Strategic Plan of Nokia Company

Strategic Plan of Nokia Corporation

Nokia Co.

History

Nokia companies are established basically from three groups of business: Nokia Mobile Phones, Nokia Networks and Nokia Communications products. Furthermore, Nokia company includes an individual Organization based on Nokia Ventures and the unit of corporate research i.e. Nokia Research Centre. By the end of the year of 1999, the entire sales of Nokia boosted to more than 10 countries, production in 10 countries, research and development in 14 countries as well as the international network of customer service, distribution, sales and other units of operations. Nokia's headquarter is located in Finland. The Nokia Company is a public company and it is listed on the NYSE: New York Stock Exchange as well as Stockholm, Helsinki, Frankfurt, London and Paris stock exchanges (Raza 2000). There are around 55,000 employees are working in the Nokia Corporation. The company highly understand its customers that are related to the innovative design of the Nokia Co. Therefore, the Nokia's team has initiated and developed a market strategy based on comprehensive and encompassing their manufacturing and design competencies. Nokia Company has a unique ability due to which it is able to forecast the growing and design the segments in the growth of Nokia's competitive advantage in terms of technological aspects (Raza 2000).

Fortune 500, has listed it as 143rd largest company in the world, as per its revenue stream in 2011. This public limited- liability company is listed on the stock exchange of Helsinki, Frankfurt and New York. This company has a strong history in the mobile phone industry; it has been one of the largest vendors of mobile phones from 1998 to 2012. In the recent past, Apple's Iphone has tremendously increased its influence over the global mobile phone markets, hence decreasing Nokia's share.

Organizational Mandates

Organizational mandates, mission and values represents the value for public in which the organization create. The non-profit and public organizations are perfectly justified in which organizations must be able to find ways in order to show that the certain operations what it does and to create public value (Raza 2000).

Organizations must be able to identify their organizational mandates before they clarify their mission and vision and to fulfil the needs of their key stakeholders. Organizations must possess information what exactly (formally and informally) are required for doing by the external powers and authorities.

The requirements based on formal are actually codified in terms of laws, ordinances, regulations, charters, articles of incorporation etc. Furthermore, organizations must be able to meet a various form of informal mandates that are embodies in the expectations and norms of key stakeholders such as duly elected or electorate representatives (Namdeo & Ghai 2012). In the strategic planning process, it is essential to indentify and clarifying the mandates both informal and formal and it should include the specific and following outcomes.

Organizational formal and informal mandates' identification including who is mandating.

As a result of the mandates, the interpretation of what is required.

Clarification and clearance of what is prohibited by those ...