2015 | CEDAR BANKS
INTRODUCTION E X ECUT I VE S U M M A RY From stuffing more cheese into an already-awesome crust to docking at the International Space Station, Pizza Hut has a track record of innovation when it comes to America’s favorite food. However, when online ordering technologies became increasingly relevant to consumers, several competitors took hold of the digital space before Pizza Hut could embrace the opportunity. With struggling sales but an ambitious rebrand, it’s time to reposition Pizza Hut as the place to order great pizza online. Our six-month campaign, running July through December 2015, will drive new and current customers to Pizza Hut’s existing ordering platforms. With a strategic, conservative budget, our campaign will create opportunities for exposure beyond its timeline and promises an unforgettable consumer experience.
TA B L E O F CO N T E N TS INTRO DUCTI O N 1 RE SEARCH 2
OB J ECT I VES Increase digital ordering to account for 75% of all Pizza Hut business Build loyalty among current Pizza Hut customers Attract new, digitally-native customers Position Pizza Hut as the top choice for pizza consumers
STRATEGY 6 EX ECUTI O N 9 MEDI A 2 0 EVALUATI O N 24 SO URCES 2 5
INTRODUCTION 1
RESE ARC H Then, building off a solid understanding of the competitive environment, we focused our efforts on primary research. First, we hosted a series of focus groups and interviews to gain insight specific to the brand and our target. From there, we developed a quantitative survey for validation. Midway through the research phase of our campaign development, Pizza Hut implemented the new Flavor of Now menu. Immediately, monitoring new brand perceptions became the top priority. We performed a second round of qualitative research to assess any changes. During the course of our research, one thing became clear: Pizza Hut was simply not top of mind with consumers. Few had anything – negative or positive – to say about the brand. We knew that in addition to our original objectives, we must also leverage Pizza Hut’s rebrand to capture the consumers who simply fell out of touch with the iconic pizza brand.
BY THE NUMBERS
With our objectives clearly defined, we dove into an intense round of secondary research to learn more about the Pizza Hut brand, its competitors and online ordering.
184 2
ARTICL ES PUL L ED FOR S ECONDARY RESEARCH
S U RV E YS: ON E BEFORE AN D ONE A FTER THE REBRAN D
1309 44 33 4 258 7 59
SURVEY RESPONSES
S TAT ES REPRESENTED IN OUR RESEARCH
C R E ATIVE QUAL ITATIVE INTERVIEWS
FO C U S GROUPS, EACH TESTING A DIFFERENT PIZ Z A HUT ORDERING PL ATFORM HOURS OF PRIMARY RESEARCH DATA ANALYSIS
U S E R -E XPERIENCE INTERVIEWS
PIZ Z AS DEL IVERED FROM PIZZA H UT
2 RESEARCH
LITTLE CAESARS
CO M PETITOR ANALYSIS
Convenient Hot-n-Ready option Offers the lowest prices in the category Pick-up format, no delivery and limited seating
PAPA J O HN ’S
LOCAL P IZZERIAS
Promises fresher ingredients John and other celebrities are easily recognizable spokesmen Highly associated with sports and events
Associated with high quality Popularity increasing with local consumption trends Higher brand loyalty, especially within our target
DO M I N O ’S
FAST CASUAL 1
Highest share of online orders in the category Perceived as most innovative among pizza chains 2010 menu overhaul still positively impacts the brand2
Perceived as offering healthier selections Quality food without paying for service Make-your-own formats are extremely popular3
P I ZZ A H U T SWOT ST R E N GTHS
W E A K N E SS E S
High brand recognition Rich history of innovation New menu offers most variety in the delivery pizza category Only gluten-free pizza among national chains4
“Dine-in” reputation does not reflect convenience Not top-of-mind to pizza consumers Prior to rebrand, no specific USP Perceived as unhealthy and indulgent
O PPO R T U N I TI E S
T HR E ATS
Emerging technologies will make digital ordering easier and safer Forgettable advertising throughout the pizza category Pizza is extremely relevant in pop culture Made-to-order craze a good fit for pizza restaurants
Competitors “own” convenience and digital interactivity Fast casual style experiencing unprecedented growth5 Competitors are quick to utilize new technologies Heavily-saturated restaurant market makes consumers harder to reach
RESEARCH 3
TA RG E T M AR K E T
SURVEY F I ND I NGS 56% of our target has never ordered carry-out from Pizza Hut 29% of our target has a sense of loyalty toward another pizza restaurant Our target agreed most strongly on one thing: Pizza Hut is forgettable If our target chooses to order online, it’s because their ordering platform is “quick,” “convenient” or “easy” 80% of our survey respondents believe that Pizza Hut is not “tech-savvy” More than half of our target responded that they had not seen a Pizza Hut advertisement in the past month
One thing is for sure: everyone likes pizza. But to effectively reach those who are most likely to order delivery online, we broke our target market into three groups: COLLEGE STUDENTS: AGES 18-24 Spending habits: textbook rentals, mass caffeine consumption, bar hopping, saving for the future Financial concerns: little disposable income, very careful with spending decisions What they want from brands: actively help the environment, donate to charities, offer discounts, provide options, make it quick These millennials require great deals because they don’t have extra cash to blow. When deciding between two products, they’ll almost always buy the one that helps the environment or donates to charities. They will not settle for a product that’s not exactly what they want when they want it.6 YOUNG PROFESSIONALS: AGES 22-35 Spending habits: student loans, rent and utilities, 401(k) contributions, the occasional Happy Hour Financial concerns: adjusting to post-grad cost of living, facing expenses independent of parents What they want from brands: provide an experience, offer discounts, have more prestige than something a College Student would buy The majority of this age group are still millennials who have strong environmental and community concerns, but they have a vastly different mindset than College Students. While cautious about what little spending money they have, Young Professionals are looking for an experience, not just a product. They don’t want to feel like a broke college kid anymore – they’ve grown up, and they want their brands to do the same.6 FAMILIES: AGES 25-49 Spending habits: mortgage payments, everything kid-related, luxury items Financial concerns: sending children to college, supporting retired parents What they want from brands: be completely honest, spark interest, don’t patronize Regardless of age, every member of this target is primarily concerned with providing for their children and saving for the future. Immune to being manipulated by ads, Families require a brand to provide information at every step of the buying process. They need to be enticed by a product; they do not respond to the hard-sell, “Buy this now!” style. They’re able to spend more for themselves and will splurge on a luxury product, but only if they’re completely confident in its value.7
4 RESEARCH
“
K EY QUOTES I truly don’t have any thoughts on Pizza Hut. It has never really stood out in my mind as being great pizza, but I also don’t discount it.” - SURVEY RESPONDENT
“
Go big or go home. [They should] at least make a name for themselves because right now I wouldn’t even think of them if you asked me where you could order a pizza. There’s a Pizza Hut two blocks from my house. They just aren’t relevant to me.” - PA R T I C I PA N T S P E A K I N G A B O U T T H E F L AV O R O F N O W M E N U
B EFOR E THE RE BRA ND Our target loves pizza – they just don’t love Pizza Hut. The good news? They don’t hate it, either. The chain simply does not have high rates of consideration compared to its competitors. Pizza Hut also had no unique selling points, weakening the brand within the category. The target clearly preferred their local pizzeria for convenience, Little Caesars for price, or Domino’s for service. But here’s a kicker: every pizza chain fell behind the category of fast casual restaurants. Our target strongly prefers Chipotle, Panera Bread and other locations using this business model for their speed and quality product offerings. It was clear we needed to position Pizza Hut not only above its core competitors, but also as a superior brand with the convenience and quality of the fast casual category. The brand must have agreed; days after we concluded this part of our research, they launched the Flavor of Now campaign.
AFTE R T HE R E B RA N D
“
We are radically reinventing the pizza category with a menu transformation that more than doubles our amount of ingredients and flavors, a world-class digital ordering experience and an entirely new look and feel to our brand, all the way down to our uniforms.”8 - D AV I D G I B B S , C E O O F P I Z Z A H U T
LE T ’ S B E B OL DE R Choices from our focus groups, each using a different ordering method. Boring, right?
PHONE ORDER 2 PEPPE RONI PIZ Z AS
ONL INE ORDER 1 C HEESE PIZ Z A 1 PE PPERONI PIZ Z A
MOBILE SITE ORDER
With that statement, Pizza Hut announced the Flavor of Now campaign in early November 2014. Unfortunately, the ambitious rebrand has received mixed reviews. Many cited Pizza Hut’s poor service and lack of convenience, which a new menu cannot directly fix. On the other hand, many saw the Flavor of Now campaign as a viable opportunity to create a new era of quality, variety and overall style for Pizza Hut.9 Our primary research on consumer perception of the rebrand showed that the target is willing to connect with Pizza Hut personally and digitally, but they don’t yet have an incentive. They are aware of the quirky menu offerings, but many have no plans to order.
2 PEPPE RONI PIZ Z AS
APP ORDER 1 VEG G IE PIZ Z A 1 PE PPERONI PIZ Z A
We concluded that the Flavor of Now menu is a great opportunity for Pizza Hut, but that our target needs more than a friendly reminder of the existence of Peruvian cherry peppers and other premium ingredients. Before we can increase online orders, we need to increase consideration for Pizza Hut in the first place. New ingredients are not enough.
RESEARCH 5
D E FI NI NG OUR CAMPA IGN Our research made it clear that before increasing digital sales, Pizza Hut needs to first earn a spot at the table when it comes to consideration. When we started our research, there was little about the brand that could have accomplished this. However, with the Flavor of Now launch, Pizza Hut boasts an astounding 2 billion possible pizzas.10 Realizing how well the unfathomable possibilities hold up against competitors both within the pizza category and in the restaurant category as a whole, we set our strategy.
STRAT EGY
Our campaign will leverage Pizza Hut’s one-of-a-kind menu to increase brand consideration and drive traffic to their online ordering methods.
PLA N OF ATTAC K With this strategy in place, we turned to our next challenge: getting the target to embrace the Flavor of Now menu. As noted in our research, the target is largely aware of the new menu but has not yet received an incentive to try it. By using the new menu as our unique selling point, we will create strategic promotions that lower the barrier of entry and give our target the opportunity to try something new with little risk. We will challenge customers to take a chance by adding a balsamic drizzle, biting into a toasted asiago crust, or skipping the classic sauce for a sriracha kick. We discussed this challenge and kept coming back to one idea: trying something new is never easy, but that’s what makes it memorable – regardless of the outcome. Here, we landed on our big idea.
6 S T R AT E G Y
CREATIVE STRAT EGY By inserting the Pizza Hut brand in the marvelous moment between hesitation and action, our campaign will celebrate the bold choices pizza lovers make every day.
S T R AT E G Y 7
CAMPAIG N PHASES With the goal of creating an engaging campaign that maximizes its budget and remains relevant to our broad target, we split our media plan into three phases. In each phase, we take a new approach to effectively position Pizza Hut as the place for our target to get great pizza – if they’re up for something new. In addition to executions specific to a certain phase, there are several considerations that will run continously throughout the campaign.
TH E T I M EL I NE P HASE 1 :
P H AS E 2 :
PH ASE 3:
YOU SHOUL D
YO U M U ST
YO U ’ L L N E V E R LO O K B AC K
During the first phase of our campaign, we will encourage customers to make more adventurous choices in their daily lives and when they order pizza. This phase will challenge consumers to embrace Pizza Hut’s 2 billion combinations using unique experiential opportunities as well as traditional broadcast buys. We will build buzz and momentum throughout the “You Should” phase, which kicks off in July and ends mid-September.
In the third week of September, we snap into phase two. Until this point of our campaign, we’ve encouraged consumers to try something new. Now, we’re done playing games. With a daring, irresistible promotion that pushes our target to embrace the Flavor of Now menu, we take away the safe option. We challenge pizza lovers across the United States to taste Pizza Hut’s quality ingredients and crazy combinations. For one week, we stop simply encouraging our target to be bolder. We say, “you must.”
By the last phase of this campaign, our target’s attitude has already started to shift: they’re actively thinking about the Flavor of Now menu. “You’ll Never Look Back” will highlight the benefits of being a risky eater on more traditional platforms supported by Pizza Hut’s social media accounts. Our final phase will raise a glass to current customers and give late adopters one last incentive to try the Flavor of Now menu – the bragging rights.
8 S T R AT E G Y
EXECUTION YOU S H O U L D
S HAR E A SLICE & A STORY Pizza Hut’s YouTube and TV “Share a Slice & a Story” ads will feature real people sharing the story of a risk they took – big or small. The videos will start with an individual telling their tale while eating a slice of pizza, then transition to actors who perform the scene over the original interview’s audio – with a twist. We’ll also host a social media contest to bring more stories to life on Pizza Hut’s YouTube channel. The broadcast and digital integration of the humorous ads will engage our entire target. Impressions: 2,264,323,000 Cost (production included)11: $31,458,300
Zoe stands and grabs a slice. Zoe: So, we’re finally old enough to go to the 7th grade dance. I’m the head organizer, which is a huge deal.
Cut to Zoe’s actress, decorating. Actress and VO: According to the bathroom stall, Johnny like-likes me. But he didn’t ask me to the dance! What’s up with that?
Cut to Johnny, setting up for the dance. VO: I saw him setting up decorations...
VO: ...and I was like Actress and VO: OMG – he’s here!
Actress walks over to Johnny, stumbles along the way. VO: I decided to take matters into my own hands.
Cut back to Zoe, now halfway through her slice of pizza. Zoe: So I said to him...
Actress and VO (menacingly): So, Johnny, are you going to the dance with me, or not?
Johnny is visibly terrified. Johnny and VO: Yeah.
Back to Zoe, proud and oblivious to Johnny’s terror. Zoe: Nailed it!
VO: Share your bold story at PizzaHut.com.
EXECUTION 9
T HE HUT TRUC K The Hut Truck, a lively spin on fast, convenient food, will visit large cities and college towns on its trek across the country. Its bold double-decker design, made possible by a pop-up roof, will draw eager crowds. Because our target is hesitant to spend their hardearned cash on foods they might not enjoy, the truck will sell specialty pizzas by the slice. All purchases will also include a small sample slice of another pizza to further encourage exploration. Pizza Hut’s owned media channels will document the journey so users can follow along. Impressions: 73,000,000 Cost12: $355,000
10 EXECUTION
WAZE AP P : F OLLOW YOUR BALLOON Pizza Hut and Waze, a popular traffic monitoring app, will partner to create the Follow Your Balloon promotion. In 10 major cities, a Pizza Hut balloon will appear on Waze users’ maps, giving them the opportunity to ditch their route in exchange for a new adventure. Following the balloon to an offbeat museum, small theater or other hidden gem will reward only the bold with discount codes valid exclusively on the Pizza Hut app. Impressions: 95,100,000 Cost13: $2,290,000
COUNTDOW N C LOC K Mid-August, a mysterious Countdown Clock will appear on PizzaHut.com with nothing but the words “You’ll never look back.” The timer will generate word-of-mouth and social buzz as pizza lovers can only guess what Pizza Hut is plotting. As the month goes on, the Countdown Clock will be further supported by Pizza Hut’s social media accounts and banner ad placements. This will drive users back to the website several times to check on the countdown. As promised, when that clock hits zero, Pizza Hut has massive news. Impressions: 73,000,000 Cost14: $161,000
EXECUTION 11
EXECUTION YOU MU ST
B E T T E R THAN P E PPE RONI COUP ON After four weeks of mounting curiosity, time runs out, and our target will be hungry for answers. Hopefully, they’re not hungry for pepperoni – we’re taking it off the menu for a full week. Because our target was reluctant to embrace Pizza Hut’s 2 billion possibilities during our research, we’re banning the “usual.” But, to ease the blow of a week without pepperoni, we will offer the Better Than Pepperoni coupon. Customers can order any large three-topping pizza for only $6 when they enter a coupon code online. The Better Than Pepperoni coupon code will be distributed via direct mail, marketing emails, PizzaHut.com and all social platforms. Impressions: 35,075,000 Cost15: $2,210,000
ONE LARGE 3-TOPPING PIZZA
ONLY $6 Only available when you order online or through the app. Promo Code: BEBOLD
Reedem NOW Now REDEEM
No Pepperoni? No Problem.
ONE LARGE 3-TOPPING PIZZA
JUST $6
Only available when you order online or through the app. Promo Code: BEBOLD
NEWSPA P E R TA K EOVE R S The Pepperoni Ban isn’t your average “buy 1 get 1 free” promotion. What we’re doing is headline-worthy, so why not go straight to the source? Every day during the Pepperoni Ban, full-page ads will be placed on the inside front page or outside back page of major newspapers in 10 select cities. This allows us to effectively reach the more traditional members of our target while highlighting the audacity of the promotion. Impressions: 70,200,000 Cost16: $6,547,015
12 EXECUTION
U NEXP ECTED COMBINATIONS Our goal is to inspire customers to make a masterpiece with each order. Embodying this message, we’ll recruit New York City artists by placing transit ads offering the chance to create and exhibit work at the Museum of Modern Art. Only rule: they have to use ingredients from the new menu to create an unexpected work of art. Whether it’s clay and meatballs or sriracha-dipped brushes, this exhibit will celebrate the act of approaching the ordinary in a new way. We will live stream the event using Meerkat. This up-and-coming app starts broadcasting when Twitter users click “Tweet Live Video,” allowing Pizza Hut to share their pizza in yet another innovative way. Impressions: 86,592,000 Cost17: $5,098,600
EXECUTION 13
RANDOM P I ZZA GENERATOR Imagine a slot machine that guarantees a win. Our new Random Pizza Generator is just that – users will spin for a unique pizza and immediately save $3 on the random order. The catch? This offer is only valid on the first spin. This feature will be optimized for the Pizza Hut app, Xbox ordering platform and PizzaHut.com. In this format, the Random Pizza Generator can create nearly 30,000 combinations. Our target may soon find themselves second-guessing their usual order. Impressions: 104,000,000 Cost18: $522,000
14 EXECUTION
EXECUTION YO U ’ LL N E V E R LOOK B ACK
Boy opens the refrigerator door, cheerful music playing.
Takes a bite of leftover pizza, looks around.
Suddenly, he sees the note. SFX: Music scratch
He grabs his phone. Actor: Hello? Pizza Hut? Help! I ate –
The light flicks on behind him.
His roommate menacingly shakes his head.
Understandably, he’s terrified. SFX: Horror music screeches
S NAP CHAT & INSTAGRA M To take advantage of user growth and low advertising saturation on Snapchat, we will produce a series of videos depicting risky yet relatable instances when ordering online would’ve solved a problem. A piece of this Sponsored Story will also be shared as a Sponsored Video on Instagram. This multi-platform approach promises high frequency and brand recognition while reminding our target that ordering online is the best way to keep their friends, roommates and family happy. Impressions: 201,155,000 Cost19: $5,310,000
EXECUTION 15
S CR I P T ANNCR: Jerry led 15 meetings this week. That’s right; Jerry works hard. But Jerry’s boss takes pleasure in giving him complicated coffee orders that take him three minutes to repeat to the barista at Café Bonjour. SFX: Coffee pouring ANNCR: Now it’s Jerry’s turn to be selective. After he changes into a pair of stylish elastic sweatpants, it’s time to eat. SFX: Computer clicks ANNCR: Jerry designs his particularly perfect meal on PizzaHut.com. With 2 billion options, Jerry’s the boss – finally. Pizza Hut. Bolder. By the Bite.
PIZZA PARTIC ULA R: PA NDORA & SPOT I F Y To reach the 80 percent of the target that listens to online radio while at the office, studying or running errands,20 we will produce a series of 30-second Pandora and Spotify spots. These relatable ads will feature a member of our target experiencing the frustrations of everyday life. Fortunately, Pizza Hut gives them the power to be particular about at least one thing: what goes on their pizza. Impressions: 40,000,000 Cost21: $2,406,000
16 EXECUTION
MAGAZIN E & BI LLBOARD As phase three continues to celebrate adventurous eaters, Pizza Hut will create print and billboard ads that capture one of the largest challenges of being a connoisseur: sharing. When customers create one of 2 billion possible pizzas, they want to own it. They don’t want to surrender a slice of their masterpiece to a friend, but may choose to brag about it on their social media accounts. Unfortunately, pizza lovers that forgo actual sharing will discover a challenge; many social channels, such as Twitter, only allow users to post extremely short messages. For the Pizza Particular, a 140-character caption just isn’t going to cut it. Impressions: 746,000,000 Cost22: $6,870,867
EXECUTION 17
EXECUTION CO N T IN U OU S
NEWS THEN, NO BIGGIE NOW While Pizza Hut has a track record of innovation, less than 20 percent of our survey respondents perceived the brand as tech-savvy. Combatting this and promoting the new menu, Pizza Hut will partner with a different blogger every month, asking each to write their own sponsored post, subtitled “News Then, No Biggie Now.” The bloggers will share a former headlining story that would not be noteworthy today. In helping to ignite conversations about past innovation, Pizza Hut can then highlight its own creations and make the argument that, just like in these headlining moments, nobody will bat an eye at sriracha-drizzled pizza several years from now. Impressions: 76,610,000 Cost23: $300,000
S EO/SEM In addition to organic search and Pizza Hut’s currently optimized keywords and phrases, we will further optimize the brand’s digital presence by ensuring that all components of our campaign will be seen by potential customers. The plan will include customized search optimization through Google AdWords as each promotion happens during the campaign. Vertical search (specialized platforms like Yelp and GrubHub) will also be optimized to better influence dining decisions. Further augmenting these channels, our strategic promotions and discount codes will increase both consideration of and action on Pizza Hut’s ordering platforms. Impressions: 100,000,000 Cost24: $1,291,218
18 EXECUTION
T UMBLR Tumblr, a popular blogging platform known for its young user base, only allows advertising from brands that meet its users’ high expectations. Building off the site’s inclination toward witty copy and distinctive visuals, our Sponsored Posts will prompt users to order Pizza Hut online or download the app. Because Tumblr is based on re-blogging (similar to Twitter’s ‘retweets’), our ads will earn exposure beyond their initial sixmonth buy, ensuring a high ROI and significant brand recall. Impressions: 8,100,000 Cost25: $3,005,000
BEESPAC E PA R T N E R S HI P Our target loves a good cause and will try a quirky pizza or two if it means helping others. In December, when donations signficantly increase,26 we will partner with Beespace, a non-profit startup incubator that helps charities get on their feet. With our “We Pick the Pizza, You Pick the People” promotion, 20 percent of all orders made with the Random Pizza Generator will benefit a Beespace charity of the pizza lover’s choice. Impressions: 48,307,600 Cost27: $784,600
EXECUTION 19
MED I A
PORTLAND BOSTON
PHILLY
To create a campaign that intrigues and inspires our diverse target, we knew developing a unique media plan was half the battle. Between the oversaturation of pizza advertising and consumers’ ambivalence toward Pizza Hut, simply placing ads and hoping the target will notice is not sufficient. We have to stand out and demand their attention.
CHICAGO DETROIT
LOS ANGELES
ATLANTA
Our widespread, multichannel media plan combines traditional, digital, social and experiential tactics that will appeal to every segment of our target. They crave unique experiences, so with our highly-participative approach to a multimedia campaign, we’ll achieve wide reach and high engagement that will bring the Pizza Hut brand back into the minds of consumers.
In order to keep costs low and reach as many members of the target as possible, 60 percent of the media spend will be focused on 10 DMAs strategically selected for their large populations between the ages of 18 and 49 as well as their high density of Pizza Hut restaurants. The other 40 percent will fund national media buys. Even consumers who don’t watch TV, listen to Internet radio, read the newspaper or run a Tumblr blog will be exposed to this campaign due to the extremely high shareability we’ve cultivated. Pizza Hut will be impossible to ignore.
20 MEDIA
HOUSTON
O U R TA R G E T ’ S MEDIA DIET
When determining a budget for this campaign, we landed on a cap of $105 million – an approximate average of Pizza Hut’s media spend from the last 3 years,28 cut in half to account for the six-month time period, and scaled back by 5 percent. But through meticulous media placements and promotions executed with maximum efficiency, our final budget came out to only $71 million.
NEW YORK
KANSAS CITY
44% 86% 85% 47% 7.74 4.29
I N T E R AC T W I T H R E S TAU R AN T S T HROUG H S O C I AL M E DI A R E AD A N E WS PAPE R OR M AGAZ I N E I N T HE PAST MON T H 29 OF “ADV E N T U ROU S E AT E R S ” U S E AT L E AS T ON E S O CI AL S I T E 29 SAY A DE AL I S A G R E AT R E AS ON T O T RY A N E W F O OD 29 M I L L ION M E M B E R S OF OU R TARG E T L I V I NG I N OU R DM AS B I L L ION I M PR E S S ION S AS A R E S U LT OF T HI S C AM PAIG N
ME D I A P LAN
Broadcast: 51.23%
TRADITIONAL
DIGITAL
TV Cable is a huge portion of our budget – for good reason. The national prime time buy alone will garner 1.7 billion impressions over 12 weeks – that’s a 50 percent reach and average frequency of 9 per person. Viewers in our 10 spot markets will rack up another 500 million impressions with a 64 percent reach and frequency of 16.2.
PAID SOCIAL Snapchat, Instagram and Tumblr are currently used by as little as 1 percent of brands, even though most users have enjoyed the branded content they’ve seen so far. Our sponsored posts will embrace each site’s unique format and result in a higher ROI than other, more saturated social platforms.
MAGAZINES We will place full page ads in three issues of Game Informer, People and TIME magazines. Game Informer is the perfect choice for our younger male target, 57 percent of whom are subscribers. The ads will leverage the fact that 75 percent of its readers currently own an Xbox, which will increase awareness and adoption of that unique ordering tool. People will reach the female target – 61 percent of readers are women age 18-49. Finally, we’ll hit the older male demographic with our ads in TIME, as 8.6 million of its readers are men in their 40s. OTHER To ensure exposure to members of our target with a more traditional media diet, we will diversify and maximize our reach with outdoor billboards, direct mail coupons, spot market newspaper placements, and Pandora and Spotify ads.
OWNED Pizza Hut’s social media accounts are already strong. Moving forward, specific events and overarching themes from our campaign should be incorporated into social posts. SITE EXTENSIONS The Pepperoni Ban Countdown Clock and Random Pizza Generator are quirky additions to PizzaHut.com that will highlight the 2 billion options consumers have and, most importantly, drive repeat traffic to the website that will increase sales. EXPERIENTIAL Millennials and Gen Xers require intriguing, unique experiences with brands. With this in mind, we created the Hut Truck tour, Waze partnership and MoMA exhibit to facilitate genuine interactions between Pizza Hut and consumers. The uniqueness and shareability of these events will pique the target’s interest and earn unprecedented levels of social buzz and media coverage.
MEDIA BR EAKDOW N
OOH: 8.59% Digital: 20.89%
Print: 19.29%
Media: 83.60%
Production: 2.33% BUDGET BR EAKDOW N
Promotions: 11.25% Evaluation: 1.41% Contingency: 1.41%
MEDIA 21
DIGITAL
CO U NT DOWN C LO C K Homepage and Exterior Earned Media Coverage I NSTAGR A M O N L I NE R ADI O S N A P C H AT STO R I E S T U MB L R S H O C K I NG H E ADL I N ES Perez Hilton Huffington Post SB Nation The College Prepster Pitchfork LoveTaza S E O/S E M DI R E C T MAI L E R S NE WS PAP E R S Atlanta Journal-Constitution Boston Globe Chicago Tribune Detroit Free Press Houston Chronicle Kansas City Star Los Angeles Times New York Post Philadelphia Inquirer The Oregonian MAGA Z I NE S Game Informer People TIME
BROADCAST
OUT-OF-HOME PROMOTIONS
SHARE A SLICE & A STORY Prime Time: National & Spot Earned Media MO MA R E C R U I T ME N T B I L L B OA R D
WAZ E PAR T NE R S H IP THE HUT TRUCK MO MA E X H I B I T RA N DO M P I ZZ A GE N E R ATO R B E E S PACE
22 MEDIA
1
July 2 3
4
1
August 2 3 4
1
September 2 3 4
1
October 2 3 4
1
November 2 3 4
1
December 2 3 4
Placement Type
Impressions
Media & Promo Costs
73,000,000 23,000,000 50,000,000 75,155,000 40,000,000 125,000,000 8,100,000 76,610,000 7,870,000 47,000,000 12,200,000 260,000 9,000,000 280,000 100,000,000
$160,000 $160,000 $1,500,000 $2,400,000 $3,750,000 $3,000,000 $300,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $1,291,218
full page full page full page
35,075,000 70,200,000 4,900,000 3,300,000 11,700,000 3,100,000 8,500,000 3,500,000 15,400,000 12,200,000 5,900,000 1,700,000 46,000,000 25,000,000 11,000,000 10,000,000
$2,205,000 $6,546,515 $682,992 $706,254 $823,953 $242,073 $815,276 $568,603 $1,190,542 $746,175 $528,111 $242,536 $2,700,867 $646,467 $1,037,700 $1,016,700
SHARE A SLICE & A STORY Prime Time: National & Spot Earned Media
45 seconds media buzz
2,264,323,000 2,200,000,000 64,323,000
$30,408,300 $ 30,408,300
MO MA R E C R U I T MENT B I L L B OA RD
transit high-traffic bulletin
11,000,000 700,000,000
$1,096,000 $4,000,000
WA Z E PA R T N E R S H IP T H E H U T T R UCK MO MA E X H IB IT RA N DO M P I ZZ A GE N E R ATO R B E E S PACE
premium content experiential guerrilla app extension & promo cause marketing
95,100,000 333,265,000 86,592,000 104,000,000 48,307,600
$2,250,000 $80,000 $4,375,000 $500,000 $784,600
DIGITAL
CO U NT DOWN C LOCK Homepage and Exterior Earned Media Coverage I N STAGR AM O N L I NE R ADIO S N A P C H AT STO RIE S T U MBLR S H O C K I N G H E A DL I NE S Perez Hilton Huffington Post SB Nation The College Prepster Pitchfork LoveTaza S E O/S E M DI R E C T MA I L E RS NE WS PAP ERS Atlanta Journal-Constitution Boston Globe Chicago Tribune Detroit Free Press Houston Chronicle Kansas City Star Los Angeles Times New York Post Philadelphia Inquirer The Oregonian MAGA Z I NE S Game Informer People TIME
BROADCAST
OUT-OF-HOME PROMOTIONS
banner media buzz sponsored video 30 seconds sponsored video sponsored post sponsored sponsored sponsored sponsored sponsored sponsored
content content content content content content
half page premium positioning premium positioning premium positioning premium positioning premium positioning premium positioning premium positioning premium positioning premium positioning premium positioning
TOTAL IMPRESSIONS: 4,291,727,600
TOTAL MEDIA COSTS: $59,357,900 TOTAL PROMO COSTS: $7,989,600
MEDIA 23
EVALUATION To make sure our campaign was on the track to success, we tested our strategy and execution by conducting a final round of qualitative interviews. The responses from this exercise are explained by the graphic on the right. In addition to our findings, we allocated $1 million to evaluating the success of the campaign and $1 million to a contingency budget. Monitoring sales, social engagement and consumer sentiment throughout our six-month timeline will ensure that this campaign reaches its full potential.
ON ORDERING ON LI N E
“
Normally I’d be the type of person to order over the phone – I just like having the verbal confirmation about my order. But with 2 billion possibilities... you can’t ask them to list all that over the phone. If I want to try something new, it’s like I have to go online to see what’s possible. [The campaign] makes me want to experiment next time I order pizza, so I feel like I’ll have to go online.” - MEMBER OF THE “COLLEGE STUDENTS” SEGMENT
O N T HE CAM PAIG N
- MEMBER OF THE “ FA M I L I E S ” S E G M E N T
“
This will force people outside their comfort zones, get them to fall in love with the new flavors and come back to Pizza Hut for things they can’t get anywhere else.” - M E M B E R O F T H E “ YO U N G PROFESSIONALS” SEGMENT
2 4 E VA L U AT I O N
T H I NK PI Z Z A H U T I S A G RE AT PL ACE F OR ADVE NTU ROU S E ATE RS
RESPONSES
“
This works – you have to be willing to take a chance and try something new if you’re going to order from the new menu and give Pizza Hut another chance.”
91% 82% 100% 77% 91%
NOW CONS I DE R PI Z Z A H U T TO BE “ T E CH- SAVVY,” U P OVE R 60% SAI D TH E Y WOU L D DI SCU S S TH E PE PPE RONI BAN W I TH FRI E ND S
WOU L D L I K E TO TRY TH E F L AVOR OF NOW M E NU
WOU L D RE DE E M TH E $ 6 PIZ Z A COU P ON
86%
HOPE TO VI S I T TH E H U T TRUCK
SOU RCES
12
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SOURCES 25