Professional Documents
Culture Documents
(Case J-Blackberry) : GSM 5230 Consumer Behavior
(Case J-Blackberry) : GSM 5230 Consumer Behavior
CONSUMER BEHAVIOR
Trimester 3 2009/2010
(Case J-BlackBerry)
GROUP 6
KUAN YEN NEE
(GM03698)
(GM03578)
YONG AI LEE
(GM03633)
(GM03528)
CONTENT
1.0
2.0
3.0
Page
3
3
3
3
5
Case summary
Problem statement
Analysis
3.1 Analysis on Problem Statement 1
3.2 Analysis on Problem Statement 2
3.3
4.0
6
11
1.0
CASE SUMMARY
The case illustrated how BlackBerry, the mobile email device made by Research in Motion
(RIM) was conceptualize through its co-chief executive, Mike Lazaridis interest in science and
personal contact with communication technologies. When the BlackBerry (BB) debuted in
1999, carrying one was a hallmark of powerful executives and savvy technophiles of
organizations. People who purchased one either needed or wanted constant access to e-mail, a
calendar and a phone. RIM reported only 25,000 subscribers in that first year. But since then,
its popularity has skyrocketed in 2004 throughout the consumer market upon the additional
features like voice, color screens and international roaming. RIM was confident that the market
will continue to grow with more affordable Blackberry.
3.0
ANALYSIS
Figure 1: Combo picture of BlackBerry 850 Wireless Handheld (left) and Palm VII (right)
The original hardware of BlackBerry 850 Wireless Handheld, which came out in 1999 was a
pager style device with a small screen and ran on a very slow Mobitex network. Despite some
limitations, the computer it soon became a hit gadget in Wall Street.
How RIM standout in the wireless e-mail arena amidst failure of many others including
Palm VII (a pen/touch based PDAs) by nailing the corporate users (for whom e-mail access
on the go was very important) value propositions are tabulated in Table 1 next page:
3
Consumer
Value
Proposition
E-mail
RIM just focused on email without trying to compete with Palm VII through a
full-fledged PDA style device.
Despite NTPs patent-infringement lawsuit, push e-mail had enables BB to stand
out from its competitors for a very long time. However, it causes addictive
Crackberry among consumers since they could read received e-mail in real
time and engage into an instant messaging style of dialog (using BB
Push E-mail
Thumb Style
QWERTY
Keyboard Input
Bullet Proof
workforce. RIM forgoes simple POP or IMAP interfaces (which lacked security)
Security
All-You-Can-Eat
Pricing Model
than based on variable usage. This simple to understand and profitable model
encourages high usage and attracts the wireless carriers. Moreover, RIM utilized
data bandwidth very efficiently by downloading only portions of email or
attachments.
"The licensing and settlement agreement relates to all patents owned and controlled by NTP
and covers all of RIM's products, services and technologies. NTP grants RIM an unfettered
right to continue its business, including its BlackBerry related business. The resolution
permits RIM and its partners to sell RIM products and services completely free and clear of
any claim by NTP, including any claims that NTP may have against wireless carriers,
channel partners, suppliers or customers in relation to RIM products or services, (including
BlackBerry Connect and Built-In technology), or in relation to third party products and
services, to the extent they are used in connection with RIM products and services."
Table 2: BBs Business Design Evolution (1998 present) Source: Blackberry.com, The Wall
Street Journal, Fortune, Business 2.0, Financial Times, Oliver Wyman Analysis Decision
Table 2 tabulated BBs business design evolution from 1998 to present. RIM penetrated deep
into the exploding personal users or consumer market in 2006 with the launch of Blackberry
Pearl (a Smartphone) in a bid to expand beyond its traditional business e-mail customer base
(refer Figure 2).
(Source: www.berryreporter.com)
Storm 2008
Feb 2007
May 2007
2006
2005
Figure 2: Selected BlackBerry Models for Business and Consumer Market Decision
To answer whether RIM should push BB wireless handhelds deeper into the consumer
market or continue to focus primarily on corporate clientele, 2 things need to be considered;
the current mobile demographic and the positive attitude among consumers towards BB.
Average yearly growth of potential consumers are 27.5% for business market (higher
among men than women) and 10% for consumer market respectively (refer Table 3).
Depending on market segment, consumer value different things for their mobile (refer
Table 4).
Market
Segments
Gender
Business
Male
(mainly Professional)
Female
Male
Female
Age
Annual Income
($)
(%)
30
22-65
75,000
25
13-21
< 15,000
10
Table 3: Market Demographic for Mobile (Source: Modified from VersaPhone: Marketing Plan, 2008)
Market
Potential
Main Value
Functional and
Segments
Sales
Proposition
Style Focused
Business
High
Efficiency / Profile
(mainly Professional)
Moderate
Low
entertainment and
Function
T-Mobile, Helio,
Moderate
applications
Profile
Virgin
on the go
Efficiency / Style
Likely Carrier
AT&T, Verizon,
Sprint
Table 4: Market Demographic Value Proposition (Source: Modified from VersaPhone: Marketing Plan, 2008)
CULTURAL
Culture: worldwide mobile subscribers are more than fixed lines in 2008 and prediction that
smartphone like Blackberrry will overtake mobile in 2012.
Subculture: heavy usage of emails and internet (social media, push emails) and gamers.
Social class: conformity and respect (business market), entertainment and possessions
oriented, technically sophisticated (consumer market).
SOCIAL
Reference group: business associates, friend, salesman using AIDA, display or demo during
in-store experience, advertising and promotion.
PERSONAL
Age and lifecycle stage: 22-65 entering first or change job or promoted (business market).
13-21 entering high school or college (consumer market).
Occupation: mobile professionals (business market).
desk bound professionals and students (consumer market).
Economic situation: middle to high income (business market).
low to middle income (consumer market).
Lifestyle: Aspirer, Suceeder (business market).
Explorer, Reformer (consumer market).
(Source: Cross Cultural Consumer Characterization)
Personality and self concept: alert, well informed, productivity (business market).
approachable, hip and cool (consumer market).
(Source: BBs Branding Guidelines March 2007)
PSYCHOLOGICAL
Motivation: phones capabilities and brand (business market).
attractive, cool, sophisticated latest technologies (consumer market).
Learning
behavior: top of the mind recall because of me-too product (equivalent to Apple Iphone
3G).
celebrity and politicians users (Paris Hilton, Lindsay Lohan, Nicole Richie, Madonna,
Barack Obama, Queen Elizabeth)
addiction to push email (Crackberry), can work and play using the same BB model with
its myriad features (refer figure below)
(Source: Rubin Consulting, 2009)
cognitive: BB Certification Programfree courses for customers in learning tricks and tips
that increase involvement through forging bonds and relationships with consumers
Beliefs and attitudes: email functionality is the most likeable features about BB (refer
figure below), alter consumers attitude and increase brand loyalty.
Through analysis, there is a huge potential market and positive attitude among consumers
towards BB both in the business and consumer market. Therefore it is only wiser for RIM to
further blur the lines between consumer device and business tool by pushing BB wireless
handhelds deeper into the consumer market while maintaining their corporate clientele (a mix
market).
10
4.0 RECOMMENDATIONS
In order to develop the marketing plan for a mix market, 2 things will be look upon; SWOT
Analysis on RIM (Table 5) and the Current Product Positioning of BB:
Strengths
Weaknesses
Threats
(MarketWatch, 2009)
segment
applications
Product Positioning
Iphone
Nokia
Blackberry
CONSUMER
ENTERPRISE
Traditionally, BB has been targeted to business professionals only. They were not priced or
developed for everyday cellular user. Nowadays, BB is still primarily targeted to business
professionals. The phone comes preloaded with mobile trial version of Microsoft Office, giving
the ability to edit documents directly on it and wireless connectivity on the go for faster paced
11
12