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    Principle of Management: MGMB113

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    Harshini Jayabalan
    Nokia made strategic mistakes in the US market by neglecting growing demand for apps and touchscreens and being slow to adapt to the dominant CDMA technology. A "smart" company can make "dumb" mistakes when resting on past successes instead of listening to customers. Nokia is now using partnerships with AT&T, Qualcomm, and Microsoft to expand its reach in the US, which can be viewed as both a growth strategy and a turnaround strategy in light of past failures. This case shows that strategic management must consider the external environment and competition to avoid failure by underestimating rivals or ignoring customer wants.

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    Principle of Management: MGMB113

    Uploaded by

    Harshini Jayabalan
    64 views10 pages
    Nokia made strategic mistakes in the US market by neglecting growing demand for apps and touchscreens and being slow to adapt to the dominant CDMA technology. A "smart" company can make "dumb" mistakes when resting on past successes instead of listening to customers. Nokia is now using partnerships with AT&T, Qualcomm, and Microsoft to expand its reach in the US, which can be viewed as both a growth strategy and a turnaround strategy in light of past failures. This case shows that strategic management must consider the external environment and competition to avoid failure by underestimating rivals or ignoring customer wants.

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    Nokia made strategic mistakes in the US market by neglecting growing demand for apps and touchscreens and being slow to adapt to the dominant CDMA technology. A "smart" company can make "dumb" mistakes when resting on past successes instead of listening to customers. Nokia is now using partnerships with AT&T, Qualcomm, and Microsoft to expand its reach in the US, which can be viewed as both a growth strategy and a turnaround strategy in light of past failures. This case shows that strategic management must consider the external environment and competition to avoid failure by underestimating rivals or ignoring customer wants.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    64 views10 pages

    Principle of Management: MGMB113

    Uploaded by

    Harshini Jayabalan
    Nokia made strategic mistakes in the US market by neglecting growing demand for apps and touchscreens and being slow to adapt to the dominant CDMA technology. A "smart" company can make "dumb" mistakes when resting on past successes instead of listening to customers. Nokia is now using partnerships with AT&T, Qualcomm, and Microsoft to expand its reach in the US, which can be viewed as both a growth strategy and a turnaround strategy in light of past failures. This case shows that strategic management must consider the external environment and competition to avoid failure by underestimating rivals or ignoring customer wants.

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    You are on page 1of 10

    PRINCIPLE OF

    MANAGEMENT

    MGMB113

    LECTURER NAME:
    SIR AFDZAL AIZAT BIN
    RAMLI

    GROUP MEMBERS
    HARSHINI
    JAYABALAN
    (AC095034)

    KANIMOLLI A/P
    CHANDRASEKARAN
    (AC095039)

    SATHIRIAN A/L
    MANIAN
    (AC095129)

    SUSANA CHRISTINE
    A/P EUGENE
    ANDREW
    (AC095144)
    SAREEN RAU A/L
    SUNTHAR
    (AC095128)

    DHEELAN RAJ A/L


    JEGATHISAN
    (AC095020)

    1) WHAT STRATEGIC MISTAKES DID


    NOKIA MAKE IN THE U.S MARKET?

    While nokia still does well in other countries,


    It has recently struggled in the US. Nokia
    biggest mistake in the US that is thought in
    knew better what the customers themselves.
    Seeing the buzz created by the iphone, Nokia
    neglected the growing fondness for apps that
    touch screens and believed that is products
    were superior. Another mistake has to do with
    the different technologies used by cellphone (
    GSM vs. CDMA ). Nokia was initially slow to
    adapt to the technology currently used by a
    majority of US cell phone users.

    2) WHY DO YOU THINK A SMART


    COMPANY MAKE DUMB MISTAKE?

    One of the paradoxes of the businesses is


    that many times they are the victims of their
    own success. A good example of this
    phenomenon is Fords model T. Having
    designed a great car, Ford didnt see the
    need to update the model it believed was a
    superior to its competitors. While Ford
    rested on his laurels, others cars
    manufacturers were listening to customer
    and providing the option and features that
    customer wanted.

    3)WHAT STRATEGIES IS NOKIA


    USING TO REVITALIZE ITS
    NORTH AMERICAN BUSINESS ?

    Nokia is using its partnership with AT&T,


    Qualcomm, and Microsoft to expand their
    reach in United State. On one hand, this
    could be viewed as a growth strategy. Take
    this statement from the case, Everything
    you see us doing is to build the broad set of
    capabilities to take us broader and deeper in
    to the U.S market. On the other hand, On
    light of their resent failures what they are
    doing could be viewed as turnaround
    strategy.

    4) HOW COULD NOKIA HAVE DONE BETTER AT USING STRATEGIC


    MANAGEMENT? WHAT DOES THIS CASE STORY TELL YOU ABOUT
    STRATEGIC MANAGEMENT?

    Obviously, Nokia made the mistake of


    underestimating the competition (i.e. Apple)
    and not paying attention to the customer.
    When companies fail to take these
    considerations into account when
    determining their strategy, then they are
    sure to fail. The principle that they
    neglected is that strategic management
    cannot be made in a vacuum. The external
    environment and the competitive
    environment must be considered when
    planning.

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