Over the past 150 years, Nokia has evolved from a small paper mill in Finland to a global telecommunications leader. Nokia has disrupted into various industries before becoming a telecommunications giant. Nokia's mobile phone platforms included Symbian, MeeGo, and Meltemi. In 2011, Nokia announced a partnership with Microsoft to build a new mobile ecosystem using the Windows Phone platform. Currently, Nokia focuses on Windows Phone and Symbian 40, having decided not to continue development of MeeGo and Meltemi. Nokia's main competitors are Samsung, Apple, RIM, and HTC.
In this paper, we have provided a critique for Nokia 2011 corporate strategy. In order to complete our strategy critique we have covered the following; the history of Nokia, its market share, the ecosystem and operating systems. Then stated the current strategy pillars, vision and mission, nokia and microsoft alliance and then we provided a brief about Nokia new CEO, Stephen Elop.
Then we gone through our strategy critique for the current strategy, microsoft alliance and we then concluded with our alternative suggested strategy.
In this presentation, how one of the biggest mobile manufacturing company that is Nokia fall down to the ground is been explained.
4 major reasons are there in the presentation, beautifully presented and explanation is in the notes section, and a short description about when Nokia is coming back.
In this presentation we have discussed about the
Strength, Weakness, Opportunity, Threats (SWOT).
We have also discussed about the major cause of downfall of Nokia.
In this paper, we have provided a critique for Nokia 2011 corporate strategy. In order to complete our strategy critique we have covered the following; the history of Nokia, its market share, the ecosystem and operating systems. Then stated the current strategy pillars, vision and mission, nokia and microsoft alliance and then we provided a brief about Nokia new CEO, Stephen Elop.
Then we gone through our strategy critique for the current strategy, microsoft alliance and we then concluded with our alternative suggested strategy.
In this presentation, how one of the biggest mobile manufacturing company that is Nokia fall down to the ground is been explained.
4 major reasons are there in the presentation, beautifully presented and explanation is in the notes section, and a short description about when Nokia is coming back.
In this presentation we have discussed about the
Strength, Weakness, Opportunity, Threats (SWOT).
We have also discussed about the major cause of downfall of Nokia.
explains the strategy of Nokia. What they were in past...what are the mistakes they commit in present and what is their future...follow up with certain recommendations based on the strategy they should take.
Mobile World Congress 2013 - Greenwich Consulting Coverage - Key outputsGreenwich Consulting
After another exciting year at Mobile World Congress 2013, which took place in Barcelona from February 25th to 28th, Greenwich Consulting share with you the main announcements that were made, and to put it in perspective with the major trends in the mobile industry.
Highlights of the paper include:
- Aggressive competition from Chinese handset vendors who could capture 1/3 of the global smartphones shipment volume by 2016
- The battle of mobile OS continues: the emerging market is identified as significant growth driver for handset manufacturers, with the goal to introduce low-cost Smartphones priced under 100$. In order to reach this psychological entry price point, they are looking at some ways to reduce costs, particularly on OS license fees. In this context, adopting alternative OS like Firefox mobile could represent an interesting opportunity vs. Android
- The new Samsung-VISA partnership in Digital-Payments, which is opposed to mobile operators’ SIM-centric NFC strategies and is another sign of the Korean manufacturer’s strategy to tackle Apple’s supremacy, especially in services innovation
- The come-back of Small cells: beyond LTE migration, telecom equipment vendors are being optimistic and plan to increase network infrastructure investments for very dense areas in mature countries, with the goal of increasing both coverage and capacity. Yet we don’t expect a general roll-out of this kind of technology, given the required additional investments and subsequent operational issues (Backhauling is a prerequisite for massive metro cell roll-out, and global maintenance costs can be prohibitive due to the large number of installations)
We hope you'll have a great reading and feel free to contact us with any comments or questions.
Building an effective product strategy (Early stage start-ups) - UX India, 2013Pankaj Saharan
Presentation by Pankaj Saharan in UX India 2013 Conference held at IIM Bangalore, India.
Topic: Building an effective product strategy (Early stage start-ups)
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2.
Over the past 150 years, Nokia has evolved from a small paper mill in south-western
Finland to a global telecommunications leader connecting over 1.3 billion people.
Nokia has disrupted into various industries before becoming a telecommunications giant
from making rubber boots, car tyres, generated electricity, even manufactured TVs etc.
Nokia’s own mobile phones’ platforms included Symbian (60 & 40), MeeGo (open-source
Linux based platform) and Meltemi (low end Linux based platform)
Nokia announced a Broad Strategic Partnership with Microsoft to build a new Global
Mobile Ecosystem (with Windows Phone) in Feb 2011.
Currently, Nokia’s phones strategy focusses on Windows Phone platform (for
Smartphones) and Symbian 40 (for low-end feature phones segment).
Nokia has decided not to continue development of MeeGo and Meltemi along with
divesting from long time cash-cow Symbain 60 devices.
Main competitors (mobile phone manufacturers) are Samsung (took over Nokia as global
mobile phones market share leader in 1Q12), Apple, RIM, HTC.
8. Market entry as a global* mobile phone manufacturer is getting extremely tough because of various reasons.
Proprietary learning curve: Mobile phone manufacturing requires patents and proprietary knowledge. Even leading mobile
phone companies are currently engaged in battles over patent issues.
Brand identity and brand switching costs: Brand value is very important for mobile phones sales. E.g. reports have
suggested that HTC which has produced very good devices with excellent hardware specs on top of Android mobile platfrom
are struggling to even maintain the market share. It has been established that it is because of its diminishing brand value.
Brand switching is not very predominant in the industry as a typical smartphone buyer tends to keep the phone for a
considerable amount of time ranging from 1-3 years depending on many factors including country, age, profession,
educational level etc.
Battle of Ecosystems: As described by Nokia’s CEO and many other industry analysts that today is the age of battle of
ecosystems and not just mobile phones. So companies like Apple, Samsung and Nokia are considering smartphones
business as part of overall mobile ecosystem consisting of software stack, operating system, applications, application store,
3rd party developers offering etc.
High expected retaliation: Global market share is currently captured by few leading players. There is expected high
retaliation if a new device manufacturer tries to enter the market and poses a threat to capture the share.
High capital requirements and Economies of Scale: Differentiation factors among mobile phone devices are getting fewer
which is requiring companies investing heavily in R&D costs, marketing spend, PR costs etc. Also, mobile phone production
require quite much capital in place for factory establishment with quite many raw materials, R&D budget, supply channels
etc.
Complex distribution channels: Most countries have operator specific ”Walled Garden” approach where operators are the
key driver for mobile phone sales are giving mobile phones along with operator connections. Leading existing players are
already competing for their new device placements via operator deals.
* Global phone manufacturer is referenced here as a manufacturer who is willing to produce and distribute the devices
globally under one brand and not a regional player trying to capture a niche market segment (e.g. Some Chinese
9.
Low Bargaining leverage: As per Nokia’s strategy, the company is focusing on Smartphones and feature phones
segments that span across multiple price tiers. It’s the smartphones category that has most margins (in which
Apple operates only!) but all the segments have now fierce competition mainly due to the fact that the
differentiation in products is getting tighter across brands.
Increasing Buyer volume: Consumers (end buyers) volume is continuously increasing globally despite recession
in recent years in some regions and saturation in some. Asia-Pacific market (developing countries) is expected to
grow at even higher rate in coming years. The continued fall in handset prices in most segments, notably
smartphones, with devices with greater capabilities now available at a lower price point have also lead to increase
in consumer volumes.
Increased price sensitivity: Price differentiation is getting lower and lower as device manufacturers are facing
fast changes in designs, technical and data capabilities leading the buyers to price sensitive in their buying
decision. With lot of Nokia’s competitors offering similar packages, the buyers are seeking out best value for their
money.
Low threat of backward integration: Some mobile operators have started building their own mobile phones
under their brand (e.g. Videocon in India) but still have not been hugely popular. So the threat is still low. Most of
the mobile phone manufacturers have their own stores to directly sell to consumers, Nokia is still behind in this
area too.
Low Product differentiation: In the cut-throat mobile industry, the product differentiation factors are getting lower.
If when player comes up with a new feature or technology improvement, it is taken by competitive player very soon
e.g. dual-core processors, wide-screen, LTE, etc. Nokia is not market leader in smartphones anymore and are
catching up with the competitors with very low product differentiation factors. Nokia has especially very weak
hardware components differentiation (except for camera).
Low-Medium Consumer’s churn ratio: Many of the consumers are tied into long term contracts so switching
from one handset to another will be difficult and expensive for the consumer, as a result they may not want to
change until the contract is finished.
10.
Supplier concentration: Nokia suppliers for hardware components are not concentrated and there are actually large number of
equipment manufacturers that Nokia could switch to. There is competition among suppliers to cope up with the demand for fast
growing requirements of device manufacturers including Nokia.
High differentiation of inputs: Nokia does not depend on a key equipment manufacturer. It buys different hardware components
from multiple vendors and Nokia possesses its own assembling factories where the devices are assembled.
Moderate impact of inputs on cost or differentiation: There is growing trend of differentiation based on hardware specifications
(dual-core processors, physical memory, NFC support, wide-screen, screen glass etc.) which affects the final selling price and
margins. But overall, mostly margins are dictated by software and application ecosystem.
Moderate switching costs of firms in the industry: Most of Nokia’s competitors are enhancing (not switching) the business
model to Tablet space where they are reusing the software stack, operating system, applications portability, application store, design
etc. among other things to enhance the competitive advantage and binding the users to their brand (and thereby enhancing brand
value). Nokia is pondering over the idea to go into Tablet space but has not make any official announcement yet.
Low bargaining power of suppliers: Even though Nokia is losing it’s market share and brand value seems to be on downward
trend but Nokia is still leading device manufacturer and seller in some countries and among the top with narrow margins in others.
Nokia is still in a very strong position when it comes to bargaining with the suppliers.
Impact of Microsoft as a Strategic Partner and as a supplier: Nokia announced it’s strategic alliance with Microsoft for their
software to build Lumia range of devices for smartphones segment which was considered as a major coup for Nokia than for
Microsoft. Microsoft is providing it’s Windows Phone software for Nokia’s competitors as well as an attempt building up the
ecosystem which Nokia is looking as a positive thing to negate the impact of Android and iOS operationg systems. But if we consider
Microsoft as a software (or ecosystem) supplier and not as a strategic partner, Microsoft’s power over the software is very high
because Nokia’s smartphone strategy is solely based on Microsoft’s platform after Nokia’s decision to discontinue MeeGo and phase
out Symbian and no backup or fallback strategy seems to be in place.
11.
Low Buyer inclination to substitute: Mobile phones have become necessity
for everyday lives of people and its hard to replace with any substitute products
especially when they are away from home.
High switching costs: There exist multiple substitute products e.g. for
contacting people, usage of social media, emails and VOIP systems are
substitutes, digital cameras for photography, TV/radio/iPod for listening music,
tablets for internet browsing, reading books, emailing etc. But potentially all the
value from substitute products could be derived from a single smartphone,
needless to say each substitute product might cost more than the mobile phone
and need to be carried all the time.
High price-performance ration (value): No other substitute product has the
ability to make phone calls, send messages, surf the web, reading a book,
listening to music, use GPS services, communicating via social media and many
more in one device. The idea of being in constant communication with someone
at anytime and anywhere makes the mobile phone a very important device to
people and the perceived value by user (price-performance) ratio is very high.
12.
Competitive position: Nokia is losing the cash power it had once. Also the current negative credit reports it faces might result in weakening
Nokia’s innovation engine and affect its competitive ability.
Industry growth: Intense competition is forcing many vendors and operators to drastically change their business models or risk dropping out
of the market as economies of scale, segment leadership, brand power and distribution become key determinants of success.
Low Product differentiation: There is also very little differentiation between the competitors and the loss of market share of Nokia during
recent years means that any new smart phones in the market will find it difficult to tempt existing competitor device consumers to switch.
High margins: The smartphone segment offers the largest returns for many in the mobile value chain, and it has therefore become the most
competitive – attracting all the major vendors competing across various operating systems and price tiers. Huawei has set an ambitious goal
for itself: to ship 60 million smartphones in 2012, an increase of 200% year-on-year.
Brand identity: Brand identity is vital for long term success in mobile phones market. But there is still growing competition e.g. from Chinese
'microbrands' and grey market (mainly in the emerging regions like India).
High diversity of rivals: Over 2011 Nokia’s sales were down 18% in China, 27% in Europe and 61% in North America. Nokia has faced
increased competition from low-cost phone manufacturers such as ZTE and Huawei (mostly in China and Europe).
Low-Medium Consumer’s churn ratio: Many of the consumers are tied into long term contracts so switching from one handset to another
will be difficult and expensive for the consumer, as a result they may not want to change until the contract is finished.