This document provides an analysis of Blackberry (RIM) including: 1. An overview of what Blackberry is and its introduction in 1999 as the first mobile email device. 2. A SWOT analysis identifying strengths in its unique offering and brand but also weaknesses in scalability and total cost of ownership. 3. A scenario framework analysis showing different potential market conditions going forward depending on the degree of industry convergence and number of players, with scenarios ranging from a consolidated market with few players to a fragmented market with many specialized niche players.

1. RIM - Blackberry MTDB’10 Group AIndustry analysis models23rd of March 2010MMS 3 Group C

2. index1. What is Blackberry?2. Blue Ocean Strategy3. SWOT4. Basic trends (8x)5. Uncertainties (4x)6.Framework axes7. Framework (5x)8. Questions!

3. What is Blackberry?Connect mobile with, Exchange, Lotus Notes, Novell Groupwise & othersBlackberry Enterprise ServerSecureIntroduced in 1999 by RIMDesigned for business people

4. Blue Ocean StrategyBefore only cell phone and pagersNew technology developedFirst mobile email devicePush emailSecureEnterprise segment

5. SWOT AnalysisStrengthsUnique offering & strategy Well designed software Powerful brand Offering Carrier friendly WeaknessesScalability & Global coverageBlackbery architecture Total cost of ownership Business Model not carrier friendlyThreats Tougher competition New technologyOpportunities Extend third party application Different offerings

6. Scenario Analysis

7. Basic trends

8. 1. Feature-rich device becomes standardCamara3GWi-FiMusic playerGPSare standard

9. 2. Location based & Augmented reality

10. 3. App download increase

11. 4. Cloud-computing

12. 5. Telco ARPU declines Data ARPU increases

13. 6. Growth

14. Symbianis loosing market to new playersRIM will keep worldwide no. 2 positionAndroid grows quickly7. Android & iPhoneO.S.

15. 7. Open-source

16. Uncertainties

17. 1. Market players

18. 2. Consumer expectations2.

19. 3. Technology

20. 4. Infrastructure

21. framework

22. The axisY: Degree of convergenceX: No of players

23. Scenario frameworkHighAfter the BoomFew companies drive innovationNo common standardsEnd-to-end integrating players ruleOpen platforms have advantageRevenue increase, convergenceThe playgroundCommon standardsLow pricesInnovation is keySpecialized playersRevenue increase depends on adaption to convergence12LowHighCost CuttingHigh competition, few playersLess innovationSurvival depends on efficiencySaturated marketProfits around 4-5%Overcrowded garden pondPush for innovationHigh level of competitionDifferentiation by Niche marketsNot very profitableRisk of price warsConsolidation of players34Low

24. After the BoomFew playersHigh level of convergence ScenarioFour main playersClosed vs. OpenHTC/GoogleBargaining power suppliersWarning bellsMarket highly receptive to new technologyMany companies entering & leavingNew technology like LBS and AR gain prominence in daily lifeStrategyFocus on consumer marketAlso focus on professional marketInnovateDigital HomeKeep platform closed to keep quality

25. the PlaygroundMany playersHigh level of convergence ScenarioOpen source wins battle of standardsSeparation hardware, software, appsSpecializationHighly competitiveSuccess depends on ability to adapt to convergenceWarning bellsMany players enteringEveryone makes profitHighly segmented marketStrategyFocus on core marketIntegrated customized enterprise solutionsSell a service

26. Cost cuttingFew playersLow level of convergence ScenarioMature marketLittle innovationFew players in the marketTough competition Phones become (fashion) statementsWarning bellsCompanies can either spun-off or soldPromising technologies turn out to be a fadIndustry focus on cost efficiencyStrategyFocus on enterprise marketCustomized & standard productsSharing risk with customer

27. Overcrowded garden pondMany playersLow level of convergence ScenarioSmall marketFocus on nicheLow profitabilityPlayers with sufficient back up or other competitive advantage will surviveWarning bellsHigh level of competitionPrice-warsSpecialization on niche segmentsConsolidation of players WINTELOKIAStrategyConsolidationRIMBMBuild on key capabilities

28. Questions?