麦肯锡—NOKIA制胜美国市场报告.docxVIP

CONFIDENTIAL Nokia Case Study: Winning in the U.S. FINGERPRINT – NOKIA High Rating Rationale Low Product Product and category selection Products optimized for US market Capabilities Resources Research and development Market relations Distribution and sales channels Marketing Alliances and acquisitions Organization Aspiration and priority Talent Decision making and responsibilities Culture, values and style Coordination mechanisms  ? 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) ? 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 RD spend and react faster to changing technologies than its competitors; leverages partnerships for more efficient RD (e.g., JV with Cisco, Geoworks, HP) ? N/A ? Creates broad distribution reach through numerous, innovative relationships with retailers and distributors (e.g., Sears, ATT wireless services,Tandy) ? 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) ? 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 ? 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