Table of Contents

Page #

Executive Summary .....................................................................................................2

Porters 5 Force Analysis ............................................................................................3
Rivalry................................................................................................................3
Threat of Entrants ..............................................................................................3
Threat of Substitutes ..........................................................................................4
Supplier Power ...................................................................................................4
Buyer Power.......................................................................................................5
Hambrick & Fredricksons Strategy Diamond .........................................................6
Arenas: Where will we be active? .....................................................................6
Vehicles: How will we get there? ......................................................................6
Differentiators: How will we win? ....................................................................7
Staging: What will be our speed and sequence of moves? ................................7
Economic Logic: How will we obtain our returns? ...........................................8
Internal Analysis ..........................................................................................................8
Strengths & Weaknesses ....................................................................................8
Competitive Advantages & Sustainability .........................................................8
Financial Health .................................................................................................9
Business-Level Analysis .............................................................................................10
Overall Positioning ..........................................................................................10
Functional Strategies vs. Positioning Strategies ..............................................11
Cooperative and Competitive Dynamics .........................................................11
Methods of Entry .............................................................................................12
International Outlook ................................................................................................12
Strategic Recommendations ......................................................................................13
U.S. Turnaround Strategy ................................................................................13
Sell the Company .............................................................................................16

Executive Summary
What is RIM? Research in Motion, Limited (RIM) sells mobile data solutions through its
brand name business BlackBerry. This includes proprietary software built exclusively for its handheld
devices. RIM has three core divisions: hardware device production, software development, and
maintenance of its Business Enterprise Server (BES). The company earns revenue through the sale of
its mobile and tablet devices, which are equipped with proprietary software. The company also earns
subscription fees that it receives from mobile carriers.
BlackBerry must continue its presence in high growth foreign markets. RIM is losing in
the U.S. market, but continues to enjoy high growth overseas. This is due to its low-price, high-volume
strategy that the company employs to compete in the foreign market. The competition outside the U.S.
is less rigorous, where some of the main players in the U.S. market have limited presence.
BlackBerry must keep up with its competition and compete in its strongest area.
BlackBerry devices seem to be lacking in terms of technology and App Store. As the company entered
the consumer oriented segment, it faces competition from Apple and Google. Apple & Google have
invested a lot into R&D and in order for RIM to stay competitive, it needs to either license its
competitors technology or internally develop them. Lastly, BlackBerrys competitive advantage is in
its network through BBM and its high security system. The company has to leverage these main
features to remain competitive in the smartphone market.
Key Issues

Lag in technological advances for both hardware and software

Losing market share in the US

Failed in tablet market

International cutoff of BBM/ collapse of service

Porters 5 Forces Analysis

Rivalry is low. The mobile device and data solutions industry is highly concentrated,
characterized by a few large competitors and numerous smaller competitors. As a result, the industry
rivalry is lessened.1,2 The growth in this industry has been extremely fast-paced, as Cisco has predicted
that global mobile traffic of data will grow 78% over the next five years. 3 This means that firms can
simply keep up with the industrys growth to keep their respective positions and improve their
revenues.4 Although there are numerous fixed cost components to this industry: office space,
production facilities, and employees; there has been an increasing trend of firms shifting to just-in-time
production.5 This allows smartphone manufacturers to have relatively low inventory and subsequently
low storage costs, which reduces the pressure to fill capacity.6 Firms in this industry compete on
product differentiation, not just price. For instance, Apple wants to be revolutionary in user experience
and friendliness, while Microsoft wants to be extremely functional.7,8 In addition, there are other areas
where incumbents can differentiate themselves, including application markets and phone designs.
Switching cost in this industry is quite high as people need to learn the different interface.
Threat of entrants is low. The smartphone industry is very capital intensive due to high
research and development (R&D) costs and expensive manufacturing facilities. This raises the barrier
of entry and makes it difficult for small companies to enter. Many of the firms that compete in this
industry have existing long-term contractual relationships with mobile carriers and benefit from their
significant brand equity. These companies also have a great deal of knowledge and experience through
economies of learning, which gives them a major cost advantage over smaller entrants. New entrants
will have difficulty getting carriers to adopt their phones because many carriers are already in profitable
deals with the large mobile phone manufacturers.9 In order to achieve scale in this industry, new

entrants would need to invest a substantial amount of resources into supply chains and distribution
channels.
Threat of substitutes is low. Mobile phones and tablet devices have two primary functions:
the first is to keep people connected through communication. The second is the ability to access and
distribute information instantaneously. The substitutes that can perform one or both of these functions
include: facsimile, e-mail, land lines, instant messaging, social networking, mail and other delivery
services, the Internet, newspapers, and magazines. While there are a number of substitutes that are
readily available to the public, these are not enough to adequately substitute a mobile phone or tablet
device.10 The majority of people today need mobile or tablet devices to help them stay connected to
friends, family, co-workers, and information while they are on the move.11 As a result, it is very
unlikely that anyone of these substitutes could overcome the need for a mobile or tablet device. In fact,
many of the smartphones that are on the market today are available with a variety of these substitutes,
such as e-mail, Internet, and social networking, preloaded on the devices.
The supplier power is low to moderate. There are two main suppliers in this industry: the
hardware manufacturers and software developers. There are numerous chip manufacturers in this
industry consisting of Marvell, Texas Instruments, Intel, and Qualcomm. These companies are an
important supplier group to this industry. Switching costs are high because it is expensive to negotiate a
contract with a new supplier. Its also very time-consuming for a supplier to become compatible with
BlackBerry. On the other hand, there is no threat of forward integration and this industry is also an
important customer to the supplier group, which reduces suppliers power.12 Thus, the supplier power
of hardware providers is moderate. Software developers, on the contrary, have low bargaining power.
There are many open source mobile operating systems, with some of the biggest players in this industry
developing their operating system internally such as Apple and Google. The emergence of software
4

developers paying a substantial amount of money to hardware manufacturers to adopt its operating
system, which further reduces suppliers power: Microsoft paid Nokia more than $1 billion to release
its new smartphones running the Windows Phone operating system.13 There isnt any credible threat of
forward integration, as these software developers need a platform to run their operating system.
Traditional consumers have low power, but corporate and government buyer power is
moderate. Buyers within the smartphone market are moderately powerful due to offsetting industry
forces, which both limit and extend buyers power to negotiate lower prices. Consumer buyer power is
limited because of high levels of product differentiation, the presence of demand side externalities such
as the bandwagon effect, and the products high value to consumers. Differentiation can be found in
product design, product functionality, Internet browsing and e-mail capabilities and size of application
marketplace. Because of the quality and capability disparities amongst smartphones in the market,
consumers are forced to be price-takers in the premium space where RIMs BlackBerry devices
operate. Also, demand side externalities as a result of more consumers attached to the network are a
leading detractor from buyer power. As more consumers adopt a phone and become connected to the
network, device suppliers have more of an incentive to raise the price to access that network, which
lowers purchaser power. Finally, as smartphones are essential to our daily lives and only becoming
more of an integrated technology by the day, device suppliers understand the value consumers place on
their products as a life necessity, which leads to a de facto increase in consumer willingness to pay.
Consumers are also fragmented, which further reducers their ability to influence prices. Consumers
might not have much power when it comes to the negotiation of prices, but larger entities, such as
corporations and governments, have considerably more power to lower prices. These entities buy in
large quantities, allowing them to influence prices.

Is this an attractive industry? Yes, Porters Five Forces are mainly low, which means that
there are very few entities that can exert any real power over the industry and affect the profitability
of the major players in this industry.
Hambrick & fredericksons Strategy Diamond
Arenas: Where will we be active? RIM specializes in mobile phone operating system,
device design and manufacturing. Within this platform, RIM has carved out a specialized niche as
having developed the most secure mobile OS.14 This core competency helps the BlackBerry line
appeal to large corporate customers as a work phone for employees. Besides the BlackBerry line,
RIM has also introduced a tablet, dubbed the PlayBook, which intends to appeal most to current
BlackBerry users and other tablet fans.15 Besides operating in their core North American market,
RIM has expanded globally and now sells product in Asia, Europe and Latin America.16
Vehicles: How do we get there? RIM uses the combination of internal development and
joint distribution. Internal development is the prominent method of expansion where RIM has a lot of
experience and existing users. According to Gregory Wade, RIMs Asia Head, the company is
planning on adding 4,000 outlets across Indonesia by 2013, from its original four shops.17 RIM also
plans to continue its Southeast Asian expansion by aggressively opening flagship stores in Thailand
and Malaysia.18 On the contrary, to enter a new market that the company has limited experience in,
RIM relies on joint distribution to access established distribution channels. For instance, Brightstar
Corp. received an exclusive right to distribute to more than 51 countries and territories, including
Australia, New Zealand, Fiji and Samoa.19 Moreover, Brightpoint Slovakia S.R.O. entered into a
preferred distribution agreement to distribute BlackBerry smartphones in Bosnia, Albania,
Macedonia and Serbia. 20

Differentiators: How will we win? RIMs products differentiate themselves from the rest of
the mobile market by establishing a business first image. The products are designed using premium
materials and feature many advanced communication and multimedia capabilities. Also, many
devices are designed with keypads to improve functionality. There are few options for customization
of BlackBerry phones. More appearance and software customization options are available from third
party manufacturers. However, some enterprise services, such as data transfers and email, can be
customized to the clients needs.
In a study conducted by Squaretrade in 2010, BlackBerry phones had a 6.3% failure rate
compared to iPhones 2.1%. BlackBerry also lagged android phones which had failure rates between
2.3% and 3.7%. However, BlackBerry had the lowest one-year accident rate at 6.7% compared to
iPhones 9.4%. This shows that BlackBerry has an advantage in physical durability in comparison to
its competitors.21
Staging: What will be our speed and sequence of moves? Currently, RIMs strategy
involves a strong reliance on its newest operating system, BlackBerry 10, to push its recently
slumped sales. The company is expecting to release its newest handheld and tablet devices with the
BlackBerry 10 OS. The company is prepared to release 2,000 prototype versions of the software to
developers at the companys annual BlackBerry Jam conference in Orlando, Florida( needs a
numbered reference) this May.22 RIM hopes that this will allow enough time for developers to design
new applications for the operating system by the time it is released to the public. The move shows
RIMs continued commitment to its proprietary applications market. CEO Thorsten Heins has
indicated that the company needs to improve the execution of its product rollout. In addition, he has
also placed a stronger emphasis on boosting the companys marketing message, especially within the
United States, as evidence by the companys creation of a chief marketing position.

Economic Logic: How will we obtain our returns? RIMs economic logic has been about
its commitment to users privacy and its brand equity. The company has the most brand loyalty
among enterprise consumers and will likely remain as the most secure way for organizations to have
mobile information sharing. RIMs operating system is also less vulnerable to viruses compared to
Android OS and iOS, which adds reliability to BlackBerrys devices. Furthermore, in the emerging
markets, BlackBerry is considered as a prestigious and aspirational brand. As a result, sales outside
the U.S. accounted for approximately 54% of revenue in fiscal 2011 versus 37% a year ago, and
BlackBerry products and services are now available through over 595 carriers and distribution
channels in over 175 countries around the world.23 The two aforementioned factors allow the
company to charge a premium on its products.
Internal Analysis
Strengths & Weaknesses
Some of RIMs strengths include providing integrated solutions, which are achieved through
devices and services. It also has brand loyalty and remains the securest way for organizations to have
mobile information sharing. Finally, RIMs financial statements indicate that it extremely healthy
and can afford to implement new strategies and make new acquisitions.24
RIMs weaknesses are that its market share relies heavily on corporate and government
buyers. Also, on a fairly consistent basis, RIM fails to meet their announced deadlines for new
product releases. This is simply a matter of poor planning and execution.25
Competitive Advantages & Sustainability
BlackBerrys proprietary OS specifically designed to maximize utility of BlackBerrys
hardware is a sustainable source of competitive advantage. Smartphone hardware developers like
HTC and Samsung use Googles open source software instead of developing their own. BlackBerry
8

is priced higher than most cell phones because, like Apple, it creates both the hardware and software
in its devices, and is the only other major player in the industry that does this. According to Steve
Jobs, harmony between hardware and software is best accomplished when they are designed for each
other, hence creating inherent, sustainable value. Although RIM creates both smartphones and
tablets, its main focus has always been on the BlackBerry operating system, hardware, and software
features. But its proprietary OS isnt enough to sustain RIM as a whole. RIMs market share has been
declining for the past two years from 19% in 2009 to 10.4% in 2011. It has missed its earnings for
the past 6 out of 8 quarters causing its once $147 valued stock to plummet to $13 a share (Appendix
C). This occurred partly due to a failure to implement the newest technologies in its products,
virtually standing still amongst its competitors.26 Its security and BlackBerry Messaging (BBM)
competitive advantages from a few years ago have since been adopted by competitors. BlackBerry
hasnt made any significant improvements on its security or BBM, losing its head start into these
areas. Security is one of BlackBerrys competitive advantages; however, if it does not innovate, it
will become unsustainable.27
Financial Health
RIM is in strong financial condition; however, it has had its share of difficulties over the past
fiscal year. During the five years preceding fiscal year 2012 the company experienced significant
growth, increasing its revenue by more than 33% each year (Appendix A). Fiscal 2012 illustrates a
reversal of this trend, with revenue of $18.44 billion, down 7.39% from its high of $19.91 billion. Its
profitability was cut by almost a third from 17.13% of revenue to 6.31% of revenue. This data
suggests that RIMs strategy is no longer sustainable, and that RIM is in need of a turnaround. While
the company weighs its bleak options strategically, fiscally, the company has never been healthier.
As of fiscal year end 2012, the company has zero debt outstanding, which means no leverage and

almost no risk of solvency. The company is also very liquid, current assets less illiquid inventory is
almost two times its current liabilitiesan indication that in the short term the company will be able
to meet all of its obligations. An analysis of the companys results of operation for this fiscal year
when compared to 2011, details why there was such a sudden decrease in the profit margin. Cost of
sales constituted 64.31% of revenues, almost 10% more than cost of sales in 2011 when compared to
revenues. The company also had to write down $355 million in goodwill impairment, taking another
2% off of the margin. The company had rising costs in selling, marketing, and advertising expenses
as well as an increase in depreciation and amortization. RIM also invested $1.56 billion into research
and development. As a result of these increases, the companys operating expenses grew from
76.71% of revenues in 2011 to 91.92% of revenues in 2012, indicating an obvious need to curb rising
costs in the operation of its business.28
Business-Level Analysis
Overall Positioning
According to RIM, BlackBerrys overall positioning makes it a global leader in wireless
innovation and a business executives phone. For a while, those who carried it gave the impression
of legitimacy and a force to be reckoned with. Now, by introducing the Pearl and the Storm,
BlackBerry has diluted its corporate position in lieu of targeting everyday consumers.29 RIMs focus
on business-grade solutions has won the company a market-leading role in the enterprise market. At
the same time, BlackBerry smartphones continue to be widely embraced by consumers looking for
advanced communications and multimedia features.30 This demonstrates that RIM originally
targeted the corporate segment of the market, and then began straddling both the corporate and
consumer market once the company discovered the rising popularity of BBM, among other things,
by consumers.

10

Functional Strategies vs. Positioning Strategies

RIM has always held high standards for the security of its network and devices. Its
acquisitions of Certicom, Paratech and QNX support BlackBerrys position to be the global leader in
innovation of security-encrypted communications, developing smarter and more effective antennae,
making its networks compatible and pushing its operating system to new levels of real time
multitasking capabilities.31
Since BBM took the public by storm, BlackBerry began to be viewed as a consumer brand in
addition to its more notable professional ties. Then its functional strategies became mixed along with
its image and made its positioning even more confusing with the release of the Pearl and Storm. Even
its marketing campaigns switched from business-focused to consumer-targeted. RIM tried to straddle
the smartphone market and has lost market share because of it. The release of the Playbook proves
this further.32
Competitive & Cooperative Dynamics
The introduction of BlackBerry Fusion moves RIM in the direction of cooperative dynamics
with other smartphone developers. Mobile Fusions will allow iOS and Android to integrate into
RIMs mobile solutions, where previously only BlackBerrys were allowed. This seemingly shifts
RIMs position from a mobile integrated device & service provider to more of a mobile solutions
service provider. RIM will lose significant market share in the U.S. if Fusion testing succeeds
because consumer demand for iPhones and Androids is increasing.33
On the contrary, RIM is considering licensing its operating system to companies like Samsung
Electronics Co. and HTC Corp. This is an attempt to let hardware manufacturers to adopt RIMs
technology, which allows the company to stay competitive and relevant. By allowing its competitors

11

to adopt RIMs technology, the company can benefit from positive network externalities, as well as
exposure to potential customers.34
Methods of Entry
RIMs strategy of combining internal development with joint distribution is the most
effective method of entry, considering the companys current position in the market. As previously
mentioned, internal development is mainly used to expand RIM in a market where it has the largest
usersincluding Indonesia, Thailand, Malaysia, etc. On the contrary, joint distribution is the
preferred method of entry in countries where RIM hasnt had a lot of experience. BlackBerry relied
heavily on these strategic partners for international distribution and phone maintenance.35 This lack
of physical presence in foreign countries reduces overhead costs for RIM, but it results in uneven
quality of customer service overseas. The ability to use both internal development and joint
distribution allows the company to be flexible and move swiftly into a new market.
International Outlook
In the past year, the smartphone market has grown at a substantial rate of 56.6% globally.
Amongst all platforms sold in the world, BlackBerry has only grown 5%, while Apple and Android
have grown 96% and 244.1%, respectively. (Appendix A) BlackBerry has lost most of its foothold in
the U.S. smartphone market with a share of 53% in 2009, dropping dramatically to a share of 13% in
2011. However, BlackBerry has gained market share overseas, increasing its share in Indonesia from
9% in 2009 to 47% in 2011. (Appendix B)
In Asia, RIMs strategy is focused on the sale of low-tech, low-price BlackBerrys, at roughly
$100-$300 range. The high volume of sales offsets the lower profit margin from each individual
BlackBerry sale. In the international market BlackBerry is considered a luxury good, which increases
the consumers willingness to pay. Although late in technological advancement, BlackBerry has a

12

better chance to compete in the Asian markets. Although the iPhone is considered the top-tier phone,
its price is largely prohibitive. The large number of sales results in network advantage, where foreign
banks like BNI choose to give BlackBerrys to 5,000 of its employees.36
UAE, India, Saudi Arabia, Indonesia, and Lebanon have banned or tried to ban BlackBerry
sales in their respective countries because BlackBerry poses a potential breach in their national
security. There are two major problems: First, governments want local servers so that they can
closely monitor their citizens.37 Without local BBM servers, governments lack the jurisdiction to
extract customers information. Secondly, data through BBM from government and military
personnel is routed to RIMs servers in Canada. This is considered a breach of information and can
compromise national security.38
Strategic Recommendations
U.S. Turnaround Strategy
Business-Oriented BlackBerry Pro Division. RIM should consider separating its business
and traditional customers in order to better serve their respective needs. In addition, by segmenting its
target consumers, RIM can better allocate its marketing efforts. In an open letter to RIMs former
CEO, the companys employees expressed their dissatisfaction with the way the company conducts
its marketing. There seems to be confusion among customers and employees as to what BlackBerry
is trying to offer. We need an inventive and engaging campaign that focuses on what we are about.
People buy into a brand / product not just because of features, but because of what it evokes and what
it stands for. This is why we strongly believe that BlackBerry needs to establish a new division
called the BlackBerry Pro--to serve corporations more effectively. By segmenting, the company can
implement a dual pricing strategy and command a higher premium on its business-oriented phones,
while adding unlimited customer support and software updates. RIM also needs to catch-up with the

13

latest hardware technology8 megapixel camera, large screen, dual or quad core processorand
more business oriented applications and services to its BlackBerry Pro users. (See Appendix E)
VoIPwhich stands for Voice over Internet Protocolallows BlackBerry Pro users to access Skype
over their phones. This feature allows business customers to participate in or initiate a videoconference, differentiating RIM from its competitors. By implementing these changes, RIM can
effectively target its business customers and access to high growth markets.39
Consumer-Oriented BlackBerry Division. Devices from the consumer-oriented division
will be branded as BlackBerry. These phones will be marketed as what BlackBerry is today in global
markets. The consumer line will be priced significantly lower, in the middle of the smartphone
market, but have higher speed and more cutting edge technology. The BlackBerry brand name and
lower-priced devices should entice customers to switch from the higher-priced Android and Apple
phones. Even though the BlackBerry line will not have as advanced data transfer or enterprise
security features as the BlackBerry Pro line, it will have a variety of multimedia features.
BlackBerrys will come in a variety of colors and many will have touchscreen capabilities. By greatly
differentiating the two lines, RIM is able to segment their customers in order to target them more
effectively.
Strengthen RIMs Emulator. RIMs application market cannot compete with Apples App
Store or Googles Play. As more people are using Apples iPhone or Googles Android, smartphone
application developers are more inclined to develop applications to the two aforementioned
companies. In order for RIM to benefit from a wide selection of applications, the company has to
take advantage of its Android emulator. In the short term, RIM should shift its focus from developing
its App store to license Androids Google Play. Such changes will enable the company to decrease its
investment in application development, while still benefit from the latest applications. In the long

14

term, once RIM has the adequate users, they then could start developing its App store again and
better attract developers to develop applications that are specifically designed for the BlackBerry
smartphones.
Annual Phone and OS Release. Since technology is an industry that is constantly
innovating, RIM needs to keep up with its competitors. For the past 2 years, RIM had great difficulty
in releasing updates, as well as on-time product launches. Release dates should be sped up because
its competitors are releasing new devices every year. By releasing a new phone and OS updates
every year, RIMs customers can enjoy the latest technology. It also allows RIM loyalists the option
to upgrade to a new phone if they feel that their old device is obsolete.
On Time Product Launch. In order for RIM to compete successfully in this market, RIM
has to be timely when launching its products. For instance, in December 2011, RIM announced that
the introduction of BlackBerry 10powered by QNX Operating Systemwill be delayed until late
2012, from its original early 2012 plan.40 This delay is attributed to the unavailability of its highpower QNX chipset, as RIMs former CEO Lazaridis remarks, "As explained on our earnings call,
the broad engineering impact of this decision and certain other factors significantly influenced the
anticipated timing for the BlackBerry 10 devices." 41 This delay can hurt BlackBerrys market share
as its biggest and more prevalent rival, Apple, is planning on launching the new iPhone 5 at that
same time. Furthermore, current users and investors arent happy with the product delay because they
believe the BlackBerry 10 will revitalize the company. Thus, timing is one of the most important
aspects of this turnaround strategy and demands managements attention.42
Change the Companys Culture. In an open letter to RIMs former CEO Lazaridis, a
dissatisfied employee believes that the company is not leveraging its human capital and rewarding its
employees for taking risks. You have many smart employees, many that have great ideas for the

15

future, but unfortunately the culture at RIM does not allow us to speak openly without having to
worry about the career-limiting effects. 43 RIM should create a creative divisionperhaps taking a
few employees from R&Dwhose main responsibility lies in making these functional
improvements. Furthermore, to create a sense of community among BlackBerry users, RIM should
imbed in its software and make it widely known that professionals can send in their advice for
improving a program or function and receive incentives if their ideas are used. By doing so, end users
can continue to contribute ideas, on which RIM can improve its next-generation products. It is
extremely important for RIM to take advantage of its human capital and inputs from end users in
order to evoke desire among current and potential users.
Sell the Company
As RIM makes public its turnaround strategy, it is also important to include a downside
scenario so that equity holders and analysts alike may buy into managements full adherence to
taking value creating steps in the future. In this case, we recommend that RIM also make public that
the company will once again give earnings guidance once the two-tiered product offering hits
market, as well as managements willingness to seek out strategic options if such guidance is
unsatisfactory to shareholders or not met. This is a very important part of our recommendation for
turning around the companys image as well as equity price, as it is a statement to the market that
value creating steps are to come in the future. Currently, the companys equity price is floundering
due to a poor performance and lackluster growth prospects. With our recommendations, we hope to
foster renewed confidence in RIMs capability to create products for its two main customer classes as
well as managements dedication to acting in the best interest of shareholders, if the turnaround
strategy is ultimately not successful.

16

Appendix A: International Outlook

17

Appendix B: BlackBerry Market Share, U.S. vs. Indonesia

Appendix C: Research in Motion, Ltd. Stock Performance

Source: Yahoo Finance

18

Appendix D: Smartphone Comparison

19

Revenue (In
Millions of $)

Appendix E: Financial Data

Revenue Growth
20
Year

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26. http://www.crn.com/news/client-devices/232301056/the-decline-of-blackberry-where-rimwent-wrong.htm?pgno=3 decline of blackberry where rim went wrong

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27. http://www.nzherald.co.nz/technology/news/article.cfm?c_id=5&objectid=10793199
28. Blackberry Annual Reports 2007-2012 http://www.rim.com/investors/documents/
29. http://brandpositioning.blogspot.com/2009/01/blackberry.html pearl and storm are for
consumer market
30. http://www.crn.com/news/client-devices/232200396/rims-blackberry-mobile-fusion-solutionto-monitor-android-ios-devices-too.htm
31. http://www.rim.com/investors/documents/pdf/annual/2011rim_ar.pdf annual report
32. http://brandpositioning.blogspot.com/2009/01/blackberry.html pearl and storm are for
consumer market
33. http://www.crn.com/news/client-devices/232200396/rims-blackberry-mobile-fusion-solutionto-monitor-android-ios-devices-too.htm
34. http://www.bgr.com/2012/01/05/rim-reportedly-agrees-to-license-blackberry-software-tosamsung-htc-and-others/
35. http://www.rim.com/investors/documents/pdf/annual/2011rim_ar.pdf annual report
36. http://us.blackberry.com/newsroom/success/banknegara.jsp
37. http://thenextweb.com/me/2010/08/28/5-countries-that-will-or-have-banned-blackberry/
38. http://www.bbc.co.uk/news/technology-10951607
39. http://www.skype.com/intl/en-us/get-skype/on-your-mobile/skype-mobile/blackberry/
40. http://news.cnet.com/8301-1035_3-57347002-94/rim-ceos-lied-about-blackberry-10-delayreport-says/
41. Mike Lazaridis All Things D interview
http://www.youtube.com/watch?v=Xqh1XEMm6Dc&NR=1&feature=endscreen
42. http://www.huffingtonpost.com/2011/12/16/blackberry-10-phones-rim_n_1153314.html

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43. http://www.bgr.com/2011/06/30/open-letter-to-blackberry-bosses-senior-rim-exec-tells-allas-company-crumbles-around-him/

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