Media Plan 2013-2014

Samuel Smith, Candy Lee, Edmee Jorge

BlackBerry 10

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Executive Summary 4

Understanding BlackBerry 6

The Competition 8

SWOT 10

Advertising History 11

Who Buys a BlackBerry? 12

Target Persona 14

Geography 16

BDI/CDI 16

Quintiles 17

Media Mix 17

Vehicles 18

Geography 28

Reach/Frequency 30

Media Budget 32

Scheduling/Timing 34

Sales Promotions 35

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Executive Summary/

Target Market Since phones are so often stolen and lost, corporations have a crucial decision to make about the phone that they choose. Since its introduction, BlackBerry has been a corporate device designed and manufactured primarily for corporate customers. While it has received some adoption in the consumer market, we believe that the future of the device is as a secure device that a corporation is comfortable using to protect trade secrets and confidential information that may be sent via email or stored on the cloud.

As such, we developed a media plan targeted specifically at the corporate world, aiming to create a critical mass of adoption within certain corporations in order to best facilitate the use of proprietary BlackBerry apps and BlackBerry Messenger as a way to

streamline and manage work on the go.

Since we are targeting the corporate customer, we are making a strictly B2B play with our media plan. We want to convince CEOs, CFOs, CIOs, CTOs, and other upper management staff that the BlackBerry is a critical device for the safety and security of their private data.

Media Strategy

Reaching C-level executives is no easy task, so we’ve selected eleven different types of media to help us reach our target audience no matter what their media pref-erences. Our media selections include:

• Television

• Newspaper

• Magazines

• Radio

• Out of Home

• Direct Mail

• Digital

• Guerilla

We first identified what types of media these corporate consumers prefer, finding that business, sports, and news is the most appropriate way to efficiently reach them.

Next, we selected media vehicles within each media that both fits the consumption habits of corporate executives and allows BlackBerry to advertise without seeming out of place.

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Then, we developed a high-reach, medium-frequency campaign designed to raise awareness about the BlackBerry 10 and its clear superiority to other devices when it comes to corporate security.

Launch Date

The BlackBerry 10 is scheduled to launch on January 30, 2012, and our flight plan begins in January with high reach, high frequency strategy continuing through February. In March, we pause the

campaign in order to save money while our frequency is still residually high from our launch campaign. We resume our burst schedule in April and May, pausing again in June. This cycle continues throughout the year.

We thought it was important to use a burst schedule due to the purchase cycle of cellular phones. Contracts expire after two years, but users are eligible for an upgrade after 18 months. This leads many users to upgrade and be locked into another 2 year contract, unable to purchase our new BlackBerry 10. As such, our campaign is designed to increase frequency when it is likely that a consumer is considering a purchase of a new phone, urging them to wait until their contract expires so that they can switch to BlackBerry.

Sales Promotions

Finally, we introduce two sales promotions: an opportunity for CFOs to add great value to their employees’ phones with free business and productivity apps for a year and a personal assistant for C-level executives who purchase BlackBerry devices for their companies.

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Understanding BlackBerry/

Product History

Research in Motion developed the first BlackBerry device, an email pager, in 1999. Since then, the BlackBerry has been widely used in corporate environments 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, was released in 2003. It was able to function as a telephone, send SMS messages, browse the Web, send/receive email, and manage common PDA functions like agendas and calendars. It featured the world’s first QWERTY keyboard on a phone which has since been one of the brand’s key unique selling propositions. Since then, each new major iteration of the device has featured an increasing model number. The BlackBerry Curve 8520 was released in 2009 and featured the BlackBerry’s signature trackpad in the center as well as a host of new software services. In 2010, BlackBerry announced the release of the BlackBerry Bold 9780 and the Torch 9800. While the Bold and Torch featured faster CPUs, more RAM, and bigger screens, they were clearly developed

primarily as successors to the BlackBerry Curve, not as devices that broke the mold.

Product

As early as 2010, BlackBerry was a linchpin of corporate communications, as its function and design allowed secure, reliable, and seamless communication. However, since then, companies such as Apple have realized the importance of marketing a business savvy smart phone device, and have taken measures to effectively compete with Blackberry in that department, namely in terms of a secure operating system. As evidence, TechRepublic cites the latest research from Trend Micro, which suggests that the added security features on Apple’s iPhone have significantly closed the gap between Apple and BlackBerry’s security protection. (BGR)

Blackberry, however, with the introduction of its newest device, the BlackBerry 10, seemingly aims to reclaim its once dominated position as the most secure smartphone. While the Blackberry 10 will offer a large selection of the leading applications from across all categories, such as Games, Productivity, Social, Lifestyle and Leisure, Multimedia and Published Content, it will also be designed for business and enterprise use.

In terms of its appeal towards business

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usage, on November 8, 2012, The BlackBerry 10 platform achieved FIPS 140-2 certification. This marks the first time that a BlackBerry product has been certified prior to its launch, and will allow government agencies to deploy BlackBerry 10 smartphones as soon as they are made available.

“That [certification] will be key to cementing RIM’s reputation as the most secure smartphone on the market,” said Michael Brown, RIM’s vice president for security product management. “That will help maintain the support of government agencies, a key market.”

Price

According to Thorsten Heins, CEO of RIM, the initial batch of BlackBerry 10 devices will “attempt to tap into the middle-to-high-end portion of the smartphone space.” While this will be the case in Quarter 1 of 2013, undoubtedly to better compete with the likeness of Apple, Samsung and Microsoft, cheaper devices, differing in processing power and storage will be released at a variety of price points later in the year.

Placement

In July, Chief Marketing Officer Frank Boulben suggested the introduction of BlackBerry 10 devices would be worldwide.

While making no mention of specific countries, or whether or not the U.S would be included initially, when asked of the devices distribution plan, he did confirm that it will reach multiple countries on multiple continents.

Choosing to initially release the device outside the U.S. to generate more buzz might be a worthwhile strategy, Howe (analyst @ research firm Yankee Group) said. “The hypothesis that they might start outside the U.S. is possible, as it would give them some pretty good sales numbers early,” he said. “They could launch with several million units sold within weeks.”

Promotion

The company, which remained quiet until very recently about the official BlackBerry 10 launch date, has confirmed the devices will be debuted on January 30, 2013. Prior to this information being released, it was well known that the company would launch in the first quarter, which would allow the buzz of other high-profile smartphones the opportunity to run their course.

However, despite waiting until next year to release the device, RIM has been incredibly active in recent months, generating interest and discussion of their newest product through a series of events under the title BlackBerry 10 Jam World Tour.

The larger BlackBerry Jam conference for the Americas region will feature CEO, Heins, as a keynote speaker, and executives will take questions from the press.

The launch event, which began in Austin, TX on June 5, will continue to take place simultaneously in multiple cities in multiple countries across multiple continents. At the event, RIM is expected to unveil specific details of the device, which include but are not limited to, model names, pricing, carrier partnership and, possibly the official release date.

For those cities in which the BlackBerry Jam Tour has already taken place, the event is described as having attracted developers and industry leaders who understand the power of BlackBerry and wanted to take advantage of building for the platform. Whether a Native, Web, or Android™ developer, attendees got the opportunity to hear from RIM experts and developer leaders who offered a comprehensive look into the powerful, game-changing BlackBerry 10 platform.

Despite the initial and continued success of the BlackBerry 10 Jam World Tour, RIM is starting slow, Boulben said. This event The developer conference represents the first step in building some buzz, and the company will educate customers on the new user interface over the next few months before the big launch early next year.

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The Competition/

Cellular phone usage in the corporate mar-

ket is closely tied to the consumer market

due to the emergence of “BYOD,” or Bring Your

Own Device. Prior to the emergence of BYOD, it

was imperative for employees to have the same

mobile device, as it would enable the IT staff to

manage and troubleshoot just one device model.

The emergence of Android and the iPhone forced

businesses to adapt their IT practices.

In an August 2012 report of the consumer smartphone market, 116.5 million people in 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% owned BlackBerry devices, 3.6% owned Mi-crosoft smartphones and 0.7% owned Symbian-powered devices.

In the corporate market, however, Apple and BlackBerry are neck-and-neck, with 29% ownership of Apple devices among corporate users and 26% of corporate us-ers owning a BlackBerry (Mintel, 2012).

This market share has shifted dramatically in a few short years. As early as 2010, the BlackBerry market share was growing at about 46% year over year, and during Q1 2010, BlackBerry models accounted for five of the top ten selling smartphones.

Chart from 2009. Because the operating margin on iPhones are so large, Apple makes more money on every phone that they sell, putting their company in a much stronger position to advertise and build a brand than RIM.

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1 2 3

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SamsungSamsung’s current messaging strategy is one that is focused directly on comparing its products with its high profile competi-tor, the iPhone. Samsung has identified Apple’s weaknesses (even going so far as to call those waiting in line for the new iPhone, iSheep), and is attempting to gain competitive advantage by exposing them to their target audience. By simul-taneously poking fun at iPhone users, highlighting the features that are unique to Samsung’s products and finishing with the tagline, “the next big thing is already here,” the messaging strategy is appar-ent as one aimed at presenting them-selves as a threat and viable competitor to the rest of the smartphone industry

HTC

HTC is aiming to regain lost market share by changing its marketing strategy to be more like Apple. While the end goal is to increase familiarity with the HTC brand, their advertising messages will focus around highlighting the phone’s features such as it’s camera phone which allows users to take pictures during filming of a video, or its new technology from Dr. Dre’s Beats Electronics LLC.

Apple iPhoneApple’s walled-garden approach to its devices extends to its mobile phones. This approach allows the company to develop innovations in their platform quickly, as evidenced by the yearly release schedule of new phones. (Mintel, 2012)

Apple’s advertising is focused around the release schedule of its new devices and the new features of each device. Around release season, Apple will launch a large ad campaign that highlights the device and 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 of Siri (with motion picture celebrities using Siri to manage their lives).

The newest model of the iPhone, the 5, launches at a base price of $199 for a 16GB 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 hard keyboards, flip phones, or larger screens, but many experts are concerned with the open nature of Android phones in the corporate space.

“Droid Does” primarily targets Apple’s entrenched brand identity with a clear attempt to reposition the competition. Whereas Apple has always positioned itself as the human destroying the machine (“1984”), Droid positions itself clearly as the machine. The tagline aims to set Droid as the number two competitor to Apple, making other competitors, including BlackBerry, seem like non-options.

Since Android is an operating system that many different phones can run, the lower and upper limits of pricing tend to be set by the phone manufacturer, not Google.

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SWOT/ Strengths The BlackBerry® 10 platform has recently achieved FIPS 140-2 certification, which means that government agencies will be able to deploy BlackBerry 10 smartphones and BlackBerry® Enterprise Service 10 as soon as it is available

Emerging markets in Latin America, Africa and Asia have helped the company increase its customer base in recent months, even as North American users switch to other phones.

Weaknesses “They don’t like using technology that they feel is old because they feel that reflects negatively on them in front of clients,” says an anonymous senior systems administrator for a New York investment firm.

While a company like Apple has enough built-in buzz that it doesn’t have to be too proactive with marketing, it’s different for the likes of RIM.

Opportunities RIM needs a hit to help it reverse market- share losses over the past two years to Apple Inc.’s iPhone and devices running Google Inc.’s Android software.

After hitting a nine-year low on Sept. 24, the stock has gained almost 40 percent on specu-lation that the BlackBerry 10 will reinvigorate sales. Even so, the shares remain more than 90 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.

Threats Enterprise IT departments often invest deeply when adopting technologies, buying entire fleets of devices and training scores of workers to provide support. With news reports detailing the depths of RIM’s suffering, enterprise cus-tomers are nervous about investing in a com-pany — and a platform — that might not be around for long.

John Turner, the IT director for accountancy network BDO LLP, who says that he’s decided to allow iPhones on his corporate network for the first time because Apple has essentially caught up with RIM and now offers security op-tions comparable to BlackBerry.

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Advertising History/

BlackBerry

Advertising by BlackBerry since January 2011 has been sizable: $41 million spent to advertise the BlackBerry Bold, $5 million to advertise the BlackBerry Torch, $4.3 million for the BlackBerry Style, and $11.5 million to advertise the overall brand, but they’ve failed to capture the advertising dominance that they did in earlier years, primarily due to the emergence of Apple as a major advertiser.

Key trends that we see in BlackBerry’s adver-tising include:

BlackBerry no longer advertises its brand, only products. While BlackBerry was the top most advertised brand in 2007-2010, with a total media spend of $213.8 million, in 2011-2012 we see only $11.5 million going towards the brand.

BlackBerry Bold’s budget bolstered. BlackBerry significantly grew advertising budgets for the Bold, which earned $43.5

million in advertising in the four years between 2007-2010 and a whopping $41.2 million in 2011-2012.

Campaigns to Know:

• Be Bold

• Action Starts Here

Apple iPhone

The biggest spender in the category, Apple has dominated the airwaves with their message for years.

Campaigns to Know:

• Genius

• Change Everything

Samsung

Samsung’s advertising is focused around the idea that Samsung products provide consumers with a platform that offers con-tent and services that “engage and better [consumers’] lives,” said Samsung CMO Todd Pendleton. Samsung will launch ad campaigns focusing on this idea that their products can do things no other smartphone has the ability to do, such as share pictures, music and videos by tapping two Galaxy S III phones together.

Campaigns to Know:

• Waiting in Line at the Apple Store

• Designed for Humans, Inspired by Nature

HTC

After a series of unsuccessful product re-leases in 2012, HTC plans on implement-ing a strategy centered around quality over quantity.

Campaigns to Know:

• You are the next...

• T-Mobile Co-campaign

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Who Buys A BlackBerry?

Using Simmons, we looked at who owns a BlackBerry and found significant traction among educated professionals, especially those individuals in upper management: 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 indices we observed in Simmons and run that demographic set against lifestyle statements and behaviors. To confirm our initial suspicions, we found high indices for business purchase decision influence and the use of cellular phones for business. We notice also that our target market falls under several 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.

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A Day In The Life - Weekday

5:30am - Wake Up Checks email on his Black-Berry immediately upon wak-ing up. Checks reminders/scheduled meetings on his BlackBerr. Has business news on in the background

6:30am - 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 to both his BlackBerry and on his laptop.

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/magazines

8:00pm - 11:00pm (At Home) Relaxes with family. Watches a few television shows with his children before their bedtime Turns on the news as back-ground noise. Surfs the web on his iPad, namely finance related articles.

11:30pm (In Bed) Checks his email one last time.

A Day In The Life - Weekend

7:30am - Wake Up Checks email on his Black-Berry immediately upon wak-ing up. Checks reminders/scheduled meetings on his BlackBerr. Has business news on in the background

10:00am - 12:00pm (Unwind) Reads the weekend paper. Watches television with family. Occasionally checks email

1:00pm - 5:00pm (Work+Leisure)

Makes time to watch sporting events on television, usu-ally playing in the background while doing work on his laptop.

5:00pm - 11:00pm (Leisure) Catches up on emails. Watch-es the nightly news. Checks the reminders on his BlackBer-ry for next days schedule

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Target/ Thomas Mangas, CFO Armstrong World Industries

Age44

Education Bachelor’s degree in Economics and History from the University of Virginia in 1990

Experience Mangas joined Armstrong in February 2010. He has broad domestic and international experience including implementing tough cost management initiatives, exploiting new growth opportunities, acquisition integration, strategic planning, resource allocation and cost ac-counting.

Work Information

Job Focus Mangas is senior vice president and CFO of Armstrong World Industries, Inc., in New York City.

Role in Purchase Process

As a result of the economic downturn, Mangas finds himself playing an even more 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 and functional requirements.

• Preparing/reviewing financial justifica-tion.

• Speaking with and evaluating pro-spective vendors.

Values When contributing his financial input, there are tree main influences in his decision. As a result, Mangas asks himself three questions when evaluating a potential investment:

• Does the vendor’s product align with the firm’s specific problems and needs?

• What is the price/value relationship?

• Has the product been proven in perfor-mance/reliability (functionality, efficiency, productivity, etc.)?

Information Sources

When gathering information on potential ven-dors and investments, Mangas looks to vari-ous sources of information, the most popular being:

• Corporate finance magazines/journals

• Newspapers having business content

• In-person seminars/conferences

• Colleagues in his company

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Geography/BlackBerry owners tend to be centered around large metropolitan areas.

Area Index

New York Metro 151

County Size ‘A’ 121

County Size ‘B’ 106

County Size ‘C’ 64

County Size ‘D’ 66

Unfortunately, since metropolitans are spread throughout America, rather than focused on any particular reason, we cannot pick a specific geographic region where we can identify sales and promotional opportunities. We will, however, run spot campaigns in key metropolitan areas to be defined later.

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Quintiles/Quintile Radio (Drive) Radio TV (Prime) Outdoor Internet

(Heaviest) I 106 97 116 121 134

II 113 106 108 111 130

III 123 114 101 103 130

IV 80 106 89 94 116

(Lightest) V 78 77 85 70 98

We identified following media consumption behaviors for our target audience.

Media Mix/

Our target audience utilizes Radio, TV, Outdoor, and Internet heavily, as judged by the top two quintiles in each medium, but across the board a member of our target audience is a mod-erate to heavy consumer of media in many forms.

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TV 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 market when they’re watching the morning or evening news, which is an important type of media consumption.

Medium Index

Kudlow Report 128

BBC America 116

Anderson Cooper 107

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TV 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 Index

PGA Tour 132

Golf Channel 119

ESPN 117

SportsCenter 112

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Newspaper/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 in magazines and newspapers influence 52% of buyers to research and contact vendors.

Medium Index

Wall Street Journal 150

New York Times 136

USA Today 134

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Magazine/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 Personal Finance, 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 B2B products.

Medium Index

The Economist 178

BusinessWeek 158

The Atlantic 148

Fortune 144

Forbes 142

Medium Index

Hemisphere 185

Travel + Leisure 149

National Geographic Adventure 143

Golf Magazine 148

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Outdoor/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 City car service advertising.

Rationale: Our target is often out of home when commuting to and from work. We opted to use towncar wraps rather than bus or subway advertising as our high-net worth market likely calls a car service rather than taking the train or bus. We selected towncars because taxi advertising is too pedestrian for our brand and the black color of the towncar will allow unique creative executions specifically for the cars. The Grand Central Station takeover will be key to reaching the travelers from other cities coming into New York City for business.

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Radio/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 an undeniably cheap way to increase frequency among some potential customers, especially those who drive to and from work.

Medium Index

All Sports 150

All News 143

News/Talk/Business/Sports 141

Easy Listening 133

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Direct Mail/What: A short brochure that highlights the features and product benefits of Blackberry 10 and directs them to 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 Delivery

Rationale: Everything a CFO receives in the mail at work, via phone, or via email is screened by the secretary, never reaching the individual we want to reach. We should purchase mailing lists from magazines and newspapers that are heavily read by C-Level individuals. An independent study conducted by a research group stated that direct mail from a vendor influences CFO purchase decisions in 22% of CFOs.

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Digital/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 with customers 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.com

Rationale: Unlike mail, telemarketing, or email, which can be filtered before the CFO reads them, Internet banners are not censored. A suite of rich media integrations on popular websites for our target demographic as well as a robust Facebook ad campaign can help us reach our target audience on the medium on which they have the highest consumption, according to our Quintiles. Additionally, recommendations from outside of the company, including social media, influence buying decisions in 52% of CFOs.

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Non/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 focus on a specific topic or audience interest. An advertorial section could deal with the results of testing new cars, 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 highly relevant environment.

Selections: The Economist, Forbes.

Rationale: Advertorials are a great way to use long-form copy to convince our target to read and learn more about the product. Since we are BlackBerry, a brand with major ties to corporate America, we should have very little trouble getting a variety of articles published in these magazines.

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Guerilla/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 marketing uses a variety of sports and entertainment venues to promote their products. For example, the auto companies 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, and wherever large crowds of people congregate.

• Typically, sponsorship of an event will include a sponsorship fee paid to the promoter for rights and space 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 earn the brand millions in free media. Creative should match the intention that the billboard will be consumed from far away and only for a split second.

Medium Index

Watched Super Bowl 127

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Geography/Strategy

In 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 cities to 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 presence in “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 brand penetration in the market and therefore our presence is more of a reminder, a defensive strategy. This differs strongly from our “attack” cities, where our media presence will be heavily concentrated with the intentions of market penetration, which is considered somewhat of an offensive strategic manner.

Rationale

In 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 is 98/103, 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 most potential for growth. Since these metropolitan areas are considered an opportunity for growth, media presence will be heavily concentrated, hence our designation 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 (153/101 BDI/CDI, respectively) and Dallas (159/104 BDI/CDI, respectively) are considered to be metropolitan cities in which growth is possible. Growth is possible 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 does not 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 the introduction of a new smartphone in a region with a high demand for the brand, and smartphones in general.

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BDI/CDIDMA % of U.S. % of Sales BDI CDI BOI Goal

Atlanta 0.7% 0.7% 98 103 105 Attack

Chicago 1.1% 0.8% 75 102 136 Attack

Dallas 0.8% 1.3% 159 104 65 Grow

Philadelphia 1.0% 0.9% 94 102 108 Attack

New York 2.4% 3.7% 153 101 66 Grow

Totals 6% 7.4% 116 102 96

Our 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 to attack these areas with heavy spot media.

New York and Dallas are strong BlackBerry markets, so it is imperative that we continue to grow the brand in these locations. New York City is a crucial market for our target audience.

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Strategy

Though BlackBerry was once an established brand, it is now a challenger, so we opted to increase frequency due to the marketing situation.

We anticipate that the message and creative executions will be relatively easy for our target audience to grasp, so we opted to only slightly increase frequency to compensate for creative.

Finally, the media choices we have made are high-clutter and the editorial environment is more favorable to other brands. We have significantly increased frequency to compensate.

We have opted to double all of our Ostrow model calculations due to an increasing frequency requirement thanks to the disintegration of media options, resulting in a recommended frequency of: 4

Reach/FrequencyObjective

We will begin in January with a 90/4 Reach/Frequency and follow in February with an 80/4 Reach/Frequency. March will be a period of stoppage where we will have a 0/0 Reach/Frequency. This cycle will repeat every three months until December.

Rationale

In order to achieve our reach and frequency goal, we are implementing a burst strategy. This suggests we will achieve bursts of high frequency by building our media presence up for a period of two months at a time. We will then experience a period of stoppage that will last one month. Following that one-month stoppage, we will start back up with an additional “burst” of media presence for an additional two months. This will allow us to maintain a reasonable frequency, accounting for frequency decay, without spending a large budget to maintain a con-tinuous strategy. By continuing forward with our strategy for every two months starting in January, we are ensuring that our media presence is neither a) confined to one season, or b) stretched so thin as to not be seen.

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Ostrow Model/

Marketing

Established brand vs. new entry -.2 -.1 0 .1 .2 Brand share -.2 -.1 0 .1 .2 Brand loyalty -.2 -.1 0 .1 .2 Purchase cycle -.2 -.1 0 .1 .2 Usage cycle -.2 -.1 0 .1 .2 Share of voice -.2 -.1 0 .1 .2 Target group learning capacity -.2 -.1 0 .1 .2

Message / Creative

Complexity -.2 -.1 0 .1 .2 Uniqueness -.2 -.1 0 .1 .2 New vs. continuing campaign -.2 -.1 0 .1 .2 Image building vs. specific sell -.2 -.1 0 .1 .2 Message variation (copy pool) -.2 -.1 0 .1 .2 Wear out -.2 -.1 0 .1 .2 Copy unit size/length -.2 -.1 0 .1 .2

Media

Clutter -.2 -.1 0 .1 .2 Editorial / program environment -.2 -.1 0 .1 .2 Attentiveness -.2 -.1 0 .1 .2 Continuity vs. flighting -.2 -.1 0 .1 .2 Number of different media -.2 -.1 0 .1 .2 Repeat exposure opportunities -.2 -.1 0 .1 .2

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Media Budget/SpotNational

TV $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%

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Month by Month

January$2,155,100

February $1,914,000

March $0

April $2,155,100

May $1,914,000

June $0

July $2,155,100

August $1,914,000

September $0

October $2,155,100

November $1,914,000

December $0

TOTAL $16,276,400

The four months out of the year that we do not advertise include March, June, September, and December, as we found that pulsing was a more efficient plan than continuous advertising.

Altogether, we spent $16,276,400 of our $18 million budget, allowing a $1 million contingency and $702,000 to cover the cost of our Sales Promotions.

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Scheduling/Objective:

A flighting scheduling starts in the launch month of February 2013. TV prime time ,magazine, and radio will be used throughout the first two months. More emphasises is put in the spot markets via outdoor and direct mail in the second month.

Strategy:

The campaign will run from February 2013 to January 2014. The schedule is flighted, with the GRPs peaking during the first two months of each cycle.

Cycle 1: February/March/April

Cycle 2: May/June/July

Cycle 3: August/September/October

Cycle 4: November/December/January

The purchase of TV, Newspaper are once a week. Our magazine ad will run twice 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 a guerilla 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 first two months. In each cycle, the first two months is the introductory period, with no frequency intended for the third month. Then the cycle repeats itself quarterly.

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Sales Promo 1/Free Business/Productivity Apps for One Year With the Purchase of 10 BlackBerry 10s

As previously mentioned, our primary target market (CEOs, COOs, CFOs), are finding themselves increasingly interested in contributing financial input into all aspects of their business. According to an independent research study conducted by CFO Publishing, “Organizations will be most aggressive about investments in IT for the finance function and for IT throughout their organizations, with more than half reporting that “all or most” investments will be made, and with nine of ten making IT investments overall.” On this note, when looking towards the criteria our primary target uses most to select vendors, research shows the top three most important factors are “vendor attention to the firms’ specific needs, price/value relationship and proven 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 on the 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.

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Sales Promo 2/Personal Technology/Phone Representitive, a Personal Assitant on Call 24/7

Our 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 and overall ability to provide exceptional customer service. As previously mentioned, the high profile individuals, such as our primary market, do not have time to 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 this IT 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 how to use his new device, Smith will be responsible for providing Mangas with an exceptional, thoroughly explained, in person tutorial. Smith will be trained by RIM and BlackBerry to have complete and extensive knowledge of the new device, and therefore reliability and customer satisfaction will not be a cause for concern.

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.

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Brand Contact Audit/Expectation of Contact Positive

Expectation of Contact Negative

Experience of Contact PositiveExpectation of Contact Negative

Samsung

HTC

Apple

Motorola

BB