Abstract
Widely predicted to be overtaken by Samsung to second place in 2004/05,
Motorola has now turned the corner and is setting its sights on challenging
Nokia to become the handset market leader. Since 2004, Motorola's
profitability has improved, largely due to a series of innovative handsets,
which helped the company to distance itself from its closest competitor,
Samsung. This strategy of product innovation has also helped Motorola to
position itself more favourably to challenge Nokia.
Motorola's rise presents threats and opportunities that companies across the
value chain need to be aware of. It is vital for vendors, network operators,
OEMs, ODMs and other players in the wireless value chain to understand the
growing power of Motorola, and plan for emergent strategies. Gain this
understanding by purchasing this report.
Motorola's handset market share grew to almost 19% in 2005 from 15% in 2003,
thanks to products such as the RAZR, which have increased sales and boosted
the company's brand image. The success of RAZR helped Motorola's shipments
increase 41% year-over-year in Q2 2005, outperforming all competitors. With
new models based on a slim design expected in 2006, as well as new services
such as iRadio, Motorola is well positioned to further make market inroads.
Other products, such as the Residential Seamless Mobility Gateway, which
enables hand off calls between Wi-Fi and cellular networks and announced in
the first week of 2006, promise to accelerate fixed-to-mobile substitution.
Motorola is continuing its quest to re-invent itself and is going through a
fundamental transformation, with CEO Ed Zander driving the process. Zander has
revived the company by incorporating radical changes, but further
reorganisation is needed to improve on current success. What are the options
available to Motorola and which areas has it identified as key to future
growth? What happens when rivals start replicating ultra-slim models? These
are some of the key questions answered in this 130+ page report. By buying
this report, you will learn about Motorola's upcoming products and direction,
and help prepare for the future.
The report also answers the following questions:
- What is Motorola's current market positioning, including opportunities for
growth?
- How does Motorola's vision of 'Seamless Mobility' fit into its broader
strategy?
- What are the reasons behind Motorola's recent growth and how can it be
sustained?
- How do Motorola's products and services compare to its rivals?
- What challenges does Motorola face?
- Is Motorola's strategy and handset portfolio adequate to challenge Nokia?
- What can rival manufacturers learn from Motorola and how can they counter
the company's increasing power?
- What partnership opportunities does Motorola present?
The report highlights:
- Motorola's operations, financial performance and strategies
- Motorola's core competencies and product and service portfolio
- Market environment
- Growth opportunities
- Importance of Seamless Mobility
- Future options
- Strategic choices
- Performance of Motorola by region
- Competitive analysis, including shipments, market share, R&D,
manufacturing etc
Who should read this report?
- Network Operators
- Handset makers
- Content Providers
- Specialist Service Providers
- Application developers
- Aggregators
- Distributors
Table of Contents
Executive Summary
- E.1: Hello Moto: Motorola is Rising Above Competitors
- E.2: Reasons Behind Motorola's Revival
- E.3: Challenges for 2006 and Beyond
- E.4: Strategies for Success
- E.5: Conclusions
Chapter 1 Introduction
1.1 2004 Fact Sheet- Table 1 Motorola's Resources and Factsheet (2004)
1.2 Aim of this Report
1.3 Report Structure
Chapter 2 Strategic Overview
- 2.1 Motorola's Mission, Objectives, Strategies and Tactics (MOST)
- 2.1.1 Mission Statement
- 2.1.2 Objectives
- 2.1.3 Strategies and Tactics
- 2.2 Organisational Structure
- Table 2 New Divisions of Motorola
- Figure 1 Motorola's Structure
- Figure 2 Structural Overview of Top Management (December 2005)
- 2.2.1 Restructuring of Motorola has Resulted in a More Streamlined
Approach
- 2.2.2 New Business Units
- 2.2.3 Divestment of Semiconductor Operations has Helped Focus on Core
Competencies
- 2.2.4 The implications of Structural changes at Motorola
- 2.2.5 Reduction in Workforce
- Chart 1 Reducing the Workforce (2003-2004)
- 2.2.6 Company Values
- 2.2.7 Culture: Evolution, not Revolution
- Figure 3 Motorola's Culture Web
- 2.2.8 Human Capital: More is Needed
- 2.2.9 Brief History
- 2.2.10 Changes Since 2000 are Stabilising
- 2.2.11 Ed Zander's Leadership Style
Chapter 3 Motorola's Business Units
- 3.1 Networks Division
- 3.1.1 Product Portfolio
- Table 3 Network Division's Portfolio
- 3.1.1.1 Solutions for Network Operators
- 3.1.1.1.1 CDMA Solutions
- 3.1.1.1.2 GSM Solutions
- 3.1.1.1.3 IP Multi-Media Subsystem Solution
- 3.1.1.1.4 Motorola Push-to-Talk over Cellular (PoC)
- 3.1.1.1.5 Motorola GAMA
- 3.1.1.1.6 Motorola MMSC
- 3.1.2 Network Division's Size and Structure
- Table 4 Network Division's Design Centres
- Table 5 Network Division's Manufacturing Centres
- 3.1.3 Strategies in Network's Business
- 3.1.4 Towards an End-to-End Product Portfolio in Networks
- 3.1.5 Objectives in Networks Business
- 3.1.6 Motorola's Drive to Promote New Technologies
- 3.1.6.1 IMS
- 3.1.6.2 Banking on HSDPA
- 3.1.6.3 Increased Focus on WiMAX
- 3.1.6.3.1 Moto Wi4 Product Portfolio
- 3.1.6.4 Widespread Push-to-Talk (PTT) Presence
- 3.1.6.4.1 PoC Customers
- Table 6 Motorola's PoC Customers
- 3.1.6.5 iDEN
- 3.1.6.6 UMA trials and goals
- 3.1.7 Network Division's Customers
- Table 7 Main Customers of Network Division
- 3.1.8 Recent Contracts
- 3.1.8.1 Summary of Key Contracts
- Table 8 Motorola's Key Contracts in Networks
- 3.1.9 Financial Performance
- Table 9 Network Division's Performance
- Chart 2 Sales Figures for Network Division (2000-2004)
- 3.1.10 Market Share in Infrastructure Industry
- Chart 3 Motorola's Share of the GSM Market (2000-2004)
- Chart 4 Motorola's CDMA Share (2004)
- Chart 5 Motorola's Overall Market Share (2001-2004)
- 3.1.11 Future Plans in Networks
- 3.1.12 Future Growth in Networks
- 3.1.13 Challenges facing Motorola in the Infrastructure Industry
- 3.1.14 Manufacturing in India on the Horizon
- 3.1.15 Highlights of Network Division
- 3.1.16 Recent Performance
- 3.2 Government and Enterprise Solutions
- 3.2.1 Division's Strategy
- 3.2.2 Reliance on a Few Large Customers
- 3.2.3 Division's Product Portfolio
- Table 10 Key Products from the Government and Enterprise Division
- Table 11 Summary of Key Contracts of Government and Enterprises
Division
- 3.3.1 Connected Home Division's Strategy
- 3.3.1 Product Portfolio
- Table 12 Key Products from the Connected Home Division
Chapter 4 Mobile Devices Division
- 4.1 Performance is Improving
- 4.1.1 Increasing Market Share
- Chart 6 Motorola Vs. Nokia (Global Market share in Handsets Q2
2004/2005)
- Chart 7 Motorola's Percentage Growth of Market Share in Handsets
compared to Nokia's
- 4.2 Mobile Divisions Structure and Size
- 4.2.1 Reliance on Outsourcing
- 4.3 Motorola boasts a Diverse Product Portfolio
- Table 13 Product Portfolio of Mobile Devices Division
- Table 14 Motorola's Handset Portfolio and Availability 2005/2006
- 4.3.1 Integrated Digital Enhanced Network (iDEN)
- 4.3.2 Mobile Phones/Cellular Phones
- 4.3.2.1 ROKR
- 4.3.2.1.1 Features
- Table 15 Key Features of ROKR
- 4.3.2.1.2 Pricing & Availability
- 4.3.2.1.3 Drawbacks of the Offering
- 4.3.2.2 Motorola Q
- Figure 4 Motorola Q
- Table 16 Motorola Q Features
- 4.3.2.3 Razrwire
- Table 17 Features of Razrwire
- 4.3.2.4 Razr V3
- 4.3.2.5 V3X: MOTOROLA'S 3G Razr
- 4.3.2.5.1 Features of V3X
- Table 18 Features of V3X
- 4.3.2.6 The Motorola i560
- 4.3.2.6.1 Features of i560
- Table 19 Features of i560
- 4.4 Markets
- Chart 8 Market Segmentation 2004
- Chart 9 Revenue Growth (2003-2004)
- 4.4.1 US
- 4.4.2 India
- 4.4.3 China
- 4.4.4 EMEA
- 4.5 Customers
- Table 20 Mobile Devices Top Customers
- 4.5.1 Nextel
- 4.5.1.1 Motorola faces risks associated with Sprint/Nextel merger
- 4.5.2 The Importance of Retailers and Distributors for Motorola
- Chart 10 Sales through Distributors as % of total sales
- 4.5.3 Enterprise Customers
- 4.6 A Strategic Review is Required
- 4.7 New Opportunities from Upcoming Technologies
- 4.7.1 IMS Handsets
- 4.7.2 HSDPA Handsets
- 4.7.3 Wi-Fi Handsets
- 4.7.4 PoC handsets
- 4.8 Handset Market Recommendations
- 4.8.1 Signature Handsets
- 4.8.2 Handset Categories and their Shipments
- Chart: 11 Motorola's Device Shipments by Type
- 4.8.3 Focus on Youth-driven Marketing
- 4.9 Motorola's Key Competitors
- Table 21 Key Handset Market Vendors
- 4.9.1 Nokia
- 4.9.1.1 Motorola can Exploit Nokia's Weaknesses
- 4.9.2.2 Nokia's Strengths in Multiple Countries and Regions Creates
Difficulties
- 4.9.2 Samsung
- 4.9.3 LG
- 4.9.4 Sony Ericsson
- 4.9.5 Siemens/BenQ
- 4.9.6 Emerging Asian and Chinese Competition
- 4.9.7 Strategic Review required
- 4.10 Analysis of Motorola's Market Share
- Chart 12 Major Vendor Market Share Q3 2004
- Chart 13 Major Vendor Market Share Q3 2005
- Chart 14 Handset Shipment Statistics by Vendor (Q3 2004-Q3 2005)
- 4.11 Motorola's Product Portfolio Compared to its Competitors
- Table 22 Comparison of product portfolio of top players in the Handset
market
Chapter 5 Motorola's Position in the Handset Market
- Table 23 Motorola's Objectives in the Handset Market
- 5.1 Motorola's Handset Market Strategy Follows a Two-Pronged Approach
- 5.1.1 Innovation
- 5.1.2 Customer Focus
- 5.2 Motorola's Tactics in the Handset Market
- 5.2.1 Partnerships
- 5.2.1.1 Motorola and Apple
- 5.2.1.2 Motorola and Yahoo
- 5.2.1.3 Motorola and Oakley
- 5.2.1.4 Motorola and Microsoft
- 5.3 Macro Environment
- Table 24 PEST Analysis
- Figure 5 Critical Environmental Factors Affecting Motorola
- 5.4 Analysing the Handset Industry Attractiveness for Motorola
- Figure 6 Porters Five Forces Affecting Motorola's Handset Business
- Table 25 Factors to Increase the industry attractiveness
- 5.5 Options and Choices Available to Motorola
- Figure 7 Options and Choices for Motorola in Handset Market
- 5.6 Strategies for Success
Chapter 6 Financial Performance and Market Analysis
- 6.1 Motorola's Overall Performance
- Table 26 Financial Performance (2002-2004)
- Table 27 Motorola's Revenue by Region (2004)
- Chart 15 Motorola's Revenues and Sales Growth
- Chart 16 Revenue Contribution from different Geographical regions (2004)
- 6.1.1 Net Profits
- Chart 17 Net Profits (2002-2004)
- 6.1.2 Performance of Each Sector
- Chart 18 Revenue Generation by Sector (2004)
- 6.1.3 Quarterly Performance
- Chart 19 Sales Growth Rate (Q2 2004-Q3 2005)
- Chart 20 Year on Year sales comparison (Q1 -Q3 2004/2005)
- Chart 21 Motorola's Operating Earnings Trend (Q1 -Q3 2004/2005)
- 6.2 Growth of Mobile Devices Division
- Chart 22 Sales of Mobile Devices Division
- Chart 23 Motorola's Handset Shipments (Q2 2004- Q3 2005)
- Chart 24 Quarterly Increase/Decrease in Motorola's Share in Handset
Market
- Chart 25 Annualised Market Handset Industry Share (2001-2004)
- Chart 26 Motorola's Market Share by Region
- 6.2.1 Profit Margins
- 6.2.1.1 New Thinking is Required to Improve Margins
- Chart 27 Motorola's Operating Margins in Handset Division (Q3 2004-Q3
2005)
- Chart 28 Comparison between Motorola and Nokia's Market Share
- 6.3 Growth of Networks Division
- Chart 29 Revenues and Operating Margins Networks Division (Q1-Q3 2005)
- 6.4 Growth in Governments and Enterprises
- Chart 30 Revenues and Operating Margins Government and Enterprises
Division (Q1-Q3 2005)
- 6.5 Connected Home
- Chart 31 Revenues and Operating Margins Connected Home Division (Q1-Q3
2005)
- 6.6 Outlook: Motorola Needs to Achieve Greater Leverage
Chapter 7 Seamless Mobility Strategy
- 7.1 Early Recognition of FMC has Driven Seamless Mobility
- Figure 8 Convergence of Fixed and Mobile Networks
- 7.1.1 Efforts and Devices in the direction of Seamless Mobility
- 7.1.1.1 RAZR for UMA
- 7.1.1.2 Alliance with Skype
- 7.1.1.3 Avaya, Motorola and Proxim Partnership is Close to Fruition
- 7.1.2 Seamless Mobility and the Interest in WiMAX
- 7.1.3 How Motorola's Various Divisions fit into the Seamless Mobility
Vision
- Table 28 Contribution of Motorola's Divisions towards its Vision of
Seamless Mobility
- 7.1.3.1 Networks Group
- 7.1.3.2 Mobile Devices
- 7.1.3.2.1 Enterprise Products
- 7.1.3.2.1.1 Motorola CN620
- 7.1.3.2.1.2 Motorola MPx220
- 7.1.3.3 Government and Enterprise
- 7.1.3.3.1 Motorola's Recent Solutions for Government and Enterprise
- 7.1.3.3.1.1 Mobile Automated Fingerprint identification System (AFIS)
- 7.1.3.3.1.2 Soft Switched Radio Network
- 7.1.3.4 Connected Home
- 7.1.3.4.1 Ojo Personal Video Phone
- Figure 9 Ojo Video Phone
- 7.1.3.4.2 High-Definition Dual-Tuner Digital Video Recorder
- 7.1.3.4.3 Home Media Architecture
- 7.1.3.4.4 Motorola Home Monitoring and Control System
- 7.2 Synergies between Motorola's Units
- Figure 10 Motorola's Value Chain
- 7.2.1 Six Sigma Contributes to Manufacturing Efficiency
- 7.2.2 Developing Towards a Global Supply Chain
- 7.2.3 How to Leverage the Integrated Structure
- 7.2.4 Competition and Roadblocks facing Motorola
- 7.2.4.1 Other Players in the Industry Working on Products Supporting
Seamless Mobility
- 7.2.4.1.1 HP
- 7.2.4.1.2 Nortel
Chapter 8 Becoming the Handset Industry Leader
- 8.1 Changing Paradigm of the Mobile Handset Market
- Chart 32 Mobile Subscriber Growth (2003-2010)
- 8.1.1 Mobile Networks: Coverage Statistics
- Chart 33 Wireless Network usage Worldwide (Percentage)
- 8.1.1.1 Subscriber Growth in Emerging Markets
- Chart 34 Subscriber CAGR in Emerging and Mature Markets (2005-2010)
- 8.1.2 Deployment of New Technologies
- Chart 35 W-CDMA Subscriber growth estimates (2002-2010)
- Chart 36 Annual Camera Phone Shipments (2003-2010)
- Chart 37 Global Handset Shipments (2003-2010)
- 8.1.3 Blurring of Industry Boundaries
- 8.1.4 Competition and Other Factors Affecting Industry
- Chart 38 Top Vendor Market Share (2001-2005)
- 8.2 Seizing Market Opportunities
- Table 29 Comparison between Motorola and Nokia's Products
- Table 30 Comparison between Nokia and Motorola's Strategy (Year by Year)
- Table 31 R&D Expenditure and Facilities for Nokia and Motorola
- Table 32 Comparison between Nokia and Motorola's Market Share by
Geography (Q3 2005)
- Figure 11 Bridging Gaps in the Strategy
- 8.2.1 Mastering Operational Excellence is Critical
- 8.2.2 Marketing will Continue Playing a Crucial Role
- 8.2.3 Ensuring Competitive Advantage through Product Innovation
- 8.2.4 Impact on Bottom Line
- 8.2.5 Handset Design Strategy
- 8.2.6 Creativity and Flexibility
- 8.2.7 Market and Product Development
- 8.2.7.1 Motorola in Emerging Markets
- Table 33 List of Member Operators in EMH Programme
- 8.2.7.2 Motorola in Saturated Markets - The Right Mix of Handsets?
- 8.2.8 In the Final Analysis
Chapter 9 Conclusions
- Table 34 Motorola SWOT Analysis
- 9.1 Challenges and Difficulties Lie Ahead
- 9.1.1 Mobile Devices Division
- 9.1.2 Network Division
- 9.1.3 Government and Enterprise Division
- 9.1.4 Connected Home Division
- 9.2 Strategies for Success
- 9.3 Recommendations
- 9.3.1 Market Awareness
- 9.3.2 ASP and the Market
- 9.3.3 Relationships with Partners
- 9.3.4 Relationships with Operators
- 9.3.5 Market Segmentation
Appendix A Lead Author's Profile
Appendix B About visiongain
Appendix C Report Evaluation Form
Organisations Listed
- AIS
- Alltel
- America Movil
- Apple
- AT&T Wireless
- Avaya
- BenQ
- Bharti
- Bouygues Telecom
- BSNL
- BT
- China Mobile
- China Unicom
- Chungwa Telecom
- Cingular /SBC/BellSouth
- Cisco
- Claro
- DBTel
- Deutsche Telekom
- DoCoMo
- Dynatec
- Ericsson
- France Telecoms/Orange
- Fujitsu
- Global Telecom
- Huawei
- KDDI
- Kyocera
- LG Electronics
- Matsushita
- Maxis
- Mckinsey
- Mitsubishi
- mmO2
- Motorola
- MTNL
- NEC
- Nextel
- Ningbo Bird
- Nokia
- Nortel
- Oakley
- Optimus
- Orascom
- Pansonic
- PBTL
- Philips
- Proxim
- Qualcomm
- Sagem
- Samsung
- Sanyo
- Sharp
- Siemens
- SingTel
- SK Telecom
- Skype
- Smart
- Sony
- Sony-Ericsson
- Sprint PCS
- Symbian
- TCL
- Telcel
- Telecom Italia Mobile
- Telefonica
- Telenor
- TeliaSonera
- TMN
- Turkcell
- Verizon
- Vodacom
- Vodafone
- Wataniya Telecom
