Integrated Marketing

Communications Plan
04.19.2019
Keurig Dr Pepper
T.J. Alvy, Jacob Biggar, Neal Remedios, Devon Webb
Risk = Managed LLC.
MKTG 384
Professor Hessick
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Table of Contents

Executive Summary………………………………………………………………………. 2

Industry Background……………………………………………………………………… 2

Organization.…………………………………………..………………………………….. 4

SWOT Analysis…………………………………………………………………………... 12

Marketing Strategy/Goals……………………………………………………………….... 17

Set Communication Objectives…………………………………………………………... 19

Campaign Objectives…………………………………………………………………….. 20

Creative Recommendations…………………………………………………………….... 23

Media Recommendations………………………………………………………………... 30

Monitor, Evaluate, Control………………………………………………………………. 34

Budget Summary………………………………………………………………………… 36

References……………………………………………………………………………….. 34

Appendix………………………………………………………………………………… 47

Executive Summary
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· Keurig Dr Pepper manufactures and produces over 100 well known brands within the juice,

water, coffee and soft drink markets. This three-month IMC plan focuses on specifically one of

their brands, Dr Pepper.

· Dr Pepper is currently situated as the third largest brand in the carbonated soft drinks market.

· This IMC plan aims to target minorities aged 45-64 in Texas.

· The campaign objectives are to increase market share and sales revenue by 5% each.

· The campaign theme is centered around the idea of inclusion and a sense of one larger

community. Each of the execution pieces in this IMC plan revolve around this common theme.

· The media plan consists of three separate execution pieces. All carried out through different

media classes. The media classes being internet, tv and radio advertisements. The specific media

vehicles used were Facebook, Houston local cable channels and 98.5 fm.

· Pre and post surveys are used along with SAS and Facebook market analysis tools to

measure if the campaign was successful at reaching targeted KPI’s.

· The overall budget for this entire plan is $500,000

Industry Background

The soft drink industry has brought many key innovations in the business world. The

industry has shown innovations in product development, franchising, mass marketing, as well as

generating new consumer tastes and trends in the culture. The first known producer of soda water

in the United States was a Yale University scientist, then two years later the equipment to

produce soda water was patented. By the 1820’s nationwide pharmacies were providing these

drinks as remedies for ailments specifically problems with digestion. Several brands emerged
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that were still popular later on in the century: Hires Root Beer (Philadelphia, 1886), Dr Pepper

(Waco, 1885), Coca-Cola (Atlanta, 1886), and Pepsi-Cola (New Bern, 1893) (Industry “Soft

Drinks, 2019). In 2016 the global market for carbonated soft drinks was valued at $392.6 billion

(Global Carbonated Soft Drinks Market Share, 2019), in the United States for 2016 the

carbonated soft drinks market was valued at $253.7 billion; taking up about 64.6% alone of the

global carbonated soft drinks market in 2016. Sales of carbonated soft drinks are very dependent

on the ability of the company to develop new products that fit the new needs of customers.

Another key strategy, is to focus on large-scale retailers and supermarkets to get products into

the hands of more consumers.

When looking at the growth of the carbonated soft drink industry, we see an expected rise

at a CAGR of 5.1% over the period of 2014-2025 (Global Carbonated Soft Drinks Market Share,

2019). According to experts, in 2015 the United States soft drink market made up 28% of the

global market revenue. Factors like increasing population and the growing need for premium

drinks are causing the market in the United States to gain momentum. Additional factors that aid

in the markets growth are things like the ease of availability for these products and the highly

competitive rivalry between brands within the market. As more new products become available

with different flavors, less sugar, low calories, and natural sweeteners the market experiences an

upward thrust as consumers suddenly have more options to spend money on. As the disposable

income of consumers increases the market also experiences growth because consumers are

inclined to buy more products with their earnings.

A clear trend in the carbonated soft drink industry comes with the lifestyle shift in its

consumers. As people shift to a more workaholic lifestyle, they need their products in a more
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convenient, accessible manner. Since they are living such fast paced, task related lifestyles these

products need to be accessible and easy to purchase to fit the lifestyle of the consumers. Another

trend is the shift to a more health conscious products to help eliminate the negative stigma

associated with carbonated soft drinks. People care about what goes into things that they are

putting into their bodies, if the things they are putting in are bad then they will stop using them

so the healthier the product is the more appealing to consumers it will be (Scipioni, J. 2017,

August 01).

Product innovation is another key trend. With competition in the industry being intense

streamlining the creation of the product proves to be beneficial in many ways. It diversifies the

brand and has the possibility of bringing in new business by gaining the attention of new

markets, this also can increase the company’s positive brand image (Global Soft Drinks Market

2019-2023). We can also see that companies in this industry are constantly trying new marketing

techniques to combat the negative stigma towards soft drinks, while also trying to gain more

market share and profits throughout the industry(Mintel, 2019).

Organization

Keurig Dr Pepper Inc. (KDP), is a leading manufacturer and distributor of carbonated

soft drinks (CSDs), juices, teas, mixers, waters and other beverages. The company primarily

operates in North America and is headquartered in Plano, Texas. The company was founded in

2018, as Keurig Green Mountain acquired Dr Pepper Snapple Group and merged the two

companies into Keurig Dr Pepper Inc. The company reported revenues of $7.44b for the year

ending 2018, an 11.24% increase from 2017. However the company reported a net profit of

$586m, a 45.54% decrease from 2017, most likely due to the merger
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Keurig Dr Pepper, is the third leading seller of soft drinks. While maintaining a strong 22.5%

market share, they are a ways off of the two industry leaders, Coca-Cola and PepsiCo. In recent

years, however, Keurig Dr Pepper and its respective brands within the CSD industry has begun

to cut into the market share of both of these companies through multiple methods of advertising,

promotion, and partnering with the NCAA.

Keurig Dr.Pepper, offers over 120 brands, in four main sub-categories. The four sub-

categories include, coffees, teas, soft-drinks, juices and waters. Their biggest brands include, Dr

Pepper, Sunkist, Canada Dry, 7-Up, Krispy Kreme, Cinnabon, Panera, Yoohoo, Motts, Hawaiian

Punch and more.

The companies’ newly adopted mission statement following the recent merger is, “As

Keurig Dr Pepper creates a beverage company of the future, our combined size and scale

provides a significant opportunity—and responsibility—to preserve and protect the environment

and give back to society in the local and global communities where we have offices, operations,

suppliers, and consumers.”

The company differentiates itself through its’ unique taste containing 23 flavors and its’

rich history of being the oldest-founded soft drink brand in America. Being the oldest soft drink

stands a testament to their quality and ability to sustain a successful product as well.

According to the leading online review service, Influenster.com, Dr Pepper original recipe

scored a 4.7 out of 5 stars. The review was compiled from over 8700 separate responses and was

ranked as the number 2 product in the soda and soft drinks category on their website.

KDP has had a positive increase in revenue over the past five years. Their revenue from

2013 to 2018 has been: 5.99B, 6.12B, 6.28B, 6.44B, 6.69B, 7.44B, respectively (Mergent

Intellect, 2018) Their net income was 703M in 2013 and increased to 1.08B in 2017 prior to the
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merger with Keurig. The industry average EBITDA for soft drink manufacturing companies in

2018 was 12.3%, KDP reported 19.83% EBITDA and has maintained a margin 1.5 times the

industry average for the last 5 years (Mergent Intellect).

The price of the product is consistent with the major carbonated soda drinks in the

industry. They are priced slightly lower than their top competitors, Coke and Pepsi. The most

expensive retail locations are CVS and Kmart which both sell 20 oz. Dr Pepper bottles for $1.99

(Hangover Prices, 2018). The cheaper end of the retail chain, Walmart and Target sell Dr Pepper

for $1.68 and 1.79, respectively. Dr Pepper has an affordable and flexible price in order to create

satisfactory customer loyalty. Additionally, Dr. Pepper uses price cuts and sales promotion offers

in order to attract new customers, and they are able to cover the costs because of their extensive

distribution network.

Dr Pepper uses a direct delivery system route by having the product reach its destination

through a system of distributors (Dr Pepper Marketing Mix, 2018). The major retailers most

associated with Dr Pepper are Walmart, Safeway, Target, Kroger, and SuperValu. This method

enables them to sell their products in major retail stores, restaurants, hotels, gas stations, and

major grocery chains. The second method that KDP uses is warehouse delivery route. In this

method the product is manufactured and then kept aside in the same facility until needed by the

customer. Their substantial large-scale distribution network allows them to reach customers

worldwide. The major food service companies associated companies include Burger King,

McDonalds, Pizza Hut, and Taco Bell.

Dr Pepper is in the maturity stage of the product life cycle. They use advertising and

promotion as a reminder to keep their brand fresh in their consumer’s mind. The market share
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has been relatively stagnant; only capturing an additional 3% for carbonated soft drinks in ten

years from 2005-2015 (Dr Pepper Market Share in United States, 2017). KDP is still a major

player in the industry because of their constant brand acquisition and increases in yearly revenue

and profit margin. They recognized their position in the cycle when they ditched their “One of a

kind” campaign replacing it with “The One You Crave (Schultz, 2017).” By doing this KDP

shifted from a differentiation approach to a focus approach. Derek Dabrowski, Dr Pepper’s VP

of Brand Marketing and Content released a statement that said we live in a day and age where

people are already over congratulated on their individualism so Dr Pepper will no longer

continue to emphasize uniqueness. Dr Pepper continues to use a product-driven strategy with

their most recent flavor release in 2019, Black Cherry.

Dr Pepper main key benefit is the flavor. It is distinct from the top two competitors, Coke

and Pepsi. Dr Pepper is unique and advertises their drink is comprised on 23 different flavors.

Additionally, Dr Pepper has numerous brand extensions with their flavors and versions of the

drink. The most popular extensions in order following the original drink are: Diet Dr Pepper, Dr

Pepper Ten, and Dr Pepper Cherry Vanilla (Social Media Brand Analysis: Dr Pepper, 2014).

Dr Pepper may be a mature product, but some of their main benefits come with age. The

company along with their brand acquisitions have a worldwide distribution network that is they

key to their success in the entire Americas as well as in overseas markets. A major source of

their revenue also comes from the soda concentrate that is sold and mixed with carbonated soda

when the consumer purchases it.

Another key feature of Dr Pepper is their presence online and in the sports industry.

Discovery Research group revealed that Dr Pepper received close to two times the amount of
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positive comments to negative (Social Media Brand Analysis: Dr Pepper, 2014). Dr Pepper uses

both Facebook and Twitter to keep up with consumers and push promotional programs and

contests. Furthermore, they extended their presence to the college football scene which generated

the largest spike in brand awareness that they had ever seen to date when they had a sponsored

halftime contest during the SEC championship game.

Dr Pepper’s self brand image has gone through a series of changes since their foundation

in 1885. Their first slogan was “King of Beverages”, which would change 30 years later as the

company slowly became an underdog to Coke. In the 1960s Dr Pepper removed the period in Dr.

and used the slogan “America’s most misunderstood soft drink.” In 2006 Dr Pepper took a

different approach by attempting to form their campaign around the unique flavor they offered

compared to the leading brands.

Dr Pepper has awareness towards consumer interest. They continue to release new

flavors and variations of their famous drink. Health has become a major consumer concern in the

last five years. The carbonated soft drink industry has been overtaken by bottled water which

represents a movement towards healthier lifestyles (Zarling, 2018). Dr Pepper’s most popular

brand extension is their diet soda which makes up 65% of the extended product sales. The

second most popular version is Dr Pepper Ten at 22%. 90% of Dr Pepper’s entire brand

extension sales are comprised of reduced calorie versions which represent the consumer’s loyalty

towards the drink throughout the shift towards healthier lifestyles.

Dr Pepper positions themselves as a unique brand that does not attempt to taste like Coke

or Pepsi. Rather, they strive to build their brand and create recognition for the taste that

consumers crave over generic cola. Their 2011 slogan, “Can You Handle the Taste” highlights
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their individuality, but moreover Dr Pepper has very positive consumer relations with their

influence on social media and the college football industry. They use humorous social media

posts as reminder advertising in order to keep their product fresh on the mind of consumers.

KDP is the 3rd largest competitor in the carbonated soft drink industry, and they understand that

relations with the major industry leaders can be beneficial. According to a study done by the

University of Richmond, a substantial portion of sales is comprised of third-party bottlers

including Coke and Pepsi. Dr Pepper uses their brand and their existing distribution network

through KDP to maintain beneficial strategies with major carbonated soft drink brands (Dr

Pepper Snapple Group, 2011).

In the cola industry the 3 main players are Coca Cola, Pepsi, and Dr Pepper. Coke and

Pepsi hold a strong market share, making up nearly 70.1% of the market together. Dr Pepper

makes up a strong portion of the other remaining portion, coming in at around 22.5%,

respectfully. In 2017 alone, Dr Pepper and Coca Cola both grew their market shares, which

previously had been around 21.8 and 40.8%. This growth was mainly taken out of Pepsi, as they

saw their market share decrease from 29.8% to 28.7% (Mintel, 2017). From the market analysis,

it is clear to see that Coca Cola and Pepsico are the two largest competitors to Dr Pepper.

When analyzing Coca Cola, their main target audience age and demographics falls in the

ranges of Hispanics and Caucasians under 24 years old, and also consumers 45 years old and up.

Coke primarily appeals to those without a college degree, but tailors to those with a standard

college degree as well (Numerator, 2018). On top of this, Coke’s primary target market is those

making around 60 thousand a year and under. While, Pepsi’s target market is quite similar to

Coke’s, there are a few differences. Pepsi typically appeals to mostly Caucasian consumers 24

and under, and those around 45 to 64 years old. Pepsi appeals more so to a slightly higher
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income crowd than Coke, targeting those making 80 thousand a year and less, and heavily

targeting those without a college degree (Numerator, 2018).

Coca Cola and Pepsico demonstrate their market position quite similar to each other, but

with distinct, key differences among the two brands. Coke mainly positions their products

towards a family atmosphere, attempting to appeal to every type of person and consumer. On the

other hand, Pepsi typically markets their product as the best the consumer can get by partnering

with multiple sports leagues and using a multitude of celebrity endorsements in advertising.

While Coke uses many different types of media to advertise, their main forms of advertisement

come from newspapers, magazines, internet ads, and commercials - varying upon the country

they are aired in (Dudovskiy, 2015). Profit maximization is the overarching goal of their

advertising and the message that their advertisements convey, tries to accomplish this objective.

The messages they convey with their advertisements are that Coca Cola satisfies thirst, it is

stylish, and it is a part of a lavish, enjoyable lifestyle. Pepsi, on the other hand, does a lot of

advertising online, using social media to allow consumers to interact with advertisements right

there, allowing them to tailor their message to the consumers they’re targeting. This is called

digital fitness. Besides just internet advertising, Pepsico also runs many televisions

advertisements, often utilizing celebrity endorsements in many of their advertisements and

commercials. Since Pepsi has had a large place in pop culture, and they use this as part of their

message. By utilizing celebrity endorsements, the brand is sending the message that their product

is the best of the best and that you should never settle for anything less than their product

(PepsiCo’s Innovative Marketing Communications Strategy, 2011).

Coca Cola has many strengths in the marketplace such as its signature logo, loyal

consumers, and a large amount of financial resources needed to maintain their place on top of the
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carbonated drink market. Some problems facing Coca Cola moving forward, however, relate to

the growing scarcity of fresh water needed to be used it their products. This could lead to both

higher costs and capacity restraints moving forward in production (DeFranco, 2015).

Pepsi, on the other hand, maintains its strengths through means of differentiation. They have

partnerships with multiple sports leagues such as the NBA, NFL, and the MLB. Pepsico also

owns the Frito-Lay business, allowing them to package Pepsi products with chip and snack

products as well. The main weakness that Pepsi faces is that with a large amount of their

business tied to North America, whose soda consumption continues to fall, they need to begin

making larger inroads in other nations to keep competing with other universal brands (Hellman,

2016).

One area and reason that Dr Pepper has seen significant growth over the last few years is

due to their strong domestic presence in the United States. International markets only make up

around 12% of Dr Pepper’s annual sales, compared to around 55% and 50% for Coke and Pepsi.

Despite the United States’ declining soda consumption, the U.S. dollar remains much more

valuable and steady in comparison to many foreign currencies such as the euro, Brazilian real,

and Russian ruble. On top of this, Dr Pepper also offers a unique taste to its soda, differing itself

from standard colas, such as Coke and Pepsi. Through this differentiation Dr Pepper can attract a

different variation of customers, that Coke and Pepsi are less likely to reach (Why Dr Pepper is

doing better than Coca Cola and PepsiCo, 2015).

SWOT

The strongest feature of KDP is their distribution network and their employees. Dr

Pepper has allocated ample resources towards employee programs. They use an eLearning
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partnership with a company called ej4 in order to standardize and upscale their training. Per the

University of Richmond study, they utilize both third party distribution as well as company-

owned direct store delivery (Dr Pepper Snapple Group, 2011). Internal distribution is transported

by trucks and railroads. They use a hub and spoke system which involves major distribution

centers in major areas that allow for the five major areas of the country to operate together in

order to customer service and reduces transportation costs. Their largest hub is located in

Northlake, IL. The facility is one-million square feet and employs over 1200 workers providing

to Chicago and surrounding areas. Along with KDP’s vast distribution network comes a

mainframe IT infrastructure that supports the system. They have a program called Rapid

Continuous Movement in which they strive to eliminate non value-added activities, improving

productivity (Dr Pepper Snapple Group, 2011). They use Six Sigma methods to evaluate and

constantly strive to improve distribution and efficiency.

Another strength of KDP is their brand acquisition and ability to grow. KDP has

experienced growth in revenue as well as net profit. 2017 marked the 12th consecutive year that

the US Carbonated Soft Drinks (CSD) market has declined which may seem detrimental for

KDP considering their portfolio of primarily CSD brands. In 2016 there was the lowest per

capita consumptions of CSD products since 1985. As represented in Appendix A, Dr Pepper was

able to report growth higher than both of the leading competitors, Coke and Pepsi, despite the

trending decline in CSD products. According to the Trefis Team, Dr Pepper’s growth is

attributed to their ability to take market share from PepsiCo, and favorable packaging and price

mix which attributed to a 2% increase in CSD sales in Q3 of 2017.

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A major weakness of KDP is their financial management. Many of their financial ratios

are below industry standards. Specifically, their liquidity ratios indicate that they are not using

cash effectively. According to Fern Fort University, their days outstanding inventory value is

high meaning that they must spend more to store their product thus potentially impacting long

term growth. Additionally, their profitability ratio as well as net contribution % si below the

industry average.

Another disadvantage of KDP is their low penetration in foreign markets and reliance on

North America for sales. In 2017 85.8% of sales were from North America alone (Net Sales of

Dr Pepper Snapple Worldwide, 2017). KDP also has a very small market share compared to their

two main competitors who have penetrated foreign markets much deeper than KDP.

When looking at KDPs position in the market based on the amount of earned revenue,

market share they have acquired there are a few opportunities that KDP could capitalize on in the

near and distant future. With a huge strength for KDP being their distribution power

(size/efficiency) expansion into new markets is an obvious opportunity for them (Dr Pepper

Snapple Group SWOT & PESTLE Analysis. 2017, September 15). Having the size of a

distribution operation that KDP has, presents the opportunity to move into international

markets/alliances which could bring in potential new revenues. Expanding to other countries

such as China, India, and other countries like those may prove fruitful in the end. Going back to

the earlier point about distribution being a top strength for KDP another opportunity that is

present is the opportunity to streamline their distribution process to try and decrease some costs

in those areas because of the lower shipping prices. This move could bring some profitability
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with it or the benefits could be passed onto the consumers and then KDP sees an increase in their

market share.

Another potential opportunity for KDP follows the purchase of Bai, and FIJI Water. The

company could increase production of these healthier products in order to gain new revenues

from consumers (Toluwalope. (2016, July 22).We can see examples of the competition following

this trend with Coca Cola and PepsiCo branching out into the bottled water market with Dasani

(Coca Cola) and Aquafina (PepsiCo). The bottled water market has a huge need and if KDP

upped production in that department it could prove to be beneficial over the long term. At least

thirty percent of American adults do not consume alcohol, this is an opportunity KDP could

pounce on and target these consumers with their variety of non-alcoholic drink products

(Alcohol Facts and Statistics. (n.d.). Retrieved March 14, 2019). Also if the company begins

producing more healthy products, that may be a great way to bring about a positive image to the

company. Giving it a good reputation amongst health conscious groups such as juices, and other

non-carbonated drinks.

With that being said, KDP could expand into another new type of drink market, that

being energy drinks. Energy drinks are associated with activity, whatever that activity may be

it’s about getting up and being active. Being associated with activity and getting consumers

moving could be pretty easy for a company in charge of a brand like “Dr Pepper” that is

affiliated with the NCAA. With obesity being another major health risk along with alcohol

consumption these shifts to new drink markets could be the right move for KDP when looking

for a long term sustainable advantage over its competition (Smith Follow. 2012, April 29). As
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stated earlier KDP is trying to shift with the consumer, and this seems like a great way to follow

new trends with drink consumption found within the market today.

One of the major threats in place for Keurig Dr Pepper is the competition they face. Their

main competitors are PepsiCo and Coca Cola, two major market shareholders (Toluwalope.

2016, July 22). Meaning their operations are just as large or probably larger than that of KDP. It

is very tough to compete with that as they are probably aware of as they do not hold the #1 or #2

spot in the carbonated beverage market. These companies possessing more money could in turn

take advantage of more local distributors by paying them with higher profit margins. The same

can be said in terms of having more profit to work with for the competition. If Pepsi and Coca

Cola are earning more that means they have more money to spend on advertising, marketing

campaigns, etc… which leads to more sales for the competition.

A second threat to KDP would be a decline in the United States economy. With less

money in the pockets of consumers they are looking for ways to save money. That means they

are going to be shopping less, spending less, which means KDP would be selling less. Some

commodities may also increase in price substantially which would be a problem for Keurig Dr

Pepper. Since KDP produces consumable products there are also regulations and standards that

products must meet in order to be sold, contamination is another factor that could be detrimental

in that aspect. Certain raw materials used are only provided by certain suppliers so shortages

could occur which could bring problems about. Another reason KDP may see a sales decrease

would be from the negative stigma that has surrounded carbonated drinks. Health studies have

been done on carbonated drinks about possible side effects after long term use as well as the

amount of sugar placed in the carbonated drinks which is not by any means healthy.
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Finally, another potential threat towards Dr Pepper is related to their supply chain. For

the majority of Keurig Dr Pepper sales they rely on a small numbers’ of retailers. This could be a

problem because losing business with one of those retailers could cause their profits to take a

pretty large hit. On the other end of the chain, KDP relies on third party bottling and distribution

companies for a portion of their business. Putting that much trust in third party companies is

dangerous, its harder to manage and track. Being in the dark is never a good idea unless a strong,

trusting relationship is built. Also when these third party companies are in control of a portion of

business, KDP must be careful because if something goes wrong it could have some negative

repercussions (Smith Follow. 2012, April 29).

Marketing Strategy/Goals

In terms of the markets needs, we think the market has an abundant supply of producers

that have some high-selling similar products and other outliers that are more health conscious.

When looking at market share by product in 2016, behind carbonated drinks packaged water

holds the second place spot followed by other types, fruit beverages, iced tea, energy and sports

drinks. These are areas where companies can look to gain market share and profits by making

new products to fit consumers new needs in each of those product categories. In terms of

consumer needs it comes down to ease of accessibility and quality for these products. Consumers

want it to be easy to find and purchase these products while also knowing that they are getting a

product that performs well in their own needs categories. Whether that be taste, purchase

experience, price, convenience depends entirely on the customer solely. But companies can make

an effort to achieve excellence in these categories in order to bring in more revenue from

consumers.
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The first marketing goal is to increase market share by 0.5%. KPD only controls 17.8%

market share as on 2017. The leading competitors, Coke and Pepsi own 42.8% and 25.6% of the

CSD market, respectively. KDP has gained an average of 0.25% market share each year since

2013; whereas, Pepsi has lost an average of 0.53% market share in the same time period.

The second market goal is to increase sales revenue. The index level for Asian-Americans was

the lowest reported ethnic group followed by African-Americans, and Hispanics. Using our

campaign the sales volume will reflect the adoption of new consumers as well as show

preference towards our brand thus increasing the volume of Dr Pepper purchased.

Dr Pepper Original is sold as a product inside the CSD market. This IMC campaign

breaks the overall CSD market into a more precise target market, consisting of three main

segmentations: age, ethnicity and geographic location. Age was chosen as a segment, because

due to Numerator Statistics, in 2017, there was a 107 index number for the age bracket of 45-64

regarding Dr Pepper sales, which was shown to be the most solid consumer base in terms of

regular consumption rate (Numerator, 2017). Age was also an essential portion to our market due

to the lagging nature of the next segmentation, ethnicity. Ethnicity was segmented to contain

only minorities. The specific minorities included were, asian-americans, hispanic-americans and

african-americans. These specific minorities were chosen as they all had index numbers below

75 on the same 2017 index referenced earlier. This segmentation holds the core for our IMC

campaigns’ central theme, “Dr Pepper brings people together and is one drink for everybody.”

Finally, the locations of Houston and Dallas were chosen as the geographic regions to target, as

they are two of the top five most diverse cities in the nation, all located in one common state and

all happen to have large metropolitan populations. In addition to the large diverse populations,
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according to the Center for Disease Control and Prevention, 67% of adults in the South reported

drinking a Sugary Sweet Beverage (SSB) at least once per day, which is the second largest

consumption rate of SSB’s per region in the nation (Get the facts - sugar sweetened beverages,

2017). These segmentations combine to form our overall condensed CSD market of, minorities

in Texas.

The primary target market segment we will be specifically focusing on is, minorities aged

45-64 in Houston, Texas. The evidence for the selection of age and ethnicity is the same that was

discussed in the prior paragraph. Houston was chosen as it had the number one ranking for

diversity in a city in the country, which plays well into the efforts to reach minorities.

The secondary market was chosen as minorities aged 45-64 in the Dallas area. Dallas was chosen

as a secondary market, as it is not as ethnically diverse as Houston, but does still rank fifth in the

nation in overall diversity and contains a large enough population to warrant a three month long

IMC campaign. This secondary market will receive less funding than the primary target market

and will be run on more of a run-back trial basis than the Houston campaign.

Set Communications Objectives

Our IMC plan’s overall communications objectives are to increase likeability of the Dr

Pepper brand, build awareness of Dr Pepper as the leading soft-drink option, and re-shape pre-

existing preferences of the Dr Pepper brand in our target market. Dr Pepper is currently

positioned as the third most popular brand in the carbonated soft-drinks industry. One goal of

this IMC plan is to increase the number of consumers within the target market who report

preferring Dr Pepper as their first choice in the carbonated soft-drink industry. Another goal of

the IMC campaign is to increase likability of the brand. Likability is improved through the
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inclusion of various forms of positively charged imagery in each execution piece. Each piece is

centered around a common theme, Dr Pepper brings people together and is “one drink for every

person”. Forms of imagery included in the execution pieces contain, families, friends, smiling,

humor, similarity and happiness, etc. Finally, this IMC campaign aims to increase product

awareness and should objectively increase the number of consumers who report repurchasing Dr

Pepper directly following the ad.

Campaign Objectives

When selecting our campaign objectives we kept the ideal factors of goal setting in mind.

We want the objectives that our campaign reaches to be specific, measureable, attainable,

relevant, and timebound. Reaching these goals will be crucial in helping KDP gain more market

share within the industry and also help boost their sales revenue. Each goal is specific, tailored to

our target market and time period the campaign will be running while providing a certain amount

for each we hope to increase by. All of the goals we have set for the campaign are measurable,

there are established methods that allow us to track and analyze our campaigns effectiveness

within a specific time frame. We have our campaign running for a three month period that falls

between November 1st of 2019 running until February 1st of 2020. With our IMC campaign for

Keurig Dr Pepper we look to achieve these two things:

1. Increase the awareness of Dr Pepper in our primary and secondary target markets by 5%

from November 1st 2019 - February 1st 2020

2. Change the preference levels of Dr Pepper by 5% amongst our primary target market

against Dr Pepper’s main competition from the period of November 1st 2019 - February 1st 2020
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We feel that each of these goals are relevant to the marketing objectives and

communication objectives previously set. The goals also involve increasing key aspects the

company finds valuable so that is pushing the company towards a positive direction if the

objectives are accomplished. We also feel that these goals are attainable, given the size of the Dr

Pepper brand, the budget and time period selected for our campaign, and the execution pieces

that we selected to use for our campaign.

The first campaign strategy is to place advertising on websites that are frequently visited

by our target market. In 2018, it was found that 89% of adults in the United States frequently use

the internet; there has been a consistent increase in the number of adults who use the internet

over the last 20 years from 52% in 2000 to 89% in 2018. It was also found that during 2018 at

least 69% of adults in the United States used at least one social media site (Demographics of

Social Media Users and Adoption in the United States).

The second campaign strategy is to run a radio ad over the airways on stations that will

be frequently listened to by our target market. According to Nielsen, African-Americans and

Hispanics accounted for 64.6 million users out of total 247.8 million users surveyed Statista,

2018). Nielsen also collected age demographic data on radio users and revealed that the highest

percent of users reached were males and females aged 35-64(Nielsen, 2018). Both of these

statistics reveal that radio ads are primarily listened to by minority groups and a demographic

similar to our target market.

The third campaign strategy is to run a television ad across networks and channels that

will capture our target market’s attention the most effectively. Visual diversity has become a

huge trend within tv advertising over the last decade. Visual diversity is described as
 21

commercials that allow advertisers to connect with broader range of audiences while

conveying a message that corporate America is not just "in touch," racially speaking, but

also inclusively (Race becomes more central to TV advertising. 2009, March 01). This is seen

as a good thing in many respective professionals eyes as it moves toward an idea of a

wholistic, united community. It is also encouraging more minorities to become more

involved in television advertisements; whether that be watching, producing, directing, or

reacting to these advertisements. We would more specifically be targeting cable channels

because according Nielsen Report “TV Trends by Race and Ethnicity”, 62% of African

Americans have wired in cable, 50% of Hispanics have wired in cable, and 66% of Asians

have wired cable in their homes (U.S.TV Trends by Race and Ethnicity. 2011).

Develop Creative/Message Strategies

For our positioning strategy we decided to take the route of product difference. Dr Pepper

is very different when compared to its two main competitors when it comes to taste. A main way

that Dr Pepper has been known for differentiating themselves from the competing brands is that

Dr Pepper is made up of 23 different flavors. Where the main product in Coca-Cola’s & Pepsi’s

cola products is in fact cola, Dr Pepper’s 23 flavors are: cola, cherry, licorice, amaretto, almond,

vanilla, blackberry, apricot, blackberry, caramel, pepper, anise, sarsaparilla, ginger, molasses,

lemon, plum, orange, nutmeg, cardamon, all spice, coriander juniper, birch and prickly ash.

Focussing on the aspect of differentiating Dr Pepper from its competitors will be crucial when

trying to raise awareness and preference within our target market.

Our positioning statement is, for minorities in the south that need a drink different from standard

cola, Dr Pepper is a CSD product that has a unique taste like no other soda. Unlike the main
 22

competitors Coca Cola and Pepsi our product uses a unique combination of flavors that is

individual.

Slogan: “One drink, for everyone”

Creative Recommendations

The target audience for the TV advertisement is our primary target market. The television ad we

have created has a primary use for altering existing brand preferences. We think it is essential to

persuade our target market to choose Dr Pepper when confronted with other competing brands in

a purchasing situation. This audience is our primary target for preference because it has been

shown that minorities and individuals from the ages 45-64 have a lower rate of purchasing Dr

Pepper (Dr Pepper Demographics and Consumer Insights). Another reason we selected this age

range for our primary target audience with the television advertisement is that 55-64 years old

and 45-54 year olds hold the first and second spots in terms of number of TV hours watched

(Television Capturing Americas Attention).

The advertising objective for the television ad is to increase preference for the Dr Pepper

brand over other competitors in the industry. In doing this we hope to see more consumers

selecting Dr Pepper when presented with other carbonated soft drink options in a purchasing

situation.

The television ad was designed to introduce the idea that Dr Pepper carries a

psychological benefit to, calm people down in high stress environments and bring even the

biggest enemies together by simply taking a sip. This television advertisement also carries direct

tangible product benefits as you can see how happy each character becomes from simply tasting

a Dr Pepper.
 23

The advertisement uses an emotional appeal as it is meant to be a light hearted, humorous

ad that is simply meant to leave a new, more positive perception of the Dr Pepper brand in the

consumers’ mind following the advertisement. We are using the comparison ad execution

technique which is an emotional and rational appeal.

The execution styles used for this advertisement contain elements of dramatization,

humor, slice of life and imagery. Dramatization in this advertisement is derived from the fact that

political world figures would never halt a floor discussion to simply share a Dr Pepper with one

another. Additionally, with extreme fictional dramatization comes humor as well, especially in

an instance so out of expected reality as this. Slice of Life and imagery are included as well. The

room will initially have a greyish color scheme to it until the Dr Pepper is cracked open and

unleashes an array of vibrant colors and positive imagery with it. As a Dr Pepper 20 oz bottle is

cracked open, each neighboring country will ask for a sip and smile. As the bottle is passed

further and further along the room, the room begins to brighten from its initial grey color scheme

and the moon begins to lighten up. Presenting the idea to the consumer that happiness follows Dr

Pepper and the product has the power to bring even the bitterest of enemies together.

The ad layout will consist of important looking politicians sitting in a room around a

circular table. Each member is clearly representing an ethnicity. Members are clearly flustered

and tensions are rising. These figures have an authoritative social influence that captures the

attention of the people viewing the advertisement.

The visuals we are going to highlight show a few members drinking Coca-cola and Pepsi.

The members of the table are arguing and cannot seem to find a solution. One member leans over

and picks up a Dr Pepper and cracks the can open. He takes a sip and exhales and audibly. He is
 24

immediately relieved and the member next to him sees that he has done this. The room is

suddenly filled with colors that were initially dull and grey. The man who opened the Dr Pepper

slides it to the man to the left and opens himself a new one. He takes a drink and feels the same

relief and his anguish has been satisfied. The leaders continue to pass the soda down and more

leaders join in enjoying Dr Pepper. The commercial ends when the last member tries the drink;

they all stand up raise a toast and exalt, “One drink for everyone.”

The target audience for our radio advertisement consists of both of our primary and

secondary target markets. Both target audiences are included in this advertisement as the low

cost of radio air-time and ability to take advantage of state-run radio warrants the inclusion of

both geographic regions.

The primary goal of our radio advertisement is to build brand awareness for Dr Pepper

Original and build awareness for our “One drink for everybody,” slogan/campaign theme. In

order to maximize our ability to enhance brand awareness we will run the radio advertisements

in both of our geographic regions, Houston and Dallas. According to Statista.com radio remains

a popular medium for reaching minority consumers. The website reported over 32.3 million

african-american listeners and 42.3 million hispanic-americans tuned into national radio on a

weekly basis alone. Additionally, as reported by Inside Radio, over 97% of hispanic-american

adults and 92% of African American adults are reached each week by national radio across the

country (African-American, Hispanic Radio listening rises big, 2016).

The objective for these radio advertisements is to increase brand awareness for our

product among minority groups in both Houston and Dallas. We hope that by increasing

awareness of our product within our primary and secondary target markets consumers will be
 25

more familiar with Dr Pepper and their products so they may be more inclined to take purchasing

action towards the products.

The radio advertisements plan to achieve our objective by focusing on psychological

aspects of unity, similarity and togetherness among consumers, making them feel united by Dr

Pepper and that Dr Pepper is for everyone.

For Houston the stations we chose to air the ad on are 106.9, 107.5, 98.5, 95.7, and, 90.1.

According to Yelp! 90.1 is a news/talk radio station and the most popular station in Houston (10

Best radio stations in Houston, TX, 2019). The same source sites the Adult Hits station on 95.7

as the second most popular station. Channel 98.5 is Spanish Hits, with 106.9 and 107.5 being

classic hits stations (10 Best radio stations in Dallas, TX, 2019). We chose the two most popular

because they will allow our ad to reach the greatest number of listeners and build brand

awareness, while the classic hits stations allow us to specifically target older minorities that fall

into our target market. We chose to include the Spanish Hits station to further target older

minorities that will surely relate to our advertisement’s message.

For Dallas the stations we chose to air the ad on are 91.7, 98.7, 104.9, 88.5, and 107.1.

Again, according to Yelp!, 91.7 and 98.7 are two of the most popular stations in Dallas.

Advertising on these stations will allow us to reach the most consumers, helping us build brand

awareness for our product and help drive sales. Station 104.9 is an Asian station give us the

opportunity to market further to Asian minorities who will the them of our advertisement and its

message, while also allowing us to reach our secondary target market. Station 88.5 is a Classic

Hits channel that should give us a good base to appeal to our secondary target market of

minorities in Dallas between the ages of 45 to 64. As with Houston, we decided to advertise on a
 26

Spanish Hits station in order to appeal to Spanish speakers who will understand and relate

themselves with our advertisement allowing us to build both brand awareness and target our

secondary target market in Dallas.

The ad will use an emotional appeal in order to become a transformational advertisement.

It will stimulate interest with its uniqueness, originality, and by appealing to those in America

who speak languages besides just English. The image of unity that this advertisement will

portray will demonstrate to listeners that Dr Pepper is synonymous with acceptance and unity

among different cultures and groups.

The execution technique that this ad will use is personality symbol. Even though there is

no central character throughout this, the advertisement itself will represent people of all different

cultures and heritages; giving the listener a theme of togetherness and acceptance that they can

relate to. Our radio advertisement will open with an African-American woman reciting our

campaign slogan, “One drink, for everyone” in English. Next, a hispanic-american man will

recite the same line in Spanish. After that a Chinese woman will recite the same line in

Mandarin. Who will then be followed by a French, Vietnamese and German man doing doing the

same. Concluding the different languages, all of the speakers will together say, “Dr Pepper, one

drink, for everyone” in English.

We decided to use this layout because while appealing to our target markets in both

Houston and Dallas, the ad is also unique and offers a catchy slogan that will stick with

consumers as well. The different languages are sure to get a listener’s attention, especially if that

listener speaks one of the particular languages in the advertisement. These six languages also

happen to be the six most popular languages spoken by our target market. This advertisement
 27

accomplishes both of our goals by building brand awareness for our product, while being able to

target minority groups simultaneously.

For our internet advertisement the target audience would be both our primary and

secondary target markets. We selected these audiences for the advertisement because the age

range of 45-64 makes up about 51.9 million of Facebook’s United States users in 2018

(Facebook users by age in the U.S. 2018). Facebook is also becoming a more diverse platform

from year to year. When looking at the study “How Diverse is Facebook?” by Cameron Marlow,

we can see a correlation with internet usage and facebook usage between the three largest

minorities that make up the facebook/internet population ([n.d.]). Retrieved March 29, 2019).

Our advertising objective for the internet ad is to increase awareness among the primary

and secondary target markets. We feel that since both of these areas are well developed urban

areas internet access is not going to be an issue for our target markets (primary and secondary) so

being able to generate awareness by specifically targeting our markets through the use of

Facebook’s marketing analytics tools.

We are attempting to communicate the psychological benefit of unity among our

consumers. We use the slogan “One drink for everyone” on the advertisement as the main visual

element. Making people feel united and together is a great way to generate positive images about

your brand and associates strong feelings within listeners.

The appeal for the internet ad is emotional. We are aiming to promote feelings of unity,

togetherness, and community. The social influences we use are social proof and liking because

we think that these influences will bring about these feelings within our target audience.
 28

The execution techniques used in this piece are imagery and personality symbol. The

imagery piece causes the buyer to associate with the slogan because the image will show a

diverse crowd all raising a drink of Dr Pepper. This also falls into personality symbol because

we are hoping to create an association with the consumer and the brands.

For the layout of the ad it will be a sidebar ad on Facebook targeted specifically towards

our primary and secondary markets. We chose this layout because facebook ads are formatted on

the sidebar. For our visual elements we will have the whole background in maroon as it is Dr

Pepper’s main brand color. In the center a crowd of ethnically diverse individuals stand together

as a group holding a hand in the air. In the background of the advertisement we will have

multiple famous structures symbolizing the difference in cultures all coming together. As stated

earlier the main color of the ad will be maroon to go along with the Dr Pepper brand color. To

also follow the theme of Dr Pepper’s brand colors accents of silver and gold will be placed

throughout the ad to highlight aspects of the individuals, buildings, and surroundings. The slogan

will be featured in large bold text as the primary visual element towards the top of the ad.

Media Recommendations

Our first media objective is to increase advertising in diverse cities in Texas with our

radio and internet advertisements. This will increase awareness among both primary and

secondary markets. Next, we will achieve a 70% reach and a frequency level of 1.5 for our TV

ad. Reaching these objectives will ensure that the majority of our target markets have been

reached.

One of the strategies we will be using for our media will be scheduling Tv ads to coincide

with NCAA footballs games with continuity. Apart from running our ad on sports channels we
 29

will also be targeting cable TV channels since 87.66% of minorities have cable, according to

Nielsen. Our second strategy will be to increase radio ads among the diverse ethnic target for the

demographic of our selected target market. Dr Pepper has a history of vintage radio ads once

used, but ethnic groups are not specifically targeted.

For our media mix we decided select TV, Radio, and Internet as the vehicles to transmit

our message to our target audiences most effectively. We chose TV because it has one of the

widest reaches when it comes to advertising. Dr Pepper is a large brand with strong footholds in

the United States; getting our message out to our primary target audience will be easily achieved

through this medium. Another reason we selected TV is because of the trend of race becoming

more relevant in television advertising. Visual diversity can be seen more and more today in ads

on TV as marketers are trying to reach a wider audience, so more minorities are becoming

increasingly more involved with advertisements on television. It did not always used to be this

way, in many cases minorities have been invisible in mainstream media or they were handed

negative roles that usually had them in subservient positions. The final reason we chose TV as an

execution piece is because our target markets age of 45-65 make up the top two spots in terms of

number of hours of television watched (Television Capturing Americas Attention).

We chose radio because minorities in America are more likely to listen to the radio.

Hispanics and African-Americans alone make up more than ¼ of the radio listener in the US, per

Nielsen. Additionally, we use age demographics as another decision criteria. Radio consumer Commented [1]: https://www.statista.com/statistics/62
4803/number-radio-listeners-by-ethnicity/
market reach for our demographic age range is the highest among all groups according to

Nielsen. Furthermore, we chose stations that reflect our target market. Specifically, we use Commented [2]: statista on race

Spanish Hits station 98.5 because they represent one of the largest ethnic groups in the radio
 30

market. Furthermore, we use Adult Hits station 95.7 which is the second most popular station in

Houston. This media vehicle was also chosen because it has the best likelihood to help us meet

our goal for awareness. Radio is an easy way to reach millions of consumers for a low cost.

Additionally, hearing our campaign slogan over and over will introduce our brand to unknown

consumers and reaffirm our brand in the minds of our current consumers.

Lastly, we chose internet facebook advertisements. The reason for this choice is because

there are statistics that show an increasing number of minorities with internet connections and

facebook accounts. Additionally, Facebook has metrics and analytical tools setup that allow us to Commented [3]: facebook is diverse

specifically target our ads to consumers based on geographics, demographics, and behavioral

characteristics. Facebook allows us to minimize wasted reach to consumers that are outside of

the target market. Ads on Facebook are relatively cheap compared to vehicles such as TV

because our company can use our own creative resources. Furthermore, the ad can be very easily

modified.

The geographic scope of our campaign consists of the most diverse cities in the state of

Texas. We chose Texas for a few reasons; the first being that Dr Pepper was founded in Waco,

Texas. Dr Pepper has an ad on Twitter campaigning that people sign a petition to make Dr

Pepper the recognized state drink. The second reason is that Texas had two top ten cities that

were ranked the most diverse cities in America based on multiple criteria which aligns with our

target market.

The scheduling method we chose for the campaign was continuity. Continuity is a regular

pattern of advertising without gaps or non-advertising periods. It serves as a constant reminder to

our consumers who are aware and an introduction to those who are not. Additionally, Dr Pepper
 31

is a convenience product therefore it is crucial to create a brand preference because consumers

are not putting much thought into the buying process. Continuity covers the entire buying cycle

and allows for media priorities to be set. Although, there is a potential for over exposure with

this method; we proactively considered this by using radio as the media vehicle because of the

reach to our demographic age and ethnic considerations as well as the relatively cheap

advertisements compared to TV ads. Another way we considered this is the use of Facebook ads.

Facebook allows specific targeting which will allow us to be more likely to reach our target

contact with each impression. We used the following statistics from the U.S. Census and the

Nielsen report to formulate the reach of our execution pieces:

- Dallas population: 1,197,816; African Americans: 24.3% (291,069.288), Hispanics:

41.7% (499,489.272), Asian Americans: 3.4% (40,725.744)

- Average 87.6% of minorities have Cable Plus (US Tv trends by race and ethnicity).

- Average of 81.3% of minorities have PC access in home and 70.66% of minorities have

high speed internet

- Houston population: 2,099,451; African Americans: 22.9% (480,774.279), Hispanics:

44.5% (934,255.695), Asian Americans: 6.7% (140,663.217).[U.S. Census Bureau

QuickFacts: Houston city, Texas]

Tv: 1,910,500 [reach], 1.89 [frequency], CPM is $14.50, the number of impressions 3,620,689

1.1 million homes $0.25 cents per spot, 10,000 spots, $2500 a week for cable networks.

Additional $1875 a week to reach sports networks

Radio: 11,885,100 [reach], 1.01 [frequency], cost per 30 second slot $264 CPM $16.5, number

of impressions 12,121,212
 32

Internet: 2,407,004.91 [reach], 5.19 [frequency], Facebook cost per click is $0.27, CPM $8,

number of impressions 12,500,000

Total radio advertising cost: Cost of radio campaign $264 x 63 spots x 12 weeks = 200,000

Vehicle: 98.5 La

Total internet advertising cost: Cost per click $0.27 x number of clicks budgeted 370,370 =

$100,000

Vehicle: Facebook

Total television advertising cost: Cost of Tv campaign: $100,000 cost to produce + $52,500 =

152,500

Vehicle: Cable network rotation, with 9 sports channels

Monitor, Evaluate, and Control

The objectives of this IMC plan are to increase brand awareness and preference for Dr

Pepper brand. In order to monitor how successfully this campaign achieves those objectives,

various forms of quantitative and qualitative research will be gathered through the use of both

primary and secondary collection methods.

Prior to campaign initiation, a pre-test survey will be run specifically directed towards

our target market. The survey, which will be contracted through Centiment.co, is used to gauge

both initial awareness and preference benchmark levels. The survey will consist of three

questions: 1. Have you had a Dr Pepper Original within the past month? 2. Rank your top 5 soda

choices in order by taste. 3. How likely are you to purchase a Dr Pepper in the next month? This

same survey will be run by Centiment.co post-campaign to measure if any increases in reported
 33

preference levels or awareness were observed, along with a plethora of other necessary analytics

regarding our market.

Another major form of evaluating the success of the IMC campaign is through the use of

services provided by Statistical Analytical Services (SAS). SAS will be contracted to monitor the

online activity of our target market as well as analyze trends and consumption habits of our

target market throughout the duration of the IMC campaign.

The television ad aims to increase the viewers preference to the Dr Pepper brand through

the inclusion of positive emotional appeal. Any increase or decrease in preference to the brand,

directly relating from this and the other execution pieces can be observed in the differences on

the “rank your top 5 soda choices by taste” question from the pre-campaign survey to the post

campaign survey. The television advertisement is the most emotionally charged and will provide

the most impact to the consumer. If successful the positive emotional appeal will lead to a higher

preference towards the Dr Pepper brand and as consumers shift preference from one CSD brand

to Dr Pepper, an increase in market share should be observed as Dr Pepper begins to sway

consumers from competing brands to their own.

The success or failure of the radio ad is also derived from the differences in the survey

from pre-campaign to post-campaign. The radio ad will primarily deal with consumer awareness

to the brand. As radio has the largest reach of any of our execution pieces, it has the largest

opportunity to reach consumers in our geographic segments. The questions on the survey “Have

you had a Dr Pepper Original within the past month?” as well as “How likely are you to purchase

a Dr Pepper in the next month?” directly deal with how aware the consumers in our market are of

the Dr Pepper brand. Additionally the success or failure of the advertisement can be seen from
 34

either an increase or decrease in the amount of consumers who have bought Dr Pepper recently

or are planning to buy Dr Pepper in the near future, from pre-campaign to post-campaign. If

successful in building awareness an increase in sales should be reported as well (Wright, 2018).

Finally the internet ad will be monitored through the third party analytics company SAS

as well as Facebook's personalized ad reports. The goal of the internet ad is to assist in building

brand awareness as well by continually being presented to our target markets facebook feeds.

Budget Summary

Surveying - $1920 (Consumer Research Through Online Surveys)

SAS - $8,700 (Analytics software)

Facebook Advertising - $0.27 CPC estimated 370,370 clicks handled: Cost $100,000

TV Production - $100,000 estimate based on review by Fitsmall Business (Aland, 2017)

Radio ad production - $800

Facebook ad production (design) - $15-$20

Cost to run ad on TV - $52,500 (DXMediaDirect)

Cost to run radio ad - $264 x number of impressions = $200,000 (Gaebler, n.d.)

Total: $463,935 - $500,000 = $36,065 (contingency budget)

 35

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Appendix

30 second Dr Pepper Radio Ad Script: One Drink for Everyone

African-American woman: “One drink for everyone”

Hispanic man: “una bebida para todos”

Chinese woman: “Měi gèrén hè yībēi”

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French woman: “un verre pour tout le monde”

Vietnamese man: “một ly cho mọi người”

German man: “Ein Getränk für alle”

Korean woman: “modu han jan masyeo la”

Italian man: “ Un drink, per tutti”

Japanese woman: “Min'na no tame no 1-pai no nomimono

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Everyone together in English: “Dr Pepper, one drink, for everyone

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