Analisa The strategic Marketing Plus 2000 for Nokia



I. Introduction
At the beginning of the establishment there were not many people who thought that Nokia, a Finnish cellular phone manufacturer, would become a "market leader" in the global cellular phone market. At the beginning of the establishment of this company struggling in the field of processing forest products, in addition to processing forest products the company also processes various rubber products. But along with its continued upward development, it began with the majority takeover of shares owned by Finnis Rubber Work, which is a cable-producing company based in the city of Helsinki that occurred in 1912. The company then began to develop its business .. After so long doing business cable, In 1960, initiated by the president of Finnis Rubber Work namely Bjorn Westerlund, Nokia established an electronic division. Where the main goal is to prepare Nokia to become a company engaged in electronics and telecommunications, which officially only began in 1962 and only concentrated on radio transmissions. (Indonesian Cellular Directory 2003 - 2004: 100)

A year later scientists began to pioneer the development of radio telephones that were the beginning of the birth of cellular telephones. And this caught the attention of Nokia, which had prepared itself for a long time in the electronics and telecommunications business. To wrestle the market in the telecommunications sector. But with the fact that Nokia has many business sectors which make its business inefficient, it is to strengthen the business. in 1967 The three companies, namely timber, cable, and electronics and communications companies, were then merged into one, which was to become a Nokia group with its president Bjorn Westerlund. (Indonesian Cellular Directory 2003 - 2004: 100)

At the beginning of the Nokia group, the electronic division only contributed 3% of Nokia group's net sales. In line with the development of world consumers who need ease in communication, the electronics division is gaining momentum to take an important role in Nokia group business operations. A gradual development of branches within the electronics division began to become an independent business group by merging the telephone parts with Salora so that it turned into Mobira which occurred in 1973, then in 1989 Mobira changed to Nokia Mobile Phones and in 1992 the telecommunications section was changed to Nokia Telecommunications. (Indonesian Cellular Directory 2003 - 2004: 100)

 In 1992 under the president and CEO of Nokia Group, Jorma Ollila. Nokia took the strategic decision of focusing its business only on the telecommunications sector and releasing all businesses that were not "core businesses". And amazingly based on specialization in the field of telecommunications, has led Nokia to become the world's largest cellular phone producer with a marked increase in sales, namely in 1986 the telecommunications business which can only contribute 17% of Nokia's revenue, in 1996 increased to 90 %, and from year to year this figure continues to increase. Until in 2003 Nokia had been able to sell as many as 34,479,000 units of cellular phones or had a world market share of 35%. (Indonesian Cellular Directory 2003 - 2004: 100)


Nokia has 8 cellular phone factories spread across seven countries in the world in the Asian region. Nokia's cellular phone factories are located in the city of Masan in South Korea, Beijing City and Dongguan city in China. Along with the development of business in the Asian region, Nokia quickly followed up by opening a branch office in Singapore in 1994, and this is a sign that Nokia has truly controlled the Asian region. In 1996 Nokia opened its representative office in Indonesia located at Menara Mulia 28th Floor Jakarta. In the Indonesian market Nokia is also a market leader, this is because of Nokia's ability in an excellent product innovation strategy evidenced by Nokia's initial breakthrough by releasing a banana-shaped cellular phone that exploded on the market. Then in 1998 it continued with the launch of the 5110 series cellular phone with the concept of X-press on cover which means it can switch covers, this product also received a warm reception from Indonesian consumers, and further confirmed Nokia's position in the top position. As long as life is still contained by the body, it seems that Nokia will not continue to innovate and deliver products that are always "booming" in the market. (Indonesian Cellular Directory 2003 - 2004: 101)

II. Discussion
This paper will discuss Nokia in terms of marketing management and human resource management. In terms of marketing management, it will be discussed using a marketing audit method called Competitive Audit which will be carried out based on the framework of The Marketing Strategy Plus 2000, which is divided into two parts, the first is the Competitive Setting Profile (CSP), which contains an audit of a competitive situation. companies in their inner circle (business circle) then Company Alignment Profile (CAP) which includes strategy, tactics, and marketing value (middle circle) and the last audit about the three most important question words that must be answered correctly when implementing a marketing program, namely what, how and why (outer circle). The reason for using the marketing audit method from Strategic Marketing Plus 2000, is because this method audits a company in terms of marketing based on segmentation, targeting, positioning, differentiation, marketing mix, selling, brand, service, and process or referred to as "nine core elements of marketing" which is a key element of marketing, accompanied by an audit of the company's position in competition which includes customers (C1), company (C2), competitors (C3), and change (C4). So that the results of the audit will be more systematic and comprehensive (comprehensive) all aspects of marketing activities of the company . (Kartajaya, 2003: 19-20)

The following will be discussed one by one discussion of marketing management and human resource management conducted by Nokia.

1. Analysis from the marketing management side
a. Competitive Setting Profile

In accordance with the order in the audit method of strategic marketing plus 2000, the analysis in this field of marketing will start from the "inner circle" which includes customers (C1), competitors (C3), and change (C4), namely analysis of a competitive situation company in the business environment. The results of the audit of the inner circle will form a profile called "competitive setting profile" which will be illustrated in the following figure

The strategic Marketing Plus 200   Competitive Setting Profile
Competitive
Setting
Stable
(2C)
Interupted
(2,5C)
Complicated
(3C)
Sophisticated
(3,5C)
Chaos
(4C)
Customer
(C1)
Buyer
Consumer
Customer
Client
Partner
Copetitor
(C3)
None
Mild
Strong
Wild
Invisible
Change
(C4)
None
Gradual
Continous
Discountinous
Suprising
 (Reference:  Kartajaya, 2003 : 22-25 )
In the picture above shows that there has been a shift in the competitive situation in the business environment, which starts from the situation of stable (stable), disturbed (interrupted), complicated (complicated), sophisticated (sophisticated) and ultimately to the chaotic state (chaos). Why this can happen, the following will be explained starting from the situation of stable (2C) occurring if a company has no competitors at all in serving customers. In addition, there is also no significant environmental change. In this situation, the customer is merely treated as a buyer in a transaction. This is because customers have no other choice in buying a product so their position is very weak because they have to accept any product or service produced by the siituation company as this is a monopoly situation. (Kartajaya, 2003: 21-23)

 The competition situation will shift to the right toward chaotic situations (4C) with increasing competition from the absence of competitors (none), weak (mild), strong (strong), ferocious (wild) and ultimately unseen (invisible). The competitive situation is also affected by changes in the environment, from no significant changes (gradual), gradual, continuous (continuous), discontinuous (discontinous) and finally full of surprises (suprising). At the same time, customers will also be increasingly demanding and if initially only treated as a buyer (buyer), slowly demanding to be treated as consumers (customers), customers (clients), clients (clients) and ultimately become partner companies ( partner). (Kartajaya, 2003: 23)

 In a chaotic situation (4C), competitors are increasingly invisible, because the emergence of many new competitors are considered as indirect competitors, then it can also be caused by the many marketing strategies that no longer use the mass media because they are considered ineffective in reaching the target market of the company so the company switch to media promotions that are more "segmented". And the last is due to the large number of global competitors abroad who provide more and more choices of products to buyers by using sophisticated telecommunications and information technology such as the internet. In this situation, unexpected and often surprising environmental changes can occur. At that time the customer has been enlightened (enlighted) which means that the customer has a more rational forward view and is able to influence other customers. One of the factors influencing this enlightenment process is education, this ability is related to knowledge of brands in the market. has the power (empowered) which means the ability of customers to realize what has become their decision, this ability is related to the tendency to make a buying behavior of a brand. The last one is informationalized customer, meaning that the customer has the ability to evaluate available choices. Customers who have the three capabilities as above like this will demand to be treated as partners (partners). (Kartajaya, 2003: 23)

1) Competitive setting Profile Analysis
Nokia customers are customers who are no longer familiar with the world of communication technologies such as mobile phones, have the power (empowered) or have a good enough purchasing power of Nokia's Nokia products, as evidenced by every time Nokia launches the latest model it can always explode in the market. in addition they have also been enlightened (enlightened) they have the ability to recommend products from Nokia to their friends or family. One of the driving factors is the fact that the majority of mobile phone users are from educated circles ranging from high school level up to college level both strata one (S1), two strata (S2) and higher level. Nokia customers also have the ability to evaluate brands in the market, this capability is greatly supported by the ease and speed with which Nokia customers get information about brands in the market either through the internet or from other media. Nokia customers have a need for products that can express their feelings in this case emotional benefits are more valuable than functional benefits, as evidenced by the more favored by stylish mobile phone models compared to smart phones that prioritize technological sophistication. Nokia customers always want Nokia to be able to provide products that can meet their needs, and as a means to pour out all the desires and needs of their products to channel them through the Nokia club and funky plaza which is a site that becomes a place for Nokia customers to devote their desires, needs, and also ideas. From this situation it appears that these customers want to be treated as partners, who not only demand for the fulfillment of their needs but also participate in delivering products that match their needs and desires. (Indonesian cellular directory 2003 - 2004 page: 45)

Nokia competitors such as Siemens, Samsung, Motorola, and many others always overshadow Nokia's position both in the world market and also the Indonesian market. In the European Market Nokia is dealing with formidable opponents such as Siemens, a German cellular phone manufacturer, LG, Motorola, and Sony-Ericsson. In the Asian market, Nokia was blocked by Asian tigers like Samsung from South Korea, Panasonic from Japan. In Indonesia Nokia fights with several local players like Sanex. Still, these competitors cannot shake Nokia's position in the mobile phone market as a "market leader".

Cellular phone penetration in Indonesia is still relatively small, around 5% of the total population. Compared to the Philippines where penetration reached 16%, Thailand reached 24% especially with Singapore which reached 68%. The small penetration of cellular phone products in Indonesia due to cellular phone products is still categorized as a luxury item. In 2002, there were only 3 million units of cellular phones sold, in 2003 it was estimated that new cell phones that were sold reached 4 million units. The products sold are generally dominated by the low end market. (Indonesian Cellular Directory 2003-2004, page: 44)

Nokia's competitors will continue to emerge as new players like Sagem and Philips emerge and this will of course provide more and more choices for buyers. And most of these competitors no longer always rely on the mass media in promotion, but have used more segmented media such as the internet. . (Indonesian Cellular Directory 2003 - 2004, pp. 88-89)

In the change (C4) that occurs in the Indonesian market ,. technological factors need to be a concern for example is the emergence of CDMA technology needs to be considered especially if it has to do with the continuity of GSM technology. Keep in mind the event of the removal of AMPS technology due to the emergence of GSM technology, because of this change in technological factors is very dynamic especially the developments in technology are very closely related to the product life cycle that makes the life cycle of cellular phone products increasingly short. (Indonesian Cellular Directory 2003 - 2004, pages: 44-45)


Based on Nokia's situation which includes the situation of customers, competitors, and change, it can be concluded that Nokia's competitive position in the cellular phone product market (competitive setting profile) is in chaotic or 4C conditions.

b. Company Aligment Profile
            If the audit results from customers (C1), competitors (C3), and change (C4) are competitive setting profiles, then the audit results of the company (C2) are the company alignment profile. Which will audit the company (C2) based on segmentation, targeting, positioning, marketing mix, differentiation, selling, brand, service, and finally is the process. Before proceeding further, the form of the company is analyzed [3] related to more details, as follows.

Production Oriented Company
Companies that focus on operational efficiency, product standardization, and mass distribution. In the competitive situation of 2C, companies like this can be successful, because there really are no competitors and there is no change in the environment. The buyer must accept the standard product made and buy it at the designated place. (Kartajaya, 2003: 24)

Selling Oriented Company
Companies that focus on persuasive sales methods, product improvements, and mass promotions. In the competitive situation of 2.5C companies like this can succeed, because the competitor's position is still weak and environmental changes, if any, are still meaningless. Consumers are persuaded to buy in a situation that can put themselves in a losing position by salespeople, persuaded by the continuous promotion and advertising, which states that the company's products are better than its competitors. (Kartajaya, 2003: 24)

Marketing Oriented Company
Companies with this position do not sell to the entire market, but rather choose the most effective market segments to be served. In addition, the company does not just make better products, but more importantly is able to differentiate its products from other products according to customer needs. Furthermore, the promotion is carried out in a balanced manner, both for direct users (end users) and merchants of the product. In the 3C competition situation, competition is fierce, changes in the business environment are continuous, and customers have many choices because the information available is very abundant and transparent. (Kartajaya, 2003: 26)

Market Driven Company
This company is a specialist to serve one or several market segments. Therefore the key to the success of this company is its ability to provide specialized products. In this situation, customers are treated like clients who are served specifically ... (Kartajaya, 2003: 26)

Customer driven Company
This type of company provides special services individually through products that are tailored to the needs of each individual. An always updated database is an important tool for conducting relationship marketing like this. Interactive two-way communication is used to exchange information constantly. This must be done if the company wants to succeed in a chaotic competitive situation, where competitors are often invisible and change is often surprising. Any business in the 4C company form is considered a service business. Because the company considers itself to be a service provider that serves its partners. (Kartajaya, 2003: 26-27)

1) Analysis of the type of company
Nokia has what is called a "customer interaction center" (CIC), which is a medium of interaction that interacts between companies and customers interactively. Where in this CIC customers can choose whether they want to communicate with the company via "telephone", "fax" or via "web site", As has been done by Nokia by establishing NPD and NPC and creating a site www.clubnokia.com, www. funkyplaza.com and www.nokia.com. CIC is also used by Nokia to dig up information about customers, then data about customers is stored in a data base. Then Nokia can use the information to customize the products and their customers to suit individual customer needs. This product customization can be seen from the design of the 5110 series with the X-press on cover concept which means it can switch covers according to the customer's wishes.


Based on the description above and if linked to a table about the form of the company, Nokia is included in the type of customer driven company.

                                           The strategic Marketing Plus 2000
          Company Alignment Profile

Type of
Marketing
No
Marketing
Mass
Marketing
Segmented
Marketing
Niche
Marketing
Individual
Marketing
Segmentation
Geographics
Demographics
Psychographic
Behavioral
Individual
Strategy
Targeting
The only one
The better one
One statement
Different one
One to one
Positioning
Everyone
Suitable ones
Choosen one
A few Good one
Someone
Differentation
Good for
Company
Better than
Competitor
Prefered by customer
Specialized
For niches
Customized for individual
Tactic
Marketing Mix
4A
Assortement
Affordable
Available
Annoucement
4B
Best
Bargaining
Bufferstocking
Bombarding
4P
Product
Price
Place
Promotion
4V
Variety
Value
Venue
Voice
4C
Customer solution
Cost
Convenience
Communication
Selling
Information about product
Feature
Selling
Benefit
Selling
Sollution
Selling
Interacting for success
Brand
Just a name
Brand awarness
Brand Association
Perceived
value
Brand Loyalty
Value
Service
One business
Category
Value added
Business
Value in use
Business
Customer satisfying
The only business category
Process
System&procedure
implementation
Interfunctional
Team work
Functional
streamlining
Total delivery
reengineering
Extended Value Chain
(    (Kartajaya, 2003 : 28 )

Strategic components

Segmentation
The variables used to divide markets shift from geography to demographics, psychography, behavior and ultimately individuals. At 4C, the market is considered as a group of individuals who differ from one another. Instead the company in position 2C considers it sufficient to divide the market based on geographic area and treat all people in the market as if their needs and desires are the same. There are three other ways to divide the market. The division of markets is based on demographic variables, which sort out the market by the factor of who buys (who to buy). While the psychographic variable divides the market for factors why they buy (why they buy). Behavioral variables divide the market over factors how they buy (how they buy) and focus on buying behavior that occurs concretely and actual. (Kartajaya, 2003: 27)

Targeting
The company 2C declares everyone (everyone), without exception, as its target market. On the other hand, 2.5C companies choose suitable ones who are believed to be able to buy the products they make. The 3C Company selects people only in the market segments that are considered the most effective as the target market. 3.5C companies choose relatively few people (a few good ones), in a market segment, especially those who have not been served by the company properly. However, it may be that the company serves several segments at the same time but in different ways. 4C companies consider each customer as someone who is important (someone) for the company, because it needs to get individual service. (Kartajaya, 2003: 27-29)

Positioning

The 2C company is positioned as the only company in the industry. Conversely, 4C companies can occupy different positions for each customer. Between these two extreme situations, a company can position itself as one of the following situations: Better than other companies, different from other companies, or occupy different positions in each different market segment. (Kartajaya, 2003: 29)

Components of Tactics

Differentiation
The 2C company arranges all aspects of the company for its own good. At the other extreme, the 4C company organizes all aspects of the company in such a way that it is able to provide customized services for each individual customer. Between these two extreme forms, a company can organize all aspects of its operations in accordance with the following objectives: To produce products that are better than competitors, to be liked by customers, or to specialize products / services to meet the needs of one or several specific market segments. (Kartajaya, 2003: 29)

Marketing Mix
Marketing Mix consists of product, price, place, promotion, because it is often called 4P. In the 2C form, the marketing mix is ​​called 4A, because the company provides enough product choices (assortment) that are not necessarily suitable to the needs and desires of the customer. More importantly, the price of the product is affordable (available) and available (available) for customers, and its availability is made public through a simple announcement (announcement). (Kartajaya, 2003: 30)

In the form of 2.5C marketing mix called 4B, because usually in this situation companies compete to make products that are better than their competitors or even dare to state that their products are the best (best). The price offered is as high as possible but can fluctuate if there is a bidding process (bargaining). Distribution channels (both distributors and retailers) are "forced" so that they have a lot of inventory (buffer stock) with various kinds of push incentives and the consumer's mind is crammed (bombarded) by advertising so that pull incentives occur. (Kartajaya, 2003: 30)

In the 3C form, the four Ps of the marketing mix are arranged integrally according to the pre-determined marketing strategies (Kartajaya, 2003: 30)

At 3.5C, marketing mix can be called 4V. Because in this situation, many types of products for various market segments are heterogeneous (variety). In setting prices, the actual value received by the buyer must be considered. The place

special sales must be used for sales to each market segment (venue) and the voice of the customer (voice of the customer) must be increasingly considered. (Kartajaya, 2003: 30)


In the 4C form, the marketing mix can be referred to as 4C as well, because a product is of no use if it is not a solution for its customers (customer solution). The product of a company must be added by the service element or even if necessary added products from other companies so that it can truly be a solution for the buyer. The price set by the company is only one component of the cost (cost) incurred by consumers, because the company must think from the perspective of the buyer how much the total costs incurred by consumers to buy the product. Places of sale or service determined by the company must be a convenient place and not bother the buyer (convenient). If not, all the effort spent will be meaningless. In this situation, promotions that are one-way and resemble brainwashing activities have changed into interactive two-way communication. (Kartajaya, 2003: 31)

Selling
Sales also shift from one form to another as follows. In form 2C, selling in the sense of convincing someone to buy is not necessary. The company only needs to provide information to the public that its products are available. Because there is only one source, the buyer will make the purchase on his own without further incentives. At higher levels of the situation, the nature of sales shifts from selling the features and benefits of a product to buyers, to finally selling solutions to buyers. In the 4C form, consumers are smart and experienced, so they don't want to be "sold" anymore. In fact, the most effective way to sell in this situation is through interaction with customers, for the sake of mutual success between the company and the customer in a genuine win-win situation. (Kartajaya, 2003: 31)

Value Components

Brand

In the 2C form, the company displays the brand on its products solely to distinguish it from other companies' products. Here, the brand is just a name (just a name). There has been no attempt to turn the brand into company equity. In the following situations, the company made a number of efforts so that its brand was known to many people (brand awareness), had a certain association in the minds of consumers (brand association), and ensured the brand was perceived to have good quality (brang quality). Finally, in the 4C form, the company tries hard so that buyers are truly satisfied and always loyal to their brand (brand loyalty). In this way, the brand will have enough brand equity calculated for the company. (Kartajaya, 2003: 31-32)

Service
In the 2C form, the new company regards service as only one business category from the "product and service" business dichotomy. Companies that make products do not consider themselves in the service business. In the following forms, companies feel the need to increase or increase service capacity in order to provide added value (value added). Furthermore, the company will strive to add value in accordance with what is actually needed by consumers (value in use). In the next situation, the company tried to provide services to satisfy consumers and in the end in 4C extreme situations, the company already considered its business as a service business, no matter what the business. (Kartajaya, 2003: 32)

Process

In form 2C, all employees work according to existing systems and procedures in accordance with their respective duties. A popular form of organization in this situation is the pyramid (system and procedure implementation) organization. In the next form, cooperation between functions takes place more intensively so as to produce a smoother process (interfunctional teamwork). Furthermore, if the competition situation increases, the company will continue to streamline the process by redesigning the company, either by making the company hierarchy more flat (flattening) or using a matrix organization (functional streamlining). In the next stage, the company will conduct a total review of the ongoing processes and make changes to the company's organizational structure towards a horizontal structure (total delivery reengineering). In the 4C form, the company has entered into a strategic alliance with related companies, especially dealers and suppliers, for the mutual benefit (extended value chain). (Kartajaya, 2003: 33)
2) Analysis of the Company Alignment profile
            According to data in the Indonesian cellular directory (2003-2004: 43), Nokia is distributing products and services to customers through five distributors such as PT Bima Sakti Usindo Persada, PT Trikomsel Citrawahana, PT Parastar Echorindo, and PT Erajaya Swasembada. Nokia maps its customers individually, which considers customers as a collection of individuals who have different wholeness and desires from one another. This can be seen from the division of segments carried out by Nokia. Segments are grouped into two categories namely segments that tend to want style, and which tend to emphasize function. The style segment is then subdivided into fashion, active, expression, and basic segments. Whereas the function segment is divided into music, games, imaging, or media segments. Nokia Has a "customer interaction center" (CIC), which is a medium of interaction that bridges between companies and customers interactively. Where in this CIC customers can do whatever they want, they can choose the communication media they want and can be tailored to their individual needs as done by Nokia by designing NPD, NPC, nokia club, and funky plaza as a means of comfortable interaction for customers. CIC is also used by Nokia to dig up information about customers which includes what they need, what makes them satisfied, and most recently what makes them loyal, then data about customers is stored in a data base. Then Nokia can use the information to customize the products and their servants so that they are tailored to the needs of individual customers, this makes Nokia able to offer a large selection of solutions in communicating at a rational price, Nokia customize its products by combining the features - features which is usually found on a cellphone such as communication facilities, ranging from SMS, EMS, MMS., video cameras, photo cameras, ringtones, memory, games, displays and the internet. From the above it can be seen that each different customer is treated differently by Nokia. From the above facts it can be concluded that that Nokia is targeting a strategy individually (someone). run an individualized segmentation strategy. one-to-one positioning, customized differentiation, 4C Marketing Mix, selling interactively, implementing brand loyalty, thinking of himself as a service provider, and extended value chain in the process.

c. What-why-how

    This section will describe the outer circle of the marketing audit image based on The Strategic marketing Plus 2000, which describes what a company must do when carrying out marketing strategies and tactics in certain competitive situations.
Analisi terhadap The Outer Circle
2C
2,5C
3C
3,5C
4C
What
(type of information)
Production
Distribution
Production
Promotion
Market
Customer
Competitor
Niche
Expectation
Mix Sensitivity
Customer value package Life time value
Why
(Type of Analysis)
Internal
Variance
Cost
Benefit
External
Competitive
Market
Response
Customer
Value
How
(Quality managemen)
OK
QC
QA
TQM
TQS
( Kartajaya, 2003 : 34 )

Information
The 2C company only processes production and distribution data. In the next form, the data that is processed already includes information about products and promotions (2.5C), about customers, competitors, and markets (3C). In the 3,5C situation, the company has collected data on the expectations of a niche market and the extent of the niche's sensitivity to the offered marketing mix (mix sensitivity). Whereas the 4C marketing form has conducted research on what the customer needs (customer value package) and how much purchase can be expected from a buyer for life (life time value). This data collection is certainly carried out using marketing research techniques and the concept of consumer behavior. (Kartajaya, 2003: 33)

Analysis
The 2C company carries out analysis using only the internal variance method. Furthermore, 2.5C companies conduct analysis to compare the costs incurred and the benefits obtained (cost benefit analysis). The 3C company carries out an analysis with an emphasis on measuring market response. Finally, the 4C company analyzes the types of values ​​that are most valuable to customers. (Kartajaya, 2003: 35)

Quality Management
The company's attitude towards quality management is a reflection of how far a company cares about its customers. Therefore, there are significant differences in the level of concern of companies in carrying out their marketing management. 2C companies usually consider their products always satisfying because buyers have no other alternative (quality management method "OK"). The 2.5C company felt the need to conduct QC (quality control), because there were already competitors. The 3C company goes further by carrying out QA (quality assurance). 3.5C companies have involved total management to improve the quality of both quality, cost, and delivery (QCD) through TQM (Total quality Management). The 4C company stays more advanced, focusing on TQS (Total Quality Service) by finding out the value expected by the customer, making a service strategy and making all employees aware of it, reviewing the service process and continuously monitoring the results. (Kartajaya, 2003: 35).

3) Analysis of the outer circle

 As explained in the analysis of the company alignment profile that through CIC Nokia digs information about what is needed by the customer (customer value package) the most valuable value for the customer (customer value) and records all transactions made by the customer through the club nokia site or also funky plaza so that it can know the value of purchases made by each customer so they can find out which customers are profitable and which are not. Nokia considers itself a service provider, therefore in quality management, it implements TQS in serving its customers, by finding out what values ​​are expected by customers and making service strategies and making employees aware of the TQS through reviewing the service process and continuously monitor the results.

2. Analysis from the side of Human Resource Management
While in terms of human resource management will be discussed using the concept of The Marketing Plus Triangle, which includes the relationship between the owner of the company (Shareholders) with employees (People) and customers (customers). The reason for choosing this concept, because this concept discusses the relationship between the relationship between company owners. Why does this matter become a benchmark, because in an era of intense competition, as marketing is no longer the domination of the marketing department, it has to be ingrained in all departments or sections within a company and this is a must for companies to win the competition. . So between company owners and employees must establish a harmonious relationship where by giving a "total human reward" to employees they will have a "sense of ownership" of the company and will provide "total quality service" to customers which will also make customers loyal and provide "long term profit" for the company ". employees, and customers in two directions. And the above process is closely related to the success of human resource management carried out by the company, that's why this concept can be used to analyze what the implementation of human resource management is carried out by Nokia. (Kartajaya, 2003: 16-18)

            Nokia's total human reward is to provide rewards with a market competitive reward system that is provided through a flexible global system structure, meaning that the rewards can be adjusted according to the diversity and changes in the work and business environment and in accordance with the choices of each individual. (www.nokia.com)

            The total compensation package given to employees is adjusted to the conditions of each country in which Nokia operates. Which consists of elements such as annual base salary, incentives, bonuses, possible stock options. Nokia values ​​its employees based on good performance, competence development, and overall company success. This creates an atmosphere that can increase opportunities for employees to maximize their potential and can be valued fairly. To support this, Nokia implemented a performance management called Investing In People (IIP). This system was created to support the implementation of the company's strategy and involve a formal discussion between employees and their managers. Employees are encouraged to play an active role in a good company that is manifested in good performance and contribution to the company. the assessment process begins with establishing two-way communication with employees so that there is an openness that lets employees know what the company expects from them and they also know how they will be appreciated and the assessment is done by implementing company annual employee opinion surveys. (www.nokia.com)

Higher performance and contribution will result in higher rewads. The global market competitive rewads system is intended to meet the needs for flexibility, personalization, empowerment, and commitment. (Www.nokia.com)

            The following will be presented an explanation of several types of rewards provided by Nokia to its employees.

1. Bonus system
The bonus system provided by Nokia provides an opportunity for its employees to choose whether the bonus system is based on an individual, team, or project / program. Or you can also choose to get a bonus with a stock optin plan system that can provide certain benefits for employees based on the level of success of the company. (Www.nokia.com)

2. Annual base salary
It is a salary giving system that is based on the results of annual employee performance reviews. (www.nokia.com)

3. Health benefits
Nokia is very concerned about the health and safety of its employees, which is realized through "Nokia's work-life balance solutions" that guarantee the health and safety of employees whether they are in work situations or in their daily lives. (www.nokia.com)

In an effort to enable employees to provide maximum service to customers (total quality service) Nokia does this by providing a series of training and coaching to their employees which will be explained as follows:

III. Conclusion
From the discussion on marketing management and human resource management conducted by Nokia we can draw a number of things that we can make as lessons:

1. In the era of very tight competition as now marketing is no longer the dominance of the marketing department but it must be ingrained in all departments or sections in a company and this is a must for companies to win the competition.


2. In a chaotic competitive situation, where competitors are often invisible and change is often surprising. If the company wants to succeed, any business conducted by a company in the form of a 4C company is considered a service business. Because the company considers itself to be a service provider that serves its partners. As seen in the following picture.

Competitive
Setting
Stable
(2C)
Interupted
(2,5C)
Complicated
(3C)
Sophisticated
(3,5C)
Chaos
(4C)
Customer
(C1)
Buyer
Consumer
Customer
Client
Partner
Company (C2)
Producer
(Production
Oriented)
Seller
(selling
Oriented)
Marketer
(Marketing oriented)
Specialist
(Market
Driven)
Service
Provider
(Customer driven)
Copetitor
(C3)
None
Mild
Strong
Wild
Invisible
Change
(C4)
None
Gradual
Continous
Discountinous
Suprising

Reference

1.       Direktori selular Indonesia 2003 – 2004 Penerbit Global Media Jakarta
2        Dicari : pelanggan yang punya komitmen”, Majalah Marketing No.I/IV/Januari 2004
3.  Kartajaya, Hermawan et al, (2003),  Mark Plus On Strategy : 12 tahun perjalanan Markplus&Co Membangun Strategi Perusahaan, edisi kedua, PT Gramedia Pustaka Utama, Jakarta.


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