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Case Study ( Research in Motion (RIM)

Richard Okusaga
Ms. Kulic
BOH 4M1-02
Friday May 5, 2011 I. Summary of the Facts • Research in Motion (RIM) is a multi-award-winning company that designs and produces hardware, software, and service solutions for wireless communications used by worldwide business and consumer markets (Case, 1). • RIM is a Waterloo-based company founded in 1984 by two University of Waterloo engineering students, Mike Lazaridis and Douglas Fregin. Today, Mike Lazaridis and Jim Balsillie, who joined the company in 1992, share the leadership role in the company as co-CEOs (Case, 1). • The first BlackBerry device came to market in 1999 (Case, 1). • In 2002, RIM was sued for patent infringement by an American company, NTP. The case was finally settled in 2006, with RIM paying NTP $612.5 million, the same year RIM had revenues of over $2 billion and a net income of $382 million, and having the board of directors still entirely made up of Canadians (Case, 1 & 3). • ‘“They're not seeing much demand for their high-end products because they've got so many new ones coming out and all of the competitive issues aren't getting any easier,” Robison said from San Francisco (Young).’

II. Statement of the Case RIM, through community contributions and succession in generating revenues, has the ability to continue to be a global leader in wireless innovation in a highly competitive business environment.

III. Assumptions RIM appears to be pursuing an accommodative strategy as they accept social responsibility and attempt to satisfy specific needs throughout the community, which eventually affects the world as a whole. This is evident through the case: “Balsillie has donated money for a cancer-care centre at the Grand River Hospital in Kitchener-Waterloo as well as founded, and continues to fund, the Waterloo Children’s Museum. Lazaridis donated $100 million to establish a world-class think-tank, the Perimeter Institute for Theoretical Physics, in Waterloo. He has also donated $50 million to the University of Waterloo, to help create the Institute for Quantum Computing”. This evidently reveals that RIM’s CEOs believe that in order to contribute worldwide, they must first be able to contribute completely to their own society in which they rooted from, in this case, Waterloo. Through these social contributions and interactions RIM has made, it appears that the CEOs are attempting to lean more from the socioeconomic view into a virtuous circle perspective on social responsibility as there is evident growth in financial performance for the organization which can eventually lead to additional social responsible actions for the future. The future looks promising for RIM as they have many products being released as of late, allowing for a variety of choice among consumers on which ones to purchase for themselves or their businesses. However, with these numerous high-quality products being released and already in the market, such as selective Blackberries and the BlackBerry Playbook (see Figure 1), revenues on each product may possibly not meet the expectations of RIM as explained through a Toronto Star article, ‘“They're not seeing much demand for their high-end products because they've got so many new ones coming out and all of the competitive issues aren't getting any easier,” Robison said from San Francisco’ (Young). A point this part of the article points out is that competition is not getting any easier as companies such as Apple Inc. and Samsung have both been booming as of late, releasing high-quality devices, including touch screen tablets. With these two competitors releasing similar products to RIM, competition in the wireless innovation business market will absolutely become tougher. However, with the wide range of products RIM is releasing as of late with an apparent new operating system, it is very probable that RIM will maintain gaining higher revenues than their competitors (to see comparison of Apple Inc., Samsung, and RIM, see Figure 2). In order for a business to be successful in the business world, they need to stand out over competitors in their division, a competitive advantage. RIM’s competitive advantage is clearly evident as BlackBerry Messenger (BBM), an instant messaging tool for BlackBerry users to contact with one another, no matter where they are in the world. Through commercials and word-of-mouth, almost every individual has knowledge of BBM, whether they have a BlackBerry or not, which makes this competitive advantage absolutely successfully. Recently, an instant messaging application called Live Profile was created for individuals with any type of smartphone or android phone to contact with one another; however, in my opinion as a BlackBerry user, the features on the application do not appear much appealing or run as fast as BBM, allowing for BBM to remain unique in the wireless innovations sector. In order to be unique in the highly-competitive business world, change is definitely a factor in an ever-changing technological environment. It is clear that change has taken place throughout the whole RIM organization as evident through change in management, witnessed in the case in which Jim Balsillie came into the organization and Douglas Fregin went out (Case, 1), all the way to the present day, where RIM is adding a new operating system to the new upcoming devices called 7 OS (‘RIM’), just a couple months after creating 6 OS. This evidently reveals that RIM uses the modern management approach as they realize that their customers and their organization itself have varied needs which can change over time and believe that continual development is possible as globalization takes place and capabilities as well as talents of knowledge workers enhance in a highly-competitive market. As these changes are made, the inquiries and questioning from consumers begin to accumulate, hence RIM uses contingency thinking to solve problems with their specific products in order to have a higher advantage over the competition. Customer-relationship management tends to play a part here, as RIM attempts to exceed the expectations and satisfactions of their customers, as well as trying to build relationships through contributions they have made throughout society.

IV. General Ideas In order for RIM to maintain excellence in the wireless innovations business sector, continuous improvement must be taken into exception as globalization has made competition in the business world difficult throughout each day. Searching for new possible ways to improve their products and services will allow them to stand above the competition and generate higher revenues. RIM has already started to make it convenient for business people to work in a busy environment as they have purchased new systems as explained in this article from the Toronto Star, “BlackBerry maker Research In Motion (TSX: RIM) has acquired Montreal-based software company Tungle, which has an application to help people schedule and synchronize meetings over their smartphones, computers and tablets ("Toronto Star" ). This movement is moving RIM in the right direction, staying committed to creating products for the business sector of society. Currently, RIM is in the youth stage of their organizational life cycle meaning that they are growing fast and rapid in the business world. With continuous improvement of products and development they may have to make over the years, the main goal is for them to move up higher in their cycle. In order to accomplish this, they need to maintain successful structure throughout the organization, and take constructive criticism into a positive outlook to improve the way they run, but if it is working, then there is no reason to change it. For example, the problem people have with their management decisions explained through the case, “Many feel that RIM should reconsider the co-CEO management decision” (Case, 3). However, RIM has been successful working with this organizational type of structure, as well as their board of directors all made up of Canadians (See Figure 3 for organizational structure). The main reason RIM has not listened to critics on this specific insight is possibly because they are afraid to take the risk that ideas may not generate more efficiently and effectively as they currently do, as the saying goes: “two heads are better than one” (Various). RIM has been capable of moving on and putting their pasts behind them as well as learning from circumstances along the way which is a good characteristic for company to have in the business world. “If everyone is moving forward together, then success takes care of itself” (Henry Ford). This quote clearly states the facts, keep it moving and continue to do what you do best, something RIM has evidently done successfully as shown through the case at it explains that they faced a huge lawsuit from NTP for patent infringement (see figure 4 for timeline). Since then, revenues have maintained high in the business world, as they learned from that minor setback that affected their organization.
Figures: For Your Understanding

Figure 1: Just a few BlackBerry products (being released and already on the market)

| |BlackBerry PlayBook |Samsung Galaxy Tab 10.1 | |
| | | |Apple iPad 2 |
|Release Date |April 19th, 2011 |June 8, 2011 |March 11, 2011 |
|Form |194 x 130 x 10 mm, 425g, 7-inch tablet, |256.6 x 172.9 x 8.6 mm, 595g, |9.7 inches of high-resolution |
| |Aside from its compact dimensions though|10.1-inches, the larger size means it’s |Height: 241.2 mm (9.50 inches) |
| |it is a very nice looking bit of |a bit heavier |Width: 185.7 mm (7.31 inches) |
| |hardware with nice proportions and | |Depth: 8.8 mm (0.34 inch) |
| |smooth styling, it also has the | |Weight: 601 g (1.33 pounds) |
| |advantages of being reasonably thin and | | |
| |not too heavy either. | | |
|Display |resolution of 600 x 1024 pixels |resolution of 800 x 1280 pixels |1024-by-768-pixel resolution at 132 |
| | | |pixels per inch (ppi) |
|Storage |16 GB, 32 GB and 64 GB, equipped with 1 |16 GB, 32 GB and 64 GB, equipped with 1 |16 GB, 32 GB and 64 GB, equipped with 1 |
| |GB of RAM. |GB of RAM. |GB of RAM. |
|Processor |dual-core 1 GHz TI OMAP 4430 Cortex A9 |dual-core device with a 1 GHz processor |1GHz dual-core Apple A5 custom-designed,|
| |processor paired with an Imagination |running the Nvidia Tegra 2 chipset and |high-performance, low-power |
| |Technologies POWERVR SGX540 graphics |teamed together with an Nvidia quad-core|system-on-a-chip |
| |processing unit (GPU) plus there’s also |Geforce GPU. | |
| |a TI IVA 3 image and video accelerator | | |
| |and image signal processor crammed in | | |
| |there. | | |
|Operating System |BlackBerry Tablet OS |the tablet-specific 3.0 Honeycomb |iOS 4 |
|Apps |BlackBerry OS has a decent selection of |The Galaxy Tab has access to a huge |access to a huge range of apps on the |
| |apps, the Dalvik emulation on BlackBerry|range of apps on the Android Market. |whole market |
| |means the Playbook can access and use | | |
| |many apps designed for Android too, | | |
| |though by no means at all. | | |
|Camera |5-megapixel primary camera capturing |3.15-megapixel primary at 2048x1536 |Back camera: Video recording, HD (720p) |
| |2592x1944 resolution and video in 1080p,|pixels and 720p. Features include |up to 30 frames per second with audio; |
| |the only camera feature is autofocus but|autofocus, LED flash and geo-tagging and|still camera with 5x digital zoom |
| |it also has a secondary 3-megapixel |there’s a secondary 2-megapixel camera. |Front camera: Video recording, VGA up to|
| |camera. | |30 frames per second with |
| | | |audio; VGA-quality still camera |
| | | |Tap to control exposure for video or |
| | | |stills |
| | | |Photo and video geotagging over Wi-Fi |
|Reference |(Briden) |(Briden) |(“Apple”) |

Figure 2: Comparison between RIM, Samsung, and Apple inc. tablets
[pic]
Figure 3: Organizational chart of RIM

Figure 4: RIM-NTP Lawsuit Timeline (2002-2006)

Works Cited
"Apple." Apple. Apple Inc., 04 May 2011. Web. 04 May 2011. .

"BlackBerry." BlackBerry®. Research in Motion Limited, 04 May 2011. Web. 04 May 2011. .

Briden, Paul. "BlackBerry PlayBook vs Samsung Galaxy Tab 10.1." Know Your Mobile. Dennis Publishing, 09 Apr 2011. Web. 5 May 2011. .

"RIM." RIM Company. Research in Motion Limited, 04 May 2011. Web. 04 May 2011. .

"Samsung." Samsung. SAMSUNG, 04 May 2011. Web. 04 May 2011. .

Schermerhorn, John R., and Barry Wright. Management Fundamentals. Canadian Edition. Mississauga, ON: John Wiley & Sons Canada Ltd., 2007. Print.

Slinger, Gary. "RIM-NTP Lawsuit – The Timeline – Updated." garyslinger.com Blog. Gary Slinger, 03 Feb 2006. Web. 04 May 2011. .

Young, Chris. "RIM warns on earnings." Toronto Star 28 Apr 2011, Print.

"RIM rises amid acquisition of scheduling app maker Tungle." Toronto Star 28 Apr 2011, Print.
-----------------------

David Yach

Chief Technology Officer, Software

Robin Bienfait

Chief Information Officer

Don Morrison

Chief Operating Officer

Mike Lazaridis

President and Co-Chief Executive Officer Research In Motion

Jim Balsillie

Co-Chief Executive Officer Research In Motion

Brian Bidulka

Chief Financial Officer

Jim Rowan

Chief Operating Officer, Global Manufacturing & Supply Chain Research In Motion

Thorsten Heins

Chief Operating Officer, Product Engineering, Research In Motion

BlackBerry Bold 9780

BlackBerry Playbook Tablet

BlackBerry Curve 9300

BlackBerry Torch 9800

BlackBerry Bold 9900

BlackBerry Curve 9300

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