Abstract
Nokia dominated the global mobile for market for years with its tough, reliable and easy to use devices. It enjoyed competitive advantage overs its rivals many years and it made Nokia over confident on its achievements. The mobile markets started to change rapidly with introduction of touch sensitive phones, particularly, IPhone from Apple. Nokia was not able to adopt to the changing trends in the market. Subsequently, it started to lose market share and by the time it realized that it has to change product features, it was already too late.
Microsoft saw the potential in the Nokia and approached it for the acquisition. By April 25, 2014 it was announced by Microsoft that it has acquired Nokia. A number of major changes have been seen in the operations of the company, as they are now offering their mobile phones at a more diverse level. Windows Phones has great potentials of becoming the fastest growing smartphone across the globe. The portfolio of Window Phone is continuously growing with the number of award winning devices.
Microsoft plans to continue where Nokia left off. It is planning to deliver higher and innovative value to the customers of the company. The company can efficiently increase its value quality, as it will now be operating with a much more diverse workforce and efficient hardware systems. The hardware of the Windows Phone is prepared by the units of Nokia. Both the companies are efficient in catering to the needs of the customers as these two specifically focus on one segment of the mobile devices, which can directly increase their products’ quality and efficiency. If the operations are conducted efficiently, then the organization can gain huge numbers of revenues and increased level of market share globally.
Many companies are operating world wide, and customers and competitors are globalizing (Barney, 2007). Marketplaces are changing fast, new competitors are rising, and consumer tastes are almost changing rapidly. For that reason, companies have to analyze, evaluate and adjust their strategies continuously to be able to respond to the internal and external environments. Consequently, let a radical change of a company’s environment and realign its strategy fundamentally. For example, when Fuji started to struggle at the beginning of the new century, the company set a new vision called, “Vision 75.” Along this new vision, Fuji created a completely new strategy that was shifting away from its former core business “imaging”. The company implemented structural reforms and invested into new businesses to response to its changing corporate environment(Gavetti, Aoshima, & Tripsas, 2007)......................
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