Corporate-Level Strategy

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Identify the businesses the company is in (or considering entering), how they are related (or unrelated), and whether and how they create additional value in their combination. Be specific and detailed. If it is unclear that value is created, try to asses why the firm might have chosen to enter those businesses. Nokia currently is in the telecommunications solutions business which include the following industries: (1) mobile device manufacturing, (2) mobile device communication, (3) mobile device accessories and (4) applications for mobile devices. These four industries are all equally related to one another. In the beginning of the mobile device industry for Nokia, the company focused strictly on the manufacturing of mobile devices. These mobile devices were standard and did not offer any of the extra applications or features that the company currently offers. In order for Nokia to sustain their competitive advantage within the industry, the company had to create additional value-added features and services to its mobile device industry. These additional features include cameras on the phones, internet capabilities/email, maps, gaming applications,media sharing, video and music. All of the many features create value for consumers by providing convenience, simplification and the ability to stay connected. A few examples include: (1) the maps can help people navigate through a new area that they are unfamiliar with, (2) the internet and email features allow consumers to easily stay associated with their many connections throughout the world and (3) media sharing has also created value for consumers by being able to transfer files between mobile devices, which can be especially useful for international business associates needing to get an important contract signed immediately. Nokia added these additional services and features to be able to stay in line with their vision, which involves a world where everybody is connected. (www.nokia.com) Identify and analyze the methods of entry the firm has used to enter those businesses. Were the methods of entry used (or proposed) the best choice given the firm's objectives, environment, strengths, weaknesses, and strategy? Be sure to include any appropriate financial analysis to support your assessment. Nokia has used mergers, acquisitions, and joint ventures throughout their history to gain the competencies needed to provide consumers with high-quality products. One of the major acquisitions took place in 2008, where Nokia bought out the remaining 52% of Symbian that it did not already own. Symbian provided the operating system that is used on most mobile devices manufactured by Nokia. With the acquisition, Nokia's CEO Olli-Pekka Kallasvuo hoped to develop even more advanced webenabled applications for their mobile devices. The operating system is open source, which allows for the modification of applications to create custom-designed software to meet individual consumer needs. Through additional modifications, the software and applications become easier to use and also more reliable, creating value for customers. (http://www.howstuffworks.com/question435.htm) (http://conversations.nokia.com/2008/06/24/nokia-to-acquire-symbian-make-it-open-source/) An important 50-50 joint venture took place between Nokia and Siemens in June 2006. The two companies merged the Networks Business Group of Nokia and the

Prescriptive View of Strategy

STRATEGIC HUMAN RESOURCE MANAGEMENT By examples, illustrate the prescriptive view of strategy in your organization or any organization known to you and show whether it is working, how

it can be improved and your role in making the improvement. Introduction The concept of corporate strategy Prescriptive View of Strategy STRATEGIC HUMAN RESOURCE MANAGEMENT By examples, illustrate the prescriptive view of strategy in your organization or any organization known to you and show whether it is working, how it can be improved and your role in making the improvement. Introduction The concept of corporate strategy
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The Prescriptive and Emergent Approaches to Strategic Management CONTENT INTRODUCTION DEFINITION OF STRATEGY REASONS FOR STRATEGIC PLANNING APPROACHES TO STRATEGIC MANAGEMENT: EMERGENT APPROACH PRESCRIPTIVE APPROACH THE ECONOMIC CRISIS/ TURBULENCE STRATEGIC MANAGEMENT IN ECONOMIC TURBULENCE CONCLUSION REFERENCES
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Emergent Corporate Strategy Emergent corporate strategy CORPORATE STRATEGY is the direction an organization takes with the objective of achieving business success in the long term. Recent approaches have focused on the need for companies to adapt to and anticipate changes in the business environment. The development of a c
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Pescriptive versus emergent Contents Introduction 2 Placing the article in wider literature debate 2 Strengths and Weaknesses 3 Conclusion 4 Works Cited 5 Introduction When described with historical perspective since it arrived in the mid 1960s, strategic or prescriptive planning has been embraced as a way of...

value chain of Nokia.

It is unmistakable that the global economy has become vitally integrated. It is for this reason that the product value chain of any company is crucial for its success. Each action of the product value chain is well thought out an implemented in order to achieve a cleare picture of thos is doing what in the organization. This simple yet very powerful tool is so important that it is usually designed by consultants specific to their field of expertise. Map value chains accomplish an indisputable competitive advantage over other businesses as they become an essential part of an organization. Since the Internet and other integration softwares such as Supply Chain Management also known as SCM, the communications among business departments in the product value chain are easier than ever. For these reasons, creating the product value chain has become more accessible and reliable. Not only that but, even the cost of synchronizing the product value chain activities has significantly reduced and become more real-time, even to a global level. Nokia offers a wide range of managed services including field operations, network performance, network availability, and even financial restructuring. This structure makes it possible for managers to cleary identify a scope for network operations, as well as continuing strong control of their day to day activities. This makes the management aware of all the aspects differentiating their business. According to Nokia - The key capabilities are: Network operations Turnkey network build Network optimization Multivendor technical support

 Managers at Nokia need to optimize their interactions in their value chain. The more efficient their communication is, the quicker they will carry out these four important functions time to market, order cycle time, inventory turnover, and time to next product line. These dimensions increase the efficiency of a product value

With these multivendor systems, customers get continuous access and enhanced performance of their mobile networks. In order for Nokia to maintain efficient operations they

outsource to a single supplier. One interface with a partner that delivers spare parts from many different manufacturers is easier to manage and reduces administration significantly. Economies of scale are also achieved by managing all spare parts through one organization. Nokia achieves this also by leveraging thier Nokia NetAct OSS, which is a program that automates thier operations to optimize networks and manage risks efficiently. Nokias customers look for network speed, quality, low cost and due to the competition, are increasingly looking for personalization in their products. To fulfill these expectations, it is crucial that the process creating Nokias products be designed that it can produce many different variations. However, customized products should not be provided at the cost of losing profits. This is another reason that the managers of departments have to communicate regularly within a product value chain in order to sustain mass customization. Again, the software tools and internet help uncover the true need of mass customization. Nokia provides their customers with a web interface that allows them to choose which product they like and that way Nokia will build more based on the results.

Nokias delivery channel provides the transport of the products. For Nokia, the delivery channel is typically owned by the organization. This allows them to define interfaces and arrangements in the matter they choose. Service logic functions include the process flow for the service. As stated previously, Nokia outsources this function to an external service to in order to provide a seamless integration environment. Nokias value chain management provides the functionality needed to manage the relationships between the end-user, operator, content publisher and service providers. The value of content domain is acknowledged by the ease and range to introduce and manage new products efficiently with business and various trends. The service delivery value chain still applies when services and content are hosted on mobile terminals.

Meeting a businesss core operation requirements entails a clear understanding of the individual roles and functions of each line of business, how that tasks should be distributed and

utlilized most efficiently. For example, a keyfunctional requirement for the value chain is to know where the ability to charge for the service lies.

Common issues that the value chain can map include: Implementing new services quickly and efficiently Enhancing quality in products Reducing the amount of development required for each new product Integrating costs through reusing common functions between lines of business Matching investments to profits