Blackberry Right Strategy

It is important to implement the right and winning strategies fit into the company’s internal and external situations which can enhance the organization performance, build sustainable competitive advantage and uplifting company’s productivity.

- There are plenty of hardware component manufacturers for cellphones but BlackBerry’s operating system is complicated therefore it limits the number of software developers that will work with them.

A management decision problem and a marketing decision problem. Management decision problem consists of questions that will help change and rectify the situation such as how to increase sales? While a marketing decision problem for Blackberry consists of How to make Blackberry in itself more appealing compared to its competitors such as IPhone and Nexus? What do the consumers want in a Blackberry when it comes to the applications and tools? How to make Blackberry more adaptable? What is the top priority in a smartphone that the target market wants to see and be able to use? What are the consumers’ expectations when it comes to a smartphone they prefer to use? Have consumers been affected by bad publicity or believe that Blackberry is not innovative anymore? One of the biggest problems might also include, as mentioned above, their change of target market to only corporation. Blackberry Ltd.’s last move to desert its consumer business and pay attention on selling products to companies is a risky bet that it can hang on to ground that is hurriedly eroding. Once consumers grew addicted to using other phones such as IPhones in their personal lives, they now wanted to be able to bring it and use it at work too, which again pushes Blackberry into the

There has been a large amount of research into what strategy is, since Michael Porter’s perennial work in the 1980s. Studies done on the execution of strategy have been far less numerous. However, there is one major understanding about the execution of strategy. The execution of strategy is a vital part of success in business. A summary of many myths surrounding various strategic executions will be outlined, along with their subsequent analyses.

BlackBerry’s public image is outdated. Many people think of BlackBerry as a failed cell phone OS company, especially with recent news of disabled Facebook support on its devices after 2016.

Incorporated in 1984, Research in Motion, Canada’s most successful and influential tech firm, used to be a market leader in mobile phone industry. However, the company seems to be overtaken by a series of deep-rooted dysfunction. RIM during the past years had grown unwieldy and unorganized. Conflicting opinions and a lack of clear direction worsened an already difficult situation. All of the evidence is showing that the management of RIM has failed: a number of high-level people left; the market shares keep falling; product delayed; investors became angry; and an internal chaos remained at this BlackBerry maker.

Research in Motion, (RIM), is “a global leader in wireless innovation, (which) revolutionized the mobile industry with the introduction of the BlackBerry solution in 1999” [ (Research In Motion, 2011) ]. While RIM has no publically available mission statement [ (missionstudy, 2009) ], we can deduct the following:

Apple partnered exclusively with AT&T to develop and market the iPhone, which the media quickly called a “BlackBerry killer.” Verizon Wireless, in turn, approached RIM with the idea of partnering on an “iPhone killer,” which came in the form of the company’s first touch-screen device, the BlackBerry Storm, released in November 2008. (De Cagna, 2014). The strategic partnership did not work out as either RIM or Verizon had envisioned. The Storm eventually came to market after many months of its original planned release date, and the underlying technology was still not as good as the iPhone. Although RIM has made positive public statements about the Storm, customers did not like it. Sales were poor, many devices were returned, and RIM abandoned

Research and Development Department is at the core of a jewelry company such as Tiffany & Co. at Tiffany & Co., this department is constantly working to make the company an international trend-setter. Thus, the team constantly develops new collections for

BlackBerry, one of Apple's main rivals, offers a more functional design. Its website does subliminally suggest the product, given its glossy black character. A picture of a hand holding a BlackBerry is apparent, much like Apple's depiction of the iPad. However, the website for BlackBerry is much busier and text-heavy. The words greeting the website surfer proclaim: "sharing information is now a contact sport." The words and the blackness are somewhat aggressive and masculine in tone, versus the more feminine image on the white Apple website.

There are various schools of strategy that have been vigorously debated on and after a consolidated effort; three schools of strategy were produced. They are the planning school, the positional school, and the resource based school of strategy (Ritson, 2013). All these strategies will be described with examples to buttress each.

Business level strategy deals with individual business within its markets. Nevertheless, according to Watson and Wooldridge (2005) there are several corporations that manoeuvre its activities in multiple industries. Within each industry are precise business units that require distinctive strategies to contest with a particular industry's customers and rivals. Due to its distinctive strategies requirement, corporate level strategy became necessity for these business units to operate with a certain degree of independence. Kleinbaum and Stuart (2014) stated that corporate level strategy is vital for a company to create outcomes oriented visions and directions for all levels of people within the company business unit. That is because the strategy specifies actions to determine a company’s clear goals, activities and scope within which the company operates and its business processes to support the mission of the organisation. Thus, the firm resolve to gain a competitive advantage of different product markets or industries within its competition zone (Beard and Dess 1981). This report conducts a critical analysis of the Walt Disney corporation’s strategy for the past 15 years based on relevant corporate strategy theory and proposed a new strategy for the company for the next 10 years, which aim to further strengthen the company’s global competitiveness in its markets.

In the book “Good Strategy and Bad Strategy”, Richard Rumelt illustrates examples of success and failure of business management to explain the true meaning of the strategy, and tells companies how to develop a correct strategy and adhere to core of management strategy. He also emphasizes the central role of strategic management as to remind the readers to understand the huge difference between a good strategy and bad strategy. This book has three sections: good and bad strategy, sources of power, and thinking like a strategist. I will be evaluating strengths and weaknesses under these topics. After finish reading the book, I had gained a better understanding of what a good strategy means to the success of a company. According to Rumelt, a good strategy is coherent, where companies pursue multiple objectives that are connected with each other. Rumelt points out that a good strategy consists of three elements: diagnosis, guiding policy, and coherent action. (71) First, diagnosis means to define the obstacles and challenges that the companies are facing, and guidelines help the people to overcome the obstacles. Lastly, coherent action is the activities or actions that company did to be consistent with its guiding policy. Today, many of us lost the focus of the strategy, which results in the downward of businesses and organizations. Rumelt has defined the strategy as acknowledging the main problems and take coherent action to overcome the problems. Moreover, he illustrates

A strategy is said to be a plan that is made for the long term success of a product or brand. It is extremely important to have a strategy in order to figure out a direction towards which any company is able to focus all its resources efficiently and achieve desired outcomes. Formulating effective strategies is a considerably long process in itself that combines analysing several factors, situations and issues that are already present in a company and looking to improve on them alongside trying to implement various innovations and ideas to collectively create a direction towards which they can move and direct the resources available to them.

As the BlackBerry exploded in popularity, especially among business customers, the company became Canada’s most valuable firm, leading some to dub Waterloo Canada’s Silicon Valley. But while BlackBerry was resting on its laurels atop the corporate mobile market, Apple and Google were laser-focused on the consumer market, which they correctly predicted would drive Smartphone adoption. In January 2012, BlackBerry announced that its co-CEOs Jim Balsillie and Mike Lazaridis would step down and be replaced by Thorsten Heins, a