Nokia Corporation Is A Finnish Conglomerate Marketing Essay

1. Introduction:

Nokia Corporation is a Finnish pudding stone headquartered in Keilaniemi, Espoo. Nokia Corporation is the portion of Telecommunications, Internet and Computer Software industry and is engrossed in the fabrication of nomadic devices and in fall ining Internet and communications industries. It is the universe leader of nomadic communications with over 1.3 billion clients in the universe. Nokia manufactures nomadic phones including GSM, CDMA, and W-CDMA ( UMTS ) which acts as the Strategic Business Unit ( SBU ) for the company. Nokia besides provides cyberspace services such as applications, games, music, and messaging via its OVI platform. Nokia ‘s subordinate Nokia Siemens Networks provides telecom web equipment, solutions and services. Nokia is besides involved in supplying digital map information and pilotage installations through its division NAVTEQ.

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Nokia ‘s fiscal information for the financial twelvemonth 2010 portrays its world-wide one-year gross of over a‚¬42 billion and the operating net income of a‚¬2 billion. However, its planetary device market portion has declined from 35 % in 2009 to 31 % in 2010. The rivals of Nokia are chiefly in the Wireless Telecommunications Equipment industry and include Sony Ericsson, Motorola, Samsung, Apple, RIM and some little companies such as Cisco Systems Inc. , HTC Corporation, Alcatel, and QUALCOMM Incorporated.

This study will concentrate on nomadic phones as the Strategic Business Unit for Nokia. Strategic Business Unit may be defined as a concern unit of an administration which is alone from its other concern units chiefly because it serves a chiseled market leting direction to carry on strategic planning in relation to that merchandise. The research is based on the being of Nokia in the Indian Telecom Industry. India is one of the universe ‘s fastest turning radio markets ( Kannan, 2010 ) and is accredited as the 2nd largest telecommunication web in the universe after China.

2. Analysis of the current concern environment impacting the industry.

Tendencies in telecom industry

Tendency can merely be defined as motion or way. The displacement in any industry is dependent on how many people follow a peculiar tendency. By understanding tendencies, a company can fix itself to take benefits from those tendencies.

Two of the current telecom industry tendencies are discussed as follows:

Transforming the radio web attack to informations services

The chief accent of radio informations service is to back up smartphone applications. But this is about to alter with new engineerings like WiMax.

Wireless information service has been focused on smartphone support. WiMax is a wireless digital communications system that was developed to spread out wireless cyberspace in “ metropolitan country webs. ” The new engineering has made a large difference in the manner people entree the Internet.

Increased Customer Demand for Vendor Professional Services

Technology is instable in today ‘s universe. With the enlargement of the “ web cloud ” , the clients want the equipment sellers and other telecom companies to construct and pull off complex, modern webs. The rise in the telecom direction and consulting houses in 2009 was due to the enlargement in client demand and the tendency continued through 2010.

PORTER ‘S 5 Forces

Porter ‘s 5 forces analysis is undertaken to hold a basic apprehension of the macro-economic factors impacting the attraction of the telecommunications industry of which Nokia is a portion off. The analysis of the telecommunication industry on the footing of Porter ‘s 5 Forces mechanism provided assorted factors that pose important effects on the industry. These factors are discussed in item as follows.

Menace of New Entrants

It is non a surprise thatA in the capital-intensive telecommunications industry the major barrier to entryA is the entree to finance. To cover high fixed costs involved in the research and development and for fabricating the nomadic phones, rivals typically necessitate a batch of hard currency. When capital markets are significant, the menace of competitory entrants rises. But whenA funding chances are non easy available, the gait of entry slackens. Meanwhile, having a telecom licence can stand for a immense barrier to entry. For case, in India, new telecom operators must use to theA Telecom Regulatory Authority of India ( TRAI ) to obtain regulative blessing and licensing. There besides exists a finite sum of “ good ” wireless spectrum that imparts itself to mobile voice and information applications. In add-on to this, it appears that solid runing accomplishments every bit good as direction experience is reasonably rare, doing entry to telecom sector even more hard.

Power of Suppliers

It might look that the bargaining power of telecom equipment providers is well high over the telecom operators. The ground for this can be that without high technological broadband exchanging equipment, mobile phone French telephones and charge package, the telecom operators will lose their ability to convey voice and informations signals from one topographic point to another. But, so there are a big figure of makers of these equipments. Furthermore, there are adequate sellers to thin the bargaining power. The limited pool of gifted troughs and telecom applied scientists peculiarly those skilled in the latest engineerings, puts the companies in a delicate place when it comes to engaging and giving them wages.

Power of Buyers

The bargaining power of purchasers is really high as there is a broad assortment of telecom merchandises and services to take from. There is non much distinction in the telecom and information services, irrespective of which companies are selling them. For most of the parts basic services are looked upon as trade goods. This interprets that clients are in the quest for low monetary values from the companies that provide dependable services. In add-on to this, the purchaser ‘s power may significantly differ among market sections. It appears that while the shift costs for residential telecom client is rather low ; they can be inordinate for big commercial clients peculiarly that depend on made-to-order merchandises and services.

Handiness of Substitutes

Merchandises and services provided by the non- conventional telecom industries play the portion of serious permutation menaces. Cable Television and orbiter secret agents are now viing with the telecom operators for the purchasers. Cable operators now provides direct lines into places offering broadband ( cyberspace ) services, and in add-on to this, satellite links are playing the function of a replacement in accomplishing high-speed concern networking necessities. Railway and energy public-service corporation houses are now setting-up stat mis of high- capableness telecom grid alongside their ain path and grapevine assets. Internet is besides playing a critical function in cutting down the cost of naming. It is emerging as a feasible vehicle to cheap voice and picture calls. Delivered by the Internet Service Providers ( ISPs ) , “ cyberspace telephone ” can be a large ground for the ruin of telecom companies ‘ nucleus voice grosss.

Competitive Competition

The competition in the telecom sector is “ cut-throat ” . The deregulating of the telecom industry with the accessible capital markets smoothened the manner for a haste of new concern entrants. Promotions in engineering are exciting a scope of replacements. Almost everybody now pays for Mobile phone services, so all companies are now enticing clients with lower monetary values and more exciting services, ensuing to impel the industry profitableness down. In add-on to this, the telecom industry experiences high issues barriers, chiefly because of its extremely specialised equipments. The webs and charging techniques can non truly be used for anything else, and their undesirability makes settlement more hard.

3. Analysis of the company ‘s strategic capablenesss as at January 2011

‘Firms need to accommodate themselves to market developments and they need to construct on the strengths of their resource bases and activity systems ‘ ( De Wit and Meyer, 2004, p249 ) . By this they mean that concerns need to set themselves to their environment. Directors must see external environment as their starting point, select a profitable market section and so bit by bit set up resource base and activity system required to use this pick. Contrarily, others argue that concerns can accommodate the environment to it. Contrarily, others argue that the organisation can accommodate the environment to itself. Directors are needed to take the organisation ‘s resource base as the starting point, select an environment that fits with its internal competences ( De Wit and Meyer, 2004 ) .

The first position underscores that successful companies are market-driven and dynamically capable ( Day, 1990 ; Webster, 1994 ) . De Wit and Meyer ( 2004 ) name this position as ‘outside-in ‘ due to its focal point on the external environment. The companies with an outside-in mentality find their ain schemes based on the signals from clients and rivals in the market ( Jaworski and Kohli, 1993 ) . De Wit and Meyer ( 2004 ) claims that for such companies markets are foremost, and resources are subsequent. Furthermore, protagonists of this market-driven attack argue that there is a demand to analyse the general construction of markets and industries and besides the particular demands, strengths, places and purposes of all chief factors need to be determined ( De Wit and Meyer, 2004 ) . Reasoning to this, judges suggest that market-driven concerns are the first 1s to place those new resources or activities that need to be developed for better placement of the company in the market topographic point ( Lieberman and Montgomery, 1988 ; Smirchich & A ; Stubbart, 1985 ) .

However, critics appreciate that market placement is important, but it must take topographic point inside the boundaries established by the resource-driven scheme ( De Wit and Meyer, 2004 ) . That is, the chosen market section is adjusted to fit the organisation ‘s resource base. Therefore, companies need to foremost develop a strong internal resource base which will assist the house to blossom new market chances. The ‘inside-out ‘ attack stresses that competitory advantage depends upon the public presentation of the organisation ( Stonehouse and Pemberton, 2002 ) . Barney ( 1991 ) indicated that holding typical or nucleus competences play a critical function in making competitory advantage, since rival houses usually take a long clip to copy them. Even if rivals become successful at it, the company with prima place can better its competences and remain in front. De Wit and Meyer ( 2004 ) claims that for such companies resources are taking, and market followers.

In pattern, Hofer and Schendel ( 1978 ) observed that both market placement and resource temperament are indispensable for constructing competitory advantage and maintained that competitory laterality originates from the ability to critically tie in positional advantages and resource-based constituents of the scheme. It appears that the two attacks are complementary to each other, since it is indispensable for organisations to reciprocally develop internal and external focal point to cultivate knowledge-based nucleus competences and market oriented schemes to feel client demands which is besides supported by Prahald and Hamel ( 1990 ) , Greenley and Oktemgil ( 1996 ) , and Minzberg et Al. ( 1995 ) .

Nokia has achieved great success in telecom industry. One important ground is that it has aligned the two attacks – its dynamic capablenesss and resource based scheme during its development procedure.

Since those early yearss, Nokia has grown into a pudding stone integrating several industries. With the ruin of the USSR in 1990, Nokia experienced the high force per unit area to last in many different countries. Based on the new market chance and its internal strengths-advanced engineering in nomadic phone sector, Nokia decided to come in nomadic phone industry. Soon Nokia attained success and became the largest Mobile phone company in the universe. It is a affair of fact that without the force per unit areas external from external environment, new market chances and its internal competences in the telecom sector, Nokia may non hold entered into the industry at all. The success that Nokia achieved in the industry justifies that the company ‘s pick was right, and was based on the integrating of its dynamic capablenesss of sing market chances and internal strengths.

It appears that successful houses can develop proficiencies to act upon the environment such as new merchandises, technological and market alteration which is besides supported by Teece et Al. ( 1997 ) . Meanwhile, Nokia comprehended the significance of the design component in nomadic phones and realized that nomadic phones would no longer play merely a functional function, but would besides go manner symbol. Since Nokia was the first to establish differentiating and advanced French telephones alternatively of the standard bulky devices, the company molded client demands and led to the market alteration.

In making so, Nokia non merely acquired the first mover advantage and grew its market portion, but besides earned a strong trade name name in the nomadic phone industry go forthing its rivals far behind. Furthermore, based on its successful inventions such as text message, internal aerial design, Nokia ‘s Navikey, and so on ; Nokia often upgraded its nucleus competences to be the market leader. This development required from Nokia both an wrong-side-out capableness to bring forth merchandises that were differentiated with the rival ‘s, and an outside-in dynamic capableness to understand and value the altering client ‘s demands and beef uping the organisation to react to them. Thriving these successes, Nokia farther solidified its market base grounded on its strong internal resources.

In add-on to this, in 2010, Nokia ‘s scheme kernel further validates the importance of the combination of the two methodological analysiss. Within that period, Nokia focused on developing high-end smartphones and complicated packages to fit these technologically advanced merchandises to crush the competition. But, at that clip, the market was non prepared for such devices. Finally, the slow growing in clients ‘ demand caused Nokia to wait for the market to progress. So Nokia adjusted its scheme to the market environment. Following the market tendencies, Nokia launched new smartphones based on its strong resource competency, meanwhile, cut downing the monetary value. This helped the company in recapturing its market portion and increased gross.

The ground why the company met success was its ability to incorporate its wrong-side-out competences and outside-in dynamic capablenesss that affairs.

4. Key strategic issues confronting Nokia in January 2011

The cardinal strategic issues faced by Nokia today based on the analysis in Section 2 and 3 are acknowledged to be engineering, taking trade name, economic system graduated table, and figure one market place. The technological promotions in the nomadic phone industry are one of the cardinal strategic issues faced by Nokia today. The engineering is bettering at a rapid velocity and it will be of a great concern to Nokia in the hereafter to utilize the engineering in its nomadic phones as it has done in the yesteryear. Nokia is a taking trade name name in the nomadic phone industry. It has achieved this platform by recognizing the market demands and fabrication advanced and differentiating merchandises. To be a prima trade name name in the industry would be a strategic affair of concern to Nokia in the -future every bit good. Nokia is the universe ‘s largest maker of nomadic phones. It holds the figure one market place in the industry. This is the cardinal country where Nokia will seek to keep this market place in the hereafter by possibly establishing technologically advanced merchandises, strategic confederations, developing nucleus competences, etc.

5. Evaluation of the partnership with Microsoft announced in February 2011.

The strategic confederation of Nokia and Microsoft will link the two companies in more ways than one. This is more than about intermixing Windows packages with Nokia hardware. There are many beds to this confederation which will unite the best intelligences in both companies to bring forth something wholly ground-breaking. Through this confederation both the companies are puting a stake on each other for a assortment of things. For case, from Nokia ‘s position, it is wagering on Windows runing platform, services like hunt, advertisement, etc. and at the same clip Microsoft is puting a critical stake on Nokia for iconic hardware design, and a assortment of services like function, pilotage, etc. that will assist both the companies to develop a planetary Mobile phone ecosystem they are constructing. By making so, the confederation will hold a broader planetary impact peculiarly for Nokia than any other smartphone maker has today. This strategic confederation will convey long-run committedness of both companies on strategic smartphone platform heightening Nokia ‘s Opportunity to vie across low-price set.

The confederation will decidedly turn to the cardinal strategic for Nokia. With the technological promotions in manus, this confederation will present great easiness of usage to the clients in comparing to other nomadic phone makers. In order to make a trade name and gaining control broader market topographic point, the confederation will make an environment that has the capablenesss to pull the developers and make an iconic user experience for the clients. Nokia has the chance for invention in and around Windowss package that relates to the company ‘s scheme and besides relates to the hereafter break that both the companies are puting in. one of the possible jobs that can forestall this partnership to win is figure of Nokia workers losing their occupations ( Greenfield, 2011 ) . Whereas, a possible alternate scheme to this confederation would be that Nokia could fall in custodies with Google to acquire successful in Android runing system, peculiarly as the Microsoft ‘s platform has besides struggled against Android or the iPhone.

6. Change direction in Nokia

Elop is seeking to convey Transformational Change in Nokia as it is affecting a merger of Nokia with Microsoft, doing a displacement from its Symbian platform to Microsoft ‘s Windowss runing system. The alteration ensuing from the confederation is turn toing all the strategic issues for Nokia that are ( 1 ) technological promotions, from Symbian to Windows runing system, ( 2 ) is enabling Nokia to make a new trade name, and ( 3 ) is expected to capture a large portion of market for Nokia.

Stephen Elop has been the Chairman of Group Executive Board, Chief Executive Officer and President of Nokia Corporation since September 21, 2010 and serves as its Acting Head of the Mobile Solutions Unit. He served as the President of Microsoft Business Division of Microsoft Corporation from February 2008 to September 10, 2010. During his clip at Microsoft, he superintended the Information Worker, Microsoft Business Solutions and Unified Communications Groups. Mr Elop holds a Bachelor ‘s grade in Computer Engineering and Management from McMaster University in Ontario, Canada and was later awarded an honorary Doctor of Laws grade. Looking at the background and its reading about the confederation with Microsoft, it appears that Mr Elop possess a democratic manner of leading. The ground for this is he wants the two companies to come together and work for the improvement of each other.

There is a close relationship between leading and strategic analysis. Strategic analysis is looking as to what is traveling on in the external environment, now and in the hereafter. Exposing good leading is ever linked to three inquiries when executing strategic analysis:

What is traveling on in outside environment?

How might what ‘s go oning be able to impact the administration?

What would be the response to those likely alterations?

It is strategic because it is high-ranking and relates to long-run. It is analysis because it breaks big and complex jobs into little manageable balls.

7. Decision

Yes, it would be advantageous to put in Nokia. Nokia still has a important presence in the universe market with 1.3 billion people utilizing their phones to link every twenty-four hours. As Nokia is following a new powerful operating system that catches on in America, they will be unstoppable. Smart phone gross revenues will billow because Windows Phone 7 operating system is presently looking like Nokia ‘s best stake because some analysts think it ‘s merely excessively late to follow Android. Reasoning to this, the market portion and trade name place of Nokia will lift, ensuing it great trade of net incomes for Nokia.

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