Your SlideShare is downloading. ×

Business plan

270

Published on

Informatica Cloud (IMC) …

Informatica Cloud (IMC)
This was a integrated brand communication plan (IMC) project for my B2B advertising class and Informatica Cloud the IMC plan outlined how Informatica Cloud could improve the brand over the the next year

Published in: Business, News & Politics
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
270
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
18
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. 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
  • 2. 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
  • 3. 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)
  • 4. 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
  • 5. 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
  • 6. 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. 3
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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. 7
  • 11. 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. 8
  • 12. 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
  • 13. 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 10
  • 14. 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. 11
  • 15. 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. 12
  • 16. 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 13
  • 17. 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
  • 18. 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
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. 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
  • 23. 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. Cost for full page, full color ad unit with frequency: $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. Cost for full page, full color ad unit with frequency: CPM: $130.42 20 $4,565 each for a 4X frequency
  • 24. DBTA Magazine (Database Trends and Applications) Circulation: 20,000 (publisher’s statement) Audience composition: (Unaudited) 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. Cost for full page, full color ad unit with frequency: $6,620 each for a 4X frequency CPM: $331 Teradata Magazine (Digital Format) Circulation: 150,000 worldwide (publisher’s statement) Audience composition: (Unaudited) 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
  • 25. 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
  • 26. 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
  • 27. 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. Objectives Measurement 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
  • 28. 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
  • 29. 6. XI. Execution Calendar and Budget 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
  • 30. 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. Objectives Measurement 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
  • 31. 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. Execution Calendar and Budget 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
  • 32. 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) Overview/reason for choosing: 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
  • 33. 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) Overview/reason for choosing: 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
  • 34. 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: Booth transport/construction: 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: Booth transport/construction: Personnel transport: ($500 per person) Daily expenses: ($100 per person) $100,000 $2,500 $3,000 $3,600 d. Cloud Connect (Personnel: 6) Booth: Booth transport/construction: Personnel transport: ($200 per person) Daily expenses: ($100 per person) Free-show passes: ($1,899 per pass [20% group discount]) $100 000 $1,000 $1,200 $2,400 $15,192* 31
  • 35. Trade Show Budget Total = $785,500 Surpluses are allocated to the sales promotions’ budget 6. Execution Calendar and Budget 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
  • 36. 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. Objectives Measurement 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. Execution Calendar and Budget 33
  • 37. 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
  • 38. 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

×