that I can do from the recent times. When Microsoft acquires Nokia then it started releasing products with the name Microsoft in place of Nokia, for example Nokia Lumia is one of the
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Detergent wars: Nirma, Wheel & Ghari HLL entered India in 1957 and was the undisputed leader in detergent space. Surf was the most selling detergent in India. However in 1980's Surf suffered huge losses at the hands of a new and small firm, Nirma Chemicals. Nirma was launched in 1969 and its primary focus was to create a good, branded product at affordable prices. The product was priced far lower than the market leader - Surf. Nirma caught the attention of the middle-class and lower middle
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itself many allies among the local carriers, further accelerating its market share declines here. Nokia's "my way or the highway" approach with its handsets didn't sit well with the carriers, who were entertaining more nimble players like Motorola. Nokia instead receded into a niche brand with a few loyal fans. The company set up its own shops in major cities such as New York, selling its phones directly to consumers without a contract, which meant a high non-subsidized price that only a small set
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