Strategic Management of Nokia: SWOT, PESTLE, Ansoff Matrix Analysis

This report analyzes Nokia's strategic management using various tools such as SWOT, PESTLE, Porter 5 forces, and Ansoff Matrix. It assesses the internal and external environment of the company, provides recommendations, and a summary. The report covers Nokia's history, revenue, vision, mission, and values. It also evaluates the company's political, economic, social, technological, legal, and environmental factors. The report concludes with a set of recommendations to help Nokia regain its lost market share.

Running Head: Strategic Management
Strategic Management
Nokia

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Executive Summary
This is the era of globalization and digital age, markets are becoming open with each
passing day and consumers are getting cogent while buying a product or service from a
company. Nokia which is over 142 year’s old company was sitting at the helm of success
back in the time. It was the year 2003-2004 when the industry saw disruption created
by IPhone and other android manufacturers. It has been observed that the biggest
reason for failure of Nokia as a company can be attributed to its inability to come up
with software to meet the growing requirements of the consumers. Within the purview
of the assignment, the company is assessed according to various strategic management
tools which provide both the internal and external environmental scan for Nokia. The
external environmental analysis shows that company has slight disadvantage over other
players owing to its lack of funds, lack of government support and lack of competency to
create high tech advanced product. The Ansoff Matrix gives an evaluation of the
company’s strategy which demonstrates that it adopts product development strategy to
capture the lost market share. A set of recommendation are provided at the end of
report which would provide the company a chance to win back the lost market share
and size.

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Table of Content
Introduction....................................................................................................................................................... 3
Organization Overview.................................................................................................................................. 4
The beginning............................................................................................................................................... 4
Revenue........................................................................................................................................................... 5
Vision and Mission Statement..................................................................................................................... 5
Values at Nokia................................................................................................................................................. 6
Strategic management & functional objectives of Nokia.................................................................6
PESTLE Analysis of Nokia............................................................................................................................. 6
Political Factors............................................................................................................................................ 7
Economic Factors........................................................................................................................................ 7
Social Factors................................................................................................................................................ 7
Technological Factors................................................................................................................................ 8
Legal Factors.................................................................................................................................................. 8
Environmental Factors.............................................................................................................................. 8
Porter 5 Force Analysis................................................................................................................................. 9
Threat of New Entrant............................................................................................................................... 9
Power of Suppliers................................................................................................................................... 10
Power of Buyers........................................................................................................................................ 10
Threats of substitute Product.............................................................................................................. 10
Competitive Rivalry................................................................................................................................. 11

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Internal analysis of Strategic capabilities............................................................................................ 11
SWOT Analysis of Nokia......................................................................................................................... 11
The basis of Competitive Strategy.......................................................................................................... 13
Bowman’s Strategy Clock Model......................................................................................................... 13
Strategic Choice and Strategic Evaluation........................................................................................... 14
Strategic Choice......................................................................................................................................... 14
Ansoff Matrix.............................................................................................................................................. 14
Market Penetration.................................................................................................................................. 14
Product Development............................................................................................................................. 15
Diversification............................................................................................................................................ 15
Market Development............................................................................................................................... 15
Strategy Evaluation...................................................................................................................................... 15
Sustainability.............................................................................................................................................. 16
Acceptability............................................................................................................................................... 16
Feasibility..................................................................................................................................................... 16
Recommendation.......................................................................................................................................... 17
Collaboration and Partnering.............................................................................................................. 17
Design Element.......................................................................................................................................... 17
Customer Service...................................................................................................................................... 18
Conclusion........................................................................................................................................................ 18
References........................................................................................................................................................ 19

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Introduction
Strategic Management is the study of management which is involved with formulation
and implementation of the goals and the initiatives taken by the top management on the
behalf of managers(Robson, 2005). It is a process which defines the overall strategy of
the organization to reach the goal of business sustainability and increasing profits.
Managers and the employees of the organization have to work in accordance with the
strategy devised for the organization with enhanced productivity(Hill, 2017). The
strategic implementation helps the employees in the organization to move on the path
created by the top management, and the goals of the employees in the organization are
aligned with those of the business organization. Strategic management also helps the
company to have an overall understanding of the ecosystem in which the company is
operating(Hill, Jones & Schilling, 2014).
Rapid Globalization has fuelled strategic management and the organizations are coming
up with a comprehensive strategy to outsmart the competition and provide customers
with exemplary services. Strategic management comes handy in combating the
challenges posed by the international firms who come with rich experience, capabilities
and the resources to capture the market. Thus, it is one of the pivotal tool in the hands
of the management which helps the organization to reach at the Zenith of success(Hitt &
Duane Ireland, 2017).

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The organization selected for the report here is Nokia. Nokia is one of the best examples
of the company who was once sitting at the pinnacle of success, but due to poor
strategic management the organization’s stock, brand image and value was reduced
significantly. Nokia is a Finnish Multi -National Corporation which specializes in the
field of telecommunication, information technology and consumer electronics. The
company which has its headquarters in Espoo was founded in the year 1865 employees
over hundred thousand people and has presence in over 100 countries. The company’s
current ranking stands at 415 according to the Fortune 500 global companies and it
earned revenue of € 23 billion in the year 2017. Nokia has been the major player or
even some people call the company as the early innovators of mobile phones which hit
the world by a storm(Ciesielska, 2017). The 153 years old company which was running
its business successfully, until early 2004 failed to acknowledge and understand the
customer sentiments, this lead the company to a path of downhill. It was the inability of
the top management to ascertain the future trends in technology, smart phones and the
operating system which lead to the downfall of the Finnish giant(VanRooij ,2015).
Through the medium of the report, the readers will understand the strategic
management framework of the firm by assessing its internal and external environment.
The report will also help to evaluate the strategies of the firm which can affect the
business of the organization by using various management tools like SWOT, PESTLE,
Porter 5 forces and Ansoff matrix. Towards the end, a set of recommendation will be

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provided to the organization to give impetus to its existing capabilities and strategies in
order to regain the lost market share. The findings of the report will be summarized in
the end by providing a conclusion to the report.
Organization Overview
The beginning
The 153 year old organization was founded by Fredrik Idestam, Leo Mechelin and
Eduard Polon who had the vision of creating products which would transform the lives
of people across the globe. The company which is powered by the research and
innovation of Nokia Bell Labs serves communication service providers, large
enterprises, government and consumers with the industry’s most complete end to end
portfolio of products, services and licensing. At Nokia, the employees adhere to the
highest ethical standards and the company creates technology with the purpose of
benefitting the society, community and the entire world. The recent efforts of Nokia are
in development of the technology infrastructure for the 5G and Internet of things, which
will not only transform the lives of people, but would most definitely raise the platform
for future growth and innovation(Nummela, Saareketo & Loane, 2016).
Revenue
The company which serves customer in more than 130 countries earned revenue of €23
Billioni n the year 2017 and stands at 415 rank in the list of Fortune 500 global
companies. Although the revenue seems to be encouraging but the current position of
the company raises several questions on the present and future strategies of the
organization. For instance the merger between Nokia and Windows came to an end in
the year 2016 and Microsoft sold its Nokia branded feature phone business to HMD
global. HMD global is a company which was founded by one of the former executive of
Nokia, Francois Baril. The brand name of the company has been sold to a new company
HMD while the manufacturing, distribution and the sales arms have been bought by the
renowned iPhone manufacturer Foxconn, which has also got into an agreement to buy
the New Nokia phone for HMD. Nokia recently launched its new edition phone which
helped the company in earning good revenue(Laamanen, Lamberg & Vaara, 2016).

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Vision and Mission Statement
Vision statement of the firm describes the aspiration of the company for the future
growth. As a vision statement, Nokia creates technology to connect the world. Nokia
believes that at present the world is seeing the dawn of a new ear which is driven by
digital technologies, cloud computing, artificial intelligence, machine learning, Internet
of things and the 5G network. Nokia is consistently working towards driving innovation
and the future of technology to power this digital age and transform the way people live,
work and communicate. Nokia believes in pushing the boundaries in creating something
novice for the present and the future generations. The company which is built upon the
foundation of integrity, quality and security aides customers to navigate through the
complex choices of the connected world(Lamberg, Laukia & Ojala, 2014).
Values at Nokia
The business ecosystem of Nokia, its policies and procedures are a reflection of its
values. The values of the Nokia go on as:
Renewal-The Company believes in consistently refining its skills and embracing the
new ways of doing and adapting to the change around them.
Achievement-The Company takes accountability and responsibility of its own action
and sets high standards for continuous improvement.
Challenge- the Company always pushes itself to newer horizons, asks itself tough
questions and delivers higher results for the organization.
Respect-The Company works openly with successful collaboration in order to seek
respect from its stakeholders(Moccia, 2018).

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Strategic management & functional objectives of Nokia
PESTLE Analysis of Nokia
(Blocken, 2017)
PESTLE analysis is an external environmental analysis which helps in ascertaining the
influence of Political, economic, social, technological, environmental and legal forces on
the business organization.
Political Factors
The company has certain drawbacks here due to its home country, the Finnish
government out rightly refused to help the company and gave it special bailout package
in its weak days. The company was forced to get into an uneasy alliance with Microsoft
which ended in the year 2016. The company lacks support from the government owing
to the small size of the country. The company fails to enjoy the kind of freedom given to
the Chinese or the American tech companies. At the same time, the rise of China in
manufacturing of mobiles further limits the manufacturing capacity of Nokia. This
would put pressure on Nokia to move from a market of low cost labour to higher cost
location such as the US. Also, a large number of countries see Nokia as more of a burden
than a potential foreign investor(Verdos & Verweij, 2018).

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Economic Factors
The recent economic depression in Europe created a major impact on the company, as it
severely reduced the purchasing power parity of the organization which pushed the
company into deeper losses. Also the company has faced a tough time in tapping the
largest consumer market China, due to strong low priced competitors such as Redmi,
Huawei, MI and many more. The company itself does not have strong reserves of cash to
deploy into advanced research and developmental capabilities which is a big limitation
for the organization(Vuori & Huy, 2016).
Social Factors
The widespread adoption of smartphones by the consumers across the globe has
significantly affected Nokia. The propensity to use Android and IOS by the consumers
has impacted the growth strategy of the windows enabled phone. To add to the existing
situation of Nokia, the rise in the popularity of apps has further impacted Nokia
adversely. The company which has now moved to Android smartphones has lost a huge
market share to other mobile companies such as Apple, Samsung, MI, Oppo, One plus
and other player. Moreover stronger brand association of the customers with Apple and
Samsung has further affected the company(Wang et. al., 2015).
Technological Factors
Lack of depth of technology is the major reason behind failure of Nokia. The company
which was once the market leader in the Feature phone category lost the battle to Apple
and Samsung. The company was so adamant to work on its Symbian platform which
resisted the company to go with the wave of change and move to the advanced
operating system such as the Android. The mobile phones were soon transformed from
a communication device into handheld computers. The consumers wanted to use the
phone at its full potential and companies were working to develop apps which would
help mobile companies to engage its customers. The slow adoption of Operating
systems, apps, and mobile technologies pushed the company on a backward
trajectory(Luttgens & DIener, 2016).

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Legal Factors
The legal environment of Nokia is very challenging as it operates under the EU Law.
Europe is fighting a battle with Google over the use of android platform, and also to
prevent the company from taking undue advantage by controlling the search algorithm.
Thus, it is the possible action which European Union can take towards Google can create
a positive impact on Nokia(DaSilva & Trkman, 2014).
Environmental Factors
Nokia is facing a problem similar to other mobile phone manufacturer, the problem of
disposing off the used asset. It is need of the hour to conserve and preserve the
environment, a lot of countries are putting a lot of pressure on the mobile phone
manufacturers to curb the green house emission and work on recycling of used device.
One factor which could put a lot of cost burden on Nokia is, formulation of policy
dictating the mobile phone manufacturer to dispose of the used asset(Suominen et. al.,
2017).
Porter 5 Force Analysis

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(Source: Man, 2016)
Porter 5 force analysis is a management tool used by various business organizations to
ascertain the attractiveness of the market and its profitability. This analysis provides
the organization an overview of the market forces and its possible impact over the
organization. The analysis of Porter 5 forces for Nokia goes as:
Threat of New Entrant
The threat of new entrant in the market is visibly extremely low owing to the high cost
of entering the market in terms of infrastructure, marketing activities and customer
acquisition. Also, there are already a large number of players in the market who mostly
offer more or less undifferentiated services which further reduces the threat of new
entrant in the market. Also the R&D cost incurred in setting up a new unit is massively
huge, which also reduces the threat of new entrant. Thus holistically it can be said that
due to high cost involvement, large number of players and undifferentiated services, the
threat of new entrant is extremely low(Majava & Isoherranen, 2016).
Power of Suppliers
Microsoft is the supplier of software to Nokia, which has ended partnership and the
earlier merger with Nokia, but still has agreed to provide the software to the company.
Nokia relies on a lot of hardware suppliers for its mobile phone, mostly of which is
based in China, the company has a lot of options to move from one supplier to another.
Also, Nokia is in a position where it can exercise influence over the suppliers and even
negotiate strongly with them. This puts the power of supplier as moderate according to
the external environmental analysis(He, Wang & Akula, 2017).
Power of Buyers
Mobile phone industry is highly competitive and it is dominated by Chinese, Korean, US
and European mobile phone manufacturers. China has created a wave of disruption in
the mobile phone market by rolling out plethora of phones which have value for money.
Buyers these days have an option of choosing from a lot of manufacturers available in
the market. Also, buyers these days are looking either for value for money products or
premium pricing products. They are interested in phones which offer those better

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functionalities and an open system. A lot of customer will also be tied with a lot of
contract with the mobile phone companies which reduce their power to move freely.
However, keeping all the factors in mind, the power of Buyers can be seen as high(Jia &
Yin, 2015).
Threats of substitute Product
Back in the day, mobile phones were used as a communication device, but in the present
day it has become an essential device, a utility, a lifestyle product and certainly a device
which has opened whole new dimensions for its consumers. The most popular
substitutes for Mobile phones are the tablets, IPAD, Smart watch, Camera, Google Glass
and many more. But, none of these substitutes can be seen as a possible threat for Nokia
or other mobile phone manufacturers. Thus, the threat of substitute product can be
ascertained as excessively low due to plethora of useful functionalities provided by the
mobile phones(Lasserre, 2017).
Competitive Rivalry
There is no doubt that Nokia was thrown out of the communication due to failure of
management to understand the customer sentiments, and the inability of the company
to innovate for the present and the future. IPhone and Samsung were the two major
competitors back in 2003-2004, which has now been clouded with dozens of other
mobile phone manufacturers who have come up with high tech advanced phones. All
the players are more or less providing the same features in the phones, thus it is the
price at which all the companies are fighting. The present standing of Nokia is nowhere
when compared to its competitors and the company is required to get a breakthrough
product to come up with a strong impact of the market. Hence, the threat of competitive
rivalry can be seen as excessively high in this case(Shephard et. al.,2016).
Internal analysis of Strategic capabilities
The performance of Nokia is a reflection of its internal capabilities as well the
shortcoming of the firm and its strategic framework. A lot depends on the internal
strength and weakness of the company, on the basis of which the company can create
strategies to leverage on the strength and minimize the weakness. A SWOT analysis of

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Nokia is provided here which would help in analysing the viability and efficiency of the
current strategic framework of Nokia(Wheelan et. al., 2017).
SWOT Analysis of Nokia
Strength
 Nokia has a long standing history
of success in both the domestic
and international markets. Over
100 years of experience certainly
puts the company atop over
some of its competitors.
 Customer perceives Nokia as a
customer or a user friendly
phone, as it was the first mobile
phone for most of the users
across the globe.
 Nokia has kept reserves for its
market expansion and R&D.
 Nokia still has one of the largest
seller and distribution Network
 Strong relation with its software
provider Windows and other
hardware suppliers.
 Strength in customer relations.
 Long battery life of its products.
 The products of Nokia are seen
as durable and strong.
 Global expansion.
 A reliable and trusted name
amongst customers.
 A lot of Nokia’s strength is driven
from its long lasting experience
in the industry, and the name
and image it has created in the
minds of the customers.
Weakness
 Nokia smartphones are
constantly criticized for its poor
feature quality, such as voice,
camera and other such
important features.
 The phones of Nokia are seen as
less stylish as compared to other
mobile phone manufacturers.
 The failure of the Lumia series
can be seen as the biggest blow
to Nokia.
 Newly edition phone of Nokia
have not been not received with
much enthusiasm and
anticipation, this masks the
ability of the company to grasp
the customer sentiments.
 Nokia has been unable to create
wonders of its Tablets.
 The company has been
struggling to come up with the
software which appeals to the
customers.
 Lack of Innovation and creativity
in the organization. It is now
simply copying what other
mobile phone manufacturers
have been doing.
Opportunity
 High growth in the mobile
phones market.
 The device has transformed from
being a communication device to
an essential device.
 Growth and development of
infrastructure in terms of
technology such as 4G, 5G,
Internet of Things, Artificial
intelligence and machine
learning.
Threats
 IPhone and Samsung are the
market leaders who swept off
Nokia from the competition.
 Chinese mobile phone
manufacturers are increasingly
penetrating global markets. The
cheap and value for money
products are finding customers in
large numbers worldwide.
 Increasing number of phones with a
low price range.

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 Growth in other smart devices
such as Smart watch and tablets.
 Increasing demand from the
APAC region.
 Innovation and creativity in new
generation smartphones.
 Mobile phones have found utility
in almost every sphere of human
life, which further demonstrates
the growing market size for the
mobile handset manufacturers.
 Inability of Nokia to catch up with
the current wave of innovation,
whereas other players are quickly
coming up with new products and
also indulging in the practice of
Product cannibalization.
(Source: Bala & Singh, 2016)
Thus, SWOT analysis of Nokia states that the company has to focus in innovation while
creating new products, focus on its pricing, work on its operating software and come up
with a stylish product which would put the company on a high paced growth.
The basis of Competitive Strategy
Bowman’s Strategy Clock Model
Bowman’s strategy clock model is one of the most fundamental and contemporary
models used by business organization to design a strategy in order to analyse its
competitive position with reference to its competitors. It can be seen as a diagrammatic
representation which illustrates the relationship between the customer value and the
price.

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(Source: Shakhshir, 2014)
Nokia’s smartphones can be seen as increased price and standard product. The
company not offer any differentiation in its products and simply takes the product
designed by the competitors and tweak it a bit for its consumers. Here the customer is
highly dissatisfied as they believe they are Nokia’s pricing strategy is a deviation from
its value for money strategy. The company has to use a combination of strategies to
increase the market share of its current product, a combination of focussed
differentiation, differentiation and hybrid strategy would help Nokia to attain a
competitive advantage.
Strategic Choice and Strategic Evaluation
Strategic Choice
Ansoff Matrix
Business leaders and organization have understood the fact that the present business
environment is dynamic in nature, and in order to achieve the goals of sustainability
they have to pick up from a number of growth and development strategies. Ansoff

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matrix provides a range of possible strategies for Nokia to expand its market size and
explore its other options:
(Source: Basu, 2014)
Market Penetration
This strategy is applicable in the existing market with the existing products and can be
seen as the least risky strategy for the company to grow its market share. In order to
focus on the market penetration strategy, Nokia has the following options:
 Work on the Pricing strategy and come up with the value for money pricing to
grow in the market.
 Work on promotion and discounting offers for the customers. This will help in
bulk sales.
 Work on improving the existing customer service, both on social media and
customer service centres.
 Create an advertising campaign to attract ad leverage on the existing brand
image in the market(Zeschky, Winterhalter & Gassmann, 2014).

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Product Development
The strategy of product development works in new products with existing markets
Nokia which distributes products in more than 130 countries and have presence in 100
countries has the possible option to widen its market and promote its products. The
company can go forward with bringing a slight improvement in the current offering and
target the products to a new customer segment(Craciun & Barbu, 2014).
Diversification
This growth strategy is for new markets with new products .At this point here Nokia has
the option of leveraging the technology and hardware to come up with new products.
For instance, Nokia recently launched new smartphones on the android platform to
expand its market share. So far, the response to the newly launched phone is lukewarm;
however the popularity is expected to grow. The new technology of the company Bokeh
has been praised by various tech experts and communication round the globe(Knapp,
2018).
Market Development
Here the growth strategy is for new markets with existing products. Here the only
possible option for Nokia here is to increase its scope of operation in the markets it has
yet not entered. However, the company should stick to its strengths while focussing on
new markets(Bhattacharjee & Dey, 2015).
Strategy Evaluation
The in depth study of the Ansoff matrix provides the readers to assess the strategy
which will be best suited for Nokia. As mentioned earlier that the company has to focus
on innovation, creativity and design elements while creating new products. It is the
product development strategy which will put Nokia in the right place. For instance,
Nokia in order to revive from the failure to adopt android model, created smartphones
Lumia with Windows as the operating system. However, the company here failed
miserably to understand the customer sentiments. Also, the customer are of the opinion
that Nokia pricing strategy is not in sync with the product it offers, hence the company

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has to create value for money products. Thus, product development is the best strategy
forward for Nokia, which will help the company to capture the market sentiments and
regain the lost market share to its competitors (Medarac, 2014). The above mentioned
strategy can also be evaluated on the following elements such as:
Sustainability
The product development strategy has the potential to take the organization on the path
of sustainability. The company does not have the cash reserves required to do so, thus it
has to rely either on Windows or its present parent company HMD for funds. If the
company is able to establish its dominance in operating system, there is no stopping to
Nokia to give a strong competition to its competitors. The competence of Nokia in
hardware is an added advantage to its sustainability mission, with enhancing its
software and designing elements the company can soon me on its path of sustainability
(McDonald, Mouncey & Maklan, 2014).
Acceptability
Nokia was a familiar and the only name which the customer could relate to with mobile
phone manufacturers. The company was a symbol of trust, quality and faith, it was the
same until 2003-2004 when Apple came up with its first I-phone and Samsung began
capturing the market with its new OS, Android. The company started losing its market
share as it could not keep up with the expectation of the users. However, there still
exists a strong brand image of the company; a breakthrough can be accepted if the
company comes up with a product which has a value for money. All the stakeholders of
Nokia are waiting for the right product in the right market; hence acceptability is not an
issue here (Kozielski, 2017).
Feasibility
Most probably, Nokia has all the armour with itself to regain the lost market share and
come convincingly as either the market leader or a challenger. The company is
experimenting with revamping its earlier feature phones such as Nokia 3310. This
strategy was helpful, as a lot of customer used that phone, thus the re-launch of the
phone made people fall in memories with Nokia. At the same time, Nokia also launched
its new android series phone with advanced features such as Bokeh Mode. Amoled

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design, Bigger phones, Strong software etc. to expand its product offering. Thus, as far
as feasibility is concerned, Nokia’s product development strategy is certainly feasible
(Alon et. al., 2016).
Recommendation
Nokia is doing every possible thing it can to achieve the mission of sustainability,
however a few recommendation are suggested to Nokia, which would help the
organization to expedite its revival strategy:
Collaboration and Partnering
Nokia is most definitely not one of the best software providers for its handset business,
this is the reason the company merged with Windows to develop the software which
could beat the competition with Android. However, the intent of Nokia failed miserably
as Windows could not create much of an impact over the consumers. Nokia now has to
find itself some strategic partners which would help the organization to build its
operating system and make it more open. The new android system provided by Nokia
certainly is improvement over its windows platform, but it is yet not the most
comprehensive software solution to pull Nokia out of its misery. Thus, a couple of
strategic partners will help Nokia to bridge the gap in its current product offering
(McManners, 2016).
Design Element
Bokeh is an exemplary design in the era of new age smartphone, the camera which has
the ability to shoot from the front and rear at the same time is definitely promising and
has strong utility amongst the consumers. The company has to focus on more such
innovation and creativity in its smartphones. Also the consumers are looking for
products which would be rank high on design, but also provide them a value for money.
Hence, Nokia should work at its bell labs, alongside its innovation and R&D team to
come up with the most suitable design for its customers.

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Customer Service
Customer service is one of the most important elements for an international company,
the company through its customer service centres have to assure the customers that the
company is there for them. This feeling and the message has to be reflected from the
end of Nokia’s customer service team. The company has to also focus on working on its
social media monitoring and digital listening to not lose the most important customer
segment, Millennial. It would also help Nokia to address the concern or grievances of tis
customers in a much effective way.
Conclusion
The report here on Nokia has been created with the purpose of identifying, evaluating
and assessing the strategic performance of Nokia, the renowned global technology and
mobile manufacturer. The Finnish company has been subjected to a lot of pressure in
the past owing to its inability to understand the sentiments of the customers and its
repeated attempt to create a comprehensive product for its customers. Strategy of
Nokia can be seen as a combination of its product development strategy, which makes
Nokia push itself on the path of Innovation. The company has to work on getting
strategic partners which will aid the company to create the operating system which
would make the system open for developers and customers. Hence, in order to conclude
the study, it can be said that Nokia is working tirelessly to regain the lost market share
to its competitors, but the need of the hour is for Nokia to speed up its efforts and reach
the goal of sustainability by focusing on Product development.
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