A PROJECT ON ORGANIZATION STRUCTURE & BUSINESS ANALYSIS OF NOKIA COMPANY SUBMITTED TO UNIVERSITY OF MUMBAI IN THE PARTIAL FULLFILLMENT OF THE

M.COM DEGREE (SEM-II) BY NOORJAHAN.I.SHAIKH ROLL NO 93 SEAT NO -!!!

UNDER THE GUIDANCE OF PROF. S"ATI VORA STUDYING AT RIZVI COLLEGE OF ARTS SCIENCE AND COMMERCE RIZVI EDUCATIONAL COMPLE# BANDRA ("EST) MUMBAI$% ACADAMIC YEAR &%'&-&%'3

TABLE OF CONTENTS
SR. NO. PARTICULARS Title Page Declaration Certificate Acknowledgement INDEX ' 1.1 Introduction & 3 REVIE" OF LITERATURE RESEARCH DESIGN .1 !tatement "f T#e Pro$lem .% !co&e "f T#e !tud' . "$(ective "f T#e !tud' .) *e+earc# ,et#odolog' ( ).1 Com&an' Profile ).% -!."T Anal'+i+ ). $ ) * /C0 ,atri1 CONCLUSION FINDINGS AND SUGGESTIONS BIBLIOGRAPHY ).) Anal'+i+ and Inter&retation DATA ANALYSIS OVERVIE" PAGE NO. (i) (ii) (iii) (iv)

DECLARATION

I NOORJAHAN.I.SHAIKH a +tudent of ,C",21 cla++3 *oll No24 !eat no25555of t#e academic 'ear %61%2%61 +tud'ing at *I78I C"99E0E ": A*T!3 !CIENCE AND C",,E*CE. ;ere$' declare t#at t#e work done on t#e &ro(ect entitled

ORGANIZATION STRUCTURE & BUSINESS ANALYSIS OF NOKIA COMPANY. I+ true and original to t#e $e+t of m' knowledge an' m'
reference+ u+ed in t#e &ro(ect <nder t#e !u&ervi+ion of internal 0uidance of P+,-. S"ATI VORA. DATE.-!!!!!!!!!!!!!!!!

SIGNATURE OF STUDENT (N,,+/0102 S10341)

CERTIFICATE

T#i+ i+ to Certif' t#at NOORJAHAN .I. SHAIKH a +tudent of ,C", = 13 *"99 N" = 4 !EAT N" 2 5555 of t#e academic 'ear %61%2%61 +tud'ing in *I78I C"99E0E ": A*T!3 !CIENCE AND C",,E*CE3 #a+ +ucce++full' com&leted t#e Pro(ect titled 5ORGANIZATION STRUCTURE & BUSINESS ANALYSIS OF

NOKIA COMPANY 6 during #i+ work we found #im ver' #ard working.

!!!!!!!!!!!!!!!!!!!!!!!!!!

!!!!!!!!!!!!!!!!!!!!!!

P+,-.S"ATI VORA (PROJECT GUIDE)

P+,-. S"ATI VORA (M.COM CO-ORDINATOR)

E#TERNAL E#AMINER

DR.M.Z.FAROO7UI

(PRINCIPAL)

ACKNO"LEDGEMENT

I am greatl' t#ankful to t#o+e &eo&le w#o guided and encouraged me to do t#i+ &ro(ect. It wa+ a $eautiful or +a' a ver' remarka$le e1&erience in making t#i+ re&ort. T#oug# it wa+ ver' difficult to collect t#e information $ut I didn>t lo+e m' intere+t from m' &ro(ect. :ir+tl' I would like to t#ank m' guide and advi+or P+,- S8093 V,+0for +#owing +uc# a keen intere+t to #el& me in t#i+ &ro(ect3 making it a ver' nice e1&erience in learning new t#ing+ from #im. ;e guided me in a friendl' wa' $' filling me wit# t#e e1citement of making t#i+ &ro&er &ro(ect. 9a+tl'3 I t#ank m' friend S,,:3;0 S3<<3=>3 R,?102 R3@A3 3 S10341 Z0B3+ N0-3?0 S10341 w#o +u&&orted me w#ile collecting information and #el&ing me in eac# level of t#i+ &ro(ect. And I #eartedl' t#ank m' famil' and m' cla++mate+. It wa+ a marvelou+ e1&erience in making t#i+ re+earc# &ro(ect and com&leting it wit#out an' #urdle+.

RIZVI COLLEGE OF ARTS SCIENCE AND COMMERCE M.COM PART- I. (SEM II) &%'&-&%'3 EVALUATION SHEET NA,E ": T;E !T<DENT ? NOORJAHAN SHAIKH *"99 N" !</@ECT
SR.NO. '

? 93 ? STRATEGIC MANAGEMENT
PARTICULARS MARKS SIGNATURE

EVALUATION BY INTERNAL PRESENTATION EVALUATION BY E#TERNAL VIVA

& 3

TOTAL

%'. INTRODUCTION
T#e com&an' I #ave c#o+en to anal'+e in m' &ro(ect i+ t#e mo$ile &#one giant Nokia. T#i+ &ro(ect tell+ u+ $riefl' w#at Nokia actuall' i+3 it+ com&an' +tructure and overall view on t#e +iAe and +ale+ of t#e com&an' B al+o t#e 8ariou+ ,arket +egmentation !trategie+ followed $' t#em. !ince @anuar' %66)3 Nokia 0rou& #a+ con+i+ted of four different $u+ine++ grou&+? ,o$ile P#one+3 ,ultimedia3 Enter&ri+e !olution+ and Network+. CIn addition3 t#ere are two #oriAontal grou&+ t#at +u&&ort t#e mo$ile device $u+ine++ grou&+? Cu+tomer and ,arket "&eration+ and Tec#nolog' Platform+.D In t#e 'ear %66) Nokia>+ net +ale+ for mo$ile &#one+ were 1E-6F million euro3 w#ic# went down 1%G from %66 . Nokia>+ market area+ were Euro&eHAfricaH,iddle Ea+t (--G of net +ale+)3 A+ian Pacific and C#ina (%-G) and America+ (%6G). Nokia>+ market +#are in Euro&e wa+ )-.EG in %66 3 in %66) it wa+ ).EG and in t#e t#ird Iuarter of %66- it wa+ JG. T#e average num$er of &er+onnel for %66) wa+ - -11. At t#e end of %66)3 Nokia em&lo'ed ---6- &eo&le worldwide. In %66)3 NokiaK+ &er+onnel increa+ed $' a total of )1)J em&lo'ee+. Nokia>+ turnover for t#e t#ird Iuarter of %66- wa+ E)6 million euro from w#ic# mo$ile &#one+ $roug#t in J%G3 multimedia 1FG3 Enter&ri+e +olution+ %G and Network+ 4G. CT#e 'ear %66) wa+ demanding for Nokia. In re+&on+e3 t#e com&an'

+et five to& &rioritie+ in t#e area+ of cu+tomer relation+3 &roduct offering3 *BD efficienc'3 demand2+u&&l' management and t#e com&an'>+ a$ilit' to offer end2to2end +olution+. Nokia i+ making good &rogre++ in t#e+e area+3 and i+ now $etter &o+itioned to meet future c#allenge+.

N,430 V3?3,2CM3??3,2 S909DBD29

O>+ V3?3,2 L A world w#ere ever'one can $e connected. L In %61-3 - $illion &eo&le alwa'+ connected3 and 166 fold more network traffic. L It>+ a world of e1&erience+3 +#ared e1&erience+.

O>+ P+,B3?D L .e #el& &eo&le feel clo+e to w#at matter+ to t#em. L "ne of our $a+ic need+ a+ #uman $eing+ i+ t#e need to communicate and +#are. L "ur &romi+e i+ to #el& fulfil t#i+ need3 to #el& t#em feel clo+e to w#at matter+ to t#em.

O>+ AEE+,0F1 L Con+umer under+tanding drive+ u+. L .e o$+erve fir+t3 t#en de+ign. .e act on our con+umer in+ig#t+. L .e take a ver' #uman a&&roac# to tec#nolog' 1. !im&le %. *elia$le . Intuitive ). E1&erience+ to fall in love wit#. L Internet i+ our Iue+t. Internet innovation3 creativit'3 media and +ervice+ will $e availa$le an'time3 an'w#ere. LNokia want+ to $ring t#e $e+t of internet to mo$ile . O>+ RD?,G>93,2-G+,8 T+02?-,+B B>3G< L 0row t#e num$er of &eo&le u+ing nokia device+. LTran+form t#e device+ &eo&le u+e.

L /uild new $u+ine++e+ L "ur $u+ine++ and &eo&le>+ e1&ectation+ for mo$ile device+ and +ervice+ are c#anging. Nokia>+ &romi+e i+ to #el& &eo&le feel clo+e to w#at matter+ to t#em. Nokia2 Connecting Peo&leM Nokia Cor&oration (NN!E? N"O) i+ one of t#e worldP+ large+t telecommunication+ eIui&ment manufacturer+. .it# #eadIuarter+ in Oeilaniemi of E+&oo3 :inland3 t#i+ :inni+# telecommunication+ com&an' i+ $e+t known toda' for it+ leading range of mo$ile &#one+. Nokia al+o &roduce+ mo$ile &#one infra+tructure and ot#er telecommunication+ eIui&ment for a&&lication+ +uc# a+ traditional voice tele&#on'3 I!DN3 $road$and acce++3 &rofe++ional mo$ile radio3 voice over IP3 wirele++ 9AN and a line of +atellite receiver+. Nokia &rovide+ mo$ile communication eIui&ment for ever' ma(or market and &rotocol3 including 0!,3 CD,A3 and .CD,A. Nokia wa+ e+ta$li+#ed in 1EJ- a+ a wood2&ul& mill $' :redrik Ide+tam on t#e $ank+ of Nokia ra&id+. :inni+# *u$$er .ork+ e+ta$li+#ed it+ factorie+ in t#e $eginning of %6t# centur' near$' and $egan u+ing Nokia a+ it+ $rand. !#ortl' after .orld .ar I :inni+# *u$$er .ork+ acIuired Nokia wood mill+ a+ well a+ :inni+# Ca$le .ork+3 a &roducer of tele&#one and telegra&# ca$le+. All t#ree com&anie+ were merged a+ Nokia Cor&oration in 14JF. T#e name Nokia originated from t#e river w#ic# flowed t#roug# t#e town of t#e +ame name (Nokia).

In t#e 14F6+ Nokia $ecame more involved in t#e telecommunication+ indu+tr' $' develo&ing t#e Nokia DX %663 a digital +witc# for tele&#one e1c#ange+. In t#e 14E6+3 Nokia offered a +erie+ of &er+onal com&uter+ called ,ikro,ikko. ;owever3 t#e+e o&eration+ were +old to International Com&uter+3 9td. (IC9)3 w#ic# wa+ later merged wit# :u(it+u2!iemen+ A0. Nokia al+o $egan develo&ing mo$ile &#one+ for t#e N,T networkQ unfortunatel'3 t#e com&an' ran afoul of +eriou+ financial &ro$lem+ in t#e 1446+ and +treamlined it+ manufacturing of mo$ile &#one+3 mo$ile &#one infra+tructure3 and ot#er telecommunication+ area+3 dive+ting it+elf of ot#er item+3 +uc# a+ televi+ion+ and &er+onal com&uter+. In %66)3 Nokia re+orted to +imilar +treamlining &ractice+ wit# la'off+ and organiAational re+tructuring3 alt#oug# on a +ignificantl' +maller +cale. T#i+3 #owever3 dimini+#ed NokiaP+ &u$lic image in :inland3 and &roduced a num$er of court ca+e+ along wit#3 at lea+t3 one televi+ion +#ow critical of Nokia. *ecentl'3 Nokia (oined ot#er mo$ile &#one manufacturer+ to em$race Taiwane+e "riginal Device ,anufacturer+. Nokia +igned a contract wit# /enR3 a Taiwane+e "riginal Device ,anufacturer3 to develo& t#ree #ig#2 end mo$ile &#one+3 w#ic# are +c#eduled to retail $' t#e end of %66-.

%&.REVIE" OF LITERATURE NokiaP+ #i+tor' +tarted in 'ear 1EJ-3 w#en engineer :redrik Ide+tam e+ta$li+#ed a wood2&ul& mill in !out#ern :inland and +tarted manufacturing &a&er. Due to t#e Euro&ean indu+trialiAation and t#e growing con+um&tion of &a&er and card$oard Nokia +oon $ecame +ucce++ful. In 1E4- :redrik Ide+tam #anded over t#e rein+ of t#e com&an' to #i+ +on2in2law. Nokia wa+ Actuall' founded in 14J- $' :redrik Ide+tam in :inland a+ a &a&er manufacturing com&an'. In 14%63 :inni+# *u$$er .ork+ $ecame a &art of t#e com&an'3 and later on in 14%%3 :inni+# Ca$le .ork+ (oined t#em. All t#e t#ree com&anie+ were merged in 14JF to form t#e Nokia 0rou&. Nokia created t#e N,T mo$ile &#one +tandard in 14E1 and launc#ed t#e fir+t N,T &#one3 ,o$ira Cit'man3 in 14EF. T#e com&an' delivered t#e fir+t 0!, network to *adkilinia3 a :inni+# com&an' in 14413 and in 144%3 Nokia 1611 2 a &recur+or for all Nokia>+ current 0!, &#one+ 2 wa+ introduced. In t#e 1446+3 Nokia &rovided 0!, +ervice+ to 46 o&erator+ acro++ t#e world. Anot#er +ignificant move of t#e com&an' during t#i+ &eriod wa+ t#e dive+tment of it+ non2core o&eration+ like IT. T#e com&an' focu+ed on two core $u+ine++e+ 2 mo$ile &#one+ and telecommunication+ network+. In t#e 1446+3 Nokia &rovided 0!, +ervice+ to 46 o&erator+ acro++ t#e world. Anot#er +ignificant move of t#e com&an' during t#i+ &eriod wa+ t#e dive+tment of it+ non2core o&eration+ like IT. T#e com&an'

focu+ed on two core $u+ine++e+ 2 mo$ile &#one+ and telecommunication+ network+. NokiaP+ #i+tor' contain+ man' ac#ievement+ t#at were t#e fir+t of t#eir kind in t#e world. ,an' mile+tone+ #ave $een e1&erienced in t#e mo$ile &#one $u+ine++ +ince t#e E6>+. T#e +ucce++ wit# t#e N,T and 0!, tec#nologie+ and t#e &roduct+ t#e' +&awned +ecured NokiaP+ &o+ition a+ t#e worldP+ leading telecommunication+ com&an'. T#e li+t of NokiaP+ mile+tone+ &rovided a good in+ig#t in t#e #i+tor' of wirele++ communication+. Nokia #a+ $een involved in making t#e worldP+ fir+t N,T network and t#e worldP+ fir+t &ocket2+iAed mo$ile &#one. T#e worldP+ fir+t device to u+e t#e !'m$ian "! wa+ al+o &roduced $' Nokia. Nokia wa+ a$le to offer advanced &roduct+ from t#e $eginning of t#e 46+. Earl' inve+tment+ in *BD were t#u+ #and+omel' rewarded. Nokia en+ured it+ continued growt# $' reforming it+ &roduction in t#e middle of t#e 46+. T#e new &#one model+ and +tandardiAed tec#nical +olution+ made it &o++i$le to &roduce an increa+ingl' e1ten+ive &roduct range more effectivel'. T#e e1ten+ive range of mo$ile &#one model+3 covering all u+er grou&+3 i+ one of t#e rea+on+ w#' Nokia $ecame t#e market leader.

R,GD ,- S9+09DH;.
Ever' com&an' on a +mall level wit# ver' low ri+k or a multinational com&an' wit# muc# more to lo+e t#an (u+t mone' on t#e line #ave to #ave a +trateg' to make it+ name in t#e world wit# ot#er com&anie+ in mind. !trateg' i+ a+ im&ortant in an organiAation like walking for a #uman. /e#ind ever' +ucce++ful organiAation t#ere i+ a +trateg'. It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad.C.S.Lewis [7] T#e idea from a$ove +tatement +a'+ in +trateg' 'ou cannot (u+t attem&t +omet#ing t#at 'ou #ave to or will do (u+t like t#at 'ou need to take +mall and control in +ometime+ $rave +te&+ to ac#ieve w#at 'ou de+ire and #ave to $e &atient $ecau+e in &lanned +trateg' to work time i+ 'our $igge+t friend and +ometime+ t#e wor+t enem'. !ometime it take+ 'ear+ to $e w#ere 'ou want 'our organi+ation to +tand. In a com&etitive $u+ine++ environment 'ou #ave to reali+e t#e $rutal fact+ of ,arket environment3 :inancial and Economic condition+. Nou need to a+k 'our+elf t#e #ard Iue+tion+ $efore making a +trategic &lan weat#er it can $e ac#ieved or not and #ave to make +u$ +mall &lan+ t#o+e will #el& 'ou. Nou #ave to t#ink of t#e value added to t#e organi+ation after t#e com&letion of 'our +trateg'.

%(. DATA ANALYSIS

MARKETING STRATEGIES Introduction to Marketing Strategies

STRATEGY is a very broad term which commonly describes any thinking that looks at the bigger picture Success!ul companies are those that !ocus their e!!orts strategically To meet and e"ceed customer satis!action# the business team needs to !ollow an overall organi$ational strategy A success!ul strategy adds value !or the targeted customers over the long run by consistently meeting their needs better than the competition does Strategy is the way in which a company orients itsel! towards the market in which it operates and towards the other companies in the marketplace against which it competes %t is a plan an organi$ation !ormulates to gain a Sustainable Advantage over the competition The &arketing 'oncept o! building an organi$ation around the pro!itable satis!action o! customer needs has helped !irms to achieve success in high(growth# moderately competitive markets )owever# to be success!ul in markets in which economic growth has leveled and in which there e"ist many competitors who !ollow the marketing

concept# a well(developed marketing strategy is re*uired Such a strategy considers a port!olio o! products and takes into account the anticipated moves o! competitors in the market 'onsumers seek certain attributes in products and these attributes lead to certain bene!its !or them +hen the bene!its matter to them# over time they learn to choose products which possess those attributes that lead to the relevant conse*uences ,nderstanding these linkages between product attributes# their conse*uences and their ultimate consumer -values. are important i! one has to arrive at a positioning that the consumer can relate to /ene!it 0addering re!ers to a techni*ue which !ocuses on product attributes and hence provides a link !or the changing value proposition o! a product %t helps the company to communicate its !inal value proposition to the consumer and hence help the company to arrive at the desired positioning o! the product in the market

1rice 2 Selling E!!ort Strategies 3 A !irm that !ollows a skimming strategy seeks to be the !irst to introduce a product with very good per!ormance# selling it to the innovator market segment and charging a premium price !or it %t makes as much pro!it as possible# then moves on when the competition arrives The price is likely to !all over time as competition is encountered Such a skimming strategy contrasts with a penetrating strategy# which seeks to gain market share by sacri!icing short(

term pro!its# and increasing the price over time as market share is gained

'ompetitors have certain strengths and abilities To succeed# a !irm must leverage its own uni*ue abilities

A !irm should prepare de!ensive strategies be!ore potential threats arrive %! the competition surprises a !irm with the introduction o! a vastly superior product# the !irm should resist the temptation to proceed with its mediocre product A !irm never should introduce a product that is obsolete when it hits the market

The competition4s probable response to a !irm4s actions should be considered care!ully

Nokia's new strategy in US market

%# and other much wiser bloggers# have already written about how unsuccess!ul 5okia had been in selling phones on the ,S market %t seems that American people are resistant to smart phones# they4re simply satis!ied with te"t messaging and using their phones mainly !or voice calls ,n!ortunately# the carriers didn4t make it easy !or 5okia to be the 67 in 5orth(America# either

/ut that might change over time As 5okia reported in their press release# they are trying to !ind new ways to sell their phones# but this time without involving the carriers % hope that Ewan4s prediction will come true and users are now ready to buy and use such advanced mobile gadgets Especially i! they are !rom the business segment3 !irst# it4s more likely that those users can a!!ord cell phones !or hundreds o! 8s# second# they might even use more than 79: o! the provided !unctionality

NOKIAS ARIOUS MARKETING STRATEGIES

!oca" ser#ices easi"y$ +ith the 5okia 0ocal &arketing Solution# consumers will be able to easily discover and easily initiate services A phone call to the nearest ta"i stand# opening a +A1 or )TT1 connection to the local movie theatre portal can be made with ;ust a !ew clicks Rather than having to browse through multiple menus# the special application in the phone makes it possible !or the consumer to discover locally relevant services !rom service advertisements collected in the background by the special phone application while the consumer moves around

EI9D+20G 020G;?3?.
T#e E1ternal Anal'+i+ e1amine+ o&&ortunitie+ and t#reat+ t#at e1i+t in t#e environment and I will $e di+cu++ing t#e fallowing.
'. P.E.S.T A20G;?3? &. P,+9D+J? F3AD F,+FD?CM0+4D9 T+D2<? 3. T;ED? ,- M0+4D9

'. P.E.S.T A20G;?3?.

PE!T identifie+ t#e &olitical3 economic3 +ocial3 tec#nological3 environmental3 and legal factor+ t#at of w#ic# directl' affect a com&an'. In t#i+ ca+e Nokia. P,G393F0G = A+ market+ are deregulated3 $ot# o&erator+ and manufacturer+ are free to act inde&endentl' of government intervention. In Countrie+ like India and C#ina w#ere Partial regulation+ e1i+t3 government intervention doe+ take &lace.

EF,2,B3F = .it# income+ ri+ing3 &eo&le #ave more di+&o+a$le income3 w#ic# ena$le+ con+umer+ to $e more +elective wit# t#eir c#oice of mo$ile &#one3 looking to ot#er factor+ rat#er t#an fulfilling t#e mo+t $a+ic of u+er need+ (te1t me++aging and &#one call+) and &rice $eing +uc# a ke' factor. S,F30G = T#e ri+e of t#e +o2called information +ociet' #a+ made telecommunication+ increa+ingl' more im&ortant to con+umer+3 $ot# in term+ of work and lei+ure. <+er+ are more aware of mo$ile &#one #and+et c#oice and advancement+ due to increa+ed information availa$ilit'. TDF12,G,H3F0G = T#ere #ave $een muc# glo$al advancement in tec#nolog' +uc# a+ ,,!3 /luetoot#3 .AP3 0!,3 0P*!3 camera+ etc. T#e A+ian market+ are more tec#nologicall' advanced t#an t#eir Euro&ean counter&art+3 for e1am&le in %66%3 (u+t )G of &#one+ #ad camera+3 w#erea+ in A+ia 46G did. &. P,+9D+J? $ F,+FDCM0+4D9 T+D2<?.

It u+e+ conce&t+ develo&ed in Indu+trial "rganiAation (I") economic+ to derive five force+ w#ic# determine t#e

com&etitive inten+it' and t#erefore attractivene++ of a market. It con+i+t+ of fallowing factor+. P,8D+ ,- ND8 E29+029?. In an' market arrival of a new &roduct i+ not alwa'+ welcomed. In mo$ile+ world it>+ not different a mo$ile &#one or an online +ervice i+ launc#ed $' Nokia it #a+ a+ -6 &ercent c#ance of +ucce++. It>+ like t#e launc# of Nokia>+ N4- !mart&#one w#ic# wa+ muc# a&&reciated $' $u'er+ t#en t#e launc# of N4J !mart&#one. P,8D+ ,- B>;D+?. Due to recent down fall in t#e econom'3 t#e demand of con+umer+ $u'ing new mo$ile+ #a+ come to a #alt. Due to w#ic# com&anie+ ever'w#ere are t#inking of +trategie+ to increa+e t#e demand of t#eir &roduct+. T1+D09 ,- S>:?939>9D. T#ere are +u$+titute for ever't#ing out in t#e world. !o goe+ for t#e mo$ile3 and t#e +ervice+ &rovided $' Nokia $ut t#e &ro$lem lie+ in con+umer+ +witc#ing to t#e +u$+titute. T#e main rea+on i+ t#at mo+t &eo&le don>t like to c#ange to +omet#ing new $ecau+e t#e' mig#t find it #ard to u+e or +witc# over. P,8D+ ,- S>EEG3D+?. If t#e +u&&lier+ c#ange t#e &rice t#en com&an' in t#i+ ca+e Nokia #a+ a direct im&act on t#e &ricing of t#eir &roduct+. If t#ere are more +u&&lier+ t#en it i+ ea+' to c#ange from one to anot#er if t#e fir+t one i+ not a$le to &rovide t#e +ervice+ a com&an' need+. C,BED9393AD R3A0G+;. /u+ine++ i+ good w#ere t#ere are com&etitor+ $ecau+e it give+ more c#ance to im&rove and go a#ead of 'our rival+. Nokia kee& t#eir &roduct catalog+ u&2to2date and kee& looking for $etter tec#nologie+ to u&date it+ mo$ile and +ervice+. 3. T;ED? ,- M0+4D9. T#ere are different t'&e+ of market+ on w#ic# a com&an' make+ +trategie+ to fallow and con+ider $efore relea+ing &roduct+. .#ic# are di+cu++ed a+ $elow. M,2,E,G;. Nokia a+ a mo$ile manufacturer #a+ dominated mo$ile+ market wit# it+ #ig# end N2+erie+ !mart&#one to it+ low end mo$ile+. It wa+ Nokia>+ intentional +trateg' to kee& a#ead wit# t#e tec#nolog' to kee& cu+tomer+ intere+ted in it+ &roduct+.

D>,E,G;.

It>+ a market +tate w#en two com&anie+ dominate t#e market. In t#i+ 0 tec#nolog'

market Nokia i+ c#allenging ;<A.EI tec#nologie+ in &roducing &roducing 0 dongle+. OG3H,E,G;.

dongle+ $ecau+e at &re+ent time t#ere i+ no ot#er com&an' in t#e world e1&ect ;uawei It>+ a t'&e of market w#ere +mall num$er+ of com&anie+ in t#e

market collude to take control of t#e market &rice+ and &roduct+. In Nokia>+ ca+e it i+ colluding wit# !on' Eric++on and !am+ung to make &#one+ w#ic# u+e Nokia>+ mo$ile o&erating +'+tem (!'m$ian !J6). T#i+ eliminate+ t#e u+e of .indow>+ mo$ile o&erating +'+tem and newl' introduced 0oogle>+ o&erating +'+tem Android. PD+-DF9 C,BED9393,2. It>+ a market w#ere all Com&anie+ are on a +ame level. Nokia a+ a leading manufacturer +till #ave !am+ung3 !on' Eric++on3 ,otorola3 and 90 give a toug# com&etition wit# &roduct+ ranging from ever' low end u+er to #ig# end tec# loving cu+tomer.

I29D+20G 020G;?3?.
Internal environment anal'+i+ i+ t#e anal'+i+ of factor+ wit#in t#e organi+ation t#at make give an organi+ation advantage+ and di+advantage+. !ome of t#em are di+cu++ed $elow.
'. RD?,>+FD A><39 &. B,?9,2 M09+3I 3. C,+D C,BED9D2F3D?

'. RD?,>+FD A><39. H>B02 +D?,>+FD?. It>+ t#e count of all t#e +killed or un+killed +taff a

com&an' #ire+ to work for t#em. Nokia do #ire #ig#l' +killed +taff due to it+ nature of tec#nolog' work and &rovide t#em wit# training to kee& t#em u&date and create

o&&ortunitie+ for &rogram develo&er+ w#o can work from #ome to com&ete in a com&etition to win &rice+ and even offer t#em (o$+ .In t#i+ time of rece++ion and econom' down turn ever' com&an' i+ looking to cut co+t $' making t#eir unwanted +taff redundant. Nokia a+ a mo$ile manufacturing giant #a+ taken lo+e+ and make 1666 of it+ +taff voluntar' redundancie+ and are &lanning to cut even more +taff $' J66 due to &oor &rofit+. K$L .e can +ee t#e c#ange in t#e annual re&ort of t#e fir+t Iuarter of %664 of Nokia.

K)L P1;?3F0G +D?,>+FD?. T#e+e re+ource+ of a com&an' can $e +een in t#e form of $uilding3 land3 eIui&ment and factorie+ all over t#e world. Nokia in t#i+ re+&ect #a+ factorie+ all over t#e world. It ma' $e $a+ed in :inland $ut Nokia #a+ it+ $ranc#e+ ever'w#ere around t#e world. Nokia #a+ +#ifted it &roduction &lant+ to India and c#ina to cut it+ &roduction co+t. F3202F30G +D?,>+FD?. T#e :inancial re+ource+ of Nokia #ave received a $low $' toda'>+ market $' a #uge margin w#ic# can $e +een in t#e fir+t Iuarter re&ort of %664

a+ com&ared 'ear %66E. It>+ a dramatic down fall from 1% JJ6 million E<* to 4 %F) million E<*.

K)L I2902H3:GD +D?,>+FD?. Nokia #a+ man' trademark+ w#ic# are wort# a lot. Nokia #a+ a ver' +trong name among #i+ com&etitor+ and lo'al cu+tomer+. Nokia a+ a $rand i+ t#e trend +etter in t#e mo$ile indu+tr'.

S"OT A20G;?3?
!."T Anal'+i+3 i+ a !trategic &lanning tool u+ed to evaluate t#e !trengt#+3 .eakne++e+3 "&&ortunitie+3 and T#reat+ involved in a Pro(ect or in a /u+ine++ venture. It involve+ +&ecif'ing t#e o$(ective of t#e $u+ine++ venture or &ro(ect and identif'ing t#e internal and e1ternal factor+ t#at are favora$le and unfavora$le to ac#ieving t#at o$(ective.

STRENGTH MT1D GD0<D+ 32 91D 32<>?9+; M S9+,2H -3202F30G ?>EE,+9 32AD?9BD29 MS9+,2H R&D >239 M S9+,2H C>?9,BD+? RDG093,2

OPPORTUNITIES MCG,?D F,,ED+093,2 8391 ?>EEG3D+? 02< -,+ 329D+BD<30+3D? M90I +D<>F93,2 MND8 <DB02< F+D09D< -+,B 91D 0<A02FDBD29 ,- 9DF12,G,H;

.EAONE!!

T;*EAT!

L mainl' concentrating on &#one+ and L Oeen and +trong com&etitor+ not on ot#er +ector+ or &roduct L !aturation in Current market categorie+ L c#allenge+ of continuou+ Tec#nological develo&ment

S"OT A20G;?3? ,- N,430 M,<D+2 S"OT A20G;?3? A !."T anal'+i+ conduct+ an e1ternal and internal +can of NokiaP+ $u+ine++ environmentQ it i+ an im&ortant &art of t#e +trategic &lanning &roce++. Environmental factor+ internal to t#e firm u+uall' can $e cla++ified a+ +trengt#+ (!)3 or weakne++e+ (.)3 and t#o+e e1ternal to t#e firm can $e cla++ified a+ o&&ortunitie+ (") or t#reat+ (T). !uc# an anal'+i+ of t#e +trategic environment i+ referred to a+ a !."T anal'+i+. T#e !."T anal'+i+ &rovide+ information t#at i+ #el&ful in matc#ing t#e firmP+ re+ource+ and ca&a$ilitie+ to t#e com&etitive environment in w#ic# it o&erate+. A+ +uc#3 it i+ in+trumental in +trateg' formulation and +election.

S9+D2H91? I+ a dominant &la'er in t#e +mart &#one market via it+ ma(orit' owner+#i& of !'m$ian and it+ &ro&rietar' !erie+ J6 u+er interface w#ic# are &ro(ected to re&re+ent ma(orit' of t#e 166, +mart&#one+ +old in t#e ne1t ) 'ear+. G market +#are +till t#e large+t cell &#one vendor $' far3 wit# dou$le t#e market advantage+ /rand &o+ition? &ro$a$l' one of t#e to& %6 $rand+ in t#e world +#are of neare+t com&etitr

!iAe +#ould ena$le Nokia to amortiAe *BD co+t+ and to get co+t

"D042D??D? T#e N20age i+ con+idered a flo&

/eing t#e market leader and it+ increa+e role in !'m$ian i+ giving Nokia a $ad image3 muc# like ,icro+oft in t#e PC indu+tr'. !low to ado&t new wa'+ of t#inking? a good e1am&le are clam+#ell &#one+ w#ic# are &referred $' man' cu+tomer+. Nokia wa+ reluctant to &roduce a clam+#ell until t#i+ 'ear3 w#en it launc#ed it+ fir+t model. OEE,+9>2393D? Increa+e t#eir &re+ence in t#e CD,A market3 w#ic# t#e' are (u+t entering3 a+ well a+ 0 and Edge New growt# market+ w#ere cell &#one ado&tion +till #a+ room to go3 including India and ot#er countrie+. 9everage it+ infra+tructure $u+ine++ to get &reference and a +tronger &o+ition wit# carrier+ T1+D09? 9ate in t#e game in 0 create+ a ri+k to $e di+&laced $' leader+ like ,otorola3 n0o /ird) 903 NEC and ot#er+. A+ian "E,+ w#o are entering t#e market ver' aggre++ivel' (TC93

 "D,+ (;TC and ot#er+) ena$ling carrier+ to leverage t#eir cu+tomer &ower $'&a++ing t#e #and+et vendor. "&erator+ want to le++en t#eir de&endenc' on #and+et vendor+ and t#e dominance of Nokia. "range.

O+H023@093,20G C>G9>+D 02< S9+>F9>+D L Clear 8i+ion3 goal+ and +#ared management &rinci&le+ are integral &art #at kee&+ t#e com&an' a#ead of it+ rival+ L T#roug# $rain+torming and formal &re+entation+3 com&an'>+ vi+ion #a+ $een &a++ed on to t#e lower level+ of management L Com&an'>+ cor&orate o$(ective+ are conve'ed t#roug#out t#e organiAation wit# #el& of +trong internal Pu$lic *elation+ &ractice+

O+H023@093,20G C>G9>+D 02< S9+>F9>+D M CNokia .a'D #a+ laid down rule+ to follow3 and formed a $a+i+ for common $ond and +#ared &#ilo+o&#' of all it+ em&lo'ee+ L Nokia>+ organiAational +tructure i+ fluid3 fle1i$le and driven $' t#e mentor+ in t#e organiAation3 w#ic# i+ ta+k or &ro(ect2oriented. L It #a+ introduced variou+ innovative mea+ure+ in it+ &eo&le &roce++ t#at #el&ed ac#ieve a &o+itive em&lo'er image3 create a &latform for growt# and develo&ment.

O+H023@093,2 ?9+>F9>+D

'. B,?9,2 B09+3I.

CIt>+ a management tec#niIue develo&ed $' /ruce ;ender+on for /o+ton Con+ulting 0rou& in 14F6 for a++e++ing t#e long2term

via$ilit' or &rofita$ilit' of &roduct+ and market +ector+. Categorie+ include ca+# cow+3 dog+3 +tar+3 &ro$lem c#ild or a Iue+tion mark com&anie+.D

P+,:GDB C13G<C7>D?93,2 B0+4.

.#en a new &roduct i+

launc#ed in a &romi+ing market $ut it #a+ a low market +#are $ut got &otential to $e a !tar t#en a Ca+# cow or if ever't#ing fail+ it could $ecome a Dog. In Nokia>+ ca+e it+ late+t &roduct from N2+erie+ !mart&#one N4J i+ +truggling to get t#e market +#are like it+ &redece++or N4- !mart&#one. C0?1 C,8. .#en a certain &roduct>+ market mature+ and

it+ demand +low+ $ut it #a+ a large market +#are i+ known a+ Ca+# Cow. Nokia #a+ man' &roduct+ t#at reac#ed t#eir maturit' and died awa' in recent da'+ it+ #ig# end !mart&#one N4- reac#ed it+ market demand and i+ +lowl' d'ing awa' $ecau+e new tec#nolog' i+ introduced ever' da'. S90+. It>+ a new &roduct w#en launc#ed #a+ a #ig# market

re+&on+e and it+ +ale+ ri+e. Com&anie+ like Nokia are in a +earc# of new &roduct+ w#ic# can $e turned into +tar+ and t#e' inve+t mone' in Pro$lem C#ild and Dog+ to turn t#em in to a !tar and t#en #o&e to turn t#em in to Ca+# Cow.

 D,H. A Dog i+ a &roduct new or old market +#are+ and +ale+ decline ver' fa+t. In mo$ile indu+tr' tec#nolog' c#ange+ ver' dra+ticall' +o even a !tar wit# $ad +trateg' and marketing can $e turned in to a Dog (u+t a+ ea+'.

N,430 0? 02 DBEG,;D+ L 8alue+ are t#e foundation and &eo&le t#e core L it+ work&lace #a+ a world of o&&ortunitie+3 engaging work3 glo$al culture and com&etitive reward+ L #a+ a fle1i$le glo$al +tructure and addre++e+ diver+e and c#anging $u+ine++ and em&lo'ment environment+ and +&ecific individual &reference+2 #a+ an inclu+ive and diver+e work environment L reward+ em&lo'ee+ for good &erformance3 com&etence develo&ment3 and for overall com&an' +ucce++ L .it# em&lo'ee+ from 1%6 countrie+3 working at Nokia lead+ to a world of o&&ortunitie+.

N,430 0? 02 DBEG,;D+ Nokia offer+ reward+3 Profe++ional and &er+onal growt# and .ork2life $alance to it+ em&lo'ee+ It al+o &rovide+?

L9earning +olution+ and training2 variet' of training activitie+ t#roug# 9earning Center+ and 9earning ,arket Place Intranet LInternal @o$ ,arket2 all vacancie+ are adverti+ed internall' (@o$ rotation and internal (o$ o&&ortunitie+) LPerformance ,anagement2 a +'+tem called Inve+ting In Peo&le (IIP) w#ic# i+ aligned to t#e com&an' +trateg' and &lanning &roce++e+

C,2FG>?3,2
:rom t#e a$ove &ro(ect I #ave come to t#i+ conclu+ion t#at Nokia #a+ im&lemented variou+ +egmentation +trategie+ for it+ &roduct+ on a large +cale B $ecoming no.1 leader in t#e world of mo$ile &#one+. Nokia +egment+ it+ market according to variou+ varia$le+. T#e main +egmentation i+ done on t#e $a+i+ of &rice. A+ &er m' o&inion Nokia #ad introduced variou+ +c#eme+ to attract &eo&le B gain more goodwill into market. I would like to conclude t#at Nokia #ad $een launc#ing variou+ new &roduct+ B +trategie+ t#roug#out t#e 'ear $ut +till it i+ t#e no.1 $rand leader in mo$ile &#one+. ,an' &eo&le around t#e glo$e are &urc#a+ing Nokia &#one+3 a+ t#e' are ver' c#ea&3 good B efficient to o&erate. Nokia #ave u+ed $etter B efficient market +egmentation +trategie+ to market it+ &roduct+ according to variou+ +egment+ of cu+tomer+ in t#e market. Nokia a+ +uc# #a+ u+ed all modern B good tec#niIue+ to tackle &ro$lem+ of cu+tomer+ in market. Cu+tomer care B feed$ack i+ al+o given more im&ortance. /etter3 efficient B advanced tec#niIue+ are u+ed to increa+e t#e +ale+ of &roduct. Al+o Nokia i+ large+t manufacturer of mo$ile &#one+ in India B al+o t#e no.1 leader in it. 8ariou+ +egmentation +trategie+ are $eing enrolled into t#e market to increa+e t#e +ale+ of t#e &roduct+. New model+ B t#eir +trategie+ are $eing well utiliAed to en#ance t#e &roduct.

RDF,BBD2<093,2?
I would like to &rovide certain recommendation+ toward+ t#i+ Pro(ect re&ort. T#e' are a+ follow+? I would like to +ugge+t t#at t#e ,arketing area+ for !ale+ +#ould $e increa+ed. T#e' +#ould tr' to ado&t new +trategie+ to regain w#ole +ale+ force in t#e market. A+ far a+ launc#ing of new model+ i+ concerned3 t#e Com&an' +#ould tr' to offer +ale+ of +uc# &roduct+ at an afforda$le Price. T#e Com&an' +#ould tr' to $ring more attractive offer+ B di+count+ to t#e cu+tomer+ of +egment+ to make t#em more $rand lo'al toward+ t#em.

B3:G3,H+0E1;

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