Case Study: Motorola

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and televisions (although defunct) it could use that to its advantage in those genres.

“It functions to provide a company with directionality, stress management, justification and quantification of resources, enhancement of professional growth, motivation, standards, and succession planning. Porrus and Collins (1996) point out that a well-conceived vision consists of two major components: a core ideology and the envisioned future” (referenceforbusiness.com).

Motorola could also benefit from using a five to ten year vision and reviewing its plans on an annual basis. They should also continue to stay committed to their Quality Management program, since they were in the forefront in creating a process that is used world and industry wide. They should also continue with their commitment to customer satisfaction as a part of their core competencies. This will build customer confidence thus leading to staying ahead of the competition in the customer service areas.

Motorola should create their objectives for their organization. Financial, Customer, internal and learning (training) are essential for the measurable. Another strategy they could incorporate with a balanced scorecard is to have strong and rapid actions plans to keep the company moving forward.

While Motorola has had a long and successful run in the business world they must continue to develop new technology. Using balanced scorecards, quality management (Six Sigma) and excellent customer service will continue to move their company forward into the future.

References

Hitt, Michael A., R. Duane Ireland, Robert E. Hoskisson. Strategic Management: Concepts and Cases. 9. Retrieved from

http://digitalbookshelf.southuniversity.edu/books/1111505187/S4.18/3

Kaplan, R. S., and D. P. Norton. 1992. The Balanced Scorecard: Measures that drive performance. Harvard Business Review (January-February): 71-79.

Spam: Strategy formulation, retrieved from

http://www.referenceforbusiness.com/management/Sc-Str/Strategy-Formulation.html#ixzz2HHMaW9ih