SANDRA LOU NEERGAARD KRISTOFFER WINTER WINBERG

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1 TEAM 8, E-CONCEPT DEVELOPMENT, SEMESTER 1, PROJECT 2, GROUP 4 INSIGHT REPORT 27. OCTOBER

2 SANDRA LOU NEERGAARD After 5 beers i m a crazy person, one of my favorite ways to find inspiration. Not an alcoholic but i love having fun and work around ideas in different ways. Mostly serious during the work days, getting things done KRISTOFFER WINTER WINBERG I am a positive, young and fresh guy. I enjoy taking photos and to be creative when editing them afterwards. This is only one of my competences, but the one I like the most KATRINA AASLAID Currently a student at KEA. I love being creative and working with interesting people. I m not a perfectionist though, but I always get things done MARK MEMBRERE WORM NIELSEN Keeping it simple is one of my keywords. I use this a lot when I design and of course i like being creative. I am an energetic and a smiling person who likes to be around people, cause they are an inspiration source for me NENCY SRBINOVSKI I am a creative person, who always thinks outside of the box, never hesitate to try crazy things. I am curious about the digital world, and find it exciting to experiment with SIMONA LAZEU I love the art of marketing, but I think is almost zero without strategy and planning. I believe in communication and the power of words, but I also believe in numbers and the importance of measurable results

3 1.0 INTRODUCTION CLIENT GOAL PROBLEM AREA...5 INSIGHT REPORT TABLE OF CONTENT 4.0 PROBLEM FORMULATION CONSTRAINTS METHODOLOGY ANALYSIS SUMMARY OF THE MARKET ANALYSIS BRAND IDENTITY PRISM - COMPARATIVE ANALYSYS - 3 VS TDC DECISION MAKERS INTERVIEWS THE 7 P S THE 4 C S SWOT CONCLUSION...15 REFERENCES APPENDIX 3

4 1.0 INTRODUCTION 3Business is a Danish mobile company established in It is owned by: Hutchison Whampoa (60%) and Investor AB (40%). (Client Brief) The headquarter of 3 is situated on Scandiagade in Copenhagen and they have about 700 employees. In addition to that, there are shops around Denmark, including their flagship store in Copenhagen, which at its opening in 2011 was Europe s largest telecommunication store. (3.dk website) 3 offers attractive and innovative services. One of their new products is 3split, which the company is trying to promote on the B2B market. It has already been on this market for a year and has been tested on a large company (Copenhagen Airport), but not promoted. Information about this product can only be found on their website, on the business page or by calling the company about it. 3split is a product that makes it possible to split the invoice into two: one part is paid by the company and the other by the employee. This makes it possible to be in complete control of the monthly expenses with a minimum of work, employees would have the benefit of owning a smartphone and the bills that you get can be split the way it was wanted. (Client brief) 3Business asked us to create awareness and interest in this product and to generate leads for their sales departments. This can be done by creating a campaign, where all media channels are connected. This report is going through the process of finding a solution for 3Business. 4

5 2.0 CLIENT GOAL Long Term Goal Positioning 3Business as a competitive player on the Danish B2B Telcom market. Campaign Goal The campaign that we will develop aims to set-up the foundation to achieve 3Business s long term goal. As stated at the client brief ( ) 3Business requires a marketing campaign that creates awareness and interest about 3Split, and generates leads for direct sales department. 3.0 PROBLEM AREA Through the client brief given by 3 on including a market analysis report delivered to us, we were given a lot of information about the company and the market including some problems. In the brief we were told that the primary target group is medium to large companies, meaning companies with employees. The company 3 has a lot of potential in the market as a B2B company, but not many companies in the target group are aware of their existence on this market. 3 has developed a solution for companies called 3Split, which makes the management a lot easier. It also generates better solutions for the company employees whilst being cheaper than competing companies. As a result of lack of knowledge of 3 as a B2B company, the target group does not know about the product called 3Split and the advantages from this solution. Some of the advantages of this 3Split solution is that the company will get full control over the employees phone costs by adjusting a max cost, and letting the employee pay the rest. 3Split will also automatically split the bill between personal and business which means less management for the IT department. The employees are now able to use their phone freely which will result in higher employee satisfaction. 4.0 PROBLEM FORMULATION Identify factors that will help us create awareness and interest about 3Split, within the B2B segment. Sub formulation Identify types of decision makers in Danish corporations How can we convince the target group to look into our product? Identify the platforms that are most relevant for our target group. Identify the competitors loyalty advantage. How are 3Business currently positioned and perceived by the target group? 5.0 CONSTRAINTS The design manual - The general guidelines for visual material is handed to us by the client. Measurable results - 3Business want a campaign with results that are measurable, that limit the use of offline advertising space. Connection between channels based on a strong online platform - This online element has to be the turning point of the campaign. The target group is larger companies - 3Business want to target larger companies with 50 or more employees. The approach has to be encouraging rather than apologetic - 3 mentioned an image problem of historically providing bad network connection. This should not be apologised for, the focus is the current situation. 5

6 6.0 METHODOLOGY Market Analysis The market analysis was given by the client, several data for analysing within the group work and rounded up in a summary for further use in the project. The market analysis provides us with an overview on the current situation and development through the last years, and discover some key elements to differentiate 3 Business from their competitors. Decision Makers Interviews We did 3 interviews with the decision makers of this specific area in larger companies, to point out some important considerations for the target group needs and behaviour, to understand the B2B approach in Telecommunication. Brand Identity Prism With the Brand Identity Prism we are able to review 6 different aspects of 3 Business as a brand. The Prism involves the aspect of the sender and the receiver, working towards creating a stronger Brand Identity. We will use this as part of a comparative analysis between 3 Business and TDC, who is the largest provider in this market. 7 P s The 4 P s helps us to look into the company s advantages and disadvantages, and the extra three P s (People, Physical Evidence & Process) are more service minded and good to look into when you look at a company that has focus in selling products through mails, phone calls and self-service online. Together with the company 3 we can focus on areas where they have problems and take those into consideration- to get a better marketing strategy and get a higher position on the current business market. (Bright, 2012) 4 C s After looking through the 7 P s we wanted to focus more on the customer and with that we used the 4 C s. We used the 4 C s (Customer value, cost, communication and convenience) to look into the marketing mix from the customer s point of view. This method is relevant for the project to have an inside view of the customers thought through 3 s market analysis and helps us to get us to a conclusion. SWOT At last we are going to use the SWOT model. We will be using these to define our conclusion clear and as a container of the information gained through the report. 6

7 7.0 ANALYSIS 7.1 SUMMARY OF THE MARKET ANALYSIS REPORT To create an overview and gather the useful information in the market analysis report we will describe the main points gained from this. When choosing a product or a service it is important to know which companies to choose from. A study on awareness of different companies from 2013 (Appendix, Graphic 1) shows that the awareness of 3 in larger companies is only at 61%. This is an improvement since 2008 (47%) but is still a lot lower than the awareness of TDC which is 96%. Other companies like for example TDC basically offers almost the same product as 3 and this makes them a huge competitor along with other companies on the market. Therefore the threat of customers using substitute products and services is high. From the market analysis report it is very clear that 3 has the lowest market share when looking at Mobile Voice SIM (Appendix, Graphic 2) only 5% of the total market which is very low in comparison with TDC which have 43% of the market share. When looking only at mobile broadband 3 has a greater share of the market with 22%, this is the second largest market share only surpassed by TDC (Appendix, Graphic 6). This makes the bargaining power of customers high, because the customers have other companies with a greater market share to choose from. But 3 are still at a fairly good position on this market. According to a model showing the total image profile (Appendix, Graphic 3) the most important factor of choosing a possible new provider of phone solutions is value for money. In this field customers mostly agree with 3 being able to provide this. This is an important fact to be aware of, and is a possible fact to brand 3 upon. All in all the conclusion of this is that the main problem for 3 is the lack of awareness on the B2B market and the low share of the market according to larger companies. Despite these problems 3 still has an image profile of being the best in providing value for money. 7

8 7.2 BRAND IDENTITY PRISM - COMPARATIVE ANALYSIS - 3 VS. TDC Brand Identity Prism (Hansen, 2012) will help us to review 6 different aspects of 3 and TDC as brands. We will use this as part of a comparative analysis between 3 and TDC, where last mentioned is the largest provider in this market. Physique Innovative player in Telecommunication, large 3 as logo (blue for business) Personality Reliable, challenging, simple Physique Leader in Telecommunication on the DK market, stable and reliable provider Personality Competent, committed, attentive Relationship Customer oriented, flexible approach Culture Open-minded, international Relationship Quality, solid solutions based on many years of experience Culture Danish & traditional Reflection User friendly solutions, value for money, strong customer service Self image Young, fun, fresh, modern first movers Reflection Traditional, expensive but stable Self image Conservative, safe Sub conclusion for Brand Identity Prism 3 and TDC are two companies that work on the same line of business, compete on the same market and their basic products are very similar. But with all this common points, when it comes to communication and branding their approach is very different. 3 is an international company with an open-minded culture, an innovative player in the telecommunication market. Their solutions are reliable and easy to use, and in relationship with the customers they are approachable and attentive. The market perceives them as a company with user-friendly solutions, which offers a good value for money and has a strong and skilled customer service. And their clients are seen as young, fun, fresh and modern. TDC is a Danish company, traditionalists, leaders on the telecommunication market. Their solutions are stable and reliable and they are positioning themselves as competent, committed and attentive. In relationship with their clients, they act professional and solve problems based on their long and complex experience. The market perceives them as a traditional company, with expensive, but stable products. Their clients are seen as conservatives, they appreciate stability. A saying that describes them well would be if it works, don t fix change it. 8

9 7.3 DECISION MAKERS INTERVIEWS To gather insight information about the target group, and to actually understand who the target group is, we used interviews with 6 different people in 6 larger companies who are all significant to 3Business as possible customers. The companies asked are; Siemens Wind Power, Brüel & Kjær, Alm. Brand, Veeam Software, OK Benzin and LM Wind Power. The approach has been via our own network, with queries to reach the most relevant person. 4 of the answers came from the company CIO s and 2 came from IT staff, who are in on these decisions as well. The interviews have been done by and phone. We know that in 5 out of 6, the CIO is the main decision maker, after having consulted relevant people within the company. The influencers in these cases are the IT department employees, they follow different forums and media who are adding news in the IT business and validated reviewing sources. The CEO and/or CFO are also influencers, since this is a big decision for any larger company. The decision maker s main focus is the cost of the product together with considerations on the stability of the connection. What could also make them consider changing supplier is lower costs and documented stability. Also the reputation is a factor for one, saying that an unknown supplier would never be considered. Relevant platforms to reach this target group are definitely Børsen, which is almost mentioned by all. Furthermore direct sales seem to be expected, and then they want to be shown facts for cost and benefits (stability, flexibility etc.) Social media is used in a way of networking and reviewing company reputations and for some, as a way of showing the outside environment who and how they are as a company. The network page LinkedIn is a popular respond; therefor LinkedIn could be considered a possible channel for 3Business advertising. Computerworld is a relevant website for advertising as well, and when looking in to it ourselves, we discovered that TDC has a banner ad on the front page. Although 3Business has a new product, the target group is considered roughly the same as for TDC. There is a need for more flexibility within each subscription and also for making the invoices more transparent for internal use. From this we know that in most cases the final decision maker is the CIO. The CIO makes the decision by consolidating relevant people inside the company, after gathering information on relevant forums, via direct sales and media who are known for providing validated information on this area. 7.4 THE 7 P S The 7 P s helps us to look into the company s advantages and disadvantages. The three extra P s (People, Physical Evidence & Process) are more service minded and good to look into when you look at a Company that has focus in selling products through mails, phone calls and self-service online. Together with the company 3 we can focus on areas where they have problems and take those into consideration- to get a better marketing strategy and get a higher position on the current business market. (Bright, 2012) Product 3Business offers a package solution called 3split, which connects the private phone and the work phone into one. 3Business is single provider of this service and that gives them an advantage. The problem with this product is not the solution itself, but it is the lack of promotion and trust in it from the customer s side. Promotion The launch of this product happened a year ago. Since then, there has not been any actual promotion for the product. This is a problem since 3Business wants to make this product a big part of their B2B profile. At the moment they only have 5% market share in the business area (Client Brief). 9

10 The only method they are using to create awareness of the product is by calling companies, which are current customers of 3, to talk about 3split or by customers self-motivated going on the website to gain information, this information is only located on a subpage to the business part of the webpage, and there is no further promotion to find elsewhere. Price The 3Split product is divided into two different packages. The first package is called the basic package, which is always paid by the company. The second one is a package that the company can customize and is paid by the company or employee. The price in these packages depends on the company size and their interest in what services they want to use. The idea of this is that the price can be more specified for the user so they don t have extra expenses that are unnecessary for the specific employee. The SIM-card that the employees would receive only cost 9DKK per person every month. Place The way they distribute their products at the moment is by , calls or meetings (Client brief). This is one of the ways to get in contact with their target group so that 3Business can be more specific about their products and the different packages that are most suited for their employees. 3split is only displayed on their website in the business section, where it is very difficult to find. People Within the Company they have different employees that provide services for their business customers. The people providing customer service are well educated and trained; they are always able to help their clients with their needs. This gives the products that they are offering a bigger value and it can give an important edge over their competitors. The service at 3Business is one of their biggest strengths and can be a very helpful factor when it comes to the companies that need persuasion into choosing 3split. Physical Evidence A lot of companies see 3 as a company that is focusing more on B2C and not B2B (Client brief meeting). Their image is more young and fresh, which creates an image that is less business related. This way the companies that look into the 3split product might get the wrong impression, which can be a problem for 3 if they want to have a higher market share in the B2B market. Process The whole system that operates for providing a better service to their business consumers is improved and better. By using 3split the employees can easily, by themselves, manage everything through an App or via their webpage Mit3. They also have a full overview on their expense limit, which is updating itself every day. The entire 3split process has been tested out on one big client, which is the Copenhagen airport. The product was tested for two years and with positive feedback, they extended the contract for another two years. This gives the future clients an overview of a successful product that does not have problems in the process (Client brief). 10

11 Conclusion on the 7 P s The Service within the company is good and always ready to help their clients to give them a perfect solution for their problems and needs and their customers have an easy access and overview of their bill. Even though they have all of these strengths, they only have 5% of the market share in the B2B section. By looking at the product 3Split, which is a new invented product, 3Business has not yet been able to reach their target group and create awareness and interest upon this product. Another aspect on the missing awareness on 3Business is that many consider 3 more as a company for the younger audience (Client brief) and in relation to that; they don t consider 3 as an option in the B2B market. 3 has a strong brand in B2C, which affect their way into market shares in B2B. 3Busniess have to make an effort in showing that this part of 3 exists and are able to offer a product that is innovative and simple to use, additionally the companies are able to easily keep track of their employees use of phone. 7.5 THE 4 C S Consumer wants and needs We have to figure out how to reach the target group, therefore we need to understand what the companies want and which needs they have. We have interviewed 6 companies: Brüel & Kjær, Alm. Brand and LM Windpower, Ok Benzin, Siemens WP and Veeam Software, (Appendix Chapter 2, Interviews) these companies are medium to large ( employees). We made a questionnaire, so that we could gather any relevant data. Our target group are medium to large companies, with employees that might work at the company, but they might also work in the field or abroad. We are interested in figuring out what the companies want. From the market analysis we can see that the consumers agree with 3 having - simple and user-friendly solutions, give value for money, have competitive prices and understands the business customers. (Appendix, Graphic 3) But is this also what the companies want? We have interviewed the business companies, to find out what they want and need, and it will be described further down. When we look at 3Split solution it is all about the simple and user-friendly solution for business companies, therefore 3 could focus on approaching the target group with this factor in mind. When 3 has to convince companies to change their telecom provider, they need to identify a customer need. On their webpage with 3split they have created the following needs: increase employee satisfaction, save time and get control over the cost. (3Split page, Our next step is looking at companies that consider changing telecom provider, what are they looking for when deciding for a telecom provider - what do they want and need? (Appendix 2 - Interviews) Brüel & Kjær emphasize getting a complete solution that covers all their subsidiaries in Europe, USA and Asia. They want to compare telecom providers on the internet and to experience new technology presented at trade fairs. Their current provider offers reasonable prices and a worldwide network and support. Alm. Brand thinks that the expenses when switching a telecom provider will be high. There are many employees, and therefore both the new supplier and Alm. Brand will be burdened with costs. So changing telecom will be complicated for them. LM Windpower wants lower price, flexibility in the termination of subscriptions and greater transparency in billing. They also have the same issue as Alm. Brand, that it will cost to switch and include genes for the users. OK Benzin describes that savings always will be an important parameter, but the quality/level of benefits must also be in order. Siemens WP prefer as easy a transition as possible if changing a telecom provider, with benefits and optimal service to be expected. 11

12 Veeam Software sees the telecommunication as a sensitive area, they value the providers reputation and the price is the primary driver to make them change. A new player in the market without references will not be considered. To sum up on what these 6 business companies wants and needs, we found out that they want a complete solution, flexibility, reasonable prices/low prices, no complications when switching telecom provider, they want quality, benefits and that the telecom provider has a good reputation. We can use these consumer wants and needs, when we need to work with a solution and creating the campaign. Our goal with this is to understand the needs, so that 3 can reach the target group the best way as possible. Cost to satisfy The offer - 3Split, gives the company control of the employees consumption, while the employees do not have to distinguish between business and pleasure. The offer can be customized to the specific company, but can also be customized specifically to the employees. Here we focus on value for money. From the market analysis (Appendix, Graphic 4) we know that 3 gives value for money. The costs competitive and the company can create a limit to how much the employees can use. When the cost is competitive, has value for money and has reasonable prices, it will satisfy the target group, and hopefully have them consider 3 as their B2B telecom provider. This should be kept in mind when developing the solution. Convenience to buy We have to know how the companies prefer to buy. The framework: Buying center, shows the factors of the decision phase, but how can it help us? We know that the B2B market act different in different situations, therefore we have to create the convenience to buy, when working with the solution. From our interview with Brüel & Kjær we know that the IT-department comes with the suggestions of different telecom providers and that the decisions are made from the CFO and the head of the IT-department. The companies Alm. Brand and Veeam Software had the same decision makers as Brüel & Kjær. At LM Windpower they annually consider telecom contracts. This is in cooperation with the advisory partner. In cases where the audit raises expectations about substantive improvements, then invite selected suppliers to bid. The final decision to switch suppliers and the choice of supplier should be approved by IT managers. At OK Benzin, the CIO decides s and inform the CEO, and at Siemens the CIO decides as well. To sum up - the decision makers are: the IT-department, the CEO, CFO and CIO. (Appendix Chapter 2, Interviews) 3business provide different offers, and it can be confusing for the company to find the best solution. Furthermore we know from the interviews that they want to sure they receive what they buy and that it works. From our interviews we also know that the target group get offers via telephone calls from telecom providers. 3business also uses the telemarketing approach to reach their customers. (3 Split page, They also expect the companies to call them directly when visiting their website. The companies we have interviewed are convenient about this approach, because they are used to it this way. When working with the solution, we should keep in mind who the decision makers are and that 3 use the telemarketing approach. 12

13 Communication Now that we know what the target group want/need and how they feel about buying, next step is to figure out how to approach them. We know from the brief that 3 don t have any promotion for the offer 3split. Other than what is on their web page. Therefore we started looking at the website, section and the attention was on the Iphone offers, rather than the 3split offer. We as professionals immediately saw this as a problem. It was when using the menu-bar, and landed on the 3split page, the offer was explained. (3 Split page, They have some bullet-points on the page: happy employers, save time, track of consumption. What 3business has done here is to try to identify some needs for the companies that are also explained earlier. They also have a short video, which in less than two minutes explains the offer. But other than this and the little information on the page - they do not promote the offer. 3 also leads the companies along to call them for buying the offer. They simply just wait for the companies to call them - this can be an issue we should consider for the campaign. 3 Business s is not using different platforms to communicate to the target group, we also know from the market analysis that the awareness of 3 is low. (Appendix, Graphic 5). We have to create a strong and fresh campaign that promotes the 3split offer and simultaneously creates awareness. From our interview with Brüel & Kjær we found out that they keep themselves updated with the internet, daily newspapers, exhibitions, and inspiration from affiliates. They only use the social media in a very small degree. (Appendix- Chapter2, Interviews) Alm. Brand keep updated with the latest new, on business.dk, borsen.dk, Infomedia and use Facebook as their human face, and LinkedIn used for employer branding. LM Windpower primarily use their network (DIT/DANSK IT) to stay updated and use conferences. They also have a lot of their employees using LinkedIn. OK Benzin keep updated through vendors from providers, Journals, Version 2 and Computerworld. They also use the social media platforms, but not in relation to telecom providers. Siemens WP stay updated with Berlingske, the Stock Exchange and relevant IT trade magazines and sites like Computerworld, various software and hardware vendors with direct sales. They encourage their employees to use LinkedIn, but in other contexts. And last but not least, Veeam Software uses the social media, where they advertise as well as their competitors, they also believe that it is a good source of inspiration. What we can use from this part is that 3 has a lack of communication when working B2B, this is something we need to change. From our interviews we can use all of the information about where they stay updated with relevant things, so that we can consider maybe using some of them when creating a promotion campaign. Social media platforms could be a relevant platform when developing the solution. With the 4C s we now have a greater understanding of the important areas we should consider when making a marketing strategy and creating the solution. 13

14 7.6 SWOT ANALYSIS We have made an overview of the key findings gathered through all of the analysis and divided these in a SWOT model. There is no new information in this, but the method is helpful for summing up the work. The SWOT model gives us a simple summary for the analysis and leads us towards looking at solutions. Strengths Unique product. Good position on mobile broadband market. Providing value for money. Skilled customer service. Innovative and a simple product (3Split). Customized offers for 3Split (12 packages). The solutions that they provide are easy to use. Approachable/flexible in the relationship with their clients. Weaknesses Low awareness of 3Business on the B2B market. Low market share. Low awareness of the product (3Split). Lack of promotion (3Split). Fresh and young image. Opportunities The target group is accessible on social media platforms. No competition on the market for 3Split. The most important factor when choosing a new provider of phone solutions is value for money. One decision maker (CIO), multiple influencers (CEO, CFO, IT department and external advisers). Target group reads Børsen. Cross- and upselling opportunities for smartphones. Companies want transparency in the billing process. Threats Customers using substitute products. Telecom is a mature and very competitive market. Reputation - in the past 3 had problems with the stability. Supplier with weak reputation would never be considered by the target group. 3 has a cool and young image and this might be a problem if they want to succeed within the business section. Target group considers that it is expensive to switch telecom provider. Conclusion for SWOT The unique subscription 3Split is important to mention as well as the fair price of the product. The same goes for the better overview on billing for internal use within the company. This feature is actually wanted by corporates when looking back at the interviews, so 3Business has the possibility to cover a present need along with flexibility in the different subscriptions. This advantaged must be used in promoting 3Business. We also found that the target group are following several media platforms, such as LinkedIn, IT sites and Børsen, this is an opportunity we have to go further on with. 14

15 The purpose of our insight report was to identify factors that will help us create awareness and interest for 3Split, within B2B sector. In order to accomplish this we defined five problem sub-formulations that are also directions for our concept. 8.0 CONCLUSION The first challenge was to go deeper with the definition of our target group, we already knew -from the brief- that our campaign will be addressed to medium and large Danish companies, employees. The next step was to understand how this companies work when it comes to telecommunication decision. By interviewing 6 decision makers from large Danish companies, we concluded that 3Split s target group is divided in 3: Users: the employees Influencers: IT department, CEO, CFO, external advisors Decision makers: CFO In order to convince the target group to look into our project, we decided to focus on their needs and wishes. And by asking them what they appreciate at their current telecom provider and what suggestion they have to improve the collaboration, we found out that they want: a complete solution, flexibility with the subscriptions, transparency with the invoices, reasonable/low prices, no complications when switching telecom provider, loyalty benefits and also they mentioned that they would never consider working with a telecom provider that has a week or bad reputation. And this was the second challenge. The third challenge was to find out how we can approach the target group, to discover where we can talk with them. From our interviews we know that business people are used to receive telecom offers via telephone, but we also know that: they read online daily newspapers (business.dk, borsen.dk, infomedia.dk, Berlingske- b.dk) they follow online media: Version 2 and Danske IT they use social media for inspiration, and encourage their employees to use LinkedIn they read IT magazines: Computer World they participate at exhibitions and conferences The forth challenge was to discover competitors loyalty advantage. A recent study on of 4 different telecom companies shows that the main problem for 3 is the lack of awareness on the B2B market and the low share of the market according to larger companies. Besides this, the brand 3 is perceived as funny, fresh and B2C oriented. The last and not the least challenge was to get a better understanding of 3 s current position and perception on the market. We chose to work with a compared brand analyse of 3 and TDC. To sum up on the findings, we noticed that is an inconsistence in 3 s values: fun, ownership, reliable, challenging, and simple. Overall, we can say that 3 is positioned as the challenger of the telecom market, fun, open-minded, innovative. In conclusion, we consider that our findings are valuable and consistent. Now we have a better understanding of client s problem(s) and feel prepared to step into the marketing strategy and concept development. 15

16 1. B2bmarketing.net. Retrieved from: REFERENCES 2. Bright, A. (2012, 10 19). Understanding the 4 3ps (7ps) of marketing. Retrieved from: 3. Client Website Client Brief, PowerPoint Document 5. Frenz, R. [Blog Article]. Retrieved from: Hansen, H. (2012). Branding - teori, modeller, analyse - bog. Are Published. 7. Simon, M. (n.d.). How to: Get the best out of your diy survey. Retrieved from: TDC. (n.d). Tdc anual report. Retrieved from: Report/About the Group/MissionVisionAndValues 16

17 APPENDIX INSIGHT REPORT GRAPHICS This page contain: Graphic 1 Awareness of Telecom brands within private, large companies Graphic 2 Market share of mobile voice services GRAPHIC 1 GRAPHIC 2 17

18 APPENDIX INSIGHT REPORT GRAPHICS This page contain: Graphic 3 - Factors of choosing a new provider of telecom solutions Graphic 4 - Factors of choosing a new provider of telecom solutions. (Large Private Companies) GRAPHIC 3 GRAPHIC 4 18

19 APPENDIX INSIGHT REPORT GRAPHICS This page contain: Graphic 5 3 s awareness within large, public companies Graphic 6 Market share of broadband services GRAPHIC 5 GRAPHIC 6 19

20 APPENDIX INSIGHT REPORT INTERVIEWS This page contain: Interview - ALM. Brand Interview - Brüel & Kjær Alm. Brand Interview Q1: Spekulationer ved at skifte teleudbyder for firmaet?(fx. Pris, service, fordele osv.) A1: Det er omkostninger ved at skifte. Der er mange medarbejdere, og derfor vil både den nye leverandør og vi blive belastet med omkostninger. Q2: Hvad kunne hjælpe til at overveje et nyt tilbud? (fx. Videomateriale, brochurer, grafiske elementer, analytiske facts osv.) A2: Det er overvejende en økonomisk beslutning og overvejelse. Q3: Bruger din virksomhed sociale medier? Hvilke? Hvordan? (fx. Facebook, LinkedIn osv.) A3: Facebook bruges til at vise det menneskelige ansigt af Alm. Brand og Linkedin bruges til employer branding. Q4: Hvilke platforme bruger du til at holde dig opdateret på nye trends der kunne gavne din virksomhed? Nævn gerne navne på disse. (fx. Berlingske business, blogs osv.) A4: Business.dk, Børsen, Infomedia, Epn mv. Q5: Hvilke værdier har i som virksomhed hos jeres nuværende teleudbyder? (fx. lav pris, specielle tilbud osv.) A5: Hvad ville kunne gøre jeres nuværende udbyder bedre? (fx. flere forskellige løsninger) Besøg vores hjemmeside: Brüel & Kjær Interview Q1: Hvordan bliver vigtige beslutninger angående teleudbyder besluttet? (fx. IT afdeling, CEO osv.) A1: IT afdelingen kommer med forslag og beslutningen bliver taget af CFO og IT chefen Q2: Spekulationer ved at skifte teleudbyder for firmaet? (fx. Pris, service, fordele osv.) A2: Ved valg af teleudbyder lægger vi vægt på at vi kan få en total løsning der dækker alle vore datterselskaber i Europa, USA og Asien. Teknisk kunden hos teleudbyder samt tilbudt serviceniveau Q3: Hvad kunne hjælpe til at overveje et nyt tilbud? (fx. Videomateriale, brochurer, grafiske elementer, analytiske facts osv.) A3: Sammenligninger af teleudbyder på nettet. Ny teknologi præsenteret på messer etc. Q4: Bruger din virksomhed sociale medier? Hvilke? Hvordan? (fx. Facebook, LinkedIn osv.) A4: Kun i meget lille grad Q5: Hvilke platforme bruger du til at holde dig opdateret på nye trends der kunne gavne din virksomhed? Nævn gerne navne på disse. (fx. Berlingske business, blogs osv.) A5: WWW, daglige aviser, udstillinger, inspiration fra søsterselskaber Q6: Hvilke værdier har i som virksomhed hos jeres nuværende teleudbyder? (fx. lav pris, specielle tilbud, medarbejderfordele osv.) A7: Rimelig pris og et verdensomspændende netværk og support Q7: Hvad ville kunne gøre jeres nuværende udbyder bedre? (fx. flere forskellige løsninger) A7: Vi har skiftet teleudbyder i 2013, og har derfor ikke noget ønske om at skifte eller overveje et skift 20

21 APPENDIX INSIGHT REPORT INTERVIEWS This page contain: Interview - LM WindPower Interview - OK Benzin (continues on next page) LM WindPower Interview Q1: Hvordan bliver vigtige beslutninger angående teleudbyder besluttet? (fx. CIO, CFO, CEO, andet.) A1: Periodisk bliver telekontrakter taget op til revision, typisk årlige/hvert andet år. Dette i samarbejde med rådgivende partner. I de tilfælde hvor revisionen giver anledning til forventning omkring substantielle forbedringer, så inviteres udvalgte leverandører til at byde på opgaven. Den endelige beslutning om at skifte leverandør og valget af leverandør godkendes af den it-ansvarlige. Q2: Spekulationer ved at skifte teleudbyder for firmaet? (fx. Pris, service, fordele osv.) A2: Primært total omkostninger, som omfatter pris pr. abonnement, minuttakst, pris pr. sms/mb data, etc. Men også skifteomkostningerne, herunder gener for brugerne i forbindelse med skifte. Q3: Hvad kunne hjælpe til at overveje et nyt tilbud? (fx. Videomateriale, brochurer, grafiske elementer, analytiske facts, besparelser.) A3: Primært udsigten til besparelser Q4: Hvilke fordele har I som virksomhed hos jeres nuværende teleudbyder? (fx. lav pris, bredt udvalg af produkter, specielle tilbud, medarbejderfordele osv.) A4: Lav pris Q5: Hvad ville kunne gøre jeres nuværende udbyder bedre? (fx. flere forskellige løsninger) A5: Lavere pris, fleksibilitet i forbindelse med opsigelse af abonnementer og større gennemsigtighed i fakturering Q6: Hvilke platforme bruger du til at holde dig opdateret på nye trends der kunne gavne din virksomhed? Nævn gerne navne på disse. (fx. Erfa grupper, Sælgere fra udbydere af løsninger, Computerworld, diverse fagblade, blogs mm.) A6: Primært netværk (DIT/DANSK IT) og konferencer. Q7: Bruger din virksomhed sociale medier? Hvilke? Hvordan? (fx. Facebook, LinkedIn e.l.) A7: De fleste medarbejdere har en linked-in profil af hensyn til at netværke. OK Benzin Interview Q1: Hvordan bliver vigtige beslutninger angående teleudbyder besluttet? (fx. CIO, CFO, CEO, andet.) A1: CIO beslutter og orienterer CEO Q2: Spekulationer ved at skifte teleudbyder for firmaet? (fx. Pris, service, fordele osv.) A2: Vi har ikke prøvet at skifte, men har undersøgt alternativer som er faldet på at de indtil nu ikke har kunnet levere alle de ydelser vi har efterspurgt Q3: Hvad kunne hjælpe til at overveje et nyt tilbud? (fx. Videomateriale, brochurer, grafiske elementer, analytiske facts, besparelser.) A3: Besparelser vil altid være en vigtig parameter, men kvalitet/niveau af ydelser skal være i orden Q4: Hvilke fordele har I som virksomhed hos jeres nuværende teleudbyder? (fx. lav pris, bredt udvalg af produkter, specielle tilbud, medarbejderfordele osv.) A4: Bredt udvalg af produkter Gode relationer til de salgsorienterede teknikere, som vi arbejder sammen med. De forstår vores behov og kan rimelig hurtig sætte sig ind i vores behov. 21

22 APPENDIX INSIGHT REPORT INTERVIEWS This page contain: Interview - Siemens WP Q5: Hvad ville kunne gøre jeres nuværende udbyder bedre? (fx. flere forskellige løsninger) A5: Deres faktureringsrutiner er ikke optimale, der bruges for meget tid på kontrol og fejl opretning Q6: Hvilke platforme bruger du til at holde dig opdateret på nye trends der kunne gavne din virksomhed? Nævn gerne navne på disse. (fx. Erfa grupper, Sælgere fra udbydere af løsninger, Computerworld, diverse fagblade, blogs mm.) A6: Sælgere fra udbydere Fagblade Version 2 Computerworld Fagblade Q7: Bruger din virksomhed sociale medier? Hvilke? Hvordan? (fx. Facebook, LinkedIn e.l.) A7: Ja, men ikke lige netop i denne sammenhæng. Siemens WP Interview Q1: Hvordan bliver vigtige beslutninger angående teleudbyder besluttet? (fx. IT afdeling, CEO osv.) A1: Jeg (CIO) træffer den endelige beslutning, efter rådførelse med relevante lederafsnit. Typisk vil jeg rådføre mig med økonomidirektøren, da det drejer sig om ca abonnementer. Der er meget at tage med i overvejelserne. Q2: Spekulationer ved at skifte teleudbyder for firmaet? (fx. Pris, service, fordele osv.) A2: Det er klart at der foretrækkes så let en overgang som muligt, såfremt et skift af teleudbyder skulle komme på tale. Det vil det f.eks. gøre hvis vi øjner muligheden for en væsentlig besparelse. Fordele og dertil optimal service må forventes ved ethvert abonnement som vi køber, da vi alt andet lige, er en stor ordre hos enhver udbyder. Vores forhandlingsstyrke er vi bevidste om. Q3: Hvad kunne hjælpe til at overveje et nyt tilbud? (fx. Videomateriale, brochurer, grafiske elementer, analytiske facts osv.) A3: Fakta er altid godt. Hvor meget kan vi spare, hvor effektiv en dækning kan dokumenteres osv. Fremvises det overbevisende er jeg villig til at kigge nærmere på tilsendt materiale. Q4: Bruger din virksomhed sociale medier? Hvilke? Hvordan? (fx. Facebook, LinkedIn osv.) A4: Vi opfordre de ansatte til at bruge Linkedln, dog i andre sammenhænge. Q5: Hvilke platforme bruger du til at holde dig opdateret på nye trends der kunne gavne din virksomhed? Nævn gerne navne på disse. (fx. Berlingske business, blogs osv.) A5: Berlingske ja, Børsen og relevante IT fagblade og sider som computerworld, diverse software og hardware leverandøre, direkte salg. Q6: Hvilke værdier har i som virksomhed hos jeres nuværende teleudbyder? (fx. lav pris, specielle tilbud, medarbejderfordele osv.) A6: Vi har en rimelig stabilitet til en rimelig pris Q7: Hvad ville kunne gøre jeres nuværende udbyder bedre? (fx. flere forskellige løsninger) A7: Større fleksibilitet, lettere tilgang til ændring af enkelte abonnementer - eventuelt til intern løsning, og en mere overskuelig fakturering. 22

23 APPENDIX INSIGHT REPORT INTERVIEWS This page contain: Interview - Veeam Software Veeam Software Interview Q1: Hvordan bliver vigtige beslutninger angående teleudbyder besluttet? (fx. IT afdeling, CEO osv.) A1: Forslag forelægges af it-afdelingen, og besluttes i samarbejde med ledelsen. Q2: Spekulationer ved at skifte teleudbyder for firmaet? (fx. Pris, service, fordele osv.) A2: Telefoni er et følsomt område ift. nedetid mv, så udbyderens omdømme spiller en stor rolle. Selvfølgelig er prisen den primære drivkraft for at skifte, men en helt ny spiller på markedet uden referencer vil ikke komme på tale. Q3: Hvad kunne hjælpe til at overveje et nyt tilbud? (fx. Videomateriale, brochurer, grafiske elementer, analytiske facts osv.) A3: Referencer, analytiske fakta, omtale på sociale medier mv. Q4: Bruger din virksomhed sociale medier? Hvilke? Hvordan? (fx. Facebook, LinkedIn osv.) A4: I høj grad. Dette er en god måde at finde ny inspiration og tiltrække medarbejdere. Q5: Hvilke platforme bruger du til at holde dig opdateret på nye trends der kunne gavne din virksomhed? Nævn gerne navne på disse. (fx. Berlingske business, blogs osv.) A5: Sociale medier, hvor vi selv annoncerer. Det gør vores konkurrenter også, og det er en god kilde til inspiration. Q6: Hvilke værdier har i som virksomhed hos jeres nuværende teleudbyder? (fx. lav pris, specielle tilbud, medarbejderfordele osv.) A6: Høj stabilitet, lav pris og høj fleksibilitet. Q7: Hvad ville kunne gøre jeres nuværende udbyder bedre? (fx. flere forskellige løsninger) A7: Bedre mulighed for selv at sammensætte den idéelle pakke for hver medarbejder, i stedet for at have én pakke, som passer godt på mange medarbejdere, men i stedet mindre fordelagtigt for de resterende. 23

24 TEAM 8, E-CONCEPT DEVELOPMENT, SEMESTER 1, PROJECT 2, GROUP 4 SOLUTION REPORT 31. OCTOBER

25 SANDRA LOU NEERGAARD After 5 beers i m a crazy person, one of my favorite ways to find inspiration. Not an alcoholic but i love having fun and work around ideas in different ways. Mostly serious during the work days, getting things done KRISTOFFER WINTER WINBERG I am a positive, young and fresh guy. I enjoy taking photos and to be creative when editing them afterwards. This is only one of my competences, but the one I like the most KATRINA AASLAID Currently a student at KEA. I love being creative and working with interesting people. I m not a perfectionist though, but I always get things done MARK MEMBRERE WORM NIELSEN Keeping it simple is one of my keywords. I use this a lot when I design and of course i like being creative. I am an energetic and a smiling person who likes to be around people, cause they are an inspiration source for me NENCY SRBINOVSKI I am a creative person, who always thinks outside of the box, never hesitate to try crazy things. I am curious about the digital world, and find it exciting to experiment with SIMONA LAZEU I love the art of marketing, but I think is almost zero without strategy and planning. I believe in communication and the power of words, but I also believe in numbers and the importance of measurable results

26 1.0 EXECUTIVE SUMMARY INTRODUCTION CLIENT GOAL...5 SOLUTION REPORT TABLE OF CONTENT 3.0 CONCEPT DESCRIPTION LAUNCH PLAN PLATFORM CHOICES BUDGET PROJECT MANANGEMENT BREAKDOWN APPENDIX 3

27 Many a small thing has been made large by the right kind of advertising. - Mark Twain 1.0 EXECUTIVE SUMMARY The launch of a new product on a competitive market is never easy, but with a strong concept and the right advertising strategy the possibility of succeeding is a lot closer. In this case the product is unique on the B2B market. 3Split makes it possible to divide the invoice in two, which makes it easier to keep track on the monthly expenditures on phone services, it has the benefit of offering employees smartphones and the bills can be split in whatever way the company and employee agrees on. Research for this project includes the brief from 3 Business and 6 interviews with relevant companies. The major findings indicate that this product needs a marketing campaign, where the target group would get an overview of how good 3Split is and how it would make corporate work easier. This report will explain every step of the campaign that creates interest about 3Split and generates leads for 3 Bussines. On top of the campaign list is PR, this will reach out to relevant medias creating awareness of a new and competitive product. Next the campaign banner ads will be exposed on three online platforms, one on LinkedIn and three on and last in different Computerworld newsletters. All of these leads to the 3Split microsite with information, favorable calculator and facts about the benefits of 3Split. The way they act on this is to type in contact information or getting in touch with 3 right away. ComputerWorlds Expo 2014 fair is used to show presence on the market and reach out to relevant people. After this fair some after marketing is taking place in Computerworld newsletters, knowing that these people most likely have seen 3 Business at the Expo fair. The promotion of the campaign will be online for 4 months. By reaching the target group on relevant platforms with beneficial information, they would like to know more and end up at the microsite, which is simple and efficient in gathering information and creating leads for direct sales. 4

28 Our client, 3Business, is asking for an integrated campaign for their product 3Split, where all media channels are connected. It has to be a solution that makes it possible for them to track the effect of the campaign very closely. 2.0 INTRODUCTION For this campaign to work, 3Business has to improve their status on the B2B market and consider all the needs and wishes that the target group has, which we found out from the insight report. They want: A complete solution Flexibility Transparency with the invoices Reasonable/low prices No complications with switching provider Loyalty benefits It was still not enough knowing all their demands, we also needed to look into how to approach the target group. From the insight report we found out that: They get offers via telephone They read online daily newspapers They follow online media They use social media for inspiration and encourage their employees to use LinkedIn They read IT magazines (ComputerWorld and Børsen) They participate at exhibitions and conferences. 2.1 CLIENT GOAL Based on the client brief ( ) it was concluded that 3Business requires a marketing campaign that creates awareness and interest about 3Split that generates leads for direct sales department. Long Term Goal Positioning 3Business as a competitive player on the Danish B2B Telcom market. Campaign Goal The campaign that we will develop aims to set-up the foundation to achieve 3Business s long term goal. Keeping in mind of the goal, target group and all the findings, which were obtained during the insight report development, we tried to apply all this knowledge into the solution and created the best result possible. 5

29 3.0 CONCEPT DESCRIPTION Market Needs: We found that the market has a need for more flexibility and transparency in billing, along with competitive prices and easy-implemented solutions. This is all valuable when reaching out to the target group. The message is simple: what you miss 3Split can offer. How does the campaign address the market? 1. Reach There are many ways to reach the target group. We have chosen the following: PR, Advertising and Event Marketing. PR aims to create awareness of 3 in the B2B market, and interest in the product 3Split. Public relations revolves around truth, people act based upon their perception of facts. Press material will be sent out to Computer World and Børsen, for online articles, shortly representing and explaining the new product. Advertising - banner ads will be displayed on LinkedIn for approximately two months, the cost for this ad is per click and from that we estimated the period of time 3Split is going to be present on LinkedIn. On the same banner ad is going to be exposed in 3 different rankings. The borsen.dk ad is planned for 2 months. Our banner will be present in two different newsletters from ComputerWorld for 15 and 16 issues. This newsletter is a highly relevant subscription for the 3Split target group. The first thing you see on the banner is an illustration of a phone, which is already split and with the message of Split regningen. When the users mouseover the banner, the iphone opens up and the call to action Find ud af hvor meget i kan spare med 3Split appears. From there on the user has an option to click on the button on the banner, which leads to the microsite with more information. The banner clearly highlights the benefits and promise to save time and money with the following tagline split regningen automatisk. Event Marketing - The Computer s World EXPO fair is a great channel for promoting 3Business and 3Split to the target audience. This fair circles around B2B relations, network, inspiration and creating word of mouth via good salesmanship, showing off competence and competitive products to be followed by even better service and is Denmarks biggest event in this genre. This fair is seen as an important industry event and will contain many relevant visitors. At this fair the 3 stand will have screens with the interactive infographic open and ready to catch on as many contact information as possible, this of course is combined with human interaction and a high level of service for better relations. This event is taking place in April 2014, after the campaign. The press release, the online advertising and the conference help to create awareness and interest about 3Split, which will lead them on to the microsite for further information. 6

30 After marketing is used to reach the people who has visited the 3 Business stand at the EXPO fair in April, and also those who have become aware of 3Split and new interests. 2. Digital platform By managing and influencing the target groups perceptions, we hope to initiate a sequence of behaviours that will lead to the achievement, which is getting the product 3Split. For the digital element we have made a microsite that is created only for 3Split, which is the foundation and it connects all the other campaign elements. The microsite is made as an interactive infographic, which helps the target group to see how much money they will save using 3Split. The first page has information about the product which is provided through a video, that is currently on the 3split page and with three other bullet points: The happy employees, the money they can save and the time. We want to let the visitor in on the product benefits and lead them on for further interest by scrolling down the page. 7

31 The next page is a form in which the visitor can type in two valuables; 1. Industry and 2. Number of employees, this data is then generating all the data in the infographic using average time spent on managing bills and the average cost of using invoice from other providers in the selected industry, this is then multiplied by the number of employees. After filling the forms the user scrolls down to see the estimated results on what a company could expect to save in time and money, by choosing the product 3Split. Besides that the visitor meets several fun facts as well, which really put the benefits from 3Split into perspective. We want 3 s fun and fresh image to play a little role in the B2B market and therefore we have come up with 3 fun facts: 1. This is how many tons of paper you are able to save with the digital solution of 3Split, 2. This how many employees you could send to Hawaii from the savings of choosing 3 Split, 3. This is how many employees you could educate from the savings of choosing 3Split. 8

32 For the last page we have the contact information, if the visitor wants to contact 3Business immediately. This page will also ask the viewer if he or she would like to be contacted by a 3Split salesman for more information and a more realistic offer. The contact information will be easy to access at all times as well as being the final option on the infographic and the user would have an option of downloading a PDF with all the results from the microsite. The whole site will be build in responsive design, so that it is accessible using all kinds of platforms by adapting the resolution. What does the campaign do? With combining all the different elements we meet the target group needs of transparency, saved money and flexibility. The campaign is not distancing from 3, but combines the advantages with the present image in new B2B option of making the company more flexible. Target the group: This campaign will be online for 4 months, while the infographic microsite is consisting for any future companies that should be interested in getting 3Split. 9

33 4.0 LAUNCH PLAN For an overall success for the 3Split concept, it is important to have a launch plan. By writing it down and having a gantt-chart, it is easier to see the strategy, timeline and how we meet our objectives and creates an overall view. As you can see in the gantt-chart the process starts with the pre-campaign. This is the step where 3 Business would get ready for the whole campaign, by doing the microsite development, research for the infographic, web design, programming and it will end with testing. This would all be done before february because that is when the actual campaign would start. The whole process will end with the event marketing in april, which is the EXPO trade fair, focusing on all the new IT trends and news. This is the final step in the launch plan, however the microsite would still be found online even after the campaign has ended. 5.0 PLATFORM CHOICES From our insight report we found out that the target group use different platforms where they stay informed with the latest news. We want to reach them where they are, and have chosen these different platforms: Computerworld has been around for over 30 years. ( They provide their readers the latest trends, technologies and follows political developments. Reliability, professionalism and the ability to be brief is what Computerworld is all about. They bring value to their readers and their readers businesses. We are going to put our banner in the top of their standard newsletters for 15 issues and in their CIO, Technology and Security newsletters for 16 issues These will be divided in before and after launching campaign. These newsletters are primarily read by CIOs and therefore fits perfectly for the target group. According to Computerworld they have daily readers of the newsletters. The idea is to get the target groups attention, and make them visit the microsite. Borsen.dk keeps their readers informed about companies, business profiles, political and economic policies affecting the business and private finances. After the relaunch of borsen.dk in May 2012 there has been a massive increase in the reading of the articles, in fact, the number of read articles increased from 150,000 to 200,000 a week. ( Appendix 1) This is the perfect platform, when it comes to advertising, because they have readers pr. month. We will use 3 banners for two months. These banners will draw the readers attention, and by clicking on them, readers will land on the microsite. 10

34 LinkedIn provides professionals the opportunity to build a greater network and make them more productive and successful. When having a profile there, you get access to people, jobs, news, updates and insights that can help you become better as a professional. LinkedIn Adds is a self-service advertising solution that gives you the opportunity to create and place adds on the linkedin.com website. ( We want targeted ads for 60 days, that reach the decision makers (IT-department, CIO,CFO etc.) And by doing so 3Business will have control of the advertising cost by setting a budget and only pay for the clicks that they receive. The ads will go directly to the microsite. Computerworld EXPO is the largest IT trade fair in Denmark focusing on current IT trends and news. The fair lasts for two days in Locomotive Workshop in Copenhagen and offers a high academic program with exciting keynotes. The purpose of the fair is to create a space where IT suppliers meet with Denmark s IT decision makers, IT professionals, IT professionals, web developers, buyers, etc. This is exactly the place 3 Business should be promoting their 3Split offer. We want 3 Business to have a stand, where there will be three salesmen promoting the offer. There will be a banner, brochures and tablets, so the people that visit the stand can use our online interactive infographic to calculate savings and learn more about the benefits of choosing 3Split. The purpose with using these specific platforms, is a part of the whole marketing strategy. These different platforms combined will promote the offer the most efficient way and reach the decision makers attention and get them interested and aware of the product. The microsite, will convince them, that it is the best solution and finally they should call to action by calling 3 Business for creating the right offer for them. 11

35 6.0 BUDGET The campaign will take place in line with the following budget: 7.0 PROJECT MANAGEMENT BREAKDOWN Project Management Tools Project Triangle At the beginning of the project we discussed the project triangle, a very useful tool that helped us to define our priorities for this particular collaboration. We agreed that our first priority will be time - as we had only 2 weeks for a complex task. Second priority was the task itself. As a competitive team, we want our results to be outstanding, and the quality of our work was choice over resources. In other words, we decided to be more flexible with the quantity of work, and not that flexible with the quality of the project. Stand Up Meetings We began our days with a stand-up meetings, mainly because we wanted to have a nice start of the day, but by using it we realised that it is also a very good tool to reinforce focus on the right things, communicate what is going on and to get to know each other. Product breakdown Product breakdown was described at the beginning of the process and we found it very useful because it helped us to define the big picture of our product; and also to understand the relationships between different project parts and deliverables. 12

36 GANTT Diagram After defining the product breakdown, we needed a tool to boil down multiple tasks and timelines into a single document. Gantt was a natural choice as we all knew it and worked with it before. Online Information Radiator Due to the fact that we worked both in school and from home, we chose to have an online information radiator. Basically, the radiator was a Google Spread Sheet (Appendix 3) where we kept track of tasks status. We found the tool very useful for keeping the team focused on what really needs their attention and to promote transparency. Role Allocation Project Manager- responsibilities: Keep an overview on the project; Define procedures and working tools; Define workflows and inform team-members about it; Delegate tasks; Write the project breakdown. Budget Responsible- responsibilities: Define the resources needed to implement the project; Estimate quantities and costs; Calculate the budget. Media Buyer- responsibilities: Choose platforms; Contact platforms and find out costs; Define launch plan; Write the launch plan and platform choices. Designer(s) - responsibilities: Design Reports Layout; Create sketches and prototypes for the project: microsite, banners, and infographic. Copywriter(s)- responsibilities: Write text for ads; Write text for website; Write text for infographic. 13

37 Leadership Facilitating leadership Our working process was based on listening, asking for opinion and giving feedback. The key was communication; we constantly updated the team with tasks status and future needs and wishes. Tools Group contract and project triangle resulted to be good tools to define group s mission and values; and also to make sure that all group members have the same vision and expectations about this collaboration. Product breakdown helped us to understand project s flow and Gantt was useful for defining time allocation. The information radiator has been very useful for keeping track of the tasks and progress of the entire project (see appendix 3 - Information radiator). KEEPs and TRIEs KEEPs from our project Group contract is the starting point, who are you working with and what are the group values. If someone were to disagree, the group contract can work as a turning point. Stand up meetings has been a regular thing for starting out each morning. This also made the information radiator up to date when talking about individual tasks and experiences from the day before. On-going discussion for always having the goal in mind, and to keep each other posted on what thoughts and ideas that we have. Furthermore for always being critical and trying to discuss different aspects. Feedback from every member of the group for getting most relevant feedback with every task and work that has been done, after the feedback it can be stamped as finished. TRIEs for next projects Brainstorming tools which we have been taught in class can be used in other ways, this could provide more innovative thinking and opening up for different ideas. Inspiration breaks for seeking inspiration in other places. 14

38 APPENDIX SOLUTION REPORT This page contain: Børsen - Prices for Banner page 1 15

39 APPENDIX SOLUTION REPORT This page contain: Børsen - Prices for Banner page 2 16

40 APPENDIX SOLUTION REPORT This page contain: Information Radiator 17

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