Market Analysis<br />Andrew Kirkendall<br />MKTG 333<br />November 2, 2010<br />Table of Contents<br />Introduction…………………...
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
Rim market analysis
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Rim market analysis

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This was done for a market analysis project for a sales my senior year in college. Though the information is dated it was current as of 11/2/10

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  1. 1. Market Analysis<br />Andrew Kirkendall<br />MKTG 333<br />November 2, 2010<br />Table of Contents<br />Introduction……………………………………………………………………………………2<br />Research in Motion Profile…………………………………………………………………...2<br />Company Description………………………………………………………………………....2<br />Marketing Strategy……………………………………………………………………………3<br />Core Competencies…………………………………………………………………………....4<br />Competitive Advantages……………………………………………………………………...6<br />Direct Competition……………………………………………………………………………7<br />Apple…………………………………………………………………………………..7<br />Google Android……………………………………………………………………….8<br />Indirect Competitors…………………………………………………………………………9<br />Competitors Marketing Strategies………………………………………………………….10<br />Apple………………………………………………………………………………….10<br />Android………………………………………………………………………………10<br />Core Competency Comparison Chart……………………………………………………..11<br />Competitive Barriers………………………………………………………………………..11<br />RIM’s Point of difference…………………………………………………………………..12<br />Point of Difference Feature Chart………………………………………………………….12<br />General Customer description………………………………………………………….…...13<br />Segmentation………………………………………………………………………………....13<br />Conclusion…………………………………………………………………………………...13<br />Works cited………………………………………………………………………………….14<br />Introduction<br />The smartphone market is one that is rapidly expanding. Once solely the tool of those involved in high priority business has now moved to not only all others in the business world, but also to the general public. Because of this, it is very important to fully understand the market for smartphones, and specifically the biggest player in the market, Research in Motion (RIM) and its primary product line, the BlackBerry.<br />Research in Motion Profile<br />Research in Motion was founded on March 7, 1984 in Waterloo, Ontario, Canada. While they are known primarily for its flagship product line of BlackBerry Smartphones RIM also manufactured other devices; primarily wireless modems (3). The BlackBerry has revolutionized the way in which business is conducted, not only in the United States, but throughout the world. BlackBerry devices have allowed business professionals to move away from their desk, but still be able to conduct business anywhere in the world. Because of this, RIM has seen a very high level of success, and has begun to expand further into technologies for the business world.<br />31686501691640Figure 1 Source Annual0Figure 1 Source Annualrightcenter00As illustrated in Figure 1, Rim has seen a steady increase in the subscribers over the past four years. Because of its high subscriber base, RIM has the highest market share in the United States, as of August 2010, RIM held 37.6 percent of the United States Market share, a 4.1 percent decrease for May 2010. RIM also holds 9.0 percent of the United States mobile phone market, which has increased by 0.3 percent since May 2010 (BlackBerry).<br />2800350578485000From September 30, 2009 through September 30, 2010, RIM saw revenue reach $16.86 Billion, and its Gross Profit totaled $6.58 Billion (RIMM Key financials). RIM employs over 13,000 employees in its facilities worldwide (RIMM Profile). RIM’s Products are sold in over 170 countries.<br />Figure 2 shows the majority of RIM’s Business comes from the United States followed by Canada and The United Kingdom.<br />Company Description<br />3048635267335Figure 2Source Annual 220Figure 2Source Annual 22BlackBerry devices have been able to successfully marry the utility of traditional PDAs with a cellphone as well as include mobile internet and Email, in order to create an essential all-in-one tool for any business professional. RIM has been able to revise the features of the line in order to give customers what they want in their devices.<br />Though they have remained dedicated to their original purpose, RIM has been able to keep their devices current and to some extent trendy. This places BlackBerry devices in popular demand, giving them the number one market share position for smartphones in the United States.<br />Marketing Strategy<br />RIM describes in its most recent Annual Information Form, its business strategy which upon analysis appears to truly be its Marketing Strategy, below in italics are the points which it includes in its strategy.<br />“Extend Technology Leadership”<br />RIM wants to lead the industry by example in the development of new technologies, and allowing for the growth in the number of applications available. RIM wants to encourage more service providers internationally to support blackberry devices and service. (Annual 14)<br />“Broaden Strategic Alliances and Relationships”<br />RIM wants to continue to increase its strategic alliances and relationships for a two-fold purpose. The primary reason is to increase the quality of the products which it produces because of the collaborative efforts and added resources. The second purpose is to increase the availability & functionality of the devices by joining with global telecommunications carriers and social networking websites. (Annual 14)<br />“Promote and Enhance Development of Third Party Software”<br />RIM wants to foster an environment which is more suitable for the creation of third party applications compatible with BlackBerry Devices, which increases the functionality of the devices, as well as open up RIM for more potential revenue from the sales of the third party applications. (Annual 15)<br />Expand the Global Reach of the BlackBerry Platform<br />RIM wants to increase its international presence, by building ties to carriers, distributors and customers. This is done to increase the market, as well as increase the functionality of BlackBerry devices worldwide. (Annual 15)<br />Extend BlackBerry’s Reach into the Prosumer and Consumer Market <br />RIM is aware that though they have a very strong hold on the Enterprise market, It has a large share to make up in the consumer and prosumer market. They are directly combating this problem by partnering companies with high visibility in these markets, in order to target the customers in those markets. (Annual 15)<br />Build Awareness and Relevance of the BlackBerry Brand<br />RIM wants to increase familiarity with its “Love What You Do” advertising campaign domestically and internationally. (Annual 15)<br />Maintain Market Leadership and Expand Customer Base<br />RIM wants to utilize its Market Share in order to create more strategic alliances which will promote new devices. RIM wants to continue its commitment to bringing the best, newest devices to the market place. (Annual 15)<br />Enhance and Expand the BlackBerry Wireless Solution<br />RIM wants to tailor its products to each of its markets, to provide the best device possible for what each of its segments utilizes it for. This includes the creation of additional applications by either RIM or other third party developers. (Annual 15)<br />Continue to Invest in Highly Qualified Personnel<br />RIM wants to invest in its human capital, both from inside the organization, and by recruiting new employees who have strengths that can further the development of the company. (Annual 15)<br />Acquisition and Investment Strategy<br />RIM wants to expand by purchasing and investing in companies and products which have a potential to help RIM in the long run. RIM also wants to purchase various beneficial properties when there is the chance to do such. (Annual 16)<br />Core Competencies <br />The following items in Italics are factors which RIM defines in its most recent Annual Information Form, which it feels influence success in the smartphone market. These are RIM’s core competencies <br />“small size and light weight converged devices”(Annual 10)<br />Size and functionality of devices are essential to a competitive. The consumers want to minimize the devices which they carry around with them. By giving the customers the most “Bang for their buck” RIM is able to maintain their status as the market leader.<br />“reasonable battery life” (Annual 10)<br />An electronic device is defined by its battery life. A manufacturer may have a product with the best functionality and the most feature, however if it cannot operate for longer than an hour off of its charger, then the device will ultimately fail.<br />“intuitive interface and ease of use” (Annual 10)<br />Consumers want products which are easy to use which they can easily figure out. Advanced features are important, but if the consumer has no idea how to access them then they are useless.<br />“integration with corporate PBX” (Annual 10)<br />By integrating with Corporate PBX coverage, it allows employees to have full access to corporate phone books wherever they go. This keeps with the mobile office utility of BlackBerry devices.<br />“extensive geographic coverage” (Annual 10)<br />Phones are useful if they can get coverage. If the Network which supports the devices lacks a large area of coverage, then the device has a very limited useable area. RIM Utilizes major carriers which have very wide ranges of coverage. Because they have not limited themselves to a single network, the decision of which network to use is left up to the consumer. <br />“competitive pricing” (Annual 10)<br />As with any thing it is important for the good to be reasonably priced, because if it is not, the consumer would have no interest in it. RIM stays in line with the prices of the other Smartphones available in the marketplace<br />“flexible architecture” (Annual 10)<br />The infrastructure which is required for BlackBerry devices is such that it can easily be added to existing systems for wireless networks.<br />“end-to-end security” (Annual 10)<br />BlackBerry Devices are designed to be customized to suit the purpose which the corporation wants then to. Because of this, it saves the customer from having to totally refit their system, and instead allows them to immediately continue business in a more efficient fashion.<br />“trusted brand” (Annual 10)<br />Brand Equity is important to all businesses. RIM has a very strong presence and though consumers may not recognize the name Research in Motion, they will very likely recognize the brand power of the BlackBerry line of devices<br />“push-based outbound port architecture” (Annual 10)<br />Instead of relying on the phone to constantly pull the data, BlackBerry devices have the data pushed to them which puts them in constant contact with the network.<br />“extensive customer care capabilities” (Annual 10)<br />As with any business, it is important to provide support to the customers who purchase your company’s goods.<br />“multi-network support” (Annual 10)<br />It is important for the Devices to be available on as many networks as possible because that allows the customer to choose which network they want to get service with.<br />“connectivity to enterprise email and applications” (Annual 10)<br />Consumers want their Smartphones to give them their emails. This function can only occur if their email service is supported by this device. By supporting all of the major email software, RIM ensures that its devices prove useful for their customers.<br />“connectivity to personal messaging, social networking, multimedia and other applications” (Annual 10)<br />By increasing the social features of the BlackBerry devices, RIM makes the devices more marketable to individuals who are not interested in the enterprise functions of the devices.<br />“access to third party applications” (Annual 10)<br /> By placing a larger emphasis on Third Party Applications, RIM primarily makes the device more appealing to the consumer market, but also allows for another area where they can make money off of the devices.<br />Competitive Advantages<br />RIM defines its competitive advantages in its Annual Information Form for fiscal 2010. They are shown below in italics.<br />“Push-based Architecture” (Annual 11)<br />Blackberry devices are constantly connected to the network, and having information pushed to them. This has become the industry standard.<br />“Extended Functionality” (Annual 11)<br />RIM continues to increase the uses of its BlackBerry devices in order to make them more useful to the customer<br />“Pricing” Annual 11)<br />While BlackBerry devices cost more than traditional mobile phones, the additional cost can be considered an investment in the future, because it leads to an increase in productivity.<br />“Strength of the BlackBerry Brand and Market Awareness” (Annual 12)<br />Because of its widely known name, BlackBerry devices are seeing a strong growth especially in Foreign markets.<br />“Support for Multiple Carriers, Geographies and Network Protocols.” (Annual 12)<br />RIM has developed its devices so that they are versatile enough to be supported by about 550 wireless carriers covering 175 countries. This is one of the key factors to success, because it leaves the network selection up to the consumer.<br />“Intellectual Property Rights” (Annual 12)<br />RIM maintains the licenses to protect the innovations which it has developed from use by competing firms.<br />“ Extensibility and Flexible Architecture” (Annual 12)<br />RIM has designed its BlackBerry devices to have hardware which is easy to make software compatible with. This results in a high volume of applications produced for the platform.<br />“Support of a Vibrant Developer Community” (Annual 12-13)<br />RIM has the support of a large network of third party developers of applications which makes the device more marketable to the public. RIM fosters the network’s development with a support structure as well as a funding source, the BlackBerry Partner Fund.<br />“Spectral Efficiency” (Annual 13)<br />RIM has developed an infrastructure which can easily be integrated to any carrier which minimizes capital expenditures which has a net result of lower cost to be passed on to the consumer.<br />“Access to Key Corporate Data Stores” (Annual 13)<br />BlackBerry devices can be integrated to include many different corporate information sources, which allows the information to be utilized almost anywhere<br />“Security” (Annual 13-14)<br />The security of BlackBerry devices can be adapted to meet the needs of any corporation. It was designed to accept existing corporate email systems rather than force companies to integrate a whole new system.<br />“Manageability” (Annual 14)<br />BlackBerry devices simply the life. They connect over-the-air in order to constantly sync the device with its home station. It eliminates duplicate copies of items on the phone and on the home station.<br />“BlackBerry Outbound Port Architecture” (Annual 14)<br />RIM has simplified the security of its devices so that their needs not be any modification to security measures which corporate IT department already have in place. <br />rightbottomDirect Competition<br />RIM’s direct competitors are those in the smartphone market. Specifically, it is broken into three portions of the market. While RIM is still the leader in market share, it is being approached rapidly by apple’s iPhone, and even more quickly by Phones which use the Google Android Operating system.<br />Apple<br />26377902219960Figure 3Source BlackBerry00Figure 3Source BlackBerryThe first key Competitor is Apple, namely its line of iPhone Smartphones. The first iPhone was released in 2007, eight years after RIM’s initial BlackBerry offering. It has been able to compete well against the BlackBerry line, holding onto a 24 percent market share against RIM’s 37 percent (38). <br />14192252171065Figure 4Source Yahoo Finance00Figure 4Source Yahoo Finance1261745-31940500Though Apple’s business is highly diversified, the iPhone and the products and services related to it accounted for 30 percent of Apple’s revenue in 2009, the largest segment of Apple’s business (Hoovers 1). Though Apple is a global company, its presence is the strongest in the United States where 44 percent of its revenue came from in 2009 (Hoovers 1). This makes the United States smartphone market an essential area of competition for Apple.<br />Apple was started in 1976 by Steve Jobs and Steve Wozniak initially as a computer manufacturer. While Apple has still maintained its roots in the computer industry, despite a rough patch in the ninnies, it has largely moved into the Consumer Electronics industry. This transformation gradually occurred, first with the iPod in October 2001 , followed by the iPhone in June 2007, and the latest in the line the iPad (Apple Marketing). <br />Apple’s official name was Apple Computer. However, as a reflection that Apple had expanded far beyond its computer manufacturing roots, its name was changed to Apple inc. in 2007 (Apple Profile). <br />Apple has become one of if not the best example of a product with a true fan following. It has become a favorite brand for generation X and Y. Its products are categorized by their simple interface and aesthetic appeal. <br />Apple employs over 34,000 people in its worldwide locations (AAPL Profile). Between September 25, 2009 and September 25, 2010 Apple saw a revenue of over $59 Billion and a gross profit of over $17 Billion (AAPL Key). <br />Google Android<br />Google is the newest member of this Competition. Google was started in 1998 by Sergey Brin and Larry Paige. It was initially a search engine, but it has expanded to include various other ventures, from online applications, to online file storage and most recently operating systems for Smartphones. Google acquired Android in 2005 and began working on its mobile phone operating system. <br />Google has made a serious effort to diversify its business. In 2009, Google made a promise to acquire one small company a month, and has thus far made stayed true to this commitment (Hoovers 2). In addition, Google encourages all of the engineers which it employs to spend 20 percent of their time at work working on something which interests them (Hoovers 2). Many of Google’s projects are initially tied to this program (Hoovers 2).<br />Google’s first Entrance into the market place was with the release of the Google G1 phone available exclusively through T-Mobile in 2008. Though it was the first phone released utilizing the Android operating system. Since then, Google has released Android to be used by any developer on any phone, for any network which they want to place it on. <br />Unlike the approach of Apple and RIM, Android is not a proprietary language which only works on Google’s phones. Rather it has been made available for use by all manufacturers which has led to a skyrocketing market share, currently holding on to 20 percent of the market, and increase of 6.6 percent over the previous three months (BlackBerry).Android has also been recognized an operating system which is much easier to develop applications for.<br />Also unlike the approach of Apple and RIM, Google does not profit from the sale of the phones themselves<br />Google has almost 20,000 employees worldwide (GOOG Profile). From September 30, 2009 through September 30, 2010, they saw a revenue of $27.5 Billion and a Profit of Almost $15 Billion(GOOG Key). <br />Indirect Competitorsrightcenter0<br />2924810931545Figure 5Source BlackBerry00Figure 5Source BlackBerryWhile BlackBerry devices are smartphones, they are also cellphones. Because of this RIM’s indirect competition are other cellphone manufactures. RIM is the only major smartphone manufacturer which also is among the top five in mobile phone market share in the U.S. as illustrated in Figure 5<br />Samsung<br />Samsung is currently the market leader in the United States mobile phone market (BlackBerry). It also saw the largest revenue in 2009 with almost $96 billion (Hoovers 7). Telecommunications accounted for 27 percent of Revenue in 2008, which made it the second largest portion of Samsung’s business after Digital media (Hoovers 7).<br />LG<br />LG has 21.20 percent of the United States mobile phone market, however LG is a very diversified company. Though they are large players in the United States Mobile Phone market, Telecommunications only accounted for 12 percent of its revenue in 2009 (Hoovers 3). In 2009, LG saw revenue of over $86 billion (Hoovers 3).<br />Motorola<br />Motorola was the first company to make an entrance into the mobile phone market. In 2009, Motorola saw revenue of over $22 Billion; however it posted a loss of $28 Million (Hoovers 4). The once top dog has since dropped to number three in the mobile phone market in the United States, with 18.8 Percent of the market share (BlackBerry). 54 percent of Motorola’s revenue was earned in the United States in 2009, making it the largest market for Motorola (Hoovers 4). Mobile phones accounted for 32 percent of its revenue in 2009, making it the second most profitable sector (Hoovers 4).<br />Nokia<br />Nokia has the fifth largest market share in the United States mobile phone industry with 7.6 percent of the market (BlackBerry). Nokia is a far more global company than the others on the list, with the United States only accounting for three percent of its revenue in 2008 (Hoovers 5). In 2009, Nokia saw revenue of almost $59 Billion (Hoovers 5) Mobile Phones and related services accounted for 69 percent of Nokia’s revenue in 2008.<br />Competitors Marketing Strategies<br />Apple<br />Apple relies on its fan base in addition to traditional marketing means to market its phone. It has adopted the slogan of “there’s an app for that” to convey the functionality of not only its phone but the aftermarket applications which can be bought through Apple’s iTunes store to increase the capabilities of the iPhone. Most of Apple’s marketing also includes AT&T, the sole provider of service to the iPhone, however there is speculation that the iPhone will be brought to the Verizon network in 2011.<br />Apple also utilizes buzz marketing, particularly when launching a new product. The speculation and rumors that surround Apple’s product launches peaks interest in customers, which has led to some of the most successful new product launches on record. <br />According to John Martellaro, former Senior Marketing Manager at Apple, Apple intentionally leaks information about new products. He states, “Often Apple has a need to let information out, unofficially. The company has been doing that for years, and it helps preserve Apple’s consistent, official reputation for never talking about unreleased products. I know, because when I was a Senior Marketing Manager at Apple, I was instructed to do some controlled leaks.” (Vasquez)<br />Android<br />Google More relies upon its open source approach to its Android Operating System. Because it is not designed for any particular phone on any singular network, there is far more expansion because it is more widely available.<br />Core competency comparison chart<br />RIMAppleAndroidStrengths-Strong Enterprise following-Most secure-Very Strong Brand following-High number of available third party applications-Fastest Growing-Many different developers and manufacturers are using itWeaknesses-Still lacking a following in the Prosumer and Consumer Markets-Only available on one network-Google is making no profits from the sales of the phones<br />Competitive Barriers <br />The following items in italics are Barriers which RIM identifies in its latest Annual Information Form as barriers of entry; however they are also competitive barriers. <br />“Proprietary technology, including hardware and software expertise and intellectual property rights” (Annual 10)<br />Just as with any other industry, a company is defined by the components and devices which it develops. Because of this, Research and Development is essential to the development of new products as well as making sure that the current product line is in line with what the competition is coming up with.<br />“Existing strategic alliances and relationships” (Annual 10)<br />While strategic alliances can be beneficial in many ways, they can hurt a company. If there is a company which is already in a strategic alliance with a competitor, then they will not also enter into an alliance with you. So whatever they are developing will not be able to be utilized in the development of new products. <br />“Access to components and established supplier relationships” (Annual 10)<br />Without a well-defined and fully functional supply chain, it is impossible to get goods produced and sold to the end consumer. <br />“Existing customer and channel relationships” (Annual 10)<br />Brand loyalty is essential in any business. Though RIM has a strong following for its BlackBerry devices, it is in an industry where the emerging competitors have a strong brand loyalty for other products which they make. This can ultimately hurt the number of new subscribers which RIM sees.<br />“Scarcity of highly qualified personnel” (Annual 10)<br />The technical knowledge is important in the design and engineering of the devices. In many cases the individuals with those skill sets have gone to other, more profitable industries, so it becomes very important to find a way to attract them to working on the devices.<br />“Significant development costs and time-to-market” (Annual 10)<br />Because of the nature of the industry, it takes an extended period of time for a new product to go from the planning stages to market. Any delays in the development of a new product cost the company extraordinary amounts of money, and ultimately could be detrimental to the products success.<br />“Manufacturing expertise” (Annual 10)<br />Because of the highly technical nature of the product, the manufacture of the devices cannot easily be transferred to other facilities, so once a facility is selected for production, it needs to perform up to par, or it will set the company back in production and ultimately profits.<br />“Significant capital requirement” (Annual 10)<br />While the current pay off in the smartphone industry is high, the money put into it is equally high. Like most tech industries the components going into the devices are very expensive, which means that new device development becomes a very costly facet of the business.<br />“Regulatory barriers, such as Federal Communications Commission approval and network certification” (Annual 10)<br />Government red tape can tie up any operation. While it is an issue when conducting business domestically, in the United States, it proves to be an even larger obstacle when conducting business in a new, unfamiliar country.<br />“Market and brand recognition of industry leaders.” (Annual 10)<br />As the market becomes more saturated with competition it becomes essential to preserve brand power and recognition, and to ensure that the brand stands for the same things that the company does.<br />RIM’s Point of Difference <br />RIM’s point of difference is that Blackberry devices were originally designed for enterprise, the consumer and prosumer markets came as a reaction to the initial offering. The iPhone and Android based devices began in the consumer markets and are trying to adapt their products for use in the enterprise market.<br />Point of Difference Feature Chart <br />RIMAppleAndroidPrice range of devices$0-$199.99$99.00-$299.00$49.99-249.99Current U.S. CarriesVerizonAT&TT-MobileSprintAT&TVerizonAT&TT-MobileSprintProprietary PhonesYesYesNo<br />General Customer Description <br />RIM’s Customers are the retailers who resell the devices; however the end customers, the people who actually use the BlackBerry devices are the people whom RIM markets the device to. RIM’s customers are broken into three segments: Consumers, Prosumers, and the enterprise market (Annual 9). While the original target market was the enterprise market, it has since expanded to include both, the Consumer and Prosumer markets <br />Segmentation<br />The segmentation of Rim’s end customers is broken into three categories which are defined in RIM’s latest Annual Information form.<br />The Consumer Market<br />These are the consumers who buy the device for personal use. These are customers who may be more interested on the applications available for the device as well as the features which can be used to make their life easier. These are customers who purchased the device out of pocket. (Annual 9)<br />The Prosumer Market<br />This is composed of the consumers who use the device for both, business and personal use. These customers use the phone for its full business functionality, but also may use it to find nearby restaurants or to look at the scores for games while out with friends. These may be customers who bought the device to simplify their business life, and realized that the device would also be beneficial in their personal life. They may also be customers who received the device from their employer who allows them to use the device for personal use as well.(Annual 9)<br />The Enterprise Market<br />These customers solely use the functionality of their devices to stay in touch with their work while they are away from the office. These are, most likely, customers who received the devices from their employer and do not want to use it for personal use. (Annual 9)<br />Conclusion<br />While RIM is the current market leader they are seeing a strong opposition from Apple’s iPhone and devices which Utilize Google’s Android operating system. Even though RIM is seeing a decline in market share, they are still seeing a strong increase in revenue because the Smartphone market is growing rapidly. This is due to many consumers purchasing smartphones because of their increased utility over traditional mobile phones.<br />Works Cited<br /> “GOOG Key Statistics.” Yahoo! Finance. 21 October 2010 <http://finance.yahoo.com/q/ ks?s=goog>.<br /> “GOOG Profile.” Yahoo! Finance. 21 October 2010 <http://finance.yahoo.com/q/pr?s= goog>.<br />“AAPL Key Statistics.” Yahoo! Finance. 21 October 2010 <http://finance.yahoo.com/q/ ks?s=aapl>.<br /> “AAPL Profile.” Yahoo! Finance. 21 October 2010 <http://finance.yahoo.com/q/pr?s= aapl>.<br /> “Apple Marketing Strategy.” VertyGo Team. 20 October 2010 <http;//www.vertygoteam. com/apple_marketing_strategy.php>.<br />“Apple Profile.” 5 July 2010. NYJobSource.com. 21 October 2010 <http://nyjobsource. com/apple.html>.<br />Annual Information Form. 1 April 2010. Research In Motion Limited. Rim.com. 16 October 2010 <http://www.rim.com/investors/documents/pdf/AIF/AIF_Fiscal _2010.pdf>.<br />“BlackBerry Loses Market Share to Android in Summer.” 6 October 2010. Electronista.com. 16 October 2010 <http://www.electronista.com/print/80137>.<br />Hoovers 1. “Hoover’s Company Records –In-depth Records Apple Inc.” Hoovers. 30 October 2010.<br />Hoovers 2. “Hoover’s Company Records – In-depth Records Google Inc.” Hoovers. 26 October 2010.<br />Hoovers 3. “Hoover’s Company Records - In-depth Records LG Corp.” Hoovers. 26 October 2010.<br />Hoovers 4. “Hoover’s Company Records - In-depth Records Motorola, Inc.” Hoovers. 26 October 2010.<br />Hoovers 5. “Hoover’s Company Records –In-depth Records Nokia Corporation” Hoovers. 30 October 2010.<br />Hoovers 6. “Hoover’s Company Records – In-depth Records Research In Motion Limited” Hoovers. 26 October 2010.<br />Hoovers 7. “Hoover’s Company Records - In-depth Records Samsung Electronics Co., Ltd.” Hoovers. 26 October 2010.<br />“RIMM Key Statistics.” Yahoo! Finance. 21 October 2010 <http://finance.yahoo.com/q/ ks?s=rimm>.<br />“RIMM Profile.” Yahoo! Finance. 21 October 2010 <http://finance.yahoo.com/q/pr?s= rimm>.<br />Vasquez, Bertrand. “Apple’s Marketing Strategy Revealed.” 6 January 2010. Erictric.com. 20 October 2010 <http://erictric.com/2010/01/06/apples-marketing-strategy-revealed/>.<br />

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