When a Business Model Goes Rogue
In 2005, Peggy and I flew into Madrid. We don't speak Spanish and the taxi driver from the airport spoke no English. We handed him the address of our downtown hotel. He studied it and was obviously puzzled.
The driver entered the address into his GPS system, but he still could not figure out where we were going.
We told him to start driving. Peggy pulled out her BlackBerry and turned it on to find a message waiting for her: "Welcome to Movie Star." This was BlackBerry's Madrid affiliate and instantly we had cellphone service.
As we were tooling down the highway toward the city, Peggy dialed our hotel. The phone was answered by a person at the front desk who spoke English. Peggy explained the situation and then handed the phone to the taxi driver, who was told (in Spanish) where the hotel was and how to get there.
Without Peggy's BlackBerry, the driver would have pulled over to study his map, perhaps called his dispatcher and (if he did not have an ego problem) asked a police officer or fellow driver. All the while he would be happily racking up euros on his meter.
Thanks to BlackBerry, we had just experienced 21st century communications at its easy-peasy best.
T-Mobile Goes Off the Rails
Peggy travels a lot—both as president of the Target Marketing magazine group and as a U.S. representative to the World Curling Federation. As a busy executive and association representative, Peggy needs to be in constant touch with the office, with sales reps on the road, with her curling colleagues and her family.
In 2011 she was ready for a new smartphone.
Compared to the razzle-dazzle of the new cellphone technology by Apple, Droid and Samsung to name a few, her l'il ole BlackBerry was primitive. Because she bought her BlackBerry at T-Mobile—and it worked beautifully overseas—she went back to get an upgrade.