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The encyclopedia · Strategy & Leadership · Strategic decision · 2007

Motorola's RAZR V3 sold 130M units — and the company forgot how to make another hit

The RAZR V3 was the best-selling phone of 2004-2006 with 130M units. Motorola rested on it, missed the smartphone shift, and was sold to Google for $12.5B.

Motorola · 2007

What happened

The Motorola RAZR V3, launched in 2004, was the defining phone of the mid-2000s: an impossibly thin flip phone with a sleek metal design that became a fashion accessory and a status symbol. It sold over 130 million units, making it one of the best-selling phones in history.

But Motorola became complacent. The company continued to release minor variations of the RAZR (V3i, V3x, KRZR) instead of investing in a next-generation platform. When the iPhone launched in 2007, Motorola had no touchscreen smartphone to compete with. Its market share collapsed from over 20% to under 5% within two years.

Motorola's mobile division was sold to Google in 2012 for $12.5 billion (primarily for its patents), and later resold to Lenovo for $2.9 billion. The case illustrated how a single hit product can create a complacency trap: the success of the RAZR made Motorola believe it understood the market, when in fact it had gotten lucky with a design and failed to build the capability to repeat it.

Why it happened

  • Motorola released minor RAZR variations instead of investing in a next-generation smartphone platform.
  • The company had no touchscreen smartphone when the iPhone launched in 2007.
  • Market share collapsed from 20%+ to under 5% within two years.
  • The mobile division was sold to Google for $12.5B and later to Lenovo for $2.9B.
What it cost20% share to under 5%; sold to Google, then Lenovocostly

The lesson

A hit product is not a capability. The RAZR was a design triumph, but Motorola didn't build the ability to repeat it. Success without reinvestment is a slow death.

Aftermath

Motorola's mobile division was sold to Google in 2012 and to Lenovo in 2014. The RAZR name was revived in 2019 as a foldable phone. The case is taught as the definitive example of the 'one-hit wonder' trap in the technology industry.

Sources

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    Somewhere, someone solved the problem this company failed at. 2nd Opinion →