Nokia Case Study

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Recommended: Nokia's General Strategy

THE FALL OF A GIANT
One Core competence as defined by C.K Prahalad and Gary Hamel (May-June 1990) provides potential access to a wide variety of markets. Nokia once established itself as the world leader in mobile phones and concurred with the above definition. However from 2008 to 2010, Nokia’s global handset market share declined from 35% to 5%.It set the unenvied new world record of the fastest collapse in history of mobile phone sales over a year (-62% - Tomi Anohen Consulting Analysis January 2013). Nokia has thus seized to be “something that opened up a good number of potential markets.”
Since today, Nokia only opens up a few small, niche (emerging) markets, then success in these markets will not be enough to sustain significant growth. Nokia can be said to have lost its market core competence.
The second core competence should make a significant contribution to the perceived customer benefits of the end product. Nokia appeared to have had the initial advantage in creativity with Nokia Symbian OS smartphones including models of the E series and N series, culminating in the N95...

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