美国大学抄袭:商业智慧

,它的商业行为非常傲慢,认为自己是一个手机行业的先驱,但这是一个很大的错误,因为没有傲慢的生命长,母猪它真正的颜色本身和客户。它有一个合理的领导不太注意客户规定,但更多的在生存和老业务没有考虑扩大到许多新思想和设备。他们相信错误的重复裁员的概念已被引用错了许多业务分析师,而不是更改内部和拥抱所需的行为和商业战略的变化(天,2014)。商业智慧也缺乏在某种程度上,它试图生存的商业与多个收购规模较小的公司,但没有实际使用他们自己的经济增长。领导是最重要的成分之一,要求改变,使业务更可接受的市场和客户。

美国大学抄袭:商业智慧
摩托罗拉不可能看到它的到来,一个巨大的改变被强加给他们的市场需求和大众客户需求源自社会结构的变化(翡翠集团出版,2005)。摩托罗拉据称被认为是缺乏将执行的实际需要。即使知道什么是需要改变,当该组织不会改变,甚至开始改变,这是一个很大的缺乏领导能力和显示可怜的领导。其客户所需的必要的改变来实现公司和不执行该公司开发了一个非常讨厌的情况与客户这很快就飙升到较低的销售,绝对不好的客户关系,不愿意去接受,接受自己的缺点和改变它。同意某人的错误需要很大的勇气,但摩托罗拉缺乏认真的弱性能和持久性差的售后服务客户(潘德,纽曼和Cavanagh,2010)。

美国大学抄袭:商业智慧

At a time, it had been very arrogant in its business conduct and regarded itself as a pioneer in the mobile phone industry, but this was a big mistake as no arrogance lives long and sows its true colours to itself and to the customers. It had a reasonable leadership which was less focussed on customer provisions, but more on survival and being in the same old business without many considerations to the expansion into new ideas and devices. They have believed the wrong notions of repeated job cuts which have been cited wrong by many business analysts instead of making changes internally and embracing the required changes in its conduct and business strategy (Day, 2014). The business acumen was also lacking to an extent, where it tried to survive the business with multiple buyouts of smaller firms, but did not actually use them for their own growth. Leadership is one of the most important ingredients in requiring changing and making the business more acceptable to the market and to the customers.

美国大学抄袭:商业智慧
Motorola did not probably see it coming that a massive change demand was being forced on them by the market and the mass customer demands originating from social structures changes (Emerald Group Publishing, 2005). Motorola is allegedly believed to be lacking the will to execute what as actually required by them. Even after knowing what is required for the change, when the organisation does not change or even initiate to change, it is a big lack of leadership and displays poor show of leadership. Its customers required the necessary change to be implemented by the company and on not being executed the company developed a hate-hate situation with its customers and this soon skyrocketed into lower sales, absolutely bad customer relationship, and unwillingness to accept and embrace their faults and change it for the better. Agreeing to one’s mistake takes big courage, but Motorola lacked it seriously seen in the weaker performance and persistence of poor after sales services to customers (Pande, Neuman and Cavanagh, 2010).