The report need only contains two components: Strategies, and Decision Criteria (evidence that supports the strategies, e.g. core competencies, budget) This is the final part for a combined paper, and this final report need connect with former contents. And the paper is very importantThe attached document is requirement and example. Please connect me to get the former contents(external and internal environment analysis).Session 6: Business Policy
Internal Environment presentations. 10 minutes; 3 slides.
Beyond Competitive Strategy (Chapter 6, p. 150)
Merger and Acquisition strategies, p. 159
Horizontal scope (merger/acq)
Vertical scope (integration along the value chain)
Vertical Integration, p. 162 (Tiffany backward; sourcing/cutting/polishing
diamonds); De Beers (forward; diamond retailing business)
Apple (backward into chips); International Paper; backward into pulp
State Farm, Goodyear, Coach (forward)
Blue Ocean Strategy, p. 152; ebay, zipcar, fedex/Kinkos
First mover/second mover/late mover, p. 155
Industry Report Guidelines
 Part III. Final Report Analysis – Includes from KRA’s to the end
 Key Result Areas (select and describe 8 key items from the SWOT to be
strategically addressed)
 Strategies
 Decision Criteria (evidence that supports the strategies, e.g. core competencies,
 Balanced Scorecard
 Conclusions, Recommendations, References
 Appendices (team member assignments; financial statements; visual slides)
KEY RESULT AREAS (these are the important items to address from the SWOT)

Cost control — Nokia’s total costs and operating expenses increased 9% from
2014 to 2015 (see Exhibit 3 in the report); its revenues dropped at a faster pace.
This lack of cost control indicates that Nokia has not effectively monitored
selling, general, and administrative expenses.

Employee compensation costs – Nokia has 92% of its employees who work fulltime and enjoy great benefits. However, compensation costs continued to increase
while revenues decreased 13% in 2015.

Production management and distribution — Nokia has improved managing its
capacity effectively and getting products to market in a timely fashion. Nokia
expanded its partnership with Sweden’s Neomar to focus on product
manufacturing, evaluation and testing, and distribution.

High defect rates – Report findings show a time lag in deploying IT solutions in
support of quality initiatives.

Customer service awards — Nokia’s official corporate culture manifesto, The
Nokia Way, emphasizes the speed and flexibility of decision-making in a
successful organization. In May 2015, Nokia redefined its values after initiating a
series of discussions worldwide as to what the new values of the company should
Marketing opportunity — Recent industry innovations led to Nokia’s portfolio of
smartphones and mobile computers, including the more expensive multimedia and
enterprise-class devices. The team developed a suite of internet services under the
Ovi brand, with a strong focus on maps and navigation, music, messaging and

Intense global threats — Competition in cell phone markets provides consumers
with alternatives that combines the features of cell phones into one device. The
new mobiles feature a 5 megapixel camera, web browsing, voice commands and
weighs around 3.44 ounces.
Organizational growth — The company has recognized the need to improve work
standards and operating procedures throughout its workforce. Goals for 2016 have
been set for increased productivity, including employee satisfaction, employee
engagement and job performance.
STRATEGIES/POLICIES (a set of actions to be put in place within one year)
Lower operating costs. Nokia will attempt to lower costs by focusing on the needs of its
critical customers. The company plans to minimize selling expenses in weak markets. In
addition, manufacturing will focus on the following countries: Vietnam, China, and
Indonesia, which provides a huge advantage for reducing costs. Nokia’s 10-K clearly
states their plan to continue contracting with manufacturers in Brazil, India, and Mexico.
Renegotiate union contracts. As Nokia has one of the highest costs with employee
benefits in the industry, the company plans to lower the number of full-time employees to
85%. This goal will be achieved through renegotiation and outsourcing basic services.
Improve supply chain technology. Nokia plans to develop its manufacturing system
with 3-D printing technology. Recently, a partnership with Intel Corporation for using
Intel’s RealSense Technology was formed. The establishment of a distribution center for
supporting this plan will expand its retail market. Nokia will expand its store presence in
Switzerland and Norway by choosing the proper distribution contractor for its potential
customers in new markets.
Cut production defects. The company needs to apply metrics of Six Sigma across all
business processes in the supply chain. By focusing on the 3-D printing manufacturing
system, Nokia can use the method of just-in-time in the total quality management. The
company could contract with professional consultants in the area of the quality inspector
to establish the right system for achieving the core purpose about the theory of Six Sigma.
Expand corporate training. Pursue first mover strategy to improve customer service,
maximize future growth opportunities, including social responsibility; address long-term
wireless-capacity needs for critical customers. Provide training programs to employees to
improve employees’ behavior and increase standards of service. By supporting
employees’ efforts on self-improvement, Nokia can develop a competitive field staff. To
deepen its social responsibility and to become a leading company, Nokia can select key
areas to expand in kind contributions to the community.
Strive to differentiate. Nokia is marketing the N810 as several digital products in one
tiny package. Some of the features offered in the line include color screens, rechargeable
batteries, expansion slots for secure digital (SD) and multi-media cards (MMCs), and
global telephone coverage. For corporate customers, Nokia is committed to setting itself
apart from the traditional cell phone manufacturers with the introduction of its own OS
with the Lumia line of handsets.
Seek to diversify. HERE, a Nokia business unit, is offering the first location cloud that
delivers people the world’s best maps and location experiences across more screens and
operating systems unified under the HERE brand. Nokia’s collaboration with Sprint
resulted in the introduction of the Treo 300 and the Lumia 930.
Vertically integrate. Nokia has contracted with Learning Services, Inc., an organization
that delivers customized training to address employee needs. State-of-the-art technology
is a major component of Learning Services content delivery to impact business results.
Through the Learning Services organization and Nokia University, 3100 leader-led or
virtual courses are completed by employees every business day.
DECISION CRITERIA – These criteria serve as evidence to support the organization’s
strategies. Such evidence might be the organization’s resources, capabilities, core
competencies, or any competitive advantages that are used to implement the strategies.
BALANCED SCORECARD – A strategic summary; see example on the last page of the
CONCLUSIONS — Present the main findings from the industry analysis.
RECOMMENDATIONS – Show future actions that the organization could consider
(such as Blue Ocean strategies).
REFERENCES – Be sure the references cited in the report match the ones in this section.
APPENDICES – Team member assignments; financial statements; visual slides

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