Üyelik tarihi: Jan 2008
5 mesajına 5 kere teşekkür edildi.Tecrübe Puanı: 1000
The company was founded by Paul Galvin as the Galvin Manufacturing Corporation, in Chicago, in 1928. Its first product was a "battery eliminator," allowing consumers to operate radios directly from household instead of the batteries supplied with early s.
In the 1930s, the company successfully commercialized car radios under the brand name "Motorola," a word suggesting sound in motion. During this period, the company also established home radio and police radio departments; instituted pioneering personnel programs and began national advertising. The name of the company was changed to Motorola, Inc. in 1947.
In the 1940s, the company began government work and opened a research laboratory in Phoenix, Arizona, to explore solid-state electronics. In 1959, at the time of Paul Galvin's , Motorola was a leader in military, space and commercial communications. It had also built its first semiconductor facility and was a growing manufacturer of consumer electronics.
Under the leadership of Robert Galvin, Paul Galvin's son, Motorola expanded into international markets in the 1960s and began shifting its focus away from consumer electronics. The color television receiver business was sold in the mid-1970s, allowing Motorola to concentrate its energy on high-technology markets in commercial, industrial and government fields.
By the end of the 1980s, Motorola had become the premier worldwide supplier of cellular telephones and in 1996 produced the 3.1 ounce, pocket-sized StarTAC wearable cellular telephone.
Following the merger with General Instrument Corporation, Motorola became a leader in cable modems and set-top terminals. Today, Motorola is harnessing the power of wireless, broadband and the Internet to deliver embedded chip system level and end-to-end network communication solutions for the individual, work team, vehicle and home.
Motorola is a global leader in providing integrated communications solutions and embedded electronic solutions. Its “Intelligence EverywhereTM “ solutions include:
Software-enhanced wireless telephone and messaging, two-way radio products and systems, as well as networking and Internet-access products, for consumers, network operators and commercial, government and industrial customers.
End-to-end systems for the delivery of interactive digital video, voice and high-speed data solutions for broadband operators.
Embedded semiconductor solutions for customers in wireless communications, networking and transportation markets.
Integrated electronic systems for automotive, Telematics, industrial, telecommunications, computing and portable energy systems markets.
All corporations undertake four planning activities;
Defining the corporate mission
Establishing strategic business units (SBUs)
Assigning resources to each SBU
Planning new businesses, downsizing older businesses
Organizations develop mission statements to share with managers, employees and in many cases customers. A well-worked mission statement provides employees with a shared sense of purpose, direction and opportunity. This statement guides geographically dispersed employees to work independently and yet collectively toward realizing the organization’s goals. Mission statements are at their best when they are guided by a vision.
Good mission statements have three major characteristics;
They focus on a limited number of goals.
Mission statements stress the major policies and values that the company wants to honor.
They define the major competitive scopes within which the company will operate
Products and applications scope
MISSION STATEMENT OF MOTOROLA
The mission statement of Motorola is to honorably serve the needs of the community by providing products and services of superior quality at a fair price to our customers; to do this so as to earn an adequate profit which is required for the total enterprise to grow; and by so doing provide the opportunity for our employees and shareholders to achieve their reasonable personal objectives.
VISION OF MOTOROLA
Motorola's vision is “A world where people want to be able to send and receive information anywhere, anytime and in any imaginable form, from voice to high-speed data transmission.”
Motorola has three values that form the belief system for how they treat people and do business. These three core values can be seen as the foundation of the Motorola culture, which guide the company in their daily work and success.
Besides these core values, Motorola also benefits from the core values in the U.S. culture. Some of these are; work ethic, desirability of accumulating wealth, efficiency, practicality, individualism, freedom and humanitarianism.
The core purpose of Motorola is to serve the needs of the society by providing products and services of superior quality at a fair price to the customers and their target market.
KEY BELIEFS OF MOTOROLA
Key beliefs define who Motorola is — as individuals and as a company. Motorola Inc.’s key beliefs have defined the company for many years to each other, to the customers, shareholders, suppliers, competitors and communities.
Uncompromising integrity means staying true to what Motorola believes. The company adheres to honesty, fairness and "doing the right thing" without compromise, even when circumstances make it difficult.
Constant respect for people means Motorola treats others with dignity, as they would like to be treated themselves. Constant respect applies to every individual the company interacts with around the world.
Each of the employees in Motorola is expected to demonstrate these key beliefs in the company’s work as Motorolans.
A strategy of a corporation forms a comprehensive master plan stating how the corporation will achieve its mission and objectives. It maximizes competitive advantage and minimizes competitive disadvantage.
A business firm usually considers three types of strategy; corporate, business and functional.
Corporate strategy describes a company’s overall direction in terms of its general attitude toward growth and the management of its various businesses and product lines. Corporate strategies typically fit within the three main categories of stability, growth and retrenchment.
Business strategy usually occurs at the business unit or product level and it emphasizes improvement of the competitive position of a corporation’s products or services in the specific industry or market segment served by that business unit. Business strategies may fit within the two overall categories of competitive or cooperative strategies.
Functional strategy is the approach taken by a functional area to achieve corporate and business unit objectives and strategies by maximizing resource productivity. It is concerned with developing and nurturing a distinctive competence to provide a company or business unit with a competitive advantage.
PERSONAL VALUES AND CORPORATE STRATEGY
Personal values are important determinants in the choice of corporate strategy. Often top managers, confronted with the same objective information, suggest different strategies based on an implicit bias of values. The Spranger classification scheme of six value orientations - theoretical, economic, aesthetic, social, political and religious - is useful for distinguishing types of managers. The major orientation of most executives is economic, theoretical and political.
Use advertising and promotional efforts to stimulate demand.
Offering more support services to customers
Introducing a wider variety of s, sizes and features to cater to specific buyer needs and preferences
Pursue economies of scale
Increasing the market share
Achieving labor efficiency through careful selection and training of new employees
MOTOROLA’S ENVIRONMENTAL VISION
Motorola envisions a future in which the factories are -free, create zero waste, emit only benign emissions, use energy in highly efficient ways and use their discarded products as feed for new products. The company seeks to design all of our products for innovative performance and low environmental impact.
We are on the threshold of a new era in which all of us - corporations, individuals, government and other organizations - can join together to cooperate on the healing of our earth. We can no longer afford to view ourselves as separate. We are all interconnected and part of the whole and what we do matters and affects the whole. When we harm the environment, we harm ourselves. Our challenge for the new millennium is to learn how to live in harmony with our earth.
SBU TYPE OF ORGANIZATION STRUCTURE
Motorola is a company that is operated through an SBU type of organization structure. This type of organizations has both some advantages and disadvantages.
Provides a strategically relevant way to organize large number of different businesses
Improves coordination between businesses with similar strategies, markets and growth opportunities
Allows strategic planning to be done at the most relevant level within the total organization
Makes the task of strategic review by top executives more objective and more effective
Helps allocate corporate resources to areas with greatest growth opportunities
Promotes more cohesiveness among the new initiatives of separate but related business
Adds another layer to top management
The role and authority of the group vice president is often ambiguous and fleeting
The grouping of businesses into SBUs proves to be so arbitrary that it serves no purpose other than administrative convenience
ESTABLISHING STRATEGIC BUSINESS UNITS
Most companies operate several businesses. They often define their businesses in terms of products. A business can be defined in terms of three dimensions: customer groups, customer needs and technology.
Large companies normally manage quite different businesses, each requiring its own strategy. Strategic business units (SBUs) are divisions or groups of divisions composed of independent product-market segments that are given primary responsibility and authority for the management of their own functional areas. An SBU may be of any size or level and it has three characteristics:
It is a single business or collection of related businesses that can be planned separately from the rest of the company.
It has its own set of competitors.
It has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit.
It has an external market focus.
The purpose of identifying the company’s strategic business units is to develop separate strategies and assign appropriate funding.
Like the total corporation, an SBU should reconsider its area of business, the markets it wants to serve and products to offer. Its range of choices is much narrower, because any venture into technologies and markets that would be new ones should be corporate-level determinations. In addition to deciding whether to expand into any new areas or to withdraw from any current ones, the SBU faces decisions on the priorities in dividing resources among its Product/Market Units (PMUs). The SBU executives should indicate these levels or priorities to the PMU and functional managers.
Having the business areas defined and the priorities for resources considered, the SBU planners are prepared to examine whatever strategies will be proposed. SBU executives may develop some proposals to deal with overall programs. The proposals from the various functional departments tend to be more numerous and involve most of the expenditures. This planning involves a large portion of executives’ time and normally extends over a long period – three months or more. Many meetings and many more casual conversations between planners and executives will take place while these strategies are evolving.
BUSINESS UNITS OF MOTOROLA
Broadband Communications Sector
As the world's leading supplier of digital cable set-tops and cable modems, Motorola's Broadband Communications Sector (BCS) provides end-to-end systems for the delivery of interactive digital video, voice and high-speed data solutions for broadband operators.
The speed and quantity of data that can be sent across a particular line depends on bandwidth capacity. Bandwidth is simply the amount of information that travels across a line. Traditionally, telephone lines have been used to transmit data. Because telephone lines have limited bandwidth capacity, they are often slow and cumbersome when transferring large amounts of information.
There are four major categories of broadband access are:
This technology works by using your cable television line and computer to send and receive information. You do not need a second phone line, you never have to wait to log in, and you can access the Internet even while continuing to watch cable television.
Cable Internet access is similar in speed and performance to the T1 connections used by many corporations.
Digital Subscriber Line (DSL)
DSL service uses the phone wires already in your house. This technology requires a system of switches within your phone company's network that allows for the transfer of greater bandwidth over existing lines.
The distance between your home and the telephone company's switch greatly affects your connection. The farther away you are, the slower your speed. Because of this limitation, certain DSL technologies are only available close to your local telephone switch.
Integrated Service Digital Network (ISDN)
ISDN has been available longer than Cable Internet or DSL services. It works by dividing existing telephone wires into channels to handle more information.
ISDN is faster than typical phone modems, but is still a dial-up service. You will need to dial into your service provider and wait to log-in whenever you wish to access the Internet.
Satellite Internet services come in two types. One type uses satellites to send information from the Internet to your computer and it uses your phone line to send information to the Internet. The other type of satellite Internet access uses the satellite for communicating to and from the Internet.
Satellite access is available in a wide area provided your satellite dish can point at the satellite without interference from buildings or trees. This technology is an especially good choice if you live in a remote area not served by cable companies.
Commercial, Government and Industrial Solutions Sector
The Commercial, Government and Industrial Solutions Sector (CGISS) is a trusted integrator of communication and information solutions for work teams in business and government enterprises. Our solutions enhance and transform operations by delivering rapid, mobile intelligence to meet mission-critical needs.
Global Telecom Solutions Sector
The Global Telecom Solutions Sector (GTSS) delivers the infrastructure, network services and software that meet the needs of operators worldwide today, while providing a migration path to next-generation networks that will enable them to offer innovative, revenue-generating applications and services to their customers.
The mission of the GTSS business unit is the critical communications by public safety organizations and industry sectors across the world.
Integrated Electronic Systems Sector
The Integrated Electronic Systems Sector (IESS) provides a broad range of embedded systems and products for the automotive, industrial, Telematics, telecommunications and portable energy systems markets.
Personal Communications Sector
The Personal Communications Sector (PCS) designs, manufactures, sells and services wireless subscriber and server equipment including: wireless handheld devices for cellular and iDEN® integrated digital-enhanced networks, advanced messaging devices, personal two-way radios and a broad range of mobile data services, servers and software solutions, with related software and accessory products.
There are different variations on digital technology. These variations are primarily based on the way information is transmitted. The most common digital technologies include:
PCS (Personal Communication System)
Offers advanced features and sound quality
Coverage only available in some parts of the country
Often offered by national cellular carriers with nationwide rate plans
Requires a PCS phone
TDMA (Time Division Multiple Access)
One of the most common digital communication technologies. It divides a sequence of conversations into packets of data according to time.
Offered in several bandwidths, typically 800 MHz and1900 MHz
Requires a TDMA phone
CDMA (Code Division Multiple Access)
Another popular digital technology that separates communications by code
Also offered in several bandwidths, typically 800MHz and 1900 MHz
Requires a CDMA phone
GSM (Global System for Mobile Communication)
The most widely used digital technology in Europe, Middle East and Asia.
A rapidly expanding technology in North America.
Offered in 1900 MHz in the US, Canada and Latin America. Also offered in 900 MHz in parts of Latin America
Semiconductor Products Sector
As the world's number-one producer of embedded processors, Motorola's Semiconductor Products Sector (SPS) creates DigitalDNATM system-on-chip solutions for a connected world. Its strong focus on wireless communications and networking enables customers to develop smarter, simpler, faster and synchronized products for the person, work team, home and automobile.
SWOT ANALYSIS OF MOTOROLA
Motorola provides integrated communication solutions to a wide variety of commercial and industrial organizations. With over 72 years of experience in serving customers in this field, Motorola’s solutions help organizations to streamline operations, significantly save costs and maybe even save lives.
Motorola links information technology and wireless communications capabilities, enhancing enterprise mobility and the speed of information exchange which ultimately improves the ability to make critical decisions quickly and effectively.
Motorola invented the Six Sigma® Methodology to enable business improvement in the late 1980's. The impact this methodology has on improving business performance is dramatic and well documented. Companies around the world have implemented Six Sigma and Black Belt programs to improve customer satisfaction, maximize process efficiencies, increase competitive advantage and market share and save millions of dollars in operating expenses.
Motorola is leading the way in high performance digital wireless solutions that enable professional teams to work smarter, faster and more safely wherever they may be.
SOME BENEFITS OF WIRELESS COMMUNICATIONS
Increased Productivity: Communications systems can be segmented for specific work groups, individuals or between departments, alleviating waiting time or time spent searching for needed personnel. For example, supervisors can move around the plant floor whilst remaining in constant contact with employees – saving time and increasing productivity.
Product Loss Avoidance: Seconds count when a problem occurs on a production line. The sooner engineering or maintenance can be alerted, the sooner production can be back and running without major product loss. When problems can be solved faster, or even before they occur, through fixed data monitoring, less product is wasted – result = better profits.
Improved Quality: Quality is improved when issues can be addressed pro-actively. Through fixed data communications, equipment and systems can be monitored before a problem occurs. Suggestions and efficiencies can also be made as a process is up and running. Quality assurance issues can be dealt with in a shorter time period, so adjustments can be made sooner.
Weak market image – Motorola has this weakness, because the company does not make advertisements like its competitors, Nokia and Ericsson, at least in Turkey.
Motorola is the first to introduce a complete portfolio of General Packet Radio Service (GPRS) wireless telephones that offer consumers always-on access to the Internet.
Motorola ships its 15 millionth interactive digital cable television set-top terminal, and its five millionth cable modem.
Motorola serves many additional customer groups (e.g. semiconductor products and commercial, government and industrial solutions) than its competitors Ericsson, Siemens.
Growing bargaining power of customers
Slower market growth than its rivals
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