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Contents 1. Introduction 3 2. Internal Analysis 3 2.1. Resource Analysis 3 2.1.1. Hierarchy of resources 4 2.1.2. Resource Portfolio 4 2.1.3. Core Competencies 5 2.1.4. Summary of Resource Analysis 5 2.2. Strategic Business Unit (SBU) Analysis 5 2.2.1. Identification of SBUs 6 2.2.2. Summary of SBU Analysis 6 2.3. Value Chain Analysis 7 2.3.1. Summary of Value Chain Analysis 8 2.4. Financial Analysis 8 3. External Analysis 9 3.1. PESTEL Analysis 10 3.1.1. Summary of PESTEL 10 3.2. Porter’s Five Forces 11 3.3. Industry Life Cycle Analysis 12 3.3.1. Summary of Industry Life Cycle Analysis 12 3.4. Strategic Group Analysis 13 3.4.1. Summary of Strategic Group Analysis 14 3.5. Stakeholder Analysis 14 3.5.1. Shareholder Maps 15 3.5.2. Summary of Stakeholder Analysis 15 4. Summary of Internal and External Analysis 15 4.1. SWOT Analysis 15 5. Scenario Planning 16 5.1. Future External Analysis 17 5.2. Future Internal Analysis 17 5.3. Future SWOT 17 5.4. Summary of Scenario Planning 17 6. Generation of Organisation Direction and Strategic Objectives 18 7. Generation of Strategy Options 19 7.1. Business Level Strategy Analysis 19 7.1.1. Porter’s Generic Strategies 19 7.2. Corporate Level Strategy Analysis 20 7.2.1. Ansoff Matrix 20 7.2.2. Boston Consulting Group (BCG) Matrix 21 7.3. TOWS Matrix 22 8. Strategies 22 8.1. Strategy 1: Renewed customer focus and brand building (short-term) 22 8.2. Strategy 2: Develop a tablet product (short-term) 22 8.3. Strategy 3: Develop venture capital arm of NAVTEQ 23 8.4. Strategy 4: Develop 4G technology 23 8.5. Strategy 5: Spinning off Nokia-Siemens Networks (short-term) 23 8.6. Strategy 6: Develop flexible supply chain 23 8.7. Strategy 7: Reduce product range (short-term) 23 8.8.
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