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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”
  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 P: 972.375.4451 Experience with PrimeCo Personal Communication, Inner  Wireless & AT&T Wireless P: 972.839.5500 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 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