麦肯锡_NOKIA制胜美国市场报告
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Culture,valuesandstyle
Coordinationm echanism s
High
Rationale
Low
Baidu Nhomakorabea
• Focused on high growth categories (e.g., mobile phones, digital)
• Anticipated shift to digital technology in the U.S. before competitors and directed resources to optimize opportunity; tailors products to target customers (e.g., fashion covers for younger segment)
• N/A
• Creates broad distribution reach through numerous, innovative relationships with retailers and distributors (e.g., Sears, AT&T wireless services,Tandy)
• Difficulty translating “The Nokia Way” to U.S. (“The culture doesn’t have the same richness or value as it does in Europe”)
• Encourages sharing of best practices but has not been very successful at doing so to date
NJ-262408.756/001031NdkocHR1
1
NOKIA
Background
Revenues
$ Billions
6.2
19.8
ROW
19
21
EUR Americas
68
13 1995
54 25 58% CAGR 1999
Stock appreciation (1998-99)
CAGR %
M arket relations
Distributionandsaleschannels
M arketing
Alliancesandacquisitions Organization Aspirationandpriority
Talent
Decisionm akingand responsibilities
• Some difficulty to attracting top-tier local senior management due to glass ceiling (e.g., all senior leadership in Finnish0; Finnish managers used to manage U.S. operations
• Develops and launches innovative marketing campaigns (e.g., first to target consumers rather than professionals)
• Successfully allies and acquires to gain capabilities (e.g., joint venture with Tandy for distribution, acquisition of Mobira to enter promising mobile phone area)
• Devotes sufficient resources to local organization to win in market (e.g., provided resources for U.S. to win in mobile phone segment)
• Outsources non-core technologies (e.g., microprocessors from Intel, components form Motorola) and uses standard components to save on R&D spend and react faster to changing technologies than its competitors; leverages partnerships for more efficient R&D (e.g., JV with Cisco, Geoworks, HP)
• Succeeds in attracting top engineers because of attractive products
• Local managers have limited autonomy and accountability exists at the unit level, but head office retains final input
麦肯锡_NOKIA制胜美国市场报告
FINGERPRINT – NOKIA
Product Productandcategoryselection
Rating
Productsoptim izedforUSm arket
Capabilities Resources
Researchanddevelopm ent
worldwide (behind Ericsson)
Products • Mobile phones • GSM/DSC networks
Competitors • Ericsson • Motorola
Nokia
52
S&P
S&P cell and wireless index
16 22
Key facts • Largest 1 -3 year revenues growth of competitors • Largest mobile phone manufacturer and second largest provider
Coordinationm echanism s
High
Rationale
Low
Baidu Nhomakorabea
• Focused on high growth categories (e.g., mobile phones, digital)
• Anticipated shift to digital technology in the U.S. before competitors and directed resources to optimize opportunity; tailors products to target customers (e.g., fashion covers for younger segment)
• N/A
• Creates broad distribution reach through numerous, innovative relationships with retailers and distributors (e.g., Sears, AT&T wireless services,Tandy)
• Difficulty translating “The Nokia Way” to U.S. (“The culture doesn’t have the same richness or value as it does in Europe”)
• Encourages sharing of best practices but has not been very successful at doing so to date
NJ-262408.756/001031NdkocHR1
1
NOKIA
Background
Revenues
$ Billions
6.2
19.8
ROW
19
21
EUR Americas
68
13 1995
54 25 58% CAGR 1999
Stock appreciation (1998-99)
CAGR %
M arket relations
Distributionandsaleschannels
M arketing
Alliancesandacquisitions Organization Aspirationandpriority
Talent
Decisionm akingand responsibilities
• Some difficulty to attracting top-tier local senior management due to glass ceiling (e.g., all senior leadership in Finnish0; Finnish managers used to manage U.S. operations
• Develops and launches innovative marketing campaigns (e.g., first to target consumers rather than professionals)
• Successfully allies and acquires to gain capabilities (e.g., joint venture with Tandy for distribution, acquisition of Mobira to enter promising mobile phone area)
• Devotes sufficient resources to local organization to win in market (e.g., provided resources for U.S. to win in mobile phone segment)
• Outsources non-core technologies (e.g., microprocessors from Intel, components form Motorola) and uses standard components to save on R&D spend and react faster to changing technologies than its competitors; leverages partnerships for more efficient R&D (e.g., JV with Cisco, Geoworks, HP)
• Succeeds in attracting top engineers because of attractive products
• Local managers have limited autonomy and accountability exists at the unit level, but head office retains final input
麦肯锡_NOKIA制胜美国市场报告
FINGERPRINT – NOKIA
Product Productandcategoryselection
Rating
Productsoptim izedforUSm arket
Capabilities Resources
Researchanddevelopm ent
worldwide (behind Ericsson)
Products • Mobile phones • GSM/DSC networks
Competitors • Ericsson • Motorola
Nokia
52
S&P
S&P cell and wireless index
16 22
Key facts • Largest 1 -3 year revenues growth of competitors • Largest mobile phone manufacturer and second largest provider