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Nokia Life Tools: A Strategic Innovation to Tap into India's Rural and Newly Urban Population
內容大綱
The vice president and managing director of Nokia India needed to decide whether to undertake an all-India launch of Nokia’s newest service offering for emerging markets, called Nokia Lifetools (NLT). The NLT pilot was very successful, with consumer adoption and retention rates over 70 per cent. However, offering services and applications that came directly loaded onto a handset was new for Nokia, put it in direct competition with service providers, and required the company to develop a very different distribution strategy. It could not avoid the important stakeholders in the telecommunication value chain as they were also crucial partners whose cooperation was key to Nokia’s success. Successfully launching NLT in India could shift the telecommunications industry globally. The decision facing the vice president was likely one of the most important business decisions he would ever make.
學習目標
<ul><li>Understand industry and company challenges that can motivate management to make different product/market decisions.</li><li>Explore how a company’s value chain can help or hinder the company’s growth; also, explore which elements of a company’s value chain can be stretched and which ones simply have to be recreated in order to prepare the company to take advantage of specific market opportunities.</li><li>Understand how companies formulate and execute strategy to take advantage of the opportunities and challenges that emerge in countries where urban and rural markets are vastly different.</li><li>Examine the relationship and interdependence between parent firms and local subsidiaries.</li></ul>