Where is nokia company

Mostly the production of shoes was so successful that it could compete against the Russian imports Nokian Jalkineet, The Story. This success was the basis for the company to expand its business also into foreign markets. In s the company started to export winter tires and footwear and in the s the tire industry got the name Nokian Renkaat Oy because of its cooperation with Renkaat Oy.

Also in the cooperation still was prolonged until the years , where the rubber industry was sold off step by step. Stolle , 3 f. Because of the development of telephones and telegraphs there was a high demand for cable products at the beginning of the 20th century. The most important products of the Finnish cable works were telephone, telegraph and electric cables Stolle , 4.

One of the main raw materials was rubber produced by the Finnish Rubber Works. The main customers of the company were other industrial companies which bought electrical cables and wires Stadler , Also the cable production has been hardly hit by the World War I and its negative impacts, because of the increased raw material prices.

Despite of these facts, the cable production could expand the business in s and s and became very strong in the Finnish market Stadler , f. In the s the Finnish Cable Works could take the advantage of the new inventions - radios and TVs - and could produce not only telephone cables, but also coaxial cables. It was also able to penetrate the foreign markets in Europe as well as the Middle East.

With computers coming on the market in the s, the company focused also on their production and sales and expanded its business in this direction.

After the merger of three independent industries into the Nokia Corporation, which will be described in the following chapter, the cable production remained the most profitable business area of Nokia.

It generated more revenue than the other industries did together. Unfortunately the Finnish recession has weakened the company, which resulted in selling off the cable production division in Stolle , 4 f. It consisted of five businesses at that time: rubber, cable, forestry, electronics and power generation Official website of Nokia, Our Company The target of the merger was to create a more international and liberal company from three companies that have already been under the same ownership for a certain period of time Stolle , 5.

Later were all of them in the ownership of the Finnish Rubber works until the above-mentioned merger in A B Alexandra Barokova Author. Add to cart. Table of content Table register Illustration register Abbreviation register 1. Introduction 2. Nokia and its major competitors 3. The Era of Information Technology and Telecommunications 4.

Management strategy and factors that influenced the success of Nokia 6. Personalities of Nokia 7. Conclusion 7. Future of Nokia-led Finland 7. Future of Nokia 8. Nokia's most important focus was development of the electronics sector. Over the course of the s, the firm acquired nearly 20 companies, focusing especially on three segments of the electronics industry: consumer, workstations, and mobile communications.

Electronics grew from 10 percent of annual sales to 60 percent of revenues from to In late Nokia acquired Salora, the largest color television manufacturer in Scandinavia, and Luxor, the Swedish state-owned electronics and computer firm. Nokia combined Salora and Luxor into a single division and concentrated on stylish consumer electronic products, since style was a crucial factor in Scandinavian markets. The Salora-Luxor division was also very successful in satellite and digital television technology.

Nokia purchased the consumer electronics operations of Standard Elektrik Lorenz A. In early Nokia acquired the data systems division of the Swedish Ericsson Group, making Nokia the largest Scandinavian information technology business. Although a market leader in Scandinavia, Nokia still lacked a degree of competitiveness in the European market, which was dominated by much larger Japanese and German companies.

Kairamo decided, therefore, to follow the example of many Japanese companies during the s and Korean manufacturers a decade later and negotiate to become an original equipment manufacturer, or OEM, to manufacture products for competitors as a subcontractor. In doing so it was able to increase its production capacity stability.

There were, however, several risks involved, those inherent in any OEM arrangement. Nokia's sales margins were naturally reduced, but of greater concern, production capacity was built up without a commensurate expansion in the sales network. With little brand identification, Nokia feared it might have a difficult time selling under its own name and become trapped as an OEM. In Nokia reorganized its management structure to simplify reporting efforts and improve control by central management.

The company's 11 divisions were grouped into four industry segments: electronics; cables and machinery; paper, power, and chemicals; and rubber and flooring. In addition, Nokia won a concession from the Finnish government to allow greater foreign participation in ownership. This substantially reduced Nokia's dependence on the comparatively expensive Finnish lending market.

Although there was growth throughout the company, Nokia's greatest success was in telecommunications. Having dabbled in telecommunications in the s, Nokia cut its teeth in the industry by selling switching systems under license from a French company, Alcatel. The Finnish firm got in on the cellular industry's ground floor in the late s, when it helped design the world's first international cellular system. A year after the network came on line in , Nokia gained percent control of Mobira, the Finnish mobile phone company that would later become its key business interest as the Nokia Mobile Phones division.

Mobira's regional sales were vastly improved, but Nokia was still limited to OEM production on the international market; Nokia and Tandy Corporation, of the United States, built a factory in Masan, South Korea, to manufacture mobile telephones. These were sold under the Tandy name in that company's 6, Radio Shack stores throughout the United States. In , eager to test its ability to compete openly, Nokia chose the mobile telephone to be the first product marketed internationally under the Nokia name; it became Nokia's "make or break" product.

Unfortunately, Asian competitors began to drive prices down just as Nokia entered the market. Other Nokia products gaining recognition were Salora televisions and Luxor satellite dishes, which suffered briefly when subscription programming introduced broadcast scrambling. The company's expansion, achieved almost exclusively by acquisition, had been expensive.

Few Finnish investors other than institutions had the patience to see Nokia through its long-term plans. Indeed, more than half of the new shares issued by Nokia in went to foreign investors.

Nokia moved boldly into Western markets; it gained a listing on the London exchange in and was subsequently listed on the New York exchange. Nokia's rapid growth was not without a price. In , as revenues soared, the company's profits, under pressure from severe price competition in the consumer electronics markets, dropped.

From its humble beginning in as a single paper mill operation, Nokia has found and nurtured success over the years in a range of industrial sectors including cable, paper products, rubber boots, tires, televisions and mobile phones.

The first GSM call was made in using Nokia equipment. Rapid success in the mobile phone sector allowed Nokia to become by , the best-selling mobile phone brand in the world. Apple iPhone SE Vivo S1 Pro. Realme 6. Apple iPhone XR.

Realme Q3t. Nokia X Vivo Y15s Vivo V23e. ZTE Blade L9. Infinix Note 11s. Oppo A16K. Tecno Camon 18i. Allow Notifications.

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