Nokia: Analysis and Strategies for Re-emergence

Running head: NOKIA
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Name of the Student
Name of the University
Author note

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Table of Contents
NOKIA................................................................................................................................2
Porter’s 5 forces...................................................................................................................2
Stakeholders analysis:..........................................................................................................3
PESTEL...............................................................................................................................4
SWOT..................................................................................................................................5
Technology cycle:................................................................................................................6
The Utterback and Abernathy Model:.................................................................................6
McKinsey 7-S Model...........................................................................................................7
Hard elements..............................................................................................................7
Soft elements...............................................................................................................8
How Nokia can re-emerge in the new market:....................................................................8
Determining and explaining the capabilities and resources needed by Nokia:...................9
References..........................................................................................................................11

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Porter’s 5 forces
Threat of new entrances
Nokia: Chances of new entrances in their market is not very high. The platform on which
Nokia functions is easy to use. Android platform is used by most of the mobile manufacturing
organizations. The base of android is also cheap and almost for free. Nokia is incumbent as
compared to Apple (Vuori and Huy 2016).
Threats of substitute
Nokia: Threat of substitute of the brand is not high. The main reason is that most of the
mobile manufacturing brands use the platform of Android and hence with provisioning of better
specifications can be provided, making it incumbent.
Bargaining power of buyers
Nokia: Bargaining power of the employees are comparatively higher than that of the
IPhone. The major reason behind this issue is that the entire setup that is provided by Nokia in
today’s generation provides better specification and this makes IPhone the challenger and Nokia
the incumbent (Majanoja, Linko and Leppänen 2017).
Bargaining power of suppliers
Nokia: Bargaining power of suppliers are very high as the competition against the brand
is not very high. The products that are present includes better understanding of the demands of
the clients and a blend of hardware and high end specification makes it incumbent.

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Rivalry among competitors
Nokia: High rivalry among competitors.
Stakeholders analysis:
a. Strategic stakeholder analysis:
Regular communications as per the sustainability efforts have been occurring externally and
internally. Further, Nokia has been developing trusts and helping to enhance their market
reputation. They have understood their significance in communicating correctly and clearly to
the external world. This is on the way it has been affecting the business of the society (Jia and
Yin 2015).
b. Normative stakeholder analysis:
It is seen that Nokia has outlined the latest strategic direction. This involves operational
structures and leadership. This is to accelerate the speed of execution of the organization under a
dynamic competitive environment. Here, the important aspects of the strategy involve planning
for a wide strategic partnership with others. This is to create a new mobile ecosystem throughout
the world (Wang and Nie 2019). Next, a renowned plan is meant to capture value growth and
volume for connecting the future billion to the Internet. This is in developing the market
growths. Lastly, it involves the focussed investment to the next-generation technologies that are
disruptive.