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Organization Study report of induian clays ltd.
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- brand name clay industry compaq computer consumers perceive customer satisfaction dell computer indian clay indian industry indian organisation indian report marketing champion mature market mobile industry mobile phone motivation factors nokia industry organisation report organization study phone industry project on nokia report study saturated market soft approach study on clay swot analysis
sharonphilip1
New member
.3 SWOT Analysis
Nokia is at an important crossroads in its history. Having architected many of the key tenets for growth during the formative years of the mobile phone industry, the market with which Nokia is so familiar may be adopting different rules, ones that it may not fully understand. The situation Nokia faces may be similar to the period in the PC industry when Dell Computer surpassed perennial leaders IBM, Hewlett-Packard and Compaq Computer. Why might this happen? Because Nokia's strengths are so well-understood by its competitors, they are well-targeted and improved upon. The wireless market's evolution has slowed, making it easier to challenge the incumbents. Also, the progress of technology has made many of Nokia's early advantages easier to overcome. Nokia's leadership position is a result of paying persistent attention to market needs and taking the right chances at the right time. Nokia was the first to acknowledge fashion as an important element in mobile phone purchases, and it is solidly behind the push for Multimedia Messaging Service, which could become the first data service beyond Short Message Service to be deemed successful. There is a significant gap between Nokia and startups, which makes it difficult to compete against Nokia. Nokia's tie to operators has kept its products solidly in consumers' view. Yet, Nokia faces some serious challenges.
Fig.3.1. SWOT Analysis
The mobile landscape has fundamentally shifted, and some of Nokia's strengths and core beliefs may no longer be valid. In the following research, we discuss Nokia's strengths and challenges and provide advice for enterprises partnering with, purchasing from and working with Nokia.
3.3.1 Strength
• Nokia has long established identity (1898); lots of available resources (financial, etc.)
• Nokia has high penetration rate in Europe, especially in Northern countries (close to 100%)
• Nokia Consumer Electronics has access to innovative technology through group companies
3.3.2 Weakness
• Lack of centralized marketing strategy and champion; completely different positioning strategy depending on the country
• Too many brand names (100) in one market; problem trying to find balance
• Corporate culture is highly technical and operational: So what if the customer does not understand!; lack of customer service priority
3.3.3 Opportunities
• Potential for brand name sales in Europe and Asia-pacific
• Growing replacement and supplement television market
• NCE has opportunity of using its technology to enhance user-friendliness
3.3.4 Threats
• The market for color TVs and VCRs is a mature/saturated market; consumers are buying less often and only to replace older units (same trend for all countries across Europe)
• Can’t differentiate based on technical advancement or price; competitors too fast to match
• Impact of recent purchases (for example, Sony) and mergers is unknown; competitors are getting larger and integrating supply chains
• Competitors (Samsung, Gold star, Daewoo) quickly and successfully building brand name and image Branding Strategy In the color TV market, neither technology nor price provides a competitive advantage. The decision a consumer makes to purchase is primarily motivated by emotion, and is driven largely by comfort level with a particular brand. A successful branding strategy for NCE is, therefore, critical to gaining a competitive advantage. Specifically, NCE should brand for the following reasons:
• Competitive advantage is gained through brand name (not technology or price)
• According to brand awareness studies, Nokia is recognized most of the time (in Germany, France, Italy, UK and Norway), but not necessarily affiliated with consumer electronics such as TVs and VCRs
• Consumers buy televisions based on emotion
• Consumers perceive value in features that are marketed as user-friendly. In the past Nokia has relied heavily on its ability to innovate—it is a strong technology company.
However, it is not good at introducing or packaging this technology for consumers. It must introduce a new mindset to NCE; a strategic shift that encourages customer service and international marketing.
Internal Management Challenge faces at least two challenges within NCE that he must address immediately:
1. Lack of a marketing champion in corporate headquarters
2. A continued reliance on technology as the main marketing approach. For example, the remote control TV mouse is centered on technology and may frighten away potential customers who may perceive it as too technical.
Options for solving these include:
(1) Push down his ideas and force all to comply using his positional power;
(2) Soft approach—gradually getting buy-in to his plans from technical representative, sales and marketing. Option 1 is not viable since even though it may result in short-term agreement, it will result in resignations, poor morale and distrust in senior management over the long run. Since the change process can be slow, Nokia should adopt option 2 that means getting buy-in at the senior management level.
If there is disagreement at the highest level of the company on international marketing strategy, then the same can be expected throughout the ranks of the company. For example, the vice-president of engineering may agree on the surface, but tell his employees to continue to do what they have always done (don’t play the new marketing tapes at the fairs, etc.).
Getting Buy-in from the Dealer Network The dealer network is critical to their branding strategy. If a dealer is not satisfied or confident with a manufacturer’s market position, they may lead a potential buyer to a competitive brand. NCE must maintain its strong brand-marketing program. And it needs to dealers to support them or they will fail. Ultimately a successful marketing campaign will draw customers into the dealer’s door. If Nokia is foremost in their mind, we want the dealer to sell them Nokia, not attempt to switch to a competitive brand.
Customer Brand Awareness and Association the Nokia brand name has limited awareness across the Indian markets. Studies indicate that on average when a person is asked if they have heard of the company the answer is usually answered yes well below 50% of the time. Worse, however, is when asked to name a consumer electronics company, Nokia is very rarely the answer; typical answers are Philips, Grundig or Sony among others.
This indicates a problem associating the Nokia brand name with consumer electronics (TVs and VCRs). Therefore, the challenge is not only getting the brand name in front of consumers, but ensuring they think of Nokia when buying a TV. Networking and Distribution Strategy in order to make the Marketing Campaign successful, the selection of a proper distribution channels would be a crucial element to make the Seagull flies. In this section, different options of distribution channels were discussed and recommendations for each brand were made.
4. Segmentation
4.1 Mobile Phone
Mobile Phones connect people by providing expanding mobile voice and data capabilities across a wide range of mobile devices. We seek to put consumers first in our product-creation process and primarily target high-volume category sales of mobile phones and devices based on the following global cellular technologies: GSM/EDGE, 3G/WCDMA and CDMA.
In voice centric and mainstream mobile phones, we believe that design, brand, ease of use and price are our customers' most important considerations. Increasingly, our product portfolio includes new features and functionality designed to appeal to the mass market, such as mega pixel cameras, music players and advanced-quality color screens.
Quality is at the heart of Nokia’s brand promise, very human technology.
We want our customers to know that Nokia is the best quality company in the industry. Our goal is to have the industry’s best products and services, most loyal customers and most efficient operational mode.
We believe that quality is about meeting and exceeding customer expectations. At Nokia, we view quality holistically and as an integral part of business management. The quality of products and customer experiences depends on the quality of processes, which in turn is tied to the quality of management.
Our key quality targets are:
• For Nokia to be number one in customer and consumer loyalty.
• For Nokia to be number one in product leadership.
• For Nokia to be number one in operational excellence.
The quality and reliability or our products and services are among the most important factors driving customer satisfaction and loyalty. Designing good quality products begins with understanding customer requirements and creating the best user experience. The whole chain, from suppliers through to R&D, operations, sales and distribution to customers, impacts the end-result – everybody in the chain has a role to play in achieving quality.
Our products and customer experiences are the results of our everyday processes. Process management means finding the simplest way of operating, in order to create customer value in a lean manner. Our process thinking covers everything we do, and processes are continuously improved based on the measures and the feedback we receive from our customers.
Quality in management is vital for leveraging innovations globally and improving productivity in general. Our approach to this is platform thinking, process management and combining fact-based management with values-based leadership. We have developed a key framework for improvement at Nokia, which we call the 'Self-Regulating Management System'. It's about management practices that allow us to run our business in a consistent, effective and fact-based manner.
Commitment to quality improvement is a continuous management process. It is both a business strategy and a personal responsibility, and it is a part of our culture and values. But at the end of the day, quality improvement is much more than something we can quantify in words or pictures. It is an attitude – a mindset. By taking quality personally we are able to deliver world-class quality to our customers. It is our source of inspiration, energy and excitement.
Nokia is at an important crossroads in its history. Having architected many of the key tenets for growth during the formative years of the mobile phone industry, the market with which Nokia is so familiar may be adopting different rules, ones that it may not fully understand. The situation Nokia faces may be similar to the period in the PC industry when Dell Computer surpassed perennial leaders IBM, Hewlett-Packard and Compaq Computer. Why might this happen? Because Nokia's strengths are so well-understood by its competitors, they are well-targeted and improved upon. The wireless market's evolution has slowed, making it easier to challenge the incumbents. Also, the progress of technology has made many of Nokia's early advantages easier to overcome. Nokia's leadership position is a result of paying persistent attention to market needs and taking the right chances at the right time. Nokia was the first to acknowledge fashion as an important element in mobile phone purchases, and it is solidly behind the push for Multimedia Messaging Service, which could become the first data service beyond Short Message Service to be deemed successful. There is a significant gap between Nokia and startups, which makes it difficult to compete against Nokia. Nokia's tie to operators has kept its products solidly in consumers' view. Yet, Nokia faces some serious challenges.
Fig.3.1. SWOT Analysis
The mobile landscape has fundamentally shifted, and some of Nokia's strengths and core beliefs may no longer be valid. In the following research, we discuss Nokia's strengths and challenges and provide advice for enterprises partnering with, purchasing from and working with Nokia.
3.3.1 Strength
• Nokia has long established identity (1898); lots of available resources (financial, etc.)
• Nokia has high penetration rate in Europe, especially in Northern countries (close to 100%)
• Nokia Consumer Electronics has access to innovative technology through group companies
3.3.2 Weakness
• Lack of centralized marketing strategy and champion; completely different positioning strategy depending on the country
• Too many brand names (100) in one market; problem trying to find balance
• Corporate culture is highly technical and operational: So what if the customer does not understand!; lack of customer service priority
3.3.3 Opportunities
• Potential for brand name sales in Europe and Asia-pacific
• Growing replacement and supplement television market
• NCE has opportunity of using its technology to enhance user-friendliness
3.3.4 Threats
• The market for color TVs and VCRs is a mature/saturated market; consumers are buying less often and only to replace older units (same trend for all countries across Europe)
• Can’t differentiate based on technical advancement or price; competitors too fast to match
• Impact of recent purchases (for example, Sony) and mergers is unknown; competitors are getting larger and integrating supply chains
• Competitors (Samsung, Gold star, Daewoo) quickly and successfully building brand name and image Branding Strategy In the color TV market, neither technology nor price provides a competitive advantage. The decision a consumer makes to purchase is primarily motivated by emotion, and is driven largely by comfort level with a particular brand. A successful branding strategy for NCE is, therefore, critical to gaining a competitive advantage. Specifically, NCE should brand for the following reasons:
• Competitive advantage is gained through brand name (not technology or price)
• According to brand awareness studies, Nokia is recognized most of the time (in Germany, France, Italy, UK and Norway), but not necessarily affiliated with consumer electronics such as TVs and VCRs
• Consumers buy televisions based on emotion
• Consumers perceive value in features that are marketed as user-friendly. In the past Nokia has relied heavily on its ability to innovate—it is a strong technology company.
However, it is not good at introducing or packaging this technology for consumers. It must introduce a new mindset to NCE; a strategic shift that encourages customer service and international marketing.
Internal Management Challenge faces at least two challenges within NCE that he must address immediately:
1. Lack of a marketing champion in corporate headquarters
2. A continued reliance on technology as the main marketing approach. For example, the remote control TV mouse is centered on technology and may frighten away potential customers who may perceive it as too technical.
Options for solving these include:
(1) Push down his ideas and force all to comply using his positional power;
(2) Soft approach—gradually getting buy-in to his plans from technical representative, sales and marketing. Option 1 is not viable since even though it may result in short-term agreement, it will result in resignations, poor morale and distrust in senior management over the long run. Since the change process can be slow, Nokia should adopt option 2 that means getting buy-in at the senior management level.
If there is disagreement at the highest level of the company on international marketing strategy, then the same can be expected throughout the ranks of the company. For example, the vice-president of engineering may agree on the surface, but tell his employees to continue to do what they have always done (don’t play the new marketing tapes at the fairs, etc.).
Getting Buy-in from the Dealer Network The dealer network is critical to their branding strategy. If a dealer is not satisfied or confident with a manufacturer’s market position, they may lead a potential buyer to a competitive brand. NCE must maintain its strong brand-marketing program. And it needs to dealers to support them or they will fail. Ultimately a successful marketing campaign will draw customers into the dealer’s door. If Nokia is foremost in their mind, we want the dealer to sell them Nokia, not attempt to switch to a competitive brand.
Customer Brand Awareness and Association the Nokia brand name has limited awareness across the Indian markets. Studies indicate that on average when a person is asked if they have heard of the company the answer is usually answered yes well below 50% of the time. Worse, however, is when asked to name a consumer electronics company, Nokia is very rarely the answer; typical answers are Philips, Grundig or Sony among others.
This indicates a problem associating the Nokia brand name with consumer electronics (TVs and VCRs). Therefore, the challenge is not only getting the brand name in front of consumers, but ensuring they think of Nokia when buying a TV. Networking and Distribution Strategy in order to make the Marketing Campaign successful, the selection of a proper distribution channels would be a crucial element to make the Seagull flies. In this section, different options of distribution channels were discussed and recommendations for each brand were made.
4. Segmentation
4.1 Mobile Phone
Mobile Phones connect people by providing expanding mobile voice and data capabilities across a wide range of mobile devices. We seek to put consumers first in our product-creation process and primarily target high-volume category sales of mobile phones and devices based on the following global cellular technologies: GSM/EDGE, 3G/WCDMA and CDMA.
In voice centric and mainstream mobile phones, we believe that design, brand, ease of use and price are our customers' most important considerations. Increasingly, our product portfolio includes new features and functionality designed to appeal to the mass market, such as mega pixel cameras, music players and advanced-quality color screens.
Quality is at the heart of Nokia’s brand promise, very human technology.
We want our customers to know that Nokia is the best quality company in the industry. Our goal is to have the industry’s best products and services, most loyal customers and most efficient operational mode.
We believe that quality is about meeting and exceeding customer expectations. At Nokia, we view quality holistically and as an integral part of business management. The quality of products and customer experiences depends on the quality of processes, which in turn is tied to the quality of management.
Our key quality targets are:
• For Nokia to be number one in customer and consumer loyalty.
• For Nokia to be number one in product leadership.
• For Nokia to be number one in operational excellence.
The quality and reliability or our products and services are among the most important factors driving customer satisfaction and loyalty. Designing good quality products begins with understanding customer requirements and creating the best user experience. The whole chain, from suppliers through to R&D, operations, sales and distribution to customers, impacts the end-result – everybody in the chain has a role to play in achieving quality.
Our products and customer experiences are the results of our everyday processes. Process management means finding the simplest way of operating, in order to create customer value in a lean manner. Our process thinking covers everything we do, and processes are continuously improved based on the measures and the feedback we receive from our customers.
Quality in management is vital for leveraging innovations globally and improving productivity in general. Our approach to this is platform thinking, process management and combining fact-based management with values-based leadership. We have developed a key framework for improvement at Nokia, which we call the 'Self-Regulating Management System'. It's about management practices that allow us to run our business in a consistent, effective and fact-based manner.
Commitment to quality improvement is a continuous management process. It is both a business strategy and a personal responsibility, and it is a part of our culture and values. But at the end of the day, quality improvement is much more than something we can quantify in words or pictures. It is an attitude – a mindset. By taking quality personally we are able to deliver world-class quality to our customers. It is our source of inspiration, energy and excitement.
hariharan_raju
TS Reddy
Good One.
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