Case | HBS Case Collection | April 2010 (Revised May 2011)
Juan Alcacer, Tarun Khanna, Mary Furey and Rakeen Mabud
By late 2009, Nokia was grappling with the decision of whether to recover its leading position in the high-profit developed markets, where they were losing market share to the likes of Apple and Samsung, or defend its market leadership in the low-margin, high-volume emerging markets. This case poses the following questions: Should Nokia stay the course, operating in both the developed and emerging markets, or should they forego one for the other? And what would this imply for the types of handsets and services they would need to offer?
Keywords: Innovation and Invention; Emerging Markets; Industry Structures; Competitive Advantage; Corporate Strategy; Telecommunications Industry; Finland;
Citation:Alcacer, Juan, Tarun Khanna, Mary Furey, and Rakeen Mabud. "Emerging Nokia?" Harvard Business School Case 710-429, April 2010. (Revised May 2011.) View Details
Case | HBS Case Collection | January 2014 (Revised April 2017)
The Rise and Fall of Nokia
by Juan Alcacer, Tarun Khanna and Christine Snively
In 2013, Nokia sold its Device and Services business to Microsoft for €5.4 billion. For decades Nokia had led the telecommunications (telecom) industry in handsets and networking. By the late 2000s, however, Nokia's position as market leader in mobile devices was threatened by competition from new lower-cost Asian manufacturers. Apple's 2007 release of its iPhone established an entire new category—the smartphone—immediately popular with users. What were Nokia's missteps over the years? What should Nokia have done differently?
Keywords: Mobile phones; smartphone; telecommunications; wireless technology; emerging market; Technological Innovation; Competition; Emerging Markets; Mobile Technology; Wireless Technology; Telecommunications Industry; Asia;