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Sme in Bangladesh

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Introduction
Nokia is the largest mobile phone company in the world, selling just over 450 million phones in 2010 – which translates to over 22% of the market (Gartner, 2011), but its long-term dominance is now being challenged more than ever (Global Information, 2011). The once seemingly infallible company that innovated to shape much of the modern mobile phone market has been caught off guard in recent years as the competitive landscape evolved and accelerated from being product driven to ecosystem led (SEC, 2011). This change, coupled with inability to quickly launch a credible response to innovative North American rivals such as Apple and Research in Motion (RIM) who have stolen the lead in high-end smart phones has caused Nokia to lose ground and market share. Low cost Asian rivals are also threatening Nokia’s grip on the mass markets (Thomson Reuters, 2011). Revenues have been declining, market share dominance waning and average sales prices tumbling (Financial Times, 2011). All of these factors have been pivotal in forcing Nokia to re-evaluate and focus its corporate strategy, vision and core values.

Nokia has not been slow in recognizing the need to re-think and reformulate their strategy; based around three pillars; regaining leadership in the smart phone market, reinforcing their leadership position in mobile phones and investing in future disruptions (SEC, 2011). Execution has been somewhat lackluster (LXNews, 2011). In February 2011 Nokia formed a partnership with one of the largest software companies in the world, Microsoft, who is just as eager to make an impact in the mobile phone market (Microsoft, 2011). Making the partnership work will be a huge challenge not only from technological and marketing standpoint but also because of the disparity in size and culture between the two organizations. Having recently posted the lowest market share in

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