1) Nokia was facing competitive challenges from Android and the iPhone and saw its market share declining. It hired Stephen Elop as CEO to turn the company around.
2) In February 2011, Elop announced that Nokia would partner with Microsoft and adopt Windows Phone as its primary smartphone OS, abandoning Symbian. This decision was poorly received.
3) Vertu was Nokia's luxury mobile phone subsidiary that used precious materials like diamonds and leather in its phones. It was not clear how the new strategy would impact Vertu.
Nokia- Microsoft alliance in the smartphone industry CASE StuD.docxhenrymartin15260
Nokia- Microsoft alliance in the smartphone industry
CASE StuDy
The Nokia-Microsoft Alliance in the Global Smartphone Industry (circa 2011)
The Nokia-Microsoft strategic alliance was announced in early 2011 to cooperate in the de- velopment of smartphones. The Wall Street Journal wrote: “Nokia calls Microsoft for help.”1 The Financial Times observed: “Elop jumps into the arms of former boss.”2 The alliance was specifically initiated by Stephen Elop, an ex-Microsoft executive who had worked with Steve Ballmer, CEO of Microsoft. No wonder Nokia hired Elop to become its CEO in 2010. This was a calculated move by Nokia to grow in an industry that carried good prospects for the future. In addition, Elop’s expertise was in the software sector, where Nokia wanted to venture into the future. Both companies needed a partner to expand in an industry that was in a growth mode. Besides this, Nokia was particularly vulnerable because of its losing market share and because Apple’s iPhone was growing in the U.S. and global markets. Microsoft was interested in Nokia because of its long-term interest regarding introducing Windows phone technology/software. Since Nokia continued to be a global player in the cell phone industry, it made sense to create a corporate tie-up that aimed at global expansion for both companies. Success of Apple’s iPhone was another factor in seeking a long-term alliance in a market that has grown multifold in the global mobile phone market.
In 2012, Nokia was the largest manufacturer of mobile phones and other telecom gear in the world with revenues of $55 billion and a market capitalization of $19 billion. Microsoft, on the other hand, was the largest software maker in the world and generated revenues of $69 bil- lion. The company carried a healthy market capitalization in 2011 that stood at $266 billion.3 By being a cash-rich company, Microsoft was able to inject a sizable amount of money in the alliance. As of February 2012, a closer look at the alliance reveals that both companies’ plans worked well. Nokia has released a new series of mobile devices, called Lumina, with Microsoft’s Windows technology. At the same time, Nokia continues to lose market share in the global mobile industry because of its aging technology (“Symbian”). Google’s Android is a clear winner because of high demand, followed by Apple’s iPhone. Google has done well since its acquisition of Motorola’s Mobility.4 Value Line in 2012 wrote: “Nokia’s operating results continue to deteriorate; the transition of the smartphone is under way; over time, Windows Phone will be the software driving Nokia’s upscale handsets.”5 Although Nokia was always the market leader in mobile technology, its anemic strategies in the global market indicate that the company is losing steam in the mobile phone industry. The situation is the same with Research in Motion’s Blackberry, which continues to lose market share in global markets. Just a few years ago, Blackberry was the main play.
Case Study- Box 1-1- Taking big decisions at Nokia Stephen Elop- who j.docxMaxytjClarkf
Case Study: Box 1.1: Taking big decisions at Nokia Stephen Elop, who joined Nokia as President and CEO in September 2010 from the senior staff of Microsoft is faced with a significant amount of uncertainty and ambiguity in determining the future strategy of the company. With a rapidly declining market share in developed markets (where Google's Android and Apples iPhone have heralded the invasion of Smartphones) and a weakening competitive position in emerging markets (such as India), the decisions he is taking are significant for the survival of the organisation. In February 2011, he issued his famous "burning platform" memo and canvassed 3 questions to all Nokia employees: The 'burning memo' document presented a clear and simple analogy for Nokia employees. Wr. Elop subsequently announced a strategic decision to create a joint venture with Microsoft and adopt their Windows operating system to power their new smartphones. It offers both leveraged branding for Microsoft and Nokia in both developed and emerging markets tactically but moreover still requires Nokia to make the operational decision of maintaining their support for their in-house Symbian and Meego platforms, to finance the transition of the company. A large challenge given the extensive history of organic and in-house technological development and the corporate culture this has developed. Consider these questions for discussion and further research:
.
Nokia was once the dominant player in the mobile phone market but has lost significant market share to competitors like Apple and Samsung. Several factors contributed to Nokia's decline, including: failing to create a strong app ecosystem for its Symbian platform; focusing too much on its own internet services rather than partnering with emerging leaders like Facebook and YouTube; and being slow to adopt innovative new designs like touchscreens. While Symbian had advantages, Nokia's user interface was poor. Switching to the Microsoft Windows Phone platform has so far failed to revive Nokia's declining sales and share price. Unless Nokia can capitalize on opportunities from patent battles, its future looks uncertain.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making it difficult for the company to recover its former dominance in the mobile market.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share declined rapidly as it struggled to compete with smartphones running iOS and Android that had more advanced apps and processors. In 2011, Nokia partnered with Microsoft to use the Windows Phone platform in hopes of regaining market share. However, being too reliant on Microsoft posed risks. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to create an innovative mobile ecosystem.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future Nokia devices. However, Nokia remained dependent on Microsoft and faced strong competition in the smartphone market from Apple and Google. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to create a new mobile ecosystem.
Nokia- Microsoft alliance in the smartphone industry CASE StuD.docxhenrymartin15260
Nokia- Microsoft alliance in the smartphone industry
CASE StuDy
The Nokia-Microsoft Alliance in the Global Smartphone Industry (circa 2011)
The Nokia-Microsoft strategic alliance was announced in early 2011 to cooperate in the de- velopment of smartphones. The Wall Street Journal wrote: “Nokia calls Microsoft for help.”1 The Financial Times observed: “Elop jumps into the arms of former boss.”2 The alliance was specifically initiated by Stephen Elop, an ex-Microsoft executive who had worked with Steve Ballmer, CEO of Microsoft. No wonder Nokia hired Elop to become its CEO in 2010. This was a calculated move by Nokia to grow in an industry that carried good prospects for the future. In addition, Elop’s expertise was in the software sector, where Nokia wanted to venture into the future. Both companies needed a partner to expand in an industry that was in a growth mode. Besides this, Nokia was particularly vulnerable because of its losing market share and because Apple’s iPhone was growing in the U.S. and global markets. Microsoft was interested in Nokia because of its long-term interest regarding introducing Windows phone technology/software. Since Nokia continued to be a global player in the cell phone industry, it made sense to create a corporate tie-up that aimed at global expansion for both companies. Success of Apple’s iPhone was another factor in seeking a long-term alliance in a market that has grown multifold in the global mobile phone market.
In 2012, Nokia was the largest manufacturer of mobile phones and other telecom gear in the world with revenues of $55 billion and a market capitalization of $19 billion. Microsoft, on the other hand, was the largest software maker in the world and generated revenues of $69 bil- lion. The company carried a healthy market capitalization in 2011 that stood at $266 billion.3 By being a cash-rich company, Microsoft was able to inject a sizable amount of money in the alliance. As of February 2012, a closer look at the alliance reveals that both companies’ plans worked well. Nokia has released a new series of mobile devices, called Lumina, with Microsoft’s Windows technology. At the same time, Nokia continues to lose market share in the global mobile industry because of its aging technology (“Symbian”). Google’s Android is a clear winner because of high demand, followed by Apple’s iPhone. Google has done well since its acquisition of Motorola’s Mobility.4 Value Line in 2012 wrote: “Nokia’s operating results continue to deteriorate; the transition of the smartphone is under way; over time, Windows Phone will be the software driving Nokia’s upscale handsets.”5 Although Nokia was always the market leader in mobile technology, its anemic strategies in the global market indicate that the company is losing steam in the mobile phone industry. The situation is the same with Research in Motion’s Blackberry, which continues to lose market share in global markets. Just a few years ago, Blackberry was the main play.
Case Study- Box 1-1- Taking big decisions at Nokia Stephen Elop- who j.docxMaxytjClarkf
Case Study: Box 1.1: Taking big decisions at Nokia Stephen Elop, who joined Nokia as President and CEO in September 2010 from the senior staff of Microsoft is faced with a significant amount of uncertainty and ambiguity in determining the future strategy of the company. With a rapidly declining market share in developed markets (where Google's Android and Apples iPhone have heralded the invasion of Smartphones) and a weakening competitive position in emerging markets (such as India), the decisions he is taking are significant for the survival of the organisation. In February 2011, he issued his famous "burning platform" memo and canvassed 3 questions to all Nokia employees: The 'burning memo' document presented a clear and simple analogy for Nokia employees. Wr. Elop subsequently announced a strategic decision to create a joint venture with Microsoft and adopt their Windows operating system to power their new smartphones. It offers both leveraged branding for Microsoft and Nokia in both developed and emerging markets tactically but moreover still requires Nokia to make the operational decision of maintaining their support for their in-house Symbian and Meego platforms, to finance the transition of the company. A large challenge given the extensive history of organic and in-house technological development and the corporate culture this has developed. Consider these questions for discussion and further research:
.
Nokia was once the dominant player in the mobile phone market but has lost significant market share to competitors like Apple and Samsung. Several factors contributed to Nokia's decline, including: failing to create a strong app ecosystem for its Symbian platform; focusing too much on its own internet services rather than partnering with emerging leaders like Facebook and YouTube; and being slow to adopt innovative new designs like touchscreens. While Symbian had advantages, Nokia's user interface was poor. Switching to the Microsoft Windows Phone platform has so far failed to revive Nokia's declining sales and share price. Unless Nokia can capitalize on opportunities from patent battles, its future looks uncertain.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making it difficult for the company to recover its former dominance in the mobile market.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share declined rapidly as it struggled to compete with smartphones running iOS and Android that had more advanced apps and processors. In 2011, Nokia partnered with Microsoft to use the Windows Phone platform in hopes of regaining market share. However, being too reliant on Microsoft posed risks. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to create an innovative mobile ecosystem.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future Nokia devices. However, Nokia remained dependent on Microsoft and faced strong competition in the smartphone market from Apple and Google. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to create a new mobile ecosystem.
Rise and Fall of NOKIA - Presentation.pptxJaysonFabela1
Nokia began as a paper mill in 1871 and eventually expanded into various industries including rubber, cables, and electronics. In the 1970s and 80s, Nokia became a leader in mobile phones following the launch of the Nordic Mobile Telephone network and the Mobira Talkman portable phone. By the late 1990s, Nokia dominated the mobile phone market. However, Nokia failed to keep up with the rise of smartphones led by Apple's iPhone. Nokia's market share declined rapidly as it struggled to innovate and was slow to adopt new operating systems. After several years of losses, Nokia sold its mobile phone business to Microsoft in 2013.
The document discusses the evolution of the mobile phone market in India. It notes that India has the fastest growing mobile market in the world, adding over 15-20 million subscribers per month. Mobile phones have become essential devices for entertainment, social networking, and accessing the internet. The market is dominated by mobile over other devices. Cheap Chinese phones occupy 25% of the market, threatening domestic manufacturers. However, boosting mobile phone exports could encourage local manufacturing and help compete with cheap imports. The special incentive for mobile exports could double India's annual exports to $14 billion.
Nokia was once a leader in mobile phones but lost significant market share due to failures to adapt to the smartphone revolution led by Apple's iPhone. Nokia partnered with Microsoft in 2013, with Microsoft acquiring Nokia's mobile phone business. This partnership aimed to resume Nokia's brand reputation and allow Microsoft to utilize Nokia's large customer base to enter the mobile market. The essay argues that the partnership could help save both companies' achievements through combining their strong brands and reputations in their respective fields.
Nokia is focusing on connecting people through great mobile products. It has over 100,000 employees worldwide and was previously the largest mobile phone manufacturer. However, its market share has declined in recent years due to competition from Apple and Android devices. Nokia has partnered with Microsoft, making Windows Phone its primary smartphone platform in an effort to recover lost market share. It aims to innovate and differentiate its products going forward.
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
Nokia has a long history spanning over a century, originally founding as a paper mill and transforming into a leader in mobile phones. In the 1980s, Nokia entered the telecommunications industry and launched its first mobile phone in 1987. It introduced several innovations and became a dominant force with the popular 3310. However, Nokia struggled in the smartphone era, facing challenges with its Symbian OS and lack of apps. It partnered with Microsoft but devices like Lumia faced difficulties competing with Android and iOS. In 2013, Microsoft acquired Nokia's device business, marking the end of its era as a manufacturer. Now, Nokia focuses on 5G network infrastructure and telecom equipment, with HMD Global licensing its brand for revived mobile phone
Nokia- Connecting People or Disconnecting Customers (2012), A case study on N...Maneesh Garg
Nokia was previously the undisputed leader in the mobile handset market but lost significant market share to competitors like Samsung that introduced smartphones running Google's Android OS while Nokia stuck to its Symbian OS. As a result, Nokia has seen declining profits, job cuts, and falling stock prices. It launched the Lumia series in an attempt to compete with Android and iOS devices but these efforts did not reverse its declining market share. Nokia is now focusing on new features, apps, and an improved user experience as it partners with Microsoft for the Windows mobile OS.
Over the past 150 years, Nokia has evolved from a small paper mill in Finland to a global telecommunications leader. Nokia transitioned into various industries such as rubber boots, car tires, and TVs before becoming a leader in mobile phones. Nokia's mobile phone platforms included Symbian, MeeGo, and Meltemi, and in 2011 it partnered with Microsoft to build a new mobile ecosystem using Windows Phone. Currently, Nokia focuses on Windows Phone and Symbian phones and faces main competitors like Samsung, Apple, RIM, and HTC.
Nokia was once the dominant player in the mobile phone market but lost its position due to several strategic mistakes. It underestimated the importance of the transition to smartphones and competition from Apple and Android-powered phones. Nokia focused too much on hardware and marginalized software developers. It also took too long to realize it needed to innovate and adapt to shifting consumer demands for touchscreen smartphones. By the time Nokia partnered with Microsoft and launched Windows phones, it was too late as Android and iOS had already gained significant market share. Adapting to Android earlier may have helped Nokia compete better against Apple and Samsung.
Product Life Cycle-Nokia Example[Krunal Saija]Krunal Saija
Product Life Cycle-Nokia Example
Starting era of Nokia mobile company, decline period and collaboration with Microsoft.
Discuss about business strategy of Nokia and wrong decision which they had made in business
This document contains information about an organizational design project for Nokia. It includes a list of project members, background information on Nokia's history from its founding in 1865 to becoming a top mobile phone manufacturer, and analyses of Nokia's strengths, weaknesses, opportunities, threats, mission, vision, organizational structure, and external environment.
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.
Nokia revolutionized the mobile phone market in the 1990s but then lost significant market share to Apple and Android manufacturers in the late 2000s/early 2010s as their Symbian OS fell behind and they failed to adopt Android. In 2011, Nokia partnered with Microsoft to use Windows Phone, but by then their market position had severely declined. The document discusses Nokia's history, mistakes like sticking with Symbian for too long, and potential strategies like focusing on innovation, selling patents/businesses, relocating, and bringing Windows Phone to more price points.
Nokia was once the leading mobile phone company but lost its dominant position due to competition from Apple and Android phones. It is now reorganizing its business to focus on telecommunications networks, divesting its mobile device business. The document provides an overview of Nokia's history and evolution from 2003-2013, including its organizational structure changes and acquisitions. It analyzes Nokia's current strengths, weaknesses, opportunities and threats. The recommendation is for an IT strategy to support Nokia's transition by divesting the mobile device business and implementing a customer relationship management system.
1) Nokia struggled in recent years in the smartphone market but still has a strong brand perception among non-smartphone users. It launched the Lumia series of Windows phones in an effort to compete with Android and iOS devices.
2) Microsoft acquired Nokia's mobile phone business to strengthen its position in the smartphone market and benefit from Nokia's understanding of hardware design and global carrier relationships.
3) For Microsoft to succeed, it will need to heavily market the Windows phone platform and Lumia devices to improve consumer awareness and change perceptions that they cannot compete with Apple and Samsung. Whether it phases out the Nokia brand name remains unclear.
Nokia once dominated the mobile market but failed to adapt to changes in technology and consumer preferences. The document analyzes reasons for Nokia's decline using the OCTAPACE model of organizational culture. Nokia struggled with open communication, internal rivalries slowed innovation, and leadership was too slow to see trends like touchscreens and focus on software over hardware. Nokia also overestimated its brand power and failed to collaborate effectively. The lessons highlight how an inflexible culture prevented Nokia from experimenting and adapting to remain competitive.
Nokia was once the dominant player in the mobile phone market but saw its market share collapse due to failure to innovate and keep up with competitors like Apple and Android phones. When Stephen Elop became CEO in 2010, he described Nokia's position as being on a "burning platform" but his strategies, like switching solely to the Windows OS, further deteriorated Nokia's performance. Elop oversaw a 40% drop in revenues, 95% drop in profits, and 60% drop in share price during his tenure, leading some to argue he deliberately devalued Nokia to make it cheaper for Microsoft to acquire, his former employer. By 2013, Microsoft purchased what remained of Nokia's business for $7.2 billion.
- Nokia was founded in 1865 and initially produced paper before expanding into other industries like rubber, cables, and electronics.
- In 1967, Nokia's paper, rubber, and cable companies merged to form the Nokia Corporation.
- Nokia entered the mobile phone industry in 1979 and became a leader with the introduction of GSM technology in 1987.
- Nokia dominated the mobile phone market in the 1990s and early 2000s with its Symbian operating system.
- However, Nokia struggled to compete with the rise of smartphones running iOS and Android. Its Symbian platform fell behind and Nokia lost market share rapidly after 2007.
- Multiple strategic missteps and delays in transitioning to new platforms like Windows Phone contributed
…if one of the primary purposes of education is to teach young .docxanhlodge
“…if one of the primary purposes of education is to teach young people the skills, knowledge, and critical awareness to become productive members of a diverse and democratic society, a broadly conceptualize multicultural education can have a decisive influence.” Textbook page 338.
What steps do you think schools can or should take to promote our democracy in today’s very diverse country?
Food festivals and celebrating a cultural holiday will not be accepted as an answer. Those are examples of tokenism to make the dominant culture feel like they are doing something. These two activities are fun and interesting, but not how we will strengthen our democracy.
.
✍Report OverviewIn this assignment, you will Document an.docxanhlodge
✍
Report Overview
In this assignment, you will
Document and reflect on your university education and on learning experiences outside of the university;
Articulate how your upper-level coursework is an integrated and individualized curriculum built around your interests; and
Highlight the experiences, skills, and projects that show what you can do.
A successful report submission will be the product of many hours of work over several weeks.
A report earning maximum available points will be a carefully curated and edited explanation of your work that provides tangible evidence of—and insights into—your competencies and capabilities over time. In each section of this report, you are (1) telling a story about your own abilities, and (2) providing specific examples and evidence that illustrate and support your claims.
✍
Required Report Sections
Here the sections are listed as they must appear in your final graded submission. You’ll arrange the sections in this order when
submitting
the final report BUT you won’t follow this order when
writing
drafts of each section.
Note that each section description contains a Pro Tip that tells you how to proceed with the work – what to attempt first, second, and third, etc.
❖ I. Statement of Purpose ❖
Step 1.
Read these four very different
examples of successful Statement of Purpose sections
.
Step 2.
Consider the differences in tone, style, level of detail etc. Your own statement of purpose may resemble one of these. Indeed, writing a first draft based on an example or combination of examples is a good idea. BUT don’t let these examples limit your thinking or personal expression. You may want to begin with a quote from a famous person, use a quote from your mom, or skip the quote. You may want to discuss your personal motivations or get right down to the facts. You may want to list your classes or discuss how your work-life led you to this path.
Step 3.
Write a rough draft – let’s call that Statement of Purpose 1.0. Write Statement of Purpose 1.0 as quickly as you can and then put it away until after you have completed most of the report. Forget about Statement of Purpose 1.0 until most of your report is at least in draft form.
Step 4.
Once you have a draft of all sections of your report, you are in a good position to revise Statement of Purpose 1. You are ready for Step 4. Take Statement of Purpose 1.0 out its dusty vault and hold it up to the sun. Ah. Now read your report draft and compare it to the claims you made in Statement of Purpose 1.0. Ask yourself these questions:
Does Statement of Purpose 1.0. accurately introduce my report?
Are there important ideas or representative experiences in the report that should be highlighted in the Statement of Purpose but aren’t? Remember this isn’t a treasure hunt where its your reader’s job to figure out what matters. It’s your job to show the reader what matters.
If Statement of Purpose 1.0. isn’t the best map it can be for th.
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Rise and Fall of NOKIA - Presentation.pptxJaysonFabela1
Nokia began as a paper mill in 1871 and eventually expanded into various industries including rubber, cables, and electronics. In the 1970s and 80s, Nokia became a leader in mobile phones following the launch of the Nordic Mobile Telephone network and the Mobira Talkman portable phone. By the late 1990s, Nokia dominated the mobile phone market. However, Nokia failed to keep up with the rise of smartphones led by Apple's iPhone. Nokia's market share declined rapidly as it struggled to innovate and was slow to adopt new operating systems. After several years of losses, Nokia sold its mobile phone business to Microsoft in 2013.
The document discusses the evolution of the mobile phone market in India. It notes that India has the fastest growing mobile market in the world, adding over 15-20 million subscribers per month. Mobile phones have become essential devices for entertainment, social networking, and accessing the internet. The market is dominated by mobile over other devices. Cheap Chinese phones occupy 25% of the market, threatening domestic manufacturers. However, boosting mobile phone exports could encourage local manufacturing and help compete with cheap imports. The special incentive for mobile exports could double India's annual exports to $14 billion.
Nokia was once a leader in mobile phones but lost significant market share due to failures to adapt to the smartphone revolution led by Apple's iPhone. Nokia partnered with Microsoft in 2013, with Microsoft acquiring Nokia's mobile phone business. This partnership aimed to resume Nokia's brand reputation and allow Microsoft to utilize Nokia's large customer base to enter the mobile market. The essay argues that the partnership could help save both companies' achievements through combining their strong brands and reputations in their respective fields.
Nokia is focusing on connecting people through great mobile products. It has over 100,000 employees worldwide and was previously the largest mobile phone manufacturer. However, its market share has declined in recent years due to competition from Apple and Android devices. Nokia has partnered with Microsoft, making Windows Phone its primary smartphone platform in an effort to recover lost market share. It aims to innovate and differentiate its products going forward.
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
Nokia has a long history spanning over a century, originally founding as a paper mill and transforming into a leader in mobile phones. In the 1980s, Nokia entered the telecommunications industry and launched its first mobile phone in 1987. It introduced several innovations and became a dominant force with the popular 3310. However, Nokia struggled in the smartphone era, facing challenges with its Symbian OS and lack of apps. It partnered with Microsoft but devices like Lumia faced difficulties competing with Android and iOS. In 2013, Microsoft acquired Nokia's device business, marking the end of its era as a manufacturer. Now, Nokia focuses on 5G network infrastructure and telecom equipment, with HMD Global licensing its brand for revived mobile phone
Nokia- Connecting People or Disconnecting Customers (2012), A case study on N...Maneesh Garg
Nokia was previously the undisputed leader in the mobile handset market but lost significant market share to competitors like Samsung that introduced smartphones running Google's Android OS while Nokia stuck to its Symbian OS. As a result, Nokia has seen declining profits, job cuts, and falling stock prices. It launched the Lumia series in an attempt to compete with Android and iOS devices but these efforts did not reverse its declining market share. Nokia is now focusing on new features, apps, and an improved user experience as it partners with Microsoft for the Windows mobile OS.
Over the past 150 years, Nokia has evolved from a small paper mill in Finland to a global telecommunications leader. Nokia transitioned into various industries such as rubber boots, car tires, and TVs before becoming a leader in mobile phones. Nokia's mobile phone platforms included Symbian, MeeGo, and Meltemi, and in 2011 it partnered with Microsoft to build a new mobile ecosystem using Windows Phone. Currently, Nokia focuses on Windows Phone and Symbian phones and faces main competitors like Samsung, Apple, RIM, and HTC.
Nokia was once the dominant player in the mobile phone market but lost its position due to several strategic mistakes. It underestimated the importance of the transition to smartphones and competition from Apple and Android-powered phones. Nokia focused too much on hardware and marginalized software developers. It also took too long to realize it needed to innovate and adapt to shifting consumer demands for touchscreen smartphones. By the time Nokia partnered with Microsoft and launched Windows phones, it was too late as Android and iOS had already gained significant market share. Adapting to Android earlier may have helped Nokia compete better against Apple and Samsung.
Product Life Cycle-Nokia Example[Krunal Saija]Krunal Saija
Product Life Cycle-Nokia Example
Starting era of Nokia mobile company, decline period and collaboration with Microsoft.
Discuss about business strategy of Nokia and wrong decision which they had made in business
This document contains information about an organizational design project for Nokia. It includes a list of project members, background information on Nokia's history from its founding in 1865 to becoming a top mobile phone manufacturer, and analyses of Nokia's strengths, weaknesses, opportunities, threats, mission, vision, organizational structure, and external environment.
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.
Nokia revolutionized the mobile phone market in the 1990s but then lost significant market share to Apple and Android manufacturers in the late 2000s/early 2010s as their Symbian OS fell behind and they failed to adopt Android. In 2011, Nokia partnered with Microsoft to use Windows Phone, but by then their market position had severely declined. The document discusses Nokia's history, mistakes like sticking with Symbian for too long, and potential strategies like focusing on innovation, selling patents/businesses, relocating, and bringing Windows Phone to more price points.
Nokia was once the leading mobile phone company but lost its dominant position due to competition from Apple and Android phones. It is now reorganizing its business to focus on telecommunications networks, divesting its mobile device business. The document provides an overview of Nokia's history and evolution from 2003-2013, including its organizational structure changes and acquisitions. It analyzes Nokia's current strengths, weaknesses, opportunities and threats. The recommendation is for an IT strategy to support Nokia's transition by divesting the mobile device business and implementing a customer relationship management system.
1) Nokia struggled in recent years in the smartphone market but still has a strong brand perception among non-smartphone users. It launched the Lumia series of Windows phones in an effort to compete with Android and iOS devices.
2) Microsoft acquired Nokia's mobile phone business to strengthen its position in the smartphone market and benefit from Nokia's understanding of hardware design and global carrier relationships.
3) For Microsoft to succeed, it will need to heavily market the Windows phone platform and Lumia devices to improve consumer awareness and change perceptions that they cannot compete with Apple and Samsung. Whether it phases out the Nokia brand name remains unclear.
Nokia once dominated the mobile market but failed to adapt to changes in technology and consumer preferences. The document analyzes reasons for Nokia's decline using the OCTAPACE model of organizational culture. Nokia struggled with open communication, internal rivalries slowed innovation, and leadership was too slow to see trends like touchscreens and focus on software over hardware. Nokia also overestimated its brand power and failed to collaborate effectively. The lessons highlight how an inflexible culture prevented Nokia from experimenting and adapting to remain competitive.
Nokia was once the dominant player in the mobile phone market but saw its market share collapse due to failure to innovate and keep up with competitors like Apple and Android phones. When Stephen Elop became CEO in 2010, he described Nokia's position as being on a "burning platform" but his strategies, like switching solely to the Windows OS, further deteriorated Nokia's performance. Elop oversaw a 40% drop in revenues, 95% drop in profits, and 60% drop in share price during his tenure, leading some to argue he deliberately devalued Nokia to make it cheaper for Microsoft to acquire, his former employer. By 2013, Microsoft purchased what remained of Nokia's business for $7.2 billion.
- Nokia was founded in 1865 and initially produced paper before expanding into other industries like rubber, cables, and electronics.
- In 1967, Nokia's paper, rubber, and cable companies merged to form the Nokia Corporation.
- Nokia entered the mobile phone industry in 1979 and became a leader with the introduction of GSM technology in 1987.
- Nokia dominated the mobile phone market in the 1990s and early 2000s with its Symbian operating system.
- However, Nokia struggled to compete with the rise of smartphones running iOS and Android. Its Symbian platform fell behind and Nokia lost market share rapidly after 2007.
- Multiple strategic missteps and delays in transitioning to new platforms like Windows Phone contributed
Similar to S w W11208 VERTU NOKIA’S LUXURY MOBILE PHONE .docx (20)
…if one of the primary purposes of education is to teach young .docxanhlodge
“…if one of the primary purposes of education is to teach young people the skills, knowledge, and critical awareness to become productive members of a diverse and democratic society, a broadly conceptualize multicultural education can have a decisive influence.” Textbook page 338.
What steps do you think schools can or should take to promote our democracy in today’s very diverse country?
Food festivals and celebrating a cultural holiday will not be accepted as an answer. Those are examples of tokenism to make the dominant culture feel like they are doing something. These two activities are fun and interesting, but not how we will strengthen our democracy.
.
✍Report OverviewIn this assignment, you will Document an.docxanhlodge
✍
Report Overview
In this assignment, you will
Document and reflect on your university education and on learning experiences outside of the university;
Articulate how your upper-level coursework is an integrated and individualized curriculum built around your interests; and
Highlight the experiences, skills, and projects that show what you can do.
A successful report submission will be the product of many hours of work over several weeks.
A report earning maximum available points will be a carefully curated and edited explanation of your work that provides tangible evidence of—and insights into—your competencies and capabilities over time. In each section of this report, you are (1) telling a story about your own abilities, and (2) providing specific examples and evidence that illustrate and support your claims.
✍
Required Report Sections
Here the sections are listed as they must appear in your final graded submission. You’ll arrange the sections in this order when
submitting
the final report BUT you won’t follow this order when
writing
drafts of each section.
Note that each section description contains a Pro Tip that tells you how to proceed with the work – what to attempt first, second, and third, etc.
❖ I. Statement of Purpose ❖
Step 1.
Read these four very different
examples of successful Statement of Purpose sections
.
Step 2.
Consider the differences in tone, style, level of detail etc. Your own statement of purpose may resemble one of these. Indeed, writing a first draft based on an example or combination of examples is a good idea. BUT don’t let these examples limit your thinking or personal expression. You may want to begin with a quote from a famous person, use a quote from your mom, or skip the quote. You may want to discuss your personal motivations or get right down to the facts. You may want to list your classes or discuss how your work-life led you to this path.
Step 3.
Write a rough draft – let’s call that Statement of Purpose 1.0. Write Statement of Purpose 1.0 as quickly as you can and then put it away until after you have completed most of the report. Forget about Statement of Purpose 1.0 until most of your report is at least in draft form.
Step 4.
Once you have a draft of all sections of your report, you are in a good position to revise Statement of Purpose 1. You are ready for Step 4. Take Statement of Purpose 1.0 out its dusty vault and hold it up to the sun. Ah. Now read your report draft and compare it to the claims you made in Statement of Purpose 1.0. Ask yourself these questions:
Does Statement of Purpose 1.0. accurately introduce my report?
Are there important ideas or representative experiences in the report that should be highlighted in the Statement of Purpose but aren’t? Remember this isn’t a treasure hunt where its your reader’s job to figure out what matters. It’s your job to show the reader what matters.
If Statement of Purpose 1.0. isn’t the best map it can be for th.
☰Menu×NURS 6050 Policy and Advocacy for Improving Population H.docxanhlodge
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NURS 6050 Policy and Advocacy for Improving Population Health
Back to Course Home
Course Calendar
Syllabus
Course Information
Resource List
Support, Guidelines, and Policies
Module 1
Module 2
Module 3
Module 4
Module 5
Module 6
.
▪ Learning Outcomes1.Understand the basic concepts and termin.docxanhlodge
▪
Learning Outcomes:1.
Understand the basic concepts and terminology used in Strategic Management. (Lo 1.2)2.
Understand the Corporation Social Responsibility
(Lo 1.4).3.
Explain how executive leadership is an important part of strategic management (Lo 3.4)
✓
Question 1
: How does strategic management typically evolve in a corporation? (
1Mark)
✓
Question 2
: Discuss the influence of globalization, social responsibility and environmental sustainability on strategic management of a corporation.(
2 Marks
)
✓
Question 3:
In what ways can a corporation’s structure and culture be internal strengths or weaknesses? Justify your answer by examples from real market. (
1Mark)
✓
Question 4:
When does a corporation need a board of directors? Justify your answer by an example from Saudi market.
(1 Mark)
Notes:
-
Your answers
(for the
4
questions)
MUST include at least
three scholarly peer-reviewed references
,
using a proper referencing style (APA).
Keep in mind that these scholarly references
can be found
in the
Saudi Digital Library (SDL).
-
Make sure to support your statements with logic and argument, citing all sources referenced.
Your answers should not include m
.
● What are some of the reasons that a MNE would choose internationa.docxanhlodge
● What are some of the reasons that a MNE would choose international expansion through an acquisition? An IJV? An alliance?
● What are the variables that would influence the decision?
● Which choice do you believe is best for the likely benefit of the firm? (Cite and reference).
.
▶︎ Prompt 1 Think about whether you identify with either Blue or .docxanhlodge
▶︎ Prompt 1:
Think about whether you identify with either Blue or Red or "Left vs. Right" characteristics of conservative or liberal, left or right America. Do you see yourself, or the people in the place you grew up, on either side of the divide, or perhaps in a different political category? Share some ways in which you identify with some of the descriptions, or ways in which they seem foreign to you.
I'll attach the picture below
.
⁞ InstructionsChoose only ONE of the following options .docxanhlodge
⁞ Instructions
Choose only
ONE
of the following options below and, in your post, write a paraphrase that avoids plagiarism of the paragraph you have chosen. Your paraphrase can be as long as the excerpt you have chosen, but should not duplicate any phrasing from the excerpt. If you must, you can quote up to three words in a phrase.
Choose to paraphrase ONE of the excerpts below:
Option 1
Morrison began writing Sula in 1969, a time of great activism among African Americans and others who were working toward equal civil rights and opportunities. The book addresses issues of racism, bigotry, and suppression of African Americans; it depicts the despair people feel when they can't get decent jobs, and the determination of some to survive. Eva, for example, cuts off her leg in order to get money to raise her family. Morrison shows how, faced with racist situations, some people had to grovel to whites simply to get by, as Helene does on a train heading through the South. Others, however, fought back, as Sula does when she threatens some white boys who are harassing her and Nel.
or
Option 2
In 1993, Morrison was awarded the Nobel Prize for literature, and thus became the first African American and only the eighth woman ever to win the award. According to Maureen O'Brien in Publishers Weekly, Morrison said, "What is most wonderful for me personally is to know that the Prize has at last been awarded to an African American. I thank God that my mother is alive to see this day." In 1996, she received the National Book Foundation Medal for Distinguished Contribution to American Letters.
.
⁞ InstructionsChoose only ONE of the following options below.docxanhlodge
⁞ Instructions
Choose only
ONE
of the following options below and, in your post, write a paraphrase that avoids plagiarism of the paragraph you have chosen. Your paraphrase can be as long as the excerpt you have chosen, but should not duplicate any phrasing from the excerpt. If you must, you can quote up to three words in a phrase.
When you are done posting your paraphrase, reply to at least one classmate’s paraphrase, commenting on what s/he has done well and what s/he can improve with the wording. Your response should be written in no fewer than 75 words.
Choose to paraphrase ONE of the excerpts below:
Option 1
Morrison began writing Sula in 1969, a time of great activism among African Americans and others who were working toward equal civil rights and opportunities. The book addresses issues of racism, bigotry, and suppression of African Americans; it depicts the despair people feel when they can't get decent jobs, and the determination of some to survive. Eva, for example, cuts off her leg in order to get money to raise her family. Morrison shows how, faced with racist situations, some people had to grovel to whites simply to get by, as Helene does on a train heading through the South. Others, however, fought back, as Sula does when she threatens some white boys who are harassing her and Nel.
or
Option 2
In 1993, Morrison was awarded the Nobel Prize for literature, and thus became the first African American and only the eighth woman ever to win the award. According to Maureen O'Brien in Publishers Weekly, Morrison said, "What is most wonderful for me personally is to know that the Prize has at last been awarded to an African American. I thank God that my mother is alive to see this day." In 1996, she received the National Book Foundation Medal for Distinguished Contribution to American Letters.
Your discussion post will be graded according to the following criteria:
- Clear paraphrase the selected text in your own words with minimal use of quotations
.
⁞ InstructionsAfter reading The Metamorphosis by Frank .docxanhlodge
⁞ Instructions
After reading
The Metamorphosis
by Frank Kafka , choose
one
of the following assertions and write a 200-word response supporting why you agree or disagree with it.
Gregor’s transformation highlights his isolation and alienation before his metamorphosis.
Or
Despite having become an insect, Gregor is more humane and sensitive than his family.
Or
If Gregor had been a stronger person, he would have been able to avoid all of the suffering and alienation he endures.
.
⁞ InstructionsAfter reading all of Chapter 5, please se.docxanhlodge
⁞ Instructions:
After reading all of
Chapter 5
, please select
ONE
of the following
primary source readings
:
“Utilitarianism” by John Stuart Mill
(starting on page 111)
-or-
“A Theory of Justice” by John Rawls
(starting on page 115)
-or-
“The Entitlement Theory of Justice” by Robert Nozick
(starting on page 122)
Write a short, objective summary of
250-500 words
which summarizes the main ideas being put forward by the author in this selection. Your summary should include no direct quotations from any author. Instead, summarize in your own words, and include a citation to the original. Format your Reading Summary assignment according to either MLA or APA formatting standards, and attach as either a .doc, .docx, or .rtf filetype. Other filetypes, or assignments that are merely copy/pasted into the box will be returned ungraded.
.
⁞ InstructionsAfter reading all of Chapter 2, please select.docxanhlodge
⁞ Instructions:
After reading all of
Chapter 2
, please select
ONE
of the following
primary source readings
:
“Anthropology and the Abnormal” by Ruth Benedict
(starting on page 33)
-or-
“Trying Out One’s New Sword” by Mary Midgley
(starting on page 35)
Write a short, objective summary of
250
which summarizes the main ideas being put forward by the author in this selection.
Write a short summary that identifies the thesis and outlines the main argument.
Reading summaries are not about your opinion or perspective – they are expository essays that explain the content of the reading.
All reading summaries must include substantive content based on the students reading of the material.
Reading Material: Doing Ethics
ORIGINIAL WORK. NO PLAGIARISM
.
⁞ Instructions After reading all of Chapter 9, please .docxanhlodge
⁞ Instructions:
After reading all of
Chapter 9
, please select the following
primary source reading
:
“A Defense of Abortion” by Judith Jarvis Thomson
(starting on page 237)
Write a short, objective summary of
250-500 words
which summarizes the main ideas being put forward by the author in this selection. Your summary should include no direct quotations from any author. Instead, summarize in your own words, and include a citation to the original. Format your Reading Summary assignment according to either MLA or APA formatting standards, and attach as either a .doc, .docx, or .rtf filetype. Other filetypes, or assignments that are merely copy/pasted into the box will be returned ungraded.
.
…Multiple intelligences describe an individual’s strengths or capac.docxanhlodge
“…Multiple intelligences describe an individual’s strengths or capacities; learning styles describe an individual’s traits that relate to where and how one best learns” (textbook quote, [H2] Learning Styles].
This week you’ve read about the importance of getting to know your students in order to create relevant and engaging lesson plans that cater to multiple intelligences and are multimodal.
Assignment Instructions:
A. Using
SurveyMonkey
, create a survey that has:
At least five questions based on Gardner’s theory
Five questions on individual learning style inventory
A specific targeted student population grade level (elementary/ middle/ high school/adults)
Include the survey link for your peers
B. Post a minimum 150 word introduction to your survey, using at least one research-based article (cited in APA format) explaining how it will:
Evaluate students’ readiness
Assist in the creation of differentiated lesson plans.
.
••• JONATHAN LETHEM CRITICS OFTEN USE the word prolifi.docxanhlodge
- Jonathan Lethem is known for publishing many novels, stories, essays and other works across different genres. He is described as a "protean" or shape-shifting writer.
- Lethem believes creativity comes from influence and interaction with other works, not isolated originality. He celebrates the "ecstasy of influence" where culture is built upon what came before through borrowing and remixing.
- Many artists, including musicians, visual artists and writers, engage in practices that borrow and reuse elements from other works but these practices are seen as essential to creativity rather than plagiarism. Appropriation and remixing are at the core of cultural production.
•••••iA National Profile ofthe Real Estate Industry and.docxanhlodge
•••••i
A National Profile of
the Real Estate Industry and
the Appraisal Profession
by J. Reid Cummings and Donald R. Epley, PhD, MAI, SRA
FEATURES
T
J- he
he real estate industry has been devastated on many fronts' in the years
following the Great Recession, whieh began in 2007^ due to the bursting of the
housing bubble and the subsequent finaneial crisis relating to the mortgage
market meltdown.' The implosion of the mortgage markets initially began when
two Bear Stearns mortgage-backed securities hedge funds, holding nearly $10
billion in assets, disintegrated into nothing.* Panie quickly spread to financial
institutions that could not hide the extent of their toxic, subprime exposures, and
a massive, worldwide credit squeeze ensued; outright fear soon replaced panic.
Subsequent eredit tightening and substantial illiquidity in the financial markets
rapidly and severely affected the housing and construction markets.' Throughout
the United States, properties of all kinds saw dramatic value declines.
In thousands of cases, real estate foreclosures disrupted people's lives,
forced businesses to close, eaused financial institutions to falter, capsized wbole
market segments, devastated entire industries, and squeezed municipal and state
government budgets dependent upon use and property tax revenues.* While the
effeets of property value declines and the waves of foreclosures in markets across
the country captured most of the headlines, one significant impact of the upheaval
in US real estate markets has gone largely unreported: its impact on employment
in the real estate industry, and specifically, the real estate appraisal profession.
This article presents a
current employment
profile of the US real
estate industry, with
special attention given
to appraisal profes-
sionals. It serves as an
informative picture of
the appraisal profession
for use as a benchmark
for future assessment
of growth. As a
component of the real
estate industry, the
appraisal profession
ranks as the smallest
in employment, is
highly correlated to
movements in empioy-
ment of brokers and
agents, and relies on
commerciai banking,
credit, and real estate
lessors and managers
to deliver its products.
1. James R. DeLisle, "At the Crossroads of Expansion and Recession," TheAppraisalJournal 75, no. 4 (Fall 2007):
314-322; James R. DeLisle, "The Perfect Storm Rippiing Over to Reai Estate," The Appraisal Journal 76, no,
3 (Summer 2008): 200-210.
2. Randaii W. Eberts, "When Wiii US Empioyment Recover from tiie Great Recession?" International Labor Brief
9, no. 2 (2011): 4-12 (W. E. Upjohn Institute for Employment Research): Chad R. Wilkerson, "Recession and
Recovery Across the Nation: Lessons from History," Economic Review 94, no. 2 (2009): 5-24.
3. Kataiina M. Bianco, The Subprime Lending Crisis: Causes and Effects of the Mortgage Meltdown (New York:
CCH, inc., 2008): Lawrence H. White, "Fédérai Reserve Policy and the Housing Bubbie," in Lessons Fro.
Let us consider […] a pair of cases which I shall call Rescue .docxanhlodge
“Let us consider […] a pair of cases which I shall call Rescue I and Rescue II. In the first Rescue story we are hurrying in our jeep to save some people – let there be five of them – who are imminently threatened by the ocean tide. We have not a moment to spare, so when we hear of a single person who also needs rescuing from some other disaster we say regretfully that we cannot rescue him, but must leave him to die. To most of us, this seems clear […]. This is Rescue I and with it I contrast Rescue II. In this second story we are again hurrying to the place where the tide is coming in in order to rescue the party of people, but this time it is relevant that the road is narrow and rocky. In this version, the lone individual is trapped (do not ask me how) on the path. If we are to rescue the five we would have to drive over him. But can we do so? If we stop he will be all right eventually: he is in no danger unless from us. But of course, all five of the others will be drowned. As in the first story, our choice is between a course of action that will leave one man dead and five alive at the end of the day and a course of action which will have the opposite result. (Philippa Foot, “Killing and Letting Die,” from Abortion and Legal Perspectives, eds. Garfield and Hennessey, 2004, University of Massachusetts Press)
1. What would Mill tell the rescuer to do, in Rescue I and Rescue II, according to his theory of utilitarianism? Be clear in explaining Mill’s recommendation, and how he would justify it. In doing so, you must include a discussion of the following:
o The Principle of Utility and how it would specifically apply in this situation—who gets “counted” and how?
2. What would Kant tell the rescuer to do, in Rescue I and Rescue II, according to his deontological theory? Be clear in explaining Kant’s recommendation and how he would justify it. In doing so, you must include a discussion of the following:
o The first version of the Categorical Imperative and how it would specifically apply in these two situations (hint, you have to say what the maxim would be and what duty would be generated according to it).
o The second version of the Categorical Imperative and how it would specifically apply in this situation.
3. Explain one criticism of both Mill and Kant. Afterward, argue for which ethical approach, on your view is superior. Be specific and provide reasons for your claim.
.
• Enhanced eText—Keeps students engaged in learning on th.docxanhlodge
• Enhanced eText—Keeps students engaged in learning on their own time,
while helping them achieve greater conceptual understanding of course
material. The worked examples bring learning to life, and algorithmic practice
allows students to apply the very concepts they are reading about. Combining
resources that illuminate content with accessible self-assessment, MyLab
with Enhanced eText provides students with a complete digital learning
experience—all in one place.
• MediaShare for Business—Consisting of a curated collection of business
videos tagged to learning outcomes and customizable, auto-scored
assignments, MediaShare for Business helps students understand why they
are learning key concepts and how they will apply those in their careers.
Instructors can also assign favorite YouTube clips or original content and
employ MediaShare’s powerful repository of tools to maximize student
accountability and interactive learning, and provide contextualized feedback
for students and teams who upload presentations, media, or business plans.
• Writing Space—Better writers make great
learners who perform better in their courses.
Designed to help you develop and assess concept
mastery and critical thinking, the Writing Space
offers a single place to create, track, and grade
writing assignments, provide resources, and
exchange meaningful, personalized feedback with
students, quickly and easily. Thanks to auto-graded, assisted-graded, and create-your-own assignments, you
decide your level of involvement in evaluating students’ work. The auto-graded option allows you to assign
writing in large classes without having to grade essays by hand. And because of integration with Turnitin®,
Writing Space can check students’ work for improper citation or plagiarism.
• Branching, Decision-Making Simulations—Put your students in the
role of manager as they make a series of decisions based on a realistic
business challenge. The simulations change and branch based on their
decisions, creating various scenario paths. At the end of each simulation,
students receive a grade and a detailed report of the choices they made
with the associated consequences included.
Engage, Assess, Apply
• Learning Catalytics™—Is an interactive, student response tool that
uses students’ smartphones, tablets, or laptops to engage them in
more sophisticated tasks and thinking. Now included with MyLab
with eText, Learning Catalytics enables you to generate classroom
discussion, guide your lecture, and promote peer-to-peer learning
with real-time analytics.
• LMS Integration—You can now link from Blackboard Learn, Brightspace
by D2L, Canvas, or Moodle to MyManagementLab. Access assignments,
rosters, and resources, and synchronize grades with your LMS gradebook.
For students, single sign-on provides access to all the personalized
learning resources that make studying more efficient and effective.
• Reporting Dashboard—View, analyze, and re.
• Here’s the approach you can take for this paperTitle.docxanhlodge
This document outlines the structure for a 15-20 page paper on risk management for an organization. It should include an introduction providing background on the selected organization, descriptions of 3 risks with their impacts and recommendations for managing each risk, a conclusion, and references. The paper needs a title page and should follow APA style formatting.
•Your team will select a big data analytics project that is intr.docxanhlodge
•Your team will select a big data analytics project that is introduced to an organization of your choice … please address the following items:
•Provide a background of the company chosen.
•Determine the problems or opportunities that that this project will solve. What is the value of the project?
•Describe the impact of the problem. In other words, is the organization suffering financial losses? Are there opportunities that are not exploited?
•Provide a clear description regarding the metrics your team will use to measure performance. Please include a discussion pertaining to the key performance indicators (KPIs).
•Recommend a big data tool that will help you solve your problem or exploit the opportunity, such as Hadoop, Cloudera, MongoDB, or Hive.
•Evaluate the data requirements. Here are questions to consider: What type of data is needed? Where can you find the data? How can the data be collected? How can you verify the integrity of the data?
•Discuss the gaps that you will need to bridge. Will you need help from vendors to do this work? Is it necessary to secure the services of other subject matter experts (SMEs)?
•What type of project management approach will you use this initiative? Agile? Waterfall? Hybrid? Please provide a justification for the selected approach.
•Provide a summary and conclusion.
.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
2. Version: 2011-12-01
Finland-headquartered Nokia was a global telecommunications
equipment manufacturer. It operated a
luxury mobile phone brand called Vertu, founded by Frank
Nuovo in the late 1990s, which pioneered the
luxury mobile phone market by using precious materials such as
diamonds, sapphires, titanium and exotic
leather for phone production. The company enjoyed impressive
growth in almost 70 countries and sold
hundreds of thousands of phones in the eight years following its
launch. On February 11, 2011, Stephen
Elop, the new CEO who had been at the helm at Nokia for only
five months, announced a new mobile
strategy to adopt Microsoft’s new but unproven Windows Phone
as its primary smartphone operating
system. The market reacted poorly, and the company’s share
price took a 14 per cent dive on the day of the
announcement. How would Vertu respond to this new Nokia
mobile strategy? Was Vertu well positioned
to take the brand forward under the new Nokia? Would this UK-
based wholly owned subsidiary be left
alone and continue to be managed at arm’s length from Nokia?
Changes to Vertu were inevitable— it was
not a matter of if, but when.
THE NEW NOKIA UNDER ELOP
Elop admitted the company’s problems. In an internal memo to
employees, he shared his views on Nokia’s
shrinking market share and brand preference. Elop cited a lack
of accountability, leadership and internal
3. collaboration as key reasons for Nokia’s inability to deliver
innovative products in a timely manner. To
create a sense of urgency, Elop compared Nokia to a man
standing on a “burning oil platform,” needing to
take a bold and brave step quickly to survive.1 On February 11,
2011, Elop announced that Nokia had
entered into a strategic partnership with Microsoft to create a
new global mobile ecosystem.2 This
announcement set off a flood of criticism from existing Nokia
users, developers, and industry observers.
1 GSMArena, “CEO Stephen Elop admits Nokia’s poor track
record, has a plan,” News, February 9, 2011,
www.gsmarena.com/ceo_stephen_elop_admits_nokias_poor_trac
k_record_has_a_plan-news-2305.php, accessed March
2011.
2 Nokia, “Nokia and Microsoft announce plans for a broad
strategic partnership to build a new global ecosystem,” Press
Release, February 11, 2011,
http://press.nokia.com/2011/02/11/nokia-and-microsoft-
announce-plans-for-a-broad-strategic-
partnership-to-build-a-new-global-ecosystem, accessed March
2011.
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University, from May 2012 to June 2017.
Page 2 9B11A040
The investment community reacted poorly: Nokia’s American
depositary shares fell 14 per cent to
4. US$10.88 on the day of the announcement,3 and were
subsequently downgraded by financial analysts.4
2010 was a challenging year for Nokia. Despite its earlier
success in the market, Nokia’s leadership
position in smartphone shipment volume was overtaken in Q4
2010 by Android, an open-source mobile
operating system developed by Google. Since its launch in
2008, Android had gained tremendous support
from handset manufacturers, including LG Electronics,
Motorola, Samsung, and Sony Ericsson, which
were also the original founding members and supporters of the
Symbian Foundation.5 In addition to
Android, Nokia also faced intense competition from Apple.
Originally launched by Steve Jobs in 2007,
Apple’s iPhone had garnered positive reviews around the world
due to its intuitive user interface and huge
collection of mobile applications.6 For Q4 2010, Nokia
achieved only a 36.0 per cent year-on-year growth
of smartphone shipment, as compared with the 615.1 per cent
and 85.9 per cent of Android and iPhone,
respectively.7-8 Nokia also failed to get the attention of
American consumers and wireless carriers, with a
dismal 7.8 per cent share of the handset market in the United
States.9
Recognizing these competitive challenges, and observing its
stock price dropping 75 per cent since its peak
in the fall of 2007, the Finnish telecommunications equipment
manufacturer underwent a senior
management shakeup in September 2010. Nokia hired Stephen
Elop from Microsoft to replace Olli-Pekka
Kallasvuo as its new president and CEO.10 A Canadian-born
executive who had previously served as CEO
of Macromedia, COO of Juniper Networks and head of
Microsoft’s Business Division, Elop was given the
5. task of revamping Nokia’s business and saving it from the death
spiral.11 The reality check was an
awakening; Nokia’s home-grown Symbian mobile operating
system was outdated, and it could no longer
match the user experience offered by other mobile operating
systems. Nokia’s OVI services were found to
be mediocre, with a limited selection of applications for
download as compared with others.12,13,14
3 Nick Wingfield and Christopher Lawton, “Nokia’s Flirtations
Put the Fear of Google Into Microsoft,” Wall Street Journal -
Technology, February 18, 2011,
http://online.wsj.com/article/SB10001424052748703561604576
150502994792270.html#ixzz1GuPO0n5p, accessed March
2011.
4 Dan Gallagher, “Nokia shares hit by broker downgrades,”
MarketWatch — Telecom Stocks, February 14, 2011,
www.marketwatch.com/story/nokia-shares-hit-by-broker-
downgrades-2011-02-14, accessed March 2011.
5 Nokia, “Nokia to acquire Symbian Limited to enable evolution
of the leading open mobile platform,” Press Release, June
24, 2008, http://press.nokia.com/2008/06/24/nokia-to-acquire-
symbian-limited-to-enable-evolution-of-the-leading-open-
mobile-platform, accessed March 2011.
6 Wayne Sutton, “infographic — Apple’s iPhone history and
specifications,” post on blog “SocialWayne.com,”
http://socialwayne.com/2010/12/05/infographic-apples-iphone-
history-and-specifications, accessed March 2011.
7 Vincent Chang, “Android Overtook Nokia As Top Selling
Smartphone OS in Q4 2010,” Cellular-news, January 31, 2011,
www.cellular-news.com/story/47656.php, accessed March 2011.
8 Nokia, “Nokia Q4 2010 net sales EUR 12.7 billion, non-IFRS
EPS EUR 0.22 (reported EPS EUR 0.20) Nokia 2010 net
sales EUR 42.4 billion, non-IFRS EPS EUR 0.61 (reported EPS
EUR 0.50),” Interim Report, January 27, 2010,
6. http://phx.corporate-
ir.net/External.File?item=UGFyZW50SUQ9NzkxMTd8Q2hpbG
RJRD0tMXxUeXBlPTM=&t=1, accessed
June 24, 2011.
9 David Goldman, “Why Nokia can’t crack the U.S. market,”
CNNMoney, September 16, 2010,
http://money.cnn.com/2010/09/16/technology/nokia/index.htm,
accessed March 2011.
10 Nokia, “Nokia appoints Stephen Elop to President and CEO
as of September 21, 2010,” Press Release, September 10,
2010, http://press.nokia.com/2010/09/10/nokia-appoints-
stephen-elop-to-president-and-ceo-as-of-september-21-2010-2,
accessed March 2011.
11 Jessi Hempel, “Can Stephen Elop Fix Nokia?,” Fortune -
Tech, September 10, 2010,
http://tech.fortune.cnn.com/2010/09/10/can-stephen-elop-fix-
nokia/?iid=EL, accessed March 2011.
12 Sean Browne, “Nokia’s Symbian operating system is
outdated compared to Apple’s iOS,” post on blog “WealthVest
Marketing,” February 16, 2011, www.wealthvest.com/blog/sean-
browne/nokia’s-symbian-operating-system-is-outdated-
compared-to-apple’s-ios, accessed March 2011.
13 Hendrik Koekkoek, “Distimo Releases Full Year 2010
Report,” post on “Distimo Blog,” January 10, 2011,
www.distimo.com/blog/2011_01_distimo-releases-full-year-
2010-report, accessed March 2011.
14 Nokia, “Form 20-F,” Financial Results, March 15, 2011, p76,
www.nokia.com/NOKIA_COM_1/About_Nokia/Financials/form
20-f_10.pdf, accessed March 2011.
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7. Page 3 9B11A040
Furthermore, the company was unable to launch any MeeGo-
based handset or smartphone, despite
investing extensive resources in research and development.15
All of these findings prompted Elop to search
for an alternative smartphone mobile operating system to get
Nokia back on the right track. Nokia was
reported to have held talks with Microsoft and Google in late
2010. The strategic assessment was
completed when Elop made his announcement on February 11,
2011: Nokia would gradually phase out
Symbian to adopt Microsoft’s Windows Phone as its principal
smartphone strategy.16
On a global basis, Nokia was organized into three operating and
reportable segments: Devices & Services,
NAVTEQ, and Nokia Siemens Networks. In 2010, the Devices
& Services segment contributed 68.6 per
cent of Nokia’s overall sales revenue. Elop’s first move after
taking the helm at Nokia was to address the
problematic Devices & Services segment which had seen its
sales revenue shrinking from 35 billion euros
(US$50 billion) in 2008 to 29 billion euros (US$39 billion) in
2010.17 In February 2011, Elop and his
senior executives spent a great deal of time outlining Nokia’s
new mobile strategy at the Mobile World
Congress 2011 in Barcelona. However, very little was
mentioned about Nokia’s luxury brand, Vertu,
during this critical transition period. Although the luxury
mobile market was small and niche, it had grown
rapidly in selected countries during the past few years. How
would Nokia serve this high-end, high-margin
customer segment? Would Nokia continue to operate Vertu at
arm’s length? What were the implications of
8. Nokia’s move to the Windows Phone platform for Vertu? Would
the Vertu brand continue to be associated
closely with its original creator, Frank Nuovo? These were
important questions that Elop and his team
would address when developing the new mobile strategy for
Nokia.
A BRIEF HISTORY OF THE LUXURY MOBILE PHONE
London jeweller De Grisogono has seen the potential for mixing
precious stones and technology and has
already made around 20 diamond-encrusted phones for its
clients.
—BBC News18
The luxury mobile phone did not come into existence until 2002
when Vertu launched the world’s first-
ever luxury phone, the Vertu Signature. The Signature series
came in nine different metal finishes and
carried a price range of £5,350 (US$7,549) for the Stainless
Steel model to £25,000 (US$35,275) for the
Platinum Diamond.19 In 2006, Peter Aloisson, an Austrian
designer-jeweller, set the bar higher when he
debuted a record-breaking US$1.3 million smartphone for a
Russian company.20 Unlike typical mobile
phones that were often mass-produced through plastic injection
moulding, these luxury phones were
famous for their superior craftsmanship, including the use of
advanced techniques like computer numerical
control (CNC) machining.21 They were often made of exclusive
materials such as diamonds, gold, ceramic,
titanium, aircraft aluminium, exotic hardwood, sapphire, rubies,
and stitched leather for production.22-23
9. 15 Thomas Ricker, “Intel says no MeeGo phones until first half
of 2011, Nokia just shrugs,” Engadget - News, October 7,
2010, www.engadget.com/2010/10/07/intel-says-no-meego-
until-first-half-of-2011-nokia-just-shrugs, accessed March 2011.
16 Nokia, “Nokia and Microsoft announce plans for a broad
strategic partnership to build a new global ecosystem.”
17 Nokia, “Form 20-F,” Financial Results, March 15, 2011, p.
F-25,
www.nokia.com/NOKIA_COM_1/About_Nokia/Financials/form
20-f_10.pdf, accessed March 2011.
18 BBC, “When a phone call is a luxury,” BBC News -
Sci/Tech, January 23, 2002,
http://news.bbc.co.uk/2/hi/science/nature/1775496.stm, accessed
March 2011.
19 Guinness World Records, “Most expensive mobile phone
(cell phone) series,” Telecommunications - Mobile phones,
2002, www.guinnessworldrecords.com/search/Details/Most-
expensive-mobile-phone-(cell-phone)-series/63638.htm,
accessed March, 2011.
20 Peter Aloisson, “Pictures and Biography,” Peter Aloisson,
2007, www.aloisson.com/peter+aloisson.html, accessed March
2011.
21 Mobiado, “About,” Inside Mobiado, 2011,
www.mobiado.com/Inside_mobiado.htm, accessed March 2011.
22 Vertu, “Pioneering Materials,” Ascent, 2011,
www.vertu.com/in-en/#in-en_ascent/ascent-x, accessed March
2011.
This document is authorized for use only in Kaplan University's
MT460 Management Policy and Strategy course at Kaplan
University, from May 2012 to June 2017.
Page 4 9B11A040
10. The global luxury mobile phone market was considered a niche,
but a fast growing one. In less than a
decade, annual sales revenues had grown to US$11 billion in
2009 and it was estimated to exceed US$43
billion in 2013 on a global basis.24 Despite the economic
downturn, there were still approximately 10
million billionaires around the world in 2009, with the majority
located in the United States, Japan, and
Germany. Due to rapid economic growth in emerging markets
like China and India, the Asia-Pacific
became the fastest growing region for luxury mobile phones
(see Exhibit 1).25 With these new
developments, the luxury mobile phone market looked
promising and attracted new market entrants such
as Mobiado, GoldVish, and GRESSO. Well-established luxury
brands, including Christian Dior, Tag
Heuer, Versace and Ulysse Nardin also joined the luxury mobile
industry through brand extension
initiatives with handset manufacturers (see Exhibit 2).
In an attempt to take advantage of this growing market segment,
Nokia introduced an entry-level luxury
phone using its own brand. The Nokia-branded 8800 series was
launched in 2005, with price set at the
1,075 Euros (US$1,300) level.26 In 2006, a special edition of
Nokia 8800 was introduced with Britain’s
premium carmaker, Aston Martin,27 followed by a 24-carat
gold-plated version called the Nokia 8800
Sirocco Gold the following year.28 The Nokia 8800 Carbon
Arte was made of ultra-lightweight carbon
fibre and released in 2008.29 Despite these product
introductions, Nokia continued to empower its Vertu
subsidiary to take the lead in penetrating the high-end luxury
mobile phone market.
11. Although Vertu was a brand with a distinctive identity, the
Nokia brand was not. As a brand with more
than 100 years of history, “the name Nokia became synonymous
with Finnish rubber expertise” to some
Finnish people.30 Since the company was founded in 1865,
Nokia had transformed itself from a rubber,
cable and forestry goods supplier into a multinational
corporation in the telecommunications industry.31 In
addition to making mobile phones, the company also engaged in
other related businesses. Nokia formed a
joint venture called Nokia Siemens Networks in 2007 to service
the business data networking and
telecommunications equipment market,32 and acquired a
mapping software company called NAVTEQ the
year after to provide Geographic Information Systems (GIS)
service.33 With all these different branches,
the Nokia brand could mean different things to different people.
Although Nokia remained a Top 10
23 Vertu, “Superior Craftsmanship,” Craft and Innovation,
2011, www.vertu.com/in-en/#in-en_signature/signature/craft-
and-
innovation/flash_phone_signature_craftsmanship, accessed
March 2011.
24 ABI Research, “Luxury Brands Aim for Multi-Billion Dollar
Revenues from the Mobile Handset Market,” Press Release,
August 5, 2008, www.abiresearch.com/press/2979-
Luxury+Brands+Aim+for+Multi-
Billion+Dollar+Revenues+from+the+Mobile+Handset+Market,
accessed March 2011.
25 Capgemini, “World Wealth Report 2010,” Insights &
Resources, June 18, 2010, p4, www.capgemini.com/insights-
and-
resources/by-publication/world-wealth-report-2010, accessed
12. March 2011.
26 Nokia, “One millionth customer experiences the excellence,
refinement of premium Nokia 8800,” Press Release, February
16, 2006, http://press.nokia.com/2006/02/16/one-millionth-
customer-experiences-the-excellence-refinement-of-premium-
nokia-8800, accessed March 2011.
27 Aston Martin, “Nokia 8800 Aston Martin Edition,” News,
April 10, 2006,
www.astonmartin.com/thecompany/news?a=1e0da7ce-1ca2-
413b-9478-ef164f04570e, accessed March 2011.
28 Nokia, “Created by nature, perfected by Nokia: The Nokia
8800 Sirocco Gold,” Press Release, April 16, 2007,
http://press.nokia.com/2007/04/16/created-by-nature-perfected-
by-nokia-the-nokia-8800-sirocco-gold, accessed March
2011.
29 Nokia, “Nokia 8800 Carbon Arte reflects authenticity and
performance,” Press Release, August 19, 2008,
http://press.nokia.com/2008/08/19/nokia-8800-carbon-arte-
reflects-authenticity-and-performance, accessed March 2011.
30 Nokian Footwear, “With one hundred years of experience,”
Our Story, www.nokianfootwear.fi/eng/our_story, accessed
March 2011.
31 Nokia, “Three companies merge to form Nokia Corporation,”
Company -Story of Nokia, www.nokia.com/about-
nokia/company/story-of-nokia/nokias-first-century/the-merger,
accessed March 2011.
32 Nokia Siemens Networks, “Nokia Siemens Networks:
Preparing to Connect the World,” Press Release, February, 12,
2007, www.nokiasiemensnetworks.com/news-events/press-
room/press-releases/nokia-siemens-networks-preparing-to-
connect-the-world, accessed March 2011.
33 NAVTEQ, “Nokia Completes Its Acquisition of NAVTEQ,”
Press Release, July 10, 2008,
http://press.navteq.com/index.php?s=4260&item=5137,
accessed March 2011.
13. This document is authorized for use only in Kaplan University's
MT460 Management Policy and Strategy course at Kaplan
University, from May 2012 to June 2017.
Page 5 9B11A040
Global brand, its position slipped from the fifth in 2007 to the
eighth in 2010.34-35 As of early 2011, Vertu
continued to run independently from Nokia as a wholly owned
subsidiary in the United Kingdom.
THE BIRTH OF VERTU
I wanted to take something as unlikely as a communications
technology and present it as art.
—Frank Nuovo, Creator of Vertu36
The public launch of the first Vertu phone in 2002 did not
happen overnight. Its origin could be traced
back to 1995 when Frank Nuovo, the chief designer at Nokia’s
design organization, became fascinated
with the idea of launching a truly luxurious phone while
working on the mass-produced Nokia 8800 series
— a high-end phone for Nokia at that time. Previously
employed as a design director at
BMW/DesignerworksUSA, Frank had already demonstrated his
design talents in several phone projects
with his client, Nokia. With Vertu, he intended to use this
luxury mobile phone as an instrument to provide
customers with exquisite design, craftsmanship and service.
Nuovo designed Vertu to be an icon
14. recognized as the pinnacle of mobile phone excellence. In 1998,
Frank turned his vision into action,
sketched ideas about Vertu, and presented the business case for
establishing a luxury cellphone company to
Nokia’s president, Pekka Ala-Pietilä.37-38 The Vertu project
was approved by the board later that year.
Vertu was established in 2000, in a small village called Church
Crookham, 40 miles southwest of London,
United Kingdom.39 Nokia chose to place Vertu there for several
strong reasons. Despite the high
manufacturing cost in the United Kingdom, close proximity to
the precious metal and precision machining
suppliers was important to Vertu.40 Furthermore, being a
wholly owned subsidiary away from Espoo,
Finland meant that Vertu could maintain an arm’s length from
Nokia. This became essential when Vertu
was designed to do things differently, with its own research,
manufacturing, sales, marketing and
management team (see Exhibit 3).
On January 21, 2002, Vertu debuted the Vertu Signature series
at the Museum of Modern Art in Paris.41
Vogue magazine described the Vertu launch as “the birth of
another ultimate item.”42 Vertu was hoping
that the mobile phone would follow the path of the wristwatch,
evolving from a functional timepiece to a
prestige jewelry item. Nuovo once made an analogy to a Rolls-
Royce when asked about his Vertu phone.43
For affluent consumers, Vertu served as a great alternative to
cheap plastic phones when attending parties
or business meetings. As such, the brand attracted many
celebrities, artists and famous business people as
15. 34 Interbrand, “2007 Rankings,” Best Global Brands,
www.interbrand.co.uk/en/best-global-brands/best-global-
brands-
2008/best-global-brands-2007.aspx, accessed March 2011.
35 Interbrand, “2010 Rankings,” Best Global Brands,
www.interbrand.co.uk/en/best-global-brands/Best-Global-
Brands-
2010.aspx, accessed March 2011.
36 Mark Levine, “The $19,450 Phone,” The New York Times,
December 1, 2002,
www.nytimes.com/2002/12/01/magazine/01CELLPHONE.html?t
ntemail0=&pagewanted=print&position=top, accessed
March 2011.
37 Mark Levine, “The $19,450 Phone.”
38 Vertu, “Vertu History,” Discover Vertu, www.vertu.com/in-
en/discover-vertu/vertu-history#in-en_discover-vertu/vertu-
history, accessed on Mar 3, 2011.
39 Church Crookham Fleet, “Church Crookham,” Main Page,
www.church-crookham.co.uk, accessed March 2011.
40 Mark Levine, “The $19,450 Phone.”
41 Ibid.
42 Vertu, “Vertu History,” Discover Vertu, www.vertu.com/in-
en/discover-vertu/vertu-history#in-en_discover-vertu/vertu-
history, accessed on Mar 3, 2011.
43 Stephen Baker, “And Now, the $21,000 Cell Phone,”
Businessweek - WRETCHED EXCESS, February 18, 2002,
www.businessweek.com/magazine/content/02_07/c3770013.htm,
accessed March 2011.
This document is authorized for use only in Kaplan University's
MT460 Management Policy and Strategy course at Kaplan
University, from May 2012 to June 2017.
Page 6 9B11A040
16. users even though the phones were deliberately voice centric
with a greater focus on the craft and
materials.
OVERVIEW OF VERTU PRODUCT PORTFOLIO
Vertu represents creative director Frank Nuovo’s vision of the
ultimate luxury communication device — an
unprecedented fusion of engineering, design and technology.
Nothing of this kind has been achieved
before, at any price.
—The Vertu Vision as stated in 200444
Following the first order of Vertu in 2002, the company enjoyed
impressive growth from 2002 to 2010,
hundreds of thousands of phones.45 Vertu was made up of three
major product lines: the Signature, the
Ascent and the Constellation (see Exhibit 4). Positioned as “the
phone without equal,”46 the Signature was
a commanding phone designed to create poise and stature with
its tall and slim proportion.47 The Ascent,
on the other hand, was a car-inspired phone. Introduced in 2004,
this phone was designed to bring power,
energy and precision together, as in a beautiful car engine.48 To
reinforce this positioning, a partnership
with Ferrari was forged in 2007 to bring special editions of the
Ascent Ferrari phone to the market.49 Vertu
added the Constellation to its portfolio in 2006. Created for the
“discerning global citizen,”50 the
Constellation came in many form factors such as candybar, fold
(clam-shell), and QWERTY smartphone
(see Exhibit 5).51
17. To cater to the feminine mobile phone market, Vertu started to
customize its phone with colourful leather
and exquisite jewelry designs; the launch of the Ascent Pink in
2005, the Signature Boucheron in 2006, the
Signature Pink Diamonds in 2007, and the Constellation Quest
Pink in 2011 were great examples.52-53 As a
luxury mobile phone maker, Vertu delighted its customers with
products that showcased technological
expertise. A prime example was the Vertu Ascent Motorsport
Limited Edition, which was crafted from
liquid metal. It was also the world’s first use of carbon fibre on
a mobile phone. Vertu also impressed the
market by forging phones out of titanium and making phones
with a ceramic keypad (see Exhibit 6).
THE VERTU EXPERIENCE
Quite simply the Vertu customer expects an experience, which
is extraordinary in its delivery of every
aspect from performance to service. When you hold a Vertu,
you have no doubt about its uniqueness.
—Frank Nuovo, 200754
44 Vertu, “Vertu Vision,” archived on “WayBackMachine,” Sep
25, 2004,
http://replay.waybackmachine.org/20050208190237/www.vertu.
com/html/about.jsp?section=about, accessed March 2011.
45 Marshall Heyman, “A Cellphone With a $7,900 Price Tag,”
The Wall Street Journal, October 22, 2010,
http://online.wsj.com/article/SB10001424052702304023804575
566502752294876.html, accessed March 2011.
46 Vertu, “A Phone Without Equal,” Signature - Craft and
18. Innovation, www.vertu.com/in-en/home#in-
en_signature/signature/craft-and-
innovation/flash_phone_signature_equal, accessed March 2011.
47 Vertu, “Signature,” Signature, www.vertu.com/in-
en/home#in-en_signature, accessed March 2011.
48 Vertu, “Ascent,” Ascent, www.vertu.com/in-en/home#in-
en_ascent, accessed March 2011.
49 Vertu, “Vertu History.”
50 Vertu, “Constellation Ayxta,” Constellation,
www.vertu.com/in-en/home#in-en_constellation/constellation-
ayxta, accessed
March 2011.
51 Vertu, “Constellation,” Constellation, www.vertu.com/in-
en/home#in-en_constellation/constellation, accessed March
2011.
52 Vertu, “Vertu History.”
53 Diana Gdula, “Haute Toys: Vertu Constellation Quest Goes
Pink for Valentine’s Day,” post on blog “Haute Living,”
January
11, 2011, www.hauteliving.com/2011/01/haute-toys-vertu-
constellation-quest-goes-pink-for-valentines-day, accessed
March
2011.
54 Levent Ozler, “Frank Nuovo Interview,” Dexigner - News,
November 8, 2007, www.dexigner.com/news/12580, accessed
March 2011.
This document is authorized for use only in Kaplan University's
MT460 Management Policy and Strategy course at Kaplan
University, from May 2012 to June 2017.
Page 7 9B11A040
19. “Designed to be admired, and made to be held,” Vertu aimed to
be different from the start.55 Empowered
by Nokia to design such luxury mobile phones, Nuovo and his
team created a mobile phone experience
that simply could not be matched by the competition. This
exceptional experience was made possible by
combining a series of unique services and product features as
listed below.
Craftsmanship
Unlike a typical mobile phone that had about 50 parts, a Vertu
phone had more than 400. Some models
included precious pieces such as diamonds and gems that
required careful assembly by hand. Due to their
delicate nature, each Vertu phone was handcrafted by a single
master, usually plucked from the watch-
making and jewelry industries, in Vertu’s Church Crookham
factory near London, United Kingdom. “It’s
made for one person by one person,”56 said Casey Gorman,
managing director of Vertu America. The
mechanical workings of each Vertu phone took hours to
assemble, and this gave a Vertu user emotional
gratification when holding a Vertu phone. As Nuovo once
pointed out, “even if the Vertu phone were
made out of copper, it would still be worth what it’s worth.”57
Exquisite Design
A Vertu phone could be appreciated as a piece of art. Each
phone element was carefully designed to
delight the user. To give exceptional comfort for mobile voice
communication, the “ceramic” ear pillow
20. was invented and sound cavities were fine tuned to match the
sensitivity of the human ear.58 Even the
ringing tones and sound alerts were exclusively made — for
example the music for the Constellation Quest
model was written by musician Benjamin Wallfisch and
performed and recorded by the London
Symphony Orchestra.59 The face of most Vertu models was
made with the “Sea of Sapphire” to give
excellent “wear and tear” resistance. Each sapphire crystal key
was ground and cut using diamond powder
and olive oil, while the sapphire crystal screen was specially
processed and polished to give a high-
resolution display. Stitched leather at the back made holding the
phone an enjoyable experience. The form
factor was well designed. “There’s a size-to-proportion balance
that has a calming effect, like Chinese
health balls. It fits perfectly in the hand,” said Nuovo.60
Vertu Concierge Service
One of the unique selling points of Vertu was the easy access to
a team of independent lifestyle assistants
with the touch of a button.61 The highly personal, tailored, and
relevant luxury lifestyle assistance service
was multilingual and could be accessed 24/7 globally. It was
available in English, along with eight other
languages: Italian, French, German, Russian, Cantonese,
Mandarin, Japanese and Arabic. “We feel the
word time is a key contributor to the definition of luxury,” said
Perry Oosting, president of Vertu. “If we
55 Vertu, “Constellation Rococo,” Constellation,
www.vertu.com/in-en/ascent/ascent-ti/craft-and-
innovation/flash_phone_ascent-ti_ceramic#in-
21. en_constellation/constellation-rococo, accessed March 2011.
56 Marshall Heyman, “A Cellphone with a $7,900 Price Tag.”
57 Mark Levine, “The $19,450 Phone.”
58 Vertu, “Vertu History.”
59 Vertu, “Exclusive Ringtones,” Constellation Quest,
http://experience.vertu.com/constellationquest/#/en/experiencet
hephone/performance/1, accessed March 2011.
60 Mark Levine, “The $19,450 Phone.”
61 Vertu, “Vertu Concierge,” Services, www.vertu.com/in-
en/#in-en_services/concierge, accessed March 2011.
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are able to give the customer more time then we have achieved
quite a lot,” he said.62 This personal, one-
on-one service was provided free of charge for the first year of
a Vertu ownership, with a renewal fee of
US$2,000 per year.63
Value-Added Services
The Vertu experience included a number of unique online
services. An exclusive “Vertu.me” e-mail
account was provided to each Vertu owner. To provide peace-
of-mind protection for personal data, the
phone’s “Vertu Fortress” software wirelessly backed up
important contact and calendar entries to ultra-
secure servers.64 Designed for busy international travellers, the
22. “Vertu City Brief” application
automatically presented dining and entertainment information
about around 160 cities on the phone upon
arrival, while the “Vertu Select” application delivered exclusive
original articles to “inspire, inform, and
entertain” the Vertu owner.65 In case of technical difficulties, a
Vertu user could simply press a key to
access the 24/7 “Vertu Remote Assist”service to have the device
remotely examined by Vertu’s technical
support team.66
PROMOTING THE VERTU BRAND
Purposefully, my influence was to steer the design and brand
elements as far from Nokia as possible when
it made sense to do so.
—Frank Nuovo, 200767
As a luxury mobile phone, Vertu was not the kind of phone that
was advertised on the flyers of local
wireless dealers or office supply stores. The high price tag made
it prohibitive for wireless carriers to offer
any subsidy on such a luxury phone. Vertu’s unique brand
positioning did not fit too well with the mass
market. As a result, Vertu did not carry out any joint promotion
with wireless carriers. Following tactics
typically used by luxury wristwatch makers, Vertu made use of
famous celebrities, entrepreneurs and
professionals to promote its brand around the world. In 2010,
pop musician Seal became Vertu’s new
brand ambassador.68 Other exclusive Vertu “friends” included
Jean Todt, Michelle Yeoh, Andrea
Griminelli, Ma Yansong, Alain Ducasse, and Arkady
Novikov.69
23. In terms of branding, Vertu’s early slogan “Experience the
world of unparalleled communication” clearly
described its intention to stand out from the crowd.70 To
reinforce Vertu’s exclusive image, its press
materials were accessible only by accredited members of the
press.71 Its product launch events were often
62 Claire Ferris-Lay, “Perry Oosting,” CEO Middle East,
December 6, 2010, www.arabianbusiness.com/perry-oosting-
365720.html, accessed March 2011.
63 Marshall Heyman, “A Cellphone with a $7,900 Price Tag.”
64 Vertu, “Vertu Fortress,” Services, www.vertu.com/in-
en/services/fortress#in-en_services/fortress, accessed March
2011.
65 Vertu, “Vertu Select,” Services, www.vertu.com/in-
en/services/fortress#in-en_services/vertu-select, accessed March
2011.
66 Vertu, “Vertu Remote Assist,” Experience - Performance,
http://experience.vertu.com/constellationquest/en/per_remote,
accessed March 2011.
67 Levent Ozler, Frank Nuovo Interview,” Dexigner - News,
November 8, 2007, www.dexigner.com/news/12580, accessed
March 2011.
68 Marshall Heyman, “A Cellphone with a $7,900 Price Tag.”
69 Vertu, “Vertu & Friends,” Discover Vertu,
www.vertu.com/in-en/#in-en_discover-vertu/vertu-and-friends,
accessed March
2011.
70 Vertu, “Vertu web site,” archived on “WayBackMachine,”
April 29, 2002,
http://replay.waybackmachine.org/20021001073324/www.vertu.
com/vertu, accessed March 2011.
71 Vertu, “Media Centre,” Corporate, www.vertu.com/in-
en/#in-en_corporate/media-centre, accessed March 2011.
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MT460 Management Policy and Strategy course at Kaplan
University, from May 2012 to June 2017.
Page 9 9B11A040
organized as private receptions in art museums or prestigious
locations around the world.72-73 For example,
the Vertu Constellation Quest launch in 2010 took place at the
Lancaster House of St. James, where the
splendor of the Louis XIV decor and the grandeur of design
were “doubtlessly appreciated” by the
visitors.74-75 The company also participated regularly in
luxury watch and jewelry shows, such as
Baselworld, and in fashion events, such as Paris Couture Week
and Men’s Fashion Week in
Singapore.76,77,78
During the early days of Vertu, the company cleverly built its
luxury brand image and exclusivity
positioning by promoting its product mainly through its
appointment-only Vertu Client Suites.79-80 By
2011, Vertu had expanded its distribution channels to include
more than 500 of the finest watch, jewellery
and department stores and more than 90 Vertu boutiques in
almost 70 countries worldwide.81-82 For most
people, the best-brand experience could be found when they
walk into one of Vertu’s flagship boutiques
around the world, such as Singapore’s Mandarin Gallery, or the
flagship boutique in Ginza, Tokyo. These
boutiques featured architectural display cases, luxurious colour
themes, and polished limestone floors to
25. match the attention to detail and sophistication of Vertu
phones.83-84
COMPETITORS OF VERTU
When Vertu first started out with the idea of producing luxury
phones, the industry thought it would never
take off. Vertu was ahead of the times. But now you can see
how successful the industry has become, as
more competitors are looking to enter this space.
—Alberto Torres, President of Vertu, 200885
Since pioneering the luxury mobile phone market in the early
2000s, Vertu had attracted others to join this
lucrative market. The company competed with companies that
could be grouped into three major
categories: luxury mobile phone manufacturers, luxury fashion
and wristwatch brands, and luxury
accessorizers.
72 Mark Levine, “The $19,450 Phone.”
73 Marshall Heyman, “A Cellphone with a $7,900 Price Tag.”
74 Vertu, “Stars Come out for Vertu Constellation Quest
Launch,” Press Release, October 13, 2010,
www.prnewswire.co.uk/cgi/news/release?id=300572, accessed
March 2011.
75 Burlington Bertie, “Lancaster House,” Off to London - Out
& About Home, www.offtolondon.com/lancasterhouse.html,
accessed March 2011.
76 Baselworld, “Vertu,” Exhibitors & Floor plans,
http://baselcatalog.messe.ch/mch/zoomdetails_search.asp?exhibi
26. tor=116054, accessed March 2011.
77 Senatus, “Vertu at Men’s Fashion Week 2011,” Magazine -
Technology, http://senatus.net/article/vertu-mens-fashion-
week-2011-singapore, accessed March 2011.
78 “The origins of Vertu,” The Economist, Business & finance -
Mobile phones, February 20, 2003,
www.economist.com/node/1596073, accessed March 2011.
79 Mark Levine, “The $19,450 Phone.”
80 Vertu, “Vertu continues to dazzle in Its forth year,” Press
Release, June 24, 2005, www.vertu.com/downloads/releases/in-
en/Vertu_Signature_with_Yellow_Metal_Keys.pdf, accessed
March 2011.
81 Vertu, “Stars Come out for Vertu Constellation Quest
Launch.”
82 Nokia, “Form 20-F,” Financial results, March 15, 2011, p.47,
www.nokia.com/NOKIA_COM_1/About_Nokia/Financials/form
20-f_10.pdf, accessed March 2011.
83 Senatus, “Vertu at the Mandarin Gallery Singapore,”
Magazine - Dining & Travel, http://senatus.net/article/vertu-
mandarin-
gallery-singapore, accessed March 2011.
84 Klein Dytham architecture, “Vertu Flagship Store, Tokyo,”
Interior, www.klein-dytham.com/project/interior/vertu-flagship-
store-tokyo/1, accessed March 2011.
85 Vertu, “Introducing the new Vertu signature a phone without
equal,” Press Release, October 16, 2008,
www.ameinfo.com/171588.html, accessed March 2011.
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Page 10 9B11A040
27. Luxury Mobile Phone Manufacturers
The launch of Vertu inspired designers around the world to spin
their creativity on mobile phone design.
Several companies successfully entered this niche, yet lucrative
market, with their innovative products.
Mobiado, a Vancouver-based luxury mobile phone maker,
introduced the world’s first “CNC machined”
mobile phone in 2004.86 The company was also famous for
launching the world’s first mobile phone made
of exotic wood.87 Mobiado’s phones had limited distribution,
mainly in Europe and Asia. Another
company that gained the market’s attention was the Geneva-
based GoldVish. As confirmed by the
Guinness Book of World Records, GoldVish became the maker
of the world’s most expensive phone in
2006, with the launch of its “Le Million Piece Unique.”88 This
phone was constructed with 18-carat white
gold and fully decorated with 120 carats of VVS-1 graded
diamonds.89 GoldVish also made the world’s
first mobile phone that incorporated a mechanical
chronograph.90 The company operated its own GoldVish
boutiques in London, Hong Kong, and Vietnam. Its phones were
also available in 14 other jewelry shops
around the world.91 On the Internet, a company that
successfully explored the online sales channel for
luxury phones was the Switzerland-registered brand Gresso. Its
popular models included the “Luxor World
Time,” a phone that featured six independent Swiss clockwork
mechanisms.92 The latest market entrant
was the Copenhagen-based Æsir. Its first mobile phone,
Æsir+Y, was designed by Yves Béhar and was
presented in Baselworld 2011.93
28. Luxury Fashion and Wristwatch Brands
In 2006, Prada partnered with LG Electronics to launch a touch-
screen smartphone called LG Prada;94
more than one million units of this crossover product were
eventually sold.95 The success of Prada’s entry
to the high-end mobile market inspired several luxury fashion
brands to follow a similar brand extension
strategy. Luxury fashion brands collaborated with customized
design manufacturers (CDM) to design and
manufacture the phones.96 ModeLabs, a Paris-based CDM that
had previously designed a phone for Levi’s
in 2007,97 was busy working with the luxury fashion brands in
recent years; Christian Dior’s “My Dior”
phone was launched 2008,98 followed by Versace’s “Unique”
smartphone in 2010.99 LACOSTE intended
86 Mobiado, “Mobiado Launches the professional collection:
Unique, Elegant. Advanced,” Press Release, December 15,
2004,
www.mobiado.com/press_release%20December15th04.pdf,
accessed March 2011.
87 Mobiado, “About.”
88 Guinness World Records, “Most expensive mobile phone
(cell phone),” Arts and Media - Valuable items - Retail prices,
2006, www.guinnessworldrecords.com/search/Details/Most-
expensive-mobile-phone-(cell-phone)/52009.htm, accessed
March 2011.
89 “Setting the Bling Tone,” Bin Hendi, Issue 3, 2008, p34,
www.binhendi.com/v2/downloads/MAGAZINE/BH_issue_3.pdf,
accessed March 2011.
90 GoldVish, “Revolution,” Limited Editions,
www.goldvish.com/UK/index.html, accessed March 2011.
91 GoldVish, “GoldVish Shops & Outlets,” Where to buy,
www.goldvish.com/UK/index.html, accessed March 2011.
29. 92 Gresso, “Luxor World Time,” Phones, http://gresso.com/e-
store-luxor-w-t/?50&n=a1&ib=50, accessed March 2011.
93 Aesir, “About,” Æsir + Y Phone — Company, http://aesir-
copenhagen.com/about-æsir/, accessed March 2011.
94 Sascha Segan, “LG Prada KE850,” PC Magazine - Product
Guides - Cell Phones, June 8, 2007,
www.pcmag.com/article2/0,2817,2143607,00.asp, accessed
March 2011.
95 K. Rob, “LG Prada Watch: Naming of the phone, sales and
miscellaneous musings,” Mobile Industry Review - News,
November 20, 2008,
www.mobileindustryreview.com/2008/11/lgpradawatch_naming
_of_the_phone_sales_and_miscellaneous_musings_.html,
accessed March 2011.
96 Andreas Constantinou, “Customised Design Manufacturers
are Here,” post on blog “Vision Mobile,” September 21, 2006,
www.visionmobile.com/blog/2006/09/customised-design-
manufacturers-are-here, accessed March 2011.
97 “Téléphones mobiles. ModeLabs Levi’s The Original,”
ZDNet, November 16, 2007, via CNet France — Téléphones
mobiles, www.cnetfrance.fr/produits/modelabs-levi-s-the-
original-39375524.htm, accessed March 2011.
98 Modelabs, “Diorphone,” Press Release, 2008,
http://pressdior.modelabs.com/download/DiorPhone_Collection
2008_UK_PRtext.pdf, accessed March 2011.
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Page 11 9B11A040
to work with ModeLabs to bring out a luxury phone to the
30. market as well.100 In addition to fashion brands,
wristwatch makers also collaborated with CDM to enter the
luxury mobile phone market; TAG Heuer
Meridiist was introduced to the market in 2008, followed by
Ulysse Nardin Chairman in 2009.101-102
Luxury Accessorizers
Prior to the commercial availability of the luxury mobile phone
in the early 2000s, the use of precious
materials to customize mobile phones was often performed by
designers on an individual basis. Peter
Aloisson first made use of diamonds to encrust mobile phones
as early as 1998, and he subsequently built a
business to customize mobile handsets with gold and diamonds
for his clients.103 In the United Kingdom, a
company called Continental Mobiles entered the luxury
accessorizer market in 2006 to sell a wide range of
modified handsets from Apple, Nokia and Blackberry. To give
consumers confidence in its craftsmanship,
Continental Mobiles sought accreditation from the British
Jewelers Association and claimed to be
appointed by the Royal Family in Saudi Arabia.104 The
company even mimicked Vertu’s strategy of a
global concierge service available to its customers.105 Another
luxury accessorizer was the Dubai-based
Givori. It was famous for using unique materials such as pearl,
seashell, Swarovski crystal, vintage glass,
and even real elephant ivory from the 1940s to produce one-of-
a-kind phones.106 The market was so
lucrative it attracted IceLink, a Geneva-based jewelry and watch
maker, to debut a 6-carat diamond
decorated BlackBerry in Baselworld 2011.107-108
31. UPCOMING CHALLENGES
Vertu products will evolve from its core and will expand over
time. First however it needs to grow close to
home and continue its quest for excellence in luxury
communications products.
— Frank Nuovo, 2007109
99 Modelabs, “Versace teams up with ModeLabs Group to
create and distribute its first luxury mobile phone, “Press
Release,
January 19, 2010,
http://ww2.modelabs.com/download/ARTICLES/EN/Versace_M
odeLabs_UK.pdf, accessed March 2011.
100 Modelabs, “Signature d’un contrat de licence mondial avec
LACOSTE S.A pour le développement d’une gamme de
téléphones mobiles,” Press Release, June 15, 2009,
http://ww2.modelabs.com/download/ARTICLES/FR/CPAnnonce
licenceLacosteDE.VF.pdf, accessed March 2011.
101 Modelabs, “MODELABS GROUP ET TAG HEUER
SIGNENT UN CONTRAT DE LICENCE MONDIALE
EXCLUSIVE
POUR LA CREATION ET LA DISTRIBUTION D’UNE
GAMME DE TELEPHONES MOBILES SUR MESURE,” Press
Release, November 26, 2007,
www.modelabs.com/download/cp_presse/fr/cp_tagheuer_creatio
n_gamme.pdf, accessed
March 2011.
102 Paul Miller, “Ulysse Nardin Chairman “Hybrid smart
phone” unveiled,” March 26, 2009, Engadget,
www.engadget.com/2009/03/26/ulysse-nardin-chairman-hybrid-
smart-phone-unveiled, accessed April 2011.
32. 103 Peter Aloisson, “Pictures and Biography.”
104 Continental Mobiles, “About Us,” Company,
www.continentalmobiles.com/pages/information/company.aspx,
accessed
March 2011.
105 Continental Mobiles, “Concierge,” Information –
Concierge,
www.continentalmobiles.com/pages/information/concierge.aspx,
accessed March 2011.
106 Givori, “Nefertiti,” Limited Edition,
www.givori.com/en/#/collections/limitededition/0, accessed
March 2011.
107 SeriousLuxury, “IceLink’s luxurious $15k BlackBerry Bold
to debut at Baselworld 2011,” Toys - Mobile Phones, February
18, 2011, www.seriousluxury.com/icelinks-luxurious-15k-
blackberry-bold-debut-baselworld-2011, accessed March 2011.
108 IceLink, “Icelink — Luxurious Gemwatches and Jewelry,”
Facebook, www.facebook.com/pages/Icelink-Luxurious-
Gemwatches-and-Jewelry/133568714453, accessed March 2011.
109 Levent Ozler, “Frank Nuovo Interview.”
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Vertu and the New Nokia
After Vertu was officially founded in 1998, the UK-
headquartered company benefited from Nokia’s
financial support, yet was able to operate independently as a
wholly owned subsidiary thousand of miles
33. away from Espoo. Since Nokia was under new management with
Stephen Elop since late 2010,110 a
strategic review of Nokia’s various subsidiaries, including
Vertu, became inevitable. Would Vertu’s strong
financial performance satisfy Elop’’s expectations, and allow
Vertu to take a status quo approach to
operate at arm’’s length from Nokia? Would the brand linkage
between Vertu and Nokia be strengthened?
Would Vertu be spun off like Nokia Footware, or sold to some
other entity like Nokia’s vehicle tire
business in the early days?111 The strategic business role of
Vertu within the Nokia group had to be
defined, reviewed, and supported. Vertu’s continued success
could help Nokia ease some margin pressures
during the transition to embrace Microsoft’s Windows Phone
ecosystem. Vertu was no longer a short-term
pilot project for Nokia; it had evolved to become a viable
business with great business potential.
The Shift to Touch-Screen Smartphone
The arrival of Apple’s iPhone in 2007 sparked a new era of
touch-screen smartphones in the market.112 The
product was well received by consumers, and Apple had sold
approximately 90 million units by Q1 2011
since its launch.113 Mobile phone manufacturers around the
world had since adopted the thin rectangular
form factor of the iPhone, whether they were in the Android,
Windows Phone, or other proprietary mobile
phone platforms. This trend posed a potential threat to Vertu
because the company did not currently have
any luxury phones in such form factor design. Vertu’s Ascent
and Signature collections were all in
candybar design, while most of the Constellation handsets were
in candybar design, with the exception of
34. Constellation Quest (QWERTY smartphone design) and
Constellation Ayxta (fold/clam-shell design). The
form factor discussion became important especially when the
Windows Phone platform that Nokia
intended to adopt was optimized for touch-screen devices.
Considering Nokia’s prior experience in
launching a wide variety of touch-screen models, Vertu
considered leveraging existing Nokia knowledge
to bring form factor phones to the Vertu world.114,115,116
Value-Added Services
Vertu provided a series of value-added services such as
Vertu.me, Vertu City Brief, Vertu Select, and
Vertu Remote Assist to complement the Vertu mobile
experience (see Exhibit 7). However, the
competitive environment had changed significantly in the past
few years. Similar online applications could
be downloaded easily on competing mobile platforms, and many
of them were provided to end-users free
of charge. Even the acclaimed global concierge service offered
by Vertu now had similar competitors
available to the public in many countries.117,118,119 All of
these developments affected Vertu’s value
110 Nokia, “Nokia appoints Stephen Elop to President and CEO
as of September 21, 2010.”
111 Nokia, “Change, survival and the fighting spirit in our
DNA,” post on blog “Nokia Conversations,” April 6, 2011,
http://conversations.nokia.com/2011/04/06/change-survival-and-
the-fighting-spirit-in-nokias-dna/#disqus_thread, accessed
April 2011.
112 Apple, “Apple Reinvents the Phone with iPhone,” Press
Release, January 9, 2007,
35. www.apple.com/pr/library/2007/01/09iphone.html, accessed
March 2011.
113 Apple, “Apple Reports First Quarter Results,” Press
Release, January 18, 2011,
www.apple.com/pr/library/2011/01/18results.html, accessed
March 2011.
114 Nokia, “Nokia N8 Overview,” Devices,
http://europe.nokia.com/find-products/devices/nokia-n8,
accessed March 2011.
115 Nokia, “Nokia E7 Overview,” Devices,
http://europe.nokia.com/find-products/devices/nokia-e7,
accessed March 2011.
116 Nokia, “Nokia C7 Overview,” Devices,
http://europe.nokia.com/find-products/devices/nokia-c7-00,
accessed March 2011.
117 Continental Mobiles, “Concierge.”
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Page 13 9B11A040
propositions and made it increasingly difficult for Vertu to
differentiate from other competitive offerings.
In Japan, the company enriched the Vertu experience by
providing a wireless service called “Vertu Club”
to its users in 2009, via a mobile virtual network operator
(MVNO) model.120,121,122 If this service became
successful, Vertu could consider rolling it out to other countries
to achieve better product differentiation
and to enhance its competitive position.
36. Vertu Counterfeiting
Just like any other luxury brand, Vertu faced the issue of
counterfeiting. The market of counterfeit mobile
phones had grown rapidly since 2005, when a Taiwanese
chipmaker called MediaTek launched a complete
solution to help companies assemble a mobile phone easily and
inexpensively. This solution not only
included integrated chipsets, but also reference designs and a
suite of turnkey software solutions. In 2010,
MediaTek shipped a total of 500 million chipsets globally,
resulting in 228 million Chinese counterfeit
phones being shipped to customers worldwide, especially in
China, India, Indonesia, Brazil, and Russia
where well-established mobile phone manufacturers such as
Nokia had a strong market presence.123 These
phones were no longer cheap knock-offs that looked
embarrassing. It was not uncommon to find Vertu
replica phones that featured Swarovski crystals, gold-plating,
and even individual IMEI codes to avoid
being caught by wireless carriers.124 A look-alike Vertu phone
could easily be found online and there were
even guides and reviews on eBay to help buyers shop for fake
Vertu phones.125
OPPORTUNITIES FOR VERTU
Brand Positioning in Recession Times
Was Vertu an affordable luxury good or a true luxury product?
The answer to this question was critical
because the latter was often found to be recession proof and
continues to be purchased by the truly rich—
37. those with more than US$10 million in investable assets. During
the economic downturn true luxury
brands enjoyed stable growth, while affordable luxury brands
observed fluctuating performance depending
on the country’s recovery speed from recession. It was
suggested aspiring luxury goods consumers disliked
luxury goods with mass distribution; they preferred goods that
were exclusively distributed in the brand’s
glamorous boutiques or in high-end department stores.126
Another interesting trend showed men’s luxury
purchases, from suits, to briefcases, to watches, doubled during
the 2007 to 2010 recession period in the
United States. Furthermore, recent research identified the young
affluent — 40 years old or younger — as
118 Thirsty Muse Corporation, “TMC Helps Employers Help
Their Employees,” Program Overview - Helping Employers,
2010, https://www.thirstymuse.com/program.html, accessed
March 2011.
119 Quintessentially, “Member Assistance,” The Service, 2011,
www.quintessentially.com/the-service, accessed April 2011.
120 Wireless Watch Japan, “Vertu Club Japan Launched,”
Translated article, September 1, 2009,
http://wirelesswatch.jp/2009/09/01/vertu-club-japan-launched,
accessed March 2011.
121 坂本純子, “Vertu、年額57万7500円の「VERTU Club」開始--
プレミアムなコンシェルジュサービスも,” Cnet Japan -
Technology, http://japan.cnet.com/news/tech/20399191,
accessed March 2011.
122 Vertu, “Vertu Club,” Vertu Japan web site,
www.vertu.com/jp-jp/services/#jp-jp_services, accessed March
2011.
123 Robin Kwong, “MediaTek breaks out into mobile phones,”
Financial Times, March 17, 2011,
www.ft.com/cms/s/0/6fbf3994-440a-11e0-8f20-
38. 00144feab49a.html#axzz1Jj3d5lNQ, accessed April 2011.
124 “VERTU Signature Pure gold High Class,” LuxReplica,
www.artdirect.org/Signature/VERTU-Signature-Pure-Gold-
High-
Class-441, accessed April 2011.
125 “How to spot FAKE VERTU PHONE,” Home - Buy -
Reviews & Guides, April 5, 2011,
http://reviews.ebay.com/How-to-
spot-FAKE-VERTU-PHONE_W0QQugidZ10000000014165581,
accessed April 2011.
126 Aline Sullivan, “Luxury brands covet the recession-proof,”
The New York Times, March 7, 2008,
www.nytimes.com/2008/03/07/style/07iht-
mluxe.1.10800096.html, accessed March 2011.
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Page 14 9B11A040
the fastest growing consumer segment of luxury brands.127
These findings provided Vertu with some solid
direction to evaluate its brand positioning in light of
challenging economic times, especially in regions that
had not yet fully recovered.
Tapping into High-growth Far Eastern Markets
Bernard Arnault, chairman of the world’s largest luxury goods
producer LVMH, once predicted that the
global spending on luxury goods would increase from US$220
39. billion in 2008 to about US$440 billion in
2013, with up to a third coming from emerging markets like
China, Russia and India. His prediction was in
line with recent developments of luxury brands; Tiffany, Coach,
Cartier, and Burberry were all
aggressively setting up new stores in the East.128 According to
the Federation of the Swiss Watch Industry,
the top three markets in Swiss watch export values for 2010
were Hong Kong, the United States, and
France. However, the Far Eastern markets recorded growth well
above that of other regions, with China,
Hong Kong and Russia achieving 57 per cent, 46.9 per cent and
44.5 per cent increases over the previous
year, respectively.129 The Middle East was a region that Vertu
had also focused on in recent years. “The
Middle East is an important region, in terms of size and in terms
of its potential,” said Oosting in an
interview with an Arabic business magazine.130 Vertu had
ongoing retail expansion across the Middle East
as it had achieved rapid success in the region.131 Moreover, the
company launched its concierge service
also in Arabic to strengthen its product positioning; these
developments were not surprising as the gulf
region was expected to outperform other global luxury retail
markets in 2010.132-133
Marketing in Asia
Since the launch of the first Vertu phone in the market, the
company had maintained a relatively
standardized approach in promoting the brand around the world.
The brand was always known as Vertu in
English, without any foreign translation. In addition, the Vertu
web site and much of its marketing material
were produced in black, white, and shades of grey, a colour
40. combination often considered to be
inauspicious by the Chinese, Korean and Japanese, as it
symbolized mourning in a funeral.134-135 While
Vertu had successfully used such standardized approach to build
its premium brand positioning in Western
markets, the cultural differences in Asia and other emerging
markets could not be ignored and were worth
further studies. Domaines Barons de Rothschild, the renowned
French wine marker, successfully made its
Château Lafite Rothschild the most coveted wine maker in Asia.
In 2008, it even wrote the Chinese
127 Ruchika Tulshyan, “Men’s Jewelry: A Recession-Proof
Luxury,” Time, July 27, 2010,
www.time.com/time/business/article/0,8599,2006189,00.html,
accessed March 2011.
128 Jennifer Fishbein, “The People Want Champagne and
Watches,” Bloomberg Businessweek, February 6, 2008,
www.businessweek.com/globalbiz/content/feb2008/gb2008026_
690656.htm, accessed March 2011.
129 Federation of the Swiss Watch Industry FH (2011). The
Swiss and world watchmaking industry in 2010.
www.fhs.ch/statistics/watchmaking_2010.pdf.
130 Claire Ferris-Lay, “Perry Oosting.”
131 Rivoli Group, “Vertu from the Rivoli Group unveils
aggressive expansion plans in the region,” Press Release, March
8,
2005, www.ameinfo.com/55363.html, accessed March 2011.
132 Vertu, “Vertu uncover new Arabic enabled product
offering,” Press Release, August 21, 2005,
www.ameinfo.com/66096.html, accessed March 2011.
133 Shane McGinley, “Luxury mobile marker to launch Arabic
concierge service,” Arabian Business - Industries - Technology,
November 13, 2010, www.arabianbusiness.com/luxury-mobile-
maker-launch-arabic-concierge-service--361966.html,
41. accessed March 2011.
134 Shane Hirschman, “Funerals and the Cultural Emphasis
Color,” UCLA school paper, Spring 2007,
http://classes.dma.ucla.edu/Spring07/21/projects/Shane/funeral.
pdf, accessed March 2011.
135 Funerals-and-flowers.com, “Chinese Funerals,” In Loving
Memory, www.funerals-and-flowers.com/chinese-funerals.html,
accessed March 2011.
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Page 15 9B11A040
character for “8” on every bottle of Lafite 2008 to declare the
importance of the Chinese market.136-137
Other luxury goods manufacturers, such as the Italian watch
marker Officine Panerai, had adopted similar
marketing strategies. In 2010, Officine Panerai launched a
Luminor Marina PAM 366 model that had the
Chinese character “福”(good fortune) printed on the watch dial
to celebrate its fifth anniversary of entering
the Chinese market.138 The launch of these special editions not
only gained the media’s attention, but also
built a strong relationship between the brand and the local
community, argued as essential when
conducting business in Asia, especially China.139
Meeting the Local Needs
Another area that Vertu had to consider when entering the Asian
42. market was the importance of phone
software localization. Double-byte characters such as Chinese,
Japanese, and Korean required special input
methods, such as handwriting recognition software, on a
phone.140 Since the current build of Windows
Phone 7 only supported English, French, Italian, German, and
Spanish,141 Vertu would have to take a
cautious approach when adopting the new mobile operating
system to ensure proper inputting methods
were available. Vertu also had to pay attention to the services
and software applications that were relevant
to the local markets. For example, Japanese mobile phones were
often filled with a rich collection of
graphical emoticons for SMS communication, and were
equipped with infrared capability for easy
exchange of personal contact information.142 In Korea and
Japan, many handsets had wireless near field
communication (NFC) capability to enable e-wallet payment
functionality.143,144,145 Meanwhile, mobile
users in China were used to enjoying analogue TV reception on
their mobile phone, and a dual-SIM card
slot design was an essential basic feature required by frequent
business travellers in the region. These
unique features might have been foreign to Vertu, but certainly
not to the Asian consumers who had been
using them for years.146 A solid understanding of local needs
would definitely help Vertu develop relevant
products, which was a prerequisite for the brand’s success
outside of its home base in Europe.
136 Lucas, “Lafite in China — The 8 Strategy,” Zhongguo Wine
(Wine & China), November 11, 2010, www.zhongguo-
wine.com/2010/11/11/lafite-in-china, accessed March 2011.
43. 137 Amy Ma, “Why the Chinese Love Lafite,” The Wall Street
Journal - The China Real Time Report, September 17, 2010,
http://blogs.wsj.com/chinarealtime/2010/09/17/why-the-chinese-
love-lafite, accessed March 2011.
138 Finest Watches, “Panerai Luminor Marina PAM 366 ‘Fu’
China,” post on the blog “Finest Watches,” August 14, 2010,
www.finestwatches.com/blog/archives/160-Panerai-Luminor-
Marina-PAM-366-Fu-China.html, accessed March 2011.
139 Steve Lovett, Lee C. Simmons and Raja Kali, “Guanxi
Versus the Market: Ethics and Efficiency,” Journal of
International
Business Studies 30, (1999): 2, pp. 231-247.
doi:10.1057/palgrave.jibs.8490068, accessed March 2011.
140 Arnold Kim, “Apple Includes Chinese Handwriting
Recognition in iPhone 2.0 Beta, “MacRumors, May 5, 2008,
www.macrumors.com/2008/05/05/apple-includes-chinese-
handwriting-recognition-in-iphone-2-0-beta, accessed March
2011.
141 Aaron Woodman, “Windows Phone 7 — Getting
Connected,” post on blog “Microsoft - Windows Phone Blog,”
July 13,
2010,
http://windowsteamblog.com/windows_phone/b/windowsphone/
archive/2010/07/13/windows-phone-7-getting-
connected.aspx, accessed March 2011.
142 Yuri Kageyama, “Japan: You can probably find an iPhone
there,” MSNBC - Wireless, July 16, 2008,
www.msnbc.msn.com/id/25706454/ns/technology_and_science-
wireless, accessed March 2011.
143 Mobizen, “E-Wallet에만 머무는 국내 Mobile Payment,” 모바일
컨텐츠 이야기, February 23, 2011;
http://mobizen.pe.kr/1059&usg=ALkJrhhIs3MUKrpiI4eANGLB
EsStk8Xj3A, accessed March 2011.
144 NTT Docomo, “Osaifu-Keitai,” Services - Convenience,
2011, www.nttdocomo.co.jp/english/service/convenience/osaifu,
accessed March 2011.
44. 145 MobileYouth.Asia, “Interview with La Carmina, youth
trends expert from Japan,” mobileYouth Asia Expert Series,
n.d.,
www.mobileyouth.asia/mobileyouth-asia-expert-series-
interview-with-la-carmina-youth-trends-expert-from-japan,
accessed
March 2011.
146 Reuben Lee, “China-branded phones that almost do it all,”
Cnet Asia - CRAVE, December 3, 2007,
http://asia.cnet.com/crave/china-branded-phones-that-almost-
do-it-all-62102421.htm, accessed March 2011.
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Page 16 9B11A040
Creating Synergies With Other Luxury Brands
A good way to create product stickiness and awareness was to
partner with well-established brands in the
market. Vertu understood this concept and had partnered with
the Italian sportscar maker, Ferrari, to
launch a series of specialized models since 2007.147 This kind
of “cross-over” strategy seemed to get
market traction in recent years. ODMs such as the French
ModeLabs benefited from this kind of
collaboration with major luxury brands like Christian Dior,
Versace and TAG Heuer as described earlier in
this case. In 2011, the Canadian Mobiado followed Nokia’s step
to launch an Aston Martin edition phone
to benefit from this quickly growing luxury mobile phone
45. market.148,149,150 Did Vertu’s partnership with
Ferrari add good value to portfolio? Thinking out of the box,
Vertu possibly considered creating synergies
with other luxury brands not only in the motorsports sector, but
also in fashion, wristwatch and other
luxury consumer product categories as well.
THE ROAD AHEAD
Survival is in our DNA. The fighting spirit is in our DNA.
Transformation is in our DNA.
— Arja Suominen, Senior Vice-president, Communications,
Nokia151
The Nokia Strategy 2011 consisted of three pillars:
smartphones, the next billion, and future disruptions.152
When he unveiled the new strategy with Microsoft’s Steve
Ballmer in February 2011, Elop said, “We will
create opportunities beyond anything that currently exists.”153
This was a positive sign, revealing Nokia
was willing to embrace change to take the company forward.
As a valuable asset of Nokia, the luxury brand Vertu was
gaining importance within the Nokia group as
more and more affluent customers around the world appreciated
the Vertu experience. Elop could pursue
many strategies for Vertu in the near future, including a status
quo strategy to keep Vertu at arm’s length,
an integration strategy to bring Vertu home for better
collaboration, or a spin-off strategy to realize short-
term financial benefits from this Vertu project. The transition
from Symbian to Windows Phone was a
major move for Nokia, and it could take close to two years to
build a successful “Third Ecosystem” with
46. Microsoft.154 Was Vertu a distraction to Nokia when
implementing its new mobile strategy, or was it a key
investment that should not be disturbed? It was the right time
for Elop and his team to assess Vertu.
The author gratefully acknowledges the support provided by
Stephen Elop, President & CEO of Nokia Corporation, in the
development of this case. Comments made by team members of
Vertu (UK) and Nokia (Finland) resulted in a notable
improvement of this article. Special thanks to Casey Gorman,
Prasad Menon and Doug Dawson for their assistance.
147 Vertu, “Vertu History.”
148 Aston Martin, “Nokia 8800 Aston Martin Edition.”
149 Mobiado, “ASTON MARTIN SET TO LAUNCH WITH
LUXURY PHONE PARTNER MOBIADO,” Press Release,
March
23, 2011,
www.mobiado.com/PRESS_RELEASE_Aston_Martin.pdf,
accessed April 2011.
150 Aston Martin, “Mobiado Brand Licence Agreement,” Press
Release,
www.astonmartin.com/thecompany/news?a=57fd0e4e-50fc-
42a0-90a2-d0a01afe8c08, accessed April 2011.
151 Nokia, “Change, survival and the fighting spirit in our
DNA,” post on blog “Nokia Conversations,” April 6, 2011,
http://conversations.nokia.com/2011/04/06/change-survival-and-
the-fighting-spirit-in-nokias-dna, accessed April 2011.
152 Nokia, “Nokia Strategy 2011,” post on blog “Nokia
Conversations,” February 11, 2011,
http://conversations.nokia.com/nokia-strategy-2011, accessed
March 2011.
153 Nokia, “Welcome to the Third Ecosystem,” post on blog
47. “Nokia Conversations,” February 11, 2011,
http://conversations.nokia.com/2011/02/11/welcome-to-the-
third-ecosystem, accessed March 2011.
154 Nokia, “Form 20-F,” Financial results, March 15, 2011, p
44,
www.nokia.com/NOKIA_COM_1/About_Nokia/Financials/form
20-f_10.pdf, accessed March 2011.
.
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Page 17 9B11A040
Exhibit 1
GLOBAL MILLIONAIRES DISTRIBUTION
High Net Worth Individual (HNWI)* in 2009
Rank Country Number
— World 10,000,000
1 United States 2,886,200
2 Japan 1,650,000
3 Germany 861,500
4 China 477,400
5 UK 448,100
6 France 383,000
7 Canada 251,300
48. 8 Switzerland 222,000
9 Italy 179,000
10 Australia 173,600
11 Brazil 146,700
12 Spain 143,000
13 India 139,835
* HNWIs are defined as those having investable assets of US$1
million or more, excluding primary residence, collectibles,
consumables and consumer durables.
Source: Capgemini (2010). World Wealth Report 2010,
www.capgemini.com/insights-and-resources/by-
publication/world-
wealth-report-2010/.
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Page 18 9B11A040
Exhibit 2
TIMELINE OF LUXURY MOBILE PHONE LAUNCHES
Source: Created for this study.
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Page 19 9B11A040
Exhibit 3
VERTU MANAGEMENT BIOGRAPHIES
Casey Gorman has served as the managing director of Vertu
Americas since December 2009,
overseeing sales, marketing and distribution in the America
region. Prior to Vertu, Casey was the CEO of
British accessory designer Lulu Guinness and previously
worked as head of sales in the company. Casey
has also held a senior role at luxury brand Escada.155
Nigel Litchfield, Vertu’s first president and formerly Nokia’s
senior vice-president for Asia-Pacific
operations.156
Frank Nuovo is the Principle Designer and one of the key brand
spokespersons of Vertu. Prior to joining
Nokia, he was the designer director at
BMW/DesignerworksUSA. As a talented designer, he
established
Nokia’s design organization in 1995 and acted as its chief
designer. His design leadership resulted in
many award-winning phones for Nokia. Frank sketched ideas
50. about Vertu in 1998 and subsequently
founded it as a wholly owned subsidiary of Nokia. He stepped
down as Nokia’s Chief of Design in 2006 to
dedicate time for his own projects at Design Studio Nuovo, in
addition to his work at Vertu. Frank
continues to be a visionary force behind Vertu.157
Perry Oosting is the president of Vertu. Prior to joining Vertu in
2009, Dutchman Oosting was the senior
vice-president Global Commercial Operations at Escada. He
also served as vice-president for the US
American fashion company Liz Claiborne, and held senior roles
at several luxury brands including Bulgari,
Prada, and Gucci.158
Arnaud de Schyutter is the general manager of Vertu Asia
Pacific. He joined Vertu in 2002 and
previously served as managing director of Vertu Americas.
Arnaud has also worked for Vertu in Europe
and the Middle East.159
Alberto Torres was Vertu’s president from 2005 to 2009 until he
was appointed senior vice-president of
Global Product Portfolio and Product Management at Nokia.
Alberto subsequently left Nokia in Feb 2011
during a re-organization. Before working in the Vertu
subsidary, Alberto served as Nokia’s vice-president
of Corporate Strategy. Prior to Nokia, Alberto was a partner at
McKinsey & Co.160-161
155 Vertu, “Vertu Announces New Managing Director of Vertu
Americas” Press release, December 1, 2009,
51. http://mob.watchprosite.com/?show=forumpost&fi=686&ti=577
456&pi=3589561&s=0, accessed March 15, 2011.
156 Liquavista, “Liquavista appoints mobile industry leader as
Chairman,” Press Release. May 15, 2008,
www.liquavista.com/pr/getRelease.aspx?ReleaseID=24,
accessed April 2011.
157 Nuovo, Frank, “Frank Nuovo Biography.”
158 Elite Traveler, “ESCADA strengthens key management
positions,” News, September 27, 2007,
www.elitetraveler.com/news_detail.html?nid=42, accessed
March, 2011.
159 Othman, Diana, “Art Tech, Tech Art,” Ascott Living -
Working Life, Q1 2011, p34,
www.theascottlimited.com/downloads/pdf/AscottLiving/Highlig
ht_2011_Q1/12_Working_life.pdf, accessed March 2011.
160 World Luxury Congress, “Alberto Torres,” Speakers,
October 17, 2005,
www.terrapinn.com/2005/WLC/SpeakerList.stm,
accessed March 2011.
161 Nokia, “Alberto Torres, b.1965,” Biograpy,
http://press.nokia.com/wp-content/uploads/mediaplugin/doc/1-
alberto_torres-
cv.pdf, accessed March 2011.
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Exhibit 4
52. VERTU PRODUCT PORTFOLIO
Vertu Signature Collection Vertu Ascent Collection Vertu
Constellation
Collection
Signature
Signature Diamonds
Ascent
Ascent Ferrari GT
Ascent Ti
Ascent Ti Ferrari
Ascent Ti Neon
Ascent Ti Carbon Fibre
Ascent Ti ICM
Constellation
Constellation Quest
Constellation Ayxta
Constellation Pure
Constellation Exotic
Constellation Vivre
Constellation Monogram
Constellation Rococo
Constellation Diamonds
Source: Adapted from Vertu “Ascent,” “Constellation,” and
“Signature” sections on Vertu.com, www.vertu.com, accessed
on
Mar 15, 2011 and other sources.
53. Exhibit 5
EXAMPLES OF DIFFERENT VERTU FORM FACTOR
Candybar Fold (Clam-shell) QWERTY Smartphone
Model:
Constellation Monogram
Model:
Constellation Ayxta
Model:
Constellation Quest
Source: Adapted from Vertu “Constellation,”
www.vertu.com/in-en/#in-en_constellation, accessed on Mar 15,
2011 and other
sources.
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Exhibit 6
VERTU COMPANY TIMELINE
Feb 1998 Chief Designer Frank Nuovo sketches ideas about
Vertu.
Oct 1998 Vertu is founded by Nokia.
Jul 2000 Company headquarters is established in England.
Jan 2002 The first ever luxury phone, the Vertu Signature, is
launched in Paris.
Jan 2004 The Vertu Ascent Collection is launched.
Apr 2005 The 10,000th Vertu Concierge request is fulfilled.
Apr 2005 The Vertu Ascent Pink is launched - a trend for
feminine mobile phone is set.
Aug 2005 The Vertu Ascent Motorsport Limited Edition is
launched. It is the world’s first use of
carbon fibre on a phone and is crafted from Liquidmetal.
Dec 2005 The Vertu Signature Diamond Collection is launched.
Feb 2006 The Vertu Ascent Racetrack Legend Series Collection
is launched.
55. Jun 2006 The Vertu Constellation is launched.
Jul 2006 The Vertu Signature Boucheron is launched.
Apr 2007 The first ever phones to be forged out of Titanium is
launched.
Jun 2007 Vertu partners with Ferrari.
July 2007 The Vertu Signature Pink Diamonds is launched.
Dec 2007 Vertu Fortress is launched.
Oct 2008 New Vertu Signature is launched.
Nov 2008 Ascent Ti Ferrari collection is launched.
Feb 2009 The Vertu Constellation Pure is launched. It has a
ceramic keyboard.
Sep 2009 The Vertu Constellation Ayxta is launched. It is
Vertu’s first fold (clam-shell) phone.
Sep 2009 The Vertu Club, a MVNO service, is launched in
Japan.
Oct 2010 The Vertu Constellation Quest is launched. It is
Vertu’s first smartphone that has a full
QWERTY keyboard.
Feb 2011 Nokia announces new mobile strategy.
Source: Adapted from Vertu “A History of Vertu,”
www.vertu.com/in-en/discover-vertu/vertu-history#in-
en_discover-
vertu/vertu-history accessed on March 3, 2011 and other
sources.
Exhibit 7
OVERVIEW OF COMPARABLE VERTU SERVICES
56. Vertu Services: Service Description: Example of Comparable
Service:
Vertu.me Personal Information Management system with
secure contact, calendar synchronization and online
storage.
- Apple’s MobileMe
- GMail, Google Calendar and
Google Sync
Vertu City Brief An independently written series of guides,
each
carefully selected and automatically presented on
arrival.
- Lonely planet iPhone City
Guides
Vertu Select A service that creates bespoke content designed to
appeal to Vertu handset owners. These are selected
to inspire, inform and entertain based on user’s
region, preferences and passions.
N/A
Vertu Remote Assist 24/7 access to the Vertu technical support
team who
will be able to remotely access the phone for trouble
shooting.
- LogMeIn Rescue Service
Vertu Concierge A personal independent lifestyle assistance
service
57. available globally 24/7 in user’s preferred language
at home or away.
- Continental Mobiles Concierge
- Quintessentially
- Thirsty Muse
Source: Adapted from Vertu “Services,” www.vertu.com/in-
en/#in-en_services, accessed on March 5, 2011 and other
sources.
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Running head: <INSERT NAME OF CASE>
1
<INSERT NAME OF CASE>
5
Unit <Number> <insert name of case> Case Study Analysis
Author: <insert your name>
Professor: Dr. <professor’s name>
Date: <month> <date>, <year>
Name of Case Study
Company Name: <Insert company name here from the case.>
Topic of the Week: <Insert the topic of the week to focus upon
in the analysis.>
Synopsis of the Situation
58. <Start here and indent 5-7 spaces; then one inch margins all
around; enter content; should have two to three paragraphs>.
Alternative
Solution
s
<Create at least three alternative solutions that are original and
not from the case study itself.>
1. <Begin here with at least two sentences.>
2. <Begin here with at least two sentences.>
3. <Begin here with at least two sentences.>
Selected