RIM's strategy differed from other players like Motorola, Nokia, and U.S. Robotics in that while others were focusing on developing hardware devices, RIM was building a wealth of experience and knowledge in the sector by operating the proprietary Mobitex network and experimenting with associated hardware. They believed in a future where the most logical device would send and receive email, which was a different approach compared to their competitors.
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The Kodak of smartphones, RIMs rise and fall, is an epic tale of how relationships, patents, lack of unity, and the wrong strategic plan led to the fa...
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In the years immediately after Balsillie joined, RIM continued to focus efforts on the Mobitex network – getting it off the ground, programming tools for users to write applications for it, and creating software for Mobitex users already connected to it. Soon, however, it was clear that the big money was in hardware, not software. While other players began charting the territory with devices like Motorola's Tango (a two-way pager), Nokia's 9000 Communicator (an expensive cell phone with a keyboard, the size of a book), and U.S. Robotics's Palm Pilot 1000 (a sleek device with calendar, contacts, and other information), RIM was slowly and quietly building a wealth of experience and knowledge in the sector by operating the proprietary Mobitex network and experimenting with associated hardware. Lazaridis's vision was a future where the most "logical device" would send and receive email.
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