Kritik Persönlich

Knallhart, Stephen Elop

In 2008, Apple’s mar­ket sha­re in the $300+ pri­ce ran­ge was 25 per­cent; by 2010 it esca­la­ted to 61 per­cent. They are enjoy­ing a tre­men­dous growth tra­jec­to­ry with a 78 per­cent ear­nings growth year over year in Q4 2010. Apple demons­tra­ted that if desi­gned well, con­su­mers would buy a high-pri­ced pho­ne with a gre­at expe­ri­ence and deve­lo­pers would build app­li­ca­ti­ons. They chan­ged the game, and today, Apple owns the high-end ran­ge.

And then, the­re is Andro­id. In about two years, Andro­id crea­ted a plat­form that attrac­ts app­li­ca­ti­on deve­lo­pers, ser­vice pro­vi­ders and hard­ware manu­fac­tu­rers. Andro­id came in at the high-end, they are now win­ning the mid-ran­ge, and quick­ly they are going down­stream to pho­nes under €100. Goog­le has beco­me a gra­vi­ta­tio­nal force, drawing much of the industry’s inno­va­ti­on to its core.

Let’s not for­get about the low-end pri­ce ran­ge. In 2008, Media­Tek sup­plied com­ple­te refe­rence designs for pho­ne chip­sets, which enab­led manu­fac­tu­rers in the Shen­zhen regi­on of Chi­na to pro­du­ce pho­nes at an unbe­liev­a­ble pace. By some accounts, this eco­sys­tem now pro­du­ces more than one third of the pho­nes sold glo­bal­ly – taking sha­re from us in emer­ging mar­kets.

While com­pe­ti­tors pou­red fla­mes on our mar­ket sha­re, what hap­pen­ed at Nokia? We fell behind, we mis­sed big trends, and we lost time. At that time, we thought we were making the right decisi­ons; but, with the bene­fit of hind­sight, we now find our­sel­ves years behind.

Den gan­zen Brand­brief hat „Eng­ad­get“. Und ich bin immer gespann­ter, was der Nokia-Chef dem am Frei­tag ent­ge­gen­set­zen will.

Autor

Thomas Cloer ist Corporate Communications Manager in München. Hier schreibt er privat über allerlei, was ihn so interessiert.

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