I’ve been pretty easy on my favorite former employer lately, even to the point of gushing over Nokia World 2011 and pouring out pure fanboy praise over a fantastic phone that will only see limited release. But I don’t think I’d be performing my duty as a recently-renewed Developer Champion if I didn’t provide some much-needed critical feedback. Lovingly, of course.
Nokia’s physical withdrawal from certain locales is not a new subject for me, but it’s reached a point where I’m more concerned than ever. Of course most of my focus is on the United States, and more specifically, my home near Dallas, Texas. In just a few years Nokia as a brand has become a complete non-factor here and just about the entire country. I’m keenly observant of devices used by others and, outside of a small circle of open source enthusiasts, I’m seeing everything but Nokia phones in the hands of the general public.
None of that is news to most people. And Nokia has made it very clear that it expects its fairly new Windows Phone strategy, coupled with impeccable and compelling industrial design, to get its high-end products back into regions (like the US) where product sales margins matter.
The continued problem as I see it, though, is that Nokia seems to expect that they can concentrate all efforts on a few key cities. Its shrinking supply chain system has led to greater consolidation of localization activities at sites far removed from the end customers. Now, for core needs this consolidation need not be an issue; a phone engine is a phone engine is a phone engine. But as many companies are becoming increasingly aware, last-mile localization is an absolute must for finished goods.
This translates to customer Care activities as well. Contract employees at remote call centers just cannot identify with many of the diverse clientele they are called upon to support. It’s not just language barriers; cultural differences can be a real hindrance (not to mention cybersecurity risks). But more than that, trade customers (i.e., AT&T, Telcel, Orange, et al) will not tolerate delays in problem resolution. They will require local presence in key markets. Continue reading