Motorola Global Strategi

8/3/2019 Motorola Global Strategi

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- Motorola Internal Use Only -


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Motorola started in Chicago, Illinois as Galvin Manufacturing Corporation

in 1928 with its first product being a battery eliminator. Founders Paul Galvin and Joseph Galvin came up with the name

Motorolawhen the company started manufacturing car radios in 1930.

Motorola now has global sales approaching US$40 billion with over130,000 employees worldwide.

Products are classified into three major categories: software-enhanced wireless telephone, two-way radio, messaging

and satellite communications products and systems, as well asnetworking and Internet-access products for consumers, networkoperators, and commercial, government and industrial customers;

embedded semiconductor solutions for customers in the consumer,networking and computing, transportation, and wirelesscommunications markets;

electronic systems for automotive communications, imaging,manufacturing systems, computer and consumer markets.


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Motorola controlled the emerging U.S. market for cellular

telephones and pagers. Motorola has also won many battles

around the world in order to doing its business abroad. But, like

many other firms at the time, was a bit complacent and notaggressively focused on competing with the Japanese. Motorola

began to fall in its competition with Japanese. For that reason,

Motorola have to find new strategies to win its battles, not only

the competition with Japanese but also other countries that

becomes Motorolas target market.


7/27- Motorola Internal Use Only -

What are the component of Motorolasinternational strategy?

How Motorola find current strategy as a

result of a SWOT analysis?

Discuss Motorolas primary businessstrategy?



To attain Total Customer Satisfaction.

To achieve Competitive Advantage bybecoming the best in its class in terms

of People, Marketing, Technology,Product, Manufacturing, and Service.

To increase Global Market Share.

To achieve Superior Financial Resultsand improve Shareholder Value.



Motorola is one of the world's leading providers of wirelesscommunications, semiconductors and advanced electronicsystems, components and services.

Motorola is an inventor of technology and has first-moveradvantage.

In the early 1980s, Motorola controlled the emerging U.S. marketfor wireless communication devices such as cellular telephones,pagers and high-frequency radios.

Motorola maintains sales, service and manufacturing facilitiesthroughout the world, conducts business on six continents and

employs more than 139,000 people worldwide. Motorola is strongly committed to delivering customer

satisfaction, continuous improvement, and setting new standardsof quality.



Motorola maintained old strategies indoing business, was conservative andunambitious.

Motorola was complacent in itsleadership position in the U.S. market,and failed to aggressively compete with

the emerging Japanese firms.



Motorola can compete and expandglobally.

Information and communications

technology is fast-paced, with newdiscoveries happening every minute.Motorola can match this speed of

discovery with new and innovativeproduct and technology development.



Japanese electronics firms are heavycompetitors in terms of cost and qualityleadership.

Barriers to Entry, Supplier Power,Threats of Substitutes, Degree ofRivalry, and Buyer Power



Video
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1) Learning from the Japanese2) Competing directly with them

Six Sigma Quality

Total Cycle Time Reduction

Product, Manufacturing and Environmental Leadership

Profit ImprovementEmpowerment for all, in a Participative, Cooperative and Creative

Workplace
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Pioneered by Bill Smith at Motorola in 1986; originally used as ametric for measuring defects for improving quality; a methodologyto reduce defect levels < 3.4 Defects Per Million Opportunities(DPMO).

Three levels of Six Sigma:

As a Metric As a Methodology

As a Management system

Essentially, Six Sigma is all three at the same time.
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The term Sigma is often used as a scale forlevels of "goodness" or quality.

Equates to 3.4 defects per one millionopportunities (DPMO).

Six Sigma started as a defect reductioneffort in manufacturing and was thenapplied to other business processes for the

same purpose.
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A business improvement methodology that focuses anorganization on:

Understanding and managing customer requirements

Aligning key business processes to achieve those requirements

Utilizing rigorous data analysis to minimize variation in those

processes Driving rapid and sustainable improvement to business processes

At the heart of the methodology is the DMAIC model for processimprovement

Define opportunity

Measure performance Analyze opportunity

Improve performance

Control performance
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A top-down solution to help organizations: Align their business strategy to critical improvement

efforts

Mobilize teams to attack high impact projects

Accelerate improved business results Govern efforts to ensure improvements are

sustained

Framework to prioritize resources for projects that will

improve the metrics, and it leverages leaders who willmanage the efforts for rapid, sustainable, andimproved business results.
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Total cycle time is the time from when aMotorola customer places an order until it isdelivered

In fact, in the case of new products, Motorola'scycle-time reduction is even more ambitious;the clock starts ticking the moment the productis conceived.

This calls for an examination of the totalsystem, including design, manufacturing,marketing, and administration.
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Motorola try to be the leader in all segments in order to win thebattles of competing with its competitors and to emerge themarket around the globe.

Motorola try to achieve it by doing customization and flexibility.

Motorola began customizing their Bandit pager in the early 1980s,

to offer customers up to 29 million product combinationsencompassing hardware and software configurations.

Production was consolidated in one factory whereas before theproject it had been divided among a number of facilities.Customers select their options and a salesperson enters the

specification into a computer system.
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The company has been implementing Six Sigmathroughout the organization for over 15 years,extending the practice beyond manufacturing intotransactional, support, and service functions. As aresult, Motorola has documented over $16 billion insavings.
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All levels of the company are involved in decisionmaking process.

Non-executive employees contribute directly throughMotorola's Participative Management Program (PMP).

Composed of employees who work in the same areaor are assigned to achieve a specific aim, PMP teamsmeet often to assess progress toward meeting qualitygoals, to identify new initiatives, and to work onproblems.

To reward high-quality work, savings that stem fromteam recommendations are shared.

Do the training as critical to increasing quality andproductivity.
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In order to expanse its business, Motorola use somestrategies to compete around the globe, especiallywith Japanese. The strategies are:

Six Sigma Quality

Total Cycle Time Reduction Product, Manufacturing and Environmental

Leadership

Profit Improvement

Empowerment for all, in a Participative, Cooperativeand Creative Workplace
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