3. Nokia and the insistent ringing

3. Nokia and the insistent ringing of competition
In 1983, Nike enjoyed domi¬nance of its industry, with a market share of more than 35 percent, having crushed Adidas, its original rival But a tiny competitor was about to knock it sideways: Reebok.A similar situation exists today with Nokia and Samsung. Although the Finnish company's share of the global market for mobile handsets is similar to Kike's in athletic shoes 21 years ago, its South Korean competitor has momentum. Samsung's camera phones, with twist¬ing flip-up screens that allow users to take, send and display photos quickly and easily, are hot; Nokia's are not.Samsung's market capi¬talisation exceeded that of Nokia last week as this fact became evident in the companies' first-quarter results. Even more annoying for Nokia is the transfer of something intangi¬ble, yet highly valuable: market leadership. The high end of the market-phones that retail for $300 or more in the US - is no longer Nokia's. Samsung makes the expensive cam¬era phone that a young consumer wants to have.Nokia seems to realise how potentially serious its situation is, but two obstades stand in the way of NoKia regaining authority. One (product design) should be solvable, given the company's heritage. The other (that Samsung is South Korean) will be harder to tackle, as other western companies are likely to find as well.Design should be Nokia's strength, since it originally overtook Motorola by turning handsets into handsome and desirable consumer goods, rather than bland technological objects. Yet in its recent models, Nokia appears to have forgotten the first rule of modernist design that form follows function. Instead, it has placed most emphasis on making its handsets colourful and zappy, with snap-on covers.Samsung's approach to digital communication has more substance. Its twist¬ing flip-up screen is a neat way of making the most of camera technology. The screen can even be folded outwards, so friends' pho¬tos appear when they call.There is no obvious rea¬son why Nokia should not regain its lead in design. But Samsung has another advantage, which is more difficult for any European rival to counter: the will¬ingness of young South Koreans to pay high prices for new electronic devices. In terms of access to broadband and telecommunica¬tions infrastructure, Samsung happens to be sit¬ting in one of the world's most wired - and wireless - markets.
Nokia had a similar advantage in Finland in the 1990s and exploited it to establish a strong presence round the world, including in Asia. But Europe has trailed Asia in high-speed mobile services. South Korea has more than 5m subscribers to third-gener¬ation services. That has helped Samsung to develop better designs for camera i handsets at home before applying the lessons in Europe and the US.One thing Samsung learnt - and Nokia did not , - was to make its camera handsets small. Masamichi Udagawa, co-founder of Antenna Design In New York, says he was "shocked" when he saw one of Nokia's first camera phones in Tokyo; companies such as Panasonic and Sharp were already making much smaller models for Japan. "It was a nice design, with a sliding lid, but its sheer size made it unacceptable," he says.For consumer companies in Europe and US, Nokia's experience points to a broader challenge. Nike has remained innovative by developing a range of premium-priced shoes in the US and then selling them around the world.Samsung has shown that companies in Asian economies can use their own domestic markets to develop global products. Of course, Japanese com¬panies, including Sony and Toyota, have done that for several decades, blending design and technology in ways unmatched by western companies. But coun¬tries such as South Korea have a demographic advan¬tage over Japan and Europe - a plentiful supply of young people. As south¬east Asian economies develop, those consumers will become increasingly valuable.

Kết quả (Trung) 1:

3.诺基亚和竞争不断响起的铃声In 1983, Nike enjoyed domi¬nance of its industry, with a market share of more than 35 percent, having crushed Adidas, its original rival But a tiny competitor was about to knock it sideways: Reebok.A similar situation exists today with Nokia and Samsung. Although the Finnish company's share of the global market for mobile handsets is similar to Kike's in athletic shoes 21 years ago, its South Korean competitor has momentum. Samsung's camera phones, with twist¬ing flip-up screens that allow users to take, send and display photos quickly and easily, are hot; Nokia's are not.Samsung's market capi¬talisation exceeded that of Nokia last week as this fact became evident in the companies' first-quarter results. Even more annoying for Nokia is the transfer of something intangi¬ble, yet highly valuable: market leadership. The high end of the market-phones that retail for $300 or more in the US - is no longer Nokia's. Samsung makes the expensive cam¬era phone that a young consumer wants to have.Nokia seems to realise how potentially serious its situation is, but two obstades stand in the way of NoKia regaining authority. One (product design) should be solvable, given the company's heritage. The other (that Samsung is South Korean) will be harder to tackle, as other western companies are likely to find as well.Design should be Nokia's strength, since it originally overtook Motorola by turning handsets into handsome and desirable consumer goods, rather than bland technological objects. Yet in its recent models, Nokia appears to have forgotten the first rule of modernist design that form follows function. Instead, it has placed most emphasis on making its handsets colourful and zappy, with snap-on covers.Samsung's approach to digital communication has more substance. Its twist¬ing flip-up screen is a neat way of making the most of camera technology. The screen can even be folded outwards, so friends' pho¬tos appear when they call.There is no obvious rea¬son why Nokia should not regain its lead in design. But Samsung has another advantage, which is more difficult for any European rival to counter: the will¬ingness of young South Koreans to pay high prices for new electronic devices. In terms of access to broadband and telecommunica¬tions infrastructure, Samsung happens to be sit¬ting in one of the world's most wired - and wireless - markets.诺基亚在 1990 年代有类似的优势，在芬兰，利用它来建立一个强大的存在，环游世界，包括在亚洲。但欧洲已经落后于亚洲，在高速的移动服务。韩国拥有超过 5 亿用户到第三 gener¬ation 服务。已帮助的三星发展更好地为设计相机我手机在家里之前在欧洲和美国的经验借鉴。教训 – 每一件事三星和诺基亚没有-，就是让其相机手机小。正道区宇，创始人的天线设计在纽约，说他是"震惊"，当他看到诺基亚的东京; 第一次拍照手机之一公司如日本松下和锋利已经正在为日本小得多的模型。"这是一个不错的设计，滑盖，但其庞大的规模，使它不能接受的"他说。在欧洲和美国的消费品公司，诺基亚的经验指向更广泛的挑战。耐克已经保持创新，按照开发一系列的高端鞋在美国，然后在世界各地出售。三星显示，公司在亚洲经济体可以使用它们自己的国内市场开发全球产品。当然，日本的 com¬panies，包括索尼和丰田，已经这么做了几十年，混合设计和技术的方式无法比拟的西方公司。但 coun¬tries 韩国等有人口 advan¬tage 在日本和欧洲-充足的年轻人。随着 south¬east 亚洲经济的发展，这些消费者将变得越来越有价值。

Kết quả (Trung) 2:

3.诺基亚和竞争的迫切铃声
在1983年，耐克公司享有其行业的domi¬nance，有超过35％的市场份额，已经粉碎阿迪达斯，其原有的竞争对手，但一个小的竞争者正要侧身敲：锐步今天.A存在类似的情况与诺基亚和三星。虽然芬兰公司的全球市场份额的手机是在运动鞋相似，基科21年前，其韩国竞争对手有气势。三星的拍照手机，拥有twist¬ing弹起式屏幕，使用户能够发送和快速，轻松地显示照片，是热的; 诺基亚是not.Samsung市场capi¬talisation超过了诺基亚的最后一周，因为这实际上在公司的第一季度业绩变得明显。更恼人的是诺基亚的东西intangi¬ble转移，但非常有价值的：市场领导地位。以市场为手机，零售价为$ 300或以上，在美国的高端-已不再是诺基亚的。三星使得昂贵的cam¬era手机一个年轻的消费者想要have.Nokia似乎意识到它的情况是多么潜在的严重的，而是两个obstades站在诺基亚重新获得权力的方式。一个（产品设计）应该是可以解决的，因为该公司的传统。其他（三星是韩国）将更难解决，因为其他西方公司很可能会发现作为well.Design应该是诺基亚的实力，因为它最初是超越摩托罗拉通过将手机变成英俊和可取的消费品，而不是平淡工艺对象。然而，在最近的机型，诺基亚似乎已经忘记了现代主义设计的第一条规则是形式服从功能。相反，它已经把最注重使得其手机色彩鲜艳zappy，带卡上covers.Samsung的方式向数字通信具有更多的实质内容。其twist¬ing翻转式屏幕是一种巧妙的方法使大多数相机的技术。屏幕甚至可以向外折叠，所以朋友们的pho¬tos出现时，他们call.There没有明显rea¬son为什么诺基亚不应当恢复其在设计上的领先优势。但是，三星还有一个好处，这是任何欧洲对手来对付更加困难：年轻的韩国人的will¬ingness以高价购买新的电子设备。在宽带接入和telecommunica¬tions基础设施方面，三星恰好是sit¬ting在世界上网络最发达之一-无线-市场
诺基亚也有类似的优势，在芬兰20世纪90年代，并利用它来 ​​建立一个强大的存在环游世界，包括亚洲。不过，欧洲落后于亚洲高速的移动服务。韩国有大于5M订户第三gener¬ation服务。这已经帮助三星将在欧洲和US.One事情三星吸取的经验教训之前制定的相机我的手机在家里更好的设计-和诺基亚也没有， -就是使相机手机小。正道宇田川，天线设计的共同创立者在纽约，说他是“震惊”，当他看到在东京诺基亚第一款照相手机之一; 如松下和夏普公司已经制作更小的车型为日本。“这是一个不错的设计，采用了侧滑盖，但其庞大的规模使它无法接受的，”他says.For消费品公司在欧洲和美国，诺基亚的经验表明，一个更广泛的挑战。耐克公司一直通过创新开发一系列的高价鞋在美国，然后销售自己身边的world.Samsung显示，公司在亚洲经济体可以用自己的国内市场，开发全球性产品。当然，日本com¬panies，包括索尼和丰田，已经做了几十年，融合的设计和技术方面被西方企业所无法比拟的。但coun¬tries如韩国有人口advan¬tage超过日本和欧洲-年轻人的供应充足。由于south¬east亚洲经济的发展，这些消费者会变得越来越有价值。

Kết quả (Trung) 3:

3。诺基亚和1983竞争
铃响个不停，耐克享有优势¬Nance的行业，有超过百分之35的市场份额，在粉碎阿迪达斯，原来的竞争对手但小型竞争对手正要把它侧身：锐步。也存在类似的情况，今天与诺基亚、三星。虽然在全球手机市场的份额是芬兰公司类似于喜欢的运动鞋，21年前，其韩国对手的势头。三星的拍照手机，扭转¬ING翻转的屏幕，让用户接受，发送和显示照片快速和容易，是热的；诺基亚的不。三星的市场资本超过¬talisation上周诺基亚作为公司的第一季度业绩，这一事实变得明显。更恼人的是什么¬诺基亚所可转移，但非常有价值：市场领导地位。高端市场的手机零售价为300美元，在美国则不再是诺基亚的了。三星让年轻消费者要有昂贵的凸轮¬时代手机。诺基亚似乎意识到潜在的严重的情况，但两障碍站在诺基亚恢复权威的方式。一（产品设计）应该是可解的，鉴于该公司的遗产。另一组（即三星是韩国）将更加难以解决，