
Nokia had 64 local sales units (LSU), some covering multiple countries, each with its own product set, pricing, offers, unique market, channel and consumer situations as well as legal requirements.
The LSUs operated autonomously and used their own local agencies to adapt and produce central campaigns, often altering them. As a result of the disconnected development, Nokia was experiencing inconsistent local strategies, communications and quality. They also had inflated production budgets due to inefficient processes and duplication of effort. Significant rework caused production to absorb 60% of Nokia’s total digital budget in some countries.
In 2009 Nokia consolidated all of its digital development and activation work with Wunderman – for the first time, a single agency would be responsible for executing Nokia’s marketing around the world.
Recognizing the value that offshore production could play in this engagement, a key component of the solution was to activate all global digital production through a hub-based infrastructure with Deliver.

