This document discusses RIM's research strategy to better understand customer preferences and target the prosumer smartphone market. It outlines RIM's objectives to analyze customer survey data to define customer segments and determine important features. The research method involved administering an online survey to 346 respondents to collect data on smartphone usage, preferences, demographics, and likelihood of choosing a BlackBerry. Cluster analysis identified 7 customer segments that were further analyzed to identify segments most likely to choose a "smartphone" and BlackBerry specifically based on their preferences.
This is a mini case study review of NIVEA uploaded as an assignment for the marketing internship under Prof.Sameer Mathur.
Do check it out and please review.
This is a mini case study review of NIVEA uploaded as an assignment for the marketing internship under Prof.Sameer Mathur.
Do check it out and please review.
L'Oreal Brandstorm 2020 quest was to build "Build a plastic-less future in the beauty industry"
This project allowed our team to achieve the Politecnico di Milano final round.
A Case Study on Research In Motion (now BlackBerry).
The case study is published by Amity Business School. Any kind of copyright infringement or plagiarism is strictly prohibited. Please respect the author and the extensive research that has been involved.
The analysis is purely for academic purposes only.
The beauty company Glossier has gained enormous popularity among millennials and Gen-Z since its launch in October 2014. Glossier celebrates the idea of real beauty in real life, providing its customers with customized affordable luxury beauty products. As a tech-savvy company, Glossier understands the power of social media in terms of product sales and promotion. The company also aims to lay foundation for a beauty movement of real women and real beauty. The recently launched Body Hero campaign is a great example reflecting Glossier’s mission.The global cosmetics industry is led by beauty conglomerates including Chanel, Coty, Estée Lauder, Kao, L’Oréal, LVMH and Shiseido. The growing middle class, product innovation and influencer marketing are listed as the three market drivers in the industry; while affordability, counterfeits, and toxic chemicals are part of the market challenges. This marketing plan aims to help Glossier settle key issues hindering the growth of the company.
In this fast-paced and informative webcast, you’ll learn:
* The events or triggers prompt SMBs to start investigating new products or services
* Who within the SMB organization initiates product research in key categories
* Which specific information sources SMBs use to learn about products and services for their business
* The publications, newsletters, sites and blogs SMBs look to for product information
* The authors, bloggers, columnists, experts, podcasters, and social media personalities that are the most influential with SMB principals
* The content formats that work best at the awareness stage of the sales cycle
* The awareness tactics that are most likely to generate SMB leads
* The salesperson’s role in new product awareness
* The stage at which SMBs hire different roles, to help with targeting
* Key differences among respondents by company size, country and more
You’ll get actionable insights to put to work right away in your SMB sales and marketing plans.
Course: MBA 561 - Market Analytics
Research Proposal for our team project. Our study includes both primary and secondary data in the form of preference surveys and existing market data. Topic is relevant to RIM/BlackBerry's loss of market share to Apple/iPhone in the B2C market.
L'Oreal Brandstorm 2020 quest was to build "Build a plastic-less future in the beauty industry"
This project allowed our team to achieve the Politecnico di Milano final round.
A Case Study on Research In Motion (now BlackBerry).
The case study is published by Amity Business School. Any kind of copyright infringement or plagiarism is strictly prohibited. Please respect the author and the extensive research that has been involved.
The analysis is purely for academic purposes only.
The beauty company Glossier has gained enormous popularity among millennials and Gen-Z since its launch in October 2014. Glossier celebrates the idea of real beauty in real life, providing its customers with customized affordable luxury beauty products. As a tech-savvy company, Glossier understands the power of social media in terms of product sales and promotion. The company also aims to lay foundation for a beauty movement of real women and real beauty. The recently launched Body Hero campaign is a great example reflecting Glossier’s mission.The global cosmetics industry is led by beauty conglomerates including Chanel, Coty, Estée Lauder, Kao, L’Oréal, LVMH and Shiseido. The growing middle class, product innovation and influencer marketing are listed as the three market drivers in the industry; while affordability, counterfeits, and toxic chemicals are part of the market challenges. This marketing plan aims to help Glossier settle key issues hindering the growth of the company.
In this fast-paced and informative webcast, you’ll learn:
* The events or triggers prompt SMBs to start investigating new products or services
* Who within the SMB organization initiates product research in key categories
* Which specific information sources SMBs use to learn about products and services for their business
* The publications, newsletters, sites and blogs SMBs look to for product information
* The authors, bloggers, columnists, experts, podcasters, and social media personalities that are the most influential with SMB principals
* The content formats that work best at the awareness stage of the sales cycle
* The awareness tactics that are most likely to generate SMB leads
* The salesperson’s role in new product awareness
* The stage at which SMBs hire different roles, to help with targeting
* Key differences among respondents by company size, country and more
You’ll get actionable insights to put to work right away in your SMB sales and marketing plans.
Course: MBA 561 - Market Analytics
Research Proposal for our team project. Our study includes both primary and secondary data in the form of preference surveys and existing market data. Topic is relevant to RIM/BlackBerry's loss of market share to Apple/iPhone in the B2C market.
Improving the small business banking experienceBredin, Inc.
How much do small business owners (SBOs) trust different industries, including banks, credit unions and alternative lenders? What do small businesses want from the bank relationship? What are banks doing well, and what can they do better, to improve the customer experience – and as a result, acquisition, retention and cross-sell? What kinds of credit are SBOs using – or do they plan to use – from banks and alternative lenders? How are SBO attitudes towards, and planned usage of, alternative lenders evolving?
To answer these questions, we recently surveyed 500 U.S. SBOs. There are some great learnings on what SBOs value in a lender relationship, and what you can do to enhance it.
You’ll learn:
• The SBO business outlook
• SBO trust in 26 different industries, from alternative lenders to wireless service providers
• SBO awareness of and trust in 27 leading banks
• Bank industry, and top bank, Net Promoter Scores
• What SBOs want in a bank relationship
• Where banks are under- and over-performing against SBO preferences
• Current use and providers of credit products – including business credit cards, savings and checking accounts, loans, LOCs, factoring and MCAs
• Planned use and potential providers of credit products
• How SBO attitudes towards alternative lenders have changed
• SBO usage of and satisfaction with banking apps and events
• The impact of content marketing on bank brand perception, loyalty and upsell
• How to boost awareness and trust via content marketing
You’ll get valuable insights to put to work right away in your SBO customer experience and content marketing plans.
Skills Survey of Iloilo Banking Industryfutureyouph
Banking is one of the priority sectors in Iloilo that has a good number of in-demand job.
Here's a survey done by the Iloilo Government-Industry-Academe Council on the skills needed to get a job in the Iloilo banking industry.
How familiar are small and medium businesses (SMBs) with the cloud? What cloud solutions are they using? Which are they considering adopting next? What is motivating their cloud adoption? Who do they want to buy from, and what do they want from cloud solution providers?
To answer these questions – and to help you sell the cloud more effectively to SMBs – we recently surveyed 500 U.S. SMB principals.
In this report you’ll learn:
What keeps SMBs up at night
The terminology that works best with SMBs when discussing the cloud
The applications SMBs use today
SMB application adoption plans
Which applications SMBs use in the cloud – and their migration outlook
How freemium services drive adoption
Why SMBs adopt cloud solutions
How SMBs rank cloud benefits
The channels SMBs prefer
What SMBs want from a cloud vendor
You’ll get actionable insights to put to work in your 2020 SMB marketing plans.
2011 CFMA Financial Survey Results: Erika Urbani, Vice-Chairman, CFMA
Sage Construction and Real Estate Customer IT Use Survey Results: Dennis Stejskal, VP Product Management, Sage CRE
Paul Accinno – Traditional vs Digital AdvertisingSean Bradley
During this session we will focus on 3 key areas of developing a marketing plan.
1. How to develop an integrated marketing budget.
2. How to evaluate traditional and digital media
3. How to create impact with your marketing plan
We find that many dealers struggle with these 3 key steps mainly due to constantly increasing media options they face. In step one we discuss the fundamentals of creating a media budget that is appropriate…
• For Your Dealership size
• For Your Brand
• For Your Location and Market Size
Next we discuss how to evaluate traditional and digital media from a tactical standpoint including…
• What is the Function of Each
• How to measure audience delivery
• How to measure conversions
Finally we determine the proper mix of….
• Brand Advertising,
• Promotional Activity and
• Lower funnel marketing
How familiar are you with bimodal IT? What is the state of bimodal IT in your organization? What is the top reason to not pursue bimodal IT? What is the top reason to pursue bimodal IT? Is bimodal IT a good strategy for your organization? Do you think bimodal IT is still relevant today? What is your biggest challenge in adopting just Mode 2 (fast)?
SMB Business Outlook and Spending PlansBredin, Inc.
What is the SMB business outlook, and how confident are they about spending, hiring and expanding as the pandemic wanes? What are their priorities and concerns? What technology do they use, and what do they plan to buy? What are the key differences in SMB outlook and spending plans by size and country?
You’ll learn:
* The current SMB state of mind: business outlook, operational status, and expected time to return to ‘normal’
* SMB priorities and challenges
* Key application usage and purchase plans – including the specific SaaS solutions they plan to adopt
* Credit usage and intent – including traditional banks vs. fintech
* Job board usage and intent – including the specific sites they plan to use
* The tech brands that SMBs trust most
* Key differences among respondents by company size, country and more
We hope you watch the webcast recording - https://attendee.gotowebinar.com/recording/8056390393923833347
How SMBs Research Applications and Other TechBredin, Inc.
Webcast recording: https://attendee.gotowebinar.com/recording/3477333486879196418
What applications do SMBs plan to acquire in 2022? How do they research technology solutions? Which media and influencers do they rely on? What messaging resonates most strongly? Which content formats do they prefer from vendors like you? Who conducts the research? And what is their business outlook, and the ongoing impact of the pandemic?
You’ll learn:
● SMB operational status and business outlook
● Technology purchase intent
● The information sources SMBs use to research products and services for their business
● The specific influencers, sites and publications that SMBs use to assess products and services for their business
● The benefits of new hardware or applications that are most important to SMBs
● The content formats that SMBs prefer from vendors like you at the consideration stage of the sales cycle
● Which role conducts product research for different tech product categories
● How SMBs want to work with a salesperson as they investigate new products for their business
● The effect of the pandemic on supplies, pricing, hiring and RTO
● What SMBs prefer to be called, for messaging
● How SMBs define their overall business goals
You’ll get terrific insights that you can put to work in your 2022 SMB marketing plans.
What do SMBs plan to buy in 2020? How do they make purchase decisions – who is involved, and how long does it take in key product categories? What resources do they use to conduct product research, and make a purchase decision? What messaging resonates best with this large and diverse segment? What can vendors do to make it easier for them to buy?
To answer these questions – and more – we recently surveyed 500 U.S. SMB principals. You’ll learn:
• SMB business outlook and challenges
• What SMBs plan to buy in 2020 in major purchase categories such as tech, financial services, travel and more
• Who conducts research, and makes the purchase decision
• How long the decision-making process takes for key product categories
• The role of peers and consultants
• Purchase channel preferences
• The media that work best to engage SMBs across the sales cycle
• The messaging that works best with SMBs
• The role of content in boosting sales
How to Support and Engage SMBs During COVID-19Bredin, Inc.
COVID-19 has been grinding on relentlessly for ten months now, taking a heavy toll on countless small and mid-sized businesses (SMBs). 1.85 million businesses closed completely or temporarily in the second quarter, according to Oxxford; in April, the National Restaurant Association found that four in ten restaurants had already closed. Despite encouraging vaccine news, it will be months before business returns to any semblance of normal. So in the meantime, we wanted to find out how SMBs are coping – and what you can do to support and engage them effectively.
You’ll learn:
• SMB perspectives on the effect of COVID-19 on their business
• How COVID-19 has changed SMB priorities
• How SMB staffing has changed
• When SMBs will return to their workplaces
• What SMBs want vendors like you to do to help them manage through the crisis
• Which vendors have been especially helpful
• How COVID-19 has changed SMB content consumption
• What SMBs want in your content
• The effect of advisory content on acquisition and retention
• The topics SMBs want to learn about from vendors like you
NextGen CDNs: Webinar with Dan Rayburn of Frost and Sullivan and Ari Weil of ...Yottaa
Today’s customers are an impatient lot. They want the information they need when they need it, at the click of a mouse or a swipe of a tablet or smartphone. You have only milliseconds to grab their attention and complete the transaction.
Traditional approaches to speeding application performance, such as CDNs (content delivery networks) or ADNs (application delivery networks), just don't cut it anymore. These technologies cannot deliver the application experiences users have come to expect.
In this webinar, Dan Rayburn, Principal Analyst at Frost & Sullivan, and Ari Weil, Vice President of Product Marketing for Yottaa, will discuss the next generation of CDNs and describe the elements required to automatically, intelligently and in real time speed the flow of the data each user needs at any time to their specific device.
Similar to BlackBerry Consumer Preferences and Segmentation (20)
3. BUSINESS INFORMATION
▪ Founded in 1984
▪ First BlackBerry launched in 1999
▪ 2009 Revenue: $11.1 billion
▪ 2009 Net Income: $1.89 billion
▪ Employees: 12,000
RIM Confidential
4. TARGET MARKET
PROSUMERS
▪ Non-business user
▪ RIM BIS Application – Customers are given access to an email
account comparable in speed/features as BES is for enterprise users
▪ Feature based segment – fast email, text, MMS, web browsing
and BB exclusive PIN to PIN messaging (very fast and secure)
▪ BlackBerry has 20% of the current smartphone market share and
losing ground in this customer segment
RIM Confidential
5. KEY COMPETITORS
▪ Strong competitor in the prosumer ▪ Low cost OS with open development
customer segment – 15% of current
▪ Advantages: Scalable and flexible –
smartphone market share
functions on a variety of smartphones
▪ Advantages: Brand awareness
▪ Disadvantages: Low adoption and low
and variety of application downloads
number of available apps (both are
▪ Disadvantages: Price point and rapidly increasing)
limited to AT&T GSM network
▪ Overall, serious threat to both the
iPhone and BlackBerry in the next
12-16 Months
RIM Confidential
6.
7. MARKETING PROBLEMS
LAGGING MARKET KNOWLEDGE
▪ Evolution of smartphone customer segmentation
(i.e. business users » personal users)
LAGGING R&D EFFORTS
▪ Rapidly shifting consumer preferences and higher expectations
(i.e. mass customization) require greater feature offerings and speed to market
BUSINESS IMPLICATIONS
▪ Targeting and Positioning, Product Development, Pricing & Promotion
▪ Bottom Line: Sales, Profit, and Market Share
RIM Confidential
8. RESEARCH STRATEGY
OBJECTIVE
Carefully analyze customer preferences and characteristics in order to
better define customer segments, determine which customers to focus
marketing efforts on, and what features are most important to those
customers.
PRIMARY DATA
▪ Exploratory Survey: “How Smart is Your Phone?”
▪ Follow-up Survey
RIM Confidential
11. RESEARCH METHOD
COLLECTED SURVEY DATA
www.surveymonkey.com
▪ 346 of 421 Respondents completed survey end to end
▪ 73 Respondents excluded – did not pass eligibility check, therefore not
in the Prosumer market
▪ 2 Respondents did not finish the rest of the survey and were excluded
SURVEY LIMITATIONS
▪ Time Constraint - Sampling was not a perfect representation,
could have been larger
▪ Survey Length - 24 questions, would’ve liked more to capture more
critical data but there were concerns about the impact on participation
RIM Confidential
12. DATA COLLECTED
SURVEY STRUCTURE
Eligibility Check General Phone Preferences
Information About Existing Phone Demographic Information
DEPENDENT VARIABLE
▪ How likely are you to make your next phone a BlackBerry?
INDEPENDENT VARIABLES
▪ Usage Information ▪ Demographics
▪ Feature Preferences ▪ Psychographics
RIM Confidential
13. SAMPLE DEMOGRAPHIC PROFILE
GENDER CHILDREN EDUCATION OCCUPATION
Female 46.2% 160 Yes 48.6% 168 Did not graduate high school 0.0% 0 Full-time student 3.2% 11
Male 53.8% 186 No 51.4% 178 High School Diploma 0.3% 1 Engineering 6.9% 24
Technical school or some college 2.9% 10 Construction/Physical labor 1.4% 5
AGE # HH MEMBERS 2-year college degree 2.6% 9 Information Technology 16.2% 56
18-24 3.2% 11 1 15.0% 52 4-year college degree 47.1% 163 Medical/Health Services 4.3% 15
25-29 23.1% 80 2 43.1% 149 Masters 42.5% 147 Sales/Marketing 12.1% 42
30-34 27.5% 95 3 18.8% 65 PhD 4.6% 16 Financial Services 11.8% 41
35-39 14.2% 49 4 19.7% 68 Education 6.6% 23
40-44 10.1% 35 5 2.9% 10 HH INCOME Retail/Hospitality 2.0% 7
45-49 3.8% 13 More than 5 0.6% 2 less than $50,000 10.1% 35 Public/Emergency Services 0.0% 0
50-54 8.1% 28 $50,000 - <$75,000 16.5% 57 Artist/Musician/Designer 0.6% 2
55+ 10.1% 35 RESIDENTIAL TYPE $75,000 - <$100,000 15.9% 55 Science/Biotechnology 7.5% 26
Urban 25.1% 87 $100,000 - <$125,000 14.7% 51 Government/Legal 5.8% 20
MARITAL STATUS Suburban 64.7% 224 $125,000 - <$150,000 9.8% 34 Self-Employed/Consultant 4.3% 15
Yes 70.2% 243 Rural 10.1% 35 $150,000 - $200,000 13.9% 48 Media/Journalism 0.3% 1
No 29.8% 103 More than $200,000 6.4% 22 Non-Profit/Social Services 2.0% 7
Prefer not to say 12.7% 44 Homemaker 2.6% 9
Retired 0.9% 3
Unemployed 1.4% 5
▪ All 346 Respondents Other 9.8% 34
▪ Satisfactory Spread, Very close to Prosumer profile
RIM Confidential
16. STEPWISE REGRESSION
Q3 -
Q#3 Please rate the order of
Q8
Q#8 - On a scale of 1-7, please indicate how
importance of the following in your Parameter frequently you intend to use the following
P-Value Tolerance Parameter
choice of WIRELESS CARRIER, Estimate features on your NEXT CELL PHONE. These P-Value Tolerance
Estimate
on a scale of 1-7: features may or may not be available on your
current phone.
Brand Availabilty -0.14299 0.0003 0.76136
Frequency of use of Calendar/Reminders 0.109 0.0041 0.60378
Data Availabillity 0.20886 <.0001 0.76505
Frequency of use of Purchased ($$) Add-on
-0.1323 0.0024 0.6863
Phone Pricing 0.07273 0.0849 0.99019 Games or Apps
Frequency of use of Music Playback -0.1534 <.0001 0.66558
Q5 -
Q#5 Please rate the order of Q10
importance of the following in your Parameter Q#10 Generally, where do you look for
P-Value Tolerance information when purchasing technology
initial choice of PERSONAL CELL Estimate Parameter
products? (You may choose more than one P-Value Tolerance
PHONE, on a scale of 1-7 Estimate
answer but must choose at least one.)
Price/Promotional discount 0.09651 0.0185 0.91478
Internet – Retailer website (Binary Variable ) 0.24198 0.0838 0.98292
Ability to Play Music -0.11165 0.0052 0.67424
Magazines – Hi-Tech (Binary Variable) -0.65675 0.0116 0.98897
Importance of Touch Screen -0.22011 <.0001 0.60131
Q19 Parameter
Q#19 How would you best characterize the
Q7 -
Q#7 Please choose how often area in which you live? Estimate
P-Value Tolerance
you currently use the following Parameter
P-Value Tolerance
features of your CURRENT CELL Estimate Suburban Area ( Binary Dummy Variable ) -0.2624 0.0851 0.99849
PHONE on a scale of 1-7:
Frequency of use of
Calendar/Reminders
0.10564 0.0032 0.60985 Q20
Q#20 Which kind of computer do you use Parameter
P-Value Tolerance
Frequency of use of Free Add-on most frequently? Estimate
-0.09581 0.02 0.53927
Games or Apps
Other PC - Windows or Linux (Binary Dummy
Frequency of use of Music 0.58534 0.0039 0.99849
-0.21721 <.0001 0.6389 Variable)
Playback
RIM Confidential
17. CLUSTER ANALYSIS
Cluster Sum m ary
Standard Deviation Maxim um Distance
(How close people are Distance from Nearest Betw een
Cluster Frequency
related to each other Seed to Cluster Cluster
inside cluster) Observation Centroids
1 49 1.3338 14.8592 3 7.1202
2 69 1.2066 14.1314 6 7.4241
3 42 1.188 14.7218 1 7.1202
4 62 1.2817 12.8745 1 7.5641
5 61 1.3117 14.6057 2 8.5896
6 29 1.3239 15.3594 2 7.4241
7 34 1.2864 13.6458 3 7.4825
RIM Confidential
18. CLUSTER ANALYSIS: NARROWING FOCUS
CLUSTER MEAN #Q11. How likely are you to choose a "smart"
1 4.84
4 4.89
phone the next time you buy a personal cell
5 4.03 phone? (Continuous Scale 1-5)
Average of the
3.72
Others
CLUSTER MEAN #Q12. How likely are you to make your
1 2.84
4 3.18
next phone a BlackBerry, specifically?
5 2.49 (Continuous Scale 1-5)
Average of the
1.79
Others
RIM Confidential
19. CLUSTER MEANS: PREFERENCES
Please rate the order of importance of the following in your choice of WIRELESS
#Q3. CARRIER? (Continuous Scale 1-7)
Cluster
Preference
1 4 5
Brand Availability* H M M
Voice Quality H H H
Voice Availability H H H
Data Speed H H M
Data Availability* H H M
Service Plan Price H H H
Phone Price* H M H
(1-3=Low, 3-5=Mod, 5-7=High, * Correlation w/ Linear Regression)
RIM Confidential
20. CLUSTER MEANS: PREFERENCES
Please rate the order of importance
#Q5. of the following in your initial choice
Preference
1
Cluster
4 5
Brand Reputation H M M
of PERSONAL CELL PHONE?
Voice Clarity H H H
(Continuous Scale 1-7)
Email* H H M
Style/attractiveness H M M
Price/Promotion* H M H
Tech. Integration H M M
Ease of use H H H
Phone Size H M H
Battery Life H M H
Internet H H M
Music* M L L
Video M L L
Pictures H M M
GPS M M M
1-3=Low, 3-5=Mod, 5-7=High QWERTY keyboard H H M
* Correlation w/ Linear Regression Touch Screen* M M M
RIM Confidential
21. CLUSTER MEANS: PREFERENCES
Please choose how often you currently use the following features of your CURRENT
#Q7. CELL PHONE? (Continuous Scale 1-7)
Cluster
Preference
1 4 5
Call M H H
Text H H H
Email* H H L
Calendar* H M L
Web Brow sing H H L
Social Netw orking M M L
Purchased Apps L L L
Free Apps* M L L
Camera H M M
Video L L L
Music* L L L
(1-3=Low, 3-5=Mod, 5-7=High * Correlation w/ Linear Regression)
RIM Confidential
22. CLUSTER MEANS: PREFERENCES
How frequently you intend to use the following features on your NEXT CELL
#Q8. PHONE? (Continuous Scale 1-7)
Cluster
Preference
1 4 5
Call H H H
Text H H H
Email* H H H
Calendar* H H M
Web Brow sing H H M
Social Netw orking H M M
Purchased Apps* L L L
Free Apps H L M
Camera H M M
Video M L L
Music* M L L
(1-3=Low, 3-5=Mod, 5-7=High * Correlation w/ Linear Regression)
RIM Confidential
23. CLUSTER MEANS: PREFERENCES
Generally, where do you look for information when purchasing technology
#Q10. products? (Binary Variable)
Cluster
Preference
1 4 5
In-Store Promo Displays M L M
In-Store Sales Rep M M M
Internet-manufacturer's w ebsite M M M
Internet-retailer's w ebsite* M M M
Internet-review w ebsites* H H H
Internet-social m edia w ebsites L L L
Internet-technology w ebsites M M M
Magazines-High Tech* L L L
Magazines-Lifestyle L L L
New spapers L L L
Television L L L
Word of Mouth H H H
(1-3=Low, 3-5=Mod, 5-7=High * Correlation w/ Linear Regression)
RIM Confidential
24. DISCRIMINANT ANALYSIS
CLUSTER #1 Demo/Psychographics
Cluster
1 4 5
▪ More likely younger
Male? 0.45 0.67 0.45
▪ Less likely married, children,
Age: 1(18) - 8(55+) 3.2 4.2 3.9
suburban
Education: 1(HS) - 6(PhD) 4.4 4.4 4.4
▪ More likely a PC owner Married? 0.55 0.75 0.78
Children? 0.25 0.51 0.55
CLUSTER #4 # HH Members 2 3 3
▪ More likely male Surburban? 0.57 0.67 0.69
▪ Higher income Urban? 0.27 0.24 0.22
Mac? 0.05 0.07 0.05
CLUSTER #5 PC? 0.93 0.84 0.84
Emotional Spender? (1-7) 4.0 3.6 3.8
▪ Very similar to Cluster #4
HH Income: 1(<$50K) - 7(>$200K) 3.1 4.5 3.5
except balanced sex and lower
Mostly Spend? (0-7) 3.8 3.8 4.0
income level
RIM Confidential
27. CLUSTER LABELING
Cluster #1: “Hi-Tech Prosumer”
▪ High value on most phone and network features
▪ High current and expected use of most phone features
▪ Unwilling to pay a high price to get features
▪ Lowest income level
▪ Youngest
Cluster #4: “Typical BlackBerry Prosumer”
▪ High preference for most network features
▪ Moderate preference for most features (voice clarity, email, ease of use, battery life, QWERTY)
▪ High use of call, text, email, and web browsing
▪ Doesn’t use or plan to use apps, music, or video
Cluster #5: “Basic Prosumer”
▪ High value on voice quality/availability, price, ease of use, phone size, and battery life
▪ High use of call and text
▪ Low use of all other features
▪ Plan to increase use of email, calendar, web browsing, apps, and camera with next phone
▪ Cluster likely to converge with cluster #4 over time
RIM Confidential
28. TARGET MARKET SELECTION
KEY DEMOGRAPHICS
Age 30's
Sex 50/50, M/F
Income 75K - 125K
Education Bachelor's or Master's Degree
Job IT, Sales, Finance
Married Yes
Household 2 to 3 people
Residence Suburbs
Computer PC
Current Phone BB or non-smartphone
Current Provider Verizon
Type of Shopper Balances wants and needs, moderate spender
RIM Confidential
29. TARGET MARKET SELECTION
KEY PREFERENCES KEY PREFERENCES
IMPORTANCE or IMPORTANCE or
PREFERENCE or USAGE PREFERENCE or USAGE
INTENTION INTENTION
Wireless Carrier - Voice Quality HIGH Current Cell Phone Use - Purchased Apps LOW
Wireless Carrier - Voice Availability HIGH Current Cell Phone Use - Video Playback LOW
Wireless Carrier - Service Plan Price HIGH Current Cell Phone Use - Music Playback LOW
Personal Cell Phone Preferences - Voice Clarity HIGH Intend to Use - Purchased Apps LOW
Personal Cell Phone Preferences - Ease of Use HIGH Marketing Channel - Social Media Sites LOW
Intend to Use - Voice Calling HIGH Marketing Channel - High-Tech Magazines LOW
Intend to Use - Text Messaging HIGH Marketing Channel - Lifestyle Magazines LOW
Intend to Use - Email HIGH Marketing Channel - Newspapers LOW
Marketing Channel - Web Review Sites HIGH Marketing Channel - Television LOW
Marketing Channel - Word of Mouth HIGH
OTHER FINDINGS
Somewhat Important: In-Store Sales Rep, Manufacturer's website, Retailer's website, IT websites
RIM Confidential
30. PROBLEM: MARKETING KNOWLEDGE
PROMOTION
▪ Overwhelming majority use Review Websites which is shown to have
a significant negative effect in our linear regression analysis. We need
to find a way to improve BB image on review websites.
▪ Word of Mouth also very significant with target market.
▪ Ineffective: Paper advertising (i.e. newspapers or magazines),
social media, website advertising, and TV ads
PLACEMENT
▪ User Distribution = AT&T 34%, Verizon 49%
▪ BB in 550 Wireless Carriers worldwide and 175 Countries, AT&T 34%, Verizon 49%
PRICE
▪ Logical, moderate spender - Value Pricing Model
▪ Must lower price to stay competitive: iPhone is $199 for 16GB, Storm2 is $199GB for 8GB
▪ Service Plan Pricing is also critical to target. Must work with wireless providers to offer various
competitive packages
RIM Confidential
31. PROBLEM: R&D EFFORTS
PRODUCT
Primary Intended Usage: Call, Text, Email, Web (Basic Stuff!)
R&D Focus
▪ Improve OS (i.e. ease of use and speed)
▪ Improve Email Features
▪ Improve Voice Clarity
▪ Extending battery life
▪ Development of FREE apps
▪ Minor Focus: GPS, Touch Screen
Not Important
▪ Development of Purchased apps
▪ Music Playback
▪ Video Playback
RIM Confidential