Contents INTRODUCTION…………………………………………………………………………2
KEY ISSUES…………………………………………………………………………2
PROBLEM STATEMENT…………………………………………….2
EXTERNAL ANALYSIS……………………………………………………………….2
PORTERS FIVE FORCES (SEE APPENDIX 1)…………………………………………… 2
INDUSTRY STRUCTURE, ECONOMICS AND TRENDS…………………………………. 3
COMPETITOR ANALYSIS…………………………………………………….4
KEY SUCCESS FACTORS………………………………………………………………4
INTERNAL ANALYSIS…………………………………………………………………….5
COMPANY’S STRATEGY……………………………………………………………..5
FINANCIAL ANALYSIS…………………………………………………………………..6
OPERATIONS ANALYSIS (SEE TABLE IN APPENDIX 3)………………………………….. 6
MARKETING AND COMPETITIVE POSITION…………………………………………… 7
EVALUATION OF ALTERNATIVES……………………………………………………….. 7
A1: STATUS QUO (SINGLE GLOBAL …show more content…

One of the reasons of Nokia’s strategy failure is that it did not keep abreast of what competitors were doing. The industry changed completely in a couple of years and Nokia is unable to meet the market expectations. As a result, Nokia lost its position as a leader in India. Nokia’s future seems to be in dark in the developed countries. Also, Nokia is losing ground to competitors in the developing market.

KEY SUCCESS FACTORS
Key success factors for developed and developing markets are outlined below:

As key success factors for both the markets are different, Nokia will have to adjust according to the customers’ need in both the markets. INTERNAL ANALYSIS
Let’s look at Nokia’s current strategy to give insight into how Nokia should react to the rapidly changing industry. COMPANY’S STRATEGY Business Strategy: Integrated (dual advantage) in both developing and developed markets as it launches similar products in both the markets. More low cost products are launched in the developing markets to penetrate deep as these are price sensitive and volume based markets for Nokia. Core Competency: Nokia’s core competency is to manufacture wireless handsets and its ability to adapt to changing market conditions. The company has a long history of turning around the businesses at numerous occasions from paper manufacturer to rubber manufacturer to the electronics company and finally