Ally Media Plan

8/6/2019 Ally Media Plan

http://slidepdf.com/reader/full/ally-media-plan 1/30

1



4

6

18

12



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



4

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



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



WE TALK



STRAIGHT



8

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.





10

• 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



11

+ 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



WE DO RIGHT BY



OUR CUSTOMERS



14

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+



15

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



16



17

{ }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



WE STRIVE TO BE



OBVIOUSLY BETTER



20

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



21

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



22

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.



23

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



24

• 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



25

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



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

TWITTER

FACEBOOK

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

26



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

}

}



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



inter

mixadam africawalamanuel hernandezlaura maschinski

clara laukathryn pohmarika whitehurst

} }



Date post:	08-Apr-2018
Category:	Documents
Upload:	manuel-hernandez
View:	219 times
Download:	0 times

Ally Media Plan

Documents