Total marks: 70

For the use of mentor ONLY

SECTIONS TOTAL MARKS MARKS AWARDED

PERFORMANCE ASSESSMENT 4
INTERNAL ANALYSIS CHECKLIST 6
STRENGTHS ANALYSIS 5
WEAKNESSES ANALYSIS 5
EXTERNAL ANALYSIS CHECKLIST 5
THE CHANGE FORCES 8
OPPORTUNITIES ANALYSIS 6
THREAT ANALYSIS 6
STRATEGIC ISSUES 25
TOTAL 70

Dont modify the formatting of document, otherwise it will not be considered for marking
STRATEGIC ANALYSIS
WORKBOOK
 PERFORMANCE ASSESSMENT
The strategic analysis process begins with assessing your level of performance in each of the
following areas. Performance can be low or high based on the current situation, comparison to
goals, trends for the future, or your firms level of satisfaction.

Customer Satisfaction
Ability to attract and maintain customers.

Low Performance 1-----2-----3-----4-----5 High Performance

Evidence: Fail to retain Customer Low Sales and over reliance on Sybian

Competitiveness
Ability to do better than your competition.

Low Performance 1-----2-----3-----4-----5 High Performance

Evidence: Possess Good production Ability, Good R&D, Good Human Resources

Productivity
Ability to provide products/services efficiently and effectively based on internal management
processes.

Low Performance 1-----2-----3-----4-----5 High Performance

Evidence: Good production Ability, Good R&D, Good Human Resources, Good Team work
Profitability
Ability to attract resources based on level of return to key stakeholders.

Low Performance 1-----2-----3-----4-----5 High Performance

Evidence: Recent Losses but good but good past history of profit.

Which performance concerns (if any) warrant strategic analysis and planning?
INTERNAL ANALYSIS CHECKLIST
GOAL: TO DETERMINE A FIRM'S INTERNAL STRENGTHS AND WEAKNESSES

DIRECTIONS: For each item below, circle the number on the scale that best corresponds to your honest
assessment of your firm's strength or weakness in the indicated area.

GREAT GREAT
WEAKNESS STRENGTH
I. MARKETING RESOURCES
1. Customer satisfaction with products/services 1-------2-------3-------4-------5
2. Ability to gain customers versus the competition 1-------2-------3-------4-------5
3. Knowledge of the market 1-------2-------3-------4-------5
4. Product/service line breadth and depth 1-------2-------3-------4-------5
5. Product/service quality in terms of function, 1-------2-------3-------4-------5
image, place, time, possession, ease of use

II. FINANCIAL RESOURCES

1. Strong and recurring operating profits (PM*)
2. Efficient asset management (TAT*)
3. Strong and recurring return on investment (ROI*)
4. Strong and recurring return on equity (ROE*)
5. Strong and recurring cash flow
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5

*Key financial ratios used to assess these areas.

III. HUMAN RESOURCES

1. Adequate number of people to do the work 1-------2-------3-------4-------5
2. Adequate quality of people to do the work 1-------2-------3-------4-------5
3. Personnel plans 1-------2-------3-------4-------5
4. Job design and descriptions 1-------2-------3-------4-------5
5. Performance standards and evaluation procedures 1-------2-------3-------4-------5
6. Training programs 1-------2-------3-------4-------5
7. Good morale as evidenced by absenteeism, 1-------2-------3-------4-------5
turnover, tardiness, complaints, bickering,
employee growth and development
8. Compensation system that promotes performance 1-------2-------3-------4-------5
and satisfaction
9. Equitable and competitive pay 1-------2-------3-------4-------5
10. Equitable and competitive fringes 1-------2-------3-------4-------5
11. Appropriate use of teams 1-------2-------3-------4-------5
12. Work ethic of individuals and teams 1-------2-------3-------4-------5
 GREAT GREAT
WEAKNESS STRENGTH

IV. OPERATIONS/PRODUCTION RESOURCES

1. Capacity of needed facilities to serve customers 1-------2-------3-------4-------5

2. Up-to-date and appropriate technology
(buildings, machinery, etc.)
3. Effective and efficient physical layout
4. Effective and efficient work flow
5. Effective and efficient inventory control
6. Effective and efficient purchasing practices
7. Effective and efficient production practices
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5
1-------2-------3-------4-------5

V. MANAGEMENT/LEADERSHIP RESOURCES
1. Effective management style 1-------2-------3-------4-------5
2. Timely decision making 1-------2-------3-------4-------5
3. Effective delegation 1-------2-------3-------4-------5
4. Effective participation 1-------2-------3-------4-------5
5. Effective risk taking 1-------2-------3-------4-------5
6. Effective leadership 1-------2-------3-------4-------5

VI. ORGANIZATIONAL RESOURCES

1. Appropriate mix of resources (people, money, 1-------2-------3-------4-------5
equipment) available
2. Resources properly placed to do the job 1-------2-------3-------4-------5
3. Effective interdepartmental communications 1-------2-------3-------4-------5
4. Effective reporting relationships 1-------2-------3-------4-------5
5. Firm's public image 1-------2-------3-------4-------5
6. Strong organizational culture (productivity, 1-------2-------3-------4-------5
honesty, dispute handling, tolerance of change)
 STRENGTHS ANALYSIS
ASSESS YOUR FIRM'S F I V E MOST IMPORTANT STRENGTHS* USING THE QUESTIONS
FROM ABOVE AND YOUR OWN BELIEFS ABOUT YOUR FIRM. In the column marked CA put a
check beside those strengths that are COMPETITIVE ADVANTAGES.** In the final column, cite specific
evidence that supports your believe that the item is a strength or competitive advantage.

STRENGTHS CA? EVIDENCE

National Pride , Strong Public Image CA Early Leader ,

Strong R&D CA Great innovators , great portfolio of innovation having

touch prototype in 2004 , 3-D Prototype in 2002

Strong Human Resources CA Good employees retain ship, Good performance

evaluation, low absenteeism, Good Remuneration

Reliability Image in public about the product is consider reliable

Positive Organizational Culture
product in terms of quality and having good re-sale
value.
The company possessed good positive global
organizational culture. Employees feel great and
having good teams spirit.

* STRENGTH: Something a company does well or a characteristic that gives it an important

capability.
**COMPETITIVE ADVANTAGE: A strength that clearly places a firm ahead of its competition.
 WEAKNESSES ANALYSIS

ASSESS YOUR FIRM'S FIVE MOST IMPORTANT WEAKNESSES* USING THE QUESTIONS
FROM ABOVE OR YOUR OWN BELIEFS ABOUT YOUR FIRM. In the column marked CD put a
check beside those weaknesses that are COMPETITIVE DISADVANTAGES.** In the final column, cite
specific evidence that supports your belief that the item is a weakness or competitive disadvantage.

WEAKNESSES CD? EVIDENCE

Inflexibility CD Fail to change rapidly in accordance to market, social,
customer trends. Lack of intuitive or perceiving future
skills.
Non effective management CD Management explicitly fail to take quick decision to
get enter into Android or rely over on old dated
Symbian. Fail to bring innovative prototype like 3D
and touch earlier even they possessed earlier to its
competitors. Heavy layer of VP and SVP of the
management and long chain of command become a
vital reason for delay in decision and chose wrong
choice for the company.

Inefficacy in production CD Low Resolution LCD, Short memory, imperfect

software platform, old fashioned button layout. Low
auxiliary software as compare to available in Android
and Iphone and hardware issues. Simply fail to
develop such products in accordance to customers
demands.

Unexpected change in high management Sudden change in CEO also bring shocked news and
and negative financial trends / lack of recent losses in term of finance shake the confidence
diversity of the stakeholders. The company has not so much
diversity or having but fail to implemented at the right
time.
Badwill After fail to fulfill the requirement of its loyal
customers as compared to its competitors. It damaged
the repute of the company

* WEAKNESS: Something a company does poorly or a characteristic that puts it at a disadvantage.

**COMPETITIVE DISADVANTAGE: A weakness that clearly places a firm behind its
competition.
EXTERNAL ANALYSIS CHECKLIST
GOAL: TO DETERMINE A FIRM'S EXTERNAL OPPORTUNITIES AND THREATS

PORTER'S FIVE COMPETITIVE FORCES

DIRECTIONS: For each item below, circle the number on the scale that best corresponds to your honest
assessment of the external situation faced by your firm. Numbers to the left on the scales
correspond to situations with greater threats while numbers to the right correspond to
situations with greater opportunities.

1. POTENTIAL ENTRY:
How difficult is it for new firms to enter your Easy 1---2---3---4---5 Difficult
market?
How many options exist for discouraging new Few 1---2---3---4---5 Many
firms from entering your market?
2. SUPPLIER POWER:
How much bargaining power do your suppliers Much 1---2---3---4---5 Little
have?
How many options exit for lessening supplier Few 1---2---3---4---5 Many
power?
3. BUYER POWER:
How much bargaining power do your buyers Much 1---2---3---4---5 Little
have?
How many options exist for lessening buyer Few 1---2---3---4---5 Many
power?
4. POTENTIAL SUBSTITUTES:
How many alternatives do buyers have for Many 1---2---3---4---5 Few
getting the benefits of your products or services
in some other way?
How many options exist for improving your Few 1---2---3---4---5 Many
price-performance tradeoff?
How many options exist for finding less Few 1---2---3---4---5 Many
substitute-sensitive customers?
5. RIVALRY:
What level of intensity exists in the rivalry High 1---2---3---4---5 Low
between you and your direct competitors?
How strong are these direct competitors? Strong 1---2---3---4---5 Weak
How many options exist for taking on these Few 1---2---3---4---5 Many
competitors head to head?
How many options exist for picking areas of the Few 1---2---3---4---5 Many
market that are not so competitive?
 THE CHANGE FORCES
DIRECTIONS: For each item below, circle the number on the scale that best corresponds to your honest
assessment of the external situation faced by your firm. Then, in the space provided, list
specific key changes influencing your firm. Less change corresponds to less threatening,
but probably fewer opportunities. Greater change corresponds to more threatening, but
probably more opportunities.
1. Changes in buyer demand, i.e., what buyers
want and need. Consider changes in tastes,
lifestyles, customer income, preferences for
unique products/services, etc.
2. Changes in long-term market growth rate.
Consider changes in industry growth, population
growth, product/service attractiveness to
customers, market saturation, etc.
3. Product and marketing innovation. Consider
innovations in product/service features, quality,
packaging, promotion, advertising, distribution,
etc.
4. Technological change and the speed with
which it spreads. Consider changes in
equipment, production methods, biotechnology,
computers, information systems, and the speed
with which industry competitors or customers
adopt these changes.
5. Regulatory influences and government policy
changes. Consider changes in environmental,
business, and land-use laws and regulation.
6. Changes in uncertainty and business risk.
Consider changes in business liability, volatility
of markets, ability to forecast effectively, etc.
Little Change 1---2---3---4---5 Much Change
LIST KEY CHANGES:
Preference of product High pixel camra, selfi High
resolution
Preference of customer Student / young people
Service High speed of internet, games and
auxiliary softwares
Little Change 1---2---3---4---5 Much Change
LIST KEY CHANGES:
Increase in population , with passage of time life
style of people also changing which invite the
company to introduce new methods / style of
marketing which put effective impact over the
customers like credit card offers of mobile at
zero rate interest payment in easy installments.
Little Change 1---2---3---4---5 Much Change
LIST KEY CHANGES:
online promotion plays a vital role now a days.
Different actors are representing brand
managers and attracting the people.
Little Change 1---2---3---4---5 Much Change
LIST KEY CHANGES:
Mobile market influenced with rapid changes in
technologies. Different ideas come out from
different companies and surprise the customers.
Little Change 1---2---3---4---5 Much Change
Some time government increase the
LIST KEY CHANGES:
taxes rates and import duties.
Little Change 1---2---3---4---5 Much Change
due to short cycle of product life and
LIST KEY CHANGES:
severe competition and as well as rapid change
in technology produced a great volatility in
markets like Iphone 7 change the style of mobile
and introducing a speaking mobile or machine
slave and possessing new and rich features.
7. Major changes in the economy. Consider
changes in the levels of employment, investment,
interest rates, etc.
8. Increasing globalization of the industry.
Consider changes in imports, exports, global
competition, etc.
Little Change 1---2---3---4---5 Much Change
Due to intensive competitive
LIST KEY CHANGES:
enviorment huge investment , employment and
capital involved in this industry. Global
economic environment also bring vital changes
like profitability, variation in rate of interest.
Little Change 1---2---3---4---5 Much Change
LIST KEY CHANGES:
To many competitors like htc, Sumsung, Apple,
Acer, SonyEricson, Acer, HT and so on. Chine a
single country producing a large number of
brands, qualities , sizes and etc type of mobiles.
 OPPORTUNITIES ANALYSIS

ASSESS YOUR FIRM'S MOST IMPORTANT OPPORTUNITY/IES (at least 3)* USING THE
COMPETITIVE AND CHANGE FORCES FROM ABOVE AND YOUR OWN BELIEFS ABOUT
YOUR FIRM'S EXTERNAL SITUATION. In the column marked evidence, site the primary reason(s) why
you believe this is an opportunity.

OPPORTUNITY/IES EVIDENCE
Global Customers availability Day by day increase in use of mobile or Smartphones. In
other words still ample opportunity for hinting the customers.

Merger or Strategic Partners Coordination or strategic partnership between Nokia and

Microsoft may lead to produce better products with
innovation. Similar kind of merger or strategic partnership
can be developed or introduced for gaining larger share of
market.
Diversification Develop the much deeper lines of different products.
Continuously search effective and successful alternative and
diversification in order to prevent or manage the risk
Investment make in Promotion, Promotional and advertisement activities have to putt
advertisement intensively to capture the customers and attention of potential
customers.

*OPPORTUNITY: Any external factor or situation that offers promise or potential for moving closer or
more quickly toward the firm's goals.
 THREATS ANALYSIS

ASSESS YOUR FIRM'S MOST IMPORTANT THREAT/S (at least 3) * USING THE COMPETITIVE
AND CHANGE FORCES FROM ABOVE AND YOUR OWN BELIEFS ABOUT YOUR FIRM'S
EXTERNAL SITUATION. In the column marked evidence, site the primary reason(s) why you believe this is a
threat.

THREAT/S EVIDENCE
Severe Competition Strong Competitors existed in the market like Apple / Iphone
and Samsung , HTC, SonyEricson, Metrolla , Plam and others

Use platform of Android and some other Nokia has to get rid from old out dated Symbian and has to
advance platform come at more advanced and sound platform like Android or
suitable alternative available which has to produce deep
software products as per customers expectations and needs
and also bring new trends as compare to its competitors .
Nokia has to resolve all its software related issues and
hardware issues.

Low Cost Due to severe competition there are best trade off available in
the market which have been found by the competitors like
Apple, Samsung, HTC, SonyEricson, Metrolla , Plam and
others. Now for survival Nokia has to bring best quality
product at competitive price.

*THREAT: Any external factor or situation that may limit, restrict, or impede the business in the
pursuit of its goals.
 STRATEGIC ISSUES SYNTHESIS
"The final analytical task is to home in on the strategic issues management needs to address in forming an effective
strategic action plan. Here, managers need to draw upon all the prior analysis, put the company's overall situation into
perspective, and get a lock on exactly where they need to focus their strategic attention." (Thompson and Strickland)

What are the firms core competencies? Key competitive advantages? Marks:6
The company core competencies are produced reliable and good smartphones and possessed the following key
Key competitive advantages:-
National Pride, Strong public image, Strong R&D, Trained experience Skillful
Staff / human resources, good production facility and possessed good organizational culture.

Where do the company's strengths and opportunities reinforce each other? Where do the company's
weaknesses and threats reinforce each other? To answer these interrelated questions, construct at least three
scenarios or stories about the companys future. For each scenario, focus on the key uncertainties about
strengths, weaknesses, opportunities and threats.

1. DECLINE. What combination of external threats, unrealized opportunities, internal weaknesses, and
decreasing strengths could result in a substantial decline in performance? Marks:3
Over emphasis on outdated Symbian
produced low quality of products and lose the opportunity as
Market share and repute of the company. This internal weakness decrease the sales ongoing basis
Which was earlier a strength and lead to substantial decline in performace. Similary software
Demage the product reliance and non compatibility of software with hardware produced low
Productivity and performance.

2. SAME BUT BETTER. What combination of external opportunities and threats and internal strengths
and weaknesses could result in a gradual extension and enhancement of past performance? Marks:3

Strong organization with experience human resources and rich R & D may lead to over come the issue of
Non suitable platform and chose the right one like google android platform and come up with new and innovative
User friendly software alongwith rich resolution, good sound quality, good mobile camara in innovative cool style

3. FUNDAMENTAL CHANGE. What combination of realized opportunities, avoided threats, dramatic

enhancement of strengths, and correction of weaknesses could result in significant, discontinuous
improvement in performance? Marks:3

Use the trained and good human resources for producing stylish smartfones for international and
globe customers.

Trained staff may lead to develop new feature (By using R&D) and find good tread off in order to
Get competitive advantage like low price smartfone with rich variety of software and successfully
larger class of customers all round of the world.
 Marks: 10

What are the critical strategic issues that must be addressed to assure a successful future? The critical issues
can be thought of as a series of "how will we. . . ?" questions that must be answered by the strategic planning
process. The strategic issue questions should be tailored to the company and not stated generically. Try to keep to
under 5 in order to assure focus on the truly critical issues.

1. Mangement has to be flexible enough to take the decision in response of rapid changes

2. Develop the proactive environment and culture. Scan the external environment continuously and take
essential steps as and when require. Avoids threats and minimize the weakness at the same time increase the s
Strengths.

3. Focus and Chose the right platform and get the rich dept range of software and compatible hardwares

4. Focus on global customers needs and offer competitive products accordingly

5. Keep close touch with Customers and give them what they require.