Originally Posted by
Carmels That's a irrational opinion. At most BlackBerry could have conducted an exercise to determine what AT&T's (Carrier in this case) A Class corporate locations were or high activation locations are, so that they could strategically dispatch knowledgeable representation to those high volume locations for a day or two at launch. That's assuming of course BlackBerry has well established resources to sustain the approach I've just mentioned, which by the way I highly doubt they do.
At the end of the day, The carrier is ultimately responsible for their sales staffing to be or become knowledgeable in all facets of their business, not just BlackBerry devices. The best sales reps are Jack's of all Trades and have no bias over one product or another, if anything their decisions on push of products or services are usually financial in nature i.e. bundling commissions on multiple service sales, spiffs on select handset etc.
Hopefully, BlackBerry is "irrational."
No successful OEM ships devices and then sits back and waits on profits. In the good old days, BBRY had people on the road, checking on displays and getting feedback from frontline salespeople.
That's how devices are moved. Apple, Samsung and LG have people going around training carrier staff. They don't leave it to spiffs.
Now, one could argue that BBRY doesn't have the resources to do so, but that doesn't change the reality of the situation: no one cares more about a product than its manufacturer.
The carriers like making money. If they aren't pushing BlackBerry instinctively, then it isn't making them money, and it's up to BlackBerry itself to change the narrative.
In a perfect world, all store folks will know everything about all products and push each equally. Let me know when the screenplay is written.