This paper discusses a brand health audit exercise of the Research in Motion (RIM) brand.
Written in 2008; 1,935 words; 2 sources; MLA; $ 61.95
Paper Summary:
In this article, the writer discusses that analyzing Research in Motions' brand using the ten points as defined by Kevin Keller illustrates how the PDA, cellular phone, software and services company has continually enhanced and clarified their messaging to stay relevant to their target audiences and customers. The writer notes that Blackberry faced a significant public relations challenge due to well-known cases of addiction to e-mailing; text messaging and cell phone use the device has been attributed with creating. The writer discusses that called the "crackberry" by critics, RIMs' challenge is to continually keep the brand seen as valuable and useful for the busiest of working professionals. Blackberry's initial branding efforts began relying on the technological aspects of the pagers, cell phones and Internet-ready devices and encouraged widespread adoption by creating a mystique of the Blackberry being a time management tool. The writer concludes that RIM has re-invented itself from a branding standpoint and is in the process of re-inventing its brand to be a device for keeping work and life in balance in addition to exerting more control over ones' life.
Outline:
Abstract
Analyzing Research in Motions' Brand
Brand Excels at Delivering the Benefits Customers Truly Desire
The Brand Stays Relevant
The Pricing Strategies is Based on Consumers' Perceptions of Value
The Brand is Properly Positioned
The Brand is Consistent
The Brand Makes Use of and Coordinates a Full Repertoire of Marketing Activities to Build Equity
The Brand's Managers Understand what the Brand Means to Consumers The Brand is Given Proper Support, and that Support is Sustained Over the Long Run
The Company Monitors Sources of Brand Equity
Summary and Recommendations
References
From the Paper:
"In analyzing the RIM brand according to the ten attributes as defined by Keller (2000) the transition the company made away from being purely technologically driven to re-defining their identity based on the young, upwardly mobile C-level executives, company founders, and industry leaders to recapture the mystique that tuned to disdain was a complex branding strategy to implement. The need for creating an entirely new strategy for showing how the Blackberry didn't always have to lead to exceptional career performance but could also be relied on for a work/life balance for its users is also now an objective. Breaking the Crackberry reputation by showing highly successful customers and providing insights into their interesting, passionately-lived lives that also have work/life balance have created an entirely new set of values for the RIM brand as a result. Each attribute of the branding scorecard is now assessed given the transition RIM made from basing their brand purely on technology to one embracing the unique aspects of their customer base."
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