...Research Report Submitted To Sir Khalid Jamil Ansari Prepared By Babar Saeed (BM-25208) Bashir Ali (BM-25178) TABLE OF CONTENTS Acknowledgement 02 Executive Summary 03 Company Introduction 04 Company History) 05 a) First Mobile Phone 06 b) GSM Introduction 06 c) Strategic Change 07 Vision, Mission, Organization Direction 07 Environmental Analysis (Internal) 09 Environmental Analysis (External) 12 a) Pestle Analysis 12 b) Porter five forces Analysis 14 SWOT Analysis 18 Market/Competitor Analysis 19 Strategic Analysis 23 a) Corporate Strategy 25 b) Business Strategy 25 c) Operational Strategy 25 d) Supply Chain Strategy 26 e) Defensive Strategy 26 f) Competitive Strategy 26 Nokia Marketing Strategies Analysis 27 a) Segmentation by Geographically 27 b) Segmentation by Demographically 28 c) Segmentation by Consumer / Business 28 Marketing Mix Strategies 29 a) Product b) Price c) Place d) Promotion Key Strategic Issues Face Nokia 30 Nokia Leading Mobile Series 31 a) N Series 31 b) E Series 32 c) X Series 33 d) Asha Series 33 e) Lumia Series 34 References 35 ACKNOWLEDGEMENT One of the great pleasures of writing the report is acknowledging the efforts of our teacher and friends whose hard work, cooperation, friendship and understanding were crucial to the preparation of this report. First of all, we would like to acknowledge the efforts of Sir Khalid Jamil Ansari whose sincerity, loyalty, hard working and...
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...Strategic Management Apple & Nokia Case Analysis 1. Table of Contents 1.0 EXECUTIVE SUMMARY OF APPLE AND NOKIA CASE 2 2.0 QUESTION 1 3 2.1 Competitive analysis of Apple and Nokia – who is stronger? 3 2.1.1 Competitive Analysis 3 2.1.1.1 SWOT Analysis 5 1.1.1 Strengths of Apple 6 2.1.1.2 Value Chain Analysis 9 2.1.1.3 Resourced Base View Tool 11 3.0 QUESTION 2 14 3.1 PESTEL analysis tool 15 3.2 Porter’s Five Forces 17 3.3 The Implications for Strategic Development are; 21 4.0 QUESTION 3 21 4.1 Critical Analysis Lessons from Apple’s risky but profitable strategy 21 5.0 REFERENCE: 23 1.0 EXECUTIVE SUMMARY OF APPLE AND NOKIA CASE Apple chalked some initial success with its invention of the Macintosh (Mac) computer but with the introduction of the Windows 1.0 from its rival company (Microsoft), it was faced with a threat in the industry. Their earlier strategic decision of not cooperating with rivals in the industry was seen as a weakness which Microsoft capitalized on to make their software available to other computer manufacturers for a license fee. Apple, diversifying into a new market (mobile telephone industry) with the introduction of user friendly products sought industry cooperation when it came to the launch of subsequent products including the iPod and iPhone. This strategic decision was inspired by its past...
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...Contents Page Purpose 4 1. External Analysis 5 2.1 Industry Life Cycle............................................................5 2.2 Market Analysis....................................................................6 2.3 PESTEL.................................................................................7 2.4 Porters 5 Force ....................................................................8 2. Internal Analysis 9 2.1 Microsoft Competency Framework....................................9 2.2 Microsoft VRIN Framework.................................................10 2.3 Microsoft Strengths and Weaknesses ..............................10 2.4 Nokia Competency Framework...........................................11 2.5 Nokia VRIN Framework........................................................12 2.6 Nokia Strengths and Weaknesses......................................12 3. Issues and Challenges ...
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...Journal of Business Strategy Nokia: a case study in managing industry downturn Raúl Carral Markus Kajanto Article information: To cite this document: Raúl Carral Markus Kajanto, (2008),"Nokia: a case study in managing industry downturn", Journal of Business Strategy, Vol. 29 Iss 1 pp. 25 - 33 Permanent link to this document: http://dx.doi.org/10.1108/02756660810845679 Downloaded on: 05 November 2014, At: 03:22 (PT) References: this document contains references to 10 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 6911 times since 2008* Downloaded by UNIVERSITY COLLEGE DUBLIN At 03:22 05 November 2014 (PT) Users who downloaded this article also downloaded: Martin Zander, Jamie Anderson, (2008),"Breaking up mobile: implications for firm strategy", info, Vol. 10 Iss 4 pp. 3-12 Peter Curwen, (2014),"Can Nokia survive the jump into icy waters? Reprise", info, Vol. 16 Iss 2 pp. - http://dx.doi.org/10.1108/ info-11-2013-0057 Mitch McCasland, (2005),"Mobile marketing to millennials", Young Consumers, Vol. 6 Iss 3 pp. 8-13 Access to this document was granted through an Emerald subscription provided by 126269 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for...
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...that strategic planning systems can stifle innovative thinking in organisations It is debatable whether strategic planning systems can stifle innovative thinking in organisations. Although strategic planning systems are used in order to make companies work more efficiently, they may restrict organisations from showing their true potential by stifling innovative thinking. There are other theorists that state that listening to closely to markets and strategies can create a barrier to commercialising new technology and lead to reduced competitiveness. (Ferrell and Lukas 2000). In order to truly understand and analyse whether innovative thinking is being constrained by strategic planning systems, it is essential to understand which strategic planning systems are being used, whether their implementation limits the allowance to new and different approaches to organisations, and whether companies in real-life are being affected by this constraint. Before analysing whether innovative thinking is oppressed by strategic planning systems, it is important to define what a strategic planning system is. According to the BNET Business Dictionary (2007), strategic analysis is ‘…the process of conducting research on the business environment within which an organisation operates and on the organisation itself, in order to formulate strategy’. There are many different tools and analytical methods that are used by companies but there are three main types of analyses: the SWOT Analysis, the...
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...Nokia Case Study Introduction: The fundamental question in the field of strategic management is how organisations achieve and sustain competitive advantage (Teece, et al, 1997) and therefore attain above industry-average profit. However, since both the business environment and individual firms are dynamic systems, continuously in flux, it is a big challenge to achieve a fit between these two systems (de Wit B and Meyer R., 2004) and therefore get the competitive advantage. This essay will firstly assess and consider the balance of marketled and resource-based approaches from the academic point of view. These two approaches should be viewed as complementary (Prahalad and Hamel, 1990; Mintzberg et al, 1995; Greenley and Oktemgil, 1996). Following the discussion, the essay just analyzes Nokia’s strategies and empirically justified the reciprocal and complementary relationship between these two approaches. On the process of Nokia’s development, the company achieved success because it could balance these two approaches well. Once it failed to do so, the company immediately suffered the fall in 2004, lost market share and decreased the revenue. However, the company quickly recovered because it followed the market trends, and simultaneously its strong internal strengths neutralised the external threats. In addition, I will argue that Nokia can maintain its market share and its market leader position in the following years based on the good market opportunities in mobile phone industry...
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...A CASE ON RISE & FALL OF NOKIA (INSIGHT TO THEIR STRETEGIES) Submitted by: RAJIV KUMR ROHILA – S065 JAGDEEP SINGH - S029 TOSHIT KUMAR - N065 Case Overview NOKIA was the most successful European company of the 1990s. The Finnish mobile-phone manufacturer captured the emerging market for mobile phones and built the industry's most powerful brand. Its handsets virtually defined the industry from the time it launched its first GSM phone, the 1011, in 1992. From 1996 to 2001 its revenues increased almost fivefold, and by 1998 it was the world's biggest mobile manufacturer. In 2005, it sold its billionth handset, an 1100 to a customer in Nigeria. Despite being the market leader in the mobile phone market since 1998, the company saw a decline in its brand value since the early 2000. It was once a firm with turnover exceeding the tax revenue of the country it was based in. However, the company not only first lost its number one ranking, a position it had held for 14 years but reach to sell-off in less than 10 years. So the most valid question from all is what happened to Finland's most beloved company? This case is all about analysis of NOKIA’s strategies responsible for its market domination to sell-off . Snapshot of NOKIA’s History To understand the Rise and Fall of NOKIA, it is important to track the history of NOKIA on a single canvas. The same is attempted through following...
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...Nokia Case Study Introduction: The fundamental question in the field of strategic management is how organisations achieve and sustain competitive advantage (Teece, et al, 1997) and therefore attain above industry-average profit. However, since both the business environment and individual firms are dynamic systems, continuously in flux, it is a big challenge to achieve a fit between these two systems (de Wit B and Meyer R., 2004) and therefore get the competitive advantage. This essay will firstly assess and consider the balance of marketled and resource-based approaches from the academic point of view. These two approaches should be viewed as complementary (Prahalad and Hamel, 1990; Mintzberg et al, 1995; Greenley and Oktemgil, 1996). Following the discussion, the essay just analyzes Nokia’s strategies and empirically justified the reciprocal and complementary relationship between these two approaches. On the process of Nokia’s development, the company achieved success because it could balance these two approaches well. Once it failed to do so, the company immediately suffered the fall in 2004, lost market share and decreased the revenue. However, the company quickly recovered because it followed the market trends, and simultaneously its strong internal strengths neutralised the external threats. In addition, I will argue that Nokia can maintain its market share and its market leader position in the following years based on the good market opportunities in mobile phone industry...
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...Unit Three Nokia Case Study Analysis Kaplan University School of Business and Management MT460-01 Management Policy and Strategy Dr. Carrie A. O’Hare March 18, 2013 Unit Three Nokia Case Study Analysis Introduction (Do not remove these headings,;) Nokia conducted an in-depth analyst of it Cell Phone Company. It was losing in the marketing department due to the success of the Android. Under new management, the company started on a new venture to adopt Microsoft’s new unproven Window phones. It was going to be the primary operational system for the company. The market reacted poorly, and the company share price took a 14 percent dive as according to the company fourth quarter earnings report (nokia.com). To improve on their down fall, Nokia have to be able to compete with the rest of the big cell companies. To do this, they must adopt an alternate smartphone mobile operating system to get Nokia back on the right track. Nokia needs to conduct a Strength, Weakness, Opportunity and Threat analysis to ensure that they continue to stay afloat. By improving on their existing cell phone company and expanding their old style then they will be able to hang with the other big companies. Synopsis (Background) of the Situation Nokia is a Finland base company that had the hand on the market until the new cells phones came into play. The new leader of the company is Stephen Elop, which came over from Microsoft, to improve the company. Elop compared Nokia to man standing...
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...Nokia Corporation Company Profile Publication Date: 27 Aug 2010 www.datamonitor.com Europe, Middle East & Africa 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7551 9090 e: euroinfo@datamonitor.com Americas 245 5th Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Asia Pacific Level 46 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8088 7405 e: apinfo@datamonitor.com Nokia Corporation ABOUT DATAMONITOR Datamonitor is a leading business information company specializing in industry analysis. Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas...
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...Nokia Swot Analysis Nokia SWOT Analysis Nokia group is the world’s largest mobile phone manufactures. Strengths Strong brand image, Nokia’s core asset is its strong brand image.A strong and highly visible brand enables the company to command a premium for its products and distinguish from the competitors.Nokia’s brand is the fifth most valued brand in the word according to the top 100 best brands list compiled by interbrand in 2009. Significant market position, Nokia has been a hignly efficient manufacturing and logistics machine.It posseses the largest network of distribution selling its products all the world.So Nokia probably is still the No.1 in terms of volume now.In addition ,Nokia has dominance in the low- to mid- ranges,especially in developing markets like India. Weakness Low competitiveness in smartphones market. Nokia’s high-end devices are weak, lacking appealing touch screen and sleek designs compared with the products of its competitors.Moreover,most of smartphone’s value is now in software and data services.Nokia’s strength is producing handsets but its software platform is regarded technically inferior. Turning a hardware-maker into a provider of software and services is no easy undertaking.So it is hard for Nokia to found a way to shift from hardware to software. Weak presence in the US Losing its edge in smartphone battle has put Nokia’s share under pressure in developed markets ,particularly the US.Nokia has a relatively weak presence in the...
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...Sent: 2013-12-09 Module Title: Strategic Marketing Module Code: IB8050 Date/Year of Module: December/2013 Submission Deadline: 2013-12-09 17:30 Word Count: 2890 Number of Pages: 11 Question: [Question Number and Title, or Description of Project] “This is to certify that the work I am submitting is my own. All external references and sources are clearly acknowledged and identified within the contents. I am aware of the University of Warwick regulation concerning plagiarism and collusion. No substantial part(s) of the work submitted here has also been submitted by me in other assessments for accredited courses of study, and I acknowledge that if this has been done an appropriate reduction in the mark I might otherwise have received will be made.” 1 Nokia shifting from a “Leader” to a “Challenger” – Marketing Strategy of Nokia Lumia 1020 1. Executive summary Nokia was one of the most recognized and well-loved brands in the world. It was trampled and nearly destroyed by the disruptive innovation of Apple’s iPhone and the massive success of Android OS in the smartphone sector. Nokia holds many of the key technologies for mobile devices, but lacked the foresight and leadership to seize the massive opportunity in the shift from feature phones to smartphones. (Patric, 2013) In order to regain its lost market share and return to the leadership position, Nokia created series smartphone called Nokia Lumia. In June of 2013, Nokia launched its flagship Lumia...
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...Internal and External Environments Nokia and Facebook Student’s Name Professor’s Name Date Internal and External Environments of Nokia and Facebook Nokia Environmental Analysis Internal Environment Nokia being the most renowned name in the world has a very big network which is distributed across the world, and has large selling when it is compare to other phone company in the world. It is of very high quality and has user-friendly features. The company has strong financial base which enables it to make innovations with a lot of ease. Nokia has a high product range which makes it very attractive many customers. Nokia’s financial health is strong, which makes it very profitable. Essentially, the price of the product is actually the main issue, as some of the Nokia’s products are not friendly to the users, which fail to sail through in the market. The service centres in some countries are quite few quite often there or no quality after sales services. Most of these product models are quite heavy to carry and not easy to handle. External Environment The digital market is developing so fast. Hence, Nokia has the opportunity to improve its sales as well as its share n the market. Due to An increase in the income level of the people, the purchasing power also increases; therefore, Nokia has to strategically go for the right customer so as to be able to achieve a big gain out of this important situation (Nokia Company, Investor relations, 2015). Also, they would have the good chance...
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...Assignment 1: Business Analysis Abstract Alcatel Lucent Technologies is a builder of network base stations, towers, and end to end networks IP solutions for the construction of 3G/4G wire and wireless technologies. Alcatel-Lucent Technologies have unique research environment; Bell Labs. Employments benefits and multi-cultural environment are key merits at Alcatel-Lucent Technologies. Workforce reduction process and lack of strategic business decision are the main drawbacks of Alcatel-Lucent Technologies. With Nokia acquiring of Alcatel-Lucent Technologies, a new giant company is formed to better compete with infrastructure telecommunications as Cisco, and Ericson. Keywords: Alcatel-Lucent, Bell Labs, Business, Multi-cultural Assignment 1: Business Analysis Alcatel-Lucent is leading converged IP networking, ultra-broadband access, and could technologies company. On November 30, 2006, Alcatel-Lucent Technologies merge occurred by 25-billion-euro balance. It employed about 80,000 people worldwide and has annual revenue of about 16 billion euros. Alcatel-Lucent technologies combined two giant companies - Alcatel and Lucent Technologies. Lucent Technologies was spun off from AT&T while Alcatel parent company was CGE (la Compagnie Générale d’Electricité). Alcatel-Lucent Technologies Business Performance Three factors, either economic, social, or both, impacting the performance of the organization you selected Bell labs innovations have a unique research environment...
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...is under serious threat from its competitors such Apple and the introduction of new Android based mobile phones. The company fell short in the smartphone era and its position as the number-one phone seller in the global market is under threat. The case study provides a brief analysis of what transpired at Nokia and how the strategy implemented by the management team from the period of the 1990s up to the 2010 led to the company losing its market shares at both ends of the mobile phone industry. During the period of 1991 and 1992 the company lost FM482million ($120 million) on its major business activities. In 1992 a new group chief executive, Jorma Ollila was appointed. Jorma Ollila’s mission was to formulate a strategy that was going to rescue the company from its losses, into a profitable organisation. The report focus on Nokia’s reason to select one area of development out of four, the significance of the introduction of new Android software for Nokia’s chosen strategy and the importance of management teams to strategic choice. In dealing with the first section on the study case , the author analysed the three elements of the strategy context used by the management team and then discussed strategic risks associated with focusing on the single development area out of four. Lynch (2012:421) defines strategy context as being concerned with the circumstances surrounding and influencing the way that a strategy develops and operates. The second section deals with the second...
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