Strategic Plan for the Intended Growth of Nokia Essay

3000 Words 12 Pages
In 1967, Nokia Corporation was founded by Fredrik Idestam as the result of three Finnish Companies. It is multinational company, which is headquartered in Keilaniemi, Espoo (Nokia: In Brief, 2008). Presently, Nokia has covered the telecommunications and internet industry of more than 120 countries with over 123000 employees. At the end of fiscal year 2009, the global revenue and operating income of the company were EUR 41 billion and €1.2 billion (Nokia Corporation, 2010).
The cellular industry can be divided into two parts: the mobile handsets and the cellular infrastructure. Nokia had its presence in both of these segments but was able to achieve much of the success in the handsets segment (Nokia Now: 2000 to Today, 2009).
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The largest market of Nokia comprises UAE, China, US, USA, Brazil, Russia, India, etc. (Lovelock, 2008). The products of the company are preferred by the customers because these are based on research and survey of more than 400 enterprises mobility users (Reuters Report, 2007).
Effective CRM and Customer services of the company also make its strong in the market. Satisfaction of the customers is the main objective and company provides 24*7 hours services to the customers through its online customer services centre (Kerin, Hartley, Berkowitz & Rudelius, 2006).
Weaknesses of Nokia: One of the biggest weaknesses of the company is the failure of the game released by Nokia N-Gage Mobile series. This failure has provided opportunity its competitors to become powerful than Nokia (Kerin, Hartley, Berkowitz & Rudelius, 2006). High involvement of Nokia in Symbian has damaged the reputation of the firm in the eyes of the customers (Bloor, 2002). Nokia is charging high prices for the features of N-series, E-Series and business class phones in comparison to its competitors such as Samsung, Sony-Ericson, etc. (Zeman, 2008).
Opportunities for Nokia: CDMA market and 3G game series provide numerous opportunities for the firm to reinforce its power (Kerin, Hartley, Berkowitz & Rudelius, 2006). The company can

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