AboutLeo Lingham Expertise I can answer questions on marketing, marketing planning,
product management, advertising, sales promotions, sales planning,
merchandising, direct marketing, and sales management.
Experience 18 YEARS WORKING MANAGEMENT EXPERIENCE IN BUSINESS PLANNING,
STRATEGIC PLANNING, MARKETING, SALES MANAGEMENT, AND ORGANIZATION DEVELOPMENT.
PLUS
24 YEARS OF MANAGEMENT CONSULTING IN STRATEGIC PLANNING,
BUSINESS PLANNING, PRODUCT MANAGEMENT, MANAGEMENT TRAINING,
AND BUSINESS COACHING.
Question QUESTION: Devise a marketing strategy for a new product that Adidas should offer. Should include:market segmentation, selection of market,differentiation and positioning of the offering in
the customers mind, marketing objectives, marketing mix for the new product, indication of the cost of marketing strategy and when Adidas should expect a ROI. Choose a country or economic area to launch new product
ANSWER: JEAN,
I NEED A COUPLE OF MORE DAYS.
I WILL COME BACK WITH THE ANSWER ASAP.
REGARDS
LEO LINGHAM
---------- FOLLOW-UP ----------
QUESTION: using marketing theory and concepts, critically evaluate the marktin stratgy of adidas.
an asesesmen ot the imprtnce and use of info. in their mrktin strat.
a discusion of the relatin between the mrktin strat. and org. strat.
hw adidas embace ebusiness strat in their marktin
ANSWER: TREVIS,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=====================================
ADIDAS,
Marketing philosophy . . . says,
"let's identify and meet the buyers needs and wants.
ADIDAS,
Marketing philosophies
Marketing concept philosophy . . . says, "let's identify and meet the buyers needs and wants, consistent with our company's long term mission, and our business objectives".
Societal marketing philosophy . . . says, "let's continue to meet the market needs, and our business objectives, but do so in a way that also enhances the well being of society".
The marketing concept philosophy
Defines the firm's mission in terms of benefits and satisfaction it offers, rather than in terms of products it makes and sells.
Emphasizes two way communications to identify customer needs - then develops markets and products to satisfy their needs. Gone is the emphasis on one-way communications to persuade people to buy products already made.
Requires both long and short range planning to achieve profit by meeting customer needs. Gone is the exclusive focus on short range planning to achieve volume sales, volume objectives.
Emphasis is on total systems integration of all departments to achieve profit goals. Gone is the exclusive focus on the efforts of individual departments and sales forces
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marketing concept
It is a fundamental idea of marketing that organisations survive and prosper through meeting the needs and wants of customers. This important perspective is commonly known as the marketing concept.
The marketing concept is about matching a company's capabilities with customer wants. This matching process takes place in what is called the marketing environment.
Businesses do not undertake marketing activities alone. They face threats from competitors, and changes in the political, economic, social and technological environment. All these factors have to be taken into account as a business tries to match its capabilities with the needs and wants of its target customers.
An organisation that adopts the marketing concept accepts the needs of potential customers as the basis for its operations. Success is dependent on satisfying customer needs.
What are customer needs and wants?
A need is a basic requirement that an individual wishes to satisfy.
People have basic needs for food, shelter, affection, esteem and self-development. Many of these needs are created from human biology and the nature of social relationships. Customer needs are, therefore, very broad.
Whilst customer needs are broad, customer wants are usually quite narrow.
A want is a desire for a specific product or service to satisfy the underlying need.
Consider this example:
Consumers need to eat when they are hungry.
What they want to eat and in what kind of environment will vary enormously. For some, eating at McDonalds satisfies the need to meet hunger. For others a microwaved ready-meal meets the need. Some consumers are never satisfied unless their food comes served with a bottle of fine Chardonnay.
Consumer wants are shaped by social and cultural forces, the media and marketing activities of businesses.
This leads onto another important concept - that of customer demand:
Consumer demand is a want for a specific product supported by an ability and willingness to pay for it.
For example, many consumers around the globe want a Mercedes. But relatively few are able and willing to buy one.
Businesses therefore have not only to make products that consumers want, but they also have to make them affordable to a sufficient number to create profitable demand.
====================
ADIDAS
MARKETING CONCEPT
The marketing concept is the philosophy that the firm should analyze
the needs of their customers[ current /potential ] and then make
the decisions to satisfy those needs , better than the competition.
It is a process by which
-one identifies the needs and wants of the people.
-one determines and creates a product/service to meet the needs
and wants. [PRODUCT]
-one determines a way of taking the product/service to the market
place. [PLACE]
-one determines the way of communicating the product to the
market place. [PROMOTIONS]
-one determines the value for the product.[PRICE].
-one determines the people, who have needs/ wants. [PEOPLE]
and then creating a transaction for exchanging the product for
a value.
and thus creating a satisfaction to the buyer's needs/wants.
TERMS to understand.
1.Product/Service means a product or service or idea to satisfy
the people's needs / wants.
2.Needs mean when a person feels deprived of something.
3.Wants mean when a person's need is formed / shaped
by personality, culture, and knowledge.
4.Value means the benefits that the customer gains from
owning and using the product and the cost of the product.
5.Satisfaction means the extent to which a product's
perceived performance matches a buyer's expectation.
6.Exchange means the act of obtaining a needed/ wanted
object by offering something in return.
7.Transactions mean a trade off between a buyer / a seller
that involves an exchange at agreed conditions.
THE MARKETING DEPARTMENT in ''ADIDAS'' ACTIVITIES, INCLUDE
THE FOLLOWING, WHERE EVERY ACTIVITY IS
TESTED THROUGH MARKETING RESEARCH---feeling the customer's needs.
Most organizations use marketing / its elements , which include
*Market research to determine consumer needs.[MR to determine needs]
*Prototype product development
*Product testing [ MR to determine consumer taste]
*Product development
*Product planning
*Test Marketing [ MR to determine the right marketing mix ]
*Development of Market Planning
*Sales Planning [ MR to determine sales methods ]
*Distribution Planning [ MR to determine the distribution needs]
*Advertising planning [ MR to determine -theme,message,media etc]
*Sales Promotions Planning [ MR to determine the success]
*Merchandising Planning [MR to determine the success]
*Retail marketing [ MR to determine the retail impact]
*Marketing Research. [ consumer satisfaction ]
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MERITS OF MARKETING CONCEPT
-offer exactly what the consumer needs/ wants.
-at all time satisfy the consumer needs.
-consumer gets the value for money.
-eliminates wastages.
-adds value to the product.
-transparent in transaction.
-adds credibility to the organization.
-adds visibility to the organization.
-ethical in approach.
-adds value to the economy.
-helps to create jobs.
-helps to create wealth to the nation
through the growth of the ''GROSS NATIONAL PRODUCT''
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###########################################
ADIDAS MARKETING PRACTICE
FIRST STEP ---STUDY THE TOTAL MARKET--ASK QUESTIONS
Market needs should be interpreted very broadly, in terms far broader than only product characteristics. Customers and prospects may differ also in their needs for information, re‑assurance, technical support, service, distribution, and a host of other benefits that are part of their purchase.
OPPORTUNITIES IN EXISTING MARKETS
In addition to the current product opportunities in terms of profitability, you must also look outwards towards the market by examining the past and present performance of the company's products in relation to the size, structure and trends of the market segments themselves.
Ask yourself:
Can profits be increased, either by improving pricing or by expansion of sales.
Will new products soon substitute for the present product or will there be a disadvantageous change in the end use.
Will there be changes in the competition to the company's advantage or disadvantage in terms of product profitability.
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1. MARKET SIZE FOR EACH PRODUCT
It is difficult to see how marketing can be properly planned unless the relationship of the company's product sales to the total market sales is known.
The competitive structure also effects the opportunity to force a change in market structure, this information is vital.
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3. MARKET TRENDS FOR EACH PRODUCT
This is the most important of all information, which is needed to assess the opportunities for increased profits. There are three critical areas to review:
(A) MARKET TREND:
1.IS THE MARKET GROWING RAPIDLY?
This should provide the change for good profits
on growing sales.
2.IS THE MARKET STATIC?
This is often highly competitive, with
corresponding low profit margins.
3.IS THE MARKET DECLINING?
This, again, is often highly competitive, with
correspondingly low profit margins, is not only
due to competition but also due to higher
overheads on a smaller volume.
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(B) PRODUCT SALES VOLUME TREND:
1. IS THE SALES VOLUME AT THE DEVELOPMENT STAGE? Accelerate the sales, exploit this stage and increase the profit level.
2.IS THE SALES VOLUME AT THE GROWTH STAGE?
Stretch this stage of the product cycle through
proper promotions.
3.IS THE SALES VOLUME AT THE MATURITY LEVEL?
Stretch this stage by innovation of the product
or extending into a new market.
4.IS THIS SALES VOLUME AT THE DECLINING LEVEL? This stage needs complete rethinking ‑ product, market, channel and sales operation.
Unit contribution trend has different structure. It normally peaks‑out before the end of the "growth" stage of the product life cycle and then drops rapidly. This "change point" in the curve is the most important point of the life cycle to identify.
In market segmentation, the total market is divided into small groups of actual and potential customers who share common characteristics. Breaking down a total complex market into smaller and distinct sub‑markets allows the marketing manager to better serve the needs of the sub‑markets and to pinpoint business opportunities in each.
BASIS FOR MARKET SEGMENTATION
The following summarises characteristics by means of which customers can be classified and analysed.
* By industry categorY.
* Geographic location.
* Amount of purchase.
* New versus repeat business.
* Type of intermediaries.
* Product applications.
ETC ETC
With these characteristics in mind, marketing managers can better go through the steps involved in targeting their best markets.
Step 1:
* Define the total market and industry in question.
* Which industries and product lines are to be considered?
* Will the industrial market or intermediate market be served?
* Is it possible to clearly pinpoint distinct industry groups?
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Step 2:
Divide the total mass market into specific groups of customers. This second step requires analysis of the entire buyer behaviour process.
The industrial and intermediate market might be evaluated on the basis of specific problems, applications and needs, and concerns of the particular industries involved. This step requires a good ongoing marketing intelligence system that encompasses insight and feedback from marketing field personnel.
Match the company's products with the preferred market targets. The individual strengths of the product should meet the needs and wishes of the pre‑determined market.
Plan and implement the marketing strategy to go after a particular target market. The customer group that is targeted will influence the strategy. With the knowledge of the market segment, marketing managers can make better decisions on such things as pricing, distributions, promotions, etc.
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Step 5:
Monitor and measure the successes and failures of serving various market segments.
Marketing segments should know who they are serving and how successful they are with their various market segments.
Whenever feasible, the profitability of serving each group of customers should be analysed.
Aim marketing strategies at special customer segments of the future.
Estimate how well alternative market targets will meet the strategic marketing objectives. A,market manager evaluation is needed to predict the feasibility of achieving objectives among the market target options.
What kind of analysis is required for creative segmentation to result?
A good, practical approach to identify differences among customers is to ask yourself questions such as:
WHAT:
* Benefits does the customer seek?
* Factors influence demand?
* Functions does the product perform for the customer?
* Are important buying criteria?
* Is the basis of comparison with other products?
* Risks does the customer perceive?
* Services do the customers expect?
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HOW:
* Do the customers buy?
* Long does the buying process last?
* Do various elements of the marketing programme influence customers at each stage of the process?
* Do customers use the product?
* Does the product fit into their operation? Much do they buy?
* Much are they willing to spend?
* Is the decision made to buy?
* Do customers seek information about the product?
* Do customers buy the product?
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WHEN:
* Is the first decision to buy made?
* Is the product re‑purchased?
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WHY:
· Do customers buy?
· Do customers choose one brand as opposed to another?
* Are the occupants of segments identified by the previous questions?
* Buys our products, and why?
· Buys our competitors' products, and why?
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Several points should be kept firmly in mind when using questions such as these to facilitate segmentation.
First, the list of questions is only Suggestive;
In any given situation some questions will be more important than others or questions not contained in this list might be profitably asked.
Second, data is usually needed to Supply the answers;
This data can come from marketing research designed specifically to answer such questions.
Third, the answers themselves have to be related to the decision at hand.
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FOURTH STEP, TARGET MARKETING
MARKET TARGET QUALIFICATIONS
To Qualify As A Market Target, A Group Of Customers Should
Meet Important Conditions.
For any group regarded as a potential market target, the following questions should be asked:
Will the group satisfy our profit objectives?
Is it apt to grow?
How stable is the market?
Can we accurately measure the size and purchasing power of the target?
Will we be able to reach the target with our promotion?
Do we have the resources to serve the proposed targeted market?
Are the homogeneous customers within the possible segment influential? Will their purchases cause other groups to buy the products?
Can we identify the customers so that we can know where and how to appeal to them?
How strong is our competition in this target market? Are there any competitive opportunities for us?
Many market segments will not meet the above requirements. For instance, a certain group may not have promising growth potential, yet it may offer stable and profitable business forces.
Corporate Level Strategy- Employs a range of strategies
Backward Integration- Seeking ownership or control of suppliers[ set up in developing countries]
Market Penetration- Seeking increased market share for present products through greater marketing efforts
Market Development- Introducing present products in new markets [ usa/europe]
Product Development- Seeking increased sales by improving present products
Diversification
Concentric- Adding new or related product lines
Conglomerate- Adding new, but unrelated product lines
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Competitive or Business Level Strategy- Competitive strategies involve determining the basis of costumer o decision making. Generally, they are based on some combination of quality, service, cost, time, and quality of the experience.
Cost Leadership Strategies- With this strategy they are competing on price. Your various functional strategies all emphasize cost reduction. This is an effective strategy when the market is comprised of many price sensitive buyers, when there are few ways to achieve product differentiation, when buyers do not care much about differences from brand to brand (ADIDAS vs NIKE), or when there are a large number of buyers with significant bargaining power [ CHAIN STORES ]
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Differentiation Strategies- Differentiation strategies rely on some basis of product differentiation such as flexibility, specific features, service, time and availability, low maintenance, etc. as the basis for competition. Product development and market research are generally necessary components of a differentiation strategy. Generally, a successful differentiation strategy allows a firm to charge a higher price for its product. Organizations generally need strong R & D departments with strong coordination between R & D and marketing departments. Human Resource strategies must place emphasis maintaining a competitive skill base and motivating employees toward the basis for differentiation.
ADIDAS HAS THE RESOURCES TO USE THIS STRATEGY.
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Focus or Niche Strategies- A successful focus strategy depends upon an industry segment that is of sufficient size, has good growth potential, and it not crucial to the success of other major competitors. Focus strategies are pursued in limited markets in conjunction with cost leadership and/or differentiation strategies. Focus strategies are the most effective when consumers have distinctive preferences or requirements and when rival firs are not attempting to specialize in the same target segment.
ADIDAS ADOPTS THIS STRATEGY FOR SELECTED LEISURE / SPORTS MODEL.
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Functional Strategies- How do organizational functional units contribute to the business level strategies? How can functional strategies be integrated to achieve competitive advantage?
Marketing Strategies- How do we communicate our strengths to the customer? How do we identify customer requirements and changes in customer requirements?
Human Resource Strategies- How do we recruit, train, develop, motivate, compensate, and place employees so that behavior is directed toward the competitive strategy and works to build competitive advantage?
Financial Strategies- How do we secure financial resources necessary to carry our competitive strategy?
Operations Strategies- How do we design our processes to produce products and/or service that meet customer requirements as specified in our strategy?
Information System Strategies- How do we provide decision makers, at all levels, with information necessary to make decisions consistent with strategy?
Technological (R & D) Strategies- How do we develop products consistent with customer requirements as specified in strategy?
IN ADDITION TO COMPETITIVE STRATEGIES, ADIDAS USES THE FUNCTIONAL
STRATEGIES TO SUPPORT THE CORPORATE STRATEGIES TO LIFT THE
PERFORMANCE.
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ADIDAS drive the business through the brand image.
HENCE TV commercials is a must.
-----------------------------------------------------------------
PEOPLE buying ADIDAS are brand conscious and rely
on TV COMMERCIALS / FRONTLINE MERCHANDISIING.
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ADIDAS also sell a significant portion of their volume
thru ONLINE SALES.
THEIR TARGET MARKET IS [ 14 --35] AGE BRACKET.
WHAT I WOULD SUGGEST, SEE IF YOU CAN CONVINCE/
INFLUENCE ADIDAS TO USE YOUR JINGLE FOR THEIR
ONLINE BUSINESS.
AND NOT RADIO, WHERE IT WOULD BE LESS AFFECTIVE.
========================
WHEN DEALING WITH THE MARKETING STRATEGY,
INCLUDE ALL THE APPLICABLE FACTORS FOR EACH ITEM.
Marketing Strategy - PRODUCT
PRODUCT MIX
product strengths and weaknesses
PERCEPTUAL MAPPING
PRODUCT LIFE CYCLE MANAGEMENT/ NEW PRODUCT DEVELOPMENT
BRAND, brand image, and BRAND-EQUITY
the AUGMENTED PRODUCT
product PORTFOLIO analysis
CONTRIBUTION MARGIN ANALYSIS
QUALITY FUNCTION DEPLOYMENT
** MARKET SHARE objectives
by products,
by customer segments,
by geographical markets
===================================
Marketing Strategy - PRICE
PRICING OBJECTIVES
pricing method (eg.: cost plus, demand based, or competitor indexing)
pricing strategy (eg.: skimming, or penetration)
DISCOUNTS AND ALLOWANCES
PRICE ELASCITY and customer sensitivity
PRICE ZONING
BREAK EVEN ANALYSIS at various prices
==========================================
Marketing Strategy - PROMOTIONS
promotional goals
promotional mix
ADVERTISING reach, frequency, flights, theme, and media
SALES FORCE requirements, techniques, and management
SALES PROMOTIONS
PUBLICITY and PUBLIC RELATIONS
electronic promotion (eg.:WEBSITE or TELEPHONE)
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Marketing Strategy - DISTRIBUTION
geographical coverage
distribution channels
physical distribution and logistics
electronic distribution
=====================================================
WHEN YOU REVIEW THE MARKETING STRATEGY,
YOU MUST REVIEW THE SITUATION UNDER WHICH
IT IS FUNCTIONING.
Marketing strategies means changing the marketing mix
to respond to changing customer expectations
P1=PRODUCT
P2=PRICE
P3=PROMOTIONS
P4=PLACE [ SALES/DISTRIBUTION]
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HERE ARE TWO CASES AS APPLIED BY ''ADIDAS''
-prospect
-contact prospects
-offer products/services
-presentation of the offer
-closing sales
-scheduling despatches
-manage the after sales service.
THESE CAN BE DONE INDEPENDENTLY BY THE
USING THEIR BRAND EQUITY VALUE.
======================================
B2B Marketing & Marketing Automation
B2B marketing system provides on-demand email marketing and marketing automation solutions that let marketers easily automate email marketing and lead nurturing while also delivering real-time alerts to the sales team responsible for connecting with the prospect.
-it provides the marketing automation solution that enables both complex lead nurturing workflows AND real-time prospect qualification alerts to Sales. We call this "Dynamic Engagement" - prospect behavior triggers a real-time handoff from lead nurturing (Marketing) to live qualification (Sales), so the prospect is engaged by the right person at the right time, with no delays.
-it is the marketing solution that gives Sales full visibility to prospect email open and website visit behavior, so Sales can not only connect with the right prospects at the right time but also have the right pitch, based on prospect interest.
By combining email marketing with website analytics, this system turns e-mail into an instant response system for prospect qualification.
Real-time Marketing
This b2b marketing approach to marketing automation ensures that marketing and sales can work in sync to ensure the appropriate follow-up for each prospect. Lead nurturing workflows determine and deliver automated responses to cultivate prospect interest, while real-time conversion events trigger real-time sales alerts and lead score increases as soon as prospects demonstrate the right level of interest through their online body language. With this system, prospects ready to engage never get lost in the "black box" of marketing workflows.
Real-time Sales Results
All emails - whether sent by individuals , by Marketing sending a campaign on behalf of Sales, or as part of an automated response to prospect inquiries - are tracked by the system., which sends real-time alerts to Sales as soon as prospects open emails or visit the website. Visual, page-by-page replays of every website visit are also available to Sales in real time, so sales reps can evaluate each prospect's areas of interest. Armed with this insight, Sales can connect with the right prospects at the right time, with the right message.
Tight Sales & Marketing Alignment
This B2B marketing automation aligns marketing and sales, enabling teams to easily pass lead communication and qualification responsibility back and forth seamlessly, enabling the right level and mode of contact for each prospect at each phase of the engagement.
Instant-on Website & Landing Page Tracking
This system instantly track website visits without requiring any website tagging or server changes. This means that your organization can be using the system to send email campaigns and track the resulting website visits in literally minutes, as opposed to the lengthy implementation times required to use other email marketing and marketing automation solutions.
Robust Email Deliverability & Compliance
This system ensures in email deliverability and compliance.
The better a business can manage the relationships it has with its customers the more successful it will become. Therefore CRM systems that specifically address the problems of dealing with customers on a day-to-day basis are growing in popularity.
Customer relationship management (CRM) is not just the application of technology, but is a strategy to learn more about customers' needs and behaviours in order to develop stronger relationships with them. As such it is more of a business philosophy than a technical solution to assist in dealing with customers effectively and efficiently. Nevertheless, successful CRM relies on the use of technology.
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CRM FEATURES COULD INCLUDE:
which will help to link the steelmaker to the customers.
· Accounts and Contact Management
· Account Roll-up
· Calendar
· Notes and Attachments
· Direct E-mail
· Activity and Task Management
· Configurable Activities
· Search & Advanced Find
· Merge
· Printing Enhancements
· Reports
· Parameterized Reports
· Opportunity Management
· Lead Management
· Correspondence/Mail Merge
· Territory Management
· MS CRM client for Outlook
· Quotas
· Quotes, Orders and Invoices, Invoices for Services
· Workflow
· Product Catalog
· Competitor Tracking
· Sales Literature
· Campaigns and Reports
· Contracts, Lead Routing, Case Management, Knowledge Base Management, Enhancements
· Activity and Case Queuing
· Email Management, including Auto-Response
· Marketing Automation
QUESTION: Leo , i haven't heard from you a while. I have some ? pertaining to Nokias Chines operation .
These are question i made up my self:
Why do you think Nokia adopted a stratagy of entering joint venture?,
Why do you think the alliances were generally successful
What is my assessment of nokia current situation and how should theft proceed
Do you think that Nokia should enter other ventures to seek larger markets
Answer TREAVIS,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=======================================
1.Why do you think Nokia adopted a stratagy of entering joint venture?
1.CHINA encourages joint venture with incentives.
2.CHINA ,as a policy, insists on joint venture with the local companies.
3. NOKIA looks for like-minded companies that understand
the complementary value and content solutions can bring to their customers.
By combining each company’s products and services, turn-key solutions
can be developed to efficiently address market needs and tap into new technologies.
Ultimately the Strategic Alliance Program really means one thing:
by participating in the alliance program your company has the potential to increase its revenue and grow its sales and business opportunities.
The Strategic Alliance Program offers excellent opportunities -- regardless of company type and size – by enabling companies to:
Expand the market opportunity for your business in the fast-growing collaboration market space
Increase your company's knowledge base through access to collaboration experts
Partner with a proven, x-year leader in the content space.
ALLIANCE goal is to ensure the success of our combined efforts to grow our businesses together by identifying and acting on ways to increase mutual revenue opportunities, including:
Introductions to new customers and new markets
Issuance of joint press releases
Development of joint marketing collateral
Joint participation in tradeshows
Speaking opportunities at PUBLIC symposia
Preparation of joint proposals
Logo placement on corporate web site
Strategic alliances are common to any industry. Their presence is felt quite significantly in the
TELECOMMUNICATION INDUSTRY, in which NOKIA is a key player.
########################################################################
2.Why do you think the alliances were generally successful
THE COMPANIES MAXIMIZE THE STRENGTHS
AS PART OF BUSINESS STRATEGY.
Examples
-TAKE THE Advantages of proposition.
-EXPLOIT THE Capabilities.
-EXPLOIT THE Competitive advantages.
-MAXIMIZE THE USP's (unique selling points)
-MAXIMIZE THE USE OF Resources, Assets, People.
-FULLY EXPLOIT THE Experience, knowledge, data of both companies.
-USE THE Financial reserves, likely returns.
-MAXIMIZE THE Marketing STRENGTH - reach, distribution, awareness.
-COMBINE THE Innovative aspects.
-FULLY USE THE Location and geographical.
-FULLY EXPLOIT THE ADVANTAGE IN Price, value, quality.
-USE THE Accreditations, qualifications, certifications.
-COMMERCIALLY EXPLOIT THE Processes, systems, IT, communications.
-SUCCESSFULLY BLEND THE Cultural, attitudinal, behavioural ASPECTS.
-INNOVATE THE Management cover, succession PLANS.
-SUCCESSFULLY COMBINE THE Philosophy and values OF THE ALLIANCE.
#####################################################################
3.What is my assessment of nokia current situation and how should theft proceed
THE COMPANY SHOULD TAKE ADVANTAGE OF THE OPPORTUNITIES
AS PART OF BUSINESS STRATEGY
-GO Market developments.
-EXPLOIT THE Competitors' vulnerabilities.
-EXPLOIT THE Industry or lifestyle trends.
-FOCUS ON Technology development and innovation.
-USE Global influences.
-SEEK New markets, vertical, horizontal.
SEEK Niche target markets.
-WIDEN THE Geographical, export MARKETS.
-DEVELOP New USP's.
-SEEK NEW Tactics: eg, surprise, major contracts
-DRIVE NEW Business and product developmentS.
-GO FOR Information and research.
-SEEK Partnerships, agencies, distribution.
-FOCUS ON Volumes, production, economies.
######################################
4.Do you think that Nokia should enter other ventures to seek larger markets
YES, AS A MAJOR MANUFACTURER IN THE WORLD,
NOKIA SHOULD GO FOR EVERY MAJOR COUNTRIES
WHICH HAS A LARGE POPULATION.
