What kind of company is motorola

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General Support Support Topics. Support Back Support. Google will maintain ownership of a majority of the Motorola Mobility patent portfolio, while Motorola will receive a license to this rich portfolio of patents and other intellectual property. Motorola will retain over 2, patent assets and a large number of patent cross-license agreements, as well as the Motorola Mobility brand and trademark portfolio. The transaction has satisfied all regulatory requirements and customary closing conditions, including clearance by competition authorities in the U.

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Toggle regular font size Toggle larger font size. Join the Kind City Experience a bold call for a new city built on empathy and community. Choose your own way through an interactive podcast with voices from around the world. During the Great Depression, Galvin Manufacturing Corporation found itself burdened by inventory that it could not sell because of restricted market conditions and underselling by other manufacturers.

To rectify this situation, Galvin began experimenting with the virtually untouched automobile-radio market. Before this time, automobile radios had been deemed impractical because they had very poor reception.

The first commercially successful car radio came out of Galvin Manufacturing in under the brand name Motorola. The name, coined by Galvin, was a hybrid of 'motor' and 'victrola. During the s the company also established its first chain of distributorships Authorized Motorola Installation Stations , began advertising its products in newspapers and on highway billboards, and started to research radios to receive only police broadcasts. The market for police radios appeared so promising that the company formed a police radio department.

In Galvin Manufacturing entered the home-radio market, introducing the first push-button tuning features. In , after a tour of Europe with his family, Galvin returned home convinced that war was imminent. Knowing that war could provide new opportunities, he directed the company's research into areas he felt could be useful to the military.

The Handie-Talkie two-way radio and its offspring, the Walkie-Talkie, resulted. Used by the U. Galvin was always concerned with the welfare of his employees, and in he instituted a very liberal profit-sharing program that was used as a model by other companies.

By this time, the company employed around 5, people and had formed an early human relations department. The company's good labor relations enabled it to remain nonunion throughout its history. After Galvin's son Robert and Daniel Noble, an engineer who would eventually have a tremendous impact on the future of the company, joined the company in , its name was officially changed to Motorola, Inc. The first Motorola television was introduced that same year.

The Motorola 'Golden View' set became so popular that within months of its introduction the company was the fourth largest seller of televisions in the nation. Later in , Motorola bought Detrola, a failing automobile-radio company that had manufactured car radios for the Ford Motor Company.

The purchase was made on the condition that Motorola retain Detrola's contract with Ford. This deal greatly strengthened the company's automobile-radio business. Motorola subsequently supplied 50 percent of the car radios for Ford and Chrysler as well as all of the radios for American Motors.

The creation of the transistor in by Bell Laboratories marked a major turning point for Motorola. The company had concentrated on the manufacture of consumer products, and Paul Galvin felt that the company was unequipped to enter the transistor and diode field. With his son Robert and Dan Noble advocating the company's expansion into this new market, however, a semiconductor development group was formed. The first Motorola product to result from this effort was a three-amp power transistor, and later a semiconductor plant was constructed in Arizona.

Following this expansion, Motorola supplied transistors to other companies for use in products that Motorola also manufactured.

In effect, Motorola found itself in the awkward position of supplying its competitors with parts. During the s, Motorola became involved in the Columbia Broadcasting System's failed entry into the color television industry. Motorola used the CBS-designed and produced color tubes in its color television sets. Despite this setback, Motorola pioneered many new features in television technology, including a technique for reducing the number of tubes in black-and-white sets from 41 to By the middle of the decade, Paul Galvin realized that the company had become too large for one man to continue making all the decisions.

He granted divisional status to various businesses, giving each its own engineering, purchasing, manufacturing, and marketing departments and regarding each as an individual profit center. This was the beginning of Motorola's famous decentralized management scheme. As part of this reorganization, Robert Galvin became president and each divisional manager, an executive vice-president.

Paul Galvin became chairman of the board and CEO, which he remained until his death in , whereupon Robert Galvin took over the company leadership. Beginning in , Motorola became involved in the U.

Virtually every manned and unmanned space flight since that time utilized some piece of Motorola equipment. Motorola made several acquisitions during the s that left observers baffled. It purchased, and sold almost immediately, Lear Inc.

This was followed by the purchase and subsequent divestment of the Dalberg Company, a manufacturer of hearing aids. Acquisitions were also considered in the fields of recreation, chemicals, broadcasting, and even funeral homes. This trend continued into the s and constituted a period of real adjustment for Motorola.

Nevertheless, three very important corporate strategies grew out of this floundering. First, the company began to expand operations outside the United States, building a plant in Mexico and marketing Motorola products in eight countries, including Japan.

An office in Japan was opened in , and in Motorola Semiconductors Japan was formed to design, market, and sell integrated circuits. Second, Robert Galvin instituted several progressive management policies. In the company launched an employee training and involvement program that emphasized teamwork and empowered workers at all levels to make decisions. Such policies laid the groundwork for Motorola's much-touted quality and efficiency gains of the s.

Third, in the late s, Motorola gradually began to discontinue its consumer-product lines in favor of high-tech electronic components. Motorola's radio and television interests were the first to go. In Motorola sold its consumer products division, which included Quasar television, to the Matsushita Electric Industrial Company of Japan.

That year Motorola also unveiled its first microprocessor, the Three years later the company acquired Codex Corporation, a data-communications company based in Massachusetts.

In Universal Data Systems was added. Motorola began phasing out its car-radio business at the end of the decade, and made its last car radio in These maneuvers were intended to concentrate Motorola's activities in high technology.

Motorola's largest acquisition theretofore--and one of the most important in company history--came in with its purchase of Four-Phase Systems, Inc. A California-based manufacturer of computers and terminals, Four-Phase also wrote software for its own machines. The purchase puzzled observers because Four-Phase was in serious trouble at the time. Though Four-Phase did quite well in the s, by the end of that decade its product line was aging, its computer-leasing base had grown too large, and its debt was tied to the rising prime rate.

These problems had their origin in the company's insistence upon manufacturing its own semiconductors instead of purchasing commercially available components--an insistence that consumed time and money, and also meant that new product developments at Four-Phase were slow in coming.

Motorola, however, was looking for a custom-computer manufacturer and was impressed with the sales force at Four-Phase: Motorola's grand strategy was to branch into the new fields of office automation and distributed data processing. Distributed data processing involved the processing of data through computers that were geographically distributed. The purchases of both Four-Phase and Codex made perfect sense when viewed in light of Motorola's intent to enter this field.

The plan was simple: data processing provided by Four-Phase computers would be linked by data-communications equipment provided by Codex, and Motorola proper would provide the semiconductors and much of the communications equipment for the operation.