This research develops a strategy analysis of Palm, Inc. The presentation of the findings address (1) current strategy, (2) SO (Strength-Opportunity) Strategies, (3) WO (Weakness-Opportunity) Strategies, (4), ST (Strength-Threat) Strategies, (5) WT (Weakness-Threat) Strategies, (6) Effectiveness of Strategies, (7) Strategy Recommendation and Justification, (8) Implementation Proposal, (9) Financial Impact, and (10) Conclusion.
The basis for Palm, Inc.'s current strategy is that handheld wireless computers will continue to grow in popularity to the point that universal usage will prevail. Palm built a commanding market share position in handheld organizers; however, this market strength is weakening in late-2001.
Palm, Inc. markets a range of handheld organizers, several with wireless communication capabilities. The range of these products spans both capabilities and price. Higher priced Palm organizers also have color displays. The highest priced Palm model (Palm VII) includes wireless Internet capability. Palm, Inc. developed its own Internet portal (MyPalm) to provide Internet access for the Internet-capable Palm models (Hoover's Online, 2001). Palm announced that it will maintain the MyPalm portal to provide Internet access for Palm handheld, Internet-capable devices, but that the portal will cease as of 10 January 2002 to provide Internet access for personal calendars and address books (Fried, 2001).
Palm, Inc. also developed an operating system for its handheld organizers. Interestingly, Palm's main rival in the handheld organizer market, Handspring, offers products with Palm's operating system installed. Palm's main rival in the operating system market for handheld organizers is Microsoft.
Palm's president and CEO also left the company in mid-November 2001 in the wake of the collapse of the company's share value in the stock market. Some people think this move is a positive one for the company (Cox, 2001)....