Final report

EXPORT DIAGNOSIS
BUSINESS RECOMMENDATIONS
TARGET COUNTRY
USA
Coordinator: Corinne MORVAN
Guillaume PECCIARINI – Alexandre RAMBAUD – Abir RAMDANI
Vasiliki SMAILI – Anne-Laure ZELLER

INTRODUCTION 1

SWOT ANALYSIS 2

ACTION PLAN 5

I.
OBJECTIVE #1: CREATE AN EXPORT DEPARTMENT 5

A.
TASK 1: CHOOSE A WAY TO ENTER THE TARGETED MARKET 5

B.
TASK 2: HIRE AN EMPLOYEE SPECIALIZED IN BUSINESS DEVELOPMENT 11

C.
TASK 3: FIND CONTACTS OR BUSINESS PARTNERS IN THE TARGETED COUNTRY 13

II.
OBJECTIVE #2: OPTIMIZE HUMAN RESOURCES 14

A.
TASK #1: IMPROVE ENGLISH SKILLS 14

B.
TASK #2: FOLLOW AN EXPORT SALES TRAINING 16

III.
OBJECTIVE #3: OPTIMIZE PRODUCT POSITIONING 18

A.
TASK #1: DO A MARKET RESEARCH 18

B.
TASK #2: DEFINE A RANGE OF PRODUCTS/SERVICES WITH ADAPTED PRICES & QUANTITIES 21

IV.
OBJECTIVE #4: IMPROVE COMMUNICATION AND BRAND AWARENESS IN THE TARGETED
MARKET 23

A.
TASK #1: PLACE SPECIALIZED ADVERTISEMENTS ON WEBSITES & PROFESSIONAL MAGAZINES
23

B.
TASK #2: PARTICIPATE IN EXHIBITIONS / TRADE FAIRS 28

C.
TASK #3: JOIN NORTH-AMERICAN ASSOCIATIONS 32

V.
GANTT CHART 35

FINANCIAL INFORMATION 36

I.
INTERNATIONAL MEAN AND METHOD OF PAYMENT 36

II.
POSSIBLE FINANCIAL PUBLIC SUBSIDIES 37

CONCLUSION 41

BIBLIOGRAPHY 42

1
INTRODUCTION
Mr. Jean-Luc RENOU, Mulann’s CEO contacted ESSCA in order to obtain an Export
Diagnosis for the company he recently bought. One of his objectives is to export his
products and services to the United States.
The aim of this final report is to suggest objectives, associated measures and means
to help the pre-implementation of the export process. It will be defined according to
the goals of the partner company and its human, technical and financial resources.
ASSIGNMENTS FOR THE FINAL REPORT:
This report includes 4 sections:
- The SWOT analysis of Mulann Ingénierie
- The Action Plan
- The financial information (International mean and method of payment & Possible
financial public subsidies)
- The amended version of Report 1& the Report 2
ABIR
- Layout
- Introduction
- SWOT Analysis
- Improve communication & brand
awareness in the targeted market
- Financial information
- Re-reading
ALEXANDRE
- Optimize product positioning
- GANTT Chart
- Conclusion
- Re-reading
VASILIKI
- Amended version of Report 1
- Re-reading
GUILLAUME
- Layout
- Amended version of Report 1
- Re-reading
CORINNE
- Optimize Human resources
- Financial Information
- Re-reading
ANNE-LAURE
- Optimize Human Resources
- Create an export department
- Conclusion
- Re-reading

2
SWOT ANALYSIS
After reviewing our two first reports, we were able to identify Mulann Ingénierie’s
strengths & weaknesses and the opportunities and threats they could face while
entering the American market.
I. STRENGTHS:
-‐ Skilled employees and a cohesive team: Mulann’s team is composed of 4
employees who all have great background or experience. All members of
management team are implied in the decision making process which creates
cooperation and cohesion between them.
-‐ Long experience in the sector: Mulann exists since 1983 and already has loyal
and trustful clients in France and around the world.
-‐ SADAHE Group: Being part of this group that has 60 employees and a capital of
4 million € is a great opportunity for Mulann as it gives the company the chance to
develop its network.
-‐ Strong motivation to export: The Company and its employees are really and
fully involved in the exporting project.
-‐ Exhibitions & trade fairs in France and abroad: The Company has already
begun developing its visibility and brand awareness in order to gain new clients
by going to numerous exhibitions & trade fairs.
-‐ Wide range of products: Mulann offers a wide range of products and is able to
satisfy the needs of lots of clients.
-‐ Good communication supports: Mulann has recently changed and modernized
its website and leaflet. Both supports have the same graphic design, which gives
to the company a unique identity in potential client mind.
II. WEAKNESSES:
-‐ Prices are not well defined: The fact that Mulann doesn’t define well its prices
can be a weakness in an exporting context and can give the “power” to the clients
who will try to define the prices themselves or discuss huge discounts.

3
-‐ Low capacity of production: The current capacity of production is very low and
doesn’t give the ability to the company to have a reserve stock, which also
lengthens the delivery delays.
-‐ No visibility in the US: Mulann is already selling its machines in the USA but
under the control of Q-Card, in the context of a partnership. It should be an
opportunity for Mulann but it’s and precluding Mulann from gaining visibility.
-‐ Customers’ payment delays: Mulann is relying on customers’ payment delays,
which can be really long.
-‐ Old production tool: Mulann’s production tool is as old as the company because
it has not been changed since 1983. New production tools are faster and more
efficient than old ones so it could be clever to envision changing it.
-‐ Lack of work force: As said before, Mulann’s team is composed of only 4
employees and the exporting project will imply a lot of additional work. Four
people may not be enough for all the new missions.
-‐ Lack of innovation: Jean-Luc RENOU told us that there has been no innovation
introduced in the last two years. The technology evolves really fast and the
market is demanding of new features so the company has to develop its R&D.
III. OPPORTUNITIES:
-‐ USA is opened on imports: The American market is very opened on imports, as
they give no quantities restrictions for exporting cards testing machines. The USA
is also the hugest import country in the world, which is a great opportunity for our
partner company. Moreover, a lot of Mulann’s potential clients and suppliers are
located in the eastern coast, which is perfect for a possible entry market.
-‐ Exhibitions in the USA: There are a lot of cards exhibitions and trade fairs in
the USA all year long, which is a great opportunity for developing Mulann’s brand
awareness. In fact, each year, there are trade fairs in Chicago, San Francisco,
Las Vegas, Miami, etc.
-‐ US Market is open to high technologies & innovation: The American market is
really into the introduction of new products, new software, and new technologies
so it could be an opportunity for Mulann whose products are really specific and
answer specific needs.

4
-‐ Possible introduction of EMV technology in the USA: Following the news, we
can learn that the American government is discussing about introducing a new
social security law, the Obamacare project, which would imply the introduction of
the EMV technology in the USA. Or, Mulann is specialized in the quality testing of
chip cards so it would be a great opportunity for the company.
-‐ Free trade zones in the USA: Some free trade zones exist in the USA where the
foreign companies have lower taxes and advantageous legal measures.
IV. THREATS:
-‐ Huge & well-established competitors: Q-card and Barnes are leaders in the
American market and are already well established which could add difficulties to
the entry of Mulann in the American cards testing sector.
-‐ Economic crisis: a lot of sectors were harmed by the subprime crisis in 2008
and some of them did not recover yet. For example, the import of mag-strips test
equipment has decreased by 11% last year.
-‐ Anti-French sentiment: It already happened that the USA boycotts the French
goods because of diplomatic issues. This could be a threat for the well being of
Mulann’s business. The boycott of French goods by the US because of diplomatic
issues (Anti-French sentiment)
-‐ Innovation: As said before, there are huge and well-established competitors in
the US market so Mulann has to constantly innovate in order to stay in
competition and to differentiate from the others.
-‐ American patriotism: There are states, which tax foreign companies heavily and
refuse them legal protection in order to protect the American made products.

5
ACTION PLAN
I. OBJECTIVE #1: CREATE AN EXPORT DEPARTMENT
A. TASK 1: CHOOSE A WAY TO ENTER THE TARGETED
MARKET
A. 1. Features required
There is a strong motivation to develop the business and especially to export in the
USA among Mulann’s team. The company has to face certain issues:
-‐ Short time to set up: We have to take into account that the CEO wants to
begin exporting his products in the 1st
semester of 2014.
-‐ A significant control: Mulann Ingénierie used to sell its products to Q-Card in
the USA, which was reselling them with its own brand name. The CEO now
wants to sale its products under the company’s name. That implies having
more control on the export process than before.
-‐ The lowest risk possible: As the company is little, taking too much risk could
be fatal for Mulann Ingénierie.
Mulann Ingénierie is looking for a fast, without too many risk export mean, which will
enable Mr Jean-Luc RENOU to control the process. If the export in the USA is
successful the brand will go further and export to other countries. That’s why it is
important for the CEO to be able to control the process to analyze the
advantages/disadvantages and dysfunction of the exporting process.
Mulann Ingénierie has no employee available to prospect on the USA market. The
company needs to hire someone specialized in business development to maximize
its chances to achieve this task. Mr. RENOU was considering hiring a commercial
agent or doing a joint venture to export to the USA.
A. 2. Comparison
Below are the main means of export. We analyzed for each what are the advantages
and disadvantages, and why it is or not adapted to the expectations and needs of
Mulann Ingénierie.

6
1 http://www.eur-export.com/anglais/apptheo/marketing/distribution/agenta.htm consulted on Dec the 3rd
2 http://www.eur-export.com/francais/apptheo/marketing/distribution/portage.htm Consulted on Dec the 3rd
3 http://www.eur-export.com/anglais/apptheo/marketing/distribution/jointventurea.htm - Consulted on Dec the 3rd
Name Advantages Disadvantages Yes/No
ControlledExport
Direct sales
-‐ Good
knowledge of
the client
-‐ Export
department
must be
efficient
Not enough
employees, too
expensive
Commercial
agent1
-‐ Information on
the targeted
market
-‐ Difficult to hire
(select) a good
one
Why not?
Cf more details
below
Representative
office
-‐ Total control of
the trade policy
-‐ Good market
knowledge
-‐ Assumes the
entire
commercial risk
-‐ Difficult to
recruit on site
-‐ Important
financial
investment
required
Too risky and
too expensive
ConcertedExport
Group of
exporters
-‐ Simplifications,
coordination
-‐ Price stability
-‐ Difficulty of
implementation
and sustainable
cohesion
Not enough time
for the
implementation
process
Piggyback2
-‐ Knowledge on
the targeted
market
-‐ Limited costs
and risks
-‐ Rapid access to
the market
-‐ Difficulty in
finding a partner
Difficulty to find
companies
which are
selling
complementary
products that
are not
competing
Mulann
Ingénierie’s
products,
especially on a
niche market
Joint ventures3
-‐ Shared risks,
quick access
-‐ Products
already
-‐ High costs of
creation and
dissolution of
the joint venture
Too long to set
up, and too
expensive

7
A. 3. Commercial agent
 How does it work?
“The agent has a mandate to act in the name of, on behalf of and at the risk of his
company. The agent does not take possession of the product and takes no
responsibility for the goods. For each sale, therefore, two contracts obtain: firstly, that
between the principal and the agent and, secondly, that between the principal and
the buyer”.
 Mission
4 http://www.eur-export.com/anglais/apptheo/marketing/distribution/societecommercea.htm - Consulted on Dec the 3rd
integrated in
local networks
-‐ Risk of conflict
and
misunderstandi
ng
But really
interesting on
the long-term
Cf more details
below
OutsourcedExport
Importer
-‐ Simplification of
operations
-‐ Low investment
required
-‐ Total loss of
control of local
sales
-‐ Increased
dependence on
the distributor
-‐ Possible margin
loss
-‐ No knowledge
on the
customers and
the market
Not enough
control
International
trading
company4
-‐ Time savings
-‐ Provides a local
distribution
network
-‐ Expertise on
products and
market
-‐ Loss of Export
control
-‐ Competition
with other
products sold
by the
international
trading
company
Not enough
control, no
visibility of the
brand (The
international
company sells
the products
under its own
name)

8
The agent’s main mission is to find some customers. There are different levels of
agent:
- The agent is a broker: He can just put the prospects in touch with the exporter.
- The agent has some responsibilities: He can be given power of negotiation
and sell on behalf of the exporter
- The agent has further responsibilities: He can deal with stock management,
client management and organize after sales service (Export department
among the company required)
The exporter will always be in charge of setting prices and general conditions of sale,
and has sole responsibility to the client (delivery, invoicing, debt recovery, etc.).
 Risks
The contract between the company and the agent can include a section which
specifies that the agent is responsible for part of the credit risk (this implies
supplementary commission). In this particular case, the agent will most of the time
work with an export credit guarantee organization. If the exporter is willing to, he can
refuse an order.
The agent could require the exporter’s technical and commercial assistance, regular
contacts and the information concerning prices and general conditions of sale. The
exporter is responsible for communication expenses.
The agent must make feedbacks by keeping informed the exporter about market
characteristics and trends. He also guarantees professional confidence.
 Salary
The agent will be paid on the turnover he generates.
Below, further explanations about the advantages/disadvantages provided by hiring a
commercial agent.

9
Advantages Disadvantages
- Control on commercial policy (price-
setting, definition of communication
policy…)
- No fixed costs. Direct expenses
proportional to the business
generated
- Take advantage on the existing
experience and knowledge of the
market and potential clientele
- Maintain the control and knowledge of
the market and the clientele (direct
invoicing and delivery)
- Administrative, logistical, financial
and commercial burden on the
exporter.
- Commercial risk taken by the
exporter (if any credit guarantee
clause signed)
- Difficulty to select the agent (must
have reliability, experience, ability
and personality)
- Difficulty to replace the agent: The
customer can deny a new agent as
he built a trust relation with the
previous agent
- Interest in immediate sales rather
than long-term gains
A. 4. Joint ventures
 How does it work?
“A joint-venture is an agreement between two partners from different countries
to create or acquire a jointly-owned company in the foreign market. This co-operation
is long-term”
 Mission
The creation of a jointly-held subsidiary is based on the spirit of co-operation, and a
common-objective (Mainly common base for production or product distribution and
sales). That implies the sharing of specific skills, financial and human resources,
management, control, risks and profits. Selecting partner needs knowledge on him.
 Risks
The both company are sharing the risks.
 Salary
The both company are sharing the profits.

10
Below, further explanations about the advantages/disadvantages provided by the
joint venture.
- Easier and quicker for a company
with limited human and financial
resources. (Using well established
local distribution circuits’ partner)
- Shared financial risks and costs
- Benefit from the market experience
(culture, regulations, contacts..) and
management skills of the local
partner
- Permit better relations with local
government and unions (the
company not perceived as a foreign
company); Promotes local product
identity and the local image
- Better market knowledge and control
of commercial policy
- Open access to future technology
- Shared profits
- High costs and lot of time for creating
and winding-up the partnership
- Difficulty to agree on all the legal
points
- Risk of conflicts of interest:
Disagreement over allocation of
dividends, disagreement about the
setting transfer prices
- Risk of disagreement over the
management (strategy, personnel
management, marketing policy,
R&D…)
- Risk of lack of communication, loss of
market, and stolen industrial know-
how
In the short-term, we recommend Mulann Ingénierie to hire a commercial agent to
break into the USA market quickly, keep control on the export process and
minimizing the risks.
Task #1: Choose a way to enter the targeted market
Description Human
resources
Technical
means
Costs Time
schedule
Draw up an
implementing
plan to reach
quickly the USA
market
Mr Renou, CEO
and sales
representative of
the company
Mr. Barbier,
advisor of St-
Brieux CCI
The
Diagnostic
Export
0€ 1 week

11
B. TASK 2: HIRE AN EMPLOYEE SPECIALIZED IN BUSINESS
DEVELOPMENT
Mr. RENOU bought Mulann Ingénierie one year ago and as the company started to
break down 10 years ago, he had to reorganize the company, strengthen the
business in France, and improve the communication… He took part to a trade fair in
Las Vegas but he didn’t have enough time to develop relationships in the Eastern
Coast of the USA. It is vital for the success of the export project to hire a commercial
agent.
The two best options Mr. RENOU has are hiring a commercial agent or a V.I.E.
specialized in exporting business.
Commercial Agent
- Existing networking
- Developed knowledge
- Experienced
- Salary based on the
turnover generated
- High costs5
(10 to 15%
of the turnover
generated)
V.I.E.
- Exemptions from social
security contributions
- Open-minded point of
view, new ideas, new
approach
- As the VIE is younger
than 27, few
experience, little
networking
These are few advices6
to find and recruit the perfect commercial agent
- Buy updated books that list and describe agents and managers (at the Drama
Book in NY)
- Obtain a list of franchised agents from SAG7
(more renowned)
- Activate your network
- Check out the agent’s experiences and results in other companies
- Check your choices with the Better Business Bureau8
5 http://www.sourcea.fr/fonctions-commerciales/fiche-metier-agent-commercial-independant.cfm - Consulted on Dec the 5th
6 http://carolynebarry.com/how-to-be-an-actor-finding-the-right-commercial-agent/ - Consulted on Dec the 5th
7 http://www.sagaftra.org/NY - Consulted on Dec the 5th

12
Also, it is adviced to hire a lawyer9
to make the contract with the commercial agent.
Task #2: Hire an employee specialized in business development
Description Human
resources
Employee Technical
means
Costs Time
schedule
Hire a
commercial
agent with
strong
potential and
relationships
on the
Eastern
Coast
The CEO VIE UBIFRANCE10
41 600€11
2 months
Commercial
Agent
- FNAC12
to
put the
recruitment
advertiseme
nt
- Take part in
trade
fairs13
…
10-15% of
the turnover
generated
2 months
Additional costs:
- Single flying ticket Paris – NY: 250€14
- PC: 500€15
- Smartphone : 600€16
- Internet + Cellphone connection: 29.40€17
+ 13.97€18
per month  520.44€
for a year
8 http://newyork.bbb.org/ - Consulted on Dec the 5th
9http://www.youtube.com/watch?v=SO4fJQKMbEU&list=PL37D2539DA1DA7B96&index=6&feature=plpp_video - Consulted on Dec the 5th
10 http://admin.civiweb.com/html/vie/search.asp - Consulted on Dec the 5th
11 http://www.ubifrance.fr/formule-vie/calculer-le-budget-d-un-vie.html - Consulted on Dec the 5th
12 http://www.comagent.com/fr/recruter-un-agent-commercial.html - Consulted on Dec the 5th
13 http://www.ukti.gov.uk/fr_fr/export/exporting/startingexporting.html?null - Consulted on Dec the 5th
14 http://www.airfrance.fr/cgi-bin/AF/FR/fr/local/process/standardbooking/ValidateSearchAction.do - Consulted on Dec the 5th
15 http://www.fnac.com/PC-Portable-15-6/Ordinateur-portable/nsh247726/w-4#bl=MICOrdinateur-portableBLO5 - Consulted on Dec the 5th
16 http://www.gsmarena.com/samsung_galaxy_s4_launch_price_in_europe__600700-news-5716.php - Consulted on Dec the 5th
17 http://www.rcn.com/new-york/high-speed-internet/services-and-pricing - Consulted on Dec the 5th
18 http://reviews.cnet.com/8301-19736_7-57320773-251/republic-wireless-unlimited-android-phone-for-$19-per-month/ - Consulted on Dec the 5th

13
C. TASK 3: FIND CONTACTS OR BUSINESS PARTNERS IN THE
TARGETED COUNTRY
In the meantime than improving communication and brand awareness in the target
market19
, Mulann Ingénierie must find contacts and entertain relationships with
targeted prospects. This task is very important, as the company will face huge and
well-established competitors. This will help to develop faster the business in the USA.
Task #3: Find contacts or business partners in the targeted country
Description Human
resources
Technical
means
Costs Time schedule
Develop a
networking
The
VIE/commercial
agent
Taking part to
trade fairs
cf Objective 4
Mr. RENOU as
the responsible
of the marketing
strategy
Rent an
external
database
12 000
contacts + 1
reminder:
(0.23€*12 000
)*1.5*1.196 =
4 951,44€
TTC20
3 weeks
19 Cf Objective 4 task 2 Participate in exhibitions / Trade fairs page 24
20 http://www.reed-data.fr/?Jpto=116&&Lang=FR&IdNode=10 - Consulted on Dec the 4th

14
II. OBJECTIVE #2: OPTIMIZE HUMAN RESOURCES
Breaking into the USA market implies cultural and linguistic challenges for the
employees.
Mulann Ingénierie must improve the language skills of its employee who will be in
contact with American businessmen. The company must also train its employee on
business development in general, on the knowledge of the new market to reduce
cultural distance etc, and finally it has also to teach them how to deal with the specific
formalities.
A. TASK #1: IMPROVE ENGLISH SKILLS
Improving English skills among the employees who will entertain relationships with
the Americans21
-‐ Avoid misunderstandings
-‐ Lead to a better understanding within the relationship as it establishes an
immediate rapport
-‐ Create a positive, open-on-the-world image for the company (Respectful of
language and cultural differences)
-‐ Increase the confidence and self-reliance of the employees abroad
21 http://opentoexport.com/article/improving-your-business-communications-cultural-awareness/ - Consulted on Dec the 6th

15
Task #1 : Improve English speaking
Description Human
resources
Technical
means
Costs Time
schedule
Organise a
training
workshop in
International
English for all
the employees
who would be in
relationships
with the
American
businessmen to
enable a better
communication
and
understanding
between both
parties.
- Mr Renou, the
CEO and head
of
Marketing&sal
es
- Mr Bayoud,
the Head of
Manufacturing
and Customer
Support
Operations
- Ms Renou, the
Head of
Accounting &
Finance
- The VIE/
Commercial
Agent, the
business
developer
working in the
field
Anglo Institute
22
,
a company based
in Lannion
(closed to the
headquarters)
which offers
language
learning
solutions.
They propose
professional
training and they
coach people for
the cultural
communication.
They made also
technical
translation
23
.
Approximately
67€ per hour x
4 pers x10H
but reduction
as it is a group
= 2 000 –
2500€
10 hours in
one week
22 http://www.angloinstitute.com/ - Consulted on Dec the 6th
23 To contact them:
Nancy Gallagher, the director
Tel : 09 62 00 60 45
// Mobile : 06 78 16 61 99

16
B. TASK #2: FOLLOW AN EXPORT SALES TRAINING
In order to be well prepared to export and face new problematics, the employees
must follow different trainings:
-‐ Business Development training: How to find prospects, how to set up
partnerships…
-‐ Export in the USA: How to proceed with the exporting formalities, what are
the different steps to export…
-‐ Improve the knowledge on the USA: By learning more about the USA, the
employees will be more aware about the cultural distance, the American
business values and how to interact with them in a business context.
The VIE/Commercial Agent hired won’t follow those training as he has been recruited
partly for these knowledge and skills.

17
Task #2: Follow an export sales training
Description Human resources Technical means Costs Time
schedule
Business
Development:
How to find
prospects..
- Mr Renou, the
CEO and head
of
Marketing&sales
Formatex24
1 050€ 2 days
Export in the
USA: How to
proceed with
the exporting
formalities
- Mr Renou, the
CEO and head
of
Marketing&sales
- Mr Bayoud, the
Head of
Manufacturing
and Customer
Support
Operations
- Ms Renou, the
Head of
Accounting &
Finance
The chamber of
commerce propose
different training for
a company, there
are :
- Payments
means
- Logistics
- Contract
- Formality of
international
trade
Number of chamber
of commerce
(Lannion) : 02 96 48
08 19
Unknown 2 days
Improve the
knowledge in
the USA:
Reduce cultural
distance…
- Mr Renou, the
CEO and head
of
Marketing&sales
- Mr Bayoud, the
Head of
Manufacturing
and Customer
Support
Operations
- Ms Renou, the
Head of
Accounting &
Finance
Communicaid25
Unknown 1 day
24 http://formatex.fr/solution/vendre-acheter-international/Reussir-sa-prospection-a-l-etranger.aspx - Consulted on Dec the 4th
25 http://www.communicaid.com/cross-cultural-training/doing-business-in-the-united-states-of-america/#.UqG14vTuJu4 - Consulted on Dec the
4th

18
III. OBJECTIVE #3: OPTIMIZE PRODUCT POSITIONING
As many competitors have already arrived on the American market before them,
Mulann has to define clearly its position on it, where it wants to be in short term.
Positioning is one of the main challenges because it determines how the customers
will see the company with regard to the other actors.
A. TASK #1: DO A MARKET RESEARCH
As we have seen for the product supply (cf. Report#2), we missed many information
and relative data about the competition. We don’t know exactly what their turnover,
their market share is. Moreover, we don’t know what their positioning in terms of price
is. Thus, the priority is to fill this lack of information to know the environment in which
Mulann will grow up well.
The answer to this issue is to lead another deeper market research in which we have
to invest some money to find relevant but not free information about those
companies.
There are three solutions to lead this market research:
− Solution A: Mulann team does it with their existent knowledge and buying
some reports on Internet
− Solution B: Outsourcing with specialized company, able to find hidden
information with a professional conclusion.
− Solution C: Use the V.I.E (cf. Create an export department) to investigate
directly on the field, integrating the market research in his global mission.
Each one of these solutions involves different costs, means (human and financial)
and delays.
Solution A
Indeed, Mulann team could be able to lead this market research on its own to find
some of the information. Some data are available online. For example, the Business
Report of Q-Card Company could be bought on Internet on www.info-clipper.com for

19
€16026
. A Business Report provides check risk analysis, firm's operations, profitability
and stability on detailed financial and business information: Ratings, payment habits,
financials, ownership details, filings, judgments...27
As we studied 6 main
competitors, we can make an approximation of 960€.
Still, we should miss some information. Indeed, these reports give financial
statements, which have to be analyzed, but we don’t have any data giving detailed
price for the machines and precise market shares.
Solution B
Outsourcing the market research could be the solution that will answer the best to the
entire questions we got. The fact is that a specialized company will ask for a quite
significant amount of money for a research on competition. This is for now really
difficult to assess as every company does not communicate on the prices and there
is no standard price as each market research is different.
Here are some certified companies, which can provide complete answer to specific
need in terms of researches28
:
26http://www.infoclipper.com/index.php?q=ShowDetail&dnbUID=2f082a38a64058f539a251c352842bed – Consulted on Dec the 2nd
27http://en.info-clipper.com/report-sample/Business+Report-3.html – Consulted on Dec the 2nd
28 http://www.marque-nf.com/download/produits/FR/NF323.pdf – Consulted on Dec the 2nd

20
Solution C
The last solution is to integrate the market research on the mission of the V.I.E. The
person in charge will be directly on the field to ask for official documents of the
companies, to meet people who could possibly give him/her some answers.
As we leaded a market research in the second year of our higher education in
ESSCA in one semester, but not focusing on it because of the other courses, we
could imagine that one person dedicating much time on it will spend about 1 month
on this task.
Here will not be developed all the costs and means the employment via V.I.E
contract will include, as these information are already explained in “Create an export
department” part.
After having described these three solutions, we believe the best one should be to
mix solution A and solution C. This way, there will be no additional cost for mixing
both, and it will at the same time help and complete the work of each other (in
Mulann offices and on the field).
Here is a summing up of task#1 using a mix a Solution A&C:
Task #1: Do a market research
Description Human
resources
Technical
means
Costs Time
schedule
Do some
researches on
internet (buying
some reports,
ask for quotes
from
competitors…)
+
Investigate on
the fields via
V.I.E
Jean-Luc
RENOU is in
charge of the
marketing in
Mulann
+
V.I.E
Usual technical
means of Mr
RENOU (phone
and computer)
+
Phone,
computer,
transport…
(see “Create an
export
department”)
Purchase of
Business
Reports : 960€
+
See “Create
an export
department “
with costs due
to V.I.E
4 weeks

21
B. TASK #2: DEFINE A RANGE OF PRODUCTS/SERVICES
WITH ADAPTED PRICES & QUANTITIES
This second task will be directly based on the results of the first one. Indeed,
launching all the products and offering all the services Mulann usually does would be
a mistake because it will be a too risky operation. We think that selecting ones of the
most adapted machines and services with the biggest economic fallout is a good
start to make the company known is the market before to integrate the whole offer
gradually.
This task doesn’t need that much means in terms of human resources, technical and
financial costs. It’s above all moments of reflection to decide, with the study from
report#2 (see “Product Supply”) and the result of the market research, which is the
best offer in terms of cost of export/possible sales.
This task could be split into two steps:
- The first one consists on making the hypothesis than US market is the same
market than the French one. Thus, the most sold machines with the bigger
margin have to be considered as the ones which are going to be sold in the
United States
- The second one consists on adapting the first one with the result from the
market research. Indeed, some competitors’ prices could for example
compromise selling of one particular machine because of a too high price from
Mulann. Then, has to be decided if it is possible to sell this product cheaper
depending on the operation costs or if it is preferable not to sell it on the U.S.
All those decisions must answer key questions:
- How can Mulann add value to its products in order to be identified by
customers in America?
- Does Mulann want to have an image of high quality products even with a high
price? Want to have an image of the cheapest machines in the market?
- Is acceptable to lose money at the begging, wanting for more significant
sales?

22
Generally, the product positioning process involves29
:
- Defining the market in which the product or brand will compete (who the
relevant buyers are)
- Identifying the attributes (also called dimensions) that define the product
'space'
- Collecting information from a sample of customers about their perceptions of -
each product on the relevant attributes
- Determine each product's share of mind
- Determine each product's current location in the product space
- Determine the target market's preferred combination of attributes (referred to
as an ideal vector)
- Examine the fit between the product and the market.
It has now to adapt those key points (the ones that can be) to Mulann’s strategy.
Here is a summing up of task#2
Task #2: Define a range of products/services with adapted prices &
quantities
Description Human
resources
Technical
means
Costs Time
schedule
Select
machines and
services to
launch on the
market,
depending on
the results of
the market
research.
Adapting prices
and quantities
All the team
should be
consulted,
including export
new export
department
members
Results of the
market
research
Report#2 on
“Product
Supply”
No additional
cost for this
operation
1 week
29 http://en.wikipedia.org/wiki/Positioning_%28marketing%29

23
IV. OBJECTIVE #4: IMPROVE COMMUNICATION AND BRAND
AWARENESS IN THE TARGETED MARKET
A. TASK #1: PLACE SPECIALIZED ADVERTISEMENTS ON
WEBSITES & PROFESSIONAL MAGAZINES
As explained in the SWOT analysis, one of Mulann’s threats is the fact that its
competitors are huge and well established. They have much more brand awareness
in the smart card testing sector. Thus, in order to reach its potential customers mind,
Mulann has to inform its potential clients about its products and services. This way,
Mulann will differentiate from its competitors and it will certainly attract customers
from USA.
Nevertheless, Mulann had already started to change its communication supports by
modernizing its website and leaflet. The company is now on a good path as it has
already started a good communication strategy.
In order to reach its potential customers, Mulann must select appropriate media to
promote its products and services. There are a lot of magazines and websites but
Mulann has to select the ones that will reach a maximum of its potential customers.
The company also must adapt the advertisements to its targeted clients.
Jean-Luc RENOU, the CEO of Mulann Ingénierie is also in charge of driving
Mulann’s marketing strategy. He should then be the one executing each action in
order to reach this objective. Moreover, he already has commercial skills and
experience. About technical means, he will need a phone and a computer in order to
contact the professional websites and magazines but he will also need a specially
deigned ad for this project.
First, he will have to select the medias he prefers, as he is the decision maker of the
company. He should contact the selected medias and negotiate advertising contracts
with them.
After research, we selected some professional websites and magazines Mr. RENOU
could contact. Some of them have posted their prices online so we will be able to

24
compare them. We tried to contact those who didn’t by e-mail but unfortunately we
didn’t get any answers yet.
-‐ Secure ID News - No prices online but this website has « 35,000 active
subscribers and 100,000 monthly visitors who rely on one or more of their
publications for technology news & insight »30
, which could be a great
opportunity to increase the brand awareness of Mulann Ingénierie.
-‐ ATM market place - No prices online but this website has « Each month,
more than 32,000 industry professionals who visit ATMmarketplace, averaging
about 53,000 total visits per month and more than 118,000 page views. »31
,
which is less than Secure Id News but is still good if Mulann want to gain some
visibility in the American market.
-‐ Bank tech - No prices online but « The Bank Systems & Technology audience
is composed of senior-level business and IT executives in commercial, retail
and wholesale banking. They represent critical segments of banking, coming
from a wide range of global banks to community banks and credit unions. »32
-‐ American banker - No prices online but « As the banking industry continues
to evolve, executives are relying more and more on The Banking Group to
keep them up-to-date on everything they need to know. From the latest
regulatory changes and developments in other markets, to essential data and
metrics, The Banking Group provides the industry with a 360 view of their
business. »33
30
http://secureidnews.com/advertise/#sthash.Ltm9ipgu.dpuf consulted on Dec the
4th
31
http://www.networldmediagroup.com/amc-advertise consulted on Dec the 4th
32
Banks systems & Technology Media Kit 2013 – see Appendix
33
Credit Union Magazine media kit – see Appendix

25
We found information about prices on Credit Union Magazine’s website. Here is a
table summing them up.
Options are detailed in the media kit. We think that in order to have a big impact
without spending a lot of money, Mulann should choose the Option D that is a
description of the company and its activities of 100 to 130 words that is published of
the 5 listing categories of Credit Union Magazine.
This option costs 1250 $ (922,325 €).

26
We also found advertising prices on the International Card Manufacturing Association
website, which publishes the Card Manufacturing magazine.34
Prices are detailed
online and in the 2014 Rate Card and Editorial
Calendar. 35
We think that the best option ICMA
is offering is the printed 1/3 page which costs 1035 $
(758,590 €) and will reach a lot of consumers.
Moreover if Mulann choose to run its add 6 times,
ICMA offers a Free website ad on the home page
which is a very interesting offer.
We estimated the time to set up this task of about a month because Jean-Luc
RENOU has first to design an ad and then to contact the medias. The whole process
could go really fast but it can also be slow if the partners take time to answer.
34
http://www.icma.com/magazine/advertising.htm - Consulted on Dec the 4th
35
2014 Rate Card and Editorial Calendar – see Appendix

27
Here is a summing up of Task#1 in a table:
Task #1: Place specialized advertisements on websites &
professional magazines
Description Human
resources
Technical
means
Costs Time
schedule
− Contact
professional
magazines
& websites
− Select the
most
interesting
offer
− Select an ad
− Place one or
several ads
Jean-Luc
RENOU is in
charge of the
marketing in
Mulann. He
will be the
one doing this
task as he
already
managed to
do it in
France.
Mr. RENOU
will need a
designed ad, a
telephone and
a computer in
order to
contact
partners.
− Credit
Union
Magazine:
922,325 €
− ICMA:
758,590 €
Total:
1680,915 €
2 to 4 weeks

28
B. TASK #2: PARTICIPATE IN EXHIBITIONS / TRADE FAIRS
As seen in the SWOT, the Company has already begun to develop its visibility and
brand awareness in order to gain new clients by going to numerous exhibitions &
trade fairs in France and abroad. We think it should keep up this way because trade
fairs are the place where all Mulann’s potential customers gather and look for new
companies, new products or services, etc. Moreover, There are a lot of cards
exhibitions and trade fairs in the USA all year long, which is a great opportunity for
developing Mulann’s brand awareness. In fact, each year, there are trade fairs in
Chicago, San Francisco, Las Vegas, Miami, etc.
We identified some trade shows Mulann could go to:
-‐ CARTES Secure Connexions Event America36
:
o It will take place in The Mirage Events Center, Las Vegas, NV
o The next one is in May 13-15, 2014
-‐ Smart Card Alliance member meeting37
:
o Biltmore Hotel, Coral Gables, Florida
o The next one is Dec 8 – 10 2013
-‐ 2014 Payment summit – The 7th
Annual conference38
:
o Grand America Hotel, Salt Lake City
o February 4 – 7 2014
-‐ ICMA 2014 Card Manufacturing & Personalization EXPO39
:
o Harbor Beach Marriott, Ft. Lauderdale, Florida
o April 6-9, 2014
36
http://www.cartes-northamerica.com/ consulted the 4th
of Dec
37
http://www.cvent.com/events/smart-card-alliance-2013-member-meeting/event-
summary-d833c9aeca26410eb27fadcbff1a47a4.aspx consulted the 4th of Dec
38
http://SCAPayments.com/ consulted the 4th of Dec
39
http://www.icma.com/meetings/annual-expo.htm consulted Dec 5th

29
Mulann has first to select one or more events the company wants to attend to. We
think the most pertinent trade shows Mulann should go to are “CARTES Secure
Connexions Event America” and “ICMA 2014 Card Manufacturing and
personalization EXPO”.
Jean-Luc RENOU should attend to those events alone or with the employee he may
hire in the next future.
Of course those events have a cost (found on the websites of each event):
-‐ ICMA: $4,725 USD (3460,82 €) for a 2m x 3,5m booth space.
-‐ CARTES: $4,330 USD (3170,44 €) for a 3,05m x 3,05m booth space.
Going to both events would really enhance the visibility of Mulann and make its
potential customers aware of its products.
During the trade fairs, Mr. RENOU
will have to show some of his
products. He won’t be able to
transport huge machines on the
plane so he may take software or
little machines with him. He could
send his machines thanks to
integrators before, this way he will have them during the exhibition. Costs are
estimated around 1500€ admitting that he takes 3 machines (cf. integrators in the
Report 2).
If he doesn’t want to spend a lot of money, he could shot tutorial videos of how his
products work and show them during the exhibition, which would cost less.
If Jean-Luc RENOU goes with an employee, there will also be hotels and airplane
costs:

30
-‐ 5 nights in a hotel in Las Vegas40
: 45 € per night = 225 €
-‐ 5 nights in a hotel in Ft. Lauderdale41
: 73 € per night = 365 €
-‐ 2 tickets from Paris to Las Vegas: 1207 € per adult = 2414 €
-‐ 2 tickets from Paris to Ft. Lauderdale42
: 1136 € per adult = 2272 €
The trip can take between 1 and 2 weeks to be organized each time plus 1 week for
the plane and the event.
40
http://www.google.fr/hotels/?gl=FR&cu_link=1#search;l=Las+Vegas,+Nevada;q=hot
el+las+vegas;d=2014-05-12;n=3;usd=1;h=6651870979677786904;si=;av=d
consulted Dec 5th
41
http://www.google.fr/hotels/?gl=FR&cu_link=1#search;l=Ft+Lauderdale,+Floride,+%
25C3%2589tats-Unis;d=2014-04-05;n=4;usd=1;h=4739986546690494030;si=;av=d
consulted Dec 5th
42
http://www.alibabuy.com/recherche-vol.html?m2_DD=5&m2_MM=4-
2014&m2_DD1=10&m2_MM1=4-2014&m2_CL=1& - consulted Dec 5th

31
Task #2: Participate in exhibitions / Trade fairs
Description Human
resources
Technical
means
Costs Time
schedule
− Select
events
− Subscribe
to the
selected
exhibitions
and pay the
fee
− Book the
flight and
the hotel
− Send the
machines
Jean-Luc
RENOU is the
decision maker
and has a lot
of experience.
He perfectly
knows the
products, the
services and
the activities of
his company.
He will be the
one going to
the trade fairs.
The hired
person will
also go with
him as it will
be an “export
specialist”
− Computer
to book
tickets
− Machines
during the
exhibitions
− ICMA:
3460,82 €
− CARTES:
3170,44 €
− Las Vegas
hotel: 225€
− Ft.
Lauderdale
hotel: 365€
− Plane
tickets to
Las Vegas:
2414€
− Plane
tickets to
Ft.
Lauderdale
: 2272€
− TOTAL :
11907,26€
− 1 to 2
weeks to
organize
− 1 week
during the
event

32
C. TASK #3: JOIN NORTH-AMERICAN ASSOCIATIONS
In order to reach our objective of improving communication and brand awareness in
the targeted country, Mulann could join North-American alliances, especially
American ones. The company should do it after having finished the two first tasks
and after gaining some experience in the American market. As a reminder, one of
Mulann’s main strengths is being part of SADAHE Group. It gives to the company the
chance of knowing a wider network. By joining American associations or alliances,
Mulann could have the same opportunity to develop its network and meet the actors
of its sector in the American market.
First, Mulann has to identify the main associations in the United States of America.
We found some of them on the Internet:
-‐ Smart Card Alliance43
-‐ TUV Rheinland44
-‐ International Card Manufacturers Asoociation45
-‐ SCIL EMV Academy46
We think that the most pertinent are the Smart Card Alliance and the ICMA because
they gather most of the main actors of the smart card and manufacturing actors.
Here are the official descriptions of each alliance:
-‐ Smart Card Alliance:
o “The Smart Card Alliance
publishes reports and
white papers to provide an
43
http://www.smartcardalliance.org/ - consulted the 5th
of Dec
44
http://www.tuv.com/en/usa/home.jsp - consulted the 5th of Dec
45
http://www.icma.com/index.html - consulted the 5th of Dec
46
http://www.icma.com/index.html - consulted the 5th of Dec

33
industry resource for information on smart card markets and
technology. Reports are available covering business and technology
topics in all market segments: enterprise and government ID,
financial/retail, healthcare and transportation.”47
o The SMA organizes a lot of events, conferences and meetings to permit
to its members to stay informed about the news of the Smart card
sector.
o Their mission “is to accelerate the widespread adoption, usage, and
application of smart card technology in North America by bringing
together users and technology providers in an open forum to address
opportunities and challenges for the smart card industry.”48
o The membership of Smart Card Alliance has a cost:
 $5000 USD (3659,35€)
 It lasts 12 months
 It is open to any non-government organization that is interested
in the supporting the mission of the Smart Card Alliance.
 General members are invited to participate in all Alliance
activities, attending conferences and member meetings and
participating in Industry Councils and Work Groups.
-‐ ICMA
o “The International Card
Manufacturers
Association (ICMA)
serves the dynamic card
industry and the various
companies and
organizations involved in
manufacturing and personalizing these cards. (…) As the complexity of
card manufacturing and applications has increased, so have the
47
http://www.smartcardalliance.org/pages/smart-cards - consulted the 5th of Dec
48
http://www.smartcardalliance.org/ - consulted the 5th
of Dec

34
production, standards, quality, security and environmental issues
surrounding the cards. The need to bring together these diverse
elements of the card industry led to the formation of the ICMA.”
o The ICMA organizes expos and events each year to gather the actors
of the card-manufacturing sector.
o Their mission is to “promote the card industry and the value of its
products and services providing an independent forum to speak for the
industry.”
o The membership of the ICMA has a cost:
 The principal membership costs $2200 USD (1609,93€)
 It lasts 12 months
 It is open to any company that is engaged in the complete
manufacturing of cards on plastic or other substrates in
accordance with applicable industry standards.

Joining the ICMA or the SCA should be done as a final step for this exporting project,
in about 6 months or a year because the company has first to develop it network and
gain some clients in order to raise money and be able to afford those kind of
memberships. It should take a month to study all the offers and select one alliance,
then to become a member. Then the membership lasts a year.
Task #3: Join North-American Associations
Description Human
resources
Technical
means
Costs Time
schedule
-‐ Select
alliances
-‐ Compare
the different
offers
-‐ Join on of
the alliances
Jean-Luc
RENOU is the
decision
maker so he
should be the
one selecting
the alliances
and executing
this task.
Computer to
gather
information
Machines
during the
exhibitions
ICMA:
1609,93€
SMA:
3659,35€
TOTAL:
5269,28€
1 month

35
V. GANTT CHART
Step that doesn’t need specific start date and end date Step that needs to be finalized to start the next one
Fixed date due to planned exhibitions

36
FINANCIAL INFORMATION
I. INTERNATIONAL MEAN AND METHOD OF PAYMENT
Mulann will need to use an international mean and method of payment to pay those
costs. There are many possibilities but Mulann must choose those that are the most
secure for the company. In fact, they have to select the best compromise between
payment safety, rapidity, costs and commercial acceptability.
First, they can choose between physical items or documents. There are a lot of
documents that can be used as means of payment:
-‐ Company cheques, which are issued by the foreign buyer. They can be
endorsed by the bank (meaning that there are sufficient funds in the buyer’s
account) or it could be certified by the bank (meaning that there are blocked
funds, as a deposit for a certain limit of time).
-‐ Bank cheques, which are issued by the bank following buyer’s instructions.
They cover commercial risks which is a big advantage.
-‐ Bank transfers:
o They can be done by mail, which is very long and unsafe.
o They can also be done by SWIFT transfer (which is Society for
worldwide Interbank Financial Telecommunication). In the second
option, they’re issued by the buyer and ordered from the bank, which
will use a protected bank telex network. SWIFT transfer is the quickest,
the safest and the least expensive.
-‐ Postal order, a written order for the payment of a sum of money, to a named
exporter, obtainable and payable at a post office.
-‐ Bills of exchange or DRAFT: payable to the exporter when it is presented to
a bank. It is a written order directing the payment of money from an account or
fund. It is issued by the exporter and must be accepted by the importer. It is
submitted to legal stamp rights. There are two sorts of DRAFT:
o Sight DRAFT: which s payable when it is presented to the Bank
o Time DRAFT: which is not payable until a stated date in the future
-‐ Promissory note: a written, signed, unconditional promise to pay a specific
amount of money on demand at a specified time. A written promise to pay
money that is often used as a means to borrow funds or take out a loan.

37
-‐
II. POSSIBLE FINANCIAL PUBLIC SUBSIDIES
There are three levels of helpful institutions Mulann could get financial subsidies
from: the regional level, the national level and the European level.
First, we have to give the financial details for each objective and task. Then, we will
present the aids provided by each level of institutions.
A. FINANCIAL DETAILS
OBJECTIVES TASKS SUMS
Objective 1: Create an
export department
Task 1: choose a way to
enter the targeted market
0€
Task 2: Hire an employee
specialized in business
development
41 600€
Additional costs: 1870,44€
Task 3: Find contacts or
business partners in the
targeted country
4 951,44€
Objective 2: Optimize
Human Resources
Task 1: Improve English
speaking
2 000 – 2 500€
1 050€ + UnknownTask 2: Follow an export
sales training
Objective 3: Optimize
product positioning
Task 1: Do a market
research
960€
Task 2: Define a range of
products/services with
adapted prices &
quantities
0€
Objective 4: Improve
communication and
brand awareness in the
targeted market
Task 1: Place specialized
advertisements on
professional websites &
magazines
1680,915€
Task 2: Participate in
exhibitions/Trade fairs
11907,26€
Task 3: Join North-
American associations
5269,28€
TOTAL 71 289,34€ + unknown
additional costs

38
B. FINANCIAL AIDS
VIA – Prim’Export
As Mulann has settled its R&D department in Avrillé, It may have the possibility to
pretend to the subsidy offered by the region Pays de la Loire. Indeed, region « Pays
de la Loire » provides financial support to SMEs and VSEs for:
-‐ Their participation at a trade show or a mini-exhibition abroad when such a
participation is provided in a « French Pavillion »
-‐ Their international development (through a commercial prospecting mission
abroad)
The objectives we described above stick perfectly to the conditions to obtain the VIA-
Prim’Export. Moreover, this subsidy can go from 4400€ to 6000€ which is very
interesting for Mulann.49
UBIFRANCE
At a national level, Ubifrance provides public financial support to SMEs and VSEs for
prospecting new markets (in association with at least 4 other SMEs)  This is very
interesting as Mulann is part of SADAHE Group, a group composed of several SMEs
of the same sector. They could then be selected in order to obtain financial help from
Ubifrance.50
Ubifrance help covers 35% of the operating expenses per company and
per year.
Export tax credit
French government helps French SMEs to recruit staff for the exploration of foreign
markets. Expenses covered are:
-‐ Fees, travel expenses and accommodation
-‐ Market studies, competitive intelligence
-‐ Participation in exhibitions and fairs, advertising expenditure
-‐ Wages of hired staff specialized in exports
49
http://www.paysdelaloire.fr/politiques-regionales/economie/internationalisation-des-
entreprises/ - consulted the 5th
of Dec
50
http://www.ubifrance.fr/prestations/aides-‐a-‐l-‐export/labellisation.html
-‐
consulted
the
5th
of
Dec

39
The amount covered is 50% of the eligible expenditure, up to a limit of 24 months
following recruitment.51
BPI France – Loan for export development
The loan for export development made by BPI France52
is a loan to help SMEs
finance their growth in foreign markets:
-‐ The amount borrowed goes from 3000€ to 3 000 000 €
-‐ It can be reimbursed in 7 years with 2 years of postpone
-‐ It doesn’t need any personal caution nor guaranty
-‐ 1000€ are offered by BPI France for a loan going until 150 000€
V.I.E
V.I.E = Le volontariat International en Entreprise (International company voluntary
work)
Since 2000, a company can offer the opportunity for a young man or women, (under
28 years old) to work on a project in a foreign country53
.
The project can be a market study, to go canvassing; a technical support… all is
possible.
UBI France is in charge of the contract and all administrative spends.
Aids from Brittany
Brittany offers helps for V.I.E contract. They can pay 30% a year of the total salary of
the employee.
So for example, if the company hire someone for 30,000€ with a V.I.E contract,
Brittany can pay 9000€ of it. So the company pay 21,000€ the year for the employee.
51
http://vosdroits.service-public.fr/professionnels-entreprises/F23672.xhtml -
Consulted on Dec 5th
52
http://pde.bpifrance.fr/ - consulted the 5th
of Dec
53
http://www.ubifrance.fr/formule-vie/vie-en-bref.html - Consulted on Dec the 4th

40
COFACE aids54
COFACE is a company for safer trade. Helps companies forestall and assess trade
risks while protecting them against overdue items.
They can help the company for 1 to 3 years.
They offer a guarantee to a company. The customers will trust the company if they
contract with COFACE.
If the company has not enough money, COFACE will help them because it
guarantees the trade.
The company must repay COFACE but it depends on its sales. If the company has
bad sales, the COFACE payment became a subsidy.
They help companies for prospecting for new clients. It is fully reimbursed up to
100000 €. It is the maximum amount that can be reimbursed.
A lot of information was given to us by Mr. Barbier In fact, we contacted the chamber
of commerce in Lannion and we were in relation with Mr. BARBIER from the chamber
of commerce of St Brieuc (22). He would love to help the company and to be their
adviser for the Export project. So don’t hesitate to call him for training or information.
To contact him: Mr. Barbier St Brieuc 02.96.75.11.53
54

http://www.coface.fr/-‐
Consulted on Dec the 4th

41
CONCLUSION
This export diagnosis was about to build the strongest schema, through three
different steps, to reach success in exporting Mulann’s products and services in the
United States. Thanks to the methodology, the feedbacks from Ms Saffre and the
lessons given by our teachers, we tried to give the most professional and complete
report on how to break into the American market.
The main limit of our project is that it was really difficult to find some relevant
information especially or the 2nd
report (micro-analysis), as the company is on a niche
market.
For each of those steps, we analyzed the company’s strengths, weaknesses,
opportunities and strengths in order to transform its strategy into actionable tactics
and advice.
The strengths of Mulann Ingénierie lie in its team and its products. Indeed, the
employees have a very good background and this company exists since 1983, proof
of its capability to follow the market and to be trust by customers for 20 years. Part of
Sadahé Group, their motivation for export is undisputable, shown by participations in
a few foreign exhibitions. Eventually, their products remain the main strength of the
company answering many customer needs.
On the other hand, Mulann Ingénierie meets some weaknesses, the main one they
have a low capacity of production, in particular a lack of workforce and of innovation.
Moreover, the export program is at the very beginning since they have no visibility in
the US except from his own main competitor which is also his distributor.
The United States represent a good opportunity for the company to develop its
activity and to begin an export program. As Mr Renou said, “If the export is a success
in the USA, it could succeed everywhere.” But Mulann has to be very effective as
some competitors are already well established in the area, like Q-Card and Barnes.
These conclusions gave us many levers to insist on our recommendations. We
decided to stay focus on four main objectives:
-‐ The awareness of the company by giving a communication plan.
-‐ Optimize human resources
-‐ Create an export department
-‐ Optimize product positioning
We set up few tasks for each objective to reach them.
We highly recommend Mr Renou to contact Mr Barbier from the CCI of St-Brieuc to
exchange on the export project and get further information.
We hope that the diagnostic and the recommendations we have done will help Mr
Renou to develop its company in the USA.

42
BIBLIOGRAPHY
-‐ AIRFRANCE: http://www.airfrance.fr/cgi-
bin/AF/FR/fr/local/process/standardbooking/ValidateSearchAction.do - Official
website of AIRFRANCE with flying prices
-‐ Alibabuy: http://www.alibabuy.com/ - Plane tickets comparative tool
-‐ American banker: http://www.americanbanker.com/ - Bank technology news,
which is written for 30,000 CIOs, CTOs and IT professionals who are responsible
for identifying, recommending, purchasing and supporting the front-, middle- and
back-office technology needs across all business units of their financial
institutions.
-‐ Anglo Institue: http://www.angloinstitute.com/ - Official website of Anglo Institute
-‐ Bank tech: http://www.banktech.com/ - Business Innovation powered by
Technology articles
-‐ Better Business Bureau http://newyork.bbb.org/ - Official website of BBB
-‐ Caroline Barry http://carolynebarry.com/how-to-be-an-actor-finding-the-right-
commercial-agent/ - Official website of Caroline Barry, Information about business
actors
-‐ Cartes North America: http://www.cartes-northamerica.com/ - Official website of
Cartes North America
-‐ CNET http://reviews.cnet.com/8301-19736_7-57320773-251/republic-wireless-
unlimited-android-phone-for-$19-per-month/ - Good deal for holidays
-‐ COFACE : http://www.coface.fr/- Official website of COFACE
-‐ Communicaid: http://www.communicaid.com/cross-cultural-training/doing-
business-in-the-united-states-of-america/#.UqG14vTuJu4 – Official website of
Communicaid
-‐ Credit Union Magazine: http://www.creditunionmagazine.com/ - Credit Union
National Association news official website
-‐ CUNA : http://www.cuna.org/ - Credit Union National Association official website
-‐ E-Export: http://www.eur-export.com/anglais/apptheo/marketing/distribution/ -
Information about ways to export, advantages/disadvantages..
-‐ Employment website http://www.sourcea.fr/fonctions-commerciales/fiche-metier-
agent-commercial-independant.cfm - Information about different jobs

43
-‐ FNAC http://www.comagent.com/fr/recruter-un-agent-commercial.html - Official
website of the FNAC
-‐ FNAC http://www.fnac.com/PC-Portable-15-6/Ordinateur-portable/nsh247726/w-
4#bl=MICOrdinateur-portableBLO5 - Official website FNAC with prices of PC
-‐ Foramtex: http://formatex.fr/solution/vendre-acheter-international/Reussir-sa-
prospection-a-l-etranger.aspx - Official website of Formatex
-‐ Google Hotels: http://www.google.fr/hotels/ - Google’s hotel comparative tool
-‐ GSM Arena
http://www.gsmarena.com/samsung_galaxy_s4_launch_price_in_europe__60070
0-news-5716.php - Website comparing cellphones
-‐ ICMA: http://www.icma.com/ - International card manufacturers association official
website
-‐ Info Clipper : http://www.info-clipper.com - Financial and legal information about
foreign companies in more than 200 countries
-‐ Marque NF : http://www.marque-nf.com – Official website of NF certification
-‐ Net world media group: http://www.networldmediagroup.com/ - Net world media
group’s official website
-‐ Open to export: http://opentoexport.com/article/improving-your-business-
communications-cultural-awareness/ - Official website of Open to Export
-‐ Payments source: http://www.paymentssource.com/ - Payment source official
website
-‐ RCN NYC http://www.rcn.com/new-york/high-speed-internet/services-and-pricing
- Official website of RCN NYC
-‐ Reed Data http://www.reed-data.fr/?Jpto=116&&Lang=FR&IdNode=10 - E-
mailings and mailings BtoB
-‐ SAG-Aftra One Union http://www.sagaftra.org/NY - Official website of Sag-Aftra
One Union
-‐ SC Magazine : http://www.scmagazine.com/ - SC magazine’s official website
-‐ SCA Payments: http://SCAPayments.com/
-‐ Secure ID News: http://secureidnews.com/ - Official website of Secure ID News,
a news website producing a suite of industry-defining publications covering the
major vertical markets of identification technology

44
-‐ Smart card alliance: http://www.smartcardalliance.org/ - Smart cad alliance
official website
-‐ Smart cards Canada: http://www.smartcardscanada.com/ - Smart cards Canada
official website
-‐ TUV: http://www.tuv.com/ - Official website of TUV Rheinland
-‐ UBIFRANCE http://admin.civiweb.com/html/vie/search.asp - Official website of
UBIFRANCE, information about VIE
-‐ UBIFRANCE http://www.ubifrance.fr/formule-vie/calculer-le-budget-d-un-vie.html -
Official website of UBIFRANCE, information about VIE
-‐ UBIFRANCE: http://www.ubifrance.fr/formule-vie/vie-en-bref.html - Official
website of UBIFRANCE
-‐ UK Tarde and Investment
http://www.ukti.gov.uk/fr_fr/export/exporting/startingexporting.html?null - Official
website of UK Trade and Investment
-‐ VIDEO
http://www.youtube.com/watch?v=SO4fJQKMbEU&list=PL37D2539DA1DA7
B96&index=6&feature=plpp_video – Preparing to export
-‐ Wikipédia : http://www.wikipedia.org - Worldwide free encyclopedia

2014
AD PLANNER
Your Guide to Taking Advantage of
ICMA Marketing Opportunities
• The only global industry magazine dedicated to card manufacturing and personalization
• The official publication of the International Card Manufacturers Association (ICMA)
• Received by key card manufacturing owners, executives and management worldwide
• Bonus distribution at major global industry events
ICMA is the leading global organization specifically focused on the unique needs of card manufacturers and personalizers—
with exclusive venues for you to address these needs; from the materials that go into and upon cards, through manufacturing
and personalization production techniques, to the latest industry news, trends and technologies—ICMA covers them all.
Please read about the outstanding advertising and editorial opportunities available to you and remember that if you want to
reach card manufacturers, ICMA’s Ad Planner is your exclusive media guide!
And check out the electronic opportunities inside!

EDITORIAL OPPORTUNITIES
ICMA welcomes editorial submissions pertaining
to card manufacturing, personalization and
general industry news. We accept features
and news about companies, people, products,
technology, methods, applications and industry
news and trends.
How to submit editorial contributions:
Press releases: The deadline to submit press
releases/news for each issue is reflected on
the adjacent calendar. ICMA reserves the
right to designate in what issue the news
will be run, or if the news will be run, due to
space constraints or other factors. E-mailed
submissions are preferred. Please include
300 dpi graphics or photos in separate files
(e.g. jpg, pdf, eps, etc.). Press releases will
be placed in these magazine sections:
• Member and Product News (company news,
new product announcements or changes)
• Industry News
• People News (e.g. promotions, new hires)
Feature articles: A one- or two-paragraph
abstract for a feature should be e-mailed to
the editor before submission. Once approved,
submit full copy at least two weeks before
the press release/news deadline per adjacent
chart. Features are tailored to the theme of
each issue, but a feature can be submitted
any time for any issue. (Features may be held
for a specific issue to reflect the particular
editorial themes). Features should be written
to address technical or industry issues of
card manufacturers, personalizers or breaking
industry interests and should not be a sales
piece. Case histories on successful card
applications are also welcome. An author
biography and photo for bylined articles are
encouraged.
E-mail press releases, photos (300dpi) and
feature articles to:
Marla Cukor
Managing Editor
E-mail: mcukor@icma.com
Tel: 1-609-799-4900
Fax: 1-609-799-7032
PRINT
COMMUNICATIONS
GET YOUR MESSAGE
ACROSS
WHAT IS CARD MANUFACTURING MAGAZINE?
As ICMA’s official publication, Card Manufacturing supports, promotes and encourages the success and
growth of companies and organizations that participate in the global card industry—including card
manufacturers, card personalizers, principal issuing organizations, industry suppliers and service providers.
Published eight times a year, Card Manufacturing reaches over 3,000 industry participants worldwide.
Card Manufacturing is distributed at leading industry events around the globe (see calendar below).
Every issue contains a rich mix of ICMA member/product news section and industry news, detailed technical
feature articles about cards and card production, an official ISO Standards column, an industry calendar
and more. Additionally, each issue is themed to different topics, such as smart chip cards, security and
card materials.
As Card Manufacturing’s readers are primarily plant owners, production managers and other top management,
as well as sales and marketing executives—and since all card production markets worldwide are
represented within ICMA—Card Manufacturing is a staple for your card-focused media schedule!
DIGITAL VERSION ADDS MORE VALUE
ICMA prominently displays digital editions of each issue on its website. The full issue, including
advertisements, will be viewable on the web with the value-added benefit of your ad linking directly to your
identified website. No extra fees—all interactive benefits are included in the price of the advertisement!
2014 PRINT EDITORIAL CALENDAR / ADVERTISING CLOSING DATES
Publication Date Press Release/ Ad Space Ad Material
News Deadline Closing Due Focus
February Jan. 3 Jan. 10 Jan. 17 Personalization/Fulfillment
Bonus Distribution: CARTES in Asia
Special Events 1 Jan. 27 Feb. 3 Feb. 10 Card Equipment/Printing
Bonus Distribution: ICMA EXPO, Cards Payments Asia
April Feb. 24 March 3 March 10 Smart Cards/Advanced
Bonus Distribution: ICMA EXPO Technologies

June April 28 May 5 May 12 Materials
August June 20 June 27 July 7 ID/Access Control/Security
Special Events 2 August 1 August 8 August 15 Quality Standards/
Bonus Distribution: ICMA Regional Events • CARTES Performance

October Sept. 8 Sept. 15 Sept. 22 Creativity/Design
Bonus Distribution: CARTES
December Oct. 31 Nov. 3 Nov. 10 Card Market Trends

AD SALES
Diane Webster-Sweeney
E-mail: dwebster@icma.com
Tel: 1-609-799-4900
Fax: 1-609-799-7032

• Live area is 7 1/2” wide
X 10” deep (190.5mm x
254mm).
• Bleed ads should measure 8
7/8” X 11 3/8” (225.43mm
x 287.65mm) on the outside
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should be kept 1/4” (5mm)
from trim on all sides.
EXCLUSIVE FOR MEMBERS ONLY!
ONLINE DIRECTORY ENHANCEMENT
In addition to advertising in Card Manufacturing,
ICMA has an Online Members Directory, which
is an exclusive way to reach ICMA’s global
members year-round—24 hours a day, seven
days a week. This current and up-to-date
resource contains complete ICMA member
contact information with added advertising
opportunities to increase your industry
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Listing Ad $250
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Duration: One year
Make sure your company stands out
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FULL PAGE
NON-BLEED
71
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(190.5mm x 254mm)
1/3
71
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1/2
71
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(190.5mm x 127mm)
1/3
23
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x
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x
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35
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1. These rates are based on artwork being submitted, per posted instructions (see reverse).
2.Inserts/Tip-ins are billed at the applicable full page rates, plus a tip-in charge that is based
on the size and weight of the insert.
3.All rates published are NET rates. Any agency commission required MUST be added to these
rates by the agency. Member companies are responsible for ensuring agency payments are
made.
4. Invoices will be sent upon publishing of the issue and are due upon receipt. Non-member
first-time advertisers must pay in advance for their first placement.
5. All accounts must be in good standing for acceptance of insertion orders.
6. Content changes requested by the advertiser to already-submitted artwork may result in an
additional fee.
See below for
added benefits
Member Rates (4-Color)
Ad size 1X 4X* 6X**
Full Page $1,995 $1,895 $1,795
1/2 Page $1,295 $1,195 $1,095
1/3 Page $995 $910 $850
Non-Member Rates (4-Color)
Full Page $2,550 $2,450 $2,350
1/2 Page $1,695 $1,595 $1,495
1/3 Page $1,095 $1,055 $1,035
Market Place Section (Black White)
1/6 Page $475
*If advertising in 4 issues (excluding Market Place ads) – FREE banner ad in
monthly Card Flash, first-come, first-served.
**All ads running 6 times will receive a FREE ICMA website advertisement on
the home page. Size of ad determines length of placement.
ELECTRONIC
COMMUNICATIONS
MAXIMIZE YOUR REACH
BANNER AD PLACEMENT
Card Flash
– Monthly association e-newsletter reaching
over 1,500 people
– Size: • Leader Board: 728w x 90h pixels –
FREE to 4x member magazine
advertiser
• Display Ad: 160w x 400h pixels –
$500 per issue
Industry News
– Weekly member news e-blast reaching over
1,500 people
– Size: • Display Ad: 160w x 400h pixels –
$500 per issue
• Display Ad: 160w x 400h pixels –
$1500 for 4 issues
Directory
– Stationary ads appearing on each page
of the member directory
– Size: • 200w x 200h pixels –
$450 per banner ad
Duration: One year
Space is limited; first-come, first-served.

ARTWORK GUIDELINES
CARD MANUFACTURING MAGAZINE
All advertisements are accepted by ICMA and its management firm, Creative Marketing
Alliance, Inc. on the understanding that the advertiser and/or advertising agency is properly
authorized to publish the entire contents and subject matter thereof. All copy, text and
illustrations are subject to ICMA’s approval before execution of order. ICMA reserves the
right to reject any advertising at any time.
When changes in copy are not received by the closing date, copy run in previous issues
will be inserted.
Cancellation is not accepted after closing date.
All contracts are accepted with the provision that rates are subject to change.
If an advertising contract is cancelled before the agreed number of insertions has
appeared and a frequency discount had been applied, a short rate adjustment will
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In consideration of ICMA’s acceptance of such advertisement for publication, the agency
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Marketing Alliance, Inc. (including their officers, employees and agents) against all loss,
liability damage, and expense of whatsoever nature arising out of copying, printing, or
publishing of its advertising, including without limitation, reasonable attorney’s fees
resulting from claims or suits for libel, violations of rights of privacy, plagiarism, and
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(30MB maximum size)
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- If sent on CD, electronically or via FTP, you must include a PDF of the art for proofing.
The file must be one of the following formats: EPS, TIF, JPG, or Press Optimized PDF.
Be sure to include any fonts and images linked to your file. All photos and logos must
be high resolution (300dpi).
2. Files that are larger than 10MB in size should NOT be sent via e-mail. Please send these
either on CD or via FTP.
3. Card Manufacturing is printed on a high-speed, sheet-fed offset press. Line screen is 133.
4. If we have not received your artwork by the published deadline, we reserve the right to
use artwork submitted for a previous advertisement, or to cancel the ad.
5. Black and white ads are for the Market Place section only. Ads may be sent on CD or
electronically.
* Creative Marketing Alliance, the magazine’s publisher, can provide design services for an
additional charge. *
ELECTRONIC ADVERTISEMENTS
All electronic ads must be sent as either a JPG or GIF format, 72dpi via e-mail.
CONTRACT SPECIFICATIONS
191 Clarksville Road
Princeton Junction, New Jersey
08550 USA
1-609-799-4900
Fax 1-609-799-7032
info@icma.com
www.icma.com

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communications
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management
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development
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management
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resources
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services
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management
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services
MCIF
Member education
Merchant services
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Money orders
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Network services
Office equipment supplies
Office/teller checks
Online lending
Overdraft privilege
Printing services
Publications (print online)
Remote deposit capture
Research services
Retail merchandising
Risk management
Scholarship management
Secondary mortgage market
investor
Security - online network
Security - physical
Service Centers
Share draft printing
services
Shared branching
Site planning
Software - accounting
Software - ALM
Software - collections
Software - compliance
Software - human resources
Software - Internet banking
Software - lending
Software - training
Staffing/recruitment
Statement printing mailing
Statement processing
Strategic planning
Title insurance
Training education
Vehicle pricing guides
Voice response
Web site design
Wire transfer services
Wireless technology
Youth materials

© 2013 Property of UBM Tech; All Rights Reserved
Contents
Bank Systems Technology 2013 Media Kit
2
Market Overview, Mission, Delivery Online Engagement 3
Community Audience 4
Community Leadership 5
Product Overviews
Digital
Behavioral Ad Targeting 7
Community Activation Platform (CAP) 8-9
Content Syndication 10
Digital Issues 11
Educational Universities 12
eNewsletters 13
InformationWeek Reports 14
iPad Advertising 15
Mobile Advertising 16
Must Reads 17
Web Advertising 18-23
Webinars 24
Events
Executive Forums 25
Executive Roundtables 26
Live Event Simulcast 27
Partner With Us 28

Market Overview
For banks of any size, the internal
structure and services — payments, risk
management, lending, branch and other
channel activity, customer service/retention
compliance — revolve around technology.
Fall behind in technology and it’s
impossible to stay competitive, much less
gain an advantage.
Mission
Bank Systems Technology provides
banking business and technology
executives with the targeted information
and analysis they need to advance their
business strategies and gain bigger returns
on technology investments. We deliver
insight into the trends that will help reduce
risk, improve customer retention, and
increase competitiveness and profits for
retail and commercial banking executives.
Online Engagement
BankTech.com1
• Monthly Page Views: 157,738
• Monthly Unique Visitors: 63,338
Mobile Site1
• Monthly Page Views: 4,098
• Monthly Unique Visitors: 2,180
iPad App Downloads2: 2,450
Delivery
For more than 40 years, Bank Systems
Technology has been helping technology
companies connect with customers and
prospects. Partner with Bank Systems
Technology to build brand recognition,
educate prospects, drive traffic to your
website, and generate or nurture leads.
Technology marketers can rely on our
smart, integrated marketing programs to
deliver the best results possible.
1: Omniture, Jan - Dec 2012
2: appFigures June 2011 – June 2013
3

Company Size
100 to 999
21%
1,000 or more
59%
100 or less
20%
Sample Companies
Bank of America, JPMorgan Chase, Liberty Mutual,
Monroe Bank, Wells Fargo
• CIO/CTO
• EVP, Head of Technology
• SVP, Managing Director (IS/IT)
• VP, Director, Manager (IS/IT)
• CEO/Chairman/President
• Chief Financial Officer
• SVP, Managing Director
• VP, Director (not IT management)
• Department Manager
• Operations Manager
• Line-of-Business Manager
Sr. IT Mgmt
Sr. Corporate Management
Div/Department Management
50%
23%
27%
Job Titles
Primary Business Function
$220.3
Million
Average Annual IT Budget
Source : 2012 InformationWeek Business Technology Network Audience Survey
Community Audience
The Bank Systems Technology audience is composed of senior-level business and IT executives
in commercial, retail and wholesale banking. They represent critical segments of banking, coming
from a wide range of global banks to community banks and credit unions.
Commercial Bank 56.1%
Non-Bank Financial Institution 15.9%
Savings Bank 13.4%
Credit Union 6.1%
All Others 8.5%
4

Community Leadership
Bank Systems Technology is a trusted resource for influential banking communities because our
award-winning editors drive conversations and build deep connections with senior business and IT
executives in commercial, retail and wholesale banking.
Katherine Burger, Editorial Director @KathyBurger
Kathy has been editorial director of Bank Systems Technology since 2003.
She is charged with the creation and development of new products, editorial
supplements, special publications, and live and online events.
Bryan Yurcan, Associate Editor @BryanYurcan
Bryan is responsible for writing Web stories and helping with the management of the daily newsletter, as well
as researching and writing longer pieces for digital issues.
Jonathan Camhi, Associate Editor @JonCamhi
Jonathan has been an associate editor since June 2012. He previously worked as a freelance journalist in New
York City covering politics, health and immigration.
5
Reader Advisory Board
Fred Cook
CIO,
North Shore Credit Union
John Itokazu
COO, CIO,
Union Bank
Michael Lindsey
SVP,
BancorpSouth
Vince Hruska
SVP, Director, Product
Solutions and Strategies,
City National Bank
Paul Johnson
CIO, BBT
Bruce Livesay
CIO,
First Horizon

For more information, please contact:
cync@ubm.com | createyournextcustomer.com/contact-us
Product Offerings
Market Leading Solutions That Deliver Real Results
6

Behavioral Ad Targeting
brand awareness + site-to-site retargeting + brand recall
Reach Highly Targeted
Business Technology Decision
Makers On Our Trusted
Network and Beyond
Behavioral Ad Targeting is a powerful
online tool that allows you to multiply your
reach to highly targeted decision makers
who have engaged with a specific tech
topic on one of our sites. Your ad series
follows this targeted group of tech decision
makers as they traverse our online
network, maximizing your brand’s visibility
with the right audience.
Behavioral Ad Targeting enables your
advertising message to gain better recall as
it repeats on sites your prospects travel to
… whether it’s on our network or beyond.
Behavioral Ad Targeting is available for
audiences segmented by 15 key
technology topic preferences.
Tap Into Our High Demographic
Buying Audiences
For tech marketers, Behavioral Ad
Targeting helps boost online advertising
results while leading prospects down the
information-gathering process. Leverage
our powerful audience of 9.73 million+
business technology buyers.
Extend Your Campaign For
Maximum Results
Continue to build connections with our IT
buying audience as they navigate more
than 5,000 B2B business and professional
sites from our partner networks.
Targeting generates greater online results by keeping
your brand front and center; reminding prospects about
your products and services when they're ready to act.
How Behavioral Ad Targeting Works
7
Audience Behavioral Topics Available
• Global CIO
• Government
• Healthcare
• Infrastructure
• IT Architecture
• Financial
• Software Development
• Software
• Security
• Cloud
• Mobility

Community Activation Platform (CAP)
community interaction + demand generation + brand awareness
Business technology professionals consider
their peers the most trusted source of
information on issues critical to their
business. That’s why our audience values
our mix of original, authoritative content and
crowd-sourced solutions. A CAP community
attracts high-quality decision makers, and
keeps them engaged with the breadth and
depth of knowledge sharing.
Authoritative Content Is The
Cornerstone
Each community derives content from four
sources:
• A dedicated community editor
• Highly regarded independent
contributors/bloggers
• Member-generated content
• Educational materials from vendors
Message boards, the lifeblood of the
community, provide members with a venue
to debate business technology issues and
crowd-sourced solutions. The site’s expert
contributors all take part in the message
board dialogue, providing community users
with unparalleled access to the leading
minds in the industry.
Social Media Amplification
Positive community and brand awareness is
facilitated by social media coordinators and
moderators through social media
engagement, contextual content insertion,
broadcast interaction and promotional links.
A Proven Community Formula
With 45+ communities already launched,
UBM’s community know-how is proven to
multiply the effectiveness of our clients’
marketing programs through the creation of
highly engaged specialist online
communities.
UBM communities’ monthly stats:
• 31,000 messages
• 4.3 million page views
• 2.5 million unique visitors
• 35,000 white paper downloads
• 16,500 leads 80% of new visitors are attracted by
content referrals from peers
8

Community Activation Platform (CAP)
community interaction + demand generation + brand awareness
*Cost of leads may vary based on target industry and lead filters
Monthly Program Overview –
A Modular Solution
The CAP offering is divided into two pieces:
the base program, and a set of three (3)
integrated marketing add-on modules. Use
the add-ons to add customer acquisition
(leads), branding (impressions), or market
education (white-paper downloads) to your
community, in the exact increments that
you require. It’s that simple!
Basic Program
Integrated Marketing Add-Ons
Deliverable Increment
Blog content Min. 30 blogs / month
Polls Weekly
Page views Min. 15,000 / month
Banner impressions Min. 30,000 / month
White-paper downloads Min. 200 “ungated” downloads / month
Messages Min. 250 / month
Twitter Followers Min. 750 in 6 months
Facebook Likes Min. 1,000 in 6 months
Weekly newsletter To site registrants
9
Product Deliverables
Branding
Banner Advertising 10,000 impressions
Market Education
White Paper Downloads 100 un-gated downloads
Customer acquisition / leads*
Radio Show 150 leads / show
Gated White Paper 100 leads
Webinar 400 leads / event
Live Video Broadcast 200 leads / show
Content
Custom Case Studies Leadership Reports 7-10 page editorial report + 100 leads
Editorial Video Blogs 12 video blogs + hosting + player
Video Documentaries Video + hosting + player

Content Syndication
content hosting + lead generation
Generate Demand For Your
Products And Solutions
Using Your Marketing Assets
Throughout the technology purchase
process, decision makers need to research
and evaluate multiple solutions, products
and services. From case studies to white
papers to technical briefs, business
technology professionals rely on different
types of content to address their questions
and concerns.
Activate Buyers Of Your
Products And Solutions
A focused, consistent lead-generation
program is a critical component for all
marketing programs. Using the power of the
TechWeb Digital Library, Content
Syndication activates the largest and most
influential audience of business technology
buyers by leveraging the trusted brands, rich
content and active visitors to our network of
online sites, including InformationWeek.com,
BankTech.com, DarkReading.com,
DrDobbs.com, InsuranceTech.com,
LightReading.com, NetworkComputing.com
and WallStreetandTech.com.
An Immediate Impact On Your
Sales Funnel, Driving Optimal
Results
Business technology buyers are directed to
your white paper while it’s hosted on the
TechWeb Digital Library. Contextual links
across the network are combined with an
integrated promotional campaign to drive
maximum visibility, and a tight synopsis of
your white paper promotes the download
process to capture key lead contact
information.
10
• Hosted sponsor-provided asset program
• Editorial review of content assets available for
maximum performance
• Guaranteed leads - contact information provided:
name, email, title, company, industry, company
size
• Detailed reporting sent throughout scheduled
program or when the lead goal is fulfilled
(whichever comes first)
Three-Month Sponsorship Overview
* Adding filters will result in a lower lead guarantee

Digital Issues
editorial alignment + brand exposure + lead generation
High Quality Content In An
Interactive Format
Bank Systems Technology helps set
strategies and agendas for technology and
business decision makers by packaging
what's new and important in an interactive
PDF-based issue that they can download
and engage with.
Banking IT professionals and tech-savvy
business managers depend on Bank
Systems Technology to provide insight
and analysis on IT products, services,
policies, and vendor strategies aimed at the
banking industry. Each issue features the
authoritative perspective and analysis that
Bank Systems Technology is known for
— and relied upon — in the banking
community.
For technology marketers, digital issues are
the ideal platform to align your company
and its solutions with our award-winning
editorial, while garnering leads — fast.
11
• One (1) digital ad: 728x90 (10.1” x 1.25”) OR
476x612 (6.6” x 8.5”)
o File Format: static JPG/GIF
o Files Size: 350K max
• Sponsor logo on registration page
Guaranteed Leads
• First and last name, email, title, company, phone,
business address, industry, company size
Monthly Sponsorship
Editorial Features
Has Cloud Computing Reached a
Tipping Point?
Issue Date: November | Close Date: 10/14
Best Practices of Lending Leaders
Issue Date: December | Close Date: 11/08
Regulatory Compliance: Beyond Uncertainty
to Operational Excellence
Issue Date: January 2014 | Close Date: 12/03

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