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根据诺基亚推出的自传,诺基亚的根源追溯到1865年成立的芬兰西南部的森林工业企业，其他与此相关的事件是在1898年成立的芬兰橡胶基础工程有限公司和1912年成立的芬兰电缆厂。经过几十年的运作,这三家公司在1967年合并形成诺基亚公司。世界上第一个国际蜂窝移动电话网络开通始于1981年，在斯堪的那维亚，诺基亚推出了第一部手机。二十世纪八十年代初,诺基亚加强其在通信和消费电子市场的地位，并且收购了Mobira Salora Televa和瑞典的卢克索。1987年,诺基亚收购了消费电子业务和部分组件业务，二十世纪八十年代末,诺基亚成为最大的斯堪的纳维亚信息技术公司，收购了爱立信的数据系统。1989年,诺基亚进行有线电视产业的一个重要扩张，业务拓展到整个欧洲大陆，收购了荷兰NKF电缆公司。

Analysis on Nokia’s Competitive Policies In Handset Industry in Asia

Chapter 1. Introduction

The progress of technology has altered our daily life routine dramatically. In recent 2 decades, people have seen the big convenience brought by colour TV、 telephone、 laptops、 mobile phone and etc. Among them, the contribution of mobile phone is especially prominent: given the integration of technologies of Internet, laptop, and communication etc, the small and good looking handset will enable us ubiquitous application of modern multi-functions. The advantage of 3G even further attracts our minds with colourful imagination.

During the upgradation of our living style, we owe a lot to the companies of the handset industry, especially those popular giants including Nokia, Motorola and Samsung. When they change our living successfully, they realize their developing targets as well. For example, according to the Fortune Global 500 in 2005, Nokia and Motorola ranked 130th and 138 respectively1. Thus, they are recognized by the society.

It’s unpredictable for a company to achieve great goals without correct strategies to employ. In the fierce competition of handset industry in China, the correct competitive strategies are required for the participant to win market shares. Surely, sometimes the right strategies are difficult for survival. Nokia, as the no. 1 in the handset industry of China, is certainly the biggest winner through exertion of correct competitive strategies.

As is mentioned above, the competition in handset industry in China will become even more fiercer along with the emerging trend such as the advent of 3G, the alteration of distributing channels, and the improved leval of industrial centralization etc. So competitors should promptly adopt relevant changes of their competitive strategies to adapt to new environment.

This dissertation aims first to analyze the competitive strategies already employed by Nokia

During the progress of Chinese handset industry. To confirm whether the competitive strategies are acurate, I use Porter’s 5 forces theory as the frame to anatomize the factors such as Economies of scale, Product differentiation, Capital requirements, Cost disadvantages, independent of size, Access to distribution channels, Government policies, and Competitor’s Retaliation. Thereby, the rationalities of Nokia’s competitive strategies in Chinese handset industry may be authenticated.

According to the great lots of evidence collected from website newspapers and catena, new trends of handset industry appear gradually. 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。