Nokia's vision is to empower everyone to share and make the most of their lives by offering irresistible personal experiences through ubiquitous connectivity. Their mission is connecting people by delivering a wide range of mobile devices and services. Nokia has organizational structures like Mobile Solutions and Mobile Phones to develop smartphones and affordable phones. They also have joint ventures like Nokia Siemens Networks to provide infrastructure to operators. Nokia's strategic formulation includes their vision to become the leading mobile solutions provider and empower people through technology that becomes invisible and intuitive.
The document contains a chapter quiz on strategic management concepts including external analysis, competitive forces, international business challenges, and forecasting methods. It tests understanding of concepts like Porter's five forces model, reasons for shifts in foreign direct investment, and appropriate forecasting approaches given certain conditions. Correct answers are provided for multiple choice questions testing comprehension of strategic management terminology and theories.
Quiz 1QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
Strategic management involves analyzing external and internal factors to formulate strategies, implement plans, and evaluate performance. It is an objective, logical process for making major decisions under uncertainty. Effective strategic management requires understanding competitors and markets, allocating resources, and gaining commitment through disciplined implementation. It provides benefits like improved performance through a cooperative approach to opportunities and problems.
Quiz 4QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
The document discusses key concepts in strategic management. It provides definitions of strategic management and strategic planning, noting that strategic management refers to strategy formulation, implementation, and evaluation, while strategic planning refers specifically to strategy formulation. It also lists important aspects of strategic management like establishing objectives, devising policies, allocating resources, and periodically conducting strategic meetings away from the work site to encourage creativity and candor among participants.
QUIZ strategic management concepts &cases 11th edition by Fred R. David ChapQ...حمد بوجرادة
Strategic management involves analyzing external and internal factors to formulate strategies, implement plans, and evaluate performance. It is an objective, logical process for making major decisions under uncertainty. Effective strategic management requires understanding competitors and markets, allocating resources, and gaining commitment through disciplined implementation. It provides benefits like improved performance through a cooperative approach to opportunities and problems.
Wal-Mart became the largest retailer in the world through strategic planning and implementation. It pursued a strategy of everyday low prices through efficient operations and supply chain management. This allowed it to outcompete rivals and dominate the retail market. Wal-Mart also followed an aggressive expansion strategy, growing rapidly within the US and acquiring retailers internationally to become a global leader in the industry. Its focus on low costs, high volumes, and supply chain excellence have allowed it to sustain its position as the top retailer despite competitive threats.
Oligpoly in telecommunication industryMohitSekhon1
The document provides an overview of the telecommunication industry in different countries from an oligopoly perspective. It discusses key characteristics of oligopolistic markets and provides examples of oligopolies in various industries including telecom. For the telecom industry, it summarizes the market structure and key players in countries like India, USA, Canada, Malaysia, China and discusses the effects of new entrants like Jio in India. It also compares strategies used by telecom companies in different markets and highlights future challenges for the industry.
This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
The GE/McKinsey Matrix is a portfolio analysis tool used to classify business units within a large company based on two criteria: industry attractiveness and business unit strength. It evaluates each unit and places it in one of nine cells based on its criteria scores, recommending different strategies for units in each cell ranging from investing for growth to harvesting or divesting.
The document contains a chapter quiz on strategic management concepts including external analysis, competitive forces, international business challenges, and forecasting methods. It tests understanding of concepts like Porter's five forces model, reasons for shifts in foreign direct investment, and appropriate forecasting approaches given certain conditions. Correct answers are provided for multiple choice questions testing comprehension of strategic management terminology and theories.
Quiz 1QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
Strategic management involves analyzing external and internal factors to formulate strategies, implement plans, and evaluate performance. It is an objective, logical process for making major decisions under uncertainty. Effective strategic management requires understanding competitors and markets, allocating resources, and gaining commitment through disciplined implementation. It provides benefits like improved performance through a cooperative approach to opportunities and problems.
Quiz 4QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
The document discusses key concepts in strategic management. It provides definitions of strategic management and strategic planning, noting that strategic management refers to strategy formulation, implementation, and evaluation, while strategic planning refers specifically to strategy formulation. It also lists important aspects of strategic management like establishing objectives, devising policies, allocating resources, and periodically conducting strategic meetings away from the work site to encourage creativity and candor among participants.
QUIZ strategic management concepts &cases 11th edition by Fred R. David ChapQ...حمد بوجرادة
Strategic management involves analyzing external and internal factors to formulate strategies, implement plans, and evaluate performance. It is an objective, logical process for making major decisions under uncertainty. Effective strategic management requires understanding competitors and markets, allocating resources, and gaining commitment through disciplined implementation. It provides benefits like improved performance through a cooperative approach to opportunities and problems.
Wal-Mart became the largest retailer in the world through strategic planning and implementation. It pursued a strategy of everyday low prices through efficient operations and supply chain management. This allowed it to outcompete rivals and dominate the retail market. Wal-Mart also followed an aggressive expansion strategy, growing rapidly within the US and acquiring retailers internationally to become a global leader in the industry. Its focus on low costs, high volumes, and supply chain excellence have allowed it to sustain its position as the top retailer despite competitive threats.
Oligpoly in telecommunication industryMohitSekhon1
The document provides an overview of the telecommunication industry in different countries from an oligopoly perspective. It discusses key characteristics of oligopolistic markets and provides examples of oligopolies in various industries including telecom. For the telecom industry, it summarizes the market structure and key players in countries like India, USA, Canada, Malaysia, China and discusses the effects of new entrants like Jio in India. It also compares strategies used by telecom companies in different markets and highlights future challenges for the industry.
This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
The GE/McKinsey Matrix is a portfolio analysis tool used to classify business units within a large company based on two criteria: industry attractiveness and business unit strength. It evaluates each unit and places it in one of nine cells based on its criteria scores, recommending different strategies for units in each cell ranging from investing for growth to harvesting or divesting.
This document discusses concentric (or related) diversification as a corporate strategy. It defines concentric diversification as entering new markets that are related to a company's existing business through common customers, technologies, or product functions. The document provides examples of related diversification and lists advantages as increasing market share and opportunities for economies of scale. It also notes potential disadvantages like increased complexity and risk. Finally, it concludes that related diversification can help companies build competitive advantages over competitors by increasing market opportunities and profits.
This document discusses strategic alliances, which are agreements between two or more independent firms to cooperate and achieve common goals. It defines strategic alliances and their role in international markets. The document outlines the need for strategic alliances to add value, improve market access, and enhance strategic growth. It describes different types of alliances and models, and lists the stages in forming an alliance from conceptualization to implementation. The document discusses advantages like improved efficiency and access to new markets/technologies. Finally, it provides examples of strategic alliances between companies like Cisco/Polycom and Nokia/Microsoft.
Les Wunderman created the Columbia House record club and is considered the father of modern direct marketing. His genius was creating recurring customer interactions through monthly responses that built relationships between consumers and brands. Direct marketing uses advertising media like mail, telephone, and email to elicit a measurable response or transaction and is used by companies like L.L. Bean to build entire businesses by directly communicating with and fulfilling orders for customers.
Nespray and Pepsi both use integrated marketing communications to promote their products. Nespray targets all ages and focuses on the nutritional benefits of milk. It advertises on traditional media like TV and radio. Pepsi targets teenagers and younger generations, promoting an image of fun and refreshment. Pepsi spends heavily on digital media like social media to engage its target audience. Both companies use advertising, sales promotions, and sponsorship activities but Pepsi conducts more extensive promotional campaigns.
1. The document describes a 35 question quiz on strategic management concepts.
2. The quiz covers topics like strategy formulation, implementation, Porter's five forces, the balanced scorecard, and international strategies.
3. Multiple choice questions with answers are provided for concepts in business strategy, corporate strategy, and operational strategy.
HDFC Life Insurance is a partnership between HDFC Ltd and Standard Life established in 2000. It has 414 offices in India and international offices in Dubai. It has over 145,000 employees and competes with SBI Life Insurance and ICICI Prudential. HDFC Life offers 37 retail and 8 group insurance products along with 9 riders. Its vision is to be the most successful and admired life insurance company through trust, customer service, value and industry standards. It has a variety of savings, investment, protection, health and retirement plans. One of its protection plans is Click2Protect Plus which offers term insurance with options for death benefits, accidental death benefits and monthly income payments.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
This document discusses strategic planning and setting SMART marketing objectives. It defines strategic planning as developing strategic fit between organizational goals and capabilities and changing market opportunities. Key steps in strategic planning include defining the company's mission, setting objectives, designing business portfolios, and planning marketing and other functions. Effective objectives are SMART - specific, measurable, achievable, realistic, and time-bound. They clearly define desired outcomes and timelines to help achieve marketing and business goals.
Beximco Pharmaceuticals Ltd. is the largest pharmaceutical company in Bangladesh. It was established in 1976 and began operations in 1980 by manufacturing and marketing imported drugs under licensing agreements. In 1983, Beximco began producing its own formulations and launched exports in 1992. Today, Beximco manufactures over 500 generic drug products and has over 2,700 employees. It has received several national awards for export excellence. The report analyzes Beximco's financial performance based on ratio analysis using data from its annual reports and interviews.
Strategic Management Previous Year Question Paper.pdfJayanti Pande
This document contains a solved question paper on Strategic Management from Rashtrasant Tukdoji Maharaj Nagpur University. It includes questions and answers on concepts like strategy, strategic management process, mission statements, environmental analysis, growth strategies, integration strategies, resources, Porter's five forces model, functional strategies and value chain analysis. Definitions, explanations, steps and examples are provided for key strategic management topics. The document is copyrighted and cannot be reproduced or distributed without permission.
This document summarizes Virgin Group's diversification strategy and approach to corporate parenting. It discusses how Virgin has diversified into over 200 companies across more than 25 industries, employing over 25,000 people worldwide. The brand and Richard Branson's vision have been key assets enabling this diversification. The document also analyzes frameworks like the BCG matrix, McKinsey matrix, and parenting matrix that Virgin has used to classify its business portfolio and add value through corporate parenting activities.
Mott MacDonald is a global management and engineering consultancy firm with over 13,000 employees working on projects in 120 countries. The company aims to provide customer satisfaction through professional excellence, commercial success, and employee fulfillment, as stated in its mission. Mott MacDonald achieves this by employing skilled experts, promoting learning and development for employees, and involving employees in company performance and decision making to ensure their satisfaction and contribution to the company's success.
Chapter14 managing-brands-over-geographic-boundaries-and-market-segmentSajid Ali
Regionalization involves targeting markets at a regional level rather than nationally, which seems contradictory to globalization. Reasons for regional marketing include needing more focused targeting and shifting from national advertising to local promotions. Drawbacks can include increased production challenges and costs. Global marketing allows companies to benefit from economies of scale, lower costs, uniform branding, and leveraging good ideas across markets. However, differences between consumer needs, behaviors, and legal environments in various countries require balancing standardized global programs with customized local approaches.
This document provides an overview of key concepts from the BUSM 3200 Strategic Management course including:
1) It discusses different ways of classifying business strategies such as generic strategies, strategic directions using the Ansoff matrix, and strategies based on the context and scale of the business.
2) It covers the three generic strategies of cost leadership, differentiation, and focus as well as how firms can achieve competitive advantage through these strategies.
3) Examples and diagrams are provided to illustrate concepts like economies of scale, the experience curve, and how differentiation can be achieved in industries like airlines.
Assessing Your Brand Architecture August 2015Carol Phillips
THIS PRESENTATION IS OLD. SEE UPDATED VERSION 2019.
Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.
This document provides an overview of the insurance industry in India and the entrance of private players. It discusses the history of insurance regulation in India and the key reforms in 2000 that allowed private companies to enter the life insurance sector. It then lists the 11 major private life insurance companies currently operating in India, including their ownership structures and investors. The private insurers have increased competition in the sector and helped expand insurance coverage compared to when only the state-owned LIC previously dominated.
Nokia's goals are to be a responsible corporate citizen and help young people. It focuses on youth programs and digital bridging to connect communities. Nokia operates worldwide, with its largest markets in 2002 being the US, UK, China, Germany and others. Its target market is global, focusing on Asia, Europe, America and the Middle East. Nokia analyzes its product portfolio and invests more in its most profitable products, like cellular phones, while still supporting other product lines.
Brand positioning of nokia in indain market.Icaii Infotech
This document provides a summary of Nokia's history from 1969 to 2000. It highlights several "firsts" achieved by Nokia, including the world's first international cellular network in 1981, first digital exchange in 1982, and first GSM phone in 1991. It describes Nokia's role in developing key mobile communication standards and technologies. The summary focuses on Nokia's innovations and industry leadership during the early development of the mobile phone industry.
This document discusses concentric (or related) diversification as a corporate strategy. It defines concentric diversification as entering new markets that are related to a company's existing business through common customers, technologies, or product functions. The document provides examples of related diversification and lists advantages as increasing market share and opportunities for economies of scale. It also notes potential disadvantages like increased complexity and risk. Finally, it concludes that related diversification can help companies build competitive advantages over competitors by increasing market opportunities and profits.
This document discusses strategic alliances, which are agreements between two or more independent firms to cooperate and achieve common goals. It defines strategic alliances and their role in international markets. The document outlines the need for strategic alliances to add value, improve market access, and enhance strategic growth. It describes different types of alliances and models, and lists the stages in forming an alliance from conceptualization to implementation. The document discusses advantages like improved efficiency and access to new markets/technologies. Finally, it provides examples of strategic alliances between companies like Cisco/Polycom and Nokia/Microsoft.
Les Wunderman created the Columbia House record club and is considered the father of modern direct marketing. His genius was creating recurring customer interactions through monthly responses that built relationships between consumers and brands. Direct marketing uses advertising media like mail, telephone, and email to elicit a measurable response or transaction and is used by companies like L.L. Bean to build entire businesses by directly communicating with and fulfilling orders for customers.
Nespray and Pepsi both use integrated marketing communications to promote their products. Nespray targets all ages and focuses on the nutritional benefits of milk. It advertises on traditional media like TV and radio. Pepsi targets teenagers and younger generations, promoting an image of fun and refreshment. Pepsi spends heavily on digital media like social media to engage its target audience. Both companies use advertising, sales promotions, and sponsorship activities but Pepsi conducts more extensive promotional campaigns.
1. The document describes a 35 question quiz on strategic management concepts.
2. The quiz covers topics like strategy formulation, implementation, Porter's five forces, the balanced scorecard, and international strategies.
3. Multiple choice questions with answers are provided for concepts in business strategy, corporate strategy, and operational strategy.
HDFC Life Insurance is a partnership between HDFC Ltd and Standard Life established in 2000. It has 414 offices in India and international offices in Dubai. It has over 145,000 employees and competes with SBI Life Insurance and ICICI Prudential. HDFC Life offers 37 retail and 8 group insurance products along with 9 riders. Its vision is to be the most successful and admired life insurance company through trust, customer service, value and industry standards. It has a variety of savings, investment, protection, health and retirement plans. One of its protection plans is Click2Protect Plus which offers term insurance with options for death benefits, accidental death benefits and monthly income payments.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
This document discusses strategic planning and setting SMART marketing objectives. It defines strategic planning as developing strategic fit between organizational goals and capabilities and changing market opportunities. Key steps in strategic planning include defining the company's mission, setting objectives, designing business portfolios, and planning marketing and other functions. Effective objectives are SMART - specific, measurable, achievable, realistic, and time-bound. They clearly define desired outcomes and timelines to help achieve marketing and business goals.
Beximco Pharmaceuticals Ltd. is the largest pharmaceutical company in Bangladesh. It was established in 1976 and began operations in 1980 by manufacturing and marketing imported drugs under licensing agreements. In 1983, Beximco began producing its own formulations and launched exports in 1992. Today, Beximco manufactures over 500 generic drug products and has over 2,700 employees. It has received several national awards for export excellence. The report analyzes Beximco's financial performance based on ratio analysis using data from its annual reports and interviews.
Strategic Management Previous Year Question Paper.pdfJayanti Pande
This document contains a solved question paper on Strategic Management from Rashtrasant Tukdoji Maharaj Nagpur University. It includes questions and answers on concepts like strategy, strategic management process, mission statements, environmental analysis, growth strategies, integration strategies, resources, Porter's five forces model, functional strategies and value chain analysis. Definitions, explanations, steps and examples are provided for key strategic management topics. The document is copyrighted and cannot be reproduced or distributed without permission.
This document summarizes Virgin Group's diversification strategy and approach to corporate parenting. It discusses how Virgin has diversified into over 200 companies across more than 25 industries, employing over 25,000 people worldwide. The brand and Richard Branson's vision have been key assets enabling this diversification. The document also analyzes frameworks like the BCG matrix, McKinsey matrix, and parenting matrix that Virgin has used to classify its business portfolio and add value through corporate parenting activities.
Mott MacDonald is a global management and engineering consultancy firm with over 13,000 employees working on projects in 120 countries. The company aims to provide customer satisfaction through professional excellence, commercial success, and employee fulfillment, as stated in its mission. Mott MacDonald achieves this by employing skilled experts, promoting learning and development for employees, and involving employees in company performance and decision making to ensure their satisfaction and contribution to the company's success.
Chapter14 managing-brands-over-geographic-boundaries-and-market-segmentSajid Ali
Regionalization involves targeting markets at a regional level rather than nationally, which seems contradictory to globalization. Reasons for regional marketing include needing more focused targeting and shifting from national advertising to local promotions. Drawbacks can include increased production challenges and costs. Global marketing allows companies to benefit from economies of scale, lower costs, uniform branding, and leveraging good ideas across markets. However, differences between consumer needs, behaviors, and legal environments in various countries require balancing standardized global programs with customized local approaches.
This document provides an overview of key concepts from the BUSM 3200 Strategic Management course including:
1) It discusses different ways of classifying business strategies such as generic strategies, strategic directions using the Ansoff matrix, and strategies based on the context and scale of the business.
2) It covers the three generic strategies of cost leadership, differentiation, and focus as well as how firms can achieve competitive advantage through these strategies.
3) Examples and diagrams are provided to illustrate concepts like economies of scale, the experience curve, and how differentiation can be achieved in industries like airlines.
Assessing Your Brand Architecture August 2015Carol Phillips
THIS PRESENTATION IS OLD. SEE UPDATED VERSION 2019.
Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.
This document provides an overview of the insurance industry in India and the entrance of private players. It discusses the history of insurance regulation in India and the key reforms in 2000 that allowed private companies to enter the life insurance sector. It then lists the 11 major private life insurance companies currently operating in India, including their ownership structures and investors. The private insurers have increased competition in the sector and helped expand insurance coverage compared to when only the state-owned LIC previously dominated.
Nokia's goals are to be a responsible corporate citizen and help young people. It focuses on youth programs and digital bridging to connect communities. Nokia operates worldwide, with its largest markets in 2002 being the US, UK, China, Germany and others. Its target market is global, focusing on Asia, Europe, America and the Middle East. Nokia analyzes its product portfolio and invests more in its most profitable products, like cellular phones, while still supporting other product lines.
Brand positioning of nokia in indain market.Icaii Infotech
This document provides a summary of Nokia's history from 1969 to 2000. It highlights several "firsts" achieved by Nokia, including the world's first international cellular network in 1981, first digital exchange in 1982, and first GSM phone in 1991. It describes Nokia's role in developing key mobile communication standards and technologies. The summary focuses on Nokia's innovations and industry leadership during the early development of the mobile phone industry.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
Mobile Interactive Group (MIG) is a UK-based leader in mobile commerce services. They have 160 employees across regional offices in the UK, US, Canada, Australia and South Africa. MIG offers full-service mobile solutions across design, development, advertising and strategy. Their presentation highlighted case studies of successful mobile websites and applications they developed for clients like Marks & Spencer, O2 and Rimmel. Consumer demand for mobile commerce is growing faster than many retailers' ability to meet it, representing an opportunity for MIG to help other companies develop their mobile strategies.
Mobile Interactive Group (MIG) is a UK-based leader in mobile commerce services. They have 160 employees across regional offices in the UK, US, Canada, Australia and South Africa. MIG offers full-service mobile solutions across design, development, advertising and strategy. Their proprietary technology covers the entire mobile value chain. Key services include mobile web/apps, CRM, payments, loyalty programs, and mobile marketing. MIG has helped large clients like O2, M&S and Rimmel implement successful mobile strategies.
This document provides an overview of the marketing strategies of Nokia and Samsung mobile companies. It discusses Nokia's history in mobile communications since the 1960s and their pioneering role in cellular technology growth in India. Nokia's strategies focused on innovative mobile phone technology, easy-to-use products, and operating across major Indian cities. Samsung is presented as the current leader in the smartphone market due to massive marketing spends and flagship products. The document aims to compare the strategies of both companies and understand their approaches to building brand equity and capturing market share.
This document summarizes a market study conducted on Nokia's customer relationship management (CRM) strategies in India. The study analyzed Nokia's CRM practices through a survey of 153 mobile customers. Key findings include:
1) Respondents felt that Nokia lacks in innovation but has strong brand recognition and excellent after-sales service.
2) Distribution and user-friendly interfaces were seen as strengths, but phones were viewed as overpriced.
3) The study makes recommendations to help Nokia sustain its leadership position in India, such as improving perception of innovation and making phones more affordable.
This document summarizes a market study conducted on Nokia's customer relationship management (CRM) strategies in India. The study analyzed Nokia's CRM practices through a survey of 153 mobile customers. Key findings include:
1) Respondents felt Nokia lacks in innovation but has strong brand recognition and excellent after-sales service.
2) Distribution and user-friendly interfaces were seen as strengths, but phones were viewed as overpriced.
3) The study makes recommendations to help Nokia sustain its leadership position in India, such as improving perception of innovation and making phones more affordable.
Nokia was once the dominant player in the mobile phone market but saw a decline as smartphones emerged. It failed to effectively manage the transition to the smartphone era. Nokia's change management approach did not fully follow the PROSCI model, lacking key elements like stakeholder engagement and reinforcing change. This contributed to Nokia being unable to transform quickly enough to compete against competitors like Samsung that adapted faster to new technologies and customer demands. Nokia's experience highlights the importance of a robust change management process for organizations undergoing major technological or market shifts.
1. Edotco Bangladesh is a telecommunications company that builds and maintains network towers throughout Bangladesh. It was established in 2013 and has expanded to over 8,200 towers by 2016.
2. Edotco uses both internal and external communication methods. For external communication, it uses its website to communicate with customers. For internal communication, it uses tools like an intranet system, emails, phone calls, and meetings to share information with employees.
3. Effective communication is important for Edotco's business success both internally to coordinate work and externally to provide services to customers.
Creativity And Innovation In The WorkplaceCandice Him
This document provides an overview of the history of the hotel and lodging sector. It begins by noting that the origins of the industry can be traced back to early biblical times, when facilities offered guests basic hospitality. While ancient hotels lacked modern amenities, they helped establish the industry. Early accommodations for travelers were basic, aiming to provide a safe place to rest between outposts. The development of inns and other establishments in stagecoach lines helped formalize the industry. Over time, hotels expanded amenities and became centers of community with restaurants and other services.
IMI Diploma in Digital Business BrochureJeremy Hayes
The document provides an overview of the IMI MSc/Diploma in Digital Business program. It discusses the context and rationale for the program which is to equip organizations and individuals with the skills to succeed in an increasingly digital world. The program covers key themes like the social and collaborative web, digital product development and commercialization, digital sales and customer experience management. It aims to allow participants to assess digital business opportunities, develop initiatives, and extract insights from tools like business intelligence and social listening. The testimonials provided indicate the program helps professionals apply learnings to drive digital transformation and innovation in their organizations.
Poke'n Call is a social networking platform that integrates telephony, contact center, and communication tools. It allows users to communicate simply through features like integrated PSTN telephony, voicemail, conference calls, and traveler phone numbers. The platform emerges as an alternative to provide agile and direct contact between businesses, customers, and individuals. Poke'n Call was created by Offsite Solutions, with experience in telephony development, and BeApp, with experience in mobile and social applications. The goal is to develop the Poke'n Call platform locally in Latin America and expand to Europe and the US.
Nokia is facing significant financial losses and declining market share. To address this, Nokia plans to relook its mission and vision, consider new mobile trends, pay attention to competitors, and implement strategies like developing low-cost smartphones, changing to a new OS, pursuing an NFC strategy, and further developing Meego. Nokia aims to regain its top position in the mobile market with 34% market share by 2014 and 40% by 2015.
The document discusses Nokia's failure to understand the future direction of mobile devices towards smartphones. Researchers at Nokia had presented a touchscreen smartphone prototype in 2004, but senior management rejected it, allowing other companies like Apple to become leaders in the smartphone market. Despite losing market share, Nokia tried to innovate by focusing on its telecommunications network infrastructure business, which generates most of its revenue. This strategy shift may allow Nokia to compete against other manufacturers and win by redefining its market orientation.
Business environment and analysis of nokiashaunakbajpai
This report contains detailed analysis of Nokia and environmental analysis.
Gives an overall understanding as to how to critically analyse environment.
This document provides an overview of Samsung's history and operations. It summarizes Samsung's origins in 1938 selling agricultural products in Korea. It expanded into other industries like electronics in the 1960s and became a global leader in electronics, particularly mobile phones and displays. The document outlines Samsung's vision, values of focusing on people, excellence and integrity. It provides financial highlights and a SWOT analysis of strengths in technology and weaknesses in design.
Account based marketing - targeting key accounts with 1-2-1 marketing programmesThe Marketing Practice
A one-page overview of various potential objectives and tactics for account based marketing. From intel gathering and awareness activity through to campaigning, sales engagement and advocacy.
Nokia was once the leading mobile phone brand but saw a decline due to failures to adapt to changing market demands and new technologies. The document analyzes Nokia's decline from 2007-2013 through three stages: being number one, decreasing, and being acquired by Microsoft. Key reasons for Nokia's decline included managers not understanding the market, deviations from business strategy like relying on the Symbian operating system, and lack of collaboration. Recommendations include adopting new strategies and technologies to better meet consumer needs and anticipate failures like those that led to Nokia's loss of market share.
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
Similar to Strategic management-multiple-choice-questions SIDDANNA M BALAPGOL (20)
Sitting for long periods of time can negatively impact health. Research shows that each additional hour of TV watched per day correlates to an 11% higher risk of death. The document encourages reducing sitting time and becoming more active to improve well-being.
This short document promotes creating presentations using Haiku Deck, an online presentation tool. It encourages the reader to get started making their own Haiku Deck presentation and sharing it on SlideShare. In just one sentence, it pitches the idea of using Haiku Deck to easily create engaging presentations.
This document summarizes the Birla Sun Life Insurance Vision LifeIncome Plan. It is a traditional participating whole life insurance plan that offers a guaranteed annual income of 5% of the sum assured plus bonuses every year after the premium paying term. It also provides comprehensive life insurance cover until age 100. The plan allows for premium payments to be made annually, semi-annually, quarterly or monthly and premium amounts are based on the chosen sum assured between Rs. 200,000 to Rs. 800,000+. The plan provides annual survival benefits, maturity benefits at age 100, and death benefits to beneficiaries.
Surveyquestionnaireformatforproject SIDDANNA M BALAPGOLSiddanna Balapgol
The document is a questionnaire for a marketing research project on [RESPECTIVE NAME]. It collects demographic and financial information such as education level, residence details, vehicle and bank account ownership, employment, income, insurance policies, and health history. The respondent is asked to provide confidential answers to questions in order to analyze marketing strategies.
This document appears to be a student project report comparing the performance of Alliance Insurance Company to its competitors in India. It includes an introduction covering the history and development of the general insurance industry in India. It then provides profiles of Alliance Insurance Company and its products. The remainder of the report outlines the objectives, scope, methodology and findings of the comparative performance analysis conducted between Alliance and other insurance companies.
This chapter discusses strategic planning, marketing strategies, and marketing plans. It explains that strategic planning involves establishing an organizational mission, goals, and strategies. Marketing strategies are developed for target markets and involve selecting a marketing mix. A marketing plan is a written document that specifies marketing activities and how the organization will implement and control its marketing efforts. The chapter also covers topics such as SWOT analysis, developing objectives and strategies, and approaches to marketing implementation.
The document discusses the post-purchase behavior of consumers. It describes how after making a purchase, consumers may experience cognitive dissonance or doubts about their purchase decision. They will then seek information to reinforce their decision. The document also notes that marketers should monitor post-purchase satisfaction and behavior to understand usage patterns and feedback. Dissatisfied consumers are more likely to engage in negative word-of-mouth advertising compared to satisfied consumers.
This document discusses post-purchase consumer behavior and managing expectations. It describes post-purchase dissonance that consumers may experience after a difficult purchase decision. It also discusses factors that affect post-purchase dissonance and how consumers can reduce dissonance. The document then covers how consumer expectations, a product's performance, and satisfaction are related. It provides approaches for effectively handling customer complaints to improve the customer experience. Finally, it discusses methods for measuring brand loyalty, including using the proportion of purchases that go to a particular brand over time.
Optimizationtechniquesinpharmaceuticalprocessing SIDDANNA M BALAPGOLSiddanna Balapgol
This document discusses various optimization techniques used in pharmaceutical formulation and processing. It begins by defining optimization and describing how it is applied in pharmaceutical development. There are two main types of optimization problems: unconstrained and constrained. Classical optimization methods use calculus to find the maximum and minimum of functions with one or more variables. Applied methods discussed include evolutionary operations, the simplex method, Lagrangian optimization, and search methods. Examples are provided to illustrate how these techniques are used to optimize formulation variables and product responses.
Optimizationinpharmaceuticsprocessing SIDDANNA M BALAPGOLSiddanna Balapgol
Optimization techniques are used to improve pharmaceutical formulations and processing methods. The goal is to make the formulation or process as effective as possible given existing constraints. Modern optimization uses systematic experimental design (DoE) to understand the effects of multiple variables and their interactions on a response. Key aspects of optimization include identifying independent variables that can be modified, dependent response variables to measure effects, and using statistical techniques like factorial designs to efficiently gather information on variable effects and optimize the system. Optimization aims to find the best settings for variables to achieve a desired response.
Microencapsulation is a process of coating solid or liquid active ingredients within inert polymeric materials to form microparticles or microcapsules between 3-800μm in diameter. There are various techniques for microencapsulation including air suspension, coacervation, spray drying, solvent evaporation, and polymerization. Microencapsulation can be used to increase bioavailability, alter drug release profiles, improve patient compliance, produce targeted drug delivery, and mask unpleasant tastes. Evaluation of the microcapsules involves determining yield percentage, particle size analysis, encapsulation efficiency, drug content, and drug release studies.
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- It has emerged as one of India's leading life insurers, with over 1.5 million policies and a network of over 1000 agents across 100 cities.
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This document is a market research and customer satisfaction report on Kotak Mahindra Life Insurance Company Ltd. It discusses the insurance industry in India, providing background on the history and reforms that led to the privatization of the industry. It then profiles 11 major private life insurance companies that have entered the market since reforms began in 2000, including competitors of Kotak Mahindra Life Insurance. The report appears to be analyzing Kotak Mahindra's performance and customer satisfaction in the Gurgaon region through primary research methods like surveys.
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This document summarizes a study on the relative importance of employees versus company brands on the customer experience. The study analyzed data from an insurance company, including customer satisfaction surveys, employee engagement surveys, and agent performance metrics.
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The document summarizes the Commonwealth Games scam that occurred in India in 2010. It provides details on the amounts spent on infrastructure for the games, including stadiums and facilities, which were significantly inflated from original estimates. The main accused in the scam was Suresh Kalmadi, the chairman of the organizing committee, who was accused of awarding contracts to Swiss firms and enriching himself. An investigation found massive overspending and irregularities across projects for the games.
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2. Strategic Management
Prepared by: CHUOP Theot Therith 1
PART A: MULTIPLE CHOICE QUESTIONS
CHAPTER ONE
The Nature of Strategic Management
1. Which of these is not a reason why some firms do no strategic planning?
a. Laziness
b. Competitive leadership
c. Honest difference of opinion
d. Poor reward structures
2 .Developing a vision and mission, identifying an organization's external opportunities and
threats, and determining internal strengths and weaknesses are all __________ activities.
a. strategy-formulation
b. strategy-implementation
c. long-range planning
d. short-range planning
3 . The means by which long-term objectives will be achieved are
a. mission statements
b. strategies.
c. vision statements.
d. long-term goals.
CHAPTER TWO
Business Mission
4. The _________ answers the question "What do we want to become?" whereas
_________answers the question "What is our business?"
a. vision statement; mission statement
b. short-term objectives; long-term objectives
c. objectives; strategies
d. mission; vision
5. What is the recommended length of an effective mission statement?
a. One page
b. Less than 200 words
c. One sentence of 10 to 20 words.
d. There is no recommendation. It can be as long as the management wants.
CHAPTER THREE
External Assessment
6. __________ represents the average score in both EFE and CPM.
a. 2.0
b. 3.0
c. 2.5
d. 4.0
7. All of these, except__________, are part of Porter's competitive forces in industry
analysis.
3. Strategic Management
Prepared by: CHUOP Theot Therith 2
a. potential entry of new competitors
b. bargaining power of suppliers
c. development of substitute products
d. bargaining power of union
8. __________ is based on the assumption that the future will be just like the past. [Hint]
a. Delphi forecasts
b. Econometric models
c. Linear regression
d. Scenario forecasts
CHAPTER FOUR
Internal Assessment
9. Shorthand words use to capture a vision or to reinforce old or new values in a firm's
culture are called
a. Metaphors
b. Sagas
c. Rituals
d. Symbols
10. In an IFE Matrix, the weight range is from __________ and the ratings range from
_________.
a. to 1.0; 1.0 to 4.0
b. to 1.0; 0.0 to 4.0
c. to 3.0; 1.0 to 2.0
d. to 4.0; 0.0 to 1.0
11. An effective information system collects, codes, stores, synthesizes, and _________
information in such a manner that it answers important operating and strategic questions.
a. Prints
b. Distributes
c. Presents
d. Filters
CHAPTER FIVE
Strategies in Action
12. __________ is adding new, unrelated products or services for present customers.
a. Concentric diversification
b. Horizontal diversification
c. Conglomerate diversification
d. Product development
13. Two reasons for mergers and acquisitions are
a. to increase managerial staff and to minimize economies of scale.
b. to reduce tax obligations and increase managerial staff.
c. to create seasonal trends in sales and to make better use of a new sales force.
d. to provide improved capacity utilization and to gain new technology.
14. Which strategy would be effective when the new products have a counter cyclical sales
pattern compared to an organization's present products?
4. Strategic Management
Prepared by: CHUOP Theot Therith 3
a. Forward integration
b. Retrenchment
c. Horizontal diversification
d. Market penetration
CHAPTER SIX
Strategy Analysis & Choice
15. A coordinate of _________ in the SPACE Matrix is a defensive profile.
a.+1, +1
b.-4, -2
c.+5, -1
d.-2, +3
16. The first option that should be considered for firms in Quadrant II of the Grand Strategy
Matrix is the __________ strategy.
a. integration
b. intensive
c. defensive
d. diversification
17. The pie slices within the circles of a _________ reveal the percent of corporate profits
contributed by each division.
a.QSPM
b.BCG Matrix
c.SPACE Matrix
d.Grand Strategy Matrix
CHAPTER SEVEN
Implementing Strategies: Management Issues
18. All of the following are stated advantages of a divisional structure except
a. it allows local control of local situations.
b. it leads to a competitive climate within a firm.
c. accountability is clear.
d. it promotes specialization of labor.
19. The average employee performance bonus is __________ percent of pay for individual
performance, _________ percent of pay for group productivity, and __________ percent of
pay for company-wide profitability.
a. 10.5; 5.5; 2.8
b. 6.8; 5.5; 6.4
c. 10.8; 8.5; 12.4
d. 15.4; 12.4; 10.4
20. __________ approach involves delivering parts and materials as needed rather than
being stockpiled
a. JIT
b. MBO
c. PERT
d. CAD-CAM
5. Strategic Management
Prepared by: CHUOP Theot Therith 4
PART B: ESSAY
Discussion on the applied concepts
in Strategic Management of Nokia Company
I. REVIEW OF NOKIA COMPANY
I.1 GENERATION OF NOKIA
From roots in paper, rubber, and cables, in just over 100 years Nokia becomes a
powerful industrial conglomerate.
The first Nokia century began with Fredrik Idestam's paper mill on the banks of the
Nokianvirta river. Between 1865 and 1967, the company would become a major industrial
force; but it took a merger with a cable company and a rubber firm to set the new Nokia
Corporation on the path to electronics.
The newly formed Nokia Corporation was ideally positioned for a pioneering role in the
early evolution of mobile communications. As European telecommunications markets were
deregulated and mobile networks became global, Nokia led the way with some iconic
products.
As mobile phone use booms, Nokia makes the sector its core business. By the turn of
the century, the company is the world leader. In 1992, Nokia decided to focus on its
telecommunications business. This was probably the most important strategic decision in its
history.
As adoption of the GSM standard grew, new CEO Jorma Ollila put Nokia at the head of
the mobile telephone industry’s global boom – and made it the world leader before the end of
the decade.
Nokia sells its billionth mobile phone as the third generation of mobile technology
emerges. Nokia’s story continues with 3G, mobile multiplayer gaming, multimedia devices
and a look to the future.
I.2. ORGANIZATIONAL STRUCTURE OF NOKIA
Nokia’s organizational structure is designed to position them for a world where the
mobile device, the Internet and the computer are fusing together.
6. Strategic Management
Prepared by: CHUOP Theot Therith 5
Mobile Solutions is responsible for developing and managing our portfolio of
smartphones and mobile computers. The team is also busy developing a world-class suite of
internet services under the Ovi brand, with a strong focus on maps and navigation, music,
messaging and media.
Mobile Phones is responsible for developing and managing our portfolio of affordable
mobile phones, as well as a range of services that people can access with them.
Markets manage our supply chains, sales channels, brand and marketing activities, and
is responsible for delivering our mobile solutions and mobile phones to the market.
Nokia Siemens Networks, jointly owned by Nokia and Siemens, provides wireless and
fixed network infrastructure, communications and networks service platforms, as well as
professional services to operators and service providers.
NAVTEQ is a leading provider of comprehensive digital map data and related location-
based content and services for automotive navigation systems, mobile navigation devices,
Internet-based mapping applications, and government and business solutions.
II. DISCUSSION ON THE APPLIED CONCEPTS
IN STRATEGIC MANAGEMENT OF NOKIA
The concept of strategic management is refers to (1) Strategy Formulation, (2) Strategy
Implementation and (3) Strategy Evaluation.
The limitation of discussion now is discussed only on strategic formulation: Nokia’s
vision of the future, mission, goals, and strategies.
II.1. VISION OF NOKIA
The Nokia’s vision statement is connecting people to what matters empowers them to
make the most of every moment. Nokia will therefore empower everyone to share and make
the most of their life by offering irresistible personal experiences. Nokia want to become the
leading provider of mobile solutions.
The full power of being connected: By 2015, all people will experience the full power of
being connected everywhere anytime.
7. Strategic Management
Prepared by: CHUOP Theot Therith 6
Enable people to be wherever they want, whenever they want: Highly personalized and
contextually relevant solutions become passports that take us wherever we want or need to be,
whenever we want or need to be there.
Life becomes more flexible and spontaneous: Freed from the physical constraints of
time and place, our lives become vastly more experiential, flexible and spontaneous.
Innovating, creating and sharing: Innovating, creating and sharing are social activities
where everyone plays. Co-creation is limited only by the willingness to participate.
Technology becomes invisible: Technology becomes invisible, technical literacy
becomes irrelevant, and intuition takes over.
Nokia never miss an opportunity to get the most out of life: Nokia never miss an
opportunity to get the most out of life thanks to ubiquitous connectivity and combinations of
mobile devices and services that learn and anticipate our personal wants and needs. Like
personal assistants sensing where we are, they point and lead us to what’s available and
relevant.
II.2. MISSION OF NOKIA
Nokia’s mission of connecting people is more than just an advertising buzz phrase. It
describes what we do. It says what benefits we bring to our operator and enterprise customers,
to consumers and to society. It says who we are and what we represent. It is our compass; we
use it to drive our business forward and to deliver value to our customers.
As people have different priorities, Nokia offers a wide range of opportunities and the
flexibility to make sure that they are accessible. The recognition of achievement through a
mix of individual, team and company-wide incentives is one aspect. However, equally
important is the support given to personnel in finding a balance between work and free time,
as well as the creation of opportunities for personal and professional growth.
Ultimately, the most important thing in the workplace is that people can feel motivated,
valued and comfortable. Through the Nokia Values: customer satisfaction, achievement,
respect and renewal, we aim to create such an atmosphere, where people can be themselves
and excel at what they do. Our values also help us establish a firm base from which we can
research, create and deliver the quality products and services our customers want, while
building a corporate image, with which our stakeholders are proud to be connected.
Today, Nokia is a world leader in mobile communications, contributing to the growth
and sustainability of the broader mobility industry. Nokia is dedicated to enhancing people’s
lives and productivity by providing easy-to-use products like mobile phones and solutions for
8. Strategic Management
Prepared by: CHUOP Theot Therith 7
imaging, games, media, mobile network operators and businesses. Today, Nokia comprises
four business groups: Mobile Phones, Multimedia, Enterprise Solutions, and Networks.
With approximately one in every third mobile phone in use made by Nokia, our
operations influence the lives of hundreds of millions of people; as customers, employees,
business partners and investors. As market leader with global operations, Nokia takes its
responsibility seriously and has many established practices and programs to help make sure
our overall impact is positive.
Mobile communications is already an established force for positive change, driving
economic development and improving social wellbeing. It gives people a voice, helps them
build personal and professional networks, and provides a base for more widespread
information sharing. We aim to increase the penetration of mobile phones in countries where
basic communications infrastructure is sparse or non-existent. Nokia is working closely with
operator customers and governments to offer affordable mobile entry products and solutions
to a broader cross-section of society, in a way that is financially viable.
Discussion on Nokia’s missions: Looking to the missions above, it indicates that Nokia
Company has applied the right concept in strategic management to develop its mission
statement corresponding to the nine components.
1. Customers: Nokia’s customers are people around the world, “…Nokia offers a wide
range of opportunities and the flexibility to make sure that they are accessible…”
2. Product and Services: “…Nokia comprises four business groups: Mobile Phones,
Multimedia, Enterprise Solutions, and Networks…”
3. Markets: “…is a global operation market…”
4. Technology: Nokia applies with high mobile and communication technology.
5. Concern for survival, growth, and profitability: “…contributing to the growth and
sustainability of the broader mobility industry…”
6. Philosophy: Nokia beliefs, “…Connecting people to what matters empowers them to
make the most of every moment…”
7. Self-concept: the major competitive advantage is, “…Seamless, delightful and
effortless user experiences. Vibrant partner ecosystem, People and places enriched
solutions, Direct and continuous consumer relationships, and Regain market position
in all markets…”
8. Concern for public image: “…established force for positive change, driving
economic development and improving social wellbeing…”
9. Concern for employee: “…the most important thing in the workplace is that people
can feel motivated, valued and comfortable…”
9. Strategic Management
Prepared by: CHUOP Theot Therith 8
II.3. GOALS OF NOKIA
To become the leading provider of mobile solutions, because in the mobile converged
internet space consumers expect seamlessly integrated solutions.
To deliver these solutions requires continuous relationships with consumers and vibrant
ecosystem.
II.4. STRATEGIES OF NOKIA
Strategy1: Competitive environment is changing – traditional competitors making an
effort to increase their volume share in the low end. As the mobile telecom, Internet and PC
industries converge, the industry ecosystem is expanding, and new entrants like Apple, RIM
& Google are creating value with mobile solutions.
Strategy2: Consumer needs are changing – voice and design driven devices business
continues to be important and volume growth will resume. Innovative mobile solutions are
delivering significant new value for many consumers.
Strategy3: The nature of consumers’ relationships with companies is changing – from a
monologue to a conversation … into continuous relationship. From a unified to a segmented
… into a dynamic personalized offering together with their ecosystem.
Strategy4: Irresistible solutions & vibrant ecosystem – starting from a consumer need
or want, radically improve the user experience, co-creating value with developers, operators,
partners by building and open ecosystem.
Strategy5: Transforming into a solutions driven company optimizing user experience.
Strategy6: Laying the foundation for an inclusive and sustainable ecosystem – a
sustainable ecosystem where Nokia services will be only one part of the offering 99% comes
from others.
Strategy7: Direct and continuous consumer relationships – Nokia devices strive to
initiate all consumers to the rich world of services, consumer understanding to maximize
Nokia’s value to the consumer, privacy & trust (permission-based), 300M active users by end
2011.
Strategy8: Best devices – three device areas with different ways to create and capture
value (computers, smart phones, phones).
Strategy9: Smart services – focus on four interconnected services under the Ovi brand,
differentiation through context enriched services – people and places.