THE FALL OF A GIANTA core competency as defined by CK Prahalad and Gary Hamel (May-June 1990) offers potential access to a wide variety of markets. Nokia once established itself as the world leader in mobile phones and subscribed to the above definition. However, between 2008 and 2010, Nokia's global mobile phone market share declined from 35% to 5%. It set the new little envied world record for the fastest collapse in the history of mobile phone sales over one year (-62% - Tomi Anohen Consulting Analysis January 2013. ). Nokia thus established itself as “something that opened up a lot of potential markets”. Given that today Nokia is only opening a few small niche (emerging) markets, success in these markets will not be enough to sustain significant growth. It can be said that Nokia has lost its core competence in the market. The second core competency should make a significant contribution to the customer's perceived benefits of the final product. Nokia seemed to have had the initial creative edge with Nokia Symbian OS smartphones, including the E and N series models, culminating with the N95...