3. INTRODUCTION
4 Who We Are 5 Executive Summary
TALK STRAIGHT
8 Campaign Scope 8 Campaign Objectives 9 Industry Analysis 10 SWOT Analysis 11 Competitors
DO RIGHT BY OUR CUSTOMERS
14 Target Market 16 Geographic Strategy
BE OBVIOUSLY BETTER
20 Media Vision 22 Media Strategy 26 Flow Chart 27 Budget 28 Future Recommendations
4. we}
who
are We are InterMix Media. Our philosophy is to “mix” traditional
and newer media together to build stronger campaigns
that 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.
4
5. { executive summary }
Launched in 2009, Ally has already garnered a large customer size of the city and the success rates of small businesses. The heavy-
base that gives some of the largest banks a run for their money. Ally is ups included work well in terms of small business success rates,
exclusively an online bank that is extending its services to include not number of small businesses existing, and the area’s population size.
only consumer products, but small business products as well. It has
built a foundation on the belief that customers matter. Additionally, These heavy-up cities will receive additional advertising to
with the three core values that Ally has provided and has built its promote the Ally brand including guerrilla marketing and out-of-
company upon, IM has produced a fully-integrated media strategy that home (OOH) efforts. A projection system will constitute our guerrilla
will allow Ally to see its potential in “banking without boundaries.” marketing efforts and will give customers a brand experience to
enhance our overarching theme of banking without boundaries.
The purpose of this book is to create a national media strategy OOH efforts include advertising in airports, taxi signs, and a non-
for Ally to meet the objectives of increasing awareness of small traditional push for Ally sponsored Wi-Fi hotspots at targeted airports.
business products to 10%, increase engagement with a captivating,
ubiquitous campaign, and convert small business customers to invest For national efforts, IM has implemented a mix of various
$1.0 billion in net new deposits. Keeping Ally’s product offerings in traditional advertising that includes radio, television, and Internet to
mind, IM plans to pursue a target market that consists of men ages give small business customers a seamless experience across the media.
35 to 59 that have already successfully established a stable small Television will include four channels: CNBC, CNN, FOX News, and FOX
business. At this point, these small business customers are interested Business. Local radio stations were selected based on demographics
and ready to invest time and effort in Ally’s small business products. that matched our chosen target market and AQH. Additionally, Fast
Company and BusinessWeek, our print selections, were chosen based
The media strategy encompasses the whole nation with on their content and audience psychographics. In order to give small
8 heavy-up areas that include Austin, Texas; Cinncinati, Ohio; business owners a connected advertising campaign, we also chose to
Indianiapolis, Indiana; Kansas City, Missouri; Milwaukee, Wisconsin; advertise heavily on both of their online counterparts, BusinessWeek.
Nashville, Tennessee; Oklahoma City, Oklahoma; and Pittsburgh, com and FastCompany.com, with the addition of Forbes.com.
Pennsylvania. To determine which heavy-up locations to choose, IM
meticulously calculated a formula that determined the success rates Lastly, we chose to delve deeper into the social media mix that
of small businesses within that state. Additionally, IM chose cities specifically includes Facebook and Twitter. Both social media networks
with the highest population because of a correlation between the will continue to be used in order to enhance customer experience.
8. campaign
scope
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 large
as 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 objectives
Awareness Engagement Conversion
Drive awareness of Ally Bank Leverage the most effective Deliver $1.0B in net new
Small Business products to media channels to drive strong deposit growth in small
10% at the end of the first 12 engagement of small business business deposit products by
months following launch. audience. the end of the first 12 months
following launch.
8
9. }}
47% of the total U.S. population claimed to have participated in online
banking in just 2002 alone. Also, it is important to focus on some major trends in
online banking. To begin, males are more likely to use online banking than women.
49% of men have tried online banking as opposed to 39% of women. Those with
industry
higher socioeconomic statuses are more likely to go online for these services. A
strong correlation begins with usage among households making more than $75,000
annually with a college education. However, in general there has been an increase
across all social spectrums as the popularity of this medium continues to increase.
Thanks to the convenience and security of being able to monitor their
money whenever and wherever they want, online banking has become a new norm.
As banks begin to realize these benefits of online banking, they have also noticed
that online customers are more likely to interact with the bank through service
analysis
calls and have a lower switching rate. With this added value of customer service
comes the responsibility and advantage of reinforcing a good user experience.
Through convenience and price cuts, many of the once charged products such
online banking
as bill paying is now offered for free at many different banks across the United
States. The customers’ experience with their current institution will create new
expectations from online banks to provide the best experience possible.
conclusion
Even though trends point to increasing online usage in the future, physical banks still have the greatest impact on customers. Young and high-income
customers have a strong preference for online banking, with ATMs and branch locations being the most important factors in selecting their financial
provider. There is a correlation with online banking and usage of automated teller machines and telephone services. However, there is still a strong
dependence in branches where consumers typically desire human contact especially when it comes to product concerns. Thus for purely online banks, it
is even more crucial to transform the user experience to compensate for a lack of human contact.
Sources: LexisNexis.com; Fox, Susannah. Online Banking 2005. Pew Internet & American Life Project, Feb 9, 2005.; “Forbes.com Best of the Web - Banking.” Forbes.com. 9
10. strengths weaknesses
• Interest rates are comparatively higher than competitors • No brick and mortar sites for people to do their banking
• Notable features (free checks, no ATM fees, refunded ATM charges, free checks, • Limited small business product offerings
and unlimited check writing) • Disgruntled fans leave bad reviews on various websites
• Provides easily accessible personal customer service with several options (24/7 because of bad customer service experiences
phone service, e-mail, and online chat) • May only be a secondary bank for most small businesses
• Users are loyal to the brand and show it through posting @replies on Twitter
and 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)
opportunities threats
• Expand services to the small business community • Economy (during poor economic times, consumers will
• Small businesses are already seeking out Ally’s services use their current bank for their small business accounts
• Successful small businesses with the desire to profit from due to familiarity and security reasons)
higher interest rates • Small business owners using larger, more well known
• Distrust of “big banks” creates leverage for Ally banks as their primary bank
• The rate at which small businesses fail
conclusion
From the analysis of Ally’s strengths, weaknesses, opportunities, Additionally, we were able to derive problems affecting online financial
and threats, we were able to derive traits that affect online financial affiliations - Brick and Mortar Banks:
affiliations: • Despite heavy online use, branches remain the most utilized channel
• 24-hour services: 92% of consumers list all-access services as the with 75% of consumers visiting at least once a month.
main reason for using online services. • 82% of consumers still prefer the branch for opening a new account
• Faster response time: 77% cited faster response time as a main and 60-70% of bank sales come from their physical location.
reason for using online. • Branches are still the most popular form of banking (36% branches,
• Toll-free numbers: 41% preferred using toll-free numbers when 23% online, 21% ATM, 8% mail, telephone 5%).
having a product or service problem.
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.
10 Sources: LexisNexis.com
11. competitors
bank of america capital one chase bank
+ Good customer service (when you + Easy to navigate website + Technologically ahead of the time, already has
get to an actual person) + Simple and customer-friendly interface mobile banking
+ Chat system has quick response time + Easily accessible with many physical banks and
- Customer service issues ATMs
- Have to go through several phone - Call centers are based overseas + Well established, older bank
numbers and transfers in order to get - Frustrated consumers are outspoken
through to a real person - Non-competitive rates for consumers - Poor website accessibility, constantly under
- Hit hard by the financial crisis construction, website server problems all the time
- Overwhelming offers to people about new credit
cards and card mail-outs
citibank ing wells fargo
+ Competitive interest rates for CDs + Online-only bank with a high APY + Amicable and great customer service
+ No minimum balances or service fees + Wachovia takeover has allowed them to amp up
- No online chat system for quick + Can link current checking account from their physical presence
customer service another bank with an ING Direct account + Highly personable brand that resonates well with
- Customer service delays on the consumers
phone - Urges customers to “do-it-yourself” + Customer service representatives are based in
- Customer service not up-to-par the United States
- Poor website design
- Too many small fees such as bill pay fees,
overdraft fees, and returned item fees
conclusion
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.
Sources: Bank of America, Capital One, Chase, Citibank, ING, Wells Fargo, - customer service representatives 11
14. }} target
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
market
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.
2%
1%
3%
1%
4%
Age
2%
Household
Income
%
Coverage
1%
2%
%
Coverage
1%
2%
4%
6%
Under
9%
3%
25
2%
Less
than
$20,000
10%
9%
25-‐29
$20,000-‐$24,000
$25,000-‐$29,999
30-‐34
15%
8%
$30,000-‐$34,999
$35,000-‐$39,999
35-‐39
$40,000-‐44,999
14%
40-‐44
$45,000-‐$49,999
14%
$50,000-‐$59,999
45-‐49
17%
$60,000-‐$74,999
$75,000-‐$99,999
50-‐54
22%
$100,000-‐$149,999
55-‐59
$150,000-‐$249,999
18%
16%
60-‐64
16%
$250,000-‐$499,999
$500,000+
target psycographics
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.
14 Sources: Simmons Research; LexisNexis.com
15. {psycographic snapshot}
Self
Proclaimed
Strives
for
Family
Man
Business
Man
Workaholic
Success
ANY
AGREE:
MONEY
ANY
AGREE:
I
WANT
HOURS
WORK
NUMBER
OF
IS
THE
BEST
TO
GET
TO
VERY
WEEKLY:
51
OR
CHILDREN:
THREE
MEASURE
OF
TOP
IN
MY
CAREER
MORE
(33%,
560)
(8.18%,
137)
SUCCESS
(26%,
123)
(48%,
151)
ANY
AGREE:
I
WANT
ANY
AGREE:
BUS
PURCH
DEC-‐
EMPLOYED
FULL
TO
GET
TO
VERY
IMPORTANT
FAMILY
INVOLVED
($5,000+)
TIME
(30+
HOURS)
TOP
IN
MY
CAREER
THINKS
I
AM
DOING
LST
12
M:
YES
(62%,
(84%,
172)
(48%,
151)
WELL
(54%,
111)
431)
ANY
AGREE:
IT
IS
ANY
AGREE:
OWN:
OWN
ANY
IMPORTANT
TO
PROVIDE
MY
KIDS
INVESTMENTS
(50%,
JUGGLE
VARIOUS
W/THINGS
I
DIDN'T
118)
TASKS
(72%,
116)
HAVE
(59%,
116)
ANY
AGREE:
ANY
AGREE:
LOOK
ANY
AGREE:
I
AM
A
INDULGE
MY
KIDS
AT
WORK
I
DO
AS
WORKAHOLIC
(51%,
WITH
THE
LITTLE
CAREER
NOT
JUST
209)
EXTRAS
(57%,
125)
JOB
(71%,
174)
Sources: Simmons Research 15
16. Milwaukee, WI
Seattle, WA
• Population grew by +1.85% to 3,407,848
• Population of 1,549,308 grew by
from ‘08-’09
+0.59% from ‘08-’09
Kansas City, MO
• Population grew by +7.26% to 482,299
Indianapolis, IN
from ‘06 to ‘09
• Population grew by +2.69% to 807,584
Pittsburgh, PA
• Population of 311,647 grew by +.89%
from ‘06 to ‘09
from ‘08 to ‘09
Cincinnati, OH
Wichita, KA
• Population grew by +0.3% to 332,252
and 184th fastest growing city (April
• Population grew by +1.65% to 372,186
‘00-July ‘06)
from ‘08-’09
• Population grew by +0.28% to 333,200
Oklahoma City, OK from ‘06 to ‘09
• Population grew by +6.2% to 537,734
Nashville, TN
and 97th fastest growing city (April
‘00-July ‘06
• Population grew by +1.2% to 552,120
• Population grew by +4.93% to 560,332
and 167th fastest growing city (April
from ‘06 to ‘09
‘00-July ‘06)
• Population grew by +8.81% to 605,473
from ‘06 to ‘09
Austin, TX
• Population grew by +7.6% to 709,893
and 84th fastest growing city (April
‘00-July ‘06)
• Population grew by +9.73% to 786,386
from ‘06 to ‘09
16
17. {geographic strategy }
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. Marketing. 9th edition. 17
20. media
}
vision 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.
20
21. {small business owner connection points}
Radio
Television
OOH
Digital
Print
ANY
AGREE:
RELY
ON
INTERNET
ACTIVE
MAGAZINES
-‐
RADIO
TO
KEEP
ME
ANY
AGREE:
RELY
ON
TV
QUINTILE
1
(HIGHEST)
INFORMED
(35%,
133)
TO
KEEP
ME
INFORMED
READ/LOOK
INTO
(9.05%,
135)
(58%,
116)
LAST
6
MOS:
ANY
AGREE:
I
ANY
AGREE:
LISTEN
TO
OFTEN
NOTICE
THE
RADIO
FOR
QUICK
NEWS
ADS
IN
BILLBOARDS
BUSINESS
WEEK
UPDATE
(39%,
121)
(58%,
118)
(5.17%,
141)
ANY
AGREE:
TV
MAIN
INTERNET
HOME/WORK
INTERNET
AT
WORK:
INTERNET
(INTERNET
ACTIVE):
SOURCE
OF
INTERNET
AT
WORK:
2NTERNET
ACTIVE
QUINTILE
I
(2ND
ENTERTAINMENT
(53%,
HIGHEST)
(8.91%,
133)
INTERNET
ACTIVE
ACTIVE
QUINTILE
3
(MIDDLE)
CONSUMER
ANY
AGREE:
WHEN
IN
110)
(9.61%,
145)
QUINTILE
1
(HIGHEST)
REPORTS
CAR,
ALWAYS
LISTEN
TO
(18%,
121)
(13%,
129)
THE
RADIO
(72%,
117)
QUINTILE
2
(2ND
HIGHEST)
(18%,
121)
CONTINENTAL
ANY
AGREE:
LIKE
TV
OUTDOOR:
QUINTILE
3
(MIDDLE)
(5.38%,
255)
ANY
AGREE:
I
LISTEN
TO
COMMERCIALS
THAT
QUINTILE
1
(16%,
113)
THE
RADIO
EVERY
DAY
MAKE
ME
LAUGH
(72%,
(62%,
127)
(HIGHEST)
(26%,
111)
130)
FORBES
(6.28%,
171)
QUINTILE
2
(2ND
HIGHEST)
(29%,
SPONSORED
WEBSITES
FRM
RADIO
ALL
DAY:
SRCH
RSLTS-‐CLICK?:
OFTEN
SKY
(DELTA
QUINTILE
1
(HIGHEST)
148)
(5.86%,
114)
TV
PRIME
TIME:
AIRLINES)
(22%,
112)
QUINTILE
1
(HIGHEST)
(25%,
124)
(7.65%,
156)
QUINTILE
2
(2ND
HIGHEST)
(28%,
139)
WEBPAGE
LINKS-‐DO
YOU
CLICK?:
OFTEN
(7.27%,
120)
Sources: Simmons Research 21
22. }}
d effcient mass reach and ea
hav
i continuous prescence wit
uil A coast-to-coast full national television push was chosen as a way to obtain optimal
television
b
reach in this campaign. Several prestigious national news channels, which also host multiple
h
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.
strategy
Ads for Ally’s small business savings products will run on CNBC, Fox News, CNN, and an affiliate
channel—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
nce
our
on
sumer, while also choosin ramming with higher rele home and begin consuming television.
va
og
c
g
pr
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.
22
23. }
In addition to the other national media that will be utilized, a national radio campaign will run and
radio
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).
strategy
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 higher
AQHs 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.
print}
strategy
maintaining an effective reach with our
target audience by leveraging readership
demographics, and choosing publications
whose editorial content specializes in
topics of interest to small business owners
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 integrated
in 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 23
24. }strategy online
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.
social media
Ally currently employs three types of social media - Twitter, Facebook, and the Ally Community blog.
• Twitter: Twitter is a very popular medium for Ally to interact with • Facebook: Facebook is a strong avenue for customers to express
its customer base. In order to promote its Twitter and the ease of their love for everything Ally. It is a powerful tool for Ally and
getting in contact with Ally, we want to build a feed into the home by creating a presence on Facebook, they are creating an even
page of Ally’s website. This feed will allow customers an easily glance better personal experience for the customer. Ally is already doing
at the questions that are being asked and how Ally is responding. a good job by posting content regularly on their page, however,
• Blog: Low customer involvement is a main concern at this point in they need to work to receive more comments and likes to show
time. Promotion of the blog is currently poor on Ally’s main page new users that Ally is not your run-of-the-mill bank. In order to
so in order to increase traffic to the blog, Ally needs to increase enhance the experience for small business owners, IM suggests
blog entries and interaction with its customers. In order to gain a that Ally create a separate section that addresses these kinds of
following among small business owners, Ally should now focus their questions. By compartmentalizing customers, Ally will be able to
content on small business products. As example of this would be a respond to questions about these new services in a timely manner.
low-risk investment option article for small businesses and feature
guest bloggers.
24
25. OOH}
strategy
A multitude of out-of-home
advertising will take place during
the campaign, which is aimed at
garnering attention from small
business owners and travelers.
taxis
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. A
total of 1,950 signs were purchased.
airports projections
Out of the 8 pre-selected heavy-up DMAs, 5 major airports were selected
In all 8 heavy-up DMAs, projection artists will take to the streets and
based on air traffic levels. These 5 airports include:
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
• Cincinnati/orthern Kentucky Int. Airport- 7,984,074 boardings in 2008
how easily accessible all of one’s banking needs are met anywhere and
• Kansas City Int. Airport- 5,386,242 boardings in 2008
anytime—as long as you have an Internet connection. This plays upon the
• Pittsburgh Int. Airport- 4,292,546 boardings in 2008
idea that these projections are fake, physical Ally banks that do not need
• Indianapolis Int. Airport- 4,061,450 boardings in 2008
to be real due to its omnipresence through Wi-Fi. The projections will be
• General Mitchell Int. Airport- 3,861,333 boardings in 2008
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.
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. billbaords
In all of the 8 core heavy up multiple billboards, ranging from 3-5 panels
In all of these airports Ally will have window clings and wall-wraps in each market, will be selected to advertise Ally’s small business savings
describing banking without boundaries. The placements will only run products. The creative concepts utilized will emphasize the core message
during months of the highest anticipated traveling periods including: of banking without boundaries while reaching small business owners as
October, November, December, May, and June. Furthermore, hot spots they commute from meeting to meeting or home to work. Additionally,
around the Ally advertising installations and placements in these airports small business owners who are traveling will have multiple exposures to
will have free Wi-Fi courtesy of Ally with a default homepage leading to Ally from the airport to the highways of their destination. A total of 29
Ally’s small business website. panels will be purchased.
Sources: Simmons Research; Federal Aviation Administration 25
27. }}
Media Allocated Budget Percent of Budget
TV $3,478,775 43.5%
budget
Radio $528,000 6.6%
Print $1,020,000 12.8%
Billboards $160,895 2.0%
Taxi Signs $101,400 1.3%
breakdown
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%
27
28. “Branches are essential - not just because small businesses work
around cash. Setting up on one’s own is such a hazardous enterprise,
}future
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 growing
a small firm.” - Chris Hughes
recommendations
website
Interactive Website --- Web 3.0
• Create the option of face time with Ally representatives • Create a sort of “interactive shop” where customers can scroll
• As mentioned previously, small business consumers desire through products that have video tutorials about the product
face time because it increases their confidence by building and its features/ or have an actual representative go through
a connection with the bank representative and the the products on video chat.
consumer thus enhancing the brands perception within the • Creates a one-on-one experience without being at a
consumers consideration sets to eventually convert physical bank
to Ally fully when they increase their product offerings. • 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
mobile app
Integrate the concept of video chat into the app to compensate for the desire of actual human contact at a physical bank.
28
