The document outlines a comprehensive strategy for Google Cloud, focusing on increasing market share and adoption rates through targeted content and marketing strategies aimed at key demographics, including C-suite executives and developers. It highlights the competitive landscape, emphasizing the need for innovation in machine learning and artificial intelligence to engage customers effectively. The strategic approach also involves building partnerships, enhancing educational efforts on cloud benefits, and optimizing content for increased visibility and engagement across various channels.

1. INPUTS THAT GUIDED THE APPROACH
Planning inputs
1 2 3 4 5
Business
Review
Analytics &
Insights
Content
Identify higher
order priority
barriers, such as
adoption rates,
accessible content
(as a source of
information)`
Understand state
of affairs to ensure
correct focal areas
in
upcoming year
Guide planning
strategies based on
competition,
accessible content
(as success stories),
and time spent on
social/tech platforms
Account for
content that
inspires for an
engagement
connection and
trial usage
Help guide
choices based on
past activities
Challenges & Competitive Insights
FUNDAMENTAL PLANNING CONSIDERATIONS
Introduction1.

2. STATE OF THE BUSINESS
• The majority of Google’s equity currently exists within the advertising space, with ad words and search advertising being a major contributor to the
company’s revenue (at nearly 70%)
• Google’s cloud based technology currently contributes to 3.95% of the market share
• Sales within the category have reached over 13 billion, with 2017 earnings reporting a 44% growth rate fro the year prior
• Within the cloud infrastructure service category, the brand comes in fourth in terms of sales volume, with Amazon (AWS) and Microsoft leading the pact
• Although Google’s market share isn’t at it’s peak, within the public cloud space, the search engine is still within the top five providers that control three
quarters of the market
Business Marketing & Communications
Consideration
• Increase consideration of
Google Cloud amongst C-
Suite, ITDM’s, and
Developers
Awareness
• Increase unaided
awareness and perception
that Cloud is a Big Data
leader that can help drive
results for their business
• Encourage client partners to increase initial adoption rate by 5%
within the next 6 – 12 months
• Extend visual learnings of cloud capabilities beyond a sales lead
approach
• Enable content to becomes a key source of information via
partnerships, the social web, and during key time periods
• Create a reward system for early adoption , participation, a
influencer lead success stories
Media
• Drive education on the
importance of client partners
using Google cloud to drive
more rapid innovation in
products and services
• Drive awareness on range of
private and hybrid cloud
capabilities
• Grow category by driving trial
through awareness
Brand Objectives
Source: Synergy Research Group, RENO, NV, February 2, 2018 , IBIS World 2018- , New
Cloud based technology seems to be still relatively new to bigger corporations in regards to it's benefits. Most seem to see it as a huge data dump solution, however, there are
companies such s AWS and IBM who are to trying to sell in the bigger story of how cloud based solutions improve company performance, safe guard against financial risk, and uncover
innovations through self data learning solutions
Background2.

3. (She’s) Well informed & experienced
AWS has multiple AI and machine
learning services and has Alexa as the
most popular digital assistant as a front
woman.
With their Meet The New Builder themed
approach, AWS is using the AI and
machine learning approach differently.
Why? AWS is already in your company for
compute and cloud storage so its AI
services are more of an upsell and wallet-
share expansion.
It’s not a feature, it’s a passion.
Google Cloud Platform is staking its future
growth on machine learning too..
High personal & appearance standards.
Microsoft is using artificial intelligence and
machine learning and combining with its
Azure Internet of things services.
Thought leadership often means
setting
your own rules.
Via their cloud plus approach, IBM has
been aggressively and
consistently positioning itself as offering a
"cloud-plus" approach.
Along with its Watson platform, the brand
is looking to become more of a cloud
based data operating system, and is
showcasing through content partnerships,Source: Forbes 2017
SNAPSHOT OF COMPETITVE LANDSCAPE
3. Insight

4. Data Storage
Social platforms remains key whe
n
launching and announcing new n
ews,
emphasizing key partnerships, an
d creating an ecosystem for the b
rands like IBM AND GOOGLE.
Artificial Intelligence & Machine Learning
As businesses jump to the cloud to
accelerate innovation and engage more
intimately with customers and potential
client partners, brands are taking the
edutain approach to technology.
The cloud is no longer just a data
dump—it’s an AI battleground, and
Amazon wants to lead the charge
particularly with new innovations.
Source: Gartner 2-17 Survey, Ad Week 2017
Offline and online campaigns se
rved as an social activation mod
el for, which loops
back to creating an holistic
campaign approach for compani
es
such as IBM.
Implication: Machine learning and artificial intelligence took top billing as
a differentiator for most.
KEY TAKEAWAYS AND OBSERVATIONS
3. Insight

5. COMPETITION:
• Microsoft/IBM
• Accenture
• Bain
• Boston Consulting Group
• Computer Sciences Corporation
• Deloitte
• Ernst & Young
• Goldman Sachs
• JP Morgan
ATTITUDE TOWARD COMPETITORS
• Services: Deloitte, Accenture, Computer Sciences
Corporation, Ernst & Young, KPMG, PwC
• Software: Oracle, SAP
• Auditors: PwC, KMPG, Deloitte, Ernst & Young
Strategy and Investment
• Banking: JP Morgan, Goldman Sachs, Boston
Consulting Group, McKinsey, Bain See details
below:
• Deloitte: Regards Deloitte as among the best of all
firms at delivering value-creating innovation and at
helping its clients manage risk, reduce costs and
RELATIONSHIP WITH GOOGLE
Doug’s awareness, confidence and
consideration of Google lags behind
Amazon and Microsoft software and
similarly lags behind Deloitte and
Accenture for services. However, in terms
of capabilities, Doug sees companies
such as Google and IBM software as
capable of delivering world class business
analytics across the full range of planning.
SOCIAL NETWORKING
• LinkedIn
• Web sites
LEARNING
• Financial news sources:
• Wall Street Journal
• CNBC
• CNN Money
• Business sources:
• New York Times Business
• Huffpost Business
• CNN
• Academic sources:
• Harvard Business Review
• MIT Sloan Management
Review
• Knowledge@Wharton
• Member based
associations
• CFO Associations
• CPA Charters
• Alumni Networks
• Corporate Executive
Board
• Argyle Executive Forum )
EVENTS
• Third party events held by
professional organizations
(not organized by software
or services vendors)
• Evanta summit (NA)
COMMUNICATION PREFERENCES
• Peer to peer networks; In
person
• SME blogs (major media
and academia)
• Web-enabled devices to
learn - but not speak out -
online
LEARNING STYLE
• Visual and aural
• Likes charts and numbers • Prefers face-to-face and
peer-to-peer contact
EXTERNAL INFLUENCERS
• CNNMoney
• CFO peers - former
colleagues and classmates
• Auditors such as Deloitte,
PwC, E&Y, KPMG,
REPORTS TO
• Chief Executive Officer or Board
INFLUENCED BY
• CEO)s), Devlopers
MANAGES
• Chief Information Officer
• Chief Information Security Officer
WORKS WITH
• Chief Executive Officer
• Chief Operations Officer
• Chief Technology Officer
CONSUMER ARCHETYPE: DOUG, CIO/CTO
3. Insight

6. Value to buyer profile:
H High M Medium L
Low
Learn Solve Compare Purchase
Hurdles
• Establishing a predictable ROI for new
improvement initiative.
• Gaining consensus amongst cross
functional team on objectives and
approach.
• Relying on team/ colleagues for input
on possible options
• Collecting insights from on peer
networks and auditors for
recommendations
• Proving effective deployment of
systems and governance models to
support finance functions and improve
bottom-line performance
• Substantiating an investment in
technology to optimize the finance
value chain, drive budgeting, plan and
forecast, and maintain the right levels
of internal control
• Establishing the ROI and
benchmarking to compare different
solutions
• Obtaining strong, reliable client
references to validate vendor
selection.
• Gaining consensus from cross-
functional team for right solution
partner.
• Executing a strategic purchase that
balances risk and opportunity.
• Playing a critical role in approving
funding and approving the vendor
recommendation made by the
project team. (CFOs play a
continuing role throughout all
stages for solutions that transform
the finance department)
Formats
Analyst research
Case study
News articles
Product trial/ demo
Case study
News articles
Product trial/ demo
ROI or other asset tool
Analyst research
Case study
Industry Analyst blogs
Product trial/ demo
Analyst research
Case study
Product trial/ demo
Proof of concept
White paper Analyst research Thought leadership Top 10
Reviews & ratings
Top 10
Reviews & ratings
Top 10
Vendor blogs
White paper
White paper
Channels
Community sites (restricted to peers/
finance professionals only)
Customer reference
Executive briefing (demonstrate
financial return)
Peers and colleagues
Sales call and presentation
Vendor SME meeting
Analyst inquiry
Executive briefing
Peers and colleagues
User conference
Vendor website
Association meeting
Community sites (restricted to peers/
finance professionals only)
Customer reference
Industry conference
Peers and colleagues
User conference
Community sites (restricted to
peers/ finance professionals only)
Customer reference
Executive briefing
Peers and colleagues
Tradeshow/ conference
Vendor SME meeting
Social media network Social media network Social media network Social media H network
Direct mail Online advertising Direct e-mail Direct e-mail
3. Insight

7. FEATURE
S
BEHAVIOR BARRIERS
On Demand
Self Service
Client partners can unilaterally provision computing
capabilities, such as server time and network storage, as
needed automatically without requiring human interaction with
each service provider.
Cloud services are generally "set
and forget" meaning once they are
set up, they require minimal
administration and minimal contact
with the provider.
Network
Access
Cloud-based workload and file sharing streamline teamwork
collaboration, which allows data to be shared, accessed and
edited from anywhere. Updates are visible in real-time and
are seen by all teammates.
Organizations are fearful of
becoming stuck to an individual
cloud vendor, as there has yet to
become a standard industry
approach.
Resource
Pooling
Location independence in that the customer generally has no
control or knowledge over the exact location but may be able
to specify location at a higher level of abstraction (Such as:
storage, processing, memory and
network bandwidth.)
Reports found that almost 50% of
respondents indicated that cloud
security is a barrier
to adoption.
Elasticity Ability to scale rapidly outward and inward commensurate
with demand.
Disregard to organization systems
and with business processes. i.e.
Client partners haven’t acquired
enough qualified cloud
management staff to meet evolving
cloud tech based needs.
Service &
Scalability:
Cloud systems that are automatically control and optimize
resource usage. In which, resource usage can be monitored,
controlled and reported
with transparency .
Hidden costs of the cloud are still a
major barrier to adoption.
+
TRANSLATION
Address the
deeper trial root
barrier of and
performance
through hyper
targeted content
content/product
needs (treat the
problem not the
system)
RELEVANCY -
CULTURE/LIFEST
YLE CHANGE
RELEVANCY –
PERFORMANCE/
SUPERIORITY
DRIVING EDUCATION AND AWARENESS FOR CLIENT PARTNERS WHO ARE
SEEKING FLEXIBILITY AND AGILITY
Source LinkedIn Security Survey 2016, Knight Point Blog, NIU, New York public Library, Info Risk Today 2016
4. Key Though

8. Google Cloud’s 2018 Umbrella
Communication Strategy
Programm
atic
/Display
Online
Video
Mobile
Content
Creation
Influencer Social
Paid/Owned/Earned Properties:
Media:
Partner with Google team to create optimized content that drives targeted visitors to Google cloud content.
Create content that is search friendly, shareable, customized for the right audience and fitted with the proper CTA,
then can be optimized thereafter.
To get our target audience—senior-level banking executives, chief risk officers, compliance directors—to recognize
Google Cloud as a leader in the space.
AWARENESS
Increase unaided
awareness and perception
that Cloud is a Big Data
leader that can help drive
results for their business
CONSIDERATION
Increase consideration of
Google Cloud amongst C-
Suite, ITDM’s, and
Developers
Website: Brand knowledge bank
YouTube: Engaging community tool
Facebook: Conversation starter and facilitator
Instagram: Real-time visual inspiration aggregator
GOOGLE CLOUD’S 2018 BRAND FOCUS
Key Though
/Brief
4.

9. 1
To be the first thought when clients think AI &
innovation
• Be present and building partnerships
within coveted tech spaces,
conferences, and events
• Build strong ties with tech influencers
across
• the world
• Carefully choosing premium
placements that elevate exposure
HOW THIS ALL WILL WORK!
Bringing the latest trends and clients
something to
talk about
• Interactions through cutting edge
tech innovations to kick start
conversations and drive
engagement
Be the brand that defies the odds
• Provide clients with the right
platforms to awaken access
information so that want to
connect with Google to leaRN
more
2 3
EDUTAIN TRENDSET INSPIRE
GUIDING LIGHT FOR 2018: ACROSS ALL CHANNELS
Key Though
/Brief
4.

10. C-Suite, ITDM’s,
and Developers
Paid
Contextual, timely
& relevant (data)
Devices
CONTEN
T
CAMPAIGN PRINCPLES BROUGHT TO LIFE THROUGH THE POES MODEL
OWNED:
Website, Google Conferences
& Meet-Ups , Focus Group(s)
EARNED:
Mentions, Two Way – WOM,
(Video) Views, Application
Adoption
CO-CREATED CONTENT:
Thought Leadership, How To
/Content Videos, Product
Innovations, Programmtic
SHARED:
Influencer Programs, Conference
Photos, Videos, Thought
Leadership
Key Though
/Brief
4.

11. Hyper Targeted Attention Grabbing
Make Every
Impression Count
Authoritative
Smart use of data sources
to target moments and
deliver sequential
messaging via the
application
--
Effective Push Alerts and
Copy
Own the first
three seconds of their time,
whenever and wherever
--
OLV fully optimized for
platform and device
Application effectiveness
through data-led content
decisions
Authority through
authoritative content, and
employment approval via
in- app social engagements
HOW THIS TRANSLATE ACROSS A DIGITAL ECOSYTEM
Audience Verification
Viewability
Reach / Frequency
Duplicated Reach
Content Views
Click-Thru Rates
Completion Rates
App/Site Visits
Social Engagements
Content Perceptions
Conversion/Adoption Rate%
Audits of TOA vs TIS
Heat Mapping
Sales & Purchases
Consumer Behaviors
Monthly Market Share
Campaign Sales Figures
In-store Promotion Reports
We will measure our campaign using the DEEP method of KPI setting
Key Though
/Brief
4.

12. Role
Objective
Primary Activity
Tone
Personality
Primary Target
Media Type
Primary KPIs
Desired Behavior
Formats
Example of what con
tent
can be found
Cost
Brand knowledge bank
Brand and product resource hub
Resource hub
Trusted
Expert and educational
Tech Enthusiast looking for information
Owned/Paid
Product and category functional adverts & text,
images, and video
Time spent with content
Seek sales lead for more information
Thought Leadership, Video Reviews, Podcasts
Website ( & Think Google)
$2.5 million
40% production| 40% distribution | 20%conversion
Conversation starter and facilitator
Build a community on a personal level
Interaction for C Level & Developers
Personal and bite sized
Trusted ally
Tech Enthusiast looking for peer interaction
Owned/Earned/Paid
Photos, quotes, short-form videos, BTS, challenges
Likes/comments/shares/
Engagement
Engagement & Sales Lead
Photos, quotes, short-form videos, BTS, challenges
Social Media
Real-time visual inspiration aggregator
Visually storytelling and inspiration
Engagement
Bite sized and visually appealing
Expert + trendsetter friend (via media
partners))
Beauty Enthusiast looking for visual
inspiration
Owned/Earned/Paid
Inspirational, entertaining , behind the scenes
images and short videos in real-time
Likes/comments/shares/
Engagement
Engagement & Sales Lead
Photos, quotes, short-form videos, BTS
Display/OLV & Mobile
$3.9 million
20% production| 40% distribution | 40%conversion
$600k
50% production| 30% distribution | 20%conversion
ROLE OF CONTENT VIA MEDIA CHANNELS
Key Though
/Brief
4.

13. Top Talent
e.g. celebrities & influencers,
Own product evaluations
destinations
featuring how-to’s and tips
From pop-culture to tech
Innovations
Usage of gatekeeping
credentials Equity
FUTURE MEDIA AND CONTENT OPPORTUNITIES
(Looking Ahead By Observing Global Tech Behaviors & Trends)
@Lizthegrey@awagonfeld
WuXi NextCODE and Google Cloud
partner to
enhance global genomic access
Key Though
/Brief
4.

14. Collaborating With Leadership To
Deliver A Message
Virtual Voices:
The virtual voice will be set-up as a creative
outlet for managers to have a two-way
conversation with event organizers, and
Google’s greater leadership team on what
was impactful from the year prior.
(Purpose) Sense Check:
We want enable client to have a safe space
to share their thoughts, so that stronger
content is served during key timings
--
Which will eventually be served to them,
and will have a positive impact on sales,
and associate engagement further down the
consumer funnel
Key Message: How to navigate the
cloud for 2018 and show highlights
from 2017 of industry successes
Approach: Intro with voiceover –
talking through how to navigate
through the cloud
Duration: 60 to 90 seconds
Voice: VP, Cloud Product
Timing: Launch with app on 3/5 –
reminder push on 3/7, also lives
Think w/ Google website b
Rewarding Usage and Early Adoption
HOW THIS TRANSLATES ACROSS A DIGITAL ECOSYTEM
Focus & Co-Creation Groups Influencer & Advocate Programs
To encourage usage, potential
client partners store managers
will be rewarded with beta
offerings and industry data.
The focal point of the system to
increase the adoption rate by a
larger percentage earlier on, tailor
push notifications to key partners,
and have them actually tied to a
piece of content, rather then a
standard sales approach.
Influencers be chosen and aligned
with given cloud category offerings,
and become champions of certain
subject matters during the
conference. The aim is to engage
at least 15- 20 social influencers a
month with a large social reach of
who are consistent advocates for
Google.
Key Though
/Brief
4.

15. Key Performance
Indicator
• Adoption
• Extend Reach via Influencers
• Establish Content Ecosystem
• Create Content Plan
• Tech Highlights
• Demonstrations
• Demo Videos.
• Activate Content Plan
• Further Trail and Reach
Channels &
Assets • Mobile App /Online Video
• Mobile App /Online Video
• Content Partnerships
• Influencers
• Mobile App /Online Video
• Content Partnerships
• Influencers
Communications
Approach • Connection with engagement
opportunities + reward system
• Build community (of store managers)
with driving advocacy
• Capitalize on innovation pushing
application features (in superiority to
other social platforms that may
distract from TOA)
• Capitalize on content partnership +
innovation
• Connection through demos
• opportunities + promotions of relevant
brands for the following year
• Build community driving advocacy
during the conference, and discover
new opportunities for engagement
thereafter
• Connection with innovative
opportunities
• Build community driving further advocacy
there after the event
• Capitalize on content (partnerships –
thereafter)
KPI’s
• Adoption Rate%
• Views (Engagement) • User Rate %
• Heat Mapping
• Views (Engagement)
• Shares (Engagement)
• Comments/Questions (Engagement)
PHASE 1 PHASE 2 PHASE 3
MEDIA ARCHITECTURE AND
MEASUREMENT
Key Though
/Brief
4.