1 answer

Make notes about the article, such as it's main points, ideas and details that are difficult...

Question:

Make notes about the article, such as it's main points, ideas and details that are difficult to understand, and details that you grasp and would like to know more about.
Five years ago, Research in Motion, maker of the BlackBerry, was one of the most acclaimed technology companies in the world.
they upgraded. R.I.M.s stock price is down seventy-five per cent in the past year, and two weeks ago the company was forced t
This pattern of winning over business and government markets and then reaching consumers—is a time-honored one. The telegraph
where the business applications were less obvious.) In 2006, it looked to R.I.M. as if the story of the smartphone market wou
security to make themselves more business-friendly). As a result, the iPhone and Androids now control more than half the corp
computing, making it possible for large numbers of consumers to own powerful new technologies at reasonably low prices. (Appl
Five years ago, Research in Motion, maker of the BlackBerry, was one of the most acclaimed technology companies in the world. The BlackBerry dominated the smartphone market, was a staple of the business world, and had helped make texting a mainstream practice. Terrifically profitable, the phone became a cultural touchstone—in 2006, a Webster's dictionary made "CrackBerry" its word of the year. These days, it seems more like the SlackBerry. Thanks to the iPhone and Android devices, R.I.M's smartphone market share has plummeted; in the U.S., according to one estimate, it fell from forty-four per cent in 2009 to just ten per cent last year. The BlackBerry's reputed addictiveness now looks like a myth; a recent study found that only a third of users planned to stick with it the next time they upgraded. R.I.M.s stock price is down seventy-five per cent in the past year, and two weeks ago the company was forced to bring in a new C.E.O. The Times
they upgraded. R.I.M.s stock price is down seventy-five per cent in the past year, and two weeks ago the company was forced to bring in a new C.E.O. The Times wondered recently whether the BlackBerry will go the way of technological dodoes like the pager. The easy explanation for what happened to R.I.M. is that, like so many other companies, it got run over by Apple. But the real problem is that the technology world changed, and R.I.M. didn't. The BlackBerry was designed for businesses. Its true customers weren't its users but the people who run corporate information-technology departments. The BlackBerry gave them what they wanted most: reliability and security. It was a closed system, running on its own network. The phone's settings couldn't easily be tinkered with by ordinary users. So businesses loved it, and R.I.M's assumption was that, once companies embraced the technology, consumers would, too.
This pattern of winning over business and government markets and then reaching consumers—is a time-honored one. The telegraph was initially taken up mainly by railroads, financial institutions, and big companies. The telephone, though it became popular with consumers relatively quickly, was first used principally as a business tool. The typewriter's biggest users were offices. The Internet originated in the military-industrial complex, and first found an audience among academics and scientists. The personal computer, though popular with hobbyists early on, came to market dominance only once I.B.M. introduced models targeted squarely at businesses. Historically, new technologies have been very expensive—when phone service was introduced in New York, it cost the equivalent of two thousand dollars a month—and so early adopters have generally been companies that could make (or save) money by using them. (It's telling that the biggest exception to the business-first pattern was television,
where the business applications were less obvious.) In 2006, it looked to R.I.M. as if the story of the smartphone market would echo the story of the telegraph. It didn't. In fact, even as the BlackBerry was at the height of its popularity, we were entering the age of what's inelegantly called the consumerization of I.T., or simply Bring Your Own Device. In this new era, technological diffusion started to flow the other way—from consumers to businesses. Social media went from being an annoying fad to an unavoidable part of the way many businesses work. Tablets, which many initially thought were just underpowered laptops, soon became common among salesmen, hospital staffs, and retailers. So, too, with the iPhone and Androids. They've always been targeted at consumers, and tend to come with stuff that I.T. departments hate, like all those extraneous apps. Yet, because employees love them, businesses have adapted (and the iPhone and Androids have upgraded
security to make themselves more business-friendly). As a result, the iPhone and Androids now control more than half the corporate mobile market. Consumerization has been disastrous for R.I.M., because the company has seemed clueless about what consumers want. R.I.M. didn't bring out a touch-screen phone until long after Apple, and the device that it eventually launched was a pale imitation of the iPhone. Although the BlackBerry brand name was once seen as a revolutionary success, over time R.I.M's product line became bewilderingly large, with inscrutable model names. If you're a. consumer, do you want the 8300 or the seemingly identical 8330? And the BlackBerry's closed system has left R.I.M. ill equipped for a world in which phones and tablets are platforms for the whole app ecosystem The consumerization of I.T. has deep economic and social roots and is unlikely to go away. Technological innovation has dramatically lowered the cost of
computing, making it possible for large numbers of consumers to own powerful new technologies at reasonably low prices. (Apple's products seem pricey, but despite the weak economy it has sold more than a hundred million iPhones and more than forty million iPads.) The workplace is changing, too. The barrier between work and home has been eroded, and if people are going to have to be constantly connected they want at least to use their own phones. Companies have quickly come to love consumerization, too: a recent study by the consulting firm Avanade found that executives like the way it keeps workers plugged in all day long. And since workers often end up paying for their own devices, it can also help businesses cut costs. One way or another, consumers are going to have more and more say over what technologies businesses adopt. It's a brave new world. It's just not the one that the BlackBerry was built for.

Answers

Blackberry was one of the most important mobile phone companies that dominated the business world with its stand-alone operating system that provided reliable and efficient service that businesses needed at that point of time. It was thought to dominate the world but there were other companies such as Apple that took over Blackberry and caused not only its decline but also would cause its extinction. Although it was nicknamed as Crackberry by Webster became a Slackberry as it’s almost out of competition losing nearly 75 percentage of its market price. One of the most important reasons was that it designed Blackberry only for the businesses and thought it could reach the ordinary people but it failed due to the other companies that provided more user-friendly phones. Secondly, it failed to update its operating system in the competitive market thus lost touch with reality.

It forced it to become out of date thus, other mobile phones took over the market. As the world is changing, people look for more user friendly and cost-effective devices that would meet their personal and professional needs. Sadly, Blackberry failed in all respects.

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