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CONFIDENTIALThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.DiscussiondocumentDecember2000NokiaCaseStudy:WinningintheU.S.NJ-262408.756/001031NdkocHR12RatingProductProductandcategoryselectionProductsoptimizedforUSmarketCapabilitiesResourcesResearchanddevelopmentMarketrelationsDistributionandsaleschannelsMarketingAlliancesandacquisitionsOrganizationAspirationandpriorityTalentDecisionmakingandresponsibilitiesCulture,valuesandstyleCoordinationmechanismsFINGERPRINT–NOKIARationale•Focusedonhighgrowthcategories(e.g.,mobilephones,digital)•AnticipatedshifttodigitaltechnologyintheU.S.beforecompetitorsanddirectedresourcestooptimizeopportunity;tailorsproductstotargetcustomers(e.g.,fashioncoversforyoungersegment)•Somedifficultytoattractingtop-tierlocalseniormanagementduetoglassceiling(e.g.,allseniorleadershipinFinnish0;FinnishmanagersusedtomanageU.S.operations•Succeedsinattractingtopengineersbecauseofattractiveproducts•Localmanagershavelimitedautonomyandaccountabilityexistsattheunitlevel,butheadofficeretainsfinalinput•Difficultytranslating“TheNokiaWay”toU.S.(“Theculturedoesn’thavethesamerichnessorvalueasitdoesinEurope”)•Devotessufficientresourcestolocalorganizationtowininmarket(e.g.,providedresourcesforU.S.towininmobilephonesegment)•Outsourcesnon-coretechnologies(e.g.,microprocessorsfromIntel,componentsformMotorola)andusesstandardcomponentstosaveonR&Dspendandreactfastertochangingtechnologiesthanitscompetitors;leveragespartnershipsformoreefficientR&D(e.g.,JVwithCisco,Geoworks,HP)•N/A•Createsbroaddistributionreachthroughnumerous,innovativerelationshipswithretailersanddistributors(e.g.,Sears,AT&Twirelessservices,Tandy)•Developsandlaunchesinnovativemarketingcampaigns(e.g.,firsttotargetconsumersratherthanprofessionals)•Successfullyalliesandacquirestogaincapabilities(e.g.,jointventurewithTandyfordistribution,acquisitionofMobiratoenterpromisingmobilephonearea)HighLow•EncouragessharingofbestpracticesbuthasnotbeenverysuccessfulatdoingsotodateNJ-262408.756/001031NdkocHR13NOKIA542513682119Keyfacts•Largest1-3yearrevenuesgrowthofcompetitors•Largestmobilephonemanufacturerandsecondlargestproviderworldwide(behindEricsson)Products•Mobilephones•GSM/DSCnetworksCompetitors•Ericsson•MotorolaTimeline18651990s•Developedintoconglomerate(flooring,TV,footwear,etc.)untilrefocusingonhighgrowthmobilephonesegmentinlate1980sand1990sDivestsnon-corebusinesses19951999AmericasROWEURRevenues$BillionsStockappreciation(1998-99)521622NokiaS&PS&PcellandwirelessindexCAGR%Capabilities•Firsttousemassmarketersasdistributors(e.g.,sellingmobilephonesinRadioShack)•Usesalliancesfordistributionchannels(e.g.,AT&TWirelessServices,Sears)•Adoptsconsumerratherthanprofessionalfocusinmarketing,unlikecompetitors•UsesalliancesinR&Dtogrowdevelopmentcapabilities(HP,Cisco,Geoworks)Organization•Autonomyprovidedtoseniorleadershipinlocalsubsidiaries•TopmanagementisallFinnish;obstacletohiringtopU.S.talent•Strongemphasisoncorporatevaluesandculturewith“TheNokiaWay”–teamwork,innovation,production;difficulttoimplementinU.S.•Excellentopportunitiesforadvancement...