/
Navigation
Chronicles
Browse all articles
Explore
Semantic exploration
Research
Entity momentum
Nexus
Correlations & relationships
Story Arc
Topic evolution
Drift Map
Semantic trajectory animation
Posts
Analysis & commentary
Pulse API
Tech news intelligence API
Browse
Entities
Companies, people, products, technologies
Domains
Browse by publication source
Handles
Browse by social media handle
Detection
Concept Search
Semantic similarity search
High Impact Stories
Top coverage by position
Sentiment Analysis
Positive/negative coverage
Anomaly Detection
Unusual coverage patterns
Analysis
Rivalry Report
Compare two entities head-to-head
Semantic Pivots
Narrative discontinuities
Crisis Response
Event recovery patterns
Connected
Search: /
Command: ⌘K
Embeddings: large
TEXXR

Chronicles

The story behind the story

← → days · ↑ ↓ browse · Enter similar · o open

RIM Could Rot With the Economy

Research In Motion, maker of the indispensable BlackBerry devices, may see sales stall in this brave, new, sucky economy.  —  That's the conclusion of Tavis McCourt, an analyst with Morgan Keegan.  He expects sales growth will slip from 40 percent in 2008 to between 25 and 30 percent in 2009.

Epicenter Betsy Schiffman

Context & Ripple Effects

In late 2008, RIM was still the enterprise smartphone king, but Morgan Keegan's Tavis McCourt flagged the first crack: a recession-driven deceleration from 40% growth toward 25-30%. The BlackBerry 7 sputter and the leadership churn that followed — culminating in Balsillie's exit in the Q4 miss that swept out RIM's CTO and COO — trace directly back to the demand fragility McCourt identified here.

First-order effects

  • RIM's near-term revenue trajectory is downgraded: McCourt's model cuts expected 2009 device sales growth by roughly a third, immediately pressuring the stock and forcing management to defend its guidance.
  • Enterprise IT buyers — BlackBerry's core constituency — gain leverage to delay handset refresh cycles, hitting RIM's high-margin hardware business first.

Second-order effects

  • A slowing RIM opens the door for Apple and Palm-era challengers to court corporate customers with consumer-grade devices, eroding the IT-lock-in advantage that made BlackBerry indispensable.
  • Carrier partners dependent on BlackBerry data plans face slower subscriber upgrades, tightening the co-marketing and subsidy support RIM relies on for distribution.

Third-order effects

  • The pattern that plays out over the following years — missed quarters, executive exodus, and eventually the first net loss in eight years alongside 5,000 job cuts as bankers explore options — shows how a cyclical demand dip can become structural decline when a vendor's platform momentum stalls at the same time.
  • For the broader industry, this is an early case study in stack capture risk: a company whose value lives in one layer (secure enterprise email) gets repriced brutally once the layers above and below it (apps, OS ecosystems) shift elsewhere.

The trend: This is an early data point in the arc of incumbent hardware vendors discovering that macro-driven demand softness exposes platform weakness — a squeeze that ends not in recovery but in strategic retreat.