Documente Academic
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Documente Cultură
Lindsey Miller
Campaign Director
Ashley Lafreniere
Media Planner
Lauren Gherardi
Creative Team
Kaylan Ward
Account Executive
Dionella Gallo
Media Planner
Justin Aledia
Creative Team
Ryan Begley
Research Director
Kevin Barry
Research Team
Minnda Fulmer
Creative Team
Dainelis Rodriguez
Secondary Research
Director/Copywriter
Kristina Aranilla
Research Team
Alex Brunette
Creative Team
About Premier
solutions
Mission Statement
Philosophy
Slogan
The Objective
The Premier Solutions team was asked to create an integrated 2017 holistic marketing campaign to
grow Snapples volume in the U.S. Our objective is to create strong consumer affinity for Snapple in
the Northeast, increase purchase frequency in heavy users, and increase brand awareness outside of
the Northeast to drive trial and ultimately grow Snapples volume.
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Our goals are to grow heavy user buying rate from 9x to 10x per year within the heartland, convert high
awareness to top of mind brand awareness and grow light users buying rate from 1x to 3x per year within
the non-heartland. Our target audience are millennials between 24-36 year olds, with a bullseyes target
on 30.
The Challenge
Snapple has high brand awareness and are beloved in the Northeast, which it calls its heartland.
Almost half of Snapples annual volume is from the heartland alone. The challenge is increasing brand
awareness in people outside of the Heartland. To acheive this we need to get non-Heartland consumers to
try Snapple to grow volume. We also have to get Snapples most loyal consumers to purchase more Snapple.
The non-heartland people are aware of Snapple, but only 15% have Snapple as their top tea or juice
drink consideration. The RTD Tea and Juice category is very competitive and Snapple is in 4th place in
volume performance. Competitors like Arizona and Lipton dominate the market category.
The Solution
Our research gave us insights on our target audience. When they think of Snapple, they think of
drinking this sweet drink when they were younger. Snapple is nostalgic for them. Our target audience live
busy lives and arent considered health conscious. Premier Solutions has created a campaign using our
insights to reach our target audience of millennials between the ages of 24-36. Our Target groups are Heavy
Heartland users, Light Heartland users, Light Non-heartland users, and Non-Heartland Non-users.
Our plan is to boast brand awareness and trial by using nostalgic, quirky and comical advertising.
This will include promotions at festivals, outdoor, internet, radio and television media. Our strategy to boost
brand awareness and grow Snapple volume will be executed by positioning Snapple as the go-to beverage
that takes you back to sweet moments in your life. We will engage our target by using interactive social and
digital media. The campaign will spark consumers memories of sweet moments with Snapple.
Our target audience grew up in the 90s, so we have incorporated that into our campaign. They will be
given an incentive to share their Snapple memories online with the hashtag #MySnappleMemories.
INdustry analysis
Category Statistics
Snapple is a component of the Liquid
Refreshment Beverage (LRB) category,
particularly within the ready-to-drink (RTD)
tea and juice drinks segments
Sales: The LRB category generated
$1,079,200,000 in 2014
Volume: Increased to 2.2 % in 2014
No artificial flavorings
Owned by Pepsico and
Unilever
Great brand visibility
Weaknesses
Strengths
Owned by Pepsico and
Unilever
Variety of flavors
Weaknesses
High price
Strengths
Price and value
#1 in the tea and juice industry
Variety of flavors
Weaknesses
ompetition
Strengths
Minimal advertising
Declining sales in the past 3 years
May not be able to maintain 99 cent
price
Strengths
Real leaves and sugar
Real brewed taste
Brand under Lipton and owned
by Pepsico
Weaknesses
High sugar content
Strengths
Home brewed flavor
Owned by Coca-Cola
Weaknesses
High price
COMPANY
analysis
istory
Marketing Strategy
Building and enhancing our leading
brands
Pursuing profitable channels,
packages and categories
Leveraging our integrated business
models
Strengthening our route to market
Improving operating efficiency
Brand
Fun, quirky and unique
Purposefully prints labels wrong:
Lifes a peach
Lemon large
Seasonal beverages:
Lady LiberTEA
Fall Spice tea
ision
Accountable
Customer-centric
Transparent and honest
Inspect what we expect
Own our decisions
No blame fixing
Products
Selection:
14 different teas
15 different juice drinks
7 excluded to non-heartland
Popular flavors:
Peach Tea
Kiwi Strawberry Juice Drink
Snapple Apple Juice Drink
Diet Peach Tea
S. W. o. T.
Strengths
High brand
recognition
Branded
entertainment
partnerships
Strong brand
equities
Weaknesses
Opportunities
Threats
Low consideration
Outside of North
East
Discontinuance
of Wendy the
Snapple Lady
Room for
re-branding
Tap into the
health trend
Increase social
media awareness
Competing brands
promoting healthier
beverages
Price competition
Snapple lawsuit
2011
Opportunities
Tea and juice drink categories are expected to increase
sales volume due to the health trend
Increasing product innovation that meets the target markets
change in behavior
Increasing brand relevance through engagement tactics
and drive trial will help eliminate competition
Endorsing real-life people to drive up awareness and sales
problems
Target Audience
SUPPORT
CO
NS
ID
ER
AT
I
ON
T
INSIGH
TON
E
To convince:
Because: Snapple is a
Comical, light-hearted
and nostalgic
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IVE
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Au
Creative Brief
Snapple provides an
all-natural ready to drink
option for people with
busy lives that want a
tasty pick-me-up.
To establish Snapple
as a go-to pick-me-up
beverage for the target
audience
Grow brand relevance
in the Heartland through
engagement
Non-Heartland goal is to
grow purchase frequency
from 1x to 3x per year
Heartland: Millennials between the ages of 2436 who already drink Snapple and live busy lives
rimary
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Target AUdience
Started drinking Snapple at a young age and has never stopped.
His fridge is always stocked with Snapple, and no grocery run is complete without a couple of
Snapple six packs.
Snapple is Jerrys go-to drink anytime he needs a pick me up, or something refreshing.
He likes to stay fit, but isnt necessarily obsessed with health trends.
He usually listens to Spotify and Pandora on his way to and from work, as well as when hes
working out.
While he is a social media user, he usually sticks with Facebook and YouTube.
Started drinking Snapple when she was young, but started moving away from it as
she became older.
Most likely to buy Snapple in a bodega, deli, or convenience store.
She picks Snapple when she is feeling nostalgic and is in the mood for a treat.
Overall, Jess doesnt see Snapple as particularly relevant anymore.
Is just starting her career and takes it very seriously.
She most often stops for a Snapple on her way to work, or during her lunch break.
Heavy social media user, frequenting sites such as Facebook, Instagram, Twitter, YouTube,
and Pinterest.
Usually doesnt drink much of any ready-to-drink beverages, instead opting for making his
own tea at home.
Sees Snapple as a drink for young children.
Takes his health very seriously, spending a decent portion of his free time working out.
When he does purchase ready-to-drink beverages, he goes for the healthier options with
either zero calories, or very low calories.
More likely to support a product thats affiliated with a cause or a charity.
Just getting set in his career with plans of starting a family in the near future.
Heavy social media user, frequenting Facebook, Twitter, Instagram, and YouTube.
Tagline:
M
S
arketing
trategy
MEDIA BUDGEt
Total $43,126,252
Media Plan/Schedule
Snapple Flowchart
Snapple
Flowchart
Premier Solutions
Medium
Net TV-Prime
- Empire
- The Big Bang Theory
- New Girl
$(000)
Net TV-Sports
- ESPN
$(000)
Spot Radio-Morning Drive
- Spotify
- Pandora
$(000)
Spot Radio-Evening Drive
- Spotify
- Pandora
$(000)
Outdoor
- Digital Billboards
- Bus Wrap
$(000)
Other Spot
- Promotional
- Internet Ads
$(000)
National Only Area
GRPS
$(000)
Reach
Avg. Freq.
Spot Only Area
GRPS
$(000)
Reach
Avg. Freq.
Spot + National
GRPS
$(000)
Reach
Avg. Freq.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
3
1082.5
GRPS:
COST:
36
12990.2
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
1
10.0
GRPS:
COST:
12
120.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
GRPS:
COST:
12
3000.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
1
250.0
GRPS:
COST:
12
3000.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
1,308
18.0
GRPS:
COST:
15695
216.0
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
N/A
1491.7
GRPS:
COST:
0
17900.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
4
1092.5
4
1.0
GRPS:
Cost:
47
13110.2
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
1309
2009.7
87.9
14.9
GRPS:
Cost:
15719
24116
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
1313
3102.2
88.2
14.9
GRPS:
Cost:
15767
37226.2
creative strategy
TV:
We targeted three specific shows that we know our target market is currently
viewing. Empire, The Big Bang Theory, and New Girl are not only viewed by our
target audience it also fits accordingly with our targets personality type. These shows
generate 3.8 to 17.6 million views.
Promotional:
Internet Radio:
Outdoor Advertising:
C
Internet radio
r
e
a
t
i
v
e xecution
Internet Radio Ad
Pandora and Spotify
Sweeter Things in Life
Internet Ads
Television Commercial
Outdoor
ads
p
r
o
m
o
t
i
o
n
a
l
Evaluation
After the campaigns run and during the schedule, we will start evaluating if our
campaign strategy is working. We will do a mid-year evaluation to determine
whether to make the plan stronger.
1. Within the Heartland: Heavy User Strategy
Grow Brand Relevance through engagement tactics with Heavy Snapple Users
Grow Purchase Frequency: Grow Heavy User Buying Rate from 9x to 10x per
year
Conduct focus group sessions in the 2nd quarter to gain insight on what tea and
juice is in our target consumers top consideration set. These groups will be
conducted online and in person with our target audience of 24-36 year olds.
Analyze ad impression by monitoring Designated Market Areas in the Northeast.
2. Non-Heartland: Light User Strategy
Drive Trial by converting our high Awareness (90%) to Top of Mind Brand
Awareness (15%)
Grow Purchase Frequency: Grow Light User Buying Rate from
1x to 3x per year
Throughout the campaign run, we will conduct surveys online to see if our goals
were accomplished. Consumers who take the survey will be offered Snapple
coupons as an incentive, which will drive more trials of Snapple.
Survey light users after the campaigns run to see if they have raised their
purchase rate to at least 3x a year.
Track sales figures of the 1st and 2nd quarter in the Northeast. As well as
major cities outside of the Northeast.
We will monitor to see if they have increased.
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Lipton Tea. Lipton. n.d.Web. 30. Jan. 2016.
Moye, Jay.Gold Peak, Fuze Tea Join Cokes Roster of Billion-Dollar Brands. Coca-Cola Company 5. Feb. 2015. Web. 29. Jan. 2016.
Neff, Jack. Lipton Uses Oscars (and Muppets) to Launch Global Campaign for Unified Brand. Advertising Age 26. Feb. 2014. Web. 28. Jan.
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Rubenstein, Abigail. Snapple Beats All Natural Label Suit. Law 360. 24. Jan. 2011. Web. 27. Jan. 2016.