Business Environment and Strategic Management

Strategic Analysis of RIM

WORD COUNT: 3000 (excluding references and appendices)

Contents
1. Introduction....................................................................................................2 2. Analysis of the current business environment affecting the industry............4 2.1. Analysis of industrys macro-environment: PESTEL analysis...................4 2.2. Analysis of industrys micro-environment: 5 Forces..................................5 2.3. Opportunities and Threats...........................................................................6 3. Analysis of the companys strategic capabilities...........................................7 3.1. Value chain..................................................................................................7 3.2. Resource based view and dynamic capabilities..........................................8 3.3. Strengths and Weaknesses...........................................................................8 4. SWOT analysis and key issues.......................................................................9 5. Evaluation of possible future strategies for the company...............................10 6. Implementation of strategic change................................................................11 7. Conclusion..................................................................................................11 Appendices .....................................................................................................13 1. PESTEL.......................................................................................................13 2. Porters Five Forces.....................................................................................14 3. Value Chain.15 4. SWOT..........................................................................................................15 References ......................................................................................................16

1. INTRODUCTION Founded by Mihalis "Mike" Lazaridis, Jim Balsillie, and Douglas Fregin in 1984, Research in Motion (RIM) is a telecommunication and wireless equipment company. RIMs current CEO is Thorsten Heins who took this position after the stepping down of its former co-CEOs Mike Lazaridis and Jim Balsillie in January 2012. RIM is currently a Canadian-based engineer, producer and advertiser of solutions and wireless devices for the global mobile communications exchange, headquartered in Waterloo, Ontario, Canada. RIM has offices in various locations such as Latin America, Europe, North America, and Asia Pacific. Investors can find RIM listed on the Toronto Stock Exchange (TSX: RIM) and the NASDAQ (NASDAQ:RIMM). Throughout the growth of services, software and unified hardware, RIM renders solutions and platforms for continuous connection to information, comprising short message service (SMS), voice, Internet and intranet-based applications and browsing, e-mail, and instant messaging. RIM technology also enables an array of third party developers and manufacturers to enhance their products and services through software development kits, wireless connectivity to data and third-party support programs. (CrunchBase, 2012) The company is divided into three fundamental strategic business units (SBUs): Software & Other, Services, and Hardware. RIM sales to an assortment of customers, but RIMs main customers are the wireless carriers (i.e. AT&T, Sprint, and so on). RIM sells software, HSPA+ and iDEN devices, UMTS/HSPA, CDMA/Ev-DO/Ev-DO Rev A, and GSM/GPRS/EDGE, to these wireless carriers. Rim also sales tablet devices, which are furnished with proprietary software to wireless carriers. RIM falls in around third place behind Samsung and Apple in the Wireless Communications Industry. The customer segment has many competitors and customers require high quality devices and an extensive amount of apps that RIM does not currently have. While RIM targets business professionals, high income earners, and innovators Samsung and Apple appear to target everyone regardless of the consumers profession and income capacity. RIM is far behind when it comes to the mobile communications arena whether it is design, or sales.

The major products for RIMs three strategic business units are BlackBerry wireless solution, billings, non-warranty repairs, sales of accessories, and non-recurring engineering development contracts.
Research In Motion Ltd. 2012 Salesgeographical distribution

Because RIM is an international company, although its headquarters is based in Canada, it assembles and sells its products and services around the globe. RIMs primary markets are, sequentially, outside of United States, United Kingdom and Canada, the United States, United Kingdom,

% of total
Sales outside of United States, United Kingdom and Canada

56

United States United Kingdom Canada

at

27 10 7

and Canada. (RIM, 2012)(Table 1) The majority of Rims primary revenue streams come from their hardware business unit, which are sales from their BlackBerry wireless solution that embodies sales of BlackBerry Play Book tablets, BlackBerry handheld devices, and software and services. The top earner for RIM

Table 1. Distribution by geographical sector (from RIM

http://www.rim.com/investors/documents/pdf/financial/2 012/Q2_FY2012_Financial_Information.pdf)

is still sales from their hardware unit, which makes more than half of the total revenue. (RIM, 2012)(Table 2) The main customers in RIMs order book for the mobile phone industry are wireless carriers and end-users. As of the end of the second quarter of the financial year 2012 closed, RIMs revenues were $4.2 billion, a reduction of $453 million in comparison to $4.6 billion in the second quarter of the year 2011. With net income of $329 million, a reduction of $468 million in comparison to $797 million in the second quarter of the year 2011. However, prefatory results for 2012 show that the augmentation of $232 million embodied $105 million of fees in relation to the employment of the RIMs cost optimization program in the second quarter. This decrease primarily reflects an increase in the Companys operating expenses in the amount of $232 million as well as a decrease of $443 million in the Companys gross margin, partially offset by a decrease of $206 million in the provision for income taxes. (RIM, 2012) This report will view
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RIM at http://www.rim.com/investors/documents/p df/financial/2012/Q2_FY2012_Financial_In formation.pdf)

Research In Motion Ltd. 2012 Sales-geographical distribution

% of totals Hardware Services

Software Other

72.6 24.1 9.9 1.4

Table 2. Distribution by industry (from

data from 2009-2012 and will try to sum up the preeminent factors persuading survival of the companys hardware unit in years 2012 - 2015. This report will also assess strategies that RIM could impose in the next three years and feasible employment techniques. 2. ANALYSIS OF THE CURRENT BUSINESS ENVIRONMENT AFFECTING THE INDUSTRY The organization started manufacturing for the mobile industry in the late 1980s giving up some of their earlier work in industry automation activities and digital wireless devices became RIMs primary source of revenue. Due to the fact that the sales and competition within the wireless mobile industry are global, this report is not going to be limited to the analysis of just one specific locale. The only way to scrutinize the threats and opportunities within an industry, an analysis of micro and macro environment has to be employed. A macro-environment connotes every force and agency that is independent to a business itself. (Lancaster, n.d.) A microenvironment connotes many components that an organization has governance or that which the organization may utilize to accumulate intelligence that can help an organization in its operations. (Lancaster, n.d.) RIM has problems but support from one of the worlds most powerful people who is a steadfast BlackBerry aficionado, the President of The United States Mr. Barack Obama. (Hartley, 2012) 2.1. Analysis of industrys macro-environment: PESTEL analysis Tax changes, new laws, trade barriers, demographic change and government policy changes are all examples of macro change. (Gillespie, 2007) When a macro environment analysis is implemented management may be pursuing to retort the inquiries of the growth of this sector as a whole will be affected by what and is the growth of this sector likely to be impacted by everything that affects it? (What Makes a Good Leader, n.d.) PESTEL analysis (Appendix 1) is an extremely good technique in evaluating the trends and factors that influence the macro environment, which has been transformed and developed over the years since the middle of the 1970s. The PESTLE analysis is in result an analysis of a companys environmental persuasions with the objective of utilizing this intelligence to help lead managements crucial decision making. (CIPD, 2012) The procedure, though not perfect because all the trends cannot be put into these classes: legal category, socio-cultural, economic, political,
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technological, or environmental. Now and then these groups are also too straightforward and too unrestricted (could be visualized retroactively rather than in present positions) and do not exhibit connections amid interrelationships between these groups. Though, as stated earlier, PESTEL analysis is straightforward so it can be employed to perceive significant factors on a much larger scale. Within the international telecommunications industry, political controversies are significant as governments in different countries respond differently to multinational organizations entering their country. Regardless of present economic turmoil, many governments are trying to clutch any possible prospects to aid in the regrowth of their nations economy. On top of that, due to the present financial recession coming to its end, this industry is forecasted to rise by over 36% an increase of 16% from its 2008 projections by the year 2015. In spite of the fact that it is more difficult to elude uncertainty and to battle for market share, if more channels to strategic partnerships open up this may make investments lower uncertainty. Although, oscillating currency exchange rates position international organizations in risk of squandering capital on their global transactions. As to socio-cultural factors, there is a cultivating trend for structural upgrade (infrastructure). Other trends are emerging like embedded SIMs, machine-to-machine (M2M) connectivity, and multiple SIMs and devices per person. This means that because the worlds population is growing larger there is a growing necessity for more new technologies and discoveries of better ways to communicate quickly. After analyzing the macro-environment of the telecommunications industry, this report shall now view the micro-environment. 2.2. Analysis of industrys micro-environment: 5 Forces To analyze the micro-environment a number of different frameworks could be used, nonetheless, the five forces framework is the one mostly used. This model attempts to analyze the attractiveness of an industry by considering five forces within a market. (Gillespie, 2012) When using this model knowing no model is perfect consideration has to be taken due to certain situations this model cannot be altered equivalently. When a company has a conspicuous
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understanding of where the power is, the company could take an unprejudiced preference of a position of vigor, ameliorate a stance of fragility, and elude engaging in reprehensible maneuvers. (Mind Tools, 2012) The Five Forces analysis implemented (Appendix 2) reveals that the combative opposition within the telecommunications industry is high. This industry has extensive amount of competition, all having vast amounts of experience and long industry existence. The threat of entry for this industry is extremely low due to the quality of current companies. As stated above, Samsung, Apple, and RIM are very established and have extensive track records. Thus gaining entrance into this industry would necessitate plenty of unwarranted competence in the field of mobile engineering and so on. Over the last few years there has been a flooding of new mobile phone developers hitting the markets with newer and better mobile devices. The threat of substitutes is kind of medium because there are very few substitutes for the mobile phone industry. Some substitutes for this industry are email, Skype, land lines, and computer connections etc... Another substitute is a 2-way radio (walkie-talkie) which is still preferred when it comes to the work place and communicating to more than one person at a time. The bargaining power of buyers is high, because there are many buyers within the mobile industry. The products are highly extraordinary and every company is extremely qualified to provide the buyers in the adequate quality and quantity the buyers want. The bargaining power of suppliers are low because there is a large number of suppliers and the buying company has the choice of choosing which supplier they want to work with. After analyzing the micro-environment of the telecommunications industry this report shall now view the opportunities and threats within the telecommunications industry. 2.3. Opportunities and Threats The primary opportunities for RIMs hardware unit in the anticipated future encompasses several issues. One of the issues is the eminent demand for more technologically advanced smart phones: with new designs, bigger screens, better cameras, better screen interactions, faster
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connection speeds, less dropped calls, normal updates, and so on, which would bring RIM up to speed with the rest of the mobile industry. Rim has other opportunities to expand their brand to other countries for they are only in a few countries to date. The expansion into developing market is developing countries will expand RIMs brand. The primary threats for RIM are that the industry is expanding quickly and the demand for engineers for telecom is also expanding. RIM will struggle to discover unparalleled talent when these engineers become very limited. RIM is only targeting a few key customers, while competition is augmenting at the same time; additional combatants are entering in the smart phones industry. This alone will hurt Rim because these new competitors will have to grasp hold of someones customers so why not that of a company who is already declining. Another threat for RIM is their lack of products and their dependency on a few key products. These few key products are not bringing in enough to offset the decreases in other areas and they have no backup cash cow products. 3. Analysis of the companys strategic capabilities This is the part of the report where internal analysis will be employed to scrutinize the company. Every kind of analysis has its own limits for the simple fact that an analyst might see evolutions that have a positive impression on a companys operations, but the analyst might not conceive why it happened. The best way to probably analyze strategic capabilities is to identify core competencies, which embodies the whole organization and not just the SBU. This analysis will incorporate an inspection of the value chain of RIM and then the report will view the capabilities and resources that can be distinguished from this analysis. This analysis will also reveal RIMs strengths and weaknesses to give a better understanding of their position and what can possible be done to better help RIM. 3.1. Value chain With all the resources RIM has it can exploit them to earn an advantage competitively. Inherently, the resources that RIM has will be used in this VRIO analysis (Appendix 3) and categorized into four groups, technical resources, operational, business, and marketing. Many of RIMs resources originate from the simple fact that RIM was the first force in the mobile smartphone market, and ergo has important capabilities and resources due to its
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familiarity in this industry, its organized relationships with its large customer base, corporate customers, and as well as its carriers and distributers. One could say that RIM is a pioneer in the mobile smartphone market. (Hamad, Lawson, & Radi, 2002) The brand of RIM is also a leveragable and valuable resource that aids RIM in selling to both prosumer users and business. In this industry the BlackBerry system is perceived as the most secure mobile smartphone system. Rim charges license fees per subscriber as a source of revenue for RIMs Blackberry Enterprise Server software. Rim created this software, which also provides RIM with a competitive recognition because it was fitted specifically for BlackBerry devices. Ultimately, RIM has other resources that encompass the closeness of its headquarters to a Research Center called Davis Computer, rendering RIM with an unwavering flow of interns. The closeness of this research center renders Rim with entrance to research, an illustrious academic faculty, and RIMs organizational culture that inspires innovation, creativeness and hard work. 3.2. Resource based view and dynamic capabilities A company that is fighting for a competitive advantage or for their survival as it is since the economic crisis would use the Resource Based View (RBV). This model assesses the internal environment quite well, but the framework presupposes that if these components are described and registered, RIM can execute competitive advantage by just knowing the components. Set on the basis of the value chain analysis, the following characteristic capabilities could be renowned. Firstly, RIM combines joint distribution and internal development. RIM has the upper hand on its competitors by having their own enterprise server which produces the most secure mobile system in the industry. RIM went up a notch from just delivering smartphones. RIMs ability to deliver mobile information sharing fast and quicker than their competitors is permitted because of exceptional R&D. However, Samsung and Apple are not able to imitate this because the knowledge rolling out from RIM is implied that leads to distinctive fortuitous vagueness for them. 3.3. Strengths and Weaknesses
One of RIMs strengths is that it has strong assets within and that is why they are producing high technology products. Rim is an established brand in a few advanced countries. RIMs products are

unique, innovative and have great qualities that aid them in retaining their current customers and attracting new ones. RIM has a strong culture that makes their employees happy to be working for RIM. RIM has a brand that has loyalty behind it and RIM prevails at having the securest way for companies to utilize mobile information sharing. RIMs financial statements illustrate that their exceptionally healthy and can afford to employ new strategies and establishing new acquisitions. RIMs BlackBerry has a longer than average battery life cycle that RIMs rivals does not have as of yet. With an uncomplicated keyboard the BlackBerry comes in a smaller form than that of its rivals. RIMs BlackBerry possesses patents for QWERTY keyboard and the thumbwheel it displays on its device. RIMs BlackBerry has a major reach in a vast amount of countries. In the mobile atmosphere RIMs BlackBerry is a leader in e-mail management. RIM is concerned more with research and development which is accountable for high expenditures. This is not good for any company. RIM only targets a select few customers which is risky because as the competition increases this may lose RIMs customers to their competitors. RIM aims at niche market so their products are priced very high. The business model for RIM (utterly vending by operators) denotes that RIM is subservient on the companys operators when launching the services for BlackBerry. (Team Zebra, 2009) This way of doing business is very timely and the expenditure of the launch can be very expensive for operators of a small capacity. RIMs products are high-end products particularly the BlackBerry that is extremely expensive for business firms that need to equip email for their whole organization(s). BlackBerrys rivals already market a lower price in comparison to RIMs BlackBerry. On the topic of carping applications, RIMs BlackBerry products struggle. Third-party software is where RIMs BlackBerry is lacking an extensive amount of storage and for many people RIMs BlackBerrys e-mail utility is its main feature. 4. SWOT analysis and key issues The SWOT table (Appendix 4) sums up strengths, weaknesses, opportunities and threats around RIMs hardware unit and defines key issues to contemplate on for their survival among competitors within their industry: Is RIM able to develop new hardware to address the feedback from customers complaining about newer device models?
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How can RIM stop competitors from moving in on their market share? How can the hardware unit expand with the industry in order to recoup some of their market share?

5. Evaluation of possible future strategies for the company One way to address the issues located above attained from the internal and external analysis that were employed, so a few options will be drafted and examined. This part of the report will go on the basis of Ansoffs Matrix (Ansoff, 1957) and Porters Generic Strategies.(Porter, 1980) Neither framework is perfect, i.e. Ansoffs Matrix does not tell the analyst what steps are needed to undertake to complete the strategy and it is all about growth, which some companies might not be able to achieve at the time.(Richardson and Evans, 2007) The generic strategies model does not illustrate the dexterity of RIM to unite its resources and capabilities in order to go through with the rendered strategies. The options will also be assessed whether they meet the suitability, acceptability and feasibility criteria. (Johnson, Scholes and Whittington, 2005) Recommendations RIM should integrate touch devices in their product line to keep up with the masses that are already employing this tactic. RIM is playing catch up but not moving at this point due to their low end device design that has not changed in multiple years. Rim has to come up with a new design to be able to play in the market with its competitors since technology is an industry of innovation. On top of a new design RIM should employ a policy of releasing OS and new hardware once a year because their competitors are releasing hardware once or twice a year and RIM is missing in action. RIMs loyal customers have not enjoyed a good release in a while now; this release would bring them joy. RIM has an app store but it is not up to par with the majors in the industry such as Apple and Androids Google Play. RIM should take advantage of their Android emulator since they will play catch up in the evolution of the app store trend. App developers will flock to a familiar place where they can make money so RIM is not that place currently and for a while to come. So instead of playing catch up RIM should just join Androids Google Play Store and have developers creating apps for BlackBerries.

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RIM should think of marketing in other countries to gain a leadership role in the production of smartphones for professionals. RIM should invest in advertisements in other countries to display their products in the language of that country. The ads should cater to the professionals in that country specifically. RIM should continue to make strategic changes to RIMs senior management team The recommendation that should be chosen by Rim is the integration of the touch screen with the new design. This is to keep BlackBerry in the game with its competitors. 6. Implementation of strategic change The first step for RIM should be branding. If RIM positions itself to be the leader in smartphones for professionals in different nations like Indonesia, China, and India by advertisement investing. The following step would be to partner with phone service providers in those nations for helpful and less costly promotion. RIM will gain more global recognition and divulgement, and would ultimately lead to plausible prosperity. The final step would be for RIM to achieve operational superiority. RIM should also stay on the path of changing up management for the best fit for the organization and their new strategic direction of growth. (Heins, 2012) RIM has to rid itself of unnecessary heads that cannot aid in the future direction of the company, such as management that have no new ideas. This change will make RIMs loyal customers happy and loyal. RIM will gain market share back from its competitors who have constantly been grasping more and more market share since the first iPhone. With these new recommendations cost could be cut from many different directions and put to more designs and Bonuses to employees for new ideas. As of now RIM seems to be stuck in the past. With these changes RIM would see changes throughout the media and they would become the new kids on the block all over again. With the implementation of strategic change RIM could attract a much larger share of the market (Team Zebra, 2009) Many of these implementations of strategic change can and will aid in RIMs independence from leaning directly on distributors and carrier partners. RIMs implementation of strategic change could aid them in reaching a broader customer base instead of the usual professionals they target. (Team Zebra, 2009) To gain more market share RIM has to think outside the box and view things with a broader perspective. 7. CONCLUSION
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In conclusion viewing the performance of RIM in their most recent years, their forecast and the internal analysis for the telecommunications industry, it implies that RIM has room for flexibility and can adapt to changes if needed. RIM has enough experience in creating acquisitions and partnerships in order to set them up for success as well as using what they have internally. The capabilities, resources, and consciousness of the necessities for continuous improvement RIM is able to surmount any obstacles to fight for their survival against competitors in the mobile phone industry. So an organization like RIM is worth investing for the future because they have a strong background.

APPENDICES Appendix 1. PESTEL analysis of mobile telecommunications industry.

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Political The governments in different countries are trying to be extremely helpful towards organizations that want to do business in their economy, thus, bringing more jobs to the locals of that country. Governments change laws to accommodate those businesses who want to expand in their country. Economic Since the worlds economic crisis the demand on products and services lowered a little bit. This crisis has also brought upon the world high unemployment rates and a reduction in the amount of disposable income. It is also forecasted that this industry will rise by over 36% an increase of 16% from its 2008 projections by the year 2015. Socio-cultural This factor is slightly created by the trends in the mobile communications industry. If there would be a decline in this industry there would be a definite decrease in purchases devices. Even though, there is an expected rise in mobile phone usage, thee wrong devices will not get increase in market share. Technological and Environmental Both of these factors are strongly intertwined because of the overriding trend to become environmental friendly. Everyone is asked to contribute to making the earth more greener so technology has to be enhanced and developments have to take place to do this. Legal The legal factors are compounded with the environmental, political, and technological factors (i.e. government and environmental laws) Appendix 2. Porters 5 Forces analysis of telecommunications industry.

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Threat of competition- high, because there are many competitors, they are experienced and have been around for a while. Threat of entry- extremely low, due to the quality of current companies and their expertise in the telecommunications industry. Thus gaining entrance into this industry would necessitate plenty of unwarranted competence in the field of mobile engineering and so on. Threat of substitutes- medium, because there are very few substitutes for the mobile phone industry. Some substitutes for this industry are email, Skype, land lines, and computer connections etc... Bargaining power of suppliers- are low because there is a large number of suppliers and the buying company has the choice of choosing which supplier they want to work with. Bargaining power of buyers- is high, because there are many buyers within the mobile industry. The products are highly extraordinary and every company is extremely qualified to provide the buyers in the adequate quality and quantity the buyers want. Appendix 3: Value Chain

Primary Activities

Support Activities

(Cox, et al., 2011)

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Appendix 4: SWOT Analysis Strengths Growing brand image Comprehensive offerings Robust financials Weaknesses Threats Increasing competition Involvement in legal issues Dependence on few

Customers Issues with product supply

Opportunities Positive outlook for

smartphones Expanding brand more internationally

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