Samriti Malik

Promila
Sachin Goyal
Apoorv Bharti
Prankur
Parveen
 Company History
• Industry : Telecommunications, Internet Computer software
• Founded : Tampere, Finland (1865) incorporated in Nokia (1871)
• Founder(s) : Fredrik Idestam Leo Mechelin
• Headquarters : Espoo, Finland
• Area served : Worldwide
• Key people : Jorma Ollila (Chairman) Stephen Elop (President & CEO) Timo Ihamuotila
(CFO) Kai Öistämö (CDO)
• Products : Mobile phones Smartphones Mobile computers Networks
• Services : Maps and navigation, music,messaging and media Software solutions
• Revenue : €40.99 billion (2009)
• Operating income : €1.197 billion (2009)
• Net income : €891 million (2009)
• Total assets : €35.74 billion (2009)
• Total equity : €14.75 billion (2009)
• Employees : 131,553 (September 30, 2010)
• Divisions :Mobile Solutions Mobile Phones Markets
• Subsidiaries : Nokia Siemens Networks Navteq Symbian Vertu Qt Development Frameworks
• Website : Nokia.com
 Sales Organization and Sales Culture

Nokia's official corporate culture , The Nokia Way, emphasises the speed
and flexibility of decision-making in a flat, networked organization,
although the corporation's size necessarily imposes a certain amount of
bureaucracy.
 Personal Selling Process

Prospecting
The salesperson identifies medium group mainly teenagers & young
adult level of planned purchasing.

Pre-approach
The salesperson learns about the medium/high level, some people
decide to buy the phone in advance while other will just buy it when
they need it.

Approach
The salesperson meets the customer for the first time via canopy,
trade fairs, by providing discounting factor and lower current prices,
etc.
 Presentation
The salesperson tells about the Nokia phones like accessing of the features of
mobile from the computer, configuring ringtones & graphics,free support
available on the internet free membership of Nokia club.

Handling Objections
The salesperson seeks out, clarifies, and overcomes customer objections to
buying. Free user guide on how to use the Nokia mobile phones.

Closing
The salesperson asks the customer for an order if they like the Nokia handsets &
its facilities.

Follow-up
The salesperson follows up after sale service in order to attain & retain the
customers in the form of providing them warranty and guarantee.
 Recruitment, Selection & Training of Sales Personnel

B-schools visited like ISB Hyderabad, IIM Ahmedabad, IIM Calcutta, IIM Lucknow,
XLRI Jamshedpur and TISS Mumbai. Areas covered Sales, Marketing and
Human Resources. Recruitment
Process
The pre-placement talks/presentations are held from January to February. The
recruitments happen during February and March.

After the pre-placement talk, the interested students are asked to apply
Selection by submitting their CVs. Based on the overall personality of the students,
Process a shortlist is announced.

The selection process consists of a group discussion (optional) and two to

three rounds of personal interviews.
 Structured on-boarding
15 days Business Induction at Head Office

Management Trainee Program

It enables fresh MBAs the opportunity to learn and
explore careers in an environment that’s ripe with
action and adventure. All MTs undergo a 3 week
induction at HO
Training
Process
Management Interactions/Support Mechanism

Each intern is provided with a tutor, guide, mentor and

buddy for the duration of his internship

Learning objective

It emphasises on the importance of learning in the

initial years of a Management Trainee’s career

Feedback Mechanism

Regular feedback is taken both from the guide/tutor as

well as the Management Trainee.
Territory & Quota Management

Plan territory
hierarchy

Maintain
territory
Analyze sales by
structure and
territory
define territory
responsibilities

Process business Ongoing contact

transaction with vendor

Show interest in
products or
services
Territory division of products is based on following:

• According to target customers (by past sale records)

o Income (high income products like N8 or Communicator series)

o Age (Stylish products)
o Education (highly complicated products like any touch screen mobile)

• According to Demand of the product (by research done by sale force

•According to Target Market

o If the target is to capture high-end market share then they go for
expensive products for that market

Quota Management for sales personal

o Sales target (according to following table)

If they achieve the sale target then 10% increase in the territory quota p.a.
If they achieve 70% the sale target then 4% increase in the territory quota
below that decrease in sale quota by 3 %
 Compensation & Motivation

• Compensation includes competitive base pay rates and short- and long-term
incentives that are intended to result in competitive total compensation package.
• Nokia provides employees with market competitive rewards through a flexible global
structure, which can address diverse and changing business and employment
environments, as well as specific individual preferences.
• Our Total Compensation Package is tailored for each country and typically consists of
elements such as annual base salary, incentives, bonuses, possible stock options or
performance shares, flexible Work-Life balance solutions, and other local benefits.
• Nokia rewards employees for good performance, competence development, and for
overall company success. This creates a positive and encouraging environment with
opportunities for employees to optimize their potential and be rewarded fairly.
• Higher performance and contribution will lead to higher rewards. The Nokia global
market competitive rewards structure addresses the need for flexibility,
personalization, empowerment and commitment.
Bonus System
Employees should have the opportunity to share in the success of Nokia. Short-term incentive
programs such as individual, team, project/program incentives and the Nokia Connecting
People Bonus allow Nokia to offer immediate rewards for employee and team achievements.
The Stock Option Plan is a long-term reward that may allow employees to share in sustained
company success. Eligibility for an incentive, bonus or stock option plans is defined by the
content and nature of each individual's job.

Local Benefits
Additional local rewards and benefits are also developed to complement the global programs
and to ensure that the local market conditions are met.

Annual Reviews
Nokia has implemented a global process, where the change in the pay level for each
employee is based on the results of the annual performance review.

Health
Nokia cares for its employees right throughout the cycle of their working life: from induction
and training, through development and advancement, and on to retirement. Nokia's Work-Life
balance solutions mean that health benefits and possible local retirement benefits are tailored
to individual needs according to factors such as tenure, contribution, performance, roles and
responsibilities.
 Evaluating the Sales Force in Nokia
Sales
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isisgoing
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Sales
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goals
 Distribution channel structure
•New concept stores GSM Sales Channel
•Franchisees
•Rural market distribution Nokia mother warehouse
•Other distributions in India
•Channel distribution for GSM handsets
HCL Distributor
GSM Sales Channel
Nokia's mother
warehouse
RDSS MD RDSS City

Network operator

MD MD Retailer
Large distributors

Retailer Retailer
Mobile store, Network owned
Agents and Dealors oulet s
Global Sales Management