Ford or Apple Code of Ethics- Business ethic paper Term

Ford or Apple Code of Ethics- Business ethic - Term Paper Example Chief Executive Ethical Statement As Chief Executive of Apple Inc., I believe that in order for the organization to survive and succeed, it must have a sound set of beliefs on which to base all its policies and actions. In addition, faithfulness to those beliefs is what will ensure corporate success, because it will influence our consumers as to our commitment to being socially responsible. Ferrell et al 2001), states that the globalization process brings individuals of different nations, who bring their cultures, their laws, their values, and different sets of moral and ethical standards to business situations, and to this Apple Inc is totally cognizant, and will utilize such diverse resources to constantly update its ethical code of conduct, to more meaningfully reflect high degrees of relevance to what obtains in the market (Ferrell, F. 2001). Finally, if the organization is going to meet the challenges of changing world market conditions, it must be prepared to reinvent itself co nstantly around those established beliefs (Hitt, W.D 1990) Apple Inc. Statement of Ethical Principle Apple shall commit itself to invest in the communication means for educating the company employees, business associates and shareholders, to enable them achieve their full potentials in terms of ethical behaviors. To this end it will endeavor to: - Step up its audit and training at all locations around the world. - Make every effort to train all new employees during the first three months of their employment and periodically afterwards (www.dept.ttu.edu/financialandforms/codeofconduct-1-p4f.). - Introduce new guidelines for ethical standards on dormitories, juvenile protection, medical non discriminations, pregnancy non-discrimination, and avoidance of involuntary labors, wages, equitable distribution benefits and the scheduling of working hours especially in Asia and Africa. - Evaluate its Management Commitment Index on a quarterly basis. - Monitor the ethics of the recruitment proc ess on quarterly basis across all organizational lines. - Rate its Suppliers Responsibility Conformance Index. And take action where appropriate. - Promote the highest levels of free expression of ideas and opinions across all organizational lines. -Protect the dignity and privacy of its employees, and ensure confidentiality in all records kept, as well as in their personal lifestyles. Apple Inc. - Outline of Code of Ethics: The Code of Ethics shall be developed along the following outline, A. Introduction B The purpose of the code of ethics C. The Chief Executive ethical prospective D. Apple Statement of Ethical Principles E. Corporate Responsibilities F. Relationship with Shareholders G. Implementation Policies H. Quality Assurance Audits I. Reporting Procedures J. Communication Policies (www.bcorporation.net) K. Educational Strategy Implementation Policies The Code of Ethics for Apple Inc. will be implemented using a 12 step program (www.bcorporation.net). At the outset the progr am will be subjected to endorsements, integration, circulation, employee feedback, affirmations, contract affiliations, mandatory regular reviews, training, enforcement procedures, translations, networking, and annual reporting. (www.bcorporation.net). Apple Inc. embraces John Stuart Mill’

MGMT Essay Example | Topics and Well Written Essays - 500 words - 2

MGMT - Essay Example The company has a large workforce with manufacturing facilities spread across the US and EU, including Prague and Hong Kong. With 3200 workers in the US alone, coupled with close to 5000 around the world, talent management had to be a major element of their recovery strategy. This paper presents an analysis of the Candlelight case. Talent retention, especially for managers and leaders, is quite crucial for the company since the talent pool in senior management positions is quite diverse. The new CEO came in with a new Sales SVP and a CMO to drive innovation. The R&D VP reporting to the new CMO was a creative professional, who did much to hold his subordinates accountable. The administrative VP, who has been with the company from inception, has been cited for slow decision-making and has overseen a poor rate of turnover. The slack in coming up with union strategies has led to slow downs and work stoppages. It actually seems that this individual is responsible for some of the company’s malaise since he appears to have limited knowledge on employment practices and international operations. Finally, the COO can also be held culpable for the talent mismanagement given his command and control style that has resulted in employees preferring not to work for him. However, given his expertise is probably an ingre dient in the company being able to stay afloat this long, his input is crucial. Candlelight Inc. has several things going to its advantage, even in these precarious times. Although the company has been grappling with internal problems for years, it has managed remained financially viable and has maintained a sizeable chunk of its market share. Additionally, its global presence has helped the company remain relevant in the international market. Its products are still credible, which has seen its market share remain satisfied,

Introduction to the Kalabagh Dam

Introduction to the Kalabagh Dam The Kalabagh Dam is situated about 210 km downhill of Tarbela Dam on the River Indus. The project comprises the structure of 260 ft. tall rock-fill dam. With its punishing retentive equal to 915 ft., the basin, which the dam will make, will provide the capacity of storage of about 6.1 million-acre feet. The development of this project comprises of two channels on the right side for disposal of floodwater. If the cases of highest flooding are faced, then these channels will have a discharge capacity of over 2 million cusecs. The Left side of the dam comprises of the powerhouse, with a convincing generation capability of 3,600 MW. It is to be pointed that the regular current at Kalabagh is 89 MAF, comprises of 72 percent of the Indus, 25 percent of the river Kabul and 3 percent of the river Soan. The limited storing of 6.1 MAF is 7% of the regular annual flow. Where is KALABAGH DAM LOCATED? Kalabagh Dam is situated in the Mianwali District in Khyber Pakhtunkhwa and the precise course of the dam conferring to the many coordinates is 32 °57à ¢Ã¢â€š ¬Ã‚ ²23à ¢Ã¢â€š ¬Ã‚ ³North and 071 °36à ¢Ã¢â€š ¬Ã‚ ²49à ¢Ã¢â€š ¬Ã‚ ³East. Kalabagh Dam is a dam, which features one of the distinctive type of earth, fills Dam in which the zoned fill ridge is accomplished with the help of mud and core. Suppose, we have an overview on the description and the sizes of the dam for which it is recognized as the main dam in Pakistan and one of the major dams in Asia. Height wise Kalabagh dam is 79 meters, which is 259 feet, length wise the dam is 3,350 meters, meaning it is equivalent to 10,991 feet. Confiscates of the Kalabagh Dam are straightly related with the Indus river. The tank, which is being executed at the Kalabagh Dam, has the lively volume of 7.52 km3 (6,100,000 acre/ft) while the sedentary volume of the dam is 9.7 km3 (7,900,000 acre/ft) while the covering area include of 110,500 sq mi (286,000 km2). Kalabagh Dams power station has the Hydraulic head of 170 feet which revenues 52 meters while the turbines power is 12 x 300 MW with the all-out volume of 3,600 MW and with the yearly production of 11,400 GWH. Kalabagh Dam is one of the very vital supplies of Pakistan when they are facing such intimidating and disturbing energy disaster and deficit of electricity and if the dam is being constructed to work on its whole volume then within no time Pakistan can get rid of this overwhelming problem of energy. Kalabagh Dam would allow extra and better agricultural work to all provinces, inside a little time limit. All other recognized locations for dams have a much lengthier development tenure, in the nonappearance of early lessons. The early installation will generate 11,400 million Kwh of energy annually. Because of conjunctive operation, it will allow improvement of 600 MW of climaxing competence and additional 336 million Kwh of yearly production at Tarbela. Kalabagh Dam will supplement irrigation provisions, hydropower and alleviate floods. Additionally, indirect benefits like more industrial and food production, employment and agricultural boost will accrue. The project will have a useful economic life of over 50 years, without requiring any major replacement of machines and EM equipment. The development will wage its asset cost in a retro of fewer than 10 years, as proposed project yearly welfares are US$ 628.18 Million and the development monetary cost is US$ 6002 Million (comprehe nsive of awareness and growths) at 1998 value flat. The opponents of Kalabagh dam while have the main impact on Sindh and KPK who have some anxieties relating to the building of this dam. The issues are involved which are related to faith shortfall. Due to the serious environment and human impact, the construction of this dam is believed to be worthless. KPK puts an objection to Kalabagh as it will clue towards the dislodgment of a substantial amount of its individuals and a huge area of its property will also be flooded or become waterlogged. Furthermore, it is hypothetical that the Noshehra city, which is actually home to 2000,000 people, might arise a danger of flooding, as it is located at the sets of Kabul River. Alternatively, a significant issue in Sindh is desertification, it has continuously felt endangered by Punjab, and it declines to put trust on the province that the entire River Indus waters will not be left to provide the needs of Punjab only, dehydrating the downstream Sindh River. These anxieties are connected to the understanding of the operation of Taunsa-Punjnad and Chashma-Jehlum canal. The unfriendliness of Balochistan to Kalabagh is also grounded on the faith that if the dam overstrains the request in the river than the needs for more water through Guddu Barrage will be encountered with little achievement. Other issues such as ecological deprivation and human impacts- restoration and relocation because of building have also been elevated. Most importantly, it is supposed that the location of the dam is on a fault line. Until now, Pakistan has recycled only about 10 percent of its projected 40,000 mw of monetarily feasible hydropower potential, a section around 30 percent inferior than India and China and around 75 percent lower than other established states. The country is not only facing severe electricity scarcity but in spite of the best irrigation system, it still undergo importations of wheat on credit from abroad. Kalabagh dam has rather become a disaster of supremacy; current faith shortfall between Punjab on one side and the other three provinces on the other is the important issue. It is not for the representatives or magistrates to choose whether this dam should be built. A national level discussion is obligatory lecturing the anxieties of Sindh and KPK based on technical study of the project. For this drive, apolitical experts from all four shires should take measures to study and present the feasibility report at the central level. It would be a optimistic growth if the report bounces a green signal to the construction. Though, if the report finds approximately correctness in the issues elevated by Sindh and KPK such as sinking of Nowshera and site being on the fault line, then it is period to move advancing for decent and contemplate of other supportable developments.

King Sauls Development Essays -- Religion, God

In First Samuel chapter eight the Israelites request a king to reign over them. God appoints a man who’s name is Saul. He first appears as a typical young man who belongs to the small tribe of Benjamin. When he is appointed king he is somewhat intimidated by his new task. However, over time he experiences a series of events that make him a selfish, envious, and a power hungry ruler, and eventually insane. This development in his character starts from his son Jonathan’s disobedience to his orders, but its main source is his jealousy of David’s successfulness on the battlefield, and his failed attempts at killing David. The first time we meet Saul he is sent by his father to go look for their lost donkeys. After looking and not finding the donkeys, he wants to go home, because his father might be worried. â€Å"Let us turn back, or my father will stop worrying about the asses and begin to worry about us.† (1 Samuel 9:5) This is an ordinary reaction that an ordinary person would have to this situation. From Saul’s first utterance it is obvious that he is an average man who was worried about his father. Alter states that a biblical character’s first utterance is the defining moment of a character. However, from the moment of Saul’s first remark to the day of his death he changes drastically. Saul tells the Israelites that â€Å"Cursed be the man who eats any food before night falls and I take revenge on my enemies.† (1 Samuel 14: 24) However, Saul’s son Jonathan did not hear Saul’s declaration. When he spots honey spilt on the ground he tastes it and â€Å"his eyes lit up.† (1 Samuel 14:27) Although the other troops warned him that Saul had forbidden eating, Jonathan did not regret his decision in disobeying his father’s orders. â€Å"My fath... ...with him, and he knew that David was better fit for a king. Saul knew he could not stay king as long as David was around. Saul attempted to kill David many times. Each time he would fail. Every failure brought Saul closer to snapping. In chapters twenty-four and twenty-six David has two opportunities to kill Saul. Each time he spares Saul’s life, but he leaves a mark to let Saul know that he could have killed Saul. The first time David cuts part of Saul’s robe. The second time David takes Saul’s spear and his ______________________. David was playing with Saul’s mind. Saul was powerless in comparison to David. Saul had been determined to kill David, but each time he would fail. David gets two chances to kill Saul, and he spares Saul both times. Saul was no match for David and he knew it. Saul realizes he is unable to get rid of David, because God is with him. King Saul's Development Essays -- Religion, God In First Samuel chapter eight the Israelites request a king to reign over them. God appoints a man who’s name is Saul. He first appears as a typical young man who belongs to the small tribe of Benjamin. When he is appointed king he is somewhat intimidated by his new task. However, over time he experiences a series of events that make him a selfish, envious, and a power hungry ruler, and eventually insane. This development in his character starts from his son Jonathan’s disobedience to his orders, but its main source is his jealousy of David’s successfulness on the battlefield, and his failed attempts at killing David. The first time we meet Saul he is sent by his father to go look for their lost donkeys. After looking and not finding the donkeys, he wants to go home, because his father might be worried. â€Å"Let us turn back, or my father will stop worrying about the asses and begin to worry about us.† (1 Samuel 9:5) This is an ordinary reaction that an ordinary person would have to this situation. From Saul’s first utterance it is obvious that he is an average man who was worried about his father. Alter states that a biblical character’s first utterance is the defining moment of a character. However, from the moment of Saul’s first remark to the day of his death he changes drastically. Saul tells the Israelites that â€Å"Cursed be the man who eats any food before night falls and I take revenge on my enemies.† (1 Samuel 14: 24) However, Saul’s son Jonathan did not hear Saul’s declaration. When he spots honey spilt on the ground he tastes it and â€Å"his eyes lit up.† (1 Samuel 14:27) Although the other troops warned him that Saul had forbidden eating, Jonathan did not regret his decision in disobeying his father’s orders. â€Å"My fath... ...with him, and he knew that David was better fit for a king. Saul knew he could not stay king as long as David was around. Saul attempted to kill David many times. Each time he would fail. Every failure brought Saul closer to snapping. In chapters twenty-four and twenty-six David has two opportunities to kill Saul. Each time he spares Saul’s life, but he leaves a mark to let Saul know that he could have killed Saul. The first time David cuts part of Saul’s robe. The second time David takes Saul’s spear and his ______________________. David was playing with Saul’s mind. Saul was powerless in comparison to David. Saul had been determined to kill David, but each time he would fail. David gets two chances to kill Saul, and he spares Saul both times. Saul was no match for David and he knew it. Saul realizes he is unable to get rid of David, because God is with him.

How UPS Delivers Objective Performance Appraisals Essay

Executive Summary: In the analysis below you will read about UPS and how they deliver objective performance appraisals. You will gain an understanding of how the implementation of PDAs has standardized their evaluation process. It will further explain why UPS is not a people-centered company, how they incorporate the critical incidents appraisal technique, the legally defensibility of their evaluation program, how they don’t cross the thin line between supervision and â€Å"snoopervision† and what they can do to improve their driver evaluation program. Background: For the United Parcel Service (UPS) determining if objectivity is accurately being used during a review is a difficult process but an important one. The implementation of personal digital assistants (PDAs) has helped ensure the use of objectivity by standardizing the evaluation process through software. During reviews supervisors conduct ride-alongs with their employees to ensure procedures and policies are being followed. Before the introduction of companywide checklists through the PDAs there was no way of knowing if every employee was receiving the same evaluation and being evaluated on the same scale. PDAs have given supervisors the ability to stay contacted to things such as e-mail while quickly identifying training needs and allowing access to training resources. UPS has seen the advantages of PDAs and will continue to put more in the field as they ensure objectivity and provide a solid structure for employee evaluations. Analysis: According to (Kreitner & Cassidy, 2008) on page 273 Jeffrey Pfeffer found a connection between people-centered practices, higher profits, and lower employee turnover. He also identified seven people-centered practices three of which directly relate to this case. The first practice is employee empowerment through decentralization and self-managed teams. Decentralization according to (Kreitner & Cassidy, 2008)on page 254 is â€Å"management’s sharing of decision-making authority with lower-level employees.† In this case UPS has decided that supervisors instead of upper  management such as human resources would conduct ride-alongs to evaluate how well their employees are performing and following procedures. The second practice is sharing of key information. With the implementation of PDAs supervisors are always connected to e-mail and other important resources. The PDAs have made the evaluation process more uniform throughout the company and give supervisors the ability to quickly transfer information when they get back to the office. The third practice is comprehensive training. Supervisors can use the PDAs in the field to walk employees through applied methods and identify training needs. Although three of the seven people-centered practices relate to this case according to Pfeffer the seven practices are an integrated package that should not be implemented piecemeal and for this reason he would not call UPS a people-centered company. According to (Kreitner & Cassidy, 2008) on page 280 performance appraisal is â€Å"evaluating job performance as a basis for personnel decisions.† Based on the information in the case UPS is using the critical incidents technique. The critical incidents technique mentioned in (Kreitner & Cassidy, 2008) on page 281 states, â€Å"Specific instances of inferior and superior performance are documented by the supervisor when they occur.† By conducting ride-alongs with the employees supervisors are in a perfect situation to fulfill the requirements of this technique. The PDAs with the checklists which are the same and used by everyone throughout the company ensure employees are being evaluated on the same procedures and policies and that supervisors are using the same evaluation scale when determining job performance. To avoid legal action when evaluating an employee’s performance according to (Kreitner & Cassidy, 2008) on page 280 employers need to base their appraisal systems on the following four criteria, job analysis, behavior oriented, specific written instructions, and reviewed results. UPS with the implementation of PDAs has clearly satisfied these requirements. Preloaded software has turned th e evaluation process into a standard procedure while identifying and outlining the specific tasks and skills required for an employee to be successful. A series of checklists describing in detail the employee’s duties give supervisors the ability to objectively rate individual performance no matter who is giving the evaluation or where it is taking place. During an evaluation if an employee is not following procedures supervisors have the ability to show them in the  field the proper way it needs to be done. After the evaluation the supervisor has everything needed to give direct feedback and suggestions to the employee so they have a clear understanding of how they are doing and how performance can be improved. Snoopervision is a management style involving spying and intrusive practices. With this definition in mind UPS does not cross the thin line between supervision and snoopervision. Ride-alongs by supervisors are common practice and the best indicator of an employee’s performance. The implementation of PDAs have simply given the employee a fair chance at receiving an honest evaluation based solely on how they preform by standardizing the evaluation process companywide. For most employees in the U.S. a growing concern of their employer looking over their shoulder and violating their right to privacy is becoming more and m ore evident as technology evolves. In the case of UPS this shouldn’t be a concern because the implementation of technology is not being used to spy or to implement intrusive practices but to properly train and keep employees safe while preforming their job. After reading the case I think the implementation of the PDAs have greatly improved the driver evaluation program. PDAs offer a companywide standardized evaluation process with easy access to information required to properly evaluate, train, and give feedback to employees. Moving forward a concentrated effort by upper management needs to be placed on making sure the employees are retaining and transferring information provided to them during the evaluation process to the job. They should also get feedback from their employees on how they viewed the evaluation program, if they gained the knowledge and skills intended, and if any improvements are being made. Implementing post-evaluation surveys and quizzes would serve as quick and easy indicators for superviso rs if employees are actually learning and understanding the information they are receiving through the evaluation program. Insights / Recommendations: Researching this case has given me a better understanding of how important the seven people-centered practices are to an organization and why only 12 percent of organizations are currently considered people-centered. It has opened my eyes to the performance appraisal process and how important it is for employers to ensure legal defensibility of their appraisals. Acquiring  knowledge and information from employees is the key to properly gaining an understanding of how well an evaluation process is working and if any changes need to be made. Moving forward UPS simply needs to continue implementing procedures and policies that ensure the use of objectivity during employee evaluations. Supervisors need to fully understand these procedures and policies and make sure they continue to evaluate based on the guidelines listed in the checklists. Assuring proper retention and transfer of knowledge to the job will be an ongoing process and should be evaluated by ride-alongs with the use of pos t training surveys and quizzes. For success to continue in the organization communication along with up-to-date resources are key and it will be the responsibility of upper management to make sure both have a strong presence within the organization. .

Research in Motion Limited Essay

In early 2002, Chris Wornald, as the director of strategic alliances for RIM, believed the tremendous synergy value offered from the acquisition of Slangsoft and its importance for RIM’s future Asian market. However, after his successful presentation on the deal to senior executives, one piece of archived news on Jerusalem Post got the attention from RIM’s director of legal affairs. The widespread panic and paranoia among Slangsoft employees, unrealized revenue from HP and multiple registrations became a great concern. Thus, Chris Wornald had to accurately measure the benefits RIM would gain from Slangsoft and the risks associated with its operation and corporate culture. Moreover, it is significant to draft a detailed action plan to help RIM capture all the synergy if deal is set. In this case, four categories are detailed analyzed; RIM itself, Slangsoft itself, three alternatives and the detailed plan of action. Research in Motion Limited (RIM) Firm and its products: Research in Motion Limited (RIM), trading as BlackBerry, was â€Å"a leading designer, manufacturer and marketer of innovative wireless solutions for the worldwide mobile communications market. Immediacy, security and ease-of-use were its pillar of competitive strategies. In early 2002, RIM and Hong Kong-based Hutchison Whampoa announced the commercial launch of BlackBerry operating in Hong Kong. To date, RIM’s development tendency focused on expanding the global reach of the BlackBerry solution, especially into the rapidly growing Asian markets where no such solution yet existed. In term of its products (exhibit 1), the best-known and most profitable product was its Blackberry wireless solution, and another 45% of its revenue mix came from RIM wireless handhelds, software development tools and embedded wireless technologies. To date, RIM’s target customer had been focused on enterprises, not individuals. As the pioneer in the filed of wireless data communication, RIM’s products have the great features of â€Å"small size, long battery life, easy-to-use, reasonable pricing, flexible architecture and a data security plan† In order to maintain its leadership, RIM focused on the innovation of two-way wireless technologies and applications, adoption of its platform by wireless network service providers globally, and protect its intellectual property. Throughout the operation, RIM remained responsive to end-user needs and continue to develop and market leading edge hardware and applications. Moreover, in order to extend and develop its capacities, RIM had broadened the strategic alliances and relationship in order to enhance its competitive position. But, to date, the most emergent wireless capacity it needed was support of localized Chinese input and display. Finance From 2000 to 2001 (exhibit 2), RIM’s revenue grew 160% from $85 million to $221 million. RIM has an extremely strong balance sheet after completing a follow-on equity offering in November 2000 that raised $ 590 million. Therefore, RIM has very strong financial assets for financing their growing opportunities. In term of one single item on balance sheet, RIM has $50.8 million liquid asset to finance any small valued opportunities, and the sales of new equity indicates the investors’ confidence towards RIM. People and Culture Mike Lazaridis, RIM’s CO-Chief Executive Officer, was a passionate advocate for the power of basis science to improve and transform the world. With his engineering degree, Lazaridis is responsible for product strategy, research and development, product development and manufacturing. Jim Balsillie with more charismatic and outgoing personality brought his wealth of business knowledge to RIM. With such strong leading executive team, RIM had achieved a great employee growth by department from Fiscal 1999 to 2001. (exhibit 3) Moreover, RIM has a well-developed corporate culture that celebrates achievement, creativity, and risk taking. Employees at RIM were well compensated and motivated by various benefits, at the meanwhile, RIM is also famous for its corporate giving to the communities. Slangsoft Inc. (Slangsoft) Slangsoft, headquartered in Boston, was a small Israel-based company with majority of employees in Jerusalem. It had three main products: a core keyboard mapping engine, 52 language scalable vector fonts and a predictive input engine. Its well-developed Intelligent Text Input and Display (iTID) technology was essential for RIM’s entry into Asian market. Many RIM competitors also desired this technology. Slangsoft has signed licensing deals with nine companies and was in the stage of negotiation with one cellphone company. Arie Mazur, CEO and president of Slangsoft, showed his welcome towards building a closer relationship with RIM. However, former Slangsoft employees had or were considering sue the company for unpaid salaries, and alleged physical and personal abuse. Creditors also claimed their trouble collecting receivables. It also has problem in term of transferred intellectual property and deal issues with HP (one of RIM’s competitors) Three Alternatives There are three main alternatives for RIM at current: acquisition of Slangsoft, acquisition of Slangsoft’s competitors and outsourcing or developing own input and font display technology. Before analyzing the advantages and drawbacks of those three alternatives, we needed to firstly assess RIM’s current performance and the moving direction this year, in three years and ten years, then visualize the business strategy in terms of goals, product market focus, value proposition and core activities, and lastly apply strategic models to position RIM’s needs from the deal. Assessment We used the performance matrix (exhibit 5) to classify RIM’s current position of the business and the direction it targeted towards. In the current market, RIM had very good organizational health and operating performance. Therefore, RIM was in quadrant 1 and the strategy review will be a question of fine-tuning and taking a farther than usual look into the future. This specific direction demonstrated the importance of RIM’s sustainable future operational plan, both in short term and long term. Thus, RIM not only had to enhance its operation in order to maintain its position within a year, but also needed to develop non-existing market in this rapid-paced industry in a short term (3 years) and capture the future market share with developed technology in a long term (10 years) Goals Besides the operational direction goals, RIM had its specific business goals. In terms of hard goals, RIM still wanted to enhance their competitiveness as the leader in the market, at the same time of developing wealth for stakeholders. In terms of soft goals, RIM was willing to create opportunities for employee to advance while benefit society through innovation. Product market focus In this case, RIM’s board of directors had agreed to penetrate the new Asian market with its BlackBerry solution, which contains the new technology of input and font displays. Therefore, firm chose to have a diversification market focus on both product and market. Value proposition In order to gain the most market share in Asia and win against other competitors that are interested at the growing Asia market, RIM presented its value proposition in term of execution such as availability and intensity. To be specific, RIM had to find the way to get the font and display technology as soon as possible. With sales hustle and rapid timing, RIM could gain the leadership position in Asian market and capture most of the growing markets to become sustainable. Core activities RIM’s determination of its core activities was a critical aspect of its strategy since these choices would have a fundamental impact on its market and operations control, cost structure, capacities and flexibility. As demonstrated in this case, RIM was reaching out for a vertical integration in order to maintain the control of font and input technology, while limited its competitors’ abilities of expanding their market share in Asian market. Moreover, there are eight specific tasks RIM set for fiscal 2012. The ones we need to focus on in this specific case are to continue to substantially increase BlackBerry user base, launch new market and maintain the culture. Since the main strategy RIM utilized was strategic alliance (exhibit 4), it became more obvious that RIM would continue its acquisition on small technologies. Acquiring Slangsoft or its competitors or outsourcing/developing own? After assessing RIM’s performance and position, it was defined that RIM took great consideration on maintaining its leading position and kept innovating and gaining new market shares. Specifically, by looking carefully at the business strategy components, it was even clearer that RIM is unable to wait for Slangsoft’s competitors (Zi and Tegic) to get rid of the lawsuits. Also Slangsoft’s iTID platform had better functionality, performance and architecture compared to all four of competitors. Therefore, Chris’s decision on quickly moving on to due diligence and negotiate an acceptable offers is a wise for RIM in the short term. After gaining the market share in the large Asian market, developing own text input and font technology might be an optimal solution, but it is not short-term solution. Therefore, in order to win Asian market place with a possible past pace and save time for other sustainability plans, RIM should acquire Slangsoft as soon as possible. However, the specific requests and changes can be made through due diligence, as indicated in the plan of action.