The document discusses Nokia's declining position in the smartphone market and the need for change. It notes that Nokia is "standing on a burning platform" facing multiple threats including intense competition from Apple and Android. This has caused Nokia to fall behind in innovation and lose market share. The CEO states that Nokia has "poured gasoline on its own burning platform" and lacks accountability. He argues that together the company must transform its strategy and rebuild market leadership, or risk failing like the man on the burning oil platform who was forced to jump in order to survive.
This Presentation is all about one of the world's biggest and top mobile manufacturing company-SAMSUNG. It deals with the history, establishment and how the company is considered to be the supreme power in its area.
This Presentation is all about one of the world's biggest and top mobile manufacturing company-SAMSUNG. It deals with the history, establishment and how the company is considered to be the supreme power in its area.
CES 2016 Recap: The Autonomous 4K VR 3D IoT Drone AwakensDavid Berkowitz
What were the most important trends, themes, and technologies at CES 2016? The Consumer Electronics Show this year featured massive partnership announcements from car brands, fast drones, immersive virtual reality experiences, and much more. See what matters most for technologists, marketers, and others in this roundup.
Music Like Water: Gerd Leonhard at A2N 2009 BerlinGerd Leonhard
All-together-now (A2N) was a great place to talk about the Future of the Music Industry. Finally, here's a place to discuss real innovation in the music industry. A summary:
* Legalize it: a public, collective, open License for the use of Music online
* Collaborative efforts to develop new, web-native revenue streams
* A new social contract for Content
These days customising mobile app development enables you with modern age sophistication that add values to your software service. So choose #Maxtra for a better experience. https://www.maxtratechnologies.com/mobile-application-development
I am student
University Name Federal urdu univesity Islamabad
About Nokia company
Why nokia company fail in the market?
My way of research project case study
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
The need of innovation and knowledge as the most valuable asset in the processKoenraad Seys
The pressure is on innovative capacity. Everybody agrees. Trends indicate shorter product or service life cycles. Customer satisfaction is short lived. Earlier than ever they want something new. Building on experience or a long lasting competitive advantage is less an option. However innovation can only be realised and delivered with a motivated team of knowledgeable people having sufficient entrepreneurial blood so they want to go and explore. They will explore the fundamental needs of existing and potential customers, but also their capacity to be creative and learn new skills and techniques and optimise team interaction. Younger employees tend to have higher education than previous generations. They are skilled in new technology however lack experience.
Learning and knowledge exchange or sharing patterns will need an upgrade. Not only is experience still an asset, existing workforce will need to work longer careers than previous generations. Increasing age and life expectance, decreasing numbers of younger people will require all of us to make longer careers. Understanding added value of all team members will become key differentiator for teams, groups and companies to maintain their market postion. We summarised the reasons for investing in innovation, knowledge creation sharing and new approaches to come to products and services in a slide doc stuffed with facts and figures about the need for investing in what is most probably the strongest sustainable asset you will ever have.
With the annual hype fest known as the Consumer Electronics Show (CES) finishing up last week, now seems an instructive time to reflect on the hype cycle around technology and trends.
Many mistaken predictions all point to the imperfection and impermanence of the prediction business. For tech trends in particular, such as those being hatched last week at CES, it’s a perilous endeavor with few (if any) sure-fire winners and even fewer all-knowing prognosticators.
CES 2016 Recap: The Autonomous 4K VR 3D IoT Drone AwakensDavid Berkowitz
What were the most important trends, themes, and technologies at CES 2016? The Consumer Electronics Show this year featured massive partnership announcements from car brands, fast drones, immersive virtual reality experiences, and much more. See what matters most for technologists, marketers, and others in this roundup.
Music Like Water: Gerd Leonhard at A2N 2009 BerlinGerd Leonhard
All-together-now (A2N) was a great place to talk about the Future of the Music Industry. Finally, here's a place to discuss real innovation in the music industry. A summary:
* Legalize it: a public, collective, open License for the use of Music online
* Collaborative efforts to develop new, web-native revenue streams
* A new social contract for Content
These days customising mobile app development enables you with modern age sophistication that add values to your software service. So choose #Maxtra for a better experience. https://www.maxtratechnologies.com/mobile-application-development
I am student
University Name Federal urdu univesity Islamabad
About Nokia company
Why nokia company fail in the market?
My way of research project case study
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
The need of innovation and knowledge as the most valuable asset in the processKoenraad Seys
The pressure is on innovative capacity. Everybody agrees. Trends indicate shorter product or service life cycles. Customer satisfaction is short lived. Earlier than ever they want something new. Building on experience or a long lasting competitive advantage is less an option. However innovation can only be realised and delivered with a motivated team of knowledgeable people having sufficient entrepreneurial blood so they want to go and explore. They will explore the fundamental needs of existing and potential customers, but also their capacity to be creative and learn new skills and techniques and optimise team interaction. Younger employees tend to have higher education than previous generations. They are skilled in new technology however lack experience.
Learning and knowledge exchange or sharing patterns will need an upgrade. Not only is experience still an asset, existing workforce will need to work longer careers than previous generations. Increasing age and life expectance, decreasing numbers of younger people will require all of us to make longer careers. Understanding added value of all team members will become key differentiator for teams, groups and companies to maintain their market postion. We summarised the reasons for investing in innovation, knowledge creation sharing and new approaches to come to products and services in a slide doc stuffed with facts and figures about the need for investing in what is most probably the strongest sustainable asset you will ever have.
With the annual hype fest known as the Consumer Electronics Show (CES) finishing up last week, now seems an instructive time to reflect on the hype cycle around technology and trends.
Many mistaken predictions all point to the imperfection and impermanence of the prediction business. For tech trends in particular, such as those being hatched last week at CES, it’s a perilous endeavor with few (if any) sure-fire winners and even fewer all-knowing prognosticators.
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Running head: APPLE ENVIRONMENTSL SCAN 1
Running head: APPLE’S ENVIRONMENTSL SCAN 4
Title
By
Apple’s Environmental Scan
Economic factors and trends
Apple is one of the fastest growing companies that had blossomed into a well recognizable consumer name for electronic devices globally. Apple operations depend and performance significantly on global and regional economic conditions (Apple Inc., 2016). Their components are manufactured in other countries. Some of these countries include, Korea, Japan and Taiwan, but their products are assembled in China (Wright, A., 2012). Even those Apple is seen as a status symbol of financial stability for the elite and others, there are many others that built their self-esteem off of owning Apple products. Unemployment is a big key factor in the financial dealing with Apple’s products. In 2015, economists are projecting that unemployment rate will fall to a low of about 4.7% by the end of 2016 (Zumbrun, J., 2015). Their predictions were close, as of the end of October of 2016; unemployment rate in the United States was at 4.9% (U.S. Bureau of Labor Statistics, 2016).
Political, Regulatory and legal factors and trends
Earlier this year, Apple wrestled with the U.S. Government over unlocking a suspected terrorist Iphone. The FBI and the U.S. Department of Justice, solicited Apple as the suspect has a code on their phone. Apple’s Iphones enables users to set up a passcode to lock out intruders. If the code is entered incorrectly in excess of ten times, then the phone will automatically delete the data on it. Apple’s fear was that by the government requesting them to unlock this one phone, that this was a privacy violation (Rash, W., 2016). These fears of Apples became the same-shared views among iphone users. Giving the government access would allow them to future access for any reason.
Societal factors and trends
A person’s family, friends and even colleagues can serve as a strong contributor to a person’s choice of mobile phone. Today’s youth are more into electronics. Teenagers have more economic clout than that of their predecessors (Grant, I.J., and Graeme R.S., 2006).
Technological factors and trends
The survival and the competitiveness of Apple Inc. is a result of its ability to innovate new technologies. Since the time of its formation, they have relentlessly developed new technologies. It started at the lowest point, but is now one of the top technology companies. The success of the company is attributable to strong and favorable internal environment, which entails such elements as the organizational structure, culture, mission and vision and also the coordination among different departments within the company (O'Grady, 2009). Apple Inc. has a culture of innovation and invention (O'Grady, 2009).
It is a company that is capable of producing a steady stream of innovative products an ...
Is The Platform Of Wholesale Distribution Burning?Dirk Beveridge
Distributors of all sizes are facing transformational market forces that have the ability to force once strong and proud businesses to to take leaps they are not prepared to take.
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1. Hello there,
There is a pertinent story about a man who was working on an
oil platform in the North Sea. He woke up one night from a loud
explosion, which suddenly set his entire oil platform on fire. In
mere moments, he was surrounded by flames. Through the smoke
and heat, he barely made his way out of the chaos to the
platform's edge. When he looked down over the edge, all he could
see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react.
He could stand on the platform, and inevitably be consumed by
the burning flames. Or, he could plunge 30 meters in to the
freezing waters. The man was standing upon a "burning
platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary
circumstances, the man would never consider plunging into icy
waters. But these were not ordinary times - his platform was on
fire. The man survived the fall and the waters. After he was
rescued, he noted that a "burning platform" caused a radical
change in his behaviour.
We too, are standing on a "burning platform," and we must
decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard
from our shareholders, operators, developers, suppliers and from
you. Today, I'm going to share what I've learned and what I have
come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points
of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors,
more rapidly than we ever expected. Apple disrupted the market
by redefining the smartphone and attracting developers to a
closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25
percent; by 2010 it escalated to 61 percent. They are enjoying a
2. tremendous growth trajectory with a 78 percent earnings growth
year over year in Q4 2010. Apple demonstrated that if designed
well, consumers would buy a high-priced phone with a great
experience and developers would build applications. They
changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a
platform that attracts application developers, service providers
and hardware manufacturers. Android came in at the high-end,
they are now winning the mid-range, and quickly they are going
downstream to phones under €100. Google has become a
gravitational force, drawing much of the industry's innovation to
its core.
Let's not forget about the low-end price range. In 2008,
MediaTek supplied complete reference designs for phone chipsets,
which enabled manufacturers in the Shenzhen region of China to
produce phones at an unbelievable pace. By some accounts, this
ecosystem now produces more than one third of the phones sold
globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what
happened at Nokia? We fell behind, we missed big trends, and we
lost time. At that time, we thought we were making the right
decisions; but, with the benefit of hindsight, we now find
ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a
product that is close to their experience. Android came on the
scene just over 2 years ago, and this week they took our
leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we
are not bringing it to market fast enough. We thought MeeGo
would be a platform for winning high-end smartphones.
However, at this rate, by the end of 2011, we might have only one
MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-
competitive in leading markets like North America. Additionally,
Symbian is proving to be an increasingly difficult environment in
which to develop to meet the continuously expanding consumer
requirements, leading to slowness in product development and
3. also creating a disadvantage when we seek to take advantage of
new hardware platforms. As a result, if we continue like before,
we will get further and further behind, while our competitors
advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a
device much faster than, as one Nokia employee said only
partially in jest, "the time that it takes us to polish a PowerPoint
presentation." They are fast, they are cheap, and they are
challenging us.
And the truly perplexing aspect is that we're not even fighting
with the right weapons. We are still too often trying to approach
each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where
ecosystems include not only the hardware and software of the
device, but developers, applications, ecommerce, advertising,
search, social applications, location-based services, unified
communications and many other things. Our competitors aren't
taking our market share with devices; they are taking our market
share with an entire ecosystem. This means we're going to have
to decide how we either build, catalyse or join an ecosystem.
This is one of the decisions we need to make. In the meantime,
we've lost market share, we've lost mind share and we've lost
time.
On Tuesday, Standard & Poor's informed that they will put our A
long term and A-1 short term ratings on negative credit watch.
This is a similar rating action to the one that Moody's took last
week. Basically it means that during the next few weeks they will
make an analysis of Nokia, and decide on a possible credit rating
downgrade. Why are these credit agencies contemplating these
changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK,
our brand preference has slipped to 20 percent, which is 8
percent lower than last year. That means only 1 out of 5 people in
the UK prefer Nokia to other brands. It's also down in the other
markets, which are traditionally our strongholds: Russia,
Germany, Indonesia, UAE, and on and on and on.
4. How did we get to this point? Why did we fall behind when the
world around us evolved?
This is what I have been trying to understand. I believe at least
some of it has been due to our attitude inside Nokia. We poured
gasoline on our own burning platform. I believe we have lacked
accountability and leadership to align and direct the company
through these disruptive times. We had a series of misses. We
haven't been delivering innovation fast enough. We're not
collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our
market leadership. When we share the new strategy on February
11, it will be a huge effort to transform our company. But, I
believe that together, we can face the challenges ahead of us.
Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused
the man to shift his behaviour, and take a bold and brave step
into an uncertain future. He was able to tell his story. Now, we
have a great opportunity to do the same.
Stephen.