2. Management would like to continue rebuilding Motorola. They feel this can be best accomplished by increasing Motorola’s U.S. marketing share. Define the management-decision problem.

Starting in 1928 as the Galvin Manufacturing Corporation, Motorola (www.motorola.com)
has evolved into a worldwide company with more than $22.04 billion in revenue in 2009.
Today, it is a leading manufacturer and provider of wireless, semiconductor, broadband, and automotive products and services. With the wireless division, Motorola knew it needed to change. It had found through focus groups and survey research that many customers and potential customers saw Motorola’s phone models as dependable, but also as dull, predictable, and boring. With the mobile phone market being flashy and consumer driven, Motorola needed answers on how to become more mainstream and popular.
To find these answers, Motorola turned to marketing research and an advertising agency named Ogilvy and Mather. Motorola and Ogilvy and Mather conducted focus groups, depth interviews, and mall-intercept surveys. Although focus groups generated some innovative ideas, depth interviews enabled the probing of emotions related to mobile phones. Mall intercepts were chosen because the respondents could be shown models of Motorola and competing brands. They found from this research that customers buying mobile phones did not buy the phone based on technical schematic selling points. Customers buy phones based on how they emotionally feel about the brand of phone and the particular style of the phone.