Nokia Swot

To effectively regain entry into the markets and remain competitive, the memo emphasizes on the evolution of Nokia and ensure that innovations are delivered to the market in a timely manner. Collaboration among the staff is

Nokia’s aggressive strategy to dominate mobile communication cluster would be the main reason how Nokia could become a world leader in the sector among other reasons. Nokia’s passion for mobile communication industry was great enough to give up more than 40% of its revenue in is pre-owned communication industry to concentrate only in mobile communications. Nokia was also lucky enough to see the possibility of mobile communication early enough to predominate the industry and prevent any competition from

In the future, we do believe we will still be leader of the Cell Phone industrial globally and we will expand our market share ups to 38% globally. In the USA Market, we will maintain the Tech3 Mobile market and explore the Tech 4 Mobile market share. In the Asia Market, we will continue develop the New Tech3 Mobile to Asia customers by enlarging our market share arrived 37%. In the EU market, we want to be the second the biggest cell phone companies in the Tech 4 Mobile market. In the same time, we will still provide our high quality Tech2 mobile to the price sensitive customers.

In the second quarter of 2007, Motorola had shipped 35.5 million mobile handsets whereby Nokia shipped 100.8 million handsets. Nokia emerged as a leader in the global mobile phone industry, holding a market share of 38.0 percent, by the 2nd quarter of 2007.

Nokia is the world leader in mobile phones. The decision to concentrate only on telecommunications and early investment in GSM has made Nokia to become the world leader in mobile phones. In a span of five years , Nokia's turnover increased almost 5 times from 6.5 billion euroes to 31 billion euroes. This enhanced Nokia to improve the technology and bought many new features in the mobile phones later.

There did another mistake by overestimating the strength of its brand and they believed that we can easily capture the market of the smartphone even it late to the game. So many people says if the Nokia stuck to its own OS instead of using Windows Phone OS it could have succeeded. But the fact is they launched many disappointing mobile phones before they opted Windows Phone OS and the old operating system had already proven too buggy, clunky, and unintuitive to win consumers over. In 2008, Nokia said that it is the most valuable brands in the world, even though it is failed to recognize future trends.

From Nokia’s vision and mission statement it can be inferred that Nokia wants to be known for its credibility and to be a market leader again as it was before the year 2007 (Kess, 2014). Nokia understands that the company has to use innovation to offer products that are not yet

This Windows-based smartphone was once hailed as a serious iPhone contender, the flagship offering from a new venture between Nokia and Microsoft. But a

We will be particularly focused on making the market for Windows Phone. In the near term, we plan to drive Windows Phone volume by targeting the more affordable smartphone segments, which are the fastest growing segments of the market, with Lumia. In addition to the portfolio already planned, we plan to deliver additional lower-cost Lumia devices by shifting select future Nokia X designs and products to Windows Phone devices. We expect to make this shift immediately while continuing to sell and support existing Nokia X products.

On February 11, 2011, Stephen Elop, a recently appointed CEO of Nokia’s Finland headquarters, announced that the company would be introducing a new mobile strategy that would adopt Microsoft’s new Windows phone. The new smartphone was reportedly to be unproven and the market was not interested in the new development. Upon hearing of the adopted mobile strategy, the market to react poorly to Mr. Elop’s new decision as company stock took a 14-cent dive. In reaction to the company stock plunging and a struggling market for Nokia, Stephen Elop partnered with Microsoft in order to save the company. This partnership allowed them to manufacture a new global ecosystem mobile phone called the Vertu Luxury cell phone. Frank Nuovo created the Vertu Luxury mobile phone in the 1990’s (Kwong-Kay Wong, 2011, p. 1).

Apple has successfully manipulation of the industry demands but Nokia has chosen to fitness to industry.

Early 2014, Microsoft came to a deal acquiring Nokia’s handset business for US$7.2 billion, aiming to extend its markets for mobile devices while rivaling Google’s Android operating system (OS), Apple and Samsung in the global smartphone business (deal, 2013). It seemed a valuable deal merging both software and hardware, beneficial to both Microsoft who determined to control the telecommunication value chain and Nokia, who required an ally of strong financial capability. Six month later, Microsoft decided to move away from the Nokia brand - switching the name of smartphones from “Nokia Lumia” to “Microsoft Lumia” while still using ‘Nokia’ for low-end basic phone (T, 2014). This report will investigate the decision of

Overall the market has become saturated and is unattractive for new entrants but there is still a huge scope for existing market players like Nokia to capture market share by focusing on rapid innovations and marketability of smart-phones with the use of its pioneer brand image.

This is hard to copy because their customer loyalty is gained from a long period of time. In one word, Nokia’s competitive advantage in developed markets is not as strong as that in developing markets but they still have a pretty good market share. Being a market leader in developing markets, what Nokia needs to do is to protect and expand its market shares. And being more of a market challenger in developed markets, Nokia needs to keep transforming their product to meet the new demands ands not to lose their market shares to others.

After the release of the Iphone, Samsung rapidly followed the demands of consumers. Nokia, on the other hand, attempted to succeed with Symbian, its operating system. In August 2007, Nokia launched Ovi, an online store to sell songs, games and maps compatible with Symbian operating system. Ovi not as successful as predicted, as the iOS and Android market share continued to increase. Nokia focused on the Symbian for far too long, a platform established since 2002. Operating systems became an important factor for the success of manufactures as customer demand shifted towards new features and application. Nokia’s decision, in 2011, was to partner with Microsoft and release the Windows Smartphone, Lumia series, under the Windows phone 7 software. (Singhal, 2013). Nonetheless for the first quarter (Q1) of 2012 Nokia’s financial report revealed a 1.34 billion euro loss in smartphone sales (Chang, 2012). The partnership had have been a clever idea on paper; however it was overly late compared to the release of the Galaxy and Iphone. Alex Spector, a strategic analyst, claims that it is of greater difficulty to follow change when currently being on top (2012). This was evidently what occurred to Nokia Oyj, the company was at the summit and by any means was not able to react to the changes in time. Therefore, in spite of its Microsoft partnership, the value of the company continued to decrease, as Apple and Samsung continued to