STRATEGIC DIRECTIONS IN LEADERSHIP, MARKETING AND PLANNING

(A Management Report on Strategic reorganization and lead change in Nokia PLC to market leader)

TABLE OF CONTENTS STRATEGIC DIRECTIONS IN LEADERSHIP, MARKETING AND PLANNING............................................................1 (A MANAGEMENT REPORT ON STRATEGIC REORGANIZATION AND LEAD CHANGE IN NOKIA PLC TO MARKET LEADER).........................................................1 ACKNOWLEDGEMENT...................................................5 EXECUTIVE SUMMARY .................................................5 ABSTRACT...................................................................5 BACKGROUND..............................................................5 UNIT-1 THE STRATEGIC MANAGEMENT AND LEADERSHIP ...................................................................................6
MANAGEMENT.................................................................................................................... 6 LEADERSHIP....................................................................................................................... 7 1.1.1. THE STRATEGIC MANAGEMENT AND LEADERSHIP IN NOKIA PLC..........................................7 1.1.2. THE ROLE AND IMPACTS OF MANAGEMENT ON LEADERSHIP STYLES AND STRATEGIC DECISIONS. .7 1.1.3 HOW THE LEADERSHIP STYLES ADAPT IN VARIOUS FUTURE SITUATIONS..................................8

MATURITY LEVEL......................................................... 8 APPROPRIATE LEADERSHIP STYLE................................ 8 M1..............................................................................8 LOW MATURITY............................................................8 S1...............................................................................8 TELLING/DIRECTING..................................................... 8 M2..............................................................................8 MEDIUM MATURITY AND LIMITED SKILLS ......................8 S2...............................................................................8 SELLING/COACHING......................................................8 M3..............................................................................8

MEDIUM MATURITY, HIGHER SKILLS BUT LACKING CONFIDENCE................................................................8 S3...............................................................................8 PARTICIPATING/SUPPORTING........................................8 M4..............................................................................8 HIGHER MATURITY.......................................................8 S4...............................................................................8 DELEGATING................................................................8
1.2. HOW THE MANAGEMENT AND LEADERSHIP THEORY ROLE TO SET THE DIRECTION.......................8 1.2.1. THE IMPACT OF SELECTED THEORIES OF MANAGEMENT AND LEADERSHIP IN NOKIA PLCS MARKETING STRATEGY.......................................................................................................... 9 1.2.2. SUGGESTED LEADERSHIP THEORY FOR NOKIA PLC FOR FUTURE DIRECTION...........................9 1.2.3 ASSESSMENT OF LEADERSHIP REQUIREMENTS OF AN ORGANIZATION...................................10 1.3.1. REVIEW OF NOKIA PLCS CURRENT LEADERSHIP REQUIREMENTS OF VARIOUS METHODS.........11 1.3.2. EVALUATION ON HOW TO USE THE LEADERSHIP STYLES IN FUTURE SITUATIONS....................11 1.4 PLAN FOR DEVELOPMENT OF LEADERSHIP SKILLS................................................................12 ..................................................................................................................................... 16 SOURCE: HTTP://WWW.DOCSTOC.COM/DOCS/25219869/APPLICANT-RECRUITMENT-AND-SELECTIONPROCESS-FLOW-CHART---PDF............................................................................................16 1.4.1. COMMENT ON THE PROPOSED PLAN OF DEVELOPMENT OF LEADERSHIP SKILLS FOR NOKIA PLACES FUTURE GROWTH.............................................................................................................. 16 1.4.2. THE SIGNIFICANCE OF THE METHODS USED TO PLAN THE DEVELOPMENT OF LEADERSHIP SKILLS ..................................................................................................................................... 16

UNIT-7.......................................................................17
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 7.1.3. NOKIA PLCS STRATEGIC MARKETING AND CORPORATE STRATEGY FOR FUTURE GROWTH........19 7.2. TOOLS FOR DEVELOPING STRATEGIC MARKETING STRATEGY.................................................19 ..................................................................................................................................... 20 7.2.1. REPOSITIONING AND MODELS IN STRATEGIC MARKETING PLANNING....................................20 SORUCE: HTTP://WWW.BUSINESSDICTIONARY.COM/DEFINITION/REPOSITIONING.HTML#IXZZ2YF8VEUMB ..................................................................................................................................... 20 7.2.2. WORTHINESS OF THE STRATEGIC MODEL USED IN STRATEGIC MARKETING PLANNING.............20

7.3. IMPLEMENTATION OF STRATEGIC MARKETING TECHNIQUE................................................................21

7.3.1. NOKIAS NEW OPPORTUNITIES IN THE MARKET...............................................................22 7.3.3 .PROPOSED NEW MARKETING OBJECTIVES FOR NOKIA PLC................................................22 7.4. RESPONDING THE CHANGE IN THE MARKETING ENVIRONMENT..............................................22 7.4.1. STRATEGIC ANALYSIS FOR IDENTIFYING THE CURRENT STRENGTHS AND WEAKNESSES IN THE CURRENT MARKETING STRATEGY, (ADDS VALUE PROVIDER)........................................................22 7.4.2. REPORT OF ANTICIPATED IMPACTS OF CHANGE IN EXTERNAL ENVIRONMENT.........................23 7.4.3. PROPOSED FUTURE PLAN TO LEAD NOKIA PLC..............................................................23

UNIT-12.....................................................................23
12.1. ANALYSIS OF THE EXTERNAL ENVIRONMENT THAT AFFECT THE ORGANIZATION.......................23 12.1.1. THE EXTERNAL ENVIRONMENTAL FACTOR AFFECTING NOKIA PLC....................................23 12.1.2. ANALYSIS OF STAKEHOLDER EXPECTATION IN NOKIA PLC..............................................23

12.1.3. THE

ANALYSIS OF FUTURE CHANGES IN THE EXTERNAL ENVIRONMENT AFTER IMPLEMENTING THE PROPOSED MARKETING STRATEGY IN NOKIA PLC...............................................................24 12.2. REVIEW OF EXISTING BUSINESS PLANS AND STRATEGIES...................................................24 12.2.1. ANALYSIS OF NOKIA PLCS CURRENT BUSINESS PLAN....................................................24 12.2.2. EVALUATION OF THE EFFECTIVENESS OF NOKIA PLCS CURRENT BUSINESS PLAN AND BUSINESS POSITION IN THE MARKET.................................................................................................... 24 12.2.3. EVALUATION OF NOKIA PLCS COMPETITIVENESS IN CURRENT BUSINESS STRATEGIES...........24 12.3. NEW OPTIONS FOR STRATEGIC PLANNING......................................................................24 12.3.1 THE TWO (2) STRATEGIC OPTIONS OF NOKIA PLC IN CONNECTION WITH THE PROPOSED FUTURE STRATEGIC PLAN.................................................................................................... 25 12.4. A NEW STRATEGIC PLAN............................................................................................ 25 12.4.1. THE PROCESS OF RESOURCE IMPLICATION...................................................................25

12.5. ASSESSMENT OF FACTORS THAT AFFECTING THE STRATEGY PLAN.........................................................25

12.5.1. THE APPROPRIATE MODEL TO EVALUATE THE FACTORS AFFECTING THE NOKIA PLCS STRATEGIC PLAN.............................................................................................................................. 25 12.5.2. NEW VISION FOR NOKIA PLC...................................................................................26 12.5.3. NEW MISSION FOR NOKIA PLC.................................................................................26 12.5.4. VALUES STATEMENT...............................................................................................26 12.5.5. THE CORPORATE OBJECTIVES FOR NOKIA PLC AND MEASUREMENT OF NEW STRATEGIC PLAN 26 12.6.1. THE SCHEDULE FOR IMPLEMENTING THE SUITABLE STRATEGY..........................................26 12.6.2. REPORT TO STAKEHOLDERS OF NOKIA PLC................................................................26 CONCLUSION................................................................................................................ 26

BIBLIOGRAPHY...........................................................27
APPENDICES................................................................................................................. 28 APPENDICES - 1................................................................................................................ 28

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APPENDICES 2............................................................................................................... 29 APPENDICES - 3................................................................................................................ 29 APPENDICES 4............................................................................................................... 31 APPENDICES 5............................................................................................................... 32 APPENDICES 6............................................................................................................... 33 ..................................................................................................................................... 33 APPENDICES 7............................................................................................................... 34 APPENDICES 8............................................................................................................... 35 ..................................................................................................................................... 35 APPENDICES 9............................................................................................................... 36

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ACKNOWLEDGEMENT
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. Besides that the interactive communication from the various functional departments to prepare the plan of major actions, growth to achieve stability and long-term retrenchment plans has been gratefully acknowledge.

EXECUTIVE SUMMARY
This management report deals with the requirement of the dynamic strategic plan, as well as its use and importance in the globalized market, advancing technology, different demographic representation and changing lifestyles. Besides that it deals with the strategic plan and implementation to deals the strategic management and leadership, strategic marketing management and deals with the external environment and implementation of strategic plans to drive Nokia PLC into a market leader in the mobile communication industry.

ABSTRACT
The top managers and executives are responsible to lead the organization profitably and achieve the long-term goals. The strategy managers are responsible to define a new strategy when an organization falls from the market leader position and rethink about the changes and trends occurring in the market, who are the customers with communicating, what enhancements in products or services to provide and how can it offer to customers and how it offer more effectively. Therefore, to manage the changes in globalized environments, new strategy formulated with set of actions and decisions to achieve a competitive superior fit between the organization and its environments to obtain the re-structured goals.

BACKGROUND
The Nokia PLC has been always adaptive over its 150 years of history and come over revolutionary changes in electronics boom, mobile era and in 1998 on top of the worlds leader in mobile phones. After that, it goes through multi-tasking mobile handsets and moved exactly with the technology enhancements, and shared the emerging market. Nokia follows the business practices and its products socially and environmentally responsible. Over this period, the globalization, liberalization and deregulation, as well as enhancement in technology and changing demographics, lifestyles and new entrants threatened the world leader position in communication technology of Nokia PLC.

INTRODUCTION
The mission of Nokia PLC is Connecting People, with the goal of building great mobile products to allow people worldwide to enjoy what life has to offer. At the same time, it recognizes the challenges in a competitive environment. The innovative ideas, energy, excitement, and opportunities in the changing mobile technology products inspire Nokia PLC and moving with the swift changing time. The key elements consist of the Nokias strategy are to build a winning mobile ecosystem with partnering Microsoft, bring next billion online in the developing growth market, invest next-generation disruptive technologies and increase focus on speed and focus to accountability. According to Stephen Elop, Nokia President and CEO (Nokia Corporation, 2013), our new strategy is supported by changes in Nokias leadership, operational structure and approach. The renewed government will expedite decision-making and improve time-tomarket of products and innovations, placing a heavy focus on results, speed, and accountability. Nokias strategy is about investing in and ensuring Nokias future. I have incredible optimism,, because I can see fresh opportunities for us to innovate, to differentiate, to build great mobile products, like never before, and at a speed that will surpass what we have accomplished in the past.

In these circumstances, to regain the leadership in the global telecommunication industry, Nokia PLC required to re-structure its strategic plans not only to attain the leadership but also growth and stability.

UNIT-1 the strategic management and leadership

Management
Refers to, (Business Dictionary, 2013), strategic management is, The systematic analysis of the factors associated with customers and competitors (the external environment) and the organization itself (the internal environment) to provide the basis for maintaining optimum management practices. The objective of strategic management is to achieve better alignment of corporate policies and strategic priorities. Therefore, strategic management can decide the mission, vision, values, goals, objectives, roles, responsibilities, and timeline of an organization. Besides that strategic management involve in the process of formulation and implementation of strategies, such as creating and put into action. Strategy formulation process consists of identify and analyse the existing mission, objectives and strategies and it follows the internal and external environment analysis such as the strengths and weaknesses of

organizational resources, opportunities and threats of industry and external environment, consequently it revises the mission and objectives and choose revised strategy and it may corporate strategy, business strategy or functional strategy. Finally it implements the strategies by corporate governance, management systems and practices and strategic leadership. The implementation process always has an evaluation process and strategic control for renewing strategic management process.

Leadership
The leadership defined by (Business Dictionary , 2013) the activity of leading a group of people or an organization or the ability to do this.

The leadership involve with the establishing of a clear vision and shares the vision with others and it allows others follows the leader willingly. Leadership provides the information, knowledge, methods to realize the vision, besides that reduces the conflict by co-ordinating and balancing conflicting interests members and stakeholders. The leader step up when the crisis arises and think and act creatively on the crisis. The leadership cannot teach, it may be enhanced by coaching or mentoring. Therefore, the leader and ideal leadership required and the leader should have a vision to lead the followers to achieve the organization's goals with traits and skills, such as integrity, are a peoples person and positively effective communication, motivation and dynamic plan to achieve goal.

1.1.1. The Strategic management and leadership in Nokia PLC

The management and leadership of president and CEO Stephen Elop of Nokia driving change to regain the leadership in telecommunication industry by building partnership with Microsoft, developing growth markets, next generation disruptive technologies, increased focus on speed, besides that results and accountability. The management of Nokia recognizing the factors that in connection with the customers and competitors and the environmental factors to perform the optimum management practices to gain the alignment between the corporate policies and strategic priorities.

1.1.2. The role and impacts of management on leadership styles and strategic decisions
The management and leadership have impacts in its overall performance. The top leaders or strategic policy makers of the organization have a vital role to address the strategic management questions, such as the changes and trends occurring, who are the customers of deals and communicate, what to offer customers, how it can offer most effectively and efficiently. The grand strategy consists of growth, stability and retrenchment and the global corporate strategy required for global integration and national responsiveness and it consists of globalization strategy, export strategy, transnational strategy and multi domestic strategy.

The management leadership style is an approach and to find the ways to solve the needs of employees and the organization. The right leadership style is one that meets the challenges that facing and the needs of the followers and organization. The common leadership styles are autocratic, transformation and participative or democratic.

1.1.3 How the leadership styles adapt in various future situations.

There are no ideal leadership styles and every leadership style has its own problems and consequences. There is no leadership style fits in all situations, therefore the comparison required to assess the pros and cons of the situation to choose the right leadership style for the situation. Refers to (Mind Tools, 2013), according to Hershey and Blanchard, the leadership styles are interconnected with the leadership levels and maturity levels. The following Table-1 explains the interconnection.

Table-1

Maturity Level

Appropriate leadership style

M1

Low Maturity

Telling/Directing

M2

Medium Maturity and Limited skills

Selling/Coaching

M3

Medium maturity, higher skills but lacking confidence

Participating/Supporting

M4

Higher maturity

Delegating

Therefore, measure the maturity of followers based on the problems arises in the future and selects the appropriate leadership style.

1.2. How the management and leadership theory role to set the direction
Strategic management consists of the rules and actions for implementing the directions and provides a fit between the organization and its environment to attain the goals. The responsibility to implement the plans goes to top managers and chief executives; consequently, the leadership is the activity of leading the group of followers, therefore the management and leadership leads a role to set the direction. The fundamental theories of management models that involved with motivation and leadership are classical management theory, that emphasis on its structure and perspective to what is better for the firm. The vital classical management writers are Henri Fayal, FW Taylor,

and Max Weber. The Human Relations Theory concerned with the structure and mechanics of organization and human factors. Elton Mayo and Schein, the social scientist, and academicians believe the theory of human motive. The neo-human relations theory- Maslow, McGregor, Likert and Argyris developed theories and Macgregors theory X and theory Y and Herzbergs motivation theory, besides that Systems Theory focused on organization as system with various interrelated subsystems and complexity 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
The overall strategic management demands desired results from the selected management and leadership theories, besides that the strategic process creates preferred results to the organization on its changing environment. The managing change bases the culture and corporate values, in addition the managerial process of change depends upon leadership, planning and control and Human Resources Management. The telecommunication industry is always under transformations with new creative and innovative products with the changing demands of the changing environment of customers. We are increasing our focus on the products and services that our consumers value most while continuing to invest in the innovation that has always defined Nokia," said Stephen Elop, Nokia president and CEO. We intend to pursue an even more focused effort on Lumia, continued innovation around our feature phones, while placing increased emphasis on our location-based services. However, we must re-shape our operating model and ensure that we create a structure that can support our competitive ambitions." Nokia Corporation Press Release. Nokia is marketing strategy focused to global market and special attention on Europe and emerging Asian markets targeting to youngsters by competitive price strategy. The 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. The unpredictable innovative changes in the mobile technology raise significant competitive environment to the telecommunication industry, because of those changing challenges required ideal leadership theories to lead organizations to target goals. The commitment to high values, innovation and customer care and services, variety of products and services make capable to acquire a high market share, besides that the economic scope and research and development helps to acquire market growth and deriving future opportunities.

1.2.2. Suggested leadership theory for Nokia PLC for future direction
The ideal leadership brings up the organizations to healthy organizations such as it reflects through the factors of authenticity, value people, develop people, building

community, provide leadership and share leadership(Table-1). The ideal leaders obliged to demonstrate appropriate conducts through personal actions and interpersonal relationships and promote the followers. The new genre leadership focused emphasizing the characteristic leadership behaviour, visionary, inspiring, ideological and moral values. Meanwhile the transformational leadership focusing individualized attention and intellectual stimulation. Although the conclusions drawn from different studies are somewhat inconsistent, most scholars found a positive relationship between transformational leadership and organizational creativity and innovation. Transformational leadership can influence organizational creativity and innovation both directly and indirectly. The bulk of this paper is about the indirect effects of transformational leadership. The mediators and moderators are from different levels including individual, team, and organizational level. In addition, some contextual variables are also included (Hong Hu, 2013) Refers to (Hong Hu, 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.

1.2.3 Assessment of leadership requirements of an organization

The dynamic and ideal leadership leads the organization to achieve goals by developing the organization as a health organization. The assessment of leadership required for to obtain remedial solutions for crucial problems, besides that it is required to develop individual and group capacity, moreover skills and potential of people in the organization. Therefore the organization can provide occasions to disclose their authenticity. In addition the healthy organizations value people, build community, provide community, provide leadership and share leadership. The learning organization knows how to develop people, such as personal and professional development, develop creative and innovative activity. Decision making participation helps to achieve evocative results and customer expectations.

Table-2 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

Maintaining competitive advantage Achieving personal mastery Anticipating opportunities Leading change Source: Jacobson Consulting

1.3.1. Review of Nokia Plcs current leadership requirements of various methods.

The changing competitive environment in the market always challenges the leadership. Therefore the methods required to assess the leadership skills are significant to lead the organization to succeed in the competitive market by adopting the changes. Refers to (David A Whitten) referred by (Uzzi) developed various methods to measure leader skills, those are listed in Table-3.

Table-3 Leadership assessing Methods by Davis A Whetten The cognitive style instrument Gaining power and influence Using influence strategies Diagnosing poor performance and enhancing motivation Effective empowerment and delegation Team development behaviours Diagnosing the need for the team building How creative the leader 1.3.2. Evaluation on how to use the leadership styles in future situations
The Nokia is one of the global leader in telecommunication industry and should be proactive in leadership quality to achieve goals and lead the organization to face the future challenges with more constructive and innovative philosophy, in addition to sharing leadership with people for building partnership and let people to anticipate opportunities. The future leadership should be to empower people to lead people to approach technological changes and its impact over the organization and let them to overcome this by appropriate changes. The transformational leadership styles are considered as the best leadership style. The various styles of leadership reveal its nature by leader characteristics and how the

leader builds resources, besides that the impact of leadership style on the business environment and when the appropriate style is applied the result is different for various leadership styles. Fig-1 shows the leadership styles and its measures of factors and effects.

Fig-1 leadership styles and its measures of factors and effects.

1.4 Plan for development of leadership skills

The 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. Therefore anticipation and prediction of future requirement are significant, besides that evaluation of required skills, how they will represent in the community on behalf

of the organization and how they serves the local community and organization, how they support each other and their commitment in organizational goals. Within an organization there are various connections, roles and competencies. . The roles and competencies of managers are listed in the Fig-2.

Fig-2- The roles and competencies of managers

Source: http://www.ofi.hu/quality-and-educational-090617/effectiveness-in-public

Leadership Skill Development

The leadership basically involved with the ability to motivate others and lead through the directions, take responsibility for the direction and actions of the group, objective setting, organizing, taking initiative, perseverance, positive attitude, flexible and responsible. Therefore to build a leader required to follow the methods such as modelling the perfect leadership, teaching when leading, mentoring, exchange programs, orientations, workshops and training sections, retreats and leadership groups. The 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. Fig-3

The recruitment and selection process is vital to the leadership development, because the new recruits are the next generation leaders of the organization and new people brings new ideas to the organization and it will be the base of building community . FIG-5

Fig-3 The recruitment and selection process

Fig-4 The Leadership Skill Development Plan

The Fig.4 explains the leadership development plan that starts as soon as approval from major stakeholders.

Fig-5 The recruitment and selection process

Source: http://www.docstoc.com/docs/25219869/Applicant-Recruitmentand-Selection-Process-Flow-Chart---PDF

1.4.1. Comment on the proposed plan of development of leadership skills for Nokia places future growth
The leadership development plan will be executed among employees in Nokia both middle and upper level managers to make dynamic with more skills to accept and manage the future changes in the rapid changing telecommunication industry environment.

1.4.2. The significance of the methods used to plan the development of leadership skills
There are various elements in leadership development programs to manage the leadership challenges in an organization. The leadership development programs, such as determination of leadership style, identification of potential leaders in the organization, leadership gap, development of succession plan for vital roles, development of career plans and roles, development of skills road maps for future leaders and final development of retention programs for current and future leaders.

UNIT-7
7.1. The principles of strategic marketing management
According to (Sekerin, 2003), Strategic marketing deals with the 'big picture' marketing planning. It analyses how a company can best satisfy its customers and makes a profit at it. Strategic marketing planning directed from the top of the company and is extremely important in any for-profit organization several key principles govern strategic marketing. The strategic marketing deals with the analysis of marketing and marketing planning to implement those plans and control the plan aims to interact with the customers and react to the changing market environment and make the results and evaluation of the marketing process.

7.1.1. The role of strategic marketing

The marketing strategy fit with the organization's 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 organization, besides that predict the organizations required actions to obtain the goals. Moreover the planning process will set the route and it contributes the overall strategy. The planning process of market plan consists of the following: Plan the outcomes Identify outcomes Preparation of plan Adapt to change a process Making most of the plans Communicate the plan

7.1.2. The strategic marketing and process in Nokia PLC.

The overall marketing strategy function of an organization consists of that the market information, such as to recognize the needs, wants and demands of the consumers. The market plan aims to achieve the marketing objectives of the organization and the exchange function to be confirmed the offerings of the organization meet the consumer demands. In addition the product design and development to be attractive to the target market to meet the cost matters, design, suitability, shape and style. The 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 quality. Financing decision involved with a credit facility of channel distributors. The risk taking is vital when 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.

Fig-5 The marketing function

Beginning 2011, Nokia will use Microsofts Windows Phone for its main Smartphone operating system. The reason for this is that the Smartphone battle is now a war of ecosystems rather than just devices. An ecosystem consists of devices, services, third-party providers, a strong app market, and delighted customers. Microsoft, Nokia and its other partners will form a strong ecosystem to bring innovation and choice in the market. Mee Go now becomes a platform for future disruption of the market through innovative and different devices. Symbian will continue to be supported and developed as the full product portfolio takes shape. Source; http://conversations.nokia.com/nokia-strategy-2011/ The Nokia adopts the strategy of collaboration with other leaders to conquer the innovative market environment. Refers to (Civ-Toronto, 2012), strategic planning is the process of developing and maintaining an in shape between organizations goals and capabilities and the changing marketing opportunities

Fig-6 The marketing function

7.1.3. Nokia Plcs strategic marketing and corporate strategy for future growth.
Nokia Corporation in its stock exchange release on February 11, 2011 at London released that, London, UK - Nokia today outlined its new strategic direction, including changes in leadership and operational structure to accelerate the company's speed of execution in a dynamic competitive environment. Source: http://press.nokia.com/2011/02/11/nokia-outlines-newstrategy

7.2. Tools for developing strategic marketing strategy

The strategic analysis examines the current position of an organization and it helps to develop required a change in strategy and it can do with various tools of analysis. This process helps to analyse the strengths and external environment and factors those affecting it and the tools are SWOT Analysis, PEST Analysis, Scenario Planning, Five Forces Analysis, Market Segmentation, Directional Policy Matrix, Competitor Analysis and Critical Factor Analysis.

Source: (Downey, 2007)

7.2.1. Repositioning and models in strategic marketing planning

Refers to Business dictionary the term Product Repositioning 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#ixzz2YF8veUMB

The elements of the new strategy plans a broad partnership with Microsoft for a global mobile ecosystem and windows phone would be served Nokias primary smart phone platform.

7.2.2. Worthiness of the strategic model used in strategic marketing planning

The marketing model has its value to the marketing strategy of an organization. The most used marketing models are:1. 7Ps - Marketing Mix the main elements of the 7Ps marketing mix are, product. Price, place, promotion, people, process and physical evidence, these factors form the tactical components of a tactical plan. Appendice-1 2. Unique Selling Proposition (USP) It is the concept that the brands make it clear potential to buyers that why they different and better than the competitors.

3. Boston Matrix This matrix categorizes products in a portfolio likewise stars, cash cows, dogs and question marks. Those are indicated the market growth and market share. 4. Brand Positioning Map This lets marketers to visualise a brand's relative position in the market place by consumer perceptions of the brand and competitors brands against the attributes that leads to purchase.

5. Customer Lifetime Value Model This is the concept of what a customer is worth based on the present value of future revenue that attributed to a customer relationship with a product. Appendice-2 6. Growth Strategy Matrix This Ansoffs matrix recognized that, alternative growth strategies for present and potential products in current and future markets, those are market penetration, market development, product development and diversification. Appendice-3 7. Loyalty Ladder It shows 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. This is a way of thinking through the opportunities to make lifetime value. 8. PESTLE This framework assesses the importance of macro environmental factors on a product or brand, likewise, political, economical, social, technological, legal and economic. 9. Porters Five Forces Analysis the five forces are Rivalry, supplier power, threat of substitutes, buyer power and barriers to entry. These factors are analysed in the industry that the organization operates. 10. Product Life Cycle This plots the natural path of product that moves the stages of introduction, growth, maturity, saturation and decline. 11. Segmentation, targeting and positioning This three stages process analysing which customer groups exist and segment the products best suits before implementing the communication strategy designed for the opted target group. 12. SOSTAC the SOSTAC stands for situation, objectives, strategy, tactics, actions, control. It is a framework used when to creating marketplaces. Appendice-4 . The strategic model analysis provides the detailed insight to the marketing problems and it helps to clear the strategic path to goals.

7.3. Implementation of strategic marketing technique

The implementation of developed marketing strategy as prescribed schedule is essential to achieve the objectives based on the positioning of the firm, besides that on prioritize basis positioned the product and service mix, place, pricing and promotion. The phases of marketing strategic plan consist of planning, implementation, and control, if it designed and created effectively ensures the success. The implementation of marketing strategy that put into action covers phases such as addressing who, where and when and it is vital that how creating the goals and objectives. The marketing implementation consists of putting the marketing design, execution and scheduling into development. It is under scheduled tasks and timeline to both individual and groups.

The implementation process translates the marketing policy into policies and procedures.

7.3.1. Nokias new opportunities in the market

As of April 1, Nokia will have a new company structure, which features two distinct business units: Smart Devices and Mobile Phones. They will focus on Nokia's key business areas: high-end Smart phones and mass-market mobile phones. Each unit will have profit-and-loss responsibility and end-to-end accountability for the full consumer experience, including product development, product management, and product marketing. Source: http://press.nokia.com/2011/02/11/nokia-outlines-newstrategy The Nokias outline of the new strategy and introduction of new leadership and operational structure and focus to the EU and emerging Asian markets, besides that the commitment to the innovative and creative actions and investment in H.R provides opportunities.

7.3.3 .Proposed new marketing objectives for Nokia PLC

The marketing objectives should be SMART. The Nokias marketing strategy consists of three pillars, such as smart phone, the next billion and future disruptions. The smart phone is that Nokia will use Microsoft windows phone for its main smart phone operating system. The next billion focused to 3.2 billion people dont have currently phone. The 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 Mee Go, support for revolutionary research and development, worldwide research labs, QT development frame work.

7.4. Responding the change in the marketing environment

The key internal factors that strengthen the Nokia are marketing , management, operations and production, In addition accounting and finance, computer and innovation technology, systems and research and development, moreover collaboration with major technologically advanced organizations, product quality.

7.4.1. Strategic analysis for identifying the current strengths and weaknesses in the current marketing strategy, (adds value provider)
The weaknesses are that, it is not maintained the growth, not competent with technology, not having environment friendly products, lack of product differentiation and channel distribution. The external factors are political, governmental, legal and economic.

7.4.2. Report of anticipated impacts of change in external environment

The external factors are political, government policies, legal factors, economical factors and technological development by the competitors may introduce innovative products at time.

7.4.3. Proposed future plan to lead Nokia PLC

The strategic plan developed from the evaluation of the organization discloses the place where it is to be positioned in the future for obtaining the advantage of the industry and it transforms the strategic plan towards the future state such as from the present state to desired future state and ensure all the works aliened to get the goals and effect of strategies by action plans and projects to get the strategic plan and also monitor the results.

Unit-12
12.1. Analysis of the external environment that affect the organization
The trends that are shaping the business are economic shift, resource demand, ICTS crucial role, growth model, and government policy and consumer behaviour. The success of the strategy completely depends on people to get the goals. The strategy implementation should be communicated with people and implement through people for results. The successful implementation of strategy consists of that, to align the people to implement strategy, the customer value proposition (Appendice-6) should be put centred, enable and motivate people, plan the implementation, selection and start projects to strategy implementation.

12.1.1. The external environmental factor affecting Nokia PLC

Nokia focused on EU market and not maintained its growth rate, besides that the lack of innovative inventions in technology affected the competency.

12.1.2. Analysis of stakeholder expectation in Nokia PLC.

The business success goes to the stakeholders and manage stakeholders expectations is significant, therefore to recognize the stakeholders and understand the requirement and know what supposed to distribute from the potential of the stakeholders, besides that hold them accountable. The decision making top stake holders of Nokia by their new strategy will provide potential to its stake holders through third eco system, mobile phone- the next billion, Microsoft partnership, investing in people and investment in research and development.

12.1.3. The analysis of future changes in the external environment after implementing the proposed marketing strategy in Nokia PLC
The new strategy implementation leads Nokia to compete with competitors those who have new technological inventions. The research and development investment and investment in people make to compete in the future market, the new strategy reveals the new collaboration and objective to get next billion customers and focus to emerging markets and new policy of handset and technology will make a good customer value proposition.

12.2. Review of existing business plans and strategies

The existing business strategy of Nokia discloses that, it is not covered the utilisation of the following:1. Design mechanism to capture value 2. Collaborations or partnerships 3. Select and use of technologies 4. Features to embedded in the product and services 5. Deciding benefits to the customer using services and products 6. Confirming revenue streams to create value for financial benefits.

12.2.1. Analysis of Nokia Plcs current business plan

The current business plan designed to confirm the financial and non financial benefits and it developed for to conquer the future technological revolutions by investing in people and research and development.

12.2.2. Evaluation of the effectiveness of Nokia Plcs current business plan and business position in the market
The industrial performance of Nokia measured by using information shows profitability, besides that the market share shows a decrease. Cash flows, liquidity, solvency shows a reasonable industry higher standard. Business planning and external issues are existing in the business environment, besides that the changing trends influenced and affected the organization.

12.2.3. Evaluation of Nokia Plcs competitiveness in current business strategies

The Porterss Five Forces Analysis disclosed the five factors of forces that deciding the nature of rivalry in the industry is, threat by new entrants, bargaining power of supplier, threat from substitutes and degree of competitive rivalry. These are the main problems that Nokia has to address by new strategy.

12.3. New options for strategic planning

The characteristics of the strategic analysis are to analyse the existing situation, besides that a strategic plan should follow and implement plan and monitor the plan. The aim of plan is to establish the long term goal of the organization, produce the strategy opinion, selection of strategy for action and accomplishing the mission and goals.

12.3.1 The two (2) strategic options of Nokia PLC in connection with the proposed future strategic plan
The proposed strategic option should be considered when using the strategic tools to measure the plan that, it must answer the strategic questions, the benefits should be defined and put into action and the tool must provide successful analysis. The tool can benefitted and also can merged with people, function and organization, besides that allow time to collaborate to put up the analysis. The use of analysis tools are time consuming and guarantee to stake holders. These tools sharpen the focus and provide methodical and balanced approach and use historical data for future assumptions. It is useful to avoid preconceptions and pressure when interpreting data inside the organization.

12.4. A new strategic plan

The new strategy defines the vision, mission, values and objectives of Nokia, besides that it defines the resources implication and environment, forecasted future and opportunities and threats in the telecommunication industry. It provide option for Nokia and path way to implement and monitor the plan

12.4.1. The process of resource implication

The risks and opportunities that existing in the external 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 wastage and utilisation of idle resources.

12.5. Assessment of factors that affecting the strategy plan

Refers to (Heller, 2012), the components of strategy plan consists of the organizations current desired competencies, how differentiated competitors, the industry to compete, moreover the initiative to adopt and implement the plan on marketing, operations, IT and finance and organizational development and finally stake holder interest over 3 to 5 years. According to (John Mullin, 2004), the issues within strategy are, scope, goals and objectives, resource development, identification of sustainable competitive advantage and synergy.

12.5.1. The appropriate model to evaluate the factors affecting the Nokia Plcs strategic plan
The SOSTAC model (Appendice-4) provides a detailed analyse, such as situation analysis like where the organization now, objectives like where want to be go, strategy to how get there, tactics to be modified with different operational plans according to the industry and it provides the exact way to reach the target. The action leads to prepare

the details of tactics like who does and what and when, then the control explains the monitoring of plan.

12.5.2. New vision for Nokia PLC

Innovative for creative Connections

12.5.3. New mission for Nokia PLC
Nokia is always in front to make its products creatively and innovatively and provide the services to the customers at maximum satisfactory level with universal values.

12.5.4. Values statement

Nokias values belong to universally for customers, culture, communities, people, government and environment globally.

12.5.5. The corporate objectives for Nokia PLC and measurement of new strategic plan
Leadership in market Commitment to innovation Focus on universally Continuous customer satisfaction Universally responsible organization Commitment to stake holders Maintain continuous growth

12.6.1. The schedule for implementing the suitable strategy

The 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 power, in addition confirm the technological system, system of management and authority and develop a supporting culture by help of people and mission of the organization and manage the resistance.

12.6.2. Report to stakeholders of Nokia PLC

This 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 requested their participation with support and involvement for the successful implementation and completion of the plan.

CONCLUSION
To recapitulates, the successful change management is the secret of the success of every organization. The changing technological world always demands change for succeed in the changing environment. Therefore succeed by conquer the change with change and there is no change for change.

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APPENDICES Appendices - 1

Appendices 2

Appendices - 3

Appendices 4

Appendices 5

Appendices 6

Appendices 7

Appendices 8

Appendices 9