Innovative Marketing Strategies
Question #1
Marketing strategy for Nokia without handset business
The former phone manufacturer giant Nokia completed its acquisition on 25 April, selling its whole mobile business to Microsoft, symbolized the end of the old mobile era (McKalin, 2014).
Getting rid of the bleeding-money handset business, Nokia acquired more revenue steam from Microsoft. Such changes as losing significant assets along with part of the brand value of which, should be considered by Nokia to make marketing strategy for achieving sustainable development.
For developing an effective marketing strategy, as categorized from Figure 1, three dimensions need to be structured well which are where to compete, what to offer and how to compete. The necessary specifies are indicated under each dimension, and the particular aspects that need to be reassessed or re-directed are indicated as well within the table, which will be demonstrated later in detail.
Explanation of symbols: * aspects need to be changed
Where to Compete
In term of where to compete: economic situation, business environment and market selection are three useful indicators for enterprises to base its product-market investment decisions on.
Macroeconomic background will not to be influenced by one trade of Nokia. However, with regard to Finland, even with the handset business shrinking, the tax paid by Nokia still occupied 20% of Finnish GDP by the end of 2011 (“The Nokia Effect,” 2012). Whether the corporation tax form Nokia lessons or the cooperation between two companies will boost Nokia’s development, to Finland this deal will have a long-term influence.
Environmental analysis for business involves different subjects with no bounds, among which, three most useful indicators are: technology trends, consumer trends and government/economic forces (Aaker, 2011). Since these trends can’t be manipulated, it’s a fair game to any contemporaneous enterprises. It’s noteworthy that, innovation policies of Finland,
Marketing strategy for Nokia without handset business
The former phone manufacturer giant Nokia completed its acquisition on 25 April, selling its whole mobile business to Microsoft, symbolized the end of the old mobile era (McKalin, 2014).
Getting rid of the bleeding-money handset business, Nokia acquired more revenue steam from Microsoft. Such changes as losing significant assets along with part of the brand value of which, should be considered by Nokia to make marketing strategy for achieving sustainable development.
For developing an effective marketing strategy, as categorized from Figure 1, three dimensions need to be structured well which are where to compete, what to offer and how to compete. The necessary specifies are indicated under each dimension, and the particular aspects that need to be reassessed or re-directed are indicated as well within the table, which will be demonstrated later in detail.
Explanation of symbols: * aspects need to be changed
Where to Compete
In term of where to compete: economic situation, business environment and market selection are three useful indicators for enterprises to base its product-market investment decisions on.
Macroeconomic background will not to be influenced by one trade of Nokia. However, with regard to Finland, even with the handset business shrinking, the tax paid by Nokia still occupied 20% of Finnish GDP by the end of 2011 (“The Nokia Effect,” 2012). Whether the corporation tax form Nokia lessons or the cooperation between two companies will boost Nokia’s development, to Finland this deal will have a long-term influence.
Environmental analysis for business involves different subjects with no bounds, among which, three most useful indicators are: technology trends, consumer trends and government/economic forces (Aaker, 2011). Since these trends can’t be manipulated, it’s a fair game to any contemporaneous enterprises. It’s noteworthy that, innovation policies of Finland,