| dc.contributor.advisor | 詹滿容 | zh_TW |
| dc.contributor.author (Authors) | 盛家祥 | zh_TW |
| dc.creator (作者) | 盛家祥 | zh_TW |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 14-Sep-2009 09:48:06 (UTC+8) | - |
| dc.date.available | 14-Sep-2009 09:48:06 (UTC+8) | - |
| dc.date.issued (上傳時間) | 14-Sep-2009 09:48:06 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093933046 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/31325 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理碩士班(IMBA) | zh_TW |
| dc.description (描述) | 93933046 | zh_TW |
| dc.description (描述) | 95 | zh_TW |
| dc.description.abstract (摘要) | 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 | en_US |
| dc.description.abstract (摘要) | 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 | - |
| dc.description.tableofcontents | 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 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093933046 | en_US |
| dc.subject (關鍵詞) | 摩托羅拉 | zh_TW |
| dc.title (題名) | 摩托羅拉進入亞洲市場的階段策略 | zh_TW |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | Primary Resources | zh_TW |
| dc.relation.reference (參考文獻) | • Mobile Devices Town Hall (Jan 20, 2006) – Ron Garriques (Motorola Mobile Devices Business President) | zh_TW |
| dc.relation.reference (參考文獻) | • Mobile Devices Town Hall (Mar 01, 2006) – Ed Zander (Motorola CEO) and Ron Garriques (Motorola Mobile Devices Business President) | zh_TW |
| dc.relation.reference (參考文獻) | • Mobile Devices Town Hall (Jul 24, 2006) – Ron Garriques (Motorola Mobile Devices Business President) | zh_TW |
| dc.relation.reference (參考文獻) | • Mobile Devices Town Hall with DoCoMo (Aug 09, 2006) – Ron Garriques (Motorola Mobile Devices Business President) and Kiyohito Nagata (NTT DoCoMo Product Department) | zh_TW |
| dc.relation.reference (參考文獻) | • Interview (Oct 19, 2006) – TM Chua (Motorola 3GSM Team) | zh_TW |
| dc.relation.reference (參考文獻) | • Interview (Oct 19, 2006) – Nazir Mohamed (Motorola Singapore Design Center) | zh_TW |
| dc.relation.reference (參考文獻) | • Mobile Devices Town Hall (Oct 20, 2006) – Ron Garriques (Motorola Mobile Devices Business President) | zh_TW |
| dc.relation.reference (參考文獻) | • Lehman Brothers Technology Conference, San Francisco, Power Point Presentation (Dec 06, 2006) - Ron Garriques (Motorola Mobile Devices Business President) | zh_TW |
| dc.relation.reference (參考文獻) | • Cooperate Internal Communication News Letter (Jul 2004 – Jan 2007) | zh_TW |
| dc.relation.reference (參考文獻) | • Motobuzz Weekly News Letter (Jul 2004 – Jan 2007) | zh_TW |
| dc.relation.reference (參考文獻) | • Interview (May 15, 2007) – Teresa Do (Motorola Korea) | zh_TW |
| dc.relation.reference (參考文獻) | Secondary Resources | zh_TW |
| dc.relation.reference (參考文獻) | • Buckley, Peter J. (1989). Foreign direct investment by small and medium sized enterprises: The theoretical background. Springer Netherlands. | zh_TW |
| dc.relation.reference (參考文獻) | • Chen, C.C. (2004). A case study of Taiwan Smart Phone ODM model and its competitive advantage. National Central University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • Chen, L.H. (2006). A Multicriteria Evaluation of Regional Operation CenterSites for OEM/ODM Industry. Huafan University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • Chang, C.Y. (2004). The Strategies to Counter the Bullwhip Effect: OEM / ODM as an Example. Tatung University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • Chen, J.S. (1996). Own Designing and Manufacturing Strategy: Theoretical Framework and Empirical Evidence. National Taiwan University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • David A. Aaker (2005). Strategic Market Management, 7th edition, 2005, Chapter 10. John Wiley & Sons Inc. | zh_TW |
| dc.relation.reference (參考文獻) | • Dunning, J. H. (1993). Multinational enterprises and the global economy. Wokingham, England ; Reading, Mass, Addison-Wesley. | zh_TW |
| dc.relation.reference (參考文獻) | • Fang, Y.H. (2004). A Research of Motorola Inc., Entry and Management Strategies in Asia. Chinese Culture University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • Kim, Tae Gyu (2006). Korean Cell Phone Makers Regaining Ground. Korea Times, Oct 23, 2006. | zh_TW |
| dc.relation.reference (參考文獻) | • Kutschker and Baurle (1997). Three + One: Multidimensional Strategy of Internationalization. Management International Review. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • Lin, C.H. (2003). A Mobile Brand Innovation in Value Chain management -The Case of Nokia. National Chiao Tung University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • Lin, L.H. (2005). A Case Study on the Brand Strategy Conflicts in BenQ Corporation. Asia University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • Shen, C.C. (2002). The study of PDA outsourcing manufacturer’s competitive advantage. National Taipei University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • Stopford, J.M. & Wells, L.T. (1972). Managing the Multinational Enterprise. John Wiley & Sons. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • Weinberg, Bill. (2006). State of Mobile Linux report. Open Source Development Labs. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • Yang, H.T. (2006). Research of OEM / ODM Competence of High Technology Industries in Taiwan. Chung Hua University, Taiwan, R.O.C. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
| dc.relation.reference (參考文獻) | • 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. | zh_TW |
