THAO NGUYEN ( 阮氏慶慈 ) M987z237 MARTIN KOKOR ( 柯偉立 ) M987z253

 Industry: Telecommunications, Internet, Computer software  Founded: Tampere, Finland (1865)  Products: Mobile phones, Smartphones, Mobile Computers, Networks,  Services: Software, Online services  Revenue: ▼ €40.99 billion (2009)  Operating income: ▼ €1.197 billion (2009)  Net income: ▼ €891 million (2009)  Total assets: ▼ €35.74 billion (2009)  Employees: 125,859 (March 31, 2010)

 Nokia connects people to each other  Nokia is a world leader in mobile communications and manufacturer  The information easy-to-use and innovative products like mobile phones, devices and solutions for imaging, games, media and businesses.  Nokia provides equipment, solutions and services to network operators and corporations.  It has held the most market share since  In 2009, Nokia global annual revenue of €41 billion and operating profit of €1.2 billion.

 Nokia's strategy has always been built on looking forward and trying to predict the future.  The main strategy of the Nokia Corporation is based on growth, efficiency and profitability and focuses on several things.  It also emphasizes on sustainable environmental development that can be used to offer the best products to the final consumer.

Personality countsBrand name/ Brand developmentResearch & developmentMass production

 The ability to find the "right" person to fit into the Nokia team is one of the company's core competencies.  Search for the talented software engineer or researcher requires the company to pay great attention to personality and behavior.  Nokia believes that technical skills are easier to assess and to learn than personal skills, which play a critical role in the company's team-driven culture.  In 2009, Nokia has more than 123,000 employees in over sales in more than 150 countries.

 When hiring researchers and engineers, Nokia is almost as interested in temperament as it is technical credentials.  Nokia motto: You can teach technology in the company much easier than you can teach interpersonal skills, if at all.  Director of global strategic resourcing at Nokia's headquarters in Espoo, Veli-Pekka Niitamo said. "We want people who can work in a team, who can communicate and defend their ideas and, equally important, who can accept different opinions."  Nokia focus is not only on technical skills but also on attitudes and behaviors critical to the creative spirit of the company.

 Nokia's core competencies consist of their brand name - brand development.  Nokia's brand is associated with well- designed high quality and technologically advanced products and a user-friendly customer service.  The downturn in telecommunications industry in 2001 did not have much impact on Nokia, with increasing operating profits that grew up to $4.8 billion and holding 37% of the global cell phone market (in 2001).  The strength of its brand can be considered attributable to its solid performance despite difficult market conditions.  Nokia has been experiencing sales slump that has seen its market share fall from 40% to 30% for the first time.  Nokia is developing a brand strategy for the creation of regional umbrella advertising to run alongside specific initiative in individual countries.

 Nokia is the largest phone manufacturer in the World.  The Nokia brand gradually strengthened in all areas while the attractiveness of Motorola, the biggest rival, declined.  Nokia has huge customer recognition that other companies might not have. Their market power also gives us hints to many of their capabilities that will delve into in the capabilities section.

 Three Nokia’s main market areas ◦ Europe ◦ Asia Pacific ◦ America  Sales in Europe amounted to roughly half the total  While Asia and the United States for about a quarter each.  The euro zone developed pretty much as expected.  Nokia was among the first companies to adopt the common currency in its accounting.

 One of the most important success factors that has made Nokia the company it is today is their heavy investment in research in development  They spend about 9,5% of revenues on R&D (2007)  Nokia maintains global contacts to universities, research institutes and other companies to monitor and influence developments in technology

 employees (32% of their workforce) work in 10 R&D centers all over the world  Each of these research facilities has focus on a specific subject and technology  The diversity of these locations allows Nokia to better prepare the company to compete well in the future

 China, Beijing – They are working to take advantage of the largest mobile market and the fastest growing economy in the world – China  India, Bangalore – This team focuses on market services for both urban and rural India  Kenya, Nairobi – Understanding the unique needs of the African mobile phone users and creating concepts and visions to fulfill these needs

 Finland, Helsinki – They study the fields of user experience, mobile security, power management, computing architectures and intelligent context- aware radio  Finland, Tampere – Their research focus is on rich context modeling, new user interface and high performance mobile platform  Switzerland, Lausanne –They are researching the field of pervasive sensing and computing  United Kingdom, Cambridge – Here they develop nanotechnologies for wireless communication and ambient intelligence

 USA, Cambridge – Here they’re developing new technologies for rich context modeling and new user interfaces  USA, Hollywood – The center is focusing its research on activities in context aware social media, user interaction models, mixed reality experiences and the convergence of the internet and mobility  USA, Palo Alto – Researching mobile internet services systems, mobile business solutions, context-specific content and visual computing

 One more Nokia’s core competency is its ability to mass produce products quickly and cheaply to meet demands in the whole world  They have captured almost half of the total market share for mobile phones which makes it difficult for new companies to penetrate the market  The big number of factories around the world puts Nokia in a great position to meet world demand

 In the past years, they have also been focusing on increasing capacity of some of their factories in countries such as China and India to meet the growing demand there  Nokia’s production facilities that focus on mobile devices are located in Brazil, China, Finland, Hungary, India, Mexico, Romania, South Korea and United Kingdom  In addition to these production facilities they also have factories producing network technologies in China, Finland, Germany and India.

 Too often, companies mistake their values, assets or internal processes for a core competence  A core competence is a bundle of skills, technologies and/or strategic assets that is integral to success  Nokia focused on identifying its core competencies, looking for opportunities beyond the boundaries of its current

 Nokia’s core competencies of finding the right person, brand development, R&D and mass production have played a vital role in their success  Its leadership position is a result of paying close attention to market needs and taking chances at the right time