This case addresses the theme of crisis leadership inside a multinational enterprise inside a effective way, to assist students internalize the critical challenges of the multinational company within an emerging market. In August 2007, a regular product feedback and defect analysis process recognized a defective batch of batteries provided with a Japanese vendor, Matsushita. India been the person receiving the biggest proportion from the defective batch. Nokia's corporate communications team, located in Finland, in cooperation using the Indian team, responded having a customary global product advisory. Instructions were created available online for clients to identify a defective battery and obtain a totally free alternative. Nokia was shocked to determine the antagonistic response in the Indian press towards the product advisory and also the ensuing mayhem that spread rapidly with the country. The mind of Nokia India and the team needed to act quickly to preserve the business's hard-gained status and share of the market.Case A is placed in a night time strategy session at Nokia's Indian headquarters to chart the way in which forward. Case B is really a short form of what really happened: how Nokia and also the team effectively steered the business with the crisis and never only made it but additionally used the problem to produce new business abilities.
Estimated Submission On |