Essay on Eletronic Media

Electronic media such as the Internet, e-books and tablet readers may be having an effect on the print media sector. This essay finds out if there is any validity to this argument. Digital media does seem to have had an impact on the modern world, both affecting the online world and the offline business sectors, as well as world markets. It has certainly affected the communications sector and so it is plausible that it has affected print media too. (G5lo, 2013). Since the year 2003, the amount of printed material in use for recreational purposes has gone down whilst the use of TV and other electronic media has gone up.This may indicate that digital media is having a direct influence on print media. (Wala, 2009). Children are being encouraged towards digital media because there is more of it and because it is easier for parents when trying to entertain children. This means that children will grow to love digital media whilst ignoring print media. This is going to affect the print medi a sector in the long run. (Farnia, 2012). Print media is easier to use and read which may be why it has not sunk out of our society completely.But, the read availability, convenience and price of digital media means that it may soon replace print media permanently. (Withers, 2012). Studying may always rely on reading material, which begs the question of whether print media is going to fall from existence completely. It would appear that the transition from print media to digital media has been a lot slower in the academic world. And yet, it is conceivable that print media will be replaced by more convenient tablet devices in the future. (Ezeji, 2012).AnalysisData does suggest that digital media is having an influence on the popularity of printed media, and that children are going to grow up to be fond of digital media. Print media is easier to read, but that is just one benefit of print media, where digital media has many benefits. Evaluation The evidence points towards the fact tha t digital media is influencing print media. But, the sliding popularity of print media may be more to do with social factors such as children are reading less. On the other hand, the benefits of digital media do seem to significantly outweigh the benefits of printed media.Conclusion Even though the reasons for the decline of print media popularity are unclear, it cannot be argued that digital media is rising. It may be rising as it replaces printed media, or it may be pushing printed media out of the arena. The two factors may be completely unrelated, but given the evidence provided on this essay, and the subsequent analysis and evaluation, I conclude that digital media is influencing print media. Electronic and Printed Media in American Pop Culture Radio, television, music, motion pictures, magazines, newspapers, etc, all are very influential in American popular culture.All of these types of media play a similar role, which is to decide the standard for American pop culture at that moment in time. All which focus on 3 major trends: style, health, and taste (interest). They all have their own way that they impact the way we think and impact our opinions, thus shaping what American popular culture will be. For example, let us take electronic media, electronic media being the radio, music, and television/motion pictures. They all influence the 3 major trends: health, style, and your interest.Health, it is single handedly one of the most important trends in popular culture. Turn on the television and you are guaranteed to see a minimum of 3-4 weight loss commercials, and the same counts for radio. It is filled with advertising commercials of gyms, workout regiments, and muscle building supplements. TV/motion pictures and music are the most important in this portraying this message of health. You hear and see about musicians and actors/actresses losing weight or whatever is necessary to portray a perfect image.By no means am I arguing that it is not important to b e healthy and to be in shape, but a growing trend in American pop culture is that it is less than accepted to be a larger size. There is much pressure for people to be thin, and because it is the more accepted trend people are willing to go through anything to reach that perfect pop culture image to make their selves feel happier and more accepted. Nowadays, another very popular means of social interaction and propagation that has emerged along with the print Media is the rise of Electronic Media.The birth of electronic media took place with the invention of Radio when a single voice mile away thrilled millions across the continents who marveled at this miraculous hearing of a voice. People wondered and were over-joyed with this great invention. It was the beginning of an entirely new era. Science was hailed as the mistress of all knowledge become it had made the impossible happen – a voice travelled and reached every nook and corner of the word. Owning a radio becomes a symb ol of pride and social status.When the voices get a face through Television, the people were left aghast. How could they see a person sitting miles away? And that hear him? So clearly so closely? It was the miracle of miracle, wonder of wonder. Science is a park of magical things. Television is a revolution in itself. The whole get shrunk into that one room of the house. The on September 15, 1959, Doordarshan was inaugurated in India. It was a great privilege to have a Television set every evening either to watch Chaupal or Humlog or Chitrahaar.Sunday were the eagerly awaited days with the Sunday Feature-film and then in the late 80s and early 90s with the nine to ten show or Ramanand Sagar’s epic creation â€Å"The Ramayana† and later BR Chopra’s ‘The Mahabharata’ The entire nation used to come to a standstill with great love, respect and interest the greatest epics of all times dramatized on the silver screen. These also reflect upon the social im pact that television has. With the introduction of cable Television in 1993, electronic media has emerged as a greatest social force than ever. Gone are the days when television was a monopoly of a few rice.Now the ‘Idiot box’ as it has been called by many is found in every home, shop and office. Television now has invaded not only every home, but every sphere of life. In fact, in some way or the other television now-a-days dictates our life. It has invaded and cut shot our social life . People prefers to watch television instead of visiting people or socializing. It has severed all homely conversations around the hearth. People don’t want to talk to each other as they don’t want to miss even a single image displayed on the Idiot-Box. Thus, Families sit around as strangers watching sacrificing their family bonds at the alter of Television.Visitors too are unwelcome when the favourite serial or movies is being aired. Moreover, with the host of channels, Tel evision is also responsible for quarrels within the families for people wanting to watch different programmes on different channels at the same time. But blaming Television for all this solely would be an utter foolishness. Such things happen when human beings are enslaved by technology, when they let such thing to guide their lives and master them. If used judiciously, the electronic media can prove to be very useful, educationally as well as socially, political and economically.TV can in fact, be used to as a powerful medium to spread social awareness among the illiterate masses against various social evils. Discussions on various topics can help the educated masses increase their intellectual abilities and widen their horizons. The various news channels keep the vigilant citizens updated. Channels like Discovery and national Geographic keep the inquisitive mind busy and satisfy every intellectual query of a probing mind. Along with these are endless number of entertainment channe l have come up to cater to this special section of the society of the society.Television can help popularize technology and internationalize and universalize our outlook. Along with TV, there are other means of electronic media like the internet or cinema which are fast growing and are extremely popular TV can help strengthen our diversity, strengthening our unite and integrity and shake off social evils and superstitions. Thus electronic media can play a great constructive role in help build of the social and cultural infrastructure of the nation if wisely within the limits of decency and intellectuality. In recent years the media, both print and electronic, has developed immensely.It is a form of communication which is feeding us with information from all corners of the world and not only that it is a form of entertainment as well. These are the main reasons that are causing the media to penetrate into our lives. Although, media has many advantages but at the same time it has cert ain drawbacks as well. In my opinion their are more disadvantages of living in a media rich society rather than its good effects. The first detrimental effect of the media is that it is the major source of violence among the youth.Children watch violent sports like wrestling, watch violent and horror movies and the aftermath of such shows is that children try to do the same acts as done by their heroes and can seriously harm them selves and their fellow children too. Furthermore, now on television their are large number of channel options are available. Children come home from school and sit down in front of the television, hardly involve in physical activities or participate into face-to-face communication or share virtual and non virtual information.This lack of socialism can seriously affect a child's' confidence and communication skills. The other equally important factor is that in the newspapers, on websites and during a television show too many advertisements are being shown, trying to convince the public to buy their products even if they do not need it. Many people too get attracted by these ads and waste their money on non competitive things. However, their are few people who consider media's influence beneficial. They claim that media can be auxiliary while making decisions about many aspects of life, like politics.Through media different people give different opinions, giving us choice to decide what is right for us. In addition, internet has made the research process so efficient and simple that we cannot think of redeeming ourselves from this form of media. To sum up, I concede that the influence of media can be effective in many ways but it is causing many harmful effects as well at an alarming rate. We are are living in 21st century where we are completely dependent on the media and we cannot remove it from our daily routines. The best way to control its influence is to limit its use.

Marketing Strategy of Nokia Essay

INTRODUCTION The company I have chosen to analyze in my project is the Finnish mobile phone giant NOKIA. This project tells us briefly what Nokia actually is, it’s company structure and overall view on the size and sales of the company & also the Various Marketing Strategies followed by them. Nokia is a telecommunication company with headquarters in Espoo (Finland). It is best known as the world’s most famous mobile phone manufacturer, and it is, furthermore, the provider of consumer products such as set-top boxes, equipment for broadband Internet and IP and mobile networks. Nokia is also a supplier of the automotive industry and offers things like speakers for various car brands. 1.1 Purpose of the study Understanding the company as a whole. To know the facilities provided by the Company to its Customers. To know the Strategies adopted by NOKIA to re-establish itself in the cell-phones market after simultaneous decline of the company’s market share over the past few years due to competition from companies like APPLE and SAMSUNG. 1.2 Research Objectives of the Study:- To gather information about the company and its products. To study the threat, weaknesses, opportunities and strengths of the company. To make comparative analysis between top 5 phone vendors. To get the better view of Various Marketing Strategies adopted by NOKIA to reposition itself in the Smartphones’ market. 1.3 Research Methodology It is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that our generally adopted by a researcher in studying his problem along with the logic behind them. It is necessary for the researcher to know not only the research methods or techniques but also the methodology. 1.3.1 Data Source The data can be collected from two sources i.e. Primary and Secondary .I have collected most of the data for this project on NOKIA from the secondary sources like websites, search engines, books and magazines. 1.3.2 Limitations of Study The data of the research was secondary in nature and access to primary data was limited. There was also a time constraint as much more time was required in order to research more deeply about the topic. The project restricted to only telecommunication sector of the company. ABOUT NOKIA HISTORY 1865 to 1967 The predecessors of the modern Nokia were the Nokia Company (Nokia Aktiebolag), Finnish Rubber Works Ltd (Suomen Gummitehdas Oy) and Finnish Cable Works Ltd (Suomen Kaapelitehdas Oy). Nokia’s history started in 1865 when mining engineer Fredrik Idestam established aground wood pulp mill on the banks of the Tammerkoski rapids in the town of Tampere, in southwestern Finland in the Russian Empire and started manufacturing paper. In 1868, Idestam built a second mill near the town of Nokia, fifteen kilometers (nine miles) west of Tampere by the Nokianvirta river, which had better resources for hydropower production. In 1871, Idestam, with the help of his close friend statesman Leo Mechelin, renamed and transformed his firm into a share company, thereby founding the Nokia Company, the name it is still known by today. Toward the end of the 19th century, Mechelin’s wishes to expand into the electricity business were at first thwarted by Idestam’s opposition. However, Idestam’s retirement from the management of the company in 1896 allowed Mechelin to become the company’s chairman (from 1898 until 1914) and sell most shareholders on his plans, thus realizing his vision. In 1902, Nokia added electricity generation to its business activities. Industrial conglomerate In 1898, Eduard Polà ³n founded Finnish Rubber Works, manufacturer of galoshes and other rubber products, which later became Nokia’s rubber business. At the beginning of the 20th century, Finnish Rubber Works established its factories near the town of Nokia and they began using Nokia as its product brand. In 1912, Arvid Wickstrà ¶m founded Finnish Cable Works, producer of telephone, telegraph and electrical cables and the foundation of Nokia’s cable and electronics businesses. At the end of the 1910s, shortly after World War I, the Nokia Company was nearing bankruptcy. To ensure the continuation of electricity supply from Nokia’s generators, Finnish Rubber Works acquired the business of the insolvent company. In 1922, Finnish Rubber Works acquired Finnish Cable Works. In 1937, Verner Weckman, a sport wrestler and Finland’s first Olympic Gold medalist, became president of Finnish Cable Works, after 16 years as its technical director. After World War II, F innish Cable Works supplied cables to the Soviet Union as part of Finland’s war reparations. This gave the company a good foothold for later trade. The three companies, which had been jointly owned since 1922, were merged to form a new industrial conglomerate, Nokia Corporation in 1967 and paved the way for Nokia’s future as a global corporation. The new company was involved in many industries, producing at one time or another paper products, car and bicycle tires, footwear (including rubber boots), communications cables, televisions and other consumer electronics, personal  computers, electricity generation machinery, robotics, capacitors, military communications and equipment (such as the SANLA M/90 device and the M61 gas mask for the Finnish Army), plastics, aluminium and chemicals. Each business unit had its own director who reported to the first Nokia Corporation President, Bjà ¶rn Westerlund. As the president of the Finnish Cable Works, he had been responsible for setting up the company’s first electronics department in 1960, sowing the seeds of Nokia’s future in telecommunications. Eventually, the company decided to leave consumer electronics behind in the 1990s and focused solely on the fastest growing segments in telecommunications. Nokian Tyres, manufacturer of tires, split from Nokia Corporation to form its own company in 1988 and two years later Nokian Footwear, manufacturer of rubber boots, was founded. During the rest of the 1990s, Nokia divested itself of all of its non-telecommunications businesses. 1967 to 2000 The seeds of the current incarnation of Nokia were planted with the founding of the electronics section of the cable division in 1960 and the production of its first electronic device in 1962: a pulse analyzer designed for use in nuclear power plants. In the 1967 fusion, that section was separated into its own division, and began manufacturing telecommunications equipment. A key CEO and subsequent Chairman of the Board was vuorineuvos Bjà ¶rn â€Å"Nalle† Westerlund (1912–2009), who founded the electronics department and let it run at a loss for 15 years. First mobile phones The Mobira Cityman 150, Nokia’s NMT-900 mobile phone from 1989 (left), compared to the Nokia 1100 from 2003. The Mobira Cityman line was launched in 1987. The technologies that preceded modern cellular mobile telephony systems were the various â€Å"0G† pre-cellular mobile radio telephony standards. Nokia had been producing commercial and some military mobile radio communications technology since the 1960s, although this part of the company was sold some time before the later company rationalization. Since 1964, Nokia had developed VHF radio simultaneously with SaloraOy. In 1966, Nokia  and Salora started developing the ARP standard (which stands for Autoradiopuhelin, or car radio phone in English), a car-based mobile radio telephony system and the first commercially operated public mobile phone network in Finland. It went online in 1971 and offered 100% coverage in 1978. In 1979, the merger of Nokia and Salora resulted in the establishment of Mobira Oy. Mobira began developing mobile phones for the NMT (Nordic Mobile Telephony) network standard, the first-generation, first fully automatic cellular phone system that went online in 1981. In 1982, Mobira introduced its first car phone, the Mobira Senator for NMT-450 networks. Nokia bought Salora Oy in 1984 and now owning 100% of the company, changed the company’s telecommunications branch name to Nokia-MobiraOy. The Mobira Talkman, launched in 1984, was one of the world’s first transportable phones. In 1987, Nokia introduced one of the world’s first handheld phones, the Mobira Cityman 900 for NMT-900 networks (which, compared to NMT-450, offered a better signal, yet a shorter roam). While the Mobira Senator of 1982 had weighed 9.8 kg (22 lb) and the Talkman just under 5 kg (11 lb), the Mobira Cityman weighed only 800 g (28 oz) with the battery and had a price tag of 24,000 Finnish marks (approximately â‚ ¬4,560). Despite the high price, the first phones were almost snatched from the sales assistants’ hands. Initially, the mobile phone was a â€Å"yuppie† product and a status symbol. Nokia’s mobile phones got a big publicity boost in 1987, when Soviet leader Mikhail Gorbachev was pictured using a Mobira Cityman to make a call from Helsinki to his communications minister in Moscow. This led to the phone’s nickname of the â€Å"Gorba†. In 1988, Jorma Nieminen, resigning from the post of CEO of the mobile phone unit, along with two other employees from the unit, started a notable mobile phone company of their own, Benefon Oy (since renamed to GeoSentric). One year later, Nokia-Mobira Oy became Nokia Mobile Phones. Involvement in GSM Nokia was one of the key developers of GSM (Global System for Mobile Communications), the second-generation mobile technology which could carry data as well as voice traffic. NMT (Nordic Mobile Telephony), the world’s first mobile telephony standard that enabled international roaming, provided valuable experience for Nokia for its close participation in developing GSM,  which was adopted in 1987 as the new European standard for digital mobile technology. Nokia delivered its first GSM network to the Finnish operator Radiolinja in 1989. The world’s first commercial GSM call was made on 1 July 1991 in Helsinki, Finland over a Nokia-supplied network, by then Prime Minister of Finland HarriHolkeri, using a prototype Nokia GSM phone. In 1992, the first GSM phone, the Nokia 1011, was launched. The model number refers to its launch date, 10 November. The Nokia 1011 did not yet employ Nokia’s characteristic ringtone, the Nokia tune. It was introduced as a ringtone in 19 94 with the Nokia 2100 series. GSM’s high-quality voice calls, easy international roaming and support for new services like text messaging (SMS) laid the foundations for a worldwide boom in mobile phone use. GSM came to dominate the world of mobile telephony in the 1990s, in mid-2008 accounting for about three billion mobile telephone subscribers in the world, with more than 700 mobile operators across 218 countries and territories. New connections are added at the rate of 15 per second, or 1.3 million per day. Challenges of growth The Nokia House, Nokia’s head office located by the Gulf of Finland in Keilaniemi,Espoo, was constructed between 1995 and 1997. It is the workplace of more than 1,000 Nokia employees. In the 1980s, during the era of its CEO Kari Kairamo, Nokia expanded into new fields, mostly by acquisitions. In the late 1980s and early 1990s, the corporation ran into serious financial problems, a major reason being its heavy losses by the television manufacturing division and businesses that were just too diverse. These problems, and a suspected totalburnout, probably contributed to Kairamo taking his own life in 1988. After Kairamo’s death, SimoVuorilehto became Nokia’s Chairman and CEO. In 1990–1993, Finland underwent severe economic depression, which also struck Nokia. Under Vuorilehto’s management, Nokia was severely overhauled. The company responded by streamlining its telecommunications divisions, and by divesting itself of the television and PC divisions. Pr obably the most important strategic change in Nokia’s history was made in 1992, however, when the new CEO JormaOllila made a crucial strategic decision to concentrate solely on  telecommunications. Thus, during the rest of the 1990s, the rubber, cable and consumer electronics divisions were gradually sold as Nokia continued to divest itself of all of its non-telecommunications businesses. As late as 1991, more than a quarter of Nokia’s turnover still came from sales in Finland. However, after the strategic change of 1992, Nokia saw a huge increase in sales to North America, South America and Asia. The exploding worldwide popularity of mobile telephones, beyond even Nokia’s most optimistic predictions, caused a logistics crisis in the mid-1990s. This prompted Nokia to overhaul its entire logistics operation. By 1998, Nokia’s focus on telecommunications and its early investment in GSM technologies had made the company the world’s largest mobile pho ne manufacturer, a position it would hold for the next 14 consecutive years until 2012. Between 1996 and 2001, Nokia’s turnover increased almost fivefold from 6.5 billion euros to 31 billion euros. Logistics continues to be one of Nokia’s major advantages over its rivals, along with greater economies of scale. 2000 to 2012 (October) Product releases Reduction in size of Nokia mobile phones Evolution of the Nokia Communicator. Models 9000, 9110, 9210, 9300 and 9500 shown. Nokia launched its Nokia 1100 handset in 2003, with over 200 million units shipped, was the best-selling mobile phone of all time and the world’s top-sellingconsumer electronics product.Nokia was one of the first players in the mobile space to recognize that there was a market opportunity in combining a game console and a mobile phone (both of which many gamers were carrying in 2003) into the N-Gage. The N-Gage was a mobile phone and game console meant to lure gamers away from the Game Boy Advance, though it cost twice as much. In May 2007, Nokia released its first touch screen phone, the Nokia 7710, which was also a huge success. In November 2007, Nokia announced and released the Nokia N82, its first Nseries phone withXenon flash. At the Nokia World conference in December 2007, Nokia announced their â€Å"Comes With Music† program: Nokia device buyers are to receive a year of complimenta ry access to music downloads. The service became commercially available in the  second half of 2008. Nokia Productions was the first ever mobile filmmaking project directed by Spike Lee. Work began in April 2008, and the film premiered in October 2008. In 2008, Nokia released the Nokia E71 which was marketed to directly compete with the other BlackBerry-type devices offering a full â€Å"qwerty† keyboard and cheaper prices. Nokia announced in August 2009 that they will be selling a high-end Windows-based mini laptop called the Nokia Booklet 3G. On 2 September 2009, Nokia launched two new music and social networking phones, the X6 and X3. The Nokia X6 features 32GB of on-board memory with a 3.2†³ finger touch interface and comes with a music playback time of 35 hours. The Nokia X3 is a first series 40 Ovi Store-enabled device. The X3 is a music device that comes with stereo speakers, built-in FM radio, and a 3.2 megapixel camera. On 10 September 2009, Nokia unveiled the 7705 Twist, a phone sporting a square shape that swivels open to reveal a full QWERTY keypad, featuring a 3 megapixel camera, web browsing, voice commands and weighting around 3.44 ounces (98 g). On 9 August 2012, Nokia launched for the Indian market two new Asha range of handsets equipped with cloud accelerated Nokia browser, helping users browse the Internet faster and lower their spend on data charges. Symbian The Nokia N8 smartphone is the worlds first Symbian^3device, and the first Nokia smartphone to feature a 12megapixel autofocus lens. Originally Nokia phones had a custom Nokia OS operating system developed specifically for Nokia mobile phones. The first Nseries device, the N90, utilised the older Symbian OS8.1 mobile operating system, as did the N70. Subsequently Nokia switched to using SymbianOS 9 for all later Nseries devices (except the N72, which was based on the N70). Newer Nseries devices incorporate newer revisions of Symbian OS 9 that include Feature Packs. The N800, N810, N900, N9 and N950 are as of April 2012 the only Nseries devices (therefore excluding Lumia devices) to not use Symbian OS. They use the Linux-based Maemo. Nokia stated that Maemo would be developed alongside Symbian. Maemo had since (Maemo â€Å"6† and beyond) merged with Intel’s Moblin, and became MeeGo. MeeGo was later canceled and a development is now continued under nameTizen. The Nokia N8 is the first device to function on the Symbian^3mobile operating system. Nokia revealed that the N8 will be the last device in its flagship N-series devices to ship with Symbian OS.  Instead, Nokia will use Microsoft Windows Phone for its high-end flagship Lumia devices, and revealed the Nokia N9 will function on the MeeGo mobile operating system. Alliance with Microsoft Market share of Symbian, Windows Mobile and Windows Phone 7 among US smartphone owners from Q1 2011 to Q2 2012 according to Nielsen Company. On 11 February 2011, Nokia’s CEO Stephen Elop, a former head of Microsoft business division, unveiled a new strategic alliance with Microsoft, and announced it would replace Symbian and MeeGo with Microsoft’s Windows Phone operating system except for mid-to-low-end devices, which would continue to run under Symbian. Nokia was also to invest into the Series 40 platform and release a single MeeGo product in 2011. As part of the restructuring plan, Nokia planned to reduce spending on research and development, instead customising and enhancing the software line for Windows Phone 7. Nokia’s â€Å"applications and content store† (Ovi) becomes integrated into the Windows Phone Store, and Nokia Maps is at the heart of Microsoft’s Bing and AdCenter. Microsoft provides developer tools to Nokia to replace the Qtframework, which is not supported by Windows Phone 7 devices. Symbian became described by Elop as a â€Å"franchise platform† with Nokia planning to sell 150 million Symbian devices after the alliance was set up. MeeGo emphasis was on longer-term exploration, with plans to ship â€Å"a MeeGo-related product† later in 2012. Microsoft’s search engine, Bing was to become the search engine for all Nokia phones. Nokia also intended to get some level of customization on WP7. After this announcement, Nokia’s share price fell about 14%, its biggest drop since July 2009. As Nokia was the largest mobile phone and smartphone manufacturer worldwide at the time, it was suggested the alliance would make Microsoft’s Windows Phone 7 a stronger contender against Android and iOS. Because previously increasing sales of Symbian smartphones began to fall rapidly in the beginning of 2011, Nokia was overtaken by Apple as the world’s biggest smartphone maker by volume in Jun e 2011. In August 2011 Chris Weber, head of Nokia’s subsidiary in the U.S., stated â€Å"The reality is if we are not successful with Windows Phone, it doesn’t matter what we do (elsewhere).† He further added â€Å"North America is a  priority for Nokia (†¦) because it is a key market for Microsoft.† Nokia reported â€Å"well above 1 million† sales for its Lumia line up to 26 January 2012, 2 million sales for the first quarter of 2012, and 4 million for the second quarter of 2012. In this quarter, Nokia only sold 600000 smartphones (Symbian and Windows Phone 7) in North America. For comparison, Nokia sold more than 30 million Symbian devices world-wide still in Q4 2010 and the Nokia N8 alone sold almost 4 million in its first quarter of sale. In Q2 2012, 26 million iPhonesand 105 million Android phones have been shipped, but only 6.8 million devices with Symbian and 5.4 million with Windows Phone. While announcing an alliance with Groupon, E lop declared â€Å"The competition†¦ is not with other device manufacturers, it’s with Google.† European carriers have stated that Nokia Windows phones are not good enough to compete with Apple iPhone or Samsung Galaxy phones, that â€Å"they are overpriced for what is not an innovative product† and that â€Å"No one comes into the store and asks for a Windows phone†. In June 2012, Nokia chairman Risto Siilasmaa told journalists that Nokia had a back-up plan in the eventuality that Windows Phone failed to be sufficiently successful in the market. On October 29, 2012, Nokia said its high-end Lumia 820 and 920 phones, which will run on Microsoft’s Windows Phone 8 software, will reach first operators and retail outlets in some European markets including France and Britain and later in Russia and Germany as well as other select markets. Reorganizations Nokia opened its Komà ¡rom, Hungary mobile phone factory on 5 May 2000. In March 2007, Nokia signed a memorandum with Cluj County Council, Romania to open a new plant near the city in Jucu commune. Moving the production from the Bochum, Germany factory to a low wage country created an uproar in Germany. Nokia recently moved its North American Headquarters to Sunnyvale. In April 2003, the troubles of the networks equipment division caused the corporation to resort to similar streamlining practices on that side, including layoffs and organizational restructuring. This diminished Nokia’s public image in Finland, and produced a number of court cases and an episode of a documentary television show critical of Nokia. On February 2006, Nokia and Sanyo announced a memorandum of understanding to create a joint venture  addressing the CDMA handset business. But in June, they announced ending negotiations without agreement. Nokia also stated its decision to pull out of CDMA research a nd development, to continue CDMA business in selected markets. In June 2006, Jorma Ollila left his position as CEO to become the chairman of Royal Dutch Shell and to give way for Olli-PekkaKallasvuo. In May 2008, Nokia announced on their annual stockholder meeting that they want to shift to the Internet business as a whole. Nokia no longer wants to be seen as the telephone company. Google, Apple and Microsoft are not seen as natural competition for their new image but they are considered as major important players to deal with. In November 2008, Nokia announced it was ceasing mobile phone distribution in Japan. Following early December, distribution of Nokia E71 is cancelled, both from NTT docomo and Soft Bank Mobile. Nokia Japan retains global research & development programs, sourcing business, and an MVNO venture of Vertu luxury phones, using docomo’s telecommunications network. In February 2012, Nokia announced it was laying off 4000 employees to move manufacturing from Eu rope and Mexico to Asia. In March 2012, Nokia announced it was laying off 1000 employs from its Salo, Finland factory to focus on software. Acquisitions The Nokia E55 from the business segment of the Eseries range On 22 September 2003, Nokia acquired Sega.com, a branch of Sega which became the major basis to develop the Nokia N-Gage device. On 8 August 2006, Nokia and Loudeye Corp. announced that they had signed an agreement for Nokia to acquire online music distributor Loudeye Corporation for approximately US $60 million. The company has been developing this into an online music service in the hope of using it to generate handset sales. The service, launched on 29 August 2007, is aimed to rival iTunes. Nokia completed the acquisition on 16 October 2006. In July 2007, Nokia acquired all assets of Twango, the comprehensive media sharing solution for organizing and sharing photos, videos and other personal media. In September 2007, Nokia announced its intention to acquire Enpocket, a supplier of mobile advertising technology and services. In October 2007, pending shareholder and regulatory approval, Nokia bought Navteq, a U.S.-based su pplier of digital mapping data, for a  price of $8.1 billion. Nokia finalized the acquisition on 10 July 2008. In September 2008, Nokia acquired OZ Communications, a privately held company with approximately 220 employees headquartered in Montreal, Canada. On 24 July 2009, Nokia announced that it will acquire certain assets of cellity, a privately owned mobile software company which employs 14 people in Hamburg, Germany. The acquisition of cellity was completed on 5 August 2009. On 11 September 2009, Nokia announced the acquisition of â€Å"certain assets of Plum Ventures, Inc, a privately held company which employed approximately 10 people with main offices in Boston, Massachusetts. Plum will complement Nokia’s Social Location services†. On 28 March 2010, Nokia announced the acquisition of Novarra, the mobile web browser firm from Chicago. Terms of the deal were not disclosed. Novarra is a privately held company based in Chicago, IL and provider of a mobile browser and service platform and has more than 100 employees. On 10 April 2010, Nokia announced its acquisition of MetaCarta, whose technology was planned to be used in the area of local search, particularly involving location and other services. Financial details of acquisition were not disclosed. Nokia has acquired Smarterphone in 2012. Also Nokia acquired Scalado in 2012. Financial difficulties and restructuring LAmid falling sales, Nokia posted a loss of 368 million euros for Q2 2011, while in Q2 2010 had still a profit of 227 million euros. On September 2011, Nokia has announced it will lose another 3,500 jobs worldwide, including the closure of its Cluj factory in Romania. On 8 February 2012 Nokia Corp. said to cut around 4,000 jobs at smartphone manufacturing plants in Europe by the end of 2012 to move assembly closer to component supplier in Asia. It plans to cut 2,300 of the 4,400 jobs in Hungary, 700 out of 1,000 jobs in Mexico, and 1,000 out of 1,700 factory jobs in Finland. On 14 June 2012, Nokia announced to cut 10,000 jobs globally by the end of 2013 and shut production and research sites in Finland, Germany and Canada inline with continues loss and the stock fell to the lowest since 1996. Today, Nokia’s market value is below $10 billion. In total, according to actualized and planned laid-offs Nokia will have laid off 24,500 employees by the end of 2013. Nokia has already l aid off 7,000 employees in the first stage: 4,000 staff and transferred also 3,000 to services firm Accenture. Nokia also closed its  factory in Cluj, Romania that decreased the workforce by 2,000 employees, and restructured the Location & Commerce business unit that decreased the workforce by 1,200 employees. In February 2012, Nokia unveiled a plan to cut 4,000 more jobs at its plants in Finland, Hungary and Mexico as it moves smartphone assembly work to Asia. The most recent plan is to cut further 10,000 jobs globally by the end of 2013. Nokia had 66,267 personnel in its Devices & Services, NAVTEQ and Corporate Common Functions units combined, this has been calculated by subtracting the personnel of Nokia Siemens Networks from the total personnel of Nokia Group based on the full year report of 2010. Therefore, the personnel would decrease by approximately 36 percent by the end of 2013 when compared to the end of 2010 that best depicts the lay-offs that have resulted from the str ategy change in February 2011 and competition in the central mobile phone business units recently. On 18 June 2012 Moody’s downgraded Nokia rating to junk. Nokia CEO admitted on 28 June 2012 that company’s inability to foresee rapid changes in mobile phone industry was one of the major reasons for the problems company was facing. On 4 May 2012, a group of Nokia investors filled a class action against the company as a result of disappointing sales of Nokia phones running on the Windows Phone platform. On 22 August 2012, it was reported that a group of Finnish Nokia investors were considering gathering signatures for the removal of Elop as CEO. Operations Nokia House, Nokia’s headquarters in Keilaniemi, Espoo, Finland In 2011 Nokia had 130,000 employees in 120 countries, sales in more than 150 countries, global annual revenue of over â‚ ¬38 billion, and operating loss of â‚ ¬1 billion.[1] It was the world’s largest manufacturer of mobile phones in 2011, with global device market share of 23% in the second quarter. The Nokia Research Center, founded in 1986, is Nokia’s industrial research unit consisting of about 500 researchers, engineers and scientists; it has sites in seven countries: Finland, China, India, Kenya,Switzerland, the United Kingdom and the United States. Besides its research centers, in 2001 Nokia founded (and owns) INdT – Nokia Institute of Technology, a R&D institute located in Brazil. Nokia operates a total of 9 manufacturing  facilities located at Salo, Finland; Manaus, Brazil; Cluj, Romania; Beijing and Dongguan, China;Komà ¡rom, Hungary; Chennai, India; Reynosa, Mexico; and Cha ngwon, South Korea. Nokia’s industrial design department is headquartered in Soho in London, UK with significant satellite offices in Helsinki, Finland and Calabasas, California in the US. Nokia is a public limited-liability company listed on the Helsinki, Frankfurt, and New York stock exchanges. Nokia plays a very large role in the economy of Finland. It is an important employer in Finland and several small companies have grown into large ones as its partners and subcontractors. In 2009 Nokia contributed 1.6% to Finland’s GDP, and accounted for about 16% of Finland’s exports in 2006. Divisions Since 1 July 2010, Nokia comprises three business groups: Mobile Solutions, Mobile Phones and Markets. The three units receive operational support from the Corporate Development Office, led by Kai Ãâ€"istà ¤mà ¶, which is also responsible for exploring corporate strategic and future growth opportunities. On 1 April 2007, Nokia’s Networks business group was combined with Siemens’s carrier-related operations for fixed and mobile networks to form Nokia Siemens Networks, jointly owned by Nokia and Siemens and consolidated by Nokia. Mobile Solutions The Nokia N900, a Maemo 5 Linux based mobile Internet device and touchscreen smartphone from Nokia’s Nseries portfolio. Mobile Solutions is responsible for Nokia’s portfolio ofsmartphones and mobile computers, including the more expensive multimedia and enterprise-class devices. The team is also responsible for a suite of internet services under the Ovi brand, with a strong focus on maps and navigation, music, messaging andmedia. This unit is led by AnssiVanjoki, along with TeroOjanperà ¤ (for Services) and Alberto Torres (forMeeGo Computers). Mobile Phones Mobile Phones is responsible for Nokia’s portfolio of affordable mobile phones, as well as a range of services that people can access with them, headed by Mary T. McDowell. This unit provides the general public with  mobile voice and data products across a range of devices, including high-volume, consumer oriented mobile phones. The devices are based on GSM/EDGE, 3G/W-CDMA andCDMA cellular technologies. At the end of the year 2007, Nokia managed to sell almost 440 million mobile phones which accounted for 40% of all global mobile phones sales. In 2011, Nokia’s market share in the mobile phone market had dropped to 27% (417 million phones). Anssi Vanjoki resigned a few days before Nokia World 2010 and under new leadership team Jo Harlow will look into the affairs of Smartphones portfolio. On 27 April 2011, The Register reported that Nokia was secretly developing a new operating system called Meltemi aiming at the low-end market. It was believed it would be replacing th e S30 and S40 operating systems. Due to low-end market customers’ demand of having smartphone features in their feature phone, the OS would have included some features exclusive to high-end smartphones. On 26 July 2012, it was announced that Nokia had abandoned the Meltemi project as a cost-cutting measure. Markets The flagship Nokia store in Sao Paulo, Brazil Markets is responsible for Nokia’s supply chains, sales channels, brand and marketing functions of the company, and is responsible for delivering mobile solutions and mobile phones to the market. The unit is headed by NiklasSavander. Subsidiaries Nokia has numerous subsidiaries. The largest in terms of revenues is Navteq, a Chicago, Illinois-based provider of digital map data and location-based content and services for automotive navigation systems, mobile navigation devices, Internet-based mapping applications, and government and business solutions. Navteq was acquired by Nokia on 1 October 2007. Navteq’s map data is part of the Nokia Maps online service where users can download maps, use voice-guided navigation and other context-aware web services. Nokia Maps is part of the Ovi brand of Nokia’s Internet based online services. Other notable subsidiaries include, but are not limited to Vertu, a British-based manufacturer and retailer of luxury mobile phones; Qt Software, a Norwegian-based software company, and OZ Communications, a consumer e-mail and instant messaging provider. Until 2008 Nokia was the major shareholder  in Symbian Limited, a software development and licensing company that produced Symbian OS, a smartphone operating system used by Nokia and other manufacturers. In 2008 Nokia acquired Symbian Ltd and, along with a number of other companies, created the Symbian Foundation to distribute the Symbian platform royalty free and asopen source. Nokia Siemens Networks B.V. is a multinational data networking and telecommunications equipment company headquartered in Espoo, Finland and a joint venture between Nokia (50.1%) and Siemens (49.9%). It is the world’s fourth-largest telecoms equipment manufacturer measured by 2011 revenues (after Ericsson, Huawei and Alcatel-Lucent). Nokia Siemens Networks has operations in around 150 countries. The creation of Nokia Siemens Networks was announced on 19 June 2006, when Nokia and Siemens announced that they would merge their mobile and fixed-line phone network equipment businesses. The Nokia Siemens Networks brand identity was subsequently launched at the 3GSM World Congress in Barcelona in February 2007. Nokia Siemens Networks provid es wireless and fixed network infrastructure, communications and networks service platforms, as well as professional services to operators and service providers. Nokia Siemens Networks focuses in GSM, EDGE, 3G/W-CDMA and WiMAX radio access networks; core networks with increasing IP and multiaccess capabilities; and services. Corporate affairs Corporate governance The control and management of Nokia is divided among the shareholders at a general meeting and the Nokia Leadership Team, under the direction of the Board of Directors. The Chairman and the rest of the Nokia Leadership Team members are appointed by the Board of Directors. Only the Chairman of the Nokia Leadership Team can belong to both, the Board of Directors and the Nokia Leadership Team. The Board of Directors’ committees consist of the Audit Committee, the Personnel Committee and the Corporate Governance and Nomination Committee. The operations of the company are managed within the framework set by the Finnish Companies Act, Nokia’s Articles of Association and Corporate Governance Guidelines, and related Board of Directors adopted charters. Stock Nokia is a public limited liability company and is the oldest company listed under the same name on the Helsinki Stock Exchange, having been listed since 1915. Nokia has had a secondary listing on the New York Stock Exchange since 1994. Nokia shares were delisted from the London Stock Exchange in 2003, the Paris Stock Exchange in 2004, the Stockholm Stock Exchange in 2007 and the Frankfurt Stock Exchange in 2012. In 2007, Nokia had a market capitalisation of â‚ ¬110 billion; by May 2012 this had fallen to â‚ ¬14.8 billion. Financial results For fiscal Q2 2011 ending in June 2011, Nokia reported a net loss of â‚ ¬492 million, despite a â‚ ¬430 million payment from Apple. Nokia cited decline in its mobile phone business as the primary cause of the loss. In Q1 2012 results were bleak. Nokia lost â‚ ¬1.34 billion. Revenue is down almost a third from a year ago. By May 2012, Nokia share price had fallen 37.5 percent since the beginning of the year, and was down 61 percent in the last year. Corporate culture Nokia’s official corporate culture manifesto, The Nokia Way, emphasises the speed and flexibility of decision-making in a flat, networked organization, although the corporation’s size necessarily imposes a certain amount of bureaucracy. The official business language of Nokia is English. All documentation is written in English, and is used in official intra-company spoken communication and e-mail. Until May 2007, the Nokia Values were Customer Satisfaction, Respect, Achievement, and Renewal. In May 2007, Nokia redefined its values after initiating a series of discussions worldwide as to what the new values of the company should be. Based on the employee suggestions, the new values were defined as: Engaging You, Achieving Together, Passion for Innovation and Very Human. Online services 1) .mobi and the Mobile Web Nokia was the first proponent of a Top Level Domain (TLD) specifically for the Mobile Web and, as a result, was instrumental in the launch of the .mobi domain name extension in September 2006 as an official  backer. Since then, Nokia has launched the largest mobile portal, Nokia.mobi, which receives over 100 million visits a month. It followed that with the launch of a mobile Ad Service to cater to the growing demand for mobile advertisement. 2) Ovi Nokia Ovi logo. Ovi, announced on 29 August 2007, is the name for Nokia’s â€Å"umbrella concept† Internet services. Centered on Ovi.com, it is marketed as a â€Å"personal dashboard† where users can share photos with friends, download music, maps and games directly to their phones and access third-party services like Yahoo’sFlickr photo site. It has some significance in that Nokia is moving deeper into the world of Internet services, where head-on competition with Microsoft, Google andApple is inevitable. The services offered through Ovi include the Ovi Store (Nokia’s application store), the Nokia Music Store, Nokia Maps, Ovi Mail, the N-Gage mobile gaming platform available for several S60smartphones, Ovi Share, Ovi Files, and Contacts and Calendar. The Ovi Store, the Ovi application store was launched in May 2009. Prior to opening the Ovi Store, Nokia integrated its software Download! store, the stripped-down MOSH repository and the widget service WidSets into i t. On 23 March 2010, Nokia announced launch of its online magazine called the Nokia Ovi. The 44-page magazine contains articles on products by Nokia, what Ovi stands for, tips and tricks on the usage of Nokia mini laptop Booklet 3G, latest reviews of mobile applications, news about the mobile maker’s services and apps such as Ovi maps, files and mail. Users can download the magazine as a PDF or view it online from the Nokia website. 3) My Nokia Nokia offers a free personalized service to Nokia owners called My Nokia (located at my.nokia.com). Registered My Nokia users can get free services as follows: Tips & tricks alerts through web, e-mail and also mobile text message. My Nokia Backup: A free online backup service for mobile contacts, calendar logs and also various other files. This service needs GPRS connection. Ringtones, wallpapers, screensavers, games and other things can be downloaded free of cost. 4) Comes With Music In 2007 Nokia set up their â€Å"Nokia Comes With Music† service, in partnership with Universal Music Group International, Sony BMG, Warner Music Group, EMI, and hundreds of independent labels and music aggregators, to allow 12, 18, or 24 months of unlimited free-of-charge music downloads with the purchase of a Nokia Comes With Music edition phone. Files could be downloaded on mobile devices or personal computers, and kept permanently. In January 2011 Nokia withdrew this program in 27 countries, due to its failure to gain traction with customers or mobile network operators; existing subscribers could continue to download until their contracts ended. The service continued to be offered in China, India, Indonesia, Brazil, Turkey and South Africa where take-up had been better. 5) Nokia Messaging On 13 August 2008 Nokia launched a beta release of â€Å"Nokia Email service†, a push e-mail service, since incorporated into Nokia Messaging. Nokia Messaging operates as a centralised, hosted service that acts as a proxy between the Nokia Messaging client and the user’s e-mail server. The phone does not connect directly to the e-mail server, but instead sends e-mail credentials to Nokia’s servers. IMAP is used as the protocol to transfer emails between the client and the server. Logos Nokia Company logo. Founded in Tampere in 1865, incorporated in Nokia in 1871. The brand logo of Finnish Rubber Works, founded in Helsinki in 1898. Logo from 1965 to 1966. The Nokia Corporation â€Å"arrows† logo, used before the â€Å"Connecting People†logo. Used since 1967 until 1991. Nokia introduced its â€Å"Connecting People† advertising slogan, coined by Ove Strandberg and used since 1992. This earlier version of the slogan used Times Roman SC (Small Caps) font. Nokia’s current logo used since 2006, with the redesigned â€Å"Connecting People† slogan. This slogan originally used Nokia’s proprietary ‘Nokia Sans’  font, designed by Erik Spiekermann. This was replaced in 2011 with the ‘Nokia Pure’ font designed by Dalton Maag. Environmental record Electronic products such as cell phones impact the environment both during production and after their useful life when they are discarded and turned into electronic waste. Nokia is listed in Greenpeace’s Guide to Greener Electronics that scores leading electronics manufacturers according to their policies on sustainability, climate and energy and how green their products are. In November 2011 Nokia ranked 3rd out of 15 listed electronics companies, falling two places due to its weaker performance on the Energy criteria and scoring 4.9/10. All of Nokia’s mobile phones are free of toxic polyvinyl chloride (PVC) since the end of 2005 and all new models of mobile phones and accessories launched in 2010 are on track to be free of brominated compounds, chlorinated flame retardants and antimony trioxide. Nokia’s voluntary take-back programme to recycle old mobile phones spans 84 countries with almost 5,000 collection points. However, the recycling rate of Nokia phones w as only 3–5% in 2008, according to a global consumer survey released by Nokia. The majority of old mobile phones are simply lying in drawers at home and very few old devices, about 4%, are being thrown into landfill and not recycled. All of Nokia’s new models of chargers meet or exceed the Energy Star requirements. Nokia aims to reduce its carbon dioxide emissions by at least 18 percent in 2010 from a baseline year of 2006 and cover 50 percent of its energy needs through renewable energy sources. Greenpeace is challenging the company to use its influence at the political level as number 85 on the Fortune 500 to advocate for climate legislation and call for global greenhouse gas emissions to peak by 2015. Nokia is researching the use of recycled plastics in its products, which are currently used only in packaging but not yet in mobile phones. Since 2001, Nokia has provided eco declarations of all its products and since May 2010 provides Eco profiles for all its new prod ucts. In an effort to further reduce their environmental impact in the future, Nokia released a new phone concept, Remade, in February 2008. The phone has been constructed of solely recyclable materials. The outer part of the phone is made from recycled materials such as aluminium cans, plastic bottles, and used car tires. The  screen is constructed of recycled glass, and the hinges have been created from rubber tires. The interior of the phone is entirely constructed with refurbished phone parts, and there is a feature that encourages energy saving habits by reducing the backlight to the ideal level, which then allows the battery to last longer without frequent charges. Controversies NSN’s provision of intercept capability to Iran In 2008, Nokia Siemens Networks, a joint venture between Nokia and Siemens AG, reportedly provided Iran’s monopoly telecom company with technology that allowed it to intercept the Internet communications of its citizens to an unprecedented degree. The technology reportedly allowed it to use deep packet inspection to read and even change the content of everything from â€Å"e-mails and Internet phone calls to images and messages on social-networking sites such as Facebook and Twitter†. The technology â€Å"enables authorities to not only block communication but to monitor it to gather information about individuals, as well as alter it for disinformation purposes,† expert insiders told The Wall Street Journal. During the post-election protests in Iran in June 2009, Iran’s Internet access was reported to have slowed to less than a tenth of its normal speeds, and experts suspected this was due to the use of the interception technology. The joint venture compan y, Nokia Siemens Networks, asserted in a press release that it provided Iran only with a ‘lawful intercept capability’ â€Å"solely for monitoring of local voice calls†. â€Å"Nokia Siemens Networks has not provided any deep packet inspection, web censorship or Internet filtering capability to Iran,† it said. In July 2009, Nokia began to experience a boycott of their products and services in Iran. The boycott was led by consumers sympathetic to the post-election protest movement and targeted at those companies deemed to be collaborating with the Islamic regime. Demand for handsets fell and users began shunning SMS messaging. Lex Nokia In 2009, Nokia heavily supported the passing of a law in Finland that allows companies to monitor their employees’ electronic communications in cases of suspected information leaking. Contrary to rumors, Nokia denied that the  company would have considered moving its head office out of Finland if laws on electronic surveillance were not changed. The law was enacted, but with strict requirements for implementation of its provisions. As of 2010, the law has become a dead letter; no corporation has implemented it. The Finnish media dubbed the name Lex Nokia for this law, named after the Finnish copyright law (the so-called Lex Karpela) a few years back. Nokia–Apple patent dispute In October 2009, Nokia filed a lawsuit against Apple Inc. in the U.S. District Court of Delaware citing Apple infringed on 10 of its patents related to wireless communication including data transfer. Apple was quick to respond with a countersuit filed in December 2009 accusing Nokia of 11 patent infringements. Apple’s General Counsel, Bruce Sewell went a step further by stating, â€Å"Other companies must compete with us by inventing their own technologies, not just by stealing ours.† This resulted in an ugly spat between the two telecom majors with Nokia filing another suit, this time with the U.S. International Trade Commission (ITC), alleging Apple of infringing its patents in â€Å"virtually all of its mobile phones, portable music players, and computers.† Nokia went on to ask the court to bar all U.S. imports of the Apple products including the iPhone, Mac and the iPod. Apple countersued by filing a complaint with the ITC in January 2010, the details of whic h are yet to be confirmed. In June 2011, Apple settled with Nokia and agreed to an estimated one time payment of $600 million and royalties to Nokia. The two companies also agreed on a cross-licensing patents for some of their patented technologies. Research cooperation with universities Nokia is actively exploring and engaging in open innovation through selective research collaborations with major universities and institutions by sharing resources and leveraging ideas. Major research collaboration is with Tampere University of Technology based in Finland. Current collaborations include: Aalto University School of Science and Technology, Finland ÉcolePolytechniqueFà ©dà ©rale de Lausanne, Switzerland ETH Zurich, Switzerland Massachusetts Institute of Technology, United States Stanford University, United States Tampere University of Technology, Finland Tsinghua University, China University of California, Berkeley, United States University of Cambridge, United Kingdom University of Southern California, United States Awards and recognition The Brand Trust Report published by Trust Research Advisory has ranked Nokia in the 1st position among the brands in India. FINDINGS AND ANALYSIS SWOT Analysis SWOT Analysis, is a Strategic planning tool used to evaluate the Strengths, weaknesses, Opportunities, and threats involved in a project or in a Business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. SWOT analysis conducts an external and internal scan of nokia’s business environment; it is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S), or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Such ananalysis of the strategic environment is referred to as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the firm’s resources and capabilities to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and sele ction. Strengths of Nokia: Great phone designing capability (Shining example N9 and lumia series) and great product quality reputation. Great price point coverage (Very low to Very High) Supply chain and distribution experience. Two very competitive in-house software platforms in Belle and Meego along with an alliance with Microsoft. Weaknesses of Nokia: Poor marketing skills (excluding few markets like India) Could not use its global presence to create a viable ecosystem. Not able to leverage production and software knowledge to create other product families (Camera and Tablets could have a natural choice) Windows operating system has marginally less number of applications as compared to that of Apple’s IOS and Google’s Android. Threats: Android ecosystem covers all the bases from low to high-end price points and has a booming ecosystem. Apple’s iphone is still a big threat in high-end market Very bad press coverage and poor image projection by tech media. Huge portion of market share already captured by Google’s Android (72.4 percent) and Apple’s IOS (13.9 percent). Opportunities: Nokia has a great market disruption with N9; Lumia and Asha series and it has a great chance of creating a unique winning product category. (Example is iphone’s own small but disruptive start). Symbian belle and upcoming versions of the OS. If nokia keeps the new product introduction fast paced, chances are that Symbian can make a turnaround. QT can help to create a unique app ecosystem for Nokia for Meego, Symbian, Meltemi (upcoming). Windows phone platform has already got all the ingredients for a powerful ecosystem. Major competitors The following cell phone companies holding major market share give tight competition to Nokia: 1. APPLE Inc. 2. Samsung 3. Sony 4. HTC 5. Research in Motion Black Berry 6. ZTE 7. LG According to IDC, July 26, 2012 – The worldwide mobile phone market grew 1%  year over year in the second quarter of 2012 (2Q12), as Samsung and Apple shipped almost half of the world’s smartphones. According to the International Data Corporation (IDC) Worldwide Quarterly Mobile Phone Tracker, vendors shipped 406.0 million units in 2Q12 compared to 401.8 million units in the second quarter of 2011. Samsung and Apple have more than doubled their combined market share over the past two years, which has created more distance between the companies and the competition. â€Å"Samsung and Apple have quickly become the global smartphone heavyweights though both employ somewhat different approaches to the market,† said Kevin Restivo, senior research analyst with IDC’s Worldwide Quarterly Mobile Phone Tracker. â€Å"Samsung employs a ‘shotgun’ strategy wherein many models are created that cover a wide range of market segments. Apple, in contrast, off ers a small number of high-profile models. While both companies have expanded their geographic presence in pursuit of market share, the two companies will inevitably come into greater conflict as both try to generate additional gains.† Market share gains will be harder to generate, however, if the worldwide smartphone market grows at rates similar to the 42.1% year-over-year rate at which the market increased in 2Q12. This was the lowest growth rate since the fourth quarter of 2009. Vendors shipped 153.9 million smartphones in 2Q12 compared to 108.3 million units in 2Q11. The 42.1% year-over-year growth was one percentage point lower than IDC’s forecast of 43.1% for the quarter. The spectre of further economic woes puts growth prospects for the mobile phone market at risk. â€Å"With half of 2012 behind us, vendors are looking ahead to 2013 and how key markets – particularly Europe and emerging markets – will play out,† said Ramon Llamas, senior res earch analyst with IDC’s Mobile Phone Technology and Trends team. â€Å"Despite recent maneuvers to shore up several countries within the Eurozone, the effectiveness of these efforts remains to be seen. Meanwhile, emerging markets will continue to be strong contributors due to their sheer size and growth trajectory, but how much they can offset potential declines in other countries is unclear.† Nonetheless, IDC expects long-term mobile phone and smartphone shipment demand to grow steadily in 2012 and through the years ahead due to the central role mobile phones play in people’s lives. â€Å"For many users, the mobile phone has become the essential communications link to others and to the world,† noted Llamas. Smartphone Vendor Highlights Samsung extended its lead over Apple during the second quarter, taking advantage of Apple’s release schedule and launching its flagship Galaxy S III. In addition, Samsung experienced continued success of its smartphone/tablet hybrid device, the Galaxy Note. As a result, Samsung topped the 50 million unit mark and reached a new quarterly smartphone shipment record in a single quarter. What remains to be seen is how the company’s smartphones will fare against Apple’s next-generation iPhone expected later this year. Apple posted an expected sequential decline last quarter, similar to years past. The quarter-over-quarter shipment decline came six months after it unveiled its latest iPhone. The decline is not unusual as iPhone shipment volume is highest in the first two quarters after its release. The company’s once-a-year release cycle usually results in two quarters of lower volumes leading up to the next-generation model introduction. Nonetheless, Apple made significant inroads into new markets and segments, including smaller regional carriers and prepaid service providers. Nokia smartphone business underwent another quarter of transition. Demand for Symbian and MeeGo units declined, reaching levels not seen since 2005 though the company almost doubled its Windows Phone shipments from the previous quarter. Nokia’s Lumia sales were not terribly affected by Microsoft’s Windows Phone 8 announcement, which will prevent current Lumia owners from upgrading to the new mobile operating system. However, Lumia sales have remained steady and key enhancements available on the new platform will eventually become available to current Lumia owners. Nokia, however, has a long path to travel before it can reclaim previous volume levels and challenge Apple and Samsung for smartphone supremacy. HTC rebounded from its struggles in the two previous quarters to reclaim the number 4 spot in the smartphone vendor rankings. Its relatively strong performance in the Asia/Pacific region allowed it to climb back up the rank order as did the correction of its channel inventory issues. The company’s streamlined portfolio means future share gains will be predicated upon the success of its One products. ZTE climbed into the smartphone Top 5 for the first time thanks primarily to shipments of its lower-cost entry-level smartphones in China, where it’s based. However, the vendor has also grown  its international smartphone sales, particularly in the U.S. where its smartphones can be found under other brands. Latin America is another source of significant smartphone growth for the vendor. Despite impressive gains last quarter, brand equity may prove to be an issue for ZTE in future. Strong brand recognition is a necessity if high-growth smartphone sales abroad are a priority for the company. Top Five Smartphone Vendors, Shipments, and Market Share, Q2 2012 (Units in Millions) Vendor 2Q12 Unit Shipments 2Q12 Market Share 2Q11 Unit Shipments 2Q11 Market Share Year-over-year Change Samsung 50.2 32.6% 18.4 17.0% 172.8% Apple 26.0 16.9% 20.4 18.8% 27.5% Nokia 10.2 6.6% 16.7 15.4% -38.9% HTC 8.8 5.7% 11.6 10.7% -24.1% ZTE 8.0 5.2% 2.0 1.8% 300.0% Others 50.7 32.9% 39.2 36.2% 29.3% Total 153.9 100.0% 108.3 100.0% 42.1% Source: IDC Worldwide Mobile Phone Tracker, July 26, 2012 Note: Vendor shipments are branded shipments and exclude OEM sales for all vendors. Top Five Total Mobile Phone Vendors, Shipments, and Market Share, Q2 2012 (Units in Millions) Vendor 2Q12 Unit Shipments 2Q12 Market Share 2Q11 Unit Shipments 2Q11 Market Share Year-over-year Change Samsung 97.8 24.1% 75.4 18.8% 29.7% Nokia 83.7 20.6% 88.5 22.0% -5.4% Apple 26.0 6.4% 20.4 5.1% 27.5% ZTE 17.7 4.4% 16.3 4.1% 8.6% LG Electronics 13.1 3.2% 24.8 6.2% -47.2% Others 167.7 41.3% 176.4 43.9% -4.9% Total 406.0 100.0% 401.8 100.0% 1.0% Source: IDC Worldwide Mobile Phone Tracker, July 26, 2012 Note: Vendor shipments are branded shipments and exclude OEM sales for all vendors. Marketing strategy An organization’s strategy that combines all of its marketing goals into one comprehensive plan is known as marketing strategy. A good marketing strategy should be drawn from market research and focus on the right product mix in order to achieve the maximum profit potential and sustain the business. The marketing strategy is the foundation of a marketing plan. CONCLUSION AND RECOMMENDATIONS In order to diversify its business in to mobile network market, Nokia needs to make use of its leading mobile phones manufacturer image. As Nokia has build loyalty among its mobile phone users, it can use this for attracting customers towards its SIM cards and thereby gain market share. Also with its world class R & D department, it can offer many services to its customers which will help them to differentiate in their service offering from its competitors. For instance, video calling, free roaming, outgoing call restriction, etc. By focusing more on rural market which is untap to a certain extent, Nokia can satisfy its customers in rural areas which most of the existing players are not successful. Also by offering customize service plans to its customers such as offering SmS package, unlimited internet package, Free Hello tune, and so on with minimum price. Nokia can also make tie-ups with existing players such as Airtel, Vodafone, Aircel in order to gain larger market share. It can also offer better deals to customers who are buying Nokia handsets on its SIM cards which will increase its sales as well as customer base. This will help them to develop loyalty among its  customers. In order to diversify in to SIM cards segment, Nokia needs to use mass marketing by implementing various promotion strategies such as Advertisements, Hoardings, Sponsoring events, canopies outside colleges and so on. Nokia also needs to plan its distribution strategy in order to reach to maximum people. They can also use their ‘Connecting People’ tagline in its SIM card, thereby giving additional meaning to it. Thus, to diversify in to SIM card market is a better option for Nokia to increase its market share and revenue. Also this will help them to build larger customer base which will ultimately result in one of the leading brands in the telecommunications industry. http://www.businessdictionary.com/definition/marketing-strategy.html http://www.123helpme.com/view.asp?id=120850 http://mktg-plan.blogspot.in/ http://money.cnn.com/2011/02/11/technology/nokia_microsoft/index.htm http://bits.blogs.nytimes.com/2011/11/08/nokias-comeback-strategy-in-smartphones/ http://www.marketingweek.co.uk/brands/nokia/ http://iimtmarketing.blogspot.in/2012/03/marketing-mix-nokia.html

Developments In Direct Reduced Iron

Developments In Direct Reduced Iron ( DRI )Direct reduced Fe ( DRI ) is produced through the solid province decrease of Fe oxides derived from Fe ore or electric discharge furnace ( EAF ) mulcts for the usage as a virgin Fe beginning in the EAF or basic O furnace ( BOF ) processes. Virgin Fe beginnings are needed in the EAF procedure to thin the remainders ( Cu, Ni, Cr, Mo, or Va ) nowadays from old steel doing operations in the bit steel used as the primary natural stuff used in the EAF. DRI is produced in many different procedures utilizing several different fuels and different provender stocks. The DRI processes use several reaction vass including shaft furnaces, rotary fireplace furnaces, fluidized bed reactors, traveling bed reactors, and rotary kilns. The fuels used in the procedures are chiefly coal or natural gas, these fuels are used to make a reduction ambiance and elevated temperature to make a more favourable reaction. The quality of the DRI is measured by the sum of meta llic Fe ( Fe or Fe3C ) is present in the merchandise. This figure is called metallization and is reported in a per centum of the entire mass of the merchandise. The merchandises of the DRI procedures are either pelletized into DRI or briquetted into hot briquetted Fe ( HBI ) . The decrease of the Fe ore or EAF mulcts takes topographic point in several reactions that cut down the Fe oxides to metallic Fe ( eq. 1 and 2 ) . The reduction gases are produced by burning natural gas or a C beginning so adding the heated burning merchandises to the reaction vass. Fe2O3 + 3H2 ( g ) > 2Fe + 3H2O ( combining weight. 1 ) Fe2O3 + 3CO ( g ) > 2Fe + 3CO2 ( combining weight. 2 ) Hydrogen and C monoxide are formed from burning natural gas, while merely C monoxide is formed when coal or coke is combusted. The difference between the procedures is how the provender stock is exposed to the burning gases. The most common type of reaction vas is the shaft furnace where the provender stock is fed into the top of the furnace so dropped through the vas to be exposed to the reduction gasses so extracted from the underside of the furnace. The conceiver of utilizing the shaft furnace for DRI production is the Midrex corporation and is known as the Midrex Process. The Midrex procedure uses a Reformed natural gas as the decrease gas and requires the usage of pelletized Fe ore as a provender stock. The natural gas is combusted in a reforming vas so fed into the shaft furnace where it is assorted with extra natural gas and O to make some more chemical energy for the procedure ( figure 1 ) . The fluke gas is so fed through a station burning chamber and the energy extracted from station burning is used to preheat the provender gas. This gas is so fed to a bag house where it is scrubbed before being reintroduced to the ambiance. This procedure creates chiefly DRI pellets due to the provender stock being pelletized Fe ore and at that place non being a demand to alter the geometry through briquetting. A mistake of the Midrex procedure is its dependance on pelletized ore. The procedure requires the provender stock to incorporate no more than 3 % mulcts. The DRI pellets produced have a high metallization of 95 % on norm, doing it the highest quality DRI. The usage of the station burning allows the Midrex procedure to derive the bulk of the available energy and is what has made it favourable for the bulk of world-wide DRI production A faster production method and 1 that has more flexibleness than the shaft furnace is the rotary fireplace furnace or the Fastmet procedure. The rotary fireplace furnace is a uninterrupted operation that feeds stuff into a revolving furnace that passes the stuff through the reduction atmosphere so removes the stuff near when it completes the full rotary motion ( figure 2 ) . Unlike the Midrex procedure the Fastmet procedure uses mulcts as a feedstock. This allows for the recycling of EAF mulcts and mill dust that would be otherwise disposed of as a risky stuff. The Fastmet procedure uses a C cut downing agent and O burners. The C can be from legion beginnings such as coal, C bearing wastes, and coke. The procedure is seldom run utilizing coke due to the high cost of the coke and the procedure being capable of running on lower quality C mixes. The procedure requires a pelletizing or a briquetting operation due to the provender stock being mulcts. The full procedure requires between si x and twelve proceedingss to finish. The rotary fireplace furnaces produce a direct reduced Fe with a metallization runing from 85-92 % depending on the quality of the provender stock. Fluidized bed reactors are a batch reactor that introduces the stuff into the reactor so the reduction gasses are fed into the underside of the vas with adequate force per unit area to drift the provender stuff. This natation of the provender stuff allows for all of the surface country of the stuff to be exposed to the reduction gasses. There are several signifiers of fluidized bed reactors being used in the market today. The difference between the reacting vass is the figure of responding vass and the type of fuel used to making the reduction gases. The first type of fluid bed reactor is the Finmet procedure using Fe ore mulcts or EAF dust as a provender stuff and natural gas as a cut downing fuel. This procedure uses up to a four phase reactor with the progressive phases utilizing a higher gas speed and a lower reaction clip to derive between 91 % and 93 % metallization ( figure 3 ) . The Finmet procedure requires a briquetting operation because the provender stock is mulcts but be cause of necessitating a high pureness natural gas fuel it produces a really low residuary HBI. The following two procedures, Circofer and Circored, both feature a two phase fluidized bed reactor with the first phase being a short keeping clip vas with a high gas speed and the 2nd phase a long keeping clip with a low gas speed ( figure 4 ) . The difference between the two is that the Circofer procedure uses metallurgical coal for a fuel while the Circored procedure uses natural gas. Both of these reach an mean 92 % metallization and provender pellets. Hsysla steel developed a traveling bed reactor to make DRI ( figure 5 ) . The Hyl procedure provenders lump Fe into the procedure and a high H content reformed natural gas. The high H is created by reforming with a nickle-based accelerator. The Hyl procedure uses an elevated temperature and force per unit area to increase the processing clip for the reactions. The high H and the elevated temperature and force per unit area create a high quality DRI with 93 % mean metallization. The concluding reactor vas is the Allis Chalmers controlled Atmosphere Reactor ( ACCAR ) . The ACCAR uses a counter flow rotary kiln. The rotary kiln procedure uses a low quality but extremely reactive coal to make cut downing gasses ( figure 6 ) . The rotary kiln produces a DRI with a 92 % metallization. The responding vas does non use any of the station burning in the procedure but station burning vass have been added to the procedure to make adequate energy to power the full installation and add some back to the grid. With DRI being produced in many different treating methods there are some cardinal characteristics that set some appart from the others. The rotary kiln, shaft furnace, and the traveling bed reactor vass produce the highest metallization. The rotary fireplace furnace has the fastest procedure clip. The most popular on the market right now is the Midrex shaft furnace with about 60 % of the market portion of DRI production ( table 1 ) . DRI is a stuff that EAF operations have come to depend on and will go on to increase usage due to the high cost of hog Fe and the continued recycling of bit steel.Table 1 ) Comparative sum-up of procedures as of 2008World Production Reactor Feed Type Reducing agent Average metallization Merchandises ACCAR 24.0 % Rotary Kiln pellets Low quality Coal 92 % Pellets and Energy FinMet 2.0 % Fluid bed reactor ore mulcts natural gas 91-93 % Briquettes Hyl 14.5 % Traveling bed reactor ball ore Coal 93 % Pellets or briquettes Midrex 58.2 % Shaft pellets natural gas 95 % Pellets Circofer 0.5 % two stage fluid bed ore mulcts Coal 92 % Pellets or briquettes Circored 0.5 % two stage fluid bed ore mulcts natural gas 92 % Pellets or briquettes Fastmet 0.4 % Rotary fireplace EAF dust/scrap Carbon 85-92 % BriquettesPlants CitedBresser, W. , & A ; Weber, P. ( 1995 ) . Circored and circofer: State of the art Technology for low cost direct decrease. Iron Steel Eng. ( USA ) Vol. 72, no 4, pp. 81-85. Energiron. ( n.d. ) . HP- HYL Process Description. Retrieved December 7, 2009, from Energiron Corperate Website: hypertext transfer protocol: //www.energiron.com/tour/HYL % 20DR-Minimill % 20QTVR % 20tour/files/supportdocs/dri/pressprocess.pdf Kobe Steel, LTD. ( n.d. ) . FastMet Process. Retrieved Decemeber 7, 2009, from Kobelco, Kobe Steel LTD: hypertext transfer protocol: //www.kobelco.co.jp/p108/fastmet/indexe.htm Kobelco. ( n.d. ) . Fastmet Process Flow. Retrieved December 7, 2009, from Kobelco Corperation Website: hypertext transfer protocol: //www.kobelco.co.jp/english/topics/2008/10/fastment_process_flow.pdf Lepinski, J. A. ( 1980 ) . THe ACCAR System and its Application to Direct Reduction of Iron Ores. Iron Steel Eng Vol. 57, no. 12, pp. 25-31. Lopez, G. G. , & A ; Noriega, E. ( 2008, December ) . InTech Hot Fe. Retrieved December 7, 2009, from Emerson Process Management: hypertext transfer protocol: //www.easydeltav.com/news/viewpoint/InTech1208.pdf Lopukhov, G. A. ( 2003 ) . The ‘Finmet ‘ engineering. Elektrometall Vol. 1, pp 43-44. Midrex Corp. ( 2009, April 1 ) . 2008 World Direct Reduced Statistics. Retrieved December 7, 2009, from Midrex Corperate Website: hypertext transfer protocol: //www.midrex.com/uploads/documents/MIDREXStatsBook2008.pdf Quintero Yanez, D. ( 1992 ) . Development of Thursday Use of HYL DRI in the Electric Arc Furnace. 4th European Electric Steel Congress, ( pp. pp 273-283 ) . Madrid ; Spain. Schutze, W. R. ( n.d. ) . HBI – Hot Briquetting of Direct Reduced Iron. Retrieved December 7, 2009, from Koppern Corperation Web site: hypertext transfer protocol: //www.koeppern.de/download/11_7.pdf Tanaka, H. , Harada, t. , & A ; Yoshida, S. ( 2005 ) . Development of Coal-Based Direct Reduction Ironmaking Process. SEAISI Quarterly Vol 34, Number 4, ppp 26-33. Weber, P. , Hirsch, M. , Bresser, W. , & A ; Husain, R. ( 2009 ) . Circofer, A Low Cost Approach to DRI production. Retrieved December 7, 2009, from Hot Briqetted Iron Association: hypertext transfer protocol: //www.hbia.org/Technical/openpdf.cfm? filename=DRProcess/1994-1DR.pdf

Strategic analysi Essay Example | Topics and Well Written Essays - 2000 words

Strategic analysi - Essay Example However, in 1991, Racal Telecom was renamed as Vodafone (Vodafone, 2013). Currently, it is the second largest telecommunication company of the world in terms of revenue as well as the total number of subscribers. As of June 2013, the company had a total subscriber base of 453 million (Vodafone, 2013). The company operates in more than 60 countries of the world. In the financial year 2012-13, Vodafone earned  £44.445 billion as the total revenue and the profit was  £429 million (Vodafone, 2013). The figures above clearly represent the stable market position of the company. The success of Vodafone can be attributed to the diversified business portfolio. Vodafone not only offers telecom services, but also offer internet services, direct to home (DTH) services and various other physical telecom devices such as USB modem, Vodafone Eurotraveller, Amobee Media System and financial services in the form of money transfer (Vodafone, 2013). Despite strong market position, there are numerous growth opportunities for the firm. In this turbulent phase of business, it is extremely important for a firm to pursue innovative strategies so as to maintain their existing market position (Stacey, Grifï ¬ n and Shaw, 2000). In the similar way, it is important to continue with innovative approaches so as to ensure long term sustainability and better future. Therefore, in order to recommended strategies for the future, it is important to analyse the current market trends and scenario of the telecommunication industry. According to reports, managing the rapid changes taking place in the industry is one of the keys to success for a company (Deloitte, 2013). The telecommunication industry of Europe is growing at a rate of 6.7% per annum and has been the highest in comparison to other service sectors (Government of UK, 2014). In this segment, the study seeks to analyse the industry from the European context and to do this strategic management tools such as Porter’

Management Of Health Programs Essay Example | Topics and Well Written Essays - 1000 words

Management Of Health Programs - Essay Example The above definition exemplifies the pivotal role a leader plays in any kind of organisation. The burden of responsibility is only multiplied when it comes to the precarious field of Healthcare Management. Apart from closely scrutinising the organisational growth, a Healthcare manager is expected to cater successfully to the needs and expectations of the patients, to be sentient to the advanced medical technologies and to ensure the safety and authenticity of various medical procedures and drugs. In the demanding health care sector, a health care manager's responsibilities extend beyond mere managerial duties. The biggest challenge faced by health care executives in present day scenario is restricting health care costs. The global health industry is already reeling under high costs, and thus a true leader should be able to devise a cost efficient method to provide enhanced treatment to patients at affordable prices. He must judicially utilise the available resources and also include technology as one of the major tools of development. The ability to envision and inviegle people into sharing the same vision is one of the vital traits of an efficient leader. According to a survey conducted by the EPIC-MRA (2007) , more than one-third (36%) of the respondents valued an envisioned leader. This attribute is even more significant in the healthcare field where the manager has to make some rather grueling decisions with a human life at stake. This foresight along with a deep knowledge of the limitations of his staff can help a healthcare manager to explore hitherto unknown ideas to solve problems as and when they arise. Given the unpredictable nature of the field, where emergencies develop by the minute, a healthcare manager should be able to juggle his resources around dexterously to achieve maximum success rate. A positive work environment is essential for tapping the full potential of the employees in any field. With unpredictable hours and stressful subject matter, the healthcare field is particularly demanding. The healthcare manager's role, thus, becomes crucial. He must be successsful in creating a constructive atmosphere, which would in turn increase proficiency and restrict failure causing elements. A manager must involve, and get involved with the staff and promote a free flow of ideas and thoughts. The manager should also seek feedback on his own performance, while encouraging that of his staff. Assigning challenging responsibilities tailored according to the individual staff members can significantly improve job satisfaction. A leader must recognize the individualistic traits of his staff and give them duties accordingly. A leader must possess strong communicative skills, in almost every field. Due to the very nature of the job, a manager is required to deal with people on multiple levels. A manager must have the necessary cognitive skills to converse not only with his immediate employees, but also with seniors and clients. In the healthcare field, the manager's job becomes even more challenging since he has to deal with patients and their families too, who can be quite pressing and demanding. Additionally, the manager also has to correspond with the pharmaceutical suppliers, public health agencies,

THE PRACTICE OF PUBLIC ADMINISTRATION Research Paper

THE PRACTICE OF PUBLIC ADMINISTRATION - Research Paper Example Ferris proved to be an abundant source of ideas and could draft reports for Turner in a breeze and could deal with awkward customers effectively. Ferris influence on Turner grew to the point that he could make decisions in Turners behalf. Other managers particularly Blackham became resentful of this alleging that Turner abdicated his leadership to Ferris because it seemed that it is Ferris who is running his office. Soon, Ferris demanded to be promoted as Deputy Sales Manager which Turner agreed. Upon asking the Director of Sales for the position to be created, he was asked why so when his department is small to warrant a deputy. Turner was forced to disclose that he had been depending on Ferris to get things done that much of the responsibilities in his department is already headed by Ferris. The Sales Director was dismayed and is now considering whether or not he should intervene and impose changes. II. Appraisal of the situation Charles Turner dependency towards Jim Ferris finally took its toll when Ferris demanded to be his Deputy that made the Sales Director consider whether or not he should intervene and impose changes. ... Ferris also begun building his â€Å"own empire† in the department placing his own people in key positions while he taking over the majority posts. Ferris growing dominance in the department will of course not go unnoticed. Other managers are beginning to notice it and Turner is slowly beginning to lose respect from them as he â€Å"abdicated† his responsibilities to Ferris. The delegation turned into dependency that also created friction in the organization. Obviously, Turner had lapses g from the beginning he assumed office because he was not able to gain confidence in leading and managing his department since he was promoted. The managerial lapses or lack of managerial capability of Turner is best summed up in the lecture prepared Dr. Abdul M Baksh that while â€Å"consulting subordinates is often regarded as delegation of authority, and the manager may receive a decision rather than advice . . . the manager must bear in mind that such advice may also have the undes irable effect of not only putting pressure on him but also expose him to conflicting alignments of forces within his own ranks†. This was exactly what happened to Turner’s over dependency towards Ferris or in Blackham’s terms, abdicated his function to Ferris. Now, other managers are also becoming jealous of Ferris and are also demanding greater responsibility and are now being resentment of Turner’s seeming favoritism towards Ferris. Ferris now has huge bargaining leverage towards Turner because he knows that Turner depends on him and so he asked to be his deputy even if the position does not yet exist and that there are other more senior manager than him in the department. The Sales Director is dismayed knowing this because

Reasons for poverty and the role of IMF on reduction of poverty Term Paper

Reasons for poverty and the role of IMF on reduction of poverty - Term Paper Example Poverty reduction is fundamentally dependent on the developing countries’ substantial efforts, particularly with regards to implementing reforms required to enhance economic growth. However, these countries usually lack required capacity to do this, as well as to effectively utilize potential foreign assistance. The IMF, which is a major foreign lender for developing countries struggling to end poverty, has began to play a critical role in helping poor countries develop capacity needed to achieve the Millennium Development Goals aimed at reducing global poverty (Whitman, 2011: p52). This paper discusses the reasons for poverty and the role that the IMF should play in alleviating poverty. There are several reasons why poverty is so widespread, especially in the developing nations across the world. One of the most stated causes of poverty is colonial history of some of the poorest, developing countries in the world. Acemoglu and Robinson (2012: p66) contends that majority of the poorest nations in the world are former exporters of slaves to the developed world, as well as territories from which the colonial powers have systematically extracted resources to be used in their countries. Although some former colonies have been able to overcome this resource outflow, such as Canada, Australia, and the United States, most of the other colonies suffer from the legacies of colonialism, which have led to conditions that prevent its citizens from accessing education, capital, land, and other resources required for a society to adequately support itself. For most of these countries and territories, one of the most debilitating legacies of colonial history has been poverty and in equality. Since most colonial powers settled and developed areas from which they were extracting resources, other regions in the same colonial territory were left grossly

Analytical chemistry Assignment Example | Topics and Well Written Essays - 750 words

Analytical chemistry - Assignment Example n used in the advancement of a sensitive method that can be used to judge ABZ put in pharmaceutical formulations through the use of differential pulse voltammetry (DPV) method (Lourencao, Baccarin, Medeiros, Rocha-Filho & Fatibello-Filho, 2013). The main aim was to provide the above information on the above issue both in veterinary and human medicine. The paper adds to the few studies that have been done on electrochemical behavior and the quantification of ABZ. It also serves to add information on the use of several methods that have been used in the definition of ABZ and its main metabolites including chromatographic and spectrophotometric methods. The electrochemical behavior of the ABZ was studied using three voltammetric techniques that included cyclic voltammetry (CV), square-wave voltammetry (SWV) and differential pulse voltammetry (DPV) methods. All the three methods were used to determine which one among them was the best in the evaluations to enable the authors come up with a trustworthy result and conclusion on the investigations. The cyclic voltammetry was used was only used for preliminary studies because it is not as sensitive and detailed as the other procedures (Lourencao, Baccarin, Medeiros, Rocha-Filho & Fatibello-Filho, 2013). The three methods were used to find the best conditions for determining ABZ. After optimization of the of the limitations of the experiment for the methods, the result was used to draw curves by adding the aliquots of the stock solution of the ABZ to electrochemical cell that had 10 mL of 0.05 mol L-1 H2SO4. All the experiments were done through an Autolab PGSTAT-30 potentiostat that was controlled by the GPES 4.9 software. The experiment also employed the use of a three-electrode sell system where a BDD electrode was the working one, an Ag electrode as the reference and the platinum wire as the auxiliary electrode. The experiment also used an LC-10 AT Shimadzu system to determine the ABZ through a high performance

Cultural Activity Report Essay Example | Topics and Well Written Essays - 500 words

Cultural Activity Report - Essay Example Inside the book, there were different directions to various sections within the museum. In addition, it had a brief history of the museum. As I was walking, I noticed that the people who were attending the museum, were people from different ethnic background. Although, most of them were Americans and Chinese. Just like any other museum, they were dressed in casual clothes. The Museum has different sections: anthropology, archaeology, arms gallery, art, numistics, educational activities, botany, zoology, geology, children museum, and various laboratories. However, after visiting all the sections within the museum, there were two sections which caught my attention. This were the archaeology and the anthropology sections. The anthropology section, is basically concerned with preserving data about evolution of man and the activities that they were involved with. It is in this section that I managed to see the first computer that was built in 1930. The computer was about a half tonne and 10 meters long. The curator told me that it was slow, and it could not store information for more than twenty four hours. I also realised that up to today the way the Egypt pyramids were built, have not been understood. In fact, most researchers believe that the technique that the Egyptians used to build the pyramid is very advanced, and this therefore means that in terms of building technology, the earlier man may have been advanced than us. While, the archaeology section contained ancient Egypt pieces of arts, the protestant reformation arts, the ancient Chinese culture arts etc. Some of the ancient Egypt pieces of art which I saw were, the lion hunting cup, drachma, cow nursing its calf, and horse shaped drinking vessel; as well as images of kings. While, some of the ancient Chinese pieces of art I saw were, the travellers among mountains and streams by Fan Ku’an, and the three coloured ceramics (Tang Dynasty) by San Cai. Out of these arts, the

Strategic management Essay Example | Topics and Well Written Essays - 5000 words - 1

Strategic management - Essay Example Organizations can achieve success only when their productions, its brand image, reach and in total its profit reaches the upper echelons. The organizations can achieve all these above mentioned objectives, when it has good and importantly quality products or services to offer, then effective distribution strategies, good expansion strategies and finally optimal Leadership. All these aspects, if formulated and implemented effectively can elevate any organization, but if these aspects are not put into operation, the survival and success of the organization will be doubtful. So, this paper will analyze how the organization of Thorntons implemented all these above mentioned aspects or strategies from its origin to the year 2000 and from 2000 to the present day Thorntons, the largest manufacturer and retailer of specialist chocolates in United Kingdom, was founded by Joseph Thornton in 1911. His two sons, Norman Thornton and Stanley Thornton started working in the shop and aided him in retailing, devising recipes, and in the manufacturing process. The combined work of the family members provided their business a good impetus. Good flow of customers increased their profits and also their visibility, so they named their business after their family name. To increase their range of chocolate products, Stanley and Norman Thornton visited Switzerland in 1953. There they intend to find a good chocolate maker, who could make original and tasty chocolates. They visited Basle School for Swiss Chocolatiers and there they found Walter Willen, a capable student who only created some of the original recipes for Thorntons’ Continental chocolates. The Continental chocolate is the product range that was to become the largest-selling specialist assor tment of chocolates in the UK. After functioning for more than half a century at Sheffield, Thorntons moved to a purpose built modern food and chocolate production facility at