states and eventually employ a successful pricing model. According to Bostan & Grosu (2011)‚ a Balance Scorecard (BS) is a reliable method for the administrators and managers‚ employed in keeping a close watch on the reports in order to ascertain whether “the operational activities are in line with the strategies” (p. 179). Ensuring operational activities stay the same course as the corporate strategy map is very important in today’s competitive
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Slide 3: NOKIA Nokia Corporation is a Finnish multinational communications corporation‚ headquartered in Keilaniemi‚ Espoo‚ a city neighboring Finland’s capital Helsinki. Nokia produces mobile phones for every major market segment and protocol‚ including GSM‚ CDMA‚ and W-CDMA (UMTS). Nokia has sites for research and development‚ manufacturing and sales in many continents throughout the world. Slide 4: Nokia Nseries On 27 April 2005‚ Nokia announced a new brand of multimedia devices at the press
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NOKIA Case StudyHow Can Nokia Maintain its Market Position in the Mature European Market? Project in Markeing Management 1. Executive Summary Mobile phone market in Europe is going through major changes. Key players are losing market share while new and young companies‚ mostly from Asian countries‚ are coming to the market. At the same time the market is slowly expanding when people are buying more phones than ever. The whole process of buying mobile phones has changed in the last few years. People
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Strategy In The Top Spot In the highly competitive $3 billion mobile phone market in India‚ Nokia has managed to make its brand the phone of choice for millions. It currently has a market share of over 70 per cent. Abhijit Joshi tracks the Finnish company’s strategy for success. W A DISTRIBUTION NETWORK DOUBLE THAT OF ITS RIVALS: Nokia’s Sanjeev Sharma hen mobile phones were introduced in India in the mid-90s‚ US based Motorola‚ Sweden’s Ericsson and Finland’s Nokia dominated the handset
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So Nokia has already been through one (successful) change programme‚ turning itself from an unfocused conglomerate into a focused mobile phone producer. Can it change again? - Global market leader in mobile phones - but not smart phones - Still profitable‚ but revenues under pressure - September 2010: Appointed new CEO - Stephen Elop - to drive strategic change - February 2011 - Elop issued the famous “burning platform” memo bluntly explaining the serious strategic challenges facing Nokia -
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concept of Sustainability Balance Scorecard (SBSC) Sustainability Balance Scorecard is the management tool which support the company developing their business with the sustainability value-based orientation. It means that the company which makes contribution to the sustainable development has to balance three dimensions of sustainability: Economic‚ Environmental and Social (F. Figge et al 2002. In the origin Balance Scorecard (BSC)‚ the company just displays their economic strategies‚ therefore‚ to create
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Sample Strategy Maps Best Practice Strategy Maps Software Company Strategy Map Financial Perspective Leader in Strategic Markets Increased Shareholder Value Diversify Revenue Streams Predictable Profitability “Customer Intimacy” “eBusiness Solution Leadership” Flexible‚ Innovative Solutions One Stop Accountability Deliver Comprehensive Solutions “Operational Excellence” Consistently Meets Expectations Customer Perspective Lifelong Advisor Proactively Deliver Value
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implementation of Balanced Scorecard as a management tool which provides executives with a comprehensive framework translating company’s strategic objectives into a coherent set of performance measures. They argued that by only looking at the financial returns the managers will fail to get overall strategic view of the company. The balanced scorecard helps in understanding organization’s strategic objectives and operational processes. The different perspectives which balance scorecard looks at are: 1
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content I. Introduction II. Context of Nokia business strategy and the significance of stakeholder 1. Vision 2. Mission 3. Objectives 4. Stakeholders a. Internal (Employees) b. Connected (Customers and suppliers) c. External (Government) III. External environment and organizational audit 1. PESTEL (located in Finland) 2. Five force 3. Organizational audit IV. SWOT analysis of company and strategic positioning techniques to the analysis of Nokia 1. Value chain 2. SWOT · Strength ·
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IDENTIFYING FACTORS EFFECTING STUDENTS’ PARTICIAPTION IN THE CLASSROOM Javaria Rana 05-231 Nazia Malik 05-223 Sadaf Naeem 05-244 M.A Education Session: 2005-07 Submitted in Partial Fulfillment of Requirements for the Degree of M.A Education DEPARTMENT OF EDUCATION UNIVERSITY OF SARGODHA SARGODHA 2008 IN THE NAME OF ALLAH THE MOST COMPASSIONATE THE MOST MERCIFUL ACCEPTANCE CERTIFICATE Master’s Thesis entitled “Identifying Factors Effecting Students’ Participation
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