Haagen Dazs Media Plan by devon emmerich

Media Plan Sarah Darcy, Devon Emmerich, Christine Snyder, Vince Tsang COMM 422 Advertising Media Planning April 30, 2012 April 23, Codsdsad

Table of Contents

Table of Contents: Executive Summary………………………………………………………………………………………………………….……….3 Situation Analysis…………………………………………………………………………………………….………….……………4 Communication Strategy……………………………………………………………………………………………………………10 Creative Executions…………………………………………………………………………………………………………….……11 Media Objectives and Strategies…………………………………………………………………………………………………..12 Media Selection………………………………………………………………………………………………………………………15 Media Integration…………………………………………………………………………………………………………………….18 Media Flowchart………………………………………………………………………………………….………………………..…21 References…………………………………………………………………………………….…………….……….………………22 Appendix………………………………………………………………………………………………………………………..…….23

Executive Summary Haagen-Dazs truly embodies the concept of its products being “Made Like No Other.” By using only top quality natural ingredients, Haagen-Dazs has become one of the leading ice cream brands within the United States and internationally while still continuing to grow. The heaviest consumers of Haagen-Dazs products are sophisticated adults, ages 18-34, who enjoy simplistic and classic flavors of our products. The brand builds and prides itself on being the most luxurious, super premium ice cream to reach the taste buds of its consumers. Our unique media planning campaign will utilize creative strategies for both traditional and nontraditional advertising tactics. It will focus on the consumer’s desire for affordable luxury products while integrating and reinforcing Haagen-Dazs promise of being “Made Like No Other” through the use of premium all natural ingredients. This media campaign will emphasize the brand’s awareness and shape the perceptions of HaagenDazs consumers through traditional and nontraditional advertisements, which will express the idea of sophistication and affordable luxury.

Haagen-Dazs it right! Company & Brand Background Häagen-Dazs is among one of the largest franchise brands in the ice cream industry worldwide. With its slogan, “Made like no other,” Häagen-Dazs ice cream is made with only top-quality, natural ingredients. The brand rapidly expanded across the world in 1976, with products sold at retail in more than 900 Häagen-Dazs shops in 50 countries (Häagen-Dazs, n.d.). With ice cream being labeled as a food category of all markets, the revenue drawn in annually is worth $74 billion worldwide. Häagen-Dazs is well known to be a stand out in its category at the premium end of all ice cream brands. According to General Mills CEO Ken Powell, “It’s highly differentiated, beautifully positioned across markets – and with lots of growth opportunities” (General Mills, 2012). Häagen-Dazs was previously owned by The Pillsbury Company in 1983, until the parent company of General Mills had acquired the company and its’ entirety in 2001. With more than one million servings of Häagen-Dazs ice cream per day, the revenue soared between $500 million to an estimated $750 million in 2011 out of General Mills’ total revenue of $14.8 billion (Kaplan, D., 2011). In the early 1920’s, Reuben Mattus, the creator of Häagen-Dazs, worked in his mother’s ice cream business selling fruit ice and ice cream pops in Bronx, New York. By 1960, Mr. Mattus had continued to carry on his ice

cream vision and formed a new company with the support of his wife, Rose. The company had only started with three flavors: vanilla, chocolate and coffee. “He called his new brand Häagen-Dazs, to convey an aura of the old-world traditions and craftsmanship to which he remained dedicated” (Häagen-Dazs, n.d.). Learning from his mother’s business, Mr. Mattus insisted on using only the purest ingredients to produce the finest ice cream. Häagen-Dazs had joined teams with the Help the Honey Bees campaign to ‘eat natural, help nature.’ “At Häagen-Dazs ice cream, we use only all –natural ingredients in our recipes. Bee pollination is essential for ingredients in nearly 50 percent of our all-natural super premium flavors (HDIP Inc). The money earned from buying honey bee-built flavors is donated to help fund honeybee research. Häagen-Dazs ice cream has since been growing on sales with the environmental efforts to choose a healthier brand of ice cream. From regional malls to airport and street locations, Häagen-Dazs shops have taken over not only in the United States, but internationally as well. With the 900 shops across 50 countries, Häagen-Dazs has shaped the means of culture around their products of flavor and incorporated the delicacy of tastes from all over the world. For example, in China, the Mid-Autumn Festival is exclusively celebrated with the traditional eats of Mooncakes. Häagen-Dazs introduced the ice cream Mooncakes in Hong Kong in 1992 and later expanded in the celebrated countries of Taiwan, Singapore and Malaysia. Some couples in China even order HäagenDazs wedding cakes costing as much as $2,000 per cake. Häagen-Dazs remains true to the 4

sophisticated palates of local ice cream lovers, serving Green Tea ice cream in Japan, and Dulce de Leche flavor in Latin America (Häagen-Dazs, n.d.). With the start of three original flavors, Häagen-Dazs has excelled far beyond in Mr. Mattus’ ice cream vision and now have over hundreds of flavors to satisfy the taste buds of the melting pot world. Remaining committed to creating exceptional new super-premium ice cream dessert, Häagen-Dazs works to releasing new flavors every year. The brand has also exceeds in the markets of the industry with their top-quality, natural ingredients. As a result, Häagen-Dazs has continued to remain on the top potential of all ice cream brands to the very indulgent mouths of all consumers.

office in South Burlington, Vermont. Within Unilever, we are grouped with the Breyers®, Klondike®, Popsicle® and Good Humor® brands in the U.S. Ice Cream division, managed out of Englewood Cliffs, New Jersey. (Ben & Jerr'ys, n.d.)The company also has a stance to help preserve the environment and make ice cream that is aligned with their values. Ben & Jerry’s media dollars spent in 2011 was $4,848,300. (79.8% on magazines, 14.2% on Internet display, 4.1% on outdoor, 1.5% on net. TV, and .4 on radio) Ben & Jerry’s has about $240 million in annual sales. (Kantar Media, 2011-2012)

Competition Analysis BEN & JERRY’S Ben & Jerry’s opened their first scoop shop in 1978. Today, Ben & Jerry’s is owned by Unilever, and their packaged ice cream and novelties are sold in stores across the United States and in more than 30 other countries around the world. Their products are produced in pints, quarts, 500 ml cups, 2.4-gallon and 4.5 liter tubs, single-serve cups and individual novelties; and these are distributed in supermarkets, grocery stores, convenience stores, scoop shops, restaurants and other venues. Outside of North America, Ben & Jerry’s products are marketed and distributed by affiliated companies within Unilever, and a third-party license in Israel. Ben & Jerry’s global business is managed out of our Central Support

BLUE BUNNY

Wells was founded in 1913, and now owns Blue Bunny ice cream. They are the largest family-owned and operated ice cream company in the United States. The company produces over 100 million gallons per year and has 70 Blue Bunny Ice Cream flavors. Blue Bunny manufactures ice cream for many national restaurant chains and their products can be found in all 50 states. Wells has three ice cream plants that produce Blue Bunny frozen products, two in Le Mars Iowa and one in St. George, Utah. (Blue bunny, n.d.)The company has over $1 billion in annual sales. Blue Bunnyâ&#x20AC;&#x2122;s media dollars spent in 2011 was $4,513,400. (77.1% on cable TV, 16.8% on Internet display, 1.7% on magazines, and .5% on outdoor). (Kantar Media, 2011-2012)

BREYERS

Breyers was incorporated in 1908, now owned by Unilever. They had a popular campaign, which promoted their short, all-natural ingredients list: a child would attempt to read the ingredients from another brand, and have extreme difficulty pronouncing the artificial additives. He would then turn to Breyers and quickly read off the 4 ingredients (vanilla): milk, cream, sugar, and vanilla. Breyers recently reformulated many of its flavors with cheaper nontraditional ingredients in an attempt to cut costs. Breyers is also available in Canada, along with the United States and now has Original, Â˝ Fat, Fat Free, No Sugar Added, Carbsmart, and Blasts ice cream product lines. (Breyers, n.d.) Breyers media dollars spent in 2011 was $25,300. (100% on Internet media) The company had a second quarter underlying sales growth of 7.1%. Breyers has $1.3 billion in annual sales. (Kantar Media, 2011-2012)

Creative History Haagen-Dazs as a brand has gone through a number of transformations as far as its creative branding and marketing strategies. Early on, Haagen-Dazs, sold only in pints, spread without any advertising at all, through word of mouth. This proved extremely effective, as the brand grew rapidly based solely on its quality ingredients and consumer satisfaction. Haagen-Dazs jumped on the mass media marketing train for the first time in 1981, launching its first television ad. During this time it also launched a print ad camp campaign, which showed interesting close-ups of the ice cream on a plain background. Later on more controversial print ads were created featuring couples enjoying the ice cream in sensual ways. This campaign was accompanied by the slogan “Pleasure is the Path to Joy” and lasted until the early 2000s. It marketed the ice cream on its qualities of indulgence, sophistication and sensuousness (HaagenDazs: Repositioning a Cult Brand, 1990-2006). In 2004 a new marketing strategy was implemented and the slogan “made like no other” became the newest face of Haagen-Dazs. The campaign focused on the idea that Haagen-Dazs ice cream is pure, true and genuine. The advertisements focus on the ingredients and emphasize that Haagen-Dazs is high quality and worth its indulgent nutrition label. Currently, Haagen-Dazs holds the same slogan, but has now started marketing the “five” line of ice cream. This line markets itself on being made with only five ingredients in order to get its foot in the door with the holistic, organic food movement. Although a

large number of Haagen-Dazs ice creams have always only been made with five ingredients, the launch of this line has certainly fooled consumers and proven very successful (Kiviat, 2009). The packaging remains more or less the same as when it began, fashioning the same camel colored print only now with larger print and a lighter color for easy-read (Häagen-Dazs, n.d.).

Target Audience Haagen-Dazs has a fairly specific typical consumer. The main consumer base seems to be slightly skewed towards women who make-up 55.2% of users and have a somewhat high index rating of 107. As far as age, the main users of the product fall between the ages of 22 and 39. These age groups account for about half of the total sales. There is also a large number of users between the ages of 55 and 59, with a strong index number of 115. Users tend to be found in the North East, West or metropolitan areas. In relation to education level, the target market tends to be educated, as the product does best amongst those with a four-year college degree, with an index number of 115. Surprisingly enough, HaagenDazs’ consumers often are not married, as there are high index numbers (135 and above) among those who are divorced, separated or never married. Consumers also tend to be in the upper middle class, as 70% make seventy-five thousand dollars or more a year. Although the largest percentage of consumers is in these wealth classes, their index numbers are relatively low, whereas the index numbers of those in the lower middle class are significantly higher (Experian Simmons, 2011-2012). As far as psychographic qualities of consumers, they also

tend to have some commonalities. The index number for those who report frequently eating sweets is 139, demonstrating that Haagen-Dazs is popular among this type of person. In addition, those who responded affirmatively when asked if they would spend a lot of money in order to be healthier had very high index numbers, averaging 160. Index numbers are also high among those who reported enjoying trying new things. In contrast index numbers were only average among those who stated that they felt guilty when indulging on sweets (index=100) and those who find nutritional value the most important factor in deciding what to eat (index=100) (Experian Simmons, 2011-2012). In terms of media consumption, consumers seem to mainly access entertainment/ information through television, radio and magazines. The index number for those who responded enjoying magazines was 194 and for watching a lot of television was 144, demonstrating that Haagen-Dazs is popular amongst televisionwatchers and magazine-readers. Consumers also enjoy the movies, as the index number for â&#x20AC;&#x153;frequent moviegoersâ&#x20AC;? was 155. Index numbers for those who reported frequently reading the newspaper were below 100, illustrating that Haagen-Dazs is not popular amongst them (Experian Simmons, 2011-2012).

Geographic Considerations Haagen-Dazsâ&#x20AC;&#x2122; consumption varies greatly depending on region of the United States. The strongest region is the Northeast with an index number of 119. This number is very high compared to all other regions. The South and Midwest regions accounted for the lowest index numbers at 57 and 69. (Experian Simmons, 2011-2012) These low index numbers are most likely due to the fact that both of these regions have less developed areas, so HaagenDazs, a more expensive frozen treat, will not be as prevalent. The New York Metro region had the highest index number at 250, an outstanding number compared to other regions in the United States. This number is probably due to the fact that Haagen-Dazs was created in New York. Since the most consumption occurs in the Northeast, the brand is more familiar and available to the public, increasing brand loyalty.

Timing and Purchase Cycles Over time Haagen-Dazs has developed into a mature brand. Since 1960, Haagen-Dazs has built a name for itself throughout the east coast of the United States. Today, over 50 countries in more than 900 shops appreciate it the Haagen-Dazs brand. Selling over 40 flavors of the finest ice cream, Haagen Dazs products are sold constant all year round, with their heaviest sales increasing in the summer months. 8

Because the products are sold consistently all year, this puts Haagen Dazs in a pulsing market. Haagen Dazs is also known for having limited edition flavors during certain months. Since ice cream sales are not as high in the winter months as the summer, Haagen Dazs implements flavors like Peppermint Bark to give the feeling of winter and summer at the same time. (HĂ¤agenDazs, n.d.)

Media Mix

images of people enjoying the ice cream. Advertising is mainly transformational, because although it does emphasize the quality of the product, it does not rely heavily on concrete facts and figures. Instead advertisements attempt to implant the idea that HaagenDazs is a worthy indulgence and sophisticated treat in the minds of the consumers (Kantar Media, 2011-2012).

Brand SWOT

Because Haagen-Dazs was founded on word-of-mouth, advertising is not as integral a part of the process (Haagen-Dazs: Repositioning a Cult Brand. (1990-2006). Now, however, that the brand is already well established it has entered the most popular mediums of advertisement. Haagen-Dazs spends relatively little on advertising compared to most large corporations, only having spent 8,642,200 in the past year. With this 8.6 million only three advertising vehicles were utilized. The largest portion of the budget, 62.4%, was spent on cable television, followed by magazines, which accounted for 37.5% of total expenditures. The last medium was Internet displays, however this medium only made up .1% of total spending (Kantar Media, 2011-2012). The brandâ&#x20AC;&#x2122;s messages are very simple and straightforward; advertisements emphasize the quality and purity of the product. The advertising strategy relies mainly on visual aids in order to demonstrate the decadent nature and high quality of Haagen-Dazs. Ads often feature close-ups of the product itself or simple

Creative Strategy Communication Objectives:   

To create brand awareness in the consumer’s mind as a high-quality, premium ice cream To prove that in comparison to other premium ice cream brands, Haagen-Dazs is the most worthy of the indulgence To convince consumers that we are committed to perfecting simple, classic flavors

Tone: The tone of the advertisements will be sophisticated, elegant and elite.

Slogan: “Made like no other”

To inform consumers that we have a variety of specialty products, such as smoothies, Haagen-Dazs Five, Sorbet, etc.

Position: To sophisticated adults, ages 18-34, who enjoy luxury products, Haagen-Dazs is the premium ice cream brand that focuses on creating classic, simple flavors making it worthy of the indulgence. Haagen-Dazs has a high caloric and fat content, but is counterbalanced by a premium taste that epitomizes fine ice cream.

Promise: Haagen-Dazs promises consumers that it is made with only the finest and most natural ingredients.

Creative Executions

Media Objective and Strategies

Reach & Frequency:

Target Audience and Media Mix:

Objective:

Throughout a five-month period from April through August, our campaign will establish a high frequency and reach. During the months of April and May, product sales are not as high. These months make up the introductory stage of our campaign with a low reach of 50% and a 2.1 frequency. Our highest numbers are achieved in the months of July and August with a reach of 70% and a frequency of 3. Because Haagen Dazs faces such a high competitive threat specifically during these months, a 3.0 frequency level was recommended (See Appendix D for Ostrow Model numbers). Because June is also a heavy consumption month, our campaign will maintain high levels of reach and frequency.

The primary target audience is adults ages 18-34 who have sophisticated tastes and a disposable income. They are educated professionals and enjoy splurging on luxury food items. They are not overly health conscious, but enjoy natural products with high-quality ingredients. They are found in the metropolitan areas on the coasts of the United States. Strategy: We will reach our audience through both traditional and non-traditional media. The traditional media will consist of television, outdoor and print. Print ads will be found in high-profile magazines such as Vogue, GQ, Harperâ&#x20AC;&#x2122;s Bazaar, etc. and national newspapers such as the New York Times and the Washington Post.

This media mix is appropriate for our target audience because it is associated with sophisticated publications that our consumers frequently read in their leisure time. Television will also be effective in implementing our strategy because our target tends to watch television after a long day at work. Outdoor ads will be useful because our target resides in metropolitan areas where there is ample space for billboards and heavy traffic.

Month

Reach Frequency GRPs (000)

April

52.9%

2.1

111

May

52.9%

2.1

111

June

78.5%

2.8

223

July

69.6%

2.5

177

August 69.6%

2.5

177

Strategy: Even though our reach is 50% in the month of April, we will focus our sales promotions during the end of the month in association with Earth Day on the 22nd. One million dollars from our total budget was set aside in the beginning for these promotional expenses. Along with promotions, the media mix in April focuses on radio; specifically daytime, evening, and late night. In our heavily saturated months, our GRPs peak at 223. The media mix during the months of June, July, and August include print, television, internet, and billboards. Emphasis in these months is on radio and late night television. This media mix reflects the seasonal consumption of ice cream. Advertising will continue in May with a reach of 50%. However, most of the focus is put into the months of June, July, and August.

Scheduling & Timing: Objective: Our Haagen-Dazs “Made like no other” will begin April 2013 and run continuously through August with increased advertising in the peak period of June and July. Our campaign will include traditional advertising, such as television, print magazine, internet and radio, as well as non-traditional with promotional events sponsoring our products.

using network television and national radio during the daytime and nighttime hours as our advertising mediums. In coalition with Earth Day, Haagen-Dazs will work to promote our Honey Bee campaign to raise awareness for honeybees, as they are one of our primary sources of all natural ingredients. We will use our specialty flavor; “Vanilla Honey Bee” to recognize our bee built flavors in fundraising for honeybee research and preservation.

Celebrating Earth Day on April 22nd, we will be running a promotional event in which we will distribute “game spoons” in front of our major metropolitan store locations. These spoons will display a discounted percentage price once dipped and exposed to the cold temperature of our Haagen-Dazs ice cream. In June, we will be advertising through network television, national radio, spot television, and spot radio to reach our targeted consumers. A full-page ad will be featured in general interest magazine. In July and August, the same mediums will be used, in addition to the Internet and outdoor billboards for our seven cities.

Strategy: Beginning April 1st and running through May, we will be

Geography & Budget: Objective: Our strategy is both national and regional. The HaagenDazs “Made like no other” campaign will be using both traditional and non-traditional media to promote our products. All promotional events will be specifically marketed within our targeted metropolitan areas. Strategy: Ads will be concentrated to metropolitan areas on the east and west coasts because these are our strongest consumption areas. More shop locations are in these designated cities, making them our primary focus of targeted consumers. Haagen-Dazs is also a prevalent brand within these areas. Our total budget of $8,600,000 will be allocated nationally and equally among our seven focused spot markets. Additionally, $1 million will be saved from the total each month and used for our nontraditional, promotional expenses. The following seven cities will be our targeted markets by region:

· · · · · · ·

New York, New York San Francisco, California Los Angeles, California Fort Lauderdale, Florida Miami, Florida Dallas, Texas Atlanta, Georgia

Media Total Expenses: 7,588,800

Traditional Media Television ABC, NBC, CBS (local and national, Bravo

Estimated Cost: $ 1,513,800 Rationale:   

Radio reaches audience nationally and in spot markets Allows for ample exposure to listeners Able to listen during commute to work

Internet: Estimated Cost: $ 3,988,300 Rationale:   

There is a local CBS in all spot markets Networks like Bravo and NBC are viewed nationally by the target Television allows for longer exposure to advertisements

Targeted Sites: YouTube, The New York Times, People Magazine Sponsorship: ESPN.com and nationalgeographic.com

Radio (Network and Spot)

Estimated Cost: $662,200

Bottomline Entertainment, CBS radio, 92.3 NOW

Rationale: 

Haagen Dazs sponsors the US Open during the months of July and August so ESPN is ideal to

 

sponsor in association with tennis The Honey Bee campaign in April is in line with National Geographic’s interest The target is frequently browsing the entertainment and news sites during free time

Magazines {General Interest}

Estimated Cost: $ 716,800

TIME, Rolling Stone

Rationale:   

Target is located in major cities where there is often heavy traffic Billboards are eye-catching and easily visible Allow for frequent exposure on a daily basis

Estimated Cost: $707,800 Rationale   

Magazines allow for full-page, color ads The target is easily reached by using general interest magazines Monthly publication allows for repeated exposure

Outdoor: Billboards

Non-Traditional Media Sales Promotions:

To attract new consumers as well as reinforcing the brand to pre-existing customers.

Total Expenses: $1,000,000

Promotion #3: Sponsorship with Wimbledon Tennis Tournament

Promotion #1: Game Spoons

Estimated Cost: $375,000

Estimated Cost: $200,000

Rationale:

To associate the Haagen-Dazs brand with the U.S Open Tournament and the prestigious, high-end label that it is perceived by many tennis fans.

To increase sales and brand awareness by incorporating interactive game spoons for consumers to win discounted prices on Haagen-Dazs products. To raise awareness of Haagen-Dazsâ&#x20AC;&#x2122; participation with the Honey Bee Research Foundation in harmony with Earth Day on April 22nd. To generate buzz and attract attention from consumers. Promotion #2: Table Non-Traditional Display Estimated Cost: $225,000 Rationale: To provide a creative and unique way to promote Haagen-Dazs to hungry consumers in a populated, hightraffic area.

To promote brand awareness and increase sales during the tournament as the official ice cream supplier. Promotion #4: Consumer Loyalty Punch Cards Estimated Cost: $200,000 Rationale: To establish consumer loyalty to the Haagen-Dazs brand. Cost effective strategy for reaching consumers by increasing repetitive business with consumer incentives for free products.

Sales Promotions: Sales Promotion #1: “Game Spoons” Objective: Haagen-Dazs celebrates Earth Day by promoting the use of all natural ingredients in their products, which will increase sales and raise awareness of their participation with the Honey Bee foundation through a fun and interactive promotion. Strategy: Celebrating Earth Day on April 22nd, “game spoons” will be distributed in front of the seven focused metropolitan store locations when customers visit from 12:00 pm to 5:00 pm. In order to reveal the discounted prize, customers must first purchase Haagen-Dazs ice cream and dip the game spoon in their purchased product. Once dipped and exposed to the cold temperature of Haagen-Dazs ice cream, these spoons will disclose a discounted percentage price. The seven locations will attract consumers with a high consumption

Sales Promotion #2: Table non-traditional display Objective: To increase the brand’s awareness and reach consumers with a positive experience while shopping and dining. Strategy: This non-tradition display table topper will be put on the tables of food courts in shopping malls at our seven focused metropolitan locations of heavy consumption. The Haagen-Dazs advertisement display will be the first thing hungry shoppers will see once they sit down at the food court tables. This promotional display will run throughout our entire campaign beginning from the month of April and ending in August. This strategy will increase the brand’s exposure to consumers, as well as increase sales. The advertisement will be simple and target the consumer’s desire for a sweet indulgence after their meal.

Sales Promotion #3: Sponsorship with U.S Open Tennis Tournament

Sales Promotion #4: Consumer Loyalty Punch Cards Objective:

Objective: To connect the brand logo with the U.S Open Tennis Tournament, and promote a positive relationship to increase brand awareness. Strategy: Haagen-Dazs will be accredited as the official ice cream for the U.S Open Tennis Tournament beginning July 29 to August 11, 2013. Multiple mobile Haagen-Dazs ice cream stations will be positioned around the arena for spectators to take advantage of, so they can cool down and indulge while enjoying their Tennis match. Promotional outdoor advertisements will be displayed throughout the arena as well.

To increase sales and consumer loyalty to the HaagenDazs brand. Strategy: Haagen-Dazs will promote their brand with loyalty punch cards to encourage consumers to purchase 10 scoops for 1 free. This non-traditional promotion will run through our entire campaign from the months of April to August. By using consumerâ&#x20AC;&#x2122;s desire for free products, sales will increase and loyalty for the brand will be established.

Media Breakdown

Media Plan At A Glance Medium Net TV-L Nite/L News $(000) Net Cable-Daytime $(000) Net Cable-L Fringe $(000) Net Radio-Daytime $(000) Net Radio-Evening Drive $(000) Net Radio-Nightime $(000) Magazines-General Interest $(000) Internet-Trgtd Sites $(000) Internet-Sponsorship $(000) Spot TV-Prime $(000) Spot TV-Late Fringe/News $(000) Spot Cable $(000) Spot Radio-Evening Drive $(000) Spot Radio-Nighttime $(000) Outdoor $(000) Spot + National GRPS $(000) Reach Avg. Freq.

Apr

May

25 509.9

15 158.5 25 105.7 25 94.9 21 68.8

Jun 20 407.9 25 124.8 20 211.3 20 84.6 20 75.9 21 68.8 12 235.9

10 165.4 30 181.5 5 37.4 15 96.0 25 19.2

111 937.8 52.9 2.1

223 1708.7 78.5 2.8

Jul

Aug

30 611.9 30 149.8

15 63.4 30 113.9 30 98.2 12 235.9 7 165.6 7 165.6

5 32.0 10 7.7 665 358.4

177 2002.3 69.6 2.5

Total Across GRPS: 130 COST: 2651.4 GRPS: 85 COST: 424.3 GRPS: 50 COST: 528.3 GRPS: 100 COST: 422.9 GRPS: 130 COST: 493.6 GRPS: 123 COST: 402.7 GRPS: 36 COST: 707.8 GRPS: 14 COST: 331.1 GRPS: 14 COST: 331.1 GRPS: 10 COST: 165.4 GRPS: 30 COST: 181.5 GRPS: 5 COST: 37.4 GRPS: 25 COST: 160.0 GRPS: 45 COST: 34.6 GRPS: 1330 COST: 716.8 GRPS: Cost:

799 7588.8

References Ben & jerr'ys. (n.d.). Retrieved from http://www.benjerry.com/company/ Blue bunny. (n.d.). Retrieved from http://www.bluebunny.com/About/Default.aspx Breyers. (n.d.). Retrieved from http://www.breyers.com/OurHistory.aspx Experian Simmons. (2011-2012). [Demographic information regarding Häagen-Dazs]. Unpublished raw data, Penn State, University Park, PA. Retrieved from Simmons Oneview database. General Mills Inc. (2012) Retrieved form: http://www.generalmills.com/en/Brands/Ice_Cream/Haagen-Dazs.aspx Häagen-Dazs. (n.d.). Retrieved from HDIP Inc. website: http://www.haagendazs.com/ Haagen-Dazs: Repositioning a Cult Brand. (1990-2006). Abstract retrieved from IBS Center for Management Research website: http://www.icmrindia.org/casestudies/catalogue/Marketing/HaagenDazs%20Repositioning%20a%20Cult%20Brand.htm Kantar Media. (2011-2012). [Media mix expenditures of Häagen-Dazs]. Unpublished raw data, Penn State University, University Park, PA. Retrieved from Ad Spender database. Kaplan, D. (2011, May 16). General Mills’ Global Sweet Spot. Retrieved from CNN Money: http://management.fortune.cnn.com/2011/05/16/general-mills-global-sweet-spot/ Kiviat, B. (2009, October 16). Marketing smart of the day: Häagen-Dazs Five [Newsgroup message].Retrieved from Time Business: http://business.time.com/2009/10/16/marketing-smart-of-the-day-haagen-dazs-five/

Appendix Ostrow Model Marketing Factors That Affect Frequency

Established brands

-0.2 -0.1

High market share Dominant brand in mkt.

-0.2 -0.1 -0.2 -0.1

High brand loyalty Long purchase cycle

-0.2

+0.1

-0.1

+0.2

New brands

Low market share

+0.2 Smaller, less known brand

-0.1

-0.2 -0.1

Used occasionally

+0.1 +0.2

Low brand loyalty

+0.1

+0.2

Short purchase cycle, hi vol.

+0.1

+0.2

Product used daily +0.1 +0.2

Need to beat competition

+0.1

+0.2

Older consumers / children

+0.1

+0.2

Copy Factors That Affect Frequency

Simple copy

-0.2

More unique copy Continuing campaign

-0.2 -0.1 -0.2

Product sell copy Single kind of message

-0.1

+0.1

-0.1 +0.1 -0.2

-0.2

+0.1

-0.1

-0.1 +0.1

+0.2 +0.2

+0.2

+0.1 +0.2

Complex copy Less unique copy

New copy campaign

+0.2

Image copy

Multiple kinds of messages

Larger ad units

-0.2 -0.1

+0.1

+0.2

Smaller ad units

New messages

-0.2 -0.1

+0.1

+0.2

Old Messages

Media Factors That Affect Frequency Lower ad clutter Compatible editorial env.

-0.2

High media attentiveness Continuity scheduling Limited media mix Opportunities for repetition

-0.2

-0.1

+0.1

+0.2

-0.1

+0.1

+0.2

Non-compatible environment

-0.2 -0.1 -0.2 -0.2 -0.2

+0.1

+0.2

-0.1 +0.1 -0.1 +0.1 -0.1

+0.1

Higher ad clutter

Low media attentiveness

+0.2

Pulsing / flighting

+0.2

Many media

+0.2

Fewer opportunities

Total = .1+ 0 + 1.0 = 1.3 + 3. (benchmark) = 4.0 Estimated Average Frequency Reach of 60%

Simmon’s Data Total

Total

I FREQUENTLY EAT SWEETS

I’LL PAY JUST ABOUT ANYTHING WHEN IT CONCERNS MY HEALTH

I FEEL GUILTY WHEN I EAT SWEETS

I LIKE TO DO THINGS THAT ARE UNCONVENTIONAL

Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total %

HAAGENDAZS

24,801 220,172 100.0% 100.0% 100 100.0% 3,909 37,594 17.1% 100.0% 100 17.1% 4,405 30,069

2,121 16,300 100.0% 7.4% 100 7.4% 366 3,050 18.7% 8.1% 110 1.4% 456 2,885

13.7% 100.0% 100 13.7% 3,758 29,736 13.5% 100.0% 100 13.5% 1,410 13,452 6.1% 100.0% 100 6.1%

17.7% 9.6% 130 1.3% 337 2,202 13.5% 7.4% 100 1.0% 165 1,603 9.8% 11.9% 161 0.7%

TELEVISION IS MY MAIN SOURCE OF ENTERTAINMENT

Sample Weighted(000) Vertical % Horizontal %

Total

MALE

FEMALE

18 - 24

24,801 220,172 100.0% 100.0% 100 100.0% 10,964 106,338 48.3% 100.0% 100 48.3% 13,837 113,834 51.7% 100.0% 100 51.7% 2,079 24,856 11.3% 100.0% 100 11.3% 3,045

4,750 40,235 18.3% 100.0%

398 3,148 19.3% 7.8%

HAAGENDAZS 2,121 16,300 100.0% 7.4% 100 7.4% 890 7,305 44.8% 6.9% 93 3.3% 1,231 8,995 55.2% 7.9% 107 4.1% 206 2,162 13.3% 8.7% 118 1.0% 307

25 - 34

35 - 44

45 - 54

55 - 64

65+

NORTHEAST

Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index

36,600 16.6% 100.0% 100 16.6% 4,486 41,399 18.8% 100.0% 100 18.8% 5,112 44,408 20.2% 100.0% 100 20.2% 4,738 34,840 15.8% 100.0% 100 15.8% 5,341 38,069 17.3% 100.0% 100 17.3% 4,588 40,985 18.6% 100.0% 100

3,141 19.3% 8.6% 116 1.4% 393 3,488 21.4% 8.4% 114 1.6% 443 3,046 18.7% 6.9% 93 1.4% 404 2,459 15.1% 7.1% 95 1.1% 368 2,003 12.3% 5.3% 71 0.9% 580 4,702 28.8% 11.5% 155

SOUTH

WEST

NEW YORK METRO

SOUTH EAST

Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total % Sample Weighted(000) Vertical % Horizontal % Index Total %

18.6% 9,124 80,125 36.4% 100.0% 100 36.4% 5,754 49,929 22.7% 100.0% 100 22.7% 1,798 12,326 5.6% 100.0% 100 5.6% 3,959 43,704 19.9% 100.0% 100 19.9%

2.1% 648 4,569 28.0% 5.7% 77 2.1% 621 4,829 29.6% 9.7% 131 2.2% 398 3,013 18.5% 24.4% 330 1.4% 378 2,633 16.2% 6.0% 81 1.2%

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