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17, February 2006 Jim Haleem Motorola Jim Haleem held various sales and management positions during his thirty years at Motorola. His positions were: VP and General Manager of Consumer Products (USA), Corp VP of Worldwide Product Distribution, Corp VP in sales and marketing services (Europe, Middle East, Africa), and Corp VP of sales and operation planning which included a revamp of supply and demand processes of an 11 billion dollar enterprise. Jim had many interesting questions that arose in his lecture, but his main one was What do you think the complexities were for an American managing in Europe/Middle East and Africa? . The complexities that Jim encountered due to his experiences were cultural diversity, country laws and regulations, organizational focus, compensation, communication, the American culture, customer focus, currency valuation, pricing and distribution strategies. Motorola had many challenges and obstacles that had to be faced when they sent their managers overseas to conduct and manage an overseas emerging market. The situations weren t always pleasant to deal with. Jim posed a situation that Motorola was loosing several millions of dollars because of the gray markets of distributors cross selling in different world markets. Jim s way of handling it was that in order for the numbers to be met, he had to identify the strengths of the operation and his leadership levels, learn the cultural aspect of the operation and the difference between the regions, establish the ground rules with the range of authority, and create a focus on the customer and the market share growth. Through Motorola Jim, had to stabilize pricing, provide dollars in the budget for country promotions, revise compensation plans, accelerate a new business model that focused on service at the point of the sale, decentralize markets with controls to the back end subsidiaries, and identify leaders to assist in this effort for possible growth. The results in Jim s region grew tremendously as he analyzed the mistakes and took his leadership to the next level. Motorola sales grew from one billion dollars to three billion in two and a half years, and the customer service excelled as the orders were shipped to the customers. The failures were also striking as Motorola couldn t effectively synchronize the manufacturing arm with business and the goals were different from the companies view to the operating side. This failure resulted in lost growth and profit, lost sales opportunities, and lost market share. What Jim experienced was only a small sample to what the real world is like. More challenges will arise as globalization and outsourcing increase. The operating side has to be on the same page as the company and the labor force. Manufacturing has to be inline with business and distribution. There are many cultural issues and language barriers that companies face when they move overseas. Decisions must be made accurately as projects are expanding and expenditure is increasing. The purpose of moving overseas is to cut costs, gain revenue, and increase market share. Management must direct traffic and make sure the goals are met and the growth is increasing. Written By: Prateek Jain Email: pjain@email.arizona.edu

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