This case addresses the topic of disaster direction in a multinational enterprise in a way that is powerful, to help students internalize the critical challenges of a multinational company in an emerging marketplace. In August 2007, defect evaluation procedure and a routine product feedback identified a defective batch of batteries furnished by a Japanese seller, Matsushita. India happened to be the recipient of the largest percentage of the defective batch. Nokia's corporate communications team, based in Finland, in cooperation with the Indian team, reacted using a global merchandise advisory that was standard.
Instructions were made available on the Internet for customers to diagnose a faulty battery and get a free replacement. Nokia was shocked to find the antagonistic response from the ensuing mayhem that spread fast through the state and the Indian press to the merchandise advisory. The head of Nokia India, and his team, had to act swiftly to preserve the company's hard-earned reputation and market share. Case A is set as a midnight strategy session at Nokia's Indian headquarters to chart out the way ahead. Case B is a brief version of what really occurred: how Nokia and the team successfully directed the organization through the catastrophe and not only survived but used the scenario to create new organizational abilities.
PUBLICATION DATE: February 07, 2011 PRODUCT #: 910M65-PDF-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
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