HISTORY AND PRESENT STATUTS OF NOKIA

The international consumer electronics,

information technology, and
telecommunications corporation Nokia
Corporation is based in Finland. Its past has
been significantly altered and changed
throughout time.

NOKIA’S TIMELINE

1. Founding (1865-1960s): Nokia was founded

in 1865 as a wood pulp mill in Nokia, a town in southwestern Finland. The company
expanded into various industries over the years, including rubber, cables, and electronics.
2. Telecommunications (1960s-1980s): In the 1960s, Nokia entered the telecommunications
industry and started producing televisions and other consumer electronics. It also began
manufacturing mobile phones for the first time in the early 1980s.
3. Mobile Phone Revolution (1990s): Nokia played a significant role in the mobile phone
revolution of the 1990s. The company introduced several iconic mobile phone models,
such as the Nokia 3310, which became known for their durability and reliability. Nokia's
dominance in the mobile phone market reached its peak during this decade.
4. Partnerships and Acquisitions (1990s-2000s): Nokia formed various partnerships and
acquisitions during this period, including a joint venture with Siemens (Nokia Siemens
Networks) and the acquisition of Navteq, a digital mapping and navigation company.
Nokia also entered the smartphone market with devices like the Nokia Communicator
series.
5. Challenges and Transition (Late 2000s-2010s): Nokia faced challenges in the late 2000s
due to the rapid rise of smartphones, particularly the iPhone and Android-based devices.
The company struggled to adapt to the changing market and lost significant market share
to competitors.
6. Microsoft Partnership and Sale of Devices Division (2010-2014): In 2011, Nokia partnered
with Microsoft to produce smartphones running the Windows Phone operating system.
However, this partnership did not result in the desired success. In 2014, Nokia's Devices and
Services division was sold to Microsoft, and Nokia shifted its focus primarily to network
infrastructure and technology services.

Re-branding and New Beginnings (2014-Present): After the sale of its mobile phone division,
Nokia underwent a transformation. It refocused on its core strengths in
telecommunications infrastructure, including 5G technology and Internet of Things (IoT)
solutions. Nokia also acquired Alcatel-Lucent in 2016 to strengthen its position in the
network equipment market. In 2020, Nokia launched a series of smartphones in partnership
with HMD Global, which now manufactures and markets Nokia-branded phones.

Today, Nokia continues to be a major player in the telecommunications industry, providing

network infrastructure and technology solutions to telecommunications operators
worldwide. While it is no longer a dominant force in the consumer mobile phone market,
Nokia remains a well-known and respected brand in the global technology industry.
Nokia SWOT Analysis

STRENGTHS

1. Global Presence

2. Diverse Product Portfolio

3. Historical Reputation

4. Technological Expertise

5. Research and Development

6. Intellectual Property

7. Strategic Partnerships

8. Strong Customer Relationships

9. Sustainability Initiatives

10. Talent Pool

WEANKESSES

1. Market Share Erosion

2. Financial Performance

3. Intense Competition

4. Geographic Dependence

5. Legacy Issues

6. Supply Chain Vulnerabilities

7. Regulatory Challenges

8. Security Concerns

9. Technological Disruption

10. Geopolitical Factors

OPPORTUNITIES

1. 5G Expansion

2. Internet of Things (IoT) Growth

3. Digital Health and Wellbeing

4. Network Security

5. 5G-Enabled Industries

6. Edge Computing

7. Cloud Services

8. Emerging Markets

9. Telehealth and Remote Education

10. Green Technologies

THREATS

1. Competition

2. Regulatory Challenges

3. Supply Chain Disruptions

4. Technological Disruption

5. Geopolitical Factors

6. Intellectual Property Battles

7. Dependence on Key Customers

8. Cybersecurity Threats

9. Economic Downturns

10. Changing Consumer Preferences

SWOT MATRIX

W4 - O8 Demography O
S1-W1 Market Penetration S independence

S1-W2 improve advertisement O W3 - T5 On pace with fierce O

competitors
S1-W3 Competitive S
Advantage W6 - T1 Materials Shortage T

S1-W4 Take advantage areas O W9 - O10 Technological O

where the access of improvements
the product is strong
S5 - O9 Product Innovations O
S1-W5 Chance of succession S
S10 - O6 Quick research and S
S6-W8 Filings of Lawsuits S development pace

S8-O1 Competitive S S5 - O8 No more key customer S

Advantage dependency

S2- O8 Varieties to offer S S4 - O7 Accessibility S

S5 - T3 Efficient Production S O5 - T1 Strong competitors W

S10 - O10 Product Innovation S T9 - W2 Bankcruptcy W

S7 - W10 Geopolitical O O8 - T3 Supply shortage W

Competency
S2 - T2 Disability to buy raw T
S5 - T1 Consistent product S materials
development
S8 - W3 Dependence to key T
O4 - T8 Improved network S customers
security
W1 - T1 Loss of shareholders T
S5-T10 Product Diversification S
S8 - O9 Digital Wellbeing S
S8 - T7 Compact market trust S among users

W2 - T9 Financial Instability W S5 - O6 Faster research and S

development
W8 - T8 Vulnerability to cyber T
attacks S2 - T9 Higher cost of goods T

W4 - T10 Critical market W W9 - T1 Competitive W

deflation Disadvantage

W8 - O4 Cyber security W
vulnerability
SPADE ANALYSIS

SITUATIONS - As of my research, Nokia's brand had undergone various developments and changes. Lke
network infrastructures, smartphones, patent licensing, rebranding and partnerships, challengers,
geographical presence, focus on emerging technologies and also, environmental and sustainability efforts
that might be its mechanism to deal with its problems.

PROBLEMS -As of the analysis made Nokia underwent various problems be it external or internal which are the
enlisted in the analysis that came before this, these problems lead to the conclusions where the company
should keep on going or use them as a tool to perform even better, luckily some of these in matrix came out
as strengths and opportunities for the company which are just waiting to be maximized by the company.

ALTERNATIVE - As what I have said luckily these shortcomings were covered up with alternatives made during
the matrix where in we can still took advantage of some of the weaknesses and make it come out as if they
are the company’s strength just like the competition which might be a weakness or threat to a company if
we just align it properly as what was done during the matrix we will come up into something that will
positively affect and benefit the company.

DECISION - Stick into its strengths and just follow the alternatives as well in order for the company to make
their weaknesses into its strengths and gain more market share to eventually maximize its product’s market
penetration.

EVALUATION -As the company has faced challenges in recent years, including fluctuating revenue and
profitability issues, especially in its network infrastructure and smartphone segments. The company's strategic
direction has focused on 5G technology, network virtualization, and IoT, with partnerships playing a
significant role in its growth strategy. Nokia's strong brand recognition remains an asset, and it continues to
invest in sustainability efforts. The company's future outlook depends on its ability to capitalize on 5G
opportunities, maintain competitiveness in the network infrastructure market, and regain market share in
smartphones while navigating a dynamic and competitive industry landscape.

INTERNAL FACTORS EVALUATION

STRENGTHS

KEY FACTORS WEIGHT RATE RESULT

Competitive ,15 5 .75

advantage

Product .25 5 1.25

diversification

Product .15 4 .6
Innovation

Efficient .12 5 .6
Production

Market .10 3 .3
Penetration

Total 4.4 0.70

WEAKNESSES
 KEY FACTORS WEIGHT RATE RESULT

Financial .08 2 .16

Instability

Critical Market .01 2 .02

Deflation

Cyber security .05 3 .15

Vulnerability

Bankcruptcy .07 2 .14

Supply shortage .02 2 .04

Total 1.00 2.2 0.51

OPPORTUNITIES

KEY FACTORS WEIGHT RATE RESULT

improve .15 5 .75

advertisement

Take advantage .12 4 .48

areas where the
access of the
product is strong

Geopolitical .15 5 .75

Competency

On pace with .25 5 1.25

fierce
competitors

Product .10 3 .3
Innovations

Total 4.4 3.53

THREATS

KEY FACTORS WEIGHT RATE RESULT

Vulnerability to .01 3 .03

cyber attacks

Materials .08 4 .32

Shortage

Disability to buy .07 4 .28

raw materials

Loss of .05 2 0.1

shareholders

Higher cost of .02 5 .01

goods

Total 1.00 3.6 1.1

OPPORTUNTIES

FINANCIAL STRENGTH

KEY FACTORS

Improved Advertisement - we need to take advantage of it in order to build up bigger

market and might as well get as many potential customers as we can. Also, for us to
evaluate how effective the advertisement made

Take advantage areas where the access of the product is strong - use this opportunity to
get as many key customers as we can so that we could poke the company’s trust and
credibility which might be able to use as a key to having a quantity of potential
shareholders and customers.

Geopolitical Competency - get competitive advantage from all competitors by mass

producing products to those areas with geopolitical competency and also increase the
product cost to cover up the of materials used in mass production.

On pace with fierce competitors - Form partnership with these fierce competitors in order
for us to gain access to some of their information and for us to support our product and
service development more efficiently.

Product Innovations - Sell the patents of innovative ideas that we have came up with to
produce extra profits and also to boost competitive upper-hand among all competing
companies

AGGRESSIVE
NOKIA COMPARATIVE ANALYSIS

ACCOUNTS PREVIOUS CURRENT - 2020 % 2021 % CHANGE

CHANGE

ASSETS 2020 2021 DIFFERENCE %CHANGE %CHANGE

Cash $9,452.532 $11,362.49 $1,909.96 100% 20.21%

Accounts $6,286.077 $7,383.727 $1,097.65 100% 17.46%

receivables

Inventory $2,561.037 $2,829.975 $268.938 100% 10.50%

Pre-paid Expenses $970.55 - -$970.55 100% -100.00%

Other Current $1,536.394 $1,609.016 $72.62 100% 4.73%

Assets

NON-CURRENT
ASSETS

Property,Plant, and $2,036.721 $2,276.284 $239.56 100% 11.76%

Equipment

Longterm $1,117.169 $1,184.283 $67.11 100% 6.01%

Investments

Goodwill and $8,026.942 $8,342.038 $315.10 100% 3.93%

Intangible
Investments

Other Long-term $6,352.33 $9,541.701 $3,189.37 100% 50.21%

assets

LIABILITIES

Total Current $13,434.59 $14,316.69 $882.1 100% 6.57%

Liabilities

Long-Term Debt $5,728.634 $5,367.725 $-360.91 100% -6.30%

Other Non-Current $1,487.275 $1,181.917 $-305.36 100% -20.53%

Liabilities

SHAREHOLDER'S
EQUITY

Common Stock Net $281.006 $291.043 $10.04 100% 3.57%

Retained Earning -$4,732.549 -$3,001.53 $1,732.02 100% -36.59%

(accumulated
deficit)

Other share $18,586.36 $23,128.42 $4,542.06 100% 24.44%

holder’s equity
 INTERPRETATIONS ANALYSIS

It is good because that kind of

percentage raise is already better
Cash GOOD/BAD since it is a cash but it’s bad in the
way that I think it wont be able to
satisfy the expenditures of the
company during its operations.

It is good in the way that these

receivable builds up interests as
Accounts receivables GOOD/BAD time goes and it is bad because
the amount of receivables is kind
of risky as for some of it might not
get paid.

Inventory GOOD Good enough because these

inventories can still be sold in the
next operating period and seeing
how low it is makes us think that
the products were sold
successfully.

Pre-paid Expenses GOOD Good since it indicates that we’re

not using such expenditures and
we’re independent of some of it
for our business to operate well.

Other Current Assets BAD Bad because it is too low or

immaterial to be called profit.

Property, Plant, and Equipment BAD Bad because I think having this
low means we don’t have enough
PPEs to operate with in producing
products.

Longterm Investments GOOD/BAD Good if they let it stay still for a

long amount of time in the market,
it will build up some dividends. Bad
because it isn’t good enough to
be considered as another way of
profit.

Goodwill and Intangible GOOD Good because the smaller the

Investments amount of goodwill the better
because the small amount of
goodwill is due to a positive
reputation and customer loyalty, it
can be a valuable asset. A good
reputation can lead to customer
retention, increased sales, and a
competitive advantage.

Other Long-term assets GOOD/BAD Having this huge amount of

long-term assets can be good in
the way of It can be a good
amounts of returns as well.
 However, holding this many assets
can be bad because it could limit
the ability of the company from
accessing cash during immediate
needs.

Total Current Liabilities GOOD/BAD Still good because it indicates the

amount of trust and credibility the
reputation of a company holds to
the creditors Bad because having
liabilities means the company is
not yet financially independent to
carry out its operations

Long-Term Debt GOOD Because it indicates that the

company does not depend on
borrowings just to carry out Its
annual operations.

Other Non-Current Liabilities GOOD Good the same reason as the first
one it just technically means that
our company is financially stable.

Common Stock Net GOOD/BAD Maybe it’s good because the

company might have used its
common stock net to accomplish
its debt meaning to say they use it
for financial leverage. Bad
because incase of unexpected
profit loss the company might not
rely much on it since it was too
low.

Retained Earning (accumulated BAD Other potential creditors might

deficit) see the company not doing well
financially, making the company
appear not creditworthy so.

Other share holder’s equity
GOOD Having this high share holder’s
equity is good for the company to
be able to have other financial
reserves that can be used in
immediate needs.

HORIZONTAL AND VERTICAL ANALYSIS (REAL ACCOUNT)

ACCOUNTS PREVIOUS PREVIOUS CURRENT - 2020 % 2021 % 2022%

CHANGE CHANGE CHANGE

ASSETS 2020 2021 2022 DIFFEREN %CHANGE %CHANGE %CHANGE

CE

Cash $9,452.532 $11,362.49 $9,653.083 $1,909.96 100% 20.21% -15.04%

Accounts $6,286.077 $7,383.727 $6,830.489 $1,097.65 100% 17.46% -7.49%

receivables

Inventory $2,561.037 $2,829.975 $3,440.004 $268.938 100% 10.50% 21.56%

Pre-paid Expenses $970.55 - - -$970.55 100% -100.00% -

Other Current Assets $1,536.394 $1,609.016 $1,428.682 $72.62 100% 4.73% -11.21%

NON-CURRENT
ASSETS

Property,Plant, and $2,036.721 $2,276.284 $2,123.004 $239.56 100% 11.76% -6.73%

Equipment

Longterm $1,117.169 $1,184.283 $1,816.406 $67.11 100% 6.01% 53.38%

Investments

Goodwill and $8,026.942 $8,342.038 $7,301.448 $315.10 100% 3.93% -12.47%

Intangible
Investments

Other Long-term $6,352.33 $9,541.701 $7,381.521 $3,189.37 100% 50.21% -22.64%

assets

LIABILITIES

Total Current $13,434.59 $14,316.69 $13,458.69 $882.1 100% 6.57% -5.99%

Liabilities

Long-Term Debt $5,728.634 $5,367.725 $5,367.725 $-360.91 100% -6.30% -16.60%

Other Non-Current $1,487.275 $1,181.917 $1,181.917 $-305.36 100% -20.53% -33.86%

Liabilities

SHAREHOLDER'S
EQUITY

Common Stock Net $281.006 $291.043 $259.186 $10.04 100% 3.57% -10.95%

Retained Earning -$4,732.549 -$3,001.53 $1,448.7 $1,732.02 100% -36.59% -148.27%

(accumulated
deficit)

Other share holder’s $18,586.36 $23,128.42 $20,609.47 $4,542.06 100% 24.44% -10.89%
equity
HORIZONTAL AND VERTICAL ANALYSIS (NOMINAL ACCOUNT)

ACCOUNTS PREVIOUS PREVIOUS CURRENT - 2020 % 2021 % 2022%

CHANGE CHANGE CHANGE

ASSETS 2020 2021 2022 DIFFEREN %CHANGE %CHANGE %CHANGE

CE

Cash $9,452.532 $11,362.49 $9,653.083 $1,909.96 100% 20.21% 2.12%

Accounts $6,286.077 $7,383.727 $6,830.489 $1,097.65 100% 17.46% 8.66%

receivables

Inventory $2,561.037 $2,829.975 $3,440.004 $268.938 100% 10.50% 34.32%

Pre-paid Expenses $970.55 - - -$970.55 100% -100.00% -

Other Current Assets $1,536.394 $1,609.016 $1,428.682 $72.62 100% 4.73% -7.01%

NON-CURRENT
ASSETS

Property,Plant, and $2,036.721 $2,276.284 $2,123.004 $239.56 100% 11.76% 4,24%

Equipment

Longterm $1,117.169 $1,184.283 $1,816.406 $67.11 100% 6.01% 62.59%

Investments

Goodwill and $8,026.942 $8,342.038 $7,301.448 $315.10 100% 3.93% -9.04%

Intangible
Investments

Other Long-term $6,352.33 $9,541.701 $7,381.521 $3,189.37 100% 50.21% 16.20%

assets

LIABILITIES

Total Current $13,434.59 $14,316.69 $13,458.69 $882.1 100% 6.57% 0.18%

Liabilities

Long-Term Debt $5,728.634 $5,367.725 $5,367.725 $-360.91 100% -6.30% -21.85%

Other Non-Current $1,487.275 $1,181.917 $1,181.917 $-305.36 100% -20.53% -47.44%

Liabilities

SHAREHOLDER'S
EQUITY

Common Stock Net $281.006 $291.043 $259.186 $10.04 100% 3.57% -7,76%

Retained Earning -$4,732.549 -$3,001.53 $1,448.7 $1,732.02 100% -36.59% -130.61%

(accumulated
deficit)

Other share holder’s $18,586.36 $23,128.42 $20,609.47 $4,542.06 100% 24.44% 10.88%
equity
BCG MATRIX

Company/ 2022 2023 Market Shares Largest Relative Market

Product Competition Market Growth

C- Series 85 90 27.87 26.95 27.87/23.28 1.20 5.88%

G-Series 71 78 23.28 23.35 23,28/27.87 0.84 9.86%

X-Series 64 80 20.98 23.95 20.98/27.87 0.75 25%

Tablets 53 49 17.38 14.67 17.38/27.87 0.62 (7.55%)

Accessories 32 37 10.49 11.08 10.49/27.87 0.38 15.63%

TOTAL 305 334

ANNUAL SALES OF COMPETITORS

COMPETITORS Q2 2022 Q2 2023

Samsung(in thousands of 47,590,385 27,867,620

USD)

Asus 70.2B 67.4B

iPhone(in millions of USD) 221,223 211,990

COMPANY/PRODUCT INTERPRETATION ANAYSIS

C-SERIES Low/Increase C-Series products are low

because these products
might not be available for
the company to mass
produce it in the market.

G-SERIES High/Increase G-Series might be appealing

to the market it might be
because G-series are
equipped with the best
speculations the producers
might offer.

X-SERIES High/Increase X-Series increases might be

because the speculations of
this product might be the
 best for gaming and
maximum usage.

TABLETS Low/Decrease The other products might be

capable of what the tablets
can do and the consumers
might think that it would be
more practical if they just
buy the products that is
better yet close to what
tablets can do.

ACCESSORIES High/Decrease It is high because these

accessories are usable to
the other products and the
decrease might be
experienced because the
other products might come
with fashionable or aesthetic
product casings.