...BUSS5000/CRITICAL THINKING IN BUSINESS Semester 1 2016 Assessment 4: Major Case Analysis and Evaluation Due date: Weight: Length: Monday, 23 May 10:00am on Blackboard via Turnitin 20% 1700 words (including references) Questions Read the ‘Emerging Nokia’ case that is accessible on the link that is on the BUSS5000 Blackboard site and then respond to the following questions. In responding to Question i and Question 11 below, your analysis you should only use the information that is provided in the case. Extra research can be done to substantiate your analysis and frameworks. 证实 i. Using the most relevant frameworks and concepts from those that we have covered in BUSS5000, critically evaluate and analyse the competition that Nokia faced between 1995 and 2010. ii. Identify and critically analyse any five (5) factors that you consider to have contributed to Nokia sustaining its competitive position during the 1995 and 2010 period. iii. Identify four (4) challenges you think Nokia might face in one of the emerging markets mentioned in the case and recommend ways that Nokia could address each of these challenges so as to enhance its performance post 2010. Justify your answer. Assessment Criteria Demonstrate knowledge of frameworks and business concepts covered in lectures, tutorials and unit readings. (35%) Show evidence of critical thinking in analysing the assigned case. (30%) Demonstrate responsible application of ethical and...
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...9-710-429 REV: MAY 2, 2011 JUAN ALCÁCER TARUN KHANNA MARY FUREY RAKEEN MABUD Emerging Nokia? It was December of 2009 and D. Shivakumar, the Managing Director of Nokia India was catching up over coffee with Colin Giles, his counterpart in the China office, and Chris Braam, who was in charge of operations in the Middle East and Africa. The gathering was somewhat celebratory in nature: Giles had recently been promoted to global head of sales. Before Giles left his Greater China market role, his colleagues wanted to get his thoughts on Nokia’s future in the region. The three men had no doubt that Nokia’s strategy in emerging markets had been successful: Nokia was the market leader in India and China, with market shares of 60% and 40%, respectively.1 The company also had made inroads into Africa and South America. However, Nokia had lost ground in the developed world: the company only sold one in 10 handsets in the U.S. (compared to one in three in 2002),2 and it had recently pulled out of Japan after 20 years of operations. Nokia’s revenues in Europe declined by 15% in the fourth quarter of 2009.3 However, Nokia was famous for its ability to reinvent itself. From its beginnings as a paper mill turned rubber manufacturer turned electronics company, and finally, as the world’s largest producer of mobile phones, Nokia possessed an unmatched ability to face obstacles head on and come out on top. Said former CEO Jorma Ollila, “Finns live in a cold climate. We have...
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...Introduction In each industry, the emergence of new company would create both compete and opportunities. As the market changes, forming responses or strategies would be taken into account to maintain market positions. The case that has been provided mainly described the situation with three incumbents and a new entrant. This essay will summarize the case, diverse three criteria that are relevant with BUSS5000 materials, evaluate responses of each CEO with these three criteria respectively, and finally present recommendations for Acme. Summary of case study The case demonstrates three main companies in Australian building products market, which refer to Acme Corporation, Shesright Pty Ltd, and Hammer & Tong. These firms concentrate on different segments and own different positions in this industry. As an Australian B2B company, Acme has been focusing on supplying materials to other companies. Moreover, another Australian firm Shesright plays an important role in its niche market by paying attention to trade sales. Furthermore, H&T, which is a Sydney-based French company, has been primarily focus on DIY segment with sourcing from France, and own stores and online services. Additionally, it has been indicated that a new company, Arrow, will be engaged into the Australian building products market. By providing lower price, Arrow may produce competition with those companies and other retailers. Under this circumstance, each CEO demonstrates various responses. Chris Maxim...
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