Nokia was the leader of the global mobile phone market but was deposed by players such as Apple. Many analysts in strategy attribute this failure to the fact that Nokia’s top management didn’t look beyond their industrial boundaries. Explain this statement in details while necessarily using the following three dimensions: convergence, market share, and shortsightedness.

Nokia was the leader of the global mobile phone market but was deposed by players such as Apple. Many analysts in strategy attribute this failure to the fact that Nokia’s top management didn’t look beyond their industrial boundaries. Explain this statement in details while necessarily using the following three dimensions: convergence, market share, and shortsightedness.

Marketing

20th Edition

ISBN:9780357033791

Author:Pride, William M

Publisher:Pride, William M

Chapter3: The Marketing Environment

Section3.1: Apple Vs. Samsung: Gloves Are Off

Problem 1VC

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From humble beginnings in 1865 as a timber company, the Nokia conglomerate had by the 1980s become Scandinavia's leading maker of consumer electronics. Focused on the nascent telecoms industry, by 1988 it was the dominant mobile handset producer, with a 13.4% market share of the global market (Motorola in second place held 12.8%, Japan’s NEC had 11.2%).1 Leveraging off its expertise in radio and wireless technology, Nokia was instrumental in developing the 2G digital technology that enabled text messages and voicemail which would become standard throughout Europe. By 2007, Nokia had 38% of the global mobile phone market and 49% of the global smartphone market. Samsung and Motorola were in second and third place in mobile, with 14% and 13% respectively. In smartphones, second-place BlackBerry held a 10% market share. Apple's newly introduced iPhone had just 3%. Three years later, Nokia was on a fast track to oblivion. In 2010, the company issued two profit warnings. The CEO was…