Internal Analysis : ' Strategic Management '

Nokia Corporation is a Finnish multinational corporation. Nokia focuses on fixed and wireless telecommunications products, with employees in 120 countries, selling products in more than 150 countries around the globe.

Nokia’s Lumia series was launched with a bang, but didn’t click. Reasons can be its design, which wasn’t as attractive as Samsung phones or the iPhone. Today the sale of phones is dependent on how shiny or trendy it looks. Leave aside the looks, Nokia phones didn’t have the front camera, which makes it not even 3G enabled. And we are on the threshold of entering the 4G era. So, Nokia’s latest phones were feature ready, but not future ready. Nokia was solely dependent on Symbian till it entered into a partnership with Microsoft recently. But its shift to Windows was considered a tad too late as by then Apple and Samsung had established their dominance. The operating system space was nearly occupied by Android and iOS leaving not much role for Windows. But that cannot be translated into a failed partnership. “Nokia and Microsoft are no weaklings, they do have assets. We believe that there is a good chemistry there with that partnership, and ultimately long-term Windows Phone will be successful,” Wayne Lam, IHS senior analyst, was quoted by Wired. Nokia puts customers into the corridor of uncertainty. One thing that absolutely annoys customers to the extent that it makes them tear their hair out is to have such phones

The purpose of my assignment has been done in terms of strategic analysis, its formulation and implementation of Ryanair organization. The assignment is developed by three parts which includes variety of questions in the each part.

Nokia will have to manage this change closely in order to make sure that they are working as efficiently as possible. For this, they would need to communicate well, as this will run through all the stages on the workforce. Elop achieved this primarily with the burning platform, but would need to pursue this through the reinvention. Training is very important when dealing with emerging products because they need to be of a high enough standard in order to gain a market share. Therefore, the workforce have to be well trained so that they understand the tasks that they are given. Nokia must also check on how individuals are coping with the change to prevent

Resources are non-human things within an organization; they show how well an organization makes decisions in the short and long term. They are the financials and balance sheet with ratios. Resources are tangible and intangible.

Nokia now facing hard time. The company which was dominating the market for years now do not any entity in the market. They mainly focused on middle class and lower class people which was the main problem. They should focus on higher class people who can afford better quality phone with better features and application. If they starting doing it again I am sure people will again attracts to Nokia phones and the company will start once again.

Resources are the assets of the organisation. They include human, physical, financial, intangible and structural resources. In addition, these resources determine how much of operational plan can be implemented and how far the implementation can proceed.

Blue Nile, Inc. is considered the world’s largest online retailer of diamonds. Founded in Nineteen-ninety nine, the Blue Nile offers gold, platinum, pearl and silver

Globalization changes have impacted Burger King in the following ways; since the company began in 1953 with its first restaurant in Jacksonville, Florida and opened several locations across the United States, the company began its international expansion in 1969 with its first international franchise location in Canada, followed by Australia in 1971, and Europe in 1975. The setting up of franchises outside the United States was as a result of fast food opportunities arising outside the United States. So as to fully integrate in the international market, Burger King had to adopt and embrace

The resources of an organisation are those assets that deliver value added in the organisation (Lynch, 2015). According to the resource-based view, firm performance is achieved through competitive advantage that derives from the application of resources that are valuable, rare, difficult to imitate and unable to substitute (Barney, 1991).

Collis, D.J., & Montgomery, C.A. (1995, July/August). Competing on resources: Strategy in the 1990s. Harvard Business Review, 73 (4). (Custom Textbook (2012), Managing Strategy in the Global Marketplace. Chapter 21.)

The organizational hierarchy and economic conditions directly impacts the roles and functions of business leaders. Therefore, it is imperative that one reviews organizational structure in order to understand leadership traits and characteristics. Due to the constantly evolving economy, companies are aiming to adopt a more elastic strategic management configuration so as to assist the maximization of the employee satisfaction and to get rid of any inflexibility in the organizational structures that obstruct communication. Project-based (or task-based) organizational compositions (PBO) facilitate the companies to be more elastic as this employee structure comprises of transitory project teams and responsibilities which are softened after the necessary aims have been attained (DeFillippi & Arthur.1998: Hobday, 2000; Turner & Keegan, 2001).

65) What can be defined as the art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives?

“Strategic management is a continuous process that involves attempts to match or fit the organization with its changing environment in the most advantageous way possible” (Digman, 1990, p.7). This clearly states the utmost importance strategic management plays in business environment making it a vital part to achieving company goals. Telecommunications industry is thriving, and in the recent years has advanced to an extraordinary level, therefore the major companies controlling this sector, such as Apple Inc. and Samsung have to compete with each other in order to stay in charge. The biggest challenge for the forthcoming years is to stay innovative and keep growing, “Telecom companies need to invest – expanding their footprint, updating technology and infrastructure, acquiring spectrum and funding R&D. Companies that don’t, or can’t, maintain focus on rapid innovation may lose out to those that do.” (Wigginton, 2014). Throughout this essay I will attempt to critically analyse and examine three different analytical processes of strategic management, whilst using examples of companies such as Apple Inc. and Samsung, to illustrate the implications and outcomes such strategies may have on businesses. To do this I will concentrate on Johnson’s cultural web, Yip’s drivers of internationalisation and Brownman’s strategy clock processes. “The taken-for-granted nature of culture is what makes it centrally important in relation to strategy and the management of strategy” (Johnson et

Future- oriented: Strategic management encompasses forecasts, what is anticipated by the managers. In such decisions, emphasis is placed on the development of projections that will enable the firm to select the most promising strategic options. In the turbulent environment, a firm will succeed only if it takes a proactive stance towards change.