By Dan Steinbock
ISBN-10: 0470339667
ISBN-13: 9780470339664
Classes for achieving worldwide competitiveness, one marketplace at a time, from overseas company substantial NokiaWinning throughout worldwide Markets examines how 145-year-old Nokia grew from a paper mill in Finland to a multinational telecommunications chief. Why are Nokia's classes severe for different businesses and industries? whereas multinationals established in huge nations make the most of inherent advantages--such as a house base that regularly debts for 30 to 50 percentage in their revenues--multinationals established in smaller international locations resembling Nokia, get pleasure from no such aggressive facet. Nokia, in truth, generates under 1% of its sales in its domestic base. To this sort of corporation, worldwide competitiveness is an issue of lifestyles and loss of life. With unheard of entry to Nokia's leadership, Winning throughout international Markets finds the impressive tale of Nokia's resilience and persistence. exhibits how Nokia's flexibility and concentrate on its humans and native markets force its certain international approach.Includes specific interviews with Nokia's senior executives and key partnersProvides a roadmap for constructing, taking pictures, and maintaining worldwide advantageThis publication offers a roadmap for constructing, shooting, and maintaining strategic worldwide virtue in ultra-modern ever-changing international.
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Meanwhile, Kairamo was unable to achieve some of his goals. He had been introduced to the Roundtable of Industrialists, the elite CEOs of European big business, by Pehr G. Gyllenhammar, who was then CEO of the Swedish carmaker Volvo. Together Kairamo and Gyllenhammar proposed the most expensive Nordic business deal in history, but when Kairamo introduced the plan to Nokia’s board of directors, which at the time comprised growth-driven directors and more conservative banks and insurance firms; he lost the vote.
In an operating environment of improving transportation and communication facilities and falling trade barriers, these companies thought in terms of creating products for a world market and manufacturing them on a global scale in a few highly efficient plants. The Japanese multinationals had a global strategic mindset. It was their success that fueled Nokia’s growing ambitions. Under the leadership of Kari H. Kairamo, the Finnish company engaged in a rapid series of bold M&As that transformed the company into a European technology conglomerate with daring aspirations to become a world-class manufacturer.
When Simon Beresford-Wylie, former CEO of Nokia Siemens Networks (NSN),5 joined Nokia in 1998, it was still evolving and had a relatively tight national identity. ‘‘This was the era when the great Finns were sort of parachuting to countries that they had not heard of,’’ he says. A trusted group of people had the ability and was empowered to move quickly and fast. ‘‘To the credit of Jorma [Ollila] and the executive team, they enabled the company to grow in a way that allowed them to bring in external DNA.