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IMPROVING NOKIAS MARKETING STRATEGIES FOR SMART PHONES FROM ABRANDING PERSPECTIVE IN FINLAND AND THE UNITED STATES
Mikael Lauharanta
International BusinessBachelor's thesisSupervisor: Phani Tej Adidam
Date of approval: 6 May 2011
Aalto UniversitySchool of EconomicsBachelors Degree Program in International BusinessMikkeli Campus
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TABLE OF CONTENTS
1. INTRODUCTION
1.1. Background
1.2. Research Problem1.3. Research Objectives
1.4. Research Questions
2. LITERATURE REVIEW
2.1. Brand Equity
2.1.1. Customer-Based Brand Equity (CBBE)
2.1.2. Building Global Customer-Based Brand Equity
2.2. The Strategic Brand Management Process
2.3. Brand Revitalization
2.4. Designing Marketing Programs from a Branding Perspective
2.4.1. Integrating Marketing Activity
2.4.2. Personalization of Marketing
2.5. The Marketing Environment
2.5.1. Implications for Strategy
2.6. Conclusions on the Literature Review
3. METHODOLOGY
3.1. Data Collection Methods
3.1.1. Interview
3.1.2. Survey
3.2. Data-Analysis
3.3. Limitations
4. FINDINGS
4.1. Interview4.2. Survey
4.2.1. Overall trends
4.2.2. Peoples Brand Perceptions about Nokia
4.2.3. Brand Loyalty
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4.2.4. Nokias Marketing Efforts
4.3. Similarities between Nokias Aspired Brand Image and the Brand Perception
of Consumers
4.4. Differences between Nokias Aspired Brand Image and the Brand Perception
of Consumers
5. DISCUSSION AND ANALYSIS
5.1. Analysis of Interview and Survey Results
5.1.1. Interview
5.1.2. Survey
5.1.3. Key Differences in Opinions between Finnish and US Respondents
5.2. Analysis of Nokias Marketing Environment
5.2.1. Smart Phone Industry Analysis of Finland5.2.2. Smart Phone Industry Analysis of USA
6. CONCLUSIONS
6.1. Main Findings
6.2. Limitations
6.3. Implications for International Business
6.4. Suggestions for Further Research
REFERENCES
APPENDICES
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The title of the thesis is Improving Nokias Marketing Strategies for Smart Phones from
a Branding Perspective in Finland and the United States and the objective is to analyze
the dimensions of Nokias smart phone marketing that the customers do not agree upon
or simply do not know about and improve them from a brand managing viewpoint. By
narrowing the gap between Nokias aspired brand image and the brand perception of
the consumers, Nokia should be able to regain its impressive global market share also
in the smart phone segment.
1.2 Research Problem
The purpose of this Bachelors thesis is to find out if the Nokia brand can and should be
revitalized and if the current marketing strategies for Nokias smart phones in Finland
and the United States can be improved from the brand building perspective.
1.3 Research Objectives
The thesis has three distinct research objectives. First of all I will try to find out what is
the aspired brand identity and brand image Nokia is trying to convey with its smart
phone marketing. To achieve this I will conduct interviews with people who are
responsible for Nokias brand management and marketing.
The second research objective of my thesis is to find out what is the consumers brand
perception of Nokia at the moment. To answer this question I will conduct a
comprehensive smart phone brand perception survey to collect data from Finland and
the United States.
The last research objective ofthe thesis is improving Nokias current marketing
strategies for its smart phones from a branding perspective in the countries subject to
research. By comparing the results of the customer surveys with the company
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interviews, I can detect where the aspired brand identity of Nokia does not meet the
brand perceptions of the consumers. By utilizing the existing knowledge and literature
on the topic, I should be able to come up with ways to improve Nokias smart phone
marketing in the two distinct geographical regions.
1.4 Research Questions
To help address my research objectives, I have invented three research questions, the
first one being What is the brand image Nokia is trying to create in the minds of the
consumers? The second research question is How do consumers perceive Nokias
smart phone brands? To tackle the third research objective, I will be asking How can
Nokias marketing strategies be improved from the branding perspective?
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2. LITERATURE REVIEW
The purpose of this literature review is to discuss relevant writings on how to improve
marketing strategies from the branding perspective. First, important terms such as
brand equity and the concept of consumer-based brand equity are discussed. Secondly,
the brand management process is discussed from a strategic viewpoint with the help of
terms like brand revitalization and integrated marketing activity. The next part of the
literature review concentrates on analyzing the marketing environment. Finally, the last
section summarizes important conclusions on how the literature review relates to the
company being observed, Nokia.
2.1 Brand Equity
According to Kevin Keller, brand equity has been one of the most important marketing
concepts to arise in the last few decades. Also Davis regards brand equity as a key
marketing asset (2000). Moreover, Falkenberg states that brand equity is achieved
when a firm is able to gain favorable associations towards a brand among targeted
consumers (1996.) Keller conforms to this as the key to increasing brand equity, in his
opinion, is improving brand awareness and the strength, favorability, and uniqueness of
existing brand associations (53). Even though the literature on brand equity is rather
fragmented, researchers seem to agree that brand equity stands for the added value
transferred from the brand to the product (Farquhar 1989). Like Farquhar, Keller uses
the term brand equity to explain the different outcomes of marketing branded products
when compared to marketing products that are not branded (37). Aaker, on the other
hand, notes that brand equity might also be detrimental to the perceived value of a
product by defining brand equity as the set of brand assets and liabilities that are linked
to the brand name and add to or subtract from the value provided by a product or a
service to the firm (7-8).
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2.1.1 Customer-Based Brand Equity (CBBE)
In relevant literature, the complex construct of brand equity has been scrutinized from
two major perspectives: the financial and the customer-based perspective
(Christodoulides and Chernatony 46). The Customer-Based Brand Equity models help
understand consumer behavior and thus provide tools for the marketer to influence it.
The basis for these models is the perspective of the consumer, because understanding
consumer needs and devising products to satisfy those very needs is the key to
successful marketing. Whereas brand equity was defined as the effect of the brand on
marketing efforts, CBBE is defined as the differential effect that brand knowledge has
on consumer response to the marketing of the brand (Keller 48). Despite mild criticism
towards Keller for relying strictly on consumer psychology, most conceptual research onbrand equity acknowledges that brand awareness and brand associations are essential
components of consumer-based brand equity (Christodoulides and Chernatony 47).
Kellers CBBE model relies on four sequential steps in building strong brands. The first
step is establishing the brand identity in the mind of the consumer by ensuring
identification of the brand and associating it with a specific customer need or product
class. The second step involves establishing a brand meaning by linking both tangible
and intangible associations to the product using points of parity and points of difference.
According to the third step, positive customer responses to the brand identity and the
brand meaning should be encouraged. Last but not least the resulting brand responses
have to be converted into an active and loyal relationship between the brand and its
customers (Keller 59-60).
The Customer-Based Brand Equity Pyramid displays the four-step process with a
pyramid consisting of six so called brand building blocks. The six blocks are brand
salience, brand performance, brand imagery, brand judgments, brand feelings and
brand resonance. Significant brand equity results only when the top of the pyramid is
reached (Keller 60). The first block, brand salience, refers to the breadth and depth of
awareness. The second stage of the pyramid consists of brand performance and brand
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imagery, where performance describes how the product or service meets customers
functional needs and imagery describes the abstract imagery associations consumers
have of user profiles and usage situations. The third stage is formed by brand
judgments and brand feelings. Judgments represent the customers personal opinions
about the brand and feelings stand for the emotional responses and reactions to the
brand. The fourth and final step of the pyramid includes the brand resonance block,
which depicts the level of customer identification with the brand (Keller 60-72).
Figure 1: The Customer-Based Brand Equity Pyramid
2.1.2 Building Global Customer-Based Brand Equity
When brands become global, they will have to be built around needs of a wide range of
consumers with different cultural backgrounds (Marketing Week 2006). As there was
much debate around the components of brand equity, there has also been a vividdiscussion considering the key components of global brand strategies. According to
Baker, a strong global branding strategy not only enhances, but also protects a firms
market position from competitors (591-594). Another critical issue in global branding is
maintaining the accumulated brand equity in the long run (Samli and Fevrier 207).
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1. Understand similarities and differences in the global
branding landscape.
2. Dont take shortcuts in brand building.
3. Establish marketing infrastructure.
4. Embrace integrated marketing communications (IMC).
5. Cultivate brand partnerships.
6. Balance standardization and customization.
7. Balance global and local control.
8. Establish operable guidelines.
9. Implement a global brand equity measurement system.
10. Leverage brand elements.
Figure 2: The Ten Commandments to Global Branding (Keller 607).
In his Strategic Brand Management textbook, Keller suggests that Ten Commandments
of global branding, that guarantee global success, can be identified (Figure 2). The logic
behind these commandments is that the key to global success is taking advantage of
local consumer behavior. Even if customers in different regions have similar
preferences, they may have totally opposing reasons for those preferences that reflectcultural, situational, and individual differences (Arnould, Price, and Zinkhan 288). The
sources of brand equity and the means of acquiring it may indeed vary between
countries, but a sufficient level of brand awareness and enough strong, favorable, and
unique associations still have to exist before brand equity can be built further and
leveraged (Keller 608-609). Samli and Fevrier, on the other hand, suggest that in an
effort to empower global brands, a sequential three-step process consisting of strategic
action, brand empowerment, and sustaining brand equity should be applied (208). The
two approaches do not differ much from each other since they both emphasize the
importance of strategic preparation, brand empowerment, and creating sustainable
global brand equity.
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2.2 The Strategic Brand Management Process
Keller divides the process of strategic brand management into four steps: Identifying
and Establishing Brand Positioning, Planning and Implementing Brand Marketing
Programs, Measuring and Interpreting Brand Performance, and finally Growing and
Sustaining Brand Equity (38). At the heart of the process is the understanding of what
the brand represents and how it should be positioned against competitors. After all,
sustainable and competitive brand positioning is all about creating brand superiority in
the minds of consumers. According to Aaker (1996) a brand position can be d efined as
a value proposition that is actively communicated to the target audience and that clearly
demonstrates an advantage in comparison to competing brands (176). Positioning
should also clarify the points of difference (PODs) and points of parity (POPs) acompany has over its competitors. Furthermore brand positioning should specify the
most important core brand associations that characterize the particular brand. Defining
a brand mantra orin other words defining the brand promise is also extremely useful in
explaining to the consumers what a brand actually stands for (Keller 38).
The second step in Kellers Strategic Brand Management Process is Planning and
Implementing Brand Marketing Programs. As mentioned earlier, a prerequisite for
building brand equity is creating enough awareness to the brand and also linking strong,
favorable, and unique associations to the brand (Keller 39). This process for knowledge-
building is dependent on three factors.
First of all it depends on the initial choice of brand identities and elements, where the
brand identity includes everything that makes the brand unique and meaningful
(Janonis, Dovaliene, and Virvilaite 70). Secondly, the effectiveness of planning and
implementation depends on how well the brand is integrated into the marketing activities
and the supporting marketing program. Later, the term Integrated Marketing
Communication (IMC) will be discussed in more depth, since it is a critical component of
brand equity related strategies (Madhavaram, Badrinarayanan, and McDonald 69).
Thirdly, secondary associations indirectly transferred to or leveraged by the brand as a
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result of linking it to some other entity have a large effect on the outcome of the brand
equity building process (Keller 39). This notion has been reinforced by other
researchers as well. The clever choice for a partner brand, for example, enables the
brand to extend past its traditional competencies (Uggla 105).
Measuring and Interpreting Brand Performance is the third step of the Strategic Brand
Management Process model used by Keller. Like Keller, Doyle gives significant credit to
brand performance in determining the success of an entire business (qtd. in De
Chernatony, Harris, and Christodoulides 16). To understand the effect brand marketing
programs have on brand equity, extensive marketing research should be applied to
assess brand performance (Keller 40). Measuring the effectiveness of a brand strategy
is no easy task, however, as Srivastava points out in his article in the Journal ofStrategic Marketing (487). Some tools that have been coined to help in measuring
brand performance are the brand value chain and the brand equity measurement
system. The first one of the two, the brand value chain, is a convenient tool for tracing
the value creation process of a brand, because it helps to perceive the financial impact
of investments in brand marketing. The brand equity measurement system , on the other
hand, supports profitable brand management by providing timely, accurate, and
actionable information for marketers to balance their tactics between short-term and
long-term profits (Keller 41).
The final step in the strategic brand management process is Growing and Sustaining
Brand Equity. Managing a brand effectively calls for an intricate mixture of short-term
view accompanied with long-term goals. Short-term marketing actions change brand
knowledge and thus affect the success of future marketing actions as well. An emphasis
on the long-term view, however, is also important, because it produces proactive
strategies that enhance brand equity over time. Another essential consideration is
accounting for different types of consumers across geographic and cultural
boundariesequity has to be built on specific knowledge about the behavior of the
different market segments (Keller 41). Sometimes, however, effective brand equity
management calls for active brand management in the form of brand revitalization in
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addition to the long-term perspective (Keller 1999). The concept of brand revitalization
will be discussed in the next section of the literature review.
2.3 Brand Revitalization
A brand is most likely to respond well to revitalization efforts if there are clear and
relevant brand values that have been ignored lately in the marketing communication
and hurt by product related problems or cost reductions. Evidence that the brand values
were once contributors to the brands popularity is a good indicator of the future success
of the revitalization process. Furthermore the extent to which the core brand
associations still correctly position the brand by functioning as points of parity and pointsof difference is another factor of utmost importance (Keller 562).
Aaker (1991) states that the goal of brand revitalization is not only increased sales, but
also basing this increase on enhanced brand equity (242). According to Keller,
revitalization strategies range from back to basics strategies to the pure reinvention of
brands. Another important notion by Keller emphasizes that product failures, in which
the brand fundamentally fails to deliver on its customer promise, are far more damaging
than failures in marketing, where an insufficient amount of consumers are attracted to
the brand (564).
When a company understands the current and desired brand knowledge structures, the
customer-based brand equity framework provides guidance on how to best refresh old
sources of brand equity or create new ones to achieve the intended positioning (Keller
565). The model consists of two options: expanding the breadth and depth of
awareness and improving the strength, favorability, and uniqueness of brand
associations that make up the brand image.
Increasing the breadth of brand awareness by expanding usage and finding new uses
for the brand is a powerful way to increase brand equity (Keller 566). Identifying new
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usage opportunities and reminding consumers of them through marketing
communication increases the frequency of use, which is a lot easier to manipulate than
increasing quantity of consumption. According to Aaker, products can also be
positioned for more frequent use, the usage can be made easier, additional incentives
can be provided, and undesirable consequences of usage can be reduced in order to
increase usage.
Fundamental changes are sometimes necessary to improve the strength, favorability,
and uniqueness of brand associations and thus the entire image of the brand. To
accomplish this repositioning, fading positive associations have to be bolstered,
negative ones have to be neutralized, and additional positive associations have to be
created. Repositioning of the brand comes down to simply introducing more compellingpoints of difference and establishing points of parity on some key image dimensions. To
convey the new meaning to the public, the brand elements may also have to be
reconsidered (Keller 568).
Figure 3: Brand Revitalization Strategies (Keller 583).
BRAND
REVITALIZATIONSTRATEGIES
Refresh old sources ofbrand equity
Expand depth and breadth
of awareness and usage ofbrand
Increase quantity of
consumption
Increase frequency of
consumption
Identify additionalusage opportunities
Identify new ways to
use the brand
Create new sources of
brand equity
Improve strength,
favorability, and uniquenessof associations
Bolster fading
associations
Neutralize negative
associations
Retain vulnerable
customers
Recapture lost
customers
Identify neglectedsegments
Attract new
customers
Create new
associations
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2.4 Designing Marketing Programs from a Branding Perspective
2.4.1 Integrating Marketing Activity
The improved connectivity, growing disintermediation, increased customization, and
blurring of industry boundaries among other drivers have provided consumers and
companies with unforeseen abilities (Keller 185). For consumers, these abilities include
the consumers capability to obtain large quantities of information about practically
anything and the capability to conveniently interact with other consumers. For
companies the change has meant that they now have an augmented geographic reach
and that they are able to customize their offerings more efficiently. Marketers around the
world are increasingly waiving so-called mass-market strategies in the face of newapproaches. The marketing environment of the 21st century has altered the way
marketing programs are developed. Especially personalization and integration of
marketing communication have become essential requisites for building strong brands
as activities are built to appear more and more meaningful to specific target markets
(Keller 186).
Integrated Marketing Communication is simply the integration of advertising and
promotional activities (Luck and Moffatt 311). Despite recently becoming something of
a standard for marketing organizations, integrated marketing communication is still
prone to cultural divergence and some underlying weaknesses in its current processes
can be identified (Kitchen, Ilchul, and Schultz 531). Drobis goes as far as saying that
IMC as we know it is dead, because it stands for many things, but nothing in particular
(1). Knowing the shortcomings of the traditional Integrated Marketing Communication,
Finne and Grnroos offer an interesting concept called relationship communication,
where the responsibility of integrating the marketing messages is transferred to the
consumer. After all, it is the receiver who decides if the marketing messages are well
integrated in the end (193).
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2.4.2 Personalization of Marketing
Keller writes that to address the consumer desire for greater personalization of
marketing, concepts such as experiential marketing, one-to-one marketing, and
permission marketing have been exploited lately (188).
Experiential marketing refers to the idea of connecting the product with pleasant
experiences and to the idea of enriching a customers life.According to Bernd Schmitt
The degree to which a company is able to deliver a desirable customer experience
and to use information technology, brands, and integrated marketing communication
and entertainment to do sowill largely determine its success in the global marketplace
of the new millennium (qtd. in Keller 188).
The fundamental reasoning behind one-to-one marketing is that marketers are better
able to create customer value if they listen to the information consumers provide to
them and use it to generate rewarding experiences. This approach not only creates
switching costs, but it also maximizes the utility for consumers, which in turn helps in
building profitable relationships between the firm and its customers (Keller 190).
According to Keller, one-to-one marketing is based on simple strategies. First of all
consumer databases should be taken advantage of by focusing on individual customers
and treating them differently according to their preferences, because customers have
different needs. Majority of the marketing efforts should also be steered towards the
most valuable customers, because not all customers have the same value to the firm in
the long run. Secondly consumer dialogue should be interactive, which is in sync with
the goal of increasing brand resonance that occupies the top of the Customer-Based
Brand Equity Pyramid. Thirdly products and services offered by the company should be
customized to address particular needs and to encourage positive brand associations of
uniqueness (Keller 190-191).
Permission marketing is the third concept that has been introduced following the
growing focus on personalization of marketing. It refers to those marketing efforts that
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start only after gaining the permission from the consumers. Permission marketing aims
at reaching a contact with the customer and crafting customer loyalty. The key to
success is respecting the wishes of the consumers. By eliciting consumer cooperation
amidst the miscellaneous marketing communication of today, marketers are more likely
to develop strong and long-lasting customer relationships, because consumers
deliberately express their willingness to become more involved with the brand (Keller
192). Technological advances in areas like software development and database
management allow companies to store and efficiently process loads of customer data to
come up with personalized and targeted marketing messages to customers. Over time
the ultimate goal is to create profits by leveraging the permission given by the consumer
(Keller 192-193). Although permission marketing cultivates the idea of improving the
dialogue between the consumer and the firm, it is somewhat restrained by the fact that itassumes that consumers know exactly what they want. Instead of relying totally on the
consumers, marketers must instead cooperate with the consumers to come up with
innovative solutions on how to best satisfy customer needs (Keller 193-194).
2.5 The Marketing Environment
The rivalry resulting from the threat of new entrants, the threat of substitute products,
the bargaining power of suppliers, the bargaining power of buyers, and the rivalry
among existing competitors illustrates the competitive interaction within an industry.
These underlying determinants of profitability are more or less the same regardless of
the industry. The competitive structure, manifested in the above mentioned five forces,
measures the long term attractiveness of a particular industry by determining how the
economic value is divided between the parties involvedthe competitors, the suppliers,
and consumers (Porter 78-93)
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2.5.1. Implications for Strategy
Careful analysis of the five forces of the competitive environment provides strategists
with many opportunities. One important implication is that the relationships between the
five forces may reveal positioning opportunities in the industry such as establishing
strong links with the most important suppliers. In addition, understanding the principles
behind industry profitability helps companies shape the industry structure and standards
more to their liking by inventing new ways of competing inside the industry. Whenever
sophisticated understanding of the principles exists, all changes in the industry can be
considered as opportunities to claim a more profitable strategic position in the
competitive landscape (Porter 78-93).
When using the five forces model to assess market attractiveness, it is important to
remember that the forces are heavily interdependent and cannot be evaluated
separately. Furthermore the traditional model is often described as static since it does
not take into account the effect of time and industry cycle on the five forces. When these
additional factors are added to the analysis, the resulting perspective is much more
dynamic and comprehensive (Grundy 213-229).
2.6. Conclusions on the Literature Review
According to the literature discussed, brand equity is without a doubt an important
marketing concept that either adds to or subtracts the value of the product or service.
According to Interbrand, Nokia was still among the ten most valuable global brands in
the world in 2010 with a brand value of nearly 30 billion US dollars, but its brand value
had declined 15% in one year whereas Apples brand value had soared up 37% (Best
Global Brands Ranking for 2010). The often cited consumer-based brand equity model
approaches brand equity from the consumers perspective. It can be described with a
pyramid model consisting of different levels of attachment between the brand and the
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consumer. In Nokias case it is important to determine, which step of the pyramid they
are currently occupying in which countries in order to continue forward progress.
A prerequisite for building and leveraging accumulated brand equity is creating enough
strong, favorable, and unique brand associations in the minds of the consumers. This
claim is not dependent on whether the firm is operating domestically or internationally.
Another interesting implication of using the customer-based brand equity model is that
the way brand associations are created is no longer as relevant in the modern world of
marketingwhat matters nowadays is simply the resulting awareness and the strength,
favorability, and uniqueness of the brand associations. In other words the impact of
marketing on brand equity should be equal between different types of marketing
activities as long as the associations created are identical. Hence marketers shouldconcentrate on creating marketing programs that consist of seamlessly integrated
solutions and customer experiences that increase awareness, precipitate demand, and
embrace loyalty (Keller 187). This means that Nokia is not restricted to any certain type
of marketing communication, as long as they can create awareness and encourage
positive brand associations.
The first and most important step in the strategic brand management process is brand
positioning. If Nokia wants to gain a competitive advantage over other smart phone
brands, it has to find a way to differentiate from the others in a meaningful way. As
Nokia was once considered as the pioneer in the mobile phone industry, revitalization
efforts should yield positive results, if people are willing to agree that the core brand
associations are still intact.
From a branding perspective, the new approaches to marketing are useful in forming
positive brand responses and encouraging brand resonance. Experiential marketing,
one-to-one marketing, and permission marketing all strive for getting consumers actively
involved with a particular brand. Even though they concentrate on reinforcing different
building blocks of the Customer-Based Brand Equity Pyramid, they simultaneously add
to brand equity by strengthening the bond between the consumer and the brand.
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Nokias task is to choose the right tools from the pool of new approaches to marketing in
order to climb up the brand equity ladder.
Finally, the different marketing environments of Nokia both in Finland and the United
States have to be carefully analyzed in order to constitute a comprehensive
understanding of the principles and forces behind the competitive environments. These
insights can then be used to take advantage of the inherent opportunities.
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3. METHODOLOGY
This Bachelors Thesis is a case study with a conceptual research design since it
consists of a defined research problem, clear research objectives, and exact research
questions that lead to conclusions on a real-life phenomenon. The thesis includes
empirical as well as descriptive elements. There are several contexts to the research,
because the aim is to improve Nokias existing marketing strategies in different regions
based on potentially differing brand perceptions prevalent in these areas. To tackle the
research objectives, both qualitative and quantitative methods are utilized.
3.1. Data Collection Methods
3.1.1. Interview
Qualitative research and analysis methods were used to assess the depth interview
(Appendix 1) conducted on the fourth of February, 2011, with Mr. Pekka Somerto, the
Vice President of Nokias Brand and Marketing Portfolio Management. The interview
was conducted at Nokias headquarters in Keilaniemi and it lasted for approximately an
hour. The interview consisted of thirteen questions and the purpose was to find out
about the brand identity Nokia tries to create with their marketing. The questions asked
were chosen based on the literature discussed in the literature review, and with the
overall goal of improving Nokias marketing strategies for smart phones from the
branding perspective. The results of the interview not only helped in reaching the
research objective, but they also provided useful ideas and additional questions for the
consumer survey.
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3.1.2. Survey
To find out consumers brand perceptions of Nokia, quantitative research and analysis
methods were utilized. An online consumer survey (Appendix 2) was created with the
Qualtrics-software and distributed to approximately 400 people in Finland and the
United States through e-mail and social media networks. The survey itself consisted of
23 actual questions and five classification questions. The survey was started 155 times
and completed 125 times with a completion percentage of 81%. Thus the respective
response rate was 38.25 percent. Of the respondents, 63% were male and 37% female.
Similarly to the gender distribution, approximately 60% of the responses came from
Finland and 40% from the United States.
A clear majority of the respondents study in a University or have a University
background, but some respondents also study in a Polytechnic institute or have at least
a masters degree. The average respondent was approximately 25 years old, the
youngest being 19 years and the oldest 42 years old. Most respondents earn less than
50.000 US dollars annually and very few exceed annual earnings of 150.000 US dollars.
The questions of the survey were based on the literature discussed in the second part
of the thesis, the research questions, and the depth interview conducted with the
company representative of Nokia. The objective of the survey was to find out if the
consumers perceive Nokia similarly to Nokias aspired brand identity. The survey had
four distinct parts where the first part concentrated on questions about smart phones in
general, the second part on Nokias smart phones and their marketing, the third section
on brand loyalty, and finally the fourth part on classification of the respondents.
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3.2. Data Analysis
The data analysis of the survey results started with a general analysis of the averages
and apparent trends. It was followed by the identification of significant regional
differences between the responses with the help of cross tabulations
3.3. Limitations
Only one interview was performed to find out Nokias aspired brand image, so the
results were heavily dependent on the personal opinions of the interviewee. In addition,
the questions were shown to the respondent only half an hour before the interview, soall of the answers might not reflect the exact position of the company since the
respondent did not have the chance to go through the answers with anyone else from
the company.
The biggest limitation of the survey, on the other hand, was the narrow sample size,
where university students were overrepresented when compared to the actual
demographic structures of the targeted countries. In addition not all people answered all
of the questions, which somewhat diminished the applicability of the rest of their
answers.
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4. FINDINGS
This section lists the most important findings from the interview and the customer
survey. The aspired brand image of Nokia was deducted from the depth interview with
the company representative and the brand perceptions were determined from the
answers to the international customer survey. Later on the similarities and differences of
the findings between the interview and the survey are highlighted.
4.1. Interview
According to the interview with Mr. Pekka Somerto, Nokias Vice President of Brand and
Marketing Portfolio Management, Nokias so called brand promise since the 1990s has
been connecting people. This idea is clear to all employees at Nokia despite the fact
that over the years the meaning of the phrase has evolved to connecting with everything
instead of just other people. This is important, because if a brand is to be successful,
the brand has to deliver on its promise to the customers and furthermore all the
employees have to know what the brand stands for.
Throughout their stint in the mobile phone manufacturing industry, Nokia has wanted to
be known for producing reliable mobile phones that are easy to use, innovative, and
stylish. What was surprising about the interview was that the most important brand
associations Nokia strives for, in addition to reliability, are sustainability and
environmental responsibility. These two associations are rather vague from a marketing
standpoint, since they do not have much in common with the other traits Nokia wants to
be known for and they seem like irrelevant associations to some key influencers of the
smart phone market segment.
The interviewee believed that the most important smart phone features for users are the
amount of applications available, and the possibility to customize the user experience
as much as possible. Furthermore he added that the major breakthroughs in the near
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future would be made in the user interface development of smart phones to enable
effortless control of the smart phone device. To generate positive emotional
associations, however, the company mainly emphasizes the functional benefits of Nokia
phones such as voice quality and battery life.
Nokia segments its customers in different destinations based on demographic data and
the purchasing power of the people who live there. They target the active participants in
the cell phone market and concentrate especially on the first movers in the industry.
Nokia would like to appear younger in the eyes of the consumers and they would also
benefit from being more agile in reacting to the fluctuating markets. One of the most
important findings of the interview was that Nokia wants to emphasize how their
products can improve the quality of life in all aspects.
The interview also pointed out that Nokia wants to achieve a unified visual approach in
its marketing, but at the same time they are applying principles of hyper-locality. Their
latest smart phone advertising campaign revolves around the theme of re-defining
success, which underlines that Nokia smart phones help individuals determine their own
success by allowing them to express themselves freely.
4.2. Survey
4.2.1. Overall Trends
According to the survey findings, over 70% of the respondents that live in the US did not
mention Nokia among three smart phone brands that compete in their home country.
More alarmingly, approximately one third of the respondents from Finland did not
mention Nokia as a competitor either. Apple was clearly the most popular choice as
over 85% of the respondents mentioned it as a competitor both in Finland and the
United States.
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Mentioned among competitors
Apple Blackberry HTC Nokia Samsung
Finland 91,5 % 25,4 % 39,0 % 64,4 % 39,0 %
USA 85,7 % 36,8 % 44,7 % 28,9 % 15,8 %
Figure 4: Percentage of mentions among the top three smart phone brands
Almost half of the respondents (46 percent) said that Apples iPhone is their preferred
smart phone brand. Nokia was the second most preferred brand far behind with 18
percent. When asked about which smart phone brands the respondents actually own,
however, Apple was only a few percentage points ahead of Nokia. This result indicates
that Apples dominant position is not solely based on personal use experience, but
rather on brand image and word of mouth appraisal.
The most important smart phone feature for the respondents was Internet connection
with a mean of 4.60 on a five-point scale. Battery life came in second with a mean of
4.52. Longer battery life was also the most common suggestion for improvement among
the respondents. Reliability of functions was number three with a mean of 4.51 closely
followed by ease of use (mean 4.44). The most unimportant feature for the respondents
was camera (mean 3.68). Interestingly, the results did not vary significantly between thecountries subject to research.
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# Question Not at allImportant
Unimportant Neither Important NorUnimportant
Important VeryImportant
Responses Mean
1 Applications (Apps) 4 6 27 70 43 150 3.95
2 Battery life 0 1 7 55 87 150 4.52
3 Camera 1 16 41 64 28 150 3.68
4 Design 0 7 16 81 46 150 4.11
5 Ease of use 0 1 14 53 82 150 4.44
6 E-mail 3 13 23 48 62 149 4.03
7 Internet connection 0 3 9 33 105 150 4.60
8 Memory capacity 0 10 28 76 36 150 3.92
9 Reliability of functions 0 1 8 54 87 150 4.51
10 Screen size and resolution 0 4 19 93 34 150 4.05
11Technical aspects such asvoice quality
2 7 23 64 54 150 4.07
12Additional features such ascalendar, navigator, etc.
2 6 33 77 32 150 3.87
13 Other, please specify: 2 1 7 5 18 33 4.09
Figure 5: Smart phone feature appreciation
Practically every respondent was familiar with the cell phone brand Nokia (99 percent),
but still only 30 percent indicated they have at some point actually owned a Nokia smart
phone. When asked about the level of satisfaction with Nokias smart phones, the
majority indicated that they were satisfied with the phone, but the average was only
slightly above neutral stance. Moreover, only 8.5% of the respondents indicated that
they were very satisfied with their Nokia smart phone. When asked about the perceived
quality of Nokias smart phones, 23% of the people did not have an opinion. Of those
who had an opinion, 45% responded that they are of good quality. The average score
among those who had an opinion was between Neither Good or Bad and Good.
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The respondents were also asked to assess the perceived value of Nokia smart
phones. Most of the respondents (32%) thought that the value of Nokias smart phones
is Neither Low nor High, but 27% thought they actually offer High value. Only 2% of
the answers indicated Very High perceived value, however. The results quite clearly
indicate that the reason for the mediocre consumer satisfaction is not caused by
problems with the perceived quality or the perceived value of Nokias smart phones.
To find out about consumer perceptions on innovativeness, the respondents were
asked to name the first smart phone brand that comes to mind when speaking of
innovative smart phones. Approximately 65% of the respondents thought of Apple first,
while the second most common response was HTC with about 16%. Nokia was
mentioned as the most innovative brand by only 3% of the respondents in Finland and
quite astonishingly by none in the United States. Furthermore, when asked about trendy
smart phone brands, Apple was even more dominant. 77% of the respondents
mentioned Apples iPhone as the trendiest smart phone on the market. HTC came in
second with 9% of the nominations while Nokia did not receive any consideration.
The Most Innovative Smart Phone
BrandApple HTC Nokia
Finland 64,4 % 16,9 % 3,4 %
USA 68,4 % 13,2 % 0,0 %
Figure 6: Peoples perception of the most innovative smart phone brand on the market
4.2.2. Peoples Brand Perceptions about Nokia
To assess consumers brand perceptions on Nokia, the respondents were asked to
describe Nokias smart phones with a few words. The most common positive
characteristics mentioned were reliability and good quality. However, Nokias p roducts
were also frequently described as old-fashioned and outdated. When the respondents
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were asked to describe Nokia as an organization, the most common adjectives
appeared to be big, slow, and unimaginative. Finally, people were asked to describe
Nokia if it was an actual person. The clearest consensus between the respondents was
that while Nokia is smart and reliable, it is also unexciting and old when thought of as a
person.
Another interesting notion from the survey was that people could not consistently
pinpoint how Nokia differentiates itself positively from the competitors in the smart
phone market. Only few people mentioned Nokias superior camera or the
complimentary navigation service as points of difference. Moreover many respondents
wrote that it is hard to differentiate between smart phones and now that Nokia has
abandoned its own Symbian operating system it will be even harder for Nokia todifferentiate from competition in the future.
4.2.3. Brand Loyalty
The results of the survey indicated that people consider themselves rather loyal to smart
phone brands. The largest percentage of the respondents, 28%, chose to agree with the
statement: I am loyal to smart phone brands. When asked about brand loyalty towards
specific brands, it turned out that people are the least brand loyal to Nokia and the most
loyal to Apple. This finding is also supported by a Finnish mobile analytic and market
research firm Zokem, which surveyed over 1,500 smart phone owners in the United
States (Barrett). Interestingly, Apple was also the most polarizing brand among the
brands surveyed. Most people indicated it would be Very Unlikely for them to switch to
another brand if they owned an Apple smart phone, but at the same time the largest
number of respondents would also Very Likely switch to another brand if they owned a
smart phone by Apple. Although important, availability, discounts, and positive word of
mouth recommendations were far less significant when deciding when to switch
between smart phone brands compared to the actual usage experience.
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4.2.4. Nokias Marketing Efforts
Quite shockingly, the majority of the respondents (57%) could not remember any
marketing efforts by Nokia. Most commonly remembered marketing efforts were
sporting event sponsorships and the campaign for the N8 phone. Many people could
also recall Nokias slogan Connecting people.The effectiveness of Nokias marketing
efforts did not receive much praise either. Only 7% of the respondents combined
thought Nokias current marketing efforts are either Very Effective or Effective. In
contrast, 58% judged Nokias marketing either Ineffective or Very Ineffective. On top
of that 17% of the respondents could not even form an opinion on the level of
effectiveness based on their rare encounters with Nokias marketing communication.
4.3. Similarities between Nokias Aspired Brand Image and the Brand Perception
of Consumers
Several similarities between the aspired brand image of Nokia and the brand
perceptions of the consumers can be identified by comparing the answers to the
interview and the survey. First of all, the image of Nokia as a brand that facilitates
communication with other people is clear for both the organization and the consumers.
Furthermore Nokia is usually seen as a reliable brand that does not fail to deliver on its
fundamental customer promise. Recently, however, Nokia has had some reliability
issues especially when it comes to adhering to pre-determined deadlines.
Nokia also agrees with the respondents that the ease of use of smart phones is of
particular importance. Unfortunately Nokia has not yet been able to successfully
produce smart phones that would substantially stand out with their user friendliness.
Another thing Nokia has been trying to emphasize lately is the functional benefits of
Nokias smart phones such as battery life. As we saw from the survey results, battery
life is also the most important feature for many smart phone users.
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4.4. Differences between Nokias Aspired Brand Image and the Brand Perception
of Consumers
Despite many similarities, the research also showed numerous issues where Nokias
management seemed out of sync with the consumers. To begin with there was a clear
contradiction between Nokias aspiration for innovativeness and agility and the opinion
of the respondents. In the survey, Nokia was often referred to as a sluggish and old-
fashioned company. Another noticeable difference was that Nokia received no credit for
its attempts at environmental responsibility although it was clearly stated as one of the
top priorities by the management.
The interviewee firmly believed that applications are the most important feature forsmart phone users alongside an easily customizable interface. The survey results
nevertheless implied that applications are nowhere near the top priorities of smart
phone users. All the same, probably the biggest surprise was that Nokias marketing
efforts are commonly regarded as hard to recall and ineffective.
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5. DISCUSSION AND ANALYSIS
In this section the findings from the interview and survey will be analyzed in the light of
the literature discussed in the literature review.
5.1. Analysis of Interview and Survey Results
5.1.1. Interview
Brand Equity
As the literature review pointed out, improving the strength, favorability, and uniqueness
of brand associations is a key factor in building brand equity. Hence by consistently
underlining the importance of reliable products, Nokia has been able to successfully
strengthen the favorable association of reliability towards its brand name in the minds of
the consumers. Furthermore, understanding that easily customizable products are seen
as more unique by the consumers, Nokia is trying hard to link associations of
uniqueness to its products. Being able to differentiate from competition in the smart
phone market is considered to be hard, which makes pursuing uniqueness an even
more justifiable goal.
Nokias willingness to change and become more customer oriented can clearly be seen
from the interview. The effort is understandable, since the customer-based brand equity
pyramid shows that the most profitable results are achieved only when an active and
loyal relationship between the firm and the customer is established. Moreover, as the
section on personalization of marketing indicates, such relationships can be formed
through providing the customer with rewarding experiences and understanding his or
her special needs.
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Marketing
According to the interview, Nokia makes changes to its marketing mix in different
countries based on demographic data and the purchasing power of the people. As we
learned from the literature review, paying attention to the local consumer is important
and the starting point should be the special needs of the local consumer. Furthermore,
when assessing the overall attractiveness of the market, tools such as the five industry
forces model by Michael Porter should be utilized as an integral part of the strategic
preparation process.
Currently Nokia is running a global advertising campaign called success re-defined, in
which different people tell how Nokias smart phones enable them to redefine success
for themselves and help in expressing it forward. In Finland, snowboarders and models
are used to endorse Nokias products in an effort to leverage the equity of the celebrities
and to elicit more positive brand associations towards Nokia. Self-expressive benefits
are an integral part of marketing for Nokia, but still the consumers are not aware of such
benefits. Through more thorough personalization of marketing efforts, however, Nokia
should be able to remind consumers more effectively about the small improvements to
the quality of life that Nokia believes can be made with their smart phones.
All Nokias marketing aims for a unified visual approach with the blue color being the
common factor. Integrating all marketing communication at least from a visual
standpoint is justifiable, if only the needs of consumers with different cultural and
economical backgrounds can be taken into account sufficiently at the same time. In that
case it is up to the receiver of the messages to decide if the brand is communicated in a
meaningful way and that the communication is enough integrated to reinforce similar
associations between different media.
Analysis of the company interview revealed that the positioning of Nokia in regard to the
competitors in the market is not totally clear even to the employees. In the future
Nokias positioning should be more clearly communicated inside the company as well
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as to the public. In addition only the most relevant points of parity differentiation should
be emphasized in all marketing efforts. As it was discussed in the literature review,
these efforts should be directed at Nokias most valuable customers instead of the key
influencers among smart phone users, since the key influencers are not a homogenous
group and engineering compelling marketing messages for these people is much
harder.
Brand Revitalization
Brand revitalization is all about refreshing former sources of brand equity or alternatively
creating new ones to achieve an intended positioning in relation to the competition. In
Nokias case, the reasoning behind the revitalization efforts is the intention to regain the
fading associations of innovativeness, agility, and transparency and to negate the
negative associations of sluggishness and obsoleteness. According to the literature
review, Nokia should respond positively to the revitalization endeavors since the
positive values being bolstered were actually once the determinants of success for
Nokia and the recent struggles have not been caused by fundamental product failures.
5.1.2. Survey
Positioning
The survey indicated that Apple has been able to establish superiority particularly in the
minds of the consumers since many people preferApples smart phones even when
they have never owned them. At the moment, most of the brand associations
associated with Nokia are actually detrimental to the brand and it faces a tough battle
trying to revitalize the brand and position it in a way that attracts customers that are
currently using competitors products. The key here is to differentiate Nokias products
in a meaningful way to the target market and to consistently deliver on the brand
promise and the new positioning.
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Brand Equity
Another finding highlighted by the survey was that in Finland Nokia is stuck on the
second step of the Consumer-based brand equity pyramid since it cannot evoke
unanimously favorable and unique brand associations even though people have broad
awareness of its products and the performance of its products is mostly perceived in a
positive manner. To get to the upper levels of the pyramid where brand responses and
relationships can be fostered, Nokia has to first revitalize the correct brand associations.
In USA, Nokias situation is even more worrying, for Nokias identity is not clear to the
majority of consumers and there is not much depth to the brand awareness. Pairing up
with Microsoft was a good way to increase peoples awareness, but it is another thing to
be acknowledged than to create a positive brand image and encourage favorable brandassociations. It will be interesting to see if Nokia and Microsoft can leverage each
others positive brand equity and rise up to the challenge of the currently dominant
players in the highly competitive US smart phone market.
A worrying finding from the survey was that Nokia does not seem to be a part of the
smart phone consumers consideration set. This is in clear conflict with Nokias object of
appearing attractive to the key influencers of the target market. The results are a clear
indication that Nokia is often not even seen as worthy of consideration when thinking of
purchasing a smart phone. This is also apparent when comparing Nokias take on the
most important features of a smart phone with the opinion of the consumers. Lately
Nokia has been concentrating on differentiating with a superior camera, while the
consumers think that it is one of the most irrelevant features in a smart phone. If Nokia
does not start listening to the consumers more, it will not be able to turn around and
stop its decline in the smart phone industry.
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Marketing
Nokias marketing efforts were not found to be very effective. Many people could not
specify even a single marketing effort by Nokia. The perceived marketing was not
necessarily ineffective because the marketing was of low quality, but because it was not
quoted by the receiver in the first place. What was promising about the survey results
probing the effectiveness ofNokias marketing was that people could easily recall
Nokias brand promise Connecting people, which is a sign that the consumers agree
with the promise. Another positive indicator was that people remembered Nokia
sponsoring the recent snowboarding world championships. Establishing a successful
presence in an event full of young smart phone users is a good way to appear more
youthful in the eyes of the public. Furthermore the combination of using snowboardersin their advertisements and being visibly present in the snowboarding scene is a perfect
example of integrating marketing activity in a meaningful way.
5.1.3. Key Differences in Opinions between Finnish and US Respondents
According to the survey, the key differences between the opinions of the Finnish and
US respondents have to do with the organizational associations of Nokia. People from
Finland and the United States seem to agree that Nokias products are reliable and of
good quality, but their images of Nokia as an organization are more distant. In Finland,
most people at least regard Nokia as an important player in the smart phone industry,
whereas in the US most people think that Nokia is downright irrelevant and
uninteresting. Furthermore Nokias brand personality in Finland is thought of as modest,
but in the United States people think that Nokia is shy as it has not reached out for them
aggressively enough.
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5.2. Analysis of Nokias Marketing Environment
5.2.1. Smart Phone Industry Analysis of Finland
Rivalry among Existing Firms
In Finland, the rivalry among existing smart phone brands is significant since there are
several strong competitors in the market such as Nokia, Samsung, Apple, ZTE, and
HTC. Furthermore the relative size of the competitors is evening out as the old
powerhouses are losing market share to the newcomers thus creating a balanced and
less concentrated market. Additional proof of the intensity of rivalry can be seen in the
recent and sharp decline of market share of previously strong competitors such asMotorola and Sony Ericsson. The smart phone industry as a whole is growing fast,
which increases the strategic stakes of competitors in the market. In addition not many
brands have been able to substantially differentiate from competition thus keeping the
switching costs between brands low.
Threat of New Entrants
The threat of new entrants to the Finnish smart phone market is also considerable,
which has been proved true by the late surge of new competitors such as ZTE and
many other manufacturers capitalizing on the hugely successful Google Android
operating system. All in all it is hard for the existing competitors to protect their market
share since the industry is growing rapidly, the products already on the market are not
that diverse, and there are not major switching costs for the buyers since the phones
are not strictly bound to different operators. There are, however, some substantial
barriers to entry as well. First of all entering the smart phone market requires large
capital investment and it is hard for the entrants to catch up with the existing economies
of scale of the established competitors. In addition some brands have already been able
to differentiate in a positive mannerNokia is one of the most popular business phones
among companies. Last but not least Finnish people consider themselves rather loyal to
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smart phone brands according to the survey conducted, which makes it harder for the
new entrants to attract new customers away from competitors
Bargaining Power of the Buyers
In Finland, buyers bargaining poweris rather high, because there is a wide range of
brands on offer and there are not many buyers relative to the sellers. Thus the sellers
have to compete over the consumers. On the other hand, smart phones are constantly
becoming more valuable for the consumers because of their versatility, which
decreases buyers bargaining power slightly.
Bargaining Power of the Suppliers
The bargaining power of suppliers is at a very high level in Finland, because the
suppliers are concentrated, and there are not many substitute supplies available for the
buyers. There are also considerable switching costs present in switching suppliers and
altering the distribution channels. In Finland, the smart phone manufacturers have had
to conform to the delivery problems of the suppliers since there is no significant
competition between hardware suppliers in the smart phone industry.
Threat of Substitute Products
Substitute products are an interesting topic when speaking of smart phones, because
they act as substitutes for so many products themselves that it is hard to take into
account all the products that may in return act as substitutes for smart phones. Some
examples are laptops, TVs, and tablets. As the smart phone features become more
numerous, the number of possible substitutes becomes larger, but at the same time
smart phones become more invaluable as their versatility increases. In Finland the
threat of substitute products is on one hand low, because tablets and other newly
introduced products are not yet widely popular, but on the other hand, the threat of
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substitutes is high, because some people still prefer laptops and other more traditional
products in daily use.
5.2.2. Smart Phone Industry Analysis of USA
Rivalry among Existing Firms
Rivalry in the USA is even fiercer than in Finland. There are more noticeable
competitors such as Blackberry by RIM and the Windows Phone and the competitors
are also more evenly matched. Furthermore there are larger switching costs to buyers
since smart phones in the US have traditionally been closely tied into particularoperators.
Threat of New Entrants
New entrants are always a threat in the US market, but because smart phone
companies have a restricted access to the distribution channels due to the small
number of operators, the threat is not as big as in the Finnish market.
Bargaining Power of the Buyer
The buyers bargaining powerin the United Statesis high, but less significant than in
Finland, because the ratio between buyers and sellers is larger and there are more
inevitable switching costs to the buyers.
Bargaining Power of the Suppliers
The suppliers in the US have an equally strong position when compared to their
counterparts in the Finnish market. Since there are not many suppliers to choose from,
the availability of substitute inputs is nonexistent, and the importance of the suppliers
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input is of utmost importance, buyers do not have much say when negotiating with the
suppliers. Furthermore the threat of backward integration by the buyers is very small.
Threat of Substitute Products
As in Finland, there are a variety of substitute products available, but in USA the
situation is even more threatening, because people are more used to the latest
technological appliances and are better informed of the latest trends.
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6. CONCLUSIONS
6.1. Main Findings
The key differences between Nokias own brand image and the image shared by the
consumers have to do with the perceived agility, innovativeness, and accountability of
Nokia. Even when Nokias products are still commonly regarded as reliable, Nokia as a
company is starting to be seen as somewhat undependable, because they have
consistently been late with the launches of their smart phones since 2009 (Hardawar).
Moreover Nokia has spent a lot of time developing new hardware, especially when
compared to competitors like Apple and HTC who have enjoyed the most success as of
late. As a result, Nokia is perceived by some as lazy, arrogant, and unwilling to react tocompetitors by becoming more agile and innovative.
Nokia is definitely no longer the forerunner in the mobile phone industry it once was,
which is especially true for the smart phone segment. The research on the topic has
shown that the positive brand associations people have about Nokia are eroding quickly
in the face of negative ones and that Nokia is becoming an increasingly irrelevant player
in the smart phone market. However, according to the literature and findings, Nokiasfuture is not necessarily doomed. It has become obvious that the once admired Nokia
brand can and should indeed be revitalized. Furthermore Nokia should respond well to
the revitalization efforts, if only these efforts focus on meaningful values such as
reliability and innovativeness that used to describe Nokia at its prime.
The research has demonstrated that there are multiple ways in which Nokia can
improve its current smart phone marketing strategies. An important feature of these
fresh approaches to marketing such as relationship communication and personalized
experience marketing is that they do not ignore the important aspect of brand building.
By revising their marketing strategies there is no doubt Nokia will be able to improve its
positioning in the smart phone market and conquer at least some market share back
from the recently emerged competitors.
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In order to improve Nokias existing smart phone marketing strategies from the branding
perspective, quite a few concrete suggestions can be made. First of all Nokia should
continue unifying the visual elements of their marketing communication, which is in
accordance with the principles of integrated marketing communication. An example of
this integration would be the common blue color theme Nokia is utilizing in different
media. Another way to improve the effectiveness of their marketing is to increase the
amount of sponsorship agreements and celebrity endorsers. According to the survey
conducted, these methods are clearly the most efficient in an effort to increase
awareness and appear more youthful and approachable among smart phone
consumers. Sponsoring events like the snowboarding world cup is a powerful way to
shape Nokias image for the better and also to shake off the reputation as the choice of
exclusively the business people.
Furthermore, paying close attention to the brand revitalization framework introduced
earlierwould significantly improve Nokias marketing. According to the framework, to
refresh Nokias old sources of brand equity, the usage of the brand has to be increased
through identifying and introducing additional usage opportunities. As Nokia is already
popular and trusted among companies and business users, launching a tablet device
with Microsoft that has the ability to take full advantage of Microsoft Office would be
ideal in order to increase the usage of the Nokia brand in a way that is hard for the
competitors to match or to retaliate. Entering the tablet device market would also refresh
peoples perceptions about Nokias innovativeness and gain them a foothold in a market
that is growing steadily and should only gather more momentum in the upcoming years.
According to the brand revitalization framework, the strength, favorability, and
uniqueness of brand associations have to be improved to create new sources of brand
equity for Nokia. This can be done through either bolstering fading associations,
neutralizing negative associations, or creating new ones. All these measures contribute
to retaining vulnerable customers, recapturing lost ones, attracting previously neglected
segments, and simply accumulating new customers. To bolster the fading association of
agility, it is of utmost importance that Nokia launches any kind of product together with
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Microsoft no later than the end of the present year 2011. This would also contribute to
creating positive buzz around the recently announced collaboration agreement between
Nokia and Microsoft that was originally not met with much excitement. Nokia cannot risk
becoming even more sluggish in the eyes of smart phone consumers by postponing yet
another important launch date to the distant future.
To negate the unpleasant associations of being old-fashioned, Nokia should engage its
consumers more relentlessly in the social media. By giving the consumers a chance to
have a say on Nokias future direction Nokia would also create new associations of
customer-centricity. So far Nokia is widely considered as an engineer-driven
organization that has little interest in what the consumers actually want from smart
phones. A good way to generate interest among company followers in the social mediais taking advantage of user-generated content by setting up competitions that result in
the winners being acknowledged for their work. As Meego and Symbian, Nokias current
operating systems in use, are inevitably going to be put down as a result of the
cooperation with Microsoft, Nokia could use social media to turn peoples frustration
towards the unsuccessful systems into actual solutions they could take advantage of
when developing the operating system together with Windows.
Anotherkey to Nokias success is discovering how to best leverage Microsoft and other
possible brand partners to benefit the most from each others competencies. On top of
addressing all the above-mentioned issues of the brand revitalization framework, Nokia
should not forget to concentrate on its core competency of producing excellent
hardware. At the same time Microsoft should focus on producing stellar software to its
products to reach the most desirable outcome from both parties perspective. By
underlining the respective competencies in their marketing, Nokia and Microsoft should
be able to start convincing the public of their capability of producing high performance
smart phones worthy of comparison to any other competitor on the market.
As Nokia currently stands on different steps of the Customer-based brand equity
pyramid in Finland and the United States, their marketing efforts should also be
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concentrated on different goals. In Finland, Nokia needs to fortify the positive brand
imagery people have about them so that they can start to encourage more positive
feelings and judgments towards the brand. In the United States, they have to
concentrate on deepening peoples brand awareness about Nokia so that the
consumers in the USA become more interested in the brand and start to consistently
form positive opinions about Nokias performance and brand imagery.
6.2. Limitations
This bachelors thesis is not absolutely dependable and in all fairness a few notions of
its limited applicability have to be made. First of all the sample size used to gather theprimary data from consumers was not necessarily large enough to accurately describe
the opinions of the public. Secondly the original purpose of the thesis was to assess
Nokias performance and possibilities in a developing market as well, but due to the lack
of responses to the survey from all of the intended locations, the research concentrated
only on Finland and the United States, where an appropriate number of responses to
draw conclusions from could be gathered.
Furthermore, as personnel from the marketing department of Nokia were not
interviewed, a holistic picture of Nokias current marketing efforts around the globe
could not be formed. Consequently, the concrete suggestions given to the company
were based on a limited amount of information on their marketing strategies in different
media.
Finally, the topic chosen was so broad that only a small amount of methods for
improving marketing strategies could be comprehensively analyzed. Confining the
methods to the brand building perspective, however, helped in choosing only the most
relevant approaches to the topic.
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6.3. Implications for International Business
The research done during the process has some useful implications for international
business. Now that the global economical recession is finally becoming a thing of the
past, peoples future expectations are improving hand in hand with their willingness to
spend. For marketers this means increased budgets, but also increased competition
over the attention of the consumers. Those firms that can meaningfully differentiate in
the eyes and minds of the consumers will rise above the competition to form mutually
beneficial relationships with customers.
If Nokia succeeds in its efforts to revitalize the Nokia brand, it should lead to an increase
in its market share and eventually a more balanced competition in the smart phonemarket. Thus the pressure to lay off designers and other employers of Nokia would also
be smaller. In addition, an evenly matched competitive landscape would not only be
beneficial for Nokia, since smart phone consumers would benefit from the different
brands having to figure out how to differentiate from others by improving their products
and enhancing their value propositions.
Finally, one of the biggest effects this thesis has on the way in which international
business is conducted, is showing that a company-specific brand equity structure is not
merely a way to measure the success of marketing activity. It is also a useful tool in
deciding how to convincingly position a company against industry competitors and how
to improve the effectiveness of marketing strategies without forgetting the principles of
building strong brands.
6.4. Suggestions for Further Research
As far as Nokia is concerned, possible future research topics could be for example
digging deeper into the reasons behind Nokias recently announced partnership with
Microsoft. Most experts do not see much light at the end of the tunnel, but according to
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some, Nokia is on the brink of acquiring a huge competitive advantage if everything
goes according to the plan and the next Windows operating system can be transferred
as it is to Windows Phonessomething that no other smart phone brand has been has
been able to do so far with their operating system (Kuittinen 13).
Another interesting research topic would be to examine how the partnership between
Nokia and Microsoft is perceived by smart phone consumers. It will be intriguing to see
if the parties can shake off the slow start and leverage each others complementary core
competencies to differentiate from competition and to start building the foundation for a
sustainable competitive advantage. To continue exploring the partnership between
Nokia and Microsoft, a model for the most beneficial role for Nokia in the partnership
could be formed and utilized to assess other potential future partner brands for Nokia.
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APPENDICES
Appendix 1: Nokias Brand Image Interview February 4th 2011
The purpose of this interview is to find out about the aspired brand image Nokia is trying
to create in the minds of the consumers. The answers to this survey will be compared to
the results of consumer surveys to find out whether there are differences in Nokias
aspired brand image and the actual perceptions of the consumers. The findings will be
used to analyze Nokias marketing strategies for its smart phones and improve them
from a brand building perspective.
1. What are Nokias core brand values? Are these values clear forall the
employees?
Mr. Pekka Somerto, Nokias Vice Presid