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BE OBVIOUSLY BETTER
DO RIGHT BY OUR CUSTOMERS
TALK STRAIGHT
INTRODUCTION
8 Campaign Scope 8 Campaign Objectives 9 Industry Analysis 10 SWOT Analysis 11 Competitors
14 Target Market 16 Geographic Strategy
20 Media Vision 22 Media Strategy 26 Flow Chart 27 Budget 28 Future Recommendations
4 Who We Are 5 Executive Summary
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We are InterMix Media. Our philosophy is to “mix” traditional
and newer media together to build stronger campaignsthat can reach consumers consistently and repeatedly for
a memorable message. After reading about Ally’s three
philosophies, IM consciously took these ideas to heart
while constructing a media strategy that is appropriate for
Ally at this point and time. Seeing that Ally will only offer
savings products to their consumers, IM realized that Ally
could still leverage the limited product offerings to convert
new consumers to help fund any plans of future product
line expansions. IM is committed to talking straight by
providing accountability for all suggestions after analyzing
the banking industry, do right by our customers by finding the
consumer most susceptible for conversion, and strive to be
obviously better by providing tools to enhance the consumer
experience to make Ally a leading example of online banking.
}whoweare
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Launched in 2009, Ally has already garnered a large customer
base that gives some of the largest banks a run for their money. Ally isexclusively an online bank that is extending its services to include not
only consumer products, but small business products as well. It has
built a foundation on the belief that customers matter. Additionally,
with the three core values that Ally has provided and has built its
company upon, IM has produced a fully-integrated media strategy that
will allow Ally to see its potential in “banking without boundaries.”
The purpose of this book is to create a national media strategy
for Ally to meet the objectives of increasing awareness of small
business products to 10%, increase engagement with a captivating,
ubiquitous campaign, and convert small business customers to invest
$1.0 billion in net new deposits. Keeping Ally’s product offerings in
mind, IM plans to pursue a target market that consists of men ages
35 to 59 that have already successfully established a stable small
business. At this point, these small business customers are interested
and ready to invest time and effort in Ally’s small business products.
The media strategy encompasses the whole nation with
8 heavy-up areas that include Austin, Texas; Cinncinati, Ohio;
Indianiapolis, Indiana; Kansas City, Missouri; Milwaukee, Wisconsin;
Nashville, Tennessee; Oklahoma City, Oklahoma; and Pittsburgh,
Pennsylvania. To determine which heavy-up locations to choose, IM
meticulously calculated a formula that determined the success rates
of small businesses within that state. Additionally, IM chose cities
with the highest population because of a correlation between the
size of the city and the success rates of small businesses. The heavy-
ups included work well in terms of small business success rates,number of small businesses existing, and the area’s population size.
These heavy-up cities will receive additional advertising to
promote the Ally brand including guerrilla marketing and out-of-
home (OOH) efforts. A projection system will constitute our guerrilla
marketing efforts and will give customers a brand experience to
enhance our overarching theme of banking without boundaries.
OOH efforts include advertising in airports, taxi signs, and a non-
traditional push for Ally sponsored Wi-Fi hotspots at targeted airports.
For national efforts, IM has implemented a mix of various
traditional advertising that includes radio, television, and Internet to
give small business customers a seamless experience across the media.
Television will include four channels: CNBC, CNN, FOX News, and FOX
Business. Local radio stations were selected based on demographics
that matched our chosen target market and AQH. Additionally, Fast
Company and BusinessWeek, our print selections, were chosen based
on their content and audience psychographics. In order to give small
business owners a connected advertising campaign, we also chose to
advertise heavily on both of their online counterparts, BusinessWeek.
com and FastCompany.com, with the addition of Forbes.com.
Lastly, we chose to delve deeper into the social media mix that
specifically includes Facebook and Twitter. Both social media networks
will continue to be used in order to enhance customer experience.
{ }executive summary
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WE TALK
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STRAIGHT
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In order to create a successful campaign for Ally, IM is creating a media strategy to create
awareness and brand recognition among small business owners. In doing so, IM strives
to generate a plan that will advertise the services, products, and rates that Ally provides.
Larger and more established banks already have an advantage in that they are able to pro-
vide all of the services a small business owner would need at one stop. Ally is not as largeas some of the established banks and does not provide scores of services and products,
however, what they lack in products and services, they make up in rates and customer
service. As a winner of the “Best Savings Account” by Time Magazine, Ally is ready to stand
up alongside the traditional banks. Furthermore, Ally prides itself on its customer service,
and many of its customers express much of their appreciation of the brand through outlets
such as Ally’s Facebook and Twitter, which can serve as a draw for potential new custom-
ers.
Through this campaign, IM wants to create a large consumer base of small business own-ers so that not only will Ally be an online bank, but the online bank for these owners to
turn to for their savings needs.
campaign
scope
campaign objectivesAwareness Engagement ConversionDrive awareness of Ally Bank
Small Business products to
10% at the end of the first 12
months following launch.
Leverage the most effective
media channels to drive strong
engagement of small business
audience.
Deliver $1.0B in net new
deposit growth in small
business deposit products by
the end of the first 12 months
following launch.
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• Interest rates are comparatively higher than competitors
• Notable features (free checks, no ATM fees, refunded ATM charges, free checks,
and unlimited check writing)
• Provides easily accessible personal customer service with several options (24/7
phone service, e-mail, and online chat)
• Users are loyal to the brand and show it through posting @replies on Twitterand Facebook comments
• Simple language is easy to understand and no fine print talks directly to the
consumer
• Prestigious (#1 Savings Account and Best CD Accounts ranking)
• One of the best capitalized banks in the nation (FDIC insured for up to $250,000)
• No brick and mortar sites for people to do their banking
• Limited small business product offerings
• Disgruntled fans leave bad reviews on various websites
because of bad customer service experiences
• May only be a secondary bank for most small businesses
• Expand services to the small business community
• Small businesses are already seeking out Ally’s services• Successful small businesses with the desire to profit from
higher interest rates
• Distrust of “big banks” creates leverage for Ally
• Economy (during poor economic times, consumers will
use their current bank for their small business accountsdue to familiarity and security reasons)
• Small business owners using larger, more well known
banks as their primary bank
• The rate at which small businesses fail
From the analysis of Ally’s strengths, weaknesses, opportunities,
and threats, we were able to derive traits that affect online financial
affiliations:
• 24-hour services: 92% of consumers list all-access services as the
main reason for using online services.
• Faster response time: 77% cited faster response time as a main
reason for using online.
• Toll-free numbers: 41% preferred using toll-free numbers when
having a product or service problem.
Additionally, we were able to derive problems affecting online financial
affiliations - Brick and Mortar Banks:
• Despite heavy online use, branches remain the most utilized channel
with 75% of consumers visiting at least once a month.
• 82% of consumers still prefer the branch for opening a new account
and 60-70% of bank sales come from their physical location.
• Branches are still the most popular form of banking (36% branches,
23% online, 21% ATM, 8% mail, telephone 5%).
conclusion
The bottom line is that customers want their money easily accessible, which is why all channels are important to contributing to the customer experience.
The biggest crutch for Ally is that there are no physical locations. In order to address this, Ally must actively educate consumers to take advantage of the
ever expanding access of Wi-Fi to associate the brand with accessibility.
Sources: LexisNexis.com
strengths weaknesses
opportunities threats
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+ Good customer service (when you
get to an actual person)
+ Chat system has quick response time
- Have to go through several phone
numbers and transfers in order to get
through to a real person
- Hit hard by the financial crisis
+ Easy to navigate website
+ Simple and customer-friendly interface
- Customer service issues
- Call centers are based overseas
- Frustrated consumers are outspoken
- Non-competitive rates for consumers
+ Technologically ahead of the time, already has
mobile banking
+ Easily accessible with many physical banks and
ATMs
+ Well established, older bank
- Poor website accessibility, constantly under
construction, website server problems all the time
- Overwhelming offers to people about new credit
cards and card mail-outs
Customer service is a work in progress for all banks. This market is highly saturated which further points to the importance of products that provide the
best rates for customers. With Ally’s rates already beating the competition, Ally must emphasize this competitive advantage to its target market.
+ Competitive interest rates for CDs
- No online chat system for quick
customer service
- Customer service delays on the
phone
+ Online-only bank with a high APY
+ No minimum balances or service fees
+ Can link current checking account from
another bank with an ING Direct account
- Urges customers to “do-it-yourself”
- Customer service not up-to-par
- Poor website design
+ Amicable and great customer service
+ Wachovia takeover has allowed them to amp up
their physical presence
+ Highly personable brand that resonates well with
consumers
+ Customer service representatives are based in
the United States
- Too many small fees such as bill pay fees,
overdraft fees, and returned item fees
Sources: Bank of America, Capital One, Chase, Citibank, ING, Wells Fargo, - customer service representatives
conclusion
bank of america capital one chase bank
citibank ing wells fargo
competitors
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WE DO RIGHT BY
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OUR CUSTOMERS
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The target for this campaign is a small business owner (company size is under
500 people) between the ages of 35 - 59. According to the household income
of these small business owners, they tend to be financially well off due to the
fact that they perceive themselves as hard working business men striving for
success. This gives them the confidence needed to venture into the risks of
beginning their own small business. To dig deeper, start up small businesses
are not the ideal market because Ally’s best products are associated with
savings. Since small businesses are mostly interested in banks offering loans,
Ally will not be considered. Thus the best market to reach would be well-
established, successful businesses that are seriously ready to start investing
in savings products.
The small business owner is a self proclaimed workaholic who is constantly striving for success. They work more than 51 hours per week and have many
tasks on their plate because they are very involved and passionate about their business. It is important for them to be involved in their company’s decision
making process, and they want to work hard so they can set an example for their kids. They want to do well and make money to reach the peak of their
careers while providing a comfortable life for their family.
Sources: Simmons Research; LexisNexis.com
target psycographics
target market }
}1%4%
6%
9%
14%
16%18%
14%
10%
4%
1% 3%Age
%Coverage
Under
25
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
3%
2%
2%
2%1% 2%
2%
8%
17%
16%
22%
15%
9%
1%
HouseholdIncome
%Coverage
Lessthan$20,000
$20,000-$24,000
$25,000-$29,999
$30,000-$34,999
$35,000-$39,999
$40,000-44,999
$45,000-$49,999
$50,000-$59,999
$60,000-$74,999
$75,000-$99,999
$100,000-$149,999
$150,000-$249,999
$250,000-$499,999
$500,000+
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SelfProclaimedWorkaholic StrivesforSuccess FamilyMan
NUMBEROFCHILDREN:THREE(8.18%,137)
BusinessMan
ANYAGREE:IWANTTOGETTOVERYTOPINMYCAREER
(48%,151)
BUSPURCHDEC-INVOLVED($5,000+)LST12M:YES(62%,
431)
{ }psycographic snapshot
Sources: Simmons Research
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{ }Putting aside certain biases about states and the potential for small businesses to succeed there,
the statistics and research are the guiding force in determining the heavy ups with the best potential
for Ally to grow. Ally’s Banking Without Boundaries will truly resonate by going to areas that might not
seem ideal at first glance.
Eight heavy up DMAs were chosen because of budget constraints and the desire to advertise in
these locations to effectively create the largest brand awareness. The top tier DMAs such as New York,
California, and Illinois were excluded because of expense and the fact that these areas were already
highly saturated with most of Ally’s competitors. They were also excluded due to large failure rates
experienced by their small businesses. In order to select the best locations that would have the highest
return on investment, these steps were followed:
1. A statistic was created to critique all 50 states’ small business success rate
• Success is the most important factor because Ally’s best attributes are the saving products
• Small businesses that are relatively new rely heavily on loans which Ally does not yet offer, so
it is essential that these businesses s ceed to the point where they can shift their concerns to
savings
• Formula: [[(Small Employers + Openings) – (closings+bankruptcies)] 100] / (small
employers+openings)
2. Consider states with a large number of small businesses
• This makes sure that the more successful areas were not due to an already enormous small
business base.
3. The last criteria is the growth rate of the cities within the states to select an appropriate DMA that
is growing, not shrinking
• Small businesses are more likely to succeed in highly populated locations.
Sources: City-data.com; Census.gov; SBA.gov; CityMayors.com; Klein, Roger. Markeng. 9th edion.
geographic strategy
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WE STRIVE TO BE
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OBVIOUSLY BETTER
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To compensate for the concerns that more traditional business
owners may have with Ally’s online only presence, there needs to
be emphasis on the flexibility of their products and the access to
customer support. With the majority of small business owners
claiming the title of a ‘workaholic,’ Ally’s versatile options and
plethora of access platforms offer the target market of small
business owners an easy way to fit their banking needs into an
already hectic schedule. Ally offers banking without boundaries.
Banking without boundaries represents two things: the full
accessibility of Ally as a savings and financial institution--regardless
of physical location or the time of day; and Ally’s promise to their
customers to provide great customer support and competitive rates.
In order to meet all of Ally ’s objectives and in order to express the core
message of banking without boundaries we have chosen to utilize
the following media placements: out-of-home installations, national
radio, national television, online ad placements, and print selections.
}mediavision
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RadioANYAGREE:RELYONRADIOTOKEEPME
INFORMED(35%,133)
ANYAGREE:LISTENTORADIOFORQUICKNEWS
UPDATE(39%,121)
ANYAGREE:WHENINCAR,ALWAYSLISTENTOTHERADIO(72%,117)
ANYAGREE:ILISTENTOTHERADIOEVERYDAY
(62%,127)
RADIOALLDAY:QUINTILE1(HIGHEST)
(22%,112)
QUINTILE2(2NDHIGHEST)(28%,139)
Television
ANYAGREE:RELYONTVTOKEEPMEINFORMED
(58%,116)
ANYAGREE:TVMAINSOURCEOF
ENTERTAINMENT(53%,110)
ANYAGREE:LIKETVCOMMERCIALSTHAT
MAKEMELAUGH(72%,111)
TVPRIMETIME:QUINTILE1(HIGHEST)
(25%,124)
OOH
ANYAGREE:IOFTENNOTICETHEADSINBILLBOARDS
(58%,118)
OUTDOOR:QUINTILE1
(HIGHEST)(26%,130)
QUINTILE2(2NDHIGHEST)(29%,
148)
DigitalINTERNETACTIVE
QUINTILE1(HIGHEST)(9.05%,135)
INTERNETATWORK:INTERNETACTIVEQUINTILE2(2NDHIGHEST)(8.91%,133)
INTERNETATWORK:INTERNETACTIVEQUINTILE3(MIDDLE)
(9.61%,145)
INTERNETHOME/WORK(INTERNETACTIVE):INTERNETACTIVE
QUINTILE1(HIGHEST)(18%,121)
QUINTILE2(2NDHIGHEST)(18%,121)
QUINTILE3(MIDDLE)(16%,113)
SPONSOREDWEBSITESFRMSRCHRSLTS-CLICK?:OFTEN
(5.86%,114)
WEBPAGELINKS-DOYOUCLICK?:OFTEN(7.27%,120)
PrintMAGAZINES-
READ/LOOKINTO
LAST6MOS:
BUSINESSWEEK
(5.17%,141)
CONSUMER
REPORTS
(13%,129)
CONTINENTAL
(5.38%,255)
FORBES
(6.28%,171)
SKY(DELTA
AIRLINES)
(7.65%,156)
{ }small business owner connection points
Sources: Simmons Research 21
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A coast-to-coast full national television push was chosen as a way to obtain optimal
reach in this campaign. Several prestigious national news channels, which also host multiple
segments on financial decision-making, were selected based on research revealing dense small
business owner viewership. All of the full national stations have a household size of 98 million.
Ads for Ally’s small business savings products will run on CNBC, Fox News, CNN, and an affiliatechannel—Fox Business. Additionally, behavioral research has shown that key day-parts for
small business owners include primetime and early morning. Since this research has revealed
that most small business owners self identify as ‘workaholics’ and often work upwards of 51
hours a week, a later day-part (primetime) was chosen for when they are most likely to return
home and begin consuming television.
televisionstrategy } }
b u i
l d ef fcient ma ss r ea c h a n d h a v e a c onti n uo us p res
cence w i t h
o u r c
o n s u mer , w hi le a lso choo s i n g
p r o
g ramming wit h hig he r r e l e v a n c e
Television will run continuously throughout
the campaign with channels switching off to
maintain cost efficiency.
Although 1,032 spots were purchased,
additional added value or gratis spots are
expected for the budgeted spending and a
30-minute spacer is requested to make certain
Ally spots do not run back to back.
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Ally’s target market skews toward older males which matches up well with the
current target demographics of print media in the United States. Two major players in
the world of print media were chosen as conduits for Ally’s message to small business
owners: Fast Company and Bloomberg Businessweek. Both mediums have a rate base
upwards of 700,000. A total of 200 insertions will be placed to optimize both reach
and prime frequency with the target audience. The creative concept will be integratedin print ads, which are full bleed and will extend beyond the “boundaries” of the
pages.
Print will be pulsed throughout the campaign. Both periodicals will be utilized
simultaneously only in the months of August, September, January, February, May and
June. The estimated reach is 1.62 million.
Sources: SRDS
maintaininganeecvereachwithour
target audience by leveraging readershipdemographics,andchoosingpublicaons
whose editorial content specializes in
topics of interest to small business ownersprint strategy }
In addition to the other national media that will be utilized, a national radio campaign will run and
will target all 8 of the heavy up DMAs plus two more DMAs: Wichita, Kansas and Seattle-Tacoma,
Washington. Additional DMAs were selected beyond the core heavy ups to meet the minimum 10
markets required to create a national radio campaign. Station selections were made based on news/
talk stations already reaching our target market that also have high average quarter hours (AQHs).
Three of the selected national cities (Austin, Texas; Indianapolis, Indiana; and Wichita, Kansas) had
low AQHs associated with their news/talk station, so alternate stations were selected with higherAQHs that had audience demographics which matched well with the target market.
Key day-parts selected are night drive and morning drive based on behavioral research, with a total
of 8,800 spots running in the campaign.
}radiostrategy
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• Twitter: Twitter is a very popular medium for Ally to interact with
its customer base. In order to promote its Twitter and the ease of
getting in contact with Ally, we want to build a feed into the home
page of Ally’s website. This feed will allow customers an easily glance
at the questions that are being asked and how Ally is responding.• Blog: Low customer involvement is a main concern at this point in
time. Promotion of the blog is currently poor on Ally’s main page
so in order to increase traffic to the blog, Ally needs to increase
blog entries and interaction with its customers. In order to gain a
following among small business owners, Ally should now focus their
content on small business products. As example of this would be a
low-risk investment option article for small businesses and feature
guest bloggers.
• Facebook: Facebook is a strong avenue for customers to express
their love for everything Ally. It is a powerful tool for Ally and
by creating a presence on Facebook, they are creating an even
better personal experience for the customer. Ally is already doing
a good job by posting content regularly on their page, however,they need to work to receive more comments and likes to show
new users that Ally is not your run-of-the-mill bank. In order to
enhance the experience for small business owners, IM suggests
that Ally create a separate section that addresses these kinds of
questions. By compartmentalizing customers, Ally will be able to
respond to questions about these new services in a timely manner.
Three websites were selected based on their demographics and content regarding small business
and savvy savings articles: Forbes.com, businessweek.com, and fastcompany.com. Multiple ad
sizes were selected across the mediums to avoid viewer confusion. BusinessWeek and Fast
Company were chosen for longer promotional periods and will see ads continue onto their website
to ease reader’s brand recognition as they move across media. An additional site—Forbes—was
added because its demographics suit the target market and has a lower CPM. Overall, 945,000
impressions were purchased at an average cost of $139 CPM. }onlinestrategy
Ally currently employs three types of social media - Twitter, Facebook, and the Ally Community blog.
social media
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A multude of out-of-home
adversingwilltakeplaceduring
the campaign, which is aimed at
garneringaenonfromsmall
business owners and travelers.
OOHstrategy
}Out of the 8 pre-selected heavy-up DMAs, 5 major airports were selected
based on air traffic levels. These 5 airports include:
•Cincinnati/orthern Kentucky Int. Airport- 7,984,074 boardings in 2008
•Kansas City Int. Airport- 5,386,242 boardings in 2008
•Pittsburgh Int. Airport- 4,292,546 boardings in 2008
•Indianapolis Int. Airport- 4,061,450 boardings in 2008
•General Mitchell Int. Airport- 3,861,333 boardings in 2008
These five airports were selected because they had the greatest number
of consumers. Nashville and Oklahoma ranked only around 1 to 2.6 million
passengers respectively. Austin-Bergstrom International Airport was not
selected, despite the large number of annual passengers, because of the
smaller airport facility that was not optimal for this advertising strategy.
In all of these airports Ally will have window clings and wall-wraps
describing banking without boundaries. The placements will only run
during months of the highest anticipated traveling periods including:
October, November, December, May, and June. Furthermore, hot spots
around the Ally advertising installations and placements in these airports
will have free Wi-Fi courtesy of Ally with a default homepage leading to
Ally’s small business website.
Taxi signs will be purchased in every location that airport placements have
been inserted. These cab signs will emphasize the mobility of Ally’s banking
without boundaries and the easy accessibility of the new mobile app.
The taxi signs will build on the frequency rate of small business travelers
traveling to and from airports as well as to their meeting destinations. Atotal of 1,950 signs were purchased.
In all 8 heavy-up DMAs, projection artists will take to the streets and
create virtual ‘branches’ of Ally. There are projections that will be located
on the sides of buildings throughout the city. The emphasis will be on
how easily accessible all of one’s banking needs are met anywhere andanytime—as long as you have an Internet connection. This plays upon the
idea that these projections are fake, physical Ally banks that do not need
to be real due to its omnipresence through Wi-Fi. The projections will be
pulse flighted in the first week of every month, for everyday of that week,
with the addition of the final week of March in preparation of tax season.
In all of the 8 core heavy up multiple billboards, ranging from 3-5 panels
in each market, will be selected to advertise Ally’s small business savings
products. The creative concepts utilized will emphasize the core message
of banking without boundaries while reaching small business owners as
they commute from meeting to meeting or home to work. Additionally,
small business owners who are traveling will have multiple exposures to
Ally from the airport to the highways of their destination. A total of 29
panels will be purchased.
airports
billbaords
projections
taxis
Sources: Simmons Research; Federal Aviaon Administraon
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MEDIA VEHICLE
27 4111825 1 8 1522 29 51219 26 3 1017 2431 7 14 21 28 512 19 26 2 9 16 23 30 6 13 20 27 5 12 19 26 2 9162330 7 14 2128 4 1118
TELEVISION :30
NATIONAL Networks Full Coverage 144 Spots
CNBC 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 $547,200
HHS 98million/ M-F Prime 6p-8p/ RATE;$3800 184 Spots
CNN 8 8 8 8 8 8 8 8 7 7 7 7 8 8 8 8 7 7 7 7 8 8 8 8 $1,127,000
HHS 98million/ M-Su Primetime 7p-12m/ RATE;$6125 145 Spots
FOX NEWS 8 8 8 8 8 6 6 6 6 6 7 7 7 7 7 8 8 8 8 8 $1,497,125
HHS 98million/ M-Su Primetime 8p-11p/ RATE;$10325National Network Affiliate Break Rate Card 559 Spots
FOX Business 2525 2525 252020 20 20 161616 16 1010 10 10 10 20 20 20 20 20 20 20 20 20202020 $307,4501,032 Spots
HHS 25million/ M-Su Primetime 8p-11p/ RATE;$550 $3,478,775
RADIO :60
Austin, TX 880 Spots
KBPA-FM Classic Hits 5:30a-7p M-Su 28500AQH $88 4040 404040 40 40 40 40 404040 40 40 40 40 40 40 40 4040 40 $77,440
Kansas City, MO-KS 880 Spots
KMBZ-AM News/Talk 5:30a-7p M-F 4900AQH $41 4040404040 4040 40 40 404040 40 40 40 40 40 4040 4040 40 $36,080
Nashville, TN 880 Spots
WWTN-FM News/Talk 5:30a-7p M-F 5100AQH $41 4040404040 4040 40 40 404040 40 40 40 40 40 40404040 40 $36,080
Milwaukee-Racine, WI 880 Spots
WISN-AM News Talk Information 5:30a-7p M-F 16800AQH $414040404040 4040 40 40 404040 40 40 40 40 40 4040404040 $36,080
Cincinnati, OH 880 Spots
WLW-AM News Talk Information 5:30a-7p M-F 25000AQH $135 4040404040 4040 40 40 404040 40 40 40 40 40 40404040 40 $118,800
Indianapolis, IN 880 Spots
WFBQ-FM Album Oriented Rock 5:30a-7p M-F 21500AQH $414040404040 4040 40 40 404040 40 40 40 40 40 4040404040 $36,080
Pittsburg, PA 880 Spots
KDKA-AM News/Talk 5:30a-7p M-F 6300 $414040404040 4040 40 40 404040 40 40 40 40 40 4040404040 $36,080
Oklahoma City, OK 880 Spots
KTOK-AM News Talk Information 5:30a-7p M-F 6400 $41 4040404040 4040 40 40 404040 40 40 40 40 40 4040 404040 $36,080
Seattle-Tacoma, WA 880 Spots
KIRON News/Talk- AM 5:30a-7p M-SU 11300 $904040404040 4040 40 40 404040 40 40 40 40 40 4040404040 $79,200
Wichita, KS 880 Spots 8,800 Spots
KRBB-FM Adult Contemporary 5:30a-7p M-F 5200 $41 4040404040 4040 40 40 404040 40 40 40 40 40 4040 404040 $36,080 $528,000
PRINT: MAGAZINES 1/3 pg 4 Color+Bleed
BUSINESSWEEK 100 Insertions
$29,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 $580,000
FASTCOMPANY 100 Insertions 200 Insertions
$22,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 $440,000 $1,020,000
OOH
BILLBOARDS
AustinCPB $6,000/ 48260AVG DEC/Panel $18,000
CincinnatiCPB $8,500/ 104000AVG DEC/Panel $25,500
IndianapolisCPB $3,400/ 37500 AVG DEC/Panel $17,000
Kansas CityCPB $4,500/ 61138AVG DEC/Panel $22,500
MilwaukeeCPB $7,000/ 98000AVG DEC/Panel $21,000
NashvilleCPB $2950/ 42815AVG DEC/Panel $8,850
Oklahoma CityCPB $4815/ 57000AVG DEC/Panel $14,44529 Billboards
PittsburghCPB $8,400/ 24000AVG DEC/Panel $33,600 $160,895TAXI 21 weeks/ 390 signs
Kansas City, Missouri$50/sign 1515151515 1515 1515 151515 15 15 151515 15 151515 151515 1515 $19,500
Milwaukee, Wisconsin$45/sign 1515151515 1515 15 15 151515 15 15 151515 15 151515 15 15151515 $17,550
Cincinnati, Ohio$55/sign 1515151515 1515 15 15 151515 15 15 151515 15 151515 15 15151515 $21,450
Indianapolis, Indiana$60/sign 1515151515 1515 15 15 151515 15 15 151515 15 151515 15 15151515 $23,4001,950 total signs
Pittsburgh, Pennsylvania$50/sign 1515151515 1515 1515 15 1515 15 15 151515 15 151515 1515151515 $19,500 $101,400
AIRPORT Wallwrap/ Window ClingKansas City, MissouriMCI Kansas City International$5,100 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $127,500
Milwaukee, WisconsinMKE GeneralMitchellInternational$4,800 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $120,000
Cincinnati, OhioCVG Cincinnati/Northern Kentucky International$6600 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $165,000
Indianapolis, IndianaIND Indianapolis International $5,800 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $145,000
Pittsburgh, PennsylvaniaPIT Pittsburgh International$5,400 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $135,000 $692,500
INTERNETDISPLAY: BANNER ADS
FORBES [970x418][970x66] 195 Banners @ $924/banner
IMPRESSIONS 35,000 CPM $132 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $180,180
Businessweek [300x250] 195 Banners @$1008/banner
IMPRESSIONS 35,000 CPM $144 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $196,560
FASTCOMPANY [728x90] 195 Banners @$980/banner585 Banners
IMPRESSIONS 35,000 CPM $140 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $191,100 $567,840
SOCIAL MEDIA
NON-TRADITIONAL
Guerilla Video Projection
9 weeks/ 63 days/ 378 hrs
$144,900 $1,159,200
AIRPORT Free Wi-Fi Pods
$183,485
Contingency $107,905TOTAL $8,000,000
Kansas City, M / Milwaukee/Cincinnati/ Indianapolis/
Pittsburgh/Oklahoma City/ Nashville/Austin $2300
$120,000
$8,200
$8,200
$8,200
$8,200
$8,200
$18,000
$8,200
1
ALLY 2011 Media Mix Flowchart
LAUNCH AWARENESS PINNACLE FINALE
$152,000
$413,000
$196,000 $196,000
Individual Expenses/ TotalsTotal Spending
by Medium
YEAR OF 2011 YEAR OF 2012
JANUARY FEBRUARY MARCH APRIL MAY JUNESEPTEMBER OCTOBER NOVEMBER DECEMBERJULY AUGUST
$27,000
$8,200
$21,600
$6,560
$21,600
$6,560
$120,000$96,000 $96,000 $96,000
$17,600 $17,600$14,080 $14,080$14,080
$8,200
$8,200
$18,000
$8,200
$6,560
$6,560
$6,560
$21,600
$6,560
$6,560
$6,560
$14,400
$6,560
$6,560
$6,560
$6,560
$8,200
$8,200
$8,200
$27,000
$8,200
$6,560
$6,560
$6,560
1 1
1 1 1
$6,560
$6,560
$14,400
$6,560 $6,560
$6,560
$6,560
$14,400
1 1 1 1
1 1 1 1 1
1
1 1
1 1 1
1 1
1 1
1 1 1
1
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27
Media Allocated Budget Percent of Budget TV $3,478,775 43.5%
Radio $528,000 6.6% Print $1,020,000 12.8%
Billboards $160,895 2.0% Taxi Signs $101,400 1.3%
Airport OOH $692,500 8.7% Online Placements $567,840 7.1%
Guerilla Video Projections $1,159,200 14.5% Airport Free Wi-Fi $183,485 2.3%
Contingency $107,905 1.3% Total $8,000,000 100.0%
budgetbreakdown
}
}
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28
Interactive Website --- Web 3.0
• Create the option of face time with Ally representatives• As mentioned previously, small business consumers desire
face time because it increases their confidence by building
a connection with the bank representative and the
consumer thus enhancing the brands perception within the
consumers consideration sets to eventually convert
to Ally fully when they increase their product offerings.
• Create a sort of “interactive shop” where customers can scrollthrough products that have video tutorials about the product
and its features/ or have an actual representative go through
the products on video chat.
• Creates a one-on-one experience without being at a
physical bank
• Make people more comfortable with using an online bank
• Someone talking to customers on the website creates a
consistency with talking straight instead of pushing fine
print of product offerings onto customers
website
mobile appIntegrate the concept of video chat into the app to compensate for the desire of actual human contact at a physical bank.
}futurerecommendations
“Branches are essential - not just because small businesses work
around cash. Setting up on one’s own is such a hazardous enterprise,
so face-to-face relationships with the staff at a local bank are vital for
instilling the confidence needed to take the risks involved in growinga small firm.” - Chris Hughes
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inter
mixadam africawalamanuel hernandezlaura maschinski
clara laukathryn pohmarika whitehurst
} }
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