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Blackberry, a once-dominant smartphone maker that has lost its position in the mobile marketplace, recently released the Blackberry Passport in an attempt to regain its footing. Comparable in size to a passport, the device offers an ideal experience for viewing documents and spreadsheets as well as a physical keyboard. The company also launched the Blackberry Blend, an app that links data across computers and mobile devices.

With this release, Blackberry is implementing the strategy of differentiation. According to Ries and Trout, positioning is highly important. In that sense, instead of vying for the leader position in trendiness or mainstream appeal, which Apple already possesses, Blackberry is focusing on targeting the corporate market, in which it was once an industry leader and retains a loyal customer base. Also, with the recent iCloud security scandal, Blackberry can capitalize by emphasizing its superiority in security, which is a relatively unoccupied “ladder”, especially through the release of the Blackberry Blend.

As the Passport is primarily a niche product, its market share will be relatively small. However, I believe Blackberry does not necessarily have to release mainstream models to remain profitable, but that they should find other sources of revenue. This way, Blackberry can focus on updating its software and releasing services while still creating niche products. By positioning the brand this way, Blackberry doesn’t have to risk diluting the brand and losing its principal consumers, and can focus on its core strengths that bring a unique value proposition to the market.

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There are few brands more beloved in Canada than Tim Hortons. That is why it was no surprise when the announcement of the $12.5 billion merger between Tim Hortons and Burger King in August ignited much debate. In particular, many Canadians have voiced their disapproval against the merger, worried that their beloved “Timmy’s” would be Americanized by Burger King, and would no longer be the national icon that is now a part of the Canadian experience.

From the consumer’s perspective, nothing will really change except their mindsets. According to the two franchises’ statements, their menus, choices and values will remain independent and unchanged. Instead, the deal will bring more opportunities for Tim Hortons to expand in America and internationally, which is something that it has struggled with. Additionally, Tim Hortons was owned by another American fast food franchise, Wendy’s, for eleven years (from 1995-2006), and yet, its brand has remained intact.

Therefore, Tim Hortons and Burger King should proceed with the merger. If Tim Hortons stores remain restricted to Canadian locations, it will hinder their chances of development as it is already highly saturated in Canada. Even if Canadian customers are first repelled by the idea, after they realize that the quality and essence of Tim Hortons have not been diluted, they will return. As a result, Tim Hortons will gain a new market of international customers, and still retain the majority of their Canadian customers.

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In modern society, many perceive the concepts of earning profit and retaining ethics as being mutually exclusive. For example, in this article, the question of whether or not commercial airlines should fly over conflict zones is raised. From a moral perspective, the decision is to avoid flying in dangerous areas, as the safety of the passengers and flight crew should come first. However, the chances of an accident occurring are slim, and flying over these zones will lead to a shorter route, which would save both time and money.

I believe that with the MH17 incident as a precedent, airline companies should raise their safety standard and avoid any areas that impose a certain amount of risk. While consumers do have freedom of choice regarding purchasing tickets, it is unfair to expect passengers to have the adequate amount of knowledge to know all the risks involved with flying a certain route. It should be the airline’s responsibility to use their expertise to protect the passengers to the best of their ability. After all, not only is the safety of everyone on the plane at stake, but the reputation of the company too. For example, Malaysia Airlines has experienced significant financial loss and a decline in ticket sales due to their negative public image. Hence, companies may favor profitable business strategies, but often, it is the choices that are ethic-driven that ultimately bring more success to the company, proving that balancing ethics and profit may be the best strategy of all.