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KWANTLEN POLYTECHNIC UNIVERSITY
MRKT4160
Individual Sales Project Gifttango providing Virtual Gift Cards to Cineplex
By Jeff Kalvik
4/4/2011
Executive Summary
The contents of this account plan details specifics on how Giftango can leverage existing
information to partner with Cineplex in providing Virtual Gift Cards to many facets of their
business.
Cineplex is the largest motion picture exhibitor in Canada and owns 132 theatres with 1,366
screens, serving 70 million guests annually. Their head office is located in Toronto, Ontario.
Cineplex is continually growing their business in areas besides Exhibition and Concession,
including Advertising, Interactive, Merchandising and Loyalty Programs. Their core business
strategy relies on the following four principles: Leveraging Market Specific Operating Focus,
Maximizing Operating Efficiencies, Capitalizing on Ancillary Revenue Opportunities, Pursuing
Growth Opportunities
The industry is doing well, with the Canadian Industry Box Office increasing in revenue year
over year. Their main competition is Empire Theatres, which has 59 theatres, with 409 screens.
They are the second largest motion picture exhibitor in Canada, and have a strong presence in
Atlantic Canada.
Since Cineplex is constantly upgrading their digital offerings through both web and mobile
applications, is searching for ancillary revenue streams, and don’t currently have a system that
allows for instant e-gift card delivery, Giftango would be an excellent fit to provide them with a
virtual gift card solution. Cineplex has a potential to make $360,000 for Giftango in the first
year, and more potentially with increased crossover and marketing efforts in the future.
Competition Giftango faces includes FirstData, Cineplex’s current provider of gift cards,
which is only a threat if they have a virtual gift card solution coming down the pipeline. A larger
competitor working solely in virtual gift cards is CashStar, which have the same amount of
funding ($9 Million) and hundreds of clients already. CashStar’s small team size and relative
infancy (started in 2008) positions Giftango well in the competitive landscape.
Rick Kalma is the Vice President of the Interactive department and would be the final
decision-maker. However, Diana Gallo, is the Digital Marketing Manager and would be the main
point of contact to get in the door. Tracey Dasilva is Marketing Manager for the corporate
incentives and loyalty programs, so she would need to be contacted in order to discuss crossover
between marketing and B2B sales. A detailed action plan is provided at the end of this report.
Account manager’s time would need to be allocated towards this project, as well as resources
to allow for more thorough research, customized solutions, and integration of those solutions into
their existing framework. In addition, two trips to Toronto would need to be paid for to allow the
account manager, and any necessary project team members to make initial presentation, and then
to sign final deal.
Table of Contents
Introduction ............................................................................................................................................ 1
Account Background .............................................................................................................................. 1
Account Profile ................................................................................................................................... 1
Mission and Vision .............................................................................................................................. 1
Industry Sector ................................................................................................................................... 1
Strategic Plan ...................................................................................................................................... 2
Key Products and Related Markets .................................................................................................... 3
Industry performance indicators ........................................................................................................ 3
Department-Specific Organizational Chart ........................................................................................ 4
Top Management ............................................................................................................................... 4
Staff Size ............................................................................................................................................. 5
Key Location ....................................................................................................................................... 5
Competition ........................................................................................................................................ 5
Cineplex SWOT Analysis ..................................................................................................................... 6
Decision-making process ........................................................................................................................ 6
Procurement Policy (Ideal Supplier Profile, criteria) .......................................................................... 6
Stakeholders Involved (Internal and External) ................................................................................... 7
Future Sales Opportunities ..................................................................................................................... 7
Future needs ....................................................................................................................................... 7
Cineplex’s potential as an account ..................................................................................................... 8
Past sales records ............................................................................................................................... 8
Competitive Analysis specific to account ............................................................................................... 8
SWOT analysis of Giftango to competition ........................................................................................ 8
Giftango .......................................................................................................................................... 9
FirstData ......................................................................................................................................... 9
Cashstar ........................................................................................................................................ 10
Positioning analysis of company to competition ............................................................................. 10
Sales Objective ..................................................................................................................................... 11
Sales objectives for Cineplex ............................................................................................................ 11
Sales Strategy and Action Plan ............................................................................................................. 11
What the Giftango wishes to achieve in the up-coming years ........................................................ 11
How strategy will contribute to Giftango’s overall strategy ............................................................ 11
How I can add value to improve the business of Cineplex ............................................................... 12
Sales Strategy Time Frame ............................................................................................................... 13
Action Plan (upcoming 9-12 months) ............................................................................................... 13
Control Processes ................................................................................................................................. 14
Metrics .............................................................................................................................................. 14
Contacts ............................................................................................................................................ 15
Information ....................................................................................................................................... 15
Customer Satisfaction ...................................................................................................................... 15
Efficiency .......................................................................................................................................... 15
People that will be involved ............................................................................................................. 15
Data Processing System (CRM) ......................................................................................................... 16
Appendix ........................................................................................................................................... 16
Bibliography .......................................................................................................................................... 18
Significant learning experiences from this project ............................................................................... 18
1
Introduction
This is an account plan for Giftango (The Company) to create a successful partnership with
Cineplex (The Account) through supplying Virtual Gift Cards to their e-commerce website,
mobile application, and through ancillary business models.
Account Background
Account Profile
“Cineplex Inc. ("Cineplex") is the largest motion picture exhibitor in Canada and owns,
leases or has a joint-venture interest in 132 theatres with 1,366 screens serving approximately 70
million guests annually. Headquartered in Toronto, Canada, Cineplex operates theatres from
British Columbia to Quebec and is the exclusive provider of UltraAVX™ and the largest
exhibitor of digital, 3D and IMAX projection technologies in the country. Proudly Canadian and
with a workforce of approximately 10,000 employees, the company operates the following top
tier brands: Cineplex Odeon, Galaxy, Famous Players, Colossus, Coliseum, SilverCity, Cinema
City and Scotiabank Theatres. Cineplex shares trade on the Toronto Stock Exchange (TSX)
under the symbol "CGX".” (Cineplex Media)
Mission and Vision
• “Passionately delivering an exceptional entertainment experience.” (Cineplex Galaxy
Income Fund, 2010)
Industry Sector
• Canadian industry box office has shown continued growth in the past 5 years (Cineplex
Galaxy Income Fund, 2010) (See Appendix i)
2
Factors for growth include:
1. Importance of Theatrical Success in Establishing Movie Brands and Subsequent Movies.
Theatrical Exhibition is most important factor for new movie releases.
2. Increased supply of successful films (markedly film franchises).
3. Convenient and Affordable form of Out-of-Home Entertainment. Less expensive than
professional sporting events or live theatre. 3D films add value and increase ticket prices.
4. Reduced Seasonality of Revenues. Film studios have increased output of marketable
movies during all times, not just summer and before Christmas.
5. Diversification of Revenue Streams: Advertising before movies, expanded concession
offerings
Strategic Plan
• Leveraging Market Specific Operating Focus: Serve the widest range of markets with a
premium movie going experience tailored to the specific needs of each location. This
involves changes in pricing dependant on the market.
• Maximizing Operating Efficiencies: effectively manage film, concession and other
theatre level costs. Implement best practices and negotiate improved supplier contracts
• Capitalizing on Ancillary Revenue Opportunities: Seeks to expand alternative revenue
opportunities wherever they can find them. So far these have been Alternative
Programming, Advertising, Promotions and Special Events.
• Pursuing Growth Opportunities: The Company has been known for rapid expansion
through acquisition. Expects to open three new theatres each year.
3
Key Products and Related Markets
• Exhibition
• Media – Full-motion, Digital pre-show, the DLN, magazines, online, and specialty media
advertising
• Loyalty – Scene loyalty program
• Alternative Programming – Metropolitan Opera, Ethnic film programming, WWE, UFC,
Sporting Events and Concerts
• Interactive – Website selling DVDs, Blu-ray discs and Cineplex Gift Cards. Mobile app.
• Merchandising – Food retailing and Games business
“Cineplex.com is the #1 Canadian movie website, attracting an average of 1,800,000 unique,
entertainment-seeking users monthly (20 million average monthly page views)*. Canadians love
the movies, and an average of 48% of all on-line Canadians visit movie information sites every
month*” (Cineplex Media)
Industry performance indicators
• CPP (Concession per Patron)
• BPP (Box Office Revenue per Patron)
• ATV (average transaction value) – Exhibition and Concession
• Hit Rates - Advertising
• COGS (cost of goods sold)
Department-Specific Organizational Chart
Top Management
Name
Ellis Jacob
Gord Nelson
Dan Mcgrath
Jeffrey Kent
Anne Fitzgerald
Salah Bachir
Michael McCartney
Michael Kennedy
Heather Briant
Susan Mandryk
Paul Nonis
George Sautter
Fab Stanghieri
Jason Fulsom
Robert Brown
Susan Campbell
Monica Duhatschek
Scott Hughes
Rick Klama
Brad LaDouceur
Sarah Lewthwaite, Executive Director,
Marketing
Tracey Dasilva, Senior Marketing Manager,
Corporate Sales
Mert Inal, Marketing Manager
4
Organizational Chart
Position
CEO (Chief Executive Officer)
CFO (Chief Financial Officer)
COO (Chief Operating Officer)
CTO (Chief Technology Officer)
CLO (Chief Legal Officer)
President, Cineplex Media
Executive Vice President, Film Programming
Executive Vice President, Filmed Entertainment
Senior Vice President, Human Resources
Senior Vice President, Customer Strategies
Senior Vice President, Operations
Senior Vice President, Merchandising and Strategic Planning
Senior Vice President, Real Estate
Vice President, Film
Vice President, Cineplex Media
Vice President, Finance
Vice President, Planning and Business Development
Vice President, Infrastructure and POS
Vice President, Interactive
Vice President, Alternative Programming
Mert Inal, Marketing Manager
Rick Kalma, VP Interactive
Diana Gallo, Digital Marketing Manager
Stephanie Chan, Marketing
Coordinator
Peter Hetyey, Director, Interactive
Executive Vice President, Film Programming
Executive Vice President, Filmed Entertainment
Senior Vice President, Human Resources
Senior Vice President, Customer Strategies
Senior Vice President, Merchandising and Strategic
Vice President, Planning and Business Development
Vice President, Infrastructure and POS
Vice President, Alternative Programming
Peter Hetyey, Director, Interactive
5
Pat Marshall Vice President, Communications
Daniel Seguin Vice President, Operations, Eastern Canada
Ian Shaw Vice President, Purchasing
Decio Silva Vice President, Software Solutions
Bill Tishler Vice President, Design and Construction
John Tsirlis Vice President, Sales
Richard Wood Vice President, Lease Administration
Staff Size
• Workforce of approximately 10,000 Employees
Key Location
Head Office
Phone :(416) 323-6600
Fax: (416) 323-6616
Address : 1303 Yonge St, Toronto GTA, ON M4T1W6
Competition
Empire Theatres - 59 locations, 403 screens - Leading chain of movie theaters in the Atlantic
Canadian provinces and second largest in Canada.
AMC / Loews Cineplex Entertainment - 7 theatres in Canada, 5 in the GTA, 1 in Ottawa, and
1 in Montreal. Much larger presence in the United States.
“Cineplex competes in each of its local markets with other national and regional circuits and
independent film exhibitors, particularly with respect to film licensing, attracting guests and
acquiring and developing new theatre sites and acquiring existing theatres. Movie-goers are
generally not brand conscious and usually choose a theatre based on its location, the films
showing, show times available and the theatre’s amenities. As a result, the building of new
theatres or the addition of screens to existing theatres by competitors in areas in which Cineplex
6
operates theatres may result in reduced attendance levels at Cineplex’s theatres. “ (Cineplex
Galaxy Income Fund, 2010)
Cineplex SWOT Analysis
Strength
• Holds majority of Theatre Locations in Western Canada
• Negotiating power with movie studios for first-run movies due to economies of scale
• More revenue streams than just Exhibition and Merchandising
• UltraAVX, VIP, XSCAPE differentiates from competitors
• Interactive Website selling in-home entertainment. 1.8 Million Unique Visitors per month.
• SCENE loyalty program has 2.7 million members
Weakness
• Consumers will choose theatre mainly based on location, times, and film showings
• As an exhibitor, bad movies will ultimately bring less revenue.
• Higher prices which can negatively affect price-conscious consumers
• Empire theatres holds majority of theatres in Atlantic Canada
Opportunity
• Expanded selection of in-home entertainment
• Expanded alternative offerings like concerts and sporting events
• Business partnerships through B2B loyalty programs
Threat
• Rise in popularity of Home Theatre Technology
• Downloading Movies
• More screens / locations built by competition would reduce attendance in local markets
• Competition differentiating through dine-in theatres (Sherman, 2009)
Decision-making process
Procurement Policy (Ideal Supplier Profile, criteria)
• Supplier inquiries and contracts are made through their Head Office in Toronto, Ontario
• Most suppliers of Cineplex services (Interactive, Loyalty, and Media) are located in
Toronto
• Suppliers must be able to supply their product or service nationally
7
• “Although Cineplex focuses on growth initiatives, management remains vigilant in
controlling costs without compromising the guest experience.” (Cineplex Galaxy Income
Fund, 2010)
Stakeholders Involved (Internal and External)
• B2B Division
• Marketing Division
• Interactive Division
• Stockholders
• Movie Studios
• Existing Customer Base
• Community where movie theatre is located within
Future Sales Opportunities
Future needs
“Cineplex needs an effective information technology infrastructure including hardware,
networks, software, people and processes to effectively support the current and future needs of
the business in an efficient, cost-effective and well-controlled fashion. Cineplex is continually
upgrading systems and infrastructure to meet business needs.” (Cineplex Galaxy Income Fund,
2010)
Since movie-going is often dependant on the movie studios for ticket sales, Cineplex is
starting to rely more heavily on additional revenue streams like advertising sales and their new
in-home entertainment store online. This provides Giftango with the perfect opportunity to
8
provide them with an online virtual gift card that would increase gifting and revenue if promoted
alongside their current offerings.
61% of gift card holders spend more than the gift amount, and 75% of those spend 60% more
than the value of the card. (Watts, 2010) Cineplex is searching for new ways to increase
revenues. There is a match where Giftango could provide customizable e-gift cards on their
website and through their mobile application, providing a new revenue stream for low cost.
Cineplex’s potential as an account
• Past sales records indicate stellar gift card sales performance, and with a new way to
personalize virtual gift cards, online sales would surge.
• $1000 Setup Fee
• 7% charge per sale x $5.5M total gift cards = $385,000 Annual Revenue.
• This would allow Giftango to become their ecommerce gift card provider, then allow for
expansion into other areas of the business, such as corporate sales.
Past sales records
• $10M Total Gift Card Sales
• 4.25M Online Gift Card Sales
• $3.2M increase in Gift Card Sales since last year
Competitive Analysis specific to account
SWOT analysis of Giftango to competition
Strengths
• Mid-sized staff size allows for fast turnaround on projects while still maintaining high quality
Weaknesses
• Less accounts than CashStar
• Reliant on card processors for pricing
9
• Large accounts like Amazon and Nike give good reputation
• Only provider of a Mobile SDK, giving partners ease of transition into mobile e-commerce of gift cards
• Focus is on e-commerce market
• Customizable solutions to mesh with current product mix.
Opportunities
• Expansion into B2B incentives market
Threats
• Future Gift Card Technologies
• Digital wallet-providers like Paypal
Giftango
Funding: $9M
Staff Size: 20
Founded in 2005
• Current accounts are Amazon®, Cabela's®, JCPenney®, Lowe's®, Nike®
• Flexibility to use merchant’s existing physical card service provider
• Integrated Enterprise Application Programming Interface for Cineplex and Giftango to
jointly build Giftango’s e-gift card solution into their existing online ecommerce site
• The first Mobile SDK allowing developers the ability to issue national brand gift cards
via their mobile apps.
• Recently acquired $5 Million in Series B Capital
• Giftango’s fee to deliver a virtual card ranges from $1 to $5, whereas the issuer’s cost for
a plastic card can run from $5 to $12, depending on method of delivery. (Digital
Transactions, 2010)
• Staff of 20 are able to bypass red tape that other larger corporations might have.
FirstData
10
Private Company
Headquarters: Sandy Springs, Georgia
Employees: 27,000
• A global technology and payments processing leader, serving more than 6 million
merchant locations, thousands of card issuers and millions of consumers worldwide.
• In September 2007, First Data was acquired by Kohlberg Kravis Roberts, with $22.6
billion in debt. The company is still trying to recover from their massive losses during the
recession. (Grover, 2009)
• Since their business is distributed over credit card, debit, private-label, gift, pay-roll and
other prepaid cards, gift cards are a smaller part of their overall business, and thus won’t
have as much focus and dedication to that sector.
• Do not currently have an e-gift card virtual offering available.
Cashstar
Funding: 9 Million
Nine Employees
Founded 2008
Based in Portland, Maine
• Provides digital gifting to more than 100 retail and restaurant brands
• Too small of staff-size means delay in implementing new changes or improvements to
the system.
Positioning analysis of company to competition
• Giftango can leverage their longevity in the business as they have been operating since
2005 vs. CashStar who started in 2008.
11
• Only company to offer a ready-made Mobile SDK to companies to integrate into existing
mobile systems
Sales Objective
Sales objectives for Cineplex
Cineplex wants to increase ancillary revenue and the Giftango platform fits well with that
objective. Over the course of the year, Giftango could expect close to $385,000 in revenues
from Cineplex if virtual gift cards are promoted well on their website. This would only be the
first step, as the real money would be made through using e-gift cards as an incentive tool
through their current corporate incentives division. Cineplex would be paying less per-card, but
still getting the benefits of consumer-spend above the card amount, and the possibility of
breakages where the card is not even used.
Sales Strategy and Action Plan
What the Giftango wishes to achieve in the up-coming years
• To achieve a business partnership with Cineplex and become their main e-commerce
solution for gift cards.
• Furthermore, to implement virtual solutions into their business incentive program.
How strategy will contribute to Giftango’s overall strategy
Giftango is searching for accounts that will:
a. Provide continual lasting revenue
b. Provide opportunities within multiple facets of the business
c. Willing to be on the forefront of technological advancements in e-commerce
12
Cineplex satisfies all of these requirements as they are actively searching for ancillary
revenue streams, have a strong share of the marketplace, and are continually integrating new
technologies into their high-traffic e-commerce site. Having an account like Cineplex with
guaranteed
How I can add value to improve the business of Cineplex
Value Proposition:
• Average cost of physical gift cards sold online to consumers (Approx.): $5 per card
• Cost of Virtual Gift Card solution ($2.50 per card)
• Cost Reduction = 50% with virtual cards
• 1000 x $2.5 = $2,500 (COGS), 1000 x $25 (AVG Gift Card Value) = $25,000. 610 x .75
= 457.5 people who will spend 60% more than the value of the card = $15 x 457.5 =
($6,862 + $25,000) - $2,500 = $29,362 net revenue per 1000 cards sold.
Gift cards are an excellent source of revenue for the company. 61% of gift card holders spend
more than the gift amount, and 75% of those spend 60% more than the value of the card. (Watts,
2010)
With Giftango’s Virtual Card solution, it can save money and resources for the corporate
sales department in securely delivering gift cards, without the extra costs associated with
shipping.
As Cineplex begins to rely more on ancillary revenue streams, Giftango can help create an
environment of gift-giving as a new form of revenue for the company. There is a market for
“last-minute shoppers” since virtual gift card sales have their biggest sales right before major
gifting holidays like Christmas and Valentine’s Day. Cineplex offers affordable entertainment
that is not seasonal, and that everyone appreciates. Gift card sales have grown since Cineplex
started offering them in 2006. Giving consumers the option to gift a movie to their friends
instantly, or even a popcorn or soda, has potential to become a major part of their gifting
business, while costing them less per card.
Sales Strategy Time Frame
First year will be initial research, presentation, and implementation of basic e
virtual card. Second and Third years will be allocated toward implementing custom solutions to
grow Cineplex through alternative revenues such as building product
aligning Giftango’s incentive solutions with their business incentive program.
Action Plan (upcoming 9-12 months)
1. Research Assistant does
o Finding information on Gift Card costs from First Data
Card provider.
o Finding financial figures relating to corporate sales of incentive products.
o Research staff of IT department at Cineplex and how they function.
2. Analyze business as a team to refine account plan before contact.
More Research
Team Refining of Account Plan
Contact Interactive Marketing Manager
Contact Corporate Sales Marketing Manager
Customize solution based on sales interviews
Develop Joint Account Plan
Negotiating and contract logistics
Final Approval from VP of Interactive
Preparation of creative / solution
Merchandising / training
Implementation of solution
Ongoing research and feedback
Control Systems and reviews
Account assessment and revaluation
13
pcorn or soda, has potential to become a major part of their gifting
business, while costing them less per card.
First year will be initial research, presentation, and implementation of basic e
Third years will be allocated toward implementing custom solutions to
grow Cineplex through alternative revenues such as building product-based gifting strategies and
aligning Giftango’s incentive solutions with their business incentive program.
12 months)
Research Assistant does more research into the following:
inding information on Gift Card costs from First Data, their current Gift
Card provider.
Finding financial figures relating to corporate sales of incentive products.
earch staff of IT department at Cineplex and how they function.
Analyze business as a team to refine account plan before contact.
12/04 02/05 22/05 11/06 01/07 21/07 10/08 30/08
More Research
Team Refining of Account Plan
Contact Interactive Marketing Manager
Contact Corporate Sales Marketing Manager
Customize solution based on sales interviews
Develop Joint Account Plan
Negotiating and contract logistics
Final Approval from VP of Interactive
Preparation of creative / solution
Merchandising / training
Implementation of solution
Ongoing research and feedback
Control Systems and reviews
Account assessment and revaluation
pcorn or soda, has potential to become a major part of their gifting
First year will be initial research, presentation, and implementation of basic e-commerce
Third years will be allocated toward implementing custom solutions to
based gifting strategies and
, their current Gift
Finding financial figures relating to corporate sales of incentive products.
earch staff of IT department at Cineplex and how they function.
30/08 19/09 09/10
14
3. Contact Diana Gallo, Interactive Marketing Manager, to discuss ecommerce site and
any issues they are currently facing.
4. Contact Tracey Dasilva, Senior Marketing Manager, to discuss how Giftango could
impact corporate sales division and the Scene Loyalty program.
5. Speak with IT department on how to customize the solution towards points discussed
during the sales interviews.
6. Develop Joint Account Plan with Diana Gallo and Tracey Dasilva using additional
offerings created by the IT department.
7. Negotiate pricing, Draw up contract
8. Get final approval from Rick Klama, Vice President of Interactive.
9. Preparation of creative / technical assets for ecommerce / mobile application. Send to
Stephanie Chan, Marketing Coordinator.
10. Assist with merchandising assets for in-store / training for ecommerce order
processors
11. Implementation
12. Ongoing Research and Feedback.
13. Control Systems and reviews
14. Account assessment and revaluation for more opportunities within the account
Control Processes
Metrics
• An increase of 15% in total E-commerce Gift Card Sales. 50% of new gift card purchases
online using the virtual gift card option.
15
• Pageviews and Unique Visitors will show metrics on interest in the gift card, and could
allow for potential forecasting for the holiday gift card rush.
Contacts
Name Position E-mail
Diana Gallo Marketing Manager, interactive [email protected]
Tracey Dasilva Marketing Manager, Corporate Sales
Rick Klama VP, Interactive [email protected]
Stephanie Chan Marketing Co-ordinator [email protected]
Information
• Account information will flow through the account manager. Information may require
additional analysis from research and IT departments.
Customer Satisfaction
• At the beginning, weekly calls will be made to make sure everything is running smoothly
and they are happy.
• After that, it will turn to monthly calls based on customer reporting that will lead to more
integration opportunities.
Efficiency
• Efficiency will be measured by reaching deadlines of the account plan on time and in
detail.
• Customer feedback will be given every month through follow-up calls, and this will be
the base for continual discussion on improvements of efficiency and opportunities.
People that will be involved
Data Processing System (CRM)
SalesForce integrated CRM solution is already being used by Giftango sales professionals
and will be used with this account.
Appendix
Appendix I
Research Assistant
Account Manager
Technical Assistant
16
integrated CRM solution is already being used by Giftango sales professionals
and will be used with this account.
VP of Interactive
Digital Marketing Manager
Corporate Sales Marketing Manager
Marketing Coordinator
integrated CRM solution is already being used by Giftango sales professionals
Digital Marketing Manager
Corporate Sales Marketing
17
Appendix II. Annual Box Office Revenues and Attendance
Appendix III. Revenue Mix % by year. Other category is a mix of media, interactive and gift cards
18
Bibliography
Cineplex Galaxy Income Fund. (2010). 2010 Annual Report - Management's Discussion and
Analysis. Disclosure Plus. Cineplex Media. (n.d.). Cineplex.com. Retrieved April 2, 2011, from Cineplex Media:
http://media.cineplex.com/Cineplex.aspx Digital Transactions. (2010, September 1). Gift Cards, Having Gone Virtual, Now Are Going
Mobile. Retrieved April 3, 2011, from Digital Transactions: http://www.digitaltransactions.net/news/story/2625
Grover, E. (2009, December 30). What went wrong with First Data? Retrieved April 3, 2011, from The Deal: http://www.thedeal.com/newsweekly/community/what-went-wrong-with-first-data.php
Sherman, L. (2009, January 8). 'Dinner And A Movie' Gets A Makeover. Retrieved April 2, 2011, from Forbes: http://www.forbes.com/2009/01/08/date-theatre-dinner-forbeslife-cx_ls_0108food.html
Watts, A. (2010, December 30). Pay any way: Gift cards and other options encourage
greater spending. Retrieved April 2, 2011, from FilmJournal: http://www.filmjournal.com/filmjournal/content_display/columns-and-blogs/snack-corner/e3iaab5654aa0d93ba91c264db7025a957d
Significant learning experiences from this project
By doing this Account plan I learned that there is a significant level of detail required in setting up
and maintaining a key account. I also learned through research and through the class that the planning
process is necessary to be able to recognize opportunities and competitive advantages. It would be easy to
just go to a company and try to sell them your product, but with marketing nowadays, that’s just not how
it is done. It’s all about the relationship, and to be able to form a partnership, you have to get to know
each other first.
