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A M anager’s D ilemma

A M anager’s D ilemma. 組別 ： 5 -1 9914027 陳典賦 9954025 王宗瑜 指導老師：任維廉教授. Identify and articulate business problems . 1. The strategy and origin business model that Nokia holds are no longer fit it’s customer s’ need and the entire market , which cause the decline of the sale. 2.

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A M anager’s D ilemma

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  1. AManager’sDilemma 組別：5-1 9914027陳典賦 9954025王宗瑜 指導老師：任維廉教授

  2. Identify and articulate business problems 1. The strategy and origin business model that Nokia holds areno longer fit it’s customers’needand the entire market,which cause the decline of the sale. 2. The rivalsof Nokia explore an entire blue sea that redefine the whole industry.

  3. Articulate business problems Since Nokia used to be in the leading position of the global mobile industry,the standard process which the company used to follow and convention frame of making any new decisions or strategies some how just limit the development of creating new productsor service , eventheinspiring ideas.

  4. Gather and analyze information applicable 1.Ignoring the deep demands of customers: As the tradition mobile phone reach it’s limit, more characteristics areexpected by customers, expecting that mobile phone no longer be “just” a mobile phone. People will easily be attracted by more fascinating products , that’s human instinct. 2.Overlooking the raising rivals: It’s a general issue for a huge corporation,once it hold the leading position for a long time, it’s not for sure that the policy is practical in thewhole entire product lifespan.So once its rival implements a rapid breakthrough, there will be a dramatic impactonthe company.

  5. 3.The organization’s culture: While review the reference, we found that Nokia has already gottenthe picture of smart phone about couple years earlier than Apple inc..So what makes the discrepancy between these two companiestoday? Nokia noticesthat the Internet era is about to coming in the past 20 years, and already starts on developing smart phones and even establishesits own touch panel technique. The pity is that Nokia is absolute “cost-driven”.Even though it has already put resource in the R&D, it didn’ttake advantage of it at the appropriate time,but wasting it because of no profit return in short terminstead.So once Apple tookthe step forward, there’s no sufficient time for Nokia to make anaction, that’s what we call Nokia was caught sleeping during 2007.

  6. Identify and apply an appropriate tool for solving problems. Nowadays, the IT industry no longer merely focuseson the function ofthe gadgets,butalsopaysattentiontotheinnovationoftheproductandmarketingstrategies.Therefore,therecanbe morepossible combinationsof the following: 1. Fashion: 新穎、時髦好看、便於攜帶與展示的產品 2. Entertainment: 具娛樂性的軟硬體功能 3. more practical to daily life: 能夠真正掌握現代人真正的需求，例如結合慢活、有機、運動等科技產品，或可以有效改善低頭族症狀或視覺疲勞等創新電器

  7. Identify and apply an appropriate tool for solving problems. The vision to the management: 1. The dynamic of delivering goods. 2. The investment of R&D. 3. New organization structure to fit the new market strategy.

  8. Reference • http://ppt.cc/EZvR 《NOKIA》手機巨人為何倒下？ --100分的輸家諾基亞 • http://ppt.cc/y0Uo 誰扳倒諾基亞巨人？ (工業技術研究院) • http://ppt.cc/B5VA 從贏到零，Nokia 怎麼了？(INSIDE)

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