RIM is a world leader in mobile communications that established in 1984. By 2008, RIM experienced explosive growth, with subscribers increasing from 8 million to 14 million. To maintain its competitive advantage, RIM believes R&D is key and should pursue strategies like increasing recruiting, expanding geographies, strategic acquisitions, and going global. Issues include how to maintain superiority and if current strategies are sufficient. RIM conducts external and internal analyses to understand its environment and resources. Externally, factors like regulations, economics, technology and legal issues impact RIM. Internally, RIM focuses on R&D and its culture. RIM forms alliances to capture new insights and experiences to increase its R&D capabilities
Case study - Strategy Review at BlackberryNeha Randhawa
- The document analyzes the fall of Blackberry/RIM from its peak as the dominant smartphone provider. It examines RIM's strategy, structure, culture, and leadership over time.
- Issues like a co-CEO structure, risk-averse culture, and incentives that rewarded the status quo rather than innovation contributed to a lack of responsiveness when Apple and Android emerged as competitors.
- Under new CEO John Chen, RIM is focusing on enterprise customers, streamlining operations, and rebuilding its strategy, culture, and leadership to try to stabilize its position.
Project BBX - Turnaround Plan for Blackberry (Summer 2012)Robin Chan
Today Blackberry announced plans to look for a buyer. Over a year ago, I helped form a secret product and engineering team based Silicon Valley that was keenly interested in taking over the company. We wanted to move the company and its passionate customers to a custom enterprise tier of Android. We saw a troubled company that could be saved. We secured commitments of over $1B to pursue a turnaround. But we needed at least $5B more. Now, a year later, the strategy of an enterprise grade Android company is still sound, but it just might be too late to save Blackberry as an independent company.
This document discusses strategies for Research in Motion (RIM) to maintain its dominant position in the smartphone market in the face of increasing competition. It analyzes RIM's current customer base and proposes expanding to new demographics globally. The document evaluates three alternatives for RIM: focusing on productivity apps, creating compatibility with more devices, or expanding into entertainment. It recommends a dual approach of improving productivity apps while also making Blackberry devices compatible with more home, business, and transportation technologies through partnerships. The implementation plan describes steps to integrate Blackberry into various systems and increase its brand awareness through co-branding deals.
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This document provides an analysis of Blackberry (RIM) including:
1. An overview of what Blackberry is and its introduction in 1999 as the first mobile email device.
2. A SWOT analysis identifying strengths in its unique offering and brand but also weaknesses in scalability and total cost of ownership.
3. A scenario framework analysis showing different potential market conditions going forward depending on the degree of industry convergence and number of players, with scenarios ranging from a consolidated market with few players to a fragmented market with many specialized niche players.
This document analyzes RIM's lack of success penetrating the consumer smartphone market and proposes solutions. It notes that RIM wants to capture more consumer market share but has fallen behind competitors in features and design. The document performs a SWOT analysis and recommends that RIM rebrand and reintroduce the BlackBerry Storm targeted at consumers, with an expanded marketing campaign and product line, to try to gain ground in the consumer market.
Case study - Strategy Review at BlackberryNeha Randhawa
- The document analyzes the fall of Blackberry/RIM from its peak as the dominant smartphone provider. It examines RIM's strategy, structure, culture, and leadership over time.
- Issues like a co-CEO structure, risk-averse culture, and incentives that rewarded the status quo rather than innovation contributed to a lack of responsiveness when Apple and Android emerged as competitors.
- Under new CEO John Chen, RIM is focusing on enterprise customers, streamlining operations, and rebuilding its strategy, culture, and leadership to try to stabilize its position.
Project BBX - Turnaround Plan for Blackberry (Summer 2012)Robin Chan
Today Blackberry announced plans to look for a buyer. Over a year ago, I helped form a secret product and engineering team based Silicon Valley that was keenly interested in taking over the company. We wanted to move the company and its passionate customers to a custom enterprise tier of Android. We saw a troubled company that could be saved. We secured commitments of over $1B to pursue a turnaround. But we needed at least $5B more. Now, a year later, the strategy of an enterprise grade Android company is still sound, but it just might be too late to save Blackberry as an independent company.
This document discusses strategies for Research in Motion (RIM) to maintain its dominant position in the smartphone market in the face of increasing competition. It analyzes RIM's current customer base and proposes expanding to new demographics globally. The document evaluates three alternatives for RIM: focusing on productivity apps, creating compatibility with more devices, or expanding into entertainment. It recommends a dual approach of improving productivity apps while also making Blackberry devices compatible with more home, business, and transportation technologies through partnerships. The implementation plan describes steps to integrate Blackberry into various systems and increase its brand awareness through co-branding deals.
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This document provides an analysis of Blackberry (RIM) including:
1. An overview of what Blackberry is and its introduction in 1999 as the first mobile email device.
2. A SWOT analysis identifying strengths in its unique offering and brand but also weaknesses in scalability and total cost of ownership.
3. A scenario framework analysis showing different potential market conditions going forward depending on the degree of industry convergence and number of players, with scenarios ranging from a consolidated market with few players to a fragmented market with many specialized niche players.
This document analyzes RIM's lack of success penetrating the consumer smartphone market and proposes solutions. It notes that RIM wants to capture more consumer market share but has fallen behind competitors in features and design. The document performs a SWOT analysis and recommends that RIM rebrand and reintroduce the BlackBerry Storm targeted at consumers, with an expanded marketing campaign and product line, to try to gain ground in the consumer market.
Blackberry was once a dominant player in the smartphone market but has since lost significant market share to competitors like Apple and Android-based phones. Some key reasons for Blackberry's decline include failing to anticipate the threat of the iPhone and Android phones, producing underwhelming smartphones of their own that couldn't compete on features and user experience. While Blackberry attempted to pivot to enterprise services and low-cost emerging markets, competitors were able to replicate their security features and undermine their strategies. Potential solutions discussed include revamping marketing, focusing on original strengths in business communications, and overhauling organizational structure and hiring practices.
The document provides an overview and analysis of Research In Motion (RIM) and their Blackberry smartphones. It describes RIM's history and products, including the Blackberry and Blackberry Enterprise Server. It then performs a SWOT analysis and discusses RIM's original "Blue Ocean Strategy". The focus is stated as using scenario analysis to identify potential threats to Blackberry's dominant position and strategies for RIM to address those threats over the next 3-5 years. An analysis of the smartphone industry and Porter's 5 Forces model is also presented.
This document provides an agenda and analysis for turning around Blackberry Limited. It begins with an assessment of Blackberry's strategic and financial profiles, identifying key issues like an inability to adapt to the growing smartphone industry. It then analyzes options like cost cutting, acquisitions, and platform/technology innovation. The recommended turnaround plan focuses on cost cutting, developing iOS/Android solutions, liquidating assets, and investing in a new Android device. A timeline outlines executing this plan over 2-3 years to arrest declines and make Blackberry a niche player with profits. Financial projections estimate the plan's effects on revenues, costs, and margins to measure turnaround success.
Research in Motion (RIM) was founded in 1984 and is best known for developing the BlackBerry wireless device. It has experienced significant growth but also faces pressures from external forces in the mobile device industry. A PESTEL analysis identifies political, economic, social, technological, environmental, and legal factors impacting RIM. Politically, government security concerns in countries like China and India could hamper sales, while regulations in Europe impact operations. Economic uncertainties and exchange rate fluctuations also influence RIM's global business.
BlackBerry aimed to attract business professionals from Generation X by making their products easier to use. The marketing environment was affected by competitive, economic, political and legal forces. BlackBerry introduced a new large-screen phone targeting business professionals and launched marketing objectives to achieve $850 million in sales and increase market share. A SWOT analysis identified strengths in security and weaknesses in applications. The marketing mix discussed products, pricing, international distribution channels, and promoting to both enterprise and non-enterprise customers.
This document analyzes the situation of RIM and the Blackberry. It outlines RIM's declining sales and market share compared to Apple. Key points include RIM selling 500,000 Playbook tablets in Q1 2011 compared to Apple's 9 million iPads. In October 2011, RIM announced it would delay the launch of the Playbook OS 2.0 until February 2012. Two anonymous letters to RIM's management criticized the company for its slow pace of change and outdated 2005 business model in today's rapidly changing market.
This document discusses RIM's research strategy to better understand customer preferences and target the prosumer smartphone market. It outlines RIM's objectives to analyze customer survey data to define customer segments and determine important features. The research method involved administering an online survey to 346 respondents to collect data on smartphone usage, preferences, demographics, and likelihood of choosing a BlackBerry. Cluster analysis identified 7 customer segments that were further analyzed to identify segments most likely to choose a "smartphone" and BlackBerry specifically based on their preferences.
Blackberry case study-As an academic subject of Strategic Management having q...Kartik Mehta
CASE STUDY
Keyboard lovers bemoan their own as BlackBerry in trouble
BlackBerry could soon be leaving the phone business, which is worrying its loyal users who have refused to give up its devices.After teaching the world to type on tiny buttons, BlackBerry could soon be leaving the business of
making phones - leaving fewer options for a vocal minority still committed to phones with its once
popular physical keyboard.
RIM faces threats to its global smartphone market share from increasing competition. To retain and grow market share, RIM must adapt its product strategies to attract new consumer segments while strengthening enterprise markets. The team analyzed RIM's SWOT and considered three alternatives: 1) developing a new BlackBerry Sky product, 2) increasing brand awareness through specialty stores, and 3) partnering with global carriers. The team recommends introducing the BlackBerry Sky, a multimedia device targeting changing consumer expectations globally. RIM should market the Sky through carriers, retailers, and a promotional website to grow market share in North America and globally.
A Case Study on Research In Motion (now BlackBerry).
The case study is published by Amity Business School. Any kind of copyright infringement or plagiarism is strictly prohibited. Please respect the author and the extensive research that has been involved.
The analysis is purely for academic purposes only.
How does one define whether a firm operating in the mobile phone industry is more or less successful? Some argue that success should be measured using the metrics defined by the titans of industry. Warren Buffet, one of the most successful investors of our time uses “Return On Invested Capital” (ROIC) as the key measure of enterprise success. However, using this measure Apple is only slightly (1.5%) more successful than Research in Motion (RIM) table 1 refers.
However, for the purposes of this paper we have defined success as a firm's ability to strategically position its self as a high-end premium brand, with a reputation as the market leader in quality, customer satisfaction and steadily growing market share. Using these metrics, we propose that clearly Apple is the more successful of the two.../
The results from a 30 question quantitative survey with over 120+ respondents, and 2 qualitative focus groups were used to analyze perceptions, needs and wants of business users in California and beyond. Results were presented in the paper and a 20 minute presentation, alongside recommendations for both brands.
Blackberry Integrated Marketing Communications Rob Noble
The document discusses the integrated marketing communications plan for the Blackberry Q10 smartphone. It provides an overview of the smartphone market and Blackberry's position. It then details the Q10 product, Blackberry's current marketing strategy of targeting business professionals, and various advertising and promotion methods used. Competition from Apple, Samsung, and other brands is examined. Recommendations include investing more in digital marketing, better targeting of business customers, and increasing emphasis on business features to differentiate from competitors.
This is our UofC Business Class (Synergy) business audit of BlackBerry (formerly Research In Motion) to determine its viability for potential investors and employees. We want to find out whether BlackBerry presents a good opportunity or not.
A comprehensive investigation into the government’s impact, social trends, ethics, social responsibility, technology, marketing, stakeholders, and financial position was done.
At the end, an overall conclusions and recommendations were provided.
Rufran
This document provides an overview of BlackBerry, including its history, products, marketing strategies, and competitive analysis. It discusses BlackBerry's origins and growth, focusing on its smartphones and push email capabilities. The marketing mix is examined, highlighting BlackBerry's target business professional and young innovator customers. Promotional strategies are outlined, including using a youth spokesperson. A SWOT analysis identifies BlackBerry's strengths in security and brand loyalty while noting weaknesses in innovation. Competitors like Apple and Samsung are analyzed. The BCG matrix places newer devices as rising stars and older models as cash cows.
Tanay Shah of RIM-Blackberry India presented on marketing strategies for Blackberry phones in India. The presentation provided an overview of Blackberry as a company, research on its target demographics, and a plan to target both enterprise and non-enterprise users. Blackberry aims to position itself as a smartphone choice for professionals and youth in India through differentiated products, extensive distribution channels, and an aggressive marketing strategy including advertising, promotions, and community building online. The goal is to sustain the Blackberry brand by targeting both existing and new younger consumer segments.
The document is a market research report on BlackBerry conducted by a group of students. It includes an executive summary that outlines the reasons for conducting the research, the research question, objectives, results and recommendations. The full report provides background on BlackBerry's decline in market share, outlines the research purpose and methodology. It presents results of primary research conducted through surveys on young users' perceptions and experiences with BlackBerry and other brands. The results show most users are satisfied with their current phones but find BlackBerry outdated. Recommendations include improving BlackBerry's design, software and apps.
The BlackBerry was developed in 1997 by Research In Motion to provide wireless email access. It uses a proprietary operating system and push email technology to synchronize data like email and calendars. BlackBerry prioritized security which made it popular for corporate and government use. Current BlackBerry devices have color displays and support additional features beyond email like apps, internet browsing, and phone calls while retaining the built-in keyboard.
Remote Infrastructure Management Services (RIMS) allows Accel Frontline to remotely monitor, manage, and maintain a customer's IT infrastructure on a 24/7 basis. Key services include server management, infrastructure application management, storage management, network management, desktop management, and a service desk for user support. Accel provides monitoring tools, regular reporting, and service level agreements to ensure issues are addressed in a timely manner based on severity level.
Blackberry was once a dominant player in the smartphone market but has since lost significant market share to competitors like Apple and Android-based phones. Some key reasons for Blackberry's decline include failing to anticipate the threat of the iPhone and Android phones, producing underwhelming smartphones of their own that couldn't compete on features and user experience. While Blackberry attempted to pivot to enterprise services and low-cost emerging markets, competitors were able to replicate their security features and undermine their strategies. Potential solutions discussed include revamping marketing, focusing on original strengths in business communications, and overhauling organizational structure and hiring practices.
The document provides an overview and analysis of Research In Motion (RIM) and their Blackberry smartphones. It describes RIM's history and products, including the Blackberry and Blackberry Enterprise Server. It then performs a SWOT analysis and discusses RIM's original "Blue Ocean Strategy". The focus is stated as using scenario analysis to identify potential threats to Blackberry's dominant position and strategies for RIM to address those threats over the next 3-5 years. An analysis of the smartphone industry and Porter's 5 Forces model is also presented.
This document provides an agenda and analysis for turning around Blackberry Limited. It begins with an assessment of Blackberry's strategic and financial profiles, identifying key issues like an inability to adapt to the growing smartphone industry. It then analyzes options like cost cutting, acquisitions, and platform/technology innovation. The recommended turnaround plan focuses on cost cutting, developing iOS/Android solutions, liquidating assets, and investing in a new Android device. A timeline outlines executing this plan over 2-3 years to arrest declines and make Blackberry a niche player with profits. Financial projections estimate the plan's effects on revenues, costs, and margins to measure turnaround success.
Research in Motion (RIM) was founded in 1984 and is best known for developing the BlackBerry wireless device. It has experienced significant growth but also faces pressures from external forces in the mobile device industry. A PESTEL analysis identifies political, economic, social, technological, environmental, and legal factors impacting RIM. Politically, government security concerns in countries like China and India could hamper sales, while regulations in Europe impact operations. Economic uncertainties and exchange rate fluctuations also influence RIM's global business.
BlackBerry aimed to attract business professionals from Generation X by making their products easier to use. The marketing environment was affected by competitive, economic, political and legal forces. BlackBerry introduced a new large-screen phone targeting business professionals and launched marketing objectives to achieve $850 million in sales and increase market share. A SWOT analysis identified strengths in security and weaknesses in applications. The marketing mix discussed products, pricing, international distribution channels, and promoting to both enterprise and non-enterprise customers.
This document analyzes the situation of RIM and the Blackberry. It outlines RIM's declining sales and market share compared to Apple. Key points include RIM selling 500,000 Playbook tablets in Q1 2011 compared to Apple's 9 million iPads. In October 2011, RIM announced it would delay the launch of the Playbook OS 2.0 until February 2012. Two anonymous letters to RIM's management criticized the company for its slow pace of change and outdated 2005 business model in today's rapidly changing market.
This document discusses RIM's research strategy to better understand customer preferences and target the prosumer smartphone market. It outlines RIM's objectives to analyze customer survey data to define customer segments and determine important features. The research method involved administering an online survey to 346 respondents to collect data on smartphone usage, preferences, demographics, and likelihood of choosing a BlackBerry. Cluster analysis identified 7 customer segments that were further analyzed to identify segments most likely to choose a "smartphone" and BlackBerry specifically based on their preferences.
Blackberry case study-As an academic subject of Strategic Management having q...Kartik Mehta
CASE STUDY
Keyboard lovers bemoan their own as BlackBerry in trouble
BlackBerry could soon be leaving the phone business, which is worrying its loyal users who have refused to give up its devices.After teaching the world to type on tiny buttons, BlackBerry could soon be leaving the business of
making phones - leaving fewer options for a vocal minority still committed to phones with its once
popular physical keyboard.
RIM faces threats to its global smartphone market share from increasing competition. To retain and grow market share, RIM must adapt its product strategies to attract new consumer segments while strengthening enterprise markets. The team analyzed RIM's SWOT and considered three alternatives: 1) developing a new BlackBerry Sky product, 2) increasing brand awareness through specialty stores, and 3) partnering with global carriers. The team recommends introducing the BlackBerry Sky, a multimedia device targeting changing consumer expectations globally. RIM should market the Sky through carriers, retailers, and a promotional website to grow market share in North America and globally.
A Case Study on Research In Motion (now BlackBerry).
The case study is published by Amity Business School. Any kind of copyright infringement or plagiarism is strictly prohibited. Please respect the author and the extensive research that has been involved.
The analysis is purely for academic purposes only.
How does one define whether a firm operating in the mobile phone industry is more or less successful? Some argue that success should be measured using the metrics defined by the titans of industry. Warren Buffet, one of the most successful investors of our time uses “Return On Invested Capital” (ROIC) as the key measure of enterprise success. However, using this measure Apple is only slightly (1.5%) more successful than Research in Motion (RIM) table 1 refers.
However, for the purposes of this paper we have defined success as a firm's ability to strategically position its self as a high-end premium brand, with a reputation as the market leader in quality, customer satisfaction and steadily growing market share. Using these metrics, we propose that clearly Apple is the more successful of the two.../
The results from a 30 question quantitative survey with over 120+ respondents, and 2 qualitative focus groups were used to analyze perceptions, needs and wants of business users in California and beyond. Results were presented in the paper and a 20 minute presentation, alongside recommendations for both brands.
Blackberry Integrated Marketing Communications Rob Noble
The document discusses the integrated marketing communications plan for the Blackberry Q10 smartphone. It provides an overview of the smartphone market and Blackberry's position. It then details the Q10 product, Blackberry's current marketing strategy of targeting business professionals, and various advertising and promotion methods used. Competition from Apple, Samsung, and other brands is examined. Recommendations include investing more in digital marketing, better targeting of business customers, and increasing emphasis on business features to differentiate from competitors.
This is our UofC Business Class (Synergy) business audit of BlackBerry (formerly Research In Motion) to determine its viability for potential investors and employees. We want to find out whether BlackBerry presents a good opportunity or not.
A comprehensive investigation into the government’s impact, social trends, ethics, social responsibility, technology, marketing, stakeholders, and financial position was done.
At the end, an overall conclusions and recommendations were provided.
Rufran
This document provides an overview of BlackBerry, including its history, products, marketing strategies, and competitive analysis. It discusses BlackBerry's origins and growth, focusing on its smartphones and push email capabilities. The marketing mix is examined, highlighting BlackBerry's target business professional and young innovator customers. Promotional strategies are outlined, including using a youth spokesperson. A SWOT analysis identifies BlackBerry's strengths in security and brand loyalty while noting weaknesses in innovation. Competitors like Apple and Samsung are analyzed. The BCG matrix places newer devices as rising stars and older models as cash cows.
Tanay Shah of RIM-Blackberry India presented on marketing strategies for Blackberry phones in India. The presentation provided an overview of Blackberry as a company, research on its target demographics, and a plan to target both enterprise and non-enterprise users. Blackberry aims to position itself as a smartphone choice for professionals and youth in India through differentiated products, extensive distribution channels, and an aggressive marketing strategy including advertising, promotions, and community building online. The goal is to sustain the Blackberry brand by targeting both existing and new younger consumer segments.
The document is a market research report on BlackBerry conducted by a group of students. It includes an executive summary that outlines the reasons for conducting the research, the research question, objectives, results and recommendations. The full report provides background on BlackBerry's decline in market share, outlines the research purpose and methodology. It presents results of primary research conducted through surveys on young users' perceptions and experiences with BlackBerry and other brands. The results show most users are satisfied with their current phones but find BlackBerry outdated. Recommendations include improving BlackBerry's design, software and apps.
The BlackBerry was developed in 1997 by Research In Motion to provide wireless email access. It uses a proprietary operating system and push email technology to synchronize data like email and calendars. BlackBerry prioritized security which made it popular for corporate and government use. Current BlackBerry devices have color displays and support additional features beyond email like apps, internet browsing, and phone calls while retaining the built-in keyboard.
Remote Infrastructure Management Services (RIMS) allows Accel Frontline to remotely monitor, manage, and maintain a customer's IT infrastructure on a 24/7 basis. Key services include server management, infrastructure application management, storage management, network management, desktop management, and a service desk for user support. Accel provides monitoring tools, regular reporting, and service level agreements to ensure issues are addressed in a timely manner based on severity level.
Research In Motion (RIM) is a Canadian company known for developing the BlackBerry smartphone. The document discusses RIM's products, market trends showing increasing smartphone usage, a SWOT analysis and competitors. It outlines RIM's marketing objectives to increase awareness, distribution and market share through targeting younger professionals and consumers. Financial projections estimate 10% revenue growth and 55 million devices sold in 2013 with increased marketing expenses. The positioning focuses on BlackBerry providing efficiency for busy professionals.
Team 32 recommends that European smartphone producers (1) work with multiple partners to decrease reliance on any single supplier or buyer, (2) establish long-term contracts with clear terms to formalize agreements, (3) form a patent pool to collaborate on research and share costs, and (4) pursue aggressive early growth through high-volume production and debt financing to spread fixed costs.
This week I attended the launch for BlackBerry Curve in Sydney. It was an amazing party and provided many insights into the perfect recipe for how brands can connect with thier target audience.
This document compares and contrasts the iPhone and Blackberry mobile phones. It provides an overview of each product's history, key features, and marketing strategies. A SWOT analysis is presented for both the iPhone and Blackberry. Finally, the document directly compares the iPhone 4S and Blackberry Bold 9900 models across various specifications and capabilities.
The BlackBerry PRIV pocket-sized sales guide offers quick tips and a demo guide on the key features of PRIV. Designed for smartphone sales people, the PRIV sales showcases the key specs and features of the first Android-powered smartphone to be backed by BlackBerry's world-class security and features.
Learn about the PRIV's security and privacy features, camera, keyboard, onboard software, the overall form and function and other specs of BlackBerry's new smartphone.
This document presents a case study on the strategic blunder of Blackberry that led to its downfall. It provides an introduction to Blackberry's evolution and glory as the pioneer of wireless email devices. However, Blackberry failed to anticipate the smartphone revolution and the rise of the app economy dominated by iPhone and Android devices. It did not respond quickly to the changing needs of consumers and launched an inferior touchscreen device late. As a result, Blackberry lost much of its market share. The document outlines recommendations such as focusing on security, marketing, entering new sectors, and improving customer service for Blackberry to stage a turnaround.
2014 Tech M&A Monthly - Annual Seller's PanelCorum Group
This document appears to be an agenda and presentation materials for a technology M&A conference. The agenda includes welcome remarks, a presentation on the top tech trend of "Digital Force Multipliers", a research report on the M&A market, and a panel discussion with technology company founders and CEOs. The research report findings indicate stable public market valuations and an increase in mega-deals and private equity deals in the last year. It also highlights several recent acquisitions across different technology sectors. The panel discussion features executives from companies in vertical application software, advertising, and consulting.
23 principles of successful product companiesBrowne & Mohan
This document outlines 23 principles of successful Indian software product companies as identified by Dr. T R Madan Mohan. Some of the key principles include:
- Identifying market opportunities based on IT adoption, regulations, efficiency needs, and friction in paper-based processes.
- Developing "minimum viable products" focused on core functionality before adding additional features.
- Building modular products and aligning with dominant technology platforms to reduce costs.
- Pursuing a disciplined and controlled development approach, limiting customization and variety initially.
- Focusing sales approaches on named accounts rather than broad marketing, and emphasizing different metrics for inside, indirect, and direct sales teams.
- Scaling through
This document provides information about Research in Motion (RIM), the company that designs and markets BlackBerry products. It discusses RIM's history and success through 2007, as well as the shifting wireless communications market and increased competition from Apple, Microsoft, and Google. The document analyzes RIM's operations, including its research and development (R&D) efforts and culture. It also considers options for RIM to manage its explosive growth, such as expanding geographically, increasing acquisitions, and going global.
Example of a Knowledge Audit for a tech startup by Mor SelaMor Sela
This document provides a knowledge audit of Best Communications Inc. (BCI), a venture-funded telecommunications company. It summarizes BCI's organizational context, including its business strategy of directly competing against larger incumbents across multiple market segments and geographies. The audit identifies BCI's implicit mission, vision, and values, and key strategic challenges as perceived by director-level managers, including improving agility, usability, quality, and reducing costs. It concludes that BCI's strategy of targeting numerous market segments concurrently with limited resources poses significant risks to its credibility.
RIM faced several intellectual property challenges including patent infringement lawsuits from NTP, Motorola, Nokia, and Hunter Point Ventures regarding technologies related to wireless email, mobile devices, and music playlists. RIM settled the NTP lawsuit in 2006 for $612.5 million. These lawsuits and increased competition from Apple and Android hurt RIM's business revenue. However, RIM's Blackberry was once highly innovative as the premier smartphone providing secure email access and integration with corporate systems. RIM must continue innovating new blockbuster products and leverage its intellectual property portfolio to regain market share.
The document discusses trends in information technology including the externalization, consumerization, and democratization of IT. It notes that IT innovation is increasingly driven by employees and customers rather than internal IT departments. Cloud computing is highlighted as an important trend, with different types of cloud services described. The transition from traditional data centers to private clouds is discussed. Key IT roles are also summarized. The document provides the perspective of Ondrej Felix on how chief information officers can be successful by governing IT through a well-defined architecture.
The document discusses potential acquisition targets for Aardvark. It identifies two tiers of targets - Tier 1 targets over $1 billion that would significantly boost market share, including ARM for its chipset technology and Research In Motion to gain smartphone market share. Tier 2 targets under $1 billion could enhance Aardvark's core technology and fill product gaps, such as specialized chipset companies and mobile software firms. It recommends engaging Tier 1 targets in discussions while reaching out to Tier 2 firms, and conducting both processes simultaneously given the larger scale of Tier 1 targets.
We spotlight your expertise for those who matter and create a dialogue around what matters now using our strong relationships within the industry to build your brand’s thought leadership.
RIM currently faces challenges from competitors in the evolving smartphone market. The document proposes that RIM focus on expanding the depth of its existing 5 smartphone models through continued improvements and new applications, rather than introducing new models. This will allow RIM to better utilize resources, maintain brand recognition, and close gaps with competitors like the iPhone by offering more applications. The plan involves halting new phone development, shifting resources to applications, extensive marketing of new applications, and offering some for free to appeal widely.
Vertical software companies are increasingly moving to cloud platforms, allowing them to deliver software that is more usable, cheaper, easier to maintain, and accessible from any device. This document outlines several "plays" or strategies that industry cloud companies can employ to drive growth, such as replacing outdated incumbent software, helping customers find new ways to grow their revenue, attacking the small and medium business market, tapping into large data sources, and building platforms to lock in customers. It also discusses characteristics these companies look for in potential investments, such as total addressable markets over $500 million in annual recurring revenue.
Mi Media Holdings Limited (MMH) is a global digital media content provider that has developed a proprietary "miRoamer" software platform that embeds digital media content into internet-enabled devices. The software allows users to access audio, visual, and text content from anywhere globally. MMH aims to have its software in over 15 million devices by 2013. It generates revenue through licensing fees to manufacturers, advertising, subscription services, and other premium offerings. The company has strong relationships with major content providers and device makers.
As communications service providers (CSP) respond to industry disrupters such as the empowered consumer, the rise of over-the-top (OTT) providers and the decline of traditional revenue lines like wireline voice and mobile messaging, they are faced on the other side with the enormous increase in data file sizes and quantities. Whether coordinating securely while mobile, increasing the amount of video-on-demand (VoD) content managed or moving big data on and off the cloud, IBM Aspera has a solution to meet the needs of today’s digital service provider.
Canopy is developing the Sensus, the world's first touch-sensitive smartphone case that adds gesture control to the sides and back of iPhones. This will allow app and game developers to create enhanced user experiences. Canopy has already launched its first product, Kapok, which turns iPhones into point-and-shoot cameras. The Sensus will launch for iPhone 4/5 in Q3 2013 and expand to other devices in 2014. Canopy expects to generate multiple revenue streams from hardware sales, proprietary software and content, and licensing of its technologies to achieve profitability and become an attractive acquisition target within 2-4 years.
IBM Smarter Business 2012 - 11 trender för Enterprise Mobile just nuIBM Sverige
Den mobila marknaden har så här långt mest handlat om konsumentappar, men nu ser vi flera trender mot Enterprise Mobile där organisationer önskar erbjuda sina anställda att använda applikationer när de behöver det, med deras egna mobila enheter. Och de vill helst använda de mobila enheter som passer dem själva (BYOD). Dessutom vill organisationer erbjuda sina kunder mobila tjänster och allt det här skapar utmaningar. IBM vill, som ledare inom den här marknaden, hjälpa kunder att ta rätt beslut och göra verklighet av sina visioner. Lyssna på Johannes Eltz från IBM:s huvudkontor prata om IBM:s syn på Enterprise Mobile, de 11 tydligaste trenderna.
Talare: Johannes Eltz, Business Development Executive Mobile, IBM
Besök http://smarterbusiness.se för mer information.
Tech M&A Monthly: Seller's Panel - August 2013Corum Group
With valuations at multi-year highs, record cash held by buyers and an increasingly active Private Equity community, what's it like to sell in today's environment?. This August, tune in to our annual sellers panel to hear from CEOs and owners of tech firms like you who successfully sold their company in just the past few weeks. Learn how they did it in today's M&A market and tips to take advantage of this historic cycle to improve your value and partnering options. We'll hear from:
Martin Bittner, CEO of SolveDirect, acquired by Cisco
Gavin Weigh, CEO of RapidBlue, acquired by ShopperTrak
Heber Allred, Owner of PlanSwift, acquired by Textura
Plus, the latest deals, trends and valuations in Corum's monthly M&A market update.
John D Morris Resume With Cover Company Directjohn101261
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4 rim
1. MM 5012
BUSINESS STRATEGY
GROUP SUMMARY
RESEARCH IN MOTION : MANAGING EXPLOSIVE
GROWTH
LECTURER :
DR. MOHAMMAD HAMSAL
DEVELOPED BY :
DERU R. INDIKA (29110301)
NISHAM FIKSRIYOSO (29110309)
ERIKA PARAMINDA (29110310)
JOSIA PRANANTA T. (29110345)
2. I. CASE SYNOPSIS
RIM is a world leader in the mobile communication market that establesihed on 1984
by 23 year old University of Waterloo student Mike Lazaridis. In 2008 RIM have an
explosive growth. On march 2008, their subscriber already increasing from 8 million to 14
million. RIM believe R&D is their strongest success factor. To keep their superiority
performance RIM should maintain their R&D by several strategy such as Increase their
capability in recruiting and maintaining their new staff, grow and expand existing
geographies, increase strategic acquisitions (find a potential company that will increase RIM
competitive advantage), Go global (build a subsidiary in other country that have strategic
advantage).
II. ISSUES AND PROBLEM IDENTIFICATION
The issues and problems that can be identified from RIM case can be seen below :
a. What should RIM do to keep the superiority?
b. Are their strategy are good enough to keep their superiority?
c. Could RIM maintain the resistance when applying their recent strategy?
III. ANALYSIS
3.1 External Analysis
The external analysis is conducted by using PEST analysis and Porter’s Five Forces.
(a) PEST Analysis
Field Explanation
Politic Most governments regulated the import and export of encryption product due to
national security issues.
The US government would not purchase any product that had not passed the
Federal Information Processing Standards (FIPS) certification test.
Data that encrypted in China should provided government the keys to access the
data.
India government wants to eavesdrop to Blackberry user due to terrorist issues.
Economy There is a depressed economic climate in the United States that made many smaller
firms and technology start-ups were struggling financially.
Social Social phenomenon about blackberry that originally built for business professional
and reaches a bigger segment.
Worldwide demand for wireless handhelds due to global trends.
Broad acceptance of e-mail and text messaging as a reliable, secure and
indispensable means of communication.
The need of instant messaging for business and personal communication tools.
The worldwide recognition of China as a center of innovation.
Technology Moving demand from cellphones to smartphones.
Commercial availability of high-speed wireless networks.
3. Field Explanation
Emergence of mobile access to corporate intranets.
Legal Source code loss, software piracy and product imitation were more common in
developing countries where IP protection laws lagged the US or Canada, lead to
explicit and tacit knowledge “leakage”. The launch of China product called “Redberry”
with wireless e-mail service.
(b) Porter’s Five Forces
Forces Analysis Attractiveness
Threat of New New technology in telecommunication and product imitation Unattractive
Entrants Description:
Due to rapid development in technology and technical leakage
issues, It is possible for other established company (even beyond
telecommunication industry) to enter the market then offering
new technology of telecommunication or doing imitation of
existing product
Bargaining More preferences for company Unattractive
power of Description:
suppliers Lot of suppliers can provide any instrument or part in term of
support the manufacturing, therefore the company has more
preferences to select the appropriate product based on
consideration of cost and quality
Bargaining Easy to shift to other products Unattractive
power of Description:
buyers The increasing market of smartphone make each provider
penetrate market by any differentiation such as device
preferences, customer care, software and accesories. These
occurrences make buyers are easier in shifting to other products
Threat of Threat of PC Tablet Unattractive
Subtitute Description:
Services Technology of smartphone is not unsubstitutable due to other
existing technology called PC Tablet that provide not only more
features in smartphone but also add some features inside in PC
Tablet characteristic
Rivalry among High competition Unattractive
existing Description:
competitors In worldwide market share, RIM’s Blackberry OS is under
Symbian and Microsoft’s Windows Mobile. Moreover, those
providers including Apple, Android and Palm which are
penetrate market -by each business strategy even more similar
action- make this competition of smartphone market segment
become high
3.2 Internal Analysis
Internal analysis is conducted by using value chain analysis and resource based view
(RBV) analysis.
4. (a) Value Chain Analysis
The value chain analysis is conducted by seeing RIM primary activities and support
activities.
Primary
Explanation
Activities
Inbound Most core work still done in Waterloo and Ottawa.
Logistics
Operations R&D still done in Waterloo.
Product and technology sites throughout the United States and United Kingdom.
Outbound RIM offices in North America, Europe and Asia Pacific.
Logistics Subsidiaries in Delaware and England.
Marketing Sales and marketing representatives offices in France, Germany, Italy, Spain,
and Sales China, Australia, Hong Kong and Japan.
Celebrity as brand ambassador.
Partnership with wireless carriers such as Rogers and Verizon that bundled
Blackberry handheld and software with airtime.
Improving relationship with large national reseller and on-line distribution while
also strengthening their old networks of carrier enterprises and retail channels1.
Service Customer services in Singapore.
Providing 24/7 support for Blackberry customers around the world.
Increase the capabilities in the customer support group by including a professional
services organization, an extensive array of educational programs, incident-based
technical support team and operational excellence team that focused on regulatory
compliance, quality assurance and customer satisfaction.2
Support
Explanation
Activities
Firm RIM has a company culture that was flexibility, adaptability and the ability to
Infrastructure work collaboratively that create a nice and dynamic working environment.
RIM built company that focus on quality and has an embedded philosophy of “We
can do it better ourselves”.
RIM headquarters are based in Waterloo.
Human RIM recruits their people through local recruiting strategy especially in University
Resources of Waterloo and also a nationwide campus recruitment.
Management Company relied heavily in the personal and professional network of existing
employees as an ear-to-the-ground approach in finding new talent.
Doing co-op programs to other universities.
Technology R&D was the heart and soul of RIM.
Development Improve new application to be used in Blackberry, such as Facebook for
Blackberry.
Push technology.
Partnership with software developers to bring popular game, such as Guitar Hero
III.
Procurement The Blackberry Enterprise System that connect the Blackberry handheld with
Blackberry Enterprise System, Blackberry Mobile Data System (MDS), Blackberry
Connect Devices, Blackberry Alliance Program and Blackberry Solution Service.
1
RIM Annual Report, 2007
2
RIM Annual Report, 2007.
5. (b) Resource Based View Analysis
Resource based view analysis is conducted by seeing the natural and additional
resources in RIM that can be combine to see core competencies and competitive
consequences.
1. Natural and Additional Resources of RIM
No Resource & Valuable Rare Unimitable Nonsubstitutable Competitive
Capabilities Consequences
1. Location in Waterloo Yes Yes No No Competitive
Parity
2 RIM reputation in Yes Yes No, but Yes, but to Temporary
delivering the safe and need capital segmented and Competitive
secure voice and data and long sometime become Advantage
transmission (RIM time to negative issue in
cryptographic and build market
software source code)
3 Blackberry Brand Yes Yes Yes No Temporary
Competitive
Advantage
4 RIM R&D and Yes No No No Competitive
engineering Parity
5 RIM Culture Yes Yes No No, cause very Competitive
company have their Parity
own unique culture
2. Combination and Resource Capabilities in RIM
No Resource & Capabilities Valuable Rare Unimitable Nonsubstitutable Competitive
Consequences
1. Location in Waterloo, Yes Yes Yes Yes, but need to Sustainable
RIM R&D and consider with the Competitive
engineering and RIM RIM rapid growth Advantage
culture in market
2. RIM reputation and Yes Yes Yes No Temporary
Blackberry Brand Competitive
Advantage
3.3 Alliances and Partnership Analysis
In the case of RIM, to keep the Above Average Return position is depend on how to
develop their R&D function. In term of strategic alliance and partnership, RIM focus on how
to create alliance and partner that will keep resource and capabilities of RIM’s R&D as their
sustainable competitive advantage. To do that, first we study the key that will determined
RIM success factor in single alliance and second how to build RIM R&D capability for
alliance success :
6. 1. A Single Alliance in R&D function key Success Factors
RIM strategy in R&D function alliance will success depends on how they form it. To
analyze what key success factor will determined RIM SCA, it will consider RIM approach to
maintain technical superiority that fit the explosive growth of RIM ; 1) Do What we do Now,
only more of it, 2) Grow and expand existing geographies, 3) Increase Acquisition and 4) Go
Global.
a. Alliance Formation Phase
Although RIM relationship with Waterloo (including University of Waterloo)
already fulfill three criteria (complementary, compatibility, and commitment) as partner
that have positive influence, its still required other alliance to meet the scope of global
operated company. The strategy in this phase:
- RIM local recruitment strategy, co-op with University of Waterloo had been very
succesfull but for global scope RIM need new strategy. Some strategies that can be
use to recruit new talents are, Expand co-op programs to other universities as well as
have been implemented in Waterloo, lead a global scouting group dedicated to
finding the best talent worldwide and bringing them into RIM, revamping the
careers website and being more creative in the way in which they structured
recruiting
- In established R&D operation beyond Waterloo, must consider that the new location
was not haphazard and cost of talent. The criteria in selecting the new location that
can fit with RIM: have a pool of talent that housed a mature skill set and have
universities with strong technical programs. This criteria also implemented in global
expansion Europe, Middle East, Africa (EMEA), and Eastern Europe
- With the condition of the economic downturn in US and Europe give opportunity to
RIM to make acquisitions, either technology or of software talent. Acquisition to
European mobile company help RIM to overcome the European market that highly
“nationalistic”.
b. Alliance Design Phase
Considering about RIM culture in Waterloo and key differentiation in R&D
operation there are two way to construct alliance with partners depend on location
characteristic. Contractual provisions can be implemented in USA and Europe and a
combination of contractual provision with goodwill and trust can be used when dealing
with China and East Asia region. Equity ownership can be used when building
relationship with European telecommunication market where the market was highly
7. “nationalistic”. Form of the design in this typical of market can be done by partnering
with major research institutes or partnering governmental and educational institution.
Expanding to emerging markets was complicated due to restriction regarding
cryptographic software. Encryption was seen as a “dual-use technology” which could
have both commercial and military value and was thus need to be carefully monitored.
This technology make RIM have competitive advantage toward competitor but also
become obstacle in designing R&D operation alliance. Clear relational contract
between RIM and government institution about this is one way to overcome the
problem.
c. Postformation Alliance Management Phase
Problems in this phase is RIM was not set up to manage a multicountry research
consortium and the mindset in Waterloo was still very much such that core engineer
needed to be seen to be perceived as valuable. So, RIM can manage its alliance
portfolio with copying what it has done best in Waterloo as guidance. To build trust and
commitment from partner to fit Waterloo culture, need RIM commitment itself to trust
the partner in form of sharing the benefit of the alliance.
2. Drivers of R&D Level Alliance Capabilities
There are two points of view to see strategic alliance that RIM need to do to manage its
explosive growth. From value chain analysis, it is about to outsourcing their support activities
especially the R&D operation. As global operated company to hire very particular mix of
engineers and get new insight about new market will determined company R&D sustainable
competitive advantage.
8. From resource base view, strategic alliance that RIM do will capture greater experience
from resource alliance that will increase the capabilities of R&D organization. RIM alliance
in Waterloo had shift from Sustainable Competitive Advantage to Temporary Competitive
Advantage because competitors had done the same strategy, even move to the next step by
make strategic alliance through joint venture, acquisition, partnership, and etc.
IV. CONCLUSION AND RECOMMENDATION
4.1 Conclusion
RIM’s culture could create high significant impact of company’s profitability. Despite
of its core competences, RIM is quite success in term of did the recruitment strategy with
Waterloo University and acquires Slangsoft. Maintain RIM’s culture and acquire the
appropriate company in order to expand the market have made the positive impact even
increase significantly due to its profitability.
4.2 Recommendation
Creating RIM’s culture is one of its strength, however RIM has to realize that
competitors did the similar ways. RIM’s core competences may be concluded as sustainable
competitive advantage, however it is very possible in shifting to be temporary due to
aggresive strategy by competitors. Due to explosive growth and as a big enterprise, RIM must
act globally. RIM need to build an alliance division that will manage RIM alliance portfolio.
With alliance division capability, RIM can capture, store alliance management lesson and
best practices and make the alliance they have done to become firm experience. Alliance
division also will built commitment, trust from its alliance and better coordination between
RIM and its alliance. Transfer knowledge can be share effectively through alliance function.
To maintain RIM R&D culture, RIM can appointed Waterloo to be RIM alliance division
headquarter.
V. LESSONS LEARNED
Lessons learned that can be taken from this case are :
Growth strategy should be based on limitation of capability and opportunity to achieve
more benefit by combine resource and capability from other party.
In implementing strategic alliances the company need to consider not only operational
factor but also the of work culture among parties, therefore the alliances could achieve
compatibility, complementarity and commitment.