The Power of Five Nissan Media Plan 2013-2014 by Ginny Gould

Nissan media plan

prepared by

power of five advertising

Execu tive Summ a ry Nissan has been competitive in the car industry since the early 2000s and is the third leading car company to come out of Japan right behind Toyota and Honda. While hanging with the major competitors in the automotive industry, Nissan has carved its own path with efficient, affordable vehicles. The focus on innovation in its design has carried over into Nissan’s recent advertising campaigns which have highlighted green, fuel-efficient cars and safety. Nissan has been taking the correct steps in their advertising endeavors in order to hit a wellthought-out audience, but Power of Five Advertising believes there is a more focused, niche market out there that will bring an even more increased profit margin. This is Power of Five Advertising’s comprehensive plan to help Nissan reach their goal of increasing share in the millennial multicultural audience. Though Nissan wanted to focus on African Americans, Asians and Hispanics, Power of Five Advertising felt that the Asia-American market would be the most profitable, based on supported research. The target audience is Asian-American millennials aged 18-29. They are male, recently graduated with a household income between $55,000 and $70,000. They are tech savvy, enjoy watching videos on the Internet, enjoy golf and are very ecofriendly. Given these attributes and others, a concise and effective media plan will be carried out in order to fully reach the target audience. After doing research to learn the lifestyle and habits of young Asian-American millennials, Power of Five Advertising has come up with a comprehensive media plan in order to reach this market more effectively. Asian-American millennials aged 18-29 are likely thinking of purchasing their second car and are looking for something that represents them and what they believe. Toyota, Honda, Ford and Chevrolet are Nissan’s biggest competitors, and it is likely the target market is also looking at these companies when deciding on a new car. With Power of Five’s working media plan, Nissan will be able to dominate the market. Nissan has a hefty budget of $100 million, which allowed Power of Five to seek out the most effective traditional media such as television, outdoor and print, as well as non-traditional media like Hulu, YouTube and Google. The target audience is heavy in Internet use, so using vehicles like Hulu, YouTube and sponsored Google advertisments will be very beneficial when trying to reach them. Asian-American millennials tend to read more newspapers than other groups, so taking out full page color ads in the Sunday paper will have an effective reach. There will be specific television spots during times and shows most often viewed by AsianAmerican millennials as well as outdoor advertising during the months leading up to a planned golf tournament sponsorship. Finding the right medium to reach the target at the right time, Power of Five has come up with a pulsing plan that will most effectively reach the target audience. With a budget of $100 million, Power of Five’s media plan begins in April 2013 and ends in March 2014. There are three designated groups of high, medium and low frequency months that will determine the rate of advertising. The high frequency months are July, August, December, January and February. These months will have a GRP ranging from 225-320 and have been chosen because of the high sales volume of cars purchased during those months, as well as a planned golf tournament sponsorship in February. The medium frequency months are June, September, October and November with GRP of 210. The low frequency months are April, May and March which have a GRP ranging from 130-195. Research has been determined that this plan will be the most effective to reach the target market of AsianAmerican millennial males.

Si tu ation Analysis

NISSAN HISTORY Nissan Motor Co. is a company focused on innovation and efficiency. It has over $100 billion dollars in sales for 2011 and over $3 billion in net income (Hoovers). Japanâ&#x20AC;&#x2122;s recession, beginning in 1992, was the start of four years in which Nissan made no profit. Due to cost cutting, sales to other countries, and the launching of new models, Nissan was able to make a profit in 1997 for the first time since 1992. In 1999, Nissan was in debt $30 billion and was forced to invite major carmakers to take a stake in the company. For $5.4 billion, Renault (a French car company) took a 37% stake in the company as well as another 15% stake in affiliate, Nissan Diesel Motor, giving Renault vetoing power (Hoovers). Renault appointed Carlos Ghosn as Chief Operating Officer in the same year and that is when Ghosnâ&#x20AC;&#x2122;s Nissan Revival Plan began to take effect. In just a few short years the new COO managed to close inefficient factories, reduce the workforce, curb purchasing costs, share operations with Renault and introduce new products. After all of these changes Ghosn was able to turn a profit in 2001, an entire year before the revival plan expected. In 2001, Ghosn was named CEO in addition to president of Nissan and continued to make great changes within the company. Nissan 180, Ghosnâ&#x20AC;&#x2122;s new plan for Nissan, had aims of growing annual sales by one million units, eliminating automotive debt and operating at an 8% profit margin. Nissan was not only able to meet the goals, but surpass them by 10% every year; Nissan got out of debt and turned a $1.65 billion profit (Hoovers). In 2002, Nissan and Renault completed an equity swap in order to strengthen the bond between the two companies. Nissan continued to grow throughout the early 2000s and introduced some of its most profitable cars like the Murano, Titan, and Armada (Hoovers). Since Nissan has had to reinvent itself it is no wonder Nissan is so focused on innovation to please its customers. Nissan has been extremely honed in on going green the past few years and has just released its newest car, the Nissan LEAF. It is 100% electric and sure to please young innovators.

Recent Sales

and

Products

Currently Nissan produces low-cost and fuel-efficient small cars. Models include Maxima, Sentra, Altima, Infiniti upscale sedans, pickups, SUVs and sports cars. Renault currently holds a 44% stake in Nissan, making the Renault-Nissan Alliance, which is focused on manufacturing all-electric vehicles. Nissan’s annual sales in 2010 was $105,864.91 million. 80% of sales are made outside of Japan with $84,691,928 million (Hoovers). In 2010, Nissan reported worldwide net sales of $114,206,000 (Nissan Global). Toyota reported worldwide sales of about $190,507,000 (Toyota) and Honda reported sales of approximately $83,528,600 (Honda). Nissan’s sales share for each ethnic segment exceeded the total non-luxury share, resulting in higher total Nissan multicultural (MC) competition versus other non-luxury competitors. Overall, Nissan’s multicultural share increased from the first quarter of 2010 to the first quarter of 2011, though they have only 7% market share when compared to their competitors (Nissan Case Study). Nissan’s forecast for 2011 is approximately $123,789,900 (Nissan Global). Also, Nissan ranks third in terms of total market share. Seemingly, the multicultural market prefers Japanese automobiles over American-made ones; 25% of all Toyota and Nissan sales are multicultural. Specifically, Nissan’s multicultural sales share for the Asian market exceeded the total non-luxury share versus other non-luxury competitors. Asian sales volume has the greatest challenges in terms of market share. Nissan market share for the Chinese segment is 8.39% versus a total of 13.04% for the entirety of the multicultural market (Nissan Case Study). The chart below compares Nissan in terms of overall sales in 2010 versus the competition: Toyota, Ford, General Motors and Honda. Nissan’s Sales vs. Competiton: (Hoovers 2010)

SWO T

Strengths: Nissan is com-

Weaknesses: The past

Opportunities: With

Threats: Nissan directly

mitted to diversity and excellence, which resonates well in the MC market. Nissan is a competitive full-line car manufacturer, with vehicles in every segment. Each segment of vehicle Nissan offers has a high, healthy composition of MC millennial consumers.

respect for all individuals, ideas, and viewpoints, there is a strong opportunity to communicate the brand attributes of performance, quality and style to multicultural millennial consumers. Nissan has the biggest opportunity to expand to the Asian-American market.

three years, Nissan has seen an overall decline in multicultural millennials than non-multicultural millennials.

competes with other Japanese Original Equipment Manufacturers (OEMs), Toyota and Honda. These companies are increasing their role in the multicultural millennial segments and would directly compete with Nissan.

Recent Cam paigns nissan campaign efforts “Innovation For All:” In August 2010 Nissan launched the “Innovation for All,” a marketing platform that unified the theme of innovation across all makes and models of Nissan. (Nissan Case Study). “Innovation has been the heart and soul of the Nissan brand for nearly 100 years,” said Jon Brancheau, Vice President, Marketing, NNA. “’Innovation for All’ isn’t simply a new marketing idea. It’s the very foundation of Nissan worldwide” (PR Newswire). “Innovation for All” began with a series of five television commercials that captured Nissan’s movement to capture the essence of innovation targeting not just the elite, but everyone who wants to move forward in the world of changing ideals and technology. PR Newswire highlighted the following advertisments. •“Innovations” – A celebration of Nissan’s current innovations including, recycled materials, air purifiers, smart phone applications and the 100% electric Nissan LEAF. •“Baby” – A soon to be dad physically transforms his sporty 370Z into a 4-door Maxima sports sedan in preparation for his first child. •“Kidzilla” – A child abuses his toy car collection from beating, pouring bath soap and feeding them to the dog, but his toy Nissan Altima survives everything without a scratch. •“Dime” – Communicates the brake override system that has been in place for over 6 years, well before the government placed regulations. Nissan can “stop on a dime.” •“Polar Bear” -- Highlights the travels of a polar bear from the melting Arctic to the suburbs, just to give a Nissan LEAF owner a hug. Emphasizes the emotional and earth saving benefits of owning a Nissan all-electric LEAF.

(YouTube)

Timing Consider ations

The advertising campaign targeting Asian-American millennials will run from April 2013-March 2014 with a pulsing frequency schedule. The 12 months of the advertising campaign have been split into three levels of frequency: high, medium, and low. The months belonging to the high level of frequency include July, August, December, January and February. These months will all involve heavy television, print, outdoor, and non-traditional (YouTube, Google, Hulu) media. The 2013 Model Year Event will take place in August of that year and it is important to make the target audience aware of new cars on the market. A large budget of over $7 million was allocated to July, and is raised to over $11 million in August to highlight the new models. The next wave of high frequency months occurs in December, January, and February. Starting with the same budget as July, December includes the holiday season and begins the buildup of the Nissan Open Golf Tournament in February. Both February and January will have a budget similar to that of August, just over $11 million. In anticipation for the golf tournament sponsorship, $5 million has been allocated out of the $100 million and does not affect Februaryâ&#x20AC;&#x2122;s media budget. The medium frequency months (June, September, October, November) all have a budget over $7 million and include television, print, and non-traditional advertising. The steady message during these medium frequency months will help connect the heavier periods. Low frequency months are April, May and March. Over $4 million is allocated for April and May and over $6 million is allocated for March. The graph below visually describes the pulsing schedule of GRP goals per month.

Key Br and Issues One of the largest issues Nissan is facing is the increasing price of crude oil. The price of oil is very unstable and has been jumping around in price from $130 per barrel in 2008 to $46.41 in 2009 then $79.04 in 2010, with increases expected in 2011 due to instability in the Middle East. “The high oil prices have spurred demand for more energy-efficient vehicles, including hybrid and electric cars”(IBISWorld 2011). Nissan is in a market of highly recognizable Japanese cars including Honda and Toyota. Nissan must distinguish itself from the other two brands in order to resonate in the Asian millennial segment better than Honda and Toyota. Nissan currently holds 9.4% of automobile revenue (IBISWorld) and 25% of its sales are attributed to the multicultural market. Toyota and Honda are the biggest players in the Asian community as a whole including Chinese, Korean and Vietnamese and Filipino segment. Nissan still lags behind other Japanese brands in terms of sales volume. Nissan’s market share increased by 20% from 2009-2010. The Chinese communication mix consists mostly of traditional media, such as print, broadcast and sprinkled with some digital media. Toyota successfully got through to the Asian communities by taking a non-traditional, out of home approach, which speaks to these consumers at the heart of their communities. Toyota and Honda both focus on speaking directly to Asian consumers; recently, Nissan surpassed Honda in share of voice.

Ca r Industry IBISWorld defines the Global Sale of Motor Vehicles as an industry in the retailing of new and used motor vehicles through dealerships, car auctions and commission agents. “Products sold in this industry include: passenger cars, SUVs and light trucks, heavy trucks, buses, recreational vehicles, and specialty vehicles such as ambulances and fire trucks. Retail sales of motorcycles, mopeds and bicycles are not included in this industry” (IBISWorld). “The automotive sector has been plagued by declining consumer confidence, lower incomes and credit availability, and overcapacity. Global motor vehicle sales declined dramatically in 2008 and 2009. Motor vehicle dealers suddenly found themselves looking at a cloudy future after years of fairly promising performance, particularly in emerging markets. IBISWorld estimates that industry revenue will drop by 0.2% annually to $3.4 trillion over the five years through 2011. Industry revenue growth improved in 2010, but this seemingly high rate is mainly due to the low-base effect. This effect leads to relatively large percentage changes in revenue and sales just because they are rising off a very low base. Sales fell to an estimated 63.4 million vehicles in 2009, but have since improved” (IBISWorld). “As car markets in mature economies continue to become saturated, there will be new opportunities in developing countries. The past decade was all about Brazil, India and China, which have certainly shown their potential during the global recession. Russia will return to growth slowly, although dealers will be more pessimistic about the opportunities for expansion there due to the country’s dismal performance during the global recession. The new up-and-comers in the next five years will be located in South-East Asia, with Thailand, Malaysia and Indonesia expected to show substantial progress in the future. The remainder of the period will be relatively healthy for sales of passenger and commercial vehicles. High growth rates are forecast for 2012. During that time, the profitability of the industry will also rise, supported by a reduction in overcapacity and strong demand. At the same time, car dealers in mature countries will continue to consolidate, while new players will keep on entering the market in growth countries. The better conditions will promote an increase in both establishments and employment in the five years through 2016” (IBISWorld 2011). The graph on the next page visually describes products and service segmentation in the global automotive industry. (See graph on next page)

(IBISWorld 2011)

Facto rs Influencing

the

Industry

(IBISWorld 2011)

•Domestic Goods Prices - Petroleum - Gasoline (Retail). The price of gasoline affects the running costs of motor vehicles. When gasoline and diesel prices rise, so do the running costs of cars and trucks.

•Economic Indicators - Consumer Sentiment Index. Consumer sentiment plays an important role in determining demand. When households are optimistic about their financial future and the economy, they are more likely to spend money on big-ticket items.

•Real Household Disposable Income. The amount of money at consumers’ disposal is a key factor when making the purchase decision. With more money in the bank, consumers can splash out on expensive items. Key Success

facto rs fo r oper ato rs in the industry

(IBISWorld 2011)

•Provision of after-sales service. After-sales service is a critical factor in differentiating one business from another in this industry. It is also used to retain customers and maintain a good reputation.

•Proximity to key markets. Car dealers need to operate close to their customers. To be successful, they also need to find areas that are not already being served by too many dealerships.

•Having an internet presence. Most companies need some sort of internet presence (such as a website) in order to have greater market reach. A large number of sophisticated consumers in mature economies carry out car research online.

Com peti tive Analysis Competition in the automotive industry is increasing. Companies mainly compete on the basis of price, fuel economy, engine and style. Customers are concerned with price and style while automakers are concerned with reliability and utility. The Nissan Altima, Toyota Camry, Honda Accord, Ford Fusion and the Chevrolet Malibu are very similar car models. They all have similar fuel economy; engine sizes and the prices are comparable. The only differentiator is the style and design each company gives to its cars. Automakers periodically redesign the vehicle but almost never change the vehicles mechanics. Recently redesigned cars typically sell higher volumes after the redesign, but in some cases a redesigned vehicle will actually sell worse than the outgoing model. The chart below compares the different car models and categories. Even though everything is similar, the Nissan Altima has the worst fuel efficiency in the market by 2 miles in the city and 3 miles in the highway comparing with the best car in the market: the Toyota Camry. Also, the different slogans show the different approaches the companies do in order to promote their vehicle.

BRAND

MODEL

NISSAN

Altima Sedan

TOYOTA

Camry

BASIC PRICE

20,410

21,955

HONDA

Accord

21,380

CHEVROLET

Malibu

21,995

FORD

Fusion

19,850

TARGET MARKET Males and females Generation Y (age 18-29) Asians $ 78,000 yr. Ave Males and females Generation Y (age 18-29) Asians $ 78,000 yr. Ave Males and females Generation Y (age 18-29) Asians $ 78,000 yr. Ave Males and females Generation Y (age 18-29) Asians $ 78,000 yr. Ave Males and females Generation Y (age 18-29) Asians $ 78,000 yr. Ave

FUEL EFFICIENCY

ENGINE

WARRANTY

SLOGAN

23 city 32 hwy

2,5 L 4 cyl

3yr 36,000 miles

25 city 35 hwy

2,5 L 4 cyl

3yr 36,000 miles

"change is good" "The new redesign 2012 Camry is ready!.. are you?

23 city 34 hwy

2,5 L 4 cyl

3yr 36,000 miles

"The power of dreams"

23 city 33 hwy

2,4 L 4 cyl

3yr 36,000 miles

"Runs deep"

23 city 33 hwy

2,5 L 4 cyl

3yr 36,000 miles

"We speak car"

Com peti to r Analysis: Hond a

Overview

“Honda Motor is Japan’s #2 automaker (after Toyota) and the world’s largest motorcycle producer. The company’s car models include the Accord, CR-V, Civic, Element, and Fit; gasoline-electric hybrid versions of the Civic and Accord” (Hoovers). 70% of Honda Motor sales come from outside of Japan and make many other recreational vehicles like motorcycles, ATVs, personal water crafts, scooters and more. Honda views themselves as “corporate citizens” and believes in having “respect for the individual” (Honda).

Honda Mision (Honda 2011) “Maintaining a global viewpoint, we are dedicated to supplying products of the highest quality, yet at a reasonable price for worldwide customer satisfaction.”

Honda Logo

Honda Sales and Products (Hoovers 2011) Honda total sales for 2011 was $107,840,000 billion.

Growth (Hoovers 2011)

Honda experienced a 16.52% sales growth during 2011.

Advertising Budget (Kantar 2009)

Total advertising budget for Honda Motor Co. was $533,261,100 with 39% of the budget allotted to spot TV.

SWOT

Strengths: Honda is Japan’s #2 automaker after Toyota. Honda makes affordable, environmentally friendly cars that are popular among consumers. Honda and Acura (the luxury line of cars under Honda) ranked second and third in the J.D. Power Initial Quality Study (Hoovers). Weakness: Honda is facing questions about the quality of its cars because of the recall in August 2011. Opportunity: While Honda is under scrutiny for it’s recall, this gives Nissan an opprotunity to seize waivering customers. Threats: Fiscal year 2012 will be affected by the tsunami and earthquake that struck Japan in March 2011. In October floods hit Thailand, which supplies parts to the US and Canada, and dialed back production for 2012 by 30%. Like Toyota, Honda had to recall 2.5 million vehicles in August due to bad software in the automatic transmission that could cause the vehicle to stall and make it difficult to put into park.

Com peti to r Analysis: Fo rd Moto r Com pany

Overview According to Ford.com, “The Ford Motor Company is focused on creating a strong business that builds great products that contribute to a better world” (Ford). Ford is focusing on sustainability factors, a global platform and innovation. Innovation is achieved through “outstanding fuel-economy, head turning style and customer-focused technology” (Ford).

Ford Motor Company Mission (Ford.com 2011) “One Ford. One Team. One Plan. One Goal.”

Ford Logo

Ford Sales and Products (Hoovers 2011) Ford Motor Company’s total sales in 2010 totaled $129.95 billion.

Growth (Hoovers 2011) Ford Motor Company experienced a 9% in sales growth revenue over a 12-month period.

Advertising Budget (Kantar 2009) The total advertising budget for Ford Motor Company in 2009 totaled $919,306,600, with 55% of the budget spent in Network TV.

SWOT Analysis Strengths: Ford Motor Company is a leader in engineering, research and development in the car industry. All efforts are to develop new products, improve performance (fuel efficiency) and customer satisfaction. Ford Motor Company leads the industry in innovative concepts integrating applications via smartphone to control entertainment in the vehicle. Weakness: Ford Motor Company was under scrutiny in 2010 for pedal acceleration problems in its Fusin, Escape and Mercury Milan models. These scrutinies lead consumers to have low confidence in the products Ford produces. Opportunities: Nissan has to opportunity to build higher quality products in order to increase consumer confidence in its products and service. If Nissan can build higher quality vehicles that exceed technological advances in the car industry, millennial consumers will be drawn to purchase such vehicles. Threats: Due to higher standards by the government in minimum miles per gallon (MPG) in all vehicles, a bigger selection in environmentally friendly vehicles and technological advances in in-cabin entertainment and car performance, consumers have a wide selection in their next car purchase. Consumers want The Corporate Average Fuel Economy (CAFE) has increased pressure on auto makers since 1975 to regulate vehicles carbon footprint and fuel economy.

Com peti to r Analysis: Chevrolet

Overview Chevrolet is a brand owned by General Motors who also manufactures car brands Buick, Cadillac and GMC. Chevrolet is known as a strong American brand with a rich history dating back to 1911 when the founder, William C. “Billy” Durant, first began building affordable cars that had features that were, before, reserved only for more expensive cars.

Mission Statement (General Motors) “We’re well positioned to take people wherever they want to go. Today. Tomorrow. And well into the future.”

Chevrolet Logo

Chevrolet Sales & Products (Hoovers 2011) General Motors, which owns Chevrolet among many other brands, made $135.59 billion in 2010.

Growth (Hoovers 2011) General Motors had a 29.64% increase in sales over the 2010 fiscal year.

Advertising Budget (Kantar 2009) The total advertising budget in 2009 for General Motors, Chevrolet’s parent company, was approximately $1,915,904,800 with approximately 28% of the budget spent in Network TV and 30% spent in newspapers.

SWOT Analysis Strengths: Chevrolet is a well-known and trusted brand because of its enduring vehicles. It ranks number two compared to Nissan at number six of the top 10 online automotive advertisers (Mintel). Weaknesses: Chevrolet is an American brand that typically does not specifically target Asian-American millennials. Therefore, Nissan can target the segment of the population that Chevrolet has overlooked. Opportunities: Nissan ranks higher than General Motors on the list of the World’s Most Admired Motor Vehicle Companies (Mintel). Therefore, Nissan has the opportunity to further increase its admirability factor over GM by targeting the influential market of Asian-American millennials. Threats: Chevrolet is putting more focus onto marketing to college-age students through marketing programs in which students must do assignments based around Chevrolet; they are creating waves of brand awareness (Mintel). Also, Chevrolet prides itself on innovation much like Nissan does.

Com peti to r Analysis: Toyota

Overview: “Toyota Motor, the world’s largest automotive manufacturer (overtaking GM in 2008), designs and manufactures a diverse product line-up that ranges from subcompacts to luxury and sports vehicles to SUVs, trucks, minivans, and buses. Its vehicles are produced either with combustion or hybrid engines, as with the Prius” (Hoovers). American sales account for 30% of total sales.

Toyota Mission Statement (Toyota.com) “To attract and attain customers with high-valued products and services and the most satisfying ownership experience in America.”

Toyota Logo

Toyota Sales and Products (Hoovers 2011) Toyota total sales for 2011 was $229.2 billion.

Growth (Hoovers 2011) Toyota experienced a 12.11% sales growth during 2011.

Advertising Budget (Kantar 2009) The total advertising spend for Honda in 2009 was $720,998,800.

SWOT (Hoovers 2011) Strengths: Toyota is Japan’s #1 automaker. Toyota makes a wide variety of reliable cars, SUVs, and trucks in many price ranges. Weakness: Toyota is still suffering from a damaged reputation in regards to safety following a 2009 recall of 10 million cars and the stoppage of sale of eight models in the United States. The company’s base country, Japan, also suffered a catastrophic tsunami and is beginning to recover. Opportunity: Nissan has a higher ranking when it comes to consumer safety, due in part to Toyota’s recall issues in recent years. Threats: Production was halted for a short period following the earthquake and tsunami, but it is looking to get back on track. Toyota is still struggling to restore its reputation as a safe car to drive after deaths of drivers and the recall of millions of its vehicles.

Ta rget Audience

Target The advertising campaign will run nationwide with a stronger presence and majority of the budget allocated in Los Angeles County, CA; San Francisco, CA; and New York City, NY. Television, YouTube, Hulu, newspapers, billboards, and Google Sponsored Advertising will be a large focus in these regions. The Nissan Open Golf Tournament will take place in Los Angeles, CA.

Target Group The target group is people in the market for buying a new car. The target group focuses on qualities in a car such as performance, quality and style. In California, the target group has an interest in professional golf.

Target Audience The primary target audience is Asian-American millennials (Generation Y) between the ages of 18-29, focusing primarily on the males. Asian-Americans had a nationwide growth rate of 43.3% with Chinese making up 23%. The goal is to increase total multicultural share (Nissan Case Study). This target audience is known to be early adopters and heavy users of technology, and will use their disposable income on such things. The only category they will spend more money of their budget is in the housing category. In 2010 the Asian population in the United States was 14,674,252, making 4.8% of the population (US Census). This target audience has higher levels of education, household income and internet usage at home (Mintel). The Asian population in the US has the highest median income of $66,000 (Mintel). Asian-American millennials have an increased reliance on online videos for internet and are the highest users of the internet (Mintel), therefore justifying 10% of the advertising budget spent online. The Asian population is a peek into the future behavior of the U.S. population as a whole, thus targeting this one multicultural segment for the advertising plan Nissan can communicate and build a strong relationship with Asian-American millennials. As of 2010, in Los Angeles, CA 11.3% of the population is Asian (US Census), San Francisco has an Asian population of 33.3% (US Census) and New York City 12.7% (US Census). Asian-Americans millennials have a big interest in golf. According to a study the National Golf Foundation conducted, 64.9% of Asian-Americans have an interest in playing golf, 22.4% are millennials and 69% of them are male (National Golf Foundation). Of Asian-American males 70.3% actually play golf and 23% are millennials (National Golf Foundation). The National Golf Foundation found in this same study that key drivers in getting minorities on the golf course is to be welcoming, reduce intimidations and increase comfort level and provide a social network (National Golf Foundation). With Nissan targeting this minority and associating Nissan with a sport Asian-Americans are interested in playing, Nissan will raise brand awareness and increase multicultural interest. Golf in Asia is growing in a huge ratio; data supporting these facts is described in the strategies. Asian golfers are emerging in both the PGA Tour and LPGA tour, these players serve as idols to the Asians that leave in the United States. In the Nissan Open more than a dozen Asian golfers will play so this will be a great time to market to the target audience.

Justification for not picking other MC Segments: The media advertising plan is focused on Asian-American millennials only rather than a mix including Hispanic and African American because the theme of innovation, performance, quality and style coincide with the attitudes and beliefs of Asian-American millennials due to the higher education, income and heavy online media usage. The brand will have a more direct and successful approach at reaching this one target niche only speaking to them during this campaign, thus inciting brand awareness, then a purchase and therefore contributing to the ultimate marketing goal of increasing multicultural share. MEE T MICHEAL YUNG: READY TO PU RCH ASE A NISS AN

Michael, or Mike, as he prefers to be called is 24, two years out of college and lives in San Francisco. He has held a job as a Computer Science Engineer for two years now and has been promoted once. He makes about $60,000 a year and though he has disposable income he is very frugal with his money (Mintel 2008). In Mikeâ&#x20AC;&#x2122;s free time he enjoys playing video games, golfing and watching golf and soccer (Mintel). Mike just moved out of his family home into his first apartment after saving up for two years. He is ready to start his life and make his own decisions, but he has always had his family on his mind. He is very close with his mom and tends rely on her advice when making decisions (Mintel 2005). Family and tradition are very important to him. Mike makes a trip back home to Singapore once every summer to visit his family. When booking his airline ticket he is more inclined to choose a company not based on its lowest price, but on its value to him instead. He is more likely to book a flight and a hotel room that is sponsored by his favorite athlete or sports team. He is very brand conscious and prefers to be associated with his brand, whether that be his favorite sport team, gadget or car he drives (Mintel 2007). Though Mike is frugal with his money and saves most of it, he will not sacrifice quality and will spend the extra money on what he wants if it can be justified. He is also a supporter of going green, especially in the transportation category. His parents drive a Toyota Camry, but Mike is looking for something younger and more suited to his style. Mike is always surfing the net when he has the chance. He likes watching the latest viral video on YouTube and watching his favorite show, Two and a Half Men on Hulu (Mintel). He loves the latest electronics and is an early adopter.

Objectives

SUMMARY Goal: To reach an average of 72.1% of the target market at an average of 3.1 times a week, between April 2013 to March 2014, with a total GRP of 2705. Applying the continuity pattern of pulsing to the media plan in order to build brand awareness and increase multicultural market share directing at Asian-American millennials. $5 million dollars has been taken out before the objectives were made in order to allocate money specifically to media surrounding the event in February, thus the remaining $95 million is used for media use.

Months April May June July August September October November December January February March Average Total

Budget Budget Reach Frequency GRP % Allocations 65 2 130 4.8 $4,560,000 65 2 130 4.8 $4,560,000 70 3 210 7.8 $7,410,000 75 3 225 8.3 $7,885,000 80 4 320 11.8 $11,210,000 70 3 210 7.8 $7,410,000 70 3 210 7.8 $7,410,000 70 3 210 7.8 $7,410,000 75 3 225 8.3 $7,885,000 80 4 320 11.8 $11,210,000 80 4 320 11.8 $11,210,000 65 3 195 7.2 $6,840,000 72.1 3.1 225.4 865 37 2705 100 $95,000,000

JUSTIFICATION Reach and frequency levels were determined and chosen by using Ostrow’s model of effective frequency and good judgment. To determine media goals, the number of months during which advertisements are going to run from April 2013 – March 2014 were averaged out. For more in depth information of GRP allocation and media choices, please refer to the strategy. In August, the Model Year will be revealed where Nissan will be present. In April, reach and frequency will be low, only to keep Nissan’s name in the share of voice. In the months leading up to August (June and July) reach and frequency will heavy up to inform and entice the target audience into Nissan’s brand name and the values Nissan stands behind in order to gain attraction to the new line of Nissan vehicles for the year. After August, the reach and frequency will remain medium leading up to the Nissan Open Golf Tournament in February. In January, reach and frequency will match as it does in February at the highest. This is justified to inform our target market of the golf tournament and to gain attraction to the event and the brand. In February, reach and frequency will be high in order to attract the target audience to watch the event and to see the Nissan brand in support of this tournament which will feature a lineup of Asian-American golf players. In March, reach and frequency fall but still remains high to retain the brand’s name in the market. A pulsing schedule was chosen to maintain a higher share of voice.

Str ategy To increase the multicultural share for Nissan, Power of Five came up with a media mix that will be heavy in online advertising and focus on lifestyle engagement through the Nissan Open Golf Tournament. The primary target audience is Asian-American millennials between the ages of 18-29, focusing primarily on males. With a budget of $100 million the media mix will consist of television, YouTube, Hulu, newspapers and billboard advertising. Included in the mix will be Google Sponsored Advertisements and the Nissan Open Golf Tournament, which will also sponsor the Professional Golfers Association (PGA) smartphone application. According to Mintel, men aged 18-24 are accepting of an auto-maker sponsoring a sporting event (Mintel). Nissan will sponsor a PGA Tour event in Los Angeles, California. The tournament will be played at Riviera Country Club from February 20th-23rd, 2014. Los Angeles was selected because it is a DMA with a heavy population of Asian-Americans in the United States (11.3%, US Census). The plan is to regain the sponsorship of this great event that once was The Nissan Open. The passion for golf has resonated in Asian-Americans and Asians in the eastern hemisphere. In 2005, there were an estimated 500,000 core golfers in China. By 2010, that number had jumped to more than 3 million and industry experts are predicting that the number of golfers in China will exceed 20 million by the year 2020. The number of golf courses being built in China has increased by 30% annually since 2004 and analysts are predicting that China will need to develop 2,000 courses in the next 10 years just to meet demand. South Korea has been dominating the Ladies Professional Golf Association (LPGA) Tour in recent years and the number of core golfers in South Korea now equals the number of core golfers in America despite a population of 48.5 million in South Korea vs. 307 million in America. With the market rapidly shifting east, it came as no surprise to golf insiders that Acushnet Co. (owners of Titleist and FootJoy, which are golf related companies) was recently purchased by Fila Korea for $1.2 billion. During February when the golf tournament takes place, Nissan will sponsor the PGA smartphone application to retain more of a mobile experience for the target market which is highly connected through mobile devices because 77% are wirelessly connected in some way and 90% own cell phones (Mintel). Many Asian PGA tour players such as KJ Choi, Kevin Na, Charlie Wi, Kyung Tae Kim, Ryuji Imada, Yuta Ikeda, Anthony Kim, YE Yang, and Ryo Ishikawa come to this event because they feel at home and huge crowds follow their play. In this tournament Nissan wants to promote the new car the Nissan LEAF because this small hybrid car is a perfect fit for the crowded city of Los Angeles. People who live outside Los Angeles travel long distances to their jobs where there is not always a lot of space to park. This car is both fuel-efficient and easy to drive. With the justification and strategy stated, Nissan will have a full year of advertising with a mix of low GRP ranging from 130-195, a medium GRP of 210 and a high GRP ranging from 225-320 that will reach the Asian-American millennial market, therefore through brand awareness, a point of sale will be made to increase multicultural market share.

LEAFsTM

Smartphone Application and Test Drive In the PGA smartphone application Nissan will have a special link for the tournament, there users can submit an application to test drive the new Nissan LEAFTM in Los Angeles, CA during the days of the tournament. By completing a submission through the application users will get VIP a ticket to the NISSAN LOUNGE, a premier concessions lounge that will be established on the tournament site. The NISSAN LOUNGE will have free drinks and food.

Tr adi tional Medi a television This medium has the highest reach among Asian-American millennials. The high cost of television advertising will be worth the high reach to obtain from this medium and 75.7% of the budget will be used for this. Advantages of broadcast television are 98% of U.S. homes have a television, the CPM and CPP are low and there is a lot of room for creativity (Media Management). An advantage of using cable television is there is high selectively (Media Management). With the high index of each show over 100, it is more likely the target audience will be watching those shows (Mintel, MRI+ 2010). Mintel statistics for Asian-American millennials and MRI+ indices: 64% Use television as primary source of entertainment More likely to be watching in living room if on actual television Television shows this group enjoys are Bonzai, Drawn Together, Colbert Report, Lost, Two and Half Men, and Without A Trace, ESPN Comedy Central Index (Cable Late Fringe): 201 CBS Index (Network Prime Time): 139 ESPN (Cable Early Fringe): 118

outdoor This group enjoys being outside and traveling, but their interests lie more in doing indoor activities such as reading and playing video games. It would be best to advertise outdoors in metropolitan areas where the Asian-American millennial population is high, Los Angeles, CA, San Francisco, CA and New York City, NY. Advantages to outdoor are it is a medium that can never be turned off, there is a high reach and frequency and it is inexpensive (Media Management). With an index over 100, the target audience will more likely to see an outdoor advertisement. Mintel statistics for Asian-American millennials and MRI+ Index: Very active in group sports, more than any other race Enjoys traveling, use disposable income on this More likely to be living in metropolitan area Index: 102

NEWSPAPERS Advertisements will run as a full page, full color ad in three newspapers, The Los Angeles Times (Los Angeles), The Mercury News (San Francisco) and The New York Post (New York City) every Sunday during the medium and high frequency months. Advantages of using newspapers are they are local mediums, newspapers are very timely containing current news, they cover a variety of topics and research has shown that newspaper ads rank highest in credibility (Media Management). The indices of these three newspapers are over 100 and the target audience will be more likely to view the advertisements. MRI+ indices: The Los Angeles Times: 461 The Mercury News: 225 The New York Post: 241

NON-TR ADI TION AL MEDI A The advantages in using online advertising are numerous. The internet allows consumers to directly interact with an advertiser. The internet is global providing commerce immediately. It is highly selective, targeting segmented websites and key words. There is an immediate feedback from the consumer back to the brand. 65% of internet users have household incomes of $50,000 or more and 75% of internet users attend college (Media Management).

GOOGLE Asian-American millennials are the most likely and the most active users of Internet (Mintel). With most looking to the Internet for both news and entertainment, it is important to take full advantage of this market. A continuous campaign across television and internet will lead the target audience back onto the Internet, where they will be able to find information on Nissanâ&#x20AC;&#x2122;s automobile choices. It is necessary that 2% of the budget be allocated throughout the whole campaign to Google Sponsored Advertisements to maintain rich information about Nissan and the promotions online. According to Google, â&#x20AC;&#x153;Advertisers achieve a 7:1 ROI on investments in search-based marketingâ&#x20AC;? (McKinsey). Mintel statistics for Asian-American millennials: 66% use internet as first place to look for information 39% watch streaming video online regularly 28% spend more than 20 hours a week online

HULU Over the past few years Hulu has become extremely popular with not only consumers, but advertisers as well. According to SRDS, 37% of Hulu watchers are between the ages of 18 and 34. Hulu is being added in to the media mix during the medium frequency months in order to continue the push towards the ultimate event goal of the golf tournament in February. According to one Mintel study, 47% of college age respondents watched TV or movies online. Many young Asian-American millennials are tech savvy and prefer to catch up on their favorite TV shows online through venues like Hulu. Since Hulu is so popular among consumers it is no wonder why advertisers have jumped on to the Hulu market at a rapid pace. There are many different ad formats to choose from. The most beneficial to this campaign will be the Premium Ad package which contains two different branded player skins (header, footer and background of the video promoting Nissan) as well as a premium slate which allows advertisers to create a five second promotional video with a small production fee. According to Hulu “88% of Hulu users prefer to see a two-minute ad that leaves the rest of the show ad free, this strategy lead to a win/win experience for both the advertiser and the user.” Using this strategy and the Premium Ad format gives the highest chance of exposure to the consumers. The index is over 100, thus the target audience will more likely view a Nissan advertisement while viewing a television show or clip. Mintel statistics for Asian-American millennials and MRI+ index: 55% watch short videos on a computer 35% watch television shows on a computer Index of 122

YOUTUBE “YouTube is the most widely used video-sharing website, cited by 31% of respondents. It has evolved from a user-driven site featuring amateur content to one that also offers network-generated content, rents movies, and even produces original media” (Mintel). According to Mintel, YouTube is the most consumed media outlet by Asians. Directly from YouTube’s advertising information 59% of YouTube users are Asian/Pacific Islanders. They are wealthy with an income of $75k$100k and are very well educated. YouTube has an index of 113 for Asian/Pacific Islanders and an index of 127 for males 18-25 years of age. With an index over 100 this shows how much more likely a target audience member is likely to carry out a purchasing action. With a reach over 100 in both these stated categories the target audience will be more likely to follow through with a purchase action. YouTube also has a reach of 11.6 million millennials and a reach of 34 million sports fans, including 59% of all Auto Enthusiasts (YouTube). These figures reflect the amount of media usage in video sharing among the target audience. Nissan will use the official Nissan YouTube channel page, Nissan North America, during the entire campaign to retain a rich internet Nissan experience for the target audience.

BUDGE T ALLOCA TION

LOW FREQUENCY MONTHS During low frequency months (April, May and March) YouTube advertisements, Google Sponsored Advertisements and television media were selected to start the campaign off. During these months the Nissan brand will be exposed to the target audience enough for Nissan to be recognized as a national brand. These months will only use the selected media because the two main events are either a few months away from the Model Year in August (April and May) or immediately following February (March), which the golf tournament is in. This media mix uses primarily television targeting the audience at a time when they would be most tuned into the selected shows of the Colbert Report during late night, Two and a Half Men during prime time and ESPN Sports Center during early fringe. Google and YouTube are used as a source for maintaining internet presence and promoting Nissan.

MEDIUM FREQUENCY MONTHS The medium frequency months (June, September, October and November) are the push to the high frequency months (July, August, December, January and February). These months are strategically before all of the major â&#x20AC;&#x153;car purchasingâ&#x20AC;? months and before the big golf tournament. The difference between the low and medium frequency media mix is the addition of Hulu and print advertising. Asian-American millennials watch Hulu, so making skins and placing ads within the shows they watch will continue to point them towards Nissan. Studies show Asian-Americans are likely to read the newspaper so for a month leading up to the event full page color ads will keep Nissan in the for front of the consumers mind. Adding these two mediums will increase brand awareness and recall with consumers as the tournament in February comes to fruition. Here is a breakdown of the budget for the media mix of this frequency distribution.

HIGH FREQUENCY MONTHS During the High frequency months (August, July, December, January and February) the media mix is in its peak. Being the highest frequency period the media mix will contain all aspects of media that are consumed by the target audi¬ence in large quantities. These include YouTube, Google Sponsored Advertisements, Hulu, outdoor, newspapers, and television. In the month of January it is important to promote the Nissan Golf Open as much as possible in order to raise awareness of the upcoming tournament in February. Using a lot of outdoor billboards to promote the tournament will be a goal for the month. Television advertisements will be heavier in February to promote the golf tournament. Print and outdoor are included in this month. In July the new car model advertisements will run on television, as Google Sponsored Advertisements and YouTube will also be used in order to promote the Model Year. August is when the new car models are introduced; all of the media mix sources will be displayed to promote the new automobiles for the year.

TV Prime Time 33.1% Cable Early Fringe 19.9% Cable Late Fringe 11.4% Na;onal Newspapers 18.7% YouTube 3.4% Google 1.7%

TO TAL BUDGE T ALLOCA TION

Out of a total budget of $100,000,000 million approximately 85% of the budget went to traditional media such as TV (Prime Time, Early Fringe, Late Fringe) and National Newspapers (The Los Angeles Times, The New York Post, The Mercury News) and outdoor. Most of the budget was allocated to traditional media not only because of the higher cost, but because of the high index ratings that were prevalent throughout the traditional media that was chosen. Research supports that young Asian-American millennials are leaders in non-traditional media so 10% of the budget is allocated to YouTube, Google Sponsored Advertisments and Hulu. In order to fund the golf tournament as an awareness-raising event, 5% of the budget was dedicated to the tournament, as well as sponsoring the official PGA smartphone application. Power of Five Advertising was so precise when dealing with the budget, that there was a surplus of .2% left.

TV Prime Time 35.6% Cable Early Fringe18.6% Cable Late Fringe 13% Na<onal Newspapers 17.3% YouTube 4% Google 2% Hulu 4% Outdoor 3.6% Tournament 5% Surplus .2%

Outdoor 0.0 National Only Area GRPS $(000) Reach Avg. Freq. Spot Only Area GRPS $(000) Reach Avg. Freq. Spot + National GRPS $(000) Reach Avg. Freq.

Hulu $(000)

200 4505

265 7542.3

444.4

166.6

Google $(000) 166.6

333.3

100 1057.3

333.3

80 845.8

97 1166.8

43 2361.8

YouTube $(000)

80 845.8

Net Cable-‐L Fringe $(000)

80 962.3

Jun

25 2012.1

80 962.3

Net Cable-‐E Fringe $(000)

40 2197.0

May

National Newspapers $(000)

40 2197.0

Apr

Net TV-‐Prime $(000)

Medium

Jul

296 8299.3

300.0

444.4

166.6

333.3

20 1609.7

90 951.6

127 1527.7

54 2966.0

1000.0

444.4

166.6

333.3

25 2012.1

136 1437.9

215 2586.2

73 4009.6

449 11990.1

Aug

Sep

265 7542.3

444.4

166.6

333.3

25 2012.1

100 1057.3

97 1166.8

43 2361.8

Oct

286 7542.3

265 7542.3

444.4

166.6

333.3

25 2012.1

100 1057.3

97 1166.8

43 2361.8

Nov

265 7542.3

444.4

166.6

333.3

25 2012.1

100 1057.3

97 1166.8

43 2361.8

Dec

296 8299.3

300.0

444.4

166.6

333.3

20 1609.7

90 951.5

127 1527.7

54 2966.0

1000.0

444.4

166.6

333.3

25 2012.1

136 1437.9

215 2586.2

73 4009.6

449 11990.1

Jan

1000.0

444.4

166.6

333.3

25 2012.1

136 1437.9

215 2586.2

73 4009.6

449 11990.1

Feb

271 6616.9

166.6

333.3

100 1057.3

101 1214.9

70 3844.8

Mar

3660 94766.7

0 0

GRPS: Cost:

GRPS: COST:

3660 94766.7

3600.0

4000.0

2000.0

4000.0

215 17304.3

1248 13194.9

1548 18620.7

649 35646.8

GRPS: COST:

Total Across

CONCLUSION

Nissanâ&#x20AC;&#x2122;s goal of reaching a more multicultural market and increased sales can easily be obtained with a budget of $100 million dollars coupled with a brilliant media plan by Power of Five Advertising. By narrowing down the multicultural market, Nissan will be able to reach more consumers than ever before by tailoring to the lifestyles, thoughts and behaviors of just one group. Nissanâ&#x20AC;&#x2122;s partnership with Power of Five is a recipe for success as sales and brand recall will have no choice but to soar.

Ac ID Test

Year At a Glance

April May June July August September October November December January February March Total

Reach Goal Est 65 48.8 65 48.8 70 67.7 75 68.9 80 74.3 70 67.7 70 67.7 70 67.7 75 68.9 80 74.3 80 74.3 65 56.5

Avg Freq Goal Est 2 2.4 2 2.4 3 3.9 3 4.1 4 5.5 3 3.9 3 3.9 3 3.9 3 4.1 4 5.5 4 5.5 3 3

Goal 130 130 210 225 320 210 210 210 225 320 320 195 2705

GRPS Est Balance 118 11 118 11 265 -54 281 -56 407 -86 265 -54 265 -54 265 -54 281 -56 407 -86 407 -86 168 27 3247 0

$(000) Goal Est Balance 4085 1904.3 2180.7 4085 1904.3 2180.7 6598.9 6598.1 0.8 7070.2 6768.9 301.3 10055.5 9047.7 1007.7 6598.9 6598.1 0.8 6598.9 6598.1 0.8 6598.9 6598.1 0.8 7070.2 6768.9 301.3 10055.5 9047.7 1007.7 10055.5 9047.7 1007.7 6127.5 2774 3353.6 85000 73655.81 11344.19 National Contingency $(000): 0 Spot Contingency $(000): 0

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Meet your Power of Five

Heather Hughston, Kevin Dimmitt, Ginny Gould, Eduardo Perez, Brittany Zins