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    Blackberry Scenario Analysis Presentation Blackberry Scenario Analysis Presentation Presentation Transcript

    • RIM - Blackberry
      MTDB’10 Group A
      Industry analysis models
      23rd of March 2010
      MMS 3 Group C
    • index
      1. What is Blackberry?
      2. Blue Ocean Strategy
      3. SWOT
      4. Basic trends (8x)
      5. Uncertainties (4x)
      6.Framework axes
      7. Framework (5x)
      8. Questions!
    • What is Blackberry?
      Connect mobile with, Exchange, Lotus Notes, Novell Groupwise & others
      Blackberry Enterprise Server
      Secure
      Introduced in 1999 by RIM
      Designed for business people
    • Blue Ocean Strategy
      Before only cell phone and pagers
      New technology developed
      First mobile email device
      Push email
      Secure
      Enterprise segment
    • SWOT Analysis
      Strengths
      Unique offering & strategy
      Well designed software
      Powerful brand
      Offering Carrier friendly
      Weaknesses
      Scalability & Global coverage
      Blackbery architecture
      Total cost of ownership
      Business Model not carrier friendly
      Threats
      Tougher competition
      New technology
      Opportunities
      Extend third party application
      Different offerings
    • Scenario Analysis
    • Basic trends
    • 1. Feature-rich device becomes standard
      Camara
      3G
      Wi-Fi
      Music player
      GPS
      are standard
    • 2. Location based & Augmented reality
    • 3. App download increase
    • 4. Cloud-computing
    • 5. Telco ARPU declines Data ARPU increases
    • 6. Growth
    • Symbianis loosing market to new players
      RIM will keep worldwide no. 2 position
      Android grows quickly
      7. Android & iPhoneO.S.
    • 7. Open-source
    • Uncertainties
    • 1. Market players
    • 2. Consumer expectations
      2.
    • 3. Technology
    • 4. Infrastructure
    • framework
    • The axis
      Y: Degree of convergence
      X: No of players
    • Scenario framework
      High
      After the Boom
      Few companies drive innovation
      No common standards
      End-to-end integrating players rule
      Open platforms have advantage
      Revenue increase, convergence
      The playground
      Common standards
      Low prices
      Innovation is key
      Specialized players
      Revenue increase depends on adaption to convergence
      1
      2
      Low
      High
      Cost Cutting
      High competition, few players
      Less innovation
      Survival depends on efficiency
      Saturated market
      Profits around 4-5%
      Overcrowded garden pond
      Push for innovation
      High level of competition
      Differentiation by Niche markets
      Not very profitable
      Risk of price wars
      Consolidation of players
      3
      4
      Low
    • After the Boom
      Few players
      High level of convergence
      Scenario
      Four main players
      Closed vs. Open
      HTC/Google
      Bargaining power suppliers
      Warning bells
      Market highly receptive to new technology
      Many companies entering & leaving
      New technology like LBS and AR gain prominence in daily life
      Strategy
      Focus on consumer market
      Also focus on professional market
      Innovate
      Digital Home
      Keep platform closed to keep quality
    • the Playground
      Many players
      High level of convergence
      Scenario
      Open source wins battle of standards
      Separation hardware, software, apps
      Specialization
      Highly competitive
      Success depends on ability to adapt to convergence
      Warning bells
      Many players entering
      Everyone makes profit
      Highly segmented market
      Strategy
      Focus on core market
      Integrated customized enterprise solutions
      Sell a service
    • Cost cutting
      Few players
      Low level of convergence
      Scenario
      Mature market
      Little innovation
      Few players in the market
      Tough competition
      Phones become (fashion) statements
      Warning bells
      Companies can either spun-off or sold
      Promising technologies turn out to be a fad
      Industry focus on cost efficiency
      Strategy
      Focus on enterprise market
      Customized & standard products
      Sharing risk with customer
    • Overcrowded garden pond
      Many players
      Low level of convergence
      Scenario
      Small market
      Focus on niche
      Low profitability
      Players with sufficient back up or other competitive advantage will survive
      Warning bells
      High level of competition
      Price-wars
      Specialization on niche segments
      Consolidation of players WINTELOKIA
      Strategy
      Consolidation
      RIMBM
      Build on key capabilities
    • Questions?