1. Describe Nokia's vision and mission for its organization and how was it implemented? What suggestions can you provide (if any) that would or would have strategically positioned them in a competitive market?
2. Using the competitive forces model, what alarms should Nokia have identified in their strategic pursuits?
3. In Nokia's current situation, what strategy and techniques do you suggest to better position them for future growth?
4. What should Nokia have done to compete technologically?
5. What can Nokia do to continue to compete globally and domestically?
This case depicts the market share demise of Nokia due to a less than visionary approach to competition and products. The main focus of the case is on how Nokia's practices lead to changes in leadership, less margins, unfruitful partnerships, and ignored potential ideas. Nokia's inability to find its footing with competition, anticipate product demand, and lackluster product development places them in catch-up mentality which continues to bring losing market share. Despite their efforts toward renewed product development, mergers, and brand image, Nokia still looks to its new leader, Stephen Elop, to regain investor confidence by once again branding the company as the largest mobile phone maker in the world. Can Nokia be restored to its once market prominence?