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- Presented by
- Group 1: Fabio & Co:
- Jean, Ed, Athena, Phil, Dawn, SQ & Fabio
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- History & Products
- Culture
- Personnel
- Financial Information
- Research & Design
- Marketing
- Strategies
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- Finnish company, founded in 1865
- Early concentration in pulp, paper & electricity generation
- Rubber products, industrial cables
- Electronics (1960-70’s) TV & parts
- Technology sector (1980’s) cellular
- Digital, Wireless networks (1990’s)
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- Strong leadership, risk-takers
- Embrace innovations
- Establish key political, social & business connections
- Self-reliance for survival
- Expansion & diversification-able to anticipate key changes
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- Flat network
- Collective, inclusive process for decision making
- All employees involved in decision making process
- Empower the employee
- Share ideas with other employees and management
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- Diversity
- Creative thinking
- Original problem solving
- Innovative products and services
- Staff manages diversity
- Respect, value and benefit from differences
- Cross-functional teams of 5-7 members
- Combines different styles, experiences, views, and skills
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- Nokia values their largest resource…their employees
- Performance management
- Continuous learning
- Management trainee programs
- Coaching
- Participation in different teams
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- “Nokia Way”
- Small groups, rotation, Interaction
- Nokia Research Center (NRC)
- Employs 55,000 people, 1/3 of Nokia’s workforce
- 35% of Nokia’s expenses
- Worldwide
- Cooperation
- Proxemics
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- IP transport optimization with Beijing University (China)
- Internet 6 with several partners (China)
- OMM synchronization for 4G with Kelo University (Japan)
- New mechanical solutions for future mobile terminals with Yokohama
National University (Japan)
- Ubiquitous computing technologies with Waseda University (Japan)
- Multi-mode radio architecture platform for enhanced 3G (EU)
- Multi-carrier CDMA transmission techniques for integrated broadband
cellular systems (EU)
- EUREKA network (EU)
- Expressive messaging with the Swedish Institute of Computer Science
(Sweden)
- Formal methods in protocol engineering with Tampere University of
Technology (Finland)
- Future radio access with the University of Oulu, (Finland)
- Virtual Centre of Excellence in Mobile & Personal Communications
(UK)
- Non-stop real-time Linux with the University of Helsinki (Finland)=
li>
- peer-to-peer applications with Budapest University of Technology and
Economics, (Hungary)
- Quality Management Research with the University of Limerick, (Irelan=
d)
- WCDMA/UTRA-FDD mode with Aalborg University, (Denmark.)
- Project Oxygen with MIT (US)
- Rice everywhere network with Rice University (US)
- Research projects with the University of California, San Diego (US)<=
/li>
- Semantic web with several partners (US)
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- Sustenance of corporation through interests in numerous fields.
- Facilitated by open business policies in Finland
- Internal strategy of creating cohesion, teamwork and community while
maintaining a degree of self-reliance.
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- Advocacy of GSM as European mobile phone standard in late 1980s.
- Sole focus on telecommunications at the end of the 20th
century
- Interests in other industries sold.
- Goal of “establishing a market-leading presence in every global
market”.
- Cooperation on key initiatives
- Open Mobile Alliance (OMA)
- Determines standards for mobile technology
- Digital Home Working Group
- Facilitates the sharing of content among electronics manufacturers=
.
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- Expansion of high and low end product lines
- 40 new products
- Focus on innovation and design
- Some new phones lacking in features
- Two Austrian providers did not offer new 3G Nokia phones to their
customers.
- 2G Nokia phones were bestsellers.
- Company restructured into four divisions
- Mobile Phones, Multimedia, Networks and Enterprise Solutions.
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- Chief strategies
- Enhance mobile voice and multimedia
- Furnish businesses with more mobility
- Opportunities
- Several opportunities for growth in areas with much demand or poten=
tial
for demand.
(ex. WCDMA network in Bahrain)
- Mobile multimedia
- Intent to seize opportunities arising from the convergence of
technologies. (ex. Nokia Ngage, mobile gaming)
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- Ngage
- Developed with Sega
- Runs on Symbian OS
- Vulnerable to virus attacks
- Sales hindered by Nokia’s use of proprietary technology.
- Joined GSM Association
- GSMA intends to “promote, protect and enhance the interests of
GSM mobile operators throughout the world.”
- Greater focus on mid and lower range devices.
- Profit increase opportunities in Asia
- Strategy : “Expanding domains such as gaming, imaging and
enterprise applications.”
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- In January 2004, Nokia reorganized its overall business structure to
better align itself with its business strategy.
- Nokia outlined its strategy for growth in the expanding multimedia a=
nd
enterprise markets while continuing to capitalize on the mobile voice
market.
- Chairman and CEO Jorma Ollila stated that in order for Nokia to main=
tain
its competitive edge, the focus on Nokia’s growth strategy was
fundamental. "With our new structure, we will be aligned to foc=
us
on market opportunities through meeting end-user and customer needs,
developing end-to-end solutions and realizing economies of scale&quo=
t;
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- Product Development
- Marketing leadership
- Strong brand
- Low cost of production
- Lost market share
- Nokia networks
- Enterprise center and Nokia Ventures
- Wireless handset performance
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- China & Asia-Pacific region
- Market growth
- New technologies
- Enterprise market
- Threats
- Strong competition
- Market saturation in Europe
- Microsoft
- Virus
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- A dominant leader in m. phone market; 35% (2003)
- Global sales surged 40% in ‘04 (1st half)
- However, Nokia’s sales fell by 14%
- Market share plunged to 29%; for the first time, below 30% since the
late ‘90s
- Competitors taking big bites
- Nokia is in trouble
- Its dominance coming to an end?
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- Underestimated “clamshells”, sticking with “candy
bar”
- Arrogance
- Paid scant regard to consumers and competitors
- Ignored the popularity of camera phones
- Lost its edge in design
- Failed to keep abreast of trends and fashions
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- Became a target for everyone else in the industry
- Vulnerable to imitators
- Vulnerable to specialist players that can customize phones for speci=
fic
demands
- Network operators, wary of being too reliant on Nokia, increasingly
turning to smaller vendors from Asia
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- Focused too much on “smart phones”, taking its eye off m=
ain
biz-mobile phones
- Threat of Microsoft
- Neglected midrange phones-the hottest growth sector
- Reorganization for smart-phone focus
- Smart phones sales “disappointing”
- Fighting long-term wars at the cost of today’s battles can be
damaging
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