DANNON M E DI A PLA N 201 3
E L I ZABETH BAR R E T T | C HR I ST I NA L I | MO R G A N MI L L S | WI NS TON TRIOLO | IAN WELLMAN
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TABL E O F C O N TENTS 04 Executive Summary SITUATIONAL ANALYSIS 05 Marketing Problem 06 Product/Brand Analysis 07 Competitors Analysis 08 Advertising Expenditure Analysis 10 Product Life Cycle MARKETING STRATEGY 11 Dannon SWOT 12 Competitors SWOT 13 Marketing Objectives and Advertising Objectives 14 Target Selection
18 Regionality, Seasonality and Scheduling 20 Media Quintiles 21 Advertising Budget Budget Constraints 22 Media Selection 24 Media Mix 25 Advertising flowchart 26 Creative Strategy 28 Promotion Strategy and IMC Efforts 29 Copy Test/Evaluation
MEDIA OBJECTIVES, STRATEGIES AND TACTICS 16 Media Objectives 17 Overall Target Reach Overall Media Budget 3
E X E C U TI VE S U M MA R Y Dannon’s second-place status to Yoplait may stem from many things, like their lack of a strong online presence or their dependence on one particular product rather than the strengths of the entire company. But regardless of the cause of Dannon’s position in the yogurt market, they are still not a market leader. We want to fix this, and we plan to do so by raising Dannon’s market share by 2.5 percent and their sales profits by 3.5 percent. In addition to this, we want to increase brand awareness and loyalty. In order to achieve these goals, we first researched the brand and how it compared against its competitors. We found that Dannon was second to Yoplait in market share and sales. In addition to this analysis, we examined the company’s expenditures and found that while Dannon is a Share of Voice leader in two mediums, Yoplait is a leader in twice as many mediums. This research reinforces our belief that Dannon’s past advertising strategies need to be altered. Choices 3 research provided us with a primary target audience of females ages 35-55 years and older that we could convert to Dannon users. It also provided us with a secondary target audience of females ages 18-34 that would help us develop a stronger online presence. Armed with a target audience, we are able to see which regions would respond well to a Dannon campaign. We found that Dannon is already received well in the Northeast, there is great market potential in the
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West, lower potential growth in the Midwest and little interest in Dannon in the South. Based on these findings, we decided to advertise defensively in the Northeast, heavily in the West, less in the Midwest and minimally in the South. Advertisements would also be scheduled heavily around holidays and summer months. With these locations and times in mind, we plan to reach 75 percent of our target audience in the Northeast and West regions and 60 percent of our secondary target audience in the Northeast and Midwest regions. Frequency is our main focus as Dannon is in its maturity stage. The media that will be used to carry out this campaign are television, the Internet and magazines. Quintiles show that these three are the best to reach our target audience, so we focused on these when allocating our budget, while excluding radio and outdoor due to low frequency potential and indexes. Our overall advertising objective is to eventually surpass Yoplait as the yogurt market leader. To do this, we will focus on advertising frequently to keep our target audience interested while investing in promising markets (like the west) to specifically target new consumers in order to build our consumer base. We are using most of our budget toward TV, as we have in the past, since the indexes are high and the CPM is low. We are also focusing more of our budget toward magazines, as this medium
shows promising indexes. We are also starting a new Internet advertising initiative, which includes a social media and website revamp. The campaign theme is able to adapt to all of these mediums because it revolves around how eating and cooking with Dannon can be the common link between women who are almost generations apart. This over arching theme would be derived from storytelling in the case of television adverts. But in the case of magazines and online content, the theme could even be instructional as we plan to provide recipes through our ads. This move could spark interest in social media, which could lead to a competitive contest for a chance to have one’s own personal recipe featured in a Dannon ad. In addition to these traditional ads, we will use sponsorships at many events and festivals to expose possible target consumers to the brand. Partnerships with certain charities could help generate goodwill for the company, and a strong online presence will help improve consumer interaction that will generate authentic buzz for Dannon. We will test the effectiveness of our plan before, during and after the completion of the campaign. We want to ensure that all objectives are met and that any aspects of the ads that our target audience finds unappealing are caught and fixed.
According to figures in 2009, Dannon is considered a top yogurt maker but is second to Yoplait in sales and market share. The stand out problem we see with Dannon is that it is not a market leader in its category. Even though the company is ahead of other producers like Stonyfield, the company should surpass the current level they maintain and become a market leader. We hypothesize that the second-place status of Dannon stems from both marketing problems and product problems.
SITUATION ANALYSIS > marketing problem > product/brand analysis > competitors analysis > advertising expenditure analysis > product life cycle
On the marketing side, we observed that while Dannon maintains popular social media accounts like Twitter and Facebook, the company’s updates are intermittent and sporadic. For example, Dannon did not update the company Twitter once during the period between February 14 and March 10. This lack of online presence is especially poor considering that Yoplait updates regularly throughout the week. In addition to inconsistent updates, Dannon also relies on one rather dated form of producer-to-consumer interaction: newsletters. Their service, “Dannonmail,” is the only form of communication advertised and present on their website. While we do not believe a newsletter is necessarily a bad form of one-way communication between pro-
ducer and consumer, we do think it is a problem that this dated method is the one that Dannon chooses to emphasize and rely on the most. On the product side, we observed that Dannon’s best-selling products are health-related. As Table 1.1 on page 6 shows, Dannon Light & Fit and Activia, a product that is advertised to aid in regularity, are the best selling brands. Having healthy options in Dannon’s line of products can be considered a strength, but the lack of a “regular” yogurt or an “original” yogurt presence produces problems. According to the data we collected in Table 1.3 on page 6, regular yogurt like Yoplait Original perform much better in the market. Dannon should not rely on one specialty yogurt for the majority of their revenue and company success. All of Dannon’s brands, including specialty yogurts, should be performing well.
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SITUATION 1.1 DANNON SALES AND SHARES
P RO D U CT / B R AND AN ALYS IS Table 1.1 quantifies the successes and shortcomings of the Dannon company and its products. The company as a whole maintains company sales of $1,107.8 million and a market share of 26.65 percent. Dannon Light & Fit and Dannon Activia lead as the company’s best sellers with 6.07 percent and 5.06 percent market share respectively. Following these two products are Dannon Activia Light, a subset of the previously mentioned Dannon Activia, and Dannon Fruit on the Bottom with 2.82 percent and 1.94 percent market share respectively. It is worth noting that these leading products for Dannon are all marketed with a health spin. Dannon’s Activia brands promote health benefits, like regularity, among older generations while Light & Fit and Fruit on the Bottom emphasize the low-fat quality in both products. In addition to the sales figures and market share of the company and its products, our brand analysis used Choices 3 to calculate our target audience and, from that, the brand development index (BDI) of Dannon, which can be viewed in table 1.2. Based on our findings, the BDI is highest in the Northeast, with a figure of 118 and the Midwest, with a figure of 113. This means that our targeted audience of females aged 35 to 55 and older are 18 percent more likely to purchase Dannon products in the Northeast and 13 percent more likely to purchase Dannon products in the Midwest. In a larger scope, the category development index (CDI), which measures the likelihood of an audience purchasing a category of a product rather than a particular brand, shows that this target audience is 6 percent more likely to purchase yogurt in the Northeast and 11 percent more likely to purchase yogurt in the West.
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Dannon Company
Light & FIt
Activia
Activia Light
Fruit on the Bottom
SALES $
$1,107.8
$252.2
$210.5
$117.2
$80.7
MARKET SHARE
26.65%
6.07%
5.06%
2.82%
1.94%
S A LE S FI GUR ES IN MILLION S
1.2 DANNON BDI/CDI Northeast
Midwest
South
West
BDI
118
113
89
88
CDI
106
93
95
111
ANALYSIS 1.3 YOPLAIT SALES AND SHARES
C O M PE T I T O R S AN ALYSIS The analysis of Dannon’s brand and company means little if it’s not compared to its competition. According to the figures in table 1.3, Yoplait leads in company value and market share with $1,337.8 million and 32.18 percent. Yoplait’s top selling brands are Yoplait Original with a market share of 9.70 percent, Yoplait Light with a market share of 9.30 percent, Yoplait Go-Gurt with a market share of 2.71 percent and Yoplait Trix with a market share of 2.10 percent. According to Choices 3, we found that Yoplait’s target audience is females aged 25 to 55. With this, we calculated the BDI and found that the South and West have the highest indexes with 103 and 124 respectively. In the South Yoplait’s target audience is 3 percent more likely to purchase Yoplait products and are 24 percent more likely to purchase Yoplait products in the West. According to the information in table 1.5, Stonyfield Farm follows behind both Yoplait and Dannon with a company value of $269.0 million and a 6.47 percent market share. Stonyfield Farm’ Yogurt has a market share of 3.43 percent. While Stonyfield Farm is at a comfortable distance from Dannon, both share similar audiences, females aged 35-55 (although Dannon does reach women older than 55). Based on the target audience information found through Choices 3, we found that the highest BDI for Stonyfield was 230 in the Northeast, meaning the audience in this area are 130 percent more likely to purchase Stonyfield Farm. Other regions did not have enough research for an accurate BDI. Private yogurt labels would be Dannon’s secondary competitor. These private labels make up 10.46 percent of company market share and 10.08 percent of product market share, as shown in table 1.6. Unfortunately, a lack of detailed information about such companies prevented us from doing any further research on these companies.
Yoplait Company
Original
Light
Go-Gurt
Trix
SALES $
$1,337.8
$403.1
$387.6
$112.7
$87.3
MARKET SHARE
32.18%
9.70%
9.30%
2.71%
2.10%
S A LE S FI GUR ES IN MILLION S
1.4 YOPLAIT BDI BDI
Northeast
Midwest
South
West
79
89
103
124
1.5 STONYFIELD SALES AND BDI
1.6 PRIVATE SALES AND BDI
Stonyfield Yogurt Company
Private Labels
Products
SALES $
$269.0
$142.5
SALES $
$434.7
$418.9
MARKET SHARE
6.47%
3.43%
MARKET SHARE
10.46%
10.08%
S A LE S FI GUR ES IN MILLION S
S ALES FIG UR ES IN MILLION S
Northeast BDI
230
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ADVERTISING EXPENDITURE ANALYSIS Dannon’s most current expense figures give us a better idea of how to help the company improve their market share. As you can see from table 2.1, Dannon spent around $128.3 million on advertising. The majority of these funds were dedicated to Activia ($58.8 million), Danactive ($47.3 million) and Light & Fit ($14.1 million). Network TV ads were the medium that Dannon dedicated the most funds to with around $64.2 million, followed by other television ads like cable TV ($35.2 million), syndication ($22.9 million) and spot TV ($5.5 million). In addition to the television medium, Dannon also used network radio and magazines ads, although the money allocated for these formats do not even
reach $.5 million. The company’s media mix, which is detailed in table 2.2, shows that network TV takes up 50 percent of their budget while dwindling formats like radio and magazines do not even rack up 1 percent.
89.8 percent of the media mix, while spot TV ads were given the remaining money, picking up the additional 10.2 percent of the mix.
Yoplait used all the same media and national spot radio except with a larger budget of $151.7 million. The products that received the majority of this budget were Yoplait Light, Yoplait Original Yogurt and Yoplus. Yoplait’s most funded platform was spot television with a budget of $61.6 million, followed by Network TV ($43.3 million) and Cable TV ($41.6 million). This is reflected in Yoplait’s media mix, table 1.3, which shows that Spot TV leads with 40.6 percent, Network TV with 28.6 percent and Cable TV with 27.5 percent. Stonyfield Farm operated with limited funds and a limited number of platforms. The company chose to divide their $4.3 million budget into only two areas — magazines and spot TV. Magazine ads were allotted $3.89 million dollars, taking up
Comparing all three of these budgets together provides us with Share of Voice (SOV) figures, which can also be found in table 1.8. Stonyfield Farm’s highest SOV is 54.1 percent with magazines, although Yoplait is not too far behind in that medium with 45.6 percent. Given that these two areas are fairly dominated, it is no surprise that Dannon only takes up .3 percent of this area. Dannon makes up for this however with the highest SOV figures in syndication (94.3 percent) and network TV (59.7 percent). While Yoplait has the highest SOV in cable TV with 54.2 percent, network radio with 53.3 percent, network radio with 53.34 percent nd national spot radio with 100 percent, Dannon still fares well with 45.8 percent and 46.7 percent respectively. However, Yoplait is far above its competitors in the spot TV category with 91.2 percent and national spot radio with 100 percent.
2.1 DANNON EXPENDITURES
2.2 DANNON MEDIA MIX
Activia
Danactive
Danimals
DanONino
Light & FIt
Total
MAGAZINES
$23,500
0
0
0
0
$23,500
MAGAZINES
.02%
NETWORK TV
$30,785,700
$24,611,000
$1,491,600
0
$7,279,400
$64,167,700
NETWORK TV
50.03%
SPOT TV
$2,252,500
$2,111,000
$800
$598,800
$561,500
$5,524,600
SPOT TV
4.31%
SYNDICATION
$11,727,700
$9,169,500
0
0
$2,087,200
$22,984,400
SYNDICATION
17.92%
CABLE TV
$14,039,400
$11,392,300
$5,343,200
$306,200
$4,145,900
$35,227,000
CABLE TV
27.46%
NETWORK RADIO
0
0
$330,000
0
0
$330,000
NETWORK RADIO
.26%
$7,165,600
$905,000
TOTAL
100%
TOTAL
$58,828,800 $47,283,800
$14,074,000 $128,257,200
Media Mix
2.3 YOPLAIT EXPENDITURES Light
Yogurt
Fiber One
Fizzix
Go-Gurt
Kids Drink
Kids Yogurt
Whips
Yo Plus
Total
MAGAZINES
0
$137,100
$243,000
0
$54,500
$1,410,900
$1,313,200
0
$121,500
$3,280,200
NETWORK TV
$10,787,400
$11,839,100
$8,246,900
0
0
0
0
$1,486,200
$10,968,200
$43,327,800
SPOT TV
$28,703,600
$13,024,800
$8,130,900
$598,800
0
0
0
$258,000
$11,543,000
$61,660,300
SYNDICATION
$676,800
$217,900
$258,200
0
0
0
0
0
$241,600
$1,394,500
CABLE TV
$13,426,100
$8,972,300
$3,012,100
$2,087,200
$8,705,900
0
0
$924,100
$4,510,900
$41,638,600
NETWORK RADIO
0
0
0
0
$377,300
0
0
0
0
$377,300
NAT SPOT RADIO
0
$8,500
0
0
0
0
0
0
0
$8,500
TOTAL
$53,593,900
$34,199,700
$19,891,100
$2,087,200
$9,137,700
$1,410,900
$1,313,200
$2,668,300
2.4 YOPLAIT MEDIA MIX
2.5 STONYFIELD FARMS EXPENDITURES
Media Mix
Yogurt
Organic
Yo Baby
Yomommy
Total
MAGAZINES
2.16%
MAGAZINES
$587,300
$337,100
$2,243,200
$728,300
$3,895,900
NETWORK TV
28.56%
SPOT TV
$443,800
0
0
0
$443,800
SPOT TV
40.65%
TOTAL
$1,031,100
$337,100
$2,243,200
$728,300
$4,339,700
SYNDICATION
.92%
CABLE TV
27.45%
NETWORK RADIO
.25%
NAT SPOT RADIO
.01%
Dannon
Yoplait
Stonyfield
Total
TOTAL
100%
MAGAZINES
.33%
45.56%
54.11%
100%
NETWORK TV
59.69%
40.31%
0
100%
SPOT TV
8.17%
91.17%
.66%
100%
Media Mix
SYNDICATION
94.28%
5.72%
0
100%
MAGAZINES
89.77%
CABLE TV
45.83%
54.17%
0
100%
SPOT TV
10.23%
NETWORK RADIO
46.66%
53.34%
0
100%
TOTAL
100%
NAT SPOT RADIO
0
100
0
100%
2.6 STONYFIELD MEDIA MIX
$27,385,200 $151,687,200
2.7 SHARE OF VOICE Who has the highest SOV? Dannon Yoplait Stonyfield
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P RODU CT L IF E C YC LE All products, yogurt included, go through cycles. This cycle, known as the Product Life Cycle, consists of four stages: introduction, growth, maturity and decline. Dannon products are currently in the maturity stage. This period of the PLC has several characteristics but the ones that are most applicable to Dannon are its high margin of profit, a majority follower consumership and high competition. In terms of profit, while Dannon is second to Yoplait, it still earns a high profit in comparison to other yogurt companies. The issue with this aspect of the PLC is maintaining and possibly increasing that profit margin. Since yogurt is a relatively accepted snacking food and ingredient for meals, the consumers who buy this product are not setting any particular trends with yogurt purchases. The people who will buy Dannon’s product are mostly those who already aware of yogurt through Dannon or other brands. We have already examined other companies like Yoplait, Stonyfield Farm and other companies that operate under a private label, so it is clear that yogurt is a category marked with high competition. Dannon’s position in the maturity stage of the PLC will reflect in aspects of our strategy. We will mostly aim to convert non-users to Dannon-users, thus increasing our sales profit. We will try to stay away from trying to steal Yoplait’s customers as we do not know if Yoplait users’ brand loyalty is low enough to benefit us. However, we will differentiate from Yoplait and Stonyfields’s brands and their advertising.
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S Dannon is a top yogurt competitor, holding the second place spot overall behind Yoplait. Dannon’s Light & Fit and Activia brands both stand out as some of the most popular healthy yogurt products in America, and they top Dannon’s product list in amount of dollars brought in. Even Dannon’s regular yogurt is very versatile and can be used in a variety of recipes. This is something we want to focus on for our campaign. Dannon also has a very promising market in the west, where the CDI is high but BDI is low, giving the brand opportunity to grow, and in the Northeast, where both CDI and BDI are high, meaning it holds a large share of the market. With a new media strategy, Dannon has the potential to become the market leader in yogurt products in the U.S. in a matter of years.
DANNON
W
Dannon lacks an online presence, a company essential in a growing digital age. Their website is bland, unorganized, unprofessional and outdated. This is surprising considering the size of the market that Dannon holds. While Dannon has social media accounts in place, they are only updated about once a month, which is completely inefficient and unacceptable when trying to maintain an online presence. It also lack audience interaction, leaving consumers uninterested. The combination of these aspects is enough reason to strive for a total online revamp in order to reach out to consumers and give them something to talk about. Because of this, we moved 3 percent of the overall budget toward website development, social media growth/maintenance and online advertising. Also, Dannon is completely outnumbered in the magazine medium, so we allocated another .5 percent of our overall budget in order to be a serious competitor in that medium. Dannon also does nothing to specifically target their primary target audience, which is females age 35-54. Lastly, they create product brands (Activia, Light & Fit) that overpower the brand as a whole, leaving their audience oblivious of the Dannon name.
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Dannon’s biggest opportunity is taking advantage of the online medium, as it is cheap and effective in reaching a select target audience, and is immediately available to begin improving upon. Social media can attract consumers, both loyal and new, and provide important research information at no cost. The Quintiles show that the internet is the most popular medium for our target audience, making it even more beneficial to pursue. This is one of the major things Yoplait does well that Dannon does it, so if Dannon wants to take over the market, they must focus on this medium. There is also an opportunity to advertise Dannon’s regular yogurt and how it can be used in a variety of recipes from myriad cultures. There is an opportunity to capitalize on this by incorporating recipes and cooking videos/tips in advertisements. Dannon also has an opportunity to connect its primary and secondary target audiences by creating advertisements about families, since the two audiences are separated by a generation.
T Yoplait’s online presence is light years ahead of Dannon’s, from website design to social media interaction. This might give insight as to why they are the market leader, since from a product standpoint, Dannon and Yoplait offer similar options. Yoplait and Stonyfield, our secondary competitor, both vastly outspend Dannon on magazine ads, allowing them to reach more of an audience more frequently. In response, we allocated another .5 percent of the overall budget toward magazine advertisements so that we could remain a competitor in the medium, especially with Stonyfield, who has a similar magazine budget as Dannon will after the budget shift.
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COMPETITORS YOPLAIT AND STONYFIELD
S
W
Yoplait is the leader in the yogurt market at 32.18 percent. They are also the most profitable. They excel in their online advertising, as they promote interaction with their audience through social media and post frequently. Their website is much more appealing than Dannon’s with an organized, aesthetically professional design and full social media integration.
Yoplait’s advertising focuses heavily on the weight-loss aspects of yogurt. While their product does give this benefit to consumers, it is too common of a practice among many other yogurt brands. Their advertising could be lost among other weight-loss clutter and may have to compete with products that are marketed specifically and exclusively toward weight-loss.
As for Stonyfield, most of their products are specialized for potential consumers that neither Dannon nor Yoplait actively try to reach. Their organic option appeals to those who very concerned with what goes into one’s food. Also, their Yobaby and Yomommy products target young mothers and their infants, a niche group that Dannon and Yoplait do not have a specific product for.
Stonyfield is limiting themselves to only two media: spot television and magazines. By choosing to invest in only those two categories, they are cutting off many avenues that could reach their target audience.
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O
Yoplait could increase their budget in order to surpass Dannon’s spending and maintain their dominance in the yogurt market and even develop a product that could appeal to men. Since Yoplait’s social media presence is so strong, they could also benefit from a lot of online contests that could appeal to both sexes and convince non-Yoplait users to convert. Stonyfield’s Yobaby and Yomommy products could be the launch of a campaign that is entirely dedicated to the acquisition of pregnant mothers. Since many women must change their lifestyles when they are with child, Stonyfield’s product offers them a constant yogurt option that will be healthy for them during this period of pregnancy.
T
While Dannon is Yoplait’s main competition, constant emphasis on weight loss may turn Yoplait’s indirect competition into direct competition. Products like Slimfast, which is marketed for the sole benefit of being a dietary snack, may end up stealing Yoplait customers and sales. Stonyfield’s resistance to other mediums other than magazines and spot TV could really hinder their growth as a company. While they currently hold the highest share of voice in magazines, the magazine medium is one that is constantly dwindling. Heavy hitter publications have transferred exclusively to online content, so Stonyfield’s main medium may be obsolete in a couple of years.
MARKETING OBJECTIVES & ADVERTISING OBJECTIVES Dannon maintains the second largest share of the dairy market. The dairy market has developed in such a way that there are three national brands that together account for 65.3 percent of the market. 3 National Brands: Market Share Yoplait: 32.18% Dannon: 26.65% Stonyfield: 06.47% As a national brand, Dannon’s primary competition are the other national brands vying for national appeal. In order to achieve its greatest gains in market share, we will aim to appeal Dannon to large demographics in broad regions. Dannon’s second place position in the market is in no imminent danger of falling behind the next competitor. This allows us to focus on trimming Yoplait’s market share advantage by expanding into high potential demographics and regions.
MARKETING OBJECTIVES Market Share The primary goal of Dannon’s proposed media plan is to grow total market share. The previous year’s mark places Dannon at 26.65 percent market share. By the end of the first full fiscal year of the proposed media plan’s implementation, we anticipate a 2.5 percent market share increase. Dannon should hold 29.15 percent-29.45 percent of the market. Achieving the 2.5 percent target rate represent significant success in maintaining high value demographics and capitalizing on high potential regions.
Sales Goal In the first year of implementation, the increase of market share will be accompanied by a 3.5% increase in sales revenue. The 3.5% target rate takes into account the 1.7% growth rate in grocery food spending (USDA Economic Research Service) and the 2.5% market share increase. In all, sales should increase from $1107.8 million annual revenue to $1146.6 million.
ADVERTISING OBJECTIVES Brand Awareness Dannon’s current media plan desperately lacks a social media presence. Simple steps such as increasing twitter and instagram followers as well as facebook traffic will be effective first steps in increasing the brand awareness of Dannon. An increased presence on social media will also expose Dannon to a younger demographic. Any increase in social media in terms of page like, traffic and followers will achieve the greater brand awareness that Dannon currently fails to garner Brand Loyalty Brand loyalty is vital to utilizing an increase in brand awareness. We aim for Dannon to retain 80% of customers. The decrease in funding for radio advertising will fund online advertising. Increase in online social media and advertising looks to create an interactive relationship with customers. Retaining a large portion of first time users is key in developing a large customer base. The influx of first time customers from online brand awareness will only be a sustainable gain if high brand loyalty can be achieved.
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TAR GET SELECTION PRIMARY
FEMALES AGES 35-55+ BA DEGREE AND GRADUATE WIDE INCOME RANGE
SECONDARY FEMALES AGED 18-34
Primary Audience Population of demographic and index score were the primary factors in determining the optimal primary audience. Our media plan reaches its highest effectiveness with a vast reach to a receptive audience. The primary target audience needs to have a large population with a substantial index to justify the high costs of advertising to a specific audience. Using Choices 3 data, females ages 35-54 and older presented the best choice for a primary audience. The demographic’s large population of 43.5 million makes it an appealing choice. The breadth of this category makes it beneficial for expanding national market share. Additionally, Dannon scores uniformly throughout different income levels to women in the 35-54 age group. Dannon has a universal appeal to the female age group throughout most income and education brackets. Overall, females 35-54 score an index of 116. The universal appeal, high index scores and large population make females 35-54 the optimum audience.
We used Choices 3 to narrow the audiences down to find a specific audience that still had a large population with a optimally high index. Starting with the broad categories of gender and working our way down several basic conclusion were shown. As table 3.1 shows, the Choices 3 index information shows the male Dannon index to only rate at 83 and female index to be 116. The extreme disparity between the two gender necessitates a focus on the female gender in advertising. As we broke down the gender into further categories by age, we opted to use an age gap of nineteen years in order to draw a large enough population demographic. Using age as a primary distinguishing factor, Choices 3 showed high index counts for 18-34 (117) and 35-54 (116). Income was used as the next factor to see how much of an impact it would have. The income index scores below from Choices 3 show the similar index scores of various income brackets.
3.1 DANNON GENDER INDEX DANNON
Male
Female
83
116
3.2 DANNON INCOME INDEX 50k-75k
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75k-100k 100k-250k
250k+
F (ALL AGES)
104
110
115
127
FEMALE 18-35
104
118
121
N/A
FEMALE 35-55
102
101
100
121
The younger age bracket shares many of the positive characteristics of the older bracket. The distinguishing factor for choosing the older bracket was the population size. Female 18-34: 117 (Index) 5,973,000 (Population) Female 35-54: 116 (Index) 8,355,000 (Population) In all the high index scores, large population and similar consumer tendency toward the product across income brackets make the female 35-54 demographic the optimal choice. Secondary Audience Due to the similarly high index and population females 18-34 is the secondary target audience. Additionally, the increase of online advertising spending we feel will be very effective in reaching the younger demographic.
Target Regions Different regions of the country present unique challenges and opportunities. In order to efficiently reach our primary and secondary audiences we have researched the BDI and CDI of 4 major regions, Northeast, South, Midwest and West.
West (High development potential for both primary and secondary audience) Female 35-54: BDI-88, CDI-111 Female 18-34: BDI-83, CDI-109 -Greatest region for potential growth. Greatest gains for new customers can be achieved in west region.
Northeast (Largest population, highly receptive) Female 35-54: BDI-118, CDI-106 Female 18-34: BDI-111, CDI-104 • Brand is fully developed and consumed in region • Targeting the primary audience provides broad reach and maintains consumer base
South (Lowest brand potential and current success) Female 35-54: BDI-89, CDI-95 Female 18-34: BDI-94, CDI-95
Midwest (significant population with high brand developement) Female 35-54: BDI-113, CDI-93 • High population and index for the primary demographic in the region
3.3 DANNON EDUCATION INDEX High School
Attended Bachelors Graduate College Degree Degree
F (ALL AGES)
83
105
109
118
FEMALE 18-35
78
93
107
117
FEMALE 35-55
86
95
111
110
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MEDIA OBJECTIVES, STRATEGIES AND TACTICS /////// Media Objective In order to increase Dannon’s market share, increase sales, increase brand awareness, heighten brand loyalty and increase the interactivity of the brand, we will utilize the principles of marketing: product, price, place and promotion. To successfully achieve these media objectives, we will focus advertising efforts on television, magazines and the Internet. Dannon will allocate money from television advertisements to Internet advertisements and web development. Dannon will also increase spending on magazine advertisements and on media evaluation and research. Using CDI and BDI analysis, as well as quintiles analysis for Dannon users, we will advertise at both optimal times and places to better reach our target audiences. Our target audience of women aged 35-55 and older and our second target audience of women aged 18-34 respond the best to television, magazine and Internet advertisements. Dannon’s media strategies and creative strategies will really target these age groups and influence them to not only buy Dannon yogurt (which will increase our market share and increase sales), but become advocates for Dannon which will then increase the brand awareness, the brand loyalty and the interactivity of the brand.
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/////////////////////////////////////////////////////////// Overall Target Coverage Our goal is to reach at least 75 percent of our primary target audience of females aged 35-54 and older in the Northeast and in the West regions in the first year of Dannon’s five-year goal. We also want to reach approximately 60 percent of our secondary target audience of females aged 18-34 in the Northeast and Midwest. Dannon is in the maturity stage, so it will be best for us to set an advertising goal to reach within our own brand users. Frequency is the most important. During the first four weeks of our initial year, we want our audience to be exposed to at least 12 of our advertisements for syndication, prime time and network television. For our magazine advertisements, we want our target audience to be exposed to at least two advertisements in the first three weeks. Lastly, Dannon wants its target audience to be exposed to at least three of our online advertisements. Through the proposed reach and frequency goals, Dannon will have better avenues to increase its brand interactivity. With more people seeing and interacting with the brand, Dannon can achieve higher brand awareness and higher brand loyalty which will turn into more sales revenue and a higher market share.
Overall Media Budget Since Dannon is not a market leader, it should spend a level above its current share to gain market share. After analyzing its past expenditures and its share of voice compared to its main competitor, Yoplait, we can make beneficial budget changes that will better the share of voice that Dannon has with different mediums. Dannon is going to take 5 percent of the overall budget, which we are taking from the overall Television budget (2 percent from Network TV, 1 percent from Syndication TV, and 2 percent from Cable TV), and put 2 percent to online advertising and 1 percent toward social media and website development. Dannon is also going to increase its spending on magazines by .5 percent. The last 1.5 percent will be allocated toward media research and evaluation to make sure we are using the most efficient mediums and techniques suitable to our goal. These budget allocations will be beneficial to Dannon because it will better the share of voice in these three mediums, which will help us achieve our marketing and media objectives. Dannon is going to continue to spend the majority of its budget on network, cable and syndication television advertisements because that is the medium that is most used by our target audience. We also want to maintain our larger share of voice in network and syndication television compared to our competitor. By raising our spending on magazine advertisements we will raise our share of voice and reach more of our target audience. Web presence is essential for our brand awareness and interactivity, which is why we are going to spend more money in that area to develop a better website and create more of a buzz for ourselves in the avenues of social media.
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MEDIA OBJECTIVES, STR REGIONAL ITY Using the relationships between BDI and CDI, we can better discern the different weights and ad budgets for the different parts of the country. We are most successful in the Northeast in terms of BDI and CDI based on our primary target audience, and we are more successful in the Northeast and West based on our second primary target audience. The BDI shows that people in the Northeast and the Midwest are more likely to buy Dannon. CDI shows that people are generally more likely to buy yogurt in the Northeast and the West. With the high BDI and high CDI in the Northeast, we can see that Dannon has a large share of the market, and that the market looks promising. Having a high BDI but low CDI in the Midwest tells us that Dannon still has a high market share, but we need to monitor for a decline in sales and market with caution. Because both the CDI and BDI in the South are low, we see that there is poor market potential for Dannon because it is a dying market. The West has a low BDI and High CDI, which tells us that people in that region are likely to buy yogurt, just not Dannon yogurt. This market holds lots of potential and is a opportunity for Dannon to widen its consumer base.
HEAVIER ADVERTISING DEFENSIVE ADVERTISING MINIMAL ADVERTISING
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Northeast
Midwest
South
West
BDI
118
113
89
88
CDI
106
93
95
111
Dannon should continue to advertise in the Northeast to continue to maintain its market share and convert any other category users to use Dannon, however we should advertise defensively in this market because we already have a stronger brand awareness and share of market there. Advertisements in the Midwest and West should have equal weights due to the BDI and CDI’s. Because there is room for Dannon to grow as a brand in the West, we need to specifically target this market to raise our market share. As for the dying market in the South, we could potentially use the hot weather as a way to advertise Dannon yogurt through TV commercials as a refreshing and cold snack to cool people off and give relief from the harsh summer weather, but this region would not receive as much attention as the West and Midwest.
RATEGIES AND TACTICS S E AS O N ALI T Y
SC HEDUL ING
As far as the seasonality aspect of the media plan goes, Dannon should carry a heavier weight and spend more money during two times of the year: the holidays (mainly Christmas, Thanksgiving, Easter) and late spring and all of summer.
Dannon should use a combination of continuity and flighting that goes along with the seasonality plan. Dannon should not stop advertising at any time during the year. However, as previously mentioned, Dannon should advertise more during Thanksgiving, Christmas and Easter and during the seasons of Spring and Summer.
During the holiday season, our advertising could emphasize the use of Dannon in cooking meals. Because our creative strategy targets family unity and cooking for families, we can emphasize the importance of a good ingredient during the holiday season. As for the spring and summer, the climate is a lot hotter and people are more likely to want to consume cooler food items. Dannon should carry a heavier weight advertising during these times as well, and market itself as a cool and refreshing food to give relief from the hot weather.
From January to February we would keep a steady flow of advertisements. Around Easter time, March and April, we can burst with a heavier weight of advertisements and continue that on into May, June, July and August with a focus on Dannon being a refreshing food item that will cool people off from the summer’s heat. September can have less advertising weight, and then in October, November and December we can advertise more for Thanksgiving and Christmas.
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MEDIA QUINTILE ANALYSIS TELEVISION The Quintile for television is promising for our product. Dannon has allocated most of its media budget to television in the past, and we will continue that trend, as the indexes in the first three quintiles are high while quintile five is the lowest.
MEDIA SELECTION > media rationales > media selection > media mix > advertising flowchart
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INTERNET The Internet has the most promising quintiles of all mediums with every quintile above 100, QI being 106. Since the internet is so popular amongst Dannon users, we decided to shift some of our overall media budget toward internet ads and social media/website development in order to boost our online presence, which is currently one of our largest weaknesses/biggest opportunities.
MAGAZINES We weren’t able to calculate magazine quintiles on Choices 3, so instead, we ran indexes for individual vehicles and listed them from highest to lowest, excluding the ones with very small sample sizes. These can be found in table 3.4 on the next page. RADIO The Quintiles for radio were too risky with three of the Quintiles, including QI, having an index below 100. However, internet radio had the highest index of all internet activities for Dannon, so we decided to allocate the budget for radio to internet instead.
4.1 DANNON QUINTILES QI
QII
QIII
QIV
QV
TV
104
99
107
100
90
RADIO
97
109
109
94
90
INTERNET
106
101
104
101
107
OUTDOOR
103
100
105
99
93
ADVERTISING OBJECTIVE Our overall objective is build an advertising strategy that will help Dannon to eventually surpass Yoplait as the yogurt market leader. The most important thing in this strategy is to hold our current market share by frequently exposing our select target consumers to advertisements of various media. However, our budget shift gives us the cushion we need to take risks, like reaching out to large, mixed consumer markets (for instance, the U.S. Airways magazine readers), and completely revamping our online presence. We are also focusing on advertising in the Western region by using Spot TV in major western cities. This is due to the high CDI and low BDI of the region. This reach is important to build a new consumer base, but it is not as important as advertising frequently to our loyal target audience.
BUDGET CONSTRAINTS Dannon has the largest budget of all the top yogurt producers, which gives us the cushion to boost our internet and magazine advertising. However, we had tosacrifice outdoor and radio advertising in order to do this. TELEVISION For television, we decided to advertise during primetime on Network TV because although the cost is high, the audience is large, which makes the CPM low. We decided on the early/late fringes for Syndication/Cable TV because the indexes for these dayparts were high, and the vehicles we chose are popular during these airtimes, also giving us a low CPM. The Daytime TV will be used for Spot/Cable TV since the vehicles are tailored to a specific audience who watch Daytime TV a lot. This CPM will also be fairly low, since our target audience is relatively large during this daypart and the cost per ad at this time of day is low. This will allow us to increase the frequency of our advertisements daytime television, which we need to do in order to stay relevant to our audience. MAGAZINES For magazines, we decided to allocate 30% of the budget toward 4 U.S. Airways back-cover ads because the index was the
highest and the exposure is massive. We were unable to calculate the GRPs for this magazine, since it is an airline magazine, but we found from U.S. Airways media kit that about 3 million passengers view each issue. The cost, however, is rather expensive, but we believe the high CPM is worth the exposure. We want to run 8 full-page ads in the two magazines with the second highest indexes, and 6 full-page ads in the last two. Though magazines generally have high CPMs, they are beneficial to our company because they allow us to reach a select target audience. INTERNET Of all media advertising, Internet is the cheapest and, if marketed right, has a generally high return on investment. It also allows us to target specific audiences and advertise more frequently to them. That is why we decided to advertise on 3 major social media sites, using a different type of ad on each one. We also chose to do this because the indexes for our audience’s internet activity were highest in these 3 categories. We also budgeted money to overhaul our website and increase the maintenance of our social media sites, which are absolutely essential to the growth of Dannon as a brand.
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ME D IA S E LECT I ON 22
TELEVISION
Dannon as a company is in its maturity stage, so we are worried more about frequency than reach. Therefore, we want to advertise more frequently during cheaper day parts, such as Late Fringe TV (which also has the highest daypart index) and Daytime TV. Most of this advertising will be done on Syndication TV and Cable TV programs, as Dannon has done in the past, while we will advertise on Network TV programs during PrimeTime. The Network TV budget will allow us to increase both frequency and reach of our advertisements so that we can compete well with Yoplait and Stoneyfield, while the Cable TV budget will allow us to focus mostly on frequency during Late Fringe and Daytime TV. Our Syndication TV budget will go mostly toward Network TV vehicles, and these advertisements will run mostly during the daytime so we can advertise more frequently for cheaper. Our Spot TV budget will be directed toward cities in the West, like Los Angeles, San Francisco and Denver, where the CDI for yogurt is high, but Dannon’s BDI index is low, meaning there is room to grow. We excluded the Southern region for spot TV because it showed signs of a dying market as its BDI was low and CDI was especially low.
4.2 TELEVISION ANALYSIS Population
Reach
*Freq.
GRP
CPM
CNBC
24,266,000
11%
5
55
110.68
FOX
50,678,000
22.7%
5
113.5
364.66
CNN
47,145,000
21.1%
5
105.5
392
VHI
7,872,000
4%
10
40
67.25
IFC
8,705,000
4%
11
44
53.8
MTV2
10,623,000
5%
15
75
40.35
FUSE
5,159,000
2%
8
16
53.8
PLANET GREEN
6,499,000
3%
9
27
53.8
*Frequency per week
4.3 CABLE / SPOT TV / SYNDICATION VEHICLE INDEXES
4.4 NETWORK TV VEHICLE INDEXES INDEXES
INDEXES VH1 CLASSIC
173
CNBC
144
FUSE
169
FOX
116
IFC
169
CNN
107
MTV2
147
PLANET GREEN
161
OXYGEN
138
MAGAZINES
4.5 MAGAZINE INDEXES
Since the indexes for magazines are so high, we decided to increase our spending on this particular medium by about .5 percent of the total budget. Since the index for U.S. Airways is so high, we wanted to place Back-cover ads in 4 different issues, so we allocated 30 percent of the magazine budget to do so. We then allocated 20 percent to both Working Mother and Elle Decor, and 15 percent to both Forbes and Allure. We want these advertisements to have DIY recipes that incorporate Dannon yogurt to show people that Dannon has more uses than people might traditionally think.
INTERNET
Most popular internet activities among Dannon users: • Women ages 35-55 who listen to internet radio are 45 percent more likely to use Dannon products. • Women ages 35-55 who listen to traditional radio on the internet are 28 percent more likely to use Dannon products.
INDEXES
Reach
Freq
GRP
166
N/A 3,000,000 passengers
4
N/A
WORKING MOTHER
151
40%
8
320
ELLE DECOR
149
24%
8
192
FORBES
149
19%
6
114
ALLURE
140
17%
6
102
U.S. AIRWAYS
likely to use Dannon products.
4.6 INTERNET INDEXES
• Women ages 35-55 who look at sports broadcasts on the internet are 23 percent more likely to use Dannon products. • Women ages 35-55 who download movies on the internet are 19 percent more likely to use Dannon.
Very Often
Often
Somewhat Not very Often often
Not at all
VIDEO ADS
147
99
112
101
104
POPUP ADS
144
122
89
94
105
EMAIL ADS
135
126
93
95
105
BANNER ADS
134
108
92
112
104
• Women ages 35-55 who look at the yellow pages on the internet are 26 percent more
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MEDI A MI X We took 3 percent of the overall budget (all from the overall TV budget) and put 2 percent of that toward online advertising and 1 percent toward social media and website development, which would mostly be used to cover employee costs (web designer, social media maintainer, etc.). Social Media: One of the major flaws in Dannon’s online presence is their lack of ability to keep their social media accounts updated and interesting. We saw this as a huge opportunity to boost interaction with our target audience by posting recipes and photos on, and creating polls and giveaways and generally updating our accounts daily. Increasing our use of social media vehicles can also provide valuable research information through audience reactions at no cost. Website Development: Dannon’s current website is frankly terrible. It is drab, unorganized, sporadic and the only interactive aspect is the Dannon newsletter “Dannonmail”. We want to do a complete redesign of the website that introduces rich, bright aesthetics and incorporates our social media accounts (Twitter/Facebook feed, YouTube DIY recipe videos) in order unify our entire online presence. Online Advertising: The other 2 percent we have allocated toward internet is for general online advertising. Based on the indexes in Fig. T-1, we chose to advertise using
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Facebook (20 percent of Budget--$579,972) We will also invest some of the Internet budget toward paid advertisements on facebook. This will give us an opportunity to target members of our audience based on region, gender, age and explicit interests.This form of advertising is also useful because it shows the amount of clicks and likes generated, making it easy to evaluate the success of our advertisement. We will use banner ads on Facebook, as they make the most sense based on the indexes and Facebook’s layout.
Youtube (40 percent of Budget--$1,159,445) We will use some of our internet budget toward video advertisements on Youtube. Our research shows that women between the age of 35-55 who click on video very often are 47% more likely to use Dannon products than the average user. We will use video advertisements on Youtube that are short (15-30 sec) DIY videos to make recipes. Pandora (40 percent of Budget--$1,159,445) We will use some of our internet budget toward radio advertisements on Pandora. Our research shows that internet radio was the most used online activity among female Dannon users ages 35-55. On Pandora, we will use short radio advertisements, as users typically don’t spend as much time looking at the Pandora page as they do listening to the music. Although these advertisements are not interactive, they remind our target audience of our presence frequently, which is our goal. Outdoor We decided not to use outdoor advertisements, as they are typically used to expand reach for a company and we are focused on frequency.
DANNON NEW MEDIA MIX Budget
Percentage
GRP
NETWORK TV
$61,601,933
48.03%
274
CABLE TV
$32,667,109
25.47%
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SYNDICATION
$21,701,118
16.92%
159
SPOT TV
$5,515,060
4.30%
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MAGAZINES
$666,937
.52%
728
INTERNET
$4,181,185
3.26%
N/A
TOTAL
$128,257,200
98.5%*
1,204
*1.5 percent of total funds, $1,923,858, allocated to plan evaluation, bringing total to 100%
Aug Sep
Oct
Nov Dec
Network TV
Dayparts
Budget Amount
Percent of Vehicle Budget
CNBC
*Primetime
$24,640,773
40%
HLN
*Primetime
$18,480,580
30%
MSNBC
*Primetime
$18,480,580
30%
61,601,933
48.03% (total budget)
TOTAL
Heavy -----------Light . Advertising Advertising
Cable/ Spot TV/ Syndication/
Dayparts
Budget Amount
Percent of Vehicle Budget
VH1 CLASSIC
**Early/Late Fringe
$14,970,822
25%
IFC
**Early/Late Fringe
$11,976,657
20%
MTV2
**Early/Late Fringe
$8,982,493
15%
FUSE
***Daytime
$11,976,657
20%
PLANET GREEN
***Daytime
$11,976,657
20%
$59,883,287
46.69% (total budget)
TOTAL Magazines
Placement
Budget Amount
Percent of Vehicle Budget
U.S. AIRWAYS
Back Cover x 4
$200,081
30%
WORKING MOTHER
Full-Page x 8
$133,387
20%
ELLE DECOR
Full-Page x 8
$133,387
20%
FORBES
Full-Page x 8
$100,041
15%
ALLURE
Full-Page x 8
$100,041
15%
$666,937
.52%
TOTAL
SCHEDULE
DAYPART TIMES
{
ADVERTISING FLOWCHART
Jul
{
{
Jan Feb Mar Apr May Jun
Internet
Type of Ad
Budget Amount
Percent of Vehicle Budget
Banner
$579,723
13.87%
YOUTUBE
Video
$1,159,445
27.73%
PANDORA
Radio
$1,159,445
27.73%
SOCIAL MEDIA MAINTENANCE
$1,282,572
30.67%
TOTAL
$4,181,185
3.26% (of total budget)
MEDIA EVALUATION
$1,923,858
1.5%
GRAND TOTAL
$128,257,200
100%
*Primetime Mon-Sat, 8 p.m.- 11 p.m. Sun, 7 p.m. - 11 p.m. **Early/Late Fringe 4 p.m. - 7:30 p.m. 11 p.m. - 1 a.m. ***Daytime Mon-Fri, 10a.m. - 4 p.m.
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CREATIVE STRATEGY > magazines > television > online > social media
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Because our target audience is females aged 35 to 55 and older, we want to take advantage of the age gap and emphasize it rather than try to create a blanket campaign. Women who are entering their mid-thirties live a significantly different lifestyle than women who are 55 years old or older. A woman’s mid-thirties is usually when she begins her own family and is less reliant on her mother and previous immediate family. However, a woman who is 55 years or older is experiencing a time in her life where her children are leaving for college and away from home. Although these are different lifestyles, they have similar factors — changes in home and in family. We wanted to emphasize these different points in life but still maintain that these different lives are linked in some way. The link between these different lives would be Dannon and how the use of it in recipes can still bring someone home, whether it is a new one or an old one. For example, a possible TV ad would be a mother teaching her newly moved-out daughter her favorite dish. This dish would include Dannon as an integral ingredient and the commercial would emphasize the fact that Dannon is appropriate for both women, even though there is more than a two decade difference between their age. The ad
would feature a tagline that would also appear on other ads, “Family dinners just got better.” Another possible television ad could follow the life of one woman as she raises her children. When she is around the 35 year-old-mark she could be shown giving Dannon to her children as a snack for lunch as they leave for school, but as the woman gets older, she can be seen using it in a huge dish as all her children return for a family dinner at home. These ads could easily fit into either the 15-second or 30-second time frame of most commercials. For online ads, we would adapt the storytelling to banner ads on Facebook and also create a more literal approach to our commercial ideas. Instead of telling a story of cooking, we would actually help people cook by creating videos that used Dannon in a recipe. These cooking clips would be able to thrive on video sharing sites such as Youtube. Print ads for magazines could build upon aspects of online’s ads this by supplying recipes in magazines that the Dannon company has created and even recipes that Dannon customers have created on their own. The incentive for Dannon customers to submit
their own creations would stem from how this campaign would exist in the world of social media. Advertising on social media websites would be especially appealing to our secondary target of females aged 18-35 year olds. Because this audience is only our secondary target, we don’t want to allocate too much money to only recruiting them, so our efforts would mainly exist on free websites such as Pinterest. Pinterest is an image-based website, and there is a large number of DIY posts that specialize in food. Dannon should have an official Pinterest that features these company and consumer generated recipes, and a contest can even be held so consumers can compete to have their family recipe featured in an ad. The winners of the contest can be determined through counting which recipe has the most repins and could be promoted through Facebook and Twitter. While the idea of storytelling and cooking will be translated into other mediums such as radio, we want to heavily emphasize other platforms where visuals play a large part of the advertising. A food product should be advertised through visual means rather than auditory means.
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PROMOTION STRATEGY AND IMC EFFORTS Our main goal is to increase Dannon’s market share by increasing reach and frequency nationally. We believe there are there are three avenues for Dannon to expand its brand name. The first way is to expand the Dannon brand into sponsoring live events that draw a predominantly female audience. Music festivals and community events are prime venues for expanding the brand’s reach. Associating the Dannon brand name with a range of events will not only increase brand awareness and reach of the brand, but also the frequency with which potential customers are exposed to Dannon. Dannon’s wide variety of products allow a great level of flexibility in the kind of events that can be sponsored. Dannon’s Light & Fit brand for example would be perfect for sponsoring sporting events from prominent marathons and triathlons to local 5k runs. The fragmented audiences we know are advertising to can be reached by the Dannon products that best suit their lifestyles. Partnerships with nonprofits and charities is another way to increase Dannon’s reach and goodwill with the public. Yoplait has found substantial success with their partnership with Susan G Komen
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race for the cure. We would pursue a similar course of action by targeting a nationally prominent charity to partner with. Infusing sales promotions and company donations mobilizes the customer base and generates goodwill for the company. Nationally prominent nonprofits such as Women for Women International and Feed America would be fine candidates for prospective partnership. Finally, online interactive sites such as pinterest, twitter and instagram can be used to create pages that are almost exclusively fueled by user submitted content. These pages can be used to post pictures from Dannon sponsored events, and then provide an outlet for customers who were at events to post pictures and videos of their own experiences. Recipe pages on pinterest can offer useful cook-
ing tips and then be open for users to submit pictures of their own creations. Users will be allowed to submit their own recipes and suggestions for other users. The user-generated content captures the authenticity of customers and can be used to translate into increased trust in the company. Consumers posting about their own use of Dannon products generates a type of publicity that carries much more credibility than the companies own direct marketing. In all, we believe these integrated marketing and promotion strategies will push Dannon’s reach and credibility beyond what it could with traditional techniques.
COPY T E ST / E VA L U AT IO N Before our suggested ad campaign would actually be implemented, we would first market test our idea in certain areas to see if the campaign would be as effective as it could be. Instead of performing extensive tests over the country, we will pick two cities in different census regions, and we will try to observe different things within each city based on that area’s BDI/ CDI relationship. For example, the West region shows great market potential with it’s low BDI and high CDI combination, so we would release this campaign around the Bay Area, San Francisco and Oakland, to see if the campaign positively affects the potential that Dannon could tap into. St. Louis is a city in the Midwest, an area that we should market with caution because of its high BDI and low CDI combination, so we would see if Dannon sales decline even more in this area or if they actually increase.
actresses seem relatable and not too generic. For our print ads, we would want to test the actual images in our food. We don’t want people to view the food in our ads as unappetizing, so we would test people’s attitudes toward the artwork in each magazine ad.
In addition to market testing our campaign prior to the actual release, we would copy test throughout the campaign’s run to make sure that our target audiences respond well to all the components in our ads. Since this is a campaign that relies on emotional storytelling, the last thing we want is for our ads to seem insincere. We would want to make sure that the music in our television ads are not cheesy and that any actors or
The last testing at the end of December would serve as an evaluation of the entire campaign. During this test we would see if all our objectives were met, particularly goals like brand loyalty that cannot be quantified as easily as sales figures. Other goals like brand awareness can be thested through recall tests. Ways to accomplish this would be through the use of trend studies, focus groups or even an extensive survey.
The way we would test these attitudes for both television and print ads would be through a trend study that would take place every four months. We would release the campaign at the beginning of the year and then begin testing in April, then August and finally in December . This time frame would allow us to observe how people initially feel about the ads in April and make any changes before heavy advertising during the summer. The round of copy testing in August would serve the same purpose for the heavy round of advertising before the Holiday season.
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