Blackberry Media Plan | Newhouse Advertising Graduate Program

1,461 views

Published on

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,461
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
47
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Blackberry Media Plan | Newhouse Advertising Graduate Program

  1. 1. Media Plan 2013-2014Samuel Smith, Candy Lee, Edmee JorgeBlackBerry 10
  2. 2. 3Executive Summary 4Understanding BlackBerry 6The Competition 8SWOT 10Advertising History 11Who Buys a BlackBerry? 12Target Persona 14Geography 16BDI/CDI 16Quintiles 17Media Mix 17Vehicles 18Geography 28Reach/Frequency 30Media Budget 32Scheduling/Timing 34Sales Promotions 35
  3. 3. 4ExecutiveSummary/Target MarketSince phones are so often stolen and lost,corporations have a crucial decision tomake about the phone that they choose.Since its introduction, BlackBerry hasbeen a corporate device designed andmanufactured primarily for corporatecustomers. While it has received someadoption in the consumer market, webelieve that the future of the device isas a secure device that a corporation iscomfortable using to protect trade secretsand confidential information that may besent via email or stored on the cloud.As such, we developed a media plantargeted specifically at the corporateworld, aiming to create a critical massof adoption within certain corporationsin order to best facilitate the use ofproprietary BlackBerry apps andBlackBerry Messenger as a way tostreamline and manage work on the go.Since we are targeting the corporatecustomer, we are making a strictly B2Bplay with our media plan. We want toconvince CEOs, CFOs, CIOs, CTOs, andother upper management staff that theBlackBerry is a critical device for the safetyand security of their private data.Media StrategyReaching C-level executives is no easytask, so we’ve selected eleven differenttypes of media to help us reach our targetaudience no matter what their media pref-erences. Our media selections include:• Television• Newspaper• Magazines• Radio• Out of Home• Direct Mail• Digital• GuerillaWe first identified what types of mediathese corporate consumers prefer, findingthat business, sports, and news is themost appropriate way to efficiently reachthem.Next, we selected media vehicles withineach media that both fits the consumptionhabits of corporate executives and allowsBlackBerry to advertise without seemingout of place.
  4. 4. 5Then, we developed a high-reach,medium-frequency campaign designed toraise awareness about the BlackBerry 10and its clear superiority to other deviceswhen it comes to corporate security.Launch DateThe BlackBerry 10 is scheduled to launchon January 30, 2012, and our flight planbegins in January with high reach, highfrequency strategy continuing throughFebruary. In March, we pause thecampaign in order to save money whileour frequency is still residually high fromour launch campaign. We resume ourburst schedule in April and May, pausingagain in June. This cycle continuesthroughout the year.We thought it was important to use a burstschedule due to the purchase cycle ofcellular phones. Contracts expire after twoyears, but users are eligible for an upgradeafter 18 months. This leads many usersto upgrade and be locked into another 2year contract, unable to purchase our newBlackBerry 10. As such, our campaignis designed to increase frequency whenit is likely that a consumer is consideringa purchase of a new phone, urging themto wait until their contract expires so thatthey can switch to BlackBerry.Sales PromotionsFinally, we introduce two sales promotions:an opportunity for CFOs to add greatvalue to their employees’ phones withfree business and productivity apps for ayear and a personal assistant for C-levelexecutives who purchase BlackBerrydevices for their companies.
  5. 5. 6UnderstandingBlackBerry/Product HistoryResearch in Motion developed the first BlackBerry device, an email pager,in 1999. Since then, the BlackBerry has been widely used in corporateenvironments as a way to stay in touch with one’s work while on the go.BlackBerry 7210, the first BlackBerry to resemble a modern smartphone, wasreleased in 2003. It was able to function as a telephone, send SMS messages,browse the Web, send/receive email, and manage common PDA functionslike agendas and calendars. It featured the world’s first QWERTY keyboardon a phone which has since been one of the brand’s key unique sellingpropositions. Since then, each new major iteration of the device has featuredan increasing model number. The BlackBerry Curve 8520 was released in 2009and featured the BlackBerry’s signature trackpad in the center as well as a hostof new software services. In 2010, BlackBerry announced the release of theBlackBerry Bold 9780 and the Torch 9800. While the Bold and Torch featuredfaster CPUs, more RAM, and bigger screens, they were clearly developedprimarily as successors to the BlackBerryCurve, not as devices that broke the mold.ProductAs early as 2010, BlackBerry was alinchpin of corporate communications, asits function and design allowed secure,reliable, and seamless communication.However, since then, companies suchas Apple have realized the importanceof marketing a business savvy smartphone device, and have taken measuresto effectively compete with Blackberryin that department, namely in terms of asecure operating system. As evidence,TechRepublic cites the latest researchfrom Trend Micro, which suggests thatthe added security features on Apple’siPhone have significantly closed the gapbetween Apple and BlackBerry’s securityprotection. (BGR)Blackberry, however, with the introductionof its newest device, the BlackBerry10, seemingly aims to reclaim its oncedominated position as the most securesmartphone. While the Blackberry 10will offer a large selection of the leadingapplications from across all categories,such as Games, Productivity, Social,Lifestyle and Leisure, Multimedia andPublished Content, it will also be designedfor business and enterprise use.In terms of its appeal towards business
  6. 6. 7usage, on November 8, 2012, TheBlackBerry 10 platform achieved FIPS140-2 certification. This marks the firsttime that a BlackBerry product has beencertified prior to its launch, and will allowgovernment agencies to deploy BlackBerry10 smartphones as soon as they are madeavailable.“That [certification] will be key to cementingRIM’s reputation as the most securesmartphone on the market,” said MichaelBrown, RIM’s vice president for securityproduct management. “That will helpmaintain the support of governmentagencies, a key market.”PriceAccording to Thorsten Heins, CEO of RIM,the initial batch of BlackBerry 10 devices will“attempt to tap into the middle-to-high-endportion of the smartphone space.” Whilethis will be the case in Quarter 1 of 2013,undoubtedly to better compete with thelikeness of Apple, Samsung and Microsoft,cheaper devices, differing in processingpower and storage will be released at avariety of price points later in the year.PlacementIn July, Chief Marketing Officer FrankBoulben suggested the introduction ofBlackBerry 10 devices would be worldwide.While making no mention of specificcountries, or whether or not the U.S wouldbe included initially, when asked of thedevices distribution plan, he did confirm thatit will reach multiple countries on multiplecontinents.Choosing to initially release the deviceoutside the U.S. to generate more buzzmight be a worthwhile strategy, Howe(analyst @ research firm Yankee Group)said. “The hypothesis that they might startoutside the U.S. is possible, as it wouldgive them some pretty good sales numbersearly,” he said. “They could launch withseveral million units sold within weeks.”PromotionThe company, which remained quiet untilvery recently about the official BlackBerry10 launch date, has confirmed the deviceswill be debuted on January 30, 2013. Priorto this information being released, it waswell known that the company would launchin the first quarter, which would allow thebuzz of other high-profile smartphones theopportunity to run their course.However, despite waiting until next year torelease the device, RIM has been incrediblyactive in recent months, generating interestand discussion of their newest productthrough a series of events under the titleBlackBerry 10 Jam World Tour.The larger BlackBerry Jam conference forthe Americas region will feature CEO, Heins,as a keynote speaker, and executives willtake questions from the press.The launch event, which began in Austin,TX on June 5, will continue to take placesimultaneously in multiple cities in multiplecountries across multiple continents. At theevent, RIM is expected to unveil specificdetails of the device, which include but arenot limited to, model names, pricing, carrierpartnership and, possibly the official releasedate.For those cities in which the BlackBerry JamTour has already taken place, the event isdescribed as having attracted developersand industry leaders who understand thepower of BlackBerry and wanted to takeadvantage of building for the platform.Whether a Native, Web, or Android™developer, attendees got the opportunityto hear from RIM experts and developerleaders who offered a comprehensivelook into the powerful, game-changingBlackBerry 10 platform.Despite the initial and continued successof the BlackBerry 10 Jam World Tour, RIMis starting slow, Boulben said. This eventThe developer conference represents thefirst step in building some buzz, and thecompany will educate customers on thenew user interface over the next few monthsbefore the big launch early next year.
  7. 7. 8TheCompetition/Cellular phone usage in the corporate mar-ket is closely tied to the consumer marketdue to the emergence of “BYOD,” or Bring YourOwn Device. Prior to the emergence of BYOD, itwas imperative for employees to have the samemobile device, as it would enable the IT staff tomanage and troubleshoot just one device model.The emergence of Android and the iPhone forcedbusinesses to adapt their IT practices.In an August 2012 report of the consumersmartphone market, 116.5 million peoplein the United States owned smartphones.Of this market, 52.6% owned a smart-phone on the Google Android platform,34.3% owned iPhones, 8.3% ownedBlackBerry devices, 3.6% owned Mi-crosoft smartphones and 0.7% ownedSymbian-powered devices.In the corporate market, however, Appleand BlackBerry are neck-and-neck, with29% ownership of Apple devices amongcorporate users and 26% of corporate us-ers owning a BlackBerry (Mintel, 2012).This market share has shifted dramaticallyin a few short years. As early as 2010, theBlackBerry market share was growing atabout 46% year over year, and during Q12010, BlackBerry models accounted forfive of the top ten selling smartphones.Chart from 2009. Because the operating margin oniPhones are so large, Apple makes more money on everyphone that they sell, putting their company in a muchstronger position to advertise and build a brand than RIM.
  8. 8. 11 2 32 3449SamsungSamsung’s current messaging strategy isone that is focused directly on comparingits products with its high profile competi-tor, the iPhone. Samsung has identifiedApple’s weaknesses (even going so faras to call those waiting in line for the newiPhone, iSheep), and is attempting togain competitive advantage by exposingthem to their target audience. By simul-taneously poking fun at iPhone users,highlighting the features that are uniqueto Samsung’s products and finishing withthe tagline, “the next big thing is alreadyhere,” the messaging strategy is appar-ent as one aimed at presenting them-selves as a threat and viable competitorto the rest of the smartphone industryHTCHTC is aiming to regain lost market shareby changing its marketing strategy to bemore like Apple. While the end goal is toincrease familiarity with the HTC brand,their advertising messages will focusaround highlighting the phone’s featuressuch as it’s camera phone which allowsusers to take pictures during filming ofa video, or its new technology from Dr.Dre’s Beats Electronics LLC.Apple iPhoneApple’s walled-garden approach to itsdevices extends to its mobile phones. Thisapproach allows the company to developinnovations in their platform quickly, asevidenced by the yearly release scheduleof new phones. (Mintel, 2012)Apple’s advertising is focused around therelease schedule of its new devices andthe new features of each device. Aroundrelease season, Apple will launch a largead campaign that highlights the deviceand how it differs from its predecessors.Well-known campaigns include highlight-ing the iPhone 5’s screen size (it’s the per-fect size for your thumb) and the launch ofSiri (with motion picture celebrities usingSiri to manage their lives).The newest model of the iPhone, the 5,launches at a base price of $199 for a16GB phone, $299 for a 32GB phone,and $399 for a 64GB phone.Google AndroidThe Android operating system is like the“wild west” of mobile phone technology.The open platform encourages many dif-ferent hardware choices who have differ-ent needs, such as those who want hardkeyboards, flip phones, or larger screens,but many experts are concerned withthe open nature of Android phones in thecorporate space.“Droid Does” primarily targets Apple’sentrenched brand identity with a clearattempt to reposition the competition.Whereas Apple has always positioneditself as the human destroying the machine(“1984”), Droid positions itself clearly asthe machine. The tagline aims to set Droidas the number two competitor to Apple,making other competitors, includingBlackBerry, seem like non-options.Since Android is an operating system thatmany different phones can run, the lowerand upper limits of pricing tend to be setby the phone manufacturer, not Google.
  9. 9. 10SWOT/ StrengthsThe BlackBerry® 10 platform has recentlyachieved FIPS 140-2 certification, whichmeans that government agencies will be ableto deploy BlackBerry 10 smartphones andBlackBerry® Enterprise Service 10 as soon asit is availableEmerging markets in Latin America, Africaand Asia have helped the company increaseits customer base in recent months, even asNorth American users switch to other phones.Weaknesses“They don’t like using technology that they feelis old because they feel that reflects negativelyon them in front of clients,” says an anonymoussenior systems administrator for a New Yorkinvestment firm.While a company like Apple has enough built-in buzz that it doesn’t have to be too proactivewith marketing, it’s different for the likes of RIM.OpportunitiesRIM needs a hit to help it reverse market-share losses over the past two years to AppleInc.’s iPhone and devices running Google Inc.’sAndroid software.After hitting a nine-year low on Sept. 24, thestock has gained almost 40 percent on specu-lation that the BlackBerry 10 will reinvigoratesales. Even so, the shares remain more than90 percent below their 2008 peak.RIM faces a cutthroat battle with deep-pock-eted Microsoft for that position (#3 smart-phone), with the loser likely to fade into obso-lescence.ThreatsEnterprise IT departments often invest deeplywhen adopting technologies, buying entirefleets of devices and training scores of workersto provide support. With news reports detailingthe depths of RIM’s suffering, enterprise cus-tomers are nervous about investing in a com-pany — and a platform — that might not bearound for long.John Turner, the IT director for accountancynetwork BDO LLP, who says that he’s decidedto allow iPhones on his corporate network forthe first time because Apple has essentiallycaught up with RIM and now offers security op-tions comparable to BlackBerry.
  10. 10. 11AdvertisingHistory/BlackBerryAdvertising by BlackBerry since January2011 has been sizable: $41 million spent toadvertise the BlackBerry Bold, $5 million toadvertise the BlackBerry Torch, $4.3 millionfor the BlackBerry Style, and $11.5 million toadvertise the overall brand, but they’ve failedto capture the advertising dominance thatthey did in earlier years, primarily due to theemergence of Apple as a major advertiser.Key trends that we see in BlackBerry’s adver-tising include:BlackBerry no longer advertises itsbrand, only products. While BlackBerry wasthe top most advertised brand in 2007-2010,with a total media spend of $213.8 million, in2011-2012 we see only $11.5 million goingtowards the brand.BlackBerry Bold’s budget bolstered.BlackBerry significantly grew advertisingbudgets for the Bold, which earned $43.5million in advertising in the four years between2007-2010 and a whopping $41.2 million in2011-2012.Campaigns to Know:• Be Bold• Action Starts HereApple iPhoneThe biggest spender in the category, Apple hasdominated the airwaves with their message foryears.Campaigns to Know:• Genius• Change EverythingSamsungSamsung’s advertising is focused aroundthe idea that Samsung products provideconsumers with a platform that offers con-tent and services that “engage and better[consumers’] lives,” said Samsung CMOTodd Pendleton. Samsung will launch adcampaigns focusing on this idea that theirproducts can do things no other smartphonehas the ability to do, such as share pictures,music and videos by tapping two Galaxy S IIIphones together.Campaigns to Know:• Waiting in Line at the Apple Store• Designed for Humans, Inspired by NatureHTCAfter a series of unsuccessful product re-leases in 2012, HTC plans on implement-ing a strategy centered around quality overquantity.Campaigns to Know:• You are the next...• T-Mobile Co-campaign
  11. 11. 12Who Buys ABlackBerry?
  12. 12. Using Simmons, we looked at who owns a BlackBerry and found significanttraction among educated professionals, especially those individuals in uppermanagement: Vice Presidents, Top Management, and CFOs.The median household income of BlackBerry owners is a whopping$105,445.Our next step was to create a target audience based on the high indiceswe observed in Simmons and run that demographic set against lifestylestatements and behaviors. To confirm our initial suspicions, we found highindices for business purchase decision influence and the use of cellularphones for business. We notice also that our target market falls underseveral Experian segmentations, including Mobile Professionals (Index 129),Pragmatic Adopters (Index 117), and Social Connectors (Index 110).We used this information to build a persona and target audience.
  13. 13. 14A Day In The Life - Weekday5:30am - Wake Up Checks email on his Black-Berry immediately upon wak-ing up. Checks reminders/scheduled meetings on hisBlackBerr. Has business newson in the background6:30am - Begins Commute(Driven in Town Car)Drives through Times Square,exposed to out of home media(billboards, bus, taxi, limo,etc.). Reads the business sec-tion of newspaper every morn-ing during his commute.7:00am - 7:00pm (At Work) Constantly receiving emails toboth his BlackBerry and on hislaptop.7:30pm - Commutes Home(Driven in Town Car)Drives through Times Square,exposed to out of home media(billboards, bus, taxi, limo,etc.). Has radio on in the back-ground. Catches up on busi-ness journals/magazines8:00pm - 11:00pm (At Home) Relaxes with family. Watchesa few television shows with hischildren before their bedtimeTurns on the news as back-ground noise. Surfs the webon his iPad, namely financerelated articles.11:30pm (In Bed) Checks his email one last time.A Day In The Life - Weekend7:30am - Wake Up Checks email on his Black-Berry immediately upon wak-ing up. Checks reminders/scheduled meetings on hisBlackBerr. Has business newson in the background10:00am - 12:00pm (Unwind) Reads the weekend paper.Watches television with family.Occasionally checks email1:00pm - 5:00pm(Work+Leisure)Makes time to watch sportingevents on television, usu-ally playing in the backgroundwhile doing work on his laptop.5:00pm - 11:00pm (Leisure) Catches up on emails. Watch-es the nightly news. Checksthe reminders on his BlackBer-ry for next days schedule
  14. 14. 15Target/Thomas Mangas, CFO Armstrong World IndustriesAge44Education Bachelor’s degree in Economics and Historyfrom the University of Virginia in 1990Experience Mangas joined Armstrong in February 2010.He has broad domestic and internationalexperience including implementing tough costmanagement initiatives, exploiting new growthopportunities, acquisition integration, strategicplanning, resource allocation and cost ac-counting.Work InformationJob Focus Mangas is senior vice president and CFOof Armstrong World Industries, Inc., inNew York City.Role in PurchaseProcessAs a result of the economic downturn,Mangas finds himself playing an evenmore active role in the spending deci-sions of all departments of his company.In terms of implementing new technology,Mangas works closely with the IT team,wanting financial input in regards to:• Developing/reviewing business andfunctional requirements.• Preparing/reviewing financial justifica-tion.• Speaking with and evaluating pro-spective vendors.Values When contributing his financial input, there aretree main influences in his decision. As a result,Mangas asks himself three questions whenevaluating a potential investment:• Does the vendor’s product align with thefirm’s specific problems and needs?• What is the price/value relationship?• Has the product been proven in perfor-mance/reliability (functionality, efficiency,productivity, etc.)?InformationSourcesWhen gathering information on potential ven-dors and investments, Mangas looks to vari-ous sources of information, the most popularbeing:• Corporate finance magazines/journals• Newspapers having business content• In-person seminars/conferences• Colleagues in his company
  15. 15. 16Geography/BlackBerry owners tend to be centered around large metropolitan areas.Area IndexNew York Metro 151County Size ‘A’ 121County Size ‘B’ 106County Size ‘C’ 64County Size ‘D’ 66Unfortunately, since metropolitans are spread throughout America, rather thanfocused on any particular reason, we cannot pick a specific geographic regionwhere we can identify sales and promotional opportunities. We will, however, runspot campaigns in key metropolitan areas to be defined later.
  16. 16. 17Quintiles/Quintile Radio (Drive) Radio TV (Prime) Outdoor Internet(Heaviest) I 106 97 116 121 134II 113 106 108 111 130III 123 114 101 103 130IV 80 106 89 94 116(Lightest) V 78 77 85 70 98We identified following media consumption behaviors for our target audience.Media Mix/Our target audience utilizesRadio, TV, Outdoor, andInternet heavily, as judgedby the top two quintiles ineach medium, but acrossthe board a member of ourtarget audience is a mod-erate to heavy consumer ofmedia in many forms.
  17. 17. 18TV News/FinanceWhat: 15-second commercials during prime time during popular news and finance programs.Why:• 98% reach potential, including upscale demographics.• Exposure frequency opportunity.• High geographic flexibility (national, regional, DMA, cable systems).• Further targeting flexibility via selection of day parts, programs, markets.Selections: Kudlow Report, Anderson Cooper, BBC America.Rationale: BBC/CNBC/CNN programming provides a unique opportunity to reach our target marketwhen they’re watching the morning or evening news, which is an important type of media consumption.Medium IndexKudlow Report 128BBC America 116Anderson Cooper 107
  18. 18. 19TV Sports/What: 15-second commercials during popular sporting events.Why: Similar reach and frequency opportunities as TV News, different demographic.Selections: NHL, NFL, NBA, MLB, Golf Channel, PGA Tour, LPGA Tour, ESPN, SportsCenter.Rationale: After a hard day’s work, our target often goes home to watch their favorite sports team.Medium IndexPGA Tour 132Golf Channel 119ESPN 117SportsCenter 112
  19. 19. 20Newspaper/What: 6 x 10.5 half-page horizontal ad in 3 national newspapers and 4 regional papers.Why:• News environment provides sense of immediacy for retailers.• Immediate distribution and readership for announcements/news.• Local market and zone flexibility.Selections: Wall Street Journal, New York Times, USA Today, Philadelphia Inquirer, Chicago Tribune,Atlanta Journal-Constitution, Dallas Morning News.Rationale: According to an independent research study on corporate purchasing decisions, ads inmagazines and newspapers influence 52% of buyers to research and contact vendors.Medium IndexWall Street Journal 150New York Times 136USA Today 134
  20. 20. 21Magazine/What: Full page 4-color ads in 25 magazines in 4 categories: News/Finance, Travel, Sports, and General.Why:• Choice of broad or selective reach.• Target special interest audiences & psychographics.• Help to balance frequency distribution/reach lighter TV viewers.Selections: The Economist, Bloomberg BusinessWeek, The Atlantic, Fortune, Kiplinger’s PersonalFinance, Forbes, Smart Money, Travel + Leisure, Conde Nast Traveler, National Geographic Adventure,Hemisphere (United Airlines), US Airways, Golf Magazine, The New Yorker, Shape, Men’s Health, GQ.Rationale: Similar to newspapers, magazines are influential to 52% of CFOs in their search for B2Bproducts.Medium IndexThe Economist 178BusinessWeek 158The Atlantic 148Fortune 144Forbes 142Medium IndexHemisphere 185Travel + Leisure 149National Geographic Adventure 143Golf Magazine 148
  21. 21. 22Outdoor/What: 40 14 x 48 ft. billboard placed in high traffic areas, especially near airports, in our spot markets,1-Week Grand Central Station takeover, 700-car New York City towncar service advertising.Why:• 98% reach potential.• Geographic targeting.• Variety of sizes and locations.• Help to create awareness of the product launch.Selections: Billboards in high-traffic areas in our DMAs, Grand Central Station takeover, New York Citycar service advertising.Rationale: Our target is often out of home when commuting to and from work. We opted to use towncarwraps rather than bus or subway advertising as our high-net worth market likely calls a car service ratherthan taking the train or bus. We selected towncars because taxi advertising is too pedestrian for our brandand the black color of the towncar will allow unique creative executions specifically for the cars. The GrandCentral Station takeover will be key to reaching the travelers from other cities coming into New York City forbusiness.
  22. 22. 23Radio/What: 30-second commercials, both national with extra frequency in our target DMAs.Why:• Build high frequency with a station’s audience.• Demographic targeting by radio format.• Lower CPMs and out of pocket costs.• Station’s on air talent, promotion & merchandising opportunities.Selection: Sports, News/Talk, News/Talk/Business/Sports/Easy Listening.Rationale: While our target audience is best reached through print publications, radio offers anundeniably cheap way to increase frequency among some potential customers, especially those who driveto and from work.Medium IndexAll Sports 150All News 143News/Talk/Business/Sports 141Easy Listening 133
  23. 23. 24Direct Mail/What: A short brochure that highlights the features and product benefits of Blackberry 10 and directs themto the landing page.Why:• Targeting – unsurpassed ability to target consumers on almost any set of criteria – purchasing behavior,demographics, psychographics, etc.• Message - Flexible message format can tell lengthy story.• Response – Highly suited to promotions and offers.• Results - Immediate & measured results.Selections: Brochure Home DeliveryRationale: Everything a CFO receives in the mail at work, via phone, or via email is screened by thesecretary, never reaching the individual we want to reach. We should purchase mailing lists from magazinesand newspapers that are heavily read by C-Level individuals. An independent study conducted by aresearch group stated that direct mail from a vendor influences CFO purchase decisions in 22% of CFOs.
  24. 24. 25Digital/What: Rich media banners on 13 websites (including social media websites) across 4 main categories,News/Finance, Travel, Sports, and General.Why:• Engagement with the consumer: All forms of Internet advertising target highly selective audiences,people actually interested in product/service or offer.• Interactivity – Most advertising on the Internet offers the potential for two-way communication withcustomers or website visitors.• Metrics to measure results, including website visits, pages visited, time spent, conversion.• Customer Relationship Management (CRM) – communicate inducements, offers, private offers.• Flexible rate options (e.g., CPC vs. CPM).• High reach potential among our target audience.Selections: NYTimes.com, WSJ.com, CNN.com, MSNBC.com, Tripadvisor.com, Expedia.com,PGATour.com, MLB.com, ESPN.com, Weather.com, BarnesandNoble.com, Amazon.com, CNET.comRationale: Unlike mail, telemarketing, or email, which can be filtered before the CFO reads them, Internetbanners are not censored. A suite of rich media integrations on popular websites for our target demographicas well as a robust Facebook ad campaign can help us reach our target audience on the medium on whichthey have the highest consumption, according to our Quintiles. Additionally, recommendations from outsideof the company, including social media, influence buying decisions in 52% of CFOs.
  25. 25. 26Non/TraditionalWhat: PR campaign to convince columnist to write on magazines in the maintenance months.Why:• Advertorials are advertising sponsored sections in magazines, newspapers, or on the web which focuson a specific topic or audience interest. An advertorial section could deal with the results of testing newcars, an analysis of the best smart phone options, cooking lite or thousands of other ideas.• The advertising premise would be that associated ads could better engage the audience in a highlyrelevant environment.Selections: The Economist, Forbes.Rationale: Advertorials are a great way to use long-form copy to convince our target to read and learnmore about the product. Since we are BlackBerry, a brand with major ties to corporate America, we shouldhave very little trouble getting a variety of articles published in these magazines.
  26. 26. 27Guerilla/What: Billboards near Mercedes-Benz Superdome in New Orleans, LA for the first week of February,during Super Bowl XLVII.Why:• Event marketing is one of the fastest growing areas of marketing communications. Event marketinguses a variety of sports and entertainment venues to promote their products. For example, the autocompanies display their products at annual auto shows in larger markets.• Companies also display and explain their products at sporting events, fairs and festivals, air shows, andwherever large crowds of people congregate.• Typically, sponsorship of an event will include a sponsorship fee paid to the promoter for rights andspace and activation costs to cover the cost of tents, personnel to man the exhibit, premium giveaways,and so on.Selections: One billboard within 1,000 yards of the Superdome.Rationale: Ideally, our billboard will receive coverage during a fly-over shot of the stadium, which will earnthe brand millions in free media. Creative should match the intention that the billboard will be consumedfrom far away and only for a split second.Medium IndexWatched Super Bowl 127
  27. 27. 28Geography/StrategyIn terms of the entire media plan, geography played a critical role. We chose to run a spot campaign in major cities such as Atlanta, Chicago,Philadelphia, New York and Dallas. While we are choosing to run nationally as well, geography played an important role in determining which citiesto consider “attack” cities, and which to consider “growth” cities. In terms of our media plan, areas that will be considered “attack” cities are Atlanta,Chicago and Philadelphia. In regards to areas considered “grow” cities, those cities are New York and Dallas. The differentiation between “attack” and“grow” cities are important to note in that media will be heavily concentrated in areas considered “attack” cities, and while we will have a media presencein “grow” cities, it is less of an offensive strategy as the “attack” plan is. What is meant by that is simply that with “grow” cities, there is already brandpenetration in the market and therefore our presence is more of a reminder, a defensive strategy. This differs strongly from our “attack” cities, where ourmedia presence will be heavily concentrated with the intentions of market penetration, which is considered somewhat of an offensive strategic manner.RationaleIn terms of the specifics of our “attack” cities, we have chosen 3 to fall into this category based on their BDI and CDI index. For Atlanta, the BDI/CDI is98/103, respectively, for Chicago, 75/102, respectively, and for Philadelphia, 94/102, respectively.We have chosen these cities to be known as our “attack” cities because we feel that based on their low BDI and high CDI, they have the mostpotential for growth. Since these metropolitan areas are considered an opportunity for growth, media presence will be heavily concentrated, hence ourdesignation of these areas as “attack” cities.In addition, the remaining two cities, New York and Dallas, will be known as our “grow” cities. Ranking high in both BDI and CDI, New York (153/101BDI/CDI, respectively) and Dallas (159/104 BDI/CDI, respectively) are considered to be metropolitan cities in which growth is possible. Growth ispossible in areas of high BDI and high CDI because there is a demand for both the brand and the category. When this is the case, media presence doesnot need to be heavily concentrated as seen in attack mode, yet the areas cannot be ignored because of the potential opportunity that will arise with theintroduction of a new smartphone in a region with a high demand for the brand, and smartphones in general.
  28. 28. 29BDI/CDIDMA % of U.S. % of Sales BDI CDI BOI GoalAtlanta 0.7% 0.7% 98 103 105 AttackChicago 1.1% 0.8% 75 102 136 AttackDallas 0.8% 1.3% 159 104 65 GrowPhiladelphia 1.0% 0.9% 94 102 108 AttackNew York 2.4% 3.7% 153 101 66 GrowTotals 6% 7.4% 116 102 96Our media plan will have extra support in 5 DMAs.In addition to the national market, we have selected 5 DMAs to emphasize.Atlanta, Chicago, and Philadelphia are weak areas for BlackBerry. Our plan is toattack these areas with heavy spot media.New York and Dallas are strong BlackBerry markets, so it is imperative that wecontinue to grow the brand in these locations. New York City is a crucial marketfor our target audience.
  29. 29. 30StrategyThough BlackBerry was once an established brand, it is nowa challenger, so we opted to increase frequency due to themarketing situation.We anticipate that the message and creative executions will berelatively easy for our target audience to grasp, so we opted toonly slightly increase frequency to compensate for creative.Finally, the media choices we have made are high-clutter and theeditorial environment is more favorable to other brands. We havesignificantly increased frequency to compensate.We have opted to double all of our Ostrow model calculationsdue to an increasing frequency requirement thanks to thedisintegration of media options, resulting in a recommendedfrequency of: 4Reach/FrequencyObjectiveWe will begin in January with a 90/4 Reach/Frequency and follow inFebruary with an 80/4 Reach/Frequency. March will be a period ofstoppage where we will have a 0/0 Reach/Frequency. This cycle willrepeat every three months until December.RationaleIn order to achieve our reach and frequency goal, we are implementinga burst strategy. This suggests we will achieve bursts of high frequencyby building our media presence up for a period of two months at atime. We will then experience a period of stoppage that will last onemonth. Following that one-month stoppage, we will start back up withan additional “burst” of media presence for an additional two months.This will allow us to maintain a reasonable frequency, accounting forfrequency decay, without spending a large budget to maintain a con-tinuous strategy. By continuing forward with our strategy for every twomonths starting in January, we are ensuring that our media presence isneither a) confined to one season, or b) stretched so thin as to not beseen.
  30. 30. 31OstrowModel/MarketingEstablished brand vs. new entry -.2 -.1 0 .1 .2Brand share -.2 -.1 0 .1 .2Brand loyalty -.2 -.1 0 .1 .2Purchase cycle -.2 -.1 0 .1 .2Usage cycle -.2 -.1 0 .1 .2Share of voice -.2 -.1 0 .1 .2Target group learning capacity -.2 -.1 0 .1 .2Message / CreativeComplexity -.2 -.1 0 .1 .2Uniqueness -.2 -.1 0 .1 .2New vs. continuing campaign -.2 -.1 0 .1 .2Image building vs. specific sell -.2 -.1 0 .1 .2Message variation (copy pool) -.2 -.1 0 .1 .2Wear out -.2 -.1 0 .1 .2Copy unit size/length -.2 -.1 0 .1 .2MediaClutter -.2 -.1 0 .1 .2Editorial / program environment -.2 -.1 0 .1 .2Attentiveness -.2 -.1 0 .1 .2Continuity vs. flighting -.2 -.1 0 .1 .2Number of different media -.2 -.1 0 .1 .2Repeat exposure opportunities -.2 -.1 0 .1 .2
  31. 31. 32Media Budget/SpotNationalTV $1,474,936 18.1%Radio $3,936,920 48.4%Newspaper $747,180 9.2%Magazine $1,596,076 19.6%Digital $378,400 4.7%TV $1,602,068 19.7%Radio $1,538,020 18.9%Direct Mail $2,903,520 35.6%Outdoor $1,900,000 23.3%Guerilla $199,040 2.4%
  32. 32. 33Month by MonthJanuary$2,155,100February $1,914,000March $0April $2,155,100May $1,914,000June $0July $2,155,100August $1,914,000September $0October $2,155,100November $1,914,000December $0TOTAL $16,276,400The four months out of the year that we do notadvertise include March, June, September, andDecember, as we found that pulsing was a moreefficient plan than continuous advertising.Altogether, we spent $16,276,400 of our $18million budget, allowing a $1 million contingencyand $702,000 to cover the cost of our SalesPromotions.
  33. 33. 34Scheduling/Objective:A flighting scheduling starts in the launch month of February 2013. TV primetime ,magazine, and radio will be used throughout the first two months.More emphasises is put in the spot markets via outdoor and direct mail inthe second month.Strategy:The campaign will run from February 2013 to January 2014. The schedule isflighted, with the GRPs peaking during the first two months of each cycle.Cycle 1: February/March/AprilCycle 2: May/June/JulyCycle 3: August/September/OctoberCycle 4: November/December/JanuaryThe purchase of TV, Newspaper are once a week. Our magazine ad will runtwice a month with the aid of advertorials to fully engage our demographic.Rationale:It’s imperative that BlackBerry 10’s launch be huge, so we’ve launched with aguerilla marketing strategy in February during Super Bowl XLVII.Additionally, the third month of each cycle is purposefully left with no frequen-cy or reach so that we can maximize the frequency and reach for the firsttwo months. In each cycle, the first two months is the introductory period,with no frequency intended for the third month. Then the cycle repeats itselfquarterly.
  34. 34. 35Sales Promo 1/Free Business/Productivity Apps for One Year With the Purchase of 10 BlackBerry 10sAs previously mentioned, our primary target market (CEOs, COOs, CFOs), are finding themselves increasingly interested in contributing financial inputinto all aspects of their business. According to an independent research study conducted by CFO Publishing, “Organizations will be most aggressiveabout investments in IT for the finance function and for IT throughout their organizations, with more than half reporting that “all or most” investmentswill be made, and with nine of ten making IT investments overall.” On this note, when looking towards the criteria our primary target uses most toselect vendors, research shows the top three most important factors are “vendor attention to the firms’ specific needs, price/value relationship andproven performance/reliability (function, efficiency, productivity, etc.)As a result of this, our first Sales Promotion will speak directly to both our primary targets newfound role in vendor decision making within the IT de-partment, and his needs for a price/value deal that is relevant to his line of work. In order to best appeal to our target market, we are offering a deal onthe BlackBerry 10 with the intent to get it in the hands of the most influential employees, in the most influential positions. In order to accomplish this,our first Sales Promotion will state that with the purchase of 10 or more BlackBerry 10 devices, all BlackBerry 10 apps in the Productivity and Busi-ness category (for each device) will be free for one year.We believe this caters to our primary target in that with the purchase of 10 or more BlackBery 10 phones, he will be equipping his company and him-self with a business device that can be tailored to his specific productivity needs, free of cost.
  35. 35. 36Sales Promo 2/Personal Technology/Phone Representitive, a Personal Assitant on Call 24/7Our primary target market (CEOs, COOs, CFOs), are busy individuals. They do not have time to thumb through an appointment book, much less an in-struction manual. They have people employed and in their lives that do that for them. That is where our second promotion comes in.According to an independent study by CFO Publishing, there are multiple pain points for CEOs, COOs, CFOs, in terms of vendors and their willingness andoverall ability to provide exceptional customer service. As previously mentioned, the high profile individuals, such as our primary market, do not have timeto learn extensively about a product, hear extensive company sales pitches filled with technological jargon and lastly, wait on the phone for 30 minutes,pressing every number on the keypad before getting in touch with a customer service representative. That is why our second promotion focuses on provid-ing exceptional customer service to each business member in our BlackBerry10 Business Team Promotion.During this promotion, for more than 10 BlackBerry 10 devices purchased, and entered into for a 5 year contract, a personal assistant BlackBerry employ-ee will be on call 24/7 to assist with any and all technological or customer service concerns. This will be specific to the BlackBerry 10 model, where sepa-rate positions will be created (think Apple Genius Bar), to specifically cater to each executives technological needs under this contract.For example, if our primary target, Thomas Mangas were to purchase a BlackBerry 10 under this new promotion, he would have ONE person, let’s call thisIT guy, Samuel Smith, who would be available to contact 24/7, immediately and directly. In addition, since Mangas does not have time to figure out howto use his new device, Smith will be responsible for providing Mangas with an exceptional, thoroughly explained, in person tutorial. Smith will be trained byRIM and BlackBerry to have complete and extensive knowledge of the new device, and therefore reliability and customer satisfaction will not be a cause forconcern.According to the independent study, those in executive positions feel, in terms of what needs to be done to improve customer service is:“Sales people should have a better understanding of (what) they are selling so they don’t promise things that it really can’t do.”“Act like a partner, helping from implementation to manage the process after.”“Get aggressive, and be responsive to our needs and requests.”“If I can have one point of contact, I don’t have to explain my problems to ten different people.”With our Personal Technology Representative, BlackBerry 10 corporate users get friendly, personal support for their device.
  36. 36. 37Brand Contact Audit/Expectation of Contact PositiveExpectation of Contact NegativeExperience of Contact PositiveExpectation of Contact NegativeSamsungHTCAppleMotorolaBB

×