ally bank media plan

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6

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BE OBVIOUSLY BETTER

DO RIGHT BY OUR CUSTOMERS

TALK STRAIGHT

INTRODUCTION

8 Campaign Scope 8 Campaign Objectives 9 Industry Analysis 10 SWOT Analysis 11 Competitors

14 Target Market 16 Geographic Strategy

20 Media Vision 22 Media Strategy 26 Flow Chart 27 Budget 28 Future Recommendations

4 Who We Are 5 Executive Summary

4

We are InterMix Media. Our philosophy is to “mix” traditional and newer media together to build stronger campaigns that can reach consumers consistently and repeatedly for a memorable message. After reading about Ally’s three philosophies, IM consciously took these ideas to heart while constructing a media strategy that is appropriate for Ally at this point and time. Seeing that Ally will only offer savings products to their consumers, IM realized that Ally could still leverage the limited product offerings to convert new consumers to help fund any plans of future product line expansions. IM is committed to talking straight by providing accountability for all suggestions after analyzing the banking industry, do right by our customers by finding the consumer most susceptible for conversion, and strive to be obviously better by providing tools to enhance the consumer experience to make Ally a leading example of online banking.

}whoweare

Launched in 2009, Ally has already garnered a large customer base that gives some of the largest banks a run for their money. Ally is exclusively an online bank that is extending its services to include not only consumer products, but small business products as well. It has built a foundation on the belief that customers matter. Additionally, with the three core values that Ally has provided and has built its company upon, IM has produced a fully-integrated media strategy that will allow Ally to see its potential in “banking without boundaries.”

The purpose of this book is to create a national media strategy for Ally to meet the objectives of increasing awareness of small business products to 10%, increase engagement with a captivating, ubiquitous campaign, and convert small business customers to invest $1.0 billion in net new deposits. Keeping Ally’s product offerings in mind, IM plans to pursue a target market that consists of men ages 35 to 59 that have already successfully established a stable small business. At this point, these small business customers are interested and ready to invest time and effort in Ally’s small business products.

The media strategy encompasses the whole nation with 8 heavy-up areas that include Austin, Texas; Cinncinati, Ohio; Indianiapolis, Indiana; Kansas City, Missouri; Milwaukee, Wisconsin; Nashville, Tennessee; Oklahoma City, Oklahoma; and Pittsburgh, Pennsylvania. To determine which heavy-up locations to choose, IM meticulously calculated a formula that determined the success rates of small businesses within that state. Additionally, IM chose cities with the highest population because of a correlation between the

size of the city and the success rates of small businesses. The heavy-ups included work well in terms of small business success rates, number of small businesses existing, and the area’s population size.

These heavy-up cities will receive additional advertising to promote the Ally brand including guerrilla marketing and out-of-home (OOH) efforts. A projection system will constitute our guerrilla marketing efforts and will give customers a brand experience to enhance our overarching theme of banking without boundaries. OOH efforts include advertising in airports, taxi signs, and a non-traditional push for Ally sponsored Wi-Fi hotspots at targeted airports.

For national efforts, IM has implemented a mix of various traditional advertising that includes radio, television, and Internet to give small business customers a seamless experience across the media. Television will include four channels: CNBC, CNN, FOX News, and FOX Business. Local radio stations were selected based on demographics that matched our chosen target market and AQH. Additionally, Fast Company and BusinessWeek, our print selections, were chosen based on their content and audience psychographics. In order to give small business owners a connected advertising campaign, we also chose to advertise heavily on both of their online counterparts, BusinessWeek.com and FastCompany.com, with the addition of Forbes.com.

Lastly, we chose to delve deeper into the social media mix that specifically includes Facebook and Twitter. Both social media networks will continue to be used in order to enhance customer experience.

{ }executive summary

WE TALK STRAIGHT

8

In order to create a successful campaign for Ally, IM is creating a media strategy to create awareness and brand recognition among small business owners. In doing so, IM strives to generate a plan that will advertise the services, products, and rates that Ally provides.

Larger and more established banks already have an advantage in that they are able to pro-vide all of the services a small business owner would need at one stop. Ally is not as large as some of the established banks and does not provide scores of services and products, however, what they lack in products and services, they make up in rates and customer service. As a winner of the “Best Savings Account” by Time Magazine, Ally is ready to stand up alongside the traditional banks. Furthermore, Ally prides itself on its customer service, and many of its customers express much of their appreciation of the brand through outlets such as Ally’s Facebook and Twitter, which can serve as a draw for potential new custom-ers.

Through this campaign, IM wants to create a large consumer base of small business own-ers so that not only will Ally be an online bank, but the online bank for these owners to turn to for their savings needs.

campaign

scope

campaign objectivesAwareness Engagement ConversionDrive awareness of Ally Bank Small Business products to 10% at the end of the first 12 months following launch.

Leverage the most effective media channels to drive strong engagement of small business audience.

Deliver $1.0B in net new deposit growth in small business deposit products by the end of the first 12 months following launch.

9

47% of the total U.S. population claimed to have participated in online banking in just 2002 alone. Also, it is important to focus on some major trends in online banking. To begin, males are more likely to use online banking than women. 49% of men have tried online banking as opposed to 39% of women. Those with higher socioeconomic statuses are more likely to go online for these services. A strong correlation begins with usage among households making more than $75,000 annually with a college education. However, in general there has been an increase across all social spectrums as the popularity of this medium continues to increase.

Thanks to the convenience and security of being able to monitor their money whenever and wherever they want, online banking has become a new norm. As banks begin to realize these benefits of online banking, they have also noticed that online customers are more likely to interact with the bank through service calls and have a lower switching rate. With this added value of customer service comes the responsibility and advantage of reinforcing a good user experience. Through convenience and price cuts, many of the once charged products such as bill paying is now offered for free at many different banks across the United States. The customers’ experience with their current institution will create new expectations from online banks to provide the best experience possible.

Even though trends point to increasing online usage in the future, physical banks still have the greatest impact on customers. Young and high-income customers have a strong preference for online banking, with ATMs and branch locations being the most important factors in selecting their financial provider. There is a correlation with online banking and usage of automated teller machines and telephone services. However, there is still a strong dependence in branches where consumers typically desire human contact especially when it comes to product concerns. Thus for purely online banks, it is even more crucial to transform the user experience to compensate for a lack of human contact.

Sources: LexisNexis.com; Fox, Susannah. Online Banking 2005. Pew Internet & American Life Project, Feb 9, 2005.; “Forbes.com Best of the Web - Banking.” Forbes.com.

industryanalysis online banking

}}conclusion

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• Interest rates are comparatively higher than competitors• Notable features (free checks, no ATM fees, refunded ATM charges, free checks,

and unlimited check writing)• Provides easily accessible personal customer service with several options (24/7

phone service, e-mail, and online chat)• Users are loyal to the brand and show it through posting @replies on Twitter

and Facebook comments• Simple language is easy to understand and no fine print talks directly to the

consumer• Prestigious (#1 Savings Account and Best CD Accounts ranking)• One of the best capitalized banks in the nation (FDIC insured for up to $250,000)

• No brick and mortar sites for people to do their banking• Limited small business product offerings• Disgruntled fans leave bad reviews on various websites

because of bad customer service experiences• May only be a secondary bank for most small businesses

• Expand services to the small business community• Small businesses are already seeking out Ally’s services• Successful small businesses with the desire to profit from

higher interest rates• Distrust of “big banks” creates leverage for Ally

• Economy (during poor economic times, consumers will use their current bank for their small business accounts due to familiarity and security reasons)

• Small business owners using larger, more well known banks as their primary bank

• The rate at which small businesses fail

From the analysis of Ally’s strengths, weaknesses, opportunities, and threats, we were able to derive traits that affect online financial affiliations:• 24-hour services: 92% of consumers list all-access services as the

main reason for using online services.• Faster response time: 77% cited faster response time as a main

reason for using online.• Toll-free numbers: 41% preferred using toll-free numbers when

having a product or service problem.

Additionally, we were able to derive problems affecting online financial affiliations - Brick and Mortar Banks:• Despite heavy online use, branches remain the most utilized channel

with 75% of consumers visiting at least once a month.• 82% of consumers still prefer the branch for opening a new account

and 60-70% of bank sales come from their physical location.• Branches are still the most popular form of banking (36% branches,

23% online, 21% ATM, 8% mail, telephone 5%).

conclusion

The bottom line is that customers want their money easily accessible, which is why all channels are important to contributing to the customer experience. The biggest crutch for Ally is that there are no physical locations. In order to address this, Ally must actively educate consumers to take advantage of the ever expanding access of Wi-Fi to associate the brand with accessibility.

Sources: LexisNexis.com

strengths weaknesses

opportunities threats

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+ Good customer service (when you get to an actual person)+ Chat system has quick response time

- Have to go through several phone numbers and transfers in order to get through to a real person- Hit hard by the financial crisis

+ Easy to navigate website+ Simple and customer-friendly interface

- Customer service issues- Call centers are based overseas- Frustrated consumers are outspoken- Non-competitive rates for consumers

+ Technologically ahead of the time, already has mobile banking+ Easily accessible with many physical banks and ATMs+ Well established, older bank

- Poor website accessibility, constantly under construction, website server problems all the time- Overwhelming offers to people about new credit cards and card mail-outs

Customer service is a work in progress for all banks. This market is highly saturated which further points to the importance of products that provide the best rates for customers. With Ally’s rates already beating the competition, Ally must emphasize this competitive advantage to its target market.

+ Competitive interest rates for CDs

- No online chat system for quick customer service- Customer service delays on the phone

+ Online-only bank with a high APY+ No minimum balances or service fees+ Can link current checking account from another bank with an ING Direct account

- Urges customers to “do-it-yourself”- Customer service not up-to-par- Poor website design

+ Amicable and great customer service+ Wachovia takeover has allowed them to amp up their physical presence+ Highly personable brand that resonates well with consumers+ Customer service representatives are based in the United States

- Too many small fees such as bill pay fees, overdraft fees, and returned item fees

Sources: Bank of America, Capital One, Chase, Citibank, ING, Wells Fargo, - customer service representatives

conclusion

bank of america capital one chase bank

citibank ing wells fargo

competitors

WE DO RIGHT BY OUR CUSTOMERS

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The target for this campaign is a small business owner (company size is under 500 people) between the ages of 35 - 59. According to the household income of these small business owners, they tend to be financially well off due to the fact that they perceive themselves as hard working business men striving for success. This gives them the confidence needed to venture into the risks of beginning their own small business. To dig deeper, start up small businesses are not the ideal market because Ally’s best products are associated with savings. Since small businesses are mostly interested in banks offering loans, Ally will not be considered. Thus the best market to reach would be well-established, successful businesses that are seriously ready to start investing in savings products.

The small business owner is a self proclaimed workaholic who is constantly striving for success. They work more than 51 hours per week and have many tasks on their plate because they are very involved and passionate about their business. It is important for them to be involved in their company’s decision making process, and they want to work hard so they can set an example for their kids. They want to do well and make money to reach the peak of their careers while providing a comfortable life for their family.

Sources: Simmons Research; LexisNexis.com

target psycographics

target market

}}1% 4%

6%

9%

14%

16% 18%

14%

10%

4%

1% 3% Age

% Coverage

Under 25 25-‐29

30-‐34

35-‐39

40-‐44

45-‐49

50-‐54

55-‐59

60-‐64

3%

2%

2% 2% 1% 2%

2%

8%

17%

16%

22%

15%

9%

1% Household Income

% Coverage

Less than $20,000

$20,000-‐$24,000

$25,000-‐$29,999

$30,000-‐$34,999

$35,000-‐$39,999

$40,000-‐44,999

$45,000-‐$49,999

$50,000-‐$59,999

$60,000-‐$74,999

$75,000-‐$99,999

$100,000-‐$149,999

$150,000-‐$249,999

$250,000-‐$499,999

$500,000+

15

Self Proclaimed Workaholic

HOURS WORK WEEKLY: 51 OR

MORE (33%, 560)

EMPLOYED FULL TIME (30+ HOURS)

(84%, 172)

ANY AGREE: IT IS IMPORTANT TO

JUGGLE VARIOUS TASKS (72%, 116)

ANY AGREE: I AM A WORKAHOLIC (51%,

209)

Strives for Success

ANY AGREE: MONEY IS THE BEST

MEASURE OF SUCCESS (26%, 123)

ANY AGREE: I WANT TO GET TO VERY

TOP IN MY CAREER (48%, 151)

Family Man

NUMBER OF CHILDREN: THREE

(8.18%, 137)

ANY AGREE: IMPORTANT FAMILY THINKS I AM DOING

WELL (54%, 111)

ANY AGREE: PROVIDE MY KIDS

W/THINGS I DIDN'T HAVE (59%, 116)

ANY AGREE: INDULGE MY KIDS WITH THE LITTLE

EXTRAS (57%, 125)

Business Man

ANY AGREE: I WANT TO GET TO VERY

TOP IN MY CAREER (48%, 151)

BUS PURCH DEC-‐INVOLVED ($5,000+)LST 12 M: YES (62%,

431)

OWN: OWN ANY INVESTMENTS (50%,

118)

ANY AGREE: LOOK AT WORK I DO AS CAREER NOT JUST

JOB (71%, 174)

{ }psycographic snapshot

Sources: Simmons Research

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Seattle,WA• Populationgrewby+1.85% to 3,407,848

from ‘08-’09

Wichita, KA• Populationgrewby+1.65% to 372,186

from ‘08-’09

Oklahoma City, OK• Population grew by +6.2% to 537,734

and 97th fastest growing city (April ‘00-July ‘06

• Population grew by +4.93% to 560,332 from ‘06 to ‘09

Austin, TX• Population grew by +7.6% to 709,893

and 84th fastest growing city (April ‘00-July ‘06)


Kansas City, MO• Population grew by +7.26% to 482,299

from ‘06 to ‘09

Nashville, TN• Population grew by +1.2% to 552,120



Cincinnati, OH• Population grew by +0.3% to 332,252



Pittsburgh, PA• Population of 311,647 grew by +.89%

from ‘08 to ‘09

Milwaukee, WI• Population of 1,549,308 grew by

+0.59% from ‘08-’09

Indianapolis, IN• Population grew by +2.69% to 807,584

from ‘06 to ‘09

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{ } Putting aside certain biases about states and the potential for small businesses to succeed there, the statistics and research are the guiding force in determining the heavy ups with the best potential for Ally to grow. Ally’s Banking Without Boundaries will truly resonate by going to areas that might not seem ideal at first glance.

Eight heavy up DMAs were chosen because of budget constraints and the desire to advertise in these locations to effectively create the largest brand awareness. The top tier DMAs such as New York, California, and Illinois were excluded because of expense and the fact that these areas were already highly saturated with most of Ally’s competitors. They were also excluded due to large failure rates experienced by their small businesses. In order to select the best locations that would have the highest return on investment, these steps were followed:

1. A statistic was created to critique all 50 states’ small business success rate• Success is the most important factor because Ally’s best attributes are the saving products• Small businesses that are relatively new rely heavily on loans which Ally does not yet offer, so

it is essential that these businesses s ceed to the point where they can shift their concerns to savings

• Formula: [[(Small Employers + Openings) – (closings+bankruptcies)] 100] / (small employers+openings)

2. Consider states with a large number of small businesses• This makes sure that the more successful areas were not due to an already enormous small

business base. 3. The last criteria is the growth rate of the cities within the states to select an appropriate DMA that

is growing, not shrinking• Small businesses are more likely to succeed in highly populated locations.

Sources: City-data.com; Census.gov; SBA.gov; CityMayors.com; Klein, Roger. Marketing. 9th edition.

geographic strategy

WE STRIVE TO BE OBVIOUSLY BETTER

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To compensate for the concerns that more traditional business owners may have with Ally’s online only presence, there needs to be emphasis on the flexibility of their products and the access to customer support. With the majority of small business owners claiming the title of a ‘workaholic,’ Ally’s versatile options and plethora of access platforms offer the target market of small business owners an easy way to fit their banking needs into an already hectic schedule. Ally offers banking without boundaries.

Banking without boundaries represents two things: the full accessibility of Ally as a savings and financial institution--regardless of physical location or the time of day; and Ally’s promise to their customers to provide great customer support and competitive rates.

In order to meet all of Ally’s objectives and in order to express the core message of banking without boundaries we have chosen to utilize the following media placements: out-of-home installations, national radio, national television, online ad placements, and print selections.

}mediavision

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Radio ANY AGREE: RELY ON RADIO TO KEEP ME

INFORMED (35%, 133)

ANY AGREE: LISTEN TO RADIO FOR QUICK NEWS

UPDATE (39%, 121)

ANY AGREE: WHEN IN CAR, ALWAYS LISTEN TO THE RADIO (72%, 117)

ANY AGREE: I LISTEN TO THE RADIO EVERY DAY

(62%, 127)

RADIO ALL DAY: QUINTILE 1 (HIGHEST)

(22%, 112) QUINTILE 2 (2ND

HIGHEST) (28%, 139)

Television ANY AGREE: RELY ON TV TO KEEP ME INFORMED

(58%, 116)

ANY AGREE: TV MAIN SOURCE OF

ENTERTAINMENT (53%, 110)

ANY AGREE: LIKE TV COMMERCIALS THAT

MAKE ME LAUGH (72%, 111)

TV PRIME TIME: QUINTILE 1 (HIGHEST)

(25%, 124)

OOH

ANY AGREE: I OFTEN NOTICE THE ADS IN BILLBOARDS

(58%, 118)

OUTDOOR: QUINTILE 1

(HIGHEST) (26%, 130)

QUINTILE 2 (2ND HIGHEST) (29%,

148)

Digital INTERNET ACTIVE

QUINTILE 1 (HIGHEST) (9.05%, 135)

INTERNET AT WORK: INTERNET ACTIVE QUINTILE 2 (2ND HIGHEST) (8.91%, 133)

INTERNET AT WORK: INTERNET ACTIVE QUINTILE 3 (MIDDLE)

(9.61%, 145)

INTERNET HOME/WORK (INTERNET ACTIVE): INTERNET ACTIVE

QUINTILE 1 (HIGHEST) (18%, 121)

QUINTILE 2 (2ND HIGHEST) (18%, 121) QUINTILE 3 (MIDDLE)

(16%, 113)

SPONSORED WEBSITES FRM SRCH RSLTS-‐CLICK?: OFTEN

(5.86%, 114)

WEBPAGE LINKS-‐DO YOU CLICK?: OFTEN (7.27%, 120)

Print MAGAZINES -‐

READ/LOOK INTO LAST 6 MOS:

BUSINESS WEEK

(5.17%, 141)

CONSUMER REPORTS

(13%, 129)

CONTINENTAL (5.38%, 255)

FORBES

(6.28%, 171)

SKY (DELTA AIRLINES)

(7.65%, 156)

{ }small business owner connection points

Sources: Simmons Research 21

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A coast-to-coast full national television push was chosen as a way to obtain optimal reach in this campaign. Several prestigious national news channels, which also host multiple segments on financial decision-making, were selected based on research revealing dense small business owner viewership. All of the full national stations have a household size of 98 million. Ads for Ally’s small business savings products will run on CNBC, Fox News, CNN, and an affiliate channel—Fox Business. Additionally, behavioral research has shown that key day-parts for small business owners include primetime and early morning. Since this research has revealed that most small business owners self identify as ‘workaholics’ and often work upwards of 51 hours a week, a later day-part (primetime) was chosen for when they are most likely to return home and begin consuming television.

televisionstrategy

}} b

uild eff cient mass reach and

have a continuous prescence with

our consumer, while also choosing

pr

ogramming with higher relevan

ceTelevision will run continuously throughout the campaign with channels switching off to maintain cost efficiency.

Although 1,032 spots were purchased, additional added value or gratis spots are expected for the budgeted spending and a 30-minute spacer is requested to make certain Ally spots do not run back to back.

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Ally’s target market skews toward older males which matches up well with the current target demographics of print media in the United States. Two major players in the world of print media were chosen as conduits for Ally’s message to small business owners: Fast Company and Bloomberg Businessweek. Both mediums have a rate base upwards of 700,000. A total of 200 insertions will be placed to optimize both reach and prime frequency with the target audience. The creative concept will be integrated in print ads, which are full bleed and will extend beyond the “boundaries” of the pages. Print will be pulsed throughout the campaign. Both periodicals will be utilized simultaneously only in the months of August, September, January, February, May and June. The estimated reach is 1.62 million.

Sources: SRDS

maintaininganeffectivereachwithourtarget audience by leveraging readership demographics, andchoosingpublicationswhose editorial content specializes in topics of interest to small business owners

print strategy }

In addition to the other national media that will be utilized, a national radio campaign will run and will target all 8 of the heavy up DMAs plus two more DMAs: Wichita, Kansas and Seattle-Tacoma, Washington. Additional DMAs were selected beyond the core heavy ups to meet the minimum 10 markets required to create a national radio campaign. Station selections were made based on news/talk stations already reaching our target market that also have high average quarter hours (AQHs). Three of the selected national cities (Austin, Texas; Indianapolis, Indiana; and Wichita, Kansas) had low AQHs associated with their news/talk station, so alternate stations were selected with higher AQHs that had audience demographics which matched well with the target market. Key day-parts selected are night drive and morning drive based on behavioral research, with a total of 8,800 spots running in the campaign.

}radiostrategy

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• Twitter: Twitter is a very popular medium for Ally to interact with its customer base. In order to promote its Twitter and the ease of getting in contact with Ally, we want to build a feed into the home page of Ally’s website. This feed will allow customers an easily glance at the questions that are being asked and how Ally is responding.

• Blog: Low customer involvement is a main concern at this point in time. Promotion of the blog is currently poor on Ally’s main page so in order to increase traffic to the blog, Ally needs to increase blog entries and interaction with its customers. In order to gain a following among small business owners, Ally should now focus their content on small business products. As example of this would be a low-risk investment option article for small businesses and feature guest bloggers.

• Facebook: Facebook is a strong avenue for customers to express their love for everything Ally. It is a powerful tool for Ally and by creating a presence on Facebook, they are creating an even better personal experience for the customer. Ally is already doing a good job by posting content regularly on their page, however, they need to work to receive more comments and likes to show new users that Ally is not your run-of-the-mill bank. In order to enhance the experience for small business owners, IM suggests that Ally create a separate section that addresses these kinds of questions. By compartmentalizing customers, Ally will be able to respond to questions about these new services in a timely manner.

Three websites were selected based on their demographics and content regarding small business and savvy savings articles: Forbes.com, businessweek.com, and fastcompany.com. Multiple ad sizes were selected across the mediums to avoid viewer confusion. BusinessWeek and Fast Company were chosen for longer promotional periods and will see ads continue onto their website to ease reader’s brand recognition as they move across media. An additional site—Forbes—was added because its demographics suit the target market and has a lower CPM. Overall, 945,000 impressions were purchased at an average cost of $139 CPM.

}onlinestrategy

Ally currently employs three types of social media - Twitter, Facebook, and the Ally Community blog.

social media

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A multitude of out-of-homeadvertisingwilltakeplaceduringthe campaign, which is aimed at garneringattentionfromsmallbusiness owners and travelers.

OOHstrategy }Out of the 8 pre-selected heavy-up DMAs, 5 major airports were selected based on air traffic levels. These 5 airports include:

•Cincinnati/orthern Kentucky Int. Airport- 7,984,074 boardings in 2008•Kansas City Int. Airport- 5,386,242 boardings in 2008•Pittsburgh Int. Airport- 4,292,546 boardings in 2008•Indianapolis Int. Airport- 4,061,450 boardings in 2008•General Mitchell Int. Airport- 3,861,333 boardings in 2008

These five airports were selected because they had the greatest number of consumers. Nashville and Oklahoma ranked only around 1 to 2.6 million passengers respectively. Austin-Bergstrom International Airport was not selected, despite the large number of annual passengers, because of the smaller airport facility that was not optimal for this advertising strategy.

In all of these airports Ally will have window clings and wall-wraps describing banking without boundaries. The placements will only run during months of the highest anticipated traveling periods including: October, November, December, May, and June. Furthermore, hot spots around the Ally advertising installations and placements in these airports will have free Wi-Fi courtesy of Ally with a default homepage leading to Ally’s small business website.

Taxi signs will be purchased in every location that airport placements have been inserted. These cab signs will emphasize the mobility of Ally’s banking without boundaries and the easy accessibility of the new mobile app. The taxi signs will build on the frequency rate of small business travelers traveling to and from airports as well as to their meeting destinations. A total of 1,950 signs were purchased.

In all 8 heavy-up DMAs, projection artists will take to the streets and create virtual ‘branches’ of Ally. There are projections that will be located on the sides of buildings throughout the city. The emphasis will be on how easily accessible all of one’s banking needs are met anywhere and anytime—as long as you have an Internet connection. This plays upon the idea that these projections are fake, physical Ally banks that do not need to be real due to its omnipresence through Wi-Fi. The projections will be pulse flighted in the first week of every month, for everyday of that week, with the addition of the final week of March in preparation of tax season.

In all of the 8 core heavy up multiple billboards, ranging from 3-5 panels in each market, will be selected to advertise Ally’s small business savings products. The creative concepts utilized will emphasize the core message of banking without boundaries while reaching small business owners as they commute from meeting to meeting or home to work. Additionally, small business owners who are traveling will have multiple exposures to Ally from the airport to the highways of their destination. A total of 29 panels will be purchased.

airports

billbaords

projections

taxis

Sources: Simmons Research; Federal Aviation Administration

MEDIA VEHICLE27 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 20 27 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18

TELEVISION :30NATIONAL Networks Full Coverage 144 Spots

CNBC 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 $547,200HHS 98million/ M-F Prime 6p-8p/ RATE;$3800 184 Spots

CNN 8 8 8 8 8 8 8 8 7 7 7 7 8 8 8 8 7 7 7 7 8 8 8 8 $1,127,000HHS 98million/ M-Su Primetime 7p-12m/ RATE;$6125 145 Spots

FOX NEWS 8 8 8 8 8 6 6 6 6 6 7 7 7 7 7 8 8 8 8 8 $1,497,125HHS 98million/ M-Su Primetime 8p-11p/ RATE;$10325

National Network Affiliate Break Rate Card 559 SpotsFOX Business 25 25 25 25 25 20 20 20 20 16 16 16 16 10 10 10 10 10 20 20 20 20 20 20 20 20 20 20 20 20 $307,450 1,032 Spots

HHS 25million/ M-Su Primetime 8p-11p/ RATE;$550 $3,478,775RADIO :60Austin, TX 880 Spots

KBPA-FM Classic Hits 5:30a-7p M-Su 28500AQH $88 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $77,440Kansas City, MO-KS 880 Spots

KMBZ-AM News/Talk 5:30a-7p M-F 4900AQH $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080Nashville, TN 880 Spots

WWTN-FM News/Talk 5:30a-7p M-F 5100AQH $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080Milwaukee-Racine, WI 880 Spots

WISN-AM News Talk Information 5:30a-7p M-F 16800AQH $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080Cincinnati, OH 880 Spots

WLW-AM News Talk Information 5:30a-7p M-F 25000AQH $135 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $118,800Indianapolis, IN 880 Spots

WFBQ-FM Album Oriented Rock 5:30a-7p M-F 21500AQH $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080Pittsburg, PA 880 Spots

KDKA-AM News/Talk 5:30a-7p M-F 6300 $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080Oklahoma City, OK 880 Spots

KTOK-AM News Talk Information 5:30a-7p M-F 6400 $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080Seattle-Tacoma, WA 880 Spots

KIRON News/Talk- AM 5:30a-7p M-SU 11300 $90 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $79,200Wichita, KS 880 Spots 8,800 Spots

KRBB-FM Adult Contemporary 5:30a-7p M-F 5200 $41 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 $36,080 $528,000PRINT: MAGAZINES 1/3 pg 4 Color+BleedBUSINESSWEEK 100 Insertions

$29,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 $580,000FASTCOMPANY 100 Insertions 200 Insertions

$22,000 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 $440,000 $1,020,000OOHBILLBOARDS

Austin CPB $6,000/ 48260AVG DEC/Panel $18,000

Cincinnati CPB $8,500/ 104000AVG DEC/Panel $25,500

Indianapolis CPB $3,400/ 37500 AVG DEC/Panel $17,000

Kansas City CPB $4,500/ 61138AVG DEC/Panel $22,500

Milwaukee CPB $7,000/ 98000AVG DEC/Panel $21,000

Nashville CPB $2950/ 42815AVG DEC/Panel $8,850

Oklahoma City CPB $4815/ 57000AVG DEC/Panel $14,445 29 Billboards

Pittsburgh CPB $8,400/ 24000AVG DEC/Panel $33,600 $160,895TAXI 21 weeks/ 390 signs

Kansas City, Missouri $50/sign 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 $19,500Milwaukee, Wisconsin $45/sign 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 $17,550

Cincinnati, Ohio $55/sign 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 $21,450Indianapolis, Indiana $60/sign 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 $23,400 1,950 total signs

Pittsburgh, Pennsylvania $50/sign 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 $19,500 $101,400AIRPORT Wallwrap/ Window Cling

Kansas City, Missouri MCI Kansas City International $5,100 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $127,500Milwaukee, Wisconsin MKE General Mitchell International $4,800 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $120,000

Cincinnati, Ohio CVG Cincinnati/Northern Kentucky International $6600 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $165,000Indianapolis, Indiana IND Indianapolis International $5,800 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $145,000

Pittsburgh, Pennsylvania PIT Pittsburgh International $5,400 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $135,000 $692,500INTERNETDISPLAY: BANNER ADS

FORBES [970x418][970x66] 195 Banners @ $924/bannerIMPRESSIONS 35,000 CPM $132 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $180,180

Businessweek [300x250] 195 Banners @$1008/bannerIMPRESSIONS 35,000 CPM $144 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $196,560

FASTCOMPANY [728x90] 195 Banners @$980/banner 585 BannersIMPRESSIONS 35,000 CPM $140 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 $191,100 $567,840

SOCIAL MEDIATWITTERFACEBOOKNON-TRADITIONALGuerilla Video Projection

9 weeks/ 63 days/ 378 hrs$144,900 $1,159,200

AIRPORT Free Wi-Fi Pods$183,485

Contingency $107,905TOTAL $8,000,000

Kansas City, M / Milwaukee/Cincinnati/ Indianapolis/ Pittsburgh/Oklahoma City/ Nashville/Austin $2300

$120,000

$8,200

$8,200

$8,200

$8,200

$8,200

$18,000

$8,200

1

ALLY 2011 Media Mix Flowchart

LAUNCH AWARENESS PINNACLE FINALE

$152,000

$413,000

$196,000 $196,000

Individual Expenses/ TotalsTotal Spending

by Medium

YEAR OF 2011 YEAR OF 2012

JANUARY FEBRUARY MARCH APRIL MAY JUNESEPTEMBER OCTOBER NOVEMBER DECEMBERJULY AUGUST

$27,000

$8,200

$21,600

$6,560

$21,600

$6,560

$120,000$96,000 $96,000 $96,000$17,600 $17,600$14,080 $14,080$14,080

$8,200

$8,200

$18,000

$8,200

$6,560

$6,560

$6,560

$21,600

$6,560

$6,560

$6,560

$14,400

$6,560

$6,560

$6,560

$6,560

$8,200

$8,200

$8,200

$27,000

$8,200

$6,560

$6,560

$6,560

1 1

1 1 1

$6,560

$6,560

$14,400

$6,560 $6,560

$6,560

$6,560

$14,400

1 1 1 1

1 1 1 1 1

1

1 1

1 1 1

1 1

1 1

1 1 1

1

26

}}

27

Media Allocated Budget Percent of Budget

TV $3,478,775 43.5%

Radio $528,000 6.6%

Print $1,020,000 12.8%

Billboards $160,895 2.0%

Taxi Signs $101,400 1.3%

Airport OOH $692,500 8.7%

Online Placements $567,840 7.1%

Guerilla Video Projections $1,159,200 14.5%

Airport Free Wi-Fi $183,485 2.3%

Contingency $107,905 1.3%

Total $8,000,000 100.0%

budgetbreakdown

}}

28

Interactive Website --- Web 3.0• Create the option of face time with Ally representatives

• As mentioned previously, small business consumers desire face time because it increases their confidence by building a connection with the bank representative and the consumer thus enhancing the brands perception within the consumers consideration sets to eventually convert to Ally fully when they increase their product offerings.

• Create a sort of “interactive shop” where customers can scroll through products that have video tutorials about the product and its features/ or have an actual representative go through the products on video chat.• Creates a one-on-one experience without being at a

physical bank• Make people more comfortable with using an online bank• Someone talking to customers on the website creates a

consistency with talking straight instead of pushing fine print of product offerings onto customers

website

mobile appIntegrate the concept of video chat into the app to compensate for the desire of actual human contact at a physical bank.

}futurerecommendations

“Branches are essential - not just because small businesses work around cash. Setting up on one’s own is such a hazardous enterprise, so face-to-face relationships with the staff at a local bank are vital for instilling the confidence needed to take the risks involved in growing a small firm.” - Chris Hughes

intermixadam africawalamanuel hernandez

laura maschinski

clara laukathryn pohmarika whitehurst

}}

ally bank media plan

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