MEDIA PLAN Cait Faber | Madison Benveniste Meredith Dorr
|
Laura Gilligan
Channel Planning | Dr. Jung | Texas Christian University
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TABLE OF CONTENTS Situation Analysis Executive Summary Company Analysis Competition Analysis Timing & Seasonality Brand Communication & Media Spending Geography SWOT Analysis
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page 3 page 4 page 5 page 8 page 9 page 11 page 11
Creative Brief
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Target Audience
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Media Mix
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Reach & Frequency
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Geography
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Scheduling & Timing
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Sales Promotion
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Media Budget
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Works Cited
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Appendix
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SITUATION ANALYSIS EXECUTIVE SUMMARY This report was built to discover how we can most effectively build IZZE as a brand and create a marketing plan in order to overall increase IZZE's market share. IZZE is classified as a sparkling fruit juice with unique flavors and affordable prices. Additionally, IZZE is the only 100% all natural sparkling fruit juice within the sparkling soda production industry. We have identified our target audience as millennial females between the ages of 18 and 34 with middle to low incomes. Our target audience is active on social media and enjoys trying products their friends recommend. They love trying new things and being the first to have an opinion on trends. Most of them have graduated high school and are attending/have attended college. A typical job for our target may include sales, office occupation and natural resources. They are a diverse group, including women from African American, Indian and White descent. IZZE's main competitors are Martinelli's, Sparkling ICE, San Pellegrino, Jones Soda, and VitaminWater's FruitWater. These five companies are already established and well respected in the sparkling soda industry. With this being said, we were in a situation where we needed to do more than just establish IZZE as a brand, we needed to set IZZE apart from the competition. For this campaign, we are utilizing both traditional and nontraditional media with a strong focus on digital media. For traditional media, we are implementing 15 second television spots on both cable and network channels, as well as four-color, full-page advertisements in three magazines. For our non-traditional media, we are creating our own posts through Instagram, Twitter, and Facebook. In addition to these posts, we will pay for banner ads. Other non traditional media includes Snapchat, Spotify, Pandora, Hulu, and YouTube. We will also have two large sales promo events in our spot markets. Through this specific mix of paid, owned, and earned media, we will overall increase our market share, increase brand awareness, and generate an increase in sales. By executing these concepts that we have drawn up, we will help create a strong relationship between IZZE and our target audience. This following plan outlines in detail how we will reach the objectives that we’ve created for IZZE among the sparkling fruit juice market in the United States of America.
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COMPANY ANALYSIS IZZE was founded in 2002 in Boulder, Colorado by Todd Woloson and Greg Stroh. The name derives from Isabelle, the daughter of Todd Woloson, who is known as “Izze” by friends and family. They wanted to create an innovative drink that was gluten-free. The owners also wanted to find a “fruit soda” that was pure fruit juice, had no refined sugars, caffeine, preservatives or artificial flavors. IZZE is portrayed as a fun, natural drink that is perfect in the summertime sitting by the pool. It is a refreshing, healthy, and all natural alternative to sodas. IZZE is the only all-natural drink owned by a major corporation. The company mixes carbonated spring water with 100% fruit juices. In 2006, IZZE was sold to PepsiCo, for about $75 million (Budgar, 2006). The company originally had 29 employees and its headquarters remain in Boulder today. IZZE has intended to create an all-natural sparkling beverage, but while remaining socially conscious. It is a light and fruity drink that is an alternative to soda. When they were sold to PepsiCo., they gained national attention and awareness. Today, the carbonated beverage is sold at Starbucks, Whole Foods, Target, Walmart, supermarkets and luxury grocery stores around the nation. The beverages are packaged in 12 and 16 oz. bottles, and 8 oz cans. Pricing ranges from $1.00-2.00 for individual bottles, depending on the location. They are also available online and at bulk stores such as Costco. Ever since 2002, there have been several product extensions. In 2003, new flavors such as blackberry, grapefruit, lemon, pear, clementine and blueberry were introduced. When PepsiCo. purchased IZZE, the formula to create the drink remained in tact. The company introduced Izzesque, which is a low calorie option of the beverage, but it is still has natural ingredients with less saturated flavor. There was also an extension of IZZE Fortified which infuses the beverage with vitamins (Colbert, 2016). The sparkling juice is considered trendy and up-and-coming to the marketplace. IZZE is currently marketed as a healthier alternative for the customer than a typical soda and other carbonated drinks. When you search for carbonated juice on Google, the first brand that comes up is IZZE. This shows that IZZE is a “hit” or competitor in this target market. IZZE is just one brand in this up-and-coming trend market.
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https://www.izze.com/media-resources/Familyof4Bottles.jpg
COMPETITION ANALYSIS Category Analysis Specifically, IZZE falls under the sparkling fruit juice industry in the U.S. What drives this market is its consumers who are health conscious and active. This consumer enjoys carbonated soft drinks but seeks to find a healthier alternative. This shows that the sparkling juice industry operates as a replacement category to the typical, high in sugar carbonated soft drinks. While IZZE’s direct competitors all aim to be perceived as a health-conscious sparkling fruit juice, IZZE positions themselves as the sparkling fruit choice with pure, all natural fruit ingredients (Silver, 2012).
Direct Competitors San Pellegrino Overview: In 1899, San Pellegrino was born. This beverage is rooted in the homemade all-italian tradition style and originally began as a sparkling water product. In 1959, San Pellegrino developed their sparkling juice product into other flavors including Limonata, Chinotto, Aranciata Rossa, Pompelmo, Aranciata Amara, Melograno E Arancia, and Limone E Menta. San Pellegrino is a product line from Nestlé (San Pellegrino, 2016). Pricing and Distribution: San Pellegrino’s sparkling juice line can be found in large grocery store chains, convenience stores, restaurants, and even in the Amazon Prime Pantry. A pack of six 11.15 oz cans is priced at $5.49 on Amazon (Amazon, 2016). You can also purchase twenty-four 11.15 oz cans for $28.67. At larger grocery stores such as Walmart, a package of six 11.15 oz cans is $4.98, and the larger package of twenty-four 11.15 oz cans is $30.36 (Walmart, 2016). In the grocery stores chains, you can find San Pellegrino in the juice and beverage section, typically closer to the sparkling waters. IZZE vs. San Pellegrino: These two brands are direct competitors of each other because they sell products within the same category, sparkling juice. This however, does not mean that they have the same target audience. San Pellegrino markets themselves towards sophisticated and healthy people who have a sweet side. IZZE on the other hand, targets to people who are energetic and have a bubbly personality with a little bit of quirk. IZZE and San Pellegrino are priced very similarly and are also distributed around the same areas. Higher end grocery stores and restaurants are their main focus (Fortune Marketing Company, 2016).
Sparkling ICE Overview: Sparkling ICE is a newer product that competes with IZZE. This product started in the Pacific Northwest in 1990 as a sparkling water infused with natural fruit juices, vitamins, and antioxidants to offer a bold, lightly carbonated beverage. Sparkling Ice beverages come in 11 flavors such as Black Raspberry, Orange Mango, Pink Grapefruit and Crisp Apple. They recently released a line of Sparkling Teas in 2015 including Lemon Tea and Peach Tea flavors. In addition to this, Sparkling ICE created a lemonade line in 2013, which includes flavors like Classic Lemonade, Strawberry Lemonade and Mango Lemonade. Sparkling ICE is owned by Talking Rain Beverage Co., a brand of Preston, Washington (Sparkling ICE Co., 2016).
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Pricing and Distribution: Sparkling ICE directly delivers its products to retail stores using a directstore-delivery (DSD) system. Sparkling Ice announced the completion of its U.S. direct-store-delivery (DSD) distribution network in 2013. A Sparkling ICE 12 pack of 17 oz. bottles can be found on Amazon for $11.17 (Amazon, 2016). It can also be found at large chain grocery stores like Walmart in its 8 fl. oz. cans for $5.44 for an 8-pack. Sparkling ICE also comes in a 17 fluid oz. bottle for just $1.00 (Walmart, 2016). In the large grocery stores, Sparkling ICE is in the juice and beverage section, typically on a lower shelf. IZZE vs. Sparkling ICE: Sparkling ICE and IZZE are considered direct competitors of each other because they go head to head in fighting for market share in the sparkling juice category. Sparkling ICE markets themselves towards a bold and daring audience, commonly marketing their product as “The bold side of water” (Sparkling Ice Co., 2016). IZZE on the other hand, targets their beverage to a more playful audience that focuses more on the free spirits rather than rule breakers. Sparkling ICE is less expensive than IZZE and is more likely to be found in common grocery stores.
Indirect Competitors Jones Soda Overview: Jones Soda is a carbonated drink that started in Seattle, Washington as an “Urban Juice & Soda Company.” Jones Soda Co. has 64 unique flavors, that are not offered by other soft drink makers. The original flavors of 1995 include: Orange, Lemon, Strawberry, and Grape. The 12 oz bottle also includes personalized labels to create and “emotional attachment” to the brand (Jones Soda Co., 2016). Pricing and Distribution: Jones Soda has fewer distributors throughout the U.S than the other competitors mentioned. A pack of 12, 12 oz. cans is priced at $29.99 on Amazon. You can also purchase 24, 11.15 oz. glass bottles for $28.67 (Amazon, 2016). At larger grocery stores such as Walmart, a package of six, 12 oz. bottles is $4.98 (Walmart, 2016). On the Jones Soda Co. website, they price their 12 pack of 12 oz. soda at $24.99 (Jones Soda Co., 2016). While it’s more difficult to find Jones Soda in the large grocery stores, you can find Jones Soda in the juice and beverage section on the lower shelf. IZZE vs. Jones Soda: Initially, Jones Soda was a direct competitor to IZZE until it came out with it’s new funky flavors such as: Chocolate, Peachy Keen, Pineapple Upside Down, Bug Juice, Candy Corn and Bacon (Jones Soda Co., 2016)! While Jones soda does include typical fruit flavors, it offers a wider range of products to a different audience. Jones Soda takes pride in its concept of “your soda, your brand.” Jones Soda also prices its brand more expensively than IZZE.
VitaminWater Overview: VitaminWater is a Glaceaú non-carbonated drink brand. There is also a product line of zero calorie beverages. Each VitaminWater beverage has a flavor with a purpose. It uses names such as “Revive, Power-C, Focus” and pairs these with flavors such as, “Fruit Punch, Dragon fruit and Tropical Citrus” (VitaminWater, 2016). Pricing and Distribution: VitaminWater is heavily distributed throughout the U.S more than the other competitors mentioned. A pack of 24, 20 oz. bottles is priced at $38.00 on Amazon (Amazon, 2016.). At larger grocery stores such as Walmart, a package of 12, 20 oz. bottles is $9.98 (Walmart, 2016). It
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is typically lower on the shelf. On the VitaminWater website, they price their 12 pack of 12 oz. soda at $24.99 (VitaminWater, 2016). IZZE vs. VitaminWater: VitaminWater is classified as an indirect competitor because their product is similar to IZZE, but they advertise their brand as an enhanced water beverage. By doing so, VitaminWater aims to be perceived as a more hydrating and healthier fruity beverage (Commons, 2014). It is not a sparkling juice, but it does offer the fruity flavors that IZZE makes as well. VitaminWater also shares a common characteristic for IZZE, which is its youth-centric audience. Vitaminwater targets younger consumers with ads that infuse some excitement into a somewhat staid category. VitaminWater is distributed more heavily than IZZE.
Figure 1: Competitive Advantages
Place Compared to IZZE’s direct competitors, IZZE is reasonably priced for it’s bottle size (see Figure 2).
Figure 2: Competition Price per 12 Pack
$25.00
$15.00
Promotion IZZE positions their product as the only sparkling fruit juice made with 100% natural fruit juice. IZZE
San Pellegrino
Jones Soda
Vitamin Water
Price IZZE is highly accessible. It can be found in large grocery stores (Target), convenience stores (CVS), restaurants, and most commonly found in luxury grocery stores such as Whole Foods.
Product IZZE comes in many different flavors such as: blackberry, grapefruit, lemon, clementine, and blueberry.
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TIMING & SEASONALITY General beverage sales increase in the warmer spring and summer months of April through September (Ad$pender, 2016). In the warm spring and summer months, people are generally outside more with a refreshing sparkling juice. In addition to high sales in the warm spring and summer months, sparkling juice sales are high in the third quarter which directly relates to holiday patterns. There is a spike in sales and advertising spending in November and December that is similar to the sales and advertising spending in the warm spring and summer months. Google Trends backs up this seasonality reasoning. For soft drinks, it showed a major increase in interest in the summer months of each year. In 2012, the months of March to August had the highest percentage of people searching for “soft drinks” for the year. In 2013, the months of May to November also had the highest percentage (soft drinks: Google Trends, 2016). These peaks noticed for the keywords “soft drinks” in summer months also correlate with the keyword “soda” and “sparkling juice” (sparkling juice: Google Trends, 2016). All three keywords have a spark in interest in the warm spring and summer months. An example of this sparkling juice seasonality lies within an indirect competitors of IZZE, Jones Soda. The Jones Soda 2009 annual report states that the brand gains approximately 57% of its sales from April to September and approximately 43% of its sales from October to March (Jones, 2009). In the polls conducted by Statista for both diet soft drinks and regular soft drinks, spring and summer scored in the highest percentile. In the spring and summer months, 92% to 97% of consumers stated that they are most likely to purchase carbonated beverages within those months (Silverman, 2012). Figure 3: Diet Soft Drink Survey
100
In which season are you most likely to purchase carbonated diet soft drinks?
85
Autumn
% of U.S. Consumers
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Winter
Spring
Summer
Figure 4: Regular Soft Drink Survey
100
85
In which season are you most likely to purchase carbonated soft drinks?
Autumn
% of U.S. Consumers
Winter
Spring
Summer
BRAND COMMUNICATION & MEDIA SPENDING ANALYSIS According to the media spending information provided, Outdoor, Syndication, and Spot TV are the primary media used most heavily in the sparkling beverage industry. It is important to note that PepsiCo outspends it competitors but uses most of that money on outdoor advertising. We must remember that this represents all of what PepsiCo considers to be “other beverages” and is not specific to IZZE. So although IZZE may appear to have the largest budget, in reality, it does not. Comparatively, the next highest spender, Sparkling ICE, uses most of its budget on Cable TV. Network and Cable TV seem to be an untapped market which may be useful to consider in future IZZE campaigns. Table 1: Direct Competitor Media Spending, Chart measures media spending from Jan. 2013- Jan. 2015, (Ad$pender, 2016) Product
Total (000)
Network TV (000)
Cable TV (000)
Syndication (000)
Spot TV (000)
Magazine (000)
Newspaper (000)
Outdoor (000)
PepsiCo 10,275.6
0.0
0.0
0.0
0.0
0.0
108.3
10,167.3
Martinelli’s 5,130.2
0.0
12.9
4,345.2
202.2
570.0
0.0
0.0
1,639.9
1,213.0
0.0
12.8
167.3
2,868.6
215.0
0.0
0.0
Sparkling ICE 7,095.7 1,436.6 2,626.1 San Pellegrino 3,083.6 0.0 Total 25,585.1
1,436.6
0.0 2,639.0
0.0 5,985.1
4,101.8
785.0
121.1
10,334.6
Table 2: Media Mix Product
Network TV %
Cable TV %
Syndication %
Spot TV %
Magazine %
Newspaper %
Outdoor %
0.0
0.0
0.0
0.0
0.0
1.1
98.9
0.0
0.3
84.7
3.9
11.1
0.0
0.0
Sparkling ICE
20.2
37.0
23.1
17.1
0.0
0.2
2.4
San Pellegrino
0.0
0.0
0.0
93.0
7.0
0.0
0.0
PepsiCo
Martinelli’s
Table 3: Share of Voice Product
Network TV %
Cable TV %
PepsiCo
0.0
0.0
0.0
Martinelli’s
0.0
0.5
100.0 0.0
Sparkling ICE San Pellegrino
Syndication %
Spot TV %
Magazine %
Newspaper %
Outdoor %
0.0
0.0
89.4
98.4
72.6
4.9
72.6
0.0
0.0
99.5
27.4
29.6
0.0
10.6
1.6
0.0
0.0
65.6
27.4
0.0
0.0
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Social Media Analysis When analyzing various social media platforms, Sparkling ICE clearly leads in the sparkling beverage category. Each brand seemed to receive the most followers on Facebook, possibly because this is the oldest of the three media. We must notice that Martinelli’s does not have an Instagram account and seems to have the lowest share of voice when compared to its competitors. Table 4: IZZE vs. Competitor Social Media Analysis (Facebook, Twitter, Instagram, 2016) Brand
IZZE
247,142
19,300
3,709
1,356
0
35,400
35,500
6,543
5,064
Martinelli’s Sparkling ICE San Pellegrino
15,764 1,043,945
360,581
Marketing Communication Analysis IZZE: In the past, IZZE created a visual oriented campaign that highlights a summertime feeling. They use bright colors and fruit to give IZZE a fresh, young vibe. More recently, IZZE’s social media accounts focus on various uses for the drink including fun drink recipes and DIY projects to encourage creativity and usage. Their social media campaign focuses on sharing an IZZE beverage with family and friends and using it as a way to socialize. In 2015, IZZE launched their “Friendsday Night” campaign. A large part of this campaign focused on the various events IZZE hosted to get friends together before Thanksgiving day. It was aimed towards millennials and encouraged them to share their creative recipes and drinks (Association of National Advertisers, 2015). San Pellegrino: San Pellegrino is a brand that has history, both nationally and internationally. Their campaign focuses on a foreign appeal as they use the slogan “Live in Italian,” which was adopted in 2005. (Nestle Waters, 2013) The brand tries to highlight the essence of the Italian lifestyle focusing on the art of dining and the pleasure of togetherness. In 2015, San Pellegrino released thier “Are you a Foodie?” pop-up book which features meals brightened up by a San Pellegrino bottle. (Bryant Frazier, 2015) Overall, most of San Pellegrino’s campaigns seem to focus on the middle to upper class sophisticated family. Sparkling ICE: In the company’s early stage, Sparkling ICE focused more on advertising to trade publications. When the brand wanted to take their advertising effort nationally, they looked to Kevin Durant to help. (Max Willens, 2014) Using their slogan “The Bold Side of Water,” Sparkling ICE has stood out by making what could seem a feminine drink, into something even the best athletes enjoy drinking. Sparkling ICE does not lean towards the creative and artsy side like competitors, but ties their product into playing sports and being active. Martinelli’s: Martinelli’s has been around for the longest in the sparkling beverage industry. The brand focuses on showcasing itself as a substitute for alcoholic beverages at special events. Although Martinelli’s is such an established brand, they have failed to adapt to the modern age of social media as they are exceptionally less prevalent than their competitors. Although, many of their efforts mirror other campaigns of tying in current events and showing their product used in different ways.
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GEOGRAPHY To analyze geography, we cross-referenced using SDRS and the Izze Case Study . SDRS showed the market potential, by states, for “Likes to Try New Drinks” for all of the U.S. Through SDRS and the Izze case Study, we found that our target audience is mainly based on the West Coast and the Southwest from their index numbers. Based on Figure 5, we chose to target California, Alaska, Washington, D.C., Utah, Texas and New York. According to the case study provided by Media Flight Plan, California, Texas and Florida have cities with the highest CDI. Within these states, they have well known and largely populated cities. Los Angeles, California has the highest category development index of 121, meaning that 21 percent are more likely to purchase these types of drinks in Los Angeles. By examining the below indexes from SRDS, we can see that Alaska, California and Texas are most likely to try new drinks. Their index of 121 indicates that there is strong potential for new drink sales. According to Nielsen, all of these areas consist mainly of “Urban Achievers” who earn a lower mid income and are mostly without children. They are college graduates, under the age of 35, home and apartment renters and ethnically diverse. Table 5: Media (IZZE Case Study of Sparkling Drink)
City
Los Angeles, CA
Fresno, CA
121
113
Index
Bakersfield, CA
Austin, TX
107
Dallas/Fort Worth, TX
106
105
Table 6: SDRS Spring 2016 Product: Like to Try New Drinks (Market Potential)
City
Washington DC Anchorage, AK San Francisco, CA Salt Lake City, UT Los Angeles, CA Austin, TX New York, NY San Diego, CA Houston, TX
Index
120
119
116
116
116
116
115
113
112
SWOT ANALYSIS Strengths
Weaknesses
•
The bright colors of the bottles attract a young audience, and the flavors appeal to sophisticated adults.
•
Does not have a big following on social media compared to its competitors.
•
IZZE is owned by PepsiCo, which gives IZZE a credible name.
•
Same flavors as direct competitors.
Opportunities
Threats
•
•
Extensive amount of direct and indirect competitors in the market
•
The highly populated areas in the Midwest do not show high interest in sparkling fruit juice.
•
Increased interest for luxury grocery stores, which is where our product is most likely distributed. We can increase revenue in Austin and Houston where our target audience can be found.
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CREATIVE BRIEF Communication objectives Our overall main objective is to increase action from consumers by 40% among our target audience nationally and in Texas, specifically targeting Houston and Austin. We plan to do this through a year long campaign, focusing on the use of social media with this plan: •
January–April: Focus on increasing brand awareness in our brand
•
May–August: Focus on increasing desire in our brand, initiate action to buy the product
•
September–December: Increase brand awareness with our consumers in the last three months of our year long plan
Brand position Compared to IZZE’s direct and indirect competitors, IZZE positions itself in the market to be mainly fun and trendy. In addition to these main positions, IZZE is also shareable, social, worldy, unique, energetic, and artsy.
Major benefit Unlike our competitor’s, IZZE’s main benefit is that it is made from all natural sparkling fruit juice that is ideal for social settings and adventure. We consider this a major benefit because it appeals to people who are looking for a natural sparkling soda rather than one with processed ingredients and chemicals.
Promise IZZE promises to provide an all natural carbonated beverage to its audience. It will hydrate you with a unique flavor. IZZE enhances social experiences and the drink encourages creativity and socialization.
Tone The tone for this campaign is upbeat and energetic due to IZZE’s bright colors. Since this campaign is geared towards millennials, social media posts will have a vibrant and a casual, laid-back vibe.
Tag line Life’s easy with IZZE Live the IZZE life Make life easy with IZZE
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TARGET AUDIENCE Who are they? We have identified our target audience as millennial females between the ages of 18 and 34 with middle to low incomes. Our target audience is active on social media and enjoys trying products their friends recommend. They love trying new things and being the first to have an opinion on trends. Most of them have graduated high school and are attending/have attended college. A typical job for our target may include sales, office occupation and natural resources. They are a diverse group, including women from African American, Indian and White descent.
Why are they our target? In an age where technology is booming, age is a crucial factor when deciding whom we are going to target and most importantly how. We chose women aged 18 to 34 because not only are they 29% more likely to purchase carbonated drinks, but their online presence is a huge factor in the way they are influenced. We know that they are already regular users of carbonated drinks, so we know that they have an interest in the category. When advertised in regions such as the West Coast and Southwest which have a high category index when looking at likeliness to try new drinks, this target audience will surely be attracted to IZZE.
activities, convenience is key. With their busy schedule, they still make sure to spend time with their family and friends. Because of this, they value a healthy, affordable and effortless drink to fit their everyday routines and social gatherings alike.
Meet Rebecca
Rebecca is 21-year-old woman who lives in the heart of downtown Austin, Texas. She is currently attending the University of Texas at Austin where she is pursuing a degree in psychology. She works three days a week at a local clothing boutique and has weekly commitments to her sorority, where she serves as recruitment chair. Rebecca lives in an apartment with her three best friends and enjoys kayaking down Lake Austin with them on the weekends. She enjoys traveling and trying out new recipes she finds on The Cooking Channel to share among friends. Rebecca’s family lives three hours away from Austin; she makes sure to go home for every event, even if it is for her dog, Scruffy’s, birthday. Her busy lifestyle calls for the occasional manicure or sweet treat. After a long day of school and work, Rebecca enjoys catching up on her favorite show on Netflix with her fresh cold Grapefruit IZZE.
Our target consists of women who want high quality for a good price. IZZE sells for less than many of its competitors, which enables students and young professionals to afford the luxury without breaking their banks. It allows them to buy enough to share and enjoy with those they love in social settings. In recent years, hip and trendy has become associated with living a healthy lifestyle. Millennials are health conscious and IZZE acts as the perfect alternative for sugary sodas.
What are their values? Our target audience lives an on-the-go lifestyle, whether they are off to school, work or other social
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PURCHASE BEHAVIOR Problem Recognition •
I’m thirsty. What should I drink?
Information Search •
Attracted to social media campaigns
•
Talks to friends to see if they enjoy IZZE
•
Becomes aware of IZZE’s great taste, affordability and ability to bring friends together
Evaluation of Alternatives •
Compares IZZE to other carbonated drinks
•
Compares IZZE’s flavors to that offered by other brands
•
Recognizes the unique substitute IZZE offers to common sodas, not to mention the variety of flavors
Purchase Decision •
Consumer chooses flavor of IZZE based on recommendation
•
Purchases IZZE in bulk to share at family/ friend gatherings
Post-Purchase Behavior •
User is satisfied with their purchase decision due to the unique flavors and excitement among friends
•
Shares positive experience with friends and family
Morning
Listens to Spotify for background noise, particularly on their drive to work or school.
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MEDIA BEHAVIOR
Mid-Day
Checks social media accounts which typically include Snapchat, Facebook, Twitter and Instagram.
Late Afternoon
Listens to Spotify and Pandora to wind down.
Evening
Catches up on their favorite shows on Hulu and Netflix.
Late Night
Checks social media accounts one last time before going to bed.
MEDIA MIX Objectives Objective A: Months 1-6: increase awareness by 40% among our target audience, which is millennial females between the ages of 18 to 34 with middle to low incomes with our spot campaigns in the Texas area (Austin & Houston), but also nation-wide. Objective B: Months 6-12: we will focus on creating interest and desire in our brand to achieve a 15% increase in sales nationally through action. Objective C: To increase purchase action of IZZE among our target audience, we will have a diversified mix of paid, owned, and earned media with emphasis on owned media. Table 7: Non-Traditional Media (Social Media) For Facebook, we will purchase spot ads to target consumers who have searched for sparkling soda or our competitors. We will also create an official IZZE Facebook page for consumers to like and follow. This page will be used as a place for us to share photos and information about IZZE culture and our product. It will also be used for consumers to engage with us about their experiences with IZZE as well. Specifically, Facebook is a platform used every day by our target audience and is a place to share and express thoughts, so we believe that this vehicle is the best way to increase awareness (Objective A). For Instagram, we will create an account to post about how our followers have “made life IZZE”, which is our main sales promo concept. This will help increase brand loyalty while also bringing awareness about our brand. We believe that this will increase objective A & B because through Instagram, we will build a digital relationship with our customers in a way that we couldn’t through other vehicles
For Twitter, we will use this hashtag #madelifeizze to encourage our consumers to talk about how IZZE has made their life easier. By this, we mean, how has our brand put pep in their life? How have our consumers enjoyed their IZZE beverages? How have our consumers had fun with our product? When it becomes “trending” on Twitter, this will then increase our brand awareness (Objectives B & C).
For Snapchat, we will create ads/inserts into the “Bringing IZZE to Austin” sales promo event. Snapchatters specifically in the Austin area will be featured in the ACL Snapchat story to our account and we will then select featured stories to repost to our followers. This will increase engagement with our brand in a way that other social media platforms cannot (Objectives A & B).
Table 8: Non-Traditional Media (Radio & TV) Radio: Through Spotify and Pandora, which are media music vehicles, we will create 15 second ad spots to encourage our consumers to #maketheirlifeIZZE. Specifically, these ad spots will highlight the strengths of our product, specifically mentioning that our product is 100% all natural fruit juice. By highlighting this key benefit of our product through these vehicles, we will certainly be increasing interest and desire (Objective B). TV: Through Hulu & YouTube, we will run 15 second ad spots that are very similar to our Spotify and Pandora radio ads. Because these are video ads, we will also be able to highlight the strength of the vibrant colors of IZZE and show the brand's personality through this.
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Traditional media strategy: Our strategy for objective A will be to use a combined continuous/pulsing schedule of an all¬–digital platform with a strong focus on mobile media. Apart from our owned media, we will engage with our target audience through 15-second spot TV ads and 4 color magazine spot and national advertisements. The specific goal we intend to achieve is increasing awareness (see Objective A for more details). By using this particular media, we are confident that we will reach this goal. From our survey, it’s clear that these two media are the most prevalent traditional media still used among our target audience.
Non-Traditional strategy: In order to increase interest & desire, and also increase purchase action, we’ve chosen to implement a mostly digital strategy (see Objective B & C). Our strategy for the non-traditional media will be to also use a pulsing schedule in our key months to paying attention heavily to social media (see more in scheduling strategy). The best way to reach this market would be centering our media mix around the use of social media as the main channel. From our survey, it’s clear that social media vehicles are the most prevalent non-traditional media used among our target audience. Table 9: Media Mix
Vehicle
Paid
Owned
Earned
National
Spot X
Spotify
X
X
Pandora
X
X
Hulu
X
X
YouTube
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Snapchat
X
X
X
X
Southern
X
X
Vogue
X
X
Seventeen
X
X
Living Teen
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X
REACH AND FREQUENCY Objectives To obtain a national reach of 80 and a national frequency of 3 in the months of May, June, July, and August as well as a national reach of 50 and a national frequency of 4 in the other months. To obtain a spot reach of 90 and a spot frequency of 4 in the key months of May, June, July, and August as well as a spot reach of 60 and a spot frequency of 5 in other months.
Rationale Through our primary research, we found that 53% of surveyors could not identify which brand was associated with the IZZE logo and 59% of surveyors did not feel like they had a good understanding of IZZE as a brand and the products they offer. With this, we realized that raising awareness was our main goal. We decided to use a high reach in the key summer months which we predicted the most amount of people would possibly purchase the product. Our reach goes down in the “off season� months, but we increased frequency so the people who know about the product are reminded of our brand. Our spot reach and frequency is large when compared to national because we have pinpointed specific areas that we want to target throughout the course of our campaign. We decided it would be best to have a continuous schedule for both traditional and nontraditional schedules with pulsing in the four key months. Table 10: Reach & Frequency Goals
Month
National Reach
National Freq
Spot Reach
Spot Freq
January
50
3
60
4
February
50
3
60
4
March
50
3
60
4
April
50
3
60
4
May
80
2
90
3
June
80
2
90
3
July
80
2
90
3
August
80
2
90
3
September
50
3
60
4
October
50
3
60
4
November
50
3
60
4
December
50
3
60
4
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GEOGRAPHY Objective To use a national and spot campaign to increase brand awareness by 40% in the southwest area. We will target millennials Texas because it is such a large state and had an index of over 120. Specifically, we will look at Austin and Houston.
Strategy After examining the CDI and BDI of soft drink usage in the United States, we came to a conclusion that Texas should use an offensive strategy because we want to penetrate the market. We are concentrating on Houston and Austin because they are an ideal size for a trial run, from there we can see if we want to allocate more of our budget to expanding our campaign. According to PRIZM, Houston and Austin are most willing to try new products. Both Austin and Houston are two of the largest cities in Texas and both tend to have warmer weather throughout the year. These cities are growing, trendy and tend to house many millennials. According to Nielsen, cities such as Houston and Austin consist of “urban achievers,” “big city blues,” and “American dreams.” These groups tend to belong to the lower to middle income whose ages range from 18-34. These people tend to be on the go and have a very active lifestyle.
Rationale Austin, Texas is the capital and also the fourth largest city in the state. The city of Austin has a population of around one million people, which does not take into account the surrounding suburbs. The average temperature throughout the year ranges from 50° F to 100° F. The people of Austin tend to live a very active lifestyle. There are nearby lakes, running trails, shopping centers and museums. Young millennials and baby-boomers make up the large population. Houston, Texas is 165 miles from Austin and is also one of the largest cities in the state. Houston has a very flat terrain and has four main bayou’s going throughout the city and the surrounding areas. Houston is also a very active city with a booming housing market. Lake Livingston and Lake Houston are the two most popular lakes and the city of Houston is only one hour away from the Gulf of Mexico. Temperatures range from 50° F to 105° F throughout the year. This would be an offensive strategy because we are trying to penetrate the market. Through our research, we concluded that the people of Houston and Austin are the most willing to try new drinks. These two cities offer jobs for college graduates, a booming housing market and are ethnically diverse. College graduates are millennials who are wanting to focus on their jobs during the week and socialize during the weekend. Houston and Austin both are very southern cities and the temperatures do not usually get below 30° F. This would allow for IZZE to be productive in both the hot summer months and the winter months, because usually most people want a cool, fruity beverage during the hotter days.
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SCHEDULING/TIMING Objective To increase brand awareness by 40% in the months of January through March, increase interest and desire in the months of April through May, increase action in the months of June through August and to increase awareness in the months of September through December. The campaign will launch in January and will continue for a year until the start of the next January. We will ease into the reach and frequency as May through August will have the highest pressure placed. The campaign will be a pulsing campaign where the campaign will run all year with increase pressure in the summer months.
Strategy Consumers are more likely to drink carbonated drinks in the the warm summer months, as found out by our situation analysis. Our scheduling and timing utilizes this behavior by putting an increased pressure on the warm summer months of May through August. We also utilize this behavior by having our goals to increase the desire and action to buy IZZE in the summer months as well. The tables below, illustrate our goals and our flight plan for this media plan. The media plan starts in January to simply raise awareness of IZZE. The reach and frequency remain low in the beginning of the year and more pressure towards the summer months. During the summer months, our goal is to raise desire and action. After the summer months, our goal is to continue to raise awareness.
Rationale We are having the most pressure put on the summer months because that is when consumers are most likely to buy more carbonated soft drinks. To back this up, in 2012 and 2013 Google Trends showed a spike in the summer months for the keyword “soft drinks.” Jones Soda is one of IZZE’s indirect competitors. Jones soda illustrates the carbonated soft drink seasonality In addition to Google Trends explaining the peak in interest and sales in the spring and summer months. The Jones Soda 2009 annual report states that the brand gains approximately 57% of its annual sales from the six months of April to September and approximately 43% of its sales from October to March (Jones, 2009). Table 11: Timing & Seasonality Reach & Frequency Goals
JAN
FEB
MARCH
APRIL
Raising Awareness
MAY
JUNE
JULY
AUG
SEPT
Raising Desire & Action
OCT
NOV
DEC
Raising Awareness
Table 12: Flight Plan
JAN
FEB
MARCH
APRIL
MAY
JUNE
JULY
AUG
SEPT
OCT
NOV
DEC
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SALES PROMOTION Bringing IZZE To Austin
Objective To support our national advertising campaign through increasing brand awareness, we will promote our product through an event sponsorship in one of our spot markets–Austin. This sales promo will kick off in September 2016.
Strategy We will promote our product through one of our spot markets where our target audience is most likely to be found–Austin. On September 30- Oct. 2 and Oct. 7-9, we will be promoting IZZE at Austin City Limits! In order to purchase a “tent” space at ACL, we must become a sponsor at the event. This will contribute to overall success of IZZE because our brand name will circulate throughout the concert and “trickle down” throughout ACL.
Rationale The idea of sponsoring a festival such as ACL helps position our product in the right mindset of the consumers. We want to position IZZE as fun, trendy, unique, energetic, and social. Austin City Limits is one of the most attended annual festivals with 450,000 attendees as of last year (Rogers). A majority of these concertgoers are millenials. Because of these factors, we believe that sales promotion with this event specifically will reinforce IZZE’s position in the consumer’s mind and also give IZZE a chance to build a relationship with our target audience. By creating this association between IZZE and ACL, our product’s position and personality can truly be made aware of. IZZE Truck
Objective To support our national advertising campaign through increasing engagement and sales, we will promote our product in our spot markets–Austin and Houston. This sales promo will kick off on May 1, 2016.
Strategy We will promote our product through our two main spot markets. From May to August, our company will drive five to ten “IZZE trucks” around the downtown city areas of Austin and Houston. Similar to Red Bull Trucks, our trucks will have the bottle as the body of the truck. It will show the bright and energetic IZZE colors, and the trucks will be filled with an assortment of our sparkling soda beverages. The IZZE trucks will engage with our social media campaign by encouraging our customers to take photos with the trucks and post using the hashtag #madelifeizze.
Rationale This promotion will contribute to the overall success of IZZE because our brand name will be seen and recognized all throughout the cities. These key months of May through August are crucial because these are our action months. They’re the months we expect to sell the most of our product. Connecting with our millennials using direct marketing and digital interactive engagement allows for our brand to be engaged with while also increasing sales.
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MEDIA BUDGET Objective To effectively and creatively utilize IZZE’s $18,000,000 advertising budget that will be heavily focused on both traditional and nontraditional media. To disburse funds into the proper media in order to provide the best use of IZZE’s budget while reaching our target audience and raising awareness of the brand.
Strategy We compared our budget to our media mix to find the best way to allocate our provided funds. We decided to use the majority of our budget on traditional media in order to reach a large portion of our target audience at one time. The rest of the budget was allocated to non-traditional media such as social media, digital advertising, music streaming and sales promotion.
Rationale We decided to target IZZE to millennials as a natural substitute to sugary carbonated colas. With this brand positioning, we are able to effectively use IZZE’s budget through non traditional media vehicles in addition to television and magazines. We felt that by connecting the community through social media and various sales promotions, we could use costs in the most creative and efficient way. Our focus on non traditional media will help streamline the connection between our brand and consumers, along with increasing the IZZE’s earned media. Table 13: Traditional Media Budget
Traditional Media
Table 14: Non-Traditional Media Budget
Total Spent $
Television
8,832,340
Magazines
6,263,720
Teen Vogue Southern Living Seventeen
Balance
Social Media
Facebook Instagram Twitter Snapchat
Streaming Radio/Video
Total Spent Total Available
Non-Traditional Media
15,096,000
18,000,000 2,904,000
YouTube Hulu Pandora Spotify
Sales Promotion IZZE to Austin
Total Spent $(000) 1,802,000 238,000 190,400 238,000 190,400
883,800
238,000 190,400 238,000 190,400
250,000
IZZE Promo Truck
750,000
Total Spent
2,904,000
Total Available Balance
18,000,000 0
Total Spent
18,000,000
Total Available Balance
18,000,000 0
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CONCLUSION Houston and Austin are spot markets and are the test markets of this campaign. We will use lead generation media measurement which will allow us to analyze each media vehicle for a specific return on investment. This also helps us compare each media vehicle and determine which vehicles are more valuable than others. We will also track our media campaign through traffic generated tracking. We will be able to track how engaged our target audience is with our brand through this measurement. Through Google Trends we are able to track the number of clicks of an advertisement as well as tracking terms searched. We will also be able to see their overall attitude towards our brand and how IZZE is perceived to the public. We will conduct a survey at the end of the year to our consumers. It will ask questions regarding the products and the awareness of IZZE as a brand. The survey would track the awareness of the brand at the end of the campaign and help with future ideas. Another way to see if the campaign is working is through request of information or increase of visits on IZZE’s website. The increase of website visits allows for consumers to get more information about where to purchase the product.
https://s-media-cache-ak0.pinimg.com/originals/79/81 e3/7981e3edcb7b5937435c156c1684b7f3.jpg
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APPENDIX
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