Nokia final

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  • The main strategy of the Nokia Corporation is based on growth, efficiency and profitability and focuses on several things.
  • Initial market share and it rapidly fell off
  • Laggard: a person who makes slow progress and falls behind others.
  • a change in the form of a word (typically the ending) to express a grammatical function or attribute such as tense, mood, person, number, case, and gender.
  • Notespls check docu.
  • 1.nokia should launc android phones.. 2.apps on lumia is less...so it should be increase... 3.in apps u can't share video..eg.whats app....:) 4.peoples need update at least once in 2 months... reduce operating costs so they are able to be more flexible/profitable with the price of products.
  • Nokia final

    1. 1. BY ASHA priya goud Gitam institute of management Gitam university.
    2. 2. Nokia Corporation is a Finnish multinational communications corporation.  Focused on wired and wireless telecommunications.  It is the world's largest manufacturer of mobile telephones.   A leading end-to-end infrastructure supplier  World's largest manufacturer of mobile phones  More than 55 000 employees  Net sales USD 20 billion 1999  Market capitalization value over USD 200 billion
    3. 3. Industry: Telecommunications,  Nokia connects people to each other Internet, Computer software   Nokia is a world leader in mobile   Products: Mobile phones, Smart communications and manufacturer Founded: Tampere, Finland (1865)  The information easy-to-use and phones, Mobile Computers, Networks,  innovative products like mobile phones, devices and solutions for imaging, games, media and Services: Software, Online services businesses.  Revenue: ▼ €40.99 billion (2009)   Operating income: ▼ €1.197 billion and services to network operators (2009)  Net income: ▼ €891 million (2009)  Employees: 125,859 (March 31, 2010) and corporations. Total assets: ▼ €35.74 billion (2009)  Nokia provides equipment, solutions  It has held the most market share since 1998.  In 2009, Nokia global annual revenue of €41 billion and operating profit of €1.2 billion.
    4. 4.  Nokia's strategy has always been built on looking forward and trying to predict the future.  The main strategy of the Nokia Corporation is based on growth, efficiency and profitability and focuses on several things.  It also emphasizes on sustainable environmental development that can be used to offer the best products to the final consumer.
    5. 5. • • • • • • • • Nokia’s industry dominance is behavioral, not structural Upstream innovation Open standards, strategic coalitions, and skillful supplier channel and partner management Solidified own strengths and weakened powerful competitors Downstream innovation Segmentation, branding and design Filled shelves with new and innovative products to dominate categories, become ubiquitous, and used its brand to sell new products and help penetrate new markets Utilized preemptive strategies Co-opted with most of its actual or potential rivals
    6. 6.  With all the technology available in the communications market it is obvious that Nokia will have lots of competition they include: * Sony Ericsson * Samsung * Motorola * Siemens  sales occurred. 1. Nokia 37.2% (34.7% 1Q02) 2. Motorola 17.3% (15.5%) 3. Samsung 9.8% (9.6%) 4. Siemens 8.5% (8.8%) * Panasonic * NEG * Sagem and * Toplux 5. Sony-Ericsson 5.2% (6.4%)
    7. 7. Sony Ericsson, 8.3 Others, 17.7 Nokia, 40.3 LG, 9.2 Motorola, 9.3 Samsung, 15.2
    8. 8.  #1: Failure of Symbian OS and Wrong Deal with Windows  #2: NOKIA Became Laggard in Smartphone Market  #3. Losing Market Share on Both Ends.  #4. Failure to Implement the Right Umbrella Branding Strategy
    9. 9. Personality counts Brand name/ Brand development Research & development Mass production
    10. 10. Everyone wants to know the secret to Nokia’s success… – Luck? – Brilliant management? – An organizational structure that makes it more pragmatic, focused, and flexible. “As important as Nokia’s historical strategies may be to illustrate its dogged persistence and innovation and bold first mover strategy, they explain little of Nokia’s success. Nokia’s secret code’ cannot be found in it historical strategies but in its strategic history.”
    11. 11. Strengths Weakness Brand awareness. o Technology leader in manufacturing mobiles. o Market leader. o Presence across 150 countries.  Effective advertising and market communication. o o o o o o Not good at software. Performance of symbian os is lackluster. Increasing dissatisfaction levels with its smart phone. Very weak in market share in terms of android. Service centers are very few in India
    12. 12. Opportunities o Huge loyal customer base o Huge presence in developing countries. o As standards of living in India has increased, the purchasing power of people is increasing as well, so Nokia has to target right customers at right time to gain most out of the situation. Threats o Rapidly changing industry. o Chances of missing inflection point is high. o Entry of new players. o Eg: google into nexus Mircomax, karbon and lava. o Increased use of android version
    13. 13.  Smart phones are the future, and Nokia is basically nowhere in smart phones  Mobile is a platform business, and Microsoft's Windows Phone platform is basically nowhere  Nokia's business and culture are entirely different than Microsoft's, and Nokia is massive.  Nokia doesn't (yet) make tablets, which are another big growth area.  Nokia and Microsoft are both losing money on their mobile businesses.  Becoming a hardware maker is a major change of strategy for Microsoft, and it will likely kill any remaining hope that Windows can become a ubiquitous smart phone platform like Android.
    14. 14.  Limited Mobiles can be released.  OS has to be user-friendly.  More no of application have to be free of cost.  Upgrade their technology and also use winwin strategy.  Nokia should adopted the new technology in touch plus making new application like android.  Nokia should adopt the new styles and using fancy bodies for their mobile sets with beautiful colors.
    15. 15.  Too often, companies mistake their values, assets or internal processes for a core competence  A core competence is a bundle of skills, technologies and/or strategic assets that is integral to success  Nokia focused on identifying its core competencies, looking for opportunities beyond the boundaries of its current
    16. 16.  Nokia’s core competencies of finding the right person, brand development, R&D and mass production have played a vital role in their success  Its leadership position is a result of paying close attention to market needs and taking chances at the right time

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