1. Media Plan 2013-2014
Samuel Smith, Candy Lee, Edmee Jorge
BlackBerry 10

3. 3
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

4. 4
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.

5. 5
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.

6. 6
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

7. 7
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.

8. 8
The
Competition/
C
ellular 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.

9. 1
1 2 3
2 3
4
4
9
Samsung
Samsung’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 iPhone
Apple’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 Android
The 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.

10. 10
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.

11. 11
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

12. 12
Who Buys A
BlackBerry?

13. 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.

14. 14
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

15. 15
Target/
Thomas Mangas, CFO Armstrong World Industries
Age
44
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

16. 16
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.

17. 17
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.

18. 18
TV News/Finance
What: 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

19. 19
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

20. 20
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

21. 21
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

22. 22
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.

23. 23
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

24. 24
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.

25. 25
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.

26. 26
Non/Traditional
What: 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.

27. 27
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

28. 28
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/CDI
DMA % 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/Frequency
Objective
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.

37. 37
Brand Contact Audit/
Expectation of Contact Positive
Expectation of Contact Negative
Experience of Contact Positive
Expectation of Contact Negative
Samsung
HTC
Apple
Motorola
BB