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Metro presentation deck

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New business pitch presentation deck for Metro PCS

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Metro presentation deck

  1. 1. 2.25” 8.5”
  2. 2. INTRODUCTIONS AND STRATEGIC SOLUTIONS DISCUSSION PREPARED FOR: DIANE MCKENNA DIRECTOR OF ADVERTISING AND BRAND MANAGEMENT 02.24.2009 February 24, 2009 | 1
  3. 3. WITH YOU TODAY Chip Gorman Principal Camara Clifton Chief Development Officer Allen Bourne Business Development Experience with RadioShack &  Wireless Toyz Experience with AT&T Wireless,  GTE Wireless & GTE SuperPages P: 972.663.1108 chip.gorman@razordriven.com P: 972.375.4451 camara.clifton@razordriven.com Experience with PrimeCo Personal Communication, Inner  Wireless & AT&T Wireless P: 972.839.5500  allen.bourne@razordriven.com MetroPCS + RAZOR Team Dave Kirwan Co‐President &  Founder Tom Cole Co‐President &  Founder Ray Rosenbaum Principal/  Strategy Experience with  Motorola February 24, 2009 | 2 John South Principal/Digital Experience with  AT&T & Eon  Mobility Michael Harrison Partner/Strategy  & Planning Experience with  US Cellular &  MCI/Sprint Todd Connelley Creative Director Experience with  Nortel Networks  & Texas  Instruments Susan Vost VP, Public  Relations Roberta Rossato Director, Client  Partnership Experience with  PrimeCo, AT&T ,  Sprint & Vision  Wireless Experience with  mobile marketing for  P&G Erich Kirk Director,   Strategy &  Planning Kevin Key Digital  Engagement  Director Experience with  SBC & AT&T
  4. 4. RAZOR, A NEW KIND OF MARKETING PARTNER • We are bringing accountability back to marketing by simply focusing on what matters. That means if it doesn’t  generate a tangible result, we don’t do it. • Our simple approach uncovers smarter ways for clients to grow customers, build transactions, and drive results.  – We custom build each solution – We are strategic partners – We measure everything • Our name comes from a 14th century principle advocating simplicity developed by William of Occam.  Occam’s RAZOR: “All other things being equal,  the simplest solution is usually the best.” February 24, 2009 | 3
  5. 5. CUSTOM BUILT SOLUTIONS: MARKETING MADE FROM SCRATCH • We immerse ourselves in your business model and obsess over details that other agencies  ignore. Since data and analytics are the foundation of what we do, we always employ: – Customer, business, and secondary data – Marketing/communications strategists – Strategic blueprints based on your business • Our strategic blueprints determine: – Marketing priorities – Required resources – Activation plans – Learning calendars February 24, 2009 | 4
  6. 6. RAZOR APPROACH • Marketing Goals – Customer Acquisition – Customer Retention – Build Average Purchase • Strategy – Mix of Brand/Activation Consumer  Communication Build Brand Awareness,  Consideration February 24, 2009 | 5 Grow customers and build transactions: • Understand motivations • Select competitive alternatives • Understand access/touch points – corporate vs. dealers, online vs. offline • Identify shopping behavior • Select proper tools to reach them
  7. 7. METROPCS CONSUMER IS ONE WE UNDERSTAND • MetroPCS Tier I audience – Financially constricted; may have cash but not credit; may have  some credit but limited cash; may be constricted on both – Options limited • Cannot qualify for traditional wireless contracts • Buy prepaid phone and limited minutes MetroPCS Tier II targets: psychographic or lifestyle more important as  demographics – Value‐conscious consumers – avoid overrun minutes, set budget  amount – Consumers who do not want any obligation → freedom – Managing a family need, want child/family/spouse to have  phone, but don’t want to run risk of long‐term contacts and  overruns – Can turn off and turn on as needed February 24, 2009 | 6 Household Income Breakdown By Mobile User Type Percentage of Users • 50% of no‐contract  mobile customers  have income under  $50K Annual Household Income Source: Simmons SMRB 2008 Full Year
  8. 8. WE SEE THE ECONOMY AS BOTH CHALLENGE AND OPPORTUNITY • Consumers’ challenges expand as economy declines – Already constrained consumers are being squeezed even more – Consumers making hard trade‐offs regarding needs vs. wants – Consumers searching for lower cost options The opportunities are accelerating – More constrained consumers • More people who were not constricted are becoming so, → losing jobs,  earninglower salaries → but needs still exist  • They will likely maintain value options when economy improves – More value‐conscious or budget‐conscious consumer • Looking for cost savings • Reducing obligations • Costs rising faster than income • Fear of losing jobs – Many people consolidating • Moving to wireless only  • Eliminating traditional home phone service February 24, 2009 | 7 Quarter‐to‐Quarter Growth in Real GDP Percent • ? 2005 2006 2007 2008 2009
  9. 9. WE SEE METROPCS UNIQUELY POSITIONED TO TAKE ADVANTAGE OF THESE FACTORS Risk of Service  Interruption Low • Traditional Cellular Sprint Verizon Wireless AT&T Wireless T‐Mobile • Cost controlled • Low risk of shut off due  to unlimited minutes • No contract obligation Obligation Low Cost  High Variability • High cost variability • Contractual obligation • Low risk of shutoff in  case of minute overrun Low • Pre‐paid minutes Virgin Mobile Tracfone AT&T Go Phone High High February 24, 2009 | 8 • • • • Rechargeable minutes Texting International Cost contained by amount  of minutes purchased • High risk of shutoff when  minutes used up • No obligation
  10. 10. SIMPLE METROPCS VALUE PROPOSITION MEETS NEEDS OF CHALLENGED CUSTOMERS • • • • • • Budget friendly Freedom from surprises – No unexpected charges – Limited extra charges (except roaming) No long‐term obligation – Including additional phones for family without adding  obligation Advanced services available including web and  mapping/directions Keep current phone (Verizon and Sprint) with flash over MetroPCS allows customers to make changes as their life,  lifestyle, and life situations change February 24, 2009 | 9
  11. 11. WE SEE THREE CONSUMER ACTIVATION OPPORTUNITIES FOR METROPCS 1. 2. 3. Acquisition – Brand message is being delivered in broadcast and traditional broad‐reaching media – Leverage local dealer spend – Explore targeted media options to activate purchase such as: • Digital – affiliate marketing, paid search, display with new strategic profiles • Direct Mail modeled against targets with appropriate message and offer – Partnerships leverage marketing dollars, expand distribution network ,and offer customers “surprise and delight” – Non‐traditional approaches • Viral marketing(ex. burning cellular contracts) Retention – Given the pressure on certain segments of current MetroPCS customers, how do we proactively retain them? • Understand life cycle and attrition – Reactivation of lapsed customers • Message and program to reach them Build (ongoing revenue stream) average revenue – Upsell plans – Add on other family members February 24, 2009 | 10
  12. 12. ACTIVATING PROGRAMS AT MARKET LEVEL Brand and message extended into field marketing • Continuity • Effective co‐op usage • Strong communication: print and digital • Potential corporate spend savings RAZOR has experience building franchise/dealer organization support programs and tools • Franchisee • Co‐op • Individual franchisee  tools (PMO) • Franchisee • Media planning • Store level plans Subscription base and membership business channels • Partnerships • Acquisition February 24, 2009 | 11 • Acquisition/retention • Store level • Direct‐to‐consumer • Agent network
  13. 13. METROPCS CUSTOMIZED OPPORTUNITIES SURFACED THROUGH RAZOR’S NEEDS ASSESSMENT PROCESS Corporate Stores and Dealers Corporate Approach Consumer Learning February 24, 2009 | 12 • • • • Who uses activation materials? What is being used? Organization structures? Budgets available for programs? • Programs and materials – What’s available? – Access modes and learning?  • Consumer research? • Segmentation/Value? • Database data points available?
  14. 14. RAZOR’S NEXT STEPS AND BLUEPRINT DELIVERABLE • 30‐60 day review will yield MetroPCS blueprint – Acquisition – Retention – Build average purchase • Transaction building media – Direct mail opportunities – Digital strategy and creative – Local store vs. DMA program • Insight and analytics – Segmentation and modeling to drive even more business – Learning needs to help focus on additional opportunities.  For example, potential barriers to trial/retention such as  in‐store vs. online payments – Other programs • Grand Openings • Down Store February 24, 2009 | 13 Domino’s Pizza  PMO site RAC high impact  direct mail Blockbuster Online  display ad RAC Hispanic‐targeted  direct mail segmentation Domino’s Pizza learning calendar
  15. 15. ACTIVATE BLUEPRINT Camara Clifton 972.375.4451 camara.clifton@razordriven.com February 24, 2009 | 14
  16. 16. THE TOOLS WE USE Strategy and Analysis • • • • • • • February 24, 2009 | 15 Strategic planning Marketing plan  development E‐business strategy Response and  predictive modeling Customer  segmentation Business analysis Consumer research Marketing and  Communication Program Execution and  ROI Analysis • • • • • • • • • • • Creative development Website development Search optimization Paid search E‐mail marketing Database marketing  and direct mail National and trade area  media • Learning calendar Results/ROI reporting Media mix modeling Warehousing,  fulfillment, and  logistics management Gift card management
  17. 17. BEING ACCOUNTABLE PAYS OFF FOR OUR CLIENTS. IT’S TREATED US PRETTY WELL, TOO. Ad Age #1 Growth Marketing  Services Agency: 2006 Ernst & Young Southwest Entrepreneur of  the Year Finalist : 2006 &  2007 Dallas Business Journal #1 Fastest Growing  Private Company: 2006 Capitalized billings in millions 130%     159%      43%       31%        25%   forecast February 24, 2009 | 16 Entrepreneur Magazine #9 HOT 100 Concepts: 2006

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