Industry competition analysis: Nokia's strategic position

Docs en anglais | 17 pages | 26-06-2008 | Format : | Note : Non noté |

PRIX : 9.00€ |

Résumé

What is the industry(ies) in which Nokia wants to be? Under which conditions could it be sustainable? What are its boundaries and its rules of the game? Which kind of industry model are we converging to?

Those were the good old days when Nokia used to be just a cell phone maker. Google used to be just an Internet company. Now Nokia wants to be an Internet company and Google, according to growing speculation among bloggers and technology analysts, may be about to enter the mobile phone arena.
How can we explain this strategic shift for Nokia, the world leader in mobile communications? Won't Nokia deplete all its energy and resources on diversifying its products and services? Moreover, how could we describe the current playground that big firms like Microsoft, Google, Apple, Nokia are entering? And what will their future be made of?

This report aims at offering some answers to key questions concerning the sustainability of Nokia's strategy on a long term. Moreover, in the light of the analysis of Nokia's positioning, we will try to define more precisely the trends of this moving industry Nokia plays into to determine which kind of industry model we are converging to.

Table of contents:

Summary

Contents

1. About Nokia

1.1. Overview: Nokia in the industry
1.2. Handset manufacturing: an inherited cash-cow
1.3. A strategy based on expansion through innovation and differentiation
1.4. Like Apple, Nokia uses short-run planning

2. Strategic shift: device maker or service provider?

2.1. Nokia seduced by mobile services and content industry
2.2. An ambidextrous company?
2.3. Is the motto "Connecting people" still relevant?

3. Perspectives for the future

3.1. Too much diversification could lead to a zero-sum
3.2. Mobile Internet: still a long way to go
3.3. Blurred frontiers between device/service/content providers: Industries start to overlap
3.4. Full convergence of services implies "mammoths" partnership

Conclusion

Webography

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