(简体)069麦肯锡—NOKIA制胜美国市场报告.ppt

1、本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898,CONFIDENTIAL,This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey it is not a complete record of the discus

2、sion.,Discussion document,December 2000,Nokia Case Study: Winning in the U.S.,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,1,FINGERPRINT NOKIA,Rationale,Focused on high growth categories (e.g., mobile phones, digital),Anticipated shift to digital technology in the U.S. befor

3、e competitors and directed resources to optimize opportunity; tailors products to target customers (e.g., fashion covers for younger segment),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

4、U.S. operations,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,Difficulty translating “The Nokia Way” to U.S. (“The culture doesnt have the same richness or valu

5、e as it does in Europe”),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 leve

6、rages partnerships for more efficient R obstacle to hiring top U.S. talent Strong emphasis on corporate values and culture with “The Nokia Way” teamwork, innovation, production; difficult to implement in U.S. Excellent opportunities for advancement-fast career tracks, early responsibility, rotation

7、programs Hierarchy and bureaucracy reduced Young, innovative, non-rigid leadership style Rated in Fortune top 100 firms to work for in the U.S.,Product Grew mobile phone segment from 16% of total sales in 1991 to 66% in 1999 Allied to gain product expertise (e.g., Motorola to standardize technology,

8、 Cisco and HP to develop network products) Technology design innovator; first to market with many product innovations Tailored product to target key customers (e.g., phones with fashionable, changeable covers to attract young segment),Background,Levers for success,19.8,6.2,Founded as paper mill,58%

9、CAGR,Enters U.S. through Tandy JV,Grows mobile business in U.S.,1988,1983,Acquires Mobira,1981,Operates as a conglomerate,1960s,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,3,CONTENTS,Company overview U.S. market entry strategy Products Capabilities Organization,本人有最新名师培训视频6

10、千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,4,NOKIA COMPANY BACKGROUND,Founded 1865, in Finland, as a pulp and paper mill Entered U.S. in 1983, when cellular service was just launching in the U.S. Global employees 55,260; in U.S. 10,500 CEO: Jorma Ollila (Finnish) Most senior managers

11、for U.S.: Kari-Peleka Wilska, President of Americas Rich Geruson, Head of USA Sales and Marketing for Nokia Mobile Phones Key divisions: Mobile Phones, Nokia Networks, Communications Products Market cap: $193.3 billion (as of October 27,2000) Key industry of focus: Mobile phones (65% of 1999 total s

12、ales) Number 1 mobile phone maker globally Number 2 GSM/DCS mobile phone networks provider globally Competitors: Motorola, Ericsson,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,5,COMPANY EVOLUTION,Source:International Directory of Company Histories,1800s Founded 1865 in Finl

13、and as pulp and paper manufacturer Constructs own power plants as industry becomes energy intensive,1960s Merges with Finnish Rubber Works and Finnish Cable Works in 1966 as part of diversification plan Begins to design and manufacture data processing, industrial automation, and communications syste

14、ms Nokia conglomerate consists of integrated cable operations, electronics, tires, and rubber footwear Makes first public share offering in 1966,1970s Oil crisis in 1973 reduces reliance on exports (timber products and machinery) to Soviet Union (12% of sales) Kari Kairamo, appointed CEO in 1975, re

15、alizes that for Nokia to grow it has to expand abroad; expands Nokia in Scandinavia and Europe Sells switching systems under license from allocated (French) Helps design worlds first international cellular system in the 1970s,1980s Acquires nearly 20 electronics companies over the decade and complet

16、es key mergers Acquires Mobira (Finnish mobile phone company) in 1981, to gain foothold in growing mobile phone segment Merges Salora (largest TV manufacturer in Scandinavia) and Luxor (Swedish-state owned electronics and computer firm) in 1984 Through the 80s, manufactures OEM equipment for Hitachi

17、; Ericsson, Northern Telecom, Granada, IBM Enters U.S., in 1983 through JV with Tandy Corporation to sell Nokia phones under Tandy name Launches first product (mobile phones) marketed internationally under Nokia brand name in 1986,Nokia has evolved substantially since its foundation, moving from a F

18、innish paper mill, to a diversified Finnish conglomerate to a global wireless leader.,1990s Aggressively grows mobile phone business in the U.S. Buys Tandys share of JV in 1993 to fully own factories in U.S. and South Korea Signs significant contracts to increase distribution channels (e.g., AT the

19、long-term success of our company requires constant agility in positioning ourselves in this dynamic industry.” Jorma Ollila, CEO,“To identify what is required in the long term you need the competencies and the products; getting the right focus is the tough part.” Jorma Ollila, CEO,“The CEO has to un

20、derstand the dynamics of each business the company is in; in order to understand where the future lies.” Jorma Ollila, CEO,Source: Annual reports; press clippings,LEADERSHIP COMMITMENT ACROSS THREE HORIZONS,When planning Nokias future development, CEO Jorma Ollila distinguishes clearly between three

21、 waves. The first wave emphasizes the continuous exploitation of Nokias core businesses. The second wave requires the identification of capabilities and products that will have impact on Nokias success in the immediate future. Finally, the third wave determines the companys future direction through

22、setting aspirations and placing options.,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,7,PLANNING ACROSS THREE TIME HORIZONS,Profit,Horizon 1,Horizon 2,Horizon 3,Drive core growth,Build momentum of emerging growth engines,Secure future options,Products, Boost mobile phone sal

23、es through brand-building efforts Make product extensions such as “Swatch-like neon-colored mobile phones”, Expand product range through new features and complementary accessories, such as phone covers or different battery sizes, Create R principal products include digital exchanges, transmission sy

24、stems, and cellular systems, which are sold to PTT, public utilities, new operators, and cable TV companies Home, multimedia and other includes PC and workstation monitors, as well as interactive digital satellite and cable terminals,In 1998, Nokia became the worlds largest manufacturer of mobile ph

25、ones, selling 40.8 million handsets, and grew sales grew 51 percent from 1998 to 1999.,“Three years ago wedecided to create a telecom-oriented company. We have been able to implement the changes faster than we expected.” Jorma Ollila, Financial Times, 09/07/1995,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ158950

26、5898NJ-262408.756/001031NdkocHR1,14,SUBSIDIARY LOCATIONS AND RESEARCH CENTERS,(6),Nokia covers an expansive geography.,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,15,CONTENTS,Company overview U.S. market entry strategy Products Capabilities Organization,本人有最新名师培训视频6千集，管理文档8

27、千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,16,STORYLINE,At the beginning of the 1980s Nokia was still a diversified company, relying predominantly on Europe (particularly Scandinavia) to drive sales However, the company realized that significant growth would be dependent on building a major p

28、resence in the U.S. market, in high return segments To do so they acquired Mobira (Finland) in 1981 to gain a foothold in the rapidly emerging mobile phone sector. They rapidly grew this opportunity in the U.S. through a series of OEM relationships (GTE, Delco, Southwestern Bell, Bell Atlantic) and

29、a joint venture with Tandy Corporation in 1983 Nokia launched their own brand mobile phone in 1986 and pursued aggressive branding and alliance strategies (e.g., Rooftop Communications, Compaq, AT primarily driven by alliances and partnerships.,CAPABILITY PLATFORM,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589

30、505898NJ-262408.756/001031NdkocHR1,23,BRAND DEVELOPMENT,Starting in 1994, Nokia increased corporate brand awareness through vigorous advertising campaigns.,Source:Annual reports; press releases; press clippings; company web site,Nokia 6100 Series phone,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262

31、408.756/001031NdkocHR1,24,Nokia kept its advertising consumer friendly and easy to follow, in contrast to their competitors who targeted professionals,NOKIA COMMUNICATION STRATEGY,Since the early nineties Nokias value proposition to the consumer has been single-minded on simplicity and ease of using

32、 mobile phones The proposition of simplicity is further enhanced by the tone of voice and visuals used in the communication The proposition has been communicated through all their communication efforts both in mass media and at point-of-sale,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001

33、031NdkocHR1,25,Source:Press articles; annual reports; ECCH Collection Case Study,Nokia,Motorola,Ericsson,Percentage of sales,R and when its necessary we form partnerships with other pioneers of technology; this means focusing on what we are best at and complementing it with the expertise of others.”

34、,Partner company,Products,Start,Nokia has built extensive R press releases; Internet homepage,NOT EXHAUSTIVE,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,27,President, Nokia Telecommunications Network and Access Systems Division,“This cooperation answers the need for faster

35、building of new competencies, faster R press articles,NOKIA/CISCO R Nokia was particularly active in 2000.,STRATEGIC ALLIANCES,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,29,Source:Press clippings,STRATEGIC ALLIANCES (CONTINUED),本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-2

36、62408.756/001031NdkocHR1,30,CONTENTS,Company overview U.S. market entry strategy Products Capabilities Organization,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,31,ORGANIZATIONAL LEVERS,Nokia has made several moves in the past years to better align its organization,本人有最新名师培训

37、视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,32,Source: Annual reports; Internet homepage,Managing the flow,Extensive recruiting,Select set of new hires,“People are the most crucial resource in managing growth; you have to constantly recruit and integrate the best people into your cu

38、lture.”,“Teamwork is one of the basic elements of Nokia, we stress communication and social skills, in addition to professional excellence.”,Recruiting events at international universities and business schools Career opportunity ads in international and regional newspapers and on the Internet Creati

39、on of early ties through international student exchange program offering trainee placements in all Nokia business groups worldwide, University degree preferably in science or business studies Academic excellence Outgoing, confident personality able to solve problems independently, while at the same

40、time work in a team,“Much effort is invested in improving induction programs; but weve got to find a way to avoid bureaucracy and maintain entrepreneurial spirit.”,Quickly indoctrinate new personnel in the Nokia way of doing business Instill a spirit of continuous learning in all new employees,Nokia

41、 views people as its most important asset.,TALENT MANAGEMENT TECHNIQUES,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,33,“We have achieved the best results in units where there has been a clear emphasis on continuous learning, improving skills and quality, ambitious goals, an

42、d also respect for the individual; ensuring that these values take root and flourish throughout the Group is a central theme permeating all of Nokias human resource development programs.” Jorma Ollila, CEO “Nokia Way” has been difficult to implement in the U.S. - “The culture doesnt have the same ri

43、chness or value as it does in Europe”,Customer satisfaction,Continuous learning,Respect for the individual,Achievement,Source: Internet homepage; annual reports,NOKIA VALUES,Nokias growth targets are well balanced with its long term values.,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/0010

44、31NdkocHR1,34,“We work hard; 10 hours and if necessary 12 hours a daywe have to make sure that we dont becomelazy.” Jorma Ollila, CEO “Nokia is an extremely tough environment; people work like hell; theres an ongoing joke that Nokia provides free eye drops, because its employees eyes are always red

45、due to lack of sleep.” “Its a swim or sink mentality . . . but if you survive you can be president of a subsidiary after 3 years.”,“Yes, Nokia is performance-driven . . . but its also a fun place to work; for example, it has rooms with pool tables where the team can go and relax for a while.” “Under

46、performers are not fired; they stay with Nokia, but are reassigned to less demanding tasks . . . at least in Finland; maybe thats different in foreign subsidiaries.” “One important brick in building a successful company is that the workplace is fun and that everybody knows why they are working there

47、.” Petteri Waldea, Nokia Cable,Performance-driven culture . . .,. . . with community feel,Source: Interviews with McKinsey consultants; press clippings,Nokias culture is strongly oriented towards performance, tempered by a community atmosphere,NOKIAS GLOBAL CULTURE (EUROPEAN CULTURE),本人有最新名师培训视频6千集，

48、管理文档8千份。想要的请联系QQ1589505898,Appendix,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,36,1991 annual report,“Nokia is a European technology group.”,1992 annual report,“Nokia is an international electronics and electrotechnical group.”,1993 annual report,“Nokia is an international

49、 telecom- munications and electronics group”,1994 annual report,“Nokia is a leading international telecommunications company.”,The evolving focus of the company during the inflection period is reflected in the changing annual report.,COMPANY DESCRIPTIONS,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-2

50、62408.756/001031NdkocHR1,37,Existing competitive arena,Move into new competitive arena,vs.,Existing geography,Expansion into new geographies,vs.,Existing industry structure,vs.,Improvement of industry structure,Existing value delivery system,vs.,Innovation of value delivery system,vs.,Existing produ

51、cts and services,Innovation of products and services,Existing business and capability platform, Continuously strengthen position in the telecommunications market Almost 100% of business activities concentrated in telecommunications, 91% of 1995 sales outside of Finland, compared to 52% in 1988 Stron

52、gest growth rate recorded outside of Europe, especially in Asia-Pacific, New product development and extension of existing product line through new functionalities (e.g., push into wireless office communication through Nokia 9000 Communicator combining phone, fax, E-mail, and Internet access in one

53、portable unit) Innovative product design attracting new customer segments, First to use mass market distribution channels for telecommunications equipment out of need to quickly achieve high coverage (e.g., selling mobile phones in the U.S. through Radio Shack), Strategic alliances in R e.g., EFR vo

54、ice code developed by Nokia and the University of Sherbrooke, Canada, made industry standard for GSM and DCS in 1995,Growth was fueled through pursuing multiple growth paths.,Source:Annual reports; McKinsey analysis; press clippings,PURSUING MULTIPLE GROWTH PATHS,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ15895

55、05898NJ-262408.756/001031NdkocHR1,38,Source:Annual reports, McKinsey analysis,EXPANSIVE MINDSET THROUGH STRATEGIC FOCUS,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,39,Change from analog to digital technology,Development of cellular infra- structure and equipment,Growth oppo

56、rtunities . . .,. . . captured by Nokia, Strong focus on development and design of digital mobile phones to achieve high-market penetration Early entry into those markets where cellular networks were first developed to gain experience in high technical and product quality standard with relatively li

57、ttle competition Early commitment to GSM standard, which later became the pan-European standard cellular network Wide geographic coverage supplying customers in 35 countries with GSM/DCS-based and NMT-based cellular networks,Nokias tremendous growth in the past few years can largely be attributed to

58、 its ability to take advantage of technological shifts in the telecom industry. As Jorma Ollila explains: “The two things that have helped us most have been the entry of new operators into the cellular market and the shift from analog to digital.” (Financial Times, 23/09/94),Source:HBS Teaching Note

59、; press clippings,EXPLOITING TECHNOLOGICAL SHIFTS IN THE TELECOM INDUSTRY,本人有最新名师培训视频6千集，管理文档8千份。想要的请联系QQ1589505898NJ-262408.756/001031NdkocHR1,40,NOKIA AN EXAMPLE OF SUCCESSFUL BRAND LAUNCH,Source:Press clippings; Internet home page; annual reports,Mobile phones,Timing,1960,1975,1985,1990,1992,1996,Brand recognition in Scandinavia and the U.S.,International expansion,Strategic alliances in marketing and R annual reports,THE NOKIA WAY: BALANCING BUREAUCRACY AND ANARCHY