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.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
Data is big and getting bigger. In his presentation Jonathan will examine the primary data sources that affect B2B eCommerce and how his team strives to construct a view over these data sources so that they can continue to optimize the customer experience.
This document discusses monetizing machine-to-machine (M2M) communications and the billing requirements for M2M. Key points made in the document include:
1) M2M connectivity is growing rapidly due to falling technology costs and a maturing ecosystem of providers and applications.
2) M2M represents a massive scale business with huge transaction volumes but low average revenue per user (ARPU), requiring highly scalable and low-cost billing solutions.
3) Successful M2M business models require flexible billing to support new partnership models, vertical industry applications, and evolving combinations of services across the M2M value chain.
This document summarizes an analysis of enterprise mobility trends in Latin America by Frost & Sullivan:
1) The Latin American enterprise mobile services market included over 32 million lines in 2010, with the largest markets being Brazil, Mexico, and Argentina. Key players were America Movil, Telefonica, Telecom Italia, Nextel, and Oi.
2) Key enterprise mobile services/applications included voice, SMS, mobile broadband, VPN, and mobile device management. Emerging trends included M2M, mobile cloud computing, and video conferencing. Major challenges were securing information, high data costs, and integrating mobile apps.
3) Drivers included targeting SMEs, expanding mobile broadband
This document discusses how information technology (IT) aligns with business economics from multiple perspectives. It provides an overview of business economics concepts like generic strategies and compares different industry verticals. It then explains how IT can help businesses maximize profits and scale by redefining models, managing costs and customer relationships. The document also discusses perspectives from the IT industry and challenges of IT project implementation.
This document describes the services of an interactive agency called Monday. It discusses how communication has changed from traditional unidirectional branding to a new era where consumers are in control and search for information online. The agency helps brands adapt to this new environment through strategic marketing, website development, search engine optimization, social media, mobile apps, and other digital services. Case studies are provided showing how the agency has helped launch new products and engage customers for brands like M&M's, Novartis, and Lusomundo.
HP can help governments transform to an instant-on enterprise through application transformation, converged infrastructure, enterprise security, information optimization, and hybrid delivery models. HP drives transformation by leveraging its industry expertise, process excellence, productivity improvements from best shore delivery and use of HP intellectual property, and ability to scale and leverage solutions globally. This transformation helps governments improve efficiency, quality of services, and ability to adopt new technologies.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
The document discusses the importance of small businesses to the U.S. economy and wireless carriers. It notes that there are over 30 million small businesses in the U.S. that employ over half of American workers. Wireless technology has become crucial for small businesses to operate efficiently. The document outlines a plan for a wireless carrier to target small businesses by focusing on value through pricing and device options, network coverage and reliability, and community engagement.
Data is big and getting bigger. In his presentation Jonathan will examine the primary data sources that affect B2B eCommerce and how his team strives to construct a view over these data sources so that they can continue to optimize the customer experience.
This document discusses monetizing machine-to-machine (M2M) communications and the billing requirements for M2M. Key points made in the document include:
1) M2M connectivity is growing rapidly due to falling technology costs and a maturing ecosystem of providers and applications.
2) M2M represents a massive scale business with huge transaction volumes but low average revenue per user (ARPU), requiring highly scalable and low-cost billing solutions.
3) Successful M2M business models require flexible billing to support new partnership models, vertical industry applications, and evolving combinations of services across the M2M value chain.
This document summarizes an analysis of enterprise mobility trends in Latin America by Frost & Sullivan:
1) The Latin American enterprise mobile services market included over 32 million lines in 2010, with the largest markets being Brazil, Mexico, and Argentina. Key players were America Movil, Telefonica, Telecom Italia, Nextel, and Oi.
2) Key enterprise mobile services/applications included voice, SMS, mobile broadband, VPN, and mobile device management. Emerging trends included M2M, mobile cloud computing, and video conferencing. Major challenges were securing information, high data costs, and integrating mobile apps.
3) Drivers included targeting SMEs, expanding mobile broadband
This document discusses how information technology (IT) aligns with business economics from multiple perspectives. It provides an overview of business economics concepts like generic strategies and compares different industry verticals. It then explains how IT can help businesses maximize profits and scale by redefining models, managing costs and customer relationships. The document also discusses perspectives from the IT industry and challenges of IT project implementation.
This document describes the services of an interactive agency called Monday. It discusses how communication has changed from traditional unidirectional branding to a new era where consumers are in control and search for information online. The agency helps brands adapt to this new environment through strategic marketing, website development, search engine optimization, social media, mobile apps, and other digital services. Case studies are provided showing how the agency has helped launch new products and engage customers for brands like M&M's, Novartis, and Lusomundo.
HP can help governments transform to an instant-on enterprise through application transformation, converged infrastructure, enterprise security, information optimization, and hybrid delivery models. HP drives transformation by leveraging its industry expertise, process excellence, productivity improvements from best shore delivery and use of HP intellectual property, and ability to scale and leverage solutions globally. This transformation helps governments improve efficiency, quality of services, and ability to adopt new technologies.
This investor presentation provides an overview of Multiplus, a leading loyalty coalition network in Brazil. Key points include:
1) Multiplus has over 8 million members through partnerships with 151 companies in various industries.
2) Multiplus has a unique business model with recurring revenue, low capital expenditures, and high returns.
3) Growth opportunities exist in increasing credit card usage, passenger traffic, and wealth distribution in Brazil.
4) Multiplus' main strategic objectives are improving the customer experience, increasing shareholder return, and strengthening their brand.
Technology Review | In Focus: Customers & ProductComarch
Published twice a year, Comarch Technology Review (Telecom Edition) provides expert commentary and analysis on current trends shaping the telecommunications market, as well as insight on how to solve problems most commonly faced by telecom operators
This document discusses STS Digital, a provider of digital smartphone technology training and consulting services for businesses. It describes STS Digital's offerings, which include courses on using BlackBerry technology for business, smartphone consulting services, and social media marketing solutions using LinkedIn. It also introduces STS Digital's work with Research in Motion (Rim) on the new BlackBerry Enterprise Server Express, which allows businesses to connect employees wirelessly at low cost.
NAMC Digital is positioned for growth in the digital signage industry both in the US and internationally. They provide affordable digital signage solutions that allow venues to display advertising and content. While major players focus on large markets, NAMC Digital can work with any size venue. They also have technology that some major players need to upgrade. NAMC Digital is well positioned to gain new business and market share globally through strategic alliances.
ItSMF 23 November 2012 - GREENCLOUDS - Cloud Service BrokerageGreenclouds
The document discusses the role of a cloud service broker in business innovation. It describes how a cloud service broker can help organizations transition to the cloud by acting as an intermediary between internal business units and external cloud providers. The broker provides strategic value by integrating multiple cloud services, providing control and compliance, and helping business units access new products faster. It outlines a six-step service delivery model for cloud service brokers to provide services to business units. Finally, it discusses how cloud service brokers can help organizations innovate by managing products in addition to services through predictive analytics and social tools.
The document discusses data sources available from Post, including Select Post which contains recent lifestyle data on approximately 711,000 addresses, and Do My Move which contains information on people who have moved including their old and new addresses. It also notes that direct mail investments decreased by 2.4% in the first half of 2009 compared to the first half of 2008. The company DM Pige registers and maintains direct mail figures.
This document discusses T-Mobile's path forward and potential returns. It provides forecasts for T-Mobile's value, subscribers, revenue, EBITDA and other financial metrics from 2020-2024. It sees integration being completed successfully and the 5G network build outpacing competitors. It outlines a "Home Run Scenario" where T-Mobile captures most industry growth through 2024 by touting its nationwide 5G network coverage. This could increase T-Mobile's stock price to $294/share by 2024, representing a 73% IRR from current prices.
The document discusses strategies for telecom operators to profit from machine-to-machine (M2M) communications by focusing on high-value opportunities through application segmentation, addressing barriers in the fragmented M2M ecosystem, and exploring business models that support massive scale, flexible billing, and multi-party value chains. It also examines internal factors like cost structures and platforms that influence M2M profitability.
Internet and digital commerce avendus capitalSarabjeet Singh
The document discusses investment activity in the digital consumer industry from January to February 2012. Some key points:
- Investment was highest in e-tailing/deals and online services, totaling over $1 billion invested.
- Within e-tailing, apparel categories like multi-label, private label, and flash sales saw the most deals. Untapped categories may see future investment.
- Deal volumes increased for later funding rounds, with average deal sizes rising for Round 2 and beyond. Several large deals (> $30M) occurred.
- Internet and mobile connectivity in India is projected to grow substantially by 2015, driven by the expansion of 3G, 4G and smartphones. However,
Managing brands in digital and social channelsGewoon Groen
This document discusses managing brands in digital and social channels. It notes the shift from mass media and push marketing to social media, wisdom of crowds, and two-way dialogue. Case studies show risks of not engaging on social media and benefits of transparency, interaction, and community building. Key success factors include being open and sharing. Metrics like net promoter scores can measure impact. Brands must adapt to changing customer expectations and invest in social media presence, interaction, and content.
Cloud definitions and market opportunitiesVik Bhambri
This IDC document provides a road map for cloud services opportunities for partners. It defines key cloud concepts including deployment models and service types. Public cloud services are forecast to grow substantially over the next few years, representing significant opportunities for partners across industries and geographies. The capabilities of cloud solutions allow partners to serve more customer segments and industries while generating recurring revenue streams.
The document discusses electronic business and commerce applications. It describes cross-functional integrated systems, functional business information systems that support marketing, production, human resources, accounting and finance. It also discusses electronic commerce technologies like transaction processing systems and electronic payment and security systems.
telcwho? Filling the void of meaning.
Trends and Implications of the Berlin Telco Summit 2010
As consumer power is gaining momentum and the democratization of technology is revealing the limits of our current infrastructure, Telco Companies have a great opportunity to shape their identities by filling the void of meaning. These are the key findings of the Berlin Telco Summit 2010.
The participants of this year’s summit – 19 brand and communication strategists from 12 countries – discussed current developments in 15 different markets around the world ranging from India to Mexico. The global strategists identified two areas of conflict that Telecommunication brands should address by clearly positioning themselves, in order to meet the enormous challenges and remain relevant in people’s lives:
Consumers in Power versus Limits of Consumer Power
The growth of consumer power and freedom in the realm of Telecommunication is reflected through several developments. Most obvious is a higher degree of flexibility in terms of tariff plans, allowing consumers to tailor their own tariffs and releasing them from minimum contract terms. In the case of the UK brand giffgaff, which was launched by o2 last year, customers are even turning into the brand’s marketing managers. Smartphones and Social Media Networks are transforming into platforms for people to start their own business and to share and spread their opinion publicly.
However, there are still limits to consumer power. In many cases co-creation is reduced to advertising and communication. And the restriction of consumer power goes even further with some powerful brands establishing themselves as gatekeepers and censors such as Apple, which hit the headlines after banning certain apps from its App store, dictating what is appropriate or not.
Beyond, Social Media and Telecommunication bear great risks and dangers, with millions of people sharing their entire lives with the public, however sometimes too much of it or in a highly addictive way. And these days Social Media is unfortunately not only an agent for positive social and economic change, but also a powerful tool for the evil.
Democratization of Technology versus Limits of Technology
Smartphones and mobile Internet become available to the masses, thanks to attractive financing concepts, affordable data plans and handsets. Also many services are available to more people, e.g. pedestrian navigation, which is increasingly offered for free.
However, the process of democratization of technology poses huge challenges to Telecommunication Companies, especially in terms of infrastructure and data volumes. Thus, network quality has become a big issue again in markets with high smartphone penetration. It is picked up in communications and fuels the current trend of improving basic services and products.
These trends and observations result in two major challenges for the telecommunication industry:
Meaning is Fundamental.
Telco Companies need to develop a clear point of view of what they want to be and what they want to stand for – in the long-term, to avoid turning into replaceable commodity providers and to escape from the ongoing price competition.
Becoming more meaningful can be achieved in various ways e.g., by focussing and thus being able to champion in a few things, such as products or services, rather than averaging in many. Meaning can also be created by being good and acting as responsible corporate citizen, such as the brand “idea” in India, which addresses subjects like education, caste or health that are highly relevant to the Indian society. In order to become more meaningful, Telcos also need to redefine their relationship towards people, acknowledging and leveraging consumer power instead of restricting it and thus turning it into something that is beneficial for both, brands and people.
Innovation is Future.
To avoid losing ground to new competitors from other in
IBM collaborates with government leaders to transform services, improve outcomes of social programs, facilitate global trade, protect borders and enhance public safety.
This document discusses the growth of the pay-to-play digital entertainment industry. It argues that advances in technology, new business models, and changes in regulation will power significant growth in the industry. The key points made are that (1) social, mobile, and cash gaming are driving the pay-to-play convergence model; (2) the market is growing at 15% annually and will be worth over $50 billion by 2016; and (3) new technologies, the separation of digital from physical media, and evolving regulations present major opportunities for growth and profitability in the industry.
This document provides an overview of mobile commerce in Japan. It notes that over 90% of Japanese use their mobile phones to access the mobile web on a daily basis. Operators in Japan control handset makers and SIM-lock all phones, helping drive uniform experiences. They also share significant revenue with content providers. As a result, Japan has seen rapid growth in mobile commerce, reaching over $9 billion in transaction value in 2011, with over 60% of mobile internet users making purchases on their phones. Common purchases include fashion, books/media, and cosmetics. Nearly two-thirds of mobile shoppers prefer paying with cash on delivery. The widespread adoption of 3G and rich messaging services have helped drive this mobile commerce transformation
Altria Group reported its 2007 second quarter results. Reported diluted EPS from continuing operations was up 5.0% to $1.05, including charges of $0.12 per share. Adjusted diluted EPS excluding charges was up 9.5% to $1.15. Full-year 2007 guidance was revised to $4.05-$4.10 diluted EPS from continuing operations. PM USA operating income declined due to $318 million in charges from closing a manufacturing plant but adjusted income was up 1.6%. PMI international cigarette shipment volume was up 3.3% excluding acquisitions.
Motorola held an earnings conference call on January 22, 2003 to discuss its Q4 2002 results. The call included a presentation with 21 slides covering key financial metrics and forecasts. Motorola exceeded expectations for Q4 sales and earnings per share. All major segments were profitable excluding special items, with the largest improvements in Consumer and Government & Industrial Solutions segments. Motorola also improved its cash position and reduced debt levels compared to prior periods. Looking ahead, Motorola forecast positive operating and free cash flow for 2003.
Motorola reported strong financial results for the second quarter of 2004, with sales increasing 41% compared to the second quarter of 2003. However, Motorola reported a net loss due to a large non-cash tax expense related to the IPO of Freescale Semiconductor. Excluding this tax expense, pre-tax earnings increased significantly. All of Motorola's business segments saw sales increases, with the Personal Communications segment experiencing the largest growth. Motorola provided guidance for the third quarter of 2004 with sales expected to increase 25-30% and earnings per share of $0.15 to $0.19.
Q3 2003 Motorola Inc. Earnings Conference Call Presentationfinance7
- Motorola reported Q3 2003 earnings with total sales of $6.8 billion, a 4.5% increase over Q3 2002. Earnings per share remained flat at $0.06 excluding special items.
- Gross margin declined due to increased handset competition and pricing pressures in Asia combined with sales of discontinued low-margin products. However, SG&A and R&D expenses as a percentage of sales improved.
- Operating margin remained flat at 4.4% compared to Q3 2002. Cash flow was strong with $1.1 billion in operating cash flow and $0.9 billion in free cash flow.
Motorola reported first-quarter 2007 sales of $9.4 billion and a net loss of $0.08 per share. Sales increased 20% in Networks and Enterprise and 42% in Connected Home Solutions, but declined 15% in Mobile Devices. For the second quarter, Motorola expects sales to be flat with Q1 and earnings per share between $0.02-$0.03. While Mobile Devices performance was unacceptable, Networks and Enterprise and Connected Home Solutions performed well. Motorola expects gradual improvements in the second half of 2007 and to be profitable for the full year.
This investor presentation provides an overview of Multiplus, a leading loyalty coalition network in Brazil. Key points include:
1) Multiplus has over 8 million members through partnerships with 151 companies in various industries.
2) Multiplus has a unique business model with recurring revenue, low capital expenditures, and high returns.
3) Growth opportunities exist in increasing credit card usage, passenger traffic, and wealth distribution in Brazil.
4) Multiplus' main strategic objectives are improving the customer experience, increasing shareholder return, and strengthening their brand.
Technology Review | In Focus: Customers & ProductComarch
Published twice a year, Comarch Technology Review (Telecom Edition) provides expert commentary and analysis on current trends shaping the telecommunications market, as well as insight on how to solve problems most commonly faced by telecom operators
This document discusses STS Digital, a provider of digital smartphone technology training and consulting services for businesses. It describes STS Digital's offerings, which include courses on using BlackBerry technology for business, smartphone consulting services, and social media marketing solutions using LinkedIn. It also introduces STS Digital's work with Research in Motion (Rim) on the new BlackBerry Enterprise Server Express, which allows businesses to connect employees wirelessly at low cost.
NAMC Digital is positioned for growth in the digital signage industry both in the US and internationally. They provide affordable digital signage solutions that allow venues to display advertising and content. While major players focus on large markets, NAMC Digital can work with any size venue. They also have technology that some major players need to upgrade. NAMC Digital is well positioned to gain new business and market share globally through strategic alliances.
ItSMF 23 November 2012 - GREENCLOUDS - Cloud Service BrokerageGreenclouds
The document discusses the role of a cloud service broker in business innovation. It describes how a cloud service broker can help organizations transition to the cloud by acting as an intermediary between internal business units and external cloud providers. The broker provides strategic value by integrating multiple cloud services, providing control and compliance, and helping business units access new products faster. It outlines a six-step service delivery model for cloud service brokers to provide services to business units. Finally, it discusses how cloud service brokers can help organizations innovate by managing products in addition to services through predictive analytics and social tools.
The document discusses data sources available from Post, including Select Post which contains recent lifestyle data on approximately 711,000 addresses, and Do My Move which contains information on people who have moved including their old and new addresses. It also notes that direct mail investments decreased by 2.4% in the first half of 2009 compared to the first half of 2008. The company DM Pige registers and maintains direct mail figures.
This document discusses T-Mobile's path forward and potential returns. It provides forecasts for T-Mobile's value, subscribers, revenue, EBITDA and other financial metrics from 2020-2024. It sees integration being completed successfully and the 5G network build outpacing competitors. It outlines a "Home Run Scenario" where T-Mobile captures most industry growth through 2024 by touting its nationwide 5G network coverage. This could increase T-Mobile's stock price to $294/share by 2024, representing a 73% IRR from current prices.
The document discusses strategies for telecom operators to profit from machine-to-machine (M2M) communications by focusing on high-value opportunities through application segmentation, addressing barriers in the fragmented M2M ecosystem, and exploring business models that support massive scale, flexible billing, and multi-party value chains. It also examines internal factors like cost structures and platforms that influence M2M profitability.
Internet and digital commerce avendus capitalSarabjeet Singh
The document discusses investment activity in the digital consumer industry from January to February 2012. Some key points:
- Investment was highest in e-tailing/deals and online services, totaling over $1 billion invested.
- Within e-tailing, apparel categories like multi-label, private label, and flash sales saw the most deals. Untapped categories may see future investment.
- Deal volumes increased for later funding rounds, with average deal sizes rising for Round 2 and beyond. Several large deals (> $30M) occurred.
- Internet and mobile connectivity in India is projected to grow substantially by 2015, driven by the expansion of 3G, 4G and smartphones. However,
Managing brands in digital and social channelsGewoon Groen
This document discusses managing brands in digital and social channels. It notes the shift from mass media and push marketing to social media, wisdom of crowds, and two-way dialogue. Case studies show risks of not engaging on social media and benefits of transparency, interaction, and community building. Key success factors include being open and sharing. Metrics like net promoter scores can measure impact. Brands must adapt to changing customer expectations and invest in social media presence, interaction, and content.
Cloud definitions and market opportunitiesVik Bhambri
This IDC document provides a road map for cloud services opportunities for partners. It defines key cloud concepts including deployment models and service types. Public cloud services are forecast to grow substantially over the next few years, representing significant opportunities for partners across industries and geographies. The capabilities of cloud solutions allow partners to serve more customer segments and industries while generating recurring revenue streams.
The document discusses electronic business and commerce applications. It describes cross-functional integrated systems, functional business information systems that support marketing, production, human resources, accounting and finance. It also discusses electronic commerce technologies like transaction processing systems and electronic payment and security systems.
telcwho? Filling the void of meaning.
Trends and Implications of the Berlin Telco Summit 2010
As consumer power is gaining momentum and the democratization of technology is revealing the limits of our current infrastructure, Telco Companies have a great opportunity to shape their identities by filling the void of meaning. These are the key findings of the Berlin Telco Summit 2010.
The participants of this year’s summit – 19 brand and communication strategists from 12 countries – discussed current developments in 15 different markets around the world ranging from India to Mexico. The global strategists identified two areas of conflict that Telecommunication brands should address by clearly positioning themselves, in order to meet the enormous challenges and remain relevant in people’s lives:
Consumers in Power versus Limits of Consumer Power
The growth of consumer power and freedom in the realm of Telecommunication is reflected through several developments. Most obvious is a higher degree of flexibility in terms of tariff plans, allowing consumers to tailor their own tariffs and releasing them from minimum contract terms. In the case of the UK brand giffgaff, which was launched by o2 last year, customers are even turning into the brand’s marketing managers. Smartphones and Social Media Networks are transforming into platforms for people to start their own business and to share and spread their opinion publicly.
However, there are still limits to consumer power. In many cases co-creation is reduced to advertising and communication. And the restriction of consumer power goes even further with some powerful brands establishing themselves as gatekeepers and censors such as Apple, which hit the headlines after banning certain apps from its App store, dictating what is appropriate or not.
Beyond, Social Media and Telecommunication bear great risks and dangers, with millions of people sharing their entire lives with the public, however sometimes too much of it or in a highly addictive way. And these days Social Media is unfortunately not only an agent for positive social and economic change, but also a powerful tool for the evil.
Democratization of Technology versus Limits of Technology
Smartphones and mobile Internet become available to the masses, thanks to attractive financing concepts, affordable data plans and handsets. Also many services are available to more people, e.g. pedestrian navigation, which is increasingly offered for free.
However, the process of democratization of technology poses huge challenges to Telecommunication Companies, especially in terms of infrastructure and data volumes. Thus, network quality has become a big issue again in markets with high smartphone penetration. It is picked up in communications and fuels the current trend of improving basic services and products.
These trends and observations result in two major challenges for the telecommunication industry:
Meaning is Fundamental.
Telco Companies need to develop a clear point of view of what they want to be and what they want to stand for – in the long-term, to avoid turning into replaceable commodity providers and to escape from the ongoing price competition.
Becoming more meaningful can be achieved in various ways e.g., by focussing and thus being able to champion in a few things, such as products or services, rather than averaging in many. Meaning can also be created by being good and acting as responsible corporate citizen, such as the brand “idea” in India, which addresses subjects like education, caste or health that are highly relevant to the Indian society. In order to become more meaningful, Telcos also need to redefine their relationship towards people, acknowledging and leveraging consumer power instead of restricting it and thus turning it into something that is beneficial for both, brands and people.
Innovation is Future.
To avoid losing ground to new competitors from other in
IBM collaborates with government leaders to transform services, improve outcomes of social programs, facilitate global trade, protect borders and enhance public safety.
This document discusses the growth of the pay-to-play digital entertainment industry. It argues that advances in technology, new business models, and changes in regulation will power significant growth in the industry. The key points made are that (1) social, mobile, and cash gaming are driving the pay-to-play convergence model; (2) the market is growing at 15% annually and will be worth over $50 billion by 2016; and (3) new technologies, the separation of digital from physical media, and evolving regulations present major opportunities for growth and profitability in the industry.
This document provides an overview of mobile commerce in Japan. It notes that over 90% of Japanese use their mobile phones to access the mobile web on a daily basis. Operators in Japan control handset makers and SIM-lock all phones, helping drive uniform experiences. They also share significant revenue with content providers. As a result, Japan has seen rapid growth in mobile commerce, reaching over $9 billion in transaction value in 2011, with over 60% of mobile internet users making purchases on their phones. Common purchases include fashion, books/media, and cosmetics. Nearly two-thirds of mobile shoppers prefer paying with cash on delivery. The widespread adoption of 3G and rich messaging services have helped drive this mobile commerce transformation
Altria Group reported its 2007 second quarter results. Reported diluted EPS from continuing operations was up 5.0% to $1.05, including charges of $0.12 per share. Adjusted diluted EPS excluding charges was up 9.5% to $1.15. Full-year 2007 guidance was revised to $4.05-$4.10 diluted EPS from continuing operations. PM USA operating income declined due to $318 million in charges from closing a manufacturing plant but adjusted income was up 1.6%. PMI international cigarette shipment volume was up 3.3% excluding acquisitions.
Motorola held an earnings conference call on January 22, 2003 to discuss its Q4 2002 results. The call included a presentation with 21 slides covering key financial metrics and forecasts. Motorola exceeded expectations for Q4 sales and earnings per share. All major segments were profitable excluding special items, with the largest improvements in Consumer and Government & Industrial Solutions segments. Motorola also improved its cash position and reduced debt levels compared to prior periods. Looking ahead, Motorola forecast positive operating and free cash flow for 2003.
Motorola reported strong financial results for the second quarter of 2004, with sales increasing 41% compared to the second quarter of 2003. However, Motorola reported a net loss due to a large non-cash tax expense related to the IPO of Freescale Semiconductor. Excluding this tax expense, pre-tax earnings increased significantly. All of Motorola's business segments saw sales increases, with the Personal Communications segment experiencing the largest growth. Motorola provided guidance for the third quarter of 2004 with sales expected to increase 25-30% and earnings per share of $0.15 to $0.19.
Q3 2003 Motorola Inc. Earnings Conference Call Presentationfinance7
- Motorola reported Q3 2003 earnings with total sales of $6.8 billion, a 4.5% increase over Q3 2002. Earnings per share remained flat at $0.06 excluding special items.
- Gross margin declined due to increased handset competition and pricing pressures in Asia combined with sales of discontinued low-margin products. However, SG&A and R&D expenses as a percentage of sales improved.
- Operating margin remained flat at 4.4% compared to Q3 2002. Cash flow was strong with $1.1 billion in operating cash flow and $0.9 billion in free cash flow.
Motorola reported first-quarter 2007 sales of $9.4 billion and a net loss of $0.08 per share. Sales increased 20% in Networks and Enterprise and 42% in Connected Home Solutions, but declined 15% in Mobile Devices. For the second quarter, Motorola expects sales to be flat with Q1 and earnings per share between $0.02-$0.03. While Mobile Devices performance was unacceptable, Networks and Enterprise and Connected Home Solutions performed well. Motorola expects gradual improvements in the second half of 2007 and to be profitable for the full year.
Supervalu operates grocery retail stores and provides food distribution and logistics services. In fiscal year 2005, Supervalu had 1,549 retail stores, served as the primary supplier to 2,300 retail stores, and as a secondary supplier to 700 additional stores. Supervalu focuses on retail growth through new store development, remodels, licensee growth, and acquisitions. In 2005, Supervalu acquired Total Logistics, a third-party logistics provider, and added 66 net new retail stores. Supervalu aims to leverage its distribution operations by providing additional logistics and service solutions through an efficient supply chain.
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.
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.
Telephone and Data Systems Inc. (TDS) reported financial results for 2001. TDS has wireless and telephone operations, providing services to over 4.3 million customers. In 2001, TDS grew revenues 11% and operating cash flow 8%, while its wireless subsidiary U.S. Cellular grew revenues 10% and operating cash flow 11%. TDS aims to expand its existing operations through acquisitions and exploring new telecommunications businesses.
Siemens Ltd is an industrial conglomerate operating in industry, energy, and healthcare sectors. Some key points:
- Revenue declined 4% in FY2009 due to exiting IT services but profits grew 16% due to higher other income
- Operations are divided into industry, energy, and healthcare with diversified revenue streams
- Acquisitions help expand product range and increase market share
- Stock has outperformed the market with 39% returns YTD compared to Nifty's 18%
1. Menatel is a joint stock company established in 1998 in Egypt by France Telecom and other Egyptian partners to operate a network of public pay phones.
2. By 2002, Menatel had installed over 43,000 pay phone locations serving over 425 million prepaid phone cards annually, with total revenue of over 400 million Egyptian pounds and average revenue per phone of 38 pounds.
3. Menatel's operations have grown significantly since inception, as indicated by increases in the number of phone locations and lines, card sales, calls, minutes, and civil works from 1999 to 2002, demonstrating the company's success in the Egyptian public pay phone market.
This annual report summarizes the financial results and strategic initiatives of Telephone and Data Systems, Inc. (TDS) in 1998. Key highlights include:
- TDS achieved 32% growth in operating revenues and 30% growth in operating cash flow in 1998. Earnings per share increased due to gains from the sale of minority cellular interests.
- TDS's major business units - U.S. Cellular, TDS Telecom, and Aerial Communications - all experienced substantial growth. U.S. Cellular added its 2 millionth customer in 1998.
- TDS is pursuing a strategic plan to spin-off its ownership in Aerial Communications to focus on its core wireless and wireline businesses
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
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.
Motorola experienced a difficult year in 2001 with declining sales and losses. The company implemented a 5-point plan to rebuild value that included strengthening management, stabilizing finances, reducing costs, pursuing growth through innovation, and reevaluating strategies. While most sectors struggled, PCS improved market share and profitability and BCS bolstered its leadership in cable equipment through acquisitions. The company remains focused on innovation in communications solutions and returning to profitability.
The Suprising Technology Economics of Mainframes vs Distributed Serversjabenjamusibm
The document discusses the economics of mainframe vs distributed computing. It finds that smaller organizations require more computing resources relative to their size. While many see mainframes as outdated, the cost structure of mainframe computing is highly relevant. Companies with a mainframe bias tend to have lower total infrastructure costs than those with a distributed server bias. For example, a mainframe-heavy $1B organization may have infrastructure costs 30% lower. The implications of deployment choices can be significant for small to medium enterprises. Those that understand and leverage technology economics may gain a competitive advantage.
This body of research indicates that although many consider the mainframe to perhaps be a relic of computing history – it was there at the "ground zero" of technology economics – the cost structure of mainframe computing is highly relevant. In fact with the differential and high intensity of computing in small to medium enterprises, an understanding of the mainframe's computational and economic relevance in the context of its contribution to business performance is critical. The masters of technology economics may in fact become those companies that prosper in our evolving and complex global economy
Motorola reported its financial results for the second quarter of 2003. Key highlights included:
- Sales of $6.2 billion, down 10% from the previous year's quarter.
- GAAP earnings of $0.05 per share, compared to a loss of $1.02 per share in the previous year.
- Earnings excluding special items of $0.01 per share, compared to $0.02 per share in the previous year.
- Third quarter 2003 guidance of flat to down 4% sales, break-even to $0.02 GAAP earnings per share, and $0.02 to $0.04 earnings per share excluding special items.
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
Q3 2008 Earnings Press Release and Financial Tablesfinance7
Motorola reported third quarter 2008 financial results. Sales were $7.5 billion. The company had a net loss of $397 million but positive operating cash flow of $180 million. Key highlights included a loss in Mobile Devices but increased earnings in Home and Networks Mobility and Enterprise Mobility Solutions. Motorola expects earnings per share of $0.02 to $0.04 in Q4 2008 and $0.05 to $0.07 for the full year.
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
George W. Buckley Chairman, President and Chief Executive Officerfinance10
George Buckley presents an emerging strategy for growth at 3M. He outlines 3M's core competencies in applying coatings to various backings using precision manufacturing. Buckley describes how 3M leverages its technology platforms across multiple markets through sharing technologies and an "adjacency lattice" approach. The strategy emphasizes growing 3M's core businesses, gaining scale in large markets, and increasing relative share in smaller markets through globalization and a focus on innovation.
The document discusses the US Economic Stimulus Act of 2008 and how it provides tax benefits for companies purchasing new technology equipment. It outlines that the Act allows 50% bonus depreciation in the first year on purchases before December 2008. It also details that Nortel is offering financing options like $1 "buy-out leases" that allow companies to pay for equipment over time but still receive the tax benefits. The document provides examples of how much companies in different tax brackets could save on Unified Communications solutions from Nortel by taking advantage of the Stimulus Act benefits.
The document discusses the US Economic Stimulus Act of 2008 and how it provides tax benefits for companies purchasing new technology equipment. It outlines that the Act allows 50% bonus depreciation in the first year on purchases before December 2008. It also details that Nortel is offering financing options like $1 "buy-out leases" that allow companies to pay for equipment over time but still receive the tax benefits. The document provides examples of how much companies in different tax brackets could save on Unified Communications solutions from Nortel by taking advantage of the Stimulus Act.
Computer Sciences Corporation (CSC) reported financial results for the third quarter of fiscal year 2001, ended December 29, 2000. Revenues increased 12.9% to $2.7 billion due to growth in the federal government vertical market and commercial outsourcing. Earnings before special items increased 9.6% to $122.9 million. Major new business awards totaled $1.8 billion for the quarter. For the nine-month period, revenues increased 12.2% to $7.6 billion and earnings before special items increased 13.1% to $327.9 million, though results were impacted by currency effects and restructuring costs. CSC also discussed several new contracts and engagements.
Q4 2007 Earnings Press Release and Financial Tablesfinance7
Motorola reported fourth-quarter sales of $9.65 billion and a net earnings of $0.04 per share, including charges that reduced earnings by $0.09 per share. For the full year, Motorola reported sales of $36.6 billion and a net loss of $0.02 per share, including charges that reduced earnings by $0.29 per share. Mobile Devices sales declined 38% in the quarter and 33% for the full year, while Home and Networks Mobility and Enterprise Mobility Solutions continued strong performance. Motorola expects a first-quarter loss from continuing operations of $0.05 to $0.07 per share.
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.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
South Dakota State University degree offer diploma Transcriptynfqplhm
办理美国SDSU毕业证书制作南达科他州立大学假文凭定制Q微168899991做SDSU留信网教留服认证海牙认证改SDSU成绩单GPA做SDSU假学位证假文凭高仿毕业证GRE代考如何申请南达科他州立大学South Dakota State University degree offer diploma Transcript
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
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.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Ending stagnation: How to boost prosperity across Scotland
motorola 2003 Annual Report
1. Motorola, Inc. 2003 Annual Report
Why Motorola?
Why now?
What’s next?
Good questions
questions…the same ones I asked before becoming Motorola’s new Chairman and CEO.
My answers:
Motorola is a great global brand with even greater potential.
It’s the original high-tech startup, with over 75 years
of world-changing innovation, a rich portfolio of patents,
an amazing team of technologists and a passionate
commitment to R&D. It’s a company built by
engineers, visionaries and those who are both.
No company is more strongly positioned to
make new technologies converge to create
compelling new possibilities for the home,
the automobile,
mission-critical mobile,
the enterprise and
enterprise,
the cell phone
phone.
the device formerly known as
Our belief: Intelligent products can unleash personal potential. Make the world smarter. Simpler. Easier to navigate. More productive. More fun.
Our challenge Convert our strengths into growth and a high level of financial return to our stockholders. In our world of Intelligence Everywhere™
challenge: …
I see opportunity everywhere.
2. Opportunity: Connect, Lead, Grow
We keep the word flowing to the right folks in the right places.
Motorola is a global leader in wireless, automotive and broadband communications.
Intelligence Everywhere ™
really means opportunity everywhere.
But where is everywhere?
As consumer choice gets broader, as devices get smarter,
as the world and everything in it get more connected,
Motorola is everywhere:
automotive electronics and telematics systems
commercial and industrial communications
embedded computer systems
embedded microprocessors
government and public safety communications
personal communications
portable energy products
wireless telecom networks
wireless and wired broadband networks
This is how we performed everywhere…I invite you to take a look at the new Motorola and its opportunities everywhere.
3. 40
Net Sales
(dollars in billions)
30
20
10
0
2,000
Operating Earnings (Loss)
(dollars in millions)
0
-2,000
- 4,000
-6,000
.75
Diluted Earnings (Loss)
Per Share (in dollars)
0
-.75
-1.5
-2.25
99 00 01 02 03
2003 Net Sales by Business Segment
(before intercompany eliminations)
Financial Highlights 38% Personal Communications Segment
17% Semiconductor Products Segment
2003 2002
Years ended December 31,
15% Global Telecom Solutions Segment
Dollars in millions, except per share amounts and as noted
Net sales $ 27,058 $ 27,279
14% Commercial, Government & Industrial Solutions Segment
Operating earnings (loss) 1,084 (1,813)
8% Integrated Electronic Systems Segment
% to sales 4.0% (6.6)% 6% Broadband Communications Segment
2% Other Products Segment
Earnings (loss) before income taxes 1,293 (3,446)
% to sales 4.8% (12.6)%
Net earnings (loss) 893 (2,485)
% to sales 3.3% (9.1)%
Diluted earnings (loss)
2003 Market Sales by Region
per common share 0.38 (1.09)
Research and development expenditures 3,771 3,716
Capital expenditures 655 607
Year-end employment (in thousands) 88 97
50% United States
14% Europe
10% China
10% Asia-Pacific
8% Latin America
5% Other Markets
3% Japan
1 Motorola, Inc. 2003 Annual Report
4. Opportunity: Third Generation Wireless Services (3G)
Sales for 3G handsets are expected to grow rapidly in 2004 –
with current estimates of more than 15M 3G handsets being sold to consumers in 2004.
source: Motorola Business Intelligence
Where is everywhere?
Everywhere is wherever you are.
It’s in your life.
It’s in your hand.
It’s in your pocket.
It’s in your fun.
It’s in your games.
It’s what you hear, what you see and what you share…
Personal Mobile Broadband is
the next big thing
in wireless communications.
We are making Third Generation (3G) wireless services a reality with Hutchison 3G UK Limited.
With the new Motorola A920 color screen handset consumers can:
Make real time video calls via a digital, built-in video camera
View music videos, movie trailers, sports or news clips
Find the nearest café, restaurant, shops or cinema, thanks to A-GPS capability
Listen to music using the integrated MP3 player
Make or receive calls at the same time as accessing content and downloading video or audio
Use the phone internationally
2 Motorola, Inc. 2003 Annual Report
5. Opportunity: Push-To-Talk over Cellular
51% of mobile handset users worldwide who do not already have Push-To-Talk say they want it!
source: Motorola Business Intelligence
portable energy Motorola Energy Systems is one of the world’s largest independent suppliers of battery packs for portable devices.
energy…
The world would not be wireless without
Push 2 Talk
Push 2 Music
Push 2 Pictures
Push 2 Data Not 2 far in the future.
We are bringing our Push-To-Talk leadership
to Cellular for CDMA and GSM networks.
what telecom operators need in their networks + the features consumers want in their handsets
Motorola V400p Motorola wireless communications technology is behind the scenes.
Push-To-Talk over Cellular with style and flair!
Retail availability is expected in June 2004
need style want flair
Motorola, Inc. 2003 Annual Report 3
6. Opportunity: Mobile
66% of mobile handset users say they want an integrated digital camera with their next purchase.
source: Motorola Consumer Insights and Intelligence
New! Motorola HS810 hands-free wireless Bluetooth* headset *Bluetooth…cutting-edge wireless protocol for connecting mobile devices.
Originally triplets our family’s expanded to quads
triplets, quads,
the Motorola V300, V400, V500 and V600....................... and…more siblings are on the way!
Each is built on Motorola’s i.250 chipset. Now, this is manufacturing efficiency deluxe!
This common hardware and software platform includes:
large color display
Bluetooth ® technology capabilities
flash memory
VGA camera
intuitive user interface
4 Motorola, Inc. 2003 Annual Report
7. Opportunity: Networking
Motorola sells equipment to 13 of the top 18 telecom network operators worldwide.
source: EMC Database March 2003
Big Business in China!
Over the past several years, China Mobile Communication Corporation (CMCC),
one of the largest mobile operators in the world, has consistently chosen Motorola to build
out its network. The latest contract deployment will prepare CMCC for the evolution to 3G
and the applications it can deliver to its customers. Motorola is also expanding and upgrading
the networks of China United Telecommunications Corporation (China Unicom),
another of the world’s largest mobile operators.
The Motorola SoftSwitch represents
a new paradigm in switching technology.
Benefits to network operators include reduced operating costs,
easy upgradability and migration capability to technologies that support
voice, data, video and Push-To-Talk over Cellular applications:
requires less space and power to operate compared with legacy switches
is faster and easier to deploy than legacy switches
takes the operator to the world of multimedia data applications
Portugal_RadioMovel + India_Tata Teleservices, Ltd.
Commercial SoftSwitch Deployments: Portugal
Motorola, Inc. 2003 Annual Report 5
8. Opportunity: Mission-Critical Communications
From complex wide-area communications and information systems to a small enterprise –
our opportunities are broad and deep. They include solutions for: Public Safety Police, Fire, Emergency Medical Services
Government Municipal Services, National Ministries, Federal Agencies, Military
Utilities Gas, Water, Electric, Telephone
Transportation Airlines, Transit, Railroad, Courier
Manufacturing Automotive, Industrial, High-Tech, Aerospace
Other Enterprise Construction, Petrochemical, Retail
The portfolio of solutions we offer our customers ranges from complex to simple.The Motorola PR400 two-way radio addresses the needs of small businesses.
The Motorola MTH650 Dimetra system radio addresses the needs of customers implementing the TETRA standard.
We are the leading provider of digital two-way radio
communications equipment worldwide.
That’s more than 750 digital systems installed in more than 65 countries.
In your building
In your company
In your small business
In your offi ce
In your town
In your nation
In your world
Motorola’s innovative software applications
in a centralized 311/Customer Service Request
System help the City of Chicago deliver
services efficiently to its residents.
6 Motorola, Inc. 2003 Annual Report
9. Opportunity: Meeting and Exceeding the Standard
Motorola is the only provider delivering communications and information systems
compliant with both industry digital standards, TETRA and Project 25
Connect To Protect
Motorola is a leader in providing hometown and homeland security communications
solutions. In Phoenix and Mesa, Arizona, Motorola is implementing a regional,
multi-agency Project 25 digital communications system, providing interoperability
for government agencies to communicate effectively in emergencies.
According to the United States Department of Homeland Security, new or upgraded
systems should be compatible with the Project 25 standard.
This is Hong Kong …over and out!
In 2003, the Hong Kong Police Department awarded Motorola the prime contract in a
multi-vendor, integrated command-and-control communications solution, including
a nine-year maintenance agreement. This digital system, built on the TETRA standard,
includes innovative mobile computing and vehicle location capabilities.
Let the games begin Motorola at the Olympics
Olympics:
Munich 1972
Los Angeles 1984
Motorola* was selected to provide the secure two-way radio Sarajevo 1984
Calgary 1988
communications system for use during Athens’ 2004 Olympic Games. Lillehammer 1994
The system will be used after the Games by Greek police, Atlanta 1996
Sydney 2000
fire brigade, ambulance and coast guard services. Salt Lake City 2002
Athens 2004
*Working with Science Applications International Corporation (SAIC) and Siemens
Digital Justice!
Motorola’s Integrated Digital Justice Solution in Henderson,
Nevada provides interoperability among the city’s databases,
software applications and wireless devices, including: kind
f its a
rst o
Computer-aided dispatch ric
he fi h A m e ation
T ng
or t hari
rm
in N e s info
Records & Corrections management nd s
bl on a
ena nati it y’s
rdi
Automated finger/palmprint identification .
coo g the c ents
r tm
n
amo s d epa
Livescan and mugshot technologies ou
va r i ve d .
e ser c
Justi
Motorola, Inc. 2003 Annual Report 7
10. Opportunity: Everywhere Worldwide!
349 million TV households in China
173 million TV households in Western Europe
106 million TV households in U.S.A.
77 million TV households in India
47 million TV households in Japan
40 million TV households in Brazil
source: IMS RESEARCH, 2003
Everywhere
It’s in your home, in every room.
It’s on your television.
It’s in your telephone.
It’s digital.
It’s broadband… and Motorola’s in everything broadband.
It’s happening.
Right now.
now
It’s the 21st century. It’s time to live like it.
Our Wireless Home Networking solutions do exactly that,
keeping people informed, connected and entertained
entertained…
leveraging the power of the broadband pipe in the home + office.
The Motorola MS1000 Media Station
platform enables consumers to build an
advanced broadband network inside the
home, complete with file sharing, digital
music and media streaming along with
the ability to run additional applications
offered by a broadband service provider.
Motorola Home Monitoring and Control
Our portfolio of advanced broadband applications enable people to stay connected to their
homes even when they’re away. Remotely monitor security, control heating, cooling and lighting
security
through any Web browser. The Motorola HM1000 Home Monitoring and Control System
provides everything you need, including software and wireless camera.
need,
Amazing. And amazingly easy.
8 Motorola, Inc. 2003 Annual Report
11. Opportunity: HDTV
Worldwide HDTV shipments in 2003: 8 million
Worldwide HDTV shipments in 2007: 27 million projected
source: IMS RESEARCH, 2003
The first specification for HDTV in 1990
The first commercial deployment of digital cable in 1996
The first digital set-top to integrate HD and DVR in 2003
We developed and delivered the first system
on which today’s broadband industry is built.
Now Motorola is: Video on demand, HDTV and more = MOTOROLA
Number One in digital set-top shipments
Number One in cable modem shipments
Number One in digital headend/encoders
the connected home
High Definition is changing how we see TV.
Experience the crispest picture and clearest
sound available today with the Motorola
DCT6208 High-Definition Cable Receiver.
Be ready for the advanced interactive features
of tomorrow’s HDTV.
WiFi is Surging!
22.7 million WiFi NIC cards and access points
rolled out last year, an astounding increase
of 215% versus 2002’s 7.2 million units shipped.
source: IN-STAT/ MDR
Motorola, Inc. 2003 Annual Report 9
12. Opportunity: Automotive
The automotive electronics industry is growing at a rate triple that of the automotive industry itself.
source: Motorola Business Intelligence
BMW
General Motors
Our electronics are found in automotive brands including: Land Rover What we make in the automotive market :
telematics systems
engine control units
braking system sensors
global positioning systems
powertrain electronics
SAIC Chery tire pressure sensors
Tianjin Automotive interior electronics
transmission controls
and the list goes on…
Wuling
The automotive electronics market continues to grow
and Motorola is an industry leader.
Our technology makes your time on the road safer + smarter. Every day!
Other things we do: Telematics
66 models and millions
Driving directions Cool, Calm and Connected of subscribers enabled
by Motorola
Navigation
Remote diagnostics
Remote door unlock
Entertainment
Concierge
Hands-free calling
Vehicle theft tracking
Emergency assistance Smart, Safe and Secure
Airbag deployment notification
Autonomous cruise control
Side-object detection
Lane departure warning
Lane change support
Vehicle workload manager
10 Motorola, Inc. 2003 Annual Report
13. Opportunity: Leveraging Our Lead
As a leading global semiconductor company we provide
embedded processing and connectivity products
Mobile
to large markets, such as the automotive,
networking and wireless communications industries.
In essence, our processors add the smarts to: Reliable
telecom networks
internet routers
cellular phones
digital cameras
mobile games
personal digital assistants
antilock braking systems
airbag sensors
and thousands more…
Global Invisible
In essence, our processors add the smarts to:
telecom networks
Internet routers
mobile phones
mobile games
personal digital assistants
factory & home automation taking future further
antilock braking systems
airbag sensors
and thousands more…
Motorola is the market leader in
embedded computer systems for
the communications industry.
source: Venture Development Corporation, 2004
Micro Agile
We believe we have shipped more embedded
processors than any other company w o r l d wi d e .
#1 global market share in semiconductors for automotive applications
according to Strategy Analytics
in communications processors
according to International Data Corporation (IDC)
in radio frequency power products for cellular base station markets.
according to Allied Business Intelligence
Pioneered Magnetoresistive Random Access Memory (MRAM)
Copper interconnect
Silicon-on-insulator
Silicon germanium carbon
We make wireless smart.
Our i.MX family of application processors
make the communication devices of tomorrow
a reality today. More than 50 million shipped…wow!
Motorola, Inc. 2003 Annual Report 11
14. Edward J. Zander
Directors Standing for Election to the Motorola, Inc. Board of Directors
Chairman of the Board and Chief Executive Officer,
Motorola, Inc.
H. Laurance Fuller
Retired; formerly Co-Chairman, BP Amoco, p.l.c.
Judy C. Lewent
Executive Vice President & Chief Financial Officer,
and President, Human Health Asia, Merck & Co., Inc.
Walter E. Massey
President, Morehouse College
Nicholas Negroponte
Chairman of Media Laboratory,
Massachusetts Institute of Technology
Indra Nooyi
President and Chief Financial Officer, PepsiCo, Inc.
John E. Pepper, Jr.
Vice President, Finance and Administration,Yale University;
Retired Chairman & CEO, Procter & Gamble Company
Samuel C. Scott, III
Chairman, President and Chief Executive Officer,
Corn Products International
Douglas A. Warner, III
Retired; formerly Chairman of the Board, J.P. Morgan Chase & Co.
Dr. John A. White
Chancellor, University of Arkansas
Mike S. Zafirovski
President and Chief Operating Officer, Motorola, Inc.
Intelligence Everywhere . ™
It’s a promise. it’s our mission. Not to sound too dramatic,
Now is our time.
We will leverage the power of a revitalized brand,
terrific talent, a rekindled spirit of innovation
and extraordinary execution to delight customers
across the globe.As we have tried to illustrate in this report, our skills,
our strategies and our technologies align remarkably
with where the world is going.
In 2004, you will feel energy and urgency
as never before from me and every single member
of the Motorola team.
Edward J. Zander
Chairman of the Board and Chief Executive Offi cer
Motorola, Inc.
12 Motorola, Inc. 2003 Annual Report
15. Our10-K
available at www.motorola.com/investor
Motorola, Inc. 2003 Annual Report 13
16. Corporate Management Stockholder Reference Information
Edward J. Zander Stock transfer, registrar, dividend
Chairman of the Board and Chief Executive Offi cer disbursing, direct stock purchase and
dividend reinvestment agent
Mike S. Zafirovski
Mellon Investor Services LLC
President and Chief Operating Offi cer
Overpeck Centre
Robert L. Barnett 85 Challenger Road
Executive Vice President Ridgefield Park, NJ 07660 U.S.A.
1 800 704 4098
Eugene A. Delaney
www.melloninvestor.com
Executive Vice President and
President, Global Relations and Resources Organization
For shareholder correspondence:
David W. Devonshire Mellon Investor Services LLC
Executive Vice President and Chief Financial Offi cer Shareholder Relations Department
P.O. Box 3315
Glenn A. Gienko
South Hackensack, NJ 07606-1912 U.S.A.
Executive Vice President and
Motorola Director, Human Resources
For transfer of stock:
A. Peter Lawson Mellon Investor Services LLC
Executive Vice President, General Counsel and Secretary Stock Transfer Department
P.O. Box 3312
Leif G. Soderberg
South Hackensack, NJ 07606-1912 U.S.A.
Senior Vice President and
Director, Global Strategy and Corporate Development
Investor Relations
Steven J. Strobel
Senior Vice President and Corporate Controller Security analysts, investment professionals and
shareholders can find investor relations information
Padmasree Warrior
on the Internet at www.motorola.com/investor.
Senior Vice President and Chief Technology Offi cer
Inquiries should be directed to:
Operating Management
Investor Relations, Motorola, Inc.
Corporate Offices
Scott A. Anderson
1303 East Algonquin Road
Executive Vice President,
Schaumburg, IL 60196 U.S.A.
President and CEO, Semiconductor Products Sector
E-mail: investors@motorola.com
Gregory Q. Brown 1 800 262 8509
Executive Vice President,
President and CEO, Commercial, Government and Common Stock
Industrial Solutions Sector
Motorola common stock is listed on the New York,
Dennis J. Carey
Chicago and Tokyo Stock Exchanges.
Executive Vice President,
President and CEO, Integrated Electronic Systems Sector
Annual Meeting of Stockholders
Thomas J. Lynch
Executive Vice President, The annual meeting will be held on May 3, 2004.
President and CEO, Personal Communications Sector A notice of the meeting, together with a form of Proxy
and a Proxy Statement, will be mailed to stockholders
Daniel M. Moloney
on or about March 15, 2004, at which time proxies
Executive Vice President,
will be solicited by the Board of Directors.
President and CEO, Broadband Communications Sector
Adrian R. Nemcek Availability of Proxy Statement and Form 10-K
Executive Vice President,
President and CEO, Global Telecom Solutions Sector The Proxy Statement and the Form 10-K are available
on the Internet at www.motorola.com/investor.
Business Risks A copy of the Proxy Statement and/or Form 10-K
may be obtained without charge by contacting
Statements that are not historical facts are forward-looking the Investor Relations Department as listed above.
and involve risks and uncertainties. Motorola’s actual results
could differ materially from those projected in the forward- Independent Auditors
looking statements. For a list of factors that could cause,
and in some cases have caused, such differences please KPMG LLP
refer to the section entitled “Business Risks” in Motorola’s 303 East Wacker Drive
2003 Form 10-K. Chicago, IL 60601 U.S.A.
Non-Incorporation of Form 10-K “Wrap”
Motorola’s 2003 Form 10-K, as filed with the SEC, is included
within this Annual Report. Other than the Form 10-K, all other
portions of this Annual Report are not “filed” with the SEC
and should not be deemed so.
Motorola, Inc. 2003 Annual Report Printed on Recycled Paper. Design: Rick Valicenti / THIRST. Color Printing: Anderson Lithograph. 10-K Printing: RR Donnelley Financial.