2. Contents
INTRODUCTION .........................................................................................................4
Intel's marketing strategy: brief history .................................................................... 4
SITUATION ANALYSIS .............................................................................................5
Brand perception ......................................................................................................... 5
General consumer trends ............................................................................................ 5
The Spanish Internet consumer.................................................................................. 5
Intel.es ........................................................................................................................... 6
Performance Indicators .............................................................................................. 6
Target audience profiles............................................................................................. 8
The competition: Transmeta and AMD ..................................................................... 8
SWOT analysis .......................................................................................................... 8
Strengths............................................................................................................. 8
Weaknesses......................................................................................................... 8
Opportunities ..................................................................................................... 8
Threats ............................................................................................................... 8
OBJECTIVES ..............................................................................................................9
Intel Spain web marketing team mission statement ................................................. 9
Intel.es 2002 Objectives ............................................................................................... 9
STRATEGY, TACTICS & ACTIONS .......................................................................9
A) Increasing traffic levels .......................................................................................... 9
A.1. Put in place measures to drive more traffic to Intel.es ....................................... 9
A.1.1 Optimise local search engine and directory positions.................................. 9
A.1.2. Increase presence in Spanish portals........................................................... 9
A.1.3. Viral marketing ........................................................................................... 9
A.1.3.1 Intel philanthropic peer-to-peer program............................................ 10
A.1.3.2. The Intel jingle ring tone .................................................................... 10
A.1.4. Distribute tools and content to 3rd party sites to target qualified consumers
and potential visitors. ........................................................................................... 10
B) Optimising and improving content offer ............................................................ 10
B.1. Share content between Intel.es and Intel.com/espanol and use the savings to
localise more content. .............................................................................................. 10
B.1.1. Process....................................................................................................... 11
B.2. Associate Intel with great digital media experience......................................... 11
B.2.1 Gaming ....................................................................................................... 11
B.2.1.2. Sponsorships....................................................................................... 11
Jesús Maroto CONFIDENTIAL 2
3. B.2.1.2. Partnerships ........................................................................................ 11
B.2.2 Streaming media......................................................................................... 11
C) Improving usability and developing an accessibility initiative ......................... 12
C.1. Comply with consumer trends through usability initiatives............................. 12
C.1.1. Unclutter the home page ............................................................................ 12
C.1.2. Increase font size ....................................................................................... 12
C.2. Increase brand awareness by developing an accessible site............................. 12
C.2.1 Create a text only version of Intel.es .......................................................... 12
STRATEGY, TACTICS & ACTIONS: VISUAL SUMMARY ..............................12
FINANCIAL PLANNING AND CONTROL MECHANISMS...............................13
REFERENCES ..........................................................................................................14
Jesús Maroto CONFIDENTIAL 3
4. Introduction
Intel's marketing strategy: brief history
In 1989 Intel researched the marketplace and realised there was a considerable amount of
confusion about the benefits of technology to the consumer. In October that year, newspapers
across the world ran Intel’s first ever advertising campaign, Red X. It was as a consequence
of this advertising campaign that Intel began to realise that it had moved into an unusual no-
man's -land between the industrial and consumer markets. On the one hand, its
microprocessors were largely sold to computer companies. On the other, the p roduct had
become such an important part of the PC, such a key determinant of the computer's price and
performance, that consumers were beginning to make buying decisions based on what kind
of processor was inside the machine. The Red X campaign was Intel's first attempt to escape
from slavery at the hands of the PC manufacturers. Instead of turning out new processors and
just hoping that computer companies would build them into systems, the company would now
take the initiative. It would go direct to the consumer with its pitch for a new processor. If the
pitch was convincing, the consumer would go down to the local computer store, and demand
a machine containing the new processor – and this pressure would force PC makers to start
designing systems incorporating Intel's new chip.
The idea worked. By the 1990s end-users were making purchasing decisions inside computer
superstores or over the telephone to direct-mail PC makers like Dell. They now had some
influence on the process. Intel needed to find a way of getting its message through to
consumers via TV ads. Thus in May 1991 the 'Intel inside' campaign was born. The company
began to spend heavily on a world-wide advertising campaign, telling consumers that buying
a computer with an Intel chip inside would guarantee advanced technology and compatibility
with the range of software written for the Intel x86 processor family. The paradox behind the
campaign was that it was pushing a range of products that almost no consumers were
expected to buy themselves. Instead, the focus was entirely on putting customers in a frame
of mind so that when they were next buying a computer, it would be the Intel name, and the
Intel inside logo, that would provoke the spark of recognition and relief that often precedes a
buying decision.
Intel also launched a partnership marketing campaign, in which it shared the cost of computer
companies' own ads if they included the 'Intel inside' logo in the ad copy with appropriate
prominence. After some initial hesitation, manufacturers signed up for the programme in their
hundreds. By 1994 almost the entire PC industry had joined in. Intel's world-wide sales rose
63% in 1992, the first full year of the campaign, and its brand came to be listed by marketing
analysts as the third most valuable name on earth after Coca-Cola and Marlboro. The
campaign had the effect of making the Intel name almost ubiquitous – and the Intel inside
logo so attractive that some PC makers wanted to include it in their ads even without any
contribution from Intel. I his speech at Intel's 1993 annual meeting, CEO Andy Grove was
n
able to boast that the company's 'brand preference' – the percentage of people who said they
preferred to buy computers with Intel processors – had risen from 60% to nearly 80% in the
course of the previous year. The result was that to get PC makers to buy their parts, Intel's
competitors would now have to price their processors cheaper, and offer better performance.
More recently, in August 2001, Intel ranked 6th in BusinessWeek’s ranking of the world most
valuable brands. However, current slumping PC sales and price wars make it a struggle to
stay there.
With regards to the web, Intel has always had a web presence. Notwithstanding, it was not
until 1997 that Intel.es appeared. In 1999 the Intel WebOutfitter strategy (convincing
consumers to buy a PC with a Pentium III so that they could access an exclusive web site)
added a lot of cutting edge content to the Intel.es site. Although this section was closed down
in 2001, some of the content and ideas migrated to the Home Computing section.
Jesús Maroto CONFIDENTIAL 4
5. Situation analysis
Brand perception
According to recent research carried out across Western Europe by Euro RSCG MVBMS
(New York), the Intel brand has a huge equity and no negative baggage.
In terms of technology, Intel is widely perceived and acknowledged as a leader but in the
context of the Internet, Intel is not viewed as an Internet leader. Consumers identify
companies such as Cisco, AOL, Yahoo!, Microsoft and IBM as leaders in that arena. It seems
that to command attention Intel must surprise people out of their current state of
complacency. A proposition that seems close to customers' expectations is that “Intel is the
accelerator of the Internet Age”. Intel’s role as accelerator/enabler is consistent with core
brand equities and the historical context makes Internet Age more exciting to be a part of,
more aspirational. Also, the Internet would be the medium and the Internet Age would be “the
culture” of our time. In this scenario Intel’s heritage and credibility would be the major asset
on top of which a journey through the Internet age can be built. Trust is critical at this stage
but at the same time, the aspirational aspects are what make the proposition interesting.
As a consequence, the main general idea Euro RSCG has been working on consists on
moving Intel from being the “Brains inside the PC” to make consumers identify Intel as the
“Accelerator of the Internet Age”.
General consumer trends
Last year the advertising group BMP DDB started researching “The Millennial Consumer”.
This project intends to identify consumer trends for the next 10 years.
Some of the results obtained so far portrait a more individualistic consumer looking for more
than simple good products. Social status seems to have shifted from being based on material
wealth to be based on an interior quality of life. This might be due to the fact that in the 1990s
there has been a real increase in households’ disposable income all across Western Europe
(Downing et al, 2001), and therefore material goods are no longer such a differentiating
element as they used to be. Overall, the BMP DDB study explains that the shift in values is
resulting in 3 manageable consumer trends: “Make me feel something”, “Respect me as an
individual” and “Make the most of my valuable time”.
Some implications of “Make me feel something”:
Since the focus is no longer the product function but the in-use experience, the advertiser
needs to move away from explaining what a product does to how it feels. The challenge is
creating a brand experience at every touchpoint. Bring a sense of adventure and the promise
of uncharted territory. Creativity and spirituality are big. Therefore advertisers should consider
spiritual cues: simplicity, Eastern; as well as charity associations. Consider millennial brand
values: from power, sexy, successful, high-achiever to spiritual, creative, friendly, risk-taking,
and soul-searching.
Some implications of “Respect me as an individual":
The consumer wants to be seen as an individual. He wants to express himself, be able to
customise his experiences, wants to be listened and expects to be empowered.
Some implications of “Make the most of my valuable time”:
Increasing affluence, increasing knowledge, more choices, increasing pace of life is leading to
more stress. Consumers are looking for more sophisticated ways of managing that stress.
The consumer wants to be relaxed and entertained. He doesn't want to do the boring stuff
(cleaning, etc.) and expects total solutions.
The Spanish Internet consumer
According to an Internet audience study carried out during the first quarter of 2002 by the
Spanish media surveyor Estudio General de Medios (EGM), 22.2% of Spaniards (almost 8
million people) access the Internet on a regular basis. Most people access it from home and
their main activity is surfing the net. According to the Internet monitoring company Netvalue,
online gaming sites are more popular in Spain than other European countries. Sites that offer
online games and provide information on games are visited by 22.5 percent of Spain’s online
Jesús Maroto CONFIDENTIAL 5
6. population. Netvalue indicates that the popularity of gaming sites in Spain is because of the
youth of the Spanish Internet audience (younger than in other European countries). In fact,
according to the EGM study, 70% of those accessing the Internet in Spain are under 34 and
61% are male. A study by Europemedia mentions that the typical Spanish on-line consumer is
urban-dwelling, well educated although barely understands English and has been on-line for
over 2 years. His average monthly salary is between €1,200 and €2,400. The most popular
B2C purchases are books, music, electronic items, and travel-related services. Another
interesting aspect is that the Catalan and Basque regions have the highest quotas of Internet
penetration.
One in five Internet users in Spain used "streaming media" from home in January, according
to Netvalue. This makes the Spanish the keenest home users of streaming media in the
European countries included in the study (Denmark, the UK, France and Germany) and
keener than US users. Spain also has the highest percentage of young media streaming
users, with 39 percent of users aged 24 or under. Real.com and Terra.es are the preferred
sites for this service.
In terms of media, newspaper and magazine sales are declining. However, Internet audience
has increased dramatically in the past year (EGM).
According to a survey carried out by the AIMC (Spanish Association for Media Research), the
most visited sites are:
1 www.terra.es 6 www.hotmail.passport.com 11 www.navegalia.com
2 www.yahoo.es 7 www.ya.com 12 www.altavista.com
3 www.google.com 8 www.mixmail.com 13 www.invertia.com
4 www.recoletos.es 9 www.msn.es 14 www.elmundo.es
5 www.elpais.es 10 www.eresmas.com 15 www.lycos.es
Also according to AIMC, broadband Internet access is becoming popular in Spain. However
77% percent of home Internet users in Spain still have dial-up access, but 8.8% have cable
modem access, 6.8% have ADSL, and 6.2% have an ISDN connection. Just fewer than 7% of
Spanish Internet users go online with a WAP phone, and 1.7% use a PDA, while 1.7% use
interactive TV. However, 98.5% still go online with a PC.
Intel.es
Intel.es is part of Intel.com and was set up to target Spanish users. Even though many
sections are localised into Spanish, there are still many others only available in English.
However, some of those sections are localised in the Latin-American version and not in the
Spanish one. This is because there are two different marketing teams involved, LATAM and
EMEA. I believe both sites should share content. This could bring excellent savings.
The Spanish site tries to explain the benefits of technology to the consumer. Therefore the
localised sections are:
- Home Computing (Informática doméstica): with examples about the advantages of
using the latest processors, processor information, optimised software available and
any other consumer-focused interesting news.
- Products: detailed technical information as well as information about tools.
- Support (Asistencia): for distributors, consumers, retailers, etc…
- Businesses (Empresas): business solutions.
- Resellers and providers area (part of the Partnership program previously mentioned).
- Company information (datos de la empresa): Press releases…
- Intel in Spain: information and events (seminars, etc…)
- Contact information.
Performance Indicators
Intel.es has been using Webtrends since January this year. In this period of time the site has
consistently received around 27 thousand unique visitors per month and an average of 900
per day. The average length of the visit is over 7 minutes and the most visited pages are:
Jesús Maroto CONFIDENTIAL 6
7. Pages Unique visitors Time spent
1. Bienvenido a Intel España (Welcome to Intel Spain) 13,084 00:01:22
http://www.intel.es/es/
2. Bienvenido a Intel España (Welcome to Intel Spain) 2,227 00:01:25
http://www.intel.com/es/
3. Procesador Intel(R) Pentium(R) III (Processor Info) 2,179 00:03:04
http://www.intel.com/es/PentiumIII/
4. Productos (Product information pages) 2,014 00:01:09
http://www.intel.es/es/products/
5. Procesadores, productos y tecnología Intel (Home computing 1,873 00:00:58
section)
http://www.intel.es/es/home/
6. Informática doméstica: Intel(R) Pentium(R) 4 (Pentium 4 1,568 00:01:46
information for users)
http://www.intel.es/es/home/pentium4/
7. Productos - Buscar por Placas madre (Information about 1,497 00:02:44
motherboards)
http://www.intel.es/es/products/browse/motherbd.htm
8. Informática doméstica: Intel(R) Pentium(R) 4 (Pentium 4 1,478 00:02:45
technical details)
http://www.intel.es/es/home/pentium4/tech_info.htm
9. Productos - Buscar por Procesadores (Processor search) 1,359 00:01:16
http://www.intel.es/es/products/browse/processor.htm
10. Productos (General products) 1,128 00:01:05
http://www.intel.es/es/products/
11. Centros de asistencia Intel (Support) 1,047 00:05:21
http://www.intel.es/es/intel/nav/support.htm
The most visited content group is Intel Home Computing. In terms of hits and visitors over
time, most users visit the site Monday to Friday between 11am and 6pm (according to the
time frames, presumably from work). 50% of those are repeated visitors. It is interesting to
add that even though the site caters Spanish users, only 50% come from Spain:
Countries Visits %
1. Spain (ES) 13575 49.87
2. Mexico (MX) 2575 9.46
3. EU 2531 9.30
4. United States (US) 1377 5.06
5. Peru (PE) 1179 4.33
6. Colombia (CO) 1049 3.85
7. Argentina (AR) 965 3.55
8. Chile (CL) 819 3.01
9. Venezuela (VE) 602 2.21
10. United Kingdom (GB) 334 1.23
The main cities the users access from are Barcelona (12%), Mexico D.F. (11%), Madrid (9%),
Lima (6.5%), Santiago de Chile (4.83%) and Bogotá (4.38%) (Note: this mainly indicates that
the servers of the ISPs are located in the above cities, although I presumer users are located
nearby). These data suggests that Intel might be better off combining sections of Intel.es and
Intel.com/espanol.
Top Referring Sites by Visits
Site Visits %
1. No Referrer 15,322 55.67%
2. http://www.google.com/ 3,564 12.95%
3. http://www.intel.com/ 1,956 7.11%
4. http://search.intel.com/ 1,144 4.16%
5. http://www.intel.es/ 615 2.23%
6. http://search.msn.es/ 310 1.13%
7. http://www.pchardware.org/ 308 1.12%
8. http://mx.google.yahoo.com/ 265 0.96%
9. http://www.helpdrivers.com/ 262 0.95%
10. http://www.nicepc.es/ 228 0.83%
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8. The previous data seem to suggest that most users either guess or already know the URL
(No referrer field). In terms of browsers used, Internet Explorer is the absolute winner.
The top search keywords are: Intel, Pentium, Procesador, Procesadores and Xeon.
Finally, the operating systems most used by visitors are Windows 98 (44%), 2000 (30%), ME
(14%), 95 and NT.
Target audience profiles
Novices (26%) Mainstream (43%) Tech Involved (31%)
•Desire to own a PC •Includes current PC Owners/ •Interested in technology for
•No/little PC experience Users technology sake
st
•Low brand awareness •1 time buyer who already uses a •High usage model involvement
•Little/no understanding of PC •Heavy PC usage
processor relevance •Basic experience w/usage models •Intel loyalists and fence sitters
•Learning is important usage model •PC enhances their life •Some influence over other
•Internet is key purchase drive •Brand plays a role in their segments
•Price sensitive purchase decision •Predominately male
•Families/young adults/single •Moderately aware of technology
professional •High end mainstream has
influence over others
•Families/young adults/single
professional
The competition: Transmeta and AMD
Transmeta has a very small web presence only available in English.
AMD has done considerable efforts in the past years and has recently unveiled a multilingual
web site that slowly tries to mimic Intel’s content. It is very small in comparison with Intel’s and
doesn’t offer customer focused sections such as Intel’s Home Computing. The localisation is
very poor and there are lots of translation errors, plenty of sections only available in English,
non-working links, etc… Most technical information is only in English (even though it doesn’t
warn the visitor). AMD also has a site for Spain and another for Latin America, in line with
Intel. Finally, AMD also has a section for resellers and distributors.
SWOT analysis
Strengths Weaknesses
- Large but not enough numbers of visitors (more - Site difficult to navigate.
could be achieved with the same investment). - No traffic generating strategy (no promotions,
- Many users registered to newsletter and very low users get to the site by guessing address or doing
churn rate (less than 5%). searches).
- Good content. - Too much English content.
- Good customer care (whether they are final - Pages too cluttered sometimes.
consumers, providers or retailers). - Not enough local information.
- Known URL. - Site not accessible for impaired users (no text
- Traffic from all over the world. version).
- Partnership marketing campaign. - Most people access site from work.
Opportunities Threats
- Sharing content between the Latin American and - AMD’s site is not much of a threat at this stage
the Spanish sites. but this situation could change in the future.
- Add more consumer content or create - The European cookie directive is no longer going
partnerships with MP3 or streaming media to be an issue, but the email directive might be.
providers. - The European directive on Accessibility.
- Develop an accessible or text only site. - Latin-American traffic.
- ITV or WAP. - Users do not understand English. Increase
- Gaming is huge in Spain, target gamers. localised sections.
- Develop some presence in Catalan. - Consumer trends previously described.
Jesús Maroto CONFIDENTIAL 8
9. Objectives
Intel Spain web marketing team mission statement
"Provide a world class, local web site to deliver an engaging brand experience to Spanish
consumer and business audiences and thereby positively influence purchase decisions for
Intel products".
Intel.es 2002 Objectives
1. Sell-up processors & cross-sell related products and services by target audience.
2. Increase brand loyalty and solidify Intel‘s technology leadership position.
3. Generate excitement and create demand for Intel products and technology.
Strategy, Tactics & Actions
Intel.es is a successful web site that currently fulfils the objectives above. However, in the
light of the situation analysis carried out, I believe there is plenty of room for improvement.
The strategy I propose is based on increasing traffic levels, optimising and improving the
content offer, improving usability and developing an accessibility initiative.
A) Increasing traffic levels
None of the objectives will be fully accomplished if Intel.es doesn't receive more visits. The
current traffic volume is too low in consideration with the money Intel invests in maintaining
the site, especially if we take into consideration that the figures collected indicate that at least
50% of the traffic is from other countries. Ideally I would recommend increasing current traffic
levels by at least 10% within 6 months.
Intel is currently investing heavily on the web site. However, Intel is not investing any money
online into driving users to the site. Users currently go to the web site either because they
guess the URL or because they remember it after having seen it in a TV commercial, press
ad or direct marketing piece. There are online campaigns but they are product specific.
A.1. Put in place measures to drive more traffic to Intel.es
According to the target audience profiles, we are most interested in increasing traffic from
Mainstream and Tech involved consumers, since these two groups will eventually influence
others. We want to be very cost effective and mainly achieve referrals from online sources,
PR or word of mouth.
Therefore I believe that the following specific traffic building measures, combined with the
implementation of the above strategy would achieve the desired results.
A.1.1 Optimise local search engine and directory positions
Intel.es receives visitors from Google.com but among the most visited sites in Spain there are
many other local search engines (those in Terra.es, Yahoo.es, Ya.es...). Since Intel also
wants to receive traffic from those, I would recommend a paid for inclusion approach but at
the same time not forgetting to optimise the site meta-tags using Spanish meta-tags.
A.1.2. Increase presence in Spanish portals
The computer and multimedia sections of successful Spanish portals could be a great place
from where to target Mainstream users. Since this group looks more for value for money and
rd
therefore uses the web for information gathering, positive 3 party reviews linking to Intel.es,
branding a particular section that explores usage models and offering links to the store locator
section in Intel.es in order to enable the purchase could work quite well.
A.1.3. Viral marketing
A viral marketing campaign is a very cost-effective way of reaching large numbers of people
rapidly. As seen in consumer trends, consumers want to make the most of their time but also
feel good.
Jesús Maroto CONFIDENTIAL 9
10. A.1.3.1 Intel philanthropic peer-to-peer program
Intel in the USA developed a couple of years ago the Intel philanthropic peer-to-peer program
(www.intel.com/cure). This program helps combat life-threatening illnesses by linking millions
of PCs. This virtual super computer uses P2P technology to make good use of the PC´s
unused resources. In order to take part, the user only has to download a screensaver and be
connected to the Internet.
I believe a great way of increasing traffic would be offering a localised version of the
screensaver and the microsite. Intel could bring on board the Spanish Cancer association and
get them to offer a link to Intel.es from their site. Intel would easily benefit from PR and word
of mouth. In any case, to start driving traffic to the microsite, Intel could mention the program
and offer a link in the Home Computing newsletter.
A.1.3.2. The Intel jingle ring tone
Another great viral marketing idea w ould be to add a section within Home Computing from
where visitors can download the Intel jingle for their mobile phones. Mobile phone penetration
in Spain is one of the highest in Europe and Spain has the youngest Internet audience,
therefore this viral marketing idea could be a success. To start the word of mouth, Intel could
offer a link in the Home Computing newsletter.
There are two issues with this proposal that should be clarified before going ahead anyway,
are there any legal issues with using the jingle for this purpose? And, will Spanish consumers
identify the jingle with Intel? Some qualitative research in this area would be useful.
A.1.4. Distribute tools and content to 3rd party sites to target qualified
consumers and potential visitors.
Engage with external sites (PC OEMS such as Investrónica, tech involved-targeted sites like
www.idg.es/pcworld) to share Home Computing tools (PC Builder’s Guide, Motherboard
Selector, etc.) and content in an effort to better reach tech involved consumers and bring
them to Intel.es. Distributed content may appear in the form of advertising or be incorporated
into the partner site content offering. This could be the first step into developing partnerships.
B) Optimising and improving content offer
B.1. Share content between Intel.es and Intel.com/espanol and use the savings
to localise more content.
Latin America and Spain speak the same language. While there are some minor
terminological issues, there is no linguistic reason why Intel could not share content between
the two Spanish sites. The main reason why there are two sites is because there are two
marketing geographies, LATAM and EMEA. I believe Intel should have the same approach as
Oracle and target users by the language they speak instead of by where they live. Moreover,
this approach could greatly benefit the fast growing Hispanic minority within the USA, which
feels more comfortable with Spanish rather than English as their first language. This is a
much more cost efficient practice. At the same time, if Intel shared more content, Intel could
afford to localise more content into Spanish since, as explained in the situation analysis,
Spanish speakers barely speak English.
Marketing issues such as product availability or local legislation could easily be solved by
adding notes (i.e. only available in Mexico and Spain, etc.). In any case, this approach
wouldn't kill the local flavour. Each country would have a section (currently Intel.es has "Intel
in Spain" with information about local seminars, contacts, etc.) as well as its own URL. In fact,
real local content should be increased (more local partnerships, information about Intel
activities in the country, etc.), as that's one of the current weaknesses. The important issue
would be that all countries would share some of the content (IeBC, Home Computing,
processor information, etc.).
At the moment, Intel.es would greatly benefit from linking to the IeBC Spanish content hosted
in Latinamerica. The user could click on a link to go to IeBC Spanish and then a pop up could
warn the user that he is going to see Latinamerican content, in that way we would avoid any
issues.
Jesús Maroto CONFIDENTIAL 10
11. B.1.1. Process
a) LATAM and EMEA teams approve idea and agree on staffing a team.
b) Once the team is formed, the members will analyse site maps and agree on what
content is going to be shared.
c) At this point, the Spanish web team will inform each geography.
d) Each geography will then keep working on the rest of the sections as usual.
B.2. Associate Intel with great digital media experience.
Intel wants to explain the benefits of technology to the consumer to increase demand for their
products and technology. At the same time, Intel wants to be seen as the accelerator of the
Internet age. On the other hand, consumers want to experience. Since gaming and streaming
media are huge in Spain (mainly because the online population is very young), and those two
activities fulfil all the above, Intel should improve content, create partnerships, sponsor sites
that offer games, music or short movies, or even create a internet radio. Intel should also
n
make the most of the fact that the Xbox has an Intel processor (even though it is not latest
processor, at least is Intel and not AMD). This content approach is very scalable. Intel could
easily target novices (make them understand through game performance the relevance of the
processor), mainstream users (show them the need to upgrade in order to further enjoy
streaming media) and tech involved (create a forum using streaming media for live chats with
Intel experts).
B.2.1 Gaming
B.2.1.2. Sponsorships
The portals Terra, Ya, Eresmas and Navegalia have excellent gaming sections that Intel
could sponsor.
B.2.1.2. Partnerships
Intel could also partner with game developers and create a section within Home Computing
where visitors can read reviews or download demos of the latest PC games optimised for Intel
processor based PCs. (Note: Intel could always select the games they want to add, i.e. non
violent games and only optimised for PC).
B.2.2 Streaming media
B.2.2.1. Short movies
Plus.es has a very successful section where visitors can watch short movies or even submit
them to be reviewed. Intel should sponsor it.
B.2.2.2. Music
Vitaminic.es offers new bands the possibility of uploading their own music. Visitors can then
vote for the songs they like after either listening to them while online or after downloading
them. This site is very popular and is completely legal because there are only unsigned
bands. Intel should sponsor it as well.
Intel should also start considering sponsoring next year’s Eurovision song contest (to be
hosted in Latvia) web site. This could be a distinctly EMEA marketing opportunity and the
streaming opportunities are great. Spain will be massively following the Festival, but all
Eastern Europe w too. Since Eastern Europe is a prioritary area for Intel, this could be an
ill
excellent opportunity.
B.2.2.3. Internet radio
There are many radio stations in Spain that also broadcast over the Internet. Intel would
benefit from sponsoring the online version of Los 40 (great for our target audiences).
Alternatively, Intel could create a site using the URL www.Intel.fm. At this address Intel would
offer visitors a list of radio stations as well as some reviews of them. Personally I think this
idea should be considered in the long term since the potential of "Intel.fm" is not limited to the
Spanish audience.
Jesús Maroto CONFIDENTIAL 11
12. B.2.2.4. Online forum with Intel experts
Intel should offer monthly live chats with Intel experts. Users could interact at the end by
calling a number. These chats could then be stored in a specifically designed page within the
Developers (Desarrolladores) section.
C) Improving usability and developing an accessibility initiative
C.1. Comply with consumer trends through usability initiatives
Users want to make the most out of their valuable time (see Consumer trends) and in the
web, usability is the key to success. Intel is currently working on increasing the usability of all
its sites and should also look into testing usability on a language and culture basis (usability
patters are very different from one country to another). However, while the outcome of this
research starts to take shape, there are some minor fixes that need to be done immediately
and that could help make Intel.es more usable.
C.1.1. Unclutter the home page
There is too much information on the home page at moment and the user gets lost.
C.1.2. Increase font size
Even though the user can do it manually, the normal font is too small and seems to scare the
user who easily gets tired and abandons the site.
C.2. Increase brand awareness by developing an accessible site.
Another aspect to consider is accessibility, making sure a site is not only usable but also
accessible by everyone. The European Union accessibility directive and local non-
discrimination regulations are forcing companies to make sure their internet sites are
accessible by everyone, including people with disabilities or people accessing the site through
other devices such as iTV, PDAs or Wap phones. While the latest are not an issue (as
mentioned before, 98% of Spanish users access the web from a PC), the first one could be.
Visually impaired users are one of the largest groups of people with disabilities suffering the
current lack of accessible web sites even though they account for more than 5% of all
Western Europe web surfers (source: RNIB). Making Intel.es a fully accessible web site would
be difficult and expensive. However, Intel could offer an inexpensive text only version of their
current site that would be well accepted. This minor investment would help drive more traffic
to Intel.es, help Intel comply with the law and provide great PR in 2003, UE year of people
with disabilities. This approach would therefore increase brand awareness and increase
consumers' respect for Intel.
C.2.1 Create a text only version of Intel.es
Since the site is well structured and there is a content management system in place, it would
only be a matter of designing templates to hold the content. Once the regular site gets
updated, the content in the text only version would update automatically.
Strategy, Tactics & Actions: Visual summary
Strategy Tactics Actions
Increase traffic
Optimise search engine and
directory positions
Increase presence in Spanish
portals
Viral marketing
Screensaver
Jingle
Distribute tools and content to
3rd party sites
Jesús Maroto CONFIDENTIAL 12
13. Optimise and improve
content offer
Share content between
Intel.es and Intel.com/espanol
Digital media experience
Gaming
Sponsorships
Partnerships
Streaming
media
Short movies
Music
Internet radio
Online forum
Improve usability and
accessibility
Minor usability fixes
Tidy up home
page
Increase font
size
Create accessible site
Text only
version of
Intel.es
Financial planning and control mechanisms.
All the production, localisation and maintenance of Intel.es is currently outsourced to Euro
RSCG. Intel is paying Euro RSCG on a retainer basis.
I believe the current retainer levels would not be sufficient to cover the production side of the
activities proposed therefore Intel would have to consider budgeting for the activities
indicated.
In terms of the sponsorships and partnerships, Intel already has extensive experience and
connections. Euro RSCG Wnek Gosper could also certainly help.
Since return on investment is Intel’s number one priority, measurement procedures play an
important role. All activities proposed are measurable. Intel is currently using Webtrends and
this valuable tool will be able to let us know whether or not the plan proposed is generating
more traffic or not. Traffic will also indicate us the levels of excitement and of online brand
awareness. Finally, monthly year-to-year sales figures will indicate how Intel is doing in terms
of sales.
In terms of contingency, Intel can at any given time monitor the performance of any of the
activities. If the activity is not performing as expected, it should be either fine tuned (if
possible) or cancelled so that money can be allocated to other activities.
Jesús Maroto CONFIDENTIAL 13
14. References
AIMC (2001). ‘Resultados de la 4 encuesta AIMC a usuarios de Internet’.
www.aimc.es/aimc/html/inter/net.html
AIMC (2002). ‘Información sobre la evolución de la audiencia de Internet en el estudio
general de medios (EGM). Febrero-Marzo 1996/Febrero-Marzo 2002.’
www.aimc.es/aimc/html/inter/net.html
BMP DDB (2001). ‘The Millenial Consumer’.www.bmpddb.com/
th
BusinessWeek (2001). ‘The Best Global Brands’. 6 August. Pages 50-64.
Downing, Alice; Nanayakkara, Naomi. (2001). ‘Planning for Consumer Change’. London: The
Henley Centre. http://www.henleycentre.com/
Economist.com (Continuously updated). ‘Country briefings: Spain’.
www.economist.com/countries/Spain/
Europemedia.net (Continuously updated).
www.europemedia.net/newsbycountry.asp?CountryID=33
Euro RSCG World-wide. (2002). ‘Intel: Creativity in all its forms’
www.eurorscg.com/h/s/ow_cs_1.asp
INE, Spanish National Statistics Institute. (Continuously updated).
http://www.ine.es/welcoing.htm
Jackson, Tim (1998). Inside Intel. London: Harper Collins.
Netvalue (2001). ‘One in seven Britons online uses streaming media’.
www.netvalue.com/corp/presse/index_frame.htm?fichier=cp0024.htm
New Media Monitor from the European Travel Commission. (Continuously updated). ‘Markets
by country: Spain’.
http://etcmonitor.initiative.net/scripts/marketspg2.asp?country=esp&countryname=Spain
RNIB. www.rnib.org.uk/digital/siraccess/
Webtrends. www.webtrends.com
Jesús Maroto CONFIDENTIAL 14
