Anna - You're right is asking about the leadership vision and whether they will restore any confidence. I suppose executives at RIM have to say something, but I don't think they're saying enough to convey clear, innovative next steps. Customer loyalty for a brand, product or service will only go so far; leadership is what takes the idea even further.
Trilapur - Exactly, what happens without BlackBerry hardware? I suppose the notion involves getting out of the hardware business and focusing on strengthening the customer service and software development, but can't say for sure. it seems vague to me.
In a statement, RIM's co-CEOs were jointly quoted as saying, "RIM continues to have strong technology, unique service capabilities and a large installed base of customers, and we are more determined than ever to capitalize on our strengths to overcome the recent execution challenges surrounding product launches and the resulting financial performance."
It has been a challenging and miserable time for RIM. It is a shame to note despite optimism, the past three months has been indeed a tumbling times for RIM.
Tough talks from the CEO. No doubt the company does provide a unique service and possess the capability of a strong technology. However, with recent decline in sales and service outage related issue, can the management be trusted to lead the company out of the mire?
Jennifer, I think after the flop of playbook, RIM's financial strength and turnover also falls drastically. In Smartphone arena they had faced some operational issues for the smartphones (down time) and this made customer dissatisfaction also. So in total the customer satisfaction level with RIM products gone down and this made the product a bad remark. Hope they are able to overcome such things in future.
Is HP still around?
I beleive with the right financial decisions and just one champion product RIM will survive for many years
Pray tell, which RIM strengths are you specifically talking about? What is RIM delivering to its customer base? And what are executives actually doing to address the execution challenges you mentioned? We're all waiting, and patience is growing thin.
RIM is rather trying to survice. Wth its share dropping for more than 70% of its value in one year, I think that there is much to fear about the viability of the company. One question we may ask: will RIM still be here in a year from now?
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.