Nokia: Business Interests vs German Pressures

According to Gagne, J.F., Josserand, E. & Clegg, S. (2012), when France Telecom had to unify different brands into Orange, their official discourse used the rhetoric of the environment pressure to legitimize the cultural and organizational changes. The discourse understated necessary organizational adjustments and didn’t mention the question of employment, despite the fact that it had been announced to external shareholders that 20,000 (Gagne, J.F., Josserand, E. & Clegg, S. 2012) positions were to be closed before 2009. The leader’s response to a problematic situation was true, well reasoned while his business logic was specific, consistent and accurate. Justifying the message with

Owners also have to think about their staff not just they own something so they have the right to do anything to them, this will affect them and employees also because the employees need to work in a happy place if they will going to be treating wrong they will not going to concentrating in the works and they will not going to work harder so all this will cost the company because at the no one will need to work there and the company will go down as we know there is no company without

The aim of this report is to research into the Vodafone group and their entry into the Indian Market. The research was carried out of Vodafone’s history, their existing market strategy, the internal environment of the company and external

In 2013 Microsoft has announced a € 5.44 billion acquisition of Nokia’s hardware and services, including mobile phones, equivalent $ 7.2 billion. The deal was completed in the first half of 2014 and was supported by Nokia shareholders. Nokia's human resources operations in 50 countries around the world were available to Microsoft. There were also some factories with design, development, production, marketing and sales of smart devices, universal phones and services

Nokia Corporation is the world's largest manufacturer of mobile phones, serving customers in 130 countries. Nokia is divided into four business groups: Mobile Phones, Multimedia, Enterprise Solutions, and Networks. The Mobile Phones group markets wireless voice and data products in consumer and corporate markets. The Multimedia segment sells mobile gaming devices, home satellite systems, and cable television set-top boxes. The Enterprise Solutions group develops wireless systems for use in the corporate sector. Wireless switching and transmission equipment is sold through the company's Networks division. Nokia operates 15 manufacturing facilities in nine countries and maintains research and development facilities in 12 countries.. Originally

However that in 2007 the market of Nokia Company started to decrease and the reasons for that is the new competitions like IPhone from Apple that introduced smartphones, along with Android by Google, and Samsung. Even though Nokia Company results for 2012 were pre much good by having 101982 workers across 120 countries along with sales in more than 150 countries, and the reports for revenue were around 30€ billion. Nokia was announced to be the second largest world for mobiles phone makers in terms of unit sales after Samsung, with having world wide market share 18.0%. However that Nokia Company for current days has 3.2% in smartphones and they lost 40% of their revenue in mobile phone in Q2 for 2013. Nokia was listed in fortune global 500 to be world’s 274 largest companies for 2013 from revenue sides. So Nokia Company has good products, services, and reputations. Knowing that their products are good and have nice services, yet comparing to others like Samsung and Apple they are weak because those provide an outstanding products and services which consist of smartphones. So Nokia want instead of providing a good services and products to become like their competition and provide an outstanding products and

Nokia will have to manage this change closely in order to make sure that they are working as efficiently as possible. For this, they would need to communicate well, as this will run through all the stages on the workforce. Elop achieved this primarily with the burning platform, but would need to pursue this through the reinvention. Training is very important when dealing with emerging products because they need to be of a high enough standard in order to gain a market share. Therefore, the workforce have to be well trained so that they understand the tasks that they are given. Nokia must also check on how individuals are coping with the change to prevent

An example of how the iceberg has come into play with the Microsoft - Nokia negotiation is that a key challenge of the deal was that Nokia was a huge source of Finnish pride and selling the brand’s best known division would hugely diminish that pride (Moen, 2011). This presented a challenge for Microsoft to overcome because Microsoft is an American company and America is a country that places less value on patriotism than Finland (Thompson, 2014). If Microsoft had undervalued Nokia’s Finnish routes and the importance of Finland to Nokia, then the Nokia board may not have agreed to sell the company to Microsoft. This is one of the reasons why Microsoft agreed to make Finland a research hub for the company and keep a significant portion of Microsoft’s mobile development work in that country. Having a company like Microsoft invest in Finland provided to be a large boon for the country and was one of the considerations of the deal. This deep sense of Finnish pride was also one of the reasons that Microsoft committed to keep using Nokia name even after the merger (Telegraph Reporters, 2016).

Due to the financial downturn and the emergence of new devices in the global handset

Every government is subject to political pressure and finding a consensus between political and financial aims is difficult. In practice, some choices may not further the company 's long-term development.

Nokia’s aggressive strategy to dominate mobile communication cluster would be the main reason how Nokia could become a world leader in the sector among other reasons. Nokia’s passion for mobile communication industry was great enough to give up more than 40% of its revenue in is pre-owned communication industry to concentrate only in mobile communications. Nokia was also lucky enough to see the possibility of mobile communication early enough to predominate the industry and prevent any competition from

So, what can we learn from this unexpected incident of Nokia? It's simple. Any organization either a high profile one or an SMB, besides growing up in technology domain should make their own way in public domain. How? Nokia tried to be unique from the rest manufacturers and adopted Windows platform to express its

From Nokia’s vision and mission statement it can be inferred that Nokia wants to be known for its credibility and to be a market leader again as it was before the year 2007 (Kess, 2014). Nokia understands that the company has to use innovation to offer products that are not yet

EV: Generally, the threat of substitutes is low in the smartphone industry as there are not definite products that can readily substitute the smartphone. Consumers rely heavily on Smartphone and would not be able to find a close substitute that has all the function of a mobile phone. Furthermore, Nokia is a long and established company with many loyal customers. These people may continue to stay faithful to Nokia and are hence less resistant to change. Also, the perceived level of product

The Swedish telecommunications company Ericsson, one of the “Big Three” mobile handset manufacturers in the 1990s, started to reach difficulty as it entered the new millennium. In 2001, Ericsson’s sales dropped by 52%, recording a $1.39 billion loss which preceded an announcement that would lay off 20% of their workforce. Ericsson found itself losing market share to “Big Three” rivals Nokia and Motorola and eventually even to Siemens. Analysts attributed this downfall to Ericsson’s stagnant phone designs, slow time to market and their inability