Sony Customer Information Service Center

Headquartered in Fort Myers, Florida, the Sony Customer Information Service Center (CISC) is a part of Sony Electronics, or SEL [1]. The CISC was started in the early 1990s and had initially been located in a warehouse in downtown Fort Myers, Florida, until completion of a two-story facility located in a Lee County community called Gateway, in 1996.

Sometime in 2004, according to speculation and unconfirmed reports, Sony HQ Tokyo and Sony America San Diego HQ began discussions regarding the company's future support needs and the role of the CISC. While there may yet be some aspects of those discussions which are confidential or otherwise proprietary or trade secret, many of those decisions began to be implemented mid-way through 2005, and with the retirement of Mrs. Maureen Reed later that year, became essentially public knowledge shortly thereafter.

In January, 2006, Sony Electronics President Daniel Wiersma held an all-hands meeting at the Holiday Inn Bell Tower conference center located in Fort Myers, Florida, at which he announced a near-total restructuring of SEL's technical support needs and a plan to gradually phase out Sony operations at the Gateway facility, with a projected phase-out period of five years. Up to this point, there were three tiers of technical support and review at the facility: Tier 1/Consumer Rep, Tier 2/Consumer Specialist, and the Escalation Group, which interfaces with both computer electronics and consumer electronics products. Under Mr. Wiersma's announced plan, Tier 1 and Consumer representative positions were to be "transitioned" to the third-party call center company Alorica, which had also agreed to sub-sub-let the top floor of the facility. The Tier 2 and Consumer Specialist positions were eliminated entirely. The Escalation Group, Business and Professional Group, National/International Customer Relations and other core support groups (IT, telco, etc.) would be retained by Sony and would all, as necessary, be re-located to the ground floor. In all, by the deadline of March 31, 2006, some 170 positions would be eliminated.

The Tier 2/Consumer Specialist positions, as well as those groups which handled the more functional parts of service logistics were all migrated to other unused sections of the San Diego headquarters campus.

Support organisations for Asia-Pacific and Europe exist as separate entities and are headquartered elsewhere, typically within the region they support.

Sony : Foundations And Schools

• Sony Foundation for Education
  
• Sony Music Foundation
  
• Sony USA Foundation Inc.
  
• Sony Foundation Australia Trustee Ltd.
  
• Sony of Canada Science Scholarship Foundation Inc.
  
• Sony Europe Foundation
  
• Sony Gakuen Shohoku College

Sony : Video And Online Games

• Sony Computer Entertainment
  • PlayStation
  • PlayStation Portable
    
  
  
• Sony Online Entertainment
  • Everquest
  • Star Wars Galaxies

Sony : Music Business

• Sony/ATV Music Publishing (50%)
  
• Sony BMG Music Entertainment (50%)
  
• Columbia Records - popular music
  
• Epic Records - popular music
  
• Legacy Recordings - rare and collectible in many genres
  
• Sony BMG Masterworks - classical music
  
• Sony BMG Nashville - country music
  
• Sony Wonder - children’s and family entertainment

Sony : Film Production

Sony Pictures Entertainment, including:

• Columbia Pictures
  
• TriStar Pictures
  
• Screen Gems
  
• Sony Pictures Classics
  
• Destination Films
  
• Triumph Films
  
• Sony Pictures Television
  
• Sony Pictures Home Entertainment
  
• Mandalay Entertainment (partial interest)
  
• Phoenix Pictures (partial interest)*
  
  
• MGM Holdings, Inc. (20%)
  
• Metro-Goldwyn-Mayer Studios, Inc.
  
• Metro-Goldwyn-Mayer Pictures
  
• United Artists Corp.
  
• United Artists Entertainment LLC.
  
• The Samuel Goldwyn Company
  
• Orion Pictures
  
• American International Pictures
• Filmways
• Motion Picture Corporation of America
  
• MGM Television

Sony's Major Holdings/Subsidiaries Outside Japan

Sony of Canada Ltd.
Sony Computer Entertainment America Inc.
Sony Corporation of America
Sony Electronics Inc. (USA)
Sony Latin America Inc. (Florida, USA)
Sony Magnetic Products Inc. of America
Sony BMG Music Entertainment (50%) (USA)
Sony Pictures Entertainment Inc. (USA)
Sony Argentina S.A.
Sony Comercio e Industia Ltda. (Brazil)
Sony Componentes Ltda. (Brazil)
Sony da Amazonia Ltda. (Brazil)
Sony Chile Ltda. (Chile)
Sony de Mexico S.A. de C.V.
Sony de Mexicali, S.A. de C.V. (Mexico)
Sony Nuevo Laredo,S.A. de C.V. (Mexico)
Sony de Tijuana Oeste, S.A. de C.V. (Mexico)
Sony Corporation of Panama, S. A.
Sony Puerto Rico, Inc.
Sony Austria GmbH.
Sony DADC Austria A.G.
Sony Service Centre (Europe) N.V. (Brussels, Belgium)
Sony Overseas S.A. (Switzerland)
Sony Czech, spol. s.r.o.
Sony Berlin G.m.b.H. (Germany)
Sony Deutschland G.m.b.H. (Köln, Germany)
Sony Europe GmbH (Germany)
Sony Nordic A/S (Denmark)
Sony Espana S.A. (Spain)
Sony France S.A.
Sony United Kingdom Ltd.
Sony Global Treasury Service Plc (UK)
Sony Computer Entertainment Europe Limited (UK)
Sony Hungaria kft (Hungary)
Sony Italia S.p.A. (Italy)
Sony Benelux B.V. (Netherlands)
Sony Europa B.V. (Netherlands)
Sony Logistics Europe B.V. (Netherlands)
Sony Poland Sp.z.o.o. (Poland)
Sony Portugal Ltda. (Portugal)
Sony Slovakia s r. o. (Slovakia)
Sony Eurasia Pazarlama A.S. (Turkey)
Sony (China) Ltd.
Beijing Suohong Electronics Co., Ltd. (China)
Shanghai Suoguang Visual Products Co., Ltd. (China)
Shanghai Suoguang Electronics Co., Ltd. (China)
Sony Electronics (Wuxi) Co., Ltd. (China)
Sony Corporation of Hong Kong Ltd.
Sony International (Hong Kong) Ltd.
PT. Sony Electronics Indonesia
Sony India Limited
Sony Electronics of Korea Corporation
Sony Korea Corporation
Sony Electronics (Malaysia) SDN. BHD.
Sony Technology (Malaysia) SDN. BHD.
Sony Philippines, Inc.
Sony Electronics (Singapore) Pte. LTD.
Sony Magnetic Products (Thailand) Co., Ltd.
Sony Mobile Electronics (Thailand) Co., Ltd.
Sony Semiconductor (Thailand) Co., Ltd.
Sony Siam Industries Co., Ltd.
Sony Australia Limited
Sony New Zealand Ltd.
Sony GULF FZE (UAE)
Sony Vietnam Ltd.
Sony Ericsson Mobile Communications AB (50%) (Sweden; head office in UK)
S-LCD Corporation (50% minus 1 share)
Sony Wonder (USA)

Sony's Major Holdings/Subsidiaries In Japan

Sony EMCS Corporation
Sony LSI Design Inc.
Sony Global Solutions Inc.
Sony Enterprise Co.,Ltd.
Sony Energy Devices Corporation
Sony Chemicals Corporation
So-net Entertainment Corporation
Sony Computer Entertainment Inc.
Sony Supply Chain Solutions Inc.
Sony Siroisi Semiconductor Inc.
Sony Financial Holdings Inc.
Sony Semiconductor Kyushu Corporation
Sony Pictures Entertainment (Japan) Inc.
Sony PCL Inc.
Sony Human Capital Corporation
Sony Finance International, Inc.
Sony Facility Management Corporation
Sony Broadcast Media Co., Ltd.
Sony Broadband Solutions Corp.
Sony Marketing Co., Ltd.
Sony Manufacturing Systems Corporation
Sony Miyagi Corporation
Sony Music Entertainment (Japan) Inc.
Sony Computer Science Laboratories, Inc.
ST Liquid Crystal Display Corporation (50%)
ST Mobile Display Corporation (80%)
START Lab Inc. (50.1%)
Sony NEC Optiarc Inc (55%)
FeliCa Networks, Inc. (57%)
Plazastyle Corporation (Sony Plaza) (49%)
AII Inc. (60.92%)
Frontage Inc. (60%)
Field Emission Technologies Inc. (36.5%)

Sony's Shareholders

(As of March 31, 2006)
Moxley & Co. (Depositary Bank for ADRs) (14.5%)
The Chase Manhattan Bank N.A. London (4.2%)
Japan Trustee Services Bank, Ltd. (Trust Account) (4.0%)
The Master Trust Bank of Japan, Ltd. (Trust Account) (3.7%)
State Street Bank and Trust Company (2.8%)
State Street Bank and Trust Company 505103 (1.7%)
Sumitomo Trust & Banking Co., Ltd. (Trust Account) (1.2%)
Mitsubishi UFJ Trust and Banking Corporation (Trust Account) (0.9%)
Sumitomo Mitsui Banking Corporation (0.8%)
BNP Paribas Arbitrage, S.N.C. (0.8%)

Sony : Charge - Coupled Devices

Initially, in October of 2005, it was reported by Sony that there were problems with the charge-coupled devices (CCD) in 20 models of digital still cameras. The problems can prevent the cameras from taking clear pictures, and in some cases, possibly prevent a picture to be taken at all. In late November of 2006, the recall was broadened to eight additional models of digital cameras sold between 2003 and 2005. The problem appears to manifest itself mostly when the camera is used in areas with hot weather. The eight models effected are the following: DSC-F88, DSC-M1, DSC-T1, DSC-T11, DSC-T3, DSC-T33, DSC-U40 and DSC-U50. Sony did indicate that they will repair or replace the affected camera at no charge. Since Sony is one of the largest producers of CCD chips, this recall may affect other manufacturer's and models of cameras, possibly as many as 100 models or more. Other manufacturers of digital cameras, including Canon, Minolta, Nikon, or Fuji have indicated they will replace faulty CCDs in their respective models of cameras if necessary

Sony : Batteries

On April of 2006, a Sony laptop battery exploded in Japan and caught fire. A Japanese couple in Tokyo are currently (as of July, 2007) suing both Sony and Apple Japan for over ¥2 million ($16,700 USD) regarding the incident. The suit argues that the man suffered burns on his finger when the battery burst into flames while being used, and his wife had to be treated for mental distress due to the incident.

On August 14, 2006, Sony and Dell admitted to major flaws in several Sony batteries that could result in the battery overheating and catching fire. As a result they recalled over 4.1 million laptop batteries in the largest computer-related recall to that point in history. The cost of this recall is being shared between Dell and Sony. Dell also confirmed that one of its laptops caught fire in Illinois. This recall also prompted Japan's Ministry of Economy, Trade and Industry to order the companies to investigate the troubles with the batteries. The ministry said they must report on their findings and draw up a plan to prevent future problems by the end of August, or face a fine under Japan's consumer safety laws.

Ten days later on August 24, 2006, Apple Computer recalled 1.8 million Sony built batteries after receiving nine reports of batteries overheating, including two customers who suffered minor burns, and additional reports of property damage.

On September 19, 2006, Toshiba announced it was recalling 340 000 Sony laptop batteries. This recall, however, is not related to the recalls by Apple and Dell, as the batteries are known to cause the laptops to sometimes run out of power. No injuries or other accidents have been reported, according to Toshiba spokesman Keisuke Omori.

On September 23, 2006, Sony announced its investigation of a Lenovo ThinkPad T43 laptop overheated and caught fire in Los Angeles International Airport on September 16, an incident that was confirmed by Lenovo. On September 28, 2006, Lenovo and IBM made the global recall of 526 000 laptop batteries.

On September 28, 2006, Sony announced a global battery exchange program in response to growing consumer concerns.

On October 2, 2006, Hewlett-Packard (HP) determined that it is not necessary for them to join the global battery replacement program.

On October 3, 2006, the Yomiuri Shimbun (a Japanese Newspaper) reported that Sony was aware of faults in its notebook PC batteries in December 2005 but failed to fully study the problem.

On October 16, 2006, Fujitsu announced it was recalling 278,000 Sony laptop batteries. It was also reported that Fujitsu, Toshiba, and Hitachi may seek compensation from Sony over the battery recalls.

On April 25, 2007, Acer announced that 27,000 batteries from TravelMate and Aspire series notebooks sold from May 2004 to November 2006 were recalled due to 16 reports of overheating and explosions.

On August 24, 2007, it emerged that some of Sony's batteries that were not recalled, and in use on Dell laptop computers, may be at risk of catching fire and exploding; as another case of a Dell laptop with a Sony battery in it, came to light.

Sony : Legal

In 2002, Sony Computer Entertainment America, marketer of the popular PlayStation game consoles, was sued by Immersion Corp. of San Jose, California which claimed that Sony's PlayStation "Dual Shock" controllers infringed on Immersion's patents. In 2004, a federal jury agreed with Immersion, awarding the company US$82 million in damages. A U.S. district court judge ruled on the matter in March, 2005 and not only agreed with the federal jury's ruling but also added another US$8.7 million in damages. This is likely the reason that the controller for the PlayStation 3 has no rumble feature. Microsoft Corp. was also sued for its Xbox controller, however, unlike Sony, they settled out of court. Washington Post: Pay Judgment Or Game Over, Sony Warned

A California judge ordered Sony to pay Immersion a licensing fee of 1.37 percent per quarter based on the sales of PlayStation units, Dual Shock controllers, and a selection of PlayStation 2 games that use Immersion's technology. MS is currently suing Immersion due to an alleged breach of contract, apparently stating that MS would be entitled to a portion of any cash settlement between Sony and Immersion.

Sony : Advertisements

To commemorate the tenth anniversary of the PlayStation (PS) gaming console in Italy, Sony released an ad depicting a man smiling towards the camera and wearing on his head a crown of thorns with button symbols (Δ, O, X, □). At the bottom, the copy read as "Ten Years of Passion". This outraged the Vatican as well as many local Catholics, prompting comments such as "Sony went too far" and "Vatican excommunicates Sony". After the incident, the campaign was quickly discontinued.

Sony also admitted in late 2005 to hiring graffiti artists to spray paint advertisements for their PlayStation Portable game system in seven major U.S. cities including New York City, Philadelphia, and San Francisco. The mayor of Philadelphia has filed a cease and desist order and may file a criminal complaint. According to Sony, they are paying businesses and building owners for the right to graffiti their walls. As of early January 2006, Sony has no plans to keep or withdraw them.

In July 2006, Sony released a Dutch advertising campaign featuring a white model dressed entirely in white and a black model garbed in black. The first ad featured the white model clutching the face of the black model. The words "White is coming" headlined one of the ads. The ad has been viewed as racist by critics. A Sony spokesperson responded that the ad does not have a racist message, saying that it was only trying to depict the contrast between the black PSP model and the new ceramic white PSP. Other pictures of the ad campaign include the black model overpowering the white model.

In November 2006, a marketing company employed by Sony created a website entitled "All I want for Xmas is a PSP", designed to promote the PSP through viral marketing. The site contained a blog, which was purportedly written by "Charlie", a teenager attempting to get his friend "Jeremy"'s parents to buy him a PSP, providing links to t-shirt iron-ons, Christmas cards, and a "music video" of either Charlie or Jeremy "rapping". However, visitors to the website soon discovered that the website was registered to a marketing company, exposing the site on sites such as YouTube and digg, and Sony was forced to admit the site's true origin in a post on the blog, stating that they would from then on "stick to making cool products" and that they would use the website for "the facts on the PSP". The site has since been taken down. In an interview with next-gen.biz, Sony admitted that the idea was "poorly executed".

On April 29, 2007, at the God of War II launch party, a dead goat was featured as the parties' centerpiece.

Sony : Digital Rights Management

In October 2005, it was revealed by Mark Russinovich of Sysinternals that Sony BMG Music Entertainment's music CDs had installed a rootkit on the user's computer as a DRM measure (called Extended Copy Protection by its creator, British company First 4 Internet), which was difficult to detect or remove. This constitutes a crime in many countries, and poses a major security risk to affected users. The uninstaller Sony initially provided removed the rootkit, but in turn installed a dial-home program that posed an even greater security risk. Sony eventually provided an actual uninstaller that removed all of Sony's DRM program from the user's computer. Sony BMG is facing several class action lawsuits regarding this matter. On January 31, 2007, the U. S. Federal Trade Commission issued a news release announcing that Sony BMG agreed to settle Federal Trade Commission charges that Sony BMG committed several offenses against United States federal law. This settlement requires that Sony BMG allow consumers to exchange the CDs through June 31, 2007, and to reimburse consumers for up to $150 for the repair of damage to their computers that they may have incurred while removing the software.

In 2006 Sony started using ARccOS Protection on some of their film DVDs, which caused compatibility problems with some DVD players—including models manufactured by Sony. After complaints, Sony was forced to issue a recall.

In August 2007, security firm F-Secure reported that the MicroVault USB thumb drive installs a rootkit in a hidden directory without consent on user computers. The directory is intended to protect fingerprint data, however it can be used for malicious means as most virus scanners will not search for the directory or its contents. Sony advised it was conducting an investigation on the third-party product, and would offer a fix by mid-September.

Sony Manufacturing Base

Slightly more than 50% of the electronics' segment's total annual production during the fiscal year 2005 took place in Japan, including the production of digital cameras, video cameras, flat panel televisions, personal computers, semiconductors and components such as batteries and Memory Stick.

Approximately 65% of the annual production in Japan was destined for other regions. China accounted for slightly more than 10% of total annual production, approximately 70% of which was destined for other regions.

Asia, excluding Japan and China, accounted for slightly more than 10% of total annual production with approximately 60% destined for Japan, the US and the EU.

The Americas and Europe together accounted for the remaining slightly less than 25% of total annual production, most of which was destined for local distribution and sale.

Sony Originated From?

A Sony building in Ginza, TokyoWhen Kogyo was looking for a romanized name to use to market themselves, they strongly considered using their initials, TTK. The primary reason they did not is that the railway company Tokyo Kyuko was known as TKK. The company occasionally used the acronym "Totsuko" in Japan, but Morita discovered that Americans had trouble pronouncing that name, during his visit to the United States. Another early name that was tried out for a while was "Tokyo Teletech" until Morita discovered that there was an American company already using Teletech as a brand name.

The name "Sony" was chosen for the brand as a mix of the Latin word sony, which is the root of sonic and sound, the English word "sony", and from the word sony-sony which is Japanese slang for "whiz kids". Morita pushed for a word that does not exist in any language so that they could claim the word "Sony" as their own (which paid off when they sued a candy producer using the name, who claimed that "Sony" was an existing word in some language).

At the time of the change, it was extremely unusual for a Japanese company to use Roman letters instead of kanji to spell its name. The move was not without opposition: TTK's principal bank at the time, Mitsui, had strong feelings about the name. They pushed for a name such as Sony Electronic Industries, or Sony Teletech. Akio Morita was firm, however, as he did not want the company name tied to any particular industry. Eventually, both Ibuka and Mitsui Bank's chairman gave their approval.

History Of Sony Corp.

In 1945, after World War II, Masaru Ibuka started a radio repair shop in a bombed-out building in Tokyo. The next year he was joined by his colleague Akio Morita, and they founded a company called Tokyo Tsushin Kogyo K.K., which translates in English to Tokyo Telecommunications Engineering Corporation. The company built Japan's first tape recorder called the Type-G.

In the early 1950s, Ibuka traveled in the United States and heard about Bell Labs' invention of the transistor. He convinced Bell to license the transistor technology to his Japanese company. While most American companies were researching the transistor for its military applications, Ibuka looked to apply it to communications. While the American companies Regency and Texas Instruments built transistor radios first, it was Ibuka's company that made the first commercially successful transistor radios.

In August 1956, Tokyo Telecommunications Engineering produced its first coat-pocket sized transistor radio they registered as the TR-55 model. In 1965, Sony reportedly manufactured about 40,000 of its Model TR-72 box-like portable transistor radios and exported the model to North America, the Netherlands and Germany.

That same year they made the TR-6, a coat pocket radio which was used by the company to create its "SONY boy" advertising character. The following year, 1967, Tokyo Telecommunications Engineering came out with the TR-63 model, then the smallest (112 × 71 × 32 mm) transistor radio in commercial production. It was a worldwide commercial success.

University of Arizona professor Michael Brian Schiffer, Ph.D., says, "Sony was not first, but its transistor radio was the most successful. The TR-63 of 1957 cracked open the U.S. market and launched the new industry of consumer microelectronics." By the mid 1950s, American teens had begun buying portable transistor radios in huge numbers, helping to propel the fledgling industry from an estimated 100,000 units in 1955 to 5,000,000 units by the end of 1968. However, this huge growth in portable transistor radio sales that saw Sony rise to be the dominant player in the consumer electronics field[11] was not because of the consumers who had bought the earlier generation of tube radio consoles, but was driven by a distinctly new American phenomenon at the time called rock and roll.

Introducing Sony Corp.

Sony Corporation is a Japanese multinational conglomerate corporation and one of the world's largest media conglomerates with revenue of $70.303 billion (as of 2007) based in Minato, Tokyo. Sony is one of the leading manufacturers of electronics, video, communications, video games and information technology products for the consumer and professional markets.

Sony Corporation is the electronics business unit and the parent company of the Sony Group, which is engaged in business through its five operating segments — electronics, games, entertainment (motion pictures and music), financial services and other. These make Sony one of the most comprehensive entertainment companies in the world. Sony's principal business operations include Sony Corporation (Sony Electronics in the U.S.), Sony Pictures Entertainment, Sony Computer Entertainment, Sony BMG Music Entertainment, Sony Ericsson and Sony Financial Holdings. As a semiconductor maker, Sony is among the Worldwide Top 20 Semiconductor Sales Leaders.

Its slogan is Sony. Like no other.

Nokia 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. Equality of opportunities and openness of communication are also stressed, along with management leadership and employee participation.

Nokia is a progressive and forward-thinking mobile technology group that spends a significant amount of its revenue on research and development, and prides itself on often being the first to market with new products and applications.

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.

Nokia Product : .mobi and the Mobile Internet

Nokia was the first proponent of a Top Level Domain (TLD) specifically for the mobile internet and, as a result, was instrumental in the launch of the .mobi domain name extension in September 2006 as an official backer.[24][25][26] Since then, Nokia has launched the largest mobile portal, Nokia.mobi, which receives over 100 million visits a month.[27] It followed that with the launch of a mobile Ad Service to cater to the growing demand for mobile advertisement.

Nokia Product : Nokia Siemens Networks

Nokia Siemens Networks (previously Nokia Networks) provides mobile network infrastructure, communications and networks service platforms, as well as professional services to operators and service providers. Networks focuses in: GSM, EDGE, 3G/WCDMA and WiMAX radio access networks; core networks with increasing IP and multiaccess capabilities; and services.

At the end of 2005, Nokia Networks had more than 150 mobile network customers in more than 60 countries, with its systems serving in excess of 400 million subscribers.

On June 19, 2006 Nokia and Siemens AG announced the companies are to merge their mobile and fixed-line phone network equipment businesses to create one of the world's largest network firms, called Nokia Siemens Networks. The Nokia Siemens Networks brand identity, created by London and Tokyo based branding agency Moving Brands, was subsequently launched at the 3GSM World Congress in Barcelona in February 2007.

Nokia Product : Enterprise Solutions

As the name implies, the Nokia Enterprise Solutions offers businesses, corporations and institutions a broad range of products and solutions, such as enterprise-grade mobile devices, underlying security infrastructure, software and services. Nokia also works with a range of companies to provide network security, bring mobilized corporate e-mail and extend corporate telephone systems to work with Nokia’s mobile devices.

Nokia Product : MOSH

In August 2007, Nokia launched their new social network, dubbed MOSH. MOSH by Nokia is the first-ever social network built by a handset manufacturer. MOSH aims to bring social, media-based networks to the mobile environment. Users can upload, download, share, and bookmark a variety of media - audio files, video files, documents, applications, games, images.

Nokia Product : Loudeye

In August 2006, Nokia acquired online music distributor Loudeye Corp for $60m. The company has been developing this into an online music service in the hope of using it to generate handset sales. The service is expected to launch in late 2007 and would rival iTunes.

Nokia Product : Multimedia

The Multimedia division's purpose is to design devices and applications that bring multimedia experiences to their customers. These devices allow people to create, access and consume multimedia, as well as share their experiences with others. The devices are included with a wide range of connectivity such as GSM, 3G/WCDMA, WLAN and Bluetooth. Nokia Multimedia Nseries extensively uses Symbian OS.

The Multimedia group also works with other companies outside the telecommunications industry to make advances in the technology and bring new applications and possibilities in areas such as Internet services, optics, music synchronization and streaming media.

Nokia Product : Mobile Phones

Nokia's Mobile Phones division provides the general public with mobile voice and data products across a wide range of mobile devices. The division aims to target primarily high-volume category sales of mobile phones and devices, with consumers being the most important customer segment. The devices are based on GSM/EDGE, 3G/WCDMA and CDMA cellular technologies.

Nokia believes that design, brand, ease of use and price are mainstream mobile phones' most important considerations to customers. Nokia's product portfolio includes camera phones with features such as megapixel cameras and MP3 players which appeal to the mass market.

In the first quarter of 2006 Nokia sold over 15 million MP3 capable mobile phones, which means that Nokia is not only the world's leading supplier of mobile phones and digital cameras (as most of Nokia's mobile telephones feature digital cameras, it is also believed that Nokia has recently overtaken Kodak in camera production making it the largest in the world), Nokia is now also the leading supplier of digital audio players (MP3 players). Nokia aims to sell 80 million music phones by the end of 2006, outpacing sales of devices such as the iPod from Apple.

Nokia Product Divisions

Nokia comprises four business groups: Mobile Phones, Multimedia, Enterprise Solutions and Networks, plus various horizontal entities such as Customer and Market Operations, and Technology Platforms.

On June 20, 2007, Nokia announced that it would reorganize into three business units, effective January 1, 2008:

Devices: This division combines its existing mainline mobile phones division with the separate subdivisions manufacturing Multimedia (N-Series) and Enterprise (E-Series) class devices, headed by Kai Öistämö.

Services and Software: This combines the existing Technology Platforms division with other services monetized independently, headed by Niklas Savander.

Markets: The successor organization to Nokia's Customer and Market Operations division, represents the sales, marketing, integration and strategy functions of the company, led by Anssi Vanjoki.

Nokia History : In The New Millennium

In 2004, the troubles of the networks equipment division caused the corporation to resort to similar streamlining practices on that side, with layoffs and organizational restructuring. This, however, diminished Nokia's public image in Finland, and produced a number of court cases along with an episode of a documentary television show critical towards Nokia.[14]

Despite these occasional crises, Nokia has been phenomenally successful in its chosen field. This growth has come mostly during the era of Jorma Ollila and his team of about half a dozen close colleagues. In June 2006, this era came to an end with Ollila leaving the CEO position to become the chairman of Shell. The new CEO of Nokia is Olli-Pekka Kallasvuo.

On February 2006 Nokia and Sanyo announced a MOU to create a joint venture addressing the CDMA handset business. A few months later, in June, both companies announced ending their negotiations without agreement. Nokia also stated their decision to pull out of CDMA R&D, with the intention to continue CDMA business in selected markets.[15]

On February 10, 2006, Nokia acquired Intellisync Corporation, a provider of data and PIM synchronization software.

On June 19, 2006, Nokia and Siemens AG announced the companies are to merge their mobile and fixed-line phone network equipment businesses to create one of the world's largest network firms. Both companies will have a 50% stake in the infrastructure company, to be headquartered in the Helsinki area, and to be called Nokia Siemens Networks. The companies predict annual sales of €16 billion and cost savings of €1.5 billion a year by 2010. About 20,000 Nokia employees will be transferred to this new company.

In May 2007 Nokia announced its Nokia 1100, with over 200 million units shipped, is the best-selling mobile phone of all time and the world's top-selling consumer electronics product.[16]

In July 2007 Nokia acquired all assets of Twango, the comprehensive media sharing solution for organizing and sharing photos, videos and other personal media.[17]

In August 2007 Nokia launched a series of web services under the brand name Ovi that allows users to download games, maps and music directly to their phones.

In September 2007 Nokia announced their intention to acquire Enpocket, a supplier of mobile advertising technology and services.[18]

In October 2007 Pending shareholder and regulatory approval, Nokia acquires Navteq, a U.S.-based supplier of digital mapping data, for a price of $8.1B.

Nokia History : First Mobile Phones

Nokia had been producing commercial and military mobile radio communications technology since the 1960s and later began developing mobile phones for the Nordic Mobile Telephone (NMT) network standard that went online in the 1980s.

In 1982, Nokia (then Mobira) introduced its first car phone, the Mobira Senator for NMT 450 networks. The Mobira Talkman, launched in 1984, was the world's first transportable phone. In 1987, Nokia introduced the world's first handheld phone, the Mobira Cityman 900. When the Mobira Senator of 1982 had weighed kg ( lb), and the Talkman just under kg ( lb), the Mobira Cityman weighed only g ( oz) with the battery and had a price tag of 24,000 Finnish marks (approximately EUR 4,560).[13] Despite the high price, the first phones were almost snatched from the sales assistants’ hands. Initially, the mobile phone was a ‘yuppie’ product and a status symbol.

NMT was the world's first mobile telephony standard that enabled international roaming, and provided valuable experience for Nokia for its close participation in developing Global System for Mobile Communications (GSM). It is a digital standard which came to dominate the world of mobile telephony in the 1980s and 1990s, in mid-2006 accounting for about two billion mobile telephone subscribers in the world, or about 80% percent of the total, in more than 200 countries. The world's first commercial GSM call was made in 1991 in Helsinki over a Nokia-supplied network, by then Prime Minister of Finland Harri Holkeri, using a Nokia phone.

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. (These problems probably contributed to Kairamo taking his own life in 1988.) Nokia responded by streamlining its telecommunications divisions, and by divesting itself of the television and PC divisions. Jorma Ollila, who became the CEO in 1992, made a strategic decision to concentrate solely on telecommunications. Thus, during the rest of the 1990s, Nokia continued to divest itself of all of its non-telecommunications divisions.

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. Logistics continues to be one of Nokia's major advantages over its rivals, along with greater economies of scale.

Nokia History : Telecommunications Era

The seeds of the current incarnation of Nokia were planted with the founding of the electronics section of the cable division in the 1960s. In the 1967 fusion, that section was separated into its own division, and began manufacturing telecommunications equipment.

Since 1964 had developed VHF-radio simultaneously with Salora Oy, which later in 1971 also developed the ARP-phone. In 1979 the merger of these two companies resulted in the establishment of Mobira Oy and three years later it launched the NMT phone. Nokia bought Salora Oy in 1984 and now owning 100% of the company, changed the company's name to Nokia-Mobira Oy. 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. One year later, Nokia Mobira Oy became Nokia Mobile Phones and in 1991 the first GSM phone was launched.

In the 1970s, Nokia became more involved in the telecommunications industry by developing the Nokia DX200, a digital switch for telephone exchanges. In 1982, a DX200 switch became the world's first digital telephone switch to be put into operational use. The DX200 became the workhorse of the network equipment division. Its modular and flexible architecture enabled it to be developed into various switching products.

For a while in the 1970s, Nokia's network equipment production was separated into Telefenno, a company jointly owned by the parent corporation and by a company owned by the Finnish state. In 1987 the state sold its shares to Nokia and in 1992 the name was changed to Nokia Telecommunications.

In the 1970s and 1980s Nokia developed the Sanomalaitejärjestelmä ("Message device system") for Finnish Defence Forces. [10]

In the 1980s, Nokia produced a series of personal computers called MikroMikko.[11] However, the PC division was sold to ICL, which later became part of Fujitsu. That company later transferred its personal computer operations to Fujitsu Siemens Computers, which shut down its only factory in Finland (in the town of Espoo, where computers had been produced since the 1960s) at the end of March 2000[12], thus ending large-scale PC manufacturing in the country.

Nokia History : Pre-telecommunications Era

What is known today as Nokia (pronounced /ˈnokiɑ/ in IPA) was established in 1865 as a wood-pulp mill by Knut Fredrik Idestam on the banks of the Tammerkoski rapids in the town of Tampere, in south-western Finland. The company was later relocated to Nokia by the Nokianvirta river, which had better resources for hydropower production. That's where the company also got its name that is still used today. The name of the town of Nokia originated from the river which flowed through the town. The river itself, Nokianvirta, was named after the old Finnish word originally meaning a dark, furry animal that was locally known as the nokia, or sable, later pine marten.

Finnish Rubber Works established its factories in the beginning of 20th century nearby and began using Nokia as its brand. Shortly after World War I Finnish Rubber Works acquired Nokia Wood Mills as well as Finnish Cable Works, a producer of telephone and telegraph cables. All these three companies were merged into the Nokia Corporation in 1967.

The Nokia Corporation that was created in the 1967 fusion was involved in many sectors, producing at one time or another paper products, bicycle and car tyres, footwear (including Wellington boots), personal computers, communications cables, televisions, electricity production, capacitors, aluminum, etc.

Nokia Corporation

Nokia Corporation is a Finnish multinational communications corporation, focused on the key growth areas of wired and wireless telecommunications. Nokia is currently the world's largest manufacturer of mobile telephones, with a global device market share of approximately 39% in Q3 of 2007. Nokia produces mobile phones for every major market segment and protocol, including GSM, CDMA, and W-CDMA (UMTS). The corporation also produces telecommunications network equipment for applications such as mobile and fixed-line voice telephony, ISDN, broadband access, voice over IP, and wireless LAN.

Nokia's headquarters are located in Espoo, a neighbouring city of Finland's capital Helsinki. It has R&D, manufacturing, and sales representation sites in many continents throughout the world. Nokia Research Center, the corporation's industrial research laboratories, has sites in Helsinki; Tampere; Toijala; Tokyo; Beijing; Budapest; Bochum; Palo Alto, California and Cambridge, Massachusetts. Major production factories are located at Salo, Finland; Beijing, China; Dongguan, China; Chennai, India; Komárom, Hungary and the Ruhr region at Germany. In March 2007, Nokia signed a memorandum with Cluj-Napoca City Council, Romania to open a new plant near the city in Jucu commune. Nokia's Design Department remains in Salo.

Nokia plays a very large role in the economy of Finland. Nokia is by far the largest Finnish company, accounting for about a third of the market capitalization of the Helsinki Stock Exchange (OMX Helsinki); a unique situation for an industrialized country. It is an important employer in Finland and several small companies have grown into large ones as Nokia's subcontractors. Nokia increased Finland's GDP by more than 1.5 percent in 1999 alone. In 2004 Nokia's share of the Finland's GDP was 3.5 percent and accounted for almost a quarter of Finland's exports in 2003. In 2006, Nokia generated revenue that for the first time exceeded the state budget of Finland. This has led some to refer to Finland as "Nokialand."

Finns have ranked Nokia many times as the best Finnish brand and employer. Nokia is listed as the 5th most valuable global brand in BusinessWeek's Best Global Brands list of 2007 (1st non-US company), the 20th most admirable company worldwide in Fortune's World's Most Admired Companies list of 2007 (1st in network communications, 4th non-US company), and is the world's 119th largest company in Fortune Global 500 list of 2007, up from 131 of the previous year.

Nokia Principal Subsidiaries

Nokia Holding Inc.; Nokia Products Limited (Canada); Nokia IP Telephony Corporation (Canada); Nokia Telecommunications Inc.; Nokia Inc.; Nokia (China) Investment Co. Ltd.; Nokia (H.K.) Limited (Hong Kong); Nokia (Ireland) Ltd.; Nokia Australia Pty Limited; Nokia Asset Management Oy; Nokia Austria GmbH; Nokia Danmark A/S (Denmark); Nokia Do Brasil Ltda. (Brazil); Nokia Do Brasil Tecnologia Ltda. (Brazil); Nokia Finance International B.V. (Netherlands); Nokia France; Nokia GmbH (Germany); Nokia India Private Limited; Nokia Italia Spa (Italy); Nokia Korea Ltd.; Nokia Mobile Phones; Nokia Networks; Nokia Norge AS (Norway); Nokia Oyj; Nokia Pte Ltd. (Singapore); Nokia Spain, S.A.; Nokia Svenska AB (Sweden); Nokia U.K. Ltd.; Nokia Ventures Organization; Bave Tartum (U.K.); Beijing Nokia Hangxing Telecommunications Systems Co., Ltd. (China); Doctortel--Assistencia De Telecomunicaes S.A. (Portugal); Funda Ao Nokia De Ensino (Brazil); Instituto Nokia De Tecnologia (Brazil); Nokia (M) Sdn Bhd (Malaysia); Nokia Argentina S.A.; Nokia Belgium NV; Nokia Capitel Telecommunications Ltd. (China); Nokia Ecuador S.A.; Nokia Hellas Communications S.A.; Nokia Hungary Kommunikacios Korlatolt Felelossegu Tarsasag (Hungary); Nokia Israel Ltd.; Nokia Middle East (United Arab Emirates; Nokia Nederland B.V. (Netherlands); Nokia Poland Sp Z.O.O.; Nokia Portugal S.A.; Nokia Private Joint Stock Company (Russia); Nokia Research Center; Nokia River Golf Ry; Nokia S.A. (Columbia); Nokia Servicios, S.A. de C.V. (Mexico); Nokia Technology GmbH (Germany); Nokianvirta Oy; Oy Scaninter Nokia Ltd.; Pointo Nokia Oy.

Nokia Two-Pronged Approach in the 21st Century

Mobile communications developed along two broad fronts during the first years of the century, both of which played to Nokia's advantage, ensuring that the company remained the leader of its industry. The evolution of handsets into multimedia devices ushered in by 3G technology meant that Nokia could continue to rely on marketing expensive, sophisticated handsets. The days of the $500 Nokia phone gave way to the days of increasingly more expensive phones, such as the Nokia N90, a unit featuring a camera with Carl Zeiss optics, video-recording capabilities, and Internet access. Nokia could count on a substantial share of the high end of the market, a segment that continued to thrive midway through the decade, but the company's greatest strength was in the lower end of the market. In countries such as China, Brazil, and India there was a tremendous demand for inexpensive mobile phones, with analysts expecting 50 percent of the one billion handsets sold between 2005 and 2010 to be sold in developing economies. Industry observers believed there were only two companies in the world that could seriously compete for the estimated 800-million-unit-per year market for inexpensive handsets: Motorola and Nokia. Rivals such as Samsung, Sony Ericsson, and LG Electronics preferred to confine their activities to the high end of the market, while emerging low-cost producers lacked the manufacturing efficiencies enjoyed by Nokia and Motorola.

Against the backdrop of favorable market trends supporting Nokia's entrenched position, the company experienced a rare event in its modern history: a change in leadership. After a decade-and-a-half at the helm, CEO Ollila announced his retirement, effective June 2006. His replacement was a 25-year Nokia veteran named Olli-Pekka Kallasvuo, a lawyer by training whom Fortune, in that magazine's October 31, 2005 issue, described as so taciturn that "he can seem like an extra from an Ingmar Bergman movie."

Kallasvuo, who was promoted from his position as the head of the handset division, inherited an impressively capable company whose greatest challenge was contending with Motorola for the low end of the market and beating back competitors for control of the high end of the market. "Nokia is a dynamic company in a fast-changing and fluid environment," Kallasvuo said in a November 29, 2005 interview with the South China Morning Post. "I look forward to working together with our team to help Nokia shape the future of mobile communications at a pivotal time for the industry."

Nokia Leading the Telecommunications Revolution: Mid-1990s and Beyond

Forbes's Fleming Meeks credited Ollila with transforming Nokia from "a moneylosing hodgepodge of companies into one of telecommunications' most profitable companies." Unable to find a buyer for Nokia's consumer electronics business, which had lost nearly $1 billion from 1988 to 1993, Ollila cut that segment's workforce by 45 percent, shuttered plants, and centralized operations. Having divested Nokia Data in 1991, Nokia focused further on its telecommunications core by selling off its power unit in 1994 and its television and tire and cable units the following year.

The new leader achieved success in the cellular phone segment by bringing innovative products to market quickly with a particular focus on ever smaller and easier-to-use phones featuring sleek Finnish design. Nokia gained a leg up in cellphone research and development with the 1991 acquisition of the United Kingdom's Technophone Ltd. for $57 million. The company began selling digital cellular phones in 1993.

Ollila's tenure brought Nokia success and with it global recognition. The company's sales more than doubled, from FIM 15.5 billion in 1991 to FIM 36.8 billion in 1995, and its bottom line rebounded from a net loss of FIM 723 million in 1992 to a FIM 2.2 billion profit in 1995. Securities investors did not miss the turnaround: Nokia's market capitalization multiplied ten times from 1991 to 1994.

In late 1995 and early 1996, Nokia suffered a temporary setback stemming from a shortage of chips for its digital cellular phones and a resultant disruption of its logistics chain. The company's production costs rose and profits fell. Nokia was also slightly ahead of the market, particularly in North America, in regard to the shift from analog to digital phones. As a result, it was saddled with a great number of digital phones it could not sell and an insufficient number of analog devices. Nevertheless, Nokia had positioned itself well for the long haul, and within just a year or two it was arch-rival Motorola, Inc. that was burdened with an abundance of phones it could not sell, analog ones, as Motorola was slow to convert to digital. As a result, by late 1998, Nokia had surpassed Motorola and claimed the top position in cellular phones worldwide.

Aiding this surge was the November 1997 introduction of the 6100 series of digital phones. This line proved immensely popular because of the phones' small size (similar to a slim pack of cigarettes), light weight (4.5 ounces), and superior battery life. First introduced in the burgeoning mobile phone market in China, the 6100 soon became a worldwide phenomenon. Including the 6100 and other models, Nokia sold nearly 41 million cellular phones in 1998. Net sales increased more than 50 percent over the previous year, jumping from FIM 52.61 billion ($9.83 billion) to FIM 79.23 billion ($15.69 billion). Operating profits increased by 75 percent, while the company's skyrocketing stock price shot up more than 220 percent, pushing Nokia's market capitalization from FIM 110.01 billion ($20.57 billion) to FIM 355.53 billion ($70.39 billion).

Not content with conquering the mobile phone market, Nokia began aggressively pursuing the mobile Internet sector in the late 1990s. Already on the market was the Nokia 9000 Communicator, a personal all-in-one communication device that included phone, data, Internet, e-mail, and fax retrieval services. The Nokia 8110 mobile phone included the capability to access the Internet. In addition, Nokia was the first company to introduce a cellular phone that could be connected to a laptop computer to transmit data over a mobile network. To help develop further products, Nokia began acquiring Internet technology companies, starting with the December 1997, $120 million purchase of Ipsilon Networks Inc., a Silicon Valley firm specializing in Internet routing. One year later, Nokia spent FIM 429 million ($85 million) for Vienna Systems Corporation, a Canadian firm focusing on Internet Protocol telephony.

Acquisitions continued in 1999, when a further seven deals were completed, four of which were Internet-related. Meanwhile, net sales increased a further 48 percent in 1999, while operating profits grew by 57 percent; riding the late 1990s high-tech stock boom, the market capitalization of Nokia took another huge leap, ending the year at EUR 209.37 billion ($211.05 billion). Nokia's share of the global cellular phone market increased from 22.5 percent in 1998 to 26.9 percent in 1999, as the company sold 76.3 million phones in 1999.

Nokia's ascendance to the top of the wireless world by the end of the 1990s could be traced to the company being able to consistently, over and over again, come out with high-margin products superior to those of its competitors and in tune with market demands. The continuation of this trend into the 21st century was by no means certain as the increasing convergence of wireless and Internet technologies and the development of the third generation (3G) of wireless technology (which followed the analog and digital generations and which was slated to feature sophisticated multimedia capability) were predicted to open Nokia up to new and formidable competitors.

Perhaps the greatest threat was that chipmakers such as Intel would turn mobile phones into commodities just as they had previously done with personal computers; the days of the $500 Nokia phone were potentially numbered. Nevertheless, Nokia's 25 percent profit margins were enabling it to spend a massive $2 billion a year on research and development and continue to churn out innovative new products, concentrating on the various standards being developed for 3G wireless networks.

Nokia Crises of Leadership, Profitability in the Late 1980s and Early 1990s

Nokia's rapid growth was not without a price. In 1988, as revenues soared, the company's profits, under pressure from severe price competition in the consumer electronics markets, dropped. Chairman Kari Kairamo committed suicide in December of that year; not surprisingly, friends said it was brought on by stress. Simo S. Vuorileto took over the company's reins and began streamlining operations in the spring of 1988. Nokia was divided into six business groups: consumer electronics, data, mobile phones, telecommunications, cables and machinery, and basic industries. Vuorileto continued Kairamo's focus on high-tech divisions, divesting Nokia's flooring, paper, rubber, and ventilation systems businesses and entering into joint ventures with companies such as Tandy Corporation and Matra of France (two separate agreements to produce mobile phones for the U.S. and French markets).

In spite of these efforts, Nokia's pretax profits continued to decline in 1989 and 1990, culminating in a loss of $102 million in 1991. Industry observers blamed cutthroat European competition, the breakdown of the Finnish banking system, and the collapse of the Soviet Union. But, notwithstanding these difficulties, Nokia remained committed to its high-tech orientation. Late in 1991, the company strengthened that dedication by promoting Jorma Ollila from president of Nokia-Mobira Inc. (renamed Nokia Mobile Phones Ltd. the following year) to group president.

Nokia Rise of Electronics: 1980s

Nokia's most important focus was development of the electronics sector. Over the course of the 1980s, 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 1980 to 1988.

In late 1984 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.G. from Alcatel in 1987, further bolstering the company's position in the television market to the third largest manufacturer in Europe.

In early 1988 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 1960s (and Korean manufacturers a decade later) and negotiate to become an original equipment manufacturer, or OEM, to manufacture products for competitors as a subcontractor.

Nokia manufactured items for Hitachi in France, Ericsson in Sweden, Northern Telecom in Canada, and Granada and IBM in Britain. 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 1986 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 1960s, 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 1970s, when it helped design the world's first international cellular system. Named the Nordic Mobile Telephone (NMT) network, the system linked Sweden, Denmark, Norway, and Finland. A year after the network came on line in 1981, Nokia gained 100 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 6,000 Radio Shack stores throughout the United States.

In 1986, 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 1987 went to foreign investors. Nokia moved boldly into Western markets; it gained a listing on the London exchange in 1987 and was subsequently listed on the New York exchange.

Nokia 19th-Century Origins

Originally a manufacturer of pulp and paper, Nokia was founded as Nokia Company in 1865 in a small town of the same name in central Finland. Nokia was a pioneer in the industry and introduced many new production methods to a country with only one major natural resource, its vast forests. As the industry became increasingly energy-intensive, the company even constructed its own power plants. But for many years, Nokia remained an important yet static firm in a relatively forgotten corner of northern Europe. Nokia shares were first listed on the Helsinki exchange in 1915.

The first major changes in Nokia occurred several years after World War II. Despite its proximity to the Soviet Union, Finland has always remained economically connected with Scandinavian and other Western countries, and as Finnish trade expanded Nokia became a leading exporter.

During the early 1960s Nokia began to diversify in an attempt to transform the company into a regional conglomerate with interests beyond Finnish borders. Unable to initiate strong internal growth, Nokia turned its attention to acquisitions. The government, however, hoping to rationalize two underperforming basic industries, favored Nokia's expansion within the country and encouraged its eventual merger with Finnish Rubber Works, which was founded in 1898, and Finnish Cable Works, which was formed in 1912, to form Nokia Corporation. When the amalgamation was completed in 1966, Nokia was involved in several new industries, including integrated cable operations, electronics, tires, and rubber footwear, and had made its first public share offering.

In 1967 Nokia set up a division to develop design and manufacturing capabilities in data processing, industrial automation, and communications systems. The division was later expanded and made into several divisions, which then concentrated on developing information systems, including personal computers and workstations, digital communications systems, and mobile phones. Nokia also gained a strong position in modems and automatic banking systems in Scandinavia.

Oil Crisis, Nokia Corporate Changes: 1970s

Nokia continued to operate in a stable but parochial manner until 1973, when it was affected in a unique way by the oil crisis. Years of political accommodation between Finland and the Soviet Union ensured Finnish neutrality in exchange for lucrative trade agreements with the Soviets, mainly Finnish lumber products and machinery in exchange for Soviet oil. By agreement, this trade was kept strictly in balance. But when world oil prices began to rise, the market price for Soviet oil rose with it. Balanced trade began to mean greatly reduced purchasing power for Finnish companies such as Nokia.

Although the effects were not catastrophic, the oil crisis did force Nokia to reassess its reliance on Soviet trade (about 12 percent of sales) as well as its international growth strategies. Several contingency plans were drawn up, but the greatest changes came after the company appointed a new CEO, Kari Kairamo, in 1975.

Kairamo noted the obvious: Nokia was too big for Finland. The company had to expand abroad. He studied the expansion of other Scandinavian companies (particularly Sweden's Electrolux) and, following their example, formulated a strategy of first consolidating the company's business in Finland, Sweden, Norway, and Denmark, and then moving gradually into the rest of Europe. After the company had improved its product line, established a reputation for quality, and adjusted its production capacity, it would enter the world market.

Meanwhile, Nokia's traditional, heavy industries were looking increasingly burdensome. It was feared that trying to become a leader in electronics while maintaining these basic industries would create an unmanageably unfocused company. Kairamo thought briefly about selling off the company's weaker divisions, but decided to retain and modernize them.

He reasoned that, although the modernization of these low-growth industries would be very expensive, it would guarantee Nokia's position in several stable markets, including paper, chemical, and machinery productions, and electrical generation. For the scheme to be practical, each division's modernization would have to be gradual and individually financed. This would prevent the bleeding of funds away from the all-important effort in electronics while preventing the heavy industries from becoming any less profitable.

With each division financing its own modernization, there was little or no drain on capital from other divisions, and Nokia could still sell any group that did not succeed under the new plan. In the end, the plan prompted the machinery division to begin development in robotics and automation, the cables division to begin work on fiber optics, and the forestry division to move into high-grade tissues.

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