HELSINKI—Nokia Corp

Q.NO ==1 HELSINKI—Nokia Corp.'s emergence in the early 1990s as one of the world's leading mobile- phone makers lifted Finland from Cold War obscurity, transforming it into a European technology hub and helping to triple its economy between 1993 and 2008. Nokia's headquarters in Espoo, Finland. The cellphone maker has played a key role for the Finnish economy and its woes have been deeply felt. Now Finland is feeling Nokia's pain. On Tuesday, the company warned that it might not book a profit in its core cellphone business this quarter, the latest in a series of dire announcements that have laid bare Nokia's weak and rapidly eroding position in the smartphone market. Nokia was caught sleeping in 2007 when Apple Inc.'s iPhone redefined the cellphone as a PC- like device with a touchscreen and sleek software. Since then, the Finnish company, while still the world's largest handset manufacturer by volume, has lost 75% of its market value as it struggles to catch up to Apple and now Google Inc.'s Android, a perhaps even more threatening rival. The problem for Finland is that Nokia has pervaded nearly every facet of the Finnish economy. It remains by far the most significant company in Finland, generating 14% of exports and 1.6% of the country's GDP in 2009, down from 4% in 2000, according to the Research Institute of the Finnish Economy. In Finland, "Nokia has been an exceptionally large player—a large duck in a small pond—and that is always a double-edged sword," said Risto Siilasmaa, founder and chairman of F-Secure Corp., a Helsinki technology security firm, and a Nokia board member Nokia's misfortunes don't represent the kind of economic cataclysm that Iceland's banking collapse spelled for that Nordic island, and Finland's economy is even smaller than that of debt- troubled Greece, but the mobile phone maker's woes are being deeply felt: Finland's service exports fell 7% last year. In 2009, the tax revenue Nokia generates plunged to as low as an estimated €100 million, less than a tenth of the roughly €1.3 billion ($1.86 billion) it paid in 2007. As a result, towns across Finland have had to adjust. In Salo, 60 miles north of Nokia's headquarters, officials say they have had to cut some health-care services and recreational programs to cope. Faced with the demise of Finland's largest private employer by far, with roughly 20,000 employees in 2010, government officials and others are frantically trying to spur new technology start-ups, some centered around Google's Android system. But a dearth of venture-capital funding and a risk-averse Finnish culture have stalled a number of efforts. "The trick is how to convince [potential entrepreneurs] when the big N isn't behind them," says Will Cardwell, head of the Aalto Center for Entrepreneurship at Finland's Aalto University, which last year created a program modeled on Stanford University's efforts to parlay campus research into commercial innovations for tech companies such as Google and Sun Microsystems Inc. Nokia, founded in 1865 as a paper-mill company, expanded over the decades into rubber and electrical cables, the foundation of its mobile business. But the 1991 collapse of the Soviet Union, Finland's primary trading partner, pushed the country into a deep recession. A year later, Nokia's current chairman and then-chief executive, Jorma Ollila, decided to refocus the business around telecommunications. The strategic move gained Nokia global dominance in cell phones, in part through the streamlining of its manufacturing and supply chains, lifting Finland's wealth and self-image in the process. Finns, though, still walk in boots made by Nokia's former rubber business. But for too long, some Finns now argue, the country rode the back of a single tech company, failing to use the bubble it created as a springboard to build a broader, more diversified tech economy. Though Nokia provides billions of euros annually on outside research and development in Finland, Finnish tech ventures have largely supplied Nokia's business instead of cracking new markets. "Nokia's ecosystem is emphasized too much. There must be a market for something different," says Teemu Polo, a 36-year-old former Nokia software strategist. After accepting a buyout in 2009, he began a start-up that now builds applications and services for Google's Android smartphone system instead. But he says his move to work with a Nokia rival is still a rarity in Finland. Many here worry that Nokia, even if it recovers, will shift its focus to North America. Indeed, after taking his position in September, Nokia's Chief Executive Stephen Elop—a former Microsoft Corp. executive who is Nokia's first non-Finnish chief—decided to phase out Nokia's own operating system, Symbian, in favor of Microsoft software, which will trigger 7,000 global job cuts. Nokia also helps fund hundreds of Finnish technology subcontractors, a practice Mr. Elop has said is too expensive. "The relationship between Nokia and the people of Finland and the country of Finland is very special and I would say probably unique in the world," Mr. Elop said in a February interview. He added, "it's our fundamental belief that the best thing for Finland is a healthy Nokia." The Finnish government is now scrambling to cultivate more technology start-ups to help fill Nokia's growing void through its technology funding agency Tekes, which spends €600 million annually. But Finnish start-ups still face tremendous hurdles, particularly a dearth of private funding. Still, the country has had some notable, albeit small, successes, including Rovio Mobile Ltd., which makes the smartphone game Angry Birds. The game consists of angry-looking birds that catapult themselves through barricades built by pigs who have stolen their eggs. Since its debut on the iPhone in 2009, the Angry Birds franchise has amassed over 200 million downloads. "The goal is to change the culture in Finland," says Mikko Kuusi, a student at Aalto University and chairman of its entrepreneurship society. Marketing principles of NOKIA There are many priorities within a business, but in a marketing orientated company like Nokia, many of the following principles will be high on the agenda: 1. Customer satisfaction: Market research must be used to find out whether customers' expectations are being met by current products or services. 2. Customer perception: this is based on the images consumers have of the organization and its products, this can be based on; value for money, product quality, fashion and product reliability. 3. Customer needs and expectations: This is anticipating future trends and forecasting for future sales. This is vital to any organization if they wish to keep their entire current market share and develop more. 4. Generating income or profit: This principle clearly states that the need of the organization is to be profitable enough to generate income for growth and to satisfy stakeholders in the business. Although satisfying the customer is a big part of a companies plans they also need to take into account their own needs, such as: 5. Making satisfactory progress: Organizations need to make sure that their product is developing along with the market, if a product is developing well, then income should increase, if not then the marketing strategy should be revised. 6. Be aware of the environment: An organization should always know what is happening within their designated market, if it is changing, saturation, technological advances, slowing down or rapidly growing, being up to date on this is essential for companies to survive. Price Psychological pricing Consider the psychological approach rather than economic approach LV is a high-end brand Therefore, people are willing to spend on one a “LV-branded” mobile phone Market-Skimming Pricing Set a high price Skim the maximum revenue Decrease the price gradually Intiailly we will set a high price around $1200, gradually decrease and replaced by a newer model Maintain a high profit margin Promotion Printed advertisement Goal: to create a new reason to buy our new cell phone Focus on masculine and feminine magazine, etc Car Audio/Video products Cosmetics Fashion Online - Advertisement Bid on cell-phone before the launch of our product TV advertisement Demonstrate its outlook and style Encourage people to bid our product online Conclusion • Nokia currently still the no.1 in mobile industry • Its growth in profit not comparable to main competitor - Motorola • New series of phone: “exquisite” series • Target on wealthy young adults • To maintain leadership position and generate more profit to Nokia STRENGTH -The Leader in the Industry -Strong Financial Support for Investment -Strong R&D Unit -Strong Customers Relation OPPORTUNITIES -Close cooperation with Suppliers and Intermediaries -Tax Reduction -New Demand Created From the Advancement of Technology WEAKNESS -Lack of Innovation -Human Resources Management THREATS -Keen and Strong Competitors -Saturation in Current Market -Challenges of Continuous Technological Development Q.NO =2 JUTE Jute, a natural fiber, has been in use for various purposes over the centuries throughout the world. It is the bark of a slender tropical plant belonging to Tiliaceae family with two species Corchorus capsularis and Corchorus olitorius. Breakthrough in textile technology during the industrial revolution helped jute emerges as an amazing fabric from its traditional image of a raw material for cordage and rope. Since then the innumerable additions, modifications and innovations in manufacturing process turned jute into as indispensable material for an unconventional uses. The process of developing diversified use of jute still goes on unabated despite the challenge and threat from its synthetic substitutes.

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