Business plan

S

The Power of 3
Integrated Brand Communications Plan
December 5, 2012

Rashi Mirakhur
Lukas Meller
Calvin Carr
Kayla Tylosky
Sarah Standvoss
Matthew Viramontes
Gladis Covarrubias

Table of Contents
I. Executive Summary ...................................................................................................... (i)
II. Situation Analysis ........................................................................................................... 1
1.

Market Overview ......................................................................................................... 1

2.

Brand Review .............................................................................................................. 4

3.

Customer Profile .......................................................................................................... 8

3.

Competitive Analysis .................................................................................................. 8

III.

Problems and Opportunities ...................................................................................... 14

1.

Key Problems That Must Be Overcome .................................................................... 14

2.

Key Opportunities that can be Maximized ................................................................ 15

3.

Key Problem or Opportunity to be Addressed .......................................................... 15

IV.
1.

Marketing Objectives and Strategies ......................................................................... 15
Objectives for Market Share, Units, Dollars, etc. ..................................................... 15

2. Strategies for Positioning, Pricing and Distribution………………………………...15
V.

Communication Objectives ....................................................................................... 16

VI.

Creative Strategy ....................................................................................................... 15

VII.

Creative Executions ................................................................................................... 17

1.

Campaign Theme/Rationale for Theme .................................................................... 17

2.

Executions by Advertising Media ............................................................................. 18

VIII. Advertising Media Plan ............................................................................................. 18
IX.

Sales Promotion ......................................................................................................... 22

X.

Public Relations ......................................................................................................... 23

XI.

Direct Marketing........................................................................................................ 26

XII.

Trade Shows, Events and Sponsorships .................................................................... 28

XIII. Internet ....................................................................................................................... 32
XIV. Campaign Evaluation ............................................................................................... 33
1.

Objectives .................................................................................................................. 34

2.

Methodology .............................................................................................................. 34

3.

Timing ....................................................................................................................... 34

4.

Budget ........................................................................................................................ 34

XV.

Budget Summary ....................................................................................................... 35

I.

Executive Summary
The Power of 3
Magnetica’s situation analysis and integrated brand communications (IBC) plans for Informatica Cloud is
attached. The IBC is based on analysis of Informatica Cloud’s marketing objectives and proposed
strategies.
The plan’s objective is to= support the growth of Informatica Cloud to $100M annually by 2014. The goal
for marketing-sourced sales opportunities is to increase their number to 1135 by the end of 2013. The brand
communications budget for calendar year 2013 is $3M.
The key strategy is to position Informatica Cloud as the premiere “cloud + on-premise” integrated solutions
brand and to leverage the parent brand and infrastructure to gain deep enterprise penetration. Our primary
strategy for Informatica Cloud is to target Informatica’s installed-based of customers to have them evaluate
cloud integration solutions. Our secondary target for Informatica Cloud includes LOBs within the vertical
markets of Finance, Pharmaceutical and Health Care.
The IBC plan strategy is based on promoting Informatica Cloud’s key competitive differentiation of their
product’s simplicity, enterprise class reliability and unified hybrid deployment.
The communication objectives are to increase unaided awareness of the following key indicators. They
will be measured in benchmark studies before and after the 2013 marketing campaign.
Objectives
1.
2.
3.
4.
5.

Brand awareness
Key Message awareness
Brand liking
Brand preference
Intent-to-purchase

Percentage Points
3
4
4
2
3

The creative objective is to convince the target audiences that Informatica Cloud offers the best seamless
integration of cloud services to maximize the return on investment of the client’s data.
The objectives will be achieved by integrating the creative theme of “1+1 = 3”: The combination of both
the strength of Informatica plus the innovation of Informatica Cloud maximizes the return on customers’
data.
The IBC strategy and the creative theme will be implemented by integrating the following communication
tools. PR is one of the main tools - it goes along with all the other communication activities, supports the
marketing programs and provides a basis for the brand’s image. Print advertising enables Informatica
Cloud to “push” the creative theme. The largest portion of the budget is allocated to trade shows because
of their importance of connecting with the prospects. Internet/social media activities create a positive
image by using different online vehicles. Sales promotion as a direct inducement provides an extra value
for the products to accelerate sales. This integrated communications campaign is the basis for a
comprehensive lead generation program that will support Informatica Cloud sales efforts and leverage the
unique relationship with Salesforce.com.
Informatica Cloud’s marketing programs will be integrated. With our proposed strategy and objectives,
the programs support each other and blur the marketing communications’ borders. The Power of Three,
(“1+1=3”) is a consistent marketing message that establishes Informatica Cloud as a thought leader in the
buyer’s mind. Our key message is: Informatica Cloud is powerful, easy to use and is proven to provide
timely and reliable access to your organization’s valuable data.

(i)

II.

Situation Analysis
1. Market Overview
a) Total Product Category Revenue for a Five-Year Period
Gartner research indicates that global cloud computing revenues were $88.8 billion in
2011. Revenues are expected to increase by 69% in 2013 to an estimated$150.1 billion. These
figures are not explicitly Informatica Cloud revenues but are representative of the entire cloud
computing marketplace. From 2011 to 2012, Informatica Cloud reported $20 million in
revenue for their subscription-based service.

b) Five-Year Market Share for All Major Brands
Due to the fact that Cloud sales figures are not currently listed as an individual unit,
difficulties are presented when differentiating between regular software revenues and cloud
based revenues within the market. Therefore, market share of Cloud services are determined
by extrapolating company and market data of a given company’s business-unit shares and
sales figures.
Forrester research estimates the cloud market to have a sales volume of
approximately$700 million in 2013. This figure is used as a reference point for the current
fourth quarter of 2012.In addition to other competitors in the cloud market space, hand-coding
is recognized as a significant revenue generator.

1

With current revenues of $20 million annually, Informatica Cloud remains a minor
presence in the expansive cloud data integration market. Forrester estimated a growth of
approximately 30% in the cloud market from 2011 to2012.Assuming this rate of growth
remains relatively constant, sales figure estimates for 2012 are given below.

Magnetica-Internal Data: 2012

c) Product Category Seasonality (Revenue by Month)
This information is currently unavailable.
d) Product Category Geographic Distribution (Revenue by Region) (Informatica
Corporation)
70% of clients consist of global 500
Clients in 82 countries
Direct presence in 26 countries including North America, Asia-Pacific,
Europe and Latin America
Total Annual Revenue = $803,960,000 (Revenue by Region N/A)
e) Product Category Pricing (Average Selling Price)
Due to various factors in the market, there is currently not an average selling price for
cloud services. While SaaS applications are frequently priced on a per-user basis, IaaS and
PaaS pricing is multifaceted. Factors which contribute to cloud services’ inconsistent and
often complex pricing include storage volumes, network traffic and CPU cycles. Although
the data loader is often offered at no cost, cloud integration services cost anywhere from
$500 to $7,000 per month.
2

Basic: $500 -$1,000
(Starter solution with basic workflow and real-time integration)
Professional: $2,000 and $4,000
(Advanced solution with unlimited users and environments)
Specialized solutions for companies: $7,000
(Supports complex enterprise needs with advanced features including
delegated administration, real-time, parallel processing or advanced user
security)
f) Product Category Key Channels of Distribution
Cloud market distribution follows a Hybrid, multi-channel pattern. While companies
use indirect channels to distribute their services, they also utilize direct channels to more
actively engage both clients and prospects.
The direct methods include E-Commerce, telemarketing and personal selling systems.
Using E-Commerce, prospects can visit a website to download the software or trial from
the company’s website. E-Commerce also enables companies to reach prospects on a
global level. Through personal selling systems, companies use sales representatives to
monitor potential leads and sell software upgrades when applicable. Telemarketing further
allows sales representatives to distribute cloud services by contacting prospects with high
lead scores in order to execute a potential sale.
The indirect channels of distribution include a single party selling system, Independent
Software Vendors, System Integrators and PaaS, iPaaS and SaaS providers. Trade shows
are utilized to showcase a company’s services and products. ISV’s have the ability to
seamlessly integrate data across multiple applications. PaaS providers allow programmers
to integrate the company’s design platform into their own applications, increasing
interoperability, flexibility and customization. iPaaS also allows integration for the hybrid
cloud computing model which must integrate old systems of data management while
simultaneously incorporating new cloud technology. SaaS is the basis of cloud
technology, allowing the consumer to host their data on the web servers of a given vendor.
System Integrators allow the consumer to connect cloud, on-premise and existing
applications together, offering lower costs and rapid integration.
g) Brief Discussion of Key Product Category Trends
Technology companies across the globe are now considering cloud integration a viable
option for both small business and enterprise companies. Cloud computing has
revolutionized the way IT personnel work for various businesses and they have actively
embraced cloud computing as a favorable and inevitable business solution.
In addition, an independent cloud business model has taken prominence. There is a
current need across the globe for a permanent, unified model that has the ability to
seamlessly combine on-premise and cloud applications across a slew of platforms. Hybrid
cloud services are of the highest value due to increased inoperability. Cloud services have
also been optimized for mobile use and various measures have been taken to heighten the
security of cloud services.

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2.

Brand Review
a. Brief Company/Brand Overview

Informatica Corporation (INFA) is the world’s number one independent provider of data
integration software and services. Informatica enables organizations to gain a competitive
advantage in today’s global information economy by empowering them with timely, relevant
and trustworthy data for their top business imperatives. The company was founded in 1993
and currently has over 2,690 employees. Over 4,400 enterprises worldwide depend upon
Informatica for big data solutions to integrate and secure their information assets residing both
on-premise and in the Cloud.
Informatica Cloud became a business unit of INFA in 2006 and is currently a $20 million
subscription model business. While integrations only reached a mere 500 M per month in
2006, in 2012 Informatica Cloud now integrates 21 B a month. Informatica Cloud’s website,
www.InformaticaCloud.com, is a valuable resource where prospects and current customers
can view products and services, solutions, partners as well as register for a 30 day free trial.
With the recent acquisition of Data Scout Solutions Group Ltd., (a leading SalesForce.com
AppExchange data management solution), INFA has also introduced Cloud MDM.
Furthermore, Informatica has indicated that they are renaming “Unified Hybrid Deployment”
to “Integration Platform for Hybrid IT” in order to effectively showcase Universal Cloud
Integration product offerings.
Informatica Cloud is available in multiple editions:
Data Loader (Professional)
Cloud Integration
Basic
Standard
Cloud MDM
Basic
Standard
Multidomain Hybrid MDM Solution
Informatica Cloud is positioned as a Cloud PaaS provider and is aligned closely with the
Salesforce platform. In addition to PaaS, Informatica Cloud is also effective in both SaaS and
IaaS platforms.
The value propositions for customers of Informatica Cloud are:
No Software maintenance
Rapid time-to-value
Subscription pricing

4

b. Brief Summary of Brand Performance (Five Year Revenue)
This information is currently unavailable.
c. Summary Product Description
Informatica Cloud has successfully developed an array of cloud data integration solutions.
These products are specifically designed to help SaaS application and platform customers
integrate cloud-based data with data residing in on-premise servers. Informatica Cloud
recognizes the need to deliver self-service solutions which offer ease of installation and use to
non-technical users. Informatica Cloud has been acknowledged as the #1 integration solution
on AppExchange for four consecutive years.
With Informatica Cloud, companies have the ability to unify cloud-based and on-premise
data. The cloud solution simultaneously ensures accuracy, improves business operations, and
derives maximum value from all SaaS investments. Informatica Cloud features multitenant
SaaS data integration as well as a powerful iPaaS platform. The features of Informatica Cloud
are targeted not only at business analysts, but also to application administrators, IT personnel
and system integrators. Informatica Cloud guarantees that cloud-based data is effortlessly
synchronized with all corporate IT business systems and maintained with maximum data
management.
d. Key Product Features and Benefits
Informatica Cloud is available in multiple editions to meet the varying needs of
organizations of all sizes. The easy-to-use data integration applications, allow business users
to integrate data across cloud-based applications and on-premise systems and databases.
Moreover, the software specializes in data synchronization, data quality, data replication, and
data loading. With the introduction of Cloud Express users can now easily schedule data
loading tasks between databases/files and CRM without the use of code.
Informatica Cloud allows clients to validate and cleanse their contacts by correcting postal
addresses from over 240 countries while simultaneously enriching addresses with geocode
data. The software also verifies e-mail addresses and checks phone numbers against the
United States National Do-Not-Call registry.
Cloud Connectivity has the ability to connect to on-premise and cloud applications,
databases, flat files, file feeds, and even social networking sites. This allows Cloud to create a
customized data integration package to achieve maximum results. Even with preexisting
systems, the inoperability of Informatica Cloud allows for seamless connection with a
multitude of applications that may already be in use.
In addition, Cloud lets the user easily build custom applications with the use of the Cloud
Connector Toolkit and Cloud Integration Templates. Informatica Cloud Developer Edition
allows customers and partners to create, manage, and share custom data integration
applications in the cloud.
5

Features such as online registration, user and task flow management, job scheduling and
monitoring, error handling, compression, encryption and a secure agent to access and
integrate cloud-based data with on-premise sources makes Informatica Cloud a versatile
competitor in the market. The cloud master data management system can increase the value of
Salesforce CRM investments with better lead conversion, customer targeting and cross-sell
outcomes. Informatica Cloud MDM is fully integrated with Salesforce.com with no need to
install additional hardware or software.
e. Seasonality
Informatica Cloud currently has no discernible seasonality. Due to the fact that sales are no
higher in one quarter compared to any other, every month throughout the fiscal year is
considered equally important.
f. Geographic Distribution
Informatica maintains a global presence in a variety of geographic locations. Currently,
their direct sales presence reaches over twenty countries, while their indirect sales presence
reaches over eighty countries. Indirect sales are maintained through partners and distributors,
while direct sales work with strategic partners in order to market and execute big data
solutions.
Both direct and indirect sales efforts are focused in the Middle East and Europe (consisting
of Austria, Belgium, France, Germany, Ireland, Israel, Italy, the Netherlands, Portugal, Spain,
Sweden, Switzerland, United Arab Emirates, the United Kingdom, and Russia), North and
Latin America (consisting of Brazil, Canada, Mexico, and the United States) and Asia-Pacific
(consisting of Australia, China, Hong Kong, India, Japan, South Korea, Singapore, and
Taiwan). In addition, Informatica hosts a variety of departmental centers to promote global
growth. This includes sixteen development centers within ten countries, eighteen countries
with professional services staff, and ten countries with technical support staff.
Although Informatica has a vast geographic reach, Informatica cloud service growth will be
focused primarily in the United States of America, United Kingdom and Germany in the
upcoming fiscal year 2013. This is due to the fact that international sales have seen the highest
profit from Europe. Additionally, sales outside of North America and Europe from 2009 to
2011 only accumulate to 10% of total revenues generated from Informatica Cloud services
(INFA SEC 10-K 2011).
g. Distribution Channels
Informatica Cloud is distributed through channels such as Internet, Direct Sales, mobile
applications, SI as well as OEM. Informatica also offers on-premise integration platforms and
tools.

6

h. Pricing
Informatica Cloud is available in multiple editions with the following pricing*:
Data Loader

Free

Cloud Integration
Professional
Basic
Standard
Enterprise

$1000/Month
$2000/Month
$4000/Month
Contact Informatica Cloud

Cloud MDM
Basic
Standard
Multi-domain Hybrid MDM Solution

$1000/Month
$6000/Month
Contact Informatica Cloud

*All editions offer “add-ons” which will affect the listed price. Most editions offer a “Free
30-day trial” except the editions displayed in blue.
i. Competitive Strengths and Weaknesses
Strengths:
Simplicity
Seamless integration of on-premise data with Informatica software
No need for hardware or maintenance
Weaknesses:
Higher price than competitors
Services of competitors are more specific
The cloud combines multiple data sources without the need for additional hardware. Cloud
is further extendable by adding subscriptions to services or purchasing apps from a virtual
marketplace. Furthermore, Informatica cloud can refer to a solid base of “regular” Informatica
customers, creating a competitive advantage in acquisition. However, competitors offer more
specific services such as real time information as well as web services. These weaknesses
were recognized and potential solutions are to be addressed.
j. Key Competitive Advantages
Informatica Cloud’s major competitive advantage is the software’s exclusive hybrid
deployment which offers the ability of cloud and on-premise solutions to be unified as
components of a comprehensive platform. Ease of use for the vast range of users and roles in
an enterprise company also creates increased operability. Universal cloud integration provides
connectivity to cloud services as well as support for all cloud types.
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k. Current Brand Position
Informatica Cloud’s current brand position is “Unlock the Value of the Cloud”. However,
Magnetica does not consider this approach to be succinct with the company’s overall brand
positioning which is the “Data Integration Company”. Due to the fact that Informatica cloud
is a branch of Informatica, there is an expressed importance for the Cloud’s brand position to
correlate closely with Informatica’s overall positioning.
3. Customer Profile
a. Current User Definition by Key Firmographics
Informatica Cloud caters to three categories of clients:
Corporate: Companies with under 5000 employees (Non-named accounts)
Enterprise: Companies with over 5000 employees (Named accounts)
Channel: SI and OEM partners
Informatica currently considers Financial Service LOBs at having the highest potential for
growth, including banks, insurance, etc. Health Care is also a market which has high
opportunity to accumulate large revenues.
b. New Prospects Definition by Key Firmographics
Informatica Cloud’s prospects are in both primary and secondary markets.
Primary: Informatica Cloud aims to target Informatica installed-based customers to
increase their total use of Informatica software.
Secondary: Informatica Cloud will target vertical markets within LOBs. LOBs that
should be focused on are Finance, Pharmaceutical and Health Care.
c. Buying Center Targets by Title/Demographic
LOB’s
Purchasing department for the company
Marketing department budget
Vice President of Marketing
Sales People
Corporate leaders
4. Competitive Analysis
a. Definition of Competitors Set
Informatica had identified three competitors for their cloud service product. Traditional
data integration competitors such as Oracle and SAP are not included in the competitive set.

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The top three competitors are:
Hand Coding (Solutions developed internally and not purchased by third party
vendors)
Dell Boomi
IBM Cast Iron
Explanation of Competitive Set:
Hand coding: Hand coding is the process of developing and editing the underlying source
code for a given application. Many IT organizations develop custom code for data integration
due to the fact that existing vendor options don’t correlate with pre-existing applications.
Typically, hand coding requires increased expertise and time and is perceived to be less
expensive than pre-existing applications. A trend with enterprise IT organizations is that
software developers believe that they can develop software that will satisfy existing business
and technology requirements without relying on third party application software. While
custom coding may provide an immediate fix at lower initial costs, hidden costs include the
delayed implementation of a cloud solution. Hand coding has been identified as a major
competitor of Informatica Cloud.
Dell Boomi: In November 2010, Dell acquired Boomi, a SaaS application integration
platform provider. Boomi’s data integration solution provides data transfer between cloudbased and on-premise applications with no hardware, software or coding required. Boomi is
also a Salesforce CRM application partner. Boomi’s solution offering is directly competitive
to Informatica’s cloud solution.
IBM Cast Iron: In May 2010, IBM acquired Cast Iron Systems, a provider of cloud
integration software and services. Cast Iron provides cloud integrations for global companies
in the financial, media & entertainment, and retail market segments. Cast Iron claims to be
the #1 SaaS and cloud integration company. They position themselves as providing simple,
fast and flexible data integration solutions based on their cloud and SaaS applications. Their
solutions are also available through Salesforce. Similar to Boomi, Cast Iron’s position and
product offerings mirror those of Informatica Cloud’s.
b. Brief Company/Brand Overview
Hand Coding: Hand coding is Informatica Cloud’s biggest competitor. This process takes
place within a company by individuals or departments. Depending on the scope of the
company and presence in the market, integration software can be a cost effective alternative to
Cloud services.

9

Dell Boomi: Boomi claims to offer “Data Integration Solutions Built in the Cloud”. Boomi is
a rapidly expanding department within Dell. The General Manager of Boomi, Rick Nucci,
worked for a Supply Chain management company prior to his position at Boomi.
Undoubtedly, this experience helped him appreciate the value of structured and consistent
data which is accessible everywhere.
IBM Cast Iron: Cast Iron is IBM’s Cloud Data Integration platform. IBM acquired Cast Iron
systems in 2010 and rapidly integrated them into their service portfolio. Cast Iron is a full
cloud service package and integrates with all IBM software and equipment. With the support
of IBM Corporate, Cast Iron is expected to have high initial success in the market.
c. Brief Summary of Brand Performance
Dell Boomi: The Dell brand has grown steadily over the last five years, beginning with a net
revenue of $16,434 million in 2007 to a revenue of $63.07 billion company in 2012 (Dell Inc.
Annual Report www.Dell.com 2007).
IBM Cast Iron: The IBM brand has seen a substantial amount of growth during the previous
five years. Their net revenue in 2007 was $98,786 million compared to $106.91 billion in
2012 (IBM Annual Report www.IBM.com).
*Hand coding cannot be measured as it is not recognized as any formal company
d. Summary Product Description
Dell Boomi: As the first and only integration solution built in the cloud, Boomi fully makes
the most of the value of the cloud. Organizations of all sizes, from small businesses to the
largest global enterprises, trust Dell Boomi to quickly connect any combination of cloud and
on-premise applications. Leading SaaS players and enterprise clients rely on Dell Boomi to
accelerate time to market, increase sales, and eliminate the difficulties associated with
integration between platforms. Integration of any application is seamless and allows users to
build and deploy integration in a more rapid manner.
IBM Cast Iron: IBM provides a complete set of capabilities for managing an API
environment in one cloud based solution with the ability to create APIs from a single or
multiple endpoints. This is possible through simplified “configuration, not coding” interface.
Connectivity to hundreds of cloud and on-premise applications, databases, web services,
messaging systems, etc.
Transforms data from source to target applications using a graphical, drag-and-drop
interface.
Graphically defines the flow of data between source and target applications and
establishes business logic rules
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Web based console to monitor integration transactions, handle exceptions and provide
proactive alerting for data and connectivity errors
Secure environment with capabilities to easily and rapidly assemble and publish APIs
(Added business analytics functionality to adapt or grow applications to meet the needs of
the developer community and consumption models)
Enhanced scenarios to rapidly access and integrate applications for mobile application
development that scales to any consumption model across devices
e. Key Product Features and Benefits
Dell Boomi: Dell Boomi’s cloud integration product AtomSphere allows clients to connect
any combination of Cloud, SaaS, or on-premise applications without the use of appliances,
software or coding. The new version AtomSphere Summer 12 includes a new feature that
allows users to submit their integration processes with test data to a regression testing
framework facility with the support of each AtomSphere release. It also ensures predictable
performance levels for real-time data transfers. In addition users can hit multiple data sources
and store them in-memory, thus enabling enterprise companies to have increased flexibility in
managing and federating security policies through SAML-based single sign-on.
IBM Cast Iron: Cast Iron recently developed a new version of their cloud integration product
WebSphere Cast Iron. Aside from the features of the older edition, such as web API services,
a web-based console to monitor integration transactions, handle exceptions and provide
proactive alerting for data and connectivity errors, version 6.2 offers clients further benefits.
This includes the ability to rapidly unlock and connect business information from cloud and
on-premise applications, promoting easier use of mobile applications. A centralized portal
makes it possible to incorporate services into new applications for internal and external
developers. In addition, an advanced scalable Web API management service enables clients to
publish services easily to a widespread community.
f. Seasonality
Dell Boomi: The Boomi cloud service offered by Dell is a monthly subscription based SaaS.
Dell has high sales to government customers in their third quarter and strongest consumer
sales in the fourth quarter. During their third quarter they have low sales in Europe, the
Middle East and Africa.
IBM Cast Iron: Cast Iron is IBM’s SaaS cloud service offering data integration. Cast Iron is
sold to the consumer through a license. IBM has lower first quarter revenue than the fourth
quarter that precedes it. There is a high amount of products ordered at the end of each quarter,
especially at the end of the fourth quarter.

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g. Geographic Distribution
Dell Boomi: Dell Boomi AtomSphere caters to a wide range of application and data
integration needs such as cloud to cloud, cloud to on-premise, on-premise to on-premise and
B2B integration. As far as geographical distribution is concerned, Dell Boomi AtomSphere is
planned to be marketed and distributed across various parts of the world including North
America, Europe, Middle East and Africa and Asia-Pacific regions. Current Dell customers
are being informed of AtomSphere through internal communication channels occupied by
Dell.
IBM Cast Iron: WebSphere consists of a global network of highly skilled and technical
experts who provide services in implementation of software solutions. WebSphere is
distributed across the world on most major continents, primarily North America and the AsiaPacific regions.
h. Distribution Channels
Hand-Coding: There are no distribution channels for hand coders due to the fact that this
skillset exists within the IT department of enterprises.
Dell Boomi: Boomi is distributed through existing channels used by Dell. These include
authorized Dell Partners such as VARs, Technology Partners (ISVs, HSVs and other solution
providers), OEMs, and Global Alliance Partners (BMC, Brocade, etc.). Boomi integration
cloud solutions are also available on the Salesforce CRM AppExchange.
IBM Cast Iron: Boomi is distributed through a network of IBM Business partners, ISVs,
Global Systems Integrators & Business Solutions providers, the internal sales organization
and Salesforce AppExchange.
i. Pricing
Dell Boomi: Boomi is segmented into three packages which are all available through a
monthly subscription or a 30 day free trial. The basic Version is available for $550 a month
and includes basic features for small businesses. The second and most widely used version
costs $1,400 a month and enables customization. The Enterprise edition is designed for large
companies with their own databases and is able to connect those as well as other data sources.
This extended version costs $7,000 a month.
IBM Cast Iron: A comparable set of functions for IBM Cast Iron costs $6,200 with an
extended license costing $15,500. However, IBM sells licenses rather than monthly
subscriptions. For this reason, difficulties are presented when comparing service offerings
from Informatica and Boomi.
Hand Coding: Difficulties are also encountered when attempting to discern an average price
for hand coding. While hand coding may initially appear to be the cheapest option, changes
after a system is implemented is far more expensive than a license or subscription service.
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Dell Boomi

IBM Cast Iron

Hand Coding

$550 - $7,000

$6,200 - $15,500

Pricing Unknown
(Typically higher)

j. Competitive Strengths and Weaknesses
Hand Coding: Initial cost may be cheaper than options offered by competitors in the industry
for a subscription or license. Another key strength is the creation of custom cloud user
interfaces for each client. There is no monthly subscription or annual license fee.
A major weakness of hand coding is the high potential cost to a company in the event
that code changes need to be made by the developer after initial implementation. The software
is also proprietary so integration with other networks may not be possible. There is also lack
of a dependable support desk for help in case problems are encountered, as the developer has
relatively sole access to system administration controls.
Dell Boomi: Voted #1 SaaS integrator for growing businesses, Boomi software allows the
user to perform rapid self-service integration with any application. Also, clients can build and
deploy applications at an increased speed. In addition, the package offered at $550 a month is
one of the most reasonable subscription prices on the market.
A key weakness is the lack of a hybrid solution for cloud integration due to the fact
that efforts are increasingly focused on becoming exclusive to Cloud services. There is also a
weak perception of Dell as a software company as they are primarily hardware providers.
IBM Cast Iron: With real-time visibility of data in the cloud, users no longer have to spend a
substantial amount of time searching multiple applications to access critical business
information. Productivity enhancement tools increases user adoption and enables companies
to maximize the value of their investments in cloud applications. Cast Iron also has a large
base for international support.
Similar to Boomi, Cast Iron does not offer a hybrid solution for cloud integration. In
addition, as license-based software the initial price of $6,200 is sharper than any other product
on the market. The software is highly complex and is not known for being simple to use.
k. Key Competitive Advantages
Dell Boomi:
Voted #1 SaaS integrator for growing businesses by easily allowing for rapid self-service
integration
Integration of any application using seamless on demand- solutions
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Allows users to build and deploy applications in a more rapid manner
IBM Cast Iron:
Configuration-based approach and TIPs help companies reduce integration costs by as
much as 80% compared to custom code
Visual UI and simplified configuration experience reduces the use of expert resources for
cloud ‘plumbing’ projects and allows companies to reallocate IT personnel to more
strategic, innovation-oriented projects
Real-time visibility of data in the cloud and maximization of productivity. This
productivity enhancement enables increases user adoption and enables companies to
maximize the value of their investments in cloud applications
l. Brand Positioning
Dell Boomi: Dell’s established brand name allows for easier access to awareness in the
market in order to build trust and security for clients and prospects. Dell Boomi is the first
brand to offer the industry’s first integration cloud and help cloud providers bundle service
offerings.
IBM Cast Iron: Cast Iron also benefits from the parent company, IBM. As the world’s
largest IT and consulting services company, it successfully helps Cast Iron to be perceived as
trustful and reliable to both clients and prospects. Cast Iron optimizes integration with various
partner vendor solutions, including Salesforce.com, SAP ERP, Oracle ERP and CRM or
SugarCRM. This eliminates the need for vendors to create solo integration codes.
III.

Problems and Opportunities
1. Key Problems That Must Be Overcome
Informatica Cloud is subject to the following problems:
Informatica Cloud must find an effective way to enter the cloud market as a SaaS. This
will present difficulties as the cloud market is saturated with license-based services.
In order to avoid data fragmentation, Informatica has to adopt a strategy that allows for
data integration across both cloud and on-premise platforms. This should be a seamless
process that gives companies more flexibility and convenience. The more seamless data
integration is the less effort IT will need to spend on infrastructure issues. Creating an
iPaaS will allow companies to operate through hybrid cloud computing so that users can
continue using traditional platforms as well as integrating new services to maximize the
consumers’ return on data.
Clients who do not upgrade from basic subscription accounts will result in a loss of
subscription revenue for leads that have the potential to bring more revenue in, but remain
stagnant.

14

2. Key Opportunities that can be maximized
Opportunities:
Cloud to Cloud Integration
Cloud security and data governance
Big Data / Hadoop
Increased security essentials
3. Key Problem or Opportunity to be addressed
The key problem that Informatica Cloud must overcome is it’s perception as a small tech
player in a very large tech segment. Competing with IBM, Dell, and others is not easy and
the challenge is augmented by hand coders at the low end. Additionally, this problem is
exacerbated by the prevalence of hand-coders that believe they can develop solutions
internally.
This challenge can be addressed by stressing the independence of Informatica’s data
integration solutions and the power of combining the traditional strengths of Informatica with
the innovative solutions of Informatica Cloud. Also, our strategy involves leveraging the
strong relationships with Salesforce.

IV.

Marketing Objectives and Strategies
1. Objectives for Market Share, Units, Dollars etc.:
To establish Informatica Cloud as the dominant leader in cloud data integration and
data quality by end of 2013
To grow revenue to $100 million by end of 2014
To achieve $27.4 million pipeline from marketing by end of 2013
To achieve 1,135 marketing sourced opportunities by end of 2013
2. Strategies for Positioning, Pricing and Distribution
Position Informatica Cloud as the cloud and on-premise integrated solutions brand
Leverage the parent brand and infrastructure to gain deep Enterprise penetration
 Focus primarily on LOBs within Informatica’s Enterprise market
 Focus secondarily on LOBs within non-Informatica Enterprises in financial
services, pharmaceutical and healthcare

15

3. IBC Strategy
Use a brand communications mix of print advertising, PR, direct marketing,
Internet/Social Media, sales promotion, direct marketing and events.
V.

Communication Objectives
There are five Communication Objectives for Informatica Cloud. For each objective,
Magnetica anticipates the following unaided awareness increases by the end of the campaign
in the target audience over initial benchmark measurements:
Objective

Percentage Points

Brand Awareness

3

Key Message Awareness*

4

Brand Liking

4

Brand Preference

2

Intent-to-Purchase

3

*Key Message: Informatica Cloud is easy to use, timely and reliable.

VI.

Creative Strategy
1.

Objective

To convince the target audience that Informatica cloud offers the best, seamless integration
of cloud services that maximizes return investment on data through onsite and hybrid cloud
systems.
2.

Target Audience

1. Informatica’s installed base of customers (LOBs)
2. Large Enterprises with 5,000 employees or more. (LOBs)
Financial /Insurance
Healthcare, Pharmaceuitcal and Life Sciences
3.

Brand Positioning
Informatica Cloud differentiates from competitors by offering seamless integration by using

a combination of cloud and an on-premise integrated solution. Informatica merges the clients’
data and cloud storage without any hassles.

16

4.

Brand Promise

Informatica Cloud will maximize the return on data by seamlessly integrating data in both
on-premise and cloud platforms.
5.

Support

Informatica cloud is the only data integration vendor that offers cloud computing and onpremise solutions that can be consolidated as components of the company’s comprehensive
platform. Informatica is timely, relevant and trustworthy and Informatica Cloud will follow
this philosophy closely.
6.

Brand Personality

Informatica Cloud is powerful, easy to use and is proven to provide timely and reliable
access to your organization’s valuable data.
7.

Mandatories

The logos of Informatica and Informatica cloud must be registered as a trademark and be
free for use in Magnetica’s campaign. The Tagline, “Maximize your Return on Data”, which
is already used by Informatica, will be used to enforce the key benefits of cloud and as such
must be properly licensed for Informatica Cloud. The theme, “1+1=3”, will be used without
licensing. All typography will be supplied from open, public sources.

VII.

Creative Executions
1.

Campaign Theme/Rationale for Theme
1+1=3

When you combine both the strength of Informatica plus the innovation of Informatica cloud
you maximize your return on data.
We will execute the big idea for Informatica by integrating our creative theme “1+1 = 3”
consistently throughout our print, sales promotion, PR, direct marketing, trade shows/events,
and internet initiatives.
Our tag line, “The Power of 3” will reinforce the value proposition for Informatica’s
installed customer base and appeal to prospects.
We are introducing the concept of numerical advantage. By combining the strength of
Informatica’s powerful and proven data integration brand promise with the value of
Informatica’s cloud offering is greater than the sum of its parts.

17

2. Executions by Advertising Media
Our Creative strategy is based on combining the strengths of the established Informatica
brand promise with the innovations of the Cloud business unit to deliver our promise of
maximizing your return on data.
VIII.

Advertising Media Plan
1.

Objectives: To increase key message awareness by 4 percentage points and generate
hundreds of sales leads using a call to action within ad creative within 12 month
campaign period.
a. Target Audience
Primary target audience: Centralized IT purchase influencers within Informatica’s
installed base of enterprise accounts
Financial Services (Including Insurance)
 Healthcare, Pharmaceuticals & Life Sciences
b. Seasonality
Informatica Cloud currently has no discernible seasonality. Due to the fact that sales
are no higher in one quarter compared to any other, every month throughout the fiscal
year is considered equally important.
c. Geography
Primary: North America
Secondary: UK, Germany, Australia/New Zealand
d. Reach
Informatica’s primary target audience of installed base customers is composed of
approximately 5,000 enterprises worldwide. Approximately 60% (3,000) of their
installed base is located in North America. The goal is to reach 80 to 90% of North
American, installed base customers.
Informatica’s secondary target audience is much larger in terms of raw numbers. With
our specified target audience, we estimate our target base to be approximately 9,000
enterprises in North America with a goal of reaching 50 to 75% of them with our
overall media plan.
e. Frequency

In order to accomplish reach goals, integration of a frequency plan of monthly, bi-monthly,
and quarterly print advertisement placements will be executed.

18

2.

Strategies
a. Media Mix
Print





Oracle Magazine
CRM Magazine
Cloud Computing Magazine
DBTA

Online
 Teradata Magazine

Magazine Analyses:

Oracle Magazine
Circulation: 532,338 (6/11 BPA) 380,329 Print/ 152,009 Digital
Audience composition:
LOB Management:
Application Developers/DBAs/Tech Support
Targeted Vertical markets:
Financial Services/Insurance:
Healthcare/Pharma/Life Sciences
Government
Telecommunications
Retail/Wholesale/Distribution

16% (73,165)
80.5% (367,000)
7.4% (33,589)
3.8% (17,401)
4.7% (21,598)
4.8% (22,028)
2.3% (10,446)

Geographic Location: 55.4% N. America, 3.1% UK, 1.7% Germany, 1.3% Australia, less
than 1% New Zealand.
Media Buy Justification: This publication is the leading trade journal for reaching the
business-technology and IT buyers within the database and application market segment. It
is the most cost effective media buy that reaches the largest number of Informatica’s target
audience.
Cost for full page, full color ad unit with frequency:
CPM: $53.12

19

$28,278 each for an 8X frequency

CRM Magazine
Circulation: 70,000 (6/12 BPA)
Audience composition:
75% are involved in decision-making with 29% indicating they make final decisions for
CRM-related products and services.
Job Level:
C-level
VP
Manager
Supervisor
Staff
Technical

14%
7%
35%
2%
11%
8%

Job Area:
Sales:
Marketing:
Customer Service
Corporate
IT/Web/Technical

18%
26%
17%
16%
22%

Geographic Location: 98% N. America
Media Buy Justification: The client indicated that CRM buyers/users within sales,
marketing, customer service and support are one of his top prospect groups. This
publication is the leading CRM trade journal and more than 83% of their audience view
themselves as their organization’s “champion/advocate” for CRM implementations.

$10,950 each for a 12X frequency

CPM: $156
Cloud Computing Magazine
Circulation: 35,000 (publisher’s statement)
Audience composition: (Unaudited)
Audience comprised of C-level executives, service providers, application developers &
equipment service providers, distributors and channel partners. (Information provided by
publisher)
Geographic Location: 57% N. America, 8% Europe, 24% Asia. (Source: January 2012
subscriber demographics provided by publisher)
Media Buy Justification: This new publication is targeted directly at buyers of cloud
solutions. 79% of their readers influence purchases within the buying center of their
organizations.
CPM: $130.42

20


DBTA Magazine (Database Trends and Applications)
Circulation: 20,000 (publisher’s statement)
Titles
Enterprise IT Mgr. /Dir.
16.28%
Application Development/Project Mgr.
Line of Business Mgr.
Database Administrator
Analyst/Programmer

Business/Industry
9.17%

Financial

9.17%
2.65%
30.16%
9.52%

Healthcare/Medical
Government
Telecommunications
Retail/Distribution

Organizations with over 1,000 employees:
Geographic Location: 99% N. America

Services/Ins
7.72%
9.81%
2.3%
4.18%

51.13%

Media Buy Justification:
Targeting complex data environments, DBTA is the only
magazine that reaches all of the major DBMS platforms and integrated applications. This is
the only “data integration” publication that can deliver Informatica’s installed base as well
as provide reach into the application developer segment.


CPM: $331
Teradata Magazine (Digital Format)
Circulation: 150,000 worldwide (publisher’s statement)
Business/Industry
Financial Services
16 %
Healthcare
6%
Government
3%
Communications
7%
Retail
8%
Geographic Location: NA
Media Buy Justification: Teradata is the world’s largest company solely focused on
creating enterprise agility through database software, enterprise data warehousing, data
warehouse appliances and enterprise analytics. This audience is Informatica’s sweet spot.
They will be able to reach their installed base as well as LOB prospects in targeted niche
market segments. Quarterly Frequency.
Cost for digital full page, full color ad unit with frequency:
frequency
CPM: $17.33
21

$2,600 each for a 4X

3. Tactic Flow Chart and Budget

IX.

Sales Promotion
1.

Objectives
To increase downloads of “free trial” subscriptions by 3 percentage points during 12
month campaign with new prospects and to induce current Informatica customers to
use 90 day trial with promotional discount.

2.

Strategies
“Free Trial” subscription will be available for 30 days on professional, basic and
standard versions of Informatica Cloud.
Offer a discount (of X-amount) for 90-days to Informatica’s current customers that
already have Informatica’s software and would like to integrate Informatica Cloud.
Give-a-ways (USB drives with trial software uploaded onto them) to be given out at
Trade Shows and mailed to sales leads.

3.

Tactical Programs
Print advertisements in Oracle, Cloud Computing, CRM, Database Trends, and
Applications with specified QR codes and URLs to direct leads to Informatica
Cloud’s Free Trial webpage.

4.

Objectives Measurement
Track click through rates from email distributions.

22

Print advertisements will be tracked through specified QR codes, special URLs,
phone numbers and trade show copy to determine number of free trial sign-ups from
each magazine source.
Track installed customer database through sign-ups
5.

X.

Execution Calendar and Budget

Public Relations
1.

Objectives
To increase awareness of Informatica Cloud business unit as thought leaders and to
align Public Relations activities with brand strategy by the end of campaign.
Targeting multiple stakeholders, including:
Customers and prospects (Informatica installed base and LOB prospects)
Employees
Shareholders
Financial and market analysts
Suppliers and partners
Resellers
Government agencies

2.

Strategies
A comprehensive public relations strategy targeting Informatica’s installed customer
base and LOB decision makers within Financial Services, Pharmaceutical, Health
Services, etc. Strategies include the use of social media outlets such as LinkedIn and
Twitter as well as generating exposure with press and analyst community through
participation at various Trade Shows and conferences throughout the year. Traditional PR
services will be used to complement emerging social media implementations.

23

3.

Tactical Programs
Use of Social Media
Blogs
 “Ghost-Write” a monthly blog for Darren and other cloud executives like
Ravi Shankar, Michael Dooley, etc.
 Network with major cloud bloggers to make sure they are reading and
participating with Informatica cloud’s blog discussions.
LinkedIn
 Join and participate with weekly communications in all relevant LinkedIn
Groups, like:
 Cloud Computing, SaaS & Virtualization
 Cloud Computing
 Salesforce Marketing Cloud
 Salesforce Power Users group
Twitter
 Updated posts about product, targeting specific customer base.
 Support each trade show with regular Twitter updates
Press Kit supporting Informatica Trade shows participation:
Dreamforce, San Francisco, CA
Cloudforce, London, UK
Informatica World, Las Vegas, NV
Cloud Connect, Santa Clara, CA
At each Trade Show, Informatica Cloud PR will arrange speaking opportunities for high
visibility exposure
Pre-arranged interview opportunities for trade and business press. (Exclusive
interviews with major publications to be considered.)
Keynote speaking opportunity to be arranged for at least one of the Salesforce.com
events.
Gartner Primary Market Research Partnership:
Arrange for a market research campaign in conjunction with relevant Gartner
analysts.
4 primary research studies that will establish Informatica Cloud as the “thought
leader” in Cloud computing solutions.
Create executive summaries from research and use as lead gen online and at
events.
Create White papers based on research and use as lead gen online and at events.
Create webinar events hosted by Informatica Cloud and moderated by Gartner
Analyst associated with primary research projects.
Participate at 1 (one) trade show conference event for the presentation of the
research results with Gartner Analyst co-presenting with Informatica cloud
executives.

4.

Pre and post campaign benchmark survey to evaluate the effectiveness of each
element of the PR campaign.
Track downloads of Thought Leader executive summaries and white papers.
24

Analyze webinar registrations and attendance at conference session events.
Measure the number of interviews and rank according to reputation of editorial
quality of publication or blogger.
Track web traffic for Informatica Cloud blog sites and comments posted.
Track number of Informatica Cloud citations on industry blog sites.
5.

Budget Detail
Budget:
Blog Campaign Ghost writing and development.
 ($6K per month)

Annually
$72K

Blog development and promotion

$12K

LinkedIn and Twitter development and promotion

$12K

Press Kit creation, printing, digitization, delivery at
 major trade shows and events ($6,500 each)

$26K

Interviews with trade press and bloggers at trade shows
 and special events (including entertainment) ($1K each)

$4K

Keynote speaking opportunity at Salesforce. com event
Gartner Primary Market Research Program
Breakdown of expenses:
 Gartner sponsorship:
 4 Research studies:
 4 Exec summaries
 4 White papers
 4 Webinars
 1 presentation at event
 Total for Gartner campaign:
Total Public Relations Budget:

$50K

$175K
$86K
$8K
$22K
$48K
$30K
$369K
$545,000

Some of these expenses are soft costs since they will be shared with the corporate PR
department of Informatica Corporation.

25

6.

XI.


Direct Marketing
1.

Objectives
To achieve 3% percent response rate to Call to Action (Free trial for small businesses
and audits for large enterprises) from Enterprise installed base customers as well as
Financial and Healthcare LOBs by the end of 2013

2.

Strategies
Create both digital and print marketing programs
Use of emails to contact purchase decision makers within companies with strong lead
scores
Use of telemarketing for lead nurturing
Direct Mail with incentives to the approximately 3,000 Informatica Enterprise
companies in North America
Free trials for small businesses and audits for large enterprises

26

3.

Tactical Programs
Print Advertisements in Oracle, Cloud Computing, CRM, Database Trends and
Applications with specified QR codes and URLs to direct leads to Informatica Cloud’s
Free Trial webpage
Online Advertisements within Teradata digital magazine with click through ads
directing prospects to Free Trial.
Personalized email blasts to reach Informatica’s installed customer database
Rental of email lists from Salesforce.com as well as magazines within print campaign
Telemarketing campaigns after trade shows targeting direct leads and all sales leads in
sales funnel

4.

Track click throughs from Teradata’s digital edition to determine number of free trial
sign-ups
Track click through rates from email distributions
Lead score reports from telemarketers
Print advertisements will be tracked by specified QR codes, special URLs, phone
numbers and trade show copy to determine number of free trial sign-ups from each
magazine source

5.

Budget detail for each program and execution calendar
Direct Marketing via print and digital magazines will be consistent with advertising
media campaign and will have nominal expense
Email blasts to Informatica installed based will be used on a quarterly basis and prior
to Informatica World. (No rental costs and nominal execution costs incurred. Expenses
will involve landing page creation, content creation and distribution costs).
Email blasts targeting LOBs in secondary target markets. These lists derived from
print and digital magazines from advertising media campaign. Six email distributions
throughout the year and specifically prior to trade show events
Email Blasts
Magazine
Oracle
Cloud Computing
CRM
DBTA

Teradata

Circulation
364,329
35,000
70,000
60,000 ( Only
20,000 would opt
in to receive
emails)
150,000

Email List
Rental Cost
$12,740
$1,225
$2,450
One time blast
= $2,000
Multiple blasts
= $1,750 per
blast
$5,250

27

Frequency
X6
X6
X6
X6

X6

Total
$76, 440
$7,350
$14, 700
$10,500
(using
multiple
blast rate)

$31,500
Total = $140,490

Telemarketing
 One telemarketer will be hired at $10/hour and work 8 hour shifts to execute cold
calls after trade shows for lead nurturing.
Trade Show
Dreamforce
Cloudforce London
Informatica World
Cloud Connect

# of Days
30
45
20
10

Cost
$2,400
$3,600
$1,600
$800
Total = $8, 400

Direct Mail
 3,000 mailers at $15 each sent to Informatica installed base Enterprise companies
in the United States before trade shows.
Total = $45,000
Five to six field audits throughout fiscal year 2013
Total = $100,002
Direct Marketing Budget Total = $293,890
6.

XII.


Trade Shows, Events and Sponsorships
1.

Objectives
To increase brand awareness by 3% from 2012 to achieve 1,050 leads by the end of
campaign.

2.

Strategies

To achieve the above mentioned objectives we will present Informatica Cloud’s products to
targeted prospects and customers who are considering a purchase or are opinion leaders in
their companies and business groups.
28

3. Tactical Programs
Selected Trade Shows
a.

DreamForce (San Francisco, US)
Overview/reason for choosing:
DreamForce is a conference that is focused on turning a company into a social enterprise.
During the conference businesses learn about the next generation of cloud computing and
how to utilize it for business acceleration.
Cloud computing industry event of the year
Hosted by Salesforce
 Many Salesforce customers (part of Informatica’s target group)
Date:
November 18th-21th 2013
Attendance:
90,000 visitors in 2012
Objective:
400 leads

b.

Cloudforce London(London, UK)
Overview/reasonforchoosing:
Part of the Cloudforce Social Enterprise Tour
Attendees learn how to transform their organizations into Social Enterprises
Last attendance: Event with the most generated leads for Informatica (500 leads)
Date:
Specific date for 2013 is not set yet (only one day)
Attendance:
14,000+ visitors in 2012
Objective:
500 leads

c.

Informatica World (Las Vegas, US)
Informatica World bundles training, networking, best practices and new innovations
Special on Informatica Cloud and seamless Integration
Offer to become a sponsor of Informatica Cloud
29

Good opportunity to reach the primary target group
Date:
June 4th-7th 2013
Attendance:
1,600 visitors in 2012
Objective:
100 leads
d. Cloud Connect (Santa Clara, US)
Produced by UBM TechWeb
Cloud Connect charts the course of cloud computing's development
As both a conference and an exhibition, the event brings together enterprise IT
professionals, developers, infrastructure and service providers and cloud computing
innovators.
Advantage for Informatica: proximity to the headquarter saves costs and time
Date:
April 2nd-5th 2013
Attendance:
4,000+ visitors
Objective:
50 leads
Execution at all events:
Will continue to use booth types previously used at events (Displays, Pop-ups, Table tops,
etc.)
Supporting materials: folder, brochures, flyer, give-a-ways (USB flash drives with trial
software), sweepstakes (Starbucks gift cards)
Activities: interview with Informatica CEO Sohaib Abbasi and VP of Informatica Cloud
Marketing Darren Cunningham to maximize exposure of new features
Programs will be supported by print and online advertising, direct marketing, public
relations and sales promotion

30

4. Objectives Measurement
For measuring the objectives leads must be associated with the corresponding trade show
(by using different printed and electronic lead sheets for each program). In addition leads can
be traced to the trade shows by using combining the sales promotional activities such as
sweepstakes with obtaining contacts. Tracking studies evaluate leads after the trade shows.
5.

Budget Detail

General costs:
Graphics:
Brochures, flyer etc.:
USB flash drives ($10 per)
Starbucks gift cards($20 per)

$20,000
$10,000
$40,000*
$ 4,800*

a. Dreamforce (Personnel: 12)
Booth:
Booth transport/construction:
Personnel transport: ($200 per)
Daily expenses: ($100 per)
Interview with Informatica CEO
Free-show passes: ($1,000 per pass)
Training for Administrators prior to event ($799 per person)

$250,000
$1,000
$2,400
$4,800
$20,000
$10,000*
$15,980*

b. Cloudforce London (Personnel: 6 from European branches, 6 from U.S.)
Booth:
Personnel transport (U.S. staff $2,000 per person)
Interview with Informatica CEO
Personnel transport (European staff $500 per person)
Daily expenses: ($100 per person)

$210,000
$5,000
$12,000
$30,000
$3,000
$3,600

c. Informatica World (Personnel: 6)
Booth:
Personnel transport: ($500 per person)

$100,000
$2,500
$3,000
$3,600

d. Cloud Connect (Personnel: 6)
Booth:
Personnel transport: ($200 per person)
Free-show passes: ($1,899 per pass [20% group discount])

$100 000
$1,000
$1,200
$2,400
$15,192*

31

Trade Show Budget Total =

$785,500

Surpluses are allocated to the sales promotions’ budget

6.


1.

Internet
Objectives

XIII.

To create awareness and a positive image of Informatica Cloud in the consumer’s mind by
the end of campaign, so it directs them into the buying process with direct call to action
2.

Strategies
Low- Cost Media Strategy:
Google Ads
LinkedIn
Newsletters

3.

Tactical programs
Key words on Google ads
Cloud integration
Health Care
Financial
Insurance
Life Science
32

Pharmaceuticals
Newsletters from magazines will also be utilized to display advertisements on. This is
beneficial because the magazines in the campaign deal with Cloud integration.
4.

Track click through rates from email distributions
Print advertisements will be tracked by specified QR codes, special URLs, phone numbers
and trade show copy to determine number of free trial sign-ups from each magazine
source
Reach
Conversions
Frequency and effective frequency
Audience composition (demographics, key attributes)
Viral lift/attribution
Ad effectiveness research
Cross-media research
Calculating online GRPs (Gross Rating Points)

5.

Budget detail for each program and execution calendar

Monthly
Google Ads
LinkedIn
DBTA
CRM
Teradata

Yearly
$364,922
$182,496
$ 4,800
$21,120
$15,120

$30,416
$15,208
$400
$1,760
$1,260

Total: $588,528
6.


33

XIV.

Campaign Evaluation
1. Objectives

We have five Communication Objectives for Informatica Cloud. For each objective we
anticipate the following unaided awareness increases in the target audience by the end of the
campaign, over initial benchmark measurements:
Objective

Percentage Points

a.
b.
c.
d.

Brand awareness
Key Message awareness*
Brand liking
Brand preference
e. Intent-to-purchase

3
4
4
2
3

*Key Message: Informatica Cloud is easy to use, timely and reliable.

2&3. Methodology and Timing
Our methodology for evaluating the effectiveness of our integrated brand communications
plan is to perform a pre-campaign and a post-campaign survey. Our goal for both of these
surveys is to generate a sample size of at least 300 respondents, which will provide a 90-95%
confidence level and be statistically significant. Our goal is to be within +-3% margin of
error.
Informatica’s research team will assist in the creation of a 20 question survey instrument
that will be distributed via email to 5,000 current Informatica customers worldwide, with an
incentive for one Apple iPad drawing and Starbucks gift cards for the first 100 respondents
(32 GB iPad from $599 and $500 for 100 $5 gift cards). The total cost of incentives is
approximately $1099.
A similar survey will be distributed via email to 5,000 targeted LOB titles within Financial
Services, Pharmaceuticals and Life Science enterprises with 5,000 employees or more. The
email list for this survey will be sourced from the trade journals that are being used for the
print advertising campaign. The same incentives will be offered for this portion of the survey.
The goal for both the pre and post-campaign survey will be 300 respondents. Multiple
distributions of survey questionnaires will be distributed via email if necessary to reach this
goal.
The pre-campaign survey will be distributed in early January 2013 and tabulated by Feb.
1 , 2013.The post-campaign survey will be distributed in January 2014 (within 12 months of
the pre-campaign survey) and will be adjusted slightly to account for recall questions
regarding campaign activities, but will essentially be the same instrument.
st

4. Budget
Survey Instrument Creation, Testing, Data Cleansing and Analysis, list rental
acquisition:
$60,000 ($30K each for pre and post campaign surveys)
Incentives:

$2,198 (Apple iPads and Starbucks Coffee cards for both surveys)
Campaign evaluation Budget Total: $62,198
34

XV.

Budget Summary

Submitted by Team Magnetica:
Rashi Mirakhur
Lukas Meller
Calvin Carr
Kayla Tylosky
Sarah Standvoss
Matthew Viramontes
Gladis Covarrubias
December 5, 2012

35

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