1. amazinglygraceless's Avatar
    Without getting into the trite arguments that normally pop up, does anyone
    know (or know where to find) the following:?

    BlackBerry total North American marketshare
    Total NA consumer space marketspace
    Total NA business space marketshare

    BlackBerry marketshare excluding NA
    Total non NA consumer space marketshare
    Total non NA business space marketshare

    BlackBerry worldwide marketshare
    BlackBerry worldwide consumer space marketshare
    BlackBerry worldwide business space marketshare

    Again, looking for data not arguments or suppositions.
    03-06-10 11:39 PM
  2. jfrancis#WN's Avatar
    03-06-10 11:42 PM
  3. jfrancis#WN's Avatar
    Oh, and I think the second link was posted in Feb of 2010.. It shows RIM somewhere in the middle of the article.
    03-06-10 11:43 PM
  4. amazinglygraceless's Avatar
    Good stuff. Thanks for the links.
    03-06-10 11:46 PM
  5. jfrancis#WN's Avatar
    You're welcome my friend.
    03-06-10 11:52 PM
  6. PeterD's Avatar
    Research in Motion’s astounding success is driven by its open corporate culture and relentless ambition to improve its already popular BlackBerry device, says the author of a new book that offers a rare glimpse into the inner workings of the Canadian company.

    From the top down, RIM is an open environment focused on innovation, said Rod McQueen, a longtime business journalist and author of “BlackBerry: The Inside Story of Research in Motion.”

    Much of that is due to RIM’s unusual co-CEO structure. Work gets divided right down the middle, with Mike Lazaridis in charge of research and development and Jim Balsillie in charge of marketing and financial matters.

    “The company has two bosses, that’s quite rare in itself. And they’ve made it work for 17 years,” McQueen said, recalling what Balsillie once told him: “I raise the money, Mike spends it.”

    Over the last decade, RIM has focused much of that money and time perfecting its iconic BlackBerry device.

    RIM isn't headed in the direction of Apple with a host of products ranging from desktop computers to bite-size digital music players, said McQueen, who spent countless hours researching the book with RIM employees as well as Balsillie and Lazaridis at the company’s headquarters in Waterloo, Ont.

    The plan is to stick to the business they know, McQueen said.

    From the get-go, Lazaridis’ vision to reinvent the wheel by wirelessly synching e-mail was so focused that when RIM initially went public to raise funds back in 1997, staff were discouraged from checking company share prices.

    The inevitable ups and downs of the market would distract employees from the task at hand, the argument went. Anyone who checked stocks on company time had to buy doughnuts for the entire staff, McQueen writes in his book.

    The task at hand was, of course, to develop what would soon become known as the BlackBerry. Since then, RIM has sold more than 75 million of the smartphones worldwide and sells a million more each month. The device is seen to be so addictive, it’s been dubbed the “CrackBerry” in reference to the drug.

    According to McQueen, Lazaridis’ view is that handheld devices will eventually replace laptops. Since the BlackBerry was first introduced in 1999, engineers at RIM have been working on ways to improve it, making it more user and multimedia friendly.

    “I don’t think RIM is a one-trick pony. And if it is, it’s a pretty good trick,” McQueen said.

    Pretty good indeed. The company generates roughly $15 billion in annual revenue. Last year, Fortune 500 named RIM its fastest growing company, an honour usually reserved for newer market entrants.

    And McQueen doesn’t see things slowing down for RIM any time soon.

    “Most people still carry around a plain, vanilla cellphone,” he said. Soon they’ll want a device that surfs the web and checks e-mail. BlackBerry enjoys 51% of the smartphone market share in North America, ahead of Apple’s iPhone, and even more in some other parts of the world.

    McQueen says in the 143 years since confederation, only five other companies have achieved the global brand power enjoyed by RIM today. They include 19th century machinery maker Massey-Ferguson, auto parts giant Magna, transportation experts Bombardier, Bata shoemakers and now-defunct tech firm Nortel.

    “Imagine if we had more RIMs,” McQueen said. “We’d feel like we did last Sunday,” he said, referring to Canada’s Olympic gold-medal win in men's hockey.

    Open culture, narrow focus keys to RIM success: author | Money | Toronto Sun
    03-07-10 03:21 AM
  7. Laura Knotek's Avatar
    On a related note, I would like to know what percentage of users in NA and worldwide have smartphones.

    It makes sense that RIM and Apple would have a low market share in the big picture, since all they make are smartphones. Companies like Motorola and Nokia make all kinds of phones, from cheap regular cellphones to high end smartphones. They would have a higher market share, since the majority of folks with cellphones still do not own smartphones. A lot of those cheap devices are sold on pre-paid plans like Virgin Mobile and TracFone which are popular. From what I've read, smartphone sales are up, as are sales of cheap cellphones on pre-paid plans. The regular cellphones on post-paid contracts seem to be slipping in sales.
    03-07-10 11:26 AM