Management Information System Case Study: Nokia
INTRODUCTION
Fredrik Idestamin based Nokia in 1865 as public Ld Nokia is leading the cell phone business with around thirty-eighth of the market share. Nokia used to be a diverse conglomerate up until 1980 with business includes pulp, tyre production, paper, communication system, cable producing, and client physical science. The geographic target market of Nokia was principally restricted to Scandinavia (70% market share) and United States of America (33% market share). It ought to be noted that Nokia had no monopoly in any market as well as European country and also the company share is owing to its competitive selling strategy, state of the art product planning and producing, valuation ways and inventive selling campaigns. The corporate has
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It has decided to install an information system that will facilitate decision maker across the organization in its various functional departments. For this sake Nokia takes advantage of Management Information System (MIS), Decision Support System (DSS), Executive Information System, Transaction Processing System (TPS) etc. Through the use of these systems the organization not only was able to manage the organization effectively and efficiently but was also able to coordinate its different R&D departments (that are situated in 10 countries), its manufacturing facilities (that are situated in 9 different countries) and its distribution networks that situated in 150 …show more content…
Nokia plans to:
- Invest strongly in products and experiences that make Lumia smartphones stand out and available to more consumers; Invest in location-based services as an area of competitive differentiation for Nokia products and extend its location-based platform to new industries; and
- Improve the competitiveness and profitability of its feature phone business.
To execute this strategy, Nokia is making changes to its management team by tapping into the strong leadership bench at the company.
To support this period of transition, Nokia intends to improve its operating model by significantly reducing its Device & Services operating expenses, substantially reducing its headcount and reducing its factory footprint. As a result, Nokia intends to return to sustainable non-IFRS operating profitability in Devices & Services as soon as
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