This document outlines the strategy for Nokia to regain the market share in smartphone market. The views expressed in this article purely belongs to the authors of the article. Neither the college nor the professors endorses the article

1. MASTERS IN TELECOM & DIGITAL BUSINESS
February 19th 2010
Corporate Policy and Strategic
Management
Strategic Analysis of Nokia s Sm art phone Market
Professor: Arthur Morin
Deepak Agarwal
Anoud Hussein Alotaibi
Gustavo Andres Alvarado
Carol Eid
Murali Erraguntala
Rafael Gomez
Bing Van Der Lande

2. Table of Contents
Smartphone Introduction .................................................................................................................. 3
Nokia - Description of Company......................................................................................................... 3
Why Nokia and Why Smartphones ..................................................................................................... 3
Industry Analysis ................................................................................................................................. 3
Porter s 5 Forces .................................................................................................................................. 3
Threat of Entry................................................................................................................................. 3
Supplier Power ................................................................................................................................ 4
Substitutes ........................................................................................................................................ 4
Buyer power .................................................................................................................................... 4
Rivalry ............................................................................................................................................. 5
Complements ................................................................................................................................... 5
PEST analysis ...................................................................................................................................... 5
SWOT Analysis ................................................................................................................................... 5
Strategic Diagnosis of Nokia in Smartphone Industry ........................................................................ 5
Product analysis ............................................................................................................................... 5
Segmentation analysis ..................................................................................................................... 6
Product-line breadth analysis........................................................................................................... 7
Value chain analysis ........................................................................................................................ 8
Brand analysis.................................................................................................................................. 8
Strategy Formulation ........................................................................................................................... 8
Product differentiation ..................................................................................................................... 8
Cost differentiation .......................................................................................................................... 9
Functional strategy ........................................................................................................................ 10
Corporate Strategy ......................................................................................................................... 11
Glossary ............................................................................................................................................. 12
Exhibit 1: Organization details .......................................................................................................... 13
Nokia organization ........................................................................................................................ 13
2008 facts and figures .................................................................................................................... 13
Nokia strategy ................................................................................................................................ 14
Exhibit 2: Market growth of smartphones ......................................................................................... 15
Exhibit 3: BCG matrix ....................................................................................................................... 16
Figure 5 BCG Matrix of NokiaExhibit 4: PEST analysis .............................................................. 16
Exhibit 4: PEST analysis ................................................................................................................... 17
Political .......................................................................................................................................... 17
Economical .................................................................................................................................... 17
Societal .......................................................................................................................................... 17
Technological ................................................................................................................................ 17
Exhibit 5: Product comparison chart ................................................................................................. 18
Exhibit 6: Segmentation chart ........................................................................................................... 19
Exhibit 7: List of products in N series and E series ..................................................................... 20
2

3. Smartphone Introduction1
A smartphone is a mobile phone offering advanced capabilities, often with PC-like
functionality. There is no industry standard definition of a smartphone. For some, a smartphone is a
phone that runs complete operating system software providing a standardized interface and platform
for application developers. For others, a smartphone is simply a phone with advanced features
like e-mail, Internet and e-book reader capabilities, and/or a built-in full keyboard or external
USB keyboard and VGA connector.
Nokia - Description of Company2
Nokia envisions a world where connecting people to what matters empowers them the most
of every moment Olli-Pekka Kallasvuo, Nokia CEO
Nokia is a manufacturer of mobile devices and a leader in converging Internet and
communications industries. They make a wide range of devices for all major consumer segments
and offer Internet services that enable consumers to experience a wide array of services (music,
maps, media, messaging and games). They also provide digital map information through NAVTEQ
and equipment, solutions and services for communications networks through Nokia Siemens
Networks.
Refer to Exhibit 1 for more details about Nokia .
Why Nokia and Why Smartphones
Smartphone segment is one of the rapidly growing segments in the mobile handset industry.
Smartphones are penetrating into mobile handset market at a very fast rate capturing a larger pie of
the overall mobile handset market and hence that segment is more lucrative. Though Nokia is a
market leader in the entire mobile industry, its performance in smartphone market is abysmal in
comparison with its competitors (Refer to Exhibit 2). If Nokia and its competitors perform at the
same rate as outlined in Exhibit 2, it will take no more than couple of years for Nokia to lose its
market leadership position. So the situation is alarming for Nokia
The focus of the document is to present a detailed analysis of various attributes that might be
responsible for the declining market share of Nokia and later draft a strategy for Nokia to jump to
Star category in the BCG matrix (Refer to Exhibit 3). However we are sticking ourselves to
external attributes and we are not evaluating internal attributes like operational efficiency of Nokia
as it was difficult to either ascertain or obtain the internal data.
Industry Analysis
Porter s 5 Forces
Porter s 5 forces analysis is done to understand the industry attractiveness of the smartphone
industry.
Threat of Entry
Huge capital requirements (Low): High manufacturing cost, high R & D cost. Constant push
to innovate and launch new products.
1 Source: http://en.wikipedia.org/wiki/Smartphone
2 Source: Nokia in brief, http://www.nokia.com/about-nokia/company
3

4. Economies of scale (Low): Fixed cost is high, so economies of scale has to be achieved to
increase profit margins
Product differentiation (Low): Smartphone will become a commodity unless they are
differentiated from its competitors. Moreover the bargaining power of the buyer is high, so
product differentiation is an ideal way to add value to the buyer.
Distribution channel (Low): In most of the countries, smarphones are sold through mobile
operators and hence they exert more bargaining power. Alliance with mobile operators is an
essential factor for product success in smartphones segment.
Absolute cost advantage (Low): Recent data by FT3 reveals that the operating margin of
Nokia and Apple is above 30%, whereas the operating margin of the remaining smartphone
manufacturers is below 15%. Such efficiency in operations is achieved through learning
curve experienced by both Nokia and Apple after remaining in the industry for a longer
duration.
Governmental and legal barriers (Low): Mobile industry is heavily regulated.
Retaliation (Low): All leading players are fighting a fierce battle to gain more market share,
so there will be a heavy retaliation against any new entry. Existing players have sufficient
financial clout to block new players.
Brand (Low): Strong brand recognition is required to sell smartphones.
Supplier Power
Software provider (Moderate): There are so many open sources mobile operating system
providers, options are plenty and hence the bargaining power of software providers is low.
Hardware provider (Moderate): There are so many suppliers for hardware components too
(Qualcomm, TI & Intel) and hence the bargaining power of hardware providers is also low
Substitutes
The power of substitutes is moderate and it actually depends on the impact of substitute
products.
Smart phones do wide variety of functions, so any product that specializes in one of those
individual functions can also be termed as a substitute. Other formidable substitute products
are notebooks (with smaller screens), PDAs, tablet PCs.
Buyer power
Buyers bargaining power is high because of the following reasons:
More choice of products and very limited differentiation of those products.
Elastic demand Demand is highly sensitive to economy, buyers can delay buying new
models.
Less asymmetric information Buyers have all the required information.
Less switching costs: This depends on the country and type of mobile plans provided by the
service provider.
3 Source: Financial Times Published on 15th February 2010
4

5. Rivalry
Rivalry is intense among existing players.
The differentiation in terms of product features are getting diminished; however players are
continuing to differentiate their products in terms of applications and services offered.
Exit barriers have to be evaluated in correlation with value chain analysis. Exit barriers are
low for manufacturers that occupy only part of the value chain against the manufacturer that
occupy most of the value chain.
Complements
Complements are critical for product differentiation and they have a very moderate bargaining
power. The power of complementary products (Applications) will be further subsidized with
increasing network externalities. We do not see complements gaining more power until all the
mobile platforms converge under some common standards.
Some complements include:
Email
Maps & GPS
Applications
Music & other media related applications
Utility applications
Internet based etc.
PEST analysis
PEST analysis is done to understand the macro-economic factors that might affect Nokia. Since the
macro-economic factors are not critical for the scope of the document, we have added the PEST
analysis in Exhibit 4.
SWOT Analysis
Table 1 - SWOT
Strengths Weakness
Brand Awareness Not good at software
Technology leader in Manufacturing Mobiles Performance of Symbian OS is lackluster
Market leader Increasing dissatisfaction levels with its
Presence across 150 countries smartphone
Very weak market share in US
Opportunities Threats
Huge loyal customer base Rapidly changing industry
Huge presence in developing countries Chances of missing Inflection point is high
Can use its infrastructure business (Nokia Threat of entry from new players, Microsoft
Siemens Network) to reduce the bargaining might enter smartphones market. Google has
power of mobile operators just entered the market with Nexus One.
Strategic Diagnosis of Nokia in Smartphone Industry
Product analysis
To provide an unbiased review of Nokia s products, we compared Nokia s N97 with Apple s
iPhone. Refer to product comparison chart in Exhibit 4.
5

6. The comparison chart indicates that Nokia s N97 is more feature-rich than Apple s iPhone. Yet
Nokia managed to sell only 500,0004 phones in 1st qtr of its launch in comparison with 1,000,000
iPhones in first week of its launch. So what might have gone wrong for Nokia despite being feature
rich might be the user experience? At least the statistics shown below has skewed our answers
towards lack of user experience. Nokia is at the bottom of satisfaction index, so there is a clear
indication that customers are not satisfied with Nokia s smartphone. Data in table 2 further
emphasizes that the defection rate from Nokia to other smartphone brands in comparison to the
defection rate from other smartphone brands to Nokia might be higher.
Table 2 - Smartphone satisfaction index: How happy are you with your smartphones5
iPhone 92%
Android 77%
Palm Pre 77%
Blackberry 73%
Palm Treo 70%
Symbian OS (Nokia) 66%
Windows 66%
Segmentation analysis
Broadly, the smartphone segment can be classified into three kinds of users
1. Entertainment users
2. Communication users
3. Information users
Nokia has well defined products for each of those users. N series is targeted for Entertainment
users and E series is targeted for communication users. However is Nokia successful in reaching
the targeted users for their products?
The common usage characteristic between entertainment and communication users is access to
internet. Entertainment users connect to internet to download music, applications and games and
also to connect to social sites. Communication users connect to internet to interact with others
through e-mail, chat etc. So internet usage is critical for both the users. However internet usage
statistics of Nokia smartphones in comparison with its market share (shown in Exhibit 2) is not
convincing, rather the internet usage statistics is very abysmal.
Table 3 - Statistics of global internet traffic through smartphones6
Global Traffic By Platform September 2009 Share October 2009 Share
Apple iPhone 43% 50%
Symbian (Nokia) 29% 25%
Android 10% 11%
RIM BlackBerry 8% 7%
Windows Mobile 5% 3%
4 Source: http://nokiaexperts.com/gartner-numbers-show-500000-nokia-n97-units-sold-june/
5 Source: http://techcrunchies.com
6 Source:
http://www.knowyourmobile.com/blog/368798/apple_iphone_way_ahead_in_worldwide_smartphone_data_usage.html
6

7. Others 5% 4%
Indeed the internet usage statistics of Nokia is declining. So it is evident that Nokia smartphones
are not brought by the targeted consumers. There is a clear mismatch between the product and its
consumers. Nokia products are not reaching intended consumers.
In this section we are refraining ourselves from answering some of the key questions such as
1) Are all the segments equally capable of being profitable?
2) Which segment is more attractive to smartphone manufacturers?
3) Whether companies should focus and choose a particular segment or pursue all three?
However we have tried to analyze whether Nokia is successful in reaching each of its target
segment. Based on earlier hypothesis, our analysis is that the majority of Nokia smartphone
consumers are not 3G users.
Product-line breadth analysis
Nokia has broad range of products for this particular segment much more than any other mobile
manufacturer. To evaluate our claims, we have listed the list of mobile phones launched in N
series and E series since 2007 in Exhibit 7.
From Exhibit 5, it is easily discernible that Nokia is launching lots of product much more than its
competitors and its broad product portfolio is not doing any good to increase its market share. Nokia
in a desperate bid to capture the lost market is flooding the market with lots of products. Increased
product portfolio will eventually increase its overall cost and decrease its profits margin. Though
Nokia is market leader and its sales are larger than its competitors, its wide product portfolio results
in customers being thinly scattered across each product line. The critical factor for a technology
product to be successful is to Cross the chasm shown in the image below
Figure 1 - The Chasm7
To successfully cross the chasm, you have to ensure that your product is embraced by the right
consumers and you have sufficient consumers in each segment to act as a reference point to
consumers in the consecutive segment.
7 Adapted from Crossing the Chasm By Geoffrey Moore
7

8. Nokia is not doing either, its products are not embraced by the right consumers and consumers in
each segment are thinly scattered across the broad range of products. So Nokia do not have
sufficient reference consumers in each category.
Value chain analysis
Figure 2 Value Chain
In most of the geographic locations, telecom operators exert control in distribution, sales &
marketing and they influence the total sales of smartphones, so that part of the value chain is critical
for strategic analysis. Telecom operators device specific 3G plans for each mobile manufacturer
bundle the plans along with the smartphone and sell it through their distribution channel. Voice
ARPU is going down and the future belongs Data, so telecom operators are willing to promote
products that would increase their Data ARPU. We indicated in earlier part of the document (Refer
to Table 3) that internet usage of Nokia smartphones is abysmal and hence telecom operators do not
have any additional incentives to sell Nokia smartphones. It is a typical chicken and egg story.
Since few telecom operators offer Nokia smartphone, Nokia is losing some of its prospective buyers
too.
Brand analysis
Is Brand Perception a spoiler for Nokia? Nokia is an umbrella brand with wide range of products.
We have to evaluate whether Nokia requires a sub-branding to target the right consumers. We do
not have any statistics to prove our claim. However after talking with few of the probable
consumers, we get an impression that Nokia is predominantly seen as a 2G Mobile Manufacturer .
Our sample size limits us to arrive at some concrete conclusion, so we believe that a more detailed
study and careful analysis has to be done before any conclusion on the Brand Perception of Nokia
is reached.
Strategy Formulation
Product differentiation
Product differentiation in smartphones is achieved through lots of applications, services and user
experience. Nokia is fast catching-up with its competitors through exclusively launched OVI
Store . There is a projection that application downloads from all application stores by 2014 will be
6.67$ billion. So consumers would value applications a lot and hence Nokia cannot afford to stay
behind. The strategy for Nokia is not to be a leading applications provider for smartphones, but to
ensure that its competitors do not gain sufficient competitive advantage through applications.
Basically Nokia has to nullify the competitive advantage that its competitors have gained out of
applications by offering application developers an ideal platform through its OVI store .
Nokia has to focus on increasing the user satisfaction index. There is a general perception that
performance of Symbian operating system is lackluster and it is too slow for smartphones. Nokia is
a leader in hardware; however its reputation is at stake in software. We understand the strength of
Symbian lies in its robustness, but do customers still value robustness or do the preferences of
customers has changed? We suggest Nokia to form alliance with leading software providers. But
8

9. Nokia decided to enter open source operating system through Maemo in 2010. Now focus has to be
shifted to increase the community strength of Maemo. The critical success factor for any product
development is to have limited platforms. With Maemo, the number of platforms has now increased
to 3 (Including Symbian S40 & S60). Unless Nokia can draft a clear strategy for each of the product
platform, multiple platforms would spell doom for Nokia s product strategy. Further products from
each of the platforms should be clearly differentiated from each other.
Cost differentiation
Table 4 - The operating profits of all the leading mobile manufacturers is8
Nokia 30.7
Apple 36.4
Samsung 13.3
RIM 15.4
LG 4.2
HTC 5.1
Motorola -0.1
Sony Ericsson -0.1
The above table clearly indicates operational efficiency of Nokia and Nokia has sufficient financial
leverage to engage in price wars with all its competitors except Apple. But we do not recommend
Nokia to engage in a price war. Instead Nokia can set an industry benchmark for operating profits in
smartphone industry and it will bring lots of pressure on all the competitors by investors,
shareholders of the respective companies. The competitors in an attempt to increase their operating
profits might take wrong steps and finally stumble. They might also leave the industry provided
their cost of exit is low. Cost leadership will give Nokia an invincible position against its
competitors. Against Apple, Nokia has to become aggressive and fight head-on with it.
8 Source: Financial Times Published on 15th February 2009
9

10. Current
Mass Position
market
Future Broad
Low cost mass Position differentiation
market strategy strategy
Niche
market Focus
Low cost niche differentiation
market strategy strategy
Cost Product
advantage differentiation
Figure 3 - Nokia competitive strategy
Functional strategy
Nokia has to reduce its product portfolio. This is an industry where HIT matters, so Nokia
has to release lesser products and hit bulls eye through a focused approach. One HIT
product would suffice to turn the attention of everyone (consumers and telecom operators)
towards Nokia.
Market segmentation chart in Exhibit 6 throws an opportunity for Nokia. There are not many
manufacturers targeting information users, because many are not considering it as a lucrative
market after declining PDA sales. Nokia can consider entering the market through some
innovative product and explore blue ocean strategy
There is not a clear target for Nokia in their aim to reach all major consumer segments. They
need to connect emotionally, for example, they can begin by changing the names of the
devices (N Series, E Series) because there is no emotional connection. We recommend that
they develop products and services that solve specific customer problems and fit into
specific lifestyles.
Nokia has currently two operating systems (Symbian & Maemo) and both are open source.
Nokia has to clear define a roadmap for both the operating systems. Maemo is a new
community and efforts should be focused towards increasing the strength of the community.
Brand Nokia has a global appeal, creating a sub-brand and communicating to the global
audience is costly. However we are not sure whether branding low-end and high-end mobile
phones differently would cast any magic on the declining market share. We are thinking of a
brand strategy analogous to Toyota & Lexus and Honda & Acura .
Smartphone is a constantly evolving industry, so Nokia has to keep a tight vigil on the
inflection points. Disruptive changes in technology occur at inflection points and they will
bring a sea-change to the entire industry, missing such inflection points will be suicidal.
10

11. Corporate Strategy
Nokia is currently divesting9 few of its business that does not add value, Nokia has to continue
divestments and concentrate its resources and energy on Smartphone business. Because smartphone
market has a huge potential for growth and it can add lot of value.
9 http://www.nokia.com/about-nokia/financials/divestments
11

12. Glossary
1. Open source is a development method for software that harnesses the power of distributed peer
review and transparency of process. The promise of open source is better quality, higher
reliability, more flexibility, lower cost, and an end to predatory vendor lock-in.
2. The OVI Store was launched worldwide in May 2009. Here, customers can download mobile
games, applications, videos, images, and ringing tones to their Nokia devices. Some of the items
are free of charge; others can be purchased using credit card or through operator billing in
selected operators.
3. Symbian is an open source operating system (OS) designed for mobile
devices and smartphones, with associated libraries, user interface, frameworks and reference
implementations of common tools, originally developed by Symbian Ltd.
4. Maemo is a software platform developed by Nokia for smartphones and internet tablets. It is
based on the Debian Linux distribution.
5. A personal digital assistant (PDA), also known as a palmtop computer, is a mobile
device which functions as a Personal information manager and connects to the internet.
6. Average revenue per user (sometimes average revenue per unit) usually abbreviated
to ARPU is a measure used primarily by consumer communications and networking companies,
it is the total revenue divided by the number of subscribers.
7. Inflection Point is where the old strategic point dissolves and gives way to the new strategy.
Inflection Point is defined by Andy Grove (Former CEO of Intel Corporation) in his book Only
Paranoid Can Survive .
12

13. Exhibit 1: Organization details
Nokia organization
Figure 4 Nokia Organization
Devices: Develops and manages the mobile device portfolio, includes the sources of
components.
Services & Software: Develops consumer Internet services in 5 areas (music, maps, media,
messaging and games), and works to deliver the services in an easily, accessible manner to
consumers.
Markets: Manages supply chains, sales channel, brand and marketing activities.
Corporate Development Office. Gives operational support to the units and explores
corporate strategic and future growth opportunities.
Nokia Siemens Network: Provides wireless and fixed network infrastructure,
communications and networks service platforms and professional services to operators and
service providers.
NAVTEQ: Provides digital map data for automotive navigation systems, mobile navigation
devices, Internet-based mapping applications, and government and business solutions.
2008 facts and figures
Head office in Finland (R&D, production, sales, marketing activities around the world)
World s #1 manufacturer of mobile devices, with estimated 39% share of global device
market in 2008
Mobile device volumes 468 million units
Net sales EUR 50.7 billion
Operating profit EUR 5.0 billion
128,445 employees at year end (including Nokia Siemens Networks)
Strong R&D presence in 16 countries
R&D investment EUR 6.0 billion
39,350 employees in R&D (approximately 31% of workforce, including Nokia Siemens
Networks)
13

14. Sales in more than 150 countries
Nokia strategy
Nokia is concerned about mobility and the continuous convergence between media. They
are willing to create value by combining smart services and devices to deliver solutions for
consumers. They describe their strategic objectives as:
Irresistible solutions and vibrant ecosystems
Direct and continuous consumer relationships.
Best devices
Broadening their geographic reach
Broadening their device base will grow their service business
Smart services
Creating relevant and personalized services
Target: 300 million people using their smart services by 2012
14

15. Exhibit 2: Market growth of smartphones
Table 5 - YoY growth of all the smartphone manufacturers as on Aug 200910
Manufacturers Market Share YoY Growth Rate
Nokia 44.3% 10.4%
RIM 20.9% 77%
Apple 13.7% 62.6%
Figure 5 - Smartphone penetration into mobile handset market11
10 Source: http://techcrunchies.com/year-on-year-growth-rate-of-nokia-iphone-and-blackberry-q2-2009/
11 Source: Morgan Stanley research estimates
15

16. Exhibit 3: BCG matrix
Nokia
Figure 6 BCG Matrix of Nokia
16

17. Exhibit 4: PEST analysis
PEST analysis is done to understand the macro-economic factors that might affect Nokia.
Political
Nokia has shifted its manufacturing units to India. Nokia has to be wary of the labor laws and its
political implications. For instance, the factory was shut for 2 weeks because of employee strike. In
few of the countries, mobile market is still highly regulated and government intervention does take
place.
Economical
Economy plays a key role in the profitability of the smart phone industry. The demand for
smartphones is elastic and hence any economic downturn might hamper the sales of the
smartphones.
Societal
We do not perceive much of societal impacts to smart phone industry as the society is quite
receptive to advances in technology. Moreover the rise of the so-called information society has
made telecommunications increasingly more important to consumer, both in terms of work and
leisure.
Technological
Smart phone industry is marked by drastic technological changes. Innovation and new product
launches at faster rate are key attributes for success in this industry.
17

18. Exhibit 5: Product comparison chart
Table 6 - Product comparison chart of Nokia N97 and Apple iPhone12
Nokia N97 Apple iPhone
Operating System Symbian S60 5th edition iPhone OS
Locked? No Yes
SMS forwarding Yes No
MMS Yes No
Colors White and Dark Gray Black and White
Input Slide-out Keyboard On-screen Keyboard
File transfer Yes No
Camera 5MP with flash 2MP without flash
Video Recording Yes, DVD quality No
WiFi and GPS Yes, with electronic Yes
compass
Removable Battery? Yes No
Memory 32GB with microSD 8GB or 16GB only
Price $600 $700 (unlocked)
12 Source: http://www.sizlopedia.com/2008/12/09/nokia-n97-iphone-comparison/
18

19. Exhibit 6: Segmentation chart
Brief description about users in each of the three mobile segments are presented below:
The entertainment-focused users are generally younger than average; many are in college or their
20s. They see a mobile device as a lifestyle choice, and they're willing to pay extra for a device
that'll help keep them entertained. Entertainment can also include things like social messaging with
your friends. It's anything you do for fun rather than a paycheck.
The communication-focused users are extroverts who live to communicate with others. They're
often in people-facing jobs like sales. They're willing to pay extra for a mobile device that lets them
keep up with others in multiple ways. E-mail, SMS, voice, conferencing, video calling -- basically,
anything communication-related is compelling to them, and they will pay extra for a device that
does it well.
The information-centric users are more introverted. Rather than focusing on their dialog with
others, they tend to do a lot of thinking on their own, and want their mobile device to be a memory
supplement and a means to capture new information. They're not by any means recluses, but ideas
rather than social interaction are what really get them energized, and so they're willing to pay extra
for features that help them capture and remember ideas and information. What they really want is a
brain extender. They often work in information-heavy jobs like medicine, law, science, and
academia.
The chart below provides various players in each of the user segments13
Figure 7 Segmentation chart
13 Source: www.mikemace.com
19

20. Exhibit 7: List of products in N series and E series
Nokia N series (Multimedia Series)
Nokia N series is a product family that includes multimedia smartphones. These are mobile devices
supporting digital multimedia services such as music playback, video capture, photography, mobile
gaming and Internet services. Some N series devices support high-speed wireless technology, such
as 3G, or Wireless LAN.
Products launched since 200714
2007: N76, N77, N81, N92, N93i, N95
2008: N78, N79, N85, N96
2009: N86, N97, N97 Mini
In the same period Apple just released one smart phone (iPhone). However there were revisions to
that mobile, but Apple did not release a new smart phone.
Nokia E Series (Communication Series)
The Nokia E series consists of business-oriented smartphones, with emphasis on enhanced
connectivity and support for corporate e-mail push services. All devices have advanced office
features.
Products launched since 200710
2007: E51, E61i, E65, E90
2008: E63, E66, E71
2009: E52, E55, E72, E75
In the same period Blackberry has launched far fewer phones than Nokia.
14 http://en.wikipedia.org/wiki/List_of_Nokia_products
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