This would allow RIM to find individuals from other countries and also to take a more global approach to training and staff development. Hire the "best and the brightest" to rapidly reenergize the organization and product line.
Grow existing lines and existing customers -- Instead of trying to grow rapidly, RIM could target its current user base and simply solidify their needs by using market research to contact them and find ways to improve and maintain market share while retaining talent in the current geographical model. This model would be more conservative about hiring and wages, and would of course allow for some expansion, but keeping most of the R&D in Waterloo, Canada. This would also retain more control over the design and marketing of the product for those in the organization who prefer to manage each instance and aspect of the organization from a Central --( field mentality.
Aggressively target Global Market -- This approach would be two pronged: 1) Move some of the work on the product away from Canada and establish core research centers around the globe and, 2) increase the overall skillset and employee depth by establishing not just customer service, but actual design and management centers globally. This would follow such competitors as Symbian, Nokia, and Motorola, who found that wages were so low in many Asian locations that they could afford far more employees with high levels of talent and innovation (Research in Motion, 2008).
Recommendation - Three factors come into play when recommending the appropriate direction for RIM's issue: 1) Fiscal issues, 2) Market Share Protection, 3) Competition and cannibalization within the industry. Fiscally, the company projected a substantial Net income, so there are funds available for...
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