This document provides an annual report from Motorola for the year 2000. It summarizes Motorola's financial performance, with revenues increasing 17% to $37.6 billion. However, net earnings only increased 29% to $1.3 billion due to special charges in the Personal Communications Sector. It outlines Motorola's strategic reorganization to focus on customer solutions and improve profitability in its business segments. Key areas of focus include wireless networks and devices, broadband communications, and embedded semiconductor and systems solutions.
Mobile telephony provides Africa with the additional economic growth that was experienced by OECD countries in the 80s by the deployment of fixed line telephony. Lower prices will increase access and usage and amplify this effect. A competitive ICT sector is the only recipe for low prices and high service delivery. Policy and regulatory environment are very important factors for establishing a competitive ICT sector
Hadoop World 2011: Large Scale Log Data Analysis for Marketing in NTT Communi...Kenji Hara
In this session we will talk about how we built a log analysis system for marketing using Hadoop, which explore the internet users' interests or feedback about specified products or themes from access log, query/click log and CGM data. Our system provides three features, which are 1) sentiment analysis, 2) co-occuring keyword extraction, and 3) user interests estimation. For large scale analysis, we use Hadoop with customized functions, which push down the shuffle size by amplifying map-side processing. We also show the features of our Hadoop cluster.
Big data skills can boost it salaries by 20%, contract rates by 35% compute...Ness SES
Big data skills can significantly increase IT salaries and contract rates. Median salaries for those with big data skills are 21% higher at £52,500 compared to £43,500 for all IT staff. Contract rates for big data specialists are also higher at £410 weekly compared to £390 on average. Contractors with big data skills in design can earn 35% more, while analysts can earn 20% more than typical rates.
Enabling the digital economy: Postal services 2020angelic961
The document discusses how postal services are enabling the digital economy by providing e-services. It provides examples of postal e-communication services like internet kiosks in post offices. It also discusses e-government services provided by posts like acting as access points for e-government or hybrid mail delivery. Further, it outlines UPU programs to support postal e-services and e-commerce like the digital action plan, international secure email box, and .post top level domain.
This document provides an overview and analysis of next generation network trends in Japan from 2012 to 2017. It finds that Internet traffic in Japan is expected to grow significantly during this period, reaching 2,800 Gbps by 2017. This will require an ultra high-speed network capable of supporting over 100 billion terminals. It also examines Japan's transition towards more ubiquitous network convergence based on the i-Japan Strategy set to launch in 2015. Key players in Japan are working to deploy 4G networks and technologies like LTE and self-organizing networks to help manage the rising traffic demands and provide more advanced services to users.
This document provides an overview of the Churn Modeling Tournament organized by the Teradata Center for Customer Relationship Management at Duke University. The tournament aims to predict customer churn, or voluntary termination of service, using data from a major wireless telecommunications company. Participants will submit predictions for validation data sets and the most accurate predictions will win cash prizes. The organizers also seek to determine the most effective predictive modeling methodologies through a meta-analysis of the results.
Charter Communications had a very successful year in 2000:
1) They exceeded their ambitious financial goals, achieving significant revenue and cash flow growth through acquisitions and expansion of their broadband network and advanced services.
2) They reached over 1 million digital cable customers, accelerated their broadband network buildout, and were recognized as industry leaders in key performance metrics.
3) Looking ahead, Charter plans to continue growing organically and through acquisitions to attract more customers and capitalize on their technological lead in interactive digital services delivered over their high-speed broadband network.
Mobile telephony provides Africa with the additional economic growth that was experienced by OECD countries in the 80s by the deployment of fixed line telephony. Lower prices will increase access and usage and amplify this effect. A competitive ICT sector is the only recipe for low prices and high service delivery. Policy and regulatory environment are very important factors for establishing a competitive ICT sector
Hadoop World 2011: Large Scale Log Data Analysis for Marketing in NTT Communi...Kenji Hara
In this session we will talk about how we built a log analysis system for marketing using Hadoop, which explore the internet users' interests or feedback about specified products or themes from access log, query/click log and CGM data. Our system provides three features, which are 1) sentiment analysis, 2) co-occuring keyword extraction, and 3) user interests estimation. For large scale analysis, we use Hadoop with customized functions, which push down the shuffle size by amplifying map-side processing. We also show the features of our Hadoop cluster.
Big data skills can boost it salaries by 20%, contract rates by 35% compute...Ness SES
Big data skills can significantly increase IT salaries and contract rates. Median salaries for those with big data skills are 21% higher at £52,500 compared to £43,500 for all IT staff. Contract rates for big data specialists are also higher at £410 weekly compared to £390 on average. Contractors with big data skills in design can earn 35% more, while analysts can earn 20% more than typical rates.
Enabling the digital economy: Postal services 2020angelic961
The document discusses how postal services are enabling the digital economy by providing e-services. It provides examples of postal e-communication services like internet kiosks in post offices. It also discusses e-government services provided by posts like acting as access points for e-government or hybrid mail delivery. Further, it outlines UPU programs to support postal e-services and e-commerce like the digital action plan, international secure email box, and .post top level domain.
This document provides an overview and analysis of next generation network trends in Japan from 2012 to 2017. It finds that Internet traffic in Japan is expected to grow significantly during this period, reaching 2,800 Gbps by 2017. This will require an ultra high-speed network capable of supporting over 100 billion terminals. It also examines Japan's transition towards more ubiquitous network convergence based on the i-Japan Strategy set to launch in 2015. Key players in Japan are working to deploy 4G networks and technologies like LTE and self-organizing networks to help manage the rising traffic demands and provide more advanced services to users.
This document provides an overview of the Churn Modeling Tournament organized by the Teradata Center for Customer Relationship Management at Duke University. The tournament aims to predict customer churn, or voluntary termination of service, using data from a major wireless telecommunications company. Participants will submit predictions for validation data sets and the most accurate predictions will win cash prizes. The organizers also seek to determine the most effective predictive modeling methodologies through a meta-analysis of the results.
Charter Communications had a very successful year in 2000:
1) They exceeded their ambitious financial goals, achieving significant revenue and cash flow growth through acquisitions and expansion of their broadband network and advanced services.
2) They reached over 1 million digital cable customers, accelerated their broadband network buildout, and were recognized as industry leaders in key performance metrics.
3) Looking ahead, Charter plans to continue growing organically and through acquisitions to attract more customers and capitalize on their technological lead in interactive digital services delivered over their high-speed broadband network.
Oracle's solution for smart cities provides a complete end-to-end platform to help local governments modernize their IT infrastructure and improve service delivery management. The platform allows for integrated and shared city infrastructure, streamlined city operations, and a single point of access for external groups and citizens. Oracle can help local governments address challenges of the 21st century like adapting to changing demographics and providing more effective and efficient services with less resources.
MICROSTRATEGY - Sessione introduttiva sulla piattaforma di Business IntelligenceTwinergy
Microstrategy si posiziona per Gartner come "Leader" tra le Piattaforme di Business Intelligence. Twinergy ha un team specializzato su questa piattaforma ed esperienze di successo. La sessione ha l'obiettivo di introdurre la piattaforma e descriverne le principali caratteristiche con dimostrazioni pratiche sulla semplicità di uso e progettazione delle soluzioni di BI
Cisco IBSG shares areas where Big Data will provide significant opportunities for Retailers over the next several years. This discussion will focus being in the store. For more info: http://cs.co/ibsg-bigdataretail
This document discusses Nokia's history, values, future mobile market trends, and new mobile concept development. It provides details on Nokia's transformation from pulp and rubber manufacturing to becoming a global leader in mobile telecommunications. The key values that drove Nokia's success are highlighted as customer satisfaction, respect for the individual, and continuous learning. The document also outlines trends in the future mobile market like increased competition, the rise of mobile internet/Web 2.0, and destruction of industry borders. Finally, concepts for new mobile phones focused on unexpected design changes, personal memories, and customizable interfaces are presented.
1) The document discusses the evolution of television and advertising away from traditional broadcast models towards personalized, on-demand viewing and interactive advertising delivered over broadband networks.
2) It notes that the television market is worth over $400 billion annually but this model is being disrupted by new technologies that allow for self-programming, tailored advertising, and "anywhere" access to content across devices.
3) Two evolutionary paths are clashing - the "smart devices" path led by internet companies and the "smart pipes" path of cable and telecom companies trying to lock in users and control the experience. The conventional wisdom about how this clash will be resolved is challenged.
Informa Telecoms & Media’s top 10 picks for MWC 2012Mikhail
Informa Telecoms & Media will have 20 analysts attending Mobile World Congress 2012. The document outlines how to follow the analysts on Twitter, blogs, and LinkedIn to get their commentary and insights from the event. It also provides brief bios on several of the analysts and their areas of expertise, including operators and OTT services, mobile broadband, ecosystems, smartphones and OSes, small cells and LTE, and OSS/BSS.
The document discusses cross-industry innovation driven by cloud computing and the Internet of Things. It provides examples of how cloud computing has changed the role of networked devices from information processing to information handling. This new process flow enabled by cloud computing can be applied across many industries and business processes. The document also discusses examples of innovation in Japan, South Korea, and China driven by developments in cloud computing, the Internet of Things, and mobile technologies.
- Western Digital's 2001 annual report and Form 10-K provides information on the company's management team, business operations, and financial performance for the fiscal year.
- The company saw significant changes in the hard drive industry with the privatization of Seagate and merger of Quantum's hard drive business with Maxtor, leaving three main companies controlling 75% of the market.
- While PC industry growth slowed, Western Digital increased its hard drive market share to over 15%, saw its hard drive business become profitable in the second quarter and remain so for the rest of the year, and nearly broke even on an operating basis for the full year.
2007 Keynote Address - To Electronics Industry Supply Chain AssociationPaul Brody
The document discusses the increasing importance of collaboration in global supply chains. It notes that product innovation alone is no longer sufficient, and that operational and business model innovations are becoming more difficult to achieve. Extreme collaboration across organizations is now required to compete successfully. The document provides examples of how consumer electronics companies have increased collaboration across previously separate functions like R&D, manufacturing, and marketing to develop and deliver innovative new products. It argues collaboration is now core to business strategy and tightly integrated into operations.
The document discusses Intel's Digital Community Initiative and Solution Starter Kit Program. It provides an overview of the growing digital community environment and shift to mobile technology. The Solution Starter Kit is presented as a modular and scalable reference solution to help communities deploy digital/wireless infrastructure and mobile applications. The program aims to develop partnerships to drive adoption of mobilized solutions for government, businesses, and citizens.
Transforming the City of New York: New Platform for Public-Private Cooperatio...Cisco Services
The document introduces City24/7, a new platform that aims to transform cities through public-private cooperation and smart technologies. City24/7 is an interactive platform that integrates information from open government, businesses, and citizens to provide knowledge on any device. It intends to inform, protect, and revitalize cities by connecting people and improving safety, commerce, and tourism through access to real-time, local information on smart screens and mobile devices. The document outlines challenges cities currently face and how City24/7 seeks to address them through new economic models and technological connectivity between citizens.
Smarter computing : an introduction to a new era of ITKarl Roche
The document discusses the emergence of smarter computing as the next era of IT. Smarter computing involves designing IT infrastructure for data, optimizing systems for specific tasks, and managing systems through the cloud. This allows organizations to gain insights from vast amounts of data, improve efficiency, and reinvent business processes. IBM can help companies adopt smarter computing through projects involving big data, optimized systems, and cloud computing to improve decision making, reduce costs, and drive innovation.
This document provides a summary of a presentation by Professor Son Vuong on mobile commerce (m-commerce). It includes:
1. An introduction to m-commerce and how it differs from e-commerce by being conducted on wireless devices.
2. An overview of key issues in m-commerce like technical challenges, security, usability, and regulations.
3. A brief discussion of LIVES, a company spun off from the University of British Columbia, and how it applies to m-commerce.
4. Conclusions that m-commerce will succeed as part of an integrated model complementing traditional commerce, and be most successful for small transactions via applications like games and media on mobile devices.
Reliance Communications owns and operates one of the largest private submarine cable systems in the world spanning 65,000 kilometers. It is among the top 15 international long distance carriers globally, handling over 15 billion minutes of traffic. In its global enterprise business, Reliance is a leading provider of carrier, enterprise, and consumer services internationally, serving over 2.5 million retail customers across 14 countries. It has extensive global connectivity and fiber optic assets, including over 277,000 route kilometers of fiber optic cable with landing points in 30 countries.
- Disney reported higher second quarter earnings per share of $0.44, up 19% from the prior year, and strong segment operating income growth across all business segments.
- For the six-month period, earnings per share increased to $1.24 from $0.74 the prior year, reflecting operating gains and asset sales.
- All business segments saw increases in operating income, led by the Media Networks segment from higher affiliate revenues at ESPN and growth at international Disney channels.
allstate Quarterly Investor Information 2003 1st finance7
Allstate reported strong financial results for the first quarter of 2003, with net income increasing 40% over the prior year to $665 million. Operating income per share increased 39.7% to $0.95, beating analyst estimates. This was driven by improved performance in Property-Liability, with underwriting income up significantly due to higher premiums earned and a lower combined ratio. Results were also boosted by lower realized capital losses. Allstate increased guidance for full-year operating income per share. While Allstate Financial results declined from lower annuity sales and an accounting adjustment, overall performance was solid given economic conditions.
allstate Quarterly Investor Information 2001 4thfinance7
- Allstate reported lower operating income for Q4 2001 and full year 2001 compared to the same periods in 2000, due to increased loss costs, restructuring expenses, and lower investment income, partly offset by higher premiums.
- For Q4 2001, operating income was $309 million compared to $584 million in Q4 2000. For full year 2001, operating income was $1.49 billion compared to $2 billion in 2000.
- Allstate provided guidance for 2002 operating income per share of $2.50-$2.70, expecting improvement in results later in 2002 as pricing and underwriting actions take effect.
- Disney reported higher revenues and earnings per share for the third quarter and first nine months of fiscal year 2006 compared to the same periods in 2005. Revenues increased 12% for the quarter and 5% year-to-date, while EPS grew 36% and 24% respectively.
- All of Disney's operating segments experienced growth in revenues and operating income for the quarter, led by Parks and Resorts and Studio Entertainment. Higher guest spending and attendance boosted Parks, while successful film releases increased profits at Studio Entertainment.
- Disney completed its acquisition of Pixar in May 2006, which added to earnings and increased outstanding shares. The company continues to invest in its brands and repurchase stock.
Oracle's solution for smart cities provides a complete end-to-end platform to help local governments modernize their IT infrastructure and improve service delivery management. The platform allows for integrated and shared city infrastructure, streamlined city operations, and a single point of access for external groups and citizens. Oracle can help local governments address challenges of the 21st century like adapting to changing demographics and providing more effective and efficient services with less resources.
MICROSTRATEGY - Sessione introduttiva sulla piattaforma di Business IntelligenceTwinergy
Microstrategy si posiziona per Gartner come "Leader" tra le Piattaforme di Business Intelligence. Twinergy ha un team specializzato su questa piattaforma ed esperienze di successo. La sessione ha l'obiettivo di introdurre la piattaforma e descriverne le principali caratteristiche con dimostrazioni pratiche sulla semplicità di uso e progettazione delle soluzioni di BI
Cisco IBSG shares areas where Big Data will provide significant opportunities for Retailers over the next several years. This discussion will focus being in the store. For more info: http://cs.co/ibsg-bigdataretail
This document discusses Nokia's history, values, future mobile market trends, and new mobile concept development. It provides details on Nokia's transformation from pulp and rubber manufacturing to becoming a global leader in mobile telecommunications. The key values that drove Nokia's success are highlighted as customer satisfaction, respect for the individual, and continuous learning. The document also outlines trends in the future mobile market like increased competition, the rise of mobile internet/Web 2.0, and destruction of industry borders. Finally, concepts for new mobile phones focused on unexpected design changes, personal memories, and customizable interfaces are presented.
1) The document discusses the evolution of television and advertising away from traditional broadcast models towards personalized, on-demand viewing and interactive advertising delivered over broadband networks.
2) It notes that the television market is worth over $400 billion annually but this model is being disrupted by new technologies that allow for self-programming, tailored advertising, and "anywhere" access to content across devices.
3) Two evolutionary paths are clashing - the "smart devices" path led by internet companies and the "smart pipes" path of cable and telecom companies trying to lock in users and control the experience. The conventional wisdom about how this clash will be resolved is challenged.
Informa Telecoms & Media’s top 10 picks for MWC 2012Mikhail
Informa Telecoms & Media will have 20 analysts attending Mobile World Congress 2012. The document outlines how to follow the analysts on Twitter, blogs, and LinkedIn to get their commentary and insights from the event. It also provides brief bios on several of the analysts and their areas of expertise, including operators and OTT services, mobile broadband, ecosystems, smartphones and OSes, small cells and LTE, and OSS/BSS.
The document discusses cross-industry innovation driven by cloud computing and the Internet of Things. It provides examples of how cloud computing has changed the role of networked devices from information processing to information handling. This new process flow enabled by cloud computing can be applied across many industries and business processes. The document also discusses examples of innovation in Japan, South Korea, and China driven by developments in cloud computing, the Internet of Things, and mobile technologies.
- Western Digital's 2001 annual report and Form 10-K provides information on the company's management team, business operations, and financial performance for the fiscal year.
- The company saw significant changes in the hard drive industry with the privatization of Seagate and merger of Quantum's hard drive business with Maxtor, leaving three main companies controlling 75% of the market.
- While PC industry growth slowed, Western Digital increased its hard drive market share to over 15%, saw its hard drive business become profitable in the second quarter and remain so for the rest of the year, and nearly broke even on an operating basis for the full year.
2007 Keynote Address - To Electronics Industry Supply Chain AssociationPaul Brody
The document discusses the increasing importance of collaboration in global supply chains. It notes that product innovation alone is no longer sufficient, and that operational and business model innovations are becoming more difficult to achieve. Extreme collaboration across organizations is now required to compete successfully. The document provides examples of how consumer electronics companies have increased collaboration across previously separate functions like R&D, manufacturing, and marketing to develop and deliver innovative new products. It argues collaboration is now core to business strategy and tightly integrated into operations.
The document discusses Intel's Digital Community Initiative and Solution Starter Kit Program. It provides an overview of the growing digital community environment and shift to mobile technology. The Solution Starter Kit is presented as a modular and scalable reference solution to help communities deploy digital/wireless infrastructure and mobile applications. The program aims to develop partnerships to drive adoption of mobilized solutions for government, businesses, and citizens.
Transforming the City of New York: New Platform for Public-Private Cooperatio...Cisco Services
The document introduces City24/7, a new platform that aims to transform cities through public-private cooperation and smart technologies. City24/7 is an interactive platform that integrates information from open government, businesses, and citizens to provide knowledge on any device. It intends to inform, protect, and revitalize cities by connecting people and improving safety, commerce, and tourism through access to real-time, local information on smart screens and mobile devices. The document outlines challenges cities currently face and how City24/7 seeks to address them through new economic models and technological connectivity between citizens.
Smarter computing : an introduction to a new era of ITKarl Roche
The document discusses the emergence of smarter computing as the next era of IT. Smarter computing involves designing IT infrastructure for data, optimizing systems for specific tasks, and managing systems through the cloud. This allows organizations to gain insights from vast amounts of data, improve efficiency, and reinvent business processes. IBM can help companies adopt smarter computing through projects involving big data, optimized systems, and cloud computing to improve decision making, reduce costs, and drive innovation.
This document provides a summary of a presentation by Professor Son Vuong on mobile commerce (m-commerce). It includes:
1. An introduction to m-commerce and how it differs from e-commerce by being conducted on wireless devices.
2. An overview of key issues in m-commerce like technical challenges, security, usability, and regulations.
3. A brief discussion of LIVES, a company spun off from the University of British Columbia, and how it applies to m-commerce.
4. Conclusions that m-commerce will succeed as part of an integrated model complementing traditional commerce, and be most successful for small transactions via applications like games and media on mobile devices.
Reliance Communications owns and operates one of the largest private submarine cable systems in the world spanning 65,000 kilometers. It is among the top 15 international long distance carriers globally, handling over 15 billion minutes of traffic. In its global enterprise business, Reliance is a leading provider of carrier, enterprise, and consumer services internationally, serving over 2.5 million retail customers across 14 countries. It has extensive global connectivity and fiber optic assets, including over 277,000 route kilometers of fiber optic cable with landing points in 30 countries.
- Disney reported higher second quarter earnings per share of $0.44, up 19% from the prior year, and strong segment operating income growth across all business segments.
- For the six-month period, earnings per share increased to $1.24 from $0.74 the prior year, reflecting operating gains and asset sales.
- All business segments saw increases in operating income, led by the Media Networks segment from higher affiliate revenues at ESPN and growth at international Disney channels.
allstate Quarterly Investor Information 2003 1st finance7
Allstate reported strong financial results for the first quarter of 2003, with net income increasing 40% over the prior year to $665 million. Operating income per share increased 39.7% to $0.95, beating analyst estimates. This was driven by improved performance in Property-Liability, with underwriting income up significantly due to higher premiums earned and a lower combined ratio. Results were also boosted by lower realized capital losses. Allstate increased guidance for full-year operating income per share. While Allstate Financial results declined from lower annuity sales and an accounting adjustment, overall performance was solid given economic conditions.
allstate Quarterly Investor Information 2001 4thfinance7
- Allstate reported lower operating income for Q4 2001 and full year 2001 compared to the same periods in 2000, due to increased loss costs, restructuring expenses, and lower investment income, partly offset by higher premiums.
- For Q4 2001, operating income was $309 million compared to $584 million in Q4 2000. For full year 2001, operating income was $1.49 billion compared to $2 billion in 2000.
- Allstate provided guidance for 2002 operating income per share of $2.50-$2.70, expecting improvement in results later in 2002 as pricing and underwriting actions take effect.
- Disney reported higher revenues and earnings per share for the third quarter and first nine months of fiscal year 2006 compared to the same periods in 2005. Revenues increased 12% for the quarter and 5% year-to-date, while EPS grew 36% and 24% respectively.
- All of Disney's operating segments experienced growth in revenues and operating income for the quarter, led by Parks and Resorts and Studio Entertainment. Higher guest spending and attendance boosted Parks, while successful film releases increased profits at Studio Entertainment.
- Disney completed its acquisition of Pixar in May 2006, which added to earnings and increased outstanding shares. The company continues to invest in its brands and repurchase stock.
In the quarter ended December 31, 2002:
- Revenues increased 6% to $7.5 billion while net income decreased 41% to $256 million compared to the previous year.
- Earnings per share were $0.13, down from $0.21 in the prior year quarter, due to one-time charges including a $83 million write-off related to United Airlines.
- Excluding one-time items, earnings per share increased 13% to $0.17 from $0.15 in the prior year.
The Walt Disney Company reported financial results for its first fiscal quarter ended December 29, 2007. Diluted earnings per share were $0.63 compared to $0.79 in the prior year quarter. Revenue increased 9% to $10.5 billion driven by growth across all business segments. Media Networks revenue grew 10% and segment operating income increased 28% due to increases at cable networks and broadcasting. Parks and Resorts revenue increased 11% and segment operating income grew 25% due to increases at domestic and international parks. The Company repurchased $1 billion of its shares in the quarter and had $292 million remaining under its repurchase authorization.
Motorola's 2003 annual report highlights opportunities in multiple areas:
1) Personal communications including 3G handsets and push-to-talk over cellular.
2) Networking through equipment sales to major telecom operators and new switching technology.
3) Mission-critical communications for public safety and enterprises.
4) Emerging technologies like wireless home networking, mobile broadband, and automotive electronics.
This document provides an overview of Deutsche Telekom Group and its operating segments in 2010. It includes the following key points:
1) Deutsche Telekom is one of the world's leading telecommunications companies with over 129 million mobile customers across over 50 countries.
2) In Germany, revenue declined slightly in the fixed network business but mobile communications revenue increased 3%. Deutsche Telekom invested almost €5 billion in Germany's broadband network.
3) The Europe operating segment saw tough economic conditions impact revenue, but broadband and high-value contract customers provided growth areas.
4) In the US, Deutsche Telekom expanded its high-performance 4G network and doubled 3G/4G smartphone users on the network
Fiscal 2001 was a mixed year for Sun Microsystems. While revenue grew 16% to $18.25 billion, net income declined 50% to $927 million due to economic pressures. Sun believes its focus on networking positions it well for long-term growth, and it will continue investing heavily in R&D. The company aims to provide increasing customer satisfaction and shareholder value going forward through its diverse product portfolio and commitment to open standards.
IT Infrastructure on the Verge of Technological SingularityMiraworks.io
Miraworks, the world's first multi-vender platform for IT infrastructure design, presents its vision of the industry up until 2030. The White Paper, entitled "IT Infrastructure on the Verge of Technological Singularity", covers the development trends of the global IT infrastructure, including a transition to open multivendor solutions in IT infrastructure design, looming professional IT standards, and integrated tools for designing traditional and cloud IT infrastructures.
Malaysia; Multimedia Development Corporation (MDeC), Datuk Badlisham Ghazali Assespro Nacional
Malaysia's Digital Transformation Programme aims to transform Malaysia into a developed nation by 2020 through digital technologies. The presentation outlines Malaysia's progress in infrastructure development, ICT supply and consumption. However, more needs to be done to meet aspirational 2020 goals of 17% ICT contribution to GDP and a top 20 global digital economy ranking.
The Digital Malaysia programme focuses on three strategic thrusts - tapping demand for digital products/services, increasing citizen income through entrepreneurship, and nurturing IT-savvy youth. It will create an ecosystem promoting widespread digital technology use to connect communities, increase GNI, boost productivity and improve standards of living.
The document summarizes strategies and challenges for telecom operators in growing and innovating their businesses. It discusses how operators are investing in ventures and partnerships to develop new services and revenue streams around areas like digital media, advertising, cloud, applications, and machine-to-machine communications. It also notes the challenges operators face from growing over-the-top players and declining voice revenues, and how they are looking to partners to help enhance core services, attract new customers, and improve network monetization.
AT&T reported its 3Q08 earnings. It had strong wireless growth with 1.7 million postpaid subscriber additions. It activated 2.4 million iPhone 3G devices, 40% for new customers. However, the iPhone initiatives and hurricane costs reduced earnings per share by $0.10 and $0.02 respectively. Wireless data revenue grew 50.5% and IP data revenues increased for business customers. U-verse TV added 232,000 subscribers to reach 781,000 total. The company continues investing for growth while maintaining financial strength and shareholder returns.
Bharti Airtel is a global telecommunications company offering integrated solutions including mobile services, fixed line, broadband and enterprise services. Some key points:
- It is one of the largest mobile operators in the world with over 221 million customers across 19 countries.
- In India, it is the largest private integrated telecom operator with a presence in all 22 telecom circles.
- The company has shown strong growth over the years and achieved $13 billion in revenues and $4 billion in EBITDA in fiscal year 2011.
The document summarizes research on the telecom lifecycle management practices of mid-sized organizations with annual revenues between $50-500 million. It finds that while these organizations have similar communications needs as larger enterprises, they face distinct challenges in managing telecom costs and spend significantly more as a percentage of revenues on telecom compared to larger companies. The document provides best practices for telecom lifecycle management adopted by top-performing companies and recommendations for how mid-sized firms can better manage telecom expenses.
Complimentary report on the current needs of CIOs BMAJCHER
Ahead of the Corporate IT Exchange 2012, we asked participants what the factors and main trends influencing their IT function are and what types of solutions providers could help them deliver on their IT and business priorities. The results are shown in an easy to digest visual presentation
The telecom industry faces significant challenges including decreasing revenues and EBITDA. CEO strategies show similarities around data monetization, partnerships, and vertical expansion. However, operators are constrained by their ability to invest and monetize networks. This has led to a fragmented value chain and the need to rethink business models through options like diversification, changing business models, cost cutting, consolidation, or shareholders stepping down. The online media industry winners have leveraged search, social networks, hardware/software integration, while losers faced challenges in business models and product dependence.
The document discusses IDC Spain's top 10 predictions for 2012. It first reviews the accuracy of IDC's 2011 predictions, which included forecasts around economic uncertainty in Spain, the evolving role of CIOs, industry consolidation, growth of consumer technologies, social business adoption, data expansion, cloud computing adoption, and e-commerce growth. It then shifts to discussing predictions for 2012, with sections focusing on the need to reduce costs while improving relevance and excellence, the move from infrastructure-centric to user-centric models, and the broader context of the telecom CIO in light of shifting demand patterns.
DU emerged as the second telecom operator in the UAE in 2006, ending Etisalat's 30-year monopoly. It now offers mobile, fixed-line, broadband, and IPTV services to over 5 million customers. As a growing company, DU has over 2,000 employees working to expand its service offerings. The entry of DU introduced a "duopoly" to the UAE telecom sector and increased competition and options for consumers.
General Dynamics Itronix Rugged Mobile Computing Solutions from WAVWAV Inc.
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Microsoft Telecommunications Newsletter | May 2021Rick Lievano
In almost every conversation, I’m astounded by the amount of folks who mention the recent disruption that’s occurred in this industry. As the old adage goes: “…the only constant has been change.” Digital disruption has fueled digital transformation, and with the proliferation of companies offering broader arrays of services, enterprises are scrambling to keep up and offer newer and better things.
There’s been major consolidation across Telco and Media, and the fight for audience and revenue is more fierce than ever. As we have seen in these last few weeks, there have been industry changing merger talks between Warner Media and Discovery, Bouygues and M6 Groupe from Bertelsmann, and even Amazon and MGM. While we’re proud and confident in our most recent acquisitions, it’s safe to say that the competition is heating up.
The document discusses findings from the third volume of the Global Interconnection Index, which measures and forecasts growth in private interconnection bandwidth worldwide to support digital business. Some key points:
- By 2022, installed interconnection bandwidth capacity is forecast to reach over 13,300 terabits per second globally, representing 51% annual growth.
- Enterprises are expected to experience the most growth and become the largest consumers of interconnection bandwidth as they leverage hybrid multicloud platforms for digital transformation.
- All regions show strong interconnection bandwidth growth forecasts, with Asia Pacific experiencing the fastest growth at 57% annually through 2022.
- Interconnection enables companies to distribute workloads, exchange data directly and privately
The document provides information about the 11th annual Telematics Detroit conference in June 2011. The conference will focus on key topics in the telematics industry, including how telematics can help electric vehicles, integrating smartphone technology, and understanding consumer demands. It will feature keynote speakers from automakers like Ford, GM and Hyundai. The event will include a conference with multiple tracks, a large exhibition, and an awards ceremony recognizing leadership in the telematics industry. The document promotes the business opportunities and insights that will be available at the conference.
Return on total capital for the trailing 12 months ended June 28, 2008 was 20.8%. Net earnings for the 4 fiscal quarters spanning September 29, 2007 to June 28, 2008 totaled $1,104,607. The average total capital over the last 5 quarters, consisting of long-term debt, short-term debt, and equity, was $5,303,913. Return on capital was calculated by taking net earnings for the 12 month period and dividing by the average total capital.
This document is Sysco Corporation's 2000 annual report. It summarizes that fiscal 2000 was Sysco's 30th anniversary as a public company and marked record sales of $19.3 billion, up 11% from the previous fiscal year. Key drivers of growth were increased sales to customers served by Sysco marketing associates and continued growth of Sysco Brand sales. The report discusses Sysco's strategy of pursuing both acquisitions and internal expansion to continue driving future success through offering customers a breadth of products and superior service.
1) SYSCO reported strong sales and earnings growth in fiscal year 2001, with sales topping $20 billion for the first time.
2) Net earnings increased over 30% compared to the previous year, and return on shareholders' equity reached 31%.
3) Growth was driven by acquisitions, internal expansion, and a focus on customer relationships through initiatives like C.A.R.E.S.
SYSCO is a food distribution company that supplies over 415,000 customers like restaurants, hospitals, and schools. In fiscal year 2002, SYSCO reported $23.35 billion in sales, a 7% increase from the previous year. Net earnings increased 14% to $679.78 million compared to fiscal year 2001. SYSCO has over 46,800 employees and operates from 142 locations across North America, helping their customers succeed by providing food and related products and services.
This annual report summarizes Sysco Corporation's financial performance for fiscal year 2003. Key highlights include:
- Sales increased 12% to $26.14 billion and net earnings increased 14% to $778.28 million.
- Diluted earnings per share increased 17% to $1.18.
- Return on average shareholders' equity was 36%.
- The company distributed products from 145 locations across North America to over 420,000 customer locations.
This document provides an annual report for Sysco Corporation for the fiscal year ending July 3, 2004. It includes financial highlights showing sales increased 12% to $29.3 billion and net earnings increased 17% to $907 million. It discusses challenges in the year from high product cost inflation of 6.3% and fuel costs. It outlines Sysco's focus on growing profitable customer businesses and improving customer relationships. It describes Sysco's national supply chain initiative including new regional distribution centers to enhance service and reduce costs. In closing, it expresses confidence in addressing economic uncertainty through its employees, products/services, and financial resources.
The passage discusses the importance of summarization in an age of information overload. It notes that with the massive amounts of data available online, being able to quickly understand the key points of lengthy documents, articles, or reports is crucial. The ability to produce clear, concise summaries helps people filter through large amounts of information and identify what is most important or relevant to them.
- SYSCO achieved record sales of $37.5 billion and record net earnings of $1.1 billion in fiscal year 2008 despite challenging economic conditions.
- The company's focus on supply chain efficiency and helping customers succeed through business reviews allowed it to contain costs while growing market share.
- SYSCO continues to invest in its business, people, facilities, fleet and technology to support long-term growth while exploring alternative energy sources.
This document summarizes reconciling items for 2001 by quarter and fiscal year. It reports reorganization costs of $19.1 million in Q2 2001, $11.7 million in Q3 2001, and $10.6 million in Q4 2001 for workforce reductions and facility consolidations worldwide. Special items include a $19.4 million write-off in Q3 2001 and $3.5 million impairment charge in Q4 2001. The total net reconciling items after tax was $42.1 million for fiscal year 2001.
This document shows the reconciliation between GAAP and non-GAAP operating income for different regions and worldwide for 2001. For each quarter and the full year, it provides the operating income under GAAP and non-GAAP measurements, as well as the reconciling items between the two. On a non-GAAP basis, operating income margins ranged from -1.25% to 1.23% by region for the full year.
This document provides a reconciliation of GAAP to non-GAAP financial metrics for 2001. For each quarter and full year, it shows gross sales, gross profit, operating expenses, operating income, net income, and diluted EPS under GAAP and non-GAAP after adjusting for reconciling items. The reconciling items reduced operating expenses and increased operating income, net income, and diluted EPS for the non-GAAP results compared to GAAP.
This document summarizes reconciling items for 2002 by quarter and fiscal year total. It includes reorganization costs, other major program costs, gains/losses on securities sales, and tax effects. Total net reorganization and other major program costs for the fiscal year were $116.6 million. A $280.9 million cumulative effect of a new accounting standard adoption was also recorded. The total net impact of reconciling items for the fiscal year was $350.2 million.
The document shows the reconciliation between GAAP and non-GAAP operating income for North America, Europe, Asia-Pacific, Latin America, and worldwide total for Q1 2002 through FY 2002. It provides the operating income under GAAP and non-GAAP measurements, as well as the reconciling items and non-GAAP operating income as a percentage of revenue for each region and time period.
This document provides a reconciliation of net income and earnings per share (EPS) between Generally Accepted Accounting Principles (GAAP) and non-GAAP measures for 4 quarters (Q1 2002 - Q4 2002) and the full fiscal year 2002 for an unnamed company. It shows that reconciling items reduced operating expenses and increased operating income, net income, and EPS under the non-GAAP measures compared to the GAAP measures.
This document summarizes reconciling items for 2003, including reorganization costs and other major program costs by quarter. Total reorganization costs for the year were $21.6 million. Other costs included in selling, general and administrative expenses were $23.3 million and costs of sales were $0.5 million. Pre-tax items totaled $45.4 million for the year. A favorable tax resolution of $70.5 million occurred in Q3 03. The total net effect was a $39.6 million benefit.
This document shows the operating income for different regions and worldwide both according to GAAP (Generally Accepted Accounting Principles) standards and on a non-GAAP basis for Q1 2003, Q2 2003, Q3 2003, Q4 2003 and FY 2003. It provides the figures in US dollars and also shows the operating income as a percentage of revenue. The non-GAAP operating income is higher due to reconciling items which are additional costs excluded from the non-GAAP calculation.
This document presents a bridge between GAAP and non-GAAP financial results for a company for 2003. It shows GAAP and non-GAAP results for net income, earnings per share, gross profit, operating expenses, operating income, and sales on a quarterly and full year basis. Reconciling items between GAAP and non-GAAP results include adjustments to operating expenses that increased non-GAAP operating income and net income compared to GAAP.
This document summarizes reconciling items for 2004 by quarter and fiscal year. It includes reorganization costs, other major program costs, foreign exchange gains and losses, and tax effects. Reorganization costs were credits in Q3 and Q4 2004 due to lower than expected facility consolidation costs. Foreign exchange gains stemmed from a currency contract for an acquisition. A favorable tax resolution in Q3 and Q4 2004 reversed previously accrued federal and state income taxes. The total net tax effect for the fiscal year was a credit of $58.8 million.
Every business, big or small, deals with outgoing payments. Whether it’s to suppliers for inventory, to employees for salaries, or to vendors for services rendered, keeping track of these expenses is crucial. This is where payment vouchers come in – the unsung heroes of the accounting world.
How to Identify the Best Crypto to Buy Now in 2024.pdfKezex (KZX)
To identify the best crypto to buy in 2024, analyze market trends, assess the project's fundamentals, review the development team and community, monitor adoption rates, and evaluate risk tolerance. Stay updated with news, regulatory changes, and expert opinions to make informed decisions.
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Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
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South Dakota State University degree offer diploma Transcriptynfqplhm
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Explore the world of investments with an in-depth comparison of the stock market and real estate. Understand their fundamentals, risks, returns, and diversification strategies to make informed financial decisions that align with your goals.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
2. houses are talk
A broadband communications gateway, feeding infor-
mation to the family PC, telephone, cable television,
even the home security and climate control systems.
We’re making it happen.
4. magazines are talking
Embedded Web codes. Wireless phones and other
mobile devices scanning and reading printed material,
then linking to the Internet for more information or
to make a purchase. Automatically, anyplace in the
world. We’re making it happen.
7. to the Internet
Information and content to the vehicle through
Telematics. Internet. E-mail. Diagnostics.
Navigation. Smart, simple and synchronized.
We’re making it happen.
8. it’s already
We have entered the era in which things don’t just
One company
6 MOTOROLA, INC.
9. begun
think, but share what they know with each other.
is at the heart of making it happen.
7
MOTOROLA, INC.
10.
11. on one hand,
it’s about people
People, and possibility. Integrated communications
are enabling more and more people to create
personal networks to manage their relationships,
their transactions, their households, their entire
lives – using handheld devices, from wherever
they happen to be.
In short, people are doing more with less hassle,
amplifying human capability while simplifying
technological complexity.
Intelligence Everywhere Devices in all walks of
TM
life – in your home, in your office, in your automobile,
in your pocket – are not just getting smarter, they’re
increasingly communicating with one another, seam-
lessly and effortlessly.
It’s big. But it’s not happening by itself. It takes
engineering leadership and collaboration to make
it possible. That’s where Motorola comes in.
9
MOTOROLA, INC.
12.
13. on the other hand,
it’s about business
Motorola is at the heart of technology that promises
to transform business.
Intelligence Everywhere The Web is central to mak-
TM
ing this enormous business opportunity happen, and
Motorola is already there, with more than 80 percent
of all Internet traffic passing through our communica-
tions processors. We expect the number of wireless
phone users to reach one billion within the next
12 months. Devices of all kinds are getting smarter,
evidenced by the 65 billion smart chips projected
to be sold over the next five years. It all adds up to
a vast marketplace for new products and services.
To make sure their products can talk to other prod-
ucts, manufacturers increasingly require total solutions
from their technology partners. Motorola delivers
just that, with a unique mix of expertise that brings
wireless, broadband and the Internet together.
This is the future. Motorola’s future. It’s happening.
11
MOTOROLA, INC.
14. Motorola is a global leader 1999 1
Dollars in millions, except as noted Years ended December 31, 2000
in providing integrated
communications solutions
and embedded electronic
Financial highlights
solutions. These include:
• Software-enhanced wire-
less telephone, two-way
radio and messaging prod-
Net sales $37,580 $33,075
ucts and systems, as
Earnings before income taxes 2,231 1,283
well as networking and
% to sales 5.9% 3.9%
Internet-access products,
Net earnings 1,318 891
for consumers, network
% to sales 3.5% 2.7%
operators, and commer-
Diluted earnings per common share (in dollars) 0.58 0.41
cial, government and
Research and development expenditures 4,437 3,560
industrial customers.
Capital expenditures 4,131 2,856
• End-to-end systems for
Working capital 3,628 4,679
the delivery of interactive
Current ratio 1.22 1.36
digital video, voice and
Return on average invested capital 6.3% 5.3%
high-speed data solutions
Return on average stockholders’ equity 6.6% 5.7%
for broadband operators.
% of net debt to net debt plus equity 28.1% 8.2%
• Embedded semiconductor Book value per common share (in dollars) 8.49 8.74
solutions for customers Year-end employment (in thousands) 147 128
in the networking and
computing, transportation,
1
The 1999 figures have been restated to reflect the merger with General Instrument Corporation and the June 1, 2000,
wireless communications
3-for-1 common stock split.
and digital consumer/
home networking markets.
• Embedded electronic
systems for automotive,
industrial, transportation,
navigation, communication
and energy systems
markets.
In millions In percentages
In dollars
In billions
Contents
Something big Earnings Return
Diluted earnings
Net sales
is happening 1 (loss) before on average
(loss) per share
income taxes invested capital
Financial highlights 12
To our stockholders
40 4200 1.5 18
and other friends 13
Strategic focus 19
Consolidated
30 2800 1.0 12
financial statements 21
Condensed notes
to consolidated
financial statements 25
20 1400 0.5 6
Five-year financial
summary 31
Board of Directors
10 0 0 0
of Motorola, Inc. 32
Stockholder
reference information
Inside Back Cover
0 -1400 -0.5 -6
96 97 98 99 00 96 97 98 99 00 96 97 98 99 00 96 97 98 99 00
12 MOTOROLA, INC. AND SUBSIDIARIES
15. Motorola’s AccompliTM 008 wireless phone features a large touch
screen display, intuitive user interface and high-speed Internet
access through GPRS and WAP capability. Handwriting recognition
offers users the chance to converse easily in eight languages.
To our stockholders and other friends
Intelligence Everywhere™ It’s a powerful force that moves our business forward, in
all phases of the economic cycle: Humans have an insatiable need to communicate,
and they want every device they use in their daily life to be made smarter, simpler, safer
and synchronized. We are executing the strategy we unveiled a year ago, a company-wide
focus on harnessing the power of wireless, broadband and the Internet – a drive to use
our unique collective skills to deliver embedded chip, system and end-to-end network
solutions for the individual, the workteam, the vehicle and the home.
Motorola’s six business segments all recorded higher sales in 2000, and four of the six had higher operating
profit margins. Stockholders, however, saw the value of their investments in Motorola stock decline dramati-
cally after reaching an all-time high early in the year. This reflected, in part, the inability of our Personal
Communications Sector to meet the expectations of management and of investors and execute its strategy
crisply and effectively. Global economic uncertainty and market momentum also affected our stock price,
as it did most technology companies, especially those in telecommunications. Today, we are sharpening our
focus on the customer and implementing cost-reduction plans to improve financial performance in a period
of slower economic growth.
Financial results Sales from ongoing operations rose 17% in 2000 to $37.6 billion from $32.0 billion in 1999.
Including sales from businesses sold in 1999, sales increased 14% from $33.1 billion a year ago. Full-year
net earnings from ongoing operations, excluding special items, were $1.9 billion, or 84 cents per share, up
38% from $1.4 billion, or 63 cents per share a year earlier. Including the earnings from businesses sold in 1999,
net earnings were up 29% from $1.5 billion, or 67 cents per share a year ago. Including special items and net
earnings from businesses sold in 1999, net earnings were $1.3 billion, or 58 cents per share, compared
with $891 million, or 41 cents per share in 1999. The 1999 numbers are restated to reflect the merger with
General Instrument Corporation and the 3-for-1 common stock split on June 1, 2000.
13
MOTOROLA, INC.
16. The DCT2000 digital set-top terminal is the gateway for a
wealth of new interactive services such as video-on-demand,
Internet access, e-mail and home shopping.
Motorola reported special items resulting in a net charge of $481 million, including net special charges
of $770 million in the Personal Communications Sector (PCS) relating to the discontinuation of older wireless
telephone products as part of an ongoing product portfolio simplification strategy and the downsizing of vari-
ous manufacturing operations. These items reflect some of the actions that are necessary to improve PCS
financial performance. Having anticipated a softening in economic activity, we began implementing cost reduc-
tions in the third and fourth quarters of 2000, and we are taking additional actions in 2001. These actions
have been designed to adjust our costs to softening global market conditions and, as the market recovers, to
restore the trend of improved profitability that we had achieved over the last two years.
Sharpening customer focus, improving profitability At the beginning of 2001, we announced a new organiza-
tional structure to intensify customer satisfaction and improve profitability.
The newly formed Global Customer Solutions Operations (GCSO) strengthens our market position by ensuring
delivery of complete customer solutions. Joseph M. Guglielmi, formerly president of the Integrated Electronic
Systems Sector, is president of the new organization. GCSO is designed to reposition Motorola as the leader
in customer care by directing software and content strategies, systems integration, customer support and
service, marketing and branding strategies, and regional operations.
The Communications Enterprise has been phased out. The Personal Communications Sector now reports
directly to the Office of the Chairman. Mike S. Zafirovski is president of the sector. He joined Motorola in June
2000 from General Electric Co., where he had most recently been president of GE Lighting. The new Networks
Sector includes the Broadband Communications Sector (BCS), the Commercial, Government and Industrial
Solutions Sector (CGISS), and the Global Telecom Solutions Sector (GTSS). President of the new organization
is Edward D. Breen, who was chairman, president and chief executive officer of General Instrument Corporation
until its merger with Motorola in January 2000. The Networks Sector also reports to the Office of the Chairman.
The Personal Communications Sector is going through a series of major transitions to improve its market
share and financial performance. While sales increased 11% in 2000, the wireless phone industry grew more
rapidly. Operating profit margins declined to a disappointing 3%. (All comparisons are from ongoing operations,
excluding special items.) PCS canceled 44 products in 2000 as it began discontinuing analog phone and
14 MOTOROLA, INC.
17. With Motorola’s V SeriesTM model V100 personal interactive
communicator, users can select the way they want to communicate –
whether it’s through a phone call or a text message.
18. The Motorola i2000TM world phone allows users to make and
receive calls from more than 70 countries, making it the ultimate
communications tool for the jet-setting executive.
The Motorola V Series TM phone, model 60c combines
to Web browsing, makes it easy to use.
form and function. Intuitive technology, from voice activation
first-generation digital products. It also took a number of significant cost-reduction actions and entered into
agreements to outsource a portion of Motorola’s cellular phone and two-way pager production. PCS began the
transition of its low-tier wireless telephones to platform products and is continuing that transition in mid- and
high-tier products in 2001. This enables it to better leverage technical resources and maximize manufacturing
and supply-chain efficiencies. As a result, it can introduce products more quickly with greater reuse of compo-
nents and software – key elements in our cost-reduction strategy.
At the same time, the PCS leadership talent has been strengthened significantly with external hires and
internal promotions. PCS is also improving customer relationships through dedicated, cross-functional account
management teams. It is also introducing exciting new products with appealing designs and improved user
interfaces. Motorola is the leader in shipping wireless telephones with General Packet Radio Service (GPRS).
It provides high-speed access to Internet-based content through a handheld device in Global System for Mobile
(GSM) Communications systems.
The Global Telecom Solutions Sector is supplying the next generation of wireless infrastructure systems
as well as expansions of current systems. Sales grew 19% in 2000, while operating profit margins improved
to 13% of sales. GTSS supplied the world’s first four GPRS commercial networks. GPRS is a transitional, or
2.5G, step to third-generation (3G) systems. The sector also has enabled network operators in North America
to offer packet data services using iDEN ® technology, and in Japan, it has supplied nationwide voice and data
networks using CDMA IS-95B. GTSS also announced 3G contracts with several customers throughout the world.
The Broadband Communications Sector was formed after completion of the merger with General Instrument
in January 2000. Its sales in 2000 grew 35%, and operating profit margins improved to 16%. BCS is the leading
end-to-end solutions provider to the broadband access market, with cable modems, telephony home gateways,
hybrid-fiber coaxial network systems and digital set-top terminals. Besides decoding digital cable programming,
these terminals also enable advanced TV services like video-on-demand, e-mail and home shopping. The
intelligent home of the future could have multiple TVs, phones and personal computers offering high-speed
Internet access, telephony services and advanced interactive video simultaneously, all connected to home
gateways from Motorola.
16 MOTOROLA, INC.
19. Police officers can transmit photographs of missing children
from their vehicles to a central dispatch center, demonstrating
the powerful way integrated information and communications
solutions are transforming the work of public service agencies.
BCS shipped more than 6 million digital set-top terminals in 2000, almost twice as many as in 1999. About
3 million cable modems were shipped in 2000, nearly tripling the volume from a year ago. The greatest growth
potential is outside the United States, where cable penetration is lower and growing rapidly. Motorola is a
leader in the emerging market for packet-based cable telephony. BCS has been selected by AT&T as its initial
provider of Voice over Internet Protocol technology.
The Commercial, Government and Industrial Solutions Sector provides mission-critical and enterprise com-
munication solutions for workteams in market segments where Motorola has always been strong – from public
safety and government to transportation and commercial enterprises. Sales rose 14% in 2000, and operating
margins improved to 11%. Solutions from CGISS satisfy unique needs for immediate access to information,
one-to-many and group communications, customized coverage areas and call connection at the press of a
button. Motorola’s digital technology is based on industry and user-driven standards and has been used to
connect areas and workgroups spanning an entire country.
The Semiconductor Products Sector (SPS) provides embedded chip-level solutions, while the Integrated
Electronic Systems Sector (IESS) focuses on embedded system-level solutions.
SPS sales from ongoing operations grew 22% in 2000, and operating profit margins improved to 8%.
Semiconductor industry sales rose 37% in 2000 but peaked in the third quarter and have slowed considerably.
The slowdown is being driven primarily by customers’ excess inventories coupled with the slowing economy.
SPS has implemented cost-reduction plans to reflect this slower-growth environment.
SPS continues to invest in advanced technologies required for future growth and profitability. It is developing
feature-rich, low-cost platforms for 2.5G and 3G products. Motorola’s agreement to license the microprocessor
architecture from ARM Ltd. is designed to drive our sales in the wireless market. SPS is the world leader in
communication processors, vital to the networking and Internet space, and the acquisition of C-Port Corporation
is enabling SPS to expand that leadership to networking processors. In the transportation segment, the semi-
conductor content per vehicle is growing, but weaker automotive sales in North America have slowed growth.
In home networking, the sector’s StreamasterTM broadband multimedia gateway solution, which uses digital sub-
scriber line (DSL) technology, achieved numerous design wins.
17
MOTOROLA, INC.
20. Christopher B. Galvin
Chairman of the Board and Chief Executive Officer
(right)
Robert L. Growney
President and Chief Operating Officer
(left)
IESS focuses on automotive electronic subsystems, embedded high-availability board-level computer systems
and portable energy systems. Sales increased 16% in 2000, while operating profit margin declined to 7%. IESS
is investing heavily in Telematics, which began as an automotive safety and security offering and is rapidly evolv-
ing into the fundamental way to seamlessly connect the vehicle to the rest of the world. Motorola has shipped
more than 1.5 million Telematics framework components since January 1999. Telematics can encompass
services ranging from voice portal Internet access to navigation. The sector’s Computer Group is a leader in the
embedded solutions telecom market segment. Its family of products provides manufacturers with high-reliability,
fault-tolerant systems for their customers who need continuous access, day or night.
Outlook Despite a sharp slowdown in the growth of the overall economy that began in the latter part of 2000,
we expect demand for wireless, broadband, and workgroup equipment and services to grow as individuals con-
tinue to be attracted to broadband’s triple play of voice, data and multimedia and the convenience of portable
communication products. Growth in embedded devices has slowed in most segments, but we believe the
demand for embedded systems that make our customers’ products simpler, safer, smarter and more synchro-
nized will remain strong in the long term. Business customers are assessing the recent changes in global debt
markets and capital availability as they determine their near-term capital investment plans. The level of busi-
ness activity for companies like Motorola over the next year will be determined largely by the success of further
change in fiscal, monetary and regulatory policy worldwide. We are still in the early phase of this change in the
economic cycle. Therefore, its pace and direction is not firmly predictable. Motorola has managed successfully
through economic cycles in every decade since its founding in 1928. We remain more enthusiastic than ever
about the benefits to society and our stockholders of wireless, broadband, Internet and embedded solutions
tailored for the person, workteam, home and automobile.
Christopher B. Galvin Rober t L. Growney
Chairman of the Board and President and
Chief Executive Of ficer Chief Operating Of ficer
18 MOTOROLA, INC.
21. Person Workteam Home Auto
Strategic focus
Mobile/smart phones
End-to-end networked solutions
Two-way messaging
Cable/hybrid-fiber coaxial
Cellular infrastructure
Digital subscriber line
Smart cards
Bluetooth™
Private systems
Aspira (new telecom IP network)
Streamaster ™
Integrated embedded systems
Telematics
Components and computing boards/modules/systems
Energy products Energy products
Systems knowledge, references platforms, tools
Solutions on a chip
System-on-a-chip design methodology
M•Core™/STARCore®/PowerPC®
Mixed signal, analog and embedded memory capabilities
Semiconductor fundamentals
In percentages
In percentages
Personal Communications Sector Semiconductor Products Sector
2000
2000 Mike S. Zafirovski Fred Shlapak
market sales
net sales Executive Vice President, President, Executive Vice President, President,
Personal Communications Sector Semiconductor Products Sector
by region
by business
segment The Personal Communications Sector (PCS) As the world’s No. 1 producer of embedded
designs, manufactures, sells and services wire- processors, Motorola’s Semiconductor Products
™
less subscriber equipment including wireless Sector (SPS) offers multiple DigitalDNA tech-
telephones, iDEN® integrated digital enhanced nologies which enable its customers to create
network, digital radio-telephones, paging and “smart” products and new business oppor-
advanced messaging devices and personal tunities in the networking and computing,
two-way radios, with related software and transportation, wireless communications and
accessory products. digital consumer/home networking markets.
Networks Sector Global Customer Solutions Operations
Edward D. Breen Joseph M. Guglielmi
Executive Vice President, President, Executive Vice President, President,
Networks Sector Global Customer Solutions Operations
Personal United States 42%
Communications
Europe 16% The Networks Sector (NS) is a leading provider Global Customer Solutions Operations (GCSO)
Segment 35%
of broadband and wireless communications strengthens our market position by ensuring
China 12%
Global Telecom
products, systems and end-to-end solutions delivery of complete customer solutions.
Solutions Asia-Pacific 8%
for network operators, business/government GCSO is designed to reposition Motorola
Segment 21%
Latin America 8% enterprises and personal/home applications. It as the leader in customer care by directing
Semiconductor
is comprised of the Broadband Communications software and content strategies, systems
Other Markets 8%
Products
Sector (BCS), the Commercial, Government integration, customer support and service,
Segment 16% Japan 6%
and Industrial Solutions Sector (CGISS) and marketing and branding strategies, and regional
Commercial,
the Global Telecom Solutions Sector (GTSS). operations. GCSO includes Motorola’s regional
Government and
organizations, the Chief Marketing Office, the
Industrial Systems
Government Relations Office, the Customer
Segment 12%
Support Management Office and the customer-
Integrated Electronic Systems Sector
Broadband
facing functions of Motorola University.
Communications
Thomas J. Lynch
Segment 9%
Executive Vice President, President,
Integrated Integrated Electronic Systems Sector
Electronic Systems
Segment 5% The Integrated Electronic Systems Sector
(IESS) provides a broad range of embedded
Other Products
systems and products for the automotive,
Segment 2%
industrial, transportation, navigation, commu-
nication and energy systems markets.
19
MOTOROLA, INC.
22. Management’s responsibility for financial statements
Management is responsible for the preparation, integrity and objectivity of the consolidated financial
statements and other financial information presented in this report. The accompanying consolidated
financial statements were prepared in accordance with accounting principles generally accepted in the
United States of America, applying certain estimates and judgments as required.
Motorola’s internal controls are designed to provide reasonable assurance as to the integrity and
reliability of the financial statements and to adequately safeguard, verify and maintain accountability
of assets. Such controls are based on established written policies and procedures, are implemented
by trained, skilled personnel with an appropriate segregation of duties and are monitored through a
comprehensive internal audit program. These policies and procedures prescribe that the Company
and all its employees are to maintain the highest ethical standards and that its business practices
throughout the world are to be conducted in a manner which is above reproach.
KPMG LLP, independent auditors, are retained to audit Motorola’s financial statements. Their
accompanying report is based on audits conducted in accordance with auditing standards generally
accepted in the United States of America, which include the consideration of the Company’s internal
controls to establish a basis for reliance thereon in determining the nature, timing and extent of
audit tests to be applied.
The Board of Directors exercises its responsibility for these financial statements through its Audit
and Legal Committee, which consists entirely of independent non-management Board members. The
Audit and Legal Committee meets periodically with the independent auditors and with the Company’s
internal auditors, both privately and with management present, to review accounting, auditing,
internal controls and financial reporting matters.
Christopher B. Galvin Carl F. Koenemann
Chairman of the Board and Chief Executive Officer Executive Vice President and Chief Financial Officer
Independent auditors’ report
The Board of Directors and stockholders of Motorola, Inc.:
We have audited, in accordance with auditing standards generally accepted in the United States of
America, the consolidated balance sheets of Motorola, Inc. and subsidiaries as of December 31,
2000 and 1999, and the related consolidated statements of operations, stockholders’ equity, and
cash flows for each of the years in the three-year period ended December 31, 2000, appearing in
the appendix to the proxy statement for the 2001 Annual Meeting of Stockholders of Motorola, Inc.
(not presented herein); and in our report dated January 10, 2001, also appearing in that proxy state-
ment appendix, we expressed an unqualified opinion on those consolidated financial statements.
In our opinion, the information set forth in the accompanying condensed consolidated financial
statements is fairly presented, in all material respects, in relation to the consolidated financial
statements from which it has been derived.
KPMG LLP
Chicago, Illinois
January 10, 2001
20 MOTOROLA, INC. AND SUBSIDIARIES
23. In millions, except per share amounts Years ended December 31, 2000 1999 1998
Consolidated statements of operations
Net sales $37,580 $33,075 $31,340
Costs and expenses
Manufacturing and other costs of sales 23,628 20,631 19,396
Selling, general and administrative expenses 5,141 5,220 5,807
Research and development expenditures 4,437 3,560 3,118
Depreciation expense 2,352 2,243 2,255
Reorganization of businesses 596 (226) 1,980
Other charges 517 1,406 109
Interest expense, net 248 138 215
Gains on sales of investments and businesses (1,570) (1,180) (260)
Total costs and expenses 35,349 31,792 32,620
Earnings (loss) before income taxes 2,231 1,283 (1,280)
Income tax provision (benefit) 913 392 (373)
Net earnings (loss) $÷1,318 $÷«÷891 $÷÷(907)
Basic earnings (loss) per common share $÷««0.61 $÷««0.42 $÷«(0.44)
Diluted earnings (loss) per common share $«÷«0.58 $«÷«0.41 $÷«(0.44)
Basic weighted average common shares outstanding 2,170.1 2,119.5 2,071.1
Diluted weighted average common shares outstanding 2,256.6 2,202.0 2,071.1
See accompanying condensed notes to consolidated financial statements. 21
MOTOROLA, INC. AND SUBSIDIARIES
24. In millions, except per share amounts December 31, 2000 1999
Consolidated balance sheets
Assets
Current assets
Cash and cash equivalents $÷3,301 $÷3,537
Short-term investments 354 699
Accounts receivable, net 7,092 5,627
Inventories, net 5,242 3,707
Deferred income taxes 2,294 3,247
Other current assets 1,602 768
Total current assets 19,885 17,585
Property, plant and equipment, net 11,157 9,591
Investments 5,926 9,039
Other assets 5,375 4,274
Total assets $42,343 $40,489
Liabilities and stockholders’ equity
Current liabilities
Notes payable and current portion of long-term debt $÷6,391 $÷2,504
Accounts payable 3,492 3,285
Accrued liabilities 6,374 7,117
Total current liabilities 16,257 12,906
Long-term debt 4,293 3,089
Deferred income taxes 1,504 3,719
Other liabilities 1,192 1,598
Company-obligated mandatorily redeemable
preferred securities of subsidiary trust holding
solely company-guaranteed debentures 485 484
Stockholders’ equity
Preferred stock, $100 par value issuable in series
Authorized shares: 0.5 (none issued) – –
Common stock, $3 par value
Authorized shares: 2000 and 1999, 4,200
Issued and outstanding: 2000 – 2,191.2; 1999 – 2,139.3 6,574 6,418
Additional paid-in capital 1,188 –
Retained earnings 9,727 8,757
Non-owner changes to equity 1,123 3,518
Total stockholders’ equity 18,612 18,693
Total liabilities and stockholders’ equity $42,343 $40,489
See accompanying condensed notes to consolidated financial statements.
22 MOTOROLA, INC. AND SUBSIDIARIES
25. In millions, except per share amounts Non-owner Changes to Equity
Fair Value
Common Adjustment
Stock and to Available Foreign Minimum
Additional For Sale Currency Pension
Consolidated statements Paid-in Securities, Translation Liability Retained Comprehensive
Capital Net of Tax Adjustments Adjustment Earnings Earnings (Loss)
of stockholders’ equity
Balances at January 1, 1998 $4,861 $«÷«552 $(240) $÷(38) $9,352
Net loss ÷ ÷ (907) (907)
Conversion of zero coupon notes 3 ÷
Fair value adjustment to available
for sale securities, net (73) (73)
Change in foreign currency
translation adjustments ÷ 34 ÷ 34
Minimum pension liability adjustment ÷ 38 38
Issuance of common stock 443
Stock options and other 176
Dividends declared ($0.16 per share) ÷ (288)
Balances at December 31, 1998 $5,483 $«÷«479 $(206) $÷«÷– $8,157 $«÷(908)
Net earnings ÷ ÷ 891 891
Conversion of zero coupon notes ÷9 ÷
Fair value adjustment to available
for sale securities, net 3,351 3,351
Change in foreign currency
translation adjustments ÷ (33) ÷ (33)
Minimum pension liability adjustment ÷ (73) (73)
Issuance of common stock 188
Gain on sale of subsidiary stock 82
Stock options and other 656
Dividends declared ($0.16 per share) ÷ (291)
Balances at December 31, 1999 $6,418 $«3,830 $(239) $÷(73) $8,757 $«4,136
Net earnings ÷ ÷ 1,318 1,318
Conversion of zero coupon notes 6 ÷
Fair value adjustment to available
for sale securities, net (2,294) (2,294)
Change in foreign currency
translation adjustments ÷ (100) ÷ (100)
Minimum pension liability adjustment ÷ (1) (1)
Issuance of common stock 714
Stock options and other 624
Dividends declared ($0.16 per share) ÷ (348)
Balances at December 31, 2000 $7,762 $«1,536 $(339) $÷(74) $9,727 $(1,077)
See accompanying condensed notes to consolidated financial statements. 23
MOTOROLA, INC. AND SUBSIDIARIES
26. In millions Years ended December 31, 2000 1999 1998
Consolidated statements of cash flows
Operating
Net earnings (loss) $«1,318 $÷««891 $«÷(907)
Adjustments to reconcile net earnings (loss) to
net cash provided by (used for) operating activities:
Depreciation and amortization 2,522 2,360 2,331
Iridium charges – 2,119 360
Charges for reorganization of businesses 1,483 (226) 1,980
Acquired in-process research and development charges 332 67 109
Gains on sales of investments and businesses (1,570) (1,180) (260)
Deferred income taxes 239 (443) (933)
Change in assets and liabilities, net of effects of
acquisitions and dispositions:
Accounts receivable (1,471) (135) (243)
Inventories (2,305) (678) 249
Other current assets (532) (16) 35
Accounts payable and accrued liabilities (666) 361 (669)
Other assets and liabilities (514) (980) (757)
Net cash provided by (used for) operating activities (1,164) 2,140 1,295
Investing
Acquisitions and investments (1,912) (632) (820)
Proceeds from dispositions of investments and businesses 1,433 2,556 383
Capital expenditures (4,131) (2,856) (3,313)
Proceeds from dispositions of property, plant and equipment 174 468 507
Sales (purchases) of short-term investments 345 (496) 164
Net cash used for investing activities (4,091) (960) (3,079)
Financing
Net proceeds from (repayment of) commercial paper
and short-term borrowings 3,884 (403) 1,627
Proceeds from issuance of debt 1,190 501 773
Repayment of debt (5) (47) (293)
Issuance of preferred securities of subsidiary trust – 484 –
Issuance of common stock 383 544 53
Payment of dividends (333) (291) (288)
Net cash provided by financing activities 5,119 788 1,872
Effect of exchange rate changes on cash and cash equivalents (100) (33) 34
Net increase (decrease) in cash and cash equivalents $÷«(236) $«1,935 $÷÷122
Cash and cash equivalents, beginning of year $«3,537 $«1,602 $«1,480
Cash and cash equivalents, end of year $«3,301 $«3,537 $«1,602
Cash flow information
Cash paid during the year for:
Interest $÷««348 $÷««266 $÷««287
Income taxes $÷««130 $÷««301 $÷««398
See accompanying condensed notes to consolidated financial statements.
24 MOTOROLA, INC. AND SUBSIDIARIES
27. Condensed notes to consolidated financial statements
1 Basis of presentation and summary of significant accounting policies
Basis of presentation: On January 5, 2000, Motorola, Inc. (“Motorola”) completed its previously
announced merger with General Instrument Corporation (“General Instrument”) by exchanging 301 mil-
lion shares (reflecting adjustment for the 3-for-1 common stock split described below) of its common
stock for all of the common stock of General Instrument. Each share of General Instrument was
exchanged for 1.725 shares (reflecting adjustment for the 3-for-1 common stock split described
below) of Motorola’s common stock. Motorola has accounted for the merger as a pooling-of-interests,
and accordingly, all prior period consolidated financial statements have been restated to include
the results of operations, financial position and cash flows of General Instrument. The effects of
conforming General Instrument’s accounting policies to those of Motorola were not material.
For the year ended December 31, 1999, net sales for Motorola and General Instrument were
$30.9 billion and $2.2 billion, respectively. Net earnings for Motorola and General Instrument were
$817 million and $74 million, respectively. For the year ended December 31, 1998, net sales for
Motorola and General Instrument were $29.4 billion and $2.0 billion, respectively. The net loss for
Motorola was $962 million, and the net earnings for General Instrument were $55 million. Results
of operations for the year ended December 31, 2000 reflect the pooling-of-interests. Subsequent
references to “Motorola, Inc.” and “the Company” reflect the pooling-of-interests.
On June 1, 2000, the Company completed a 3-for-1 common stock split in the form of a 200% stock
dividend. On that date, the Company distributed 1.4 billion common shares to stockholders of record
on May 15, 2000. The par value of the common stock remained at $3 per share. The effect of the
stock split has been recognized retroactively in the stockholders’ equity accounts as of January 1,
1998, and in all share and per share data in the consolidated financial statements and the condensed
notes to the consolidated financial statements. The stockholders’ equity accounts have been restated
to reflect the reclassification of an amount equal to the par value of the increase in issued common
shares from additional paid-in capital and retained earnings to common stock.
Principles of consolidation: The consolidated financial statements include the accounts of the
Company and all majority-owned subsidiaries in which it has control. The Company’s investments in
non-controlled entities in which it has the ability to exercise significant influence over operating and
financial policies are accounted for by the equity method. The Company’s investments in other entities
are carried at their historical cost. Certain of these cost-based investments are marked-to-market at
the balance sheet date to reflect their fair value with the unrealized gains and losses, net of tax,
included in a separate component of stockholders’ equity.
Cash equivalents: The Company considers all highly liquid investments purchased with an original
maturity of three months or less to be cash equivalents.
Revenue recognition: The Company recognizes revenue at the time of shipment, and accruals are
established for price protection, returns and cooperative marketing programs with distributors. For
long-term contracts, the Company uses the percentage-of-completion method to recognize revenues and
costs. For contracts involving new technologies, revenues and profits or parts thereof are deferred until
technological feasibility is established, customer acceptance is obtained and other contract-specific
terms have been completed. In the fourth quarter of 2000, the Company adopted Staff Accounting
Bulletin Number 101, “Revenue Recognition in Financial Statements” (SAB 101). The Company’s
adoption of SAB 101 did not have a significant impact on its consolidated financial position or
results of operations.
25
MOTOROLA, INC. AND SUBSIDIARIES
28. Condensed notes to consolidated financial statements
Advertising and sales promotion costs: Advertising and sales promotion costs are expensed as
incurred and are included in selling, general and administrative expenses in the consolidated state-
ments of operations.
Inventories: Inventories are valued at the lower of average cost (which approximates computation on a
first-in, first-out basis) or market (net realizable value or replacement cost).
Property, plant and equipment: Property, plant and equipment are stated at cost less accumulated
depreciation. Depreciation is recorded principally using the declining-balance method, based on
the estimated useful lives of the assets (buildings and building equipment, 5-40 years; machinery
and equipment, 2-12 years).
Intangible assets: Goodwill and other intangible assets are recorded at cost and amortized primarily
on a straight-line basis over periods ranging from 3 to 40 years.
Investments: Investments include available for sale securities at fair value and investments under the
cost and equity methods of accounting. For the available for sale securities, any unrealized holding gains
and losses, net of deferred taxes, are excluded from operating results and are recognized as a sepa-
rate component of stockholders’ equity until realized. The fair values of the securities are determined
based on prevailing market prices.
Long-lived assets: Long-lived assets held and used by the Company and intangible assets are reviewed
for impairment whenever events or changes in circumstances indicate that the carrying amount of
assets may not be recoverable. The Company evaluates recoverability of assets to be held and used
by comparing the carrying amount of an asset to future net undiscounted cash flows to be generated
by the asset. If such assets are considered to be impaired, the impairment to be recognized is meas-
ured by the amount by which the carrying amount of the assets exceeds the fair value of the assets
calculated using a discounted future cash flows analysis. Assets to be disposed of are reported at
the lower of the carrying amount or fair value less costs to sell.
Fair values of financial instruments: The fair values of financial instruments are determined based on
quoted market prices and market interest rates as of the end of the reporting period.
Foreign currency translation: Many of the Company’s non-U.S. operations use the respective local
currencies as the functional currency. Those non-U.S. operations which do not use the local curren-
cies use the U.S. dollar as the functional currency. The effects of translating the financial position and
results of operations of local currency functional operations into U.S. dollars are included in a sepa-
rate component of stockholders’ equity.
Foreign currency transactions: The effects of remeasuring the non-functional currency assets or liabil-
ities into the functional currency as well as gains and losses on hedges of existing assets or liabilities
are marked-to-market, and the result is recorded within selling, general and administrative expenses in
the consolidated statements of operations. Gains and losses on financial instruments that hedge firm
future commitments are deferred until such time as the underlying transactions are recognized or
26 MOTOROLA, INC. AND SUBSIDIARIES
29. recorded immediately when the transaction is no longer expected to occur. Foreign exchange financial
instruments that hedge investments in foreign subsidiaries are marked-to-market, and the results
are included in stockholders’ equity. Other gains or losses on financial instruments that do not qualify
as hedges are recognized immediately as income or expense.
Use of estimates: The preparation of financial statements in conformity with accounting principles
generally accepted in the United States of America requires management to make certain estimates
and assumptions that affect the reported amounts of assets and liabilities and disclosure of contin-
gent assets and liabilities at the date of financial statements and the reported amounts of revenues
and expenses during the reporting period. Actual results could differ from those estimates.
Reclassifications: Certain amounts in prior years’ financial statements and related notes have been
reclassified to conform to the 2000 presentation.
2 Motorola Credit Corporation
Motorola Credit Corporation (MCC), the Company’s wholly owned finance subsidiary, is engaged
principally in financing long-term commercial receivables arising out of equipment sales made by the
Company to customers throughout the United States and internationally.
MCC’s interest revenue is included in the Company’s consolidated net sales. Interest expense
totaled $153 million in 2000, $72 million in 1999 and $37 million in 1998, and is included in manu-
facturing and other costs of sales.
Long-term finance receivables of $2.6 billion and $1.7 billion (net of allowance for losses on
commercial receivables of $233 million and $292 million, respectively) at December 31, 2000
and 1999, respectively, are included in other assets. As of December 31, 2000, approximately
$1.7 billion of the $2.8 billion in gross
long-term finance receivables relates Summary financial data of Motorola Credit Corporation
to one customer.
Dollars in millions 2000 1999 1998
The company provides financing
to customers in connection with equip- Total revenue $÷«265 $÷«159 $÷÷«72
ment purchases and for working capital. Net earnings 147 53 21
At December 31, 2000, the Company Total assets 2,844 2,015 1,152
had outstanding unfunded commitments Total liabilities 2,417 1,768 977
of $494 million. Total stockholders’ equity 427 247 175
Information by segment and geographic region
3 Beginning with the first quarter of 2000, the Company added two operating segments for financial
reporting purposes. The Broadband Communications Segment combines the operations of General
Instrument Corporation with the Company’s cable modem and telephony business. In addition, the
Integrated Electronic Systems Sector, which was previously included in the Other Products Segment,
is now reported as a separate segment. Historical segment data has been restated to reflect
these changes.
During the third quarter of 2000, the Network Systems Segment changed its name to the Global
Telecom Solutions Segment. This was only a name change, and there have been no changes to the
financial information.
27
MOTOROLA, INC. AND SUBSIDIARIES
30. Condensed notes to consolidated financial statements
The Company’s reportable segments have been determined based on the nature of the products
offered to customers. The Personal Communications Segment focuses on delivering integrated voice,
video and data communications solutions to consumers. This segment includes subscriber products
and accessories for cellular, iDEN ® radios, paging and consumer two-way radio markets. The Global
Telecom Solutions Segment focuses on providing total system solutions for telecommunications
carriers and operators. This segment includes the Company’s cellular infrastructure and iDEN infra-
structure businesses. The Commercial, Government and Industrial Systems Segment focuses on the
commercial, governmental and industrial markets, providing integrated communications solutions,
including infrastructure and non-consumer two-way radio products. The Broadband Communications
Segment focuses on solutions that deliver interactive television, the Internet and telephone services
over wired networks. The Semiconductor Products Segment continues to focus on the design, manu-
facture and distribution of integrated semiconductor solutions and components. The Integrated
Electronic Systems Segment focuses on design and manufacture of a broad range of electronic
components, modules and integrated electronic systems and products for automotive, industrial,
transportation, navigation, communication and energy systems markets. The Other Products segment
is comprised primarily of the Personal Networks Group (which focuses on the development of servers,
applications and Internet solutions); the Network Management Group (which holds and manages invest-
ments in wireless network operators); other corporate programs; and Next Level Communications, Inc.
(a publicly traded subsidiary in which the Company has a controlling interest as a result of the merger
with General Instrument).
The accounting policies of the segments are the same as those described in Note 1 Basis of
Presentation and Summary of Significant Accounting Policies. Segment operating results are measured
based on profit (loss) before income tax adjusted, if necessary, for certain segment-specific items
and corporate allocations. Intersegment and intergeographic sales are accounted for on an arm’s
length pricing basis. Intersegment sales included in adjustments and eliminations were $3.3 billion,
$2.8 billion and $2.9 billion for the years ended December 31, 2000, 1999 and 1998, respectively.
These sales were primarily from the Semiconductor Products Segment and the Integrated Electronic
Systems Segment. Intersegment sales from the Semiconductor Products Segment were $2.0 billion
for the year ended December 31, 2000, and $1.7 billion for the years ended December 31, 1999
and 1998. For these same periods, intersegment sales from the Integrated Electronic Systems
Segment were $0.8 billion, $0.8 billion and $0.9 billion, respectively. Net sales by geographic region
are measured by the location of the revenue-producing operations.
Domestic export sales to third parties were $1.9 billion, $2.6 billion and $3.2 billion for the
years ended December 31, 2000, 1999 and 1998, respectively. Domestic export sales to affiliates
and subsidiaries, which are eliminated in consolidation, were $7.3 billion, $6.7 billion and $5.1 billion
for the years ended December 31, 2000, 1999 and 1998, respectively.
Identifiable assets (excluding intersegment receivables) are the Company’s assets that are
identified with classes of similar products or operations in each geographic region. General corporate
assets include primarily cash and cash equivalents, marketable securities, cost- and equity-based
investments, the fair value adjustment to available for sale securities and the administrative head-
quarters of the Company.
In 2000, 1999 and 1998, no single customer or group under common control represented 10%
or more of the Company’s sales.
28 MOTOROLA, INC. AND SUBSIDIARIES
32. Dollars in millions Years ended December 31
Condensed notes to consolidated financial statements
Segment information (continued)
Interest Income Interest Expense Net Interest
2000 1999 1998 2000 1999 1998 2000 1999 1998
Personal Communications
Segment $÷«««««29 $«««««««17 $«««««««21 $«««««94 $«««««61 $«««««73 $÷««(65) $««÷(44) $««««(52)
Global Telecom Solutions
Segment ÷5 1 – ÷58 30 33 ÷(53) (29) (33)
Commercial, Government and
Industrial Systems Segment ÷– – 2 ÷12 15 17 ÷(12) (15) (15)
Broadband Communications
Segment 30 19 4 ÷– 3 4 ÷30 16 –
Semiconductor Products
Segment 7 6 12 ÷99 81 116 ÷(92) (75) (104)
Integrated Electronic Systems
Segment 3 1 1 ÷15 11 11 ÷(12) (10) (10)
Other Products Segment 9 1 5 ÷34 21 18 ÷(25) (20) (13)
Segment totals ÷83 45 45 ÷312 222 272 ÷(229) ÷(177) (227)
General corporate 163 124 44 ÷182 85 32 ÷(19) 39 12
Consolidated totals $«««««246 $«««««169 $«««««««89 $«««494 $«««307 $«««304 $««(248) $««(138) $««(215)
Geographic area information
Net Sales Assets Property, Plant and Equipment
2000 1999 1998 2000 1999 1998 2000 1999 1998
United States $«24,994 $«21,937 $22,221 $21,284 $17,039 $16,967 $÷6,171 $5,391 $««5,433
United Kingdom ÷6,227 6,316 5,829 ÷2,367 2,235 2,125 908 948 1,000
Other nations 21,374 20,802 12,856 ÷14,447 13,458 8,954 3,349 2,733 3,318
Adjustments and eliminations (15,015) (15,980) (9,566) ÷(2,591) (2,643) (855) (95) (88) (134)
Geographic totals $«37,580 $«33,075 $31,340 ÷35,507 30,089 27,191 10,333 8,984 9,617
General corporate ÷6,836 10,400 3,760 824 607 669
Consolidated totals $42,343 $40,489 $30,951 $11,157 $9,591 $10,286
30 MOTOROLA, INC. AND SUBSIDIARIES
33. Dollars in millions, except as noted Years ended December 31 2000 1999 1998 1997 1996
Five-year financial summary
Operating results
Net sales $37,580 $33,075 $31,340 $31,498 $29,657
Manufacturing and other costs of sales ÷23,628 ÷20,631 19,396 18,532 17,854
Selling, general and administrative expenses ÷5,141 ÷5,220 5,807 5,443 4,891
Research and development expenditures ÷4,437 ÷3,560 3,118 2,930 2,572
Depreciation expense ÷2,352 ÷2,243 2,255 2,394 2,367
Reorganization of businesses ÷596 ÷(226) 1,980 327 –
Other charges ÷517 ÷1,406 109 – 249
Interest expense, net ÷248 ÷138 215 136 211
Gains on sales of investments and businesses ÷(1,570) ÷(1,180) (260) (70) (113)
Total costs and expenses ÷35,349 ÷31,792 32,620 29,692 28,031
Earnings (loss) before income taxes ÷2,231 ÷1,283 (1,280) 1,806 1,626
Income tax provision (benefit) ÷913 ÷392 (373) 642 568
Net earnings (loss) $÷1,318 $««÷«891 $««÷(907) $««1,164 $««1,058
Net earnings (loss) as a percent of sales ÷3.5% ÷2.7% (2.9) % 3.7% 3.6%
Per share data (in dollars)
Diluted earnings (loss) per common share $««««0.58 $««««0.41 $«««(0.44) $««««0.56 $««««0.51
Diluted weighted average common
shares outstanding (in millions) ÷2,256.6 ÷2,202.0 2,071.1 2,091.2 2,081.0
Dividends declared 1 $÷««0.16 $««÷0.16 $««÷0.16 $««÷0.16 $««÷0.15
Balance sheet
Total assets $42,343 $40,489 $30,951 $28,954 $25,665
Working capital ÷3,628 ÷4,679 2,532 4,597 3,696
Long-term debt and redeemable
preferred securities ÷4,778 ÷3,573 2,633 2,144 1,931
Total debt and redeemable
preferred securities ÷11,169 ÷6,077 5,542 3,426 3,328
Total stockholders’ equity $18,612 $18,693 $13,913 $14,487 $12,843
Other data
Current ratio ÷1.22 ÷1.36 1.21 1.49 1.44
Return on average invested capital 6.3% 5.3% (5.4) % 7.7% 7.1%
Return on average stockholders’ equity ÷6.6%% ÷5.7% (6.5) % 8.5% 8.4%
Capital expenditures $««4,131 $««2,856 $««3,313 $««2,954 $««3,107
% to sales ÷11.0% ÷8.6% 10.6 % 9.4% 10.5%
Research and development expenditures $««4,437 $««3,560 $««3,118 $««2,930 $««2,572
% to sales ÷11.8% ÷10.8% ÷9.9 % 9.3% 8.7%
Year-end employment (in thousands) ÷147 ÷128 141 158 148
The number of stockholders of record of Motorola common stock on January 31, 2001 was 55,034.
1
Dividends declared from 1996 to 1999 were on Motorola shares outstanding prior to the General Instrument merger.
31
MOTOROLA, INC. AND SUBSIDIARIES
34. Board of Directors of Motorola, Inc.
Christopher B. Galvin Anne P. Jones Samuel C. Scott III
Chairman of the Board and Consultant; formerly a Chairman of the Board and
Chief Executive Officer, Commissioner of the Federal Chief Executive Officer,
Motorola, Inc. Communications Commission Corn Products International
Francesco Caio Judy C. Lewent Gary L. Tooker
Chief Executive Officer, Senior Vice President and Retired; formerly
Netscalibur Chief Financial Officer, Chairman of the Board,
Merck & Co., Inc. Motorola, Inc.
Ronnie C. Chan
Chairman, Walter E. Massey B. Kenneth West
Hang Lung Development Co., Ltd. President, Senior Consultant for Corporate
Morehouse College Governance to Teachers Insurance
H. Laurance Fuller and Annuity Association, College
Retired; formerly Co-Chairman, Nicholas Negroponte Retirement Equities Fund
BP Amoco, p.l.c. Director of Media Laboratory,
Massachusetts Institute of Dr. John A. White
Robert W. Galvin Technology Chancellor,
Chairman of the Executive University of Arkansas
Committee of the Board, John E. Pepper Jr.
Motorola, Inc. Chairman of the Board,
Procter & Gamble Company
Robert L. Growney
President and
Chief Operating Officer,
Motorola, Inc.
32 MOTOROLA, INC.
35. Stockholder reference information
Stock transfer, registrar, Annual meeting of stockholders Business risks
dividend disbursing, direct The annual meeting will be held Statements that are not histori-
stock purchase and dividend on May 7, 2001. A notice of the cal facts, including statements
reinvestment agent meeting, together with a form of about the projected number of
Computershare Investor Services proxy and a proxy statement, will users of wireless devices; the
2 North LaSalle Street be mailed to stockholders on or projected number of smart chip
Chicago, IL 60602 USA about March 23, 2001, at which sales; future markets and prod-
(800) 704-4098 time proxies will be solicited by ucts; the impact of cost reduc-
E-mail: the Board of Directors. tions; and the growth potential
web.queries@computershare.com for cable and in “Outlook” are
Proxy statement forward-looking and involve risks
For shareholder correspondence:
The Proxy Statement is and uncertainties.
Computershare Investor Services
available on the Internet at
P.O. Box A3309 Motorola wishes to caution the
www.motorola.com/investor.
Chicago, IL 60690-3504 reader that the factors below
A copy of the Proxy Statement and those in Motorola’s 2001
For transfer of stock:
may be obtained without charge Proxy Statement appendix and
Computershare Investor Services
by contacting the Investor in its other SEC filings could
P.O. Box 2388
Relations Department as listed cause actual results to differ
Chicago, IL 60690-2388
to the left. materially from those in the for-
ward-looking statements. These
Investor relations
Form 10-K factors include: continued
Security analysts, investment
The Form 10-K is available significant demand for wireless
professionals and shareholders
on the Internet at communications products and
can find investor relations
www.motorola.com/investor. semiconductors; Motorola’s
information on the Internet at
success at reducing costs by
www.motorola.com/investor. A copy of the Form 10-K may
discontinuing unprofitable prod-
be obtained without charge by
Inquiries should be directed to: uct lines, simplifying product
contacting the Investor Relations
portfolios and consolidating
Investor Relations, Motorola, Inc. Department as listed to the left.
operations; continued growth
Corporate Offices
in the cable industry and that
1303 East Algonquin Road Auditors
industry’s ability to compete with
Schaumburg, IL 60196 USA KPMG LLP
other entertainment providers;
303 East Wacker Drive
Or call: (800) 262-8509 product technology and commer-
Chicago, IL 60601 USA
cialization risks; continued or
Common stock increased pricing pressures on
Motorola common stock Motorola’s products, particularly
is listed on the New York, wireless communications prod-
Chicago, London and Tokyo ucts; the impact that weakening
Stock Exchanges. economic conditions will have on
spending by consumer and busi-
ness customers; and steady
growth in emerging markets.
This entire report has been
PowerPC ® is a registered trademark of IBM Corporation used under license.
printed on recycled paper.
The Bluetooth trademark is owned by its proprietor and used under license.