CHAPTER-1 GOALS

A goal is a desired result a person or a system envisions, plans and commits to achievea personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines. It is roughly similar to purpose or aim, the anticipated result which guides reaction, or an end, which is an object, either a physical object or an abstract object, that has intrinsic value.

1.1) Goal setting

Goal-setting ideally involves establishing specific, measurable, attainable, realistic and time-targeted objectives. Work on the goal-setting theory suggests that it can serve as an effective tool for making progress by ensuring that participants have a clear awareness of what they must do to achieve or help achieve an objective. On a personal level, the process of setting goals allows people to specify and then work towards their own objectives most commonly financial or career-based goals. Goal-setting comprises a major component of personal development. A goal can be long-term or short-term.

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1.1.a) Short-term Goals

Short-term goals expect accomplishment in a short period of time, such as trying to get a bill paid in the next few days. The definition of a short-term goal need not relate to any specific length of time. In other words, one may achieve (or fail to achieve) a short-term goal in a day, week, month, year, etc. The time-frame for a shortterm goal relates to its context in the overall time line that it is being applied to. For instance, one could measure a short-term goal for a month-long project in days; whereas one might measure a short-term goal for someones lifetime in months or in years. Plannersusually define short-term goals in relation to a long-term goal or goals.

1.1.b) Long-term goals

Long term are ones that you will achieve over a longer period of time (e.g., one semester, one year, five years, or twenty years). Long-term goals often are our most meaningful and important goals. One problem, however, is that the achievement of these goals is usually far in the future. As a result, we often have trouble staying focused and maintaining a positive attitude toward reaching these goals. This is why it is helpful to set up what we call enabling goals.

1.2) Personal Goals

Individuals can set personal goals. A student may set a goal of a high mark in an exam. An athlete might run five miles a day. A traveler might try to reach a destination-city within three hours. Financial goals are a common example, to save for retirement or to save for a purchase. Managing goals can give returns in all areas of personal life. Knowing precisely what one wants to achieve makes clear what to concentrate and improve on, and often subconsciously prioritizes that goal.Goal setting and planning ("goal work") promotes long-term vision and short-term motivation. It focuses intention, desire, acquisition of knowledge, and helps to organize resources.Efficient goal work includes recognizing and resolving all guilt, inner conflict or limiting belief that might cause one to sabotage one's efforts. By setting clearly defined goals, one can subsequently measure and take pride in the achievement of those goals. One can see progress in what might have seemed a long, perhaps impossible, grind.

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1.2.1) Achieving personal goals

Achieving complex and difficult goals requires focus, long-term diligence and effort. Success in any field requires forgoing excuses and justifications for poor performance or lack of adequate planning; in short, success requires emotional maturity. The measure of belief that people have in their ability to achieve a personal goal also affects that achievement. Long term achievements rely on short-term achievements. Emotional control over the small moments of the single day makes a big difference in the long term. One formula for achievement reads A= I*M[citation needed] where A = achievement, I = intelligence, and M = motivation. When motivation equals zero, achievement always equals zero, no matter the degree of intelligence. Similarly for intelligence: if intelligence equals zero, achievement always equals zero. The higher the combination of both intelligence and the motivation, the higher the achievements.

1.3) Goal Management In Organizations

Organizationally, goal management consists of the process of recognizing or inferring goals of individual team-members, abandoning no longer relevant goals, identifying and resolving conflicts among goals, and prioritizing goals consistently for optimal team-collaboration and effective operations. For any successful commercial system, it means deriving profits by making the best quality of goods or the best quality of services available to the end-user (customer) at the best possible cost. Goal management includes:

Assessment and dissolution of non-rational blocks to success Time management Frequent reconsideration (consistency checks) Feasibility checks Adjusting milestones and main-goal targets

Morten Lind and J.Rasmussen distinguish three fundamental categories of goals related to technological system management:[citation needed] 1. Production goal 2. Safety goal 3. Economy goal

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An organizational goal-management solution ensures that individual employee goals and objectives align with the vision and strategic goals of the entire organization. Goal-management provides organizations with a mechanism to effectively communicate corporate goals and strategic objectives to each person across the entire organization. The key consists of having it all emanate from a pivotal source[citation needed] and providing each person with a clear, consistent organizational-goal message. With goal-management, every employee understands how their efforts contribute to an enterprise's success. An example of goal types in business management:

Consumer goals: this refers to supplying a product or service that the market/consumer wants Product goals: this refers to supplying a product outstanding compared to other products[citation needed] perhaps due to the likes of quality, design, reliability and novelty

Operational goals: this refers to running the organization in such a way as to make the best use of management skills[citation needed], technology and resources

Secondary goals: this refers to goals which an organization does not regard as priorities

1.4) Organizational Goals

Every organization has various types of goals. "Organizational goals are desired states of affairs or preferred results that organizations attempt to realize and achieve" (Amitai Etzioni). The idea of organizational goals has a long history in economics, in which the classic position posits an entrepreneur or ownership group which in turn establishes the goals of the firm. Alternatively, these goals may represent a concesus arrived at by all members of the organization.One useful scheme for describing organizational goals was provided by Charles Perrow. He has identified the following types of organizational goals: * Officials goals. These goals are the formally stated goals of an organization described in its charter and annual reports and they are emphasized in public statements by key executives. * Operative goals are the outcomes that the organization actually seeks to attain through its operating policies and activities. * Operational goals Organizational goals define the performance objectives and desired behaviours within an organization. However, a typical social organization today has multiple stakeholders-groups of people, and consequently has multiple goals, which, at times, may be mutually conflicting. *According to Perrow, multiple organizational goals can be classified into four major categories:
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* Output goals. These goals are the "end product," such as consumer products, services, health care, or education. * System goals. System goals relate to theorganization itself, and they consist of such things as growth, stability, profit, efficiency, market share. * Product goals. Product goals consist of the characteristics of the goods or services, such as quality, styling, uniqueness, variety, and price. * Derived goals refer to the way an organization uses its power and influence to achieve other social or political goals (such as employee welfare, community services, or political aims).

Henry Minztberg has provided a different classification of goals: * System goals. There are four system goals: survival, efficiency, control, and growth. * Formal goals. Formal goals are used by managers to tell everyone what they are doing. * Ideological goals. These goals are what the people within the organization believe in. * Shared personal goals. These goals are what people within the organization come together to accomplish for their mutual benefit. For most organizations, goals are constantly changing and members of the organizations must respond appropriately, by formulating new goals as well as deciding which goals will be accomplished, and in what order.

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CHAPTER - 2 COMPANY PROFILE

2.1) Company Overview

Nokia Corporation is a Finnish multinational communications corporation, headquartered in Keilaniemi, Espoo, a city neighbouring Finland's capital Helsinki. Nokia is focused on wireless and wired telecommunications, with 128,445 employees in 120 countries, sales in more than 150 countries and global annual revenue of EUR 50.7 billion and operating profit of 5.0 billion as of 2008. It is the world's largest manufacturer of mobile telephones: its global device market market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). Nokia's subsidiary Nokia Siemens telecommunications network equipments, solutions and services. Navteq is part of Nokia's strategy of focusing on mobile navigation.Nokia has sites for research and development, manufacture and sales in many continents Throughout the world. As of December 2008, Nokia had R&D presence in 16 countries and Employed 39,350 people in research and development, representing approximately 31% of the
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group's total workforce. The Nokia Research Center, founded in 1986, is Nokia's industrial research unit of about 500 researchers, engineers and scientists. It has sites in seven countries: Finland, China, India, Kenya, Switzerland, United Kingdom and United States. Besides its NRCs, in 2001 Nokia founded (and owns) INdT Nokia Institute of Technology, a R&D institute located in Brazil. Nokia's production facilities are located at Espoo, Oulu and Salo, Finland; Manaus, Brazil; Beijing, Dongguan and Suzhou, China; Fleet, England; Komrom, Hungary; Chennai, India; Reynosa, Mexico; Jucu, Romania and Masan, South Korea. Nokia's Design Department remains in Salo, Finland.Nokia is a public limited liability Helsinki, Frankfurt, and New York stock exchanges. Nokia plays a very large role in the economy of Finland: it is by far the largest Finnish company, accounting for about a third of the market capitalization of the Helsinki Stock Exchange (OMX Helsinki) as of 2007; a unique situation for an industrialized country. It is an important employer in Finland and several small companies have grown into large ones as its partners and subcontractors. Nokia increased Finland's GDP by more than 1.5% in 1999 alone. In 2004 Nokia's share of the Finland's GDP was 3.5% and accounted for almost a quarter of Finland's exports in 2003. Finns have ranked Nokia many times as the best Finnish brand and employer. The Nokia brand, valued at $35.9 billion, is listed as the fifth most valuable global brand in Interbrand/ BusinessWeek's Best Global Brands list of 2008 (first non-US company. It is the number one brand in Asia (as of 2007) and Europe (as of 2008), the 42nd most admirable company worldwide in Fortune's World's Most Admired Companies list of 2009 (third in Network Communications, seventh non-US company), and is the world's 88th largest company in Fortune Global 500 list of 2008, up from 119 of the previous year. As of 2008, AMR supply chain number two in the world.

One Of Nokias latest Model-Nokia

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2.2) History of Nokia

2.2.1) How it all began
Nokia started by making paper the original communications technology

The history of Nokia goes back to 1865. That was when Fredrik Idestam built a wood pulp mill on the banks of the Tammerkoski rapids, in southern Finland. A few years later, he built a second mill by the Nokianvirta river the place that gave Nokia its name.

2.2.2) Who was Fredrik Idestam?

A mining engineer by trade, Idestam brought a new, cheaper paper manufacturing process to Finland from Germany. It was a great success. Idestams invention won a bronze medal at the Paris World Exposition in 1867, and he is considered to be the father of Finlands paper industry.

* Idestam named his company Nokia Ab in 1871

* Nokia Ab added electricity generation to its business activities in 1902

Did you know?

The Nokianvirta river is named after a dark, furry animal that was locally known as the Nokia a type of marten

2.2.3) Timeline

2.2.3.1) Nokias first century: 1865-1967 The first Nokia century began with Fredrik Idestam's paper mill on the banks of the Nokianvirta river. Between 1865 and 1967, the company would become a major industrial force; but it took a merger with a cable company and a rubber firm to set the new Nokia Corporation on the path to electronics...

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1865: The birth of Nokia :Fredrik Idestam establishes a paper mill at the Tammerkoski Rapids in southwestern Finland, where the Nokia story begins.

1898: Finnish Rubber Works founded: Eduard Poln founds Finnish Rubber Works, which will later become Nokia's rubber business.

1912: Finnish Cable Works founded: Arvid Wickstrm starts Finnish Cable Works, the foundation of Nokia's cable and electronics businesses.

1937: Verner Weckman, industry heavyweight: Former Olympic wrestler Verner Weckman becomes President of Finnish Cable Works.

1960: First electronics department: Cable Works establishes its first electronics department, selling and operating computers.
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1962: First in-house electrical device:The Cable Works electronics department produces its first in-house electrical device - a pulse analyzer for nuclear power plants. \

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1967: The merger: Nokia Ab, Finnish Rubber Works and Finnish Cable works formally merge to create Nokia Corporation

2.2.3.2) The move to mobile: 1968-1991 The newly formed Nokia Corporation was ideally positioned for a pioneering role in the early evolution of mobile communications. As European telecommunications markets were deregulated and mobile networks became global, Nokia led the way with some iconic products...

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1979: Mobira Oy, early phone maker: Radio telephone company Mobira Oy begins life as a joint venture between Nokia and leading Finnish television maker Salora.

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1981: The mobile era begins: Nordic Mobile Telephone (NMT), the first international mobile phone network, is built.

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1982: Nokia makes its first digital telephone switch: The Nokia DX200, the companys first digital telephone switch, goes into operation.

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1984: Mobira Talkman launched: Nokia launches the Mobira Talkman portable phone.

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1987: Mobira Cityman birth of a classic: Nokia launches the Mobira Cityman, the first handheld NMT phone.
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1991: GSM a new mobile standard opens up: Nokia equipment is used to make the worlds first GSM call.

2.2.3.3) Mobile revolution: 1992-1999

In 1992, Nokia decided to focus on its telecommunications business. This was probably the most important strategic decision in its history. As adoption of the GSM standard grew, new CEO Jorma Ollila put Nokia at the head of the mobile telephone industrys global boom and made it the world leader before the end of the decade...

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1992: Jorma Ollila becomes President and CEO: Jorma Ollila becomes President and CEO of Nokia, focusing the company on telecommunications.

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1992: Nokias first GSM handset: Nokia launches its first GSM handset, the Nokia 1011.

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1994: Nokia Tune is launched: Nokia launches the 2100, the first phone to feature the Nokia Tune.

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1994: Worlds first satellite call: The worlds first satellite call is made, using a Nokia GSM handset.

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1997: Snake a classic mobile game:The Nokia 6110 is the first phone to feature Nokias

Snake game.

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1998: Nokia leads the world: Nokia becomes the world leader in mobile phones.

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1999: The Internet goes mobile:Nokia launches the world's first WAP handset, the Nokia 7110.

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2.2.3.4) Nokia Now: 2000-today

Nokias story continues with 3G, mobile multiplayer gaming, multimedia devices and a look to the future...

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2002: First 3G phone: Nokia launches its first 3G phone, the Nokia 6650.

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2003:Nokia launches the N-Gage: Mobile gaming goes multiplayer with the N-Gage.

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2005: The Nokia Nseries is born:Nokia introduces the next generation of multimedia devices, the Nokia Nseries.

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2005: The billionth Nokia phone is sold:Nokia sells its billionth phone a Nokia 1100 in Nigeria. Global mobile phone subscriptions pass 2 billion.

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2006: A new President and CEO Nokia today: Olli-Pekka Kallasvuo becomes Nokias President and CEO; Jorma Ollila becomes Chairman of Nokias board. Nokia and Siemens announce plans for Nokia Siemens Networks.

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2007: Nokia recognized as 5th most valued brand in the world. Nokia Siemens Networks commences operations. Nokia launches Ovi, its new internet services brand.

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2008:Nokia's three mobile device business groups and the supporting horizontal groups are replaced by an integrated business segment, Devices & Services.

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2.3) LOGOS of NOKIA over the Period of time

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Nokia Company logo. Founded in Tampere in 1865, incorporated inNokia in 1871.

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The brand logo ofFinnish Rubber Works, founded in Helsinki in 1898. Logo from 1965 to 1966.

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The Nokia Corporation "arrows" logo, used before the "Connecting People" logo.

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Nokia introduced its"Connecting People"advertising slogan, coined by Ove Strandberg and used since 1992.

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2.4) FIRST MOBILE PHONE

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The Mobira Cityman 200, Nokia's NMT-900 mobile phone from the early 1990s.

The technologies that preceded modern cellular mobile telephony systems were the various "0G" pre-cellular mobile radio telephony standards. Nokia had been producing commercial and military mobile radio communications technology since the 1960s. Since 1964, Nokia had developed VHF-radio simultaneously with Salora Oy. In 1966, Nokia and Salora started developing the ARP standard (which stands for Autoradiopuhelin, or "car radio phone"), a carbased 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 these two companies 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's mobile phones got a big publicity boost in 1987, when Soviet leader MikhailGorbachev 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 "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
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GeoSentric). One year later, Nokia-Mobira Oy became Nokia Mobile Phones.

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NATURE OF BUSINESS

NOKIA company is the manufacturer and exporter of electronics.

It manufacture and export products like mobile phones,smartphones,multimedia

computers,network services and software online services

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2.5) NOKIA BOARD OF DIRECTORS

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Chairman Jorma Ollila (Chairman since 1999) Chairman of the Board of Directors of Nokia Corporation. Chairman of the Board of Directors of Royal Dutch Shell Plc.

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Dame Marjorie Scardino, Vice Chairman (since 1999)

Stephen Elop President and CEO of Nokia Corp. Chairman of the Nokia Leadership Team.

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Dr. Bengt Holmstrm

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Per Karlsson Member of the Personnel Committee.

Jouko Karvinen Member of the Audit Committee

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Helge Lund Member of the Personnel Committee.

Isbel Marey- Semper Member of the Audit Committee.

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Risto Siilasmaa Chairman of the Audit Committee. Member of the Corporate Governance and Nomination Committee.
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Kari Stadigh Member of the Personnel Committee.

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2.6) Nokia head office

Keilalahdentie 2-4 P.O. Box 226 FIN-00045 Nokia Group Finland Tel. +358 (0) 7180 08000 Fax. +358 7180 34003 .

Nokia India SP Infocity, Industrial Plot no. 243 Udyog Vihar, Phase 1, Dundahera, Gurgaon, Haryana - 122016. INDIA Tel. +91 124 4833000 Fax +91 124 4833099

NOKIA FACTORY LOCATION

HARYANA Nokia India Pvt. Ltd. 1st Floor, Tower A&B, Cybergreen, DLF Cyber City Sector 25A, Gurgaon, Haryana 122002. India

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MUMBAI Nokia India Pvt. Ltd

A Wing 1st Floor, Glenmark House,

HDO Compound,

Off Western Express Highway,

Andheri East,

Mumbai 400099.

Tel. 022 67769000

KOLKOTA Nokia India Pvt Ltd

DN-62, Millenium City,

Tower-B, Sector-5,

Salt Lake City

Kolkata-700091

Tel. +91 33 4006 2264

Fax +91 33 4006 2260

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BANGALORE Nokia India Pvt Ltd

Prestige Tech Park,

#2A, Jupiter block, 3rd floor,Sarjapur,

Marathahalli Ring Road, Kadabeesanahalli,

Bangalore - 560 087.

Tel: 40159000

2.7) NOKIA SUBSIDIARIES

2.5.1) Nokia Siemens Networks- Nokia Siemens Networks is a European company, provider of data networking and telecommunications equipment. It is a joint venture between Nokia of Finland and Siemens of Germany.The new company was announced on 19 June 2006. Nokia Siemens Networks was officially launched at the 3GSM World Congress in Barcelona in February 2007. Nokia Siemens Networks then began full operations on 1 April 2007 and has its headquarters in Espoo, Greater Helsinki,Finland]. Nokia Siemens Networks has operations in some 150 countries serving over 600 customers. On 19 July 2010, the company acquired the wireless-network equipment division of Motorola.

In January 2008 Nokia Siemens Networks acquired Israeli company Atrica, a company that builds carrierclass Ethernet transport systems for metro networks. The official release did not disclose terms, however they are thought to be in the region of $100 million.

In February 2010 Nokia Siemens Networks acquired Apertio, Bristol UK-based, a mobile network customer management tools provider for 140 million.With this acquisition Nokia Siemens Networks gained customers in the subscriber management area including Orange, TMobile, O2, Vodafone and Hutchison 3G.

In July 2010, Nokia Siemens Networks acquired the wireless-network equipment division of Motorola.

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2.7.2) NAVTEQ - Navigation Technologies Corporation Navteq is a Chicago, Illinois-based provider of Geographic Information Systems (GIS) data and is a dominant company in providing the base electronic navigable maps. The company is a wholly owned subsidiary of Nokia but operates independently.

On October 1, 2007, it was announced that Nokia would acquire Navteq in a deal valued at an estimated $8.1 billion (5.7 billion). Navteq shareholders approved the deal in December 2007. TheEuropean Commission in July 2008 ruled the deal did not violate anti-trust rules clearing the way for closing the deal. Navteq's principal rival Tele Atlas was acquired by TomTom in 2008.

2.7.3) Symbian- Symbian is a mobile operating system (OS) and computing platform designed for smartphones and currently maintained by Nokia. The Symbian platform is the successor to Symbian OS and Nokia Series 60; unlike Symbian OS, which needed an additional user interface system, Symbian includes a user interface component based on S60 5th Edition. The latest version, Symbian^3, was officially released in Q4 2010, first used in the Nokia N8. The Symbian platform was created by merging and integrating software assets contributed by Nokia, NTT DoCoMo, Sony Ericsson and Symbian Ltd., including Symbian OS assets at its core, the S60 platform, and parts of the UIQ and MOAP(S) user interfaces. In December 2008, Nokia bought Symbian Ltd., the company behind Symbian OS; consequently, Nokia became the major contributor to Symbian's code, since it then possessed the development resources for both the Symbian OS core and the user interface. Since then Nokia has been maintaining its own code repository for the platform development, regularly releasing its development to the public repository.

2.7.4) Vertu Mobile Phone - Vertu is a British-based manufacturer and retailer of luxury mobile phones. Formerly a wholly owned subsidiary, the business is now an independently run division of the Finnish mobile phone manufacturer Nokia. Vertu designs and manufactures luxury mobile phones in the same vein as luxury watch manufacturers like Rolex, IWC and Patek Philippe. The most expensive model it has ever made is the Signature Cobra, at 213,000 (~$310,000); the most expensive regular model is the Signature Diamond at 55,000 (~$83,000). Prices start at 3500 for the Constellation model.[1] Other models include: Ascent, Constellation, Ascent Ti, Ascent 2010, Ayxta and Quest. The standard Ascent models come in many different colours, such as: Black, Brown, Red and Orange. The Special Edition models come in White, Azure Blue and Pink. The Summer Collection models come in Strawberry Red and White.
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CHAPTER-3 NOKIA Mission and Vision

Nokias mission is simple, Connecting People.

3.1) The road ahead

Until now, development in mobile industry has mainly been a matter of delivering connections more, faster, cheaper, and more efficient. This is still important. The connectivity explosion continues, and by 2015 Nokias R& D knows that 5 billion people and further billions of devices will be connected. So, Nokia must continue applying our expertise in order to deliver on the reality of hundred-fold increases in traffic.

Towards an ecosystem of partners

Today, however, Nokia is also focusing like never before on delivering quality quality experience. Nokia can see that a more open, collaborative and customer-centric way of working could bring so much more value to billions of individuals, and to millions of businesses. Nokia at Nokia Siemens Networks must drive that change by leaving the closed and proprietary mindset behind, and leading the way in a new spirit of openness and collaboration.

Our customers challenges

Our customers, Communications Service Providers (CSPs), face challenges on all fronts: the need to increase efficiency keeps pressure on capital and operational costs; the dramatic rise in traffic due to the proliferation of internet applications demands new business models for monetization; and an ever fiercer competitive climate is challenging CSPs to prove they can retain the customers they have and win back any they might have lost. Nokia Siemens Networks will play a vital role in helping CSPs meet these challenges. This role is our mission its about building value.

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Our mission

by improving efficiency and experience Nokia have built value by addressing efficiency, and Nokia continue to do that. But Nokia also need to address the customers need for a better experience, because its experience that builds relationships, and relationships that build value.

Our vision

Nokia believe that CSPs can ultimately enable and deliver a segment of one where they can define and enhance the service experience for each and every individual. Customers whose communications experience fits and works for them dont change operators. And operators who can devote themselves to enriching the customers experience build stronger, more lasting and profitable customer relationships. The individual communications experience is the greatest value a communications service provider can deliver to their customer, and so its the greatest value Nokia can support communications service providers in delivering. The future of service is largely network-based. Internet applications hosted in the cloud (email, social networking sites, corporate service and communication tools, etc.), already account for a large proportion of the services people access every day. Every day, therefore, quality of network experience has more and more to do with quality of life.Ultimately every service is delivered to an individual. And those individuals will benefit from the services being delivered in a way that fits their personal needs and desires. This experience cannot be the privilege of the few. It must be as true for customers in emerging countries with just a dollar to spend, as for businesses in developed countries with greater resources, and for the trillions of devices that make up the Internet of Things.
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Our vision acknowledges that communications service providers need to manage this complexity wisely, ensuring the necessary security and authentication for users, while having the ability to profitably deliver a customized experience, based on a persons locations, context, device, usage patterns and preferences.Our vision guides our mission, and our mission is to build more valuable customer relationships. The individual communications experience builds more valuable customer relationships.

NOKIAs STRATEGY
Nokias strategic intent is to build great mobile products. Nokia job is to enable billions of people everywhere to get more of lifes opportunities through mobile. News - new strategy, new leadership, new operational structure Nokia has recently outlined its new strategic direction, including changes in leadership and operational structure to accelerate the companys speed of execution in a dynamic competitive environment. Major elements of the new strategy include: *Plans for a broad strategic partnership with Microsoft to jointly build a new winning mobile ecosystem. *A renewed approach to capture volume and value growth to connect the next billion to the Internet in developing growth markets

*Focused investments in next-generation disruptive technologies

*A new leadership team and organizational structure with a clear focus on speed, results and accountability Nokia is at a critical juncture, where significant change is necessary and inevitable in our journey forward, said Stephen Elop, Nokia President and CEO. Today, Nokia are accelerating that change through a new path, aimed at regaining our smartphone leadership, reinforcing our mobile device platform and realizing our investments in the future.

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The strategy

Nokias strategy is about investing in and ensuring Nokias future. I have incredible optimism because I can see fresh opportunity for us to innovate, to differentiate, to build great mobile products, like never before, and at a speed that will surpass what Nokia have accomplished in the past, Elop said. Nokia are going forward. Nokia are not going backwards. Nokia have a strategy. Nokia have a path. Nokia have a future. And Nokia can deliver great mobile products. And despite all of these changes, Nokia remain true to our mission, that of Connecting People.

Regaining leadership in the smartphone space

July 30 Times Of India Article Apple and Samsung Electronics ended struggling Nokias 15 year old reign at the top of th smartphone sales rankings in the second quarter. Apple Sold a record 20.3 million iphone June 2011 quarter and Samsung sold 19 million smartphones well ahead of Nokias 16.7 million. Nokia plans to form a broad strategic partnership with Microsoft to jointly build a global ecosystem that creates opportunities beyond anything that currently exists. It brings together highly complementary assets and competences. The Nokia-Microsoft ecosystem targets to deliver differentiated and innovative products with unrivalled scale in product breadth, geographical reach, and brand identity.Nokia would adopt Windows Phone as its primary smartphone platform, helping drive and define the future of the platform by leveraging its expertise on hardware optimization, software customization, and language support. Nokia and Microsoft would also combine services assets to drive innovation. Nokia Maps, for example, would be at the heart of key Microsoft assets such as Bing and AdCenter, and Nokias application and content store would be integrated into Microsoft Marketplace. Under the proposed partnership, Microsoft would provide developer tools, making it easier for application developers to leverage Nokias global scale. While Nokia transitions to the Windows Phone platform, Symbian will continue to offer considerable value to Nokia, to our customers, developers and consumers. 200 million people use Symbian globally, and Nokia will modernize the platform through investments in completely new devices with new features, hardware improvements such as GHz+ processing capabilities and significantly increased graphics speed, as well as software improvements.

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Maintaining volume and value leadership in the mobile phones space

In feature phones, Nokias strategy is to leverage its innovation and strength in growth markets to connect the next billion people to their first Internet and application experience. By providing compelling and affordable, localized mobile experiences, particularly to the emerging markets, our ambition is to bring the next billion online. Nokia will continue the renewal of our Series 40 platform in QWERTY, touch&type, dual SIM, Nokia services, including Maps, Browser, Life Tools, Web apps and Money. Nokia are also investing in the future; developing assets (platform, software, apps), which will bring a modern mobile experience to the mobile phone consumers and enable business opportunities for developers. These investments will be especially focused on growth economies.

Sustaining future as the worlds leading mobile manufacturer

To make sure Nokia get ahead of the game on industry innovation evolution, our MeeGo efforts will transition into an ongoing long-term market exploration of the next generation of devices, platforms and user experiences.

New leadership team, operational structure and governance to drive the change in strategy

This new strategy is supported by significant changes in Nokias leadership, operational structure and approach. The renewed governance will expedite decision-making and improve time-to-market of products and innovations, placing a heavy focus on results, speed and accountability. The new strategy and operational structure are expected to have significant impact to Nokia operations and personnel.

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CHAPTER - 4 PRODUCTS AND MARKETING STRATEGIES

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4.1) NOKIA BRAND

Nokia has emerged as the Most Trusted Brand in India in the annual survey undertaken by Brand Equity of The Economic Times, India's largest and the world's second most read financial daily. Nokia was ranked 71 in 2005, when it first made an appearance in the Brand Equity Most Trusted Brand survey. Since then, the company has consistently gained ground - from No. 44 in 2006 to No. 4 in 2007, and finally to No. 1 in 2008. Nokia Group the Finland-based manufacturer of mobile phones, has been steadily working on its corporate brand name and the management of consumer perceptions over the last few years. Its efforts have paid off, because it is now the number one brand in many markets around the world, effectively dislodging Motorola from that position. The brand has been built using the
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principles described above, and has been consistently well managed across all markets. Nokia has succeeded in lending personality to its products, without even giving them names. In other words, it has not created any sub-brands but has concentrated on the corporate brand, giving individual products a generic brand personality. Only numeric descriptors are used for the products, which do not even appear on the product themselves. Such is the strength of the corporate brand.Nokia has suceeded where other big brand names have so far failed, chiefly by putting across the human face technology-taking and dominating the emotional high ground. It has done so in the following way.

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4.1.1) Nokia Brand Personality

Nokia has detailed many personality characteristics for its brand, but employees do not have to remember every characteristic. They do, however, have to remember the overall impression of the list of attributes, as you would when thinking about someone you have met. As the focus is on customer relationships, the Nokia personality is like a trusted friend. Building friendship and trust is at the heart of the Nokia brand. And the human dimension created by the brand personality carries over into the positioning strategy for the brand.

Nokia is a great brand because it knows that the essence of the brand needs to be reflected in everything the company does, especially those that impact the consumer. Product design is clearly critical to the success of the brand, but how does Nokia manage to inject personality into product design? The answer is that it gives a great deal of thought to how the user of its phones will experience the brand, and how it can make that experience reflect its brand character. The large display screen, for example, is the "face" of the phone. Nokia designers
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describe it as the "eye into the soul of the product". The shape of phones is curvy and easy to hold. The faceplates and their different colors can be changed to fit the personality, lifestyle, and mood of the user. The soft key touch pads also add to the feeling of friendliness, expressing the brand personality. Product design focuses on the consumer and his needs, and is summed up in the slogan, "human technology."Nokia now accounts for over half of the value of the Finland stock market, and has taken huge market share from its competitiors. According to one brand valuation study carried out in mid-1999, it ranked 11th on the world's most valuable brand list, making it the highest-ranking brand.

4.2) NOKIA PRODCTS

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1 Mobile phones
1.1 Classic series The Mobira series 1.2 Original series 1.3 10009000 series

1.3.1 Nokia 1000 series Ultrabasic series- The Nokia 1000 series include Nokia's most affordable phones. They are mostly targeted towards developing countries and users who do not require advanced features beyond making calls and SMS text messages, alarm clock, reminders, etc.

1.3.2 Nokia 2000 series Basic series- Like the 1000 series, the 2000 series are entry-level phones. However, the 2000 series generally contain more advanced features than the 1000 series; many new 2000 series phones feature color screens and some feature cameras, Bluetooth and even AGPS, GPS such as in the case of the Nokia 2710. The 2000 series slot between the 1000 and 3000

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series phones in terms of features.

1.3.3 Nokia 3000 series Expression series - The Nokia 3000 series are mostly mid-range phones targeted towards the youth market. Some of the models in this series are targeted towards young male users, in contrast with the more unisex business-oriented 6000 series and the more feminine fashion-oriented 7000 series. Feature wise, the 3000 series slot between the 2000 and 6000 series.

1.3.4 Nokia 5000 series Active series - The Nokia 5000 series are similar in features to the 3000 series, but often contain more features towards active individuals. Many of the 5000 series phones feature a rugged construction or contain extra features for music playback.

1.3.5 Nokia 6000 series Classic Business series - The Nokia 6000 series is Nokia's largest family of phones. It consists mostly of mid-range to high-end phones containing a high amount of features. The 6000 series is notable for their conservative, unisex designs, which make them popular among business users.

1.3.6 Nokia 7000 series Fashion and Experimental series - The Nokia 7000 series is a family of Nokia phones with two uses. Most phones in the 7000 series are targeted towards fashion-conscious users, particularly towards women. Some phones in this family also test new features. The 7000 series are considered to be a more consumer-oriented family of phones when contrasted to the businessoriented 6000 series.

1.3.7 Nokia 8000 series Premium series - This series is characterized by ergonomics and attractiveness. The internals of the phone are similar to those in different series and so on that level offer nothing particularly different, however the physical handset itself offers a level of functionality which appeals to users who focus on ergonomics. The front slide keypad covers offered a pseudo-flip that at the time Nokia were unwilling to make. Materials used increased the cost and hence exclusivity of these handsets.

1.3.8 Nokia 9000 series Communicator series (discontinued) - The Nokia 9000 series was reserved for the Communicator series, but the latest Communicator, the E90 Communicator, is an Eseries phone.

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1.4) Modern series (C/E/N/X) Nokia Cseries- The Nokia Cseries is an affordable series optimized for social networking and sharing. Nokia Eseries-The Nokia Eseries is an enterprise-class series and includes business-optimized smartphones.

Nokia Nseries-The Nokia Nseries is Nokia's most advanced smartphone series. It is for people who wish to have advanced multimedia and connectivity features and as many other features as possible into one device.

Nokia Xseries-The Nokia Xseries targets a young audience with a focus on music and entertainment.

Nokia N-Gage Mobile gaming devices -The N-Gage is a mobile telephone and handheld game system by Nokia, based on the Nokia Series 60 platform, released in October 2003. It began sales on October 7, 2003. The N-Gage QD replaced the original N-Gage in 2004. 1.5) Vertu Luxury phones - Vertu is a British-based manufacturer and retailer of luxury mobile phones. Formerly a wholly owned subsidiary, the business is now an independently run division of the Finnish mobile phone manufacturer Nokia.

1.6 Concept phones- The Nokia Morph is a concept mobile phone created by Finnish company Nokia. The concept, which was unveiled on February 25, 2008 at The Museum of Modern Art in New York City, was the product of a joint study into the future of mobile phones by the Nokia Research Center and the University of Cambridge's Nanoscience Centre.

1.7 Cardphones (PCMCIA)

2 Other products 2.1 Digital television 2.2 ADSL modems 2.3 WLAN products 2.4 Telephone switches 2.5 GPS products 2.6 TETRA
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2.7 Internet tablets 2.8 Security solutions 2.9 Software solutions

2.10 Military communications

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The Nokia 6300, a member of the Nokia 6000 series, Nokia's largest family of phones

4.3) NOKIA TARGET CUSTOMERS

4.3.1) Nokia targets youth market

Nokia announced the launch of Here and Now, an expansion of its Nokia.mobi mobile web portal promising news and entertainment geared for consumers between the ages of 18 and 35. According to Nokia, Here and Now will feature world news, music downloads and celebrity buzz from content partners including Reuters and Rolling Stone, as well as information on the handset giant's services and products. Here and Now is part of the Nokia Media Network premium mobile advertising effort, which extends across top-tier publishers as well as operator partners including Sprint and Airtel--existing advertisers include BMW, American Express and Universal Pictures. Nokia adds the Nokia.mobi portal is now bookmarked in all of its new devices.

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54

4.3.1) New Nokia web services target emerging markets

Concurrent with the announcement that it will cut hundreds of jobs, reorganize its Nokia Research Center and shutter its Turku, Finland office, handset giant Nokia said it will introduce a range of affordable mobile devices and new web services targeting consumers in emerging markets. Citing demand based on customer feedback, Nokia said it will initially focus on email, agriculture and education: Mail on Ovi, enabled on Nokia Series 40 devices, offers users email accounts directly on the mobile phone sans PC access. Mail on Ovi trials will launch in select markets by the end of November, with a global rollout planned across all currently shipping Nokia Series 40 devices by the end of 2008.

Nokia will also introduce Nokia Life Tools, a series of agriculture information and education applications created especially for rural and small town communities in emerging markets. The services boast an icon-based, graphically rich user interface complete with tables that can display information simultaneously in two languages. Nokia adds that related SMS-based services will guarantee Life Tools services work anywhere within network range, without the complexities of additional settings or the need for GPRS coverage. Nokia plans to launch the service in the first half of 2009. In addition, Nokia announced the launch of seven new budgetpriced mobile phones, including the Nokia 7100 Supernova and the Nokia 5130 XpressMusic.

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4.4) NOKIA COMPETITORS

Units Sold Market Brand (in millions) share

Market share 1st quarter, QoQ Change (%)

Market share YoY Change

2nd quarter 2009

2nd quarter, (%) 2009

Nokia

103.2

40.47 %

40.43 %

0.039999999999999 %

41.08 %

-0.61 %

Samsung LG Motorola Sony Ericsson Others

52.3 29.8 14.9

20.51 % 11.69 % 5.84 %

19.91 % 9.83 % 6.39 %

0.6 % 1.86 % -0.55 %

15.39 % 9.33 % 9.46 %

5.12 % 2.36 % -3.62 %

13.8

5.41 %

6.3 %

-0.89 %

8.22 %

-2.81 %

41

16.08 %

17.14 %

-1.06 %

16.53 %

-0.45 %

55

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Handset market share for 1st quarter, 2009 Units Sold Market share Brand (in millions) Nokia Samsung LG Motorola Sony Ericsson Blackberry Apple Others 93 45.8 22.6 14.7 1st quarter, 2009 40.43 % 19.91 % 9.83 % 6.39 % Market share 4th quarter, 2008 41.93 % 14.54 % 7.44 % 6.51 % QoQ Change (%) Market share 1st quarter, 2008 41.1 % 16.48 % 8.68 % 9.75 % YoY Change (%)

-1.5 % 5.37 % 2.39 % -0.12 %

-0.67 % 3.43 % 1.15 % -3.36 %

14.5

6.3 %

7.6 %

-1.3 %

7.94 %

-1.64 %

7.8 3.8 27.8

3.39 % 1.65 % 12.09 %

0% 0% 15.32 %

3.39 % 1.65 % -3.23 %

0% 0% 17.1 %

3.39 % 1.65 % -5.01 %

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4.5) NOKIA MARKETING STRATEGIES

4.5.1)Introducing the product
Nokia is a communications based company, which focuses on mobile telephone technology. When mobile phones first became available on the market the models were very basic with the best technology being SMS messaging (sending written "text messages" from one phone to another). Then the next advance in technology was being able to put different faces on your phone (different style covers for the front and back of your mobile device) and after that the technological advances have come thick and fast, with advances such as:

* MMS

* WAP (internet)

* Polyphonic ringtones

* Predictive SMS (where the phone will finish off a word for you)

* Camera phones and

* Video recorders

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4.5.2) Market research

A businesses success is based on whether they can give the customer what they want and when they want it. Nokia market research involves the collection, collation and analysis of data relating to the consumption and marketing of relevant products. The purpose of market research is really to find out whether there is a gap in the market for the product or service or whether it can make the customers available the product through persuasive adverting. . In order to classify the wants and needs of the consuming population, nokia gather information on the following:

Consumer behaviour- How do customers react to advertising? What are their reactions to new and developed products?

Buying patterns and sales trends- Organizations need to look at how buying trends and patterns are affected by class, gender, religion and region. They also need to understand how buying patterns change over time and what markets are expanding and are worth trying to enter and obviously which markets are contracting and companies shouldn't aim to enter into.

Consumer preferences- What customers are looking for in a product, for example, style, colour, technology, amount of outlets, customer service and promotional styles. Activities of competitors in the market- Nokia examines how their rivals are adapting their prices and products to meet the consumers need's, how well the rivals are selling and what marketing strategies they are using. Market research supply nokia with all the information they require about consumers preferences, whether they buy certain products, what design features are preferable and what kind of retail outfits are most frequently used for purchasing certain products.

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4.9) Nokia Positioning

Nokia has emerged as the Most Trusted Brand in India in the annual survey undertaken by Brand Equity of The Economic Times, India's largest and the world's second most read financial daily. Nokia was ranked 71 in 2005, when it first made an appearance in the Brand Equity Most Trusted Brand survey. Since then, the company has consistently gained ground - from No. 44 in 2006 to No. 4 in 2007, and finally to No. 1 in 2008.

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CHAPTER -4 FINANCIAL ANALYSIS

NOKIA TURNOVER

Nokia achieves record quarterly and annual device volumes, net sales and EPS. Net sales grew 13% in Q4 and 20% in 2006 . EPS grew 28% in Q4 and 27% in 2006 .

Nokia Board of Directors will propose a dividend of EUR 0.43 per share for 2006 (EUR 0.37 per share for 2005).

Non-IFRS first quarter 2010 results1 YoY EUR million Net sales Devices & Services NAVTEQ Nokia Siemens Networks 2 718 2 990 -9% 3 625 -25% Q1/2010 Q1/2009 Change 9 522 6 663 189 9 276 6 173 134 3% 8% 41% QoQ Q4/2009 Change 11 988 8 179 225 -21% -19% -16%

Operating profit Devices & Services NAVTEQ Nokia Siemens Networks

820 804 41

514 642 5

60% 25% 720%

1 473 1257 54

-44% -36% -24%

15

-122

201

-93%

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Operating margin Devices & Services NAVTEQ Nokia Siemens Networks

8.6% 12.1% 21.7%

5.5% 10.4% 3.7%

12.3% 15.4% 24.0%

0.6%

-4.1%

5.5%

EPS, EUR Diluted

0.14

0.10

40%

0.25

-44%

Reported first quarter 2010 results EUR million Net sales Devices & Services NAVTEQ Nokia Siemens Networks 2 718 2 990 -9% 3 625 -25% Q1/2010 Q1/2009 YoY Change Q4/2009 QoQ Change 9 522 6 663 189 9 274 6 173 132 3% 8% 43% 11 988 8 179 225 -21% -19% -16%

Operating profit Devices & Services NAVTEQ Nokia Siemens Networks

488 831 -77

55 547 -120

787% 52%

1 141 1 219 -56

-57% -32%

-226

-361

17

Operating margin Devices & Services NAVTEQ Nokia Siemens Networks

5.1% 12.5% -40.7%

0.6% 8.9% -90.9%

9.5% 14.9% -24.9%

-8.3%

-12.1%

0.5%

EPS, EUR Diluted

0.09

0.03

200%

0.26

-65%

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NOKIA ANNUAL BALANCE SHEET FOR THE YEAR 2010 and 2009
Period Ending Assets Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets Liabilities Current Liabilities Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges 18,065,000 1,392,000 4,074,000 23,531,000 5,809,000 1,371,000 16,434,000 1,106,000 4,251,000 21,791,000 6,454,000 1,869,000 17,266,006 5,062,233 6,366,205 28,694,444 1,311,021 2,519,134 2,618,000 13,850,000 10,208,000 3,385,000 6,356,000 36,417,000 984,000 2,621,000 7,678,000 2,586,000 59,000 2,141,000 52,486,000 1,639,000 11,092,000 11,471,000 2,676,000 7,002,000 33,879,000 960,000 2,679,000 7,419,000 3,963,000 214,000 2,162,000 51,276,000 2,404,948 7,209,206 13,455,587 3,570,770 7,854,848 34,495,359 895,160 2,946,273 8,820,493 5,860,123 14,097 2,767,241 55,798,745 31-Dec-2010 31-Dec-2009 31-Dec-2008

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Minority Interest Negative Goodwill Total Liabilities Stockholders' Equity Misc Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets Currency in USD.
58

2,478,000 30,711,000

2,383,000 30,114,000

3,245,129 35,769,728

330,000 14,086,000 (889,000) 419,000 5,352,000 19,297,000 9,033,000

353,000 14,537,000 (977,000) 400,000 4,465,000 18,778,000 7,396,000

346,786 16,482,212 (2,651,646) 623,087 5,228,577 20,029,018 5,348,402

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CHAPTER - 5 ORGANIZAION STRUCTURE

5.1) Organisational structure

59

Smart Devices: our business unit which focuses on smartphones, and additionally on exploring nextgeneration opportunities in devices, platforms and user experiences to support our industry position and longer-term financial performance. Mobile Phones: our business unit focused on bringing a modern and affordable mobile experience to people around the world. NAVTEQ: a leading provider of comprehensive digital map information and related location-based content and services for mobile navigation devices, automotive navigation systems, Internet-based mapping applications, and government and business solutions. Nokia Siemens Networks: jointly owned by Nokia and Siemens, is one of the leading providers of telecommunications infrastructure hardware, software and professional services globally.

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Nokia 2006 employee survey showed 42% of those surveyed had not received recognition or praise from their supervisor recently and less than half said constructive feedback was a significant element of performance evaluation. In response to this feedback, it have introduced a new performance evaluation tool designed to help employees understand their assessment better and give them clear ideas about how to improve. It encourages managers to give specific examples of good performance, and explain clearly how areas for improvement are identified. This has resulted in a 5% increase in employees indicating that it receive ongoing feedback which helps to improve their performance.It understand that praise is an important motivator and want to create a culture where team members recognize achievement and help each other perform well. In 2007, 762 people at the factory in Dongguan, China, participated in a competition designed to encourage employees to take pride in their skills by performing a range of production tasks to a high standard in the shortest time.

5.2) Leadership

Strong leadership is vital for the continued success of our company. In 2007, nokia launched a new leadership model True Nokia Leader alongside its new strategy and values. The True Nokia Leader must bring its values to life and consistently ensure they form relationships based on trust and deliver extraordinary achievement, growth and development for individuals, teams and its business. The model will guide our leadership development activities and the performance evaluations of managers and leaders.In 2007, Nokia was named number one company in Europe and number three in the world in a Top Companies for Leaders study conducted by human resources company Hewitt Associates, in partnership with Fortune magazine. The study examines how organizations identify and develop future leadership capability and analyzes the links between leadership practices and organizational performance

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CHAPTER 9 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Definition:
Research methodology is a process to systematically solve the research problem. It may b e u n d e r s t o o d a s a s c i e n c e o f s t u d y i n g h o w r e s e a r c h i s d o n e s c i e n t i f i c a l l y . W h y a research study has been undertaken, how the research problem has been defined. In whatway and why the hypothesis has been formulated, what data have been collected and particular method has been adopted. Why particular technique of analyzing data has beenused and a host of similar other questions are usually answered when we talk of researchmethodology concerning a research problem or study.A research design serves as a bridge between what has been established (the researchobjectives) and what is to be done, in the conduct of the study. In this project researchd o n e i s o f c o n c l u s i v e n a t u r e . C o n c l u s i v e r e s e a r c h p r o v i d e s i n f o r m a t i o n t h a t h e l p i n making a rational decision.Descriptive design was choose to measure the satisfaction level of customers on the basis of different parameters such as quality, price, features, technology, after sale services etc.This design ensured complete clarity and accuracy. It also ensured minimum bias incollection of data and reduced the errors in data interpretation. Statistical method wasfollowed in this research because the data was of descriptive nature and it also enabledaccurate generalizations.

OBJECTIVE OF THE STUDY

To study goals of an organization in Nokia Corporation To measure the goals of nokia ; whether they are getting fulfilled or not To understand how a company achieves success through its focused vision. To understand how a company prepares strategies to achieve its targets.

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Sources Of Data

Secondary Source-

The secondary data are those which have already been collected by someone else andwhich have already been through the statistical process. The data was collected in theform of company profile and produce profile from the web sites such as www.nokia.com And www.wikipedia.org and news paper like Times Of India

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CHAPTER-7 S.W.O.T. ANALYSIS

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NOKIA S.W.O.T ANALYSIS

STRENGTHS

Nokia is a dominant player in the smartphone market via its majority ownership of Symbian and its propritary Series 6000 user interface which are projected to represent majority of the 100M smartphones sold in the next 4 years.33% market share still the largest cell phone vendor by far, with double the market share of nearest competiter. Size should enable Nokia to amortize R&D costs and to get cost advantages. Brand position: probably one of the top 20 brands in the world
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WEAKNESSES

The Ngage is considered a flop. Being the market leader and its increase role in Symbian is giving Nokia a bad image, much like Microsoft in the PC industry. Slow to adopt new ways of thinking: a good example are clamshell phones which are preferred by many customers. Nokia was reluctant to produce a clamshell until this year, when it launched its first model.

OPPORTUNTIES

Increase their presence in the CDMA market, which they are just entering, as well as 3G and Edge.New growth markets where cell phone adoption still has room to go, including India and other countries. Leverage its infrastructure business to get preference and a stronger position with carriers.

THREATS

Late in the game in 3G creates a risk to be displaced by leaders like Motorola, LG, NEC and others. Asian OEMs who are entering the market very agressively (TCL, nGo Bird) ODMs (HTC and others) enabling carriers to leverage their customer power bypassing the handset vendor. Operators want to lessen their dependency on handset vendors and the dominance of Nokia. Orange, O2, and many other operators globally are selling their own brand of phones.

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BIBLIOGRAPH

THANK YOU!!

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