课程代写-摩托罗拉市场失败的案例分析

在本篇课程代写-摩托罗拉市场失败的案例分析中，人们的反应更有冲击力和额外的惩罚，这使得识别失败变得非常困难，而这本来是很容易的。它也从未达到可以维持利润的状态，更不用说逐步提高利润了。失败是由一个小的决定发展而来的，然后试图掩盖错误决定的后果，犯更多的错误，而不是真正关注于对失败的纠正，关注环境的变化，倾听客户的意见，并相应地生产产品。但一系列错误的决定相互重叠,并创建了一个环境是不能接受的错误信念下市场需求,继续能够控制市场,其产品和服务。因此,不能单独归咎于失败的市场和客户需求的快速变化,但失败也缺乏领导能力的公司考虑更多的选择恢复公司,搬到一个较大的情况下减少和利润持续的损失。接下来有关课程代写-摩托罗拉市场失败的案例分析如下：

The failure that is being seen is not just a single wrong decision, but a series of wrong decisions which overlapped each other, and created an environment which was unable to accept the market demands and continue under the false belief of being able to control the market with its products and services. Thus, failure cannot be blamed alone on the failure of the market and the rapid change in customer demands, but the failure is also about the lack of leadership of the company to consider more options for reviving the company and moving to a more substantial situation where the losses reduce and profits are sustained. The response had been more impunative and extra-punative in case of Motorola and this made the identification of failure really hard, when it was easy. It also never reached a state where it could sustain its profits, let alone enhancing it progressively. Failure developed with one small decision and then trying to cover up the consequences of the bad decision, making more mistakes and not really focusing on the rectification of the failure, paying attention to the changing environment, listening to the customers, and making products accordingly.

The first turnaround strategy is to identify its own position in the market and assess the strengths and weaknesses, and then study the market demands and the anticipated demands of the future (Lenahan and Lenahan, 2006). This is most likely to solve half the problem when it is identified that the company is lacking something which needs to be developed, because the market demands it. This identification process through self-assessment in terms of financial, social, economic, and technological positioning could have made the firm realise its own strengths and weaknesses, and realise the next strategy to be followed to resolve the issue and deliver the rising demand.
The firm could have made a significant move, when there was a demand of realising the value of the spectrum it once owned for itself. The trading of spectrum would never have come into existence, and this decision was a failure which could have been realised after the self-assessment and taken third party advice about the anticipated value of the spectrum (Chicago magazine, 2014).

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