Final Paper

Question

In this final paper you should work on three (3) companies, one from each group, selected from the list provided below: Group 1 ("pre") Coca cola P&G A Univeler Sun Sony Novell General Electric Mc Donald's Ford Unisys Nokia I expect you to comfortably manage ideas covered in the selected books, applying all of them to analyze these specific organizations. As a way of reference, you should be able to answer questions like the followings: what is the strategy of the company? Is it coherent? Is it doable in every market? Is it sustainable along time? What are the key success factors of the company? Is the business model aligned with the strategic formulation? Are the product portfolio and the price strategy a clear

Answer

Nokia Nokia

Each of these businesses is a leader in its respective field. Nokia has a documented strategic plan which outlines its vision procedures and evaluation mechanisms. The plan indicates the company’s strategic responsibilities as improving people’s lives with technology; respecting people in everything it does; protecting the environment and making change happen in collaboration with relevant organizations. The plan defines leadership positions with clearly defined responsibilities. Nokia focusses on staff training and competencies and upholds high levels of professionalism and ethics. Nokia faces a few challenges notably risks in the area of health and safety of the employees

Nokia utilizes strategic global suppliers to attain modified subassembly apparatus to produce its elevated tech savvy devices (Virki, 2009). Nokia depends on its sales in key market regions with Europe accounting for over 50% of sales followed by China and Asia-Pacific. Nokia introduced 5800 touchscreen to protect its share in the converged handsets market in 2009.This resulted in an increase in its market share by 3 % (Gratton, 2005).The company has a growth strategy which is principally by acquisitions and mergers propelled by research and development. During the past few years Nokia has vigorously obtained companies with new technologies and competencies, including investments in alternative positions. All of these acquisitions and investments aim to improve Nokia's ability to excel in the Mobile World. Nokia’s process of managing emerging strategic issues is non-structured and thus not optimally appropriate to facilitate the efficient identification of the most significant questions and the suitable allocation of top management attention and corporate aptitude support to answer the recognize strategic questions (Mitra, 2008). In spite of the post research during 1960s, 1970s, and 1980s into the domain of strategic issues (SI), and strategic issue management systems (SIMS) there is an insufficiency pertinent