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Nokia

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UBS Investment Research Nokia
Here we go again…
Following negative pre-announcement we downgrade from Buy to Neutral We believe the main issue behind Nokia’s profit warning has been increased pricing pressure in the high-end due to lack of competitive product. We believe investors will be unwilling to put faith in the execution on new devices. We downgrade to Neutral and will revisit when visibility emerges on new products. Do risks still remain on lowered expectations? To reach low-end of FY margin guidance, Nokia requires >34% GM or c.460bps seq improvement in Q4 which appears challenging. To achieve our 2010E revenue we estimate new high-end devices will need to contribute c.€1.3bn in H2 or >4m units. Given the magnitude of improvement required, lack of reassurance on new products, and increased competition, we believe downside risks still exist. Has value now emerged? On a one-year reverse DCF, current price implies 0% rev growth in perpetuity at 4m of incremental volumes. Alternatively, overall volumes will have to be significantly better than expected.

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Table 2: Nokia Devices – volumes (m) by category
Volumes (m) N series E series X series C series 5000 series Other smartphones Converged Devices FY '09 18.9 18.5 0.0 0.0 17.2 13.2 67.8 Q1 '10 2.9 6.3 1.0 0.0 7.9 3.4 21.5 Q2 '10E 1.5 6.9 1.7 3.2 9.2 3.2 25.7 Q3 '10E 1.4 6.9 2 6.0 8.6 2.8 27.7 Q4 '10E 2.1 7.8 2.2 6.8 6.8 3.0 28.7 FY '10E 7.9 27.9 6.9 16.0 32.5 12.4 103.6

Mid-end Low-end (€30-50) ULC (sub-€30) Mobile Devices Source: UBS estimates

115.0 54.7 194.4 364.0

27.0 12.9 46.4 86.3

24.5 14.0 52.8 91.3

24.0 14.7 55.3 94.0

23.0 12.9 64.7 100.6

98.5 54.6 219.1 372.2

Table 3: Nokia Devices – revenues (€m) by category
Revenues (€m) N series E series X series C series 5000 series Other smartphones Converged Devices FY '09 5,548 2,860 0 0 2,893 1,476 12,777 Q1 '10 895 891 250 0 963 340 3,339 Q2 '10E 427 937 396 332 1,005 294 3,392 Q3 '10E 363 893 435 586 893 242 3,412 Q4 '10E 541 1,000 453 614 681 246 3,535 FY '10E 2,225 3,721 1,534 1,533 3,541 1,123 13,677

Mid-end Low-end (€30-50) ULC (sub-€30) Mobile Devices

7,602 2,587 4,889 15,078

1,709 559 1,058 3,326

1,507 595 1,180 3,282

1,429 611 1,211 3,251

1,355 526 1,389 3,270

6,001 2,291 4,838 13,130

Total Devices & Services % change Source: UBS estimates

27,855 -21%

6,665 8%

6,674 1%

6,663 -4%

6,805 -17%

26,807 -4%

High-end competition continues to increase: With Nokia continuing to take time in launching a competitive high-end smartphone (it’s been three years since the launch of the original iPhone), its competitors have continued rapid development of their platforms. Apple is about to start shipping the iPhone 4 that addresses several of the complaints levelled at the iPhone and Android is seeing continuing strong traction among vendors. We believe the competitive bar is continually being raised, making it more difficult for Nokia to compete at the high end of the market and raising the execution
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risk. Below we highlight the numerous Android device launches from competitors while only one Symbian^3 device has so far been announced and Symbian^4 devices not expected until early 2011 at the earliest.
Table 4: List of recent/upcoming Android launches
Vendor HTC HTC HTC/T-Mobile HTC/Sprint HTC Motorola Motorola Motorola Motorola Motorola Samsung Sony Ericsson Sony Ericsson Sony Ericsson LG LG Google Acer Acer Acer Acer Huawei Huawei Huawei Huawei Dell Dell Kyocera TCL Garmin Asus ZTE ZTE ZTE ZTE Source: Company data Model Legend Desire T-mobile my touch 3G slide sprint Evo 4g Wildfire XT 720/ MOTOROI Backflip Devour Cliq XT / Quech i1 Beam I8520 Xperia X10 Xperia X10 mini Xperia X10 mini pro GT540 (Europe) Ally/Aloha Nexus One Liquid E (upgraded A1) A10 E110 E400 U8800 U8300 U8110 U8100 Aero Smoke Zio M6000 Vodafone 845 A50 Blade Racer Mercury Smooth $529 500 $500 Price $700 $879 Announced Feb-10 Feb-10 May'10 May'10 May'10 Jan-10 Jan-10 Feb-10 Feb-10 Mar'10 Feb-10 Nov-09 Feb-10 Feb-10 Jan-10 Apr-10 Jan-10 Feb-10 Apr-10 Feb-10 Feb-10 Feb-10 Feb-10 Feb-10 Feb-10 May'10 Apr'10 Mar'10 Apr'10 Apr'10 May'10 May'10 May'10 May'10 Launch date Apr-10 Apr-10 Q2'10 June'10 Q3'10 Jan-10 Q1 '10 Mar-10 Q2 '10 Q2 '10 na Q1 '10 Q2'10 Q2'10 Apr-10 May-10 Jan-10 na Mid-2010 Mar-10 Apr-10 Q3 '10 Q2 '10 Q2 '10 Q2 '10 Q2' 10 Q2 '11 Q2' 10 May-10 Q2'10 Q3'10 Q3'10 Q3'10 Aug'10

Sensitivity scenarios on 2011E EPS: If we vary the inputs to our Nokia model to look at the potential downside and upside to 2011E EPS it is clear that with current execution risks there is significant potential downside to 2011. Similarly while the absolute blue-sky scenario suggests significant upside we believe the balance of probability on achieving a combination of market share growth, significant margin improvement and benign ASP decline is rather low.

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Table 5: Scenario analysis for Nokia 2011E EPS
Bear Market units % growth Nokia units % share Nokia ASP % change D&S Revenues Gross margin Opex D&S EBIT D&S EBIT margin EPS Multiple Share Price Source: UBS estimates 1,464 5.0% 469 32.0% 54 -8.0% 26,015 30.0% 5,700 2,104 8.1% 0.39 12 4.7 Base 1,519 8.9% 509 33.5% 54 -8.0% 28,188 30.5% 5,632 2,965 10.5% 0.57 12 6.8 Bull 1,520 9.0% 532 35.0% 56 -5.0% 30,372 32.0% 5,888 3,831 12.6% 0.75 12 8.9

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Forecast Changes
As shown in the tables below, we have lowered our near-term forecasts in Devices & Services significantly to reflect the new guidance.
Chart 3: Nokia – UBS divisional forecast changes
2010E 28,056 904 12,378 -112 41,226 0.6 New 2011E 28,186 1,000 12,007 -41 41,152 -0.2 2012E 28,526 1,070 12,247 -42 41,801 1.6 2010E 28,999 904 12,378 -113 42,168 2.9 Old 2011E 29,944 1,000 12,007 -43 42,907 1.8 2012E 30,873 1,070 12,247 -44 44,146 2.9 2010E -3.3 0.0 0.0 -2.2 Change % 2011E -5.9 0.0 0.0 -4.1 2012E -7.6 0.0 0.0 -5.3

Devices & services Navteq NSN Other Total Net Sales % change

Devices & services ex specifics margin % Navteq ex PPA margin % NS Networks ex specifics/PPA margin % Other elims EBIT pre specs/PPA margin %

2,830 10.1 215 23.7 194 1.6 -215 3,024 7.3

2,965 10.5 244 24.4 303 2.5 -217 3,294 8.0

3,143 11.0 285 26.6 367 3.0 -218 3,576 8.6

3,546 12.2 215 23.7 194 1.6 -217 3,739 8.9

4,047 13.5 244 24.4 303 2.5 -221 4,374 10.2

4,327 14.0 285 26.6 367 3.0 -223 4,756 10.8

-20.2 0.0 0.0

-26.8 0.0 0.0

-27.4 0.0 0.0

-19.1

-24.7

-24.8

Source: UBS estimates

Chart 4: Nokia – UBS forecast changes
2010E 41,226 12,936 31.4 3,849 3,024 7.3 1,846 964 0.49 0.32 3,949 -590 -136 3,003 7.3 3,690 New 2011E 41,152 12,954 31.5 4,117 3,294 8.0 2,188 1,291 0.57 0.31 4,061 -700 -171 2,846 6.9 3,134 2012E 41,801 13,087 31.3 4,427 3,576 8.6 2,520 1,857 0.71 0.32 4,403 -711 -164 2,913 7.0 2,771 2010E 42,168 13,718 32.5 4,602 3738.6 8.9 2,561 1,493 0.64 0.41 4,760 -604 -136 3,614 8.6 4,301 Old 2011E 42,907 14,238 33.2 5,269 4373.7 10.2 3,268 2,090 0.79 0.43 5,243 -729 -173 3,714 8.7 4,273 2012E 44,146 14,586 33.0 5,705 4756.3 10.8 3,900 2,878 1.01 0.46 5,644 -750 -169 3,750 8.5 4,520 2010E -2.2 -5.7 -16.4 -19.1 -27.9 -35.4 -22.4 -22.4 -17.0 -2.3 -0.1 -16.9 -14.2 Change % 2011E -4.1 -9.0 -21.9 -24.7 -33.0 -38.2 -28.2 -28.2 -22.5 -4.1 -1.6 -23.4 -26.6 2012E -5.3 -10.3 -22.4 -24.8 -35.4 -35.5 -29.7 -29.7 -22.0 -5.3 -2.7 -22.3 -38.7

Total Net Sales Gross profit margin % EBITDA pre specifics EBIT pre specifics/PPA margin % PBT pre specifics Net profit ex specifics EPS - diluted pre specifics ex PPA DPS - proposed not paid (/share) Cashflow from ops Capex Capitalised devpt additions FCF - Nokia margin % Net cash (debt)

Source: UBS estimates

Below we highlight our forecast changes against Nokia’s guidance.

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Table 6: UBS forecast changes vs. Nokia guidance changes
Q2 - Old Guidance Industry unit growth Nokia unit market share Nokia value market share D&S revenues D&S EBIT margin €6.7 - 7.2bn 9% to 12% €6.82bn 10.7% low-end/slightly below prior guidance low-end/slightly below prior guidance €6.62bn 8.5% 11% to 13% UBS-e 13.3% 35.0% Q2 - New Guidance UBS-e 13.3% 33.6% 2010 - Old Guidance c.10% flat UBS-e 10.4% 34.3% Guidance c.10% flat 2010 - New UBS-e 10.4% 33.5% 390bps decrease €28.1bn low-end/below prior guidance 10.1%

Slight increase 320bps decrease Slight decrease €29.0bn 12.2%

Source: Company, UBS estimates

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Valuation
After a 10% drop in the share price on the day, and significant under performance over the past year, the natural tendency for analysts is to be positively biased and highlight the deep value the shares now represent. While it is indeed the case that on DCF-based metrics the stock looks attractive, but we believe that it lacks short-term momentum and investors will not be willing to put faith in the execution or success of promised new high-end devices in H2. As the company works through its product transition and potentially management change, we believe the stock is likely to keep drifting lower in the short-term. As a result, we downgrade our rating to Neutral from Buy and will revisit when there is greater visibility on the new products. With the European markets trading on 11.6x 2010E P/E and 9.6x 2011E we believe there is much better value (with structural growth and good yield) elsewhere in the market and indeed in our own sector. We continue to prefer telecom equipment over semis and highlight our preference for Ericsson and Alcatel-Lucent in the short-term – both beneficiaries of a late cycle capex pickup and mix improvement. As such we have lowered our DCF-based fair value to €8.8 (long-term assumptions laid out below) but disconnect our price target from this fair value given the lack of short-term momentum and increased execution risks. Our new price target of €7.2 is based on 6.0x EV/EBITDA. This compares to the sector currently trading on 7.7x with Nokia’s execution risks and arguably lower growth profile warranting this discount. In our DCF, we have lowered our terminal margin assumption for Devices to 9% from 13% previously.
Table 7: DCF assumptions
Revenue growth % Fade start Devices NSN (50%) Navteq Source: UBS estimates 2016 2016 2016 Length 10 10 10 Last -20.6% -17.9% 1.5% End expl. -1.6% 0.0% 5.0% Target 2% 0% 3% EBIT margin % Last 12.5% -3.5% 18.5% End expl. 11.0% 3.0% 28.0% Target 9% 5% 15% Capex/sales % Last 0.9% 1.2% 6.3% End expl. 1.4% 1.8% 6.3% Target 1.5% 1.0% 6.0% WACC 8% 8% 8% Tax rate -25% -25% -28%

What is implied at these levels?

Following the 10% move today following the pre-announcement we have conducted a one year DCF (eliminating any explicit forecasting error beyond 2010) analysis based on our 2010 forecasts to see both what is implied at the current level and provide a sensitivity to various assumptions for terminal EBIT margins and revenue growth. The analysis just looks at the Devices and Services business, taking the value for NSN at €1.9bn (0.3x EV/Sales) and Navteq at €2.5bn (2.7x EV/Sales). This shows that the current share price implies 0% revenue growth in perpetuity at 6% below the MRA. Definition Buy: Stock price expected to rise within three months from the time the rating was assigned because of a specific catalyst or event. Sell: Stock price expected to fall within three months from the time the rating was assigned because of a specific catalyst or event.

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KEY DEFINITIONS Forecast Stock Return (FSR) is defined as expected percentage price appreciation plus gross dividend yield over the next 12 months. Market Return Assumption (MRA) is defined as the one-year local market interest rate plus 5% (a proxy for, and not a forecast of, the equity risk premium). Under Review (UR) Stocks may be flagged as UR by the analyst, indicating that the stock's price target and/or rating are subject to possible change in the near term, usually in response to an event that may affect the investment case or valuation. Short-Term Ratings reflect the expected near-term (up to three months) performance of the stock and do not reflect any change in the fundamental view or investment case. Equity Price Targets have an investment horizon of 12 months. EXCEPTIONS AND SPECIAL CASES UK and European Investment Fund ratings and definitions are: Buy: Positive on factors such as structure, management, performance record, discount; Neutral: Neutral on factors such as structure, management, performance record, discount; Sell: Negative on factors such as structure, management, performance record, discount. Core Banding Exceptions (CBE): Exceptions to the standard +/-6% bands may be granted by the Investment Review Committee (IRC). Factors considered by the IRC include the stock's volatility and the credit spread of the respective company's debt. As a result, stocks deemed to be very high or low risk may be subject to higher or lower bands as they relate to the rating. When such exceptions apply, they will be identified in the Company Disclosures table in the relevant research piece.

Research analysts contributing to this report who are employed by any non-US affiliate of UBS Securities LLC are not registered/qualified as research analysts with the NASD and NYSE and therefore are not subject to the restrictions contained in the NASD and NYSE rules on communications with a subject company, public appearances, and trading securities held by a research analyst account. The name of each affiliate and analyst employed by that affiliate contributing to this report, if any, follows. UBS Limited: Gareth Jenkins; Anuj Krishan. UBS Securities LLC: Maynard J. Um.

Company Disclosures
Company Name 6c, 8, 16 Alcatel-Lucent 15, 16 Ericsson 4, 5, 6a, 6b, 6c, 7, 15, 16 Nokia Reuters ALUA.PA ERICb.ST NOK1V.HE 12-mo rating Short-term rating Neutral Buy Neutral Buy Buy (UR) N/A Price €2.24 SKr86.70 €7.22 Price date 16 Jun 2010 16 Jun 2010 16 Jun 2010

Source: UBS. All prices as of local market close. Ratings in this table are the most current published ratings prior to this report. They may be more recent than the stock pricing date 4. 5. 6a. 6b. 6c. 7. 8. 15. 16. Within the past 12 months, UBS AG, its affiliates or subsidiaries has received compensation for investment banking services from this company/entity. UBS AG, its affiliates or subsidiaries expect to receive or intend to seek compensation for investment banking services from this company/entity within the next three months. This company/entity is, or within the past 12 months has been, a client of UBS Securities LLC, and investment banking services are being, or have been, provided. This company/entity is, or within the past 12 months has been, a client of UBS Securities LLC, and non-investment banking securities-related services are being, or have been, provided. This company/entity is, or within the past 12 months has been, a client of UBS Securities LLC, and non-securities services are being, or have been, provided. Within the past 12 months, UBS Securities LLC has received compensation for products and services other than investment banking services from this company/entity. The equity analyst covering this company, a member of his or her team, or one of their household members has a long common stock position in this company. UBS AG, its affiliates or subsidiaries has issued a warrant the value of which is based on one or more of the financial instruments of this company. UBS Securities LLC makes a market in the securities and/or ADRs of this company.

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Unless otherwise indicated, please refer to the Valuation and Risk sections within the body of this report.

Alcatel-Lucent (€)
Price Target (€) 15.0 Stock Price (€)

10.0

5.0

0.0 01-Apr-05 01-Apr-06 01-Apr-07 01-Apr-08 01-Apr-09 01-Jan-06 01-Jan-07 01-Jan-08 01-Jan-09 01-Jan-10
01-Jan-10

Buy 2 Neutral 2 Buy Neutral No Rating Short-term Buy Short-term Sell

Source: UBS; as of 16 Jun 2010

Ericsson (SKr)
Price Target (SKr) 200 150 100 50 0 01-Jan-06 01-Jan-07 01-Jan-08 01-Jan-09 01-Apr-05 01-Apr-06 01-Apr-07 01-Apr-08 01-Apr-09 01-Apr-10 01-Oct-05 01-Oct-06 01-Oct-07 01-Oct-08 01-Oct-09 01-Jul-05 01-Jul-06 01-Jul-07 01-Jul-08 01-Jul-09 Stock Price (SKr)

Buy 2 Neutral 2 Neutral Sell No Rating Short-term Buy

Source: UBS; as of 16 Jun 2010

01-Apr-10

01-Jul-05

01-Jul-06

01-Jul-07

01-Jul-08

01-Oct-05

01-Oct-06

01-Oct-07

01-Oct-08

01-Jul-09

01-Oct-09

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Nokia (€)
Price Target (€) 40.0 30.0 20.0 10.0 0.0 01-Apr-05 01-Apr-06 01-Apr-07 01-Apr-08 01-Apr-09 01-Jan-06 01-Jan-07 01-Jan-08 01-Jan-09 01-Jan-10 01-Apr-10 01-Jul-05 01-Jul-06 01-Jul-07 01-Jul-08 01-Oct-05 01-Oct-06 01-Oct-07 01-Oct-08 01-Jul-09 01-Oct-09 Stock Price (€)

Buy 1 Buy 2 Neutral 2 Buy Neutral No Rating Short-term Buy

Source: UBS; as of 16 Jun 2010 Note: On August 4, 2007 UBS revised its rating system. (See 'UBS Investment Research: Global Equity Rating Definitions' table for details). From September 9, 2006 through August 3, 2007 the UBS ratings and their definitions were: Buy 1 = FSR is > 6% above the MRA, higher degree of predictability; Buy 2 = FSR is > 6% above the MRA, lower degree of predictability; Neutral 1 = FSR is between -6% and 6% of the MRA, higher degree of predictability; Neutral 2 = FSR is between -6% and 6% of the MRA, lower degree of predictability; Reduce 1 = FSR is > 6% below the MRA, higher degree of predictability; Reduce 2 = FSR is > 6% below the MRA, lower degree of predictability. The predictability level indicates an analyst's conviction in the FSR. A predictability level of '1' means that the analyst's estimate of FSR is in the middle of a narrower, or smaller, range of possibilities. A predictability level of '2' means that the analyst's estimate of FSR is in the middle of a broader, or larger, range of possibilities. From October 13, 2003 through September 8, 2006 the percentage band criteria used in the rating system was 10%.

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...Nokia N8–00 User Guide Issue 1.1 2 Contents Search in your device and on the internet Use your device offline Prolong battery life Personalisation Profiles Change your theme Home screen Organise your applications Telephone Call a phone number Search for a contact Call a contact Make a video call Make a conference call Use speed dial Use your voice to call a contact Make calls over the internet Call the last dialled number Record a phone conversation Turn to silence View your missed calls Call your voice mailbox Divert calls to your voice mailbox or another phone number Prevent making or receiving calls Allow calls only to certain numbers Video sharing Contacts About Contacts Save phone numbers and mail addresses Save a number from a received call or message Contact your most important people quickly Set a ringing tone for a specific contact 31 31 31 33 33 34 34 37 37 37 37 38 38 40 41 41 42 42 43 43 43 44 44 44 45 46 47 47 47 48 48 49 Contents Safety 5 Get started 7 Keys and parts 7 Change the volume of a call, song, or video 9 Lock or unlock the keys and screen 9 Insert or remove the SIM card 10 Insert or remove the memory card 12 Charging 13 Antenna locations 15 Attach the wrist strap 16 Headset 16 Switch the device on or off 16 Nokia account and Nokia's Ovi services 17 Copy contacts or pictures from your old device 17 Device set-up 18 Use the in-device user guide 19 Install Nokia Ovi Suite on your PC Explore Nokia's Ovi internet services Ovi by Nokia About...

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...Corporate Strategy Nokia Company Confidential 1 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials Outline of the discussion 1. Nokia’s vision and strategy in brief 2. Nokia’s approach to innovation 3. Nokia’s new services business Company Confidential 2 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials Way of life Company Confidential 3 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials Our vision A world where everyone can be connected In 2015, 5 billion people always connected, and 100 fold more network traffic. Company Confidential 4 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials Source: Nokia Feb 2007 Grow Transform Build new businesses. Company Confidential 5 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials the number of people using Nokia devices. the devices people use Nokia’s four businesses Lead and win in devices. Grow consumer Internet services. Accelerate adoption of business solutions. Leverage scale and transform to solutions in infrastructure. Company Confidential 6 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials Nokia’s strategic capabilities Consumer understanding Brand Technology and architecture Channels & supply chain Company Confidential 7 © 2008 Nokia V1-Filename.ppt / YYYY-MM-DD / Initials Outline of the discussion 1. Nokia’s vision and strategy in brief 2. Nokia’s approach to innovation 3. Nokia’s new services business Company Confidential 8 © 2008 Nokia V1-Filename.ppt...

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...down she wanted to see the board of directors, chain of governance, csr - Nokia have self-enlightenment for their work in emerging countries... and then any legal requirements that we think will be relevent to stakeholders. BRIEF HISTORY OF NOKIA    Nokia is one of the world's biggest manufacturers of mobile phones. In the 2nd quarter of 2008, it was able to grab 80% share from the global market. It elevated Finland to being an even wealthier country accounting for 30% of it's GDP. Nevertheless, the success of Nokia started from its modest launching. Nokia was born in 1895 when Frederick Idestam built a pulp mill. Originally located in Tampere, a southwestern city in Finland, the company transferred to the town of Nokia so it could utilize the river of Nokianvirta. The company took its name from this river, which was used for the production of hydroelectric power. Nokia as we know it today begins in 1967 with the aquisition of the Finish Cable Works, a telegraph and telephone cables company. Nokia started producing lots of products ranging from newspapers, footwear, bicycles, car tires, televisions and communication cables t personal computers, aluminum capacitors and electricity generation equipment, etc. The decision to alter its operations to mobile communication gadgets started in the 60s. The 1960s saw Nokia creating military and marketable mobile radio communications. Together with Salora Oy, Nokia created the first VHF radio in 1964. From then on, these two companies...

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...Research report on “COMPARATIVE STUDY OF NOKIA MARKETING” Submitted In Partial Fulfillment of Requirements for the Award of the Degree Of BBA Of Punjab Technical University Under The Guidance Of MR. JAGJIT SINGH Submitted by Bhupinder Narang Roll no.104142461752 B.I.S GROUP OF COLLEGE GAGRA (MOGA) Certificate of supervision This is to certify that Mr. Bhupinder Narang S/o S. Ram Nath Narang Roll No 104142461752 has completed the research project “COMPARATIVE STUDY OF NOKIA MARKETING” under my supervision in partial fulllfilment of BBA degree approved by ACITE of PTU. Signature of supervision Place: SHRUTI BATRA Date: Seal of Dean Declaration I hereby declare that the research project “COMPARATIVE STUDY OF NOKIA MARKETING” titled is my own original work and this report has not been submitted to any university and institute for award of any professional degree/diploma. Date : Place: Signature of candidate Bhupinder Narang Roll No: 104142461752 Table of Contents 1. | Declaration | | 2. | Preface | | 3. | Acknowledgement | | 4. | Introduction to the Organization A brief history of Nokia | Nokia Introduction | SCOPE | PAKISTAN DRIVEN STRATEGY | S.W.O.T | Accessories and Features | | | 5. | Maketing Objectives | | 6. | Organization’s Network: | | 7. | List Of Nokia Products | | 8. | | | 9. | Consumer Buying Behaviour | | ...

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...About the company Nokia Corporation (NYSE: NOK) is one of the world’s largest telecommunications equipment manufacturers. It has since established a leading brand presence in many local markets, and business has expanded considerably in all areas to support customer needs and the growth of the telecommunications industry. Nokia also produces mobile phone infrastructure and other telecommunications equipment for applications such as traditional voice telephony, ISDN, broadband access, professional mobile radio, voice over IP, wireless LAN and a line of satellite receivers. Nokia provides mobile communication equipment for every major market and protocol, including GSM, CDMA, and WCDMA. SWOT Analysis of the Company: Nokia Strengths: - Nokia has largest network of distribution and selling as compared to other mobile phone company in the world. It is backed with the high quality and professional team in the HRD Dept. The financial aspect is very strong in case of Nokia as it has many more profitable business. The product being user friendly and have all the accessories one want that is why is in great demand making it No-1 selling mobile phones in the world. Wide range of products for all class. The re-sell value of Nokia phones are high compared to other company’s product. Weakness: – Nokia has many strengths and some weakness. Some of the weakness includes the price of the product offered by the company. Some of the products are not user friendly. Not concern about the...

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...Welcome to Nokia Support Discussions, our global support community for English speakers since 2005. Have your questions answered and share your own knowledge and experience to help everyone get the best from their Nokia products. Most popular post: Nokia Windows Phone 8 App Updates Most recent post: Re: Calling through Voip. No Call Option in Viber, No Skype App for Calling in Nokia Asha 302. Whats the use of Voip then ? Deutsch Herzlich Willkommen im Nokia Netzwerk, unserer globalen Support Community für deutschsprachige Nokia fans. Hier werden Eure Fragen beantwortet und Ihr könnt zusätzlich Euer Wissen über und Eure Erfahrung mit Nokia Produkten mit anderen Netzwerk-Mitgliedern teilen. Beliebtester Beitrag: persönliche Bugliste Letzter Beitrag: Kontakte Español ¡Bienvenido al Foro de ayuda Nokia! Un espacio para el intercambio de ideas, dudas y punto de encuentro para usuarios Nokia en el mundo hispano. Publicaciones más populares: Re: Con problemas para conectarme a internet desde Nokia C2-05 (08.69) Publicaciones más recientes: Re: acceso a redes sociales Français Bienvenue au Forum d‘Entraide de Nokia, notre communauté d‘entraide globale pour les francophones. Trouvez des réponses aux vos questions et partagez vos propre connaissances et expériences pour aider chacun à bénéficier le plus de leurs produits Nokia. Sujet le plus populaire: Re : Problème batterie Nokia lumia 900 Sujet le plus récent: Re : Echec mise à jour Nokia Maps - Lumia 920 Italiano ...

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...1. Product Choice 2. Introuction Nokia Corporation is a Finnishmultinational communications and information technology corporation headquartered inKeilaniemi, Espoo, Finland.[4] Its principal products are mobile telephones and portable IT devices. It also offers Internet services including applications, games, music, media andmessaging through its Ovi platform, and free-of-charge digital map information andnavigation services through its wholly owned subsidiary Navteq.[5] Nokia has a joint venture with Siemens, Nokia Siemens Networks, which provides telecommunications networkequipment and services.[6] Nokia has around 105,000 employees across 120 countries, sales in more than 150 countries and annual revenues of around €38 billion.[1] As of 2012 it is the world's second-largest mobile phone maker by unit sales (after Samsung), with a global market share of 22.5% in the first quarter.[7] Nokia is a public limited-liability company listed on theHelsinki Stock Exchange and New York Stock Exchange.[8] It is the world's 143rd-largest company measured by 2011 revenues according to the Fortune Global 500.[9] Nokia was the world's largest vendor of mobile phones from 1998 to 2012.[7] However, over the past five years it has suffered declining market share as a result of the growing use of smartphones from other vendors, principally the Apple iPhone and devices running onGoogle's Android operating system. As a result, its share price has fallen from a high of US$40...

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...University Business School, for all their assistance. I would like to thank my parents for love and support bestowed on me. Thank you for your blessings. Also I would like to thank my friends for staying by me during the difficult parts of life. Thanks for help and love irrespective of the situations. I would also like to thank all my respondents for taking out time from their busy lives to help me with my research. Last but not the least, I would like to thank God for all. Thank You!! Nikunj Daga 3 ABSTRACT _________________________________________________________________________________________________ This research studies the marketing strategies of Nokia, a high technology company in a developing country India. The study attempts to check the role of marketing activities in success of Nokia...

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...Smartphones: New challenges for the industry. Nokia and the Operating System of the future. Term-paper: Strategy II Deadline: 07/12/2010 | Bachelor in Business Administration Student Numbers: 0874165 | 0878950 | 0830480 A bstract Nokia is the biggest mobile phone manufacturer in the world. It produces and sells more mobile telephones than any other company in the globe. This gives them a competitive advantage, especially in terms of scale of its operations. However, the fact that it has been slow to adapt its technology and production line to current trends, has given space for other companies to challenge its global dominance, especially in medium-long term. Smartphones are the next step in an extremely turbulent industry where innovation is the key for survival. It is for this reason that Nokia must adapt to continue its expansion for benefit of its different stakeholders. We present an analysis based on three strategic alternatives regarding the Operating System Nokia should use to implement its new line of smartphones, in order to compete with already established player in this segment and ensure long-term profits at the same time as bringing the highest levels of satisfaction to every of its stakeholders.   Contents    1. Introduction ......................................................................................................................................... 1  2. What is a smartphone and how smart are Nokia’s phones? .............................

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...1.Executive Summary Nokia is one of the world’s largest cell phone companies who follow a particular customer driven marketing strategy, which can be considered as a model for other company. Nokia segmented the market of world according to their economic condition and then try to targeting as much as they can. Suppose, Nokia itself launch varieties models of mobiles at varieties prices and positioning itself as more for more, the same for less and less for much less. They also try to bring their product differentiation, service differentiation provide new classic models, features and long lasting batteries. We hopefully say that, this particular customer driven marketing strategy should be widely followed to achieve the unified whole. 2.Introduction The company I have chosen to analyze in my assignment is the mobile phone giant Nokia. This assignment tells us briefly what Nokia actually is, its Customer driven marketing strategy, how they create value for target customer view on the size and sales of the company and also the Various Market segmentation Strategies, target market strategies and differentiation and positioning their products to desired market with customer satisfaction. Since January 2004, Nokia Group has consisted of four different business groups: Mobile Phones, Multimedia, Enterprise Solutions and Networks. “In addition, there are two horizontal groups that support the mobile device business groups: Customer and Market Operations and Technology Platforms...

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...History of company Nokia Company was founded in Finland in year 1865 and was a pioneer manufacturer of pulp and paper. Nokia set up a division to develop design and manufacturing capabilities in data processing, industrial automation, and communications systems in 1967 (Nokia, n.d.). By 1987, Nokia introduced their first handheld phone for GSM, the European standard for digital mobile technology (Fundinguniverse, n.d.). Nokia started to focus on mobile phones and network infrastructure. The world’s most popular phone was launched in year 2003 which is Nokia 1100 (Refer to Image 1.1). The total sales are over 250 million units, even more than iPhone and Samsung Galaxy (Allsopp, 2014). Image 1.1 Nokia 1100 Current Company Previously, Nokia smartphone was used the Symbian operating system and performing well in the global market. Since 2010, Android system and Apple’s iOS were getting into the phone market actively. Nokia made an announcement which switched to the Microsoft Window OS in February 2011 (Nokia, n.d.). After switching to Microsoft operating system, Nokia and Microsoft launched the first Windows Phone 7 which called Lumia in 26 October 2011 (Weber, 2011). The company wish to lead the smartphone market, but when compared to the previous 2 years, the sales was another declines. Nokia net income has shown a negative sign in second-quarter of 2011 to fourth-quarter of 2013, only fourth-quarter of 2012 made profit (Refer to Image 1.2). Image1.2 Nokia Net Profit or Loss...

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...This article is about the telecommunications corporation. For other uses, see Nokia (disambiguation). Nokia | | Type | Julkinen osakeyhtiö (Public) | Traded as | * OMX: NOK1V * NYSE: NOK | Industry | * Telecommunications equipment * Internet * Computer software | Founded | Tampere, Grand Duchy of Finland (1865) incorporated in Nokia (1871) | Founder(s) | * Fredrik Idestam * Leo Mechelin | Headquarters | Espoo, Finland | Area served | Worldwide | Key people | Risto Siilasmaa (Chairman) Stephen Elop (President & CEO) | Products | * Mobile phones * Smartphones * Mobile computers * Networks * (See products listing) | Services | Maps and navigation, music,messaging and media Software solutions (See services listing) | Revenue |  €38.659 billion (2011)[1] | Operating income |  €−1.073 billion (2011)[1] | Net income |  €−1.164 billion (2011)[1] | Total assets |  €36.21 billion (2011)[1] | Total equity |  €11.87 billion (2011)[1] | Employees | 105,265 (2012)[2] | Divisions | Mobile Solutions Mobile Phones Markets | Subsidiaries | Nokia Siemens Networks(50.1%) Navteq | Website | Nokia.com | Nokia Corporation[3] (Finnish: Nokia Oyj, Swedish: Nokia Abp; Finnish pronunciation: [ˈnokiɑ], English /ˈnɒkiə/) (OMX: NOK1V, NYSE: NOK) is aFinnish multinational communications and information technology corporation headquartered in Keilaniemi, Espoo, Finland.[4] Its principal products aremobile telephones and portable...

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...Nokia: Nokia Corporation is a multinational communications and information technology corporation (originally a paper production plant) that is headquartered in Espoo, Finland. Its principal products are mobile telephones and portable IT devices. It also offers Internet services including applications, games, music, media and messaging, and free-of-charge digital map information and navigation services through its wholly owned subsidiary Navteq. Nokia owns a company named Nokia Solutions and Networks, which provides telecommunications network equipment and services. As of 2012, Nokia employs 101,982 people across 120 countries, conducts sales in more than 150 countries, and reports annual revenues of around €30 billion. By 2012, it was the world's second-largest mobile phone maker in terms of unit sales (after Samsung), with a global market share of 18.0% in the fourth quarter of that year. Now, Nokia only have 3 per cent market share in smart phones. They lost 40 per cent of their revenue in mobile phones in Q2 2013. Nokia is a public limited-liability company listed on the Helsinki Stock Exchange and New York Stock Exchange. It is the world's 274th-largest company measured by 2013 revenues according to the Fortune Global 500. Nokia was the world's largest vendor of mobile phones from 1998 to 2012. However, over the past five years its market share declined as a result of the growing use of touch screen smart phones from other vendors—principally the iPhone, by Apple, and...

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... ******************************************* Instructor’s Grade on Assignment: Instructor’s Comments: Executive Summary Within two decades, Nokia, a company that started as a wood pulp mill in 1967, became a leader in electronics manufacturing. Nokia has a complex supply chain making over 900,000 devices daily with 100 billion components from 60 different suppliers. (Nokia India: Battery Recall Logistics, 2011) During the company’s peak they experienced a defect with one of their batteries that challenged the company is ways they didn’t expect. What they initially thought would be a simple minimal recall of the affected batteries turned into a reverse logistic nightmare that put a strain on their resources. Once the media released the recall and headlined the potential of an exploding battery, Nokia was overwhelmed with requests for replacement batteries. As the company tried to devise a plan for the consumer to check if their battery was affected they ran into many logistic issues on access to internet, inability to deliver replacements due to topography conditions and unnecessary widespread panic. A well-defined media plan and recall process would have aided Nokia in being able to be proactive should a recall situation arise. Background Prior to venturing into the telecommunications industry in 1967, Nokia, named for its location on the banks of Nokianvirta River, was simply a wood pulp mill. The founder, Fredrik Idestam...

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