Contemporary Marketing: NOKIA Nikolas Stavridis - 77094447 Shivam Parashar - 77154872 Hareshwer Saravanan - 77155974 Puneet Hooda - 77154871 Shivani Subramanian - 77152702 Masters of Business Administration Faculty of Business & Law Table of Contents Executive Summary 1. Introduction 2. Nokia’s Marketing Strategy 2.1. Why Nokia’s Marketing Strategy Failed? 2.1.1. Nokia’s Value Proposition (or lack of it) 2.1.2. Nokia’s
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Ansoff Matrix for Nokia Market penetration Product development Market development Diversification Current markets New markets Figure: The Ansoff matrix Market penetration The aim of market penetration is to sell existing products to an existing market‚ to do this Nokia must do a few things: ■ Change the pricing scheme (for example‚ penetration or competitor based) ■ Introduce discounting ■ Start up a different advertising campaign or consider changing
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Nokia Case Problem statement Until recently‚ the mobile phone industry’s sole profitable market was the developed one. Today‚ low end‚ emerging markets are growing rapidly and are proving to be profitable; the emerging market accounts for 60% of Nokia’s revenues alone. Determining which market to target affects both the production of phones as well as the services that need to be developed. Nokia is now faced with two options: should they continue operating in both the developed and emerging
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Project background‚ the company and its product Nokia‚ a Finnish icon was the world’s leading mobile phone maker. Established in 1865‚ its principal products are mobile phones and portable IT devices. It also offers internet services such as games‚ music‚ media and applications through its Ovi platform. Ever since the revolution of Apple entering the phone market accompanied with the fast changing trend of smartphones‚ Nokia has since lagged behind. Nokia wish to examine and understand their target market
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Change: An Empirical Study On Nokia Presented by: Debleena Dutt Ravula Gayathri Ankita Bhattacharya Rahul Sekhar OLS. Group V. Sem IV “To improve is to change; to be perfect is to change often.” Winston Churchill (1874-1965) Why Nokia’s Organizational Changes Is Necessary ? Q3 2011 Market Share 23.9 22 2012 Market Share 2013 Market Share 24.6 18.7 19.1 13.9 8.3 3.2 S am s ung Nok i a A ppl e Source: Gartner (2014) 7.5 Major Organizational Changes In Nokia 199 0 Core Strategy 200
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Research Design On ANALYSIS OF THE SALES DECLINE OF NOKIA IN COMPARISON WITH SAMSUNG TABLE OF CONTENTS |S. NO. |TITLE |PAGE NUMBER | |1 |Introduction | | |2 |Statement of the problem
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market share is because of its old culture which hasn’t changed with time. If we look at their product range we understand that Nokia had almost everything to be still world leader in phone industry‚ however they lost because of weak culture where every little or big thing had to go through extensive approvals. From the developments at Nokia it seems they were pioneer in smart phones as well as
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Nokia vs. Nikon In the National Geographic magazine‚ there are two advertisements for similar cameras: a Nokia Lumia 1020 and a Nikon D800. Although both devices were made for the same purpose‚ they differ in at least three ways. The first difference between a Nokia camera and a Nikon camera is the appearance of each device. A Nikon D800 camera has a bulky rigged built to it giving it a hard to use vibe. The brand name is engraved in big white bold letters on the front of the camera. In contrary
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are the customer satisfaction levels for their mobile phones . Since there is fierce competition in the market they would want to compare it with the most critical competitors like Chinese phones‚ Samsung‚ Nokia etc. AIMS AND OBJECTIVE OF THE PROJECT: OBJECTIVES: The research objectives of the project were as follows: To find out the current customer satisfaction level among students and youngsters To understand what does satisfaction with a mobile phone mean? What are the parameters
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“Connecting People” slogan‚ Courtesy: Wikipedia Nokia Corporation is a Finnish multinational communications and information technology corporation. It is comprised of three operating segments: Devices & Services; NAVTEQ‚ and Nokia Siemens Networks. Devices & Services is responsible for managing the company’s portfolio of mobile devices‚ as well as related services such as applications and content. NAVTEQ is a wholly owned subsidiary of Nokia which provides digital map information‚ navigation
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