2015/2016 american marketing association collegiate case … judging area/case... · with a $10...

2015/2016 American Marketing Association

Collegiate Case Competition

PREPARED FOR: HERSHEY’S ICE BREAKERS COOL BLASTS

Executive Summary Thesedays,it’shardtoimaginetheword‘innovation’tiedtoanyotherindustrybesidestechnology,yetintheconfectionaryindustry,innovationisakeycomponenttoTheHersheyCompany’ssuccess.In2014,Hershey’smadeitsnextstepininnovationwiththeannouncementofIceBreakersCoolBlasts,auniqueproductofferinganintensecoolingflavor,quicklydissolvingafterafewchews.ThenewproductwasofficiallylaunchedinApril,2015.TheCoolBlastproductlineoffersconsumersaninnovativealternativeinagumindustrythathasbeenonthedecline.FactorssuchasalackofinterestforgumamongstMillennialsandamovetowardsstronger,bolderpowermintsarepartlytoblameforthestagnantgrowth.Furthermore,thecompetitivelandscapeinthemintandgumindustryissaturatedwithbrandsconstantlyaddingnewflavorextensionsthatincreaseclutterontheshelfandofferlittledifferentiationbetweenproducts.CoolBlastsuniqueproductofferinginamatureandsaturatedmarketanditsabilitytostraddleboththegumandmintcategoriescreatesanopportunityforgrowthinadecliningindustry.TogainabetterunderstandingoftheMillennialtargetmarket,qualitativeresearchwasconductedintheformoftwofocusgroups,concepttestingandquantitativeresearchwasconductedintheformofanonlinesurveyof709respondents.ThequestionsfocussedonMillennialspurchasingbehaviorswhenitcomestomintandgumandalsotheirbehaviorsusingtheseproducts.Adistinctprimarytargetmarket,labeledSocialSharers(18-24yearsold)wascarvedout.Thissegmentisexperiencedriven,tech-savvymenandwomenwhoaremostlyincollegeandenjoyspendingtheirfreetimeinsocialsettingsandgoingouttorestaurantsandbars.AsecondarytargetlabeledUrbanOriginals(25-34yearsold)werealsoexaminedandsharedsimilarcharacteristicstotheiryoungercounterparts.WithCoolBlastsbeinganewentrantintheconfectionarycategory,heavyemphasiswillbeplacedondrivingtrialandincreasingawareness.ThemarketingobjectiveforthiscampaignistogrowHershey’sshareinthemintsegmentfrom41%to55%inthefirstyearattainingsalesof$99,321,120.Furthermore,thecommunicationsobjectivewillbetoreachan80%awarenesslevelfortheCoolBlastproduct.Witha$10millionmarketingbudget,CoolBlastswilltargetthesetwodistinctsegmentsthroughanintegratedmarketingcommunicationsplan(IMC)thatpositionstheproductinanexperientialway,invitingthemtoExperiencetheNewCool.NotlabelingCoolBlastsasagumoramint,butratheranewcool,allowsconsumerstoengagewiththebrandbyredefiningthetraditionaldefinitionof‘cool’inafunandexcitingway.TheIMCwillutilizeTV,print,digital,salespromotion,andexperientialtacticstoeffectivelyengagewiththesetwotargetmarkets.

Table of Contents Introduction.................................................................................................................................................1SituationAnalysis.........................................................................................................................................1

IndustryAnalysis......................................................................................................................................1CompetitiveAnalysis................................................................................................................................1PrimaryResearchAnalysis........................................................................................................................4SWOTAnalysis..........................................................................................................................................7

TargetMarket..............................................................................................................................................8Primary:SocialSharers.............................................................................................................................8Secondary:UrbanOriginals....................................................................................................................10

IntegratedMarketingPlan.........................................................................................................................10MarketingObjective...............................................................................................................................10CommunicationObjective......................................................................................................................10ProductPositioning................................................................................................................................11CampaignConcept.................................................................................................................................11ConceptTesting......................................................................................................................................11Advertising.............................................................................................................................................11SalesPromotion.....................................................................................................................................13EventSponsorship..................................................................................................................................15CoolBlastChillRoom.............................................................................................................................15Digital.....................................................................................................................................................15PublicRelations:.....................................................................................................................................17Packaging................................................................................................................................................18Distribution............................................................................................................................................18

Metrics.......................................................................................................................................................19Budget&Timelines....................................................................................................................................19Conclusion..................................................................................................................................................19References..................................................................................................................................................20AppendixA:OnlineSurvey.........................................................................................................................24SurveyQuestion–CrossTabs....................................................................................................................24AppendixB:BreathFreshenerPreferences...............................................................................................27AppendixC:PromotionalInfluencers.........................................................................................................28AppendixD:CreativeBrief.........................................................................................................................29AppendixE:TVStoryBoard........................................................................................................................31AppendixF:Print&DigitalAdvertisements...............................................................................................33

AppendixF:Print&DigitalAdvertisements..............................................................................................34AppendixF:Print&DigitalAdvertisements...............................................................................................35AppendixG:Out-of-HomeAdvertisements...............................................................................................36AppendixH:TheNewCoolContestAd......................................................................................................37AppendixI:Point-of-purchaseWobbler.....................................................................................................38AppendixI:CoolBlastChillRoomHurricaneSimulator.............................................................................39AppendixJ:AugmentedReality.................................................................................................................40AppendixK:Budget....................................................................................................................................41AppendixL:SalesForecast.........................................................................................................................42

Assumptions...........................................................................................................................................42Precampaignlaunch..............................................................................................................................42

AppendixM:MediaSchedule....................................................................................................................43

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Introduction Foundedin1894byMiltonHersheyinLancaster,Pennsylvania,TheHersheyCompanyisaleaderintheUSConfectionaryIndustry(Hershey's,2015a).Overtheyears,ithascontinuedtoinvestinproductinnovation,development,andacquisitionwhichhasexpandeditsportfoliosubstantially(Longo,2013).In2000,itacquiredtheIceBreakersbrandfromNabisco(asubsidiaryofMondelez)andenteredthegumandmintindustry(Hershey's,2015b).In2006,thebrandachievedamajorbreakthroughwiththeintroductionofIceBreakersGum(Hershey's,2015b).Inconjunctionwiththebrand’suniqueflavorcrystals,IceBreakersGum’sinnovativetechnologyprovidesacoolinglayerofxylitolthatdeliversaninstantcool(Hershey's,2015b).Continuingwithitsinvestmentintoproductinnovation,in2014HersheyannouncedanextensiontoitsIceBreakersbrandandintroducedCoolBlasts(EuromonitorInternational,2015a).Thisinnovativeproductprovidesanintensecoolingflavorasitquicklydissolvesafterafewchews.InApril2015,CoolBlastswereofficiallyreleased(AmericanMarketingAssociation,2015).

Situation Analysis Inordertoeffectivelyincreaseawareness,interest,anddrivetrialofCoolBlasts,athoroughevaluationofthesituationfacingthemintandconfectionaryindustryisneeded.Secondaryresearchwasconductedtoprovideanoverviewoftheindustryandthecompetitivelandscape,whileprimaryresearchwasusedtoassistwithaSWOTanalysis. Industry Analysis AreportfromEuromonitorstatesthatthegumindustryhasbeenonasteadydecline,dropping15%from2009to2014(2015).Thisreportattributesthedeclineto:

• thelackofinterestamongstyoungconsumers• thestrongcompetitionfrommoreeffectivepowermints• thewastecreatedfromgum

Themintindustryhasseveralkeyplayersandistransitioningtowardsstrongerandbolderflavors.Thesenewflavorslaidthefoundationforthepowermint.ThepowermintiswhereMillennialsareturningtoforaquickandeasywaytofreshentheirbreath,resultingingrowththatisfour-timesfasterthanstandardmints(International,2015).Competitive Analysis IceBreakersCoolBlastscompetesinboththemintandgumindustries.Bystraddlingthelinebetweenthetwoproductcategories,itisimportantforCoolBlaststodistinguishitscompetitorsandunderstandtheproductbenefitsthesebrandsprovide.AnalysisforIceBreakersCoolBlastswillfocusondirectcompetitorsandinternalcompetitors,withabriefanalysisofindirectcompetitors.

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External Direct Competitors: Mint Hershey’smaincompetitorsformintsincludeFerrero,holding22%marketsharewithitsTicTacbrandandWrigleywith17%marketshareincludingbothitsAltoidsandLifeSaversbrands.TicTacisawidelyrecognizedbrand,andaccordingtoasurveybyStatista,TicTacisthemostpurchasedmintbrandbyhouseholdsintheUSA(9.9%)(Statista,2014)Followingcloselyat9.7%aretheAltoidsbrandownedbyWrigley.Table1:ExternalMintCompetitorsexaminesthesecompetitorsinmoredetail.Table1:ExternalMintCompetitors

Brand Positioning Promotion WhattheBrandLeveragesTicTac “GoLittle” - OutdoorMedia

- SocialMedia- Useofaugmented

reality

“Littleismighty.”TicTacisleveragingitssizeandisbringingmoreofafocustothelittlethingsinlife.ThispositioninghasallowedTicTactocreatesomeveryengagingcontentonitsplatforms(Wohl,2015).

Altoids “CuriouslyStrongMint”

- Printmedia- Limitedsocialmedia- Usergeneratedcontent

“Curiouslystrong.”ThisuniquefeatureofAltoidsisdisplayedinalladvertisements.Beingamaturebrand,Altoidshastakenaformulaicapproachwithitssuccessfuladvertisingbyconsistentlyusingthesamefont,background,andtongue-in-cheekheadlines.

External Direct Competitors: Gum WilliamWrigleyJr.holdsthelargestmarketshareforthegumcategory.MondelezInternationalfollowsat29%andHersheyisthirdwithonly5%marketshare.Wrigleyoperates5GumaswellasotherbrandssuchasExcel.Forthecompetitiveanalysis,primaryresearch,alongwithsecondarydatawascombinedtodeterminethetop,externalcompetitorstoCoolBlastsinthegumcategory.Fromthat,thecompetitorsincludeTrident,5Gum,andExcel.Below,Table2:ExternalGumCompetitorsexaminesthesecompetitorsinmoredetail.Table2:ExternalGumCompetitors

Brand Positioning Promotion WhattheBrandLeveragesTrident “SeeWhat

Unfolds”- SocialMediacontentto

coincidewithcurrenttrends(StarWars)

- PrintMedia

Tridentisagumthathelpsfightcavities.ItisfeaturedonthewebsiteoftheAmericanDentistryAssociationandhaspositioneditselfasagumthatreducesplaqueandstrengthensteeth(AmericanDentalAssociation,n.d.).

Excel “Excelerate,yourBreath”

- SocialMedia- TVSpots- Print

Excelleveragesitsbreath-fresheningpowerasameanstobereadyforyournextencounter.Alladsareintegratedwiththatmessaging.ExcelhaseasilydistinguishableadswithworkfromHeadGearAnimation(HeadGearAnimation,n.d.).

5Gum “LifeHappensin5”

- TVSpots- TVSports- SocialMedia

5Gumhasrecentlychangeditspositioning.Withslumpingsalesithadtobroadenitsaudiencenowtargetingmoreteenagechewers.Theadsusedstillportrayathrillingadventurewhenusing5Gum,butnowinsituationsdepictingthetargetaudience,makingthismorerelatablewithastrongeremotionalappeal(Schultz,2015).

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Internal Direct Competitors: Mints Inthemintcategory,Hershey’scurrentholds41%marketshareandhassixbrands:IceBreakersDuo,IceBreakersMints,IceBreakersFrost,BreathSavers3Hour,andBreathSaversMints(AmericanMarketingAssociation,2015).Table3:InternalMintCompetitorsexaminesthepotentialcannibalisation.Table3:InternalMintCompetitors

Brand Positioning Promotion WhattheBrandLeveragesFrost “Perfectly

PowerfulMints”- SocialMedia- DigitalMedia- PrintMedia

Thebrandusesitspositionasapowerfulmint.AlladsdepictthestrengthofthemintwhichissomethingtheIceBreakerslabelisknownfor.

IceBreakersMints

“IceBreakersSpace”

- SocialMedia- TVSpot- PrintMedia

Intheads,IceBreakersMintsarepositionedasthemintthatallowsyoutogetcloserthanpersonalspace(IceBreakers,2014)

Competitive Advantage Leveragingitsparentcompany’sinnovativerootswillbeakeydifferentiatingstrengthforCoolBlasts.Incomparisontoitscompetitors,CoolBlastshasmorefeatures,offeringmorebenefitstoitsusers.Inadditiontothecoolingflavorcrystalsthatisseeninitsinternalcompetitors,CoolBlastsuniquedissolvingcompositionprovidesinstantreliefofbadbreaththatlastslonger.Furthermore,CoolBlastsdonotleavebehindwasteafterconsumptionasseenwithgum.Thecompetitivelandscapeiscurrentlyveryhigh.Withitsmainexternalcompetitorsbeingsodifferent,CoolBlasthastheabilitytoleverageitsstrengthstodistinguishitselfinthecrowdedindustry.Beingsuchanewbrand,CoolBlastsisnotdistributedasheavilyastheotherbrands,howeveritdoeshaveaccesstoitsparentcompany’sdistributionchannels.PositioningChartWithHersheyCo.beingaconglomerate,IceBreakersalsofacescompetitionfromotherHershey’sproducts,evenunderthesamebrandlabel.Asshownonthepositioningchart,IceBreakersDuoaswellasIceBreakersMintshaveincreaseddistribution,althoughbothareloweroninnovation.AltoidsandTicTacarehigherindistribution,butloweroninnovation.Figure1:CompetitivePositioningMatrixdisplaysCoolBlastscurrentpositioninitscompetitivelandscape.CoolBlastshasenteredamatureandsaturatedmarketwithmultiplecompetitorsinboththegumandmintcategories.Inordertobreakthroughtheclutter,itisimperativeforittodistinguishitselfandleverageitsinternalstrengthsandexternalthreats.Withawell-definedpositioningstrategy,strongpromotionaltactics,andafocusontheuniquesellingpropositionofCoolBlasts,IceBreakerscanoptimizeitspositionwithinthecompetitivelandscape.

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Primary Research Analysis TofurtherunderstandhowCoolBlastscandifferentiateitselffromitscompetitorsandgaininsightsonhowitwillbestappealtothedesiredaudience,qualitativeandquantitativeresearchwasconducted.Theprimaryobjectivewastodiscoverthemotivations,influences,behaviors,andadvertisingsurroundingbreathfreshenersandtohelpbetterdefinethetargetaudience(s).Theprimaryresearchincludedthreefocusgroups(14participants),andoneonlinesurvey(709respondents).Qualitative: Focus Groups Threefocusgroupswereconducted,twoofwhichweresmall-sizedwithfourparticipantsineach,allowingformorein-depthprobingoftheresponses.Thethirdfocusgroupconsistedoftenparticipantswhichprovidedawiderangeofresponses.Theagesofallparticipantswerebetween18and34.ConsumptionofBreathFreshenersWhenlookingtopurchaseabreathfreshener,participantsstatedthattheyarelookingforaproductthatworksquicklyandeffectivelytofreshentheirbreath.Additionally,theydonotalwaysspecificallyseekoutabreathfreshener,buttheywillconsumeitifit’savailable.Participantsalsosaidthattheylikedgum/mintsbecausetheyaresharableandtheyaremoreinclinedtoconsumethemifafriend/familymemberofferedone.ShoppingBehaviorIntermsoflocation,themostcommonplacetheseparticipantspurchasedbreathfreshenerswereatgasstationsandconveniencestores.Participantssaidthattheyrarelypurchasedtheseproductsatgrocerystoresorlargerretailers.Whileitwasunanimousthatbreathfreshenersareanimpulsepurchase,therewerearangeofreasonsofwhatinfluencedtheirpurchaseforaparticularbrand.Theresponseswere(inorderofpriority):taste,longevity,packaging,advertising,andprice.ConsumptionofCoolBlastsApproximately50%ofparticipantswerefamiliarwithCoolBlasts,howeverthosewhowerefamiliarwiththeproducthadnotseenanyadvertisingforit.Thegeneralfeelingtowardstheproductwasthattheywerestrong,refreshing,andidealforinstantbreathfreshening.Forthosereasons,respondentsfeltthatthisproductwouldbeidealforsomeonewithabusylifestylewhowaslookingforthatimmediateeffect.PackagingParticipantswerecollectivelyconfusedbythepackaging.Mostofthemalmostspilledthechewsuponfirstopening.Therewasalsoafeelingthatthepackagingwasnotidealforthoseinarushduetotheclumsypackaging.Moreover,participantswereapprehensiveaboutsharingthisproductduetotheuncleanlinesscreatedwhentakingachew.Onaccountofgumandmintsbeingasociallysharedproduct,respondentsrecommendedmakingthepackagingmorehygienic.CorporateSocialResponsibilityParticipantsindicatedthattheyareusuallyinclinedtochoosemoresociallyresponsibleproducts.Theyweremorelikelytochooseabreathfreshenerthathadanenvironmentallyfriendlypackaging.However,becausebreathfreshenersarealowinvolvementproductthereislessofaweightputontheorganization’ssocialresponsibility.

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DigitalPresenceAdditionally,althoughrespondentswerehappytofollowbrandsonsocialmedia,theywerequicktounfollowthebrandifitspagedidnotprovideanyengagingcontent.Inotherwords,therespondentsfeltthatbrandsneededtoshowmorepersonalitythroughtheirsocialmediaplatformsratherthanusingthemasashowcasefortheirads.Quantitative: Online Survey Afterconductingqualitativeresearch,anonlinesurveywasconstructedtoexploreandvalidatesomeofthesecondaryresearchaswellasthefindingsfromthequalitative.Thesurveytotalled709respondents,ofwhich507wereagedbetween18and34.Withtheobjectivetogainasmuchinsightaspossible,themajorityofthebehavioralquestionswereconstructedasmultipleresponse.RefertoAppendixA:OnlineSurvey,foralistofthesurveyquestions.PurchaseMotivationsandInfluencersParticipantswereaskedwhatthemainmotivationofpurchasingabreathfreshenerwouldbeandgiventheoptionsof:badbreath,oralhealth,habitual,orother.Seventy-fivepercentselectedbadbreath,46.2%selectedhabitual,16%oralhealth,and8.4%selectingother.Thefollowingquestionthenaskedwhatinfluencedtheirpurchaseofabreathfresheneroncetheywereinastoreandweregivenoptionsof:brandloyalty,advertising,flavor,packaging,salespromotion(2for1),andlocationontheshelf.Eighty-twopercentselectedflavorbeingthebiggestinfluencer,followedbysalespromotion(2for1)at32.9%,packaging28.7%,brandloyalty26.2%,locationontheshelf9.7%,andlastlyadvertisingat5.1%.ShoppingBehaviorWhenaskedwheretherespondentstypicallypurchasedbreathfresheners,theyweregiveneightoptionsandaskedtocheckallthatapplied.Grocerystorescameinwith69.5%,followedby51.5%atconveniencestores,44.8%atgasstores,38.9%atdrugstores,36%atbigboxretailers(Walmart,K-Mart),21.3%dollarstores,and8.4%vendingmachines.Theywerethenaskedhowmanypackagestheytypicallybuy;70.3%purchaseone,17.6%purchasethreeormore,and12.1%purchasetwo.ProductFeaturesAquestionwasaskedbasedonthelevelofimportanceoffourfeatureswhenconsideringaproduct:texture,flavor,strength,andlongevityoftaste.Inorderofimportance,93%ofrespondentssaidflavorwasimportant,88%forlongevityoftaste,85%forstrength,and61%fortexture.PreferencesRespondentswereaskedwhichbrandstheypurchasedintwoquestions;thefirstrelatingtomintandthesecondtogum.Again,theoptionwastocheckallthatapplied.Formints,TicTacwasfirstwith37.5%,followedbyIceBreakersat34.1%,Excelcameinwith32.2%,followedbyAltoidsat27.9%.Inthegumcategory,Tridentwas49.6%,Fiveat47.4%,Excelat39.7%,Dentyneat30.6%andIceBreakersat17.2%.RefertoAppendixB:BreathFreshenerPreferencesforavisualrepresentationofthesefindings.ProductSituationsTogetpotentialadvertisinginsightsonsituationsthatbreathfreshenerswerebeingusedin,respondentsweregivenamultipleresponsequestionwithsevenoptions.Afteramealwasthemost

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commonwith73.5%selectingthisoption,followedbysocialsettingsat67.2%,afteracoffee54.6%,spontaneous51.7%,romanticsetting44.1%,professionalsetting40.8%,anddriving36.6%.PromotionalInfluencersWhenaskedwheretheywouldmostlikelypayattentiontoadvertisementsforbreathfresheners,therespondentsweregiveeightchoicesandaskedtocheckallthatapply.Sixty-sevenandahalfpercentselectedstoredisplays,39.7%TV,38.5%outdoor(bus,transit,bathroomads),16.2%YouTube,14.5%Facebook,followedby4to7%onInstagram,Snapchat,andradio.Respondentswerethenaskedwhatwouldmotivatethemtopurchaseanewmint.Eighty-eightpercentselectedfreesamples,53.6%selectedrecommendationfromfriends/family,43%forfreeswag,29.8%onlinecoupons,28.5%advertising,17%event-basedpromotions,and5.1%contests.RefertoAppendixC:PromotionalInfluencersforavisualrepresentationofthesefindings.OnlineandOfflineBehaviorTobetterunderstandwhereMillennialsspendtheirtimeonlineaswellasintheirfreetime,thesurveyaskedtwoquestionspertainingtothetopicwiththeoptiontocheckallthatapplied.Thefirstquestionaskedwhatcontenttheyengagedwithonline.Seventypercentselectnews,61.9%music,43.9%food,42.3%fashion,25.1%gaming,and20.1%sports.Intheirfreetime,themostpopularresponsewasdiningoutwith69.6%ofrespondentsselectingthisoption.Outdoors(hiking,cycling)cameinat47.3%,nightlife(bars)at43.9%,movietheatres36.7%,travel(national/international)30.4%,Collegesocialevents38.4%,musicrelatedevents26.2%,andsportingevents24.9%.CausesAquestionpertainingtowhatcausesresonatedwiththerespondentsthemostwasasked.Environmentalwastopofmindwith53.2%ofrespondentsselectingthisoption,followedbyhealthat52.2%,socialat51.9%,andanimalsat38.7%.CoolBlastsOpinionsandPreferencesTwoquestionswereaskedtogaugetheawarenesslevelofboththebrandanditsnewproduct.First,respondentswereaskediftheyhadheardoftheIceBreakersbrand;91.6%saidyes.Thosewhorespondednowereroutedtoanotherquestion.ThosewhorespondedyeswereaskedistheyheardofCoolBlasts;35.6%saidyes.Again,thosewhorespondednowereroutedtoanotherquestion.Thosewhohadheardoftheproductwereaskediftheyhadtriedit;62.8%saidyes.Thenextquestionaskedthemhowtheywoulddescribetheproduct.Themostcommonwordswere(inorderofpopularity):cooling,freshening,unique,andintense.Severalquestionspertainingtotheproduct’stexture,flavor,strength,andlongevityoftastewereaskedandtheoverallfeedbackwasthattherespondentslikedtheproduct.Flavorandstrengthweretopfeaturesthatwereliked.Lastly,thoserespondentswhohadtriedtheproductwereaskedwhatwordbestdescribedtheproduct(checkallthatapply).Thetopresponsesinorderofpreferencewerecold,freshening,unique,andintense.Sentiment Analysis Asentimentanalysiswasconductedtogatherfurtherinsightsintotheattitudestowardstheproduct,itspackaging,socialmediapresence,andadvertising.Someofthewebsitesthatwerescannedincluded

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Amazon,Facebook,andTwitter.Theanalysisfoundthattherewasconfusionovertheproductcategoryespeciallywiththetagline“It’snotagum,notamint”aswellasusingtheword‘chews’asadescriptor.Inaddition,theproductpackagingandthecurrentadvertisinghadnegativesentimenttowardboth.SWOT Analysis Afteranalysingthecompetitivelandscapeandconductingextensivesecondaryandprimaryresearch,theinternalandexternalfactorsfacingCoolBlastsarenowidentified.Strengths

• Olympics:TheHersheyCompanyhasannouncedafive-yearpartnershipwiththeUnitedStatesOlympicCommittee.HersheywillhavetheabilitytoutilizesponsorshipandpromotionalrightsfromtheUSOCintheiradvertising(TheHersheyCompany,2015).

• BrandAwareness:AnalysisfromtheCoolBlastonlinesurveyfoundthattherewasa91.5%awarenessleveloftheIceBreakersbrand.

• Distribution:TheHersheyCompany’shasbeensuccessfulinitsdistributiongainsinallchannelsofretailing(Longo,2013).IceBreakersCoolBlastwillbeabletoleverageitsparentcompany’sdistributionchannels.

• Innovation:Hersheystrivestobealeaderinconfectionaryinnovation.Thecompanyconstantlydevelopsnewideastomeettheneedsofitsconsumers(Hershey's,2015).

Weaknesses • LowProductAwareness:AlthoughthereisahighawarenessoftheIceBreakersbrand,theCool

Blastsurveyfoundthatonly37%ofrespondentsheardoftheproduct.• ProductCategoryConfusion:Throughprimaryresearchandasentimentanalysisthatwas

conducted,confusionoverwhatcategoryCoolBlastsfallsunderisevident.Thetagline“it’snotagum,it’snotamint”hadmixedreviews.

• Packaging:Primaryresearch,inconjunctionwithsentimentanalysis,providedinsightsthatthepackagingwasnotfunctionalasitwashardtoopen.Theproductspilledifnotopenedcorrectly,andposedanissueofgermsiftheproductwasshared.

• LackofSocialMediaPresence:TheIceBreakersbrand’sdigitalfootprintisminimal.WithMillennialsspendingoverfivehoursadayonsocialnetworks,itisimportanttoofferastrongpresencetoengagewiththistarget’sonlinehabits.(Fitzgerald,2014).

Opportunities

• GenerationShare:Millennialsarelookingforacompanytocreateanexperiencetheycansharewiththeirpeers(Solomon,2014).Whendiscoveringsomethingnew,original,fun,orexciting,theyaremostlikelytosharetheitonsocialmedia(Bacon,2015)toanetworkofmorethan600friendsonplatformssuchasFacebook(Statista,2015).

• MediaConsumption:Millennialsspendanaverageof17.8hoursperdaywithdifferenttypesofmedia(Taylor,2014).Socialmediaoccupies5.4hours,followedbyonlinevideoswith2.5hoursperday(Weidinger,2015).

• ImpulsePurchasers:Millennialsareagenerationwhopurchaseonimpulse;theuseofin-storeandpoint-of-purchasedisplayscanincreaseretailsalesupto45.5%(TheAdArtCompany,2015).

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• CorporateSocialResponsibility:Millennialsmakeanefforttobuyproductsfromcompaniesthatsupportcausestheycareabout,aslongasthecompaniesaretransparentwiththeirmotives(Solomon,2014).

Threats

• SaturatedMarket:Thegum/mintindustryisoverblownwithvariety.Therearetoomanybrandsandthosebrandshavetoomanyflavorextensions(Watson,2014).

• InstantGratification:Millennialshavea“what’sinitforme”attitude,demandingmorefromthecompaniestheypurchasefromandseekinstantgratificationfromproductstheypurchase(Barkley,2011).

• SwayedLoyalty:Millennialsaregenerallyloyaltobrands,butadmitthattheyreservetherighttocheatonthem(Bacon,2015).

Target Market ProductssuchasCoolBlastsasgenerallyanimpulsepurchase.PrimaryandsecondaryresearchhaveindicatedthatthereisnotasignificantdifferenceinthemotivationsbehindpurchasingbreathfreshenersfromyoungerMillennialssegments(18-24)tothatoftheolderMillennialsegments(25-34).Throughtheresearch,onlineandofflinebehaviorsbetweentheagegroupswerefoundtobeverysimilar.Themaindifferencesbetweenthegroupsbeingage,income,andworking/studentstatus.Therefore,thecampaignwillbebrokenintotwosegments,withspilloverfromtheprimarytothesecondary.Primary: Social Sharers SocialSharersarewomenandmenaged18-24livingintheUnitedStateswhoarelookingforanoriginalexperiencetheycanshare(Bacon,2015).Thisethnicallydiverse,educated,andtech-savvysegmentconsistofcollegestudentslivingathome(PewResearchCenter,2015).Aspartofthe“foodiegeneration”whohasgrownupinadiversecommunity,SocialSharerscraveboldflavorsandspendthemajorityoftheirfreetimewiththeirpeersdiningoreatingout.Beingcommunity-orientated,theyseekaffirmationfromtheirpeersandvaluetherecommendationsoffamilymembersandfriends.Theyaresociallyawarewitha“let’sfixittogether”attitudewhocareaboutsupportingandcontributingtocauses(Solomon,2014).TheSocialSharerhasover600friendsonFacebook(MarketingCharts,2014)andspendsanaverageof14.5hoursperweekontheirmobiles(Statista,2015).Whendiscoveringsomethingneworhavinganexperiencethatinspiresthem,32%saytheywouldpostaphoto,video,orstatusupdateontheirsocialnetworks(Bacon,2015).Demographic Makingup10%ofthepopulation,SocialSharersare31.5millionstrong(UnitedStatesCensusBureau,2015).Forthefirsttimein2014,thisgenerationbecameamajority-minoritywith50.2%ofMillennialsbeingpartofaminorityraceorethnicgroup;thatis,notnon-HispanicorCaucasian(UnitedStatesCensusBureau,2015).

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Geographic Whilehistoricallythe“AmericanDream”ofawhitepicketfencedhouseinthesuburbsappealedtomanyindividuals,Millennialshaveshowntostriveforsomethingdifferent.Withthemajority(62%)preferringtoliveinmixed-usecommunitiesinurbanareas(TheNielsenCompany,2014),theyalsopresentlyhavethegreatestpresenceinurbanareasthananyothergeneration.WhileoverallMillennialsaremorehighlyconcentratedinWesternU.S.,theyaremostdenselypopulatedinthefollowingtencities:

1. Austin,TX2. SaltLakeCity,UT3. SanDiego,CA4. LosAngeles,CA5. Denver,CO

6. Washington,DC7. Houston,TX8. LasVegas,NV9. SanFrancisco,CA10. Dallas-Ft.Worth,TX

Psychographic SocialSharersholdaverycommunity-oriented,positivemind-setwhichisdemonstratedbytheimportancetheyplaceonmakingasocialimpact(Solomon,2014).Theyvalueself-expression,buttheyarenottotallyself-absorbed(TheNielsenCompany,2014).Aswell,37%ofthemstatetheyarewillingtopaypremiumforaproductthatsupportsagivencause(Solomon,2014).Asthisgenerationishighlypeerinfluenced,whenmakingimportantpurchasingdecisions,theyseekpeerinputandaffirmation(Barkley,2011).Theyalsodesirean“experiential”retailenvironmentthatgoesbeyondjustasimpletransaction,whichisfurtherillustratedbyMillennialscravingsforadventureandexperiences(MillennialMarketing,2012).

BeinganethnicallydiversecohortisoneoftheSocialSharersmostdistinctcharacteristics.Theirpalettesandchoiceoffoodsareasdistinctiveastheyarediverse.AsmanyoftheseSocialSharersidentifythemselvesas‘foodies’,theyplacequalityandchoiceofflavorasessential(MillennialMarketing,2012).

Growingupinthedigitalera,Millennialsarecharacteristicallyimpatientastheywereraisedinaworldoftechnologyandinstantgratification(Barkley,2011).Theylooktoparticipatingintheco-creationofproductsandbrands(MillennialMarketing,n.d.).Whencommunicatingwiththisgroup,itisvitalthatcompaniesexpressalevelofauthenticityandtransparencygiventheaccessibilityandavailabilityofinformationonline.

Behavioral Millennialsareagenerationwhopurchaseonimpulse;theuseofin-storeandpoint-of-purchasedisplayscanincreaseretailsalesupto45.5%(TheAdArtCompany,2015).Millennials,morethannon-Millennials,havebegunintegratingtheirbeliefsandcausesintotheirchoiceofcompaniestosupport(Solomon,2014).Furthersupportingthisnotion,morethan50%ofMillennialsmakeanefforttobuyproductsfromcompaniesthatsupportthecausestheycareabout(Solomon,2014).Withthegrowingpopularityofsmartphones,itisnotsurprisingthatSocialSharersonaveragespend17.8hoursadaywithdifferentformsofmedia;socialmediabeingthemostpredominate,occupying5.4hoursaday(Taylor,2014).Makingup50%ofnon-TVhouseholds,Millennialsinsteadrelyonsmartphonesandlaptopstowatchcontent,particularlyonYouTubeandHulu(TheNielsenCompany,

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2014).Amongotherplatforms,suchasFacebook,Millennialsonaverageusethreesocialnetworkstostayinformed–includingYouTube(83%),Instagram(50%)andothersiteswithactiveinvolvementsuchasReddit(AmericanPress,2015).

Astheseindividualsaretypicallycitydwellers,theyaremorelikelytousetransitoractivemodesoftransportationsuchasbikes(USPIRGEducationFundFrontierGroup,2014).Secondary: Urban Originals Urbanoriginalsarewomenandmenbetweentheagesof25-34andaccountfor51.6millionofthetotal83.1millionMillennialpopulation(UnitedStatesCensusBureau,2015).Theyarerecentgraduatesfromuniversitiesandyoungprofessionalswhoenjoydiningoutwiththeirpeers,frequentingnightlife,travelling,andspendingtimeoutdoors.Liketheiryoungercounterparts,theyarelookingforanexperiences.Theyarelivingindenseurbancenterswithroommates,partners,orontheirown.UrbanOriginalshaveanaverageincomeof$47,854(TheNielsenCompany,2014)andhavemoredisposableincomethentheiryoungercounterparts(UnitedStatesDepartmentofLabor,2014).

Integrated Marketing Plan ThecampaignwillbegininApril2016andrununtiltheendofMarch2017.ThefollowingdiscussesdetailsoftheintegratedmarketingcampaignforCoolBlasts.Marketing Objective ThemarketingobjectiveforthecampaignistodrivetrialofCoolBlastsandachievesalesof$99,321,120fromApril2016totheendofMarch2017.Inaddition,CoolBlastsstrivetogrowitsshareintheCMGsegmentfrom25%to30%bygrowingitsalreadystrongmintsegmentsharefrom41%to55%withinafiveyearperiod(AmericanMarketingAssociation,2015).RefertoAppendixL:SalesForecastforabreakdownofthesales.Theseobjectiveswillbeachievedthroughthesuccessfulimplementationoftheintegratedmarketingplanandinachievingthecommunicationobjectiveof80%awarenesslevel.Communication Objective Thecampaignwillhavetwocommunicationobjectives:

• Increaseawarenessfrom37%asfoundintheCoolBlastsonlinesurvey,to80%.Thiswillbeanincreasefrom30.7millionSocialSharersto66.4million.Toachievethisobjective,promotionaltacticswillbeemployed.

• IncreaseinterestofCoolBlasts.Thiswillbeachievedthroughitspositioningandthecampaignconcept.

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Product Positioning CoolBlastswillleveragetheSocialSharerscravingforboldflavorsandoriginalexperiencesbyinvitingthemtoExperiencetheNewCool.CoolBlastswillbepositionedasauniqueandinnovativenewproductthatprovidesthequickestandcoolestbreathfresheningexperience.ThisconcepttaglinewillpiquetheinterestoftheSocialSharer,drivingthemtotryaCoolBlastsotheycanExperiencetheNewCool.AftertheSocialSharertriesaCoolBlast,itwillbeevidentthatit’sdifferentfromanythingelseinthemarketwhichwillthendifferentiateitfromitscompetitors.UsingthispositioninggivesCoolBlaststheopportunityinnothavingtodefineitselfasagumoramint.It’stheNewCool.Campaign Concept Theconceptof‘cool’isrelative.Perceptionsofwhatmakesomeone‘cool’changefrompersontoperson.CoolBlastswanttoredefinethetermandtoexpandthetraditionaldefinitionoftheword.ExperiencetheNewCoolcampaignaimstoshowthattheNewCoolincludesabroaderdefinition.Throughtheuseofanemotionalappeal,utilizinghumor,themessagingofthiscampaignwillfocusonsocialinclusionratherthanexclusiontoredefine‘cool’andinvitetheSocialSharertoExperiencetheNewCool.Concept Testing TodetermineifExperiencetheNewCoolresonateswiththeSocialSharerandtoensuretheconceptmessagingclearlydescribestheproduct,twoconceptfocusgroupscontainingatotalof20participantsaged18-29wereheld.Theparticipantsweregivenasampleoftheproductandaskedtodescribeit.Themostcommonlyusedwordswerecold,freshening,icy,intense,melty,dissolving,fast,different,andlong-lasting.Approximately17/20participantslikedtheproductandthoughtitwas‘cool’.Afterthesampling,theparticipantsweretoldthreedifferentconcepttaglines.TheonethatgarneredaninstantreactionandpositivefeedbackwasExperiencetheNewCool.Whenaskedwhattheylikedaboutthetagline,onerespondentsaid,“ittellsmethattheproductisnewandmakesmecurioustofindoutwhatitis.”Anotherindividualstated“itdescribeswhattheproductis,especiallythecoolingpart.”Lastly,anothercommentthathadseveralpeopleinagreeance,was“WhenaproductusesthewordexperienceI’mdrawntoitasithasanemotionalpullforme.It’saninvitationtotryit.”Advertising TVAdvertisingisthemosteffectivewaytoreachthemasses(Lynch,2015)andprintoffersmuchmoretargetedandengagingcontent(Newtek,2012)thanothercommunicationstactics.CoolBlastswilluseacommunicationsmixofprint,out-of-home,andTVadvertisinginanabove-the-lineapproachtocreatemaximumawarenessforthelaunchofthisnewproduct.Objectives

• ToincreaseawarenessofCoolBlasts,anewproductentrantintheconfectionarycategory• Tocommunicatethebrand’spersonalitytotheirprimarytarget,theSocialSharer

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• ToharnesstheSocialSharer’sfluencyintechnologytocreateadvertisingthatoffersaddedvaluetotheconsumer

Print: Magazines CoolBlastsprintadswillbefeaturedinbothprintanddigitalissuesofCosmopolitan,GQ,andRollingStonemagazinestomaximizereachtotheSocialSharertargetandcapitalizeonthesemagazine’shighreadershipandreach(McDermott,2014).AlthoughtheMillennialtargetisgravitatingtowardsdigitaldevicestogettheirinformation,94%ofAmericansunder35yearsoldstillreadmagazinemediainprintandonlineformatsand96%ofthemareunder25yearsold.Furthermore,theunder35demographicreadmoremagazinespermonththanthe35andolderdemographic(MPA,2014).PrintmediaisimportantforCoolBlastsbecauseoutofthosewhoreadmagazines,59%takeactionwithrelationtoprintadvertisingandmostofthosepeopleareearlyadopters(MPA,2014).ThesearekeyfactsforCoolBlastsastheproduct’scommunicationandmarketingobjectivesrelyheavilyonearlyadopterstoincreaseawarenessandbecomebrandambassadors.Theadvertisementswillfocusonanemotionalappealthroughhumor,highlightingthattheconceptof‘cool’ismuchbroaderthanonemightthink.Simpleanddirectcopywillcreateeasyprocessingtimeandalsohighlightthatthisisanewproduct.Also,theprintadswillincorporateanaugmentedrealitytechnologythroughanappcalledLayar.Readerswillbeinvitedtodownloadtheapptomaketheprintadcometolifeinaninteractiveway.AnexampleoftheprintadscanbeseeninAppendixD:Print&DigitalAdvertisements.Out-of-Home Out-of-homeadvertisingisaneffectivetoolinthecommunicationsmixasitreaches96%ofAmericanseachweek(Arbitron,2013).Workinginconjunctionwiththerestofthecommunicationsmix,out-of-homeisakeydriverofsales.CoolBlasts’primarytargetmarket,theSocialSharersareavidfrequentersofrestaurantsandbars,thereforeitisimportanttoengagewiththisaudienceattheselocations.Place-basedadswillbeputinselectbathroomstallsatpopularrestaurants,bars,andoncollegecampuses.CoolBlastsout-of-homeadvertisementswillnotdeviatefromtheprintadvertisementsinordertocreateaconsistencythroughoutthecommunicationsmix.RefertoAppendixE:Out-of-homeAdvertisementforanexample.Television CoolBlastswillusetelevisionadvertisingtoengagewithitsSocialSharertargetas67%oftheMillennialmarkettrustsTVadvertising(Nielsen,2015).Furthermore,70%ofMillennialssaythatTVisakeyinfluencerinthewaytheyvalueabrand(MarketingCharts,2014).CoolBlastswillairitsTVadvertisementsonthefollowingprime-timeshowsastheyarethemostpopularwithMillennials,Empire(3millionMillennialviewers),Scandal(1.76million),TheBigBangTheory(1.73million),andTheVoice(1.67million)(Consoli,2015).WithregardstoLateNight,TheTonightShowStarringJimmyFallonisthemostpopularwithMillennials(Hamedy,2015).TVadvertisementswillbemuchheavierduringthebeginningofthecampaigninordertoraiseawarenessthenslowlydropoffasthecampaigncloses.Thecommercialswillfollowasimilarstyletotheprintadvertisementsandkeepthemessagingof“ExperienceTheNewCool”.AnemotionalappealthroughhumorwillbeusedtohighlightpotentialembarrassingsituationsastheuseofhumoristhestrongestadvertisingappealinWesternmarkets(MPA,2014).TheCoolBlastscommercialswillexploremomentsthatarepotentiallyawkwardsuchasa

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baddancerataparty,orawkwardlytrippinginfrontofagroupofpeopleandmakethesemoments‘cool’.Byhavinganotherpersonjoinintheawkwardmoment,theysavetheindividualfrompotentialembarrassmentandtheawkwardmomentisthencelebratedasthe‘newcool’.Sales Promotion OneoftheprimarytoolsthatwillbeusedintheExperiencetheNewCoolcampaignwillbesalespromotion.Inordertosuccessfullyachieveboththemarketingandcommunicationobjectives,certaintacticswillbeusedtoraiseawarenessanddrivetrialofCoolBlasts.Objectives

• IncreaseawarenessofCoolBlasts• DrivetrialofCoolBlasts

#TheNewCool Qualified Sweepstakes Tolaunchthecampaign,IceBreakersCoolBlastswillcapitalizeonHershey’sofficial,five-yearsponsorshipwiththeUnitedStatesOlympicCommitteebybecomingtheofficialbreathfreshenerofthesummerOlympicgames(TheHersheyCompany,2015).AccordingtoaYpulsesurvey,leadinguptotheSochi2014wintergames,49%ofMillennialsplannedtowatchthegames(Ypulse,2014).ThecommunicationsstrategywiththeOlympicswillfocusthenewsportspremieringatthe2016RioOlympics–rugbyandgolf.Thecampaignwillrunaqualifiedsweepstakes,givingtwopeopletheopportunitytoExperiencetheNewCoolwithanall-expensespaidtriptoRiodeJanieriotosupportTeamUSAinbothofthesenewsports.Toqualifyforthesweepstakes,entrantsmusttweetwhatNewCoolexperiencetheywouldliketohave,usingthehashtag#[email protected],entrantsmustbefollowingCoolBlastsonTwitter.BecausethetimeframebetweenwhenthecampaignstartsinAprilandwhentheOlympicsstartinAugustisshort,alowbarriertoentryqualifiedsweepstakeswillbesuitable.ThissweepstakeswillhelptoincreasetheonlineengagementwiththebrandandaswellasawarenessofCoolBlasts.ItwillrunfromMayuntiltheendofJuly.#TheNewCool Contest ThecontestwillbeasalespromotiontacticusedtoengagewiththetargetmarketinawaythatalignswiththemarketingmessageofExperiencetheNewCool.Thecontestwillhaveparticipantsuploadashortvideotothemicrosite(www.icebreakers.com/icebreakers)ofthemsharingandExperiencingtheNewCool.Thiswillallowuserstobecreativeinwhattheirdefinitionof“cool”is.Thiscouldbeanythingfromrunningaraceinacostume,todancingtheirheartsoutatawedding.Thiswillgenerateonlineengagementbecausethecontentshowspeopleembracinglifeinanewway.Participantswillalsosharetheirstoriestosocialmediausingthehashtag#TheNewCool.Thiswillcreateuser-generatedcontent(UGC),whichtheMillennialgenerationtrusts50%morethanothertypesofmedia(Knoblauch,2014).NotonlydoMillennialstrustUGCmorebutitis35%morememorablethanothermediaand20%moreinfluentialonpurchasesthanallothermedia(Knoblauch,2014).Thiscontentwillalsobehighlyexposedtothetargetmarketbecauseitisvisualcontent.Millennialsarespending48%moretimewatchingonlinevideosthantheaverageinternetuser(Gesenhues,2014).

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#TheNewCoolwillrunfromSeptember2016toDecember2016andislimitedtooneentryperperson.TheSocialSharerwillbenotifiedoftheconteststhroughdigitaladsandsocialmediaposts,out-of-homeads,andTheAmbassadorsofCool.RefertoAppendixH:TheNewCoolContestAd.EntrantsintothecontestwillhaveachancetohavetheircontentfeaturedinthenextCoolBlastsad.ThegrandprizeforthecontestwillbeanexperiencefortwoattheIceHotelinSweden.Thetripwillincludevarioushair-raisingadventuressuchasheli-skiing/boarding,iceplanesnowmobiling,andiceclimbing.BygivingtheSocialShareranopportunitytoexperience,personalizeandco-createwiththebrand,itmakesthemfeelmoreengaged(Fromm,n.d.).ThisallowsCoolBlaststoshowtheauthenticityofthebrandandcreateaconversationwiththeSocialSharerthroughthecontest.Thiscontestwillbeaboutmorethanonlineengagementandsharing#TheNewCoolexperiences,allowingtheSocialSharertostepoutsideoftheircomfortzoneandExperiencetheNewCool.Sampling Samplingwillbeafundamentaltacticusedtohelpachieveboththemarketingandcommunicationsobjectivesasitbuildsawarenessanddrivestrial(EuromonitorInternational,2007).Todistributethesamples,thecampaignwillhavestreetteams.TheAmbassadorsofCoolwillbethesamplingteamforthecampaignandwilldistributesamplesathighvolumeeventsandfestivalsasMillennialsattendmorefestivalsthananyothergeneration(Eventbrite,2015).TheAmbassadorsofCoolwillallrepresentadifferentkindof‘cool’tostayinlinewiththetermbeingrelative.Followingbrandingguidelines,theywillhaveachoiceofablueorgreentopwithdifferentphrasessuchas,“Howdoyoucool?”and“Outwiththeold,inwiththeCool”ontheirbacks,withtheCoolBlastsbrandingonthefront.EachteamwillgooutinpairsandspeakwiththeSocialSharersandUrbanOriginals,askingthemtodefinewhatitmeanstobe‘cool’.TheAmbassadorsofCoolwillbepresentduringlocaleventsinthetop10citieswhereMillennialslive,suchasAustin,LosAngeles,andSanFrancisco.Someoftheseeventsincludemusicfestivals,froshfestoncollegecampuses,outdoorsportingevents,andfoodtruckfestivals.Theywillalsostopbycollegecampusesthroughouttheyearhandingoutsamples.ImagesofTheAmbassadorsofCooldoingfun,‘cool’activitiesateventswillbepostedonCoolBlasts’socialmediaaccounts,specificallyInstagram.StartinginApril2016untiltheendofSeptember,2016TheAmbassadorsofCoolwilldistributeapproximately5millionsamples.Consumer Promotion Consumerpromotionsarehighlyeffectivesalestoolstopullinbusiness(BusinessKnow-how,n.d.).BasedontheCoolBlastonlinesurvey,SocialSharersareinclinedtopurchaseproductswhenofferedata2for1discount.TodrivetrialandawarenessofCoolBlasts,thecampaignwilluse2for1pricingatthebeginningofthecampaignaswellinthegenerallyslowersalesmonthsoftheyear.Thesediscountswillbeofferedonpoint-of-purchasedisplaysinconveniencestores,gas,anddrugstores.RefertoAppendixF:Point-of-purchaseWobblerforanexample.Point of purchase display Thepoint-of-purchasedisplayforthiscampaignwillbeanintegrateddisplayofanon-floordecalandadisplay-talkerwobbler.Consumerreportsshowthat90%ofshopperswillmakeanimpulsebuywhileshopping(DavidMielach,2012).Point-of-purchasedisplaysoffer(numerous)benefitsasatactic.Theyofferthepossibilyofuniqueexecutionsandtheabilitytofocusmessagingonthetargetmarket(Quelch,John&Cannon-Bonventre,Kristina,1983).Byusingafloordecal,CoolBlastswillcapture

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Millennialsiftheyareontheirphones.ThewobblerwillthenworkinconjunctionwiththedecalandguidetheirattentiontotheCoolBlastsontheshelf,maximizingbrandexposurebeforetheymaketheirpurchase.Themessagingonthewobblersandfloordecalswillbewellintregaratedwiththeoverallcampaignincludingtaglines,themes,colorsandimagry.Thepoint-of-purchasedisplaywillhavealimitedspaceandparticipationimpactonretailers,whichwillincreasetheirsupportforthecampaign.Gas-stationsandconveniencestoresareknownfortheirlargeselectionsofcandy,mints,andgumatthecashier.Byusingafloordecal,thiscampaignwillbreakthroughtheclutterofthelargecompetitiveproductofferingandplaceCoolBlastsattheforefrontofthepurchaser’smind.Event Sponsorship BothprimaryandsecondaryresearchindicatedthatSocialSharersaremusic-lovers,spendingtheirtimeonlinelisteningtomusicandtheirfreetimeattendingmusicfestivals.Millennialsare76%morelikelytofeelfavourabletowardsbrandsthatsponsormusic-relatedevents(TheGBRIEF,2015).Thecampaignwillsponsorthreemusicfestivals:BonnarooinManchester,Tennessee(June),LollapaloozainChicago,Illinois(July),andSouthbySouthwestinAustin,Texas(March).Ateachofthesefestivals,CoolBlastswillhaveanexclusivetentcalledtheCoolBlastChillRoomwhichwillgarnerbrandexposureandprovidetheSocialSharerwithanexperiencetheycanshare.TheAmbassadorsofCoolwillbepresentatallthesefestivalshandingoutfreesamples.Cool Blast Chill Room ToimmerseSocialSharersinthenewcoolandprovidethemwithameaningfulexperiencethatwillfosterpositivesentimenttowardsthebrand,CoolBlastChillRoomswillbestationedatselectmusicfestivals(Fromm,2014).Theseexclusiveroomswillbefurnishedwithcouches,beanbags,andphonechargingstationstoserveasahavenfromfestivalchaos.Theywillbeequippedwithmisterstoprovidearefreshing,coolingsensationaswellastwoenclosedwindtunnelswhichwillgivethemacoolingexperience.Therewillbealarge,digitalphotoboothwheretheSocialSharercanselectfromavarietyoffun,coolfiltersandaftertakingthephoto.SocialSharerswillbeencouragedtotakeavideoofthemExperiencingtheNewCoolwhileinthehurricanesimulator(AppendixH:CoolBlastChillRoomHurricaneSimulator)andusingittoenterintotheNewCoolContest.Theycanthensharethevideoorphotoshareontheirsocialnetworksusingthehashtag#TheNewCool.Toobtainentryandaccess,asTheAmbassadorsofCoolhandoutsamplestheywilllettheSocialSharersknowthattheyandafriendcanwinaccessbytweetingwhytheywanttoExperiencetheNewCoolusingthehashtag#TheNewCoolandthehandle@CoolBlasts.EntrantswillbeselectedatrandomfromTwitterandthenwillbetweetedwiththesecretpassword,allowingthem,plusone,exclusiveentrytoExperiencetheNewCool.Digital TheSocialSharerwillpostontheirsocialnetworkswhentheydiscoversomethingneworwhentheyhaveafunandoriginalexperience(Bacon,2015).EngagingwiththemonlineisacrucialtacticinassistingwiththecommunicationobjectiveofincreasingawarenessandinterestofCoolBlasts.

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Objectives:

• Increaseengagementwiththebrandonline,fosteringpositivesentimenttowardsCoolBlasts• IncreaseawarenessofCoolBlasts

Microsite Millennialsarelesstolerantofpooruserexperiencesandhavehighexpectationsofauser-friendly,engaging,websiteexperience(Wobbrock,2015).AmobilefriendlymicrositewillbecreatedtohostproductinformationsolelyforCoolBlasts(www.icebreakers.com/icebreakers).Withthehugeemphasisonsamplinganddrivingtrialinthefirsthalfoftheyear,havingaclean,easytouse,andmobilefriendlysiteisimportantforthecontinuedsuccessofCoolBlasts.Themicrositewilluseasimpledesignthatwillprovideinformationabouttheproductanditsinnovation,andwhatExperiencetheNewCoolisallabout.TokeepcompetitivewithotherbrandssuchasTicTac,funandhumorouscopywillbeincorporatedtotellCoolBlasts’story.ThemicrositewillalsohostTheNewCoolContestwhereusersareabletoenterthecontest,uploadtheirvideo,andviewtheentrant’svideos.OtherinformationsuchassocialmediahandlesandlogossuchastheOlympicsponsorshipandOnePercentforthePlanetwillbepresent.Smart Phones With87%ofSocialSharersneverbeingwithouttheirphonesatanypointthroughouttheday,providingthemwithaninteractiveandnewwaytoengagewithabrandonlinewilladdvalue.Thecampaignwilluseaugmentedrealitytoenableusersofsmartphonesanenhanced,newexperiencewiththebrand.WhenusersholdtheirsmartphonesoverthepackagingoftheCoolBlastswhileusingtheLayarapp,anaugmentedrealityvideowillbecomevisiblethroughthatuser’sphone.SocialSharerslearnaboutthenewcool–it’sintense,cooling,andboldflavorthatisredefiningthemeaningofcool.ItwillinvitetheSocialSharertoExperiencetheNewCoolandencouragethemtoembracetheirownkindofcool.Userswillbecomeawareofthepackagingtechnologythroughprintadsanddigitalcampaigns.Thesemediaoptionswillalsopromptthemtodownloadthepartneraugmentedrealityapp,Layar,whichwillenableuserstoseetheaugmentedrealitymaterial.Usingaugmentedrealitywillhighlightexperiencingthenewcoolofboththeproductandthisengagingtechnology.Itwillalsoworkinconjunctionwithasalespromotiontoincentivizeuserstodownloadtheappandusethetechnology.Printtechnologywillofferaugmentedrealityinteractionforviews,whileraisingtheprofileofthispackagingfeature.AppendixI:AugmentedRealityforanexample.Social Media Morethan90%ofallMillennialsareusingatleastonesocialmediaaccount(PewInternet,n.d.),withtheaverageSocialSharerhaving600friendsonFacebook(Statista,2015).Asocialmediastrategywillbeimplementedforthewholedurationofthecampaigntoengageinameaningful,two-wayconversationwiththeSocialSharer.ThehashtagthatthecampaignwilltakeoverandeventuallyhaveassociatedwithCoolBlasts,willbe#TheNewCool.AccordingtoTopsy,thishashtaghasonlyreceived109tweetsinthelast30days.FacebookTheIceBreakersbrand’sFacebookpagecurrentlyhas1.1millionengagements.AsFacebookisthemostusedsocialmedianetworkbySocialSharers,thecampaignwillutilizethisplatformtoincreaseawarenessofCoolBlastsandinvitethemtoExperiencetheNewCool(Parks,2015).Atthebeginningof

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thecampaign,aheavyfocusonsponsoredadswillbeusedtoreachtheprimaryaudience.Short,15secondclipssimilartotheTVadswillbeusedtoprovideahumorousmessageandbuildpositivefeelingstowardsthebrand.Inadditiontothesponsoredads,regularcontentpostswillhappenthroughouttheweek.Thesepostswillconsistofcool,newthingsthatarehappeningintheworld,beitthelatesttechnology,event,ormusicalartist.ThemainimageontheIceBreakersFacebookpagewillbechangedtoCoolBlastswhenthereisaheavypushonpostsandads.YouTubeInadditiontotheadsonTV,pre-rolladswillbepostedonYouTubetomaximizetheexposureastheSocialSharergetsthemajorityoftheirvideocontentfromYouTube(TheNielsenCompany,2014).TwitterThereisnoofficialTwitteraccountfortheIceBreakersbrand.Toassistintheobjectiveofincreasingawarenessandengagement,thecampaignwillcreateaTwitteraccountusingthehandle@CoolBlasts.InadditiontothequalifiedsweepstakeswhichallowsSocialSharersaccesstotheChillRoomatthemusicfestivals,TwitterwillbeusedasanothervehicletoengagewiththeSocialSharer.TheAmbassadorsofCoolwilltweetwhentheyareoutandaboutandasktheSocialSharertotweetwhythestreetteamshouldcomevisitthem.Anexampletweetwouldreadas,“Hey@Austin,TheAmbassadorsofCoolareintowntoday.Tweetuswhereyouareforyourchancetoexperience#TheNewCool.”TheSocialSharerisactiveonTwitter,thereforethiswillbeanappropriatetactictoimplementinthesocialmediastrategy(Parks,2015).InstagramThereisnocurrentInstagramfortheIceBreakersbrand,thereforeanaccountwillbecreated.Inordertoincreaseitsdigitalfootprintandengageintwo-wayconversationswiththeSocialSharer,thecreationofthisaccountiscrucial.SinceprimaryandsecondaryresearchindicatedthatMillennialspostphotosofexperiencestheyhave,InstagramwillalignwithcapturingthemExperiencetheNewCoolwhileatmusicalfestivalsintheCoolBlastChillRoom.TostartaconversationwiththeSocialSharer,questionswillbeaskedoncontentpostssuchas,“Howdoyoudocool?”and“ShowustheNewCool.”ThepoststhatwillbemadeonthisaccountwillbevisuallystimulatingandwillreflecttheprintadvertisingaswellasimagesthatcapturecoolmomentssuchasTeamUSA’srugbyteamintheSummerOlympics.SponsoredAdsThecampaignwillcontinuetodosponsoredarticlesonwebsitessuchasBuzzfeedandwillbeginusingtargetedpayper-clickadsonotherwebsitesthattheSocialSharerfrequents,suchasEliteDaily(Parks,2015).TheseadswillusethesameformatastheprintadsandwhenclickedonitwillbringtheSocialSharertothemicrositewheretheycanfindoutaboutthecoolcontestsandlearnhowtheycanExperiencetheNewCool.Public Relations: BothprimaryandsecondaryresearchrevealedthatSocialSharerscareaboutsupportingandcontributingtocauses.Theyarealsomoreinclinedtopurchasefrombrandsthatalignwiththeirbeliefs(Solomon,2014).WhenaskedintheCoolBlastsonlinesurveywhichcausespeakstothemthemost,environmentalcameinat53.2%.

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Objective: • DemonstratethatIceBreakersisasociallyresponsiblecompany• Increasepositivesentimenttowardsthebrand

One Percent for the Planet CoolBlastswillbecomeamemberofthenot-for-profitorganization,OnePercentfortheplanetwhichhasgrownintoaglobalmovementofmorethan1200membercompaniesin48countries,alldonatingatleast1%ofannualsalestosustainabilityinitiatives(OnePercentforthePlanet,n.d.).OnePercentforthePlanet’smissiontobuild,support,andactivateanallianceofbusinessesfinanciallycommittedtocreatingahealthyplanet.AmediareleasewillbeissuedtoannounceCoolBlastspartnershipwiththenot-for-profit.Inadditiontothemediarelease,CoolBlastswillannounceonTwitterandFacebookthattheyare“proudtobeapartnerwithOnePercentforthePlanet.”Afterbecomingamember,CoolBlastswillthenbeabletoputthelogoontheirpackaging,indicatingtheysupportthismovement.It’simportanttonotethatinorderforthisinitiativetobeeffectiveandtransparent,thepackagingoftheproductmustbechangedtorecyclablematerial.Packaging Thecampaignwillalterthelabeltointegratetheaugmentedrealitycomponentandwillchangedtorecyclablecontainersormadefromrecycledmaterials.ThedesignofthelabelwithremainthesamewiththeadditionoftheOnePercentforthePlanetlogoaswellastheLayarappiconfortheaugmentedreality.Distribution Hershey’swillleveragetheirstrongrelationshipwithMcLaneCompanyInc.,andaccesstheirpurchasingpowertogainthegreatestreachforthelaunchoftheCoolBlastproduct.AccordingtoHershey’sFactBook,McLaneCompanywasresponsiblefor25%oftheirnetsales(TheHersheyCompany,2015).TheMcLaneCompany’slargestcustomersincludesomeofthebiggestplayersinthegrocerystore,drugstore,gasstations,andconveniencestorecategory(McLaneCompany,2015).Accordingtoprimaryresearch,71%ofrespondentsinthe18-34-year-olddemographicpurchasegumormintsatgrocerystores,48%purchasegumormintsatconveniencestoresand43%purchasegumormintsatgasstores.CoolBlastswillbemadeavailableinallmaingrocerystores,bigboxretailers,convenience,drugstores,andgasstations.Thecampaignwillusetopshelfspaceontherackstomaximizeitsreach,usingthepoint-of-purchasedisplays,and2for1wobblers.Withaheavypushonsampling,itwillbeimperativetohavetheproductreadilyavailabletotheSocialSharer.

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Metrics The2016/2017campaignwillbemeasuredbytheannualrevenuefromthatperiodyear,lookingatconsumerpromotionsforthe2for1aswellasregularsales.Peaksalesperiodswillbecomparedagainstthemediascheduletoseewhateffectcertainpromotionalactivitieshadonsales.Apost-campaignsurveywillbeadministeredtotracktherecallofthecampaign’sTV,print,andout-of-homeadvertisingaswellastheawarenesslevelofCoolBlasts.Engagementwiththebrandonlinewillbemeasuredbyconversionrates,clickthroughratesonsponsoredads,likes,shares,comments,andtweets.

Budget & Timelines Thebudgetforthecampaigntotals$9,832,100fromApril2016toMarch2017.Approximately75%isallocatedtoadvertisinganddigitaland20%tosalespromotion.RefertoAppendixK:2016-2017Budgetforabreakdownofthecosts.Forthefouryearsalesforecast,refertoAppendixL:SalesForecast.Foradetailedmediascheduleforallofthepromotionaltacticsused,refertoAppendixM:MediaScheduleformoredetails.

Conclusion CoolBlastshasarareopportunitytoredefinethebreathfreshenercategoryandbecomealeaderinaclutteredindustry.Bypositioningitselfasaninnovativeproductthatprovidesitsuserswithacoolexperiencethatlasts,setsitselfapartfromitscompetition.BeinganewproducttargetingtheMillennialgeneration,meansabrand’stransparencyandauthenticityarekey.Tomaximizethesuccessofthecampaign,targetingboththeSocialSharersandUrbanOriginalsiskeytodrivetrialandincreaseawareness.Usingfun,engaging,andaudiencefocussedpromotionaltacticswillenableCoolBlaststofostermeaningfulandlastingrelationshipswiththesesegments.ByusingExperiencetheNewCool,CoolBlastswillcreateaversatilecampaignthatwillbothdefinetheproductasnewandofferfuturemessagingthatcanbetailoredinawaythatfocusesonfreshexperiences.CoolBlastswilllaunchthisproductthroughthemosteffectivechannels,carvingoutabrandidentityandlayingthefoundationforfuturepromotionalsuccess.

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Appendix A: Online Survey Table4:OnlineSurveyQuestions

Q1Whichbreathfreshenersdoyoubuy?Checkallthatapply:

a) Mintsb) Gumc) None

Q2Howoftendoyoupurchasemintsorgum?a) Severaltimesaweekb) Onceaweekc) 2–3Timesaweekd) Onceamonthorlessfrequent

Q3Wheredoyoutypicallybuymintsorgum?Checkallthatapply

a) Gasstoresb) GroceryStoresc) ConvenienceStoresd) DrugStorese) BigBoxRetailers(K-Mart,Target,Walmart)f) WholesaleClubs(Costco)g) DollarStoresh) VendingMachinei) Other

Q4Whenyoupurchasemintsorgum,howmanypackagesdoyoutypicallybuy?

a) 1b) 2c) 3ormore

Q5Whichofthefollowingmintbrandsdoyoupurchase?Checkallthatapply

a) Mentosb) TicTacc) Altoidsd) IceBreakerse) Excelf) ListerineStripsg) OtherBrands?Pleasespecify

Q6Whichofthefollowinggumbrandsdoyoupurchase?Checkallthatapply

a) Fiveb) Excelc) Dentyned) HubbaBubbae) Tridentf) OtherBrands?Pleasespecify

Q7Whatisthemaininfluencerwhenyoupurchasemintsorgum?Checkallthatapply.

a) BrandLoyaltyb) Abrand’sadvertisingc) Flavord) Packaginge) Salespromotion(suchas2for1)f) Whereitislocatedontheshelf

Q8Ifyouweretopurchasemintsorgum,whatwouldyourmotivationbe?Checkallthatapply

a) Badbreathb) Oralhealthc) Habituald) Other,Pleasespecify

Q9Whatdoyoulookforinamintoragum?Ratethelevelofimportanceforeachofthefollowing.(Notimportantatall,NotImportant,Neutral,SomewhatImportant,ReallyImportant)

- Texture- Flavor- Strength- Longevityoftaste

Q10Inwhatsituationwouldyoubemostlikelytousemintsorgum?Checkallthatapply

a) Aftercoffeeb) Afteramealc) Socialsettingd) Romanticsettinge) Professionalsettingf) Spontaneousg) Drivingh) Other.Pleasespecify.

Q11Whichoftheselogosdoyoulike?Selectallthatapply.

a) Icebreakersb) 5gumc) Altoids

Q12Whatpackageappealstoyouthebest?Checkallthatapply.

a) TicTacb) IceBreakermintpuckc) Altoidtin

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d) TicTace) Excel

d) Excelgumpopoutpack

Q13HaveyouheardoftheIceBreakersbrand?a) Yesb) No

Q14HaveyouheardofCoolBlastChews?a) Yesb) No

Q15HaveyoutriedCoolBlastChewsbefore?a) Yesb) No

Q16HowwouldyoudescribeCoolBlastChews?Checkallthatapply.

a) Intenseb) Fresheningc) Coldd) Uniquee) Hardcoref) Matureg) Other.PleaseSpecify

Q17InwhatsituationwouldyouuseaCoolBlastChew?

Q18BasedonyourexperienceusingCoolBlastChews,ratethefollowing.(Stronglydislike,Dislike,Neutral,Like,Reallylike)

- Texture- Flavor- Strength- Longevityoftaste

Q19Whatdoyouthinkabouttheword"Chews"inthenameCoolBlastChews?

a) Stronglydislikeitb) Dislikeitc) Neutrald) Likeite) Reallylikeit

Q20Whatelsewouldyoucallthisproduct?

Q21Basedonthispicture(IceBreakersCoolBlasts),whatagedoyouthinkthisproductappealsto?Checkallthatapply.

a) Under18b) 18-24c) 25-29d) 30-34e) 35-40f) Over40g) Idon’tknow

Q22Whereareyoumostlikelytopayattentiontoadvertisementsformints?Checkallthatapply.

a) Facebookb) Instagramc) Snapchatd) YouTubee) TVf) Radiog) StoreDisplaysh) Other(busads,bathroomads,busstopads)

Q23Wheredoyouspendyourfreetime?Checkallthatapply

a) Movietheatersb) Musicrelatedeventsc) Sportingeventsd) Diningandrestaurantse) Outdoors(hiking,cycling,etc.)f) Collegesocialeventsg) Nightlife(bars,micro-breweries,etc.)h) Travel(nationallyandinternationally)i) Other.Pleasespecify

Q24Whattypeofcontentdoyoulookformostwhenyou'reonline?

a) Newsb) Sportsc) Foodd) Gaminge) Fashionf) Musicg) Other.Pleasespecify

Q25Whatwouldmotivateyoutotryanewmint?Checkallthatapply.

a) Freesamples

Q26Whatcausespeakstoyouthemost?Checkallthatapply.

a) Environmental

26

b) Onlinecouponforfreesamplesc) Contestsd) Event-basedpromotionse) Freeswagf) Advertisingg) Friendorfamilyh) Other.Pleasespecify

b) Socialc) Healthd) Animalse) Other.Pleasespecify

Q27Howoldareyou?a) Under18b) 18-24c) 25-29d) 30-34e) 35-40f) Over40

Q28Areyou:a) Maleb) Femalec) Prefernottospecify

Q29Wheredoyoulive?a) USAb) Canadac) Mexico

Q30Whatisyourlivingsituation?a) Livewithmyparentsb) Livewitharoommate(s)c) Livewithapartner/spoused) Liveonmyowne) Other.Pleasespecify

Q31Whatisyourstudentstatus?a) Full-timeb) Part-timec) Iamnotastudent

Q32Whichdoyouidentifywiththemost?a) Caucasianb) Hispanicc) AfricanAmericand) Asiane) Other.Pleasespecify

27

Appendix B: Breath Freshener Preferences

37.50% 34.10% 32.20%27.90%

T IC TAC I C E B R EAKER S EXC E L A L TO IDS

PERC

ENTO

FRE

SPONDE

NTS

BRAND

WHICHBRANDOFMINTS DOYOUPURCHASE?CHECKALLTHAT APPLY

49.60% 47.40%39.70%

30.60%17.20%

TR IDENT F I V E EXC E L DENTYNE I C E B R EAKER S

PERC

ENTO

FRE

SPONDE

NTS

BRAND

WHICHBRANDOFGUMDOYOUPURCHASE?CHECKALL THAT APPLY

Table5:MillennialMintBrandPreferences

Table6:MillennialGumBrandPreferences

SamplesSize

507

SamplesSize

507

28

Appendix C: Promotional Influencers

0% 10% 20% 30% 40% 50% 60% 70% 80%

StoreDisplays

TV

Out-of-home

YouTube

Facebook

Instagram

Snapchat

Radio

PercentofRespondents

Advertism

entPlacemen

t

Whereareyoumostlikelytopayattentiontoadvertismentsforbreathfresheners?Checkallthatapply.

Whereareyoumostlikelytopayattentiontoadvertisementsforbreathfresheners?

SamplesSize

507

29

Appendix D: Creative Brief

30

Figure1:ExperiencetheNewCoolCreativeBrief

31

Appendix E: TV Story Board

33

Appendix F: Print & Digital Advertisements

Figure2:Print&DigitalAd

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Figure3:Print&DigitalAdII

35


Figure4:Print&DigitalAdIII

36

Appendix G: Out-of-Home Advertisements

Figure6:Out-of-homeAdI Figure5:Out-of-homeAdII

37

Appendix H: The New Cool Contest Ad

Figure7:NewCoolContestAd

38

Appendix I: Point-of-purchase Wobbler

Figure8:Point-of-purchaseWobbler

39

Appendix I: Cool Blast Chill Room Hurricane Simulator

Figure9:HurricaneSimulator

40

Appendix J: Augmented Reality

Figure10:AugmentedReality

41

Appendix K: Budget

42

Appendix L: Sales Forecast SincetherearenoreportsfromthesalesofCoolBlasts,severalassumptionshadtobemadewhencalculatingtheprojectedsalesforecast.Assumptions Saleslevelsin2015willbebasedonthecurrentawarenessandtrialpercentagesgainedfromprimaryresearch,assumingthatthereisnostrongadvertisingpushinthebaseyear.Thelargestincreaseofawarenesswillhappeninyearone,resultinginthelargestincreaseinsales.Withthemarketingobjectivetoraiseawarenessfrom37%to80%fromApril2016toMarch2017.Ofthe37%ofpeoplewhohaveheardofCoolBlasts,60%havetriedit.Theassumptionisthathalfofthosewhohavetriedit,willberepeatbuyers(30%ofthe60%).Withtherebeing31.5millionSocialSharersandatotalof83.1millionMillennials,asteadygrowthof1.5%+yearonyearwillbesustainedaftertheproductlaunch.Thefollowingisbasedontheprimaryandsecondarytargetaudience’spurchasesofCoolBlasts(atanaverageMRSPof$2.49)andtheachievementoftheincreasedawarenesslevels.Pre campaign launch 37%currentawarenessx83.1million(Millennialpopulation)=30,747,000people30,747,000(Awareness)x60%(whohavetriedit)=18,448,200people18,448,200(peoplewhohavetried)x$2.49(price)=$45,936,018insales

Table7:FourYearSalesForecast

Year Sales2015-2016 $45,936,0182016-2017 $99,321,1202017-2018 $100,810,9372018-2019 $102,323,1012019-2020 $103,857,947

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Appendix M: Media Schedule

Table8:MediaSchedule

2015/2016 american marketing association collegiate case … judging area/case... · with a $10...

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