STRATEGIC DIRECTIONS IN LEADERSHIP, MARKETING AND PLANNING

(A Management Report on Strategic re-organi ation an! "ea! c#ange in No$ia PLC to mar$et "ea!er%

ASSIGNMENT ON

STRATEGIC DIRECTIONS IN LEADERSHIP, MARKETING AND PLANNING

(A Management Report on Strategic re-organi ation an! "ea! c#ange in No$ia PLC to mar$et "ea!er%

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STRATEGIC DIRECTIONS IN LEADERSHIP, MARKETING AND PLANNING..................................1 (A MANAGEMENT REPORT ON STRATEGIC RE-ORGANIZATION AND LEAD CHANGE IN NOKIA PLC TO MARKET LEADER).................................................................................................... 1 ASSIGNMENT................................................................................................................................... 1 ON..................................................................................................................................................... 1 STRATEGIC DIRECTIONS IN LEADERSHIP, MARKETING AND PLANNING..................................2

(A MANAGEMENT REPORT ON STRATEGIC RE-ORGANIZATION AND LEAD CHANGE IN NOKIA PLC TO MARKET LEADER).................................................................................................... 2 SUBMITTED......................................................................................................................................... 2 TO...................................................................................................................................................... 2 (...........................)............................................................................................................................. 2 SUBMITTED ........................................................................................................................................ 2 BY...................................................................................................................................................... 2 (...................................)..................................................................................................................... 2 (EDSML LEVEL-7)........................................................................................................................... 2 ACKNOWLEDGEMENT........................................................................................................................ 5 EXECUTIVE SUMMARY ...................................................................................................................... 5 A STRACT........................................................................................................................................... ! ACKGROUND..................................................................................................................................... ! UNIT-1 THE STRATEGIC MANAGEMENT AND LEADERSHIP ........................................................." MANAGEMENT..................................................................................................................................... 7 LEADERSHIP........................................................................................................................................ 7 1.1.1. THE STRATEGIC MANAGEMENT AND LEADERSHIP IN NOKIA PLC...................................................8 1.1.2. THE ROLE AND IMPACTS OF MANAGEMENT ON LEADERSHIP STYLES AND STRATEGIC DECISIONS.....8 1.1. HO! THE LEADERSHIP STYLES ADAPT IN VARIOUS FUTURE SITUATIONS.........................................8 MATURITY LEVEL................................................................................................................................ # APPROPRIATE LEADERSHIP STYLE................................................................................................ # M1.......................................................................................................................................................... # LOW MATURITY................................................................................................................................... # S1.......................................................................................................................................................... # TELLING$DIRECTING........................................................................................................................... # M2.......................................................................................................................................................... # MEDIUM MATURITY AND LIMITED SKILLS ......................................................................................# S2.......................................................................................................................................................... # SELLING$COACHING........................................................................................................................... # M%.......................................................................................................................................................... # MEDIUM MATURITY, HIGHER SKILLS UT LACKING CON&IDENCE.............................................# S%.......................................................................................................................................................... # PARTICIPATING$SUPPORTING.......................................................................................................... # M'.......................................................................................................................................................... # HIGHER MATURITY............................................................................................................................. # S'.......................................................................................................................................................... # DELEGATING....................................................................................................................................... # 1.2. HO! THE MANAGEMENT AND LEADERSHIP THEORY ROLE TO SET THE DIRECTION............................." 1.2.1. THE IMPACT OF SELECTED THEORIES OF MANAGEMENT AND LEADERSHIP IN NOKIA PLC#S MARKETING STRATEGY......................................................................................................................... " 1.2.2. SUGGESTED LEADERSHIP THEORY FOR NOKIA PLC FOR FUTURE DIRECTION..............................1$ 1.2. ASSESSMENT OF LEADERSHIP RE%UIREMENTS OF AN ORGANI&ATION...........................................11 1. .1. REVIE! OF NOKIA PLC#S CURRENT LEADERSHIP RE%UIREMENTS OF VARIOUS METHODS.............11 1. .2. EVALUATION ON HO! TO USE THE LEADERSHIP STYLES IN FUTURE SITUATIONS..........................12 1.' PLAN FOR DEVELOPMENT OF LEADERSHIP SKILLS..........................................................................1 ........................................................................................................................................................ 1(

SOURCE) HTTP)**!!! .DOCSTOC.COM*DOCS*2+21"8("*APPLICANT-RECRUITMENT-AND-SELECTIONPROCESS-FLO!-CHART---PDF.......................................................................................................... 1( 1.'.1. COMMENT ON THE PROPOSED PLAN OF DEVELOPMENT OF LEADERSHIP SKILLS FOR NOKIA PLACES FUTURE GRO!TH............................................................................................................................... 1( 1.'.2. THE SIGNIFICANCE OF THE METHODS USED TO PLAN THE DEVELOPMENT OF LEADERSHIP SKILLS..1( UNIT-"................................................................................................................................................. 1" 7.1. THE PRINCIPLES OF STRATEGIC MARKETING MANAGEMENT............................................................17 7.1.1. THE ROLE OF STRATEGIC MARKETING.......................................................................................17 7.1.2. THE STRATEGIC MARKETING AND PROCESS IN NOKIA PLC.........................................................17 7.1. . NOKIA PLC#S STRATEGIC MARKETING AND CORPORATE STRATEGY FOR FUTURE GRO!TH............1" 7.2. TOOLS FOR DEVELOPING STRATEGIC MARKETING STRATEGY.........................................................1" ........................................................................................................................................................ 2$ 7.2.1. REPOSITIONING AND MODELS IN STRATEGIC MARKETING PLANNING............................................2$ SORUCE) HTTP)**!!!.BUSINESSDICTIONARY.COM*DEFINITION*REPOSITIONING.HTML,I-&&2YF8VEUMB 2$ 7.2.2. !ORTHINESS OF THE STRATEGIC MODEL USED IN STRATEGIC MARKETING PLANNING...................2$ ".%. IMPLEMENTATION O& STRATEGIC MARKETING TECHNI(UE.............................................21 7. .1. NOKIA#S NE! OPPORTUNITIES IN THE MARKET...........................................................................22 7. . .PROPOSED NE! MARKETING OB.ECTIVES FOR NOKIA PLC........................................................22 7.'. RESPONDING THE CHANGE IN THE MARKETING ENVIRONMENT.......................................................22 7.'.1. STRATEGIC ANALYSIS FOR IDENTIFYING THE CURRENT STRENGTHS AND !EAKNESSES IN THE CURRENT MARKETING STRATEGY/ (ADDS VALUE PROVIDER).................................................................22 7.'.2. REPORT OF ANTICIPATED IMPACTS OF CHANGE IN E-TERNAL ENVIRONMENT...............................22 7.'. . PROPOSED FUTURE PLAN TO LEAD NOKIA PLC.........................................................................2 UNIT-12............................................................................................................................................... 2% 12.1. ANALYSIS OF THE E-TERNAL ENVIRONMENT THAT AFFECT THE ORGANI&ATION.............................2 12.1.1. THE E-TERNAL ENVIRONMENTAL FACTOR AFFECTING NOKIA PLC............................................2 12.1.2. ANALYSIS OF STAKEHOLDER E-PECTATION IN NOKIA PLC........................................................2 12.1. . THE ANALYSIS OF FUTURE CHANGES IN THE E-TERNAL ENVIRONMENT AFTER IMPLEMENTING THE PROPOSED MARKETING STRATEGY IN NOKIA PLC................................................................................2 12.2. REVIE! OF E-ISTING BUSINESS PLANS AND STRATEGIES............................................................2' 12.2.1. ANALYSIS OF NOKIA PLC#S CURRENT BUSINESS PLAN..............................................................2' 12.2.2. EVALUATION OF THE EFFECTIVENESS OF NOKIA PLC#S CURRENT BUSINESS PLAN AND BUSINESS POSITION IN THE MARKET................................................................................................................... 2' 12.2. . EVALUATION OF NOKIA PLC#S COMPETITIVENESS IN CURRENT BUSINESS STRATEGIES...............2' 12. . NE! OPTIONS FOR STRATEGIC PLANNING..................................................................................2' 12. .1 THE T!O (2) STRATEGIC OPTIONS OF NOKIA PLC IN CONNECTION !ITH THE PROPOSED FUTURE STRATEGIC PLAN................................................................................................................................ 2' 12.'. A NE! STRATEGIC PLAN............................................................................................................ 2+ 12.'.1. THE PROCESS OF RESOURCE IMPLICATION..............................................................................2+ 12.5. ASSESSMENT O& &ACTORS THAT A&&ECTING THE STRATEGY PLAN............................25 12.+.1. THE APPROPRIATE MODEL TO EVALUATE THE FACTORS AFFECTING THE NOKIA PLC#S STRATEGIC PLAN................................................................................................................................................. 2+ 12.+.2. NE! VISION FOR NOKIA PLC................................................................................................. 2+ 12.+. . NE! MISSION FOR NOKIA PLC............................................................................................... 2+ 12.+.'. VALUES STATEMENT.............................................................................................................. 2+ 12.+.+. THE CORPORATE OB.ECTIVES FOR NOKIA PLC AND MEASUREMENT OF NE! STRATEGIC PLAN. .2( 12.(.1. THE SCHEDULE FOR IMPLEMENTING THE SUITABLE STRATEGY..................................................2( 12.(.2. REPORT TO STAKEHOLDERS OF NOKIA PLC............................................................................2( CONCLUSION................................................................................................................................. 2( I LIOGRAPHY................................................................................................................................. 2! APPENDICES................................................................................................................................. 28 APPENDICES - 1................................................................................................................................ 28 ............................................................................................................................................................. 2# APPENDICES 2................................................................................................................................ 2"

APPENDICES - ................................................................................................................................ 2" APPENDICES '................................................................................................................................ 1 APPENDICES +................................................................................................................................ 2 APPENDICES (................................................................................................................................ ........................................................................................................................................................ APPENDICES 7................................................................................................................................ ' APPENDICES 8................................................................................................................................ + ........................................................................................................................................................ + APPENDICES "................................................................................................................................ ( ............................................................................................................................................................ %!

ACKNO.LEDGEMENT
All the stakeholders of Nokia PLC, especially, the board of directors to be submitted this management report on strategic management in leadership, marketing and planning by telecommunication industry to get an opportunity to lead the change in the Nokia PLC to the market leader in the telecommunication industry in the competitive business environment. esides that the interactive communication from the various functional departments to prepare the plan of ma!or actions, gro"th to achieve stability and long#term retrenchment plans has been gratefully ackno"ledge.

E/EC0TI1E S0MMAR2
$his management report deals "ith the re%uirement of the dynamic strategic plan, as "ell as its use and importance in the globali&ed market, advancing technology, different demographic representation and changing lifestyles. esides that it deals "ith the strategic plan and implementation to deals the strategic management and leadership, strategic marketing management and deals "ith the e'ternal environment and implementation of strategic plans to drive Nokia PLC into a market leader in the mobile communication industry.

A)STRACT
$he top managers and e'ecutives are responsible to lead the organi&ation profitably and achieve the long#term goals. $he strategy managers are responsible to define a ne" strategy "hen an organi&ation falls from the market leader position and rethink about the changes and trends occurring in the market, "ho are the customers "ith communicating, "hat enhancements in products or services to provide and ho" can it offer to customers and ho" it offer more effectively. $herefore, to manage the changes in globali&ed environments, ne" strategy formulated "ith set of actions and decisions to achieve a competitive superior fit bet"een the organi&ation and its environments to obtain the re#structured goals.

)ACKGRO0ND
$he Nokia PLC has been al"ays adaptive over its ()* years of history and come over revolutionary changes in electronics boom, mobile era and in (++, on top of the "orld-s leader in mobile phones. After that, it goes through multi#tasking mobile handsets and moved e'actly "ith the technology enhancements, and shared the emerging market. Nokia follo"s the business practices and its products socially and environmentally responsible. .ver this period, the globali&ation, liberali&ation and deregulation, as "ell as enhancement in technology and changing demographics, lifestyles and ne" entrants threatened the "orld leader position in communication technology of Nokia PLC.

INTRODUCTION
$he mission of Nokia PLC is Connecting People, "ith the goal of building great mobile products to allo" people "orld"ide to en!oy "hat life has to offer. At the same time, it recogni&es the challenges in a competitive environment. $he innovative ideas, energy, e'citement, and opportunities in the changing mobile technology products inspire Nokia PLC and moving "ith the s"ift changing time. $he key elements consist of the Nokia-s strategy are to build a "inning mobile ecosystem "ith partnering /icrosoft, bring ne't billion online in the developing gro"th market, invest ne't#generation disruptive technologies and increase focus on speed and focus to accountability. According to Stephen Elop, Nokia President and CEO (Nokia Corporation, 2013), o r ne! strateg" is s pported #" changes in Nokia$s leadership, operational str ct re and approach% &he rene!ed go'ern(ent !ill e)pedite decision*(aking and i(pro'e ti(e*to* (arket o+ prod cts and inno'ations, placing a hea'" +oc s on res lts, speed, and acco nta#ilit"% Nokia$s strateg" is a#o t in'esting in and ens ring Nokia$s + t re% ,- ha'e incredi#le opti(is(,, ,#eca se - can see +resh opport nities +or s to inno'ate, to di++erentiate, to # ild great (o#ile prod cts, like ne'er #e+ore, and at a speed that !ill s rpass !hat !e ha'e acco(plished in the past%

0n these circumstances, to regain the leadership in the global telecommunication industry, Nokia PLC re%uired to re#structure its strategic plans not only to attain the leadership but also gro"th and stability.

0NIT-3 the strategic management and leadership

Management
.e+ers to, (/ siness 0ictionar", 2013), strategic (anage(ent is, ,,&he systematic analysis o+ the factors associated !ith customers and competitors (the external environment) and the organization itsel+ (the internal environment) to provide the basis +or (aintaining optimum management practices% &he objective o+ strategic (anage(ent is to achieve #etter alignment o+ corporate policies and strategic priorities% $herefore, strategic management can decide the mission, vision, values, goals, ob!ectives, roles, responsibilities, and timeline of an organi&ation. esides that strategic management involve in the process of formulation and implementation of strategies, such as creating and put into action. 1trategy formulation process consists of identify and analyse the e'isting mission, ob!ectives and strategies and it follo"s the internal and e'ternal environment analysis such as the strengths and "eaknesses of organi&ational resources, opportunities and threats of industry and e'ternal environment, conse%uently it revises the mission and ob!ectives and choose revised strategy and it may corporate strategy, business strategy or functional strategy. 2inally it implements the strategies by corporate governance, management systems and practices and strategic leadership. $he implementation process al"ays has an evaluation process and strategic control for rene"ing strategic management process.

Leadership
$he leadership defined by 3 usiness 4ictionary , 2013) ,the acti'it" o+ leading a gro p o+ people or an organi1ation or the a#ilit" to do this%

$he leadership involve "ith the establishing of a clear vision and shares the vision "ith others and it allo"s others follo"s the leader "illingly. Leadership provides the information, kno"ledge, methods to reali&e the vision, besides that reduces the conflict by co#ordinating and balancing conflicting interests members and stakeholders. $he leader step up "hen the crisis arises and think and act creatively on the crisis. $he leadership cannot teach, it may be enhanced by coaching or mentoring. $herefore, the leader and ideal leadership re%uired and the leader should have a vision to lead the follo"ers to achieve the organi&ation5s goals "ith traits and skills, such as integrity, are a people-s person and positively effective communication, motivation and dynamic plan to achieve goal.

1.1.1. The Strategic management and leadership in Nokia PLC

$he management and leadership of president and C6. 1tephen 6lop of Nokia driving change to regain the leadership in telecommunication industry by building partnership "ith /icrosoft, developing gro"th markets, ne't generation disruptive technologies, increased focus on speed, besides that results and accountability. $he management of Nokia recogni&ing the factors that in connection "ith the customers and competitors and the environmental factors to perform the optimum management practices to gain the alignment bet"een the corporate policies and strategic priorities.

3(3(4( T#e ro"e an! impact5 o6 management on "ea!er5#ip 5t*"e5 an! 5trategic !eci5ion5
$he management and leadership have impacts in its overall performance. $he top leaders or strategic policy makers of the organi&ation have a vital role to address the strategic management %uestions, such as the changes and trends occurring, "ho are the customers of deals and communicate, "hat to offer customers, ho" it can offer most effectively and efficiently. $he grand strategy consists of gro"th, stability and retrenchment and the global corporate strategy re%uired for global integration and national responsiveness and it consists of globali&ation strategy, e'port strategy, transnational strategy and multi domestic strategy. $he management leadership style is an approach and to find the "ays to solve the needs of employees and the organi&ation. $he right leadership style is one that meets the challenges that facing and the needs of the follo"ers and organi&ation. $he common leadership styles are autocratic, transformation and participative or democratic.

3(3(7 Ho8 t#e "ea!er5#ip 5t*"e5 a!apt in ,ario&5 6&t&re 5it&ation5(

$here are no ideal leadership styles and every leadership style has its o"n problems and conse%uences. $here is no leadership style fits in all situations, therefore the comparison re%uired to assess the pros and cons of the situation to choose the right leadership style for the situation. 7efers to 3/ind $ools, 8*(9:, according to ;ershey and lanchard, the leadership styles are interconnected "ith the leadership levels and maturity levels. $he follo"ing $able#( e'plains the interconnection.

$able#(

Mat&rit* Le,e"

Appropriate "ea!er5#ip 5t*"e

M3

Lo8 Mat&rit*

S3

Te""ing9Directing

M4

Me!i&m Mat&rit* an! Limite! 5$i""5

S4

Se""ing9Coac#ing

M7

Me!i&m mat&rit*, #ig#er 5$i""5 '&t "ac$ing con6i!ence

S7

Participating9S&pporting

M:

Hig#er mat&rit*

S:

De"egating

$herefore, measure the maturity of follo"ers based on the problems arises in the future and selects the appropriate leadership style.

3(4( Ho8 t#e management an! "ea!er5#ip t#eor* ro"e to 5et t#e !irection
1trategic management consists of the rules and actions for implementing the directions and provides a fit bet"een the organi&ation and its environment to attain the goals. $he responsibility to implement the plans goes to top managers and chief e'ecutives< conse%uently, the leadership is the activity of leading the group of follo"ers, therefore the management and leadership leads a role to set the direction. $he fundamental theories of management models that involved "ith motivation and leadership are classical management theory, that emphasis on its structure and perspective to "hat is better for the firm. $he vital classical management "riters are ;enri 2ayal, 2= $aylor, and /a' =eber. $he ;uman 7elations $heory concerned "ith the structure and mechanics of organi&ation and human factors. 6lton /ayo and 1chein, the social scientist, and academicians believe the theory of human motive. $he neo#human relations theory# /aslo", /c>regor, Likert and Argyris developed theories and /acgregor-s theory ? and theory @ and ;er&berg-s motivation theory, besides that 1ystems $heory focused on organi&ation as system "ith various interrelated subsystems and comple'ity and interdependence of relationships contributed to set direction.

1.2.1. The impact of selected theories of management and leadership in Nokia Plcs marketing strategy
$he overall strategic management demands desired results from the selected management and leadership theories, besides that the strategic process creates preferred results to the organi&ation on its changing environment. $he managing change bases the culture and corporate values, in addition the managerial process of change depends upon leadership, planning and control and ;uman 7esources /anagement. $he telecommunication industry is al"ays under transformations "ith ne" creative and innovative products "ith the changing demands of the changing environment of customers. ,,2e are increasing o r +oc s on the prod cts and ser'ices that o r cons (ers 'al e (ost !hile contin ing to in'est in the inno'ation that has al!a"s de+ined Nokia,3 said Stephen

Elop, Nokia president and CEO% , 2e intend to p rs e an e'en (ore +oc sed e++ort on 4 (ia, contin ed inno'ation aro nd o r +eat re phones, !hile placing increased e(phasis on o r location*#ased ser'ices% 5o!e'er, !e ( st re*shape o r operating (odel and ens re that !e create a str ct re that can s pport o r co(petiti'e a(#itions%3

Nokia Corporation Press .elease%

Nokia is marketing strategy focused to global market and special attention on 6urope and emerging Asian markets targeting to youngsters by competitive price strategy. $he transformational leadership style and managing changes in the environment leads Nokia to adopt the effective distribution channel, sales strategies, service strategy, promotion strategy and its results Nokia to secure present situation, besides that the innovation and creative action in products and strategic management helps to become market leader. $he unpredictable innovative changes in the mobile technology raise significant competitive environment to the telecommunication industry, because of those changing challenges re%uired ideal leadership theories to lead organi&ations to target goals. $he commitment to high values, innovation and customer care and services, variety of products and services make capable to ac%uire a high market share, besides that the economic scope and research and development helps to ac%uire market gro"th and deriving future opportunities.

3(4(4( S&gge5te! "ea!er5#ip t#eor* 6or No$ia PLC 6or 6&t&re !irection
$he ideal leadership brings up the organi&ations to healthy organi&ations such as it reflects through the factors of authenticity, value people, develop people, building community, provide leadership and share leadership3$able#(:. $he ideal leaders obliged to demonstrate appropriate conducts through personal actions and interpersonal relationships and promote the follo"ers. $he ne" genre leadership focused emphasi&ing the characteristic leadership behaviour, visionary, inspiring, ideological and moral values. /ean"hile the transformational leadership focusing individuali&ed attention and intellectual stimulation. ,Altho gh the concl sions dra!n +ro( di++erent st dies are so(e!hat inconsistent, (ost scholars +o nd a positi'e relationship #et!een trans+or(ational leadership and organi1ational creati'it" and inno'ation% &rans+or(ational leadership can in+l ence organi1ational creati'it" and inno'ation #oth directl" and indirectl"% &he # lk o+ this paper is a#o t the indirect e++ects o+ trans+or(ational leadership% &he (ediators and (oderators are +ro( di++erent le'els incl ding indi'id al, tea(, and organi1ational le'el% -n addition, so(e conte)t al 'aria#les are also incl ded (5ong 5 , 2013) 7efers to 3;ong ;u, et.al,: transformational leadership has a positive impact on creativity and innovation skills on people and those leaders can influence both directly and indirectly the motivational factors of people.

3(4(7 A55e55ment o6 "ea!er5#ip re;&irement5 o6 an organi ation

$he dynamic and ideal leadership leads the organi&ation to achieve goals by developing the organi&ation as a health organi&ation. $he assessment of leadership re%uired for to obtain remedial solutions for crucial problems, besides that it is re%uired to develop individual and group capacity, moreover skills and potential of people in the organi&ation. $herefore the organi&ation can provide occasions to disclose their authenticity. 0n addition the healthy organi&ations value people, build community, provide community, provide leadership and share leadership. $he learning organi&ation kno"s ho" to develop people, such as personal and professional development, develop creative and innovative activity. 4ecision making participation helps to achieve evocative results and customer e'pectations.

$able#8 the essential core competencies for global leaders

The essential core competencies for global leaders Demonstrating integrity Encouraging constructive dialogue Creating a shared vision Developing people Building partnership Sharing leadership Empowering people Thinking globally Appreciating diversity Developing technological know-how Ensuring customer satisfaction aintaining competitive advantage Achieving personal mastery Anticipating opportunities !eading change Source" Aacobson Consulting

3(7(3( Re,ie8 o6 No$ia P"c<5 c&rrent "ea!er5#ip re;&irement5 o6 ,ario&5 met#o!5(

$he changing competitive environment in the market al"ays challenges the leadership. $herefore the methods re%uired to assess the leadership skills are significant to lead the organi&ation to succeed in the competitive market by adopting the changes. 7efers to 34avid A =hitten: referred by 3B&&i: developed various methods to measure leader skills, those are listed in $able#9.

$able#9 !eadership assessing ethods by Davis A #hetten

$he cognitive style instrument >aining po"er and influence Bsing influence strategies 4iagnosing poor performance and enhancing motivation 6ffective empo"erment and delegation $eam development behaviours 4iagnosing the need for the team building ;o" creative the leader 3(7(4( E,a"&ation on #o8 to &5e t#e "ea!er5#ip 5t*"e5 in 6&t&re 5it&ation5
$he Nokia is one of the global leader in telecommunication industry and should be proactive in leadership %uality to achieve goals and lead the organi&ation to face the future challenges "ith more constructive and innovative philosophy, in addition to sharing leadership "ith people for building partnership and let people to anticipate opportunities. $he future leadership should be to empo"er people to lead people to approach technological changes and its impact over the organi&ation and let them to overcome this by appropriate changes. $he transformational leadership styles are considered as the best leadership style. $he various styles of leadership reveal its nature by leader characteristics and ho" the leader builds resources, besides that the impact of leadership style on the business environment and "hen the appropriate style is applied the result is different for various leadership styles. 2ig#( sho"s the leadership styles and its measures of factors and effects.

2ig#( leadership styles and its measures of factors and effects.

3(: P"an 6or !e,e"opment o6 "ea!er5#ip 5$i""5

$he future leaders should be moulded today, because to manage the future challenging changes has to manage by dynamic leaders, therefore to build a leadership plan today. $herefore anticipation and prediction of future re%uirement are significant, besides that evaluation of re%uired skills, ho" they "ill represent in the community on behalf of the organi&ation and ho" they serves the local community and organi&ation, ho" they support each other and their commitment in organi&ational goals. =ithin an organi&ation there are various connections, roles and competencies. . $he roles and competencies of managers are listed in the 2ig#8.

2ig#8# $he roles and competencies of managers

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Leadership 1kill 4evelopment

$he leadership basically involved "ith the ability to motivate others and lead through the directions, take responsibility for the direction and actions of the group, ob!ective setting, organi&ing, taking initiative, perseverance, positive attitude, fle'ible and responsible. $herefore to build a leader re%uired to follo" the methods such as modelling the perfect leadership, teaching "hen leading, mentoring, e'change programs, orientations, "orkshops and training sections, retreats and leadership groups. $he leadership goals and plans can set for both individual and groups, for instance let people to act like leaders, decide and provide individual skills, make investment in each individual and prepare an individual leadership plan. 2ig#9

$he recruitment and selection process is vital to the leadership development, because the ne" recruits are the ne't generation leaders of the organi&ation and ne" people brings ne" ideas to the organi&ation and it "ill be the base of building community . 20>#)

2ig#9 $he recruitment and selection process

2ig#G $he Leadership 1kill 4evelopment Plan

$he 2ig.G e'plains the leadership development plan that starts as soon as approval from ma!or stakeholders.

2ig#) $he recruitment and selection process

So&rce= http: !!!.docstoc.com docs 2"21#$%# &pplicant'(ecr)itment'and'Selection'Process' *lo!'Chart'''P+*

3(:(3( Comment on t#e propo5e! p"an o6 !e,e"opment o6 "ea!er5#ip 5$i""5 6or No$ia p"ace5 6&t&re gro8t#
$he leadership development plan "ill be e'ecuted among employees in Nokia both middle and upper level managers to make dynamic "ith more skills to accept and manage the future changes in the rapid changing telecommunication industry environment.

3(:(4( T#e 5igni6icance o6 t#e met#o!5 &5e! to p"an t#e !e,e"opment o6 "ea!er5#ip 5$i""5
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0NIT--(3( T#e princip"e5 o6 5trategic mar$eting management

According to (Sekerin, 2003), ,,Strategic (arketing deals !ith the 6#ig pict re6 (arketing planning% -t anal"ses ho! a co(pan" can #est satis+" its c sto(ers and (akes a pro+it at it% Strategic (arketing planning directed +ro( the top o+ the co(pan" and is e)tre(el" i(portant in an" +or*pro+it organi1ation se'eral ke" principles go'ern strategic (arketing% $he strategic marketing deals "ith the analysis of marketing and marketing planning to implement those plans and control the plan aims to interact "ith the customers and react to the changing market environment and make the results and evaluation of the marketing process.

-(3(3( T#e ro"e o6 5trategic mar$eting

$he marketing strategy fit "ith the organi&ation5s strategic goals for changing the opportunities in the market and it address the changes in the market environment, trends and tastes of customers, attention to competitive factors of threats, forecast the future of the organi&ation, besides that predict the organi&ations re%uired actions to obtain the goals. /oreover the planning process "ill set the route and it contributes the overall strategy. $he planning process of market plan consists of the follo"ingC# Plan the outcomes 0dentify outcomes Preparation of plan Adapt to change a process /aking most of the plans Communicate the plan

-(3(4( T#e 5trategic mar$eting an! proce55 in No$ia PLC(

$he overall marketing strategy function of an organi&ation consists of that the market information, such as to recogni&e the needs, "ants and demands of the consumers. $he market plan aims to achieve the marketing ob!ectives of the organi&ation and the e'change function to be confirmed the offerings of the organi&ation meet the consumer demands. 0n addition the product design and development to be attractive to the target market to meet the cost matters, design, suitability, shape and style. $he physical distribution of storing and transportation of products to be in smooth and the standard

and grading consists the production must be in specified standard and in established %uality. 2inancing decision involved "ith a credit facility of channel distributors. $he risk taking is vital "hen uncertainty in the purchase and moreover packaging, labelling and branding should be in a specified manner and the overall customer support confirmation essential to survive and compete in the changing market.

2ig#) $he marketing function

,/eginning 2011, Nokia !ill se 7icroso+t$s 2indo!s Phone +or its (ain S(artphone operating s"ste(% &he reason +or this is that the S(artphone #attle is no! a !ar o+ ecos"ste(s rather than 8 st de'ices% An ecos"ste( consists o+ de'ices, ser'ices, third*part" pro'iders, a strong app (arket, and delighted c sto(ers% 7icroso+t, Nokia and its other partners !ill +or( a strong ecos"ste( to #ring inno'ation and choice in the (arket% 7ee 9o no! #eco(es a plat+or( +or + t re disr ption o+ the (arket thro gh inno'ati'e and di++erent de'ices% S"(#ian !ill contin e to #e s pported and de'eloped as the + ll prod ct port+olio takes shape% So rce: http://conversations.nokia.com/nokia-strategy-2011/ $he Nokia adopts the strategy of collaboration "ith other leaders to con%uer the innovative market environment. .e+ers to (Ci'*&oronto, 2012), ,strategic planning is the process o+ de'eloping and (aintaining an in shape #et!een organi1ations goals and capa#ilities and the changing (arketing opport nities

2ig#E $he marketing function

-(3(7( No$ia P"c<5 5trategic mar$eting an! corporate 5trateg* 6or 6&t&re gro8t#(
Nokia Corporation in its stock e'change release on 2ebruary ((, 8*(( at London released that, London, BH # Nokia today outlined its ne" strategic direction, including changes in leadership and operational structure to accelerate the company5s speed of e'ecution in a dynamic competitive environment. Source: http://press.nokia.com/2011/02/11/nokia-outlines-new-strategy

-(4( Too"5 6or !e,e"oping 5trategic mar$eting 5trateg*

$he strategic analysis e'amines the current position of an organi&ation and it helps to develop re%uired a change in strategy and it can do "ith various tools of analysis. $his process helps to analyse the strengths and e'ternal environment and factors those affecting it and the tools are 1=.$ Analysis, P61$ Analysis, 1cenario Planning, 2ive 2orces Analysis, /arket 1egmentation, 4irectional Policy /atri', Competitor Analysis and Critical 2actor Analysis.

Source: (Downey, 2007)

-(4(3( Repo5itioning an! mo!e"5 in 5trategic mar$eting p"anning

7efers to usiness dictionary the term Product 7epositioning means Changing a brand's status in comparison to that of the competing brands. Repositioning is effected usually through changing the marketing mix in response to changes in the market place or due to a failure to reach the brand's marketing objectives.
Soruce: http://www.businessdictionary.com/definition/repositioning.h tml#ixzz2YF !e"#$

$he elements of the ne" strategy plans a broad partnership "ith /icrosoft for a global mobile ecosystem and "indo"s phone "ould be served Nokia-s primary smart phone platform.

-(4(4( .ort#ine55 o6 t#e 5trategic mo!e" &5e! in 5trategic mar$eting p"anning

$he marketing model has its value to the marketing strategy of an organi&ation. $he most used marketing models areC# (. FPs # /arketing /i' I the main elements of the FPs marketing mi' are, product. Price, place, promotion, people, process and physical evidence, these factors form the tactical components of a tactical plan. Appendice#( 8. 9. Bni%ue 1elling Proposition 3B1P: I 0t is the concept that the brands make it clear potential to buyers that "hy they different and better than the competitors. oston /atri' I $his matri' categori&es products in a portfolio like"ise stars, cash co"s, dogs and %uestion marks. $hose are indicated the market gro"th and market share. rand Positioning /ap I $his lets marketers to visualise a brand5s relative position in the market place by consumer perceptions of the brand and competitors- brands against the attributes that leads to purchase.

G.

). Customer Lifetime Jalue /odel I $his is the concept of "hat a customer is "orth based on the present value of future revenue that attributed to a customer relationship "ith a product. Appendice#8

E. >ro"th 1trategy /atri' I $his Ansoff-s matri' recogni&ed that, alternative gro"th strategies for present and potential products in current and future markets, those are market penetration, market development, product development and diversification. Appendice#9 F. Loyalty Ladder I 0t sho"s the phases a buyer takes to before become loyal to a brand as they move through the stages of prospect, customer, client, supporter and advocate. $his is a "ay of thinking through the opportunities to make lifetime value. ,. P61$L6 I $his frame"ork assesses the importance of macro environmental factors on a product or brand, like"ise, political, economical, social, technological, legal and economic. +. Porter-s 2ive 2orces Analysis I the five forces are 7ivalry, supplier po"er, threat of substitutes, buyer po"er and barriers to entry. $hese factors are analysed in the industry that the organi&ation operates. (*. Product Life Cycle I $his plots the natural path of product that moves the stages of introduction, gro"th, maturity, saturation and decline. ((. 1egmentation, targeting and positioning I $his three stages process analysing "hich customer groups e'ist and segment the products best suits before implementing the communication strategy designed for the opted target group. (8. 1.1$AC I the 1.1$AC stands for situation, ob!ectives, strategy, tactics, actions, control. 0t is a frame"ork used "hen to creating marketplaces. Appendice#G . $he strategic model analysis provides the detailed insight to the marketing problems and it helps to clear the strategic path to goals.

-(7( Imp"ementation o6 5trategic mar$eting tec#ni;&e

$he implementation of developed marketing strategy as prescribed schedule is essential to achieve the ob!ectives based on the positioning of the firm, besides that on prioriti&e basis positioned the product and service mi', place, pricing and promotion. $he phases of marketing strategic plan consist of planning, implementation, and control, if it designed and created effectively ensures the success. $he implementation of marketing strategy that put into action covers phases such as addressing "ho, "here and "hen and it is vital that ho" creating the goals and ob!ectives. $he marketing implementation consists of putting the marketing design, e'ecution and scheduling into development. 0t is under scheduled tasks and timeline to both individual and groups. $he implementation process translates the marketing policy into policies and procedures.

-(7(3( No$ia<5 ne8 opport&nitie5 in t#e mar$et

,As o+ April 1, Nokia !ill ha'e a ne! co(pan" str ct re, !hich +eat res t!o distinct # siness nits; Smart Devices and Mobile Phones% &he" !ill +oc s on Nokia6s ke" # siness areas; high*end S(art phones and (ass*(arket (o#ile phones% Each nit !ill ha'e pro+it*and*loss responsi#ilit" and end*to*end acco nta#ilit" +or the + ll cons (er e)perience, incl ding prod ct de'elop(ent, prod ct (anage(ent, and prod ct (arketing% Source: http://press.nokia.com/2011/02/11/nokia-outlines-new-strategy $he Nokias- outline of the ne" strategy and introduction of ne" leadership and operational structure and focus to the 6B and emerging Asian markets, besides that the commitment to the innovative and creative actions and investment in ;.7 provides opportunities.

-(7(7 (Propo5e! ne8 mar$eting o'>ecti,e5 6or No$ia PLC

$he marketing ob!ectives should be 1/A7$. $he Nokia-s marketing strategy consists of three pillars, such as smart phone, the ne't billion and future disruptions. $he smart phone is that Nokia "ill use /icrosoft "indo"s phone for its main smart phone operating system. $he ne't billion focused to 9.8 billion people don-t have currently phone. $he future disruption is innovation in the field of mobile device is far from over and Nokia is determined to play a vital role in the future of this field, such as /ee >o, support for revolutionary research and development, "orld"ide research labs, K$ development frame "ork.

-(:( Re5pon!ing t#e c#ange in t#e mar$eting en,ironment

$he key internal factors that strengthen the Nokia are marketing , management, operations and production, 0n addition accounting and finance, computer and innovation technology, systems and research and development, moreover collaboration "ith ma!or technologically advanced organi&ations, product %uality.

-(:(3( Strategic ana"*5i5 6or i!enti6*ing t#e c&rrent 5trengt#5 an! 8ea$ne55e5 in t#e c&rrent mar$eting 5trateg*, (a!!5 ,a"&e pro,i!er%
$he "eaknesses are that, it is not maintained the gro"th, not competent "ith technology, not having environment friendly products, lack of product differentiation and channel distribution. $he e'ternal factors are political, governmental, legal and economic.

-(:(4( Report o6 anticipate! impact5 o6 c#ange in e?terna" en,ironment

$he e'ternal factors are political, government policies, legal factors, economical factors and technological development by the competitors may introduce innovative products at time.

-(:(7( Propo5e! 6&t&re p"an to "ea! No$ia PLC

$he strategic plan developed from the evaluation of the organi&ation discloses the place "here it is to be positioned in the future for obtaining the advantage of the industry and it transforms the strategic plan to"ards the future state such as from the present state to desired future state and ensure all the "orks aliened to get the goals and effect of strategies by action plans and pro!ects to get the strategic plan and also monitor the results.

0nit-34
34(3( Ana"*5i5 o6 t#e e?terna" en,ironment t#at a66ect t#e organi ation
$he trends that are shaping the business are economic shift, resource demand, 0C$-1 crucial role, gro"th model, and government policy and consumer behaviour. $he success of the strategy completely depends on people to get the goals. $he strategy implementation should be communicated "ith people and implement through people for results. $he successful implementation of strategy consists of that, to align the people to implement strategy, the customer value proposition 3Appendice#E: should be put centred, enable and motivate people, plan the implementation, selection and start pro!ects to strategy implementation.

34(3(3( T#e e?terna" en,ironmenta" 6actor a66ecting No$ia PLC

Nokia focused on 6B market and not maintained its gro"th rate, besides that the lack of innovative inventions in technology affected the competency.

34(3(4( Ana"*5i5 o6 5ta$e#o"!er e?pectation in No$ia PLC(

$he business success goes to the stakeholders and manage stakeholders e'pectations is significant, therefore to recogni&e the stakeholders and understand the re%uirement and kno" "hat supposed to distribute from the potential of the stakeholders, besides that hold them accountable. $he decision making top stake holders of Nokia by their ne" strategy "ill provide potential to its stake holders through third eco system, mobile phone# the ne't billion, /icrosoft partnership, investing in people and investment in research and development.

34(3(7( T#e ana"*5i5 o6 6&t&re c#ange5 in t#e e?terna" en,ironment a6ter imp"ementing t#e propo5e! mar$eting 5trateg* in No$ia PLC
$he ne" strategy implementation leads Nokia to compete "ith competitors those "ho have ne" technological inventions. $he research and development investment and investment in people make to compete in the future market, the ne" strategy reveals the ne" collaboration and ob!ective to get ne't billion customers and focus to emerging markets and ne" policy of handset and technology "ill make a good customer value proposition.

34(4( Re,ie8 o6 e?i5ting '&5ine55 p"an5 an! 5trategie5

$he e'isting business strategy of Nokia discloses that, it is not covered the utilisation of the follo"ingC# (. 4esign mechanism to capture value 8. Collaborations or partnerships 9. 1elect and use of technologies G. 2eatures to embedded in the product and services ). 4eciding benefits to the customer using services and products E. Confirming revenue streams to create value for financial benefits.

34(4(3( Ana"*5i5 o6 No$ia P"c<5 c&rrent '&5ine55 p"an

$he current business plan designed to confirm the financial and non financial benefits and it developed for to con%uer the future technological revolutions by investing in people and research and development.

34(4(4( E,a"&ation o6 t#e e66ecti,ene55 o6 No$ia P"c<5 c&rrent '&5ine55 p"an an! '&5ine55 po5ition in t#e mar$et
$he industrial performance of Nokia measured by using information sho"s profitability, besides that the market share sho"s a decrease. Cash flo"s, li%uidity, solvency sho"s a reasonable industry higher standard. usiness planning and e'ternal issues are e'isting in the business environment, besides that the changing trends influenced and affected the organi&ation.

34(4(7( E,a"&ation o6 No$ia P"c<5 competiti,ene55 in c&rrent '&5ine55 5trategie5

$he Porters-s 2ive 2orces Analysis disclosed the five factors of forces that deciding the nature of rivalry in the industry is, threat by ne" entrants, bargaining po"er of supplier, threat from substitutes and degree of competitive rivalry. $hese are the main problems that Nokia has to address by ne" strategy.

34(7( Ne8 option5 6or 5trategic p"anning

$he characteristics of the strategic analysis are to analyse the e'isting situation, besides that a strategic plan should follo" and implement plan and monitor the plan. $he aim of plan is to establish the long term goal of the organi&ation, produce the strategy opinion, selection of strategy for action and accomplishing the mission and goals.

34(7(3 T#e t8o (4% 5trategic option5 o6 No$ia PLC in connection 8it# t#e propo5e! 6&t&re 5trategic p"an
$he proposed strategic option should be considered "hen using the strategic tools to measure the plan that, it must ans"er the strategic %uestions, the benefits should be defined and put into action and the tool must provide successful analysis. $he tool can benefitted and also can merged "ith people, function and organi&ation, besides that allo" time to collaborate to put up the analysis.

$he use of analysis tools are time consuming and guarantee to stake holders. $hese tools sharpen the focus and provide methodical and balanced approach and use historical data for future assumptions. 0t is useful to avoid preconceptions and pressure "hen interpreting data inside the organi&ation.

34(:( A ne8 5trategic p"an

$he ne" strategy defines the vision, mission, values and ob!ectives of Nokia, besides that it defines the resources implication and environment, forecasted future and opportunities and threats in the telecommunication industry. 0t provide option for Nokia and path "ay to implement and monitor the plan

34(:(3( T#e proce55 o6 re5o&rce imp"ication

$he risks and opportunities that e'isting in the e'ternal environment should be overcome and utilised by allocating internal resources and skills, it helps to increase performance and profitability, market share, customer satisfaction, besides that it avoid "astage and utilisation of idle resources.

34(@( A55e55ment o6 6actor5 t#at a66ecting t#e 5trateg* p"an

7efers to 3;eller, 8*(8:, the components of strategy plan consists of the organi&ations current desired competencies, ho" differentiated competitors, the industry to compete, moreover the initiative to adopt and implement the plan on marketing, operations, 0$ and finance and organi&ational development and finally stake holder interest over 9 to ) years. According to 3Aohn /ullin, 8**G:, the issues "ithin strategy are, scope, goals and ob!ectives, resource development, identification of sustainable competitive advantage and synergy.

34(@(3( T#e appropriate mo!e" to e,a"&ate t#e 6actor5 a66ecting t#e No$ia P"c<5 5trategic p"an
$he 1.1$AC model 3Appendice#G: provides a detailed analyse, such as situation analysis like "here the organi&ation no", ob!ectives like "here "ant to be go, strategy to ho" get there, tactics to be modified "ith different operational plans according to the industry and it provides the e'act "ay to reach the target. $he action leads to prepare the details of tactics like "ho does and "hat and "hen, then the control e'plains the monitoring of plan.

34(@(4( Ne8 ,i5ion 6or No$ia PLC

0nnovative for creative Connections

34(@(7( Ne8 mi55ion 6or No$ia PLC
Nokia is al"ays in front to make its products creatively and innovatively and provide the services to the customers at ma'imum satisfactory level "ith universal values.

34(@(:( 1a"&e5 5tatement

Nokia-s values belong to universally for customers, culture, communities, people, government and environment globally.

34(@(@( T#e corporate o'>ecti,e5 6or No$ia PLC an! mea5&rement o6 ne8 5trategic p"an
Leadership in market Commitment to innovation 2ocus on universally Continuous customer satisfaction Bniversally responsible organi&ation Commitment to stake holders /aintain continuous gro"th

34(A(3( T#e 5c#e!&"e 6or imp"ementing t#e 5&ita'"e 5trateg*

$he strategic plan implementation should avoid the pitfalls of strategic plan and consider and confirm the support, right people, necessary fund and supporting resources, develop management and supporting po"er, in addition confirm the technological system, system of management and authority and develop a supporting culture by help of people and mission of the organi&ation and manage the resistance.

34(A(4( Report to 5ta$e#o"!er5 o6 No$ia PLC

$his report has been prepared for the top level stakeholders of Nokia PLC for their consideration to approve and implement this strategic plan to lead Nokia ever the leader in the telecommunication industry, besides that re%uested their participation "ith support and involvement for the successful implementation and completion of the plan.

CONCL0SION
$o recapitulates, the successful change management is the secret of the success of every organi&ation. $he changing technological "orld al"ays demands change for succeed in the changing environment. $herefore succeed by con%uer the change "ith change and there is no change for change.

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APPENDICES Appen!ice5 - 3

Appen!ice5 + 4

Appen!ice5 - 7

Appen!ice5 + :

Appen!ice5 + @

Appen!ice5 + A

Appen!ice5 + -

Appen!ice5 + B

Appen!ice5 + C