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Bmgt Activity

In: Business and Management

Submitted By dalopez24
Words 702
Pages 3
In the fall of 2011, Motorola spun off its Mobile Devices division creating a new publically traded company, Motorola Mobility. The newly formed company‘s executive team was under intense pressure to come out with a winner: a smartphone that could grab substantial market share from Apple‘s iPhone 4S and Samsung‘s Galaxy Nexus.
To do this, the team oversaw the design of an Android version of the Motorola RAZR, which used to be the best-selling phone in the world. The hope of the executive team is that past customers who loved the RAZR will really love the new ultra-thin smartphone—the Droid RAZR. As with other products produced by Motorola, the Droid
RAZR was designed by a team of individuals. To understand how this team approach is implemented at Motorola, let‘s review the process used to design the original RAZR.
The mood was grim at Motorola in winter 2003, especially in the cell phone division: The company that for years had run ringtones around the competition had been bumped from the top spot in worldwide sales. [1] Sporting a popular line of ―candy bar‖ phones
(the ones without the flip-top lids), the Finnish company Nokia had grabbed the lead in global market share, and Motorola found itself stuck in the number-three slot (Samsung had slipped into second place). Why had sales at Motorola been put on hold? Among other things, consumers were less than enthusiastic about the uninspired style of
Motorola phones, and make no mistake about it—for a lot of people, style is just as important in picking a cell phone as its features list. As a reviewer for one industry
2

publication puts it, ―With some phones, we just want to see the look on people‘s faces when we slide it out of our pockets to take a call.‖
And yet, there was a glimmer of hope at Motorola. Despite its recent lapse in cell phone fashion sense, Motorola (like just about every

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