1. RIM - Blackberry MTDB’10 Group A Industry analysis models 23rd of March 2010 MMS 3 Group C

2. index 1. What is Blackberry? 2. Blue Ocean Strategy 3. SWOT 4. Basic trends (8x) 5. Uncertainties (4x) 6.Framework axes 7. Framework (5x) 8. Questions!

3. What is Blackberry? Connect mobile with, Exchange, Lotus Notes, Novell Groupwise & others Blackberry Enterprise Server Secure Introduced in 1999 by RIM Designed for business people

4. Blue Ocean Strategy Before only cell phone and pagers New technology developed First mobile email device Push email Secure Enterprise segment

5. SWOT Analysis Strengths Unique offering & strategy Well designed software Powerful brand Offering Carrier friendly Weaknesses Scalability & Global coverage Blackbery architecture Total cost of ownership Business Model not carrier friendly Threats Tougher competition New technology Opportunities Extend third party application Different offerings

6. Scenario Analysis

7. Basic trends

8. 1. Feature-rich device becomes standard Camara 3G Wi-Fi Music player GPS are 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 players RIM will keep worldwide no. 2 position Android grows quickly 7. Android & iPhoneO.S.

15. 7. Open-source

16. Uncertainties

17. 1. Market players

18. 2. Consumer expectations 2.

19. 3. Technology

20. 4. Infrastructure

21. framework

22. The axis Y: Degree of convergence X: No of players

23. Scenario framework High After the Boom Few companies drive innovation No common standards End-to-end integrating players rule Open platforms have advantage Revenue increase, convergence The playground Common standards Low prices Innovation is key Specialized players Revenue increase depends on adaption to convergence 1 2 Low High Cost Cutting High competition, few players Less innovation Survival depends on efficiency Saturated market Profits around 4-5% Overcrowded garden pond Push for innovation High level of competition Differentiation by Niche markets Not very profitable Risk of price wars Consolidation of players 3 4 Low

24. After the Boom Few players High level of convergence Scenario Four main players Closed vs. Open HTC/Google Bargaining power suppliers Warning bells Market highly receptive to new technology Many companies entering & leaving New technology like LBS and AR gain prominence in daily life Strategy Focus on consumer market Also focus on professional market Innovate Digital Home Keep platform closed to keep quality

25. the Playground Many players High level of convergence Scenario Open source wins battle of standards Separation hardware, software, apps Specialization Highly competitive Success depends on ability to adapt to convergence Warning bells Many players entering Everyone makes profit Highly segmented market Strategy Focus on core market Integrated customized enterprise solutions Sell a service

26. Cost cutting Few players Low level of convergence Scenario Mature market Little innovation Few players in the market Tough competition Phones become (fashion) statements Warning bells Companies can either spun-off or sold Promising technologies turn out to be a fad Industry focus on cost efficiency Strategy Focus on enterprise market Customized & standard products Sharing risk with customer

27. Overcrowded garden pond Many players Low level of convergence Scenario Small market Focus on niche Low profitability Players with sufficient back up or other competitive advantage will survive Warning bells High level of competition Price-wars Specialization on niche segments Consolidation of players WINTELOKIA Strategy Consolidation RIMBM Build on key capabilities

28. Questions?