NOKIA- The Creation of New Markets By the end of 2003, Nokia was the clear market leader in the mobile phone industry in terms of sales and profitability. It was ahead of giant companies like Motorola, Ericsson, Siemens, Samsung, and other worthy competitors. Since the early 1990s, Nokia's Strategic Intent was to build distinctive competency in product innovation, rapid response, and global brand management. Its strategic intent required rapid growth in the core businesses of mobile phones and telecommunications networks. This goal was achieved by Nokia's development of new products and expansion into new markets. In order to become the global leader as it is today, the company had overcome numerous challenges and obstacles over the last decade. In 1990, Nokia Mobile Phones (NMP) was the smallest of the five business divisions of Nokia, with annual sales of $500 million and 3,051 employees. Jorma Olilla, the new president of NMP, in the same year led the division to become the world's second largest manufacturer of mobile telephones after Motorola in just a year and half later. Motorola and NEC, the close third competitor, were the dominant players with a combined 33 percent global market share, compared with NMP's share of 13 percent. During this period, the main customers of mobile phones were business users who could afford the high prices. The everyday consumers were not overly attracted by these high prices and limited functional phones. Despite these limitations, the cellular market was growing rapidly, which brought more Asian producers into the competition. To make the matter worse, there was much proprietary technology and equipment required for analog standards around the globe. The emergence of digital technology provided a hope for a uniform communication standard. As a result, NMP had to make a difficult decision regarding which technology to commit significant resources to. Nokia focused on building and sustaining its current competency in the early 1990s. NMP created valuable alliances across the industry and made key acquisitions to increase economies of scale, market share, and access to R&D resources. The management believed in the growing acceptance of digital technology as the uniform communication standard in the future. Nokia formed partnerships with AT&T, Alcatel, and AEG to further the development of a digital telephone and network.
In 1990s, ground-based wireless phone service grew rapidly around the world. A key factor in the growth of wireless phones was the adoption of a single standard, known as GSM, in Europe and parts of Asia. There were 480 million cellular subscribers worldwide by January 2000 and it reached more than billions before 2005. The economy of scale that introduced will provide the extent of competitive pressure in the business environment. It helps to stimulate Iridium to consider price-performance tradeoff that offered by the substitutes and the need of product differentiation alternatives in advance.
McCracken, H. (2011, March 20). A Brief History of the Rise and Fall of Telephone Competition in the US, 1982-2011. Retrieved from http://technologizer.com/2011/03/20/att-buys-t-mobile/
In a competitive environment where market is changing instantly, organizations are in a fix to design a strategy that could market their products enticing the consumers to buy their products and services. Market is the arena for business gladiators who fight out for maximum share and profitability and this is possible only through effective marketing strategy. Competing in present economy means finding ways to break out of commodity status to meet customers’ needs better than competing firms (Ferrell and Hartline, 2010). The intensity of competition has increased after the introduction of media and internet where the companies present their product in the best way through advertisements, product reviews, blog entries, etc. With the advancement in technological innovations, companies have found various ways of providing services to the consumers in a cheaper and effective way and this has resulted in communication revolution in late 1990’s as the cellular technology was unfold in most of the regions. Singtel Optus Pty Limited (Optus) is one such company that has evolved during this period as a leader in integrated communications and this paper is assumed to make an analysis of the company’s marketing strategy and its financial position in the market industry.
The Wisson company policy stated “Personal payments, bribes or kickbacks to customers or suppliers or the receipt of kickbacks, bribes or personal payments by employees are absolutely prohibited”. (p.564) Dealing with employee ethics company policy this is where I would clearly start first. I have found during the course of this case study several facts that Valerie Young was faced with. While going to make photocopies she discovered her bosses personal companies document revealing commissioning and fees totaling $35,000 per month. Valerie also struggled with revealing her discovery with corporate headquarters, while justifying her own values to protect herself and fellow colleagues. Lionel Waters’ personal greed leads to wrongful business
Branding/Promotion – AT&T is leading to be the only telecommunication company their customers need by connecting people better than anyone else.
AT&T had developed a reputation for providing high-quality long distance telephone services. It moved rapidly to exploit this reputation in the newly competitive long distance market by aggressively marketing its services against MCI, Sprint, and other carriers. Also, AT&T had traditional strengths in research and development with its Bell Labs subsidiary. To exploit these strengths in its new global competitive context, AT&T shifted Bell Labs' mission from basic research to applied research, and then leveraged those skills by forming numerous joint ventures, acquiring NCR, and other actions. Through this process, AT&T has been able to use some of its historically important capabilities to try to position itself as a major actor in the global telecommunications and computing industry.
Tektronix was a business that was founded in 1946 and they specialized in electronic test equipment. They decided to expand into a manufacturing electronic tools and devices. Tektronix held a success rate of over 50 years. However, in 1993 we see that Tektronix would come into a global challenge. Tektronix wanted to compete globally and found that they were not equipped at this time. This lead Tektronix to branch into three separate divisions. The first was the measurements of the business division, second the color printing and imaging division and finally video and networking divisions. Tektronix is a leader and has a presence in over 60 countries. What Tektronix had to figure out was a new process and was hoping to achieve an enterprise
This paper will analyse Blackberry’s current strategy and the challenges facing the company and will conclude with a recommended guideline for a new Strategy. The approach will follow the path highlighted on the Strategic Management Process depicted below (Adopted from http://www.planning-strategy.com/):
Telecommunications gained mainstream attention in the early 90’s; however the initial key market was business men and women, who used their phones whilst being on the move and so allowing them to communicate with their companies with ease. Though in the modern era, telecommunication went through segmentation in the market trends, and now in this day and age it would be difficult to find someone who does not own some form of mobile technology. Many phone providers battle to provide the best service for their customers (Figure 1).
Without a successful business strategy put in place the company would fail and be unable to compete with competitors. There would be on way of knowing what resources are required. No planning for the future of the business. If there are no targets set out to achieve there would be no way of measuring how successful the company has been.
Nokia is a well-known company in the technology industry, their goal like most companies is to find new opportunities of growth. In the 1990s, Nokia changed the process of the company to a new direction. They wanted to involve the entire company by creating an inclusive system that focuses on strategy innovation (Dryer & Gregersen, 2009) According to ‘textbook’, “As Chris Jackson, former head of strategy development at Nokia, put it, “By engaging more people, the ability to implement strategy becomes more viable.”” (Dryer & Gregersen, 2009, pg 155). It took team work, time, and strategy for Nokia to decide what type of company they wanted to become. Nokia created an
There are a large number of competitors present in Smartphone industry serving to lower income group to niche segment consumers. Life of a product in this industry has reduced to a large extent relying largely on R&D to match with the emerging trends. The price of a Smartphone is decreasing whereas the purchasing power of buyer is increasing. There is also huge competition between Ios, Windows, and Android at the OS
Nokia is continuing to innovate new products and rebuild their brand. In present times Nokia is still in a complicated situation as Sead Fadilpašić puts it., In the article “Nokia – Phones relationship status: It’s complicated”, Fadilpašić discusses the problems Nokia may face in 2016, he states, “The Helsinki-based company said it hopes to come back to designing and providing mobile phone technology, but it needs a partner which would manufacture, market and sell the devices.”, this means that at this point no one is willing to back their ideas, therefore putting them in a difficult situation disabling them to grow their brand. Nokia is still fighting to stay alive, in the end they will have to continue to be innovative and find supporters that believe in their brand.
Nokia Corporation is a leading mobile communications company, which provides telecommunications hardware, software and professional services (Nokia, 2014). There are three businesses, including Devices & Services, HERE (formerly Location & Commerce) and Nokia Siemens Networks, and four operational and reportable divisions, including Smart Devices and Mobile Phones within the Devices & Services business (HERE) and Nokia Siemens Networks (Nokia Siemens Networks, 2012). Nokia’s main activities include technology research, product development, product management, sales and marketing, production of 1. Mobile devices 2. Map and location-based services 3. Infrastructure equipment and products, and strategic sourcing and partnering (Nokia Siemens Networks, 2012).
The year is 2014, the markets are changing constantly, and they always have to meet the needs of new consumers as well as old consumers. Mobile telephones have been in the retail and wholesale business for quite some time, and are only evolving from here on out. There are things that these cell phones can bring us that are major benefits in our everyday lives. Cell phones bring us maps, radios, address books, and even flashlights now. Cell phones have taken shape from a huge portable device to a more convenient thin device that can fit in your pocket. With time in any consumer market, the consumer adapts to the technology that makes their life easier. The constant innovation of cell phones has led us to smart phones, and these smart phones are capable of putting certain businesses out of the market. Businesses that engineered PDAs in the past were met with challenges because smart phones are able to match their productivity. Land lines have become useless since everyone can afford a mobile device now. Listening to music has also switched from a traditional CD Player/MP3 Player to an everyday smart phone.