In November we decided to take stock and to analyse the results of the Gemba visits to date. We used the results of only five visits but this generated over 80 Voice of the Customer statements. These statements have been analysed and turned into a tree structure of Demanded Quality statements with two levels of detail.
This is how we did the analysis: Extract the customer statements from the visit reports. Get the customers to organise the statements into groups affinity diagram method. Turn the affinity diagram into a hierarchy of Demanded Quality statements a tree structure. Extract the customer statements from the visit reports The visits were analysed in three separate group sessions by members of the project team.
At least one of the people who actually visited the Gemba was present in each of the sessions. This proved to be important because in many cases, the visit report failed to explain clearly enough what was going on. The teams used Voice of the Customer tables and customer flow charts to aid in the process [Mazur , ]. It was surprising how many customer statements could be inferred from just a few clues gained from the observations and interviews.
After eliminating duplicates, the result was over 80 customer statements. Get the customers to organize the statements into groups affinity diagram method We decided that we should get our customers to organise the statements for us, even though this proved to be relatively expensive.
Because we were targeting four customer segments, four separate sessions were arranged. We used a research agency to arrange and conduct the sessions. The figure below shows the kind of structure that the customers created. We planned to align levels of detail, harmonise the language used in the statements and look for missing statements NO. Example of a Visit Report 14 17 11 May Approved for public presentation.
To this end, four members of the project team got together for a meeting, which was planned to last two days. At the same meeting we planned to design the quantitative research to discover the customer importance rating for the statements.
However, the team first decided to combine the structures produced by the four customer groups. We made the assumption that a single structure could represent the views of all four customer groups.
Indeed, we found many similarities between the structures but there were also some differences. We found that this was a difficult process and we spent over half the meeting more than one day combining the structures.
Because of this we did not complete our work as planned but had to complete the tasks via e-mail. The result was a 2-level table of Demanded Quality statements with four first level and 18 second level items. Unfortunately, the information cannot be reproduced here as it is regarded as company confidential 4. More and more people in the company are gaining experience and insight from observing and interviewing customers and the GEMBA Training Guide continues to be used as a reference.
Going to the gemba is becoming a popular job for Nokia people! Also, we have gained knowledge and experience of how to process Voice of the Customer information into a form that can be used to support future product planning and definition in Nokia.
Email us your resume on careers managementparadise. To view links or images in signatures your post count must be 0 or greater. You currently have 0 posts. Marketing Research of Nokia. Originally Posted by abhishreshthaa. Attached Files Nokia Corporation. Ultimately, Motorola failed to build upon the success of the Razr.
Nokia's decision to abandon the US market didn't have any immediate consequence; it continued to gain market share around the world and hit its peak until the second half of That was after the release of Apple's first iPhone.
Contrary to public misperception, Apple did not invent the smartphone. Before Steve Jobs' touchscreen powerhouse came on the scene, Nokia was the leader in the smartphone business, owning roughly half the market. But what the iPhone brought to the market was a new sense of what a smartphone could do, and who could benefit from such a device: Apple led the charge in turning the smartphone into a consumer device from one primarily used in a corporate setting, a notion that then-Research in Motion had scratched at the year before with its compact and consumer friendly BlackBerry Pearl.
Apple's slick iOS touchscreen-based software revolutionized how people interacted with their phones. In comparison, the slew of smartphones in the market worked on older, clunky operating systems. Nokia's Symbian software was no different, and it was starting to show its age just as the iPhone, and later Google's Android operating system, began to take off. Still, Nokia refused to jump on the touchscreen bandwagon, again showing its inability to adapt to new trends.
It waited a year after the original iPhone launched to unveil its first touchscreen phone, the Nokia Unfortunately, it was less a smartphone and more a handset optimized to play music. Just as important was Apple's success in popularizing the concept of an app store. Nokia actually had a fairly robust app store, but it was geared to more technically savvy users, and not as easy to use as the iOS App Store.
The app ecosystem is credited with locking customers into Apple's operating systems, firming its lead in the smartphone business. In doing research for a profile on Nokia in late , I had a chance to talk with a several former and current employees about what it was like at the company at that time. To many of them, it wasn't just arrogance that kept them rooted in Symbian, but the inability to take risks. When dealing with a machine that pumped out millions of phones, a single mistake or bad call could cost the company billions of dollars.
As a result, management was structured around many layers of approval bodies and meetings. The lack of urgency is understandable; Nokia's share of both the smartphone and total cellphone markets were in decline, but the drop-off wasn't dramatic.
In countless interviews with Nokia executives, they were quick to point to their market leadership as proof they were still in a strong position. Nokia attempted to dress its Symbian platform with well-crafted hardware, using premium materials and high-end camera technology.
But the company knew Symbian couldn't be its long-term software option, and was readying a next-generation platform, Meego, as its successor. After four middling years with Nokia veteran Olli-Pekka Kallasvuo at the helm, the company's board opted to go with an outsider. In came former Microsoft executive Stephen Elop , who was unburdened with the institutional baggage that had developed at the company.
Just a few months after taking over in September , Elop made waves with his infamous " Burning Platform " memo, which called for the company to take drastic action to change or die. That change came in the form of Nokia dumping Symbian and its burgeoning Meego platforms and betting on his former employer's Windows Phone platform for its high-end smartphones.
Love or hate him, credit Elop for bringing a new sense of urgency to the company. My profile of Nokia found a company whose employees were geared up for a startup mentality.
There was a willingness to take risks. Some even allowed themselves to hope a comeback was possible. Starting with the Lumia and Lumia , which debuted in October , Nokia began a long, slow battle to win fans over for its own phones.
It also became Microsoft and Windows Phone's biggest cheerleader. Roughly a year later, during the debut of the Lumia , Elop boldly touted the phone as the most innovative in the industry. It wasn't simple marketing bluster. The Lumia featured an ultra-sensitive touchscreen that your fingers could swipe even if you had gloves on. It was one of the first phones to popularize wireless charging - complete with color-coordinated wireless charging accessories.
Most important was the optical image stabilization found in its "PureView" camera lens. Nokia had a heritage of strong camera phone technology, and the company continued to build upon that with a more stable camera that could also take low-light pictures.
The following year, Nokia pushed the technology further by packing a megapixel camera into the Lumia , allowing for 3X zoom. But all of those innovations did little to turn the heads of consumers, who were still gravitating toward the iPhone and the increasingly popular Samsung Galaxy S franchise.
Finnish Rubber Works Suomen Kumitehdas logo, — Nokia introduced its "Connecting People" advertising slogan in , coined by Ove Strandberg. New slogan typeface Nokia Sans font introduced in Nokia Sans had been used by Nokia in products since Nokia's current logo since The company stopped using a slogan with its logo in Companies portal Telecommunication portal Microsoft portal Finland portal.
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Research Method and Procedures Research current factors that are affectingNokia’s current presence in the mobilephone market. Exploratory Descriptive Causal 4. Exploratory Want to understandcurrent Situation withNokia Nokia is still currentleader (Number one inWindows Phone) Nokia’s Decline 5.
Marketing research specifies the information required to address these issues, designs the method for collecting information, manages and implements the data collection process, analyzes the results, and communicates the findings and their implications." Marketing research is the systematic gathering, recording, and analysis of data about .
Nokia should do develop a longitudinal research design (detecting change in behavior. bad timing with situation of the market. a decision concerning the final output of the research has been already made. It would be a smart move to develop a Backward Marketing Research (with an end in mind). and also.). Marketing Research of Nokia. Discuss Marketing Research of Nokia within the Marketing Research (MR) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category;.
Marketing research is the function which links the consumer, customer and public to the marketer through informationinformation used to identify and define marketing opportunities and problems generate, refine, and evaluate marketing actions, monitor marketing actions, monitor marketing performance and improve understanding of market . Apr 25, · Nokia was one of the first to view the global market as a whole, building phones that worked in many countries at once. But at the same time, it recognized the importance of reaching every price tier.