Last quote about Nokia
All quotes about Nokia
I absolutely think Samsung is going to have a huge impact on the market. I think it's going be the biggest launch they have ever done. I think it's going to be an extremely impressive device and I think it must be a very daunting prospect to all of the competitors in this Android market where competing there is really, really tough. And that's before you even start going head-to-head with the iPhone.
This has become the story of the show and quite frankly it's a damning indictment of the state of the smartphone market today. It's characterised by a sea of sameness, lots of rectangular devices and Nokia too have the same problem because they are trying to get back to the market with a device like this which is their Android phone and, to be honest, if that's all they'd announced, it wouldn't have got many column inches at all.
We're definitely seeing demand from the most-connected customers that they want some simplicity in a device and be able to switch off at times. We have a huge focus on ensuring we maintain our network leadership position. In the U.K. we have a network now that is building out to 95 percent geographic coverage of the U.K., so pretty much ubiquitous coverage up and down the country and we focus on geographic coverage first and foremost. So that means customers can use their network wherever they go and I think in a connected world that becomes really important for us.
In the coming years we believe we are going to be one of the top players in the smartphone market globally. I think because Nokia as a brand is known absolutely everywhere and that gives us opportunity to go global immediately and that's what we are going to do. Awareness is huge and everybody knows Nokia globally, there's no question about it. There hasn't been Nokia smartphone in the market for a while, still it's one of the top preferences. And now when we combine Android, finally in Nokia, there is going to be an explosion in demand.
Having Foxconn as one of its backers gives HMD Global an advantage of some rivals. As the biggest contract phone manufacturer in the world it can offer scale advantages and access to the latest technology which should help HMD Global to offer strong devices in the fiercely competitive Android smartphone market.
We are absolutely laser focused on partnership with Google. We are driving the elements bothering consumer like security and software updates. And they hate clutter and that's why we took this approach.
New Nokia must manage a brand balancing act between appealing to those with fond memories for old Nokia handsets of the early 2000s, and at the same time positioning Nokia as an innovative and forward looking brand. By launching a new version of popular Nokia phone from years ago, the company risks appearing as a nostalgia brand, rather than the innovative start-up it needs to be to gain significant mobile market share.
For many people it was the first phone people had. That means something, it's like your first car.
It was a phone with a great camera and was one of the last iconic designs the Nokia handset business created.
The slider design was very iconic for the time and it meant that you could put the phone in the pocket and you wouldn't accidentally make phone calls.
It was such a game changer at the time and a product that was so aspirational.
(Comptel) could seriously weaken Nokia's network sales. This is becoming a software business. Like in many businesses, additional value will be created through software, not hardware.
Even traditional software companies could be interested in the virtual networks, so there's plenty of potential buyers out there.
We continue to expect our performance to improve in 2017 and see the potential for margin expansion in 2017 and beyond, as market conditions improve and our sales transformation programs gain further traction. Our plan is to make the most of the market this year, be efficient, maintain our pricing discipline, ensure our synergies happen and we get the cost reductions. Nokia is not Ericsson. They are in crisis. We outperformed them in every area.
JD.com is known for its upwardly mobile customer base and it has for many years believed in the Nokia brand and sold millions of our products to Chinese customers. Launching our first smartphone device, in such a strategically important market, with JD.com a trusted online retailer marks a signal of intent.
Many workers in Finland who used to have good jobs with Nokia, for example, are now unemployed. Lots of these people have skills and could try to start businesses or maybe work for another small business at lower pay. But the traditional unemployment program doesn't allow this. If they earn any money, they lose all their benefits.
Through our sustained investment in research and development, Nokia has created or contributed to many of the fundamental technologies used in today's mobile devices, including Apple products. After several years of negotiations trying to reach agreement to cover Apple's use of these patents, we are now taking action to defend our rights.
The fact that this did not go to arbitration suggests, to us, that the two sides must be far apart in what each party wants. It appears (Apple) is not arguing the validity of the patents but, rather, the rate it deems fair.
Nokia will likely be granted a better licence deal from Apple. But because of the dispute, it could take years to reach a new contract, and royalties will likely come (as) retrospective one-time payments.
We've always been willing to pay a fair price to secure the rights of patents covering technology in our products. Unfortunately, Nokia has refused to license their patents on a fair basis and is now using the tactics of a patent troll to attempt to extort money from Apple by applying a royalty rate to Apple's own inventions they had nothing to do with.
I think it's very different situation. Nokia was not exactly thriving at the time when this happened. LinkedIn was thriving and it's kind of a career make-or-break for the Microsoft CEO (Satya Nadella) so I think it'll be handled differently, partly because of the lesson of Nokia.
They (Microsoft) have always had a sort of line out. It was always difficult because we could see our business growing and so we always had a pretty high valuation in mind because we could see … how the company was going to evolve for the next few years, so there was always a high premium attached that didn't really make sense for an acquirer to do.
Microsoft since the early days had a standing offer to our VCs (venture capitalists), saying look, if you want to sell the company talk to us, so it's not a surprise that Microsoft ended up doing the deal.
We have many ideas, we will start experimenting this year.
A company like Withings is interesting. We need to meet the parents first so we haven't started connecting to other portfolio companies. We have talked about it (working together), I'm sure it will happen but nothing concrete yet.
There is a huge social movement around menstrual health and mobile growth is exploding, so all these things combined make these markets interesting. We are addressing a real need for people and that need is truly global.
The industry number is much better than what we've usually seen since 2011, but Finland's recovery needs more support especially from the export industry.
Nokia is not Ericsson. They are in crisis. We outperformed them in every area.
People were hoping for better. All these measures point to a company being highly focused on cash-conservation.
We were able to deliver these solid results despite market conditions that are softer than expected, particularly in mobile infrastructure. As we look forward, we expect those conditions to stabilize somewhat in 2017, with the primary addressable market in which Nokia competes likely to decline in the low single digits for that year.
Nokia was able to achieve surprisingly good margins in the networks business. It's a defensive win for Nokia, after the market was spooked by Ericsson.
In our view we have not lost market share, but this is market driven. We will implement further short-term actions mainly to reduce cost of sales, in order to adapt our operations to weaker mobile broadband demand.
The Internet players are driving demand across the Atlantic and Pacific, within Asia to some degree and between Latin America and the United States.
The problem is, governance critics don't like subjectivity.
The (Galaxy Note 7) unit is forever going to be tarnished and the danger is that the brand becomes irretrievably damaged as well. They need to be writing to every customer with an apology and some form of 'compensation'... It will clearly be costly for the company but the alternative is to end up going the way of Nokia and BlackBerry.
They need to be writing to every customer with an apology and some form of 'compensation'... It will clearly be costly for the company but the alternative is to end up going the way of Nokia and BlackBerry.
Guido Jouret is a proven leader in the digital revolution, with a solid track record in creating and growing new businesses as well as in the digital transformation of mature businesses. His global digitalization experience spans across companies in utilities, industry and transport & infrastructure.
Think Apple against Ericsson, Sony and Nokia, 12 years ago. It seemed impossible for Apple to win but they won because they had better execution.
(We) expect to see slight sequential improvement in both net sales and operating margin in our networks business from the second quarter to the third, followed by significant improvement from the third to the fourth quarter.
The support from our new partners, as leading tech investors, and digital healthcare and well-being experts, will help us build a great product and continue to grow rapidly in Europe and the U.S.
In software companies, English and coding skills are all you need.
Getting residence and work permits can take up to six months. In our business, this is an eternity, and the situation is even worse for spouses, who might not get permits at all.
If the recruits are single, they'll get more money elsewhere. But once they have a family, Finland becomes competitive.
It's not necessarily a question of skills, but of fitting in to the workplace. Working in a fast-changing start-up environment is very different than working for a large corporation.
The Nokia brand is synonymous with innovation, connectivity and consumer technology and the acquisition of Withings puts us in a perfect position to capitalize on the huge opportunity in the health space.
Body Cardio can detect when blood is pumped from your heart and it measures the rate at which pulse waves move along your arteries.
Nokia seems to have put together a very elegant deal in order to maximize the potential to drive some revenue from the handset business, with no risk in terms of hardware. The brand is strong in the feature phone space, but does it stand for a cutting-edge future proof smartphone? That's unclear. ... It's a brand that has lost its lustre.
The areas where we believe the brand is strongest are Asia, South America and parts of Europe. Clearly China will be one of the target markets.
While our decline was disappointing, the shortfall was largely driven by Mobile Networks, where the challenging environment is not a surprise. We noted in our Q4 2015 earnings release that we expected some market headwinds in 2016 in the wireless sector and we continue to hold that view today.
Anytime you are in consumer electronics market, it is a great way to enrich your patent portfolio. So we will be continuing to aggressively file and protect the digital health space in addition to the 100,000 patents we already have.
We have identified digital health as a key for us. It fits the company, not just strategy of playing in the internet of things (IoT) space, but of connecting people to health and guiding them to healthier and happier lifestyle.
We are looking to expand to other countries, starting with the Nordic region.
There have been expectations that Nokia could make more money with their patent portfolio than (rival) Ericsson... This outcome did not support that... Estimates will be revised.
The company should be more explicit, investors are left wondering for example on the Technologies (unit's) actual topline forecast for 2016.
The use of independent arbitration to resolve differences in patent cases is a recognized best practice, and we welcome the additional compensation payable to Nokia under the extended agreement. We look forward to further collaboration with Samsung and others in additional licensing opportunities in the mobile communications market and beyond.
Samsung has been paying Nokia probably 100 million per year, and the rate could now come up to around 300 million euros (per year). The settled rate will also be paid retrospectively for the last two years. But they have already booked perhaps 100 million a year from Samsung to their income statement, so the EBIT impact for this year could be around 700 million euros.
They are well on track with this deal, it seems they have calculated the deal's 'margins of safety' rather carefully. Now, they can keep up a positive news flow.
The settlement is pretty well in line with market forecasts, as the run-rate is 800 million and there will be some one-off payments.
We will have a strong presence in every part of the world. Together we expect to have the scale to lead in every area we wish to compete.
I know that we fulfilled our obligations. Maybe the global financial crisis is partly to blame or maybe some problems inside Nokia that we have no idea about. We hope in the following days we'll have a clearer picture of what led to this and what will happen next.
Despite a global economic slowdown and seasonal weakness in demand, we achieved solid revenue and profits with differentiated products and technological leadership.
These changes probably are painful and unfortunate in many respects. The reality is that I don't know that Satya Nadella would have acquired the Nokia kind of businesses that were bought in April. That was a deal he inherited.
Right now, Windows Phone 8 is the most personalised on the market, as you can see by the initial interface. For example we can re-size, enlarge or make smaller our animated squares. Or we can move the animated squares, and put them as we prefer. Windows phones were initially marketed as a top of the range series of products. But the market also includes products in lower price ranges, say below 200 euros, where we did not have an offer. Now with the new series of products and the new Nokia offers, finally we have a wide range of offers meaning we are competitive in all price ranges.
You have phone messaging, you can make video calls, looking at the persons while you are talking to them, and you can text messages. You can download a book, choose a book, you go to that book, you find a page, you are reading, you want to highlight something, you choose any colour, you highlight this line, and if you want to find it later on, you go to my notes, and it is right there.
The challenges we are facing during our strategic transformation manifested in a greater than expected way in the second quarter.
Today's announcement is a bold step into the future. For Microsoft it's also a signature event, a signature event, in our transformation. We think this is win win for employees, win win for share holders and win win for customers of both companies.
You've got two titans of the past really clashing together. It does provide Microsoft with the ability to merge the handset and the software side of its mobile business together, which gives it a better chance of breaking through. However I think Microsoft are probably being over ambitious.
They did not give the union any space to argue. But the union does not give in that easily so more talks will follow.
I think Nokia has definitely got a leg up on what they announced for their capabilities, just in the business environment and the connectivity that they have offered in the Lumia 2520.
Nokia has reduced a lot of R&D people in Finland and also the eco-system around Nokia. But those people, maybe 10,000 of them are now getting into something new, creating their own companies, bringing their ICT (information and communications technology) capabilities and competencies to other industries. So, I see that as a big opportunity for again the transformation of Finland to something new.
In tough economic times, spending on innovation by businesses, and governments, is not just necessary, but the best way to survive and keep ahead competitors. As Microsoft's founder Bill Gates famously said – 'innovate or die.
To me the main differentiator of innovation is learning from your customer base, so listening carefully. And that's what we teach in our classes about how to run a company, that the most important thing is get out – get out of the building [where you work] – and go listen to your customers.
It's true that it could be more difficult for the country to develop innovation when it has a permanent source of money from exportation of oil and gas, but it doesn't mean that we will not have innovation. First, the commodity sector itself now needs innovation much more than it ever has before, and also there are [in Russia] a lot of sectors that are not connected with oil and gas production and which work directly in the global markets. I mean the IT sector, which has shown double-digit annual growth in the last couple of years.
The company faces a remarkably disruptive time in the industry, with recent results demonstrating that we must reassess our role in and our approach to this industry.
This was inevitable. It was a surprise it took so long for the decision to be made.
Stephen Elop may be a polarising figure, but he is proving effective at driving the change and he should be credited for that.
The factory closure is necessary to secure the long-term competitiveness of Nokia.
On the one hand, the device adapts to the natural shape of your face, which improves sound quality by three decibels. And the other big advantage is the quality of the screen, that offers panoramic vision when you're looking at multimedia content.
It's a change that comes in response to consumer demand. There is a whole world of consumers, especially young people, who are looking for an eye-catching hardware device, but at a very competitive price, and that will give access to Android applications.
Reaching one billion people ourselves was really this moment for us where we took a step back as a company and were, like, Alright, what are we really here to do? If we can help connect a billion people, are we going to spend the next few years getting to 1.1 (billion), and then 1.2 and 1.3? Yeah we'll do that!
We hope and believe that we will see a gradual improvement (in the supply chain) during the fourth quarter. It is too early to say anything about 2011 – it depends a bit on demand.
It is inconceivable that they receive 60 million euros in state subsidies and between 23 and 28 million from the German government in research aid, and then as soon as they are legally able to they say – OK thank you, we're off somewhere else.
In a number of countries we will start the consultation process immediately and of course we will support our employees with severance packages and the bridge programme which has been developed here at Nokia to help employees move forward in their careers.