Nokia Case Essay

Words: 10278
Pages: 42

BM3399 Strategic Management Strategic Plan: Nokia | Group F4 | 905690745162235792279447892599 | | |

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Contents 1. Introduction 3 2. Internal Analysis 3 2.1. Resource Analysis 3 2.1.1. Hierarchy of resources 4 2.1.2. Resource Portfolio 4 2.1.3. Core Competencies 5 2.1.4. Summary of Resource Analysis 5 2.2. Strategic Business Unit (SBU) Analysis 5 2.2.1. Identification of SBUs 6 2.2.2. Summary of SBU Analysis 6 2.3. Value Chain Analysis 7 2.3.1. Summary of Value Chain Analysis 8 2.4. Financial Analysis 8 3. External Analysis 9 3.1. PESTEL Analysis 10 3.1.1. Summary of PESTEL 10 3.2. Porter’s Five Forces 11 3.3. Industry Life Cycle Analysis 12 3.3.1. Summary of
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In fact peripheral resources can often be outsourced (Chaharbagi & Lynch, 1999). Competitive advantage is offered by the competitive resources, while the strategic resources represent the resources that are often unique to a company and are difficult for competitors to imitate (Chaharbagi & Lynch, 1999).

3.2.2. Resource Portfolio
Hamel and Prahalad (1994) suggest that firms should see themselves as a collection of resources and competencies and as such a key part of future strategy involves identifying and developing these resources.

Importance of resource in creating value | High | Achilles Heels * Development of in-house mobile operating systems | Crown Jewels * Design capabilities * Brand * Global supply chain | | Low | Sleepers * Nokia Institute of Technology in Brazil | Black Holes * NAVTEQ map technology | | | Low | High | | | Resource Strength in Comparison to Competitors |
Source: (Hooley, 2012) 3.2.3. Core Competencies
These can be considered as Nokia’s unique strengths. The resource-based view of strategy formulation suggests that the key to profitability comes through exploiting these competencies (Grant, 2010). * Design Capabilities – Highly respected and original in their design of mobile handsets. * Brand – Allows the sale of handsets, transmitter equipment and base stations in countries all over the world. * Global supply chain – Ensures production is not delayed