A.

Market Segmentation
RIM, like Apple and many other companies has decided to enter the higher education market. Unlike its competition, RIM has no experience in this market. RIM has to market its product in a way that will be more unique and provide a better fit to its consumers than its competitors. To be able to achieve such an outcome, RIM will have to carefully segment, target and market its Blackberry Playbook to cater the needs of these selected consumers. Some of the main bases of segmentation would be among its demographic, psychographic, and behaviouristic segments. Occupation, age, activities, interests, benefits sought and brand loyalty are some of the most important bases of segmentation that can be applied to the Blackberry Playbook. From the very beginning, BlackBerry-maker RIM has positioned the Playbook as a dualdemographic device that can satisfy business requirements as well as consumer needs. The specs, at least, back up RIM's claim. The tablet will support the thorough e-mail security for which BlackBerrys are known, as well as lifestyle-friendly hardware like HD video playback and both front- and rear-facing cameras. (Dolcourt, 2010). The Playbooks main target markets can be split up into two categories where all the bases of segmentation can be applied; firstly, for corporate consumers, those who are seeking a highly functional, professional, and a highly secure tablet, and secondly, for casual consumers, those who are seeking a highly functional, content rich, and a high quality tablet. However, for RIM to make a mark in both target markets, they had to build a device that can serve the needs of their two main consumer markets. When the Playbook launches, it will come with two preloaded identities a corporate one and a consumer one. For example, if a user stops using the device for a while and their password login session times out, all the active corporate apps will lock down, whereas the consumer ones wont. (Saunders, 2010). RIMs

strategy for the Playbook uses its built in features to its advantages, calling it the first professional tablet. Despite RIMs positioning of the Playbook as the worlds first professional tablet device, with its dual core processors, high definition video output and more, Playbook clearly has a lot of play in it as well. It is among the first tablets to offer a huge developer support, flash, high quality security, multi-tasking and etc. These factors make the Playbook a tablet worthy of the higher education market. RIMs Playbook would have to be marketed to fifty-seven MBA schools across Canada in order to make a successful transition onto the higher education market. The main focus of the playbook would be upon the students and teachers of this higher education market. The main needs for the students would replicate those of the casual consumers (highly functional, content rich, and a high quality tablet) and the main needs of the teachers would replicate those of the corporate consumers (highly functional, professional, and a highly secure tablet). In order to create two successful segmentation strategies for the Playbook, occupation and interests would be among the two main bases to segment the consumers. Segmentation by occupation would basically create two broad categories, teachers and students. Segmentation by interests would create many categories that place students and teachers in their respective programs or interests i.e. accounting, engineering, business and etc. The strategy that would prove best for RIM within the two listed above would be an occupation based segmentation. This would provide a broad yet stronger, something for everybody type of segmentation approach. The students and teachers will be compiled into two groups, however, the needs amongst each student and each teacher wouldnt differ enough and may even weaken RIMs marketing of its playbook if separated thus making the switch to an interest based segmentation not the best idea.

B. Segment Potential
Total Segment Potential (Canada) Total Potential Customers Segment Make-up Students (%) Teachers (%) 95% 5% Potential Customers Per Category Students (Customers) Teachers (Customers) 2.14 mil 0.11 mil (StatsCan, 2009) The total segment potential as shown above shows a complete estimate of total potential customers, segment make-up and potential customers per category, all backed up with statistics and assumptions. Firstly, the estimated total number of potential customers figure is the total number of students and teachers within the higher education market which includes both from colleges and universities. This statistic was found at Statistics Canada and proves that the total potential customers are equal to approximately 2.25 million people. Secondly, the segment make-up has been created from educated estimates and takes into account the fact that over 95% of the total potential customers would be students and thus would be roughly 95% of the 2.25 million. It also takes into account that teachers and staff would make out roughly 5% of the total potential customers thus would be roughly 5% of the 2.25 million. Lastly, the potential customers per category are figures simply created by taking the total potential customers and multiplying it with each percentage (Eg. 2.25 * 0.95 = 2.14 mil) to produce potential customers per category. 2.25 mil

4.

Financial Analysis

RIMs highly anticipated tablet, the Blackberry Playbook, is to be marketed to the higher education market; however, this market is compiled into two categories, students and teachers. The size of this market is approximately 2.25 million in potential customers and is rather small compared to RIMs earlier feats. This number includes the total number of students and teachers within the higher education market which includes both from colleges and universities. This market is mainly comprised (95%) of students and the remaining (5%) is made up of teachers and staff. Nevertheless, both categories are equally important since they both must successfully adapt this new technology in order to make the Playbook tablet a success in colleges and universities across Canada. This market does not require a large marketing campaign in order to be successful and a soft launch is an ideal way to launch the playbook as it would utilize the many advantages RIM has obtained over the years in order to gain control of this market. The soft launch will make use of Playbooks existing publicity, media and press coverage, its brand loyal consumers and its strong relations to the enterprise segment to gain an edge in marketing to the schools. In addition, RIM will also have the $7 million dollars of kick-off events across Canada to further push schools to adapt to their new technology instead of its main competitor, the iPad. The Playbook with its 1080p video playback, 3 Mega Pixel (MP) front-facing camera and a rear-facing 5 MP camera that records 1080p video, strong security features, high quality display, flash support, HDMI video output, 3-axis gyroscope, magnetometer, accelerometer and so much more, can definitely become the tablet that changes everything. Playbook appears to be the first real re-imagining of the tablet since Apple launched iPad earlier this year. Every other attempt, to date, has really been a slavish attempt to best Apple at their own game. (Saunders, 2010)

Work Cited
1. Dolcourt, J. (2010, September 30). Rim: we'll market the blackberry playbook to

consumers, too. Retrieved from http://www.cnet.com/8301-17918_1-20018172-85.html

2. Saunders, A. (2010, September 29). Rims new strategy playbook. Retrieved from

http://www.saunderslog.com/2010/09/29/rims-new-strategy-playbook/

3. StatsCan. (2009, October 31). College enrolments by program level and field of study.

Retrieved from http://www40.statcan.gc.ca/l01/ind01/l3_1821_1756-eng.htm?hili_none

4. StatsCan. (2009, October 31). University enrolments by program level and instructional

program. Retrieved from http://www40.statcan.gc.ca/l01/ind01/l3_1821_1756-eng.htm? hili_none