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THE ASSESSMENT OF STRATEGIC MANAGEMENT THROUGH THE IMPACT OF

INNOVATION: BASIS OF ACTION PLAN

___________________________________

An Undergraduate Thesis
Presented in the Faculty of the College of Business Administration
Access Computer and Technical Colleges

___________________________________

In Partial Fulfillment of the Requirements for the Degree

Bachelor of Science in Business Administration
Major in Marketing Management

__________________________________

By:
Reyes, April
Candelaria, Hannah
Roldan, Robert John
Tarala, Mary Jasmin B.
Villanueva, Ariel
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APPROVAL SHEET

The research project entitled “Assessment of Strategic Management through the Impact of

Innovation: Basis of Action Plan” prepared and submitted by Mary Jasmin B. Tarala, Roldan,

Robert John, Ariel Villanueva, April Reyes and Hannah Candelaria in partial fulfillment of

the requirements for hereby approved and accepted.

Mr. Sherwin Agui

Instructor

Chairman Member

Member Member

Accepted in partial fulfillment of the requirements for the degree of Bachelor of Science and

Business Administration Major in Marketing Management.

Vilma Cacho

Academic Coordinator
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ABSTRACT

Title: The Assessment of Strategic Management Through the Impact of

Innovation: Basis of Action Plan.

Researchers: Tarala, Mary Jasmin B.

Roldan, Robert John
Reyes, April
Candelaria, Hannah
Villanueva, Ariel
BSBA-E61

Degree: Bachelor of Science in Marketing Management

Institution: Access Computer College
Date: March 2019
Adviser: Sherwin Agui

The Problem:

The main purpose of this study is to determine the relationship of Nokia’s Mobile Phone

Features and its Adversity Quotient by Endurance Dimension through respondent’s personal

characteristics (age, gender, civil status and course-taking) base on the answers and reaction of the

researcher in Access Computer College- Manila.

Research Methodology

The researcher utilized the descriptive method using the Adversity Quotient profile Online,

Nokia strategic, Questionnaire and Basic Research Questionnaire. These were distributed to 100

students and teachers of Access Recto branch.

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The percentage and weighted mean were computed for the profile of the respondents in

terms of personal characteristics (age, civil status, gender and course they are taking.) and Nokia

Features. In testing the hypothesis, Pearson Correlation Coefficient r was used.

Findings:

Results of the study showed that the Students and Teachers respondents belong to middle

range of Adversity Quotient Endurance Dimensions. In terms of the Control and Reach Dimension

and the over-all Adversity Quotient level, respondents belong to low range.

On the assessment of significant relationship between personal characteristics (age, gender,

civil status and course-taking) and over-all Adversity Quotient level and Reach Dimensions, the

study showed that there is no significant relationship between gender, civil status, age and course

taking except for financial needs and AQ Control Dimension and the study on the significant

relationship between the Nokia Features, though the AQ Ownership Dimension correlates with the

Endurance Dimension level of the respondents, there is a significant relationship between the

Nokia phone Features and the respondent’s personal characteristics and over-all AQ of the

respondents.

Conclusions:

Based on the findings, the following conclusions are derived: (1) Majority of the

respondents above is Single. More than half of the respondents were female. With regards to course

taking, majority of the Students are major in Information Technology. Most of them have been

placed Android as the Nation’s mobile phone for a few years and above. (2) The respondents are

generally not satisfied and not contented with their over-all Nokia features by respondent’s

personal characteristics. (3) The respondents are within the low range of Adversity Quotient in
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Control and Ownership Dimensions. However, in terms of Adversity Quotient in Endurance

Dimension, the respondents are within the average range. (4) The respondents have low level of

Adversity Quotient. (5) There is no significant relationship between the personal characteristics

and Ownership, Reach and Endurance Dimension and the over-all AQ of the respondents.

However, there found to be a significant relationship between course-taking and AQ Control

Dimension of the respondents. (6) With regard to the relationship between job satisfaction and

Adversity Quotient, the study showed that there is no significant relationship in Ownership,

Control, Endurance and over-all AQ. Though, there found to be a significant relationship between

AQ Ownership Dimension and the level of personal characteristics.

Recommendations:

Based on the conclusions, the following are recommended: (1) As the level of

Nokia phone Features is not very high among respondents, there is need to improve more on the

kind of motivation the institution is giving to the Students of Access Computer College. The study

recommends providing monetary support of the administration to improve knowledge and outputs

for the Students of Access Manila, especially the availability of technical facilities needed to

perform well the said important factors. It is also recommended that Nokia Corporation should

improve the skills, knowledge and competencies among the students at Access Computer College

through national and international seminars about their company’s perspective, vision and mission

and most especially their products. (2) Nokia Corporation should innovate those features that is

actually needed to change and develop more. The specs, inner value, outer versions and model

configuration makes up a phone to form a quality one. (3) the uses of 3R for disposal can also be

needed for this problem. Reuse, Reduce and Recycle, Reuse the features and the one that makes

up a Nokia mobile phones popular in the industry, Reduce in something that bothers and hinder
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the success of Nokia Corporation to grow more in telecommunication industry, Recycle the

attitude, their virtue and their perspective in making a step for improving. (4) It is recommended

that the present study may be reviewed, criticized and even replicated using more varied samples,

variables and other surveys and measurement techniques and include the level of Nokia mobile

phones in their features and respondent’s Adversity Quotient to provide a deeper comparison of

the results. (5) Strategic Management includes survey for improvement, adoption and innovation

to interact more in knowing the customer’s needs and demands for testing the specified mobile

phones for them. Nokia was a synonym for the mobile phone industry for a long time; however,

when it came into the era of smart phones, the former leader was under an awkward situation.

Nokia sold its mobile phone business to Microsoft on September 3, 2013. A company following

Kodak with the legendary color failed in the impact of the new techonology revolution. This was

a typical case of the subversion of an industry; therefore, the researchers believed that it was

necessary to analyze the process. This paper studied Nokia’s decline mainly from the three parts.

First of all, looking back Nokia’s development process from the glory to the decline, it can be

divided into three stages; the transition period, the peak period and the decline period, followed by

analyzing the reasons of its decline from three parts: Nokia executives’ grasp for the market, the

company’s business strategy and business cooperation, and finally analyzing its inspiration for

modern enterprise from the marketing perspective.

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ACKNOWLEDGMENT

This study could not have been conducted and completed without the genuine

assistance and immeasurable contribution of the people behind the researchers. To them this

acknowledgment is due:

We expressed our gratitude to Mr. Sherwin Agui for his enduring patience during the

preparation of our research. He was there for us guiding, always reminding and pushing us. He

exceeded more than just a role of being a Research Adviser, with that we are indeed fortunate.

Without his inestimable guidance we doubt we have accomplished our research.

To the management, our school Access Computer College- Recto branch who let us used

their resources for conducting and evaluating our research.

We also would like to give back the glory and success of this research to our Lord God

who have blessed us with such strength, wisdom and patience with HIM everything was made

possible.
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TABLE OF CONTENTS

Title Page .........................................................................................................i

Acknowledgement .............................................................................................ii
Abstract .........................................................................................................iii
Table of contents .............................................................................................iv

Chapter 1 THE PROBLEM AND ITS BACKGROUND

Introduction ................................................................................10
Background of the Study ........................................................11
Theoretical Framework ........................................................13
Conceptual Framework ........................................................16
Statement of the Problem ........................................................17
Hypothesis ................................................................................19
Scope and Limitation ....................................................................19
Significance of the Study ........................................................19
Definition of Terms ....................................................................20

Chapter II REVIEW OF RELATED LITERATURE AND STUDIES

Foreign Literature ...................................................................24
Local Literature ...................................................................47
Foreign Studies ...................................................................53
Local Studies ...............................................................................58
Synthesis ...............................................................................63

Chapter III RESEARCH METHODOLOGY

Research Method Used ......................................................66
Population and Sample Size ......................................................66
Description of Respondents ......................................................67
Research Instrument .................................................................67
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Data-Gathering Procedure .....................................................68

Statistical Treatment of Data .....................................................69

Chapter IV PRESENTATION, ANALYSIS, AND INTREPRETATION OF DATA

Presentation, Analysis and Interpretation of data………………72

Chapter V SUMMARY OF FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS
Summary of Findings ...............................................................90
Conclusions ...........................................................................93
Recommendations ...............................................................96
References …………………………………………………98
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Chapter I

THE PROBLEM AND ITS BACKGROUND

Introduction

Technology, particularly mobile phones or cell phones as we call it usually, have an

integral part of our lives today. Most of us cannot live without our mobile phones. We find it very

essential as we use it day and night. Mobile phones are indeed a must have in the modern society.

It had become so central on our daily lives that most people find it very important to use. Just by

a swipe, you can now easily use it to access everything from banking services to online shopping

to payment of bills which are done right there on just a small gadget. You can use it for

entertainment and communication at the same time in a less-hassled way.

Through years past, innovation may seem to travel so fast. That’s why Nokia Corporation,

a company that provides telecommunication services through its three business units: Nokia

Networks, its networks infrastructure supplier; Nokia Technologies, active in technology

development and intellectual property rights activities stop innovating their products and made a

distance from the growing company of other competitors. People take Nokia phone as one of the

first mobile phones that they use and help them in terms of communication and other entertaining

features and now they can’t take it back. A good strategic plan needs to be enhanced in order to

gain the quality of their products and the satisfaction of mobile phone consumers. As innovation

of mobile phones pass by, new features and upgraded applications have been innovated too, and

this is what Nokia Phones are lacking of.

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By conducting research and experiments, we believe that Nokia phones can still have its

edge towards their competitors in terms of growing mobile telecommunication devices. The impact

of widening innovation to make its quality more reliable and more efficient will make it the best

better than before. A good strategic management needs to make a better action plan for reinventing

new products and to renovate those that lack and what needs to be fixed. Summarizing all those

good qualities of Nokia phones and adding up some new features will surely become a popular hit

again.

Background of the Study

Strategic management is a continuous planning, monitoring, an analysis and an assessment

of all that is necessary for an organization to meet its goals and objectives. The importance of

setting up a goal into a company is that it will guide the company on how it would be through

years past. Strategic management and strategic planning are both incredibly an important aspect

of organizational management. When used in tandem, strategic management and planning create

a comprehensive set of procedures that will govern the future decisions of the business. By creating

this type of structured operation, businesses would able to improve their efficiency, to reduce their

expenses, and to consolidate their initiatives.

Yearly mobile phone companies would simultaneously launch their flagship phones that

supposedly dominate the other competitor’s model. Many mobile phone brands sprouted in the

industry. Which our group come to wonder what happened to Nokia, when a few years back it

dominated the mobile phone and telecommunication industry? Before settling with the problem

why they seem to diminish from the industry we researched about the history of the company.
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Nokia is a Finnish company largely known for its telecommunication technologies.

However, in recent times it appears to have lost some ground to competitors, primarily in the

smartphone market, such as Apple and Samsung. In this historical case study, we explore the

origins of Nokia and their progress toward breaking new ground in telecommunication technology.

We also looked at some of the pitfalls they encountered and how perhaps things could have been

done differently. In particular, we focus on the aspect of their mobile phone interface design

evolution and improvements.

Technology can be described as a unique scientific principle based platform, on which

firms produce particular devices and products to meet certain customer needs (Sood, Tellis, 2005).

Therefore, technology choices have a very significant and long lasting effect for overall

performance and strategy of the company (Eggers, 2014). External and internal forces shape the

ways the senior management deals with technological discontinuities and increased competition.

Thus, the strategic decision making is a complex action that requires extraordinary managerial

capabilities. For the technology-intensive companies the competitive advantage lies in a

company’s innovative or superior products, processes and know how as well as flexibility and fast

decision making.

Strategic technology choice answers two fundamental questions: which technological

solution will be the winning one (Kretschmer, 2008) and when is the right time for the

technological solution to enter the market (Christensen etal, 1998). Both issues bring substantial

challenges to the senior management of the firm: investing on the losing technology diminishes

firm’s ability to catch up with the competition once a new dominant design is established (Eggers,

2012).
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Betting on the right technology is as important as the strategic entry timing or the window

of opportunity. Companies entering the market before the establishment of a dominant design will

be left with obsolete skills and competences once the design is established (Christensen et al,

1998), but on the other hand, companies waiting too long to enter the market will have difficulties

to accumulate the knowledge for technology creation (eggers, 2014). Therefore, the timing of the

commitment to the winning technology is extremely important when dealing with technological

discontinuities.

Theoretical Framework

A theory is a well-founded statement or set of ideas that explains observed facts or

phenomena. Some theories helped the researchers in conducting this study in a way that they

explain essential ideas relating to the research. This study was anchored on the concepts in strategic

management, the network view, the agency theory and the evolutionary innovation theory.

Based on the concepts in strategic management, the company should make another way or

other features concluding the old ones to helped them grow even innovation strikes. Basis of action

plan equipped with proper and better strategies to implement decision relative to their set endeavor.

The firm is a node within a connection of players including rivals, suppliers, customers,

institutions and other entities. These nodes are linked by individuals within their firm (Burt, R.S.

1992) connections provide legitimacy and resources to the firm and the greater number and

diversity of connections suggest the strength of the firm. When a firm has greater levels of

connectivity, it suggests that the firm has a higher degree of network centrality. These connections

can also provide constraints on the firm and limit its freedom of action.
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A concept promotes a systematic approach to strategy formulation that is rooted in the

mission, or purpose of the organization and tests the implementation choices and actions of the

firm against that mission (Barney, J.B and Hesterly, W.S. 2010) The mission forms the direct basis

for the specific targets the firm will select and attempt to achieve. It also defines the nature form

and extent of evaluation of the firm and its environment; as well as the nature of the corporate and

business level decisions it makes. Finally, the mission defines the conditions by which the firm

will determine the success of its actions.

Agency theory is about goal incongruence between owners/ principals/ managers/

shareholders and those they employ(agents). It describes the firm as a nexus of contracts. Both

sides in the contract operates with self-interest and guile. Contracts between parties operate best

when they are efficient in sharing of risks and information and they recognize the variability of

party’s goals. Agency theory suggests that board of directors’ act as monitors hired by shareholders

over executives. (Berle, A.A and Means, G.C 1932. The modern corporation and private property.

New York).

Every company says that innovation is important and that they value the ideas of their

people. In fact, creativity is becoming a core skill which companies know they need in the future.

Yet the problem lies in the fact that few established companies actually know how to go about

getting value out their innovation ambitions, let alone turning it into profit. In fact, according to

some estimates by Doblin, 96% of all new innovations which established companies attempt fail

to make a return on investment.

Evolutionary theory tends to be incremental in nature and less expensive to develop than

revolutionary innovation. It focuses on preserving or changing gradually the existing

fundamentals, including people, product and business relationships. Because the changes tend to
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be smaller, investment in evolutionary innovation tends to be smaller and because the destruction

wrought by evolutionary innovation tends to be less dramatic and spread over a longer time frame,

the costs, both in terms of dollars and in terms social and business disruption, tends to be smaller

as well.

Evolutionary innovation is any new trait that introduces something novel compared than

before (Andreas Wagner, 2012).

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Conceptual Framework

This framework shows the overall outline of the study. It can be expressed by using the

input-process-output framework (IPO).

Input Process Output

1. What is the
demographic profile of
the respondents in
terms of:

a. Age

b. Gender

c. Educational
 Basic Research
Attainment
 Survey Questionnaire  Product Orientation
d. Job Description
 Statistical Treatment  Customer Satisfaction
2. What are the needs
and wants of a customer  Analysis of Data  Strategic management
in terms of:

2.1 privacy

2.2 entertainment

2.3 educational features

3. The competitive
analysis of Nokia phone
in terms of product/
service

FEEDBACK

Figure 1

Conceptual Framework
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Input (I) comprises of the customers profile such as age, gender, educational attainment

and job description; the practical needs and wants of a customer when choosing mobile phones are

in the following terms of privacy- the ongoing security features as well as its safety, the

entertainment it contributes with the following features concluding games, camera and video

graphics, downloads and surfing the net. Educational features- word interventions with a

dictionary, MS office for doing paper works and reading apps. The kinds of colors and textures of

a phone also matters as well as the sizes and designs.

Process (P) indicates the methodology used to meet the objectives of the basic research

study through survey questionnaires, analysis of data and statistical treatment.

Output (O) pertains to factors that would help the participants and the company have the

product more oriented, to satisfy the customer’s needs and wants and the best strategic

management that fits their objectives.

Statement of the Problem

The main purpose of this study was to identify the assessment of strategy management

through the impact of innovation and the basis of action plan of Nokia Corporation.

Specifically, this study sought answers to the following questions:

1. What is the demographic profile of the respondents in terms of

a. Age

b. Gender

c. Educational attainment
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d. Job description

2. What are the needs and wants of a customer in terms of:

2.1 Privacy

2.1.1 Security

2.1.2 Safety

2.2 Entertainment

2.2.1 Games

2.2.2 Camera and Video graphics

2.2.3 Downloads

2.2.4 Surfing the net

2.3 Educational Features

2.3.1 Dictionary

2.3.2 MS office

2.3.3 Online and offline reading apps.

3. Make the competitive advantage analysis of Nokia mobile phone in terms of product/ services:

3.1 Quality

3.2 Features

3.3 Reliability
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Hypothesis

There is a significant relationship based on the demographic profile of the determinants by

age and gender by the product they want to purchase and also the features of the phone by the time

past also matters.

Scope and Limitations

This study was mainly focused on the determinants who said they have used the products

of Nokia of the students in Access Computer College, Manila campus main branch, CM Recto

Avenue cor. Quezon Blvd., Manila City during the second semester of the S.Y 2018-2019

Significance of the Study

The researchers would intend to provide useful insights regarding the factors of Nokia

phone to make a better strategic management even innovation strikes. Influence the attributes and

features of a phone to successfully get what the customer needs and wants.

The useful and relevant information acquired from the study would benefit the following

sectors:

Administrators. This could motivate and help to aid the downfall of Nokia

Corporation and to make a specific strategy plan in improving the features of a phone in a more

efficient one.

Customers. The result of this study will give them the awareness about the Nokia

Corporation telecommunication devices that should also give importance.

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Parents. From the beginning where Nokia phones were introduced here in

the Philippines, they are the first to use the product and the first to be already familiar with it.

Researchers. This study would help future researchers consider tackling other

factors that might affect customer’s buying strategy in choosing the best and efficient phone for

them.

Students. New outcomes on their studies and knowledge will provide

student’s insights on the different factors that affects Nokia’s downfall and will give them the idea

on how it can be overcome.

Definition of Terms

For better understanding and interpretation of this study, the following terms are

operationally defined.

 Basic Research - Investigation and analysis focused on a better or fuller

understanding of a subject, phenomenon, or a basic law of nature instead of on a specific

practical application of the results.

 Cell Phone - A mobile phone or hand phone, sometimes shortened to

simply mobile, cell or just phone, is a portable telephone that can make and

receive calls over a radio frequency link while the user is moving within a telephone

service area.
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 Innovation - The process of translating an idea or invention into a good

or service that creates value or for which customers will pay. To be called an innovation,

an idea must be replicable at an economical cost and must satisfy a specific need.

 Technology - the application of scientific knowledge to the practical aims

of human life or, as it is sometimes phrased, to the change and manipulation of the

human environment.

 Telecommunication - refers to the exchange of information by electronic and

electrical means over a significant distance. A complete telecommunication arrangement

is made up of two or more stations equipped with transmitter and receiver devices.

 Adversity Quotient - is an exceptionally robust. It can be validly and reliably

measured for a broad range of contexts and purposes.

 Features - a typical quality or an important part of something.

 Operating System - the set of programs that a computer uses

to operate, store files, and communicate with devices and other computers.

 Specs - a detailed description of how something should be or has

been done, made, etc.

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Chapter II

REVIEW OF RELATED LITERATURE

There are lots of introduction of low-cost smartphones left and right. Mobile

computing is indeed at trend in our country’s market. This is a positive feature which means

application developers and application sellers is a must in the Philippines. Smartphones are

phones which clearly can perform many functions of a computer. Internet access, and an

operating system capable of running different types of much needed applications. These

applications enabled human to work over the mobile and do personal or business stuff without

the hustle of bulky computers. With the touch screen interface, everything can be done by just

the touch of the hand. Android, iOs and Windows phone are the most popular among smartphone

users.

Android is a mobile operating system developed by Google. It is based on a modified

version of the Linux kernel and other open source software, and is designed primarily for

touchscreen mobile devise such as smartphones and tablets. It has dominated the smartphone OS

market with 78.0% market share (International Data Corporation, 2015). It’s open source nature

and its large cut of the market share translates to more potential users for app developers.

Whereas, iOS is a mobile operating system created and developed by Apple Inc. exclusively for

its hardware. It is the operating system that presently powers many of the company’s mobile

devices, including the iPhone, iPad and iPod Touch, it is the second most popular mobile

operating system globally after Android.

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Not long ago, phones are solely for communicating, sending and receiving calls and

messages. Phones now are also called the portable computers. With the introduction of

smartphones, these devices are now able to increase user experience and productivity through

apps. This idea has gained the attention of developers and companies.

The recent trends in smartphone use and the features of OS that a consumer considers before

buying a smartphone have been discussed in literature.

Consumer Trend for Smartphone

People are now shifting from basic mobile technology to smartphone technology

which has the capability to carry out functions similar to a PC. Various studies support this

relevance. Hakoama and Hakoyama (2011) studied the users' information needs, innovative

features and applications which are continuously being added to mobile phones to make them

perform many more new functions. Consequently, mobile phone which is essentially a

communication device has undergone numerous transformations, making its functionalities

transcend the traditional voice communication between two individuals. Singh and Goyal (2009)

observed that there is a variation in the importance given by different age and gender groups to

select factors while buying mobile handsets in India. It was found that users aged between 18

and 30 years are less price-sensitive than consumers of other groups; rather they consider

'physical appearance', 'brand', 'value-added features', and 'core-technical features' more important

than others. The mature consumers, on the other hand, are more price-sensitive. …
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Foreign Literature

(1) The mobile arena is fought by numerous OS today namely, Microsoft’s Windows

Phone, Nokia’s Symbian OS, Blackberry’s BlackBerryOS, but are dominated by the two most

popular Operating Systems today, Android and iOs. Android is an operating source operating

system developed by Google, and iOs, the mobile operating system developed by Apple Inc. for

its iPad and iPhone devices. The study conducted by Mark H. Goodrich and Michael P. Rogers

entitled “Smart Smartphone Development: iOs vs. Android” discusses the mobile space

dominated by Android and iOs. iOs Development required a Macintosh computers running

MacOS. These computers are built solely by Apple and have relatively high cost compared to

Windows-powered and Linux-based computers. An iOs device also costs relatively higher than

their Android counterparts. The development cost of iOs Apps equates to be much higher given

that a beginning developer have to invest in an Apple product. On the other hand, Android can

be developed using any of the current major operating systems such as Windows XP or higher,

Mac OSX and Linux systems. With this, almost 95.34 (Net Applications.com, 2015) or almost

all of desktop users can be develop apps for Android. That said, the cost for developing Android

apps is lower as you can use your existing compatible computer to jumpstart your Android

career.

In other terms, iOs development requires knowledge of Objective –C, which may

not be as popular as Java which Android development uses. Also Android has the largest market

share at 78% (International Data Corporation, 2015) giving it the user base boost over iOs.

It is worth to note an excerpt from the abstract from the study “Android- Changing

the Landscape” which states: “The mobile phone landscape change last year (2010) with the

introduction of smart phones running Android, a platform marketed by Google. Android phones
 Page | 25

are the first credible threat to the iPhone market. Not only did Google target the same consumers

as Iphone, it also aimed to win the heart and minds of mobile application developers. ON the

basis of market share and the number of available apps, Android is a success.” (Butler,2011)

Consumer Preference towards Smartphone Brands, with Special Reference to Android

Operating System
Smartphone is a mobile phone that is able to perform many functions of a computer,

typically having a relatively large screen and an Operating System (OS) capable of running

general applications (Oxford Dictionary, 2012). A smartphone is a mobile phone which has got

advance capabilities beyond short messaging service and making calls. Displaying photos,

playing videos, checking and sending e-mails, and surfing the Web are some of the

functionalities of a smartphone. Though used by businessmen, smartphones have now become a

common choice. Advancements in technology have made modern smartphones cheaper, slimmer

and smaller than earlier devices. Also, users can now choose from a wider range of smartphones

than before. While Blackberry, Apple and Nokia controlled the smartphone market for several

years, other manufacturers like HTC, Sony, Lenovo, LG and Samsung, etc. are also present in

the market with a large variety of smartphone options. Increased availability of smartphones has

led to a resultant decline in the usage of standard Personal Digital Assistants (PDAs), which do

not include phone capabilities. India is the second largest mobile handset market in the world

(after China), and is poised to become an even larger market. Revenues of the Indian mobile

handset market grew by 15% to touch US$6.75 bn in 2010-11 from US$5.88 bn a year back (IS

Advisors, 2012). In the next five years, the revenue share of smartphones in the mobile handset

market is expected to rise steadily, as an increasing number of participants are targeting this

space for higher margins. This trend is likely to persist, as numerous handset manufacturers are

strategizing to deploy more smartphone models in their portfolio (Frost and Sullivan, 2011). The
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urban markets matured in terms of feature phone usage, and numerous mobile users in this

demographic are looking to upgrade to a smartphone. This replacement market will be

predominantly populated by the younger demographic, who are early adopters of technology,

and this could see the market revenues soar from ^255.91 bn in 2010 to ?350.05 bn in 2016

(Frost and Sullivan, 2011). One of the most important factors while going for a smartphone is its

OS, which helps in running the operations and applications on the smartphone. Historically,

Symbian was the first modern operating system that was launched by Ericsson, but later on many

competitors started emerging, namely Blackberry, iOS and Android. Android soon captured the

major market share in OS. The reasons for its success were its open source nature, its availability

at low-cost and the availability of varities in smartphone hardware and brands. Android

smartphones are manufactured by HTC, Motorola, Samsung and LG, among others. (Pandey,

Mithilesh; Nakra, Neelam, 2015)

To sum it up, Android is much more preferable over iOS, considering the coast and the

knowledge required to develop it but it is worth noting the elegance of developing for iOS which

is the less fragmentation of its device lineup over Android. (J.C. Spender, 1992)

Who killed Nokia? Nokia did.

Despite being an exemplar of strategic agility, the fearful emotional climate prevailing at Nokia

during the rise of the iPhone froze coordination between top and middle managers terrified of

losing status and resources from management. The company was wounded before the battle

began.
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Nokia’s fall from the top of the smartphone pyramid is typically put down to three factors by

executives who attempt to explain it: 1) that Nokia was technically inferior to Apple, 2) that the

company was complacent and 3) that its leaders didn’t see the disruptive iPhone coming.

We argue that it was none of the above. As we have previously asserted, Nokia lost the

smartphone battle because divergent shared fears among the company’s middle and top

managers led to company-wide inertia that left it powerless to respond to Apple’s game changing

device.

In a recent paper, we dug deeper into why such fear was so prevalent. Based on the findings of

an in-depth investigation and 76 interviews with top and middle managers, engineers and

external experts, we find that this organisational fear was grounded in a culture of temperamental

leaders and frightened middle managers, scared of telling the truth.

Deer in the headlights

The fear that froze the company came from two places. First, the company’s top managers had a

terrifying reputation, which was widely shared by middle managers—individuals who typically

had titles of Vice President or Director in Nokia. We were struck by the descriptions of some

members of Nokia’s board and top management as “extremely temperamental” who regularly

shouted at people “at the top of their lungs”. One consultant told us it was thus very difficult to

tell them things they didn’t want to hear. Threats of firings or demotions were commonplace.

Secondly, top managers were afraid of the external environment and not meeting their quarterly

targets, given Nokia’s high task and performance focus, which also impacted how they treated

middle managers. Although they realised that Nokia needed a better operating system for its
 Page | 28

phones to match Apple’s iOS, they knew it would take several years to develop, but were afraid

to publicly acknowledge the inferiority of Symbian, their operating system at the time, for fear of

appearing defeatist to external investors, suppliers, and customers and thus losing them quickly.

“It takes years to make a new operating system. That’s why we had to keep the faith with

Symbian,” said one top manager. Nobody wanted to be the bearer of bad news. However, top

managers also invested in developing new technological platforms that they believe could match

the iPhone platform in the medium term.

“Top management was directly lied to”

Top managers thus made middle managers afraid of disappointing them—by intimating that they

were not ambitious enough to meet top managers’ stretched goals. One middle manager

suggested to a colleague that he challenged a top manager’s decision, but his colleague said “that

he didn’t have the courage; he had a family and small children”.

Fearing the reactions of top managers, middle managers remained silent or provided optimistic,

filtered information. One middle manager told us “the information did not flow upwards. Top

management was directly lied to…I remember examples when you had a chart and the

supervisor told you to move the data points to the right [to give a better impression]. Then your

supervisor went to present it to the higher-level executives. There were situations where

everybody knew things were going wrong, but we were thinking, “Why tell top managers about

this? It won’t make things any better.” We discussed this kind of choice openly.”

This shared fear was exacerbated by a culture of status inside Nokia that made everyone want to

hold onto power for fear of resources being allocated elsewhere or being demoted and cast aside
 Page | 29

if they delivered bad news or showing that they were not bold or ambitious enough to undertake

challenging assignments.

Innovation impotence

The high external fear among top managers and high internal fear among middle managers led to

a decoupling of perceptions between the two groups of top and middle managers about how

quickly Nokia could launch a new smartphone and develop advanced software to match the

iPhone. Given the optimistic signals coming from the middle managers, top managers had no

qualms about pushing them harder to catch up with Apple—after all, top managers were only

stretching targets. Fearful that Nokia would lose its world dominance and post weak financial

results, top managers exerted pressure on middle managers to deliver a touchscreen phone

quickly. They acknowledged this in interviews with us. “The pressure we put on the Symbian

software organisation was insane, because the commercial realities were so pressing. You must

have something to sell” said one top manager.

A leader from the MeeGo organisation, which was set to be the successor technological platform

to Symbian said, “we spoke of a delay of at least six months, if not a year. But top managers said

‘let’s go, you have to run faster.’”

Beyond verbal pressure, top managers also applied pressure for faster performance in personnel

selection. They later admitted to us that they favoured new blood who displayed a “can do”

attitude.

This led middle managers to over promise and under deliver. One middle manager told us that

“you can get resources by promising something earlier, or promising a lot. It’s sales work.” This
 Page | 30

was made worse by the lack of technical competence among top managers, which influenced

how they could assess technological limitations during goal setting.

As one middle manager pointed out to us, at Apple the top managers are engineers. “We make

everything into a business case and use figures to prove what’s good, whereas Apple is engineer-

driven.” Top managers acknowledged to us that “there was no real software competence in the

top management team”.

The final blow

Nokia therefore ended up allocating disproportionate attention and resources to the development

of new phone devices for short-term market demands at the expense of developing the operating

system required to compete with Apple.

The quality of Nokia’s high-end phones thus gradually declined. In 2007, Nokia launched the

N95 smartphone, which had full music features, GPS navigation, a large screen (albeit not a

touch screen) and full internet browsing capability. Software compromises were accepted to get

it ready on time. It was a success, but serious quality problems soon emerged.

In 2008, Nokia launched its first touchscreen phone, the 5800, at a lower price point than the

iPhone. It was a commercial success but it was about “one and a half years late” because of

software development problems. In 2009, the N97 was launched to overthrow the iPhone, but

one top manager admitted the phone was “a total fiasco in terms of the quality of the product.”

In 2010 came the purported “iPhone killer” with a touchscreen, one year later than planned, but it

underperformed in usability and failed to match up to the sleek competition of iOS and Android.

A new CEO—Stephen Elop--hired later that year decided that Nokia would be better off buying
 Page | 31

software from elsewhere and formed an alliance with Microsoft in 2011. As we know, this move

accelerated the company’s decline and Microsoft went on to acquire Nokia’s phone business in

2013. The market value of Nokia declined by about 90% in just six years, hovering around 100

billion US dollars.

Despite its enormous R&D firepower, its technical prowess and foresight — Nokia’s patents still

generated about US$600 million a year paid by its thriving rivals like Apple and Samsung —

Nokia’s ultimate fall can be put down to internal politics. In short, Nokia people weakened

Nokia people and thus made the company increasingly vulnerable to competitive forces. When

fear permeated all levels, the lower rungs of the organisation turned inward to protect resources,

themselves and their units, giving little away, fearing harm to their personal careers. Top

managers failed to motivate the middle managers with their heavy-handed approaches and they

were in the dark with what was really going on.

While modest fear might be healthy for motivation, using it indiscriminately can be like

overusing a drug, which risks generating harmful side effects. To reduce this risk, leaders should

be attuned to the varied emotions of the collective. As Huy pointed out in other research, those

able to identify varied collective emotions are seen as effective transformational leaders. Leaders

can develop a collective emotional capability in their organsations. Fear can only be a useful

motivator if management can provide workers with the means to address these fears. Nokia’s top

managers should have encouraged and role modeled more authentic and psychologically safe

dialogue, internal coordination and feedback mechanisms to understand the true emotional

picture in the organisation. They might then have been able to better gauge what was possible

and what was not, and most importantly, what to do about it. (Quy Huy, 2015)
 Page | 32

(2) After the iPhone and Android devices entered the smartphones scene, they changed

the entire industry. The formerly-dominant companies in this space - RIM, Nokia, and Palm to

name a few – couldn’t catch up fast enough. Nokia, which was the giant to beat at the time,

quickly found itself bleeding and struggling to maintain its once dominant market share before

Microsoft bought its mobile devices division.

So why are we now seeing Nokia-branded phones in 2017, years after Nokia

seemingly left the competitive smartphones marketplace? The answer lies in a somewhat-

complicated history of poor choices, acquisitions, and licensing deals.

To better understand why Nokia is only coming back now, it helps to understand

how the company ended up selling its entire mobile division in the first place. A good place to

start is in 2010, when Stephen ELop become Nokia’s CEO. Before this, he was the head of

Microsoft’s Business Division, and was responsible for overseeing projects like Microsoft

Office.

By this time, the iPhone had been around for three years and Android for two.

Nokia’s primary operating system at the time was Symbian, which was still the dominant mobile

OS at 37% market share. In attempt to keep up with the competition, Nokia had partnered with

Intel to create MeeGo. But in early 2011, Stephen Elop issued the now famous “Burning

platform” memo.

The roughly 1,300-work letter likened Symbian to a burning oil platform, and said that

Nokia would need to jump off it to survive. Elop shared his disappointment with Symbian and

MeeGo, saying “The first iPhone shipped in 2007, and we still don’t have a product that is close

to their experience.” At the end, Elop wrote that Nokia would announce a new strategy “to
 Page | 33

rebuild our market leadership” on February 11. ON the date, Nokia announced a partnership with

Microsoft. While her father's generation maps out the mergers and rollouts that will write

tomorrow morning's Financial Times, Konttinen and her role-playing friends are already using

wireless technology to script shared dreams.

Last year, more mobile phones were sold worldwide than automobiles and personal computers

combined. Out of the 165 million phones sold, 41 million were made by Nokia. And the market

is nowhere near saturation. In Finland, the number of subscribers to mobile-phone services has

already leapfrogged over the number of fixed-line subscribers. Ericsson estimates that the total

number of wireless subscribers will grow to 700 million by 2002. A year after that, Motorola

believes, the market will hit 1 billion.

Nokia alone employs many more engineers than Finland - with roughly the population of Dallas-

Fort Worth - can train. Though a ravaging recession in the mid-'90s still lives in the collective

memory, Nokia's surging growth now accounts for more than half of the activity of the Helsinki

stock market. One telecom entrepreneur here, Mikael Roos of Softline Technologies, told me,

"Nokia has validated the whole idea of Scandinavian companies playing an important role in the

development of the global market. When we travel now, it's easier for us to be accepted. People

listen."

Nokia sells 75 percent of the mobile phones bought in Finland, but for Konttinen and her peers,

there may as well be only one brand of phone. "Here in Finland, Nokia is an absolute," Eetu

Mäkelä, one of three young gamemasters who orchestrated East Berlin Rush Hour, told me in an

email. "Only Nokia designs look like mobile phones to us." Just saying the name Nokia -

properly accented on the first syllable - gets home-team grins from teenagers in the Ressu

schoolyard. (Imagine a mention of Microsoft causing skateboarders in a Seattle mall to burst out
 Page | 34

in high fives.) And the phones are only the most visible face of Nokia's story. One-third of its

$15 billion-a-year business is infrastructure: the base stations, switching networks, and software

the company sells to telecom operators to set up their own mobile networks. In places like rural

Africa, where scavengers dig valuable copper wires out of the ground, it's cheaper to set up a few

base stations, and hire guards to stand around them 24 hours a day, than to lay in a fixed-line

network. With markets in 140 countries, Nokia is thriving under more flags than McDonald's.

Founded in 1865 by an engineer who opened a pulp mill north of Helsinki, Nokia meant durable

rubber boots, cables, and toilet paper to previous generations of Finns. The company weathered

several dark nights of the soul before coming of age in the late '90s: A series of logistical

blunders in 1995 cut the value of Nokia stock in half, forcing company-wide reorganization to

increase communication among its many divisions. In 1988, Kari Kairamo, Nokia's CEO,

committed suicide. Kairamo believed Finnish manufacturers like Nokia could ride the consumer-

electronics wave into the global marketplace. He was right, but the scope of the vision needed to

be narrowed. By lopping off other product lines (like TV sets, cables, and PCs) and maintaining

a laserlike focus on digital phones and networks, Nokia boosted its market cap from $1.7 billion

in 1988 to $70 billion last year, when the company edged past Motorola to become the world's

leading manufacturer of mobile phones.

In many ways, the story of Nokia's success is the story of the digital-telecom standard that helped

create a unified European mobile market in the '90s: the Global System for Mobile

Communications. The widespread adoption of GSM was not locked in from the start. In

development from 1982 on, the project was dubbed the Great Software Monster by engineers

debugging the slew of new applications required to support such ambitious features as

international roaming, call forwarding, and SMS messaging.

 Page | 35

__ Kännykkä - slang for mobile phone - means an extension of the hand. __

In 1989, Nokia and two Finnish telecom operators made an alliance to get the first GSM network

up and running. Fearing they would go out of business competing as providers of analog mobile

services with Telecom Finland - which had a long-standing, state-sanctioned monopoly on long

distance calls - the Helsinki Telephone Corporation and the Tampere Telephone Company

formed a company called Radiolinja. Radiolinja bought $50 million of infrastructure from Nokia,

though the startup didn't even have a license for its new network.

Jorma Ollila, who had been brought into the company by Kari Kairamo, became the head of

Nokia's mobile-phone division in 1990. "The GSM project was in disarray. There was a lot of

disillusionment with the spec and the difficulty of the technology," he recalls. "People were

saying we wanted a racehorse, but some committee got into the design process and we ended up

with a camel. But we continued because we believed in digital." Ollila appointed a new manager

for the GSM team.

On July 1, 1991, the first call ever placed on a commercial GSM network was made by the prime

minister of Finland - on a Nokia phone. "There was a lot of difficulty, a lot of pain, a lot of soul-

searching before we got there," says Ollila. His turnaround of the GSM project sufficiently

impressed the Nokia board that they made Ollila the CEO a year later.

When Nokia poured its resources into GSM, it was a moderately successful company from a

small country betting against billions of dollars of entrenched infrastructure and a widely

accepted standard. GSM took off - not only all over Europe but also in Asia, Latin America, and

elsewhere.
 Page | 36

Now Nokia is taking a leadership role in the development of third-generation wireless services,

or 3G. In telecom speak, analog cellular was the first wave, and digital networks the second. The

third generation of data and voice communications - the convergence of mobile phones and the

Internet, high-speed wireless data access, intelligent networks, and pervasive computing - will

shape how we work, shop, pay bills, flirt, keep appointments, conduct wars, keep up with our

children, and write poetry in the next century. Every buyout and consolidation in the headlines

leads us into a realm of essential questions about the roles communication and connectedness

will play in our lives as the Net and the phones in our pockets converge.

Nokia and the Finns, inseparable from their kännykkäs,somehow got there first. To understand

where we're headed, we need to understand who they are.

"We're basically a company from nowhere. Finland? That's a town in Minnesota, isn't it?" Anssi

Vanjoki is exaggerating, but as senior VP of Nokia's mobile phone division in Europe and

Africa, he's smiled politely through his share of clueless questions about where he's from. Partly

owing to canny product placements in films like The Saint and The Matrix, a Finnish official

remarked last year, Nokia is now more widely known across the globe than Finland itself. A

surprising number of savvy people still think that Nokia is a Japanese company - an accident of

Finnish phonetics and the fact that the brand name shows up on small, sleek consumer

electronics products that work. (Nokia does have an outpost in Tokyo, along with satellite offices

and laboratories in Beijing, Boston, Budapest, Copenhagen, Dallas, London, Paris, Singapore,

South Korea, and Sunnyvale, California.)

The Web may be pulling us like a magnet toward shared global standards, but many of the

decisions that carved out bands of available radio frequency for cellular services, and determined

local protocols for voice and data transmission, were set 10 or even 20 years ago. The result is
 Page | 37

the confusing proliferation of the three- and four-letter network systems that make mobile

phones work, from analog-era AMPS to the digital GSM used throughout most of Europe to

more recently promoted data-friendly standards like TDMA and CDMA.

To the Japanese, Nokia markets snappy little retro Lifestyle phones that let you communicate

over Japan's PDC network and dial by voice, rather than use kanji. Nokia markets its 5100 series

in South Korea, where the government mandated a switch from analog AMPS services to digital

CDMA to give homeboys Samsung, Lucky Goldstar, and Shinsegi a strategic advantage in the

emerging world market. For European frequent flyers, Nokia furnishes everything from dual-

mode GSM 900/1800 phones to the Communicator, the first handheld device that lets users make

calls, surf the Web, and transmit data and faxes. To the welter of competing systems in the US,

Nokia serves up phones that work on TDMA, CDMA, GSM, and analog networks. (Mark

Schaefer, 1996)

(3) As mobile application development is different from traditional software

development. TO develop a great mobile application, it is crucial to understand the key features

that define great mobile apps and if practically applied, make them useful and valuable. The

wide variety of tools and platforms of mobile devices causes one to examine the unique

characteristic of mobile application development and evaluate the process of which new features

and methods need to be addressed while designing, coding, testing deploying and maintaining

mobile applications. However, there is still lack of research initiatives and insufficient

understanding of different types, categories and characteristics of mobile applications. This

exposes the mobile device to prospective attacks which needs to be addressed promptly requiring

newer research initiatives and has motivated to undertake the present study.
 Page | 38

The mobile app market is presently witnessing rapid growth, as mobile platform

continue to proceed in performance with a rapid increase in users and demand for a wide variety

of mobile applications. The development of mobile application is the process in which the

software’s are developed for handheld portable devices, such as mobile phones and tablets.

These are either pre-installed software on mobile phones, or downloaded by the user from the

app stores and other mobile software distribution platforms. The development of mobile

application is the process in which the soft wares are developed for handheld portable devices,

such as mobile phones and tablets. These are either pre-installed software on mobile phones, or

downloaded by the user from the app stores and other mobile software distribution platforms.

The mobile application development process is considered to be very similar to traditional

software engineering processes in many ways.

Following are few issues that are common to both traditional and mobile software

development integration with device hardware, traditional issues of security, performance,

reliability and storage limitations. Although, mobile applications presents some additional

requirements that are less commonly found in traditional software applications.

The ongoing demand and swift production of mobile devices have enforced software

project teams to adopt development practices that are suitable to the characteristics, capabilities

and requirements of mobile applications. The combination of computing power, sensor handling,

location sensor, user interface and security has made mobile devices a new computing platform

for software developers and businessmen. Therefore, the continued growth and development of

this new computing platform has demanded the need and necessity for software development

processes to be tailored to mobile application developments. (Niraj Dawar, 2002)

 Page | 39

(4) The mobile phone was originally made for adults for business use. This is

extremely similar to the fixed telephone in the early 20th century, where telephone engineers

explained that the telephone was made for the business world and not for social conversation.

The growth of mobile phone technology is demonstrated by the fact that in 2002 the number of

mobile phone users worldwide, surpassed those of fixed-phone users. It has been predicted that

by the end of 2005, the number of mobile phone subscribers worldwide will reach 2 billion.

According to Rich Ling, the mobile phone has fundamentally affected our society, accessibility,

safety, and security, co-ordination of social and business activities. It has become the part of

culture of every region in the world. The craze of mobile phone started after 1908’s, but it has

now touched the level of esteem. First, it was just for a status symbol but now it has become a

dire need of the day and is in the reach of everyone.

The usefulness of cell phones is numerous and this includes keeping contact with

friends, members of the family, conducting business and others. Many people possess more than

one mobile purpose phone in different purposes, which could be for business or personal

purpose. A number of people are also taking the advantage of multiple SIM cards for benefit of

different calling plans since a calling plan might provide cheaper local calls, long distance calls,

international calls, or roaming. The following are other benefits;

Distributing content: Mobile phone is also used in this regard. IN 1998, an

example of distributing and selling media content through the mobile phone was the sale of

ringtones by Radiolinja in Finland. Later, other media content emerged which includes news,

videogames, jokes, horoscopes, Tv content and advertising. In 2006, the total value of mobile-

phone-paid media content exceeded Internet-paid media content and was worth 31 billion
 Page | 40

dollars. The value of music on phones was worth 9.3 billion dollars in 2007 and gaming was

worth 9.3 billion dollars in 2007 and gaming was worth over 5 billion dollars in 2007.

Mobile banking and payments: the advantage of mobile phones is taken in many

countries to provide mobile banking services, such as ability to transfer cash payments through

safe SMS text message. This service also allows customers to hold cash balances recorded on the

SIM cards, deposits or withdraws cash. Some countries also use mobile phone banking for loan

disbursement and repayment. A couple of cell phone can operate mobile payments through direct

mobile billing schemes, This requires the co-operation of manufacturers, network operators and

retail merchants to enable contactless payments.

Tracing and privacy: cell phones are also often used to gather location data. As

long as the phone is switched on, the geographical location of a mobile phone can be determined

easily, with the help of a technique known as multi-lateration to calculate the differences in time

for a signal to move from the cell phone to each of several cell towers near the owner of the

phone. The movements of a mobile phone user can be tracked by their service provider and, if

desired, by a law enforcement agencies and their government. Both the SIM card and the handset

can be tracked. (W. Chan Kim, 1990)

(5) Mobile phones easily promote collaborative and different types of learning

through their wireless connection to the internet. Their adoption in learning processes by the

higher institution management as student-learning and communication device tools is useful. In

the classroom mobile phones motivate students to be more engaged to the lesion promoting

learner-centered participation. This indicates the dynamic support that the mobile phone has

brought to students’ learning practice. According to Barker, Krull, and Mallinson, the impacts of

mobile phones technologies on learning are portability, collaboration and motivation enhancing
 Page | 41

students, parents and teachers’ education system. The mobile phone portability enables students

learning to be ubiquitous in obtaining or retrieving course information through their mobile

phones as they are carried from class to class or wherever, Their portability can improve a wide

variety of learning settings, namely a fielf trip, the networks such as Facebook and Twitter

accessed on students’ mobile phones allow students to form groups to distribute and add together

their knowledge, and share information with ease, and this could result in a more successful

collaborative learning.

The use of mobile phones results in increasing parents’ involvement in education, and

thus their children’s learning and capabilities. Motivation where mobile phones are incorporated

in a large classroom, students appear to be more engaged in learning process. Mobile phones in

initiative in using the device as learning toll. Teachers report that the use of mobile phones in

learning increases group participation in activities done during learning in class. In a holy war of

acronyms, Nokia is like an arms dealer, quietly selling munitions to every side. Other

manufacturers haven't been so quick to think out of the box. Motorola came out with the

eminently pocketable StarTAC - which every gadget groupie in the Valley flashed around for a

couple of months - but was late to the digital convergence. Playing catch-up, Motorola signed a

deal in May with Bell Atlantic Mobile to ship a million CDMA phones. Ericsson excelled in

TDMA-based technologies, but also "missed the boat when CDMA took off," says Naqi Jaffery,

wireless-industry analyst for Dataquest. Ericsson was able to recover when it wisely ended a

two-year patent dispute with Qualcomm by buying the company's CDMA division in a highly

publicized deal last March. "Nokia's advantage is that it has been involved with all of these

technologies from the beginning," Jaffery observes.

 Page | 42

"Nokia is all over the world - it learns what's good in every culture it works in, and combines it

all," says Johanna Lemola, my guide in Helsinki, who is also the city's official spokesperson.

With a Finnish weakness for assonance, Nokia president Pekka Ala-Pietilä calls his company's

readiness to adapt to local conditions "selecting horses for courses." As digital cellular breaks

into markets like Russia and China, where fixed-line phone service never gained a foothold, the

company from nowhere is galloping everywhere.

Nokia's dream of a wireless information society is at least as old as the first phone call ever made

to an automobile. In 1906, a radio engineer named Lee de Forest transmitted a message to an

experimental phone in a car idling on a New York street: "How do you like your first wireless

ride? The fire department, steamships, and railways ought to adopt the same method of

communication." Not as dramatic as Samuel Morse's "What hath God wrought?", but the press

release sent out by the president of De Forest Wireless turned out to be prescient. "Hereafter," he

declared, "we hope it will be possible for businessmen, even while automobiling, to stay in

constant touch."

For CEO Jorma Ollila, the creation of the third-generation networks is a matter of shaping tools

that are more like us - always in motion and awake to their surroundings. I spoke with Ollila at

Nokia House, the company's corporate headquarters in Espoo, a suburb of Helsinki on the Gulf

of Finland. There are no dark corridors at Nokia House: The building is transparent to the sky

and water, covered by a thermodynamically efficient layer of 26,000 plates of glass. Ollila, who

earned graduate degrees in political science, economics, and technology before coming to Nokia,

combines Finnish directness with an almost confrontational intensity. A look, tilted up through

tortoiseshell spectacles, is a challenge, as if to say, "What have you got?" I asked him what the

wireless information society would look like at the beginning of the next century.
 Page | 43

"The desktop isn't going to die, but there will be tremendous flexibility in office work," he

replied. "Many of the services - accessing information, making transactions, and working in a

team - will happen in a wireless environment."

In 1998, Nokia, Ericsson, Motorola, and Psion (a British manufacturer of handhelds) formed the

Symbian alliance, a private consortium for the development of 3G wireless systems. The

Symbian strategy for the next generation of computing is to ratchet up bit rates in mobile-phone

networks and marry those accelerated networks to the Internet. The goal, says Ollila, is "to put

the Internet into every pocket."

From the focus on phones and networks that carried it to the top of the heap of second-generation

manufacturers, Nokia is aiming high again, to take advantage of upgrades that operators will be

building into mobile-phone networks all over the world in the next few years. The next wave of

telecom products will employ three kinds of data and voice transmission - "three layers of radio,"

explains Pekka Lundmark, senior VP of Nokia's wireless-business-communication team - to

remain in constant touch with the Net and each other. The comparatively slowest layer of

coverage will be available anywhere you can use a mobile phone. A series of upgrades to

mobile-phone networks in the next couple of years will bring bit rates from the current 9.6 Kbps

to three times the speed of ISDN connections, or 384 Kbps.

The next notch up in speed, but with more limited areas of coverage, is wireless local area

networks, which Nokia started selling for offices in July. Siphoning datastreams from this layer,

a laptop computer will eventually be able to stay jacked into the company intranet and the Net at

speeds up to 54 Mbps. Nokia is pitching wireless LANs to hotels and airports to create high-
 Page | 44

bandwidth "hot spots" where business travelers can log in, and the company foresees wireless

LANs replacing cables in the home when prices come down.

The third layer is a limited-range, low-power radio network that will allow every device you

carry in your pockets or briefcase to communicate with every other device in your immediate

area. The Symbian alliance's protocol of choice for this "personal networking" layer is called

Bluetooth.

The wedding of the Web and wireless has already begun, with Nokia's Communicator, the Palm

VII, and the release this summer of mobile phones - like the Qualcomm QCP-1960, the NeoPoint

1000, and the Motorola i1000 Plus - that use Phone.com's UP.Browser and UP.Link Gateway

with Wireless Application Protocol (WAP) to fetch and display data from the Net. With its

wireless LAN products, Nokia took on a whole new army of heavyweight competitors of the IP

world - the Ciscos, Lucents, and 3Coms. If Nokia can ride this next wave, it won't be the first

time the Finns have stolen the future.

Even in the most wired country on the planet, wireheads get dissed. "The cultural mystery

remains," the Helsinki Culture Guide muses, "why Finnish students of technology (teekkari) are

so much fun, whereas our engineers are usually sour-faced and uninspiring bores." The authors

couldn't have been thinking about Neuvo. Ruddy-faced and powerfully built, Neuvo, in his late

fifties, radiates both optimism and pragmatism about the future. He comes from a family of

scientists - there's an asteroid named after Neuvo, and a crater on the moon, Väisälä, was

christened after his grandfather. The young engineers at Nokia love him. For 17 years, Neuvo

was a professor of electrical engineering at the University of Tampere. He was perfectly happy

as an academic, he says, enjoying visiting professorships abroad and racking up patents. By the
 Page | 45

time he turned 50, he had granted almost 200 master's degrees and 30 doctorates. Then his aunt

decided to leave Finland for Africa to tutor Namibian children in mathematics. Neuvo realized

he was not too old to reinvent himself.

One of his babies is the sleek, silvery Nokia 8810, the eye-catching pocket model that's often

compared to a Zippo lighter. Code-named Small Beauty when it was first conceived, the 8810

was rushed through development and introduced at CeBIT '98 in an effort to "surprise the

market," Neuvo says. It succeeded in surprising at least one Ericsson executive, who had the

misfortune of sitting beside Neuvo on a panel in Stockholm. When the moderator suggested the

panelists show off their phones, Neuvo pulled out his 8810. The Ericsson rep demurred, saying,

"I'm sorry, I don't have my phone with me." Then something started ringing in his pocket.

__ In a holy war of standards, Nokia is an arms dealer selling to all sides. __

Neuvo maps the transition to 3G services as a sequence of steps toward an infrastructure that will

support mobile devices that are always connected, accessing information and displaying it when

requested - with no waiting for startup, setup, or logging in.

High Speed Circuit Switched Data (HSCSD) transfer, which is already online from some

European operators and should become widely available next year, will boost wireless data-

access speeds on phone networks from 9.6 Kbps up to 57.6. General Packet Radio Service

(GPRS), rolling out on GSM networks in 2000, will jack up bit rates to at least twice that. More

impressively, GPRS will also allow devices to stay connected to the network all the time, while

users are billed only for the time spent actually sending or receiving bursts of data. With higher-

speed continuous connections, users will be able to do on their mobile devices what they've

gotten used to doing online - have real-time conversations with databases, and scroll and click

through menus that live not on their terminals but on the Net. As you read the morning's top
 Page | 46

stories in the Times on your handheld, subsequent articles will fill in behind what you're reading.

When you pick up your mobile, your email will be there waiting for you. Neuvo calls this

"intuitive connectivity."

Also next year, another cellular network upgrade, called EDGE, will boost bit rates on GSM and

TDMA networks even higher, up to 384 Kbps. By 2001 or 2002, true third-generation protocols

like broadband CDMA and CDMA 2000 will not only throttle mobile networks up to a ripping 2

Mbps, they will also allow, finally, the introduction of true "world phones" that roam anywhere

without falling off the map. International commuters won't have to wait until 2002 to stop

packing three handsets in their flight bags, however. Neuvo says researchers at the Nokia lab in

Salo are working on software-defined radio - phone chips that adapt to incoming signals from

any mobile network: a software solution to the holy war.

"If we have really high beams, we can see to 2005," Neuvo told me. "Every year we'll be getting

something fundamentally new. At 2009 we can't see anything - it's completely dark." (Sanjay

Khosla, 1987)
 Page | 47

Local Literature

(1) Filipinos are using their mobile phones not only to communicate but also as mobile

computers as well, according to a recent market study.

The TNS, a global customized research company, said in its report that Filipino

consumers are not just using cell phones to call and texting messages and photos, but also as a

means to have “internet-on-the-go”, allowing users to be always online.

Of the 38,000 respondents in Metro Manila (philstar, 2013) 75% of the respondents

surveyed used mobile phones to take photos or videos; 45% to browse the internet; 44 % to

access their social networking sites and 37% to check their emails.

“Based on the findings of the study, the increase in various mobile activities explains the

growing trend of Wi-Fi accessibility in public areas”, said TNS Philippines Managing Director

Gary de Ocampo.

About 35% of Metro Manila respondents connect to the internet via Wi-Fi access in

public areas in 2013.

The study also showed that Filipino consumers changed their purchasing priorities from

buying phones based on physical features to choosing a phone that will enhance personal

experience.

Smart phones usage in the Philippines is not at 53% compared to overall mobile phone

usage of 89%.

The study identified five growth potential for increase mobile usage video calling, Wi-Fi

at home, watching live TV Shows, blogging and streaming video like You Tube.
 Page | 48

The sale of smartphone in the Philippine market is seen to increase significantly in the

next few years as prices go down.

The TNS study also revealed that most Filipinos living in Metro Manila own “multiple

screens” or more than one device.

A typical household owns at least four of the following devices: a mobile phone,

smartphone, tablet, desktop, laptop/netbooks and smart TV. (Ma. Regina M. Hechanova, 2009)

(2) From the journal of Jerry Liao of Manila Bulletin, technology has brought a lot of

benefits to mankind. It made most of us more effective and efficient both in our professional and

personal tasks. But as much as there are a lot of advantages, there are still those who are more

innovative than others- like using technology in some other ways, the bad ways. From Ronald S.

Lim’s journal, the temptation to cheat is even easier for today’s technologically advanced youth.

With mobile phones making the transmission of messages easier and the Internet making the

sharing of information much quicker, today’s Filipino student can just as easily download his

answers from the computer as he can from looking at his seatmate’s answers.

However, it would seem that the tried and tested technique of looking at the answer of

seatmates, passing around notes, and “reliable” classmates are the methods preferred by today’s

young Filipinos. Technology, particularly mobile phones, once again came under fire because of

the Pinoy youth’s new texting style. Now a national phenomenon (or a national plague?), the

Jejemons’ improper use of words have caused alarm among parents and teachers alike. Teachers

have complained about their students’ adapting the newfound language in their regular

schoolwork. In this case, instead of making things better, technology has been distorted and has

caused bad influence on today’s generation.

 Page | 49

Also from Manila Bulletin, a journal of Angelo G. Garcia, says there’s a lesson from

mobile phones. Technology has done more good than harm for the youth admittedly. The advent

of e-book readers, for instance, has made books more available to everyone with just a touch of a

button. Laptop computers are being used as an affordable education device to children around

the world. Even mobile phones are new channels to teach children. (Edna P. Franco, 2009)

(3) More recently, the Text2Teach program was launched in Ligao City, Albay. Twenty

four out of 49 public elementary schools in the area were given Text2Teach packages that

included a Nokia N86 8MP device, - with special Tv out feature- preloaded with almost 400

educational audio and video materials on Grade 5 and 6 Math, Science and English curriculum.

It also included a Globe Prepaid Sim Card and a 29-inch color television provided by Kolin

Philippines International.

Although Ligao City division has improved its performance indicators among students

over the past years problems in drop-outs and low participation rates are still evident. In the

latest performance indicator given by Ligao City Division, in school year 2008-2009, out of

18,202 enrolled elementary students in public schools, the participation rate is at 82.22 percent

with drop-out rates of 0.18 percent. That’s 372 students who dropped out from school in the

whole division that school year.

The division’s quality indicator in English, Science, and Math is something that they

hope will improve with the introduction of the Text2Teach program.

The local government of Ligao is also active in helping improve education quality in their

city, Mayor Linda Gonzales gave P738,000 for the program as the local government’s

counterpart funds to implement Text2Teach.

 Page | 50

Since its launch, more that one million public elementary school studies and almost 2,000

teachers and school officials in 350 schools in different parts of the country have benefited from

the program. And the Text2Teach team is happy to say that impact on the students has been

significant.

There have been an improvement on what they call the learning gauge, in other words

then you compare the scores of the kids after they have used Text2Teach compared to before

they used it there was a significant difference. We noticed that there was a big difference

especially in schools that started with very low scores. Like schools in Mindanao, very large

jump from the base core, to the score after they have used the program,” Deriquito shares.

(Deriquito,2008)

(4) Many were a Nokia loyalist when they started using cell phones. Many wanted to

have the latest Nokia cell phone as soon as a new model was announced. That was in the late

‘90s when some started working and they could already afford to buy their own gadgets.

But as technology moved at breakneck speed, Nokia seemed to have been left behind

with the advent of smartphones. Nokia is back as a pure Android device, as part of a partnership

with HMD Global where HMD is the sole license of the Nokia brand for phones and tablets.

“HMD Global is re-writing the next chapter for Nokia Mobile,” says Shannon Mead,

country manager, HMD Global Philippines. “HMD is a close partner of Nokia when it comes to

branding for the phones.”

Mead explained that when Nokia made its comeback here in the Philippines, through

HMD Global, it launched the nostalgic Nokia 3310.

 Page | 51

“Fifteen to 20 years ago when Nokia was no. 1 in the Philippines, the 3310 was one of

the lead products here,” he adds. “So when we as HMD Global asked ourselves how we would

rewrite the first chapter of the new story of Nokia phones, we went and looked back into the

history. It was the iconic Nokia 3310 that everyone would remember from the design and

experience to receiving a first SMS message to playing Snake for the first time.”

It was when Nokia re-introduced the 3310 that HMD Global also introduced its Android

phones. He says HMD Global had to use the platform to say that HMD Global had a range of

smartphones, which were running on Android.

“In early 2000, when I joined Nokia, we were a leading company in mobile phones at that

time,” shares Mead. “I was in Australia and at the time the Philippines was known as ‘Nokia

nation’ as it had one of the biggest markets for the product.”

And then around five or six years ago, Microsoft bought the phones division of Nokia,

although Nokia was still its own company and continued to make the network infrastructure that

operates the phone as well as some digital products like wearables.

But Microsoft took over the mobile phones, which they started running on the Windows

system.

“And then about two years ago, in May 2016, HMD Global which is a Finnish startup

company incorporated in Finland, was formed and they saw the opportunity to buy the phone

business from Microsoft,” added Mead. “HMD is a Finnish company run by several ex-Nokia

executives, several of whom have moved on.”

The rest was history.

 Page | 52

HMD Global wanted to be Android as well as a stand-alone company. It purchased the

mobile phone business from Microsoft for $350 million. (Mendiola Teng-Calleja,2002)

(5) It’s admittedly second nature for some people to pull out their phones and scroll

through social media feeds during trivial social encounters; without the slightest consideration

that these interactions could be so much more meaningful fi the smartphones were simply put

away.

Researchers from the University of British Columbia have found people who used their

devices while out for a meal with friends or family enjoyed themselves less that those who

didn’t.

The researchers asked over 300 participants to go have dinner with their friends and

family, randomly instructing each one to either leave their phones on the table or put their

phones away while eating. Those with their phones were texted the survey questions they were

required to answer; while those that have it kept away answered the same questions on pen and

paper.

Completely unaware that the researchers were monitoring their smartphone use, the

group with their phones out felt more distracted and bored than those who kept it away. The

researchers discovered a pattern wherein participants enjoyed social interactions less if they were

preoccupied using their smartphones.

Similar results were obtained from a separate study that involved more than a hundred

participants being sent out survey questions five times a day for a week asking them how they

are feeling and what they had been doing.

 Page | 53

This just strengthens the assumptions that these devices can potentially hinder the

personal interactions people engage in everyday, which Elizabeth Dunn, senior author of the

study believes is vital in finding happiness. (Regina Galang Reyes, 2007)

Foreign Studies

The introduction of Iphone in 2007 changed the global market scenario. Iphones &

Androids based touched phones provided good opportunity to all existing a new market players

in the mobile handsets industry. Brand Nokia, which, identified a similar opportunity in early

1990’s and launched various consumer friendly phones, was too much preoccupied with its

established business and Symbian software, that is got late in identifying the direction of the

wind & the requirements of the time as compared to other market players with the resultant that

has seen a huge decline in its market share in the past couple of years.

The introduction of Symbian series by Nokia in 2002 had a good market response. But

with the introduction of Apple IOS in 2007 and Android in 2008, the OS race was completely

taken over by the two giants. Symbian OS lagged behind in mobile applications and user

interface, though efforts were made by Nokia to improve the Symbian OS but still it could not

come to pace with other operating systems and hence the collapse of market for Symbian OS and

declining market share for Nokia. Moreover, too much reliance on Windows platform proved

another costlier step to Nokia.

Nokia required product innovation to recapture the market. But lack of innovation

resulted in late introduction of various software and even hardware features by Nokia while other

players had already launched products in the market which were highly apprised by the mobile
 Page | 54

users and thus customers switched over from Nokia to competitive brands. While Nokia was

losing charm in high ends phones, at the same time players like Micromax, HTC gave it a stiff

competition in lower segment as well. In India, local brands stole the lead on dual Sims, low-end

Qwerty and long-battery-life phones.

Sometimes those ways mean a willingness to accomplish things very slowly. He and his

wife spent 10 years reading ads in the paper before finding the spot of land they were looking

for. Then, for 6 months they sipped coffee on the rocks by the water - which freezes 3 feet deep

in winter - and contemplated the rock formations and mature trees on the property before

deciding where to put the house. The sauna outside of Linturi's house is of the old-fashioned,

birch-fired type that takes four or five hours to get up to the proper temperature, when the stones

glow so red and hot, he says, "you can almost see through them." There's a cottage on the land

made of pine logs spliced in the archaic and beautiful manner known as salmon-tail joinery -

practically a lost art in Finland - and insulated with moss. In the cottage, there's an old crank

phone manufactured in 1916 by M. Ericsson & Co. of Stockholm. There's also a well near the

house. "If everything breaks," he says, "we could survive."

Even by halting Finnish standards, Linturi speaks very deliberately, each phrase emerging like a

new geological feature after a tectonic interval of consideration. Lean, graying, but still boyish,

Linturi began a lifelong romance with computing in 1977, when he sold his ham radio to buy an

early microcomputer. A year later, he was writing interfaces and applications for the Helsinki

Telephone Corporation, which had embarked on an admirably early attempt to computerize its

switching stations. By 1980 Linturi was designing experimental speech-synthesis programs for

the first electronic banking system in Finland. A friend of Linturi tells me that he once called her
 Page | 55

when he was walking his dog, and she asked if he was working. "Of course I'm working," he

replied. "I'm thinking."

To understand Finland, Linturi says, start by examining something as simple as the mobile-

phone numbers printed on everyone's business cards. In America, he points out, high-ranking

executives print their general office number on their cards - a line that will be answered, it is

understood, by an administrative assistant, who will filter calls and pass the important ones up to

an executive assistant. In Finland, even the presidents of large corporations print their mobile-

phone numbers on their cards. It's not only because office culture in Finland has become more

peripatetic, he explains. It's because Finns have an essentially different understanding of the way

power flows through large organizations.

"In Germany and the US, you're not supposed to call your boss until he calls you. People find it

degrading if their subordinates call them," Linturi observes. "In Finland, if I want to be

important, I keep my phone on all the time, so I'll be available when decisions have to be made.

In most other countries, people think mobile phones give them power because of who they can

call conveniently. Here, people think mobile phones give them power because of who can call

them."

Martti Ahtisaari, the first president of Finland elected by a direct vote, published his email

address in 1994 and skims through his own in-box every night, Linturi says. In Finland, a

manager is considered more effective if the employees in his or her division are not afraid to

jump-start major team initiatives on their own, rather than hang back for the top echelon to sign

off. "Decisions don't wait to trickle down through the hierarchy, and contacts between companies

don't always go through formal channels," Linturi explains.

 Page | 56

__ "The desktop isn't going to die. but many services will happen in a wireless environment." __

Distrust of authority is deeply inscribed in the Finnish character - not surprising, perhaps, for a

country that figured out how to maintain its national identity through periods of Swedish and

Russian rule, working out an intricate dance of autonomy with the Communist bear for most of

this century. The postwar novel that had the greatest impact on the Finnish psyche was Väinö

Linna's The Unknown Soldier, published in 1954. Linna painted a complex portrait of the

Finnish national character by depicting the lives of a group of Finnish soldiers in World War II,

one of whom - the hero - refuses to obey an autocratic commander's senseless orders. What this

means to a modern Finn working in a large corporation, says Linturi, is that "you might tell your

boss what you think of him."

Anssi Vanjoki agrees: "We've had hierarchy and authority to the east and west, and we've been

trapped in the middle. Hierarchy is not very practical, because it can suppress skills and talents.

Above all, Finns are very practical. There is no fear of bosses at Nokia." The metaphor that Yrjö

Neuvo uses to describe the way employees at Nokia feel about their superiors is that of a jazz

band. "We have a common piece of music to play - yes. We have a conductor - yes. But we

improvise."

If leveling pyramids, opening back channels of communication, collaborative improvisation, and

subverting despots all ring a bell, these have also proven to be emergent dynamics in the social

petri dish of the Internet. It's not just that Finns are embracing the Net and figuring out ways to

create mutually beneficial links between it and the world of wireless telephony. It's that the Net

is, you might say, essentially Finnish.

 Page | 57

If that seems overreaching, note that for a country with just over 5 million people, Finland has

pumped out a disproportionate number of bright ideas influential in the refinement of what could

be called Internet family values. Consider Johan Helsingius' late, lamented, Helsinki-based

anon.penet.fi, once the most popular anonymous remailer in the world. In 1995, a police raid at

the behest of the Church of Scientology - which claimed that its secret documents were being

stolen and illegally posted to Usenet using Helsingius' server - persuaded its beleaguered owner

to shut it down. Consider Internet Relay Chat (IRC), which allowed anyone to tap through the

walls of the global village and strike up a conversation - invented in 1988 by Jarkko Oikarinen, a

computer science student at the University of Oulu. Both innovations had the effect of putting

everyone on equal ground, and of encouraging even reserved people to speak their minds. When

Oikarinen was asked in a rare interview in 1997 how he felt about having his name mentioned in

most of the Internet histories, he deflected the praise. "IRC is the accomplishment of all IRC

users and developers during the last nine years," he said. It was a very Finnish response, full

of nöyryys, the willingness to acknowledge one's own limitations and recognize the strengths of

others.

While Apple was designing the Iphone and Nokia was selling a half a billion phones each

year, Google bought a company called Android and announced an Open Handset Alliance, a

grouping of industry players who would come together to build an open source OS for

smartphones. Nokia was invited to join but refused to demean itself. Within a time span of 2

years, Nokia came into crisis and its market capitalization had fallen from €110 billion in 2007 to

€14.8 billion in May 2012. Thus while Nokia’s Symbian lost, apple and google highly

accomplished in smartphones.
 Page | 58

Considering the success of mobile apps introduced by Apple and Android,

Nokia/Symbian also launched an Apps Store, Horizon and its own Apps and Content store – Ovi,

in 2009. But Nokia had no real platform experience to compare with Apple’s. The platform was

shaky ait tried to launch simultaneously in 35 countries but if faced a gale of criticism for the

first time.

The partnership with Microsoft led to Nokia switching over from Symbian platform to

Windows platform, which has become the primary smartphone operating system for Nokia,

Nokia’s hardware quality and Microsoft’s software experience enabled the launch of variety of

windows based smartphones from Nokia incorporating features like dual sim, enhanced

mapping, navigation, location based services etc. in varying screen sizes and affordable ranges.

Local Studies

In the Philippines, records from the National Statistics Coordination Board (NSCB)

show that in 2006, cell phones use while driving ranked as the 12th most common cause of traffic

accidents. From 2001 to 2006, traffic accidents caused by cell phones use while driving

increased more than five times in the Philippines, the highest increase among causes of traffic

accidents. There are now 40 countries worldwide restricting or banning the use of cell phones

while driving. Sadly, the Philippines is not one of them. Many appear unaware, however, that the

MMDA has an existing ban, issued since 2007, on the use of cell phones and hand-held radios

while operating or driving motor vehicles in Metro Manila. The cities of Makati and Cebu have

also imposed the same ban. Hopefully, our congressman and senators will find time to finally

enact a law that will effectively make the ban nationwide. Many appear unaware, however, that
 Page | 59

the MMDA has an existing ban, issued since 2007, on the use of cell phones and hand-held

radios while operating or driving motor vehicles in Metro Manila. The cities of Makati and Cebu

have also imposed the same ban.

According to the studied conducted by Cecilia Alessandra S. Uy-Tioco of New School

University (2004), cellphone technology has broken through class divisions. Because of pre-paid

numbers, people without credit history, reasonable incomes, or permanent addresses have been

able to obtain cellphones. For a country that is socially stratified, this is very empowering.

Having the capability of owning and using a technology that the rich use is very empowering for

the lower and lower-middle classes.

Cellphones in the Philippines are not age-specific nor are they gender-specific. While

countries like Japan and Finland attribute text messaging as a phenomenon dominated by the

youth, in the Philippines, young and old alike send and receive text messages on a regular basis.

The young may tend to use their cellphones more to make friends, for idle chat, or to make plans

with friends; and older people tend to use it for work, to keep in touch with family members, and

for keeping up with what is going on in the country. The youth may be the quickest to learn a

new technology, but in the Philippines, it is not unusual to see grandmothers, society ladies, or

priests and nuns tapping away at their cellphones.

While there is no study that measures the cellphones uses between the sexes, Pertierra, et

al believe that is neutral about gender. Men may text more sexually explicit messages, and

women more gossip, but the frequency seems to be similar. Because the medium has allowed

non-confrontational communication, men and women can pursue normally tabooed topics such

as sexuality. Certainly this small Southeast Asian nation has been a major test site for new

cellphones. To many, this is a sign of modernity, of being not too far behind the developed
 Page | 60

nations. The ability to communicate with others across the world in real time through text

messaging gives a sense that the Filipino is present in the global stage.

Widespread cellphone use has resulted in the blurring of the private and public spheres.

While the cellphone is a private technology in that it is communication between two people at a

time, it also is public one because we receive a call outside the privacy of our offices, our homes,

or phone booths. It has become acceptable for Philippine society to take cellphone calls or to

check text messages while eating or in a meeting. Visit the Makati nightspots and one will notice

the proliferation of cellphones on the tables in restaurants. Or you will notice that not everyone

in the table is engaging in conversation. Instead, some are distracted by the constant beeping and

ringing of their cellphones. Movie theaters, banks, gas stations, and places of worship have been

actively campaigning for the silencing of cellphones in their premises. Countries like Germany

have banned cellphone use inside restaurants. But in the Philippines, it is part of daily life.

With the popularity of text messaging as the main use of the cellphone many have

become concerned on its effects on language. Already many have begun using text shortcut in

their email messages.

Paul Anthony Villegas (2000), a teacher at the Ateneo de Manila High School noticed

that his students have been using shortcuts in their compositions. In addition, text messaging has

become the new way of cheating. Students send questions and answers to each other during

exams. To combat these, elementary and high schools have prohibited the use of cellphones

during and in-between class hours.

That cellphones have deeply affected the lives of Filipinos should by now be evident. The

Knowledge Institute of SGV & CO, Ernst & Young’s Philippines partner, credits the growth of
 Page | 61

the cellphone industry to its mass-market appeal, its affordability, and the convenience of a pre-

paid service. Despite the fact that 40% of population lives on less than 1$ a day, cellphones have

had remarkable market penetration at 25%. This paper has shown that the cellphone has made an

enormous impact on Philippine culture and society. But more than that, research have revealed

that there are cultural reasons unique to Philippine society that have allowed cellphones to take

root in the country. The success of any medium certainly the enormous success of the cellphone,

means it has survived a human test.

One social impact of widespread cellphone use is that the technology has crossed

boundaries of class, gender, and age. Filipinos of all sizes, shapes, and background have adopted

this technology. Unlike other nations where the youth dominate the text messaging phenomenon,

in the Philippines, both young and old, male and female use this technology extensively.

Cellphone technology has also allowed a developing nation like the Philippines to

participate in the global village. Not only is the Philippines up to speed in cellphone technology,

it is even ahead of some developed nations. The cellphone has also given the Filipino a way of

keeping in touch with people around the globe. Since Internet use is not as widespread, the

cellphone is the medium that lets the citizens of the nation join the information superhighway.

Since the cellphone is ubiquitous and used by people from all sectors of society, it has

also become a tool for social change. Yet the possibilities of using the cellphone in other ways

that can result to the betterment of the community and the nations are being explored. While

there is still no way to measure the success of the government and non-government groups’

efforts, the opportunities are exiting.

 Page | 62

These are traits and characteristics of Philippine culture that have allowed the cellphone,

particularly text messaging, to flourish. These are the importance of family, “hiya” and the need

to be in the know. The family is still the center of Philippine society and the cellphone has

allowed them to keep in touch and to communicate regularly. Despite the distances of time and

space, text messaging holds the family together. When faced with emotions, confrontations, or

demands, the Filipino is shy and embarrassed. Text messaging allows the user to hid behind a

mask instead of engaging in face –to-conversation. This is especially true when dealing with the

opposite sex or dating, parents, superiors at work, etc.

Filipinos also like to always be in the know. We may be shy about telling a parent we

love them or asking the boss for a raise or telling a guy we are attracted tot him; but we are

definitely curious about the day-to-day of the people around us. Years of colonization and

oppressive governments have also created an air of suspicion towards the media and the

government. The cellphone has allowed people to verify news and information through a

network of friends and family.

While tremendous impact of the cellphone on Philippine society and culture cannot be

denied, there have been impacts on the economy. Since the deregulation of the

telecommunications industry in 1994, the industry has spawned a host of entrepreneurial activity

in areas such as application programming for mobile content and new cottage industries devoted

to pre-paid call and text card sales, handset and accessory sales, service centers, and others.

There is room for growth in creating more content for mobile phones whether it be games,

advertising, new features, etc. As price of cellphones and the cost of making calls and texts go

down, combined with growth in the Philippine economy, the cellphones’ future looks bright. As

more and more people use this technology, more impacts on society and culture can be studied.
 Page | 63

Synthesis

Nokia was in the 1990s and early 2000s one of the largest mobile phone companies in

terms of volume, sales, market share and profit, but if failed to make the transition to the

smartphone market in the early 2010s. Although, Nokia till 2007 had a market share of 80% in

the smartphone market, the main reason for losing ground during the “second coming of the

smartphone age” was due to weak position of Nokia in the “Technological system”, i.e. the

network of interacting actors in a specific techno-economic area involved in the generation,

diffusion, and utilization of technology and its complements. The relative success of Nokia

starting his reasoning has something to do from its economic, cognitive, organizational and

institutional factors. Steinbock said that Nokia looks into factors as culture and diversity

expressed in corporate responsibility, the creation and role of shared values, management of

human resources, as well as the strength and character of senior management. Next to these

factors also the Finnish innovation systems, as discussed by Palmberg (2002) and the R&D

within Nokia are important factors that explain the development of new products and businesses.

Some studies specifically focus on one specific element of Nokia modus operandi, such as the

use of agile methodologies or alliances focused on acquiring product facilities.

Steinbock pays scant attention to the turnout of the new products and patents. Koski and

Kretschmer (2010) pay attention to handset innovation and imitative product introduction.

Studying 16 major handset manufactures, among others Nokia. They look into vertical and

horizatal innovations that are only attractive to a subset of the market. A severe limitation of

their study is however that it focuses on the period 1992-2002. Typically handset manufacturers

introduced between one or three new handsets per month, but during the peak growth years of

the cellular market some companies took 10-25 new handsets to the market in a single month. It
 Page | 64

is extremely important to reach and keep the technological leadership. Koski and Kretschmer

(2010) point out that in the smartphone era; it is not only about product innovations but more

importantly about software innovations, and more specifically about hardware and software

integration. Therefore we will also explore Nokia’s idea and innovations database that consists of

patents and patents applications with demonstrations and validated idea descriptions that are

available via the Innovation Mill that contains Nokia’s unused, non-core ideas (Hossain, 2012).

The objective of this paper is to understand why Nokia failed in the capturing the smartphone

market while there where many reasons to expect that Nokia was in the position to do so.

Nokia’s original antecedent company was established under the name of Nokia

Aktiebolag founded by Fredrik Idesta, in 1865 as a ground wood pulp mill. This company was

acquired by Finnish Rubber Works Ltd. And merged with Finnish Cable Works Ltd in the period

1918 – 1922. The companies officially merged in 1967, laying the foundation for the Nokia

Corporation. In the late 1950’s and1960’s Nokia became active in the computer industry, already

having considerable experience in electronic engineering and telecommunication since the

1900’s. In the 1979 Nokia merged with Salora, under the name of Mobira Oy. Mobira developed

mobile phones for the Nordic Mobile Telephone standard. In 1984 Mobira was fully integrated

in Nokia.

In 1988 Nokia-Mobira’s market share on the global technology phone market was 13.8%

whereas Motoral Inc. being the second largest had a market share of 13.4%. However the year

1988 was according to Haikio(2001) “annus horrbilis” a Nokia –Mobira Oy was in its deepest

crises. Palmu-Joroinen who joined the company that year, stressed that these problems and

solutions paved the way for Nokia’s latter successes.

 Page | 65

In 1989 the first legal process concerning nine patents were raised in the US by Motorola.

This process was settled the same year and Nokia paid Motorola some 20 million dollars, and

important lesion was learnt on how important it is to pay attention to the IPRs when you are

among the market leaders. In the year 1989 Motorola was market leader with a 20% market

share at the same time Nokia’s market share was only 12% and dropped up to 10% in year 1990.

In 1990 Ollila was appointed CEO for Nokia –Mobira, The next year, 1991, Finland was

in financial crises and Nokia made up huge losses. The very same year Nokia bought Techno

phone Ltd and this changed Nokia’s company language to English. Also the meaning of a brand

became a focal point for the company and large efforts were made to position Nokia as a strong

brand. The name of the company was changed to Nokia Mobile Phones Ltd. The first GSM

network was in place in July 1991 and the first call was made the same day with a Nokia phone.

Mid 1990s the mobile market and Nokia’s market share really gained momentum.
 Page | 66

Chapter III

RESEARCH METHODOLOGY

This chapter presents a description of the research design selection and description of

respondents, research instruments, data collection procedure and statistical treatments used.

Research Design

In order to see the general picture, the researcher chose a descriptive research method.

It is used to determine and analyze the problems encountered by student teachers.

According to Manuel and Mendel (1998). It involves the description, recording,

analysis and interpretation of the present nature, composition of processes of phenomena. The term

descriptive research refers to the type of research question, design. And data analysis that will be

applied to a given topic. Descriptive statistics tell what is, while inferential statistics try to

determine cause and effect. The type of question asked by the researcher will ultimately determine

the type of approach necessary to complete an accurate assessment of the topic at hand.

The main goal of this type of research is to describe the data and characteristics about

what is being studied. The idea behind this type of research is to study frequency, averages and

other statistical calculations.

Sources of Data

The cross-sectional data the researchers used was sourced from the information of

students- teachers data file, customer satisfaction blog, student’s product integrity guide and
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student’s surveys, conducted during and after the research time. The researchers used the Survey

Questionnaire and Survey Processing System which is public domain statistical package provided

by the Student’s information to obtain the necessary data to be used in the study.

Sample of the Population

For some studies, the population may be small enough to warrant the inclusion of all

of them in the study. But a study may entail a large population which cannot all be studied. That

portion of the population that is studied is called a sample of the population (Nworgu 1991:69). A

sample in this study is, therefore, a smaller group 3 - 4 of elements drawn through a definite

procedure from an accessible population. The elements making up this sample are those that are

actually studied. The sample of the population of this study stood at 150 students who is using a

phone recently and 15 teachers that uses a phone for longer years.

Description of the Respondents

A total of 165 students and teachers of Access Computer College in all major are the

respondents of the study. They are described according to their demographic profile such as sex

(male and female), and major (Marketing and Office Management, Tourism Management,

Information Technology, Hotel and Restaurant Management, Computer Science and Engineering.)
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Research Instruments

The researcher designed an interview schedule as one of the data collections

instrument for this study. The students and teachers of Access Computer College were

interviewed. The interview questions were aimed at eliciting relevant information concerning

Nokia Phone’s deficiency and improvement plan in Access Computer Colleges. Questions

relating to methodology and material for action plan, perceived problems of innovation and

learning as well as possible strategies that could be adopted to enhance the service and features

of Nokia phone in the said school were asked during the interview schedule.

A questionnaire designed by the researcher titled “The king of mobile phones needed

your help” was also used in the study. The content of the instrument was based on the findings of

the interview conducted with the students and teachers of Access Computer College school in

Manila Philippines as well as on the information from the literature reviewed.

The questionnaire has five sections: A, B, C, D and E:

• section “A”, is on personal data of the respondents;

• section “B”, is on the needs/objectives of researchers. It has a total of 5 items;

• section “C” contains questions on the perceived problems of Nokia phone’s services and features.

It has 8 items;

• section “D”, on the other hand is on the methodology and materials for Action plan, which has 3

items; and finally

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• section “E”, made up of 4 items is on the possible strategies that could be adopted for improved

Nokia phone.

The instrument was structured in the modified Likert fashion, on a 4 – point scale, ranging from

“strongly agree” (SA), through “agree” (A), “disagree” (D) to “strongly disagree” (SD). Subjects

were then instructed to respond to their degree of agreement with the statements contained in the

instrument.

Data Gathering Procedure

After the pilot testing and all necessary modifications, the questionnaires were

administered directly to the chosen sample for the study. One hundred and one copies of the

questionnaire given out were successfully completed and returned. The possibility of retrieving

back all the questionnaire was as a result of the researcher’s colleagues who offered a helping

hand. The opposite could have been the case if the researcher had taken the lonely task of going

around the schools to collect the questionnaire.

The data collected from the field were analyzed. Statistically weighted mean was used

in answering the research questions. The response options in the instruments are weighted as

shown below:
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Strongly Agree Agree Disagree Strongly Disagree

(SA) (A) (D) (SD)

4 Points 3 Points 2 Points 1 Point

▪ The acceptance point for the items was 2.50 and any mean below 2.5 was regarded as

rejected, not prevalent and as unpopular view.

The t-test is defined as testing hypothesis about the differences between means when the sample

size is small (Nworgu 1991:161). It is therefore, the t-test statistical analysis that was employed in

testing the five null hypotheses used in this study. Then, when the calculated t-value is greater than

the critical value of t, the null hypothesis was rejected and the alternative, which is “significance”

was accepted.

But when the calculated t-value was less than the critical t-value, the null hypothesis was accepted

and the alternative rejected. However, the null hypotheses were tested at 0.05 (5 %) level of

significance. This means 5 chances of being in error out of every 100 cases. That is, the chances

of errors are very low.

Tools for Data Analysis

In doing the regression analysis, the researchers utilized the Statistical Package for the

Social Sciences (SPSS) 17.0. The researchers also did hypothesis testing using the test. According

to Gujarati (2004), in the language of significance tests, a statistic is said to be statistically

 Page | 71

significant if the value of the test statistic lies in the critical region. In the case the null hypothesis

is rejected. By the same token, a test is said to be statistically insignificant if the value of the test

statistic lies in the acceptance region. In this situation, the null hypothesis is not rejected.
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Chapter IV

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter deals with the presentation, analysis and interpretation of results of the

study on the relationship of Strategic Management, the network view, agency theory and

evolutionary theory of Nokia Corporation in terms of telecommunication devices here in Access

Computer College among students and teachers. The research problems enumerated in Chapter I

serve as the guide for the presentation, analysis and interpretation of data.

1.0 PROFILE OF THE RESPONDENTS

1.1 Age

Table 1

Frequency Distribution of the Respondents according to Age

Age f %

16-18 20 20 %

19-21 22 22 %

22-24 28 28 %

25-27 15 15 %

28-30 7 7%

31 and above 8 8%

Total 100 100 %

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It could be seen from table 1 that out of 100 respondents, 28 or 28% belongs to 22-24

age group and 22 or 22% belongs to 19-21 age group. This indicates that majority of the

respondents are in the mid-range when it comes of adulting or adult years. It is the period of time

where they wanted what’s trend and technology is what they believe matter most.

1.2 Gender

Table 2

Frequency Distribution of the Respondents according to Gender

Gender f %

Male 37 37%

Female 63 63%

Total 100 100%

Table 2 shows that from the total number of respondents 63 or 63% are female students

and teachers and 37 or 37% are male students and teachers who took the survey. This indicates

that in matters concerning the perks, features, applications, security and design of a mobile phone,

there is a domain of female for the position.

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1.3 Civil Status

Table 3

Frequency Distribution of the Respondents according to Civil Status

Civil Status f %

Single 96 96 %

Married 4 4%

Widow/ Widower 0 0%

Total 100 100 %

Table 3 shows that out of 100 respondents, 96 or 96 % are single, 4 or 4 % are married.

Findings reveal that in terms of civil status, majority of the students and teachers in Access

Computer College are single.

1.4 Course taking

Table 4

Frequency Distribution of Respondents according to Course they are taking

Courses f %

BSBA major in Marketing 24 24 %

BSOA 10 10 %

BSIT 29 29 %

Instructor 8 8%

HRM 2 2%

Senior High School 27 27 %

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Total 100 100 %

Table 4 reveals that out of 100 respondents 29 or 29% are Information Technology’s

students while 27 or 27% are Senior High School students. This indicates that this course has

something to verify and wanted to innovate more the use of mobile phones in their life.

2.0 MOBILE PHONE FEATURES LEVEL

2.1 Privacy Features

Table 5

Mean Score of the Respondent’s Mobile phone Privacy Features (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Personal Information

Name of the user on addition 3.8 Satisfied

Synchronizing of Phone numbers 3.5 Satisfied

Email Address 2.5 Not Satisfied

Security Passwords

Phone lock 3.5 Satisfied

Application Lock 3.5 Satisfied

Activities

Text Messaging/ Sending of Messages 3.8 Satisfied

Call logs 3.5 Satisfied

Blocking/ Block listed 3.0 Not Satisfied

In- app purchases 2.0 Not Satisfied

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Grand Weighted Mean 3.23 Not Satisfied

Table 5 illustrates that when it comes to Security Passwords respondents merely satisfied

for Nokia’s phone features while Personal Information that has a weighted mean of 3.26,

respondents don’t agree and has something to look for on that matter. All of this computed

weighted mean shows that it falls under 2.5- 3.30 with the verbal interpretation of “Not Satisfied”

(Basically 3.5 is the passing data for the Verbal Interpretation to Satisfied.)

2.1 Entertainment Features

Table 6

Mean Score of the Respondent’s Mobile phone Entertainment Features (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Games

 Online Games including naturally played only on

the internet and applications that needs to download and 3.0 Not Satisfied
can only be played in the presence of internet.
 Offline Games and applications that needs to
3.0 Not Satisfied
download and played even without internet.

Photographic Resemblance

 Camera effects, uses filters and graphics. 2.7 Not Satisfied

 Video effects and graphics, on-line and off-line
3.0 Not Satisfied
used
 Video call on messenger and other
2.8 Not Satisfied
applications.

Network Intervention
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 Surfing and browsing the net with a comfortable

3.1 Not Satisfied
view and fastest way to do.
 Downloading files, documents, application, video
2.9 Not Satisfied
and music in full access with the use of internet.
 Sim card that is readable and works perfectly. 3.4 Satisfied

Music Streaming

 Plays music well 4.0 Satisfied

Video Streaming

 Plays video well and works even without internet 3.4 Satisfied
 Plays video and works with an internet 3.5 Satisfied

GRAND WEIGHTED MEAN 3.16 Not Satisfied

Table 6 illustrates the entertainment level of an old Nokia version according to the

respondents with the highest weighted mean of 4.0 is the music streaming and when it comes to

Games, or playing games has the lowest weighted mean of 3.0. This table that contained items of

Nokia phones according to entertainment level received a grand weighted mean of 3.16. All the

computed weighted mean shows that it falls under the 2.50- 3.4 with the verbal interpretation of

“Not Satisfied”. The results reveal that the respondents are not satisfied in their experience or their

perspective when it comes to Nokia phone’s entertainment level which an be considered as

intrinsic factor that affect the students and teachers of Access Computer College.
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2.3 Educational Features

Table 7

Mean Score of the Respondent’s Mobile phone Educational Features (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Reading Applications

 Download files and applications and can use it

right away. Mainly can help the user for an efficient use of 3.5 Satisfied

the apps.

Dictionary

 clearly recognize and fine assortments of words.

3.5 Satisfied
Synchronize the needed words so that it can easily look for.

MS office

 An application that has the attributes and features

3.0 Not Satisfied
of making an Office works like WPS office work.

GRAND WEIGHTED MEAN 3.3 Not Satisfied

Table 7 illustrates the Educational Features of the respondents according to their

reading applications and dictionary that has the weighted mean of 3.5; with a question which states

that “Clearly recognize and fine assortments of words, synchronize the needed words so that it can

easily look for” with a weighted mean of 3.5. This table that contained items on the educational

features receives a grand weighted mean of 3.3. All of the computed weighted mean shows that it

falls under 2.5- 3.4 with the verbal interpretation of “Not Satisfied”. The result reveals that the

respondents are not satisfied in their educational level, uses of reading applications and uses of

office work applications which can be considered as intrinsic factor that affect the Mobile phone

features of an Old Nokia phone version on the respondents.

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As a whole, results imply that Mobile phone Entertainment, Privacy and

Educational features contributes to the Mobile phone features level of an old Nokia version merely

makes the respondents Not Satisfied for the specific features stated. Moreover, the respondents

perceive and manifest an ideal level of fulfillment, satisfaction and motivation in performing their

duties.

3.0 Mobile Phone Artistic Level

3.1 Nokia’s Color

Table 8

Mean Score of the Respondent’s Mobile phone Color effect (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Colors

 Makes the phone more artistic 3.7 Satisfied

 Makes it more reliable 3.5 Satisfied

 Makes it look elegant 3.5 Satisfied

 Can easily catch up the eye 3.6 Satisfied

 Add up to the beauty of the phone 3.5 Satisfied

GRAND WEIGHTED MEAN 3.56 Satisfied

The result of Table 8 illustrates the Mobile phone Artistic Level according to Nokia

phone’s Color. The question “Does it make the phone more artistic” has the weighted mean of 3.7

while “If it can easily catch up the eye” has the weighted mean of 3.6. The results gathered for

items of Mobile phone Artistic Level according to Color effects and the results of gathered for the
 Page | 80

sub factor for elegant and reliable are the same. The entire computed weighted mean falls under

3.0-3.8 with the verbal interpretation “Satisfied”. The result reveals that the respondents are

satisfied with their interpersonal relationships to customers and take the edge to look for what’s

good about the phone’s outside features according to the respondents.

3.2 Nokia phone Texture

Table 9

Mean Score of the Respondent’s Mobile phone Texture Level (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Soft Case/ Smooth Case

 Add value to its softness when touched 3.5 Satisfied

 Lightweight 3.5 Satisfied

 Cannot be easily torn out 3.6 Satisfied

Hard Case

 Add value to its hard to touched 3.8 Satisfied

 Cannot be easily breaks 4.0 Satisfied

 Hard but lightweight 4.0 Satisfied

Rough Case

 Advantage that it cannot be easily split unto hands

3.8 Satisfied
by its roughness

GRAND WEIGHTED MEAN 3.74 Satisfied

Table 9 indicates the Nokia’s mobile phone features according to the texture factor of a

phone, Of the 5 out of 7 statements in this questionnaire, question number 5 which states that
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“Does Nokia phone’s texture cannot be easily breaks” has the highest weighted mean of 4.0 also

point out with the same weighted mean of a question “Does it Hard but lightweight”. The results

gathered for items on Nokia phone features level according to its texture where somehow gave us

hint that Nokia is best when it comes to durability of the product. The entire computed weighted

mean falls under 2.8-4.5 with the verbal interpretation “Satisfied”. The result reveals that the

respondents are satisfied with their durability complex features to its product which can be

considered as extrinsic factors that affects Nokia phone mobile features.

3.3 Nokia Size

Table 10

Mean Score of the Respondent’s Mobile phone Size Factor (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Small

 Lightweight and can easily carry 3.5 Satisfied

 Pocket size and can easily store wherever because

3.5 Satisfied
of its small size

Huge

 Words are bigger than in normal screen 3.6 Satisfied

 Large capacity of applications 3.5 Satisfied

GRAND WEIGHTED MEAN 3.52 Satisfied

Table 10 shows the Nokia phone mobile features according to their Size factor of 4

items in this questionnaire; Question number 3 which states “Does words are bigger in Nokia
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phone than in normal screen” has the highest weighted mean of 3.6. This table that contained the

items Nokia phone mobile features according to its sizes receive a grand weighted mean of 3.52.

All of the computed weighted mean shows that it falls under 2.8-3.8 with the verbal interpretation

of “Satisfied”. The result reveals that the respondents are satisfied in their commitment value when

it comes to size features.

3.4 Nokia design

Table 11

Mean Score of the Respondent’s Mobile phone Design Features (old Nokia version)

Distribution of Items Weighted Mean Verbal Interpretation

Color fun assortments

 Mixing of colors to form a new one is a kind of

2.5 Not Satisfied
design

Art effects

 Adding up with anything including drawings, art

3.5 Satisfied
graphics is a kind of design

Shapes

 The shape of the phone really matters 3.3 Not Satisfied

GRAND WEIGHTED MEAN 3.10 Not Satisfied

Table 11 illustrates the Nokia phone mobile features according to its design with 3

items in this questionnaire; Question number 2 which states “Does art effects adds up in the total

design of the product” with the highest weighted mean of 3.5 although assortments of Color when

it comes to the design has the weighted mean of 2.5 really bothers. This table that contained the
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items for Nokia phone mobile features under Design level receive a grand weighted mean of 3.10

with the verbal interpretation of “Not Satisfied”. The result reveals that the respondents are not

satisfied in their works when it comes to design level and can be considered as extrinsic factor that

affect its mobile phone feature level.

As a whole, results imply that color, textures, sizes and designs contribute to Nokia

phone mobile features level. Respondents likes the service and the value it gives when it comes to

the said characteristics and features. Moreover, the respondents perceive and manifest an ideal

level of fulfillment satisfaction in Nokia’s products.

4.0 STRATEGICAL MANAGEMENT PROFILE OVER NOKIA’S MOBILE PHONE

PERFORMANCE

4.1 SWOT Analysis

Table 12

Respondent’s point of view and study of Strategical Management (Nokia mobile phone)

Distribution of items Respondents point of view f

Analyzing different aspects with the ff:

Strengths
 Brand name of Nokia is the best strength it can
give. Basically, Nokia more than any other brand because Agree 100
of the reliability, durability, and creativity their phones
provide.

Weakness Agree 100

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 Took a long time to enter the highly productive

and booming smartphone market. As a result, the company
lost a lot of its once huge market share.
Opportunities
 To expand the range of products and their prices.
Agree 81
Also bring in new features and applications on to Windows
OS.
Threats
 Strong competition from other smartphone
Agree 100
companies will make it hard for Nokia to maintain and
expand their market share.

GRAND WEIGHTED MEAN Agree 95.25

Table 12 illustrates the respondent’s point of view when it comes to Nokia’s SWOT

analysis; where defining and giving aspects like the Strength, Weakness, Opportunities and

Threats of Nokia phone. Almost 95.25 of the respondents agree with Nokia’s Strategic

Management where it would rather help them to communicate and achieve on their specific goal.

4.2 Comparing versions

Table 13

Mean Score and study of Strategical Management (Nokia mobile phone)

Distribution of items f %

Respondents using under different aspects:

Operating System

 Android 74 74%

 IOS 23 23%
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 Blackberry OS 0 0%

 Microsoft Windows Phone OS 1 1%

 Nokia’s Symbian 2 2%

GRAND WEIGHTED MEAN 100 100%

Memory Management

 Android 15 15%

 IOS 54 54%

 Blackberry OS 6 6%

 Microsoft Windows Phone OS 13 13%

 Nokia’s Symbian 17 17%

GRAND WEIGHTED MEAN 100 100%

Logical Access

 Android 68 68%

 IOS 18 18%

 Blackberry OS 0 0%

 Microsoft Windows Phone OS 4 4%

 Nokia’s Symbian 8 8%

GRAND WEIGHTED MEAN 100 100%

Table 13 mainly concerned with the different features of a mobile phone. It indicates

the strategic management according to comparing versions of different mobile phone. In

comparing statement number 1, respondents mainly used Android as an operating system of a

phone with a highest weighted mean of 74%. For the Storage/ Memory management, Respondents

prefer IOS with a highest weighted mean of 54%. The results gathered for items of Comparing

versions for Strategic management, the entire computed weighted mean for Android users is 3.8

and falls under 3.5.0-4.5. The results reveal that the respondents are okay/ preferred to used android
 Page | 86

over other operating system by any features it has. The respondents perceive and manifest an ideal

level of fulfillment, satisfaction and motivation in building their product.

4.3 Endurance Dimension

Table 14

Adversity Quotient Profile of Nokia mobile phone in terms of Endurance

Score Equivalent
Frequency Percentage
(Verbal Interpretation)

High 39 39%

Above Average 44 44%

Average 12 12%

Below Average 5 5%

Low 0 0%

TOTAL 100 100%

GRAND WEIGHTED MEAN : 4.3/ 42.15 - Above Average

Table 12 reveals the AQ Endurance Dimension, the perception of time over which

good or bad events and their consequences will last. In this table the grand weighted mean is in

above average. It indicates that the respondents may react to adverse events and somewhat

enduring. Products made with Nokia Corporations is really the best when it comes to durability,

endurance and reliability of a mobile phone.

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As a whole, the result of the findings show that Nokia mobile phone features and

graphics based on the respondents is significantly related to their Adversity Quotient. Though

personal references and of the respondents is somewhat related for them to adopt the nature of

Nokia mobile phones, the educational attainment, civil status and the length of phone user are not

impediment to stay focused and resolute in adversity and in challenging tasks and responsibilities

of Nokia Corporation in terms of mobile phone service.

5.0 RELATIONSHIP OF THE LEVEL OF NOKIA MOBILE PHONE FEATURES TO

ADVERSITY QUOTIENT

Table 15

Relationships of the Level of Nokia mobile phone to Adversity Quotient

Nokia phone mobile Features in Verbal Interpretation

Weighted Mean
Nokia Adversity Dimension

Privacy Features 3.23 Low

Entertainment Features 3.16 Below Average

Educational Features 3.30 Below Average

Artistic Level 3.50 Average

Endurance Dimension 4.30 Above Average

TOTAL 3.4 Below Average

In table 15, the weighted mean was also used to determine the significant relationship

between the Nokia mobile phone features and Nokia Adversity Dimension of the respondents. The

computed mean for the significant relationship between Nokia mobile phone features and Nokia
 Page | 88

Adversity Dimension of the respondents is 3.4 which is a below average level. Therefore, the

hypothesis that there is a significant relationship based on the demographic profile of the

determinants by age, gender by the product they want to purchase and also the features of the

phone by the time past also matters is accepted. This indicates that the respondent’s perception of

their control over adverse events is affected by the level of Nokia mobile phone features as

manufacturer. To satisfy customers by the product and service they give, they should consider

innovation over their product to overcome those difficulties by having commitment towards

customers and adopting generations.

The computed weighted mean for the significant relationship between Nokia mobile

phone features to Adversity Dimension according to entertainment features has the lowest

weighted mean which indicates a low coefficient value. Thus, the hypothesis that there is a

significant relationship between the features of the phone that really matters is accepted. This

implies that the perceived accountability for the result of any adverse event as well as the adversity

dimension they have in handling their products. The more they are satisfied with their job, the

more they will find keys in improving their customer assurance. They will prove that for any

difficulties that they may encounter and the more they will find a way to ameliorate the situation.

The computed weighted mean for the relationship between Nokia mobile phone

features and Nokia Adversity Dimension according to Endurance dimension has the highest

weighted average of 4.30 its has also a high coefficient. Therefore, the hypothesis that there is a

significant relationship between the features of a phone over its endurance is rejected. This implies

that the Endurance dimension level is not correlated with the respondents’ perception of being

stable or unshaken upon learning the causes and the apparent temporary or lasting effects of any

adversity they are facing in performing their jobs. Therefore, Nokia Corporation who is the
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manufacturer of Nokia phone is known for the endurance and durability quality of a phone. They

should remain it as is and only fix the other features of the phone.

As the whole, the result of the findings shows that the level of Nokia mobile phone

features to the respondents is not significantly related to Adversity Dimension. But in terms of

extent to which they hold themselves accountable for improving the situation, their mobile phone

features correlates. However, despite of these findings and vulnerability to adversity because of

the features of their mobile phones, the respondents still wanted to enhance the product and service

of Nokia corporation because they believe that by innovation, Nokia phones will still make a name

in telecommunication devices not just by the durability and endurance of a phone they can give,

but on the service they will imply to customers.

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Chapter V

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

This chapter combines the highlights of the significant findings of the study,

conclusion and recommendations presented by the researcher.

This research work was undertaken to investigate the relationship of Nokia Mobile

Phone Features to Quotient Dimension according to Endurance Dimension of Nokia Phone here

in Access Computer College, Manila.

Specifically, it sought to answer the following questions:

1. What is the demographic profile of the respondents in terms of

a. Age

b. Gender

c. Educational attainment

d. Job description

2. What are the needs and wants of a customer in terms of:

2.1 Privacy

2.1.1 Security

2.1.2 Safety

2.2 Entertainment
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2.2.1 Games

2.2.2 Camera and Video graphics

2.2.3 Downloads

2.2.4 Surfing the net

2.3 Educational Features

2.3.1 Dictionary

2.3.2 MS office

2.3.3 Online and offline reading apps.

3. Make the competitive advantage analysis of Nokia mobile phone in terms of product/ services:

3.1 Quality

3.2 Features

3.3 Reliability

The study tested the following hypotheses:

1. There is a significant relationship between the following personal characteristics of respondents

and their Adversity Quotient

a. Age

b. Gender

c. Educational attainment
 Page | 92

d. Job description

2. There is a significant relationship between the respondent’s level of Mobile Phone Features

Satisfaction and Adversity Quotient.

To find answers to these research question and hypothesis, the study employed

descriptive correlational method in assessing the relationship of personal characteristics and

Mobile phone features satisfaction level to Endurance Dimension. Random Sampling technique

was employed to include in the study of total of 100 Students and Teachers as respondents in

Access Computer College in Recto Campus.

The data were gathered using standard questionnaires. The checklist on demographic

covered the following variables: ages, gender, civil status, years of service and educational

attainment. The questionnaire on Mobile phone features satisfaction was adapted from the Nokia

mobile phone questionnaire by Dr. Marissa B. Ferrer. The questionnaire for Adversity Quotient

Profile version 5.1 Online by Dr. Paul Stoltz.

The data were subjected to statistical treatment. The frequency and percentage were

used specifically in dealing the nominal data generated by personal characteristic checklist.

Weighted Arithmetic Mean was used to calculate the Mobile Phone Features. The Pearson

Correlation Coefficient was used to determine the relationship between Adversity Quotient and

Mobile Phone Features of Nokia between the respondents.

 Page | 93

Summary of Findings

After the data have been treated and interpreted, the significant findings of the study

are; as to profile of the respondents in terms of age, respondents belong 19-21 and 22-24 age

groups. This indicates that majority of the respondents are in the early adults to adult years. Second,

on the profile in terms of gender, there is a domain for female position. Third, on the profile in

terms of civil status, majority of the students and teachers are single. Fourth, on the profile in terms

of the course taking, majority of the students in Access Computer College are BSIT. Last, on the

profile in terms of Job Description of the respondents which we don’t stated in chapter 4, majority

has work stated which can be a service crew or an office staff.

The respondents rating in terms of Mobile phone features level according to privacy

features has a grand weighted mean of 3.23 and all the computed weighted mean fall under the

verbal interpretation “Not Satisfied.” The result reveals that the respondents are not satisfied in

Nokia’s mobile phone features in terms of privacy it gave. The in-app purchase indicates the lowest

weighted mean of 2.0 with a verbal interpretation of “Not Satisfied.” In addition, it also shows that

the respondents are not satisfied in their interpersonal relationship. Overall, the result implies that

self-fulfillment contributes to Nokia’s mobile phone features as well as the external variables.

The respondents rating in terms of their Adversity Quotient to Endurance Dimension,

majority of the respondents being to low range of AQ Endurance Dimension with a weighted mean

of 4.3 which indicates that respondents perceive the adverse events are beyond their control and

they think that endurance level of Nokia phone is much better than the other. In terms of other

Adversity Quotient like Ownership Dimension (we literary didn’t stated other AQ test of the
 Page | 94

respondents), majority of the respondents below to low range with a weighted mean of 3.4 which

implies that the respondents view adversity as primarily their fault and good events and strokes of

luck are due to external factors. AQ Reach Dimension, majority of the respondents react to adverse

events somewhat specific. Overall Adversity Quotient, majority of them is in low range which

indicates that the respondents may be at the moment of suffering in confusion and unnecessarily

feel his/her fortitude wavered and or despondency. But through learning and practicing the tools

in raising AQ, their thinking and suggestions about Nokia’s mobile phone features an be revitalized

On the significant relationship between personal characteristics and Adversity Quotient

Endurance Dimension, there is no significant relationship between gender, civil status, age and

course taking and AQ Endurance Dimension, Ownership and Control Dimension of the

respondents. However, Age groups correlates with AQ Endurance Dimension. Personal

characteristics and their Overall Adversity Quotient of the respondents are not significantly related

thus the null hypothesis is accepted.

On the significant relationships between the Nokia’s mobile phone features and

Adversity Quotient, the hypothesis that there is no significant relationships between mobile

features of a phone to its Endurance Dimension and overall AQ level of the respondents are

accepted. Though the AQ ownership dimension correlates with the mobile phone features level of

the respondents and hence, the null hypothesis in this is rejected.

 Page | 95

Conclusions

Based on the above-mentioned findings, the following conclusions were drawn:

1. Majority of the respondents of this study are single and their early adult to adult years.

More than half of the respondents are female. With regards to educational attainment/ course

taking, majority of the respondents in Access Computer College are BSIT. Most of them are well

handling and prior to their current mobile phone.

2. The respondents. are not generally satisfied and contented for whatever features of Nokia

mobile phone as a student.

3. The respondents are within the high range or above average when it comes to Nokia

phone Adversity Quotient at Endurance Dimension. In terms of Adversity Quotient in Owner

Dimension and Reach Dimension, the respondents are within the average range.

4. The respondents have a low level of Adversity Quotient when it comes to Ownership

Dimension.

5. The study showed that there is no significant relationship between the Mobile phone

Features and other Adversity Quotient, Ownership and Reach Dimensions yet Overall AQ of the

respondents there found to be a significant relationship between course taking and Control

Dimension.

6. With regards to the relationship between mobile phone features and Adversity Quotient,

the study showed that there is no significant relationship in Control, Reach, Ownership Dimensions
 Page | 96

and overall AQ. Though, there found to be a significant relationship between AQ ownership

dimension to the level of Privacy features of Nokia Phone.

Recommendations

In the light of the foregoing conclusions, the following recommendations are hereby

forwarded:

1. As the level of Nokia phone mobile features is not very high among the respondents,

there is a need to improve more on the kind of mobile features such as on Privacy features,

Entertainment, Photographic Resemblance and Educational features. The study recommends

providing monetary support of the administration to improve the mobile features especially the

availability of technical facilities needed to perform their jobs, effectively and efficiently. Safety

and Security are also important factors to be improved. This can be achieved by providing

important applications on phone and well-telecommunication devices to keep the customers aware

from different spectacles and any change for its features. Analyzing different possibilities through

national and international seminars and trainings and employing modern technology to their line

of work.

2. Nokia should pursue and finish their good name to make them fully equipped with

gainful shills and expertise so as to have a greater degree of control over adverse events.

3. Nokia should constantly conduct a psychological assessment for them to monitor their

capacity to be in control of the adverse events and its consequences as they perform their duties.
 Page | 97

4. It is recommended that the present study may be reviewed, criticized, and even replicated

using more varied samples, variables and other surveys and measurements techniques and include

the level of Nokia mobile phone features to provide deeper comparisons of the results.

5. The Nokia Corporations or even Nokia Philippines management should purchase testing

instruments and facilities for Adversity Quotient and conduct regular and continuous tests for in-

service telecommunication devices.

6. An intervention program or counseling is highly recommended for customers who didn’t

know the value and the state of Nokia Corporation.

7. The management should perform pertinent actions after the results of the survey

questionnaire that have been release and given to respondents.

8. Inclusion of life coaching and mentoring in the conduct of seminar and trainings for the

staff of Nokia Corporation is highly recommend.

9. Future researchers may widen the coverage of their studies by extending to the regional

and national scope.

 Page | 98

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