STRATEGY By-Prasenjit (34) Vibhas (52) Vikram (53) OF • Established in 1865 as a wood-pulp mill by Knut Fredrik Idestam on the banks of Nokianvirta river in Finland. You can pick the theme of your choice and readily use this set.
It is number one or number two in every feature phone market around the world, and approaches ninety-four percent share in some markets. Changing with the times, disrupting the status quo its what they have always done.ZTEOthers TotalSource: IDC (Feb 2012)Degree of Rivalry - HIGHOn price and functionality Low degree of differentiation Lack of switching cost High exit barriers Short life cycle of the deviseGroup Assignment MBA 4641Group Members: Amit Sagar- M00333568 Anuradha Vyas M00340061 Neha Mehta M00334269 Princilla Gonsalves M00339403 Shinu Pillai M00334083 Vaibhav Garg M00333582VRIN Analysis of the strategic capabilitiesResource Valuable (Adds value as perceived by customers) No Rare Hard to imitate No Non substitutable Yes ImplicationsPorters 5 Forces AnalysisThreat of New Entrants - MEDIUMHigh investment capital Non-existent customer loyalty Generic retail format Highly competitive market Plenty key component suppliersReport by : Anuradha, Princilla, Neha, Amit, Shinu & VaibhavVision Build great mobile products that enable billions of people worldwide to enjoy more of what life has to offer. Post on 24-Oct-2014. NOKIA’S. factories producing very complex and expensive telecoms networking gear. The NVO was created to develop new business opportunities that fell outside of the current focus of Nokias core businesses. Europe’s former smartphone juggernaut has resurfaced, promising new handsets, the return of a familiar name and some serious competition for Apple, Samsung, and the rest of the Android ecosystem.What’s Finnish for “when they go high, we go low?”And if those customers aren’t quite ready for a smartphone, the reimagining of the indestructible everlasting Nokia 3310 is going to build brand loyalty and keep these consumers and their cash within the HMD family until they are ready to try Android.This is not the time to go all-in with a specification-busting top-of-the-line smartphone that tries to match the likes of the iPhone, the Galaxy S8 family, or any of the ambitious handsets that are going to be on display in Barcelona. Innovation Culture: Nokia Ventures Organization (NVO), the companys formal approach to fostering, encouraging and nourishing innovation. Simply take the assistance of this readily available and professionally designed Turnaround Strategy PowerPoint template to impart constructive knowledge to your audience regarding this subject. The NVO sought to develop both internally generated projects as well as external projects. Nokia's overall cell phone market share is around 37% . 11 download. The Nokia name is back. The Nokia convergence strategy became most appar ent with the N-series, i.e. 1 handset manufacturer Samsung - leading smartphone hardware manufacturer Android - top smartphone operating systemKey Success Factors - Innovation and speed of responding to consumer needsSource: International Telecommunication Union 2011VRIN Analysis of the strategic capabilitiesResource Valuable (Adds value as perceived by customers) Yes No (No direct value for customers but it has an important impact on Nokias cost performances) Yes Yes Yes No (No direct value for customers) No (No direct value for customers because Nokia is licensing its technology to competitors) No (No direct value for customers) Yes No Yes Rare Hard to imitate Yes Yes Non substituta ble Yes Yes Implications Expertise in network and broadband technologies Production capability Yes Yes Sustained competitive Advantage Temporary Competitive advantageNokia - Devices & Services Mobile device volumes by Geographic AreaSupplier power - LOWLarge number of suppliers producing same components offer low influencing powerGoal Regaining leadership in the smart phone space Connecting the next billion Driving changeBuyer Power - HIGHBuyers choose brand Customer trends & demands Low opportunity for suppliers Low customer loyaltyTemporary Competitive advantage Sustained competitive Advantage Sustained competitive Advantage Temporary Competitive advantage Temporary Competitive advantage Temporary Competitive advantage Temporary Competitive advantageGlobal mobile devices forecast1600 1400Mobile devices shipping (in millions)Extensive presence in Global telecoms networksCompetence of using its experience from onStrategies destined for ultimate failure Counterfeit & low cost phones Low PriceResources and Capabilities analysis for NokiaStrategic Capabilities Threshold (Required to survive or compete in market)Resources Financial stability and good capital structure Production capability: Nokia is has its own production facilities divided between nine countries. - mr.b.prem kumar 2. establishment of nokia • founder was fredrik idestem. Once ideas were developed, either they were moved into one of Nokias business units or they were sold.