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Research In Motion
Research In Motion failed to respond accordingly to the increased mobile phone device competition. The biggest lesson from the company’s response is the importance of not being complacent. While Industrial dominance is important, it does not make a business invulnerable to competition. The Technology consumers’ demands flexibility and innovativeness. This means that a business has to continue innovating and be agile, as well as quick to respond to competitive threats. Had RIM done this, it would be quick to respond to what consumers were demanding.
It is essential for a business to solicit consumers’ opinions and views so as to act accordingly and effectively meet can meet their needs before competitors can capitalize on the window of opportunity. RIM was vulnerable due to its bureaucratic structure that resulted in an arduous and slow decision-making process. (Castaldo, 2010) This presents a risk situation in a fast-moving industry. A business requires a structure that allows quick decision making to allow practices that can quickly counter the ones of the competitor. One of the key challenges that faced RIM was the existence of bureaucratic layers and corporate culture. (Nowak, 2013)
Research In Motion failed to be strategically and tactically focused. The competition today requires businesses to be strategically and tactically focused. Businesses should continually innovate as well as tactically iterate to remain on the competitive edge. Essentially, it is important to listen to customers, Watch the competitors and research into creative opportunity far beyond the current offerings. When a competitor makes a step, a business should learn about their new idea, embrace the new idea, spot a gap and create something that is more revolutionary.
The BlackBerry phones pioneered the mobile phone industry. However, the introduction of other smartphones in the market made the company’s products irrelevant. Research In Motion virtually created the smartphone market. Success came naturally to the company, until when Apple released the first iPhone. This overturned RIM's long-held strategy of appealing largely to email addicts. Apple conquered the market by building a smartphone for the great mass of tech-hungry consumers rather than just for business people. Apple's entry into the market opened the door for another large competitor: Google. The company acquired and developed Android. Before RIM could respond, the mobile landscape shifted dramatically with new customers, new players, and new alliances. While such a move by the competitors would be hard on RIM, it could also present an opportunity for the once-innovative RIM. However, the failure to respond accordingly to completion was a turning point for the company. The failure to quickly adjust was costly missteps.
The company’s confidence stemmed from the existed of vanquishing competitors. RIM solely focused on its core competencies as it dominated the industry. Apple's iPad equally re-defined the mobile phone market for tablet computers and dominated it. Other Android-powered competitors’ quickly followed its steps. By the time Research In Motion responded, Apple had already released the iPad 2. The period represented a bold transition for the company. It replaced the aging Operating System with one based on QNX previously acquired in 2010. It promised to bring enterprise-level functionality to the consumer market. Apple made the smartphone a consumer device while Research In Motion’s device was an enterprise device. Essentially, Research In Motion failed to act strategically and tactically to respond to the competition in the market.
Castaldo, J. (2010). ... And now for the hard part. Canadian Business, 83(1), 28-31.
Nowak 0, P. (2013). There is strength in numbersWind and Teksavvy can learn from BlackBerry's mistake: Peter Nowak. Canadian Business
Wilkinson, K. (2013). BlackBerry's crash to earth not a surprise for some. Canadian Business, 1.
Sorensen, C., Gillis, C., Gulli, C., & Warnica, R. (2012). The fall of the BlackBerry titans. Maclean's, 125(4), 38-45.
McCracken, H. (2012). Why the BlackBerry Is All Thumbs. Time, 179(5), 60.
Mcmahon, T. (2012). BlackBerry blues. Maclean's, 125(21), 32-34.
Gustin, S. (2012). BlackBerry Crushed. Time, 180(3), 18.
McCracken, H. (2013). BlackBerry's Last Stand. Time, 181(5), 16.
Segan, S. (2013). Last call for blackberry?. PC Magazine, 103-109.
Segan, S. (2012). 5 Failures That Led to RIM's New CEO. PC Magazine,1.
Sherry Roberts is the author of this paper. A senior editor at Melda Research in 24 hour college papers services. If you need a similar paper you can place your order for a custom research paper from custom nursing essay services.
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