Nokia 2007 Annual Report Download - page 45

Following the launch of the Code of Conduct on April 1, 2007, Nokia Siemens Networks commenced a
significant elearning and communication campaign to ’bring the Code to life’ and reinforce commit
ment across the organization. By the end of 2007, the Code of Conduct was available in 18 languages
and over 17 000 employees had already successfully completed the company’s online Code of Conduct
test, showing their understanding of the contents and application of the code.
For further information regarding the investigations at Siemens, see “Item 3.D Risk Factors—The
Siemens carrierrelated operations transferred to Nokia Siemens Networks are the subject of various
ongoing criminal and other governmental investigations related to whether certain transactions and
payments arranged by some current or former employees of Siemens’ Com business group were
unlawful. As a result of those investigations, government authorities and others have taken and may
take further actions against Siemens and/or its employees that may involve and affect the assets and
employees transferred by Siemens to Nokia Siemens Networks, or there may be undetected additional
violations that may have occurred prior to the transfer or violations that may have occurred after the
transfer, of such assets and employees that could have a material adverse effect on Nokia Siemens
Networks and our reputation, business, results of operations and financial condition.”
Sales and Marketing—Nokia Siemens Networks
Sales
The Customer and Market Operations organization oversees sales and marketing at Nokia Siemens
Networks. Customer teams and customer business teams, which handle larger, multinational custom
ers, act as the company’s main customer interfaces to create and capture sales opportunities by
developing solutions together with their customers. Sales of infrastructure equipment and software to
customers are done either directly or through approved Nokia Siemens Networks reseller companies.
Nokia Siemens Networks has organized its customer business teams on a regional basis. For the
biggest global customers, dedicated account units beyond this regional structure are in place. Each of
Nokia Siemens Networks’ customers is supported by a dedicated account team. In addition, customer
executive teams led by Nokia Group Executive Board members focus on both Nokia’s devices business
and Nokia Siemens Networks for the largest operator groups.
Solution Sales Management and Marketing supports the sales process by managing bids and pricing
for products and services, as well as positioning the Nokia Siemens Networks brand through
marketing events and communication.
Marketing
Nokia Siemens Networks has introduced its own brand and during 2007 sought to position the brand
with customers, media, and analysts through opening events, brand engagement activities and
customerfocused activities around the company’s broad product, services and solution portfolio.
Nokia Siemens Networks also began to build a solutionsdriven company that seeks a deeper
partnership with its customers by focusing on the specific business needs of an operator and the
daytoday running of its networks, rather than on solely providing network equipment to meet
technologyspecific needs. An example of this solutionsdriven approach is the company’s “Fit4
Business” tool, an interactive program that allows service providers to analyze their strategic options,
market position, growth opportunities and ways to improve profitability together with Nokia Siemens
Networks.
Production—Nokia Siemens Networks
Operations is responsible for the supply chain management of all Nokia Siemens Networks’ hardware,
software and original equipment manufacturer, or OEM, products. This includes supply planning,
manufacturing, distribution, procurement, logistics, demand/supply network design and delivery
capability creation in product programs.
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