Understanding Nokia's smartphone approach decision

Rafe Blandford

Feb . 2011

Version 3

Table of Items

Executive Brief summary......................................................................................................................................................... 2 Introduction........................................................................................................................................................................ 3 The pains of Nokia............................................................................................................................................................ four Elop's decision and root thinking................................................................................................................ five Option 1: MeeGo and Symbian.................................................................................................................................... 6th Technology (operating system)................................................................................................................... 6th Ecosystem............................................................................................................................................................. almost eight Option two: Android............................................................................................................................................................. being unfaithful The business circumstance............................................................................................................................................... 9 Alternative 3: Wp7 app......................................................................................................................................... 10 Technology (operating system)................................................................................................................ 10 Environment.......................................................................................................................................................... 11 Difference.................................................................................................................................................. 13 Conclusion........................................................................................................................................................................ 15

Business Summary

п‚· п‚· п‚· Nokia's mobile phone strategy is a profound modify for the corporation, marking the conclusion of an age. A strategy change became necessary in the face of decreasing market share, brought on by intense competition from its competition in the smartphone space. Nokia's current situation is not untenable, however the concern is exactly what the situation will be like in a couple of year in the event no changes are made. Big strategy alterations are not about the right now, but regarding the next. The thinking at the rear of the decision will be based upon Nokia CEO Stephen Elop's contention that " the battle of devices has become a conflict of ecosystems". The cost of porting Symbian to new hardware and expanding the next generation from the platform limited the successful life of Symbian. Nokia had currently realised this and was positioning MeeGo as a heir.

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Qt is a classy cross platform development construction, but its existence, in the portable space, is essentially tied to MeeGo and Symbian. MeeGo is definitely not yet all set yet. The hazards involved in Nokia waiting for MeeGo to be prepared are perceived to be higher than switching to a different platform. Nokia correctly predicted the need for a surrounding ecosystem, but offers struggled to totally implement it is Ovi eye-sight and, as a result, it has a perception problem. It is turning out to be difficult for starters company to do everything (hardware design, making, operating system, applications, developers, location, content services, advertising, and so forth ) as the competencies involved in creating a competitive...

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