doku.pub_swipe-to-unlock-the-primer-on-technology-and-business-strategy-mehta-agashe-detroja

just letting employees use their personal phones for work purposes. [87] Slowly
but surely, iPhones started creeping into BlackBerry’s treasured enterprise
market — a perfect example of the trend known as “consumerization of the
enterprise.” [88] In short, BlackBerry realized too late that everyday users, not
businesspeople, called the shots. [89]
By the time BlackBerry realized it had to reach consumers directly, it had
already fallen behind. [90] To compete with the iPhone, BlackBerry designed a
touchscreen phone called the Storm in 2008. But, in their hurry, BlackBerry
released the phone before it was ready, and consumers gave it phone negative
reviews. [91] Even the BlackBerry CEO admitted it was a flop. [92]
The other main trend that BlackBerry missed was the rise of the “app
economy.” BlackBerry didn’t realize that consumers wanted to do more than
just send emails on their phones: they wanted apps, games, and instant
messaging. [93] BlackBerry didn’t do enough to encourage developers to build
apps for their platform. Instead, Apple’s App Store grew to have far more
apps than BlackBerry’s store, which sent customers stampeding toward
iPhones. [94]
In short, BlackBerry got complacent, focusing too much on their current
users without thinking about growing their new user base. [95] They didn’t
notice the emerging trends in the software industry. BlackBerry continued to
see its phones as business productivity tools, whereas Apple (and Google)
rethought phones as versatile “entertainment hubs” for everyday people. [96]
Apple read consumers correctly, and they won. [97]
A failed comeback
By 2012, BlackBerry’s market share had tumbled from 20% in 2007 to just
7%. [98] That year, BlackBerry appointed a new CEO to try to turn things
around. [99] They even launched a new series of high-end phones, the Q10 and
Z10, in what a New York Times critic called “BlackBerry’s Hail Mary
pass.” [100]
Did it work? Not really.