11. Ranked the No 1. MNC in India by Businessworld, India’s leading business weekly, 2006
12. Ranked as the No. 1 telecommunications equipment vendor in the country by Voice & Data for five consecutive years –2008, 2007, 2006,2005 and 2004
13. Ranked as the 9th most powerful brand by Millward Brown’s BrandZ 2008
14.
15. Economies Of Scale (minimum size requirements for profitable operations):-
16. Nokia already had pre-existing experience in manufacturing mass-market consumer electronics devices, many of which share components of the other nokia mobile; so Nokia is not adversely affected by this barrier. New entrants, however, may not have that luxury and the cell phone market is almost defined by its mass-market (which requires mass production and consumption) nature.
19. Overall this trait sides favorably for Nokia (right now) because the new models of nokia are significantly different than its nearest competitors. Nokia also has a certain amount of protection through the strength of its brand identity. But this product differentiation can be emulated, to a certain degree. Cell phones, in general, are pretty uniform in functionality and use and thus not overly differentiated between each other.
21. Nokia have a good control over the distribution channel , so if a new firm wants to enter into the market it is required to establish a good distribution in order to provide the customers the product without wastage of time . It is not an easy task for a new entrant to catch hold of distribution channel.
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23. aware of realities in the business environment. Strategy formulation thus begins
24. with a scanning of the external as well as internal environment. Analysis of
35. To formulate strategy in line with opportunities.Analysis of Options:-<br />With the knowledge about intensity and power of competitive forces, organizations can develop options to influence them in a way that improves their own competitive position. The result could be a new strategic direction, e.g. a new positioning, differentiation for competitive products of strategic partnerships.<br />Thus, Porters model of Five Competitive Forces allows a systematic and structured analysis of market structure and competitive situation. The model can be applied to particular companies, market segments, industries or regions. Therefore, it is necessary to determine the scope of the market to be analyzed in a first step. Following, all relevant forces for this market are identified and analyzed. Hence, it is not necessary to analyze all elements of all competitive forces with the same depth. The Five Forces Model is based on microeconomics. It takes into account supply and demand, complementary products and substitutes, the relationship between volume of production and cost of production, and market structures like monopoly, oligopoly or perfect<br />competition.<br /> After the analysis of current and potential future state of the five competitive forces, managers can search for options to influence these forces in their organization’s interest. Although industry-specific business models will limit options, the own strategy can change the impact of competitive forces on the organization. The objective is to reduce the power of competitive forces.<br />