Rim and Its Acquisition
Executive Summary
In early 2002, Chris Wornald, as the director of strategic alliances for RIM, believed the tremendous synergy value offered from the acquisition of Slangsoft and its importance for RIM’s future Asian market. However, after his successful presentation on the deal to senior executives, one piece of archived news on Jerusalem Post got the attention from RIM’s director of legal affairs. The widespread panic and paranoia among Slangsoft employees, unrealized revenue from HP and multiple registrations became a great concern. Thus, Chris Wornald had to accurately measure the benefits RIM would gain from Slangsoft and the risks associated with its operation and corporate culture. Moreover, it is significant to draft a detailed action plan to help RIM capture all the synergy if deal is set. In this case, four categories are detailed analyzed; RIM itself, Slangsoft itself, three alternatives and the detailed plan of action.
Research in Motion Limited (RIM)
Firm and its products:
Research in Motion Limited (RIM), trading as BlackBerry, was “a leading designer, manufacturer and marketer of innovative wireless solutions for the worldwide mobile communications market. Immediacy, security and ease-of-use were its pillar of competitive strategies. In early 2002, RIM and Hong Kong-based Hutchison Whampoa announced the commercial launch of BlackBerry operating in Hong Kong. To date, RIM’s development tendency focused on expanding the global reach of the BlackBerry solution, especially into the rapidly growing Asian markets where no such solution yet existed. In term of its products (exhibit 1), the best-known and most profitable product was its Blackberry wireless solution, and another 45% of its revenue mix came from RIM wireless handhelds, software development tools and embedded wireless technologies. To date, RIM’s target customer had been focused on enterprises, not individuals.
Market and competitors
RIM existed in the mobile wireless communication
In early 2002, Chris Wornald, as the director of strategic alliances for RIM, believed the tremendous synergy value offered from the acquisition of Slangsoft and its importance for RIM’s future Asian market. However, after his successful presentation on the deal to senior executives, one piece of archived news on Jerusalem Post got the attention from RIM’s director of legal affairs. The widespread panic and paranoia among Slangsoft employees, unrealized revenue from HP and multiple registrations became a great concern. Thus, Chris Wornald had to accurately measure the benefits RIM would gain from Slangsoft and the risks associated with its operation and corporate culture. Moreover, it is significant to draft a detailed action plan to help RIM capture all the synergy if deal is set. In this case, four categories are detailed analyzed; RIM itself, Slangsoft itself, three alternatives and the detailed plan of action.
Research in Motion Limited (RIM)
Firm and its products:
Research in Motion Limited (RIM), trading as BlackBerry, was “a leading designer, manufacturer and marketer of innovative wireless solutions for the worldwide mobile communications market. Immediacy, security and ease-of-use were its pillar of competitive strategies. In early 2002, RIM and Hong Kong-based Hutchison Whampoa announced the commercial launch of BlackBerry operating in Hong Kong. To date, RIM’s development tendency focused on expanding the global reach of the BlackBerry solution, especially into the rapidly growing Asian markets where no such solution yet existed. In term of its products (exhibit 1), the best-known and most profitable product was its Blackberry wireless solution, and another 45% of its revenue mix came from RIM wireless handhelds, software development tools and embedded wireless technologies. To date, RIM’s target customer had been focused on enterprises, not individuals.
Market and competitors
RIM existed in the mobile wireless communication