Strategic Audit of Motorola Corporation
Motorola Corporation is a main supplier of wireless communication systems, wireless accessories, wireless handsets, digital entertainment devices, and broadband systems. They are well known for their MOTORAZR, MOTORIZR Z3, and MOTOKRZR handsets and are the only provider of iDEN network to Sprint Nextel which uses infrastructure equipment. They also are leading providers for the delivery of networks which are used in the delivery of video, voice and data services. Their headquarters are in Schaumburg, IL and operates in the United States with 66,000 employees (Motorola, inc., 2007).
Motorola builds and promotes products, services and applications that make it easy to connect to people, entertainment and information possibilities through broadband, systems and wireless networks. The various business divisions of the company are the mobile devices, enterprise and network, and the connected home solutions. Their strong market position provides major investments in research and development (Motorola, inc., 2007).
Motorola Mission Statement
Motorola’s mission is to benefit communities around the world by achieving strategic grants, developing strong community partnerships, advanced innovation and engaging their stakeholders (“Corporate”, 2008).
Strategic Alternatives and Recommendations
The Corporate Strategy of the Motorola Corporation deals with the three key factors below:
1. Directional Strategy – the firm’s overall orientation toward growth, stability, or retrenchment.
2. Portfolio Strategy – the markets or industries in which the company competes with its products and business units.
3. Parenting Strategy- How the management coordinates their activities and transfers their resources and cultivates their product lines and business units (Hunger & Wheelen, 2007).
The three alternatives to ensure Motorola’s long term success follow the directional strategy. Despite their difficulties in 2006, they are the largest vendor and a leading provider in mission-critical systems worldwide with over 65 years of experience in complex network design, voice and broadband data, sophisticated technology, public and private networks, rugged devices, and optimization and implementation. They are also the leading provider of digital cable boxes in North America. Their strong market position follows the directional strategy for growth and stability in addition to their heavy investment in research and development (Motorola, inc., 2007). The expected growth of Asian Pacific is to reach one billion in phone sales by 2009. The India market should surpass China in 2009 with 139 million units.
Rogers Business Solutions provides solutions for small, medium and large enterprises, career customers and the government. Rogers Media includes products and services such as broadcasting, televised shopping, sports entertainment, magazines and digital media.
Annual data was gathered on the United States' Gross Domestic Product and the economic indicators of unemployment, employment growth, inflation, and interest rates. Using 2004 as the base year, forecasts for the next two years were taken from three different forecasting organizations and compared to historical figures. Differences in projected data were addressed as well as relationships between forecasts and among the targeted indicators. The results of the economic forecasts were applied to current Motorola operations and plans. Whether or not Motorola's operations and plans are changed in response to the forecasted information, to avoid threats and take advantage of opportunities, are discussed.
AT&T Wireless is the leading wireless telecommunications provider in the US market. The US wireless market constitutes over 243M wireless subscribers. This represents a market penetration of 81%. The wireless market sells mobility of voice and data (video-media, download content and internet access).
Motorola was first founded in 1928, making battery eliminators for household radios. In 1929 the company designed and manufactured and car radios, then a new concept, and subsequent sales kept the company afloat during the Great Depression of the 30s.
Competitive Analysis of Motorola Company Background Motorola, Inc. is a Fortune 100 global communications leader that provides seamless mobility products and solutions across broadband, embedded systems and wireless networks. Motorola was founded in 1928 by Paul and Joseph Galvin under the name Galvin Manufacturing Corporation. The company started out by producing battery eliminators that allowed battery operated radios to run on household current. The first Motorola brand car radio was launched in the 1930aê¡?s. In 1947 the company changed its name and became Motorola, Inc.
The following report will analyse Vodafone and their current position in the international market. This report will cover the competitive strategy of Vodafone and their influence of products and services in relation to the demand of the market.
The changes in the technological can influence many part of societies. When the AT&T Company introduce their new product and services which is wireless and wire line technology will effects occur primarily through the new products, processes, and materials. Thus, changes in technological also often can achieve higher market share and earn higher return because, newly emerging technology from AT&T could derive competitive advantages. For example, internet today becoming more remarkable capability to provide information easily, quickly, effectively, and also can create more value for customer in the future and to anticipate future trends.
The second strategy is Market development strategy which focuses on selling the existing product in a completely new market. The organization targets the new geographical area, region which share the same demographic profiles than in the home country. The organization does not have to make a huge change in the product nor they have to change their marketing strategies. There are few of the following ways through which this could be done:
According to Doyle, (1983) positioning strategy refers to the selection of a marked market segment that shows all the customers a type of business that could seek out to serve and the option of choosing the differential advantage that explains the way it is going to compare against all its competitors in the same segment. It could be said from this definition that a positioning strategy applies mainly at a certain product’s level or/and service, working in the limits of a particular market and the fact that it should not really be mistaken with a wider concept of “corporate” strategy, or with any other concepts that are more specifically related to strategy such due to the fact that it could be related to every individual matter in the marketing mix, such as a “pricing” or “promotional” strategy.
This report is mainly based on the case study Emerging Nokia, using the frameworks and concepts we have learned to analyze the case. This report is divided into 5 parts, first is the summary of the case, the second part is about the competition Nokia faced, the third part is the factors that contributed to the success of Nokia, then the challenges Nokia may face in China and the recommendations to them and the last part is the conclusion of the report.
A diversified company has two levels of strategy: business unit (or competitive) strategy and corporate (or companywide) strategy. Competitive strategy concerns how to create competitive advantage in each of the businesses in which a company competes. Corporate strategy concerns two different questions: what businesses the corporation should be in and how the corporate office should manage the array of business units.
By the end of 2003, Nokia was the clear market leader in the mobile phone industry in terms of sales and profitability. It was ahead of giant companies like Motorola, Ericsson, Siemens, Samsung, and other worthy competitors. Since the early 1990s, Nokia's Strategic Intent was to build distinctive competency in product innovation, rapid response, and global brand management. Its strategic intent required rapid growth in the core businesses of mobile phones and telecommunications networks. This goal was achieved by Nokia's development of new products and expansion into new markets. In order to become the global leader as it is today, the company had overcome numerous challenges and obstacles over the last decade.
There are four main business strategies that can be used they are Cost leadership strategy, Differentiation strategy, Focus strategy (low cost) and Focus strategy (differentiation). We can use Porter’s generic business strategies to understand the difference in these strategies.
The year is 2014, the markets are changing constantly, and they always have to meet the needs of new consumers as well as old consumers. Mobile telephones have been in the retail and wholesale business for quite some time, and are only evolving from here on out. There are things that these cell phones can bring us that are major benefits in our everyday lives. Cell phones bring us maps, radios, address books, and even flashlights now. Cell phones have taken shape from a huge portable device to a more convenient thin device that can fit in your pocket. With time in any consumer market, the consumer adapts to the technology that makes their life easier. The constant innovation of cell phones has led us to smart phones, and these smart phones are capable of putting certain businesses out of the market. Businesses that engineered PDAs in the past were met with challenges because smart phones are able to match their productivity. Land lines have become useless since everyone can afford a mobile device now. Listening to music has also switched from a traditional CD Player/MP3 Player to an everyday smart phone.
... smartphone. The company has improved increasingly because the combination with the Nokia company. Away to insure that the company can stay on top is to increase the innovations to their devices. Nokia was once a mobile telephone powerhouse, but has struggled since smartphones hit the market. As part of Microsoft, it will have better footing to compete there, however Ballmer noted that Nokia remains a leader in non-smart with phones sold in developing regions. The company’s ultimate goal is growth for the platform. After years trying to regain relevance in the mobile industry, Microsoft’s Windows Phone operating system narrowly nudged ahead of theird-place BlackBerry in global smartphone shipments, now sitting somewhere in the neighborhood of five percent globally. In the end Microsoft has accomplished their goal as a company and plans to stay there for a while.