TBS 920 International Business Strategy :Nokia India Country Strategy

Module 10: Global Strategy Competition is fierce in the grocery industry, and one way to sustain a competitive advantage is to have a global strategy. Since opening in the 1900’s, Aldi has opened stores in over 18 countries and continues to grow their multinational enterprise (Aldi, 2017). There are several reasons why Aldi chooses to have a global presence which includes accessing larger markets and achieving economies of scale. To adapt to the culture in different countries, they vary the products sold in each store. Most importantly, Aldi has chosen to use a multi-domestic strategy to sustain a competitive advantage.

COURSEWORK TITLE: INTERNATIONAL STRATEGY OF THE VODAFONE GROUP PLC Contents page 1. Introduction 2.Company Background 3.Evaluation of the internal and external environment of the company 4.Analyse the motivation of the company for international expansion 5.Analyze the reasons for operating in a particular region or country 6.Evaluate its market entry strategy in a particularly region or a country 7.Conclusion/recommendation 8.Bibliography 9.Appendix 1. Introduction The aim of this report is to research into the Vodafone group and their entry into the Indian Market. The research was carried out of Vodafone’s history, their existing market strategy, the internal environment of the company and external

Global Business Strategy 1. The Situation The forces of globalization are generally credited with the major role played in increasing the access of organizations to countless resources. Due to market liberalization for instance, large corporations are able to import cheap resources from various global regions and as such patronize the market through price leadership strategies. Nevertheless, another crucial characteristic of globalization is that it allows economic agents an incremental access to larger customer markets. This virtually means that manufacturers get to sell their products to numerous global regions and exponentially increase their revenues.

As it was stated in the introduction, with the smartphone revolution, Nokia failed to understand the future direction of mobile devices. This underestimation of the rising innovation, in terms of global market shares, led to a drastic decline – from 2007 to 2013, the company lost 45.2% of its market

1-BACKGROUND AND INCEPTION OF THE COMPANY INCLUDING PROMOTER • Tata Communications is a global company with its roots in the emerging markets. Headquartered in Mumbai and Singapore, it has more than 8,000 employees across 38 countries. The $3.2 billion company is listed on the Bombay Stock Exchange and the National Stock Exchange of India and is the flagship telecoms arm of the $103.3 billion Tata Group.

Nokia Corporation is the world's largest manufacturer of mobile phones, serving customers in 130 countries. Nokia is divided into four business groups: Mobile Phones, Multimedia, Enterprise Solutions, and Networks. The Mobile Phones group markets wireless voice and data products in consumer and corporate markets. The Multimedia segment sells mobile gaming devices, home satellite systems, and cable television set-top boxes. The Enterprise Solutions group develops wireless systems for use in the corporate sector. Wireless switching and transmission equipment is sold through the company's Networks division. Nokia operates 15 manufacturing facilities in nine countries and maintains research and development facilities in 12 countries.. Originally

Final Year Core Unit Corporate & Global Strategy Hemis Code: 5J3060 UNIT HANDBOOK 2011/2012 Tutors: Maria Allen Room 901d 0161 247 6527 m.allen@mmu.ac.uk Carole Forbes Room 901a 0161 247 3830 c.forbes@mmu.ac.uk Dr. Panagiotis Kokkalis Room 808a 0161 247 6641 p.kokkalis@mmu.ac.uk Rationale Strategic management has become an integral mechanism for firms operating in the global economy, which is characterised by its high level of integration and cross-national operation. Strategic management issues relate to all aspects of an organisation, including its relationship with the environment and its internal processes. Accordingly, a vast amount of research has been conducted and published in the academic field

Nokia outlines new strategy, introduces new leadership, operational structure London, UK – Nokia today outlined its new strategic direction, including changes in leadership and operational structure to accelerate the company’s speed of execution in a dynamic competitive environment. Major elements of the new strategy include: - Plans for a broad

9.0 Entry Strategy 9.1 Introduction Entry strategy is about the decision to enter which foreign market, when in what scale and regarding the choice of entry mode. In our case we have already decided to enter the UK market and offer our products to a selected niche initially. It is the case of entry mode we should address in this chapter.

The main strength Nokia has is the brand itself. Nokia has been one of the most respected and well-known mobile brand in the market. Their products are recognized for its fine designs, accountability, and sturdiness. The brand is associated with the best products in the industry and has developed brand awareness. Although Nokia is having a hard time matching up to the mobile market, they still have a loyal customer base to regain market trust. Nokia’s weakness is its difficulty accommodating to the constant changes of consumer trends. The company is lagging behind with innovative products; indicating Nokia’s incompetent with the market

“Connecting People. Our goal is to build great mobile products that enable billions of people worldwide to enjoy more of what life has to offer. Our challenge is to achieve this in an increasingly dynamic and competitive environment” (Nokia, 2014)

| | | | | | | | |Direct Investment | | | | | |Import barriers |Greater knowledge of local |Higher risk than other modes | | |Small cultural distance |market |Requires more resources and | | |Assets cannot be fairly priced |Can better apply specialized |commitment | | |High sales potential |skills |May be difficult to manage the | | |Low political risk |Minimizes knowledge spill over |local resources. | | | |Can be viewed as an insider | | |Franchising |Longer term commitments than licensing |The firm is relieved of cost of |Inability to

Global Strategy Global strategy is a plan developed by an organization with the purpose to growth on a global level and expand international. Global strategy has recently become a very popular area of research in the field of international strategic management. Despite this enthusiasm, however, there exists a great deal of conceptual ambiguity about what a "global" strategy really means (Ghoshal, 1987; Kobrin, 1991). One of the main purpose of the companies that use the global strategy is to increase sales and reduce costs by going global, usually the companies plan to manufacture in countries where labor costs are low. Businesses with global strategies ensure the coordination of prices and products when going into different markets.

Nokia entered the not-yet-developed smartphone space in 1996. It released the Nokia 9000 Communicator to the market, a 1.5-inch thick, 14 ounce phone with an outward facing dial pad, navigation keys, and monochromatic display. Unlike the Simon Personal Communicator, the 9000 Communicator looked almost like a run-of-the-mill cell phone from 1996. However, along the left edge, was a hinge which opened to a full QWERTY keyboard and physical navigation buttons neighboring a much larger display. The Nokia 9000 Communicator, like the Simon, was also not called a “smartphone” even though it was capable of email, fax, Web

Introduction As we all know, strategy and structure is one of the most fundamental and significant part of an organization. Strategy and structure is come up by planning process during processes of management in organization, therefore, it is not possible to ignore how well an organization in determining its mission and goal, planning appropriate strategies and structures of organization and implementing these strategies.