Is Nokia still a good brand?
Nokia phones are often reliable handsets that lack any defining or distinctive features, and the Nokia 8 is a prime example of this. It looks great, with an impressive display and beautifully designed body, but many of the other features could be defined as ‘fine’.
How is Nokia doing India?
In comparison to the 38.5 per cent dip in Q1 2021 from Q4 2020, shipments of Nokia smartphones in the first quarter of 2021 in India saw a decline of only 17 per cent from Q1 last year. That is when HMD has mostly stuck to similar launch timelines in India as the global ones for its phones.
How many people buy Nokia phones?
The decline in shipments was 34\%, meaning HMD shipped around 8.6 million feature phones in Q1 2020. Adding the two numbers up we get around 10.3 million shipped Nokia phones during Q1 2020, which represents a 39\% decline compared to Q1 2019.
It rapidly grew to have one of the most recognisable and valuable brands in the world. At its height Nokia commanded a global market share in mobile phones of over 40 percent. While its journey to the top was swift, its decline was equally so, culminating in the sale of its mobile phone business to Microsoft in 2013.
How did Nokia become so successful?
With a young, united and energetic leadership team at the helm, Nokia’s early success was primarily the result of visionary and courageous management choices that leveraged the firm’s innovative technologies as digitalisation and deregulation of telecom networks quickly spread across Europe.
Why did Nokia fail with Symbian?
While Symbian had given Nokia an early advantage, it was a device-centric system in what was becoming a platform- and application-centric world. To make matters worse, Symbian exacerbated delays in new phone launches as whole new sets of code had to be developed and tested for each phone model.
What caused Nokia’s decline?
Nokia’s decline in mobile phones cannot be explained by a single, simple answer: Management decisions, dysfunctional organisational structures, growing bureaucracy and deep internal rivalries all played a part in preventing Nokia from recognising the shift from product-based competition to one based on platforms.