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Motorola, once known for its mobile phones and pagers, has successfully reinvented itself as a provider of high-tech security products for businesses and governments. The company no longer manufactures pagers and has instead focused on products such as two-way radios for firefighters, body cameras for police officers, and emergency alert software. Sales have been strong, with a 10% increase in 2023 and an expected 8% increase this year. Motorola Solutions has made several acquisitions in recent years to expand its portfolio, including companies specializing in surveillance camera technology and license plate detection systems. The company's products have the potential to play a crucial role in emergency situations, such as school shootings. The recent controversy surrounding exploding pagers in Lebanon is unrelated to the current Motorola company. [Extracted from the article]

This article reports on manufacturer Freescale Semiconductor, its deals with private equity firms, and why its chief executive officer Michael Mayer left his position in 2008. The article provides information on the company's financial history, as well as its acquisitions, revenue, and performance. The semiconductor industry and Freescale's relationship with Motorola are discussed as well. The article also provides charts on Freescale's debt payments, sales, and buyout value.

This article explains how companies from different industries are aligning with Apple Inc. because it has always been the leader in technology. Companies such as Nokia and Motorola understand that it's wiser to join with Apple than risk becoming obsolete if Apple's technology exceeds theirs. The article explains that these brands give up some of their independence when joining with Apple. INSET: The Apple Ecosystem..

The article focuses on the top one hundred companies in the information technology industry. The author discusses the reasons behind the rankings of particular companies such as the computer manufacturer Dell Incorporated, the software company SAP AG, and the telecommunications company Motorola Incorporated. A chart is presented which ranks the top one hundred companies in information technology industry. INSET: Methodology and Glossary.

The article discusses the high-tech company Symbol Technologies. From 2001-2004 the U.S. Securities & Exchange Commission investigated Symbol after anonymous reports that some insiders were inflating sales. The company's then chief executive officer (CEO) Tomo Rasmilovic fled to Europe. In 2007 Motorola purchased Symbol for $3.9 billion and announced the research and development team will be left mostly intact.

The article discusses technology that is turning the cellphone into more than just a communication device. New technologies such as WiFi and the new WiMAX allow for faster networks, which allow cellphones to operate as more than just phones or text messaging centers. The article discusses satellite-mapping technology, photograph capabilities, and video technology as it can apply to cellphones. New models of phones from Nokia, Motorola, and Samsung are also discussed. INSETS: The Many Faces of Mobile;Great Enablers.

Focuses on how American companies are meeting with increased success in China. Recent history of American companies in China, where rising profits were often met with rule changes favoring local players; Results of a survey of U.S. companies regarding their profits in China by the American Chamber of Commerce; Review of the experience of various companies in China, including Motorola Inc. and Delphi Corp.; Suggestion that China's lower costs and surging sales off a better profit climate for many companies than their markets at home.

The article focuses on Christopher B. Galvin, chief executive of Motorola Inc. Since taking over at Motorola in January 1997, Galvin has struggled in the chief executive's seat. The biggest problems have been his Hamlet-like indecisiveness and his hands-off management style in a technology industry that increasingly demands speed and conviction. Galvin took years to put a crack executive in charge of his largest business, wireless phones. He sat by while executives let costs spin out of control and failed to deliver on promises to customers. He has allowed competitors to beat Motorola to market with everything from cell phones to the latest microprocessors.

The article focuses on Nokia Corp. which is making preemptive steps to handle the increasing competition in the cellphone industry. On January 9, 2001, Nokia has previewed 200 numbers which is just double of its closest competitor Motorola Inc. According to Edward F. Snyder, analyst at J.P. Morgan H&Q in San Francisco, in the present environment, any negative surprise will take the stock down.

Focuses on the efforts that Motorola Inc. has made to remake itself into a company that embraces the Internet. The serious trouble the company was in during 1998; The measures that Christopher Galvin, the company's chief executive, has taken to resurrect the company; How the Internet has become the core of everything Motorola does.

Reports on efforts by the American company Motorola Inc., under the leadership of Robert W. Galvin and George M.C. Fisher, to achieve its goal of becoming the best manufacturer of electronics hardware in the world. Application of Japanese tactics, such as market share focus, quality upgrades and cost control; Launching of its Microtac cellular phone and its wristwatch pager; Improvements of its marketing and software development efforts; Competition with Japanese companies; Overhaul of Motorola's corporate culture.

Reports on the success of Nokia founder Jorma Ollila. Information about his rise in the cellular phone industry; Details about Nokia's evolution of the mobile phone; Statistics about company growth; How the Finnish company has surpassed both Motorola and Ericsson in percentage of sales; Aspects of the company's involvement with the personal computer industry. INSET: The best wireless phone on the market.

Highlights Motorola as of May 1998. The slide in market share, profits and stock returns; Motorola's history; Complaints by customers that their system sometimes shut down; Robert L. Galvin, chief executive officer; The failure of the Signature program; The price wars. INSET: Motorola's History.

The article profiles Motorola Inc.'s chief executive officer (CEO) Christopher B. Galvin. On January 1, 1997, Galvin became the third-generation CEO in Motorola after it was governed by his father, Robert, from 1959 to 1990. During Christopher Galvin's period, leadership is the main issue as the company has experienced its worst slide marked by a 35% downfall in its net income in 1996 to $1.15 billion.

Evaluates several consumer products. Features of the new sleek Startac phone from Motorola Inc.; Price of the new Jaguar V8 automobile; Information on the new Advanced Photo System cameras. INSETS: THE BEST WEB SITES;PRODUCTS TO WATCH IN 1997.

The article discusses the trend of home workshops among executives in the U.S. It features several men and women executives who have gone into the hobby of carpentry, furniture making and woodworking, including L. Curtis Foster of Motorola Inc. in Chicago, Illinois, Deborah Pierce of American Broadcasting Co. in New York City and Frank S. Wyle of Wyle Laboratories in Los Angeles, California. It provides guidelines on setting up workshops, including buying power tools.

The article focuses on the diversification and acquisition strategy of Motorola Inc., the top producer of the latest-generation computer memory chip 64K RAM in the U.S. It mentions that the company established a New Enterprises operations, which concentrates ,in the areas of robotics, computer-aided design and computer-aided manufacturing (CAD/CAM), and instrumentation. It states that Motorola established an Information Systems Group, teaming up Four-Phase Systems Inc. and Codex Corp.

The article reports on the development of the semiconductor industry in the U.S. It announces that Texas Instruments Inc. and Motorola Inc. are launching regional centers where customers can use automated systems to design semicustom chips. Wilfred J. Corrigan of LSI Logic Corp. claims that the company is leading for a change that will be as profound as the changes brought by the microprocessor.

Reports on Motorola's campaign built around lifelong employee learning. Belief that responsiveness, adaptability and creativity are keys to winning in 21st century business wars; Costs; Top management's support; Binding of employee education to business targets; Courses at Motorola University, Illinois; Propagation of company culture; Commitment to equal employment opportunity for women; More. INSET: AN INSIDER'S LEXICON.

The article looks at the potential and shortcomings of large-scale integration (LSI). Among the makers of LSI are Texas Instruments, IBM, Fairchild Camera and Motorola. Computer makers and users are expected to gain the most from low-cost LSI. Some of the challenges facing LSI production are cost and contamination.

The article reports that the city of Chicago, Illinois is the leading manufacturer of steel in the U.S. It states that the steel plants in the city produce 20 percent of the country's total steel capacity in 1965. It highlights the companies which are the biggest consumers of steel including Ford Motor Co., General Motors Corp. and Motorola Inc.

The article reports on the decentralization pushed by Motorola Inc. chairman Robert W. Galvin in the U.S. in April 1966. It says that the tremendously technical nature of the firm's divisions is the reason for the compartmentalizing efforts of Motorola. According to the author, the projected earnings and sales of Motorola for 1966 have gone as high as 60 million U.S. dollars and 725 million U.S. dollars. The improved financial performance of the company in 1965 is also discussed.

The article offers information on the modifications made by Motorola Inc. in manufacturing television (TV) sets, which will help in cost saving. It states that the company is trying to change the design and assembly in such a ways so that it succeeds in producing low cost TV sets. It mentions that the company produced two TV sets, which costed less than the prices available previously. It highlights that the sales of the two TV sets increased due to its low price.

The article focuses on the expansion of Motorola Inc., a manufacturer of automobile and home radios and television sets, into certain areas of the commercial electronics market. In 1955, the company opened its semiconductor plant, and in 1956, the company established a headquarters for its Military Electronics Division in Phoenix, Arizona upon the recommendation of executive vice-president Daniel E. Noble. Areas of growth for Motorola include semiconductors and thin films for solid state circuit elements.

The article reports on the dominance of Admiral Corp., Motorola, Inc., and Zenith Radio Corp. in the U.S. television (TV) market. Data released by financial consultant Greenebaum & Associates put Zenith in the number one TV production spot in terms of number of units produced in 1959. On the other hand, Zenith claims over 20 percent of the TV market. Information is presented on the management and merchandising policies of the three major players in the TV market.

The article focuses on the rise of high fidelity (hi-fi) phonographs sales in 1957, to about 300 million dollars and is expected to reach 400 million dollars in 1958. It says that hi-fi market attracts larger electronic manufacturing companies including Westinghouse Electric Corp., Radio Corp. of America (RCA) and Motorola Inc. It adds that the move of manufacturers toward hi-fi raises concerns on whether hi-fi would lead into forced liquidations, dumping and price cutting.

The article discusses automated methods for small radio assembly at Delco Radio Division and Motorola, Inc. It cites Delco's use of the Dynasert machine which is able to lessen the number of manual assembly steps, as well as incidents of human error. Motorola has eliminated its 30 soldering stations with one "lazy Susan" machine that can solder 140 connections on manually pre-assembled printed circuit boards (PCB) in 7 seconds. Manufacturers affirm that the high cost of pre-assembled components (PAC) is offset by savings in labor and PCB costs.

The article discusses the move of transistor makers in the U.S. to build more plants in order to increase its sales in 1957 and attain full mechanization in 1965. The expansion of General Electric Co. is expected to triple its capacity in terms of production in 1957. Motorola Inc. opened a sizable plant in Phoenix, Arizona as well as established a semiconductor division. Westinghouse Electric Corp. is manufacturing transistors for military use and its own use.

The article discusses results of a survey among recruiters and management consultants on companies executive recruiters tend to avoid. Goodyear, Motorola, and Sears were all cited. While considered a top company, Coca-Cola Co has the reputation of maintaining an environment that does not encourage the development of entrepreneurial skills.

The article discusses the best and worst global brands. Companies on the best list include computer technology firm Google Inc., coffee retailer Starbucks, Internet auction site eBay, cell phone manufacturer Motorola, and automobile maker Hyundai. Among the worst are clothing retailer Gap and condiment maker Heinz.

This article focuses on the use of innovation labs by companies to develope popular products. Much of the critical work on Motorola's popular Razr cell phone was done at a downtown Chicago innovation lab know as Moto City, and not in Motorola's traditional research and development facility. Innovation labs are designed to replace traditional systems because waiting for scientists and engineers, then product developers, then marketers to develope a product takes too long in a highly competitive market where technology changes fast.

Discusses Motorola Inc. and its Q smartphone which goes on sale in 2006. Views of CEO Edward J. Zander on Motorola's financial strength and product management in the mobile-phone business; Strategy for developing new products; Reasons for a new emphasis on creativity and innovation at Motorola; Zander's career highlights at and his reorganization of Motorola; Comparison of smartphones Motorola Q, RIM Blackberry 7290, and Palmone Treo 650.

Highlights key strategies used to reorganize and expand the operations of the cellular phone company Motorola Inc. under chief operations officer Mike S. Zafirovski. Profile on Zafirovski and his goals of executing Motorola's five-point revival plan; Strategies relevant to product development, portfolio management and financial management; Business operations and financial performance of Motorola.

Focuses on Motorola Inc.'s launch of a global product line in Asia. Amount of money Motorola's equipment is valued at in China; Benefits Samsung Electronics is finding from looser regulations following China's 2001 entry into the World Trade Organization (WTO); Pressure Motorola is feeling from telecommunications corporations in China; Mistakes Motorola has made.

Presents several letters to the editor. Discussion of the article on "Pension Power"; Causes of development of pension fund schemes; Comparison of defined plan to a defined contribution plan; Impact of Motorola Inc. in the sector of telecommunication industry.

The article reports on Motorola Inc.'s use of robots in its Florida pager manufacturing plant. The robots at the facility perform all the assembly, adjusting and checking without human intervention. The operation, which has been dubbed Operation Bandit, was launched in mid-1986 to enable the company to compete against Japanese producers and other Asian manufacturers.

Several letters to the editor are presented in response to article in previous issues, including "Motorola's new rival in car phones is … Toyota?" in the February 23, 1987 issue, "The downfall of a CEO!" regarding former Diamond Shamrock Corp. CEO William H. Bricker in the February 16, 1987 issue, and "Excuse me, what's the pollsters' big problem?" in the February 16, 1987 issue.

The article discusses the state of the U.S. computer memory chip industry as of September 1979. It states that compared to 1978, sales grew by 50% to date, and is expected to reach 1.3 billion dollars by year's end, despite price decreases by 50% over the past five years. As a result, it reports that chip manufacturers such as Texas Instruments Inc. and Motorola Inc. are unable to keep up with demand and plan to expand their production capacities for microprocessors, memory chips and metal-oxide-semiconductor (MOS) integrated circuits.

This article reports on the business conditions faced by Motorola Inc. in the U.S. The firm has an opportunity in wireless personal communications services (PCS) even as its semiconductor and cellular telephone businesses are in decline. Its share of the PCS equipment market is only 12 percent.

The article looks at the new screen technologies being developed by U.S. companies. Motorola Inc. and partner In Focus Systems Inc. are building their first major U.S.-owned flat-panel display factory. In Focus has the ability to produce high-resolution liquid crystal displays (LCD) that do not need a transistor at each pixel. Other U.S. innovators are aiming for screens that have some computer functions. David Sarnoff Research Center in Princeton, New Jersey, has created smart LCD prototypes. Kopin Corp. invented a display screen with high-speed computer-chip circuitry mounted on the display's glass.

Reports that in June, 1990, Motorola Inc. unveiled Iridium, a satellite cellular-telephone scheme. How the globe-spanning system would work; Inability of Motorola to find investors to cover the $3.4 billion development and launch costs; Why stakes are huge for Motorola; Other companies hoping to launch communications satellites in low earth orbit, known as `Big LEOS.'

Examines how Motorola Inc., who has recently mapped out research and development plans for 1990, has moved more investment toward the research side. National Science Foundation's projection of no real growth in industry R&D spending; Statistics;An overview of how 20 industries rank; How these cuts could harm US competitiveness; More.

The article reports on the growing interest of U.S.-based companies to set-up facilities in the Mexican border towns like Tijuana, Mexicali and Juarez due to the cheaper cost of labor in the area. It cites as example the move by Wakefield, Massachusetts-based Transitron Electronic Corp. to construct an ultramodern facility in Nuevo Laredo, Mexico. The other companies include Motorola Inc., toymaker Mattel Inc. and Raytheon Corp.

The article focuses on the increase in sales and decrease in the price of integrated electronic circuits due to its commercial applications. It states that the Division of North American Aviation Inc. had ordered 16 million dollars worth of integrated circuits in April 1965. It mentions that Motorola Inc. estimates the 10% decrease in integrated circuit prices in their initial average selling price.

The article reports on the concerns over the case of Motorola Inc.'s employment test in the U.S. It raises national debate on whether the government has the right to bar the use of tests and other screening devices that might discriminate against culturally deprived groups. Meanwhile, employers contend that testing is a basis for merit employment, claiming the testing would result to a drop in productivity and profit.

The article reports that U.S. television manufacturers are optimistic about increased sales in the second half of 1951 because of expected defense orders. Firms however expect lower profits because of taxes, higher production costs and higher inventory. Manufacturers that doubled their income in 1950 were Admiral Corp., DuMont Laboratories, Motorola, Philco and Radio Corporation of America. Electronics production for the military is also discussed.

The article discusses expansion plans of TV makers and the role of components parts and suppliers and production in it. It presents the predictions of various TV makers on the TV business and purchases. It cites the expansion plans of several TV makers, including RCA Victor, Admiral, and Motorola, to keep up with production demand. It mentions the problem of converting a TV set to larger screen size and solutions to it, and the possibility of a second set market.

The article reports that Motorola Inc. has hired the Patricia Stevens model agency to open a beauty school in Quincy, Illinois to boost the morale of its 300 female employees.

The article features several new products launched as of October 23, 1948, including the electric electronic selective-calling system Vibra-Switch from Motorola Inc., weld nuts from Grip Nut Co., and the anti-rust packaging VPI Wrap from Angier Corp.

The article reports on the rapid and different changes electronics equipment have undergone, as their being more complicated and yet more compact. It is noted that while many gadgets such as electronic computers have been designed in a series of plug-in sections, the way the circuits are hooked up has hardly changed since Guglielmo Marconi's day. Federal Telecommunication Laboratories, Inc., with its printed circuit and Motorola, Inc. with its plated circuit have announced developments that are a peep into the changes that have yet to come.