MD. Shivakumar, Vice-President and Managing Director of Nokia India had to decide whether to undertake an all-India launch of Nokia Life Tools (NLT), Nokia’s newest service offering for emerging markets. Given the pilot’s success, the decision seemed simple on the surface; however, there were critical underlying challenges to consider, making Shivakumar’s task far more difficult than it appeared. This case has been written by Kirti Madhok Sud.
It was June 2009, and D Shivakumar, Vice- President and managing director, Nokia India, pondered over the presentation on Nokia Life Tools (NLT) by Jawahar Kanjilal, Nokia’s global head of Emerging Market Ser vices (EMS). Nokia developed NLT in response to an in-house sur vey on consumer preferences for mobile phone ser vices and applications in emerging markets in 2008. NLT- related applications were aimed primarily at r ural and semi-urban populations, offering agricultural information and education and entertainment ser vices without requiring the use of general packet radio ser vice (GPRS) or Internet connectivity. The NLT pilot was a r unaway success, with over 70% consumer adoption and retention rates.