Business Strategy 商业策划.docx
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BusinessStrategy商业策划
Course:
BusinessStrategy
Studentnumbers:
10123210
Studentname:
SONGSU
ModuleLeader:
PaulDavies
Submissiondate:
25thJuly,2011
Contents
IntroductionPage2
1–TheStrategicPositionofNokiaPage2
1.1-CompetitiveAdvantageAnalysisPage2
1.2-CompetitiveStrategyAnalysisPage5
2–ExternalInfluencesandDriversAffectingNokia
2.1-PESTLEAnalysisPage6
2.2-FiveForcesAnalysisPage8
3-TheValueAddingActivitiesofNokia
3.1-ResourceAuditPage10
3.2-ValueChainAnalysisPage12
4-TheSustainabilityofNokia’sStrategicPosition
4.1-ConclusionPage14
ReferencesPage16
AppendicesPage18
Introduction
Nokia,amobilephoneenterprisewasfoundedbyFredichIdestamin1865.Itthroughahalf-centurydevelopment,becomethelargesttelecommunicationsequipmentsuppliersallovertheworld.Nowadays,Nokiahasninefactoriesovertheworld,andannouncingwithMicrosofttoreachaglobalstrategicpartnership,MicrosoftlaunchedanewWindowsPhone7systemwillbeNokia'smainoperatingsysteminmobilephones(Nokia,2011).
Inordertoknowaboutthecorporationstrategyanditssustainabilitycompletelyanddeeply,thisreportwillusesixanalysismodelstodemonstratethestrategyposition,keyexternaldriversandaseriesofothersquestionsofNokia.
Findings
1-TheStrategicPositionofNokia
1.1-CompetitiveAdvantageAnalysis
InordertocomprehendNokia’sstrategy,thestrategypositionoftheenterprisewillbeconsideredasapriority.Accordingto‘Generic’analysisbyMichaelE.Porter(1985:
13),thestrategypositionofNokiawillbeconfirmedbasedontheanalysisofthecorporation’scompetitiveadvantageandcompetitivescope.Thedatawillbeshowedbelow.
CompetitiveAdvantage
LowCost
Differentiation
CompetitiveScope
BroadTarget
Nokia
NarrowTarget
(PorterME,1985)
Inordertocaterfortheworldmarketbetter,NokiaCorporationhasthirdpartylogisticscenter,whichcancohesionofallsuppliersusingoneinformationplatformtocommunicationeachother.Inaddition,Nokiaarrangeproducingdifferentlevelsofmobilephonesbydistinctabilitiesandskillsstaffindifferentcityareawhichmeansarrangethemorespecificstaffproducingtheupmarketmobilephonesintheircitiesandviceversa(YujingWang,2011).Itwillbeseenfromthisthefirmofferslowcostproductstoabroadtarget.However,itcouldbearguedthatthelowcostproductsofNokiaonlyforitsstrategy,thefirmalsomustconsiderprovidingvariousproductsandservices.
Asforthebroadrangeofproductsofferedbythefirm,itisnotonlylowcostbutalsohasdiversity.Thecorporationhasinnovationfrequently,andnowfrequentlyNokiabeginssmartphonefightbackwithnewhandsets(BBCNews,2010).ItclearlyshowingtheNokia’sinnovationanddiversitybasedonthedemandsofmarketandcustomers.
Similarly,Nokiaalsoneedsthemethodofdiversitytodevelopmentbetter.Early1990s,Nokiarecognisesthat,owingtotherestrictionsontheuseinmobilephonebusiness,causingthemobileconsumermarketlimitations.Becausethat,Nokiafindtheirculturalrootsandthebrandnewmarketsellingpoint,andputforwardthe"Human-Technology"strategy(ChunyangQiao,2010).Thestrategychangepeople'smindsetofhigh-techenterprises,establishmentofbranddifferentiationandexpandeduseoftheproductareas.Specifically,Nokianotonlyagoodareawithothersimilarbrandsseparate,buttofindanewgrowthpointsofinterest,thebrandvalueriseinthewon,whilethemarkethasmadeprofits.Inaddition,thestrategyhaschangedpeople’sunderstandonthephone,whichisalimitedunderstandingofhigh-techcommunicationsproductsandthenmakingpeopleawareofthephoneispartoflife(ChunyangQiao,2010).ItshowsthatNokiahasdiversityserviceandcompetitionstrategyandbroadmarkettargetstodevelopment.
InFebruary2011,StephenElopsaidthatthefinalchoiceoftheNokiamobileplatformmusthavesufficientdifferentiationadvantages(StephenElop,2011).Hesaid“it’snotjustdifferentiationbutsustainabledifferentiation”(ChrisDavies,2011).Asabigcompany,Nokiacouldnotrelyonpartners,sotheymustperformsustainabledifferentiationandinnovationtohelpthemdevelopingbetter.Sotheyhighlightthefirm’sknowledgeofitscustomersandabilitytodiversifyitsservicetomeettheirdemands.
NokiahaveworkingdifferentiationthroughEnvironmentalPerformance."I'dliketothinkthatthegeneralenvironmentalawarenessatNokiaishigherthaninotherglobalcompanies,"saysSonjaWeckström-Nousiainen,VicePresident,GlobalHumanResourcesDevelopment,NokiaMobilePhones.Long-termstrategymakeNokiahaveenvironmentinnovationanddiversityservice(Nokia,2011).
Therefore,Nokiaenterpriseindicateslowcostproductsandbroadsaletargets,whichmeanthefirmowningadifferentiationstrategyintermsofitsproductsandservicestosatisfythedemandsofworldmarket.Sothefirm’scompetitiveadvantageissuccessfulbecauseofdifferentiation.
1.2-CompetitiveStrategyAnalysis
AccordingtoBowman’s‘StrategyClock’(Bowmanetal,1996),itcananalyseNokiacorporationcompetitivepositionincomparisontotheofferingsofcompetitorswhichincludingthepricefactorsandperceivedaddedvalue.
Inthediscussionofcompetitionadvantageanalysis,Nokiashowsitsstrategyindifferentiation.Itcanbeseenthatthereisahighperceivedaddedvalueaboutitsproductsandservices.Duetolowcostofitsproductsandservice,Nokiacanconsiderthestrategyhybrid.
However,owingtothefirm’smissionthat“thefinalchoiceoftheNokiamobileplatformmusthavesufficientdifferentiationadvantages,andit’snotjustdifferentiationbutsustainabledifferentiation”(StephenElop,2011).
Obviously,inordertobecomethemobilephoneleadershipovertheworld,Nokiadecliningproductspricetocaterfortheworldmarketwithoutbadquality.Conversely,itusuallycreateandinnovatingnewproductsforpeopletocometruethedifferentiation.Specifically,Nokiadecreasepricetoparallelwithcost,theyalsocanobtainprofitsandsharetheearlyinvestmentwhentheyeverytimetosaleoneproduct,whileasforthosecorporationwhichpaylessearlyinvestment,leadtothehighmaintenancecostandmaterialcostsothattheycannotsupportpricedecreasesituation.AllaboveanalysisshowsthatthestrategyofNokiaCorporationwouldbenumberfour,namelydifferentiation.
2–ExternalInfluencesandDriversAffectingNokia
2.1-PESTELAnalysis
Environmentdeterminesthedevelopmentofafirm’sstrategy.PESTELmethodcanaccuratelyanalysekeyexternalfactorsofthefirm.Accordingtotheanalysis,theenvironmentchangeshavebeendiscussed.
Political
Economic
Social-Cultural
vRiseinVATfrom17.5%to20%affectingthesupplychain
vApplicationforsuspensionofallcertificates
vGlobaleconomicdownturn:
vIncreasedsuppliercosts,incurredbyVATriseandinflation
vShipmentstoincreasebyonly10-11%
vPeople'sdisposableincomehasbeenimproved
vMobilityofthepopulationhasincreasing
vThemarketdemandshasincreased
vWiththeexpansionofthenetwork,addingmorenodesinthenetwork
Technological
Legal
Environmental
∙HandsetchipsuppliersisconcentratedinGermanyinstruments,STMicroelectronics,andIntelenterprises
∙Itisapioneerofmobilephoneoperatingsystemsuchassymbian,maemo,meegoandWP7
∙TheproductsaresubjecttogovernmentregulationsinUSA
∙ManyfieldswithintheEuropeanUnionsinglemarket
∙Toreduceradiationwhenusemobilephone
∙Tostablesignalwhenpeopleusemobilephonesindifferentenvironment,i.e.rainydayandincavern
∙Itisinfluencedbyitsrivalry
KeyExternalFactors
ThekeyexternalfactorsinfluencingNokiatendtoEnvironmentandTechnological,whicharedirectlyaffectthefirm’spositionandprofitability,howevertheothersfactorslikePolitical,Social-CulturalandLegalareindispensableonthefirmforitsdevelopmentintheworld.
WithregardtoEnvironmentaspect,itisobviousthatthefirmhasdisturbedbyenvironmentinmarket.Inotherwords,Nokia'smarketsharehasfallenmorethan14%sinceJuly2009,althoughitstillcommandsmorethanhalfthemarketinmanywesternEuropeancountries(JonathanFildes,2010).Thereasonisitsrivalriesarefocusonthefirmandhaveastrongcompetitionwiththefirm.Inaddition,theriseinVATto20%willalsoincreaseextracostsandthefirmhastoraiseproductspricetokeeptheprofitsbalancesothatdecliningthefirm’sprofitsmargins.
AsforTechnologicalfacet,Nokiakeepitswaywhichusingdifferentiationtocreatetheflawlessproduct.Tothenewsystem“MeeGo”,StephenElopclaimedthat“Tobecomeaneffectiveecosystem,itmustalsobeabletoattractotherpeople,includingourcompetitorsinordertoreachacertainsizeandcredibility”(StephenElop).
ItmeansthatElopconsidertheinnovationofnewsystemwillgivehimahugeconfidenttoperformbetter.However,owingtoitsthreerivalriesthreatcreatemorepersonalisedproducts,leadingtoNokiafallinadilemmasituation.Inotherwords,thefirmasthelargesttelecommunicationsequipmentsuppliersovertheworld,itstechnologycannotappealtocustomersandfoundthelimelightwhichislargeimpacttothefirm,ontheotherhand,thefirmcannotgiveupanychancestoimprovingitsdevelopment,consideringpeople’strendyandprice,Nokiamustfindawaytofititconductingmorecompetitiveproductstooccupythemainpositionovertheworld(NickClark,2011).
Therefore,Nokia’