In August 2007, a routine merchandise feedback and flaw evaluation process identified a faulty batch of batteries supplied by a Japanese vendor, Matsushita. India happened to be the recipient of the largest percentage of the defective batch. Nokia's corporate communications team, located in Finland, in cooperation together with the Indian team, reacted using an international product advisory that was accustomed. Instructions were made accessible on the Internet for customers to diagnose a faulty battery and get a admiring replacement.
Nokia was shocked to find the antagonistic reply from the ensuing mayhem that broadcast quickly through the country along with the Indian press to the product advisory. The head of Nokia India and his team had to act quickly to preserve the business's hard-earned reputation and market share. Case A is set at a midnight strategy session at the Indian headquarters of Nokia to chart the way ahead. Case B is a short version of what actually happened: how the team and Nokia guided the organization through the catastrophe and not only survived but also used the scenario to create new organizational abilities.
PUBLICATION DATE: February 01, 2011 PRODUCT #: 910M64-PDF-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
Related Case Solutions & Analyses:
Business Plan For A Moroccan Restaurant
Richard Murphy and the Biscuit Company
Betting Private Capital on Fixing Public Ills: Instiglio Brings Social Impact Bonds to Colombia
McKinsey & Co.-Protecting its Reputation (B)
Cancer Care Ontario: An Innovation Strategy for Managing Wait Times
China Negotiation Paper
Georges Doriot and American Venture Capital
Merck (in 2009): Open for Innovation?
Speeding Ahead to a Better Place
Economic Gains from Trade: Comparative Advantage
