Marketing Across Boundaries

Overview of the report

This report is to achieve better marketing decision-making using the most widely recommended
SWOT model for NOKIA marketing managers. Any influential environmental and macro
aspects must be fundamentally examined (Ronald. 2013). Thus, the SWOT review would greatly
assist Nokia's concerned team to assess some of its existing internal strengths and vulnerabilities
as well as potential hazard and opportunity variables.

Selected Model: SWOT analysis

The intrinsic components refer to Nokia's strengths and weaknesses, as stated below:

• Strengths: This is essentially a primary study of Nokia's existing capacities, where it is

thought to provide a significant honour of the market name. As a consequence, it is
known as one of the most striking images of the entire telecommunications industry. It is,
however, attributed to another important strategy of hiring certain extremely qualified
staff at the decision-making stage. It is here that their appropriate degree of expertise
primarily assists Nokia in developing any dependable determination. This is in reference
to their latest smart phone devices, which have had a lot of modern technology
incorporated into them. This, in particular, has a significant impact on their user-friendly
apps, which have been revised to reflect current technologies. Nokia is in a strong
position to meet the demands posed by the market's competitive existence. It is here
where Nokia sets a high bar for its main competitors such as Apple, Samsung, Sony, and
LG.
• Weaknesses: Being the oldest company in the market, Nokia falls short in terms of
innovation when compared to some of the newer labels. Which is drastically reducing its
previous position, resulting in a decrease in market share (Simkovic, 2013). Before 2011,
that was mostly attributed to its Symbian operating system (OS), which had less
commanding functionality as compared to its big competitors, such as Samsung, which
used Android as its OS. As a result, they were able to draw a larger number of customers
to their expanded framework, which included a greater number of features. This is
perhaps attributed to the fact that several other competitors have included Android
phones with more convincing functionality. However, in 2011, Microsoft purchased
Nokia for US$7.17 billion and began utilising the Windows software to replace Symbian
 (Nokia, 2011). Even the aforementioned agreement was unable to reverse the company's
declining market share trend. Some analysts challenge Nokia's Top-Job hiring practises,
claiming that Mr Olli-Pekka Kallasvuo's dismissal was unjustified, and that his
replacement, Mr Stephen Elop, led the firm to its worst-ever condition (Ahonen, 2013).
Porter's Five Forces Concept and Market Analysis are used as submodels of SWOT for
their respective components to perform a more in-depth investigation of Nokia's internal
setting. This refers to Nokia's extrinsic factors in terms of recognising certain relevant
risks and opportunities, as mentioned below:
• Opportunities: Nokia has a lot of business opportunities in the fastest-growing segment
of the cell phone industry. However, in order to achieve a desirable business place, the
company must adopt a creative approach to product design (Lundstrom et al., 2012,
2013). Other similar technologies include smart watches, smartphones, and micro
notebooks, which are now being developed by competitors.
• Threats: According to Kotler and Keller (2009), a competitor's lack of anticipation of
marketing plans and strategies, such as prototypes, features, pricing, and delivery, may
pose a significant danger by reducing revenue and income. Along with major competitors
such as Apple and HTC, Nokia faces several additional challenges. This is when the
applicability of innovative goods suffers the most. Furthermore, its competitors are taking
the lead with a defending strategy of introducing more novel devices. Nokia is ultimately
advised to take advantage of today's advancements in its new inventions as soon as
possible. This would help to eventually remove any potential impediments while leaving
a favourable impression on the industry.

To analyse the advantages and disadvantages of SWOT analysis, a section is outlined below

Benefits: This is to recognise the utility of SWOT in Nokia's above-mentioned articulation. It is

here where SWOT has proven to be extremely useful to Nokia's diligent team in analysing their
latest business positioning. It has collectively helped them in evaluating their precise standing
within their prevalent segment, as well as a viable contrast to the current challengers.
Furthermore, it is alluded to as a useful measurement instrument that has significantly aided
Nokia in developing their prospective targets in order to obtain a desirable outcome in the end.
When used in conjunction with such additive submodels, the SWOT model is considered a
valuable instrument.

Limitations: SWOT analysis is often associated with the presence of such equivalent
restrictions. It is, however, owing to its limited number of dimensions, which merely enumerates
the popular facets of a company in terms of recognising the actual strengths and limitations. This
may contribute to inaccurate assessments of the enterprise's intrinsic and extrinsic environments
(Koch. 2000). Another big downside to SWOT's application process is that it seems to contradict
the previously mentioned priorities and objectives. As a consequence, more constrictive objects
are built, with a greater probability of deliberating community actioning with such precisely
specific moments of barriers. Furthermore, it redirects existing firm engagement for achieving
the well-being of their societies. As a result, SWOT research can be combined with a set of other
efforts by various firm partners, with a focus on the society's population members. As a result,
community associates' scheming of SWOT assessments is believed to limit the factual analysis
of external considerations (Chermack & Kasshanna, 2007). This, along with the related units'
manageable commitment, directly results in a catastrophic aspect. It's by sabotaging the
evaluation's original intent by generating some equally unfavourable outcomes (Menon et al.,
1999).

Conclusion

The aim of this report is to assist Nokia's marketing managers in implementing certain
constructive steps into the company's current activities. This is done after a thorough
investigation of the emerging influencing forces in Nokia's dominant sector. It was specifically
started as a result of a pressing need to examine Nokia's existing constituents using a powerful
SWOT analysis platform. It was then combined with several other applicative models to
significantly promote SWOT's differentiated formation. It's where an independent review found
that more innovative formulas could be accepted. Nokia, on the other hand, seems to be
operating in a stable business setting, according to the external investigation.
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