...they use and could use in that respect. The main idea of the paper is that the principle “differentiate or die” (Jack Trout) has died. Today the global brands don’t strive to differ from their competitors in everything and at any cost. As an example, let’s have a global look at the business of mobile phones. In June 1998 Ericsson, Nokia, Motorola and Psion established their own International Strategic Alliance, a private independent company called “Symbian”. Symbian Ltd. is an independent, for-profit company whose mission is to establish Symbian OS as the world standard for mobile digital data systems, primarily for use in cellular telecoms. So, the three biggest mobile phone companies at that time and Psion, a mobile PC company, created a new way for competing and differentiating. Today Symbian Ltd. is owned by Ericsson, Nokia, Panasonic, Samsung, Siemens and Sony Ericsson. Figure 1 shows the percentage of shares of each shareholding company: Figure 1 Shareholding companies of Symbian and their percentage of shares Source: Symbian Ltd. – Company Ownership, http://www.symbian.com/about/ownership.html Levels of product differentiation Porter has suggested that most industries contain strategic groups of close competitors – groups of firms within an industry that follow the same strategies or ones that have very similar dimensions. For example, similar strategies might include the targeting of the same market segments, the use of identical or similar technology and the employment...
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...Mobile technology is the technology used for cellular communication. Mobile code division multiple access (CDMA) technology has evolved rapidly over the past few years. Since the start of this millennium, a standard mobile device has gone from being no more than a simple two-way pager to being a mobile phone, GPS navigation device, an embedded web browser and instant messaging client, and a handheld game console. Many experts argue that the future of computer technology rests in mobile computing with wireless networking. Mobile computing by way of tablet computers are becoming more popular. Tablets are available on the 3G and 4G networks. Contents [hide] • 1 4G networking • 2 Operating systems • 3 Channel hogging and file sharing • 4 Future of smartphone • 5 External links • 6 References 4G networking[edit source | editbeta] One of the most important features in the 4G mobile networks is the domination of high-speed packet transmissions or burst traffic in the channels. The same codes used in the 2G-3G networks is applied to 4G mobile or wireless networks, the detection of very short bursts will be a serious problem due to their very poor partial correlation properties. Recent study has indicated that traditional multi-layer network architecture based on the Open Systems Interconnection (OSI) model may not be well suited for 4G mobile network, where transactions of short packets will be the major part of the traffic in the channels. As the packets...
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...Nokia Rise and Fall EMSE 6005.10 – Organizational Behavior For The Engineering Managers Professor Andy Sakka Abhishek Thakur Akshat Amrut Oswal Nokia history: Nokia was founded by Fredrik Idestam, a mining engineer in 1865. The name Nokia was decided in 1871 when he opened his second paper mill on the bank of Nokianvirta river. Nokia started out with making paper which incidentally was one of the very first technologies used for communications. Fredrik Idestam was the chairman of the company till 1896 when he retired, and Leo Mechelin took over as the chairman. Under Mechelin, Nokia started a new business unit of electricity generation. In 1898, Eduard Polon founded the Finnish Rubber Works, which later became Nokia’s rubber business. They were making everything from galoshes to tires. In 1912, Finnish Cable Works was established by Arvid Wickstrom, which later became Nokia’s cable and electronic business. In 1967, all three of these jointly owned companies came together to form the Nokia corporation. Nokia’s first thrust in telecommunications came when they began developing radio telephones for the army and emergency services. During this period, the company was involved in many businesses including paper products, tire manufacturing, footwears, communication cables, televisions , electricity generation machinery, robotics , chemicals, plastics and many more. By 1987,, Nokia became one of the leading manufacturers of TV in Europe. By 1990, Nokia decided to concentrate...
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...Recent technological development * In 2013, the Fairphone company launched its first "socially ethical" smartphone at the London Design Festival to address concerns regarding the sourcing of materials in the manufacturing. * In late 2013, QSAlpha commenced production of a smartphone designed entirely around security, encryption and identity protection. * In December 2013, the world's first curved OLED technology smartphones were introduced to the retail market with the sale of the Samsung Galaxy Round and LG G Flex models. Samsung phones with more bends and folds in the screens were expected in 2014. * In early 2014, smartphones were beginning to use Quad HD (2K) 2560x1440 on 5.5" screens with up to 534 PPI on devices such as the LG G3 which is a significant improvement over Apple's Retina Display. Quad HD is used in advanced televisions and computer monitors, but with 110 ppi or less on such larger displays. * As of 2014, Wi-Fi networks were much used for smartphones. As Wi-Fi becomes more prevalent and easier to connect to, Wi-Fi phone services will start to take off. * Smartphones are increasingly integrated with everyday uses. For instance, credit cards and mobile payments are integrated into smartphones where users can send cash payments through smartphone applications and SaaS platforms * Recently, Apple Pay has picked up 34 new banks to the roster supporting their mobile payment platform, where merchants are rapidly adopting it. * ...
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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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...vague and there is no official definition for what constitutes the difference between them. The definitions also shift over time since many phones that are considered feature phones today can have capabilities that exceed those of phones that had been promoted as smartphones in the past. Smartphones run mobile operating systems such as Apple's iOS, Google's Android, Microsoft's Windows Phone 7, Nokia's Symbian, RIM's BlackBerry OS, and embedded Linux distributions such as Maemo and MeeGo. Such systems can be installed on many different phone models, and typically each device can receive multiple OS software updates over its lifetime. Smartphones run third-party applications using advanced application programming interfaces (APIs),[4] which can allow those applications to have better integration with the phone's OS and hardware than is typical with feature phones. In comparison, feature phones more commonly run on proprietary firmware, with third-party software support through platforms such as Java ME or BREW.[1] Contents [hide] 1 History 1.1 Early years 1.2 Symbian 1.3 Palm, Windows, and BlackBerry 1.4 iPhone 1.5 Android 1.6 Others 2 Patent licensing and litigation 3 Screen 4 Application stores 5 Smartphone market share 6 Operating system market shares 6.1...
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...edu, 2 yassin@fau.edu Received 13 January 2011; received in revised form 10 April 2011; accepted 18 May 2011 Abstract A model depicting competitive technoeconomics of business structures specific to mobile-platforms is developed. The underlying co-evolution of large, competing enterprises of mobile-platforms that face customerchurning due to application-preferences and pricing structures in the deregulated ambient is viewed in the perspectives of nonlinear logistic systems akin to that of biological ecosystems. Relevant considerations are decided by and embodied with several stochastically-interacting subsystems. Hence, the temporal dynamics of competition/co-evolution of known competitors in the mobile-platform market, like Android, Symbian and iPhone is depicted by a novel model posing dichotomy of prey-predator flip-flops in the market; and, an asymptotic projection of ex post computations of underlying technoeconomics into the ex ante region would correspond to futuristic forecasts on the performance of test platforms. Further, computed results are exemplified with a sample calculation and associated sensitivity details. Keywords: Mobile-platform, Co-evolution, Competition, Prey-predator model, Technoeconomic forecasting 31 Perambur Neelakanta Raef Yassin A Co-Evolution Model of Competitive Mobile Platforms: Technoeconomic Perspective Journal of Theoretical...
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...See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/259692383 Microsoft Acquired Nokia in Unipolar Operating System Market ARTICLE · SEPTEMBER 2014 DOI: 10.14807/ijmp.v5i3.166 CITATIONS READS 2 2,355 1 AUTHOR: Netra Pal Singh Management Development Institute Gurgaon 68 PUBLICATIONS 62 CITATIONS SEE PROFILE Available from: Netra Pal Singh Retrieved on: 12 February 2016 INDEPENDENT JOURNAL OF MANAGEMENT & PRODUCTION (IJM&P) http://www.ijmp.jor.br ISSN: 2236-269X v. 5, n. 3, June - September 2014. MICROSOFT ACQUIRED NOKIA IN UNIPOLAR OPERATING SYSTEM MARKET Netra Pal Singh Management Development Institute, India E-mail: knpsingh@mdi.ac.in Submission: 13/11/2013 Revision: 05/01/2014 Accept: 10/01/2014 ABSTRACT The recent big tickets include Microsoft acquiring part of Nokia for US$ 7.2 billion, Verizon buy 45% stake in Vodafone for US$130 billion, Google acquiring Motorola for 12.5 billion. These buyouts are analyzed and commented by experts of the industry. This research paper attempted to collate their view in the context of Microsoft and Nokia deal on six parameters. These parameters are (i) reasons for the downfall of the Nokia market share, (ii) general comments of the experts, (iii) similarities / dissimilarities of past and business models of the smartphone business, (iv) reasons for Microsoft to buy out Nokia, (vi) impact of buyout on Microsoft, Nokia, consumers and markets. In addition, paper discusses...
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...Paper to be presented at the DRUID Summer Conference 2007 on APPROPRIABILITY, PROXIMITY, ROUTINES AND INNOVATION Copenhagen, CBS, Denmark, June 18 - 20, 2007 ENTERING A MATURE INDUSTRY THROUGH INNOVATION: APPLE S IPHONE STRATEGY Joel West San José State University joel.west@sjsu.edu *Michael Mace Rubicon Consulting mike@rubiconconsulting.com Abstract: Innovation competencies are valuable in emergent and high-growth phases of the lifetime of a product or industry segment. For mature industries, researchers have emphasized strengths in operations and execution, with the implication that innovation-oriented companies must enter early in the product lifecycle or not at all. Here we examine the decision of Apple Inc. to enter the mobile handset business. We link the iPhone entry strategy to its historic competencies and the industry context of commodization and convergence. From this we offer conclusions about openness in mobile phones and prospects for a single dominant design for convergence devices. JEL - codes: O30, L16, L1 Entering a Mature Industry Through Innovation: Apple’s iPhone Strategy Submitted to DRUID Summer Conference 2007 February 28, 2007 Abstract Innovation competencies are valuable in emergent and high-growth phases of the lifetime of a given product or industry segment. For mature industries, researchers have emphasized strengths in operations and execution, with the implication that innovation-oriented companies must enter early in the product...
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...The Rise and fall of Nokia Case Study PROJECT TEAM MWMBERS Abdullah Maashi Xiaomeng Guo Fang Zou Jian Zhao PROJECT SUMITTED TO Dr. Bartlomiej Hanus Abstract Nokia is an over 100 year-old communications and technology corporation. It was the word leading mobile handset manufacturer. It evolved gradually from being it pulp paper manufacturer in the 19th century to electronics manufacturer in 1980s to a mobile phones’ in produces 1990s. By the late 2000s the rivalry among the competitors became very strong and the Nokia position as a market leader in mobile devices was threatened by competition lower-cost smartphones producers. It was supposed to make the right decision because it has the longest experience in the field, but it did not. Nokia started to do very well in the 1990s and this is due to the smart CEO Vuorilehto who was appointed to take this position in December 1988. This leader mad the most important decision in the Nokia’s history when he decided to focus selectively and strategically on fewer acquisitions which are the Mobile phones, Nokia Bate, Cables & Machinery, Basic Industries, and Consumer Electronics. In this leader period the net income continue to increase until it reached 675.7 million in 1994 after it was (56.5) million in 1989. Then he stepped down and appointed Jorma Ollila to hold CEO position and the success continued year after year and in 1998 Nokia become the world’s leading mobile phone manufacturer with 23% and 163 million...
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...overview of Indian Mobile Industry. Did you know that first mobile phone call in India was made by Late Mr. Jyoti Basu to Mr. Sukh Ramon 30th July 1995. so it can be officially said that Indian Mobile Industry has just finished its 16th year – and is still a teenager so to say! Indian Mobile Industry Infographic [Click on the image to zoom] Yeah, the call rates back then were Rs. 32 per minute and incoming & outgoing both used to be charged ! MARKET TRENDS Five Trends That Will Shape the Mobile Industry in 2011 * Evaluation of Patent Trends, Technology Evolution, and Product Innovation Indicates Potential Winners and Losers in the Technology Battles Facing Mobile Industry UBM TechInsights has made key predictions about the future of the mobile industry based on its in-depth research on patent trends, technology evolution, and product innovation. These five trends will be of strategic importance to most players in the mobile communication industry in 2011, including smartphone and tablet computing OEMs, semiconductor suppliers, and intellectual property professionals, as well as companies in related sectors like the medical devices space. The identified trends show how related the technology, marketing and intellectual property aspects of the mobile industry have become. Combined with the rapid innovation and competition in the industry, these factors could change the playing field in the...
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...Stratagem National Focus Can Samsung keep its edge in smartphones? The South Korean player enjoys a clear lead over its Finnish rival in the smartphone sweepstakes currently but there are quite a few curveballs to come in the hyperactive mobile phone market before a clear winner can emerge. Onkar Pandey keeping the flag flying high B.D. Park, Managing Director, Samsung India, leads an established brand, which is the leader in the smartphone segment. But his real test will be to manage the brand in face of a resurgent Nokia, besides facing off competition from the likes of Sony U 3 revenues of top mobile players Samsung’s revenue rose more than Nokia’s rank 201112 119.25 78.91 19.78 14.60 13.27 9.23 7.90 7.80 7.50 6.70 201011 129.29 57.20 22.89 19.50 10.04 4.50 9.20 18.34 6.26 13.26 Change market (%) share (%) -8 38 -14 -25 32 105 -14 -57 20 -49 -5 38.2 25.3 6.3 4.7 4.3 Nokia Samsung Micromax BlackBerry Karbonn HTC Spice LG Huawei G’Five TOTAL 2.5 2.5 2.4 2.1 100 312.15 330.31 Source: CyberMedia Research (Revenue in Rs Billion) ntil as recently as 2008, Nokia had an invincible lock on the mobile phone market in India. The Finnish giant was by far the strongest Richmond in the field, controlling a humongous 75% of the Indian mobile handset market by volume. But over the next couple of years, even as the handset market was going through a watershed technological change and churn, Nokia made the mistake of taking its eyes off the emerging market...
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...9977595 羅凱文 Journal Critique: HTC With all the issues surrounding CEO’s and management Peter Chou seems to have HTC’s success at heart and the direction business must take in order to establish its brand and the personifications associated. My first choice of words must go to the initial persons who made enormous sacrifices in looking ahead and staying focus with such a vision as “nothing beats a trial but a failure”. HT Cho and Cher Wang after having the insight of doing business on such a level relocating VIA Technologies to a more viable and sustainable economy, maximizing SCM and ERP combined. Does VIA Technologies has any connections with HTC? One man’s trash is gold for another I feel they should of created a smaller company to continue with the other business after the move was made to the metamorphosis of HTC. The gradual move form handheld devices to customized phones to notebook to their own brand HTC phones shows evolution which usually takes place in any business as time marches on and the way in which business is done has to adjust to meet demands like the Palm Pilot with the faulty Windows CE platform gave way to its extinction, their come back with the IPAQ was dead as the model was the same as the Pilot and was tasteless to clientele. The ODM business is what gave way to the transformation of HTC showing versatility in creating customized phones to please each customer is a show of customer satisfaction and confidence in HTC which came with experience...
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...Nokia is a mobile technology manufacturer headquartered in Espoo, Finland with 2010 revenue of $43Billion. A pioneer in manufacturing mobile phones and the GSM technology, Nokia’s profitability has been on the decline in recent years. A reduction of market share in N. America of 35% in March 2008 to 8.1% in April 2010 highlights Nokia’s decline. This led its Board of Directors to replace its CEO with Stephen Elop. Find below a SWOT analysis description and summary document on Nokia. Strengths Nokia has a lot of strengths going in its favor. It is the worldwide leader in mobile phone sales and in 1987 introduced one of the world’s first handheld phones while being a key developer of GSM (Global System for Mobile Communications). GSM is used predominantly as the cellular phone protocol worldwide except in North America which uses CDMA (Code division multiple access). Nokia has an international research capability that creates specific phone models to certain regions. This increases their value of the mobile phones as the customers are given a product that is tailored to their specific needs. Apart from the Mobile Phone segment, Nokia also owns NAVTEQ, which is a provider of Geographic Information Systems and Global Positioning Systems (GPS), and a lot of other mobile phone technology providers. Nokia recently hired Stephen Elop as its CEO. This move is a positive one as Stephen Elop brings with him a diverse telecommunications career and also networking connections with Microsoft...
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...Contents Page Purpose 4 1. External Analysis 5 2.1 Industry Life Cycle............................................................5 2.2 Market Analysis....................................................................6 2.3 PESTEL.................................................................................7 2.4 Porters 5 Force ....................................................................8 2. Internal Analysis 9 2.1 Microsoft Competency Framework....................................9 2.2 Microsoft VRIN Framework.................................................10 2.3 Microsoft Strengths and Weaknesses ..............................10 2.4 Nokia Competency Framework...........................................11 2.5 Nokia VRIN Framework........................................................12 2.6 Nokia Strengths and Weaknesses......................................12 3. Issues and Challenges ...
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