On May, 15 in New York and a day later in London Motorola held its biggest event of 2007, which brought the announcement of the key product of 2007 for all markets, the second generation of the RAZR family, that got an unpretentious name - RAZR2 (sort of RAZR squared). Apart from that, they showcased already-debuted products and unleashed some details on promotion, exact release dates, retail package contents and so on. But the announcement was not the only plot of the event – the company also attempted classifying the models they had, putting them in one line, so as to shape the concept that would seem clear to the market. It is an open secret that in Q1 2007 the second best phone maker didn’t generate any profit due to the falling margin for the classical RAZR, lack of offerings in many price-brackets. Pretty weak proposition for operators and 3G networks had also contributed to that. And throw in considerable shake-ups in the top-management that affected the company’s vision of the market and shares as well. The debut of the new RAZR range offers an opportunity to unveil new market strategy, the direction where the company is going, to analysts and partners under the cover of a the key product release. This is vitally important for Motorola these days, for its positions in Europe are not particularly strong. Though, it is not the first time when the company goes through this – the history has just taken another turn, there were times when Motorola was getting pushed out of the European market due to mediocre offerings, orientation towards old paradigms, but them launched one, two products, that fought the market shares back and kept them for one or two years to come. Just remember that up until the year 2000 they company was refusing to offer games in its phones, entertainment features etc. In fact the entertainment front was a taboo subject, since the handsets were tailored to the needs of business-users, while other audiences were simply left out on the growing market. This proved to be a mistake that took a very long while to rectify, because to change to vision of the market meant to do the same thing as the competition, which was a very tough challenge for the pioneer of mobile technologies back then. What is the talk of the town over at Motorola today, and what is its vision of the strategy for 2007/2008?