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Motorola China Failure of Success

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1 Motorola China Failure of Success
Internation Trade and Competition in High Tech Motorola China Failure of Success October 10th 2007 Jing Yuan Wei Xu Kin Wong Joseph Wofford Alex Ingles

2 Final recommendations
Design a business strategy that enables Motorola to be competitive in both high and low end markets. High End Low End Use Motorola brand only for high-end market Focus on profitability, branding Acquire local manufacture to exploit low-end market Don’t yield market segment

3 Motorola leadership in China – 1981 to 2001
Market environment in China Had just opened Need for new technology Foreign companies hesitate to enter in fear of political instability Market environment of competitors No domestic competitors Global competitors are rare Nokia has not started to focus on cell phones Motorola Strategy Branding from pager business in China Built a bureaucratic network in China, favor of Chinese government Attracts local talent and traini them benefit for employees, localized R&D, relationship /JV with local company, localized supply chain Vast investment and view China as a strategic market Manufactures handsets in China both for export and domestic sales Good public relation

4 Motorola competitive advantage erosion – 1998 to 2004
Technology Change: In 1996, GSM become the standard for 2G in China. From analog to digital, Motorola losses its advantages. Market Change: Market in large cities has changed. Growth is in small cities and rural area. Development of low end market. Demand Change: Shifting in demand (in cell phone,headset) from simply fashion to fashion combined with sophisticated technology. Company Operation Change: Losing the relations with the locals Not doing well globally Inconsistent change in marketing and styles. Domestic Competitors: 1. From assembly to clone to R&D. 2.Penetrate to lower end market,e.g. rural areas, small cities. 3. Pricing advantages. 4. Design to Chinese customers’ taste. Global Competitors: 1. Nokia has lower cost of headset. 2. Perform better in GSM phone. 3. Has distribution channel to small cities and develop lower end market.

5 Risks and Challenges Intensive competition
Chinese suppliers were getting too good. Their quality, low-priced parts had helped create new, homegrown and extremely aggressive competitors. Numerous global competitors. Short life cycles for new products. Government policy to insulate domestic companies. Need for distribution network to reach small cities. New products, designed to Chinese consumer’s taste by local companies. The Tiananmen Crisis in 1989. Change of preference from CDMA to GSM . 5

6 How can Motorola regain its leadership
Focus on both profitability and market share Preserve the Motorola brand Use Motorola brand only for high-end market In 2004, Motorola is the leader with 40% of market share Don’t “tarnish” the brand for high-end phones Focus on profitability within Motorola’s traditional area of strength Leverage R&D assets RISK: Becoming a niche brand rather than dominating the market ALTERNATIVE: Differentiate high end models through other means “Within their value chains, firms have partnered with potential competitors within their industries-suppliers and customers-to create and capture value.”† Don’t Yield the Bottom of the Market Acquire local manufacture to exploit low-end market Use established distribution network Leverage local (cheap) supply chain Aligned with their current positioning RISK: Lack of approval from the government ALTERNATIVE: Enter a joint-venture with a local firm †-S. Godfrey, C. Rynbrandt, C. Stunson, C. Sullivan, “Understanding Porter’s Five Forces In the Digital Age”, 2000.

7 Cell phone industry in China TODAY – Porter’s 5 forces
Entrants High-end - High capital investments required Low-end – lower investments (buy components in the market) but low margins Regulatory barriers Suppliers High-end: a) Vertical integration for some components and b) dependency on suppliers for others (e.g.: high-density flash memory) Commoditized market for low-end components Customers Carriers/retailers (main customers): strong bargaining power Final consumers: High price sensitivity Local trend followers Low brand loyalty Rivalry 20+ competitors International AND local competition High-end AND low-end competition Substitutes Landline - difficult to get UTSTARCOM – low-end market VOIP – difficult to get Not have one Low force Medium High force

8 Cell phone industry TODAY
2004: 14.5% 2004: 16.9% Number of mobile phone users China 2004 (case): 336 million China June 2007: million Worldwide Jan 07: billion Worldwide Sales (units) 2004 (case): 674 million 2007 Q1: million Worldwide Market share Q1 2007 2004: 15.4% 2004: 30.7% Motorola Earnings Announcement Jul 07 Nokia: 21.1%

9 Comments from last class
“Motorola didn’t have a premium brand” According to Exhibit 11 in the case, in 2004 Motorola was the absolute leader in the high-end segment. “International OEMs can’t compete in the low-end market” Nokia AND Motorola have gained significant market share from the local competitors from 2004 to 2007 “The only customers of manufactures are the carriers” Although this is the case in most countries, in China retailers are also major players in selling handsets. According to CCID, in 2003 the carriers were responsible for only 18.4% of handsets sold. Still, the retailers also have a strong bargaining power over the manufacturers.

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