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    政大典藏 > College of Commerce > International MBA > Theses >  Item 140.119/31325


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/31325


    Title: 摩托羅拉進入亞洲市場的階段策略
    Authors: 盛家祥
    Contributors: 詹滿容
    盛家祥
    Keywords: 摩托羅拉
    Date: 2006
    Issue Date: 2009-09-14 09:48:06 (UTC+8)
    Abstract: Motorola was founded in U.S.A. in 1928. This report gave an overview of the company’s history to become the market leader in telecommunication industry. A big loss of the company happened in late 1990’s and early 2000’s. The external and internal factors to cause this great challenge was researched and analyzed.

    Motorola expanded its business to Asia since 1960’s. However, the company’s main business activities limited to sales and services in the region until past decades; Motorola set up local manufacturing facility in East Asia and R&D centers in Beijing and Singapore to create new future value in this important emerging market to tackle the challenges surfaced out since 1990’s.

    Motorola took the following four phases to enter Asian market:
    • Exploration and Pre-Startup Phase
    • Startup Phase
    • Consolidation Phase
    • Maintenance and Expansion Phase

    Asian market is in permanent transition since World War II. The countries in the region vary greatly in terms of size and their cultural, social, economic and political status. Populations are consisted of thousands of ethnic groups. Hence, Motorola did adopt different strategies in different Asian countries. The risks and opportunities are taken into consideration to decide the timing of entry and degree of involvement in a country. Cases for Greater China Region (Mainland China + Taiwan), Northeast Asian Region (Japan + South Korea) and Southeast Asian Region (Singapore + rest of ASEAN countries) were analyzed. In addition, the company’s internal structure, system, people and culture are designed in the way to fit to the multi-national operations.

    The SWOT analysis is then adopted to analyze Motorola Inc. from both external and internal prospective:
    • Strength
    o Brand image and good reputation
    o Well-established management system
    o Strong in R&D and large number of patents
    o Large size and high revenue base
    o Wide range of product portfolio
    o Good vertical and horizontal integration strategy
    • Weakness
    o Complicated hierarchical organization structure across different locations
    o Red tape and bureaucracy
    o Lagging behind the latest technology
    o Poor security system to protect proprietary information
    o Emphasis in ethical conduct hindering its penetration in emerging markets
    • Opportunity
    o Senior citizen and teenage market
    o Professional and enterprise market
    o Open-sourced platform technology
    o 3G, 3.5G and 4G telecommunication technology
    o Emerging market
    • Threat
    o Maturity of 2.5G telecommunication technology
    o Emergence of Asian phone manufacturers
    o Saturated in developed markets which usually have higher profit margin
    o Intellectual property concerns in emerging markets
    o Increasing public awareness regarding radiation and health concerns

    Motorola’s financial information is presented at the end of the report to illustrate the effect of the company’s strategies. In addition, the global mobile phone market trend is forecasted. With the growing demand of Asian’s emerging markets, Motorola is possible to invest more in the region. Targeting the populous Asian emerging market, more low-tier handsets may be produced by Motorola’s ODM contractors in Taiwan and South Korean. This move fits the company’s global strategy of playing economy scale and gaining market share.




    Keywords: Mobile Phone, Asia Pacific, Entry Strategy, Motorola
    1. INTRODUCTION 8
    1.1 Mobile Communications in the World 8
    1.2 Purposes of the Study 9
    1.3 Literature Review 10
    1.4 Methodology 13
    1.4.1 Primary Data Sources 13
    1.4.2 Secondary Data Sources 13
    1.4.3 Conceptual Framework 14
    1.4.4 Research Limit 15
    2. OVERVIEW OF MOTOROLA 17
    2.1 Motorola History 17
    2.2 Motorola’s Challenges in 2000’s 21
    2.2.1 Internal Factors 21
    2.2.1 External Factors 22
    2.3 Motorola and Emerging Asian Market 23
    3. ENTERING ASIA 24
    3.1 Region in Transition 25
    3.2 Phases to Enter Asia 27
    3.2.1 Exploration and Pre-Startup Phase 30
    3.2.2 Startup Phase 33
    3.2.3 Consolidation Phase 36
    3.2.4 Maintenance and Expansion Phase 37
    3.3 Motorola in Greater China Market 38
    3.3.1 Mainland China Market 38
    3.3.2 Taiwan Market 43
    3.4 Motorola in Northeast Asia Market 45
    3.4.1 Japan Market 45
    3.4.2 South Korea Market 50
    3.5 Motorola in Southeast Asia Market 51
    4. MOTOROLA’S INTERNAL STRUCTURE 53
    4.1 Organizational Structure and System 53
    4.2 People and Culture 56
    5. SWOT ANALYSIS OF MOTOROLA 58
    5.1 Strength of Motorola 58
    5.2 Weakness of Motorola 61
    5.3 Opportunity of Motorola 63
    5.4 Threat of Motorola 66
    6. CONCLUSION AND SUMMARY 68
    6.1 Motorola’s Performance 68
    6.1.1 Market Share 68
    6.1.2 Finance 69
    6.2 Added Value of Market Entry Strategy 71
    6.3 Global Handset Market Trend 72
    6.4 Summary 75
    APPENDIX I – STATISTICS OF MOTOROLA 78
    APPENDIX II – INTERVIEW QUESTIONS 81
    REFERENCES 82
    Primary Resources 82
    Secondary Resources 82


    List of Figures and Tables

    Figure 1.1: World Handset Market Share 9
    Figure 1.2: A Framework for Analyzing Motorola 14
    Figure 3.1: Motorola in Asia 24
    Table 3.1: Emerging Markets 25
    Figure 3.2: Global Handset Users 26
    Figure 3.3: Three + One: Multidimensional Strategy of Internationalization 29
    Figure 3.4: Motorola’s Strategic Asian Pacific Market Position 31
    Table 3.2: Phases of Business Establishment 33
    Figure 3.5: NTT DoCoMo Subscribers Migrate from PDC to FOMA 46
    Figure 3.6: World Expansion of NTT DoCoMo’s iMode Service 48
    Figure 3.7: Mobile OS Platform Map 49
    Figure 4.1: Motorola’s Business Sectors 54
    Table 4.1: Mobile Device Sector’s Organization Structure Type in Each Value Chain Activity 55
    Figure 5.1: Motorola’s R&D Expense (2002 Q3 – 2006 Q4) 59
    Figure 5.2: Financial Performance by Firm Size 60
    Figure 5.3: Mobile Phone Market Trend and Tiers (2005 – 2010) 64
    Figure 6.1: Major Handset Manufacturers Market Share 68
    Figure 6.2: Motorola’s Stock Price (2002 Q3 – 2006 Q4) 69
    Figure 6.3: Motorola’s Net Margin (2002 Q3 – 2006 Q4) 70
    Figure 6.4: Motorola’s Revenue (2002 Q3 – 2006 Q4) 70
    Figure 6.5: Motorola’s Employee Number (2002 Q3 – 2006 Q4) 71
    Figure 6.6: Worldwide Wireless Service Subscription 73
    Figure 6.7: Worldwide Handset Demand 73
    Figure 6.8: The Mobile Device Industry Market Share Trend 74
    Figure 6.9: Paid Mobile Services in U.S.A. 75
    Reference: Primary Resources
    • Mobile Devices Town Hall (Jan 20, 2006) – Ron Garriques (Motorola Mobile Devices Business President)
    • Mobile Devices Town Hall (Mar 01, 2006) – Ed Zander (Motorola CEO) and Ron Garriques (Motorola Mobile Devices Business President)
    • Mobile Devices Town Hall (Jul 24, 2006) – Ron Garriques (Motorola Mobile Devices Business President)
    • Mobile Devices Town Hall with DoCoMo (Aug 09, 2006) – Ron Garriques (Motorola Mobile Devices Business President) and Kiyohito Nagata (NTT DoCoMo Product Department)
    • Interview (Oct 19, 2006) – TM Chua (Motorola 3GSM Team)
    • Interview (Oct 19, 2006) – Nazir Mohamed (Motorola Singapore Design Center)
    • Mobile Devices Town Hall (Oct 20, 2006) – Ron Garriques (Motorola Mobile Devices Business President)
    • Lehman Brothers Technology Conference, San Francisco, Power Point Presentation (Dec 06, 2006) - Ron Garriques (Motorola Mobile Devices Business President)
    • Cooperate Internal Communication News Letter (Jul 2004 – Jan 2007)
    • Motobuzz Weekly News Letter (Jul 2004 – Jan 2007)
    • Interview (May 15, 2007) – Teresa Do (Motorola Korea)
    Secondary Resources
    • Buckley, Peter J. (1989). Foreign direct investment by small and medium sized enterprises: The theoretical background. Springer Netherlands.
    • Chen, C.C. (2004). A case study of Taiwan Smart Phone ODM model and its competitive advantage. National Central University, Taiwan, R.O.C.
    • Chen, L.H. (2006). A Multicriteria Evaluation of Regional Operation CenterSites for OEM/ODM Industry. Huafan University, Taiwan, R.O.C.
    • Chang, C.Y. (2004). The Strategies to Counter the Bullwhip Effect: OEM / ODM as an Example. Tatung University, Taiwan, R.O.C.
    • Chen, J.S. (1996). Own Designing and Manufacturing Strategy: Theoretical Framework and Empirical Evidence. National Taiwan University, Taiwan, R.O.C.
    • Chang, S.W. (2005). Valuing Handset OEM / ODM Companies with DCF Model — A Case Study of Compal Communication Inc. National Cheng Chi University, Taiwan, R.O.C.
    • Chang, Y.C. (2005). The Effect of OEM / ODM firm’s brand and global logistic strategy on bargaining power-empirical studies of information hardware industry. Chinese Culture University, Taiwan, R.O.C.
    • Chiang, P.T. (2004). Relationship between National Culture and Organization’s Product Innovation Culture: A Case of Nokia and Samsung. Ming Chuan University, Taiwan, R.O.C.
    • Chien, W.C. (2000). The Study of Establishing Corporate Information Security System--Motorola Taiwan Company as an Example. Chung Yuan Christian University, Taiwan, R.O.C.
    • David A. Aaker (2005). Strategic Market Management, 7th edition, 2005, Chapter 10. John Wiley & Sons Inc.
    • Dunning, J. H. (1993). Multinational enterprises and the global economy. Wokingham, England ; Reading, Mass, Addison-Wesley.
    • Fang, Y.H. (2004). A Research of Motorola Inc., Entry and Management Strategies in Asia. Chinese Culture University, Taiwan, R.O.C.
    • Huang, L.T. (2003). An Exploratory Study on the Evolution of Vertical Dis-integration Structure of Global Mobile Phone Industry. National Taiwan University, Taiwan, R.O.C.
    • Huang, Y.D. (2003). The Impact of Taiwan OEM Suppliers`` Competences Configuration on Business Models－Moderating Effect of Resource- Dependencies. Dayeh University, Taiwan, R.O.C.
    • Kim, Tae Gyu (2006). Korean Cell Phone Makers Regaining Ground. Korea Times, Oct 23, 2006.
    • Kutschker and Baurle (1997). Three + One: Multidimensional Strategy of Internationalization. Management International Review.
    • Lee, H.F. (2003). Nokia’s R&D and Finnish Electronics Industry: A Viewpoint of National System of Innovation. Tamkang University, Taiwan, R.O.C.
    • Lin, C.H. (2003). A Mobile Brand Innovation in Value Chain management -The Case of Nokia. National Chiao Tung University, Taiwan, R.O.C.
    • Lin, L.H. (2005). A Case Study on the Brand Strategy Conflicts in BenQ Corporation. Asia University, Taiwan, R.O.C.
    • Park, E.H. (2004). The Innovation Strategy and R&D Management of Samsung Group – An Explorative Study. National Sun Yat-Sen University, Taiwan, R.O.C.
    • Shariff, Ismail. (2003). Global Economic Integration: Prospects and Problems. From An International Journal of Development Economics. Development Review, Vol1, No.2 (2003): Page 163-178.
    • Shen, C.C. (2002). The study of PDA outsourcing manufacturer’s competitive advantage. National Taipei University, Taiwan, R.O.C.
    • Stopford, J.M. & Wells, L.T. (1972). Managing the Multinational Enterprise. John Wiley & Sons.
    • Wang, C.F. (2000). The Role of the Public Sector in the Innovation Process of the Swedish Mobile Telecommunication Industry. National Sun Yat-Sen University, Taiwan, R.O.C.
    • Weinberg, Bill. (2006). State of Mobile Linux report. Open Source Development Labs.
    • Wu, C.C. (2003). A Study of the Relationship among Knowledge Acquisition, Knowledge Integration and Training - A Case Study of Motorola Corporation. Yuan Ze University, Taiwan, R.O.C.
    • Yang, H.T. (2006). Research of OEM / ODM Competence of High Technology Industries in Taiwan. Chung Hua University, Taiwan, R.O.C.
    • Yu, C.D. (2005). The Competitiveness Analysis of Taiwan OEM / ODM Manufacturers in 3G Telecommunication Industry－A Case Study of Q Company. Yuan Ze University, Taiwan, R.O.C.
    • Yu, H.C. (2005). DFSS in ODM Electronic Product Development - A Case Study of Wireless Communication Product. National Chiao Tung University, Taiwan, R.O.C.
    Description: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    93933046
    95
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0093933046
    Data Type: thesis
    Appears in Collections:[International MBA] Theses

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