The Planning Of Strategic Re-organization

(To Drive Nokia Plc. into Market Leader in the Mobile Telecomm nication !nd "tr#$

%SS!&NM'NT ON

The Planning Of Strategic Re-organization
(To Drive Nokia Plc. into Market Leader in the Mobile Telecomm nication !nd "tr#$

S bmitted To (...................................$ S bmitted (# (...................................$ ('DSML ) Level-*$

%+,NO-L'D&'M'NT
The board of directors of “Nokia Plc” to be submitted this report, “The Planning of Strategic Re-organization to Dri e Nokia Plc! into "arket #eader in the "obile Telecommunication $ndustr%”! &t the same time, $ 'ould like to thanks the shareholders of Nokia Plc, for entrusting me the responsibilit% to prepare this plan for change and lead this organization to achie e the market leadership in the competiti e mobile communication industr%! (esides that, the moral support from the board of directors and co-operation from the functional departments and interacti e communication b% 'hole staff and other stakeholders throughout the planning process for strategic re-organization process gratefull% ackno'ledged!

'.'+/T!0' S/MM%R1
This report pro ides an anal%sis and e aluation of the present mobile telecommunication industr% and the position of Nokia Plc in the mobile telecommunication $ndustr% and the re)uirement of change in strateg%, besides that anal%zed the present strateg%, leadership st%les, marketing strateg%, and tactics! $n order to structure the ne' strateg%, the e*ternal en ironment, current business plan and its effecti eness, competiti eness, strategic options and resource implication also anal%zed! The method of anal%sis used b% secondar% data and the anal%sis sho's that Nokia Plc has to re-construct the strateg% to sustain and ac)uire the leadership in the telecommunication industr%! This report finds that Nokia Plc in its current market condition, it 'ill be sustain and in future the e*istence 'ill +eopardize due to the fast impro ements in industr%, ne' entrants, and enhancements in the industr% globall%! The crucial areas of 'eaknesses needed additional in estigation and the management of Nokia Plc should take the remedial action! The recommendations of ne' plan include the follo'ing, • Ne' corporate strateg% • -*ternal en ironment factors affecting marketing strateg% of Nokia Plc! • Strategic options for Nokia Plc • Stake holders role in resource implication • .actors that affect Nokia Plc/s strategic plan • Ne' ision and mission of Nokia Plc • Ne' corporate ob+ecti es • Schedule for implementing the ne' suitable strateg% • Ne' s%stem for e aluating and monitoring the implementation of the proposed strateg% This report too in estigates the fact that the anal%sis performed has also limitations due to the source of actual and accurate a ailabilit% of data and the results based on the past performance and obser ation!

%(STR%+T
The strategicall% managed inno ati e and creati e actions re)uired to succeed in the da% toda% changing technolog% in mobile telecommunication industr%, besides that the success depends in a great e*tent to implement the plan accuratel%! The research carried out to anal%ze the theoretical area of strateg% to understand the strategic management and leadership, strategic marketing management, tools to de elop strategic marketing strateg% and techni)ues to able to respond the changes in marketing en ironment, besides that re ie'ed the e*isting business plans and strategies of Nokia Plc for re-construct the strateg% and implementation of the strategic plan!

(%+,&RO/ND
The first decade of the 01st centur% 'itnessed re olutionar% stunning changes in mobile telecommunication industr%, such as increased subscriber rate, enhanced mobile market in 2hina, $ndia and 3!S!&! The increased mobile de ice shipments 'orld'ide and increased smart phone sales made ne' de elopments in operating s%stems and de elopments in tablet phones and increase in e-readers gi es a ne' glitter to the telecommunication industr%! "eantime the increase in mal'ares challenges the securit% of handsets! (esides that, the ne' entrants in net 'ork operators and ne' manufacturers of handsets pro ide ne' inno ations to this sector and forced to ne' in entions! The statistics of mobile broad brand subscriptions 'orld'ide, top mobile broad brand penetration countries, top countr% for mobile users, popular mobile bro'sers, internet read% mobile handsets, high speed mobile net 'orks, unlimited data plans and cost of data pro ides the importance to sur i al and challenges to become the top leader in the challenging future of mobile telecommunication industr%! The arious mobile marketing, ad ertising and messaging ser ices are re)uired user friendl% soft'are and the ser ices should be econom% as e)ual to local to globall%! The mobile de ice changing the 'orld to a global illage and the da% toda% life of a global illage citizen depends and controlled b% the mobile hand set de ice from grocer% purchase to global identit% booking! &ccording to the 'ebsite “"obithinking” citation, 4&lmanac, 05106, the arious statistical rele ant data discloses the mobile telecommunication industries progress globall% as follo's!

FIG.1

The data sho's a decrease in Nokia/s market share due to the ne' changes in the telecommunication industr%! The e*isting competitors and ne' entrants shared the gro'ing and e*isting market share!4.ig!16! The .ig!0 and .ig!7 sho's that Nokia has to ac)uire more market share from the e*isting market share from competitors and prepared to ac)uire the future e*paning portion of the market share! $norder to be a market leader in mobile telecommunication industr%, Nokia has to re-construct the strateg% and manage and lead the change to become the market leader of telecommunication industr%!

FIG.2

The mobile manufacturers by market penetration as explained in Fig.3 FIG.3

INTRODUCTION
&ccording to 8ohnson and Scholes 4e*plain corporate strateg%6 cited b% 48im Rile%, 05106, o erall strateg% defines as, “9Strateg% is the direction and scope of an organization o er the long-term, 'hich achie es ad antage for the organization through its configuration of resources 'ithin a challenging en ironment, to meet the needs of markets and to fulfil stakeholder e*pectations9”! Refers to the definition of strateg% it re eals that the business is tr%ing to get its longterm direction! $t finds the market to compete 'ith the ariet% of acti ities concerned in those markets, (esides that seeking the ad antages to perform in those market more better than the other competitors in those markets and assessing the resources such as , skills, assets, finance, relationships, technical competence and infrastructure to compete! .urther it e*amines the e*ternal en ironmental factors in ol e the organizational capabilities, besides that the ethics and capabilities of stake holders those 'ho ha e supremac% in the organization! The strateg% e*ists in different le els in an organization and it consists of o erall group of business all the 'a% through to the indi idual 'orking in an organization! 3N$T-1

2. 2.The relation"hi3 bet4een "trategic Management and Leader"hi3
The Strategic "anagement consists of the complete strategic decision making process of the organization! &ccording to :arrr%, D, cited b%, ( arnat! 1""#$,”” Strategic management is the process of examining both present and future environments, formulating the organization's objectives, and making, implementing, and controlling decisions focused on achieving these objectives in the present and future environments (Garry ! Smith, anny "! #rnold, $obby G! $izzell%””!

The strategic management and strategic planning helps organizations perform better! The strateg% formulation and implementation leads to profitabilit%! The strategic management definition re eals that, it helps organizations to manage future problems and opportunities as 'ell as it gi es emplo%ees a clear direction and it result in not onl% d%namic performance of emplo%ees but also satisfaction and moti ation! $n addition, it helps for fast decision makes and cost saving!
According to Business dictionary leadership is”” leadership in an organizational role involves (1) establishing a clear vision, (2) sharing that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that vision, and (4) coordinating and balancing the conflicting interests of all members or stakeholders ! leader comes to the forefront in case of crisis, and is able to think and act in creative ways in diffic"lt sit"ations #nlike management, leadership flows from the core of a personality and cannot be ta"ght, altho"gh it may be learned and may be enhanced thro"gh coaching or mentoring””

&ccording to (usiness dictionar%, the strateg% and tactics definition are ;

$trategy
“”The art and science of planning and marshalling resources for their most efficient and effecti e use!””!

%actics
““"eans b% 'hich a strateg% is carried out< planned and ad hoc acti ities meant to deal 'ith the demands of the moment, and to mo e from one milestone to other in pursuit of the o erall goal4s6! $n an organization, strateg% is decided b% the board of directors, and tactics b% the department heads for implementation b% the +unior officers and emplo%ees””!

The strateg% isualizes the long-term goals of the organization b% the most influential stakeholders of the organization, besides that, based on strategic anal%sis and strategic selection, the strategic choice implemented b% the emplo%ees according to the department heads tactics!

+or3orate Strateg#
2orporate strateg% refers to the o erall intention and scale of the organization to meet up the stakeholder prospects! This is an important le el of strateg% influence a great e*tent b% the in estors of the business and guide through the corporate strateg% planning process! The corporate strateg% is certainl% point out clearl% in mission statement!

( "ine"" /nit Strateg#
(usiness unit strateg% alarmed 'ith ho' a business compete profitabl% in an e*act market concerned 'ith the strategic decisions of choice of products, meeting the 'ants and needs of customers, attain ad antages o er the competitors, e*ploiting the present market or create ne' opportunities!

O3erational Strateg#
=perational strateg% refers to ho' the each part of the business organized to contribute the distribution of both corporate and business unit strategic directions! Therefore, operational

strateg% focused the area of the strategicall% distribution of resources, processes and people! 48im Rile%, 05106

2.2.2. Strategic management and leader"hi3 in Nokia Plc.
Since 1>?@, after establishment of Nokia in .inland, the compan% progressed not onl% financiall% but also introduced first :S" "odel in 1AA0 and contributed both telephone manufacturing industr% and also contributions in and focus to telecommunication in 1AAB! The assessment of Nokia Strateg% re eals that, the trade le el strateg% of cost leadership, Nokia has global net'ork strategic supplies! Nokia shares market in -urope and more than half of sales from the -urope market! (esides that in touch screen mobile phones Nokia introduced "odel No! @>55 touch screen and increased sales of 7C in 055A! The corporate le el strateg% of Nokia has a gro'th strateg%, moreo er Nokia focused on Research and de elopment and collaborating 'ith other companies for ne' technologies!

2.2.5. %n %nal#"i" of im3act" of management on leader"hi3 "t#le" and "trategic deci"ion"
The top le el polic% makers of the organization ha e a leading role in strategic decision making process! &ccording to4#isa "agloff, 05106,““"anagement leadership is about finding 'a%s to meet the needs of %our emplo%ees and of %our organization! There is no single correct management leadership st%le -- the best leadership st%le is the one that meets the challenges %ou are facing and the needs of the people %ou are leading! -ffecti e leaders are often fle*ible and are able to change their st%le of leadership to suit changing circumstances””! The classical st%le of leadership management and e*plain the limits of emplo%ee in ol ement in decision making or problem sol ing process! $n classical approach, the manager gi es little attention or direction to the subordinates and let them to in ol e the rest of process and it is d%namic in highl% trained and moti ated staff! $n autocratic st%le , the leader or manager get in ol ed in all aspects of the decision making or problem sol ing process, therefore the emplo%ees get little scope, but in participati e leadership, the leader or manager in ites emplo%ees together as a group and allo' them to sol e the problems in together and it helps to increase performance of the emplo%ees problem sol ing kills and in ol ement in the process! The transformation st%le of leadership describes ho' the leader can make not onl% change the organisation but also emplo%ees! The transformation leaders ha e a ision and possess a charisma to implement the change! The transformational st%le of leadership more effecti e in entrepreneurial t%pe of business, besides that there the leader can inspire the emplo%ees in a large e*tent!

The participati e or democratic st%le of leadership st%le, the%Dre the leaders use the indi idual emplo%ee skills and kno'ledge to reach the goals! The afflicti e st%le of leadership gi es importance to team'ork and the leader enhance the team 'ork and impro e the communication and morale of the emplo%ees! The strong leadership st%le relies on the personalit% of the leader and there the rule of order and obe% manner follo's! (%isa &agloff! 2'12$

2.2.6 %do3tion of leader"hi3 "t#le" in different f t re "it ation"
There are pros and cons for e er% st%le of leadership, such as transactional leadership, autocratic leadership, bureaucratic leadership, charismatic leadership, democratic or participati e leadership, laissez-faire leadership, task-oriented leadership, people relations oriented leadership, ser ant leadership and transformational leadership!

The frame'orks to choose the right leadership st%le b% herself- (lanchard in situational leadership theor%, si* emotional leadership st%les and .iedler/s 2ontingenc% "odel pro ides information to use the st%le in different situations! There is no st%le of leadership fit in all situations, so to anal%sis of the leadership st%les gi es a clear picture about the suitabilit% to use in different situations! The fundamental negati es and positi es of a leadership st%le compared 'ith the situation and the suitable one can choose the right one! The transformational st%le is the most suitable leadership st%le to use in business!

2.5. %33lication of management and leader"hi3 theor# to "et the direction
To prepare the emplo%ees to accept the change is an important factor in an organizations ongoing change! The leaders are polic% makers of the organization and responsible for to lead the changes! There are different st%les of management and leadership st%les! &ll the st%les are not suitable for all the situations! So it is important that, a leader must a'are of management and leadership st%les to set the direction of the organization successfull%! The anal%sis of management and leadership st%les 'ith arious tools pro ide a solution to choose the right st%le! The strateg% formulation is a time consuming process and the emplo%ees and stake holders ha e a ma+or role in strateg% formulation and rest of the implementation and e aluation! The strateg% e*ecution process is ital and also to set the direction, the leaders must anal%se the st%les of management and leadership to recognize 'hich st%le is suitable to the situation! (esides that the anal%sis and selection of st%le depends the emplo%ees of the organization! $f the emplo%ees are more skill full and trained, the leader can adopt participati e or democratic st%le!

2.5.2. Revie4 on im3act of "elected theorie" of management and leader"hi3 on Nokia Plc7" marketing "trateg#

The management and leadership theories influence the strategic management and the strategic management concerned 'ith strategic process and it generate desired results to organizations changing en ironment! The managing change consists of corporate alues and culture! "oreo er the managerial process of change and it includes the leadership, planning, control and human resource management! &'e are increasing our focus on the products and services that our consumers value most (hile continuing to invest in the innovation that has al(ays defined )okia,& said Stephen *lop, )okia president and +*,! &'e intend to pursue an even more focused effort on -umia, continued innovation around our feature phones, (hile placing increased emphasis on our location.based services! /o(ever, (e must re.shape our operating model and ensure that (e create a structure that can support our competitive ambitions!& (Nokia Corporation Press Release) The marketing strateg% of Nokia focused on the global market especiall% in -urope and enhancing to &sian markets, positioning the competiti e products, targeting to %oungsters, and offering a competiti e price strateg%! The distribution channels, sales strateg%, ser ice strateg%, promotion strateg% help Nokia to remain a market leader in -urope! The capabilities of the business strateg% of Nokia allo' competing 'ith the competitors! The designing and manufacturing of mobile handsets 'ith rele ant technological enhancements allo's Nokia to displa% industr%-leading products to displa%! Nokia committed to pro ide best alue to customers! The inno ation and customer ser ice is reflected in the progress of Nokia, moreo er the ariet% of products and ser ices such as E2D"&, 7:PP for 7:, :S", $SS, E&P, TD"&, 2D"& allo's Nokia to share the market 'ith a 'ide! The high economic scope and technolog% as 'ell as brand a'areness and RFD allo' Nokia to share the market gro'th and opportunities!

2.5.5. S gge"ted leader"hi3 theor# for Nokia Plc for f t re direction
The recent de elopments in "obile 2ommunication $ndustr% and ne' entrants and introduction of more hand% mobile sets 'ith enhanced facilities created competitor threats to Nokia! Therefore, it is important to change the strateg% and leadership st%les! $t is better to follo' the transformational st%le of leadership, because the mobile industr% re)uired unpredictable inno ations to sustain in the industr%, due to that the inno ati e and creati e possibilities of the emplo%ees should be considered and utilize!

2.5.6 %""e""ment of leader"hi3 re8 irement" of an organization
The ideal leadership not onl% leads the organization to the attainment of goals but also it build the organization health%, a learning organization and gro'ing organization! $t is ital to assess the leadership in an organization for not onl% remedial steps but also build the indi idual and group capacit% and skills and potential!

The health% organizations pro ide indi iduals to sho' authenticit%, alues people, builds communit%, pro ides leadership and shares leadership, besides that a learning organization can de elop people, personal and professional de elopment, inno ate and displa% acti it%, participation in the decision making process and can deal efficientl% 'ith conflicts! The gro'ing organization pro ides opportunit% for indi idual emplo%ees to plan and implement 'ork, utilize their technical competencies, achie e meaningful results and meet customer e*pectations! The follo'ing core competencies are essential for global leaders! 1! Demonstrating integrit% 0! -ncouraging constructi e dialogue 7! 2reating a shared ision B! De eloping people @! (uilding partnership ?! Sharing leadership G! -mpo'ering people >! Thinking globall% A! &ppreciating di ersit% 15! De eloping technological kno'-ho' 11! -nsuring customer satisfaction 10! "aintaining competiti e ad antage 17! &chie ing personal master% 1B! &nticipating opportunities 1@! #eading change ( 8acobson 2onsulting)

2.6.2. Revie4 on Nokia Plc7" c rrent leader"hi3 re8 irement" b# vario " methods!
&ccording to 4Da id & Ehetten ) reference b% ( 3zzi ) ,has de eloped the methods used to assess the leadership skills are as follo's! 1! The cogniti e st%le instrument 0! :aining po'er and influence 7! 3sing influence strategies B! Diagnosing poor performance and enhancing moti ation @! -ffecti e empo'erment and delegation ?! Team de elopment beha iours G! Diagnosing the need for the team building >! Ho' creati e the leader

2.6.5. 'val ation on ho4 to "e the leader"hi3 "t#le" in f t re "it ation"
The ideal leadership )ualities are re)uired to de elop the organization and achie e the organizational goals! The ideal leadership skills should be use to de elop Nokia as a global leader in telecommunication $ndustr% b% gathering and e aluating the global telecommunication $ndustr% information and respond 'ith the problems b% constructi e dialogues and use the creati e and inno ati e thinking of the emplo%ees and leaders! #et the leaders to share ision 'ith subordinates and de elop the people b%

personal and professional skills! (esides that let leader to share leadership 'ith people to build partnership and empo'er the people! The leaders to let people think globall% and act locall%, in addition allo' di ersit% and encourage technological enhancement and let emplo%ees think and act for no el ideas! #et them anticipate opportunities and ensure customer satisfaction and let them achie e personal master% and empo'er them to lead changes!

1!B Plan for de elopment of leadership skills
To sustain in the fast mo ing telecommunication $ndustr%, it is necessar% to build leaders 'ith ideal leadership )ualities and it is essential that, due to the e er e*isting technological changes in the telecommunication industr% competition forced the organizations to build ne' leaders to compete 'ith the challenges! So 'hat it is essential to anticipate the re)uirement of ne' leaders for leading the changes! -n ision the leadership team $t is essential to decide the number of leaders re)uired in the team and 'hat kind of skills re)uired and 'ill the% reflects in the communit% of the organization ser es and ho' the% 'ill support each other and their commitment in the organizational goal! So it re)uires leaders in Nokia in the follo'ing areas to participate in management of strateg% and implementation! 1! To formulate ne' strategies 0! To e aluate the e*ternal en ironmental factors affecting the marketing strateg% and de elop a ne' marketing strateg% 7! To implement the strateg% B! To e aluate and monitor the implementation of the strateg% @! To anal%se the present products and de elop ne' products ?! To anal%se the mobile telecommunication industr% G! To forecast the market and market changes >! To e*pand the products and design and inno ation in RFD A! To e*pand market in &sia 15! To research the market and impro e the market! Set leadership de elopment goals for the group - aluate the present group and compare it 'ith the en ision and make an anal%sis and find their strengths and ho' the% are fit for the ision! The thorough stud% of the group pro ides a clear idea about the present group and can decide the enhancement of training and de elopment! "ethods of de eloping leaders There are different methods to de elop the group to ideal leaders such as ; 1! "odelling ideal leadership 0! Teaching 'hen leading 7! "entoring B! -*change programs @! =rientations ?! Eorkshops and training sessions G! Retreats

>! #eadership groups Set leadership goals for the indi iduals $t is not onl% essential to de elop people as a 'hole but also indi idual de elopment plan also re)uired, for instance1! #et people act like leaders 0! Decide 'hat indi idual skills needed in the group 7! $n est in each indi idual B! Prepare the indi idual leadership plan

Recruitment
The recruitment process is the ke% element of the leadership de elopment plan, because the ne'comers are the ne*t generation leaders! Ne' people mean ne' ideas coming to the organization and it is the foundation of building communit%! So gi e a chance to them to come to the centre of the business!
:oal Personal De elopment 4&ll teams6 $ndi idual 4Strateg% formulation to $mplementation6 &ction &n outside agenc% &n outside agenc% Timeline This month Ne*t month on'ards

2.9.2. +omment on 3ro3o"ed 3lan of develo3ment of leader"hi3 "kill" for Nokia 3lc7" f t re gro4th
The de elopment plan 'ill e*ecute b% the outside agenc% at schedule time! The personal and professional de elopment training pro ided to all the middle to upper le el management team to refresh the team members and boost them to accept and lead the changes! The strateg% $mplementation and formulation group should select from the internal sources and after the personal and professional de elopment training, besides that, the re)uired other members should be recruited from outside!

2.9.5. The "ignificance of the method" "ed to 3lan the develo3ment of leader"hi3 "kill"
The planning methods should focus to meet the future leadership re)uirements of the organization! The future leader/s de elopment plan should be de eloped to mould leaders to deli er the functional duties in a desired and ideal manner! Therefore, it is ital to use the methodologies used to de elop the leader 'ith different skills and )ualities! &ccording ( &dair) , the generic functions of an ideal strategic manager are• Pro ide direction to the organization as a 'hole • Strategic thinking and planning as 'ell as make it happen • $nteract the parts and the 'hole and build partnership and social relations • Discharge d%namic corporate spirit as 'ell as choose and de elop leaders for ne' and in the future

The leader should be 'ith )ualities for successful in leadership gro'th and should e*hibit the )ualities to'ards leadership such as, enthusiasm, integrit%, stiffness to reach goals, fairness, 'armth, meekness and confidence!

/N!T-* *.2. The 3rinci3le" of "trategic marketing management
!ccording to (Sekerin, 2003), &&$trategic marketing deals with the 'big pict"re' marketing planning (t analyses how a company can best satisfy its c"stomers and makes a profit at it $trategic marketing planning directed from the top of the company and is e)tremely important in any for*profit organization several key principles govern strategic marketing””

Refers to

4(usiness Dictionar%, 05106““$dentification of one or more sustainable

competitive advantages a firm has in the markets it serves 4or intends to ser e6, and allocation of resources to e*ploit them””

The principles of "arketing "anagement 2onsists of &nal%sing the market and market planning in order to implement the marketing plan and control the plane! The aim of this process is to conduct trade 'ith customers, react 'ith the marketing en ironments, generate results, and e aluate the effect of the process!

7.1.1. The role of strategic marketing
The strategic marketing planning process de elops a strategic fit to the organization/s goals and capabilities and it changes the opportunities in the market! This process e*ecuted 'ith addressing the changes of en ironment and consumers, attention to competiti e threats, predicting the future of the organization and deciding the action needed to achie e the goals!

7.1.2. The strategic marketing process in Nokia plc.
The marketing planning process consists of different areas such as, firstl% goal setting and it is related to mission and corporate ob+ecti es of the organization! Secondl%, it is anal%sing the current situation 'ith a marketing audit, SE=T &nal%sis and market

assumptions! Thirdl% creating the marketing strateg% such as marketing ob+ecti es and strategies 'ith prediction of e*pected results and creating alternati e plans! .inall% allocating the marketing resources and monitoring, such as marketing budget and detailed action plan!

7.1.3. Nokia Plc’s strategic marketing and corporate strategy for future growth. *.5. Tool" for develo3ing "trategic marketing "trateg#
The strateg% anal%sis refers the e*amination of the present situation of an organization and conse)uentl% de eloping a suitable business strateg%! The process of strategic anal%sis can do through b% arious tools of anal%sis! This tool helps to not onl% anal%se the strengths of business/ positions but also the e*ternal factors influence the business/ position! The strategic techni)ues generall% used for the strategic anal%sis are under ; SE=T &nal%sis! P-ST &nal%sis, Scenario Planning, .i e .orces &nal%sis, "arket Segmentation, Directional Polic% "atri*, 2ompetitor &nal%sis, 2ritical Success .actor &nal%sis

( owney! 2""7#

7.2.1. $e%positioning and models in strategic marketing planning
The strateg% gi es a long-term aim to the organization and the organization reflects its e*istence through emplo%ees! Eithout strateg%, the emplo%ees fill their time 'ith 'hat the% 'ant and 'hat their boss 'ant, due to that the resources and time 'ill be 'aste! Therefore, it is important to set strateg% and ob+ecti es for optimum utilisation of resources!
STR%T'&!+ PL%NN!N&

Refers to 4ci -utoronto, 05106, “strategic planning is the process of developing and maintaining an in shape bet(een organizations goals and capabilities and the changing marketing opportunities” Strategic planning defines the corporate ision, corporate goals, philosoph% and culture, besides that business unit strateg% of organizations mission, business goals and competencies! .urthermore design the portfolio of production or business and coordination of functional strateg%, such as information s%stems, research and de elopment, manufacturing, finance, marketing and Human Resource! .$:!B

STR%T'&!+ M%N%&'M'NT
Strategic "anagement is the process of taking the strategic decisions b% considering the strategic components of strategic anal%sis, strategic choice and strateg% implementation! The fig!@, belo' e*plains the strategic management process! ((im )iley! 2'12$

.$:!@

7.2.2. &orthiness of the strategic model used in strategic marketing planning
The marketing strateg% of Nokia Plc aims to focus all the geographical areas of the uni erse and in short period to obtain it, therefore "atri* model selected!

*.6. !m3lementation of "trategic marketing techni8 e
The implementation of de eloped marketing strateg% as prescribed schedule is essential to achie e the ob+ecti es based on the positioning of the firm, besides that on prioritize basis positioned the product and ser ice mi*, place, pricing and promotion!

7.3.1. Nokia Plc’s new opportunities in the market
The ne' de elopments in technolog% and cutthroat competition lead the industr% to inno ati e and creati e in entions! The Nokia Plc as a hand set manufacturer marketer, it has a chance to 'in in this industr% 'ith ne' strateg% b% de eloping and utilizing the present HR and mould future leaders as per the plan!

STR%T'&!+ +:O!+'
The process of strategic choice in ol es 'ith the ground rules such as the e*pectations of the stakeholders and identif%ing strategic options as 'ell as e aluating and selecting the strategic options!

STR%T'&1 !MPL'M'NT%T!ON
Strateg% $mplementation is the ital stage of strategic management! The strateg% anal%sis and strateg% selection are t'o ital constituents of the strateg% implementation process! &fter a Strateg% has been anal%zed and strategic choice determined, the task transform into organizational action!

7.3.3 .Proposed new marketing o'(ecti)es for Nokia Plc
The marketing ob+ecti es are to de elop the market 'ith the marketing leadership team to lead Nokia in all geographical regions to share the market 'ith a high rank and generate profit and gro'th!

*.9. Re"3onding the change in the marketing environment
The ne' entrants 'ith ne' technologies shares the market and changing the market en ironment 'ill be responding 'ith continuous research, de elopment, and market 'atching! 2hange b% challenging technologies and introduce the changes globall%!

7.*.1. +trategic analysis for identifying the current strengths and weaknesses in the current marketing strategy! (adds )alue pro)ider#
;%+TORS O; STR%T'&!+ %N%L1S!S

There are ke% internal factors and ke% e*ternal factors are there for strategic anal%sis!

The ke% internal factors are,
• • • • • • "arketing "anagement =perations and productions &ccounting and finance 2omputer and information technolog% s%stems Research and de elopment

7.*.2. $eport of anticipated impacts of change in e,ternal en)ironment

The ke% e*ternal factors,
• • Political, go ernmental, legal and economic factors Technological factors, Social, demographic, cultural, en ironmental and competiti e factors

7.*.3. Proposed future plan to lead Nokia Plc
The planning function de eloped the plan for implementation and the plan has a repetiti e and time bounded 'ith scope! The le el dimension of the plan mentions the le el of the organization that the plan mentioned and t%pe of plan mentions strategic and operational plans and directional plan for'ard to facilitate fle*ible, besides that the contingenc% plan also be considered!

/nit-25
25.2. %nal#"i" of e<ternal environment that affect the organization
The e*ternal en ironment consists of different factors and it influences the beha ior and performance of an organization! The direct and indirect factors are actions of competitors and change in business climate!

12.1.1. The e,ternal en)ironmental factor affecting Nokia Plc
(ased on the P-ST &nal%sis, the main e*ternal factors affecting the Nokia Plc are as follo's1! Technological factors such as competing and emerging technolog%! 0! Socio cultural factors of, Ps%chographics, religious factors, attitude and opinions! 7! Political factors such as, legislati es and pressure groups B! -conomic factors such as global trends!

12.1.2. -nalysis of stakeholder’s e,pectation in Nokia Plc.
The success goes to stakeholders and it is ital to manage the stakeholder/s e*pectations, due to that it is important to recognize the stakeholders and kno' 'hatDs supposed to deli er from the prospecti e of the stakeholder and hold stakeholders accountable!

12.1.3. The analysis of future changes in e,ternal en)ironment after implementing the proposed marketing strategy in Nokia Plc
The anal%sis of e*ternal en ironment re eals the changes and after implementation of the changes, Nokia can compete 'ith the technological changes that happen in the industr%! The RFD 'ith the ne' leader group can introduce ne' leader group can introduce ne' technologies e er before! The socio cultural factors can o ercome to adopt the theor% of “think globall% and act locall%” and 'ith the help of "atri* thought to hundred million people< Nokia can influence the customers in an% geographical region and share the market! Political factors can o ercome 'ith the ne' globalization opportunities 'ith the capitalization of pressure group forces and finall% the RFD helps to Nokia to build global trends!

25.5. Revie4 of e<i"ting b "ine"" 3lan" and "trategie"
The elements of e*isting strateg% of Nokia re eals that, to design mechanisms to capture alue or 'ith collaboration or partnerships , select and use the technologies and features to be embedded in the product and ser ices, deciding benefits to the customers from using the ser ices and products, besides that confirming the re enue streams to create alue and make financial benefits!

12.2.1. -nalysis of Nokia Plc’s current 'usiness plan
The current business plan leads Nokia Plc to achie e financial and non-financial benefits! $t deri ed from the strategic management approach, decision-making and performance!

12.2.2. .)aluation of the effecti)eness of Nokia Plc’s current 'usiness plan and 'usiness position in the market
The $ndustr% information used to create an e aluation measure and the e aluation process of the Nokia Plc considered profitabilit%, cash flo', li)uidit%, sol enc%, business planning and e*ternal issues and trends!

12.2.3. .)aluation of Nokia Plc’s competiti)eness in current 'usiness strategies
The !nd "tr# %nal#"i" tool of Porter7" diagram of = ;ive ;orce" %nal#"i"= di"c ""e" and identifie" the five force" that deciding the nat re of com3etition 4ithin the ind "tr#. The# are1! Threat from the ne' entrants to the market 0! The bargaining po'er of suppliers 7! Threat from substitute products B! Degree of competiti e ri alr% The telecommunication industr% facing those problems se erel%, therefore Nokia Plc has to take remedial steps 'ith the ongoing change in strategic management!

25.6. Ne4 o3tion" for "trategic 3lanning +haracteri"tic" of "trategic %nal#"i" and +hoice
The strateg% anal%sis refers the e*amination of the present situation of an organization and conse)uentl% de eloping a suitable business strateg%! The characteristics of strategic &nal%sis and choice are,  -stablishes the long term goals of the organization  Produces strateg% options  2hoosing the appropriate strateg% to act on  Selection of the better option of strateg%  &ccomplishing the mission and goals

12.3.1 The two(2# strategic options of Nokia Plc in connection with proposed future strategic plan %33lication of Strategic %nal#"i" Tool"
The anal%tical tools and the methods are confirming the reliabilit% of the proper firmness to the anal%sis! Ehen using these anal%tical tools, there are considerations to the follo'ing, it must ans'er the )uestions that the organization raised  the benefit of using a particular tool should be defined and it should be put into action  better defined tools pro ides a successful anal%sis  the tools can be benefited from inputs and merged 'ith people, function or organization and allo' time to collaborate to accommodate the anal%sis  the right use of anal%tical tools are time consuming and ensure 'ith stakeholders

The anal%tical tools sharpen the focus of the anal%sis and pro ide a methodical and balanced approach! The &nal%tical tools make use of the historical data to make future assumptions! $t is important 'hen interpreting the strategic anal%sis to a oid preconceptions and pressure 'ithin the organization!

25.9. Ne4 "trategic 3lan
The ne' strategic plan defines the Nokia Plc/s ision, mission, alues and ob+ecti es and e*plains the resource implication and en ironment of the business, besides that forecasts the future of the organization and opportunities and threats e*isting in the industr%! $t pro ides the alternati e strategies and pro ides the best options for Nokia and route map to implementation of the strateg%!

12.*.1. The process of resource implication
The internal resources and skills should be allocate and utilize to compete 'ith the e*isting risks and opportunities in the e*ternal en ironment! The proper allocation of resources and skills needed to increase profitabilit%, more market share, customer satisfaction, a oiding 'astage of resources!

25.>. %""e""ment of factor" that affecting the "trateg# 3lan
+OMPON'NTS O; STR%T'&1 The range of strategic sphere influence the number and t%pe of industries, product lines, market segments and it reflects in strategic aim and strategic fit! 4ci -utoronto, 05106 &ccording to #an Heller 4Heller, 05106, the fi e componets of a business strateg% are, • The organizations current or desired competencies • &n e*planation of ho' differentiate competitors • The industries in 'hich intend to compete • The initiati e to implement the plan in the areas of marketing, operations, information technolog%, finance and organizational de elopment • .inancial forecast for reflecting the stakeholders interest o er ne*t 7 to @ %ears &ccording to 8ohn "ullins!! etc!! 48ohn "ullins, 055B6 there are fi e components or issues 'ithin a strateg%! Those are,  Scope  :oals and ob+ecti es  Resource deplo%ments  $dentif% the sustainable competiti e ad antage  s%nerg%

12./.1. The appropriate model to e)aluate the factors affecting the Nokia Plc’s strategic plan S-OT %N%L1S!S? SE=T &nal%sis is used to measure the strength, 'eaknesses,
opportunities and threats of an organization/s business acti it% and it begins 'ith defining the ob+ecti es of the business acti it% and find out the internal and e*ternal factors that are ital to achie e the ob@ective" of an organization. The "trength" and 4eakne""e" are internal to the organization and the o33ort nitie" and threat" are e<ternal. SE=T &nal%sis of Nokia Plc Strengths 1! "arket recognition and leadership 0! (rand image 7! Research and de elopment B! "anufacturer and seller Eeaknesses 1! .ailure to update technolog% 0! Not ha e good market share in all demographical area 7! Technological updating failure B! 2ompetitors are one step ahead to bring ne' technolog% in market

O33ort nitie"
2. Other than '/A there i" market in develo3ing nation" 0! &ll transactions of a single person mo ing to centralized in a handset de ice, so focus to that area 'ill pro ide opportunities

Threats
1! Technological pupation problem 0! 2hanging technolog% b% competitors

12./.2. New )ision for Nokia Plc
To set Nokia Plc/s logo into “e er been the updated technolog%”, b% strategicall% managed inno ati e and creati e thinking through Research and De elopment &ctions!

12./.3. New mission for Nokia Plc
Nokia Plc aims to de elop and update its products and ser ices to be in its zenith al'a%s in the industr% and pro ides products and ser ices uni ersall%, besides that generate a d%namic trusting effect of that to the stakeholders!

12./.*. 0alues statement
Nokia Plc, “the e er been updated technolog% culture”, moulded 'ith customer, culture, communit%, emplo%ee and go ernments uni ersall%! alues of

12././. The corporate o'(ecti)es for Nokia Plc and measurement of new strategic plan

=b+ecti es

"arket leadership b% pro ider of, “e er been the updated technolog%”! 2ustomers first and last resort for changing technolog% .ocusing each indi idual in the uni erse to satisf% them e en a tin% need of technolog% • 2ontinuousl% maintaining the gro'th, efficienc% and satisf% stakeholders e*pectations • "aintain the alues as uni ersal responsible legal person! The performance management tool pro ides information to decision makers on planning management, performance accessibilit% and informed refinement of pre ious plans! Performance management re)uired to sol e the process problems, form problems and people problems! $t helps to monitor, re'ard, discipline, de elopment, moti ation and promotion! $t is a process to impro e controllable achie ements! $t leads organizations to achie e product leadership, operational e*cellence and customer satisfaction!

• • •

25.B. Plan for im3lementing the "trategic 3lan
The strategic plan addresses 'hat and 'h% of the acti ities and the implementation addresses 'ho, 'here, 'hen and ho'! $t is better to a oid the pitfalls of strategic plan implementation such as, 1! lack of o'nership 0! lack of communication 7! getting in ol ed in da%-to-da% b% managers B! an o er'helming plan @! a meaningless plan ?! annual strateg% G! no progress report >! no accountabilit% A! lack of impro ement The " 33ort i" a ver# vital for the " cce""f l im3lementation of "trategic 3lanA therefore confirm the follo4ing1! confirm right people 0! confirm the necessar% fund and supporting resources 7! de elop the structure of management and line of authorit% B! confirm the s%stems of management and authorit% and technological s%stems @! De elop a culture connect 'ith the emplo%ees and mission of the organization!

12.1.1. The schedule for implementing the suita'le strategy
Plan of &ction  .inalization of the plan after getting the imput from the all in ol ed people  &lignment of budget to annual goals  :enerate arious ersions of plan for different groups  3se score card for tracking and monitoring  -stablish performance management s%stem and re'ard s%stem  "ake effect the plan in 'hole organization

 (uild departmental %earl% plans connecting 'ith corporate plan  Set monthl% strateg% meetings 'ith reporting and monitoring  .i* annual re ie' meetings and annual plan re ie' and assessments

12.1.2. $eport to stake holders of Nokia Plc
The strategic plan and implementation process as 'ell as the monitoring and measuring process report submitted to the prime stakeholders of Nokia Plc and informed their participation, support and in ol ement to the successful completion of the plan!

+ON+L/S!ON
To recapitulate, it is essential to implement ne' strateg% to achie e the organizational goals and compete 'ith the changing technological en ironment! "oreo er, the sustainabilit% of an organization e*ists in the change!

R';'R'N+'S
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