• 1996 - To introduce Nokia in Brazil, generating awareness and quickly creating differential attributes of modernity, style and technological leadership for the brand
• As of 1998, the objectives were expanded to build a corporate image of leadership, both in the Brazilian market and worldwide and in the research of new technologies. The commitment with the country becomes largely valued
• From 2000 on, the communications objective started to include the brand positioning as leader in GSM technology, which Brazil has now adopted

• Lack of recognition for the brand
• Competion with a brand with higher recognition in the market and remarkable presence - over 20 years - in the country (Motorola)
• The average consumer was not familiar with the product and did not know what to take into consideration when purchasing it. New technologies confused him even more (transition from analogical into digital, WAP, GSM, etc.)
• A crisis for the sector was in place, due to some questions about the effects of electromagnetic waves on human health
• In previous years, quick sales growth resulted in strong demands for the company's services (mainly after sales) and a huge pressure from the consumer and the society
• The quick growth of the number of employees, geographically separated, hampered their integration and the creation of a unique internal culture

• Communications with the Consumer and the Media:
  During five years, several strategies were implemented to support the launch of Nokia mobile phones in Brazil (an average of two new lines every year). All launching actions aimed at establishing clear differentials. But they also had the objective of aggregating and reinforcing the brand's perennial values.
• For one of the company's launches, the Nokia 8260, the main strategy was to establish a link between the product and the Brazilian contemporary art. The product was showcased for clients, opinion leaders, celebrities and journalists in a stylish kit that included a book about the main national contemporary artists and dummies of the device
• An important highlight is the fact that all marketing actions were taken alongo with educational actions. During relevant moments of technological changes, Nokia has always played an important role in educating the consumer and the media through point-of-sales actions, technological workshops and national and international press tours. At the end of 99, for instance, Fundamento organized a large Latin American forum for journalists - the Latin American Telecom Update - in order to educate them about the most significant global trends in the telecommunications sector

• Adoption of a significant array of social and cultural actions
• Spokespeople training about the issues related to the effects of the electromagnetic waves on human health
• Development of educational actions with the industry about the health issue: lectures for authorities, public hearings, etc.
• Educational actions for the community before installation of antennas and radio base stations

• As of 2001, several communications actions were created and produced by Fundamento aiming at Nokia employeesand their integration with the company's values and objectives. Actions for other audiences such as clients and partners were also developed. Some of them were: informative newsletter for the national promoters team, Catavento Project (launch of the quality program), Anaconda Project (introduction of SAP), opening of the Nokia Education Foundation, launch of the internal volunteer program Mãos à Obra, Battery Recycling Project, opening of the Nokia Institute of Technology, among others.

• "Top of Mind 99" - Best performance among all brands analyzed, and sector "Top of Mind"
• "Top of Mind 2000" - best performance in the sector
• Caboré 2001 Award
• Carta Capital 2001 - second most admired company in the telecommunications segment
• Leadership in brand awareness, loyalty and purchase intention
• Market leadership totally consolidated

 

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