Palm
Brand Strategy Spring 2020
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Justine Marzette
GR 604: Brand Identity
Contents
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Palm
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Brand History & Timeline
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Competitive Analysis
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Brand Soul & Brand Mission
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Audience Profiles
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Brand Grids
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Repositioning Statement
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
It’s always impor look back at whe we’ve been befo at where we’re g
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Palm
tant to ere re looking oing.
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Brand History Palm, Inc. was founded in 1992 by Jeff Hawkins, who later hired Donna Dubinsky and Ed Colligan, all of whom guided the company to the invention of Palm Pilot. The company was originally started to write software for the Zoomer, a consumer PDA manufactured by Casio for Tandy. The Zoomer failed commercially, but Palm continued generating revenue by selling its’ synchronization software for HP devices, and the Graffiti handwriting recognition OS for the Apple Newton MessagePad that wasn’t very successful.
Palm, Inc. had its IPO during the dot-com bubble and on in its’ very first day of trading the shares of the new company hit an all-time high of $95.06. But competition and the end of the tech bubble caused Palm’s shares to lose 90% of their value in just over a year.
The company was acquired by U.S. Robotics Corp. in 1995. In June 1997, U.S. Robotics was acquired by 3Com and Palm, Inc. became a 3Com subsidiary. In June of 1998, the founders became unhappy with the direction 3Com was taking the company, and left to found their own company, Handspring.
In 2005, ACCESS, which specializes in mobile and embedded web browser technologies, acquired PalmSource for $324 million. In December 2006, Palm, Inc. paid $44 million to ACCESS for an irrevocable license to use and modify the source code for Palm OS Garnet, as well as ship the OS in any Palm product without paying royalties. The Palm company could once again develop both its’ own hardware and software.
In January 2002, they set up a wholly owned subsidiary to develop and license Palm OS, which was named PalmSource in February. PalmSource was later transformed into an independent company.
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Palm
On December 18, 2008, CEO Ed Colligan announced that the company would no longer develop any new handheld PDAs. Palm announced the webOS operating system and Palm Pre smartphone at the Consumer Electronics Show on January 8, 2009, and released on June 6, 2009 with Sprint. On April 28, 2010, Hewlett-Packard announced it would purchase Palm, Inc. at $5.70 a share for $1.2 billion in an all-cash deal. Their global business unit was to be responsible for webOS software development and webOS based hardware products, from a robust smartphone roadmap to future slate PCs and netbooks. However, on August 18, 2011, HP announced that it would discontinue the production of all webOS devices, including smartphones and tablets. On December 30, 2014, HP sold the Palm, Inc trademark and all related intellectual properties to Wide Progress Global Limited, a subsidary of the Alcatel brand.
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Brand Timeline
1992
1995
1997
Palm, Inc. was founded by Jeff
The company was acquired by
U.S. Robotics was acquired by
Hawkins in Sunnyvale, California.
U.S. Robotics Corp.
3Com and Palm, Inc. became a 3Com subsidiary.
He later hired Donna Dubinsky and Ed Colligan, all of who were apart of the invention of the Palm Pilot. The company was originally started to write software for the Zoomer, a PDA manufactured by Casio for Tandy.
2006
2008 2009
Palm, Inc. paid $44 million to
Palm, Inc.’s CEO, Ed Colligan,
They announced the webOS
ACCESS for an irrevocable license
announced that the company
operating system and Palm
to use and modify the source code
would no longer develop any
Pre smartphone at the Consumer
for Palm OS Garnet, as well as ship
new handheld PDAs.
Electronics Show that year,
the OS in any Palm product without
exclusively with Sprint.
paying royalties.
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Palm
1998
Brand Strategy Guidelines
2002 2005
The founders were unhappy with
They set up a wholly owned
ACCESS, which specializes in
the direction 3Com was taking
subsidiary to develop and license
mobile and embedded web browser
Palm, Inc. and left to found their
Palm OS, which was named
technologies, acquired PalmSource,
own company Handspring.
PalmSource in February. It was then
for $324 million.
spun off from Palm, Inc. as an independent company.
2010
2011
2014
Hewlett-Packard announced it
HP announced that it would
HP sold the Palm, Inc. trademark
would purchase Palm, Inc. at
discontinue production of
and related intellectual properties
$5.70 a share for $1.2 billion in
all webOS devices, including
to Wide Progress Global Limited, a
an all-cash deal.
smartphones and tablets.
shelf company which markets Android smartphones under the Alcatel brand.
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Justine Marzette
GR 604: Brand Identity
By developing a analysis, we are solid business str improve upon ou
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Palm
competitive creating ategies that ur competitor’s.
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Competitive Analysis We have constructed short lists of our direct, ancillary, and future competitors. This helps us create business strategies and ideas that take us a step above the rest. It helps us focus on their strengths and weaknesses so we can develop a great marketing plan.
Direct Competitors Each direct competitor listed is in the current brand’s tech space. They have each dominated in the hardware or software component that Palm currently identifies with most with consumers.
Google Cloud is a big competitor since they are primarily used by the android phone market. They are similar to Apple iCloud in which they store your personal data such as text messages, calendars, and photos.
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Palm
iCloud uses cloud services to connect millions of Apple users with their personal data, calendars, schedules, text messages, apps, and so much more. They would be a huge competitor in cloud services for Palm.
OneDrive is a bit more particular to Microsoft products but they also have their own cloud service that works well with storage and sharing documents across different platforms like phones, tablets, and laptops. 13
Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Ancillary Competitors Each ancillary competitor listed is one with similar ideals regarding connection and storing consumer data. We hope to expand on the data sharing with options group calendars, texts, video calling, and more.
Dropbox is a stand-alone cloud service for photos and documents across multiple platforms. A big feature they offer is sharing documents through email, giving easy access to clients for work related documents.
Amazon Web Services is a cloud service that most people don’t know about. Business use them for their broad range of cloud services that connect groups of people and their documents all in one place.
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Palm
Oracle Cloud is similar to Amazon Web Services, where it offers many types of services that business primarily use to connect different teams of people and stores important data that’s easily accessible to everyone.
Box is similar to Dropbox, where it is primarily used to store documents and photos across different types of devices. They also offer ways to share through email.
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Future Competitors Each future competitor is based on the brand extensions listed in the Brand Guidelines. They focus on connecting people through dating sites/apps, news, and online skills training classes that can also expand to trade schools that offer convenient online and in person classes. Even a service like Youtube would generate competition because of the ease of posting videos at no real cost to the company due to being mostly crowd-sourced videos.
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Palm
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
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Palm
A brand soul and brand mission help shape a company’s future. 19
Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Brand Soul & Brand Mission
Our brand soul is to make your life simple, on and off the screen.
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Palm
Our mission is to use innovative software and technology to connect consumers with the ones that matter most.
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Creating profiles al us to find way to co with consu a deeper 22
Palm
audience llows the best nnect umers on level. 23
Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
The Basketball Coach Profile 1
Mike
Mike is a basketball coach at a high school
Mike is the basketball coach at a local high school in LA and has to be on top of scheduling the games, getting his players to and from practice, and making sure to communicate with all of the parents. He is constently on his phone or laptop dealing with schedules in Excel or Microsoft Word.
in Los Angeles, CA.
He has a girlfriend that texts the parents the day before every practice or game as a reminder. He relies on parents to bring snacks and drinks for the kids so he can focus on training and coordinating the tournament schedules.
– 27 years old
Demographics – $35,000/year salary – Has a girlfriend and has no kids – Uses his cellphone and laptop to track his basketball practices and game schedules
Audience Profiles 24
Palm
Brand Strategy Guidelines
The Businesswoman Profile 2
Susan
Susan is a sales director at a marketing
Susan wakes up every morning at 6 am to work emails and a few missed calls. She is married and has a 7-yearold son. As soon as she steps into the office at 7:30 am, she goes to the conference room to prepare for the first of many meetings she has scheduled for the day. During her lunch break, she is on the phone looking at what she has scheduled for her son after he gets out of school. She tries her best to be at most of his sporting events, if her schedule has time for it. She speaks to her husband while on lunch to discuss what they will be having for dinner. After a long day at work, she gets back home, spends about an hour with her son before he goes to bed, then she gets on the computer and continues to work. 25
company in New York, NY.
Demographics – 33 years old – $125,000/year salary – Married and has a 7 year old son – Uses her cellphone and laptop extensively for work and keeping track of her son’s schedule
Justine Marzette
GR 604: Brand Identity
The College Freshman Profile 3
Charles Charles just started his first year at Morehouse College and is undecided on what he wants to do. He graduated from high school with honors and participated in plenty of extracurricular activities. He’s enrolled in 20 units worth of classes and works part time at a bookstore. He uses the calendar on his phone to coordinate his work and school schedule. He sometimes arrives late to class because of a wrong time inputted in the schedule. His high school sweetheart moved to another state to attend college, so he tries to FaceTime with her whenever he has free time. He tries to schedule every minute of the day but makes adjustments when he can.
Charles is a college freshman attending school in Atlanta, GA.
Demographics – 18 years old – Working Part-time while in school – Has a girlfriend and no kids – Uses his cellphone to coordinate his work and school schedule, and also FaceTime his long distance girlfriend
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Palm
Brand Strategy Guidelines
The Organized Teacher Profile 4
Derrika
Susan is an elementary school teacher in
Derrika teaches 4th grade at a public elementary school and is loved by her students and their parents. She is attentive and helpful in and outside of the classroom. While on her breaks or after school at home, she creates personalized schedules and lesson plans for each of her students. Her main focus is her students and making sure they are learning and succeeding at their own pace. She texts or calls each parent every Friday to let them know how their child is doing and emails them the next week’s lesson plan. Her Apple watch also notifies her right away when a parent responds, just in case she’s not near her phone. This allows her to get updates right away.
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Austin, TX.
Demographics – 35 years old – $40,000/year salary – Single and has no kids – Uses her cellphone to call or text parents. Then uses laptop to create personalized lesson plans for her students
Justine Marzette
GR 604: Brand Identity
The Restless CEO Profile 5
William William is the CEO of a big Fortune 500 company that allows him to travel all around the world. He has 2 different phones; one that is used primarily for work, while the other is for family and friends. He relies heavliy on his schedule to be up to date because he checks his phone constantly throughout the day. He needs to know when to attend meetings, social and work events, as well as his family gatherings and childrens’ weekly sports games. Both him and his wife are connected to the same iPhone calendar so they can keep each other updated on things that pops up. They also have apple watches to get notifications right away when their phones aren’t nearby.
William is the CEO of a Fortune 500 company in Seattle, WA.
Demographics – 45 years old – $2.5 million/year salary – Married with with 1 adult child and 12 year old twins – Uses two different cellphones to coordinate his work and family life schedules separately
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Palm
Brand Strategy Guidelines
The Fun Professor Profile 6
Mary
Mary is a college professor at a school in
Mary is a Philosophy college professor that tries to make learning fun. She is in the prime of her life and loves teaching. Her laptop is her main electronic device when creating lesson plans and keeping up with her class schedule. She uses Excel and Apple’s iCalendar to make sure she’s on top of things. She primarily uses her cellphone to communicate with her kids, husband, and grandchildren. She sometimes receives invites on iCalendar to attend family social events and birthday parties. This is the easiest way for her to be reminded about these very important events she wouldn’t want to miss.
Raleigh, NC.
Demographics – 63 years old – $80,000/year salary – Married and has 2 adult children – Uses her laptop the most to keep up with her school schedule. She also uses her cellphone to call, text, or FaceTime her husband and grandchildren
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Justine Marzette
GR 604: Brand Identity
The images we references express how we want Palm to be perceived.
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Palm
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
Brand Grids Current
Each image used in the current brand grid should express singularity, strength, and the cold feeling of tall sleek buildings and being solely focused on work.
Palm, Inc.
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Palm
New Each image used in the new brand grid expresses a light and familiar feeling of connection, warmth, and family.
palm
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
A repositioni is meant to b an internal to marketing eff the company’ 34
Palm
Brand Strategy Guidelines
ng statement be used as ool to align our forts with ’s brand values. 35
Justine Marzette
GR 604: Brand Identity
Repositioning Statement Palm believes in making your life simple, on and off the digital screen. We used to focus on creating software for the modern day business executive to keep track of work emails, meetings and important company events, but now we are broadening our mission to help even the least tech savvy consumer organize their important information and schedules with just a few swipes on their phone. The new Palm will offer easy to use organizational tools to get all of the people in your life connected through our innovative cloud service apps dedicated to connecting families, and marketing tools to help get our new brand mission out to the public. We will be able to help every busy professional gain control over their daily lives.
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Palm
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Brand Strategy Guidelines
Justine Marzette
GR 604: Brand Identity
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