Pure Juice Communication and Marketing

Harboe pure juice TEAM 11 Digital Concept Development Semester 2 Project 1, group 9 date of delivery 25-09-2015

Group 9 Natalia Zaucha E: nataliazaucha@yahoo.com T: +45 91 92 60 85 B: I am third year Media student at Robert Gordon University, Scotland.

Currently doing my exchange program at KEA, studying Digital Concept Development. I am keen on and feel conďŹ dent when delivering projects that tackle aspects of media, marketing and advertising.

Laura Irwin E: laurairwin546@hotmail.com T: +45 91 92 50 12 B: I am an ERASMUS public relations student, from the Robert Gordon University, Aberdeen. Previously I have volunteered with the Northern Irish Ulster Unionist political party, learning press oďŹƒce skills within the political industry. Currently, I work for a personal training gym, controlling and creating content for social media and website.

Evelien van Maaren E: eefje_van_maaren2@hotmail.com T: +45 52 77 13 18 B: I am studying International, Event, Music and Entertainment studies at Fontys Academy for Creative Industries in the Netherlands. Currently studying Digital Concept Development in Copenhagen. I have interest in the festival and event section and like to work with concepts and designing.

Rasmus Møller Nielsen E: rastafarlig@gmail.com T: +45 22 13 37 64 B: I am graduated Multimedia Designer with skills such as graphic design, coding and designing websites. I am also good at ideation and planning the communication and marketing strategy for a company in need. Sevice thinkings is also I am fond of.

Table of contents Contents INSIGHT PART:.......................................................................................................................................................................................5 INTRODUCTION...............................................................................................................................................................................5 PROBLEM AREA...............................................................................................................................................................................5 CLIENT GOALS..................................................................................................................................................................................5 PROBLEM FORMULATION......................................................................................................................................................6 CONSTR.AINTS..................................................................................................................................................................................6 ANALYSIS...............................................................................................................................................................................................6 Field Research Findings: ...........................................................................................................................................................7 Survey Findings:................................................................................................................................................................................8 Pure Juice SWOT (Strengths, Weaknesses, Opportunities, Threats):....................................................9 Porters 5 Forces...............................................................................................................................................................................10 FAB (Features, Attributes, BeneямБts) Analysis:..........................................................................................................11 The Golden Circle:.........................................................................................................................................................................12 CONCLUSIONS ...............................................................................................................................................................................12 CONCEPT PART:.................................................................................................................................................................................13 Social Media and PR...................................................................................................................................................................13 Pop up stands ..................................................................................................................................................................................15 Prize drafts..........................................................................................................................................................................................15 Brand ambassadors ....................................................................................................................................................................15 Website ................................................................................................................................................................................................16 Redesign of bottles......................................................................................................................................................................17 LAUNCH PLAN................................................................................................................................................................................17 BUDGET.................................................................................................................................................................................................18 PROJECT MANAGEMENT BREAKDOWN..................................................................................................................19 MILESTONES.....................................................................................................................................................................................19 APPENDIX............................................................................................................................................................................................20 REFERENCES ...................................................................................................................................................................................21

Executive Summary The first section of the report discusses the problem areas of Horboe’s juice brand PURE. It has been found that product range of PURE juice lack performance within sales due to the lack of research and testing previous to launching the range. The client specified the goal of the project is to improve the visibility and brand awareness of the product range that will be completed by a proposed marketing and communication strategy.

Limited budget and restrictions enabling to change the logo and the appearance of the product has created constraints within the idea process. Within the analysis section, marketing models and theories such as SWOT analysis, Porter’s 5 Forces, Fab analysis and the Golden Circle alongside quantitative research were applied. These findings identified market trends, PURE juice attributes and opportunities within the market.

A target market was identified that directs marketing and communication efforts should primarily be aimed towards females aged 18-45. Survey data also showed that 41.3% of survey participants recognised the PURE juice brand and only 11.4% would consider buying the product. These findings identified that PURE juice needs to build brand awareness and customer retention. The analysis also identifies that PURE juice needs to communicate their unique selling points – FRESH, HEALTHY, FUN – efficiently to the defined target market. PURE juice needs to create an online presence that will include three main social media platforms – Facebook (two language versions: English and Danish) Instagram and Pinterest. The official website of PURE juice will also be re-designed to engage and educate their target market.

It has also been suggested that additional activities such as pop up stands, prize drafts and brand ambassadors should be implemented to raise brand awareness and to develop brand loyalty.

Within the Concept section, it has been suggested for the company to update their social media sites three to four times weekly. This is placed in order for the brand to look relevant, engaged and authentic, with focus on producing high quality content than quantity to not risk overwhelming followers. Prize drafts will be implemented once a month, to keep loyal followers engaged on social media. Pop up stands will occur twice throughout the 12 month plan, due to its costs, yet if implemented at large and popular events, it will increase enough brand awareness.

Finally, from market research and the concept plan, the proposed ideas will create a successful opportunity for PURE juice to increase brand awareness of a FRESH, HEALTHY, FUN drink that will increase profits and brand loyalty.

Insight Part INTRODUCTION For the product line PURE juices by the Danish brewery Harboe, a communication and marketing strategy needs to be made. Harboe introduced the PURE juices in 2007, as retailers were asking for a product like the PURE juices.

After the client brief by Harboe, it was stated that it is not clear for Harboe who the target group for its PURE juices is. Since there is a lot of competition on the juice market, this makes it hard for the brand to stand out.

By doing field and desk research, insight in the juice market and the target group data have been gathered. In order to reach this target group and increase brand awareness, both communication and marketing sections will be covered.

This will be done in order to come up with a coherent advice for Harboe PURE juices.

PROBLEM AREA The client’s field is within the food industry, and to be precise they mainly operate with beverages. Harboe PURE juice is situated in an extremely competitive market with a lot of brands and varieties. According to Euromonitor the Danish retailers sold 118 million litres of juice in 2013 (Euromonitor, 2015). That’s more than 21 litres per Dane in one year.

Harboe PURE is challenged with a lot of different things, but the overall problem is that they lack brand awareness. They admit themselves that their USP is bad, or even non existing. They are also facing consumers not understanding the difference between not from concentrate and juice from concentrate.

Harboe is a well-established Danish company with international success (Harboe Official Website, 2015). It is a family based company, which makes them able to make decisions fast. This can be a benefit as well as a disadvantage. The fast decision making can be crucial in order to get the timing right for a product. But the disadvantage about that can be lack of user research and testing, which Harboe says is the case with Harboe PURE juice.

CLIENT GOALS According to the client brief on Monday 14th of Septembet 2015, Harboe’s goal is to gain visibility and brand awareness through one or more digital solutions. The company would like to get a guidance on how to communicate their USPs efficiently, therefore a structured marketing and communication strategy needs to be created and implemented. It is then key for PURE Juice to use the strategy to maintain brand recognition and reinforce brand preference.

PROBLEM FORMULATION To get an overall understanding of above problem area, following questions need consideration: • How can we generate and maintain brand awareness for Harboe PURE juice on the very competitive market?

• How can we differentiate Harboe PURE juice from the other products creating brand preference?

• How can we inform the consumers about the difference between NFC and juice from concentrate, so PURE juice gets more value to the consumer?

CONSTRAINTS PURE Juice has created set requirements on what the group can and cannot change. This has restricted the implementation of ideas in launching PURE juice as a more marketable and demandable product. The total budget provided for this project is 250,000 DKK, therefore this must be considered throughout the idea process, to implement realistic ideas and expectations.

The group considered the option to place PURE Juice in the cooler department within supermarkets, to help perceive the image of freshly squeezed juice. However, this would mean that PURE Juice would have to convince the supermarket in doing so, as it is a free service.

Employing this positioning resultantly means the company will have to sacrifice less shelf space for the product. Concluding that the company could potentially lose on purchases, with less products to sell. PURE Juice has specified that the group cannot change the name of the product. The company has also stated, that they would like to keep the existing bottle type. This means that the group cannot suggest changing the packaging of the product to improve its visual appeal. The full sleeve on the product cannot be altered, as its purpose is used to cover the juice when it becomes segmented, restricting any design or labelling suggestions. Language challenge also must be considered, as nine languages must be printed on the sleeve, causing restrictions in terms of design and content on the bottles.

ANALYSIS In order to further examine and act upon the problems Harboe is dealing with, the team agreed to use two main analytical tools of their high relevancy to the PURE Juice case. Relevant Marketing models and theories, such as SWOT, Porter’s 5 Forces and FAB analyses, and The Golden Circle, were used to identify and fully understand juice market trends, as well as PURE Juice products attributes and opportunities on the market. As the client had very little research as to background of the venture, competitors and their own target market, quantitative research in a form of a survey became a necessity. Additionally, as the client briefed teams on their issues regarding shelf positioning against fierce competition, and struggles to differentiate their PURE Juice products from competitors who often offer poorer quality products with less nutritional value (concentrate juices) or shorter shelf life (freshly squeezed juices), the team decided to carry a field research. The two project tools enabled the team to examine Harboe’s issues and gave a notion of possible solutions.

Field Research Findings: Stores are an important element of the sales process (Kotler, 2014), as this is where the products are physically displayed and can be reviewed thoroughly before purchase. This is why the team decided to examine how PURE Juice products are displayed at retailers in comparison to its competitors. Additionally, by comparing range of products on offer and ambience of each of the main retailers in Denmark (Fakta, Fotex, Lidl, Netto, 7 Eleven, Meny), the team had a chance to evaluate whether PURE Juice products should or should not be present at the above retailers.

Furthermore, it has been proven that consumers prefer to have the opportunity to physically examine and review a product before making the purchase (Kearney, 2014). It is why PURE Juice appearance and positioning at retail shops is key for making closing the sale more likely. The field research showed that PURE Juice is often placed right next to concentrated juices. This can mislead customers as to the juice formula and nutritional value. Given the medium/premium pricing of PURE products, placing them next to significantly cheaper juices from concentrate is a great disadvantage when it comes to customers final purchase decision. Furthermore, given great health benefits and nutritional values of PURE products, the team agreed that Harboe should rethink its contracts with certain retailers. It is safe to state that PURE Juice would fit in perfectly with the ambience and image of retail stores, such as 7 Eleven, that stand for healthy lifestyles with tempting and nutritious snacks on the go. It is also worthwhile to mention that all the major competitors of PURE Juice have their on the go bottle sizes (approximately 25cl) strategically displayed at retailers such as 7 Eleven. This makes it a very efficient way of reinforcing purchasing craving in customers that buy lunch snacks for takeaway. Therefore, PURE Juice is missing out a lot not implementing a similar strategy.

for video research findings see link: https://youtu.be/QmOX3KL6DK0

Survey Findings: Total of 326 respondents filled in the survey. The questions were formulated accordingly to get an insight into current juice market trends, purchase behaviours, preferences and frequency, as well as customers brand awareness and perception. Based on the answers, the team managed to analyse data and come up with conclusions that are key for formulating Communication and Marketing objectives (SMART) on latter stage.

Target Market for Pure Juice: Based on the primary research findings (juice customers survey), it is transparent what the target group for Pure Juice should be. Accurate target market segmentation can “make marketing objectives appear more cost effective by reducing the amount within a marketing budget that is misdirected at undesired consumer groups” (Hackley, 2010, p. 80). Starting with data that helped to identify the age and gender of potential customers, it is safe to state that Pure Juice is to direct their Marketing and Communication efforts primarily towards females (55.5% of respondents) aged 18-35 (89.3% of respondents). Additionally, the survey identified what is the juice target market according to customers and their perception of the purchase behaviour. Data confirms the aforementioned group to be the juice target group, but in a more inclusive perspective, meaning that respondents consider females aged 18-45 to be those who consist of the juice target market. th

Frequency of purchase: Survey provided Harboe with quantitative data on frequency of juice purchasing. Most of the respondents (54.5%) claimed that they buy fresh juices once a month or less frequent, with only few (0.6%) buying this FMCG every day. This indicates that it is hard to achieve upsells on such a competitive market with customers purchase frequency at low levels. Therefore, juice products need to be bought more frequent or by a larger number of consumers in order to make profit for the company.

Product Preferences: Most of the juice customers prefer to buy either freshly squeezed (51.9%) or fresh (31.6%) juices.

When it comes to juice flavours, orange, apple, strawberry and pineapple are the most popular amongst the respondents. This finding provides Harboe with a notion on what flavours that may introduce to their range of products in order to meet needs of customers. It also confirms that the choice of orange, apple and pineapple flavours for Pure Juice was a good one, matching.

Text above is based on findings accessable at: https://docs.google.com/forms/d/1ydBvZsAVmLpdZUksELNOV0AFpD49oVTkJeursIVQjiQ/viewanalytics

flavour preferences of the juice consumers. Additionally, the survey emphasised how important it is for Harboe to make their potential customers aware of their products’ formula and nutritional aspects, so that people choose Pure Juice over juices from concentrate and possibly switch from buying freshly squeezed juices with a shorter shelf life and of higher prices to Pure Juice.

Brand Recognition and Preference: Given the survey data, most of the respondents recognize and prefer Innocent, with Rynkeby being the market follower. Pure Juice has been recognised by 41.3% of the respondents, while only 11.4% of them stated they would rather buy Pure Juice products over other products available on the market. The data not only confirms relatively low brand awareness of Pure Juice, but it also outlines another important problem for the company, customer retention. Having a loyal target market not only provides a company with money profit, but also gives an opportunity for market growth and share.

Pure Juice SWOT (Strengths, Weaknesses, Opportunities, Threats): Having gathered and analysed the above survey data, the team incorporated the research findings and defined strengths, weaknesses, opportunities, threats of Pure Juice as follows: Strengths: Innovator when it comes to juice formula – fresh juices with no added sugar and preservatives, yet with longer shelf life than freshly squeezed juices.

Weaknesses: Very poor brand awareness, no presence on Social Media and in Media in general, outdated media outlets (website), no engagement with consumers.

Opportunities: Through raising brand awareness and creating engaging brand image, penetrating European markets with innovative juice formula; expanding to new European markets with potential overseas growth; Threats: Competitive market of organic/fresh juices with Innocent and Tropicana as leaders may be a very difficult market environment to first position and differentiate Pure Juice, and then to remain the established position. Gaining sufficient and financially rewarding market share within European markets; Changes to target group lifestyles or habits (new trends, moving away from the healthy lifestyles models etc.)

Porters 5 Forces To get an overview of the company's competitive situation in the industry, it is relevant to perform an analysis of the industry such as Porter's 5 Forces. In this analysis we will separate the market into strategic groups. The purpose of the analysis is also to discover where to plan the company’s efforts. (Andersen, Jensen, Jepsen, Olsen, Schmalz, 2012, p. 216). With the help from Porters 5 Forces analysis, Harboe PURE’s competitive forces will be examined.

Bargaining power of customers: HIGH Ba Based on the Danish market as it is now, the customers have a high bargaining power. There is a lot of other juice brands, also with a lot more brand awareness than Harboe PURE juice. (business.dk website, 2008) It is very easy for the customer to simply choose another brand as the juice products are lined up closely to each other at retailers’ shelves. This competitiveness also affects the customer sensitivity to price changes. Harboe PURE is a non-concentrated, fresh juice and communicating the message about PURE juice innovative formula and benefits that come with it is yet another daunting task for Harboe. Innocent, Rynkeby, Tropicana and Froosh are good examples of companies with a well-established position on the competitive juice market. (Berlingske website, 2014)

Threat of new entrants: MEDIUM The juice industry is a profitable market, (Berlingske website, 2014) which will attract new firms.

Therefore, there will be new entrants which at some point will decrease profitability for all the companies on the market. Euromonitor (2015) have made a forecast for the juice market until 2018, and it can be noticed that the market will begin growing again from 2015 to 2018. This indication might lead to more entrants on the market. On the other hand, it takes quite an investment to start up a juice manufacturer. There is a lot of barriers for entering the market, such as laws and rights in the food and beverage industry. Based on the above, the threat of new entrants is estimated to be medium.

Threat of substitutes: HIGH In the juice segment there is three different formula types: from concentrate, not from concentrate and freshly squeezed juices. Harboe PURE only operates within the non-concentrated (fresh) segment. This makes it of less favourable to the competitors on the market. If the customers want high quality juice they tend to choose freshly squeezed juice that are refrigerated. If the customers only preference is price, then they tend to choose juice from concentrate. If we zoom out a little, we also see a lot of studies in the newspapers about juice having a lot of carbohydrates. (dr.dk website, 2013) This might eventually make the consumers drink less juice, and maybe in stead tap water or milk. On this note, the threat of substitutes is estimated to be high.

Bargaining power of suppliers: LOW Due to the high number of companies operating on the juice market with their broad choices as to supplying centres and methods, suppliers have rather low bargaining power. As most of the juice companies operate on capitalist market that give them freedom of choices without jeopardizing their products, suppliers If the supplier decides to charge Harboe a higher price, then Harboe might seek other suppliers.

Intensity of competitive rivalry: HIGH Danish juice market is very competitive with a lot of different brands on the market, let alone European or international (overseas) markets with an endless number of companies producing or merchandising juice products. A lot of the Danish juice products are doing well in marketing their product. In comparison, Harboe has not yet implemented a coherent Marketing and Communication plan. Having kept in mind all of the above, the intensity of competitive rivalry is estimated to be high.

FAB (Features, Attributes, Benefits) Analysis: In order to create appropriate and tailored marketing messages, it is key to fully understand PURE Juice features, attributes and benefits. Since Harboe has not yet communicated with its potential customers, and therefore has very little research and analysis on its own branding aspects, the team decided to use FAB analysis to come up with a coherent communication strategy at later stage.

Features: Nutritious beverage with a unique formula; fresh (not from concentrate); healthy and tasty; does not contain any preservatives and sugar; on offer in several flavours (apple, orange, pineapple, grapefruit, pear).

Attributes: Substitute to freshly squeezed juices as it has a way longer shelf life (makes it more convenient to store for both retailers and consumers); high quality beverage; cheaper than most of freshly squeezed juices; healthier and tastier than concentrated juices.

Benefits: Great healthy beverage that can be stored and consumed for longer (cost saving, less wastes); synonym for healthy lifestyle and conscious purchasing choices; FRESH, HEALTHY, FUN

The Golden Circle: The golden circle is a business model with the focus solely on values. The author, Simon Sinek, states that consumers have three different states of mind when perceiving companies and products. Sinek arguments that most of the companies are preoccupied with what they produce and how they produce it. McDonalds’ ‘what’ could for example be that they sell meals for hungry people. Their ‘how’ could be that it’s fast produced at an affordable price.

According to Sinek a lot of companies are lacking their ‘why’.

The ‘why’ is what enforces the trust bonds with the customers. Sinek also states that focusing on the ‘why’ as the core of decision making both internally and externally in your business will naturally increase brand equity and conversion rates.

At the client brief we saw something missing; the ‘why’. Harboe even stated that they lacked a unique selling proposition for their products. This indicates that they’re also having trouble knowing their ‘how’. If Harboe knew their ‘how’, and communicated their efforts more from a ‘why’ point of view, their brand would eventually be more trustworthy. Harboe’s ‘how’ as it is now could be that the juice is made from not from concentrate, but this is a weak ‘how’ as our survey findings showed that a lot of people simply don’t know the meaning of that term.

The client also said that why they began producing the juice in the first place because the retailers expressed a need and a demand for it. This is a very poor ‘why’, as Sinek states that it should be what your organization's purpose is, your cause and/or your belief. The ‘why’ should talk directly to the limbic part of the brain, the part that talks to the emotional human being. People do not buy what an organization sells; they buy why they do it.

CONCLUSIONS Having gathered all the above data and made an in-depth analysis of the background to the venture, competitors, customer behaviour, preferences and perception as to brand choices, as well as current sociological and media consumption trends, the team came up with the following conclusions: • PURE Juice needs to start communicating their USPs - FRESH, HEALTHY, FUN - efficiently to the defined target market (females aged 18-45) and beyond.

• The online presence of the PURE Juice needs to include three main social media platforms (Facebook (two language versions: English and Danish), Instagram and Pinterest, as this lie in hand with preferences and media consumption of their target group.

• The official website of PURE Juice has to be re-designed to inform and engage with customers better.

• Additional activities, such as pop up stands, prize drafts and brand ambassadors need to be taken into account and implemented accordingly to the above activities. This will enable to raise the initial brand awareness and lead to brand preference on later stages.

CONCEPT PART: Defining SMART (Specific, Measurable, Achievable, Realistic, Timetabled) marketing campaign objectives, which are coherent and meaningful determines the success of any marketing and communication project (Meredith, 2011). It is important to stay realistic and set objectives that can be met within the duration of campaign. In this particular case, the duration of campaign is set to be 12 months. Over this span of time the company needs to solve their main problems: raising and maintaining brand awareness, creating brand preference (differentiation from the competitors on the market), communicating USPs about their brand image and innovative juice formula (healthy, non-concentrated, fresh). This can be achieved by all the below concept ideas. The team strived for staying specific and realistic when it comes to the campaign efforts. Budget section of the fo report gives a measurable dimension of all the concept ideas, so that Harboe has a clear insight into the process and, at the same time, the company is free to prioritise one activity over another if that suits their budgeting or timetabling better.

Social Media and PR Currently, PURE Juice has no individual social media accounts to represent the brand. The only online exposure of the product, is a minimalistic section on the mother brand website, Harboe.

The website includes insufficient information about the product and no available options for communication between the customer and brand.

Studies show from primary research, found in the analysis section, that 247 out of 326 survey participants recognised competing brand, Innocent. This is a significant difference, with only 131 participants recognising PURE juice. These results demonstrate, that PURE juice need to increase their brand awareness, in order to compete with brands such as Innocent. Using social media will provide platforms to create accessibility for consumers to find information about the product and brand. This access of information can help persuade the customer to progress from the awareness stage to the knowledge stage within the Hierarchy of Effects Model created by Lavidge and Steiner (Pelesmacker, Gevens & Bergh, 2007, p.74). Headworth (2015, p.184) believes that when social media is also used effectively, it can lead to online conversations about your brand. Headworth also claims, that if able to reach out to your target audience, it can spread your message to a wider audience faster than traditional methods. Therefore, employing social media will help increase PURE Juice brand awareness within its target markets.

Studies show that when social media is implemented efficiently, it can increase brand loyalty within its target market. According to Kockemoer and Birds (2004, p. 94) “brands established on social media have positive effects on consumer relationships which in turn have positive effects on brand trust, and trust has positive effects on brand loyalty.” The benefit of PURE Juice in creating brand loyalty is that it will create favourable attitude towards the brand that will encourage consumers to choose PURE juice than its competitors. Establishing a positive brand image can also permit the ability to change the price of the product without affecting sales.

Bowen (2014, p.253) claims that creating brand loyalty within the target market, will also ensure preferred shelf space within supermarkets, as stores know that customers favour brands.

Creating social media accounts will enable PURE Juice to see what their customers are writing about the product. From employing social media monitoring software, this will enable to seek any negative feedback or issues concerning the brand. This will also allow PURE juice to quickly reach out to online consumers and console any misconceptions or negative issues about the product or brand. Resultantly, the platform allows to minimise and control any negative public relations. It will also provide a platform during a crisis, for the company to communicate messages and news updates immediately and control the messages they want their audience to receive. This communication platform would be more reliable than traditional media such as print; who may manipulate the company’s message.

Social media platforms optimise opportunities for a cost effective research tool, to gain sight into its products, brand appearance and consumers. By asking online for consumers feedback about the product, the company gain a quick insight into what they like and dislike. From listening and monitoring to what the target market is interacting, engaging and participating with online, according to Rappaport (2011, p.3) the company can gain an insight into consumers culture, views, values, lifestyles that influence their interests, thoughts, feelings and behaviour. Effectively, this will enable PURE juice to improve products and marketing tactics that will increase sales and overall success.

Researching PURE Juice main competitors, including Tropicana, Innocent and Rynkeby, are all implementing social media platforms such as Facebook, Twitter, Pinterest and Instagram to promote their brands. These business accounts are proving success, with Tropicana mounting 1,086,618 Facebook followers and Innocent with 41,000 Instagram followers. Using social media, PURE Juice can also monitor their competitor’s sites to gain key information to increase market knowledge within the industry, to develop strategies enabling to create a competitor advantage.

It is suggested for the company to create a personalised website for PURE juice. Social media platforms can be used to direct users to the website, resultantly increasing the websites user-base. If shareable content is created, a tumble-weave effect can occur when content becomes viral, this resultantly can higher the companies search engine optimisation. According to Prusty (2014, p.3) this can help organise traffic to the company website without the need to spending money on extra advertising.

Pop up stands In order to raise brand awareness all social media efforts need to be backed up with an activity that would first help the company to raise brand awareness, as it proved to be relatively low in comparison to the competitors operating on the market. Therefore, the team came up with the idea of pop up stands. The general concept of it is for PURE Juice to attend at least two local or preferably national events that tackle upon aspects that are relevant to the brand image, such as sport, healthy lifestyle, fun. The team proposes Outside in Copenhagen to be the first event that PURE Juice should be present at. The event takes place on 30th of December, so that Harboe has three months to prepare logistically. Outside in Copenhagen is an event that combines open-air th film, food, drink, rooftop parties, outdoor lounges, bars, swimming, underground concerts and more. All of the above fit in with the brand image (fun, health, sport), as well as the PURE Juice target group (mostly females aged 18-45). It also gives the company a potential to grow their target market, attracting more males of different ages. PURE Juice would pair up with a charity organisation whose efforts lie in hand with the ones of PURE Juice (healthy and welfare charities).

On behalf of the organisation, the company would distribute their juices in small disposable and recyclable cups (max. 200 ml) to all the people attending a given event. Consumers would have a chance to give a free donation to the good cause. This would also reinforce yet another aspect of PURE Juice and Harboe in general – generosity and sensitivity to common social issues. The marketing activity is not only beneficial and efficient, but also inexpensive (see budget).

Prize drafts In order to engage with PURE Juice customers, the team came up with the idea of prize drafts.

Each month a prize would be drafted amongst loyal followers of the brand. Prizes can vary from month to month, but it is essential that they all touch upon promoting healthy lifestyle and go well with the overall brand image (fun, healthy, happy, nutritious). Therefore, prizes could consist of tickets to sport events or festivals, free PURE Juice samples, gym and fitness passes etc. The prize drafts are going to be posted interchangeably on three PURE Juice media platforms (channels): Facebook (Danish and English versions), Instagram and Pinterest.

Brand ambassadors In the era of ever-switching users, it becomes harder and harder to attract customer attention and retain it. Instagram became a platform for potential online celebrities. Some of Instagram users have managed to engage thousands if not millions of people with their posted content. Having noticed this trend and its potential for businesses, Harboe should invest in sourcing and contacting popular Instagram users who could become their brand ambassadors. The solution is not only really efficient and creates a notion of brand genuineness, but it is relatively inexpensive (see budget).

Website While the initial desk and qualitative research were done, the team discovered that the website should focus a lot more on the product itself, with clear messages of what the product contains. Additionally, according to Simon Sineks theory of the Golden Circle the importance of the ‘why’ should clearly stand out on the website. The old website tended to operate at the ‘what’ level describing what the product is: “Pure Juice er en serie af lækre juiceprodukter, som fås i 1 liters flasker og 25 cl. flasker”. The approach on the new website should be a showcasing website with appealing pictures and fresh messages, so that it communicates more with the viewers feelings than their knowledge curiosity and th common sense.

The website is a one-page layout because it is dedicated to showcasing Harboe PURE juice, and it has nothing to do with the original Harboe site. One-page websites are great for showcasing products. In this case the team wanted the product to really stand out backed up with catchy statements. The headliners should be descriptive but still very catchy. They are written in italic and given a more diagonal angle to give it a more sporty and fresh look. Instagram, Pinterest and Facebook are incorporated on the website to engage the user in the cross platform solution.

The website will be made with the CMS system WordPress in order to decrease the cost of the development. This means that it will technically only be a static website with no database attached. This will make it more friendly for sudden changes and also a lot cheaper.

Redesign of bottles Harboe stated in the client brief that they had a hard time differentiating themselves on the shelves in the shops. They also said that many people did not know the differences from juice from concentrate and not from concentrate. In the research we conducted, these claims were confirmed. In order for Harboe PURE to stand out on the shelves, and to better inform the consumer of the content inside the bottle, a redesign of the bottle is recommended. The new bottles have a matte light sleeve. The existing design gives the consumer a wrong image of the product, it is too shiny and gives an impression of a discount juice brand. The graphic elements of the design consist of an easy visible and appealing picture of the fruit it contains. A text telling what fruit is inside with a fresh and youthful appeal. A big text with black handwritten letters explains the three most important keywords of the content inside the bottle: “No sugar added, unfiltered, not from concentrate”. To make the logo more trustworthy instead of discount-looking we added a “badge” effect to it saying: “100% PURE JUICE”, so the meaning of PURE is clear. At last, Harboe’s logo is removed, as they said themselves it gives the consumer negative discount beer connotations. All of the design changes is carefully considered with the help of Simon Sinek’s theory of the ‘why’. All changes are made to give it a more personal look and appeal to the consumer’s feelings.

LAUNCH PLAN All the above concept ideas consisting of multidisciplinary solutions for problems that PURE Juice struggles with need to meet up the last but not least SMART objectives criteria – timetabling.

Well-thought through timing of each of the efforts will make the strategy far more detailed and easier to implement by the company. It will also reduce unnecessary expenses and overlaps within the aspect introduction.

Social media accounts will be updated with posts three to four times weekly. Producing too much content on social platforms can become overwhelming for users. According to Vayherchuk (2013, p.

33) in order for a business to look relevant, engaged and authentic, it is important to focus on less content and focus on producing high quality content. Therefore three to four posts will be realistic approach to remain a brand awareness without overwhelming with too much content. This will also be more efficient to implement a strategy to focus on fewer posts, making it manageable for staff to update and maintain the four accounts.

Prize drafts will be implemented once a month, to keep loyal followers engaged on social media. This formula is used to create emotive attention to the consumers, that PURE juice is thankful for their loyalty. Implementing once a month will result without the risk of the customers perception of the brand lowered with too many prize giveaways.

PURE juice will create two pop up stands events to increase general brand awareness and to introduce customers to their corporate social responsibility strategy. As the proceeds from the juice will be donated to charity, the company will make no profit attending the events. Therefore by choosing two large events, PURE juice will gain enough brand awareness without employing more time and money attending more events. The first pop up stand will be in December 2015, at the Outside in Copenhagen event and the other in July at the Roskilde festival both ranked some of the largest events in Denmark that attracts PURE juice target market.

Blog ambassadors will be used throughout the year to maintain continuous brand awareness. Five brand ambassadors will be contacted each month to review the product, with the schedule and budget suited for 50 bloggers throughout a 10 month period. By the final stage of the 12 month period, the brand awareness should be significantly increased therefore, blog ambassadors will not be necessary for the final two months.

BUDGET When it comes to the financial aspect of the Communication and Marketing efforts, Harboe has set its budget to be 250.000 DKK. The team has taken all possible expenses into account, including social media marketing and PR, activities occasional prize drafts for loyal brand followers, pop up stands redesigning the PURE Juice website and bottles, and the giveaways for the brand ambassadors. The team strived for a well-balanced budget plan for the time-being of campaign (12 months).

As the prime goal of the campaign is to create and maintain brand awareness that then should lead to brand preference and, on further stages, customer loyalty, social media marketing and PR activities lie in the centre of any undertook activities. It is absolutely crucial for Harboe to assign one (or more) of its employees with guided social marketing tasks. Those mostly include managing three main social media platforms: Facebook (two fan pages: one in Danish, one in English), Instagram and Pinterest on a daily basis. As the team recognised that assigning a current employee with the additional tasks might cause some difficulties, an alternative idea was introduced. Instead of distributing tasks to current Harboe employees or hiring a Social Media Marketer on a full time basis (this would be very costly considering the limited budget), Harboe could hire a student pursuing a degree relevant to the job nature on a part time basis instead. The monthly salary for the employee would be approximately 7500 DKK. In order to engage with PURE Juice customers, the team came up with the idea of prize drafts.

Each month a prize of 1000 DKK in value would be drafted amongst loyal followers of the brand.

The type of prizes was explained in details within the concept section.

Since Harboe has not communicated relevant USPs and it has not been present at any local or national events related to their brand, the team agreed that pop up stands would be a great milestone in doing so. PURE Juice would have its pop up stand at the minimum of two local or national events in the forthcoming months. The events would fit in the brand image, being either sport, fun or healthy lifestyles orientated. People attending the events would have a chance to taste PURE Juice (recyclable paper cups of 250ml each) and, at the same time, support a good cause by free donation to a chosen partne¬r charity organisation.

Having acknowledged the importance of visually appealing and engaging online presence, the team decided that redesigning the PURE Juice website is essential. Mock ups of the website design were prepared by the team for the reference and guidance. The approximate cost of redesigning the website should not exceed 35.000 DKK (this figure consist of the cost of men hours).

When it comes to giveaways for the PURE Juice brand ambassadors, those would normally consist of free samples of PURE Juice products, Harboe merchandised gifts, and occasionally some event tickets (festivals, sport events).

PROJECT MANAGEMENT BREAKDOWN The team has first agreed on some common rules and agendas by signing up the team contract.

Each of the team members had also a chance to state what set of skills they would wish to develop during project preparation. At the first stages of project, the initial researching tasks were distributed accordingly to skills and preferences of each and every team member. This allowed the team to get a multidimensional perspective on the project. Having achieved the first planning objective, the team moved on and divided the workload to lie in hand with the area of expertise of the members. However, the team agreed to help each other within their efforts when and as needed. This provided everyone with the notion of common support and comfort.

To structure the project the QISH framework was used. This allowed everyone to use and rely upon the tested and reliable framework containing of questioning, insight, solution and hand-over.

The team communicated on a daily basis on its designated Facebook page. In this way the workflow was always stable and evolving. In order to discuss and brainstorm ideas, the team agreed on meeting up frequently, as and when needed. Altogether, the team met five times for full day sessions of work and communicated on a daily basis via Facebook. The group also used Google Drive as their file sharing hub, so that all the team members would have access to the produced content at any given time and place.

MILESTONES Investor Brief 14.09.2015 at 09:00 at Bi5 Group Contract (upload) 14.09.2015 at 15:00 Full Report (upload) 25.09.2015 at 09:00 Final Presentation (upload) 27.09.2015 at 22:00 Client Pitch 28.09.2015 at 09.00 at Bi5 Case description 29.09.2015 at 22:00 Feedback & Evaluation TBA (schedule will be posted on Google Calendar)

Research Findings Survey 326 respondents 55.5 % female

31.6 %

age 26-35

55.7 % ag

e 18 -25

68.4% prefers avour 44% prefers avour p re

do you buy fresh juice? yes no

45.5 % Male

29.7 %

70.3 %

31.6% f er e

nc e

51.9%

fresh conc (not from entrat e)

41.3% knows pure juice, but only 11.4% prefers pure over other brands

freshly squeezed

desired avours (according to respondents)

m

o g an

REFERENCES

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RAPPAPORT, D., 2011. Listen First!: Turning Social Media Conversations Into Business Advantage.

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United States: Pearson Education Andersen, Jensen, Jepsen, Olsen, Schmalz, 2012 - International Markedsføring. Trojka. 4. Udgave 2012 HARBOE , 2015. [online] Denmark: Harboe. Available from: http://www.harboe.com/en/about-har boe/organisation [Accessed 20 September 2015] Euromonitor International, 2014. Juice in Denmark. [online] Denmark: Euromonitor International. Available from: http://www.b.dk/upload/Premium/Engelske_rapporter/DK-juice.pdf [Accessed 19 Sep tember 2015] BERLINGSKE / http://www.b.dk/upload/Premium/Engelske_rapporter/DK-juice.pdf located the 20th of september 2015 DR.DK / http://www.dr.dk/levnu/mad/ernaeringseksperter-advarer-juice-er-den-rene-sukkerbombe located the 19th of september 2015 BUSINESS.DK / http://www.business.dk/foedevarer/rynkeby-vil-presse-juicemarkedet located the 20th of september 2015