Motorola Building and Participating in Partnership Ecosystems Case Solution

The Harvard Business Review published a case study that primarily focuses on Motorola Building and Participating in Partnership Ecosystems. The following case solution has been designed to give the reader an overview about the business world along with a clear understanding of its growth dynamics. Recently, Motorola Building and Participating in Partnership Ecosystems has been subjected to strategic as well as managerial problems that require immediate attention so that they can be resolved to allow future growth, expansion, and competitive edge within the marketplace. This case study solution is being written to provide a strategic solution to Motorola Building and Participating in Partnership Ecosystems using various appropriate tools and frameworks. Harvard Business Review’s case studies involve a central problem that is faced by a particular company. The problem identified involves strategic and managerial implications for the company. Therefore, it is important for readers to critically identify the problem Motorola Building and Participating in Partnership Ecosystems faces. Moreover, it is also essential to highlight the key stakeholders that are impacted and influenced by the problem identified.

External Environmental Analysis

The external environment holds significant importance for Motorola Building and Participating in Partnership Ecosystems to ensure that the company is able to respond to all the changes in the macro-environment. This is because Motorola Building and Participating in Partnership Ecosystems cannot control the factors and thus can directly influence the company's operations (Indris & Primiana, 2015). The external environment of Motorola Building and Participating in Partnership Ecosystems will be assessed using PESTLE Analysis.

Political

• A stable political environment provides a favorable market growth trend for Motorola Building and Participating in Partnership Ecosystems.

• It is important for Motorola Building and Participating in Partnership Ecosystems to analyze the pressure groups, and social environment activists. The company can make close collaborations with these groups to achieve company goals (Wang, Wang, & Shi, 2022).

• High restrictions on trade and high levels of taxes can contribute to the complex business environment for Motorola Building and Participating in Partnership Ecosystems by impacting imports and exports.

Economic

• Motorola Building and Participating in Partnership Ecosystems can benefit from wide-range opportunities in business growth by operating in developing economies (Munro, 2017).

• High GDP can determine the long-term growth strategies of Motorola Building and Participating in Partnership Ecosystems, signaling the ability of consumers to spend on more products.

• Higher rates of interests can provide Motorola Building and Participating in Partnership Ecosystems with more investment opportunities.

• The flexibility in the labor market allows Motorola Building and Participating in Partnership Ecosystems to take advantage of higher workforce productivity.

Social

• The selection of appropriate demographic segments has allowed Motorola Building and Participating in Partnership Ecosystems to select the right segments of the market that have high growth potential.

• The research on gender roles has helped Motorola Building and Participating in Partnership Ecosystems to develop and align communication as well as marketing strategies accordingly.

• Motorola Building and Participating in Partnership Ecosystems has been successful in understanding the norms and cultures of different countries by developing local teams and partnerships (Hueske, Endrikat, & Guenther, 2015).

Technological

• The adoption of innovative marketing techniques that involves communication technologies has allowed Motorola Building and Participating in Partnership Ecosystems to collaborate successfully with consumers.

• The company has stayed ahead in the market, and can significantly increase its market share by placing its major focus on emerging technologies (Akpoviroro & Owotutu, 2018).

• Motorola Building and Participating in Partnership Ecosystems should maximize its profits by investing in disruptive technologies.

Environmental

• It is crucial for Motorola Building and Participating in Partnership Ecosystems to adopt effective waste management practices to reduce environmental pollution (J. K, W. J, & D., 2016).

• Motorola Building and Participating in Partnership Ecosystems should adopt eco-friendly products to establish better relationships with the stakeholders.

• Motorola Building and Participating in Partnership Ecosystems can take advantage of subsidies offered in renewable technologies to achieve the long-term goal of sustainability.

Legal

• Motorola Building and Participating in Partnership Ecosystems should follow proper laws concerning employee health and safety, and anti-discrimination laws to effectively develop HRM.

• Consumer protection laws are also important for Motorola Building and Participating in Partnership Ecosystems as it involves the consumer protection from fraudulent marketing (S. Samusenko, S. Plaskova, & A. Prodanova, 2020).

• Motorola Building and Participating in Partnership Ecosystems can gain a competitive advantage, and can position itself strongly in the market by protecting intellectual property laws.

Porter’s Five Forces Analysis

Threat of New Entrants

• It is difficult to achieve economies of scale in Motorola Building and Participating in Partnership Ecosystems’s industry, making it a weaker force for new entrants.

• There are high capital requirements in the industry. This makes it difficult for new businesses to set up their companies, and compete against Motorola Building and Participating in Partnership Ecosystems.

• The industry has a strong product differentiation, and heavy investment is needed for customer acquisition. Thus, Motorola Building and Participating in Partnership Ecosystems can focus on innovation to differentiate itself from its competitors (H. Th. Bruijl, 2018).

• There are strict legal requirements to join the industry in which Motorola Building and Participating in Partnership Ecosystems operates, making it difficult for new entrants to enter the market.

Bargaining Power of Suppliers

• The bargaining power of suppliers in the industry is weak.

• Motorola Building and Participating in Partnership Ecosystems operates in an industry with a higher number of suppliers. This means that suppliers do not have much control over their prices.

• Standardized products that have low switching costs are provided by suppliers allowing buyers like Motorola Building and Participating in Partnership Ecosystems to easily switch their suppliers (Fabbri & F.Klapper, 2016).

• Raw materials can be purchased at lower prices by Motorola Building and Participating in Partnership Ecosystems. The company can also switch suppliers for more reasonable pricing.

• Motorola Building and Participating in Partnership Ecosystems can benefit from a variety of suppliers as it can have multiple suppliers for its various geographical areas (Cho, Ke, & Han, 2019).

Bargaining Power of Buyers

• The bargaining power of buyers in the Motorola Building and Participating in Partnership Ecosystems industry is weak.

• There is a high product differentiation in the industry, making it difficult for buyers to switch to alternative firms.

• Motorola Building and Participating in Partnership Ecosystems can come with differentiated and innovative products to attract more buyers of the industry (Zhao, Zuo, & Wu, 2016).

• Buyers of this industry has low incomes. This means they prefer to purchase items at lower prices, making them more price sensitive. Organizations like Motorola Building and Participating in Partnership Ecosystems can offer lower prices to attract customers.

Threat of Substitute Products or Services

• There are few substitute products available in the industry in which Motorola Building and Participating in Partnership Ecosystems operates.

• Expensive substitutes are available in the industry of Motorola Building and Participating in Partnership Ecosystems, making it difficult for buyers to switch to those substitutes (Aithal, 2016).

Rivalry Among Existing Firms

• The rivalry among existing firms is moderate to weak.

• There are few competitors in the industry in which Motorola Building and Participating in Partnership Ecosystems operates.

• A large market share is enjoyed by fewer firms in the industry. This means that more competitive actions will be made to become leaders in the market (Seema, 2016).

• The industry in which Motorola Building and Participating in Partnership Ecosystems operates has highly differentiated products, making it difficult for companies to win each other customers.

• Motorola Building and Participating in Partnership Ecosystems can focus on making more differentiated products to gain a strong competitive edge in the market (Zhao, Zuo, & Wu, 2016).

Internal Environmental Analysis

Motorola Building and Participating in Partnership Ecosystems can use internal environmental analysis to identify and evaluate the competitive positioning of a company in the business environment. This involves conducting a SWOT Analysis that can help Motorola Building and Participating in Partnership Ecosystems to identify the company’s internal strengths, weaknesses, opportunities, and threats (Halmaghi, Iancue, & Băcilă, 2017).

SWOT Analysis

Strengths

• Motorola Building and Participating in Partnership Ecosystems has a strong distribution network that has allowed it to make its products available to large customers within the given timeframe.

• A strong presence on social media platforms has allowed Motorola Building and Participating in Partnership Ecosystems to have a high level of customer engagement (Rizaldi, 2015).

• Motorola Building and Participating in Partnership Ecosystems has been successful in building a large product portfolio, so unique and distinctive products can be offered to consumers.

• Motorola Building and Participating in Partnership Ecosystems has a strong brand image in the market.

• A low-cost structure of Motorola Building and Participating in Partnership Ecosystems has allowed it to manufacture products at lower costs, so they become affordable for consumers to purchase.

• The financial position of Motorola Building and Participating in Partnership Ecosystems is strong as the company has generated higher profits over the past years (Phadermrod, M.Crowder, & B.Wills, 2019).

• Motorola Building and Participating in Partnership Ecosystems has invested in the training and development of its employees to keep them motivates, leading to higher efficiency and productivity.

Weaknesses

• The expenditure of Motorola Building and Participating in Partnership Ecosystems on its research and development is comparatively less to other competitors of the market.

• Motorola Building and Participating in Partnership Ecosystems uses a centralized decision-making process that takes time and reduces operational efficiency (Ahmadi, Dileepan, & K. Wheatley, 2016).

• There are high rental costs because Motorola Building and Participating in Partnership Ecosystems operates on more of the rental properties rather than purchasing them.

• There is no workforce diversification in Motorola Building and Participating in Partnership Ecosystems. This makes it difficult for the employees to adjust with the different workers who belong to different backgrounds.

Opportunities

• Since the online shopping has increased significantly, Motorola Building and Participating in Partnership Ecosystems can take it as an opportunity to expand its online presence.

• Motorola Building and Participating in Partnership Ecosystems can make use of social media platforms to market its products, with more customers interactions.

• Due to more technological developments, Motorola Building and Participating in Partnership Ecosystems can make its operations more automated so that overall company costs can be reduced (Ahmadi, Dileepan, & K. Wheatley, 2016).

• Globalization provides an opportunity to Motorola Building and Participating in Partnership Ecosystems to expand its operations in multiple countries.

• Motorola Building and Participating in Partnership Ecosystems can enter in a niche market and sell distinctive products to gain a competitive advantage.

• The increase in the demand of environmentally friendly goods, Motorola Building and Participating in Partnership Ecosystems, can place its major focus on making such products (E.Quezada, A.Reinao, & I.Palominos, 2019).

Threats

• In recent times, there has been an increase in the bargaining power of suppliers, making it difficult for Motorola Building and Participating in Partnership Ecosystems to buy raw materials at lower costs.

• Numerous players are entering the industry, posing a major threat to Motorola Building and Participating in Partnership Ecosystems.

• There has been constant pressure on Motorola Building and Participating in Partnership Ecosystems to conduct frequent research to understand the changing customer tastes and preferences (Kolbina, 2015).

• Technological advancements require workforce training. This adds to the costs of Motorola Building and Participating in Partnership Ecosystems.

VRIO Analysis

Motorola Building and Participating in Partnership Ecosystems uses VRIO Analysis to assess and evaluate the company resources to determine the competitiveness, and strategic advantage.

Valuable

• Motorola Building and Participating in Partnership Ecosystems has a strong brand image and engages in corporate social responsibility.

• Motorola Building and Participating in Partnership Ecosystems has a high brand recognition because of the quality of products it offers to its customers (Ariyani & Daryanto, 2018).

• The distribution system of Motorola Building and Participating in Partnership Ecosystems is valued all round the world. The company has been able to successfully establish strong relationships with its suppliers.

• Motorola Building and Participating in Partnership Ecosystems focuses on continuous innovation in its business. The company has expanded this innovation in its multiple functional areas.

• There are potential growth opportunities in the market, and Motorola Building and Participating in Partnership Ecosystems has been able to penetrate the market through its ability to raise large funds.

Rare

• Motorola Building and Participating in Partnership Ecosystems operates globally. This global presence has allowed the company to increase its customer base (Miethlich & G. Oldenburg, 2019).

• Motorola Building and Participating in Partnership Ecosystems has an organizational culture that promotes more teamwork, innovation, and creativity among its employees, that leads to a competitive advantage.

• Since Motorola Building and Participating in Partnership Ecosystems has a global presence, it allows the company to easily adapt to different cultures, norms and values.

• The risk-taking ability of Motorola Building and Participating in Partnership Ecosystems is strong. This provides more opportunities to the company to penetrate different markets.

Inimitable

• The inimitable resource for Motorola Building and Participating in Partnership Ecosystems is its high-quality products. These products have allowed consumers to make repeat purchases.

• Motorola Building and Participating in Partnership Ecosystems operates through multiple locations of stores in different companies, allowing easy access to products.

• Strong marketing communications have been used by Motorola Building and Participating in Partnership Ecosystems to attract more customers.

• Motorola Building and Participating in Partnership Ecosystems has been using integrated technology that has allowed it to offer competitive pricing to its customers (Ariwibowo, Saputro, & Haryanto, 2021).

• Motorola Building and Participating in Partnership Ecosystems maintains an excellent customer service that has enabled it to have a high brand engagement.

Organization

• Strong financial position has allowed Motorola Building and Participating in Partnership Ecosystems to explore more product development opportunities.

• Motorola Building and Participating in Partnership Ecosystems is successfully maintaining the efficiency and effectiveness of its business operations with the help of more integrated and advanced technology.

• Employees are given both in-house and off-the-job training opportunities by Motorola Building and Participating in Partnership Ecosystems that allow more skills development (Adnan, Abdulhamid, & Sohail, 2018).

• The strong value chain and distribution network has enabled Motorola Building and Participating in Partnership Ecosystems to increase its revenue through the sale of its products.

Marketing Mix

Marketing Mix is needed by Motorola Building and Participating in Partnership Ecosystems to formulate effective strategies to achieve the company objectives.

Product

• Motorola Building and Participating in Partnership Ecosystems has five product categories. Each of these categories has a product line that involves more variety of products (Išoraitė, 2016).

• Highly differentiated products are offered by Motorola Building and Participating in Partnership Ecosystems to its customers. These distinctive products are not easily available at competitors.

• The products of Motorola Building and Participating in Partnership Ecosystems are of higher quality, and thus, customers pay more prices for these products.

• Motorola Building and Participating in Partnership Ecosystems designs products with traditional designs giving customers more product variety.

• Motorola Building and Participating in Partnership Ecosystems offers multiple sizes for its every product to make it easy for its customers to select the right product.

• Warranty and same-day delivery option if also provided by Motorola Building and Participating in Partnership Ecosystems to its customers.

Price

• Motorola Building and Participating in Partnership Ecosystems follows a competitive pricing strategy.

• To attract more customers, bundle pricing has also been used by the company.

• Little higher prices are charged for products that are sold online because of the delivery costs (Thabit & Raewf, 2018).

• Optional product pricing strategy is also adopted by Motorola Building and Participating in Partnership Ecosystems for some of its products, such as a base product is offered for a certain price, and there are separate prices for its accessories.

• Regular promotional prices are also offered by Motorola Building and Participating in Partnership Ecosystems to its customers.

Place

• Motorola Building and Participating in Partnership Ecosystems uses two channels for its product distribution. This includes online selling and through own stores.

• There are more than multiple stores owned by Motorola Building and Participating in Partnership Ecosystems globally. This ensures easy product availability to customers (Pogorelova, Yakhneeva, & Agafonova, 2016).

• Motorola Building and Participating in Partnership Ecosystems has partnered with delivery service companies to distribute its products effectively to consumers.

• Motorola Building and Participating in Partnership Ecosystems has also adopted an omni-channel distribution system.

Promotion

• Motorola Building and Participating in Partnership Ecosystems uses a traditional promotional strategy that involves TV advertisements (Fan, Y.K.Lau, & Zhao, 2015).

• Social media advertisements are also adopted by Motorola Building and Participating in Partnership Ecosystems to increase brand awareness.

• Motorola Building and Participating in Partnership Ecosystems takes part in various events and exhibitions as a way of promoting its products.

• Large sales force is used to provide the customers with a more personal experience.

• Motorola Building and Participating in Partnership Ecosystems also makes use of influencer marketing to increase the demand for its products.

• Regular content and deals are posted on the social media pages of Motorola Building and Participating in Partnership Ecosystems to attract and retain customers.

Value Chain Analysis

Motorola Building and Participating in Partnership Ecosystems can use Value Chain Analysis to identify and assess inter-relationships as well as interdependencies.

Primary Activities

• Motorola Building and Participating in Partnership Ecosystems’s primary activities involves the production and selling of products to the final consumers (Mintz, J.Gilbride, & Lenk, 2021).

• Motorola Building and Participating in Partnership Ecosystems has a strong relationship with the suppliers. This ensures that the product is received, stored, and distributed in a timely manner.

• Operational activities of Motorola Building and Participating in Partnership Ecosystems are effectively aligned.

• For inbound logistics, after the arrival of raw material, the company processes it to manufacture the final product (Hasan, Nekmahmud, & Yajuan, 2019).

• In terms of outbound logistics, Motorola Building and Participating in Partnership Ecosystems has been able to set up optimal costs as well as efficient delivery processes to deliver the product on time.

• Motorola Building and Participating in Partnership Ecosystems invests in its sales and marketing activities to build relationships with customers.

• Marketing funnel approach is used by Motorola Building and Participating in Partnership Ecosystems to effectively devise and build sales and marketing activities.

• Motorola Building and Participating in Partnership Ecosystems offers both pre-sale and post-sales services to its customers.

Secondary Activities

• Motorola Building and Participating in Partnership Ecosystems has an effective infrastructure that has allowed the company to successfully optimize its value chain.

• The competitive pressure in terms of employee skill development, motivation, and commitment is reduced as Motorola Building and Participating in Partnership Ecosystems has developed a strong HRM (Linkov, Carluccio, Pritchard, & Bhreasail, 2020).

• Motorola Building and Participating in Partnership Ecosystems uses a cost minimization approach to reduce its costs by analyzing the costs associated with training and hiring the employees.

• Motorola Building and Participating in Partnership Ecosystems has been using integrated technology in its value chain activities. This includes technological customer support, research and data analytics concerning product design, and automated software.

• The procurement activities of Motorola Building and Participating in Partnership Ecosystems are effectively optimized with its inbound, outbound, and operational activities (Maheswari, Yudoko, & Adhiutama, 2019).

Market Penetration Strategies

• Motorola Building and Participating in Partnership Ecosystems can increase the capacity of its production so it can reach more of the customers in its existing market.

• Motorola Building and Participating in Partnership Ecosystems can focus on controlling the overhead costs so that it can offer competitive pricing that can attract customers of the market (Dawes, 2018).

• Investments can be made by Motorola Building and Participating in Partnership Ecosystems in marketing and sales activities to increase the chances of successful market penetration.

• Motorola Building and Participating in Partnership Ecosystems can design and develop a content that increases customer engagement within a particular marketplace.

• Motorola Building and Participating in Partnership Ecosystems can assess and identify more enhanced distribution networks (Radpour, Mondal, & Kumar, 2017).

• Improved distribution systems and supply chains can improve the product accessibility for the customers, making it easier for Motorola Building and Participating in Partnership Ecosystems to penetrate the market.

• Motorola Building and Participating in Partnership Ecosystems can adopt price cuts in its products to compete in the market. This will give a company a competitive edge over its competitors.

• Motorola Building and Participating in Partnership Ecosystems can plan strategies where it can focus on acquiring the leading players of the market. Such acquisitions will give the company an opportunity to reach more customer segments.

• Strategic partnerships and joint ventures agreements can be signed by Motorola Building and Participating in Partnership Ecosystems to mitigate the risk factors, and to gain customer groups of the market.

• Motorola Building and Participating in Partnership Ecosystems can come up with new and innovative features in its already existing product for the market (Daouda, Barth, & T. M. Ingenbleek, 2019).

Market Development Strategies

• It is important for Motorola Building and Participating in Partnership Ecosystems to invest in the research and development department so potential markets can be identified (Hilman, Bohari, & Abdullah, 2018).

• Regional expansion strategy can be used by Motorola Building and Participating in Partnership Ecosystems for growth purposes. This will also take into consideration the cultural differences.

• Motorola Building and Participating in Partnership Ecosystems should also consider to expand its business operations in the international market. This will allow access to a larger customer base.

• New customer groups and segments should be explored by Motorola Building and Participating in Partnership Ecosystems.

• Motorola Building and Participating in Partnership Ecosystems should also invest in brand-building activities as it will give an opportunity to reach more potential customers (C. Koks & M. Kilika, 2016).

• Motorola Building and Participating in Partnership Ecosystems should consider the market education in terms of its product. The company can significantly increase its sales by giving product awareness to new segments.

Product Development Strategies

• Motorola Building and Participating in Partnership Ecosystems can come up with new improvements and modifications in the existing products to attract the market.

• Motorola Building and Participating in Partnership Ecosystems should undergo the NPD process, so the company is able to assess and identify new points for its customers.

• Regular investments in the research and development will help Motorola Building and Participating in Partnership Ecosystems to develop something new and innovative that can give a competitive advantage (Kalogiannidis & Mavratzas, 2020).

• Motorola Building and Participating in Partnership Ecosystems can develop new products by getting into more strategic partnerships.

Diversification Strategies

• Motorola Building and Participating in Partnership Ecosystems can adopt vertical diversification to develop business. This can be done by adding more products to the existing portfolio (Kalogiannidis & Mavratzas, 2020).

• Horizontal integration can also be adopted by Motorola Building and Participating in Partnership Ecosystems, where the company can enter into a completely new product development phase that does not exist in the current product line.

• Motorola Building and Participating in Partnership Ecosystems can also consider to conglomerate by starting a different business.

Conclusion

Based on all the models and frameworks discussed above, it is concluded that Motorola Building and Participating in Partnership Ecosystems should focus on widening the existing product portfolio. Moreover, the psychological pricing strategy can be adopted. Motorola Building and Participating in Partnership Ecosystems should also maintain close relationships with its suppliers to benefit from lower prices. Similarly, Motorola Building and Participating in Partnership Ecosystems should develop more integrated outbound logistics for its perishable items. It is also important to continue producing quality and innovative products, so Motorola Building and Participating in Partnership Ecosystems is less affected by the new emerging competition in the industry.

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