Campaign Plan Book2011

2

Hunter Boots Ltd.

Executive Summary Creative Brief Research Situational Analysis Problems/Opportunities Strategies Goals Objectives Markets/Segments/Publics Tactics Evaluation Budget and Media Buys Appendices

Table of Contents

3468101214161820263032

3

There are three phases to our 2011 United States Hunter campaign. 1. Promote awareness of the flagship store in New York City by outdoor advertising within a two-mile radius of the store, directing consumers to its location. Outside of that radius, other carriers of wellies will be featured on outdoor ads. This phase will last for ten months, from March to December. 2. Beginning in January 2012, promote the expansion of Hunter products into department and boutique stores in large cities in the United States. Begin implementing television, Internet, and print ads in addition to outdoor ads, in order to build a consumer base in locations where trendsetting is the norm. 3. Beginning in January 2013, expand Hunter products further into the American market, to secondary cities. Department and boutique stores that fit the Hunter brand and image will be chosen to sell Hunter products. Television, Internet, print, and outdoor ads will continue.

This campaign is geared toward promoting Hunter products to consumers by expanding the number of retail locations that feature our brand name. The goal is to expand Hunter’s image among the consumer base in the United States, specifically women ages 18-32. During this campaign, we strive to maintain the quality of our brand, not allowing the perceived integrity of Hunter to decrease.

This commercial campaign will set the groundwork for the industrial side of Hunter, in the hopes that a later campaign may be directed toward the mens’ market.

Introduction

4

Creative BriefHunter Advertising has written a letter directed towards our Creative Team, outlining our ideas and specifying our guidelines for the 2011 campaign.

Dear Creative Team,In the spring of 2011, Hunter Boot Ltd. will be launching the “Cheers to Rain” campaign in the United States. As you know, Hunter has a unique history and is known mainly in the United Kingdom. Since our founding in 1856, we have had a considerable consumer base, ranging from farmers to military men, and from paupers to princes. Currently, Hunter Boot Ltd. is a leading brand in Europe, but the company feels it is ready to hop across the pond. Our campaign will introduce wellies to the American consumer with a commercial campaign targeted towards women.

This campaign will closely align with the company goals, which are: to increase the awareness of the Hunter brand, to produce an effective advertising campaign for Hunter wellington boots, and to maintain the social position of Hunter and its products. There will be three phases to the campaign: first, to raise awareness of the flagship store being opened in New York City; second, to move products into stores in large cities in the U.S.; and third, to expand Hunter products into secondary markets.

Our target market is 18-32 year-old females who are women on-the-go, specifically women who care about style but still demand functionality. Our ads must be relatable to their lifestyle and life goals.

Hunter Boots Ltd. will use a combination of traditional and new media to reach our audience. The different types of ads will make consumers more aware of our presence in the U.S., and invite them to interact with us through social media. We would like women to be involved in the conversations involving our product as we attempt to expand.

5

Hunter Advertising has written a letter directed towards our Creative Team, outlining our ideas and specifying our guidelines for the 2011 campaign.

Our concept for the art and copy is to intertwine the UK-background of Hunter Boot Ltd. with modern wellies. We would like the ads to depict an image of wellies in use, and read, “Cheers to ____,” with the Hunter logo located at the bottom of the page. We would also like to place copy underneath that says, “Love their accents. Love their boots.”

It is important for Hunter to maintain the British identity of wellies in advertising, and use the British identity to our advantage. In effect, we are selling the idea of British lifestyle and romance, but also a promise for quality and timelessness. “Cheers to” will remain constant throughout all of the advertisements to correspond with the images, as well as the corporate identity and agenda of Hunter Boots Ltd. We are a company founded on tradition, quality, timelessness, functionality, and style; these are qualities women look for in their wellies, as well as their lives.

Cheers! Hunter Advertising

Cre

ativ

e

Brie

f

6

Hunter Boot Ltd. is a rubber boot manufacturer with many offices around the world, including London, New York, and Edinburgh. The company, started in 1856 by American Henry Lee Norris, was known then as the North British Rubber Company. It began its long history of producing Wellington boots in 1856 in Edinburgh, Scotland, with only four employees. Although the company started small, it underwent great expansion in the 19-teens with World War I. Hunter Boot Ltd. was asked by the British War Office to construct a boot well-suited for the outdoors as soldiers engaged in trench-warfare. Over 1.1 million pairs of boots were made for the British army, much to the German’s chagrin. By WWII (1939-1945), dependable Hunter Wellington boots were seen as a staple element of the soldiers’ uniform. Again, Hunter Boot Ltd. was called upon, this time to produce a mass quantity of rubber products, including ground sheets, life belts, and gas masks. By 1945, Hunter wellington boots had become the popular footwear for men, women, and children in wet weather. Postwar, the Hunter manufacturing operations moved to a larger factory in Heathhall, Dumfries to keep up with high-demand, and has been based there ever since. Having sold wellies for over a century, and to Royal Households, the wellington manufacturer was awarded a Royal Warrant from the Duke of Edinburgh in 1977, and again in 1986 by the Queen. These two prestigious awards have provided great recognition for Hunter.

In the interim years, between post-WWII and today, the company now known as Hunter Boots Ltd. had gone through multiple changes of ownership. Despite these changes, the brand continued to strengthen and build upon itself, and in 2004 Hunter Rubber Company became a standalone company. Unfortunately, in 2006, the newly independent company began to have financial problems, suffering from high manufacturing costs, among other things. Most recently, a consortium led by Lord Marland, Peter Mullen, Julian Taylor and supported by the Pentland Group, rescued the floundering company, and Hunter Boot Ltd. was created.

ResearchHunter Boots Ltd. has a rich history. What started off as a small Scottish company has grown into a global brand.

7

Hunter has re-established itself as a principal contender in the traditional UK country- and casual-market, and is well positioned to become a major player in the United States. Wellington boots are iconic, and this campaign aims to strengthen the company’s sales. We have confidence we will succeed, based on the fact that the company has now been manufacturing rubber products and keeping very important feet dry for over 150 years.

Hunter Boots Ltd. has a rich history. What started off as a small Scottish company has grown into a global brand.

Rese

arch

8

Currently, Hunter is a leader in the less-than-fair-weather industry, but this is true more-so abroad than in the United States. Hunter Boot Ltd. enjoys a high degree of sales in Europe, but, for example, currently only 12 stores in the D.C./Northern VA-area sell Hunter wellies. In 2005, Hunter launched its presence in the U.S., most notably with a showroom located on 7th Avenue in New York City. Other recent changes have included the redesign of the online store and the use of social media to highlight those celebrities wearing Hunter wellies. However, these tactics have not had the impact the company had hoped for, and so, the American consumer-base has not been made aware of the availability or the presence of Hunter Boot Ltd. domestically. Now, in 2011, Hunter is opening a flagship store in New York City, hoping to bring awareness to the American consumer. Because the company, brand, and product are so well noted abroad, it has been proven through research and monitoring that more awareness is needed domestically in order to create a shift in attitude and behavior from American consumers. In this way, the American market will better reflect the long-standing UK presence. This goal is in line with those of Hunter Boots Ltd., and through carefully planned tactics, we will work to address the problems and opportunities facing the company.

Situational AnalysisTo create a successful campaign, we first need to know where we are as a company, in order to determine how to get to where we want to be in the future.

9

To create a successful campaign, we first need to know where we are as a company, in order to determine how to get to where we want to be in the future.

Situ

atio

nal

An

aly

sis

10

An obvious question brought to the table at the mention of expansion is the ability or inability to do so. Hunter Boot executives believe that their well-established UK product will be able to translate and flourish in the United States, and that profits will only continue to rise. We have decided to position this commercial campaign to mark the gradual expansion of Hunter boots into the U.S.

Manufacturing costs have been an issue in the past. However, alternative rubber supply sources were sought and have been developed in Europe and the Far East. Some manufacturing changes have been made to increase efficiencies, for example the removal of the latex dipping process. As Hunter continues to reduce manufacturing inefficiencies, production costs will be reduced. In the mean time, while developments are being made, a greater consumer base will increase company revenue. In addition to the opportunity, not problem, of a vast American consumer-base, it must be considered that any or too much advertising could be wasteful. Our solution to this problem will be to use a variety of well-planned tactics to interest and prompt new consumers to buy Hunter wellies. United States women are not as aware of the product as we would like them to be. It is our belief that if the target audience is not aware of our product, they will fail to choose us over a competitor. Raising awareness and shifting attitudes to more favor the purchase of Hunter wellies is the ultimate obstacle that Hunter Boot Ltd. will face, and work to overcome.

Problems/OpportunitiesWhen any company looks to expand there will always be “problems” facing the company’s chances of success. Instead of describing any and all “bumps in the road” as problems, it would be better to think of them as obstacles that, with diligent research and a cohesive strategy, the company will be able to overcome.

11

Problems/Opportunities

Hunter is already placed in department stores across the United States. However, it is not prominently displayed, nor does the product infiltrate smaller markets. In the next few years we plan to initiate three phases: first, to create awareness of the flagship store being opened in New York; second, to place our products in boutiques and department stores in large cities in the U.S; and third, to move Hunter products to “secondary” markets. In this way, we will communicate with businesses that resonate with the image of the Hunter welly as a quality product so as not to lose our “status-seeking” customer base. With the increased expansion into the American market, it is possible that we could alienate United Kingdom-based consumers, and this must be avoided. Above all else, Hunter Boot Ltd. does not want to lose customers, but rather hopes to attract more by creating a demand in a new market. The obstacle here is to not position the brand as “American,” but to instead to retain the heritage and charm of its Scotland-based roots. As noted above, stores will be chosen based on their clientele and the overall character the store represents.

As will be described in more detail in the tactics section, the expansion of the Hunter Boot Ltd. brand will be realized in the United States with a flagship store in New York City. Currently, the showroom in New York City acts only as a display case, and the opportunity exists to expand the space into a grand retail Mecca. This store will allow Hunter Boot Ltd. executives to monitor the revenue and overall success and brand-acceptance by American consumers. If great prosperity abounds with the New York flagship store, the opportunity to open more Hunter Boot Ltd. stores across the United States and Europe may arise. In the age of the Internet, online shopping has removed the middle man. This has helped consumers to be more savvy, and has created a demand for great online stores, rather than traditional “brick-and-mortar” buildings. In 2008, Hunter launched its newest and most consumer-friendly online store with the goal of building the brand’s global presence. In addition to Hunter-boot.com, Hunter maintains a social media presence, but unfortunately the Facebook page and Twitter profile are not creating the buzz we know is possible in the web world. We will address this issue through researched tactics, discussed later, that will strengthen the Hunter brand.

When any company looks to expand there will always be “problems” facing the company’s chances of success. Instead of describing any and all “bumps in the road” as problems, it would be better to think of them as obstacles that, with diligent research and a cohesive strategy, the company will be able to overcome.

Pro

ble

ms/

Op

po

rtun

ities

12

Phase One:According to Matrix Media Services, “New York is the most populous city in the US and holds global influence in media, politics, education, entertainment and fashion. One out of ten private sector jobs in the city is with a foreign company and there are 44 Fortune 500 companies headquartered in New York City.” Because of this, Hunter’s other strategic business units, including sales, have opened a flagship store in New York City. In order to promote awareness, we will first campaign for the store. Within a two mile radius of the store, all advertising will direct consumers to the flagship store; outside of that radius, ads will direct consumers to any store that carries the welly (including the flagship store). This phase will last for ten months, from March to December.

Phase Two: Phase Two is centered on the placement of our products in boutiques and department stores in large cities in the U.S.. In this way, a consumer base will be created in locations where word-of-mouth and trend-spotting is prevalent. We have chosen cities such as Chicago, Los Angeles, New York City, Seattle, and Boston. In order to increase revenue, the sales department can work with the stores with whom we advertise to charge for the placement of their names and logos on our ads in their geographical area. This is one way to recoup the advertising budget. This phase will begin in January, after Phase One has completed.

StrategyIn order to accomplish all that we have researched and deemed important to this commercial campaign in the United States, we have designed a plan that first is comprised of three phases:

13

Phase Three: The phase will be comprised of moving Hunter products to “secondary” markets. Once a consumer base is created in large cities and our advertising tactics have infiltrated the media, we will choose boutiques in smaller cities that fit the caliber of the Hunter Boot Ltd. brand and image. Both the city and the boutique will be evaluated on this point. Because the product is priced for the middle-class consumer, it is important to choose where the products will be placed with a discerning eye. Smaller cities and appropriate boutiques might include Charlottesville, VA, and the store “Finch,” as well as New London Connecticut, or Providence, Rhode Island. This phase will begin in the third year of the campaign, in the January following the close of Phase Two.

For the future, as we understand that there is a considerable amount of revenue to be gained from tapping into the more industrial side of Hunter, we have indicated that a later campaign may be well suited for:

Phase Four: A campaign for the men’s Hunter wellies and other products may be the logical next step for Hunter-USA. Traditionally, Hunter Boot Ltd. has sold to and been the provider of hard-wearing and durable mens’ boots, but this presence has only been maintained abroad. A similar strategy as prescribed in this commercial campaign may prove adequate, but it is likely that specific tactics will need to be changed to better reach the target audience.

Overall, this campaign is a combination of the push and pull strategies. We will target consumers in our advertising, and are going to heavily rely on the status of the wellies and word of mouth to pull our product through the market. As we target consumers, they will start creating a supply and demand effect for the product. As demands go up, we will sell and advertise to selected boutiques to carry the brand, thereby pushing them through the market.

In order to accomplish all that we have researched and deemed important to this commercial campaign in the United States, we have designed a plan that first is comprised of three phases:

Stra

teg

y

14

• To increase the awareness of the Hunter brand in the United States, and thus increase the sale of its wellies.• To produce a high-quality and effective advertising campaign for Hunter Wellington boots, through targeted

tactics. • To maintain the social position of Hunter and its products as a quality company.• For Phase One, to increase awareness of the flagship store in New York City.• For Phase Two, to increase the amount of department and boutique stores in large cities in the U.S. that carry

Hunter products. • For Phase Three, to expand the number of locations in the U.S. that carry Hunter products, moving to

secondary cities.

Hunter has established itself as a company gradually expanding its name recognition and product sales. Constantly seeking to truly globalize the Hunter brand, one of the main goals of this campaign is to increase both the awareness and sales of Hunter boots in the US, among the target audience. As listed under the company’s responsibilities (noted on the Hunter website), Hunter takes great pride in maintaining high standards and status, so throughout this campaign, a final guiding principle will be to advertise and place the Hunter name and products in quality locations.

GoalsAs broad and guiding principles for this campaign, we have outlined several goals:

15

As broad and guiding principles for this campaign, we have outlined several goals:

Go

als

16

Overall:• To increase the target audience’s awareness of Hunter wellies in the United States by 70% within the three

years of the campaign.• To decrease the perceived integrity of Hunter boots by its customer base in the United States by 0% over the

entire length of the campaign.• To increase the sale of Hunter products in the United States to the target audience by 55% within the three

years of the campaign.

Phase One:• To increase the target audience’s awareness of the Hunter flagship store in New York City by 65% within the

first six months of the first phase.

Phase Two:• To increase the number of department and boutique stores that carry our product by 20% within the first 6

months of the second phase.

Phase Three:• To increase the number of secondary locations that carry our product by 15% within the first 6 months of the

third phase.

ObjectivesIn line with the goals outlined above, the specific and measurable objectives we have set are as follows:

17

Matching up with Hunter’s overall goal of increased awareness of the Hunter brand in the U.S., our first objective is to increase awareness by females ages 18-32 by 70%. We would also like to maintain the reputation and respect associated with our image, avoiding any decrease of our perceived integrity among our customer base. Finally, we are attempting to increase the sales of Hunter products to our target audience by 55% in the United States.

For each phase, we have a separate, and more specific objective. The first is simply to increase the awareness of the flagship store being opened in New York City by 65% within the first six months of Phase One (March-August). For Phase Two, we would like to see an increase in the number of retail stores carrying Hunter products by 20% within the first six months of 2012. Finally, for Phase Three, we aim to increase the number of locations in secondary cities that carry our brand by 15% within the first six months of 2013.

In line with the goals outlined above, the specific and measurable objectives we have set are as follows:

Ob

jectiv

es

18

Hunter has expanded from a small Scottish start-up to one of global stature that continues to focus on modern fashion trends while maintaining a steady product line. We have observed and will keep in mind that trends are often started by younger, high-status generations, and thus will target our campaign towards females ages 18-32. We will narrow this age-range to those living in large cities (such as Chicago, Los Angeles, New York City, Seattle, and Boston). We have deemed that this segment of the market take on the role of “influencers,” or those that set “high-fashion” examples to the rest of the population. It has also been studied that this group recognizes the styles and persuasions of other countries, and so will be adept at adapting the UK brand. Additionally, it is known that women routinely keep up with fashion movements but moreover love to collect those timeless pieces, or “staple” items, in their closet, and the selected target audience will become “role models” in the effort to position Hunter wellies as the quintessential and staple rain boot.

The sophisticated consumer whom we target aligns with our goal of maintaining the social position of Hunter Boots Ltd. as a quality company that manufactures quality products.

Markets/PublicsHunter Boot Ltd. has traditionally had a consumer base in the United Kingdom. Now it’s time to expand to the United States.

19

Hunter Boot Ltd. has traditionally had a consumer base in the United Kingdom. Now it’s time to expand to the United States.

Mark

ets/

Pu

blics

20

Phase 1: Advertisements for the New York City flagship store:Tactic: Outdoor

Outdoor ads will be the main form of advertising for the flagship store. Advertisements will be placed on the metro and in metro platforms, on buses and in bus-stop shelters, on the sidewalk, and on occasion, will be performed by street performers. Ads will include a small map of where the flagship store is located in New York City. Advertisements will be reminiscent of the UK-origins of Hunter Boot Ltd., and will feature European scenery and members of the target audience wearing Hunter wellies. Most prominently, ads will be placed within the two miles surrounding the flagship store; ads outside of this range will direct consumers to other retailers as well as the flagship store. Outdoor advertisements will be most effective on rainy days when people use public transportation in order to stay dry. LCD projectors will project ads onto the sidewalk in front of the flagship store, and finally, an interactive screen outside of the store will display a puddle, that, when stepped upon, will splash and appear to ripple.

On rainy days, street performers will be used to creatively entice passers by to purchase Hunter wellies. Broadway singers and dancers will be hired to perform “Singing In The Rain.” Such performances will take place immediately outside of the store as well as on the surrounding blocks. Employees will be encouraged to stand outside with performers, proudly showing off the wellies that are keeping them dry, and will hand out print ads directing consumers to the flagship store. Tea will be provided for customers inside the store, as well as for our performers. Ads will run in the New York Times and the Wall Street Journal. This plan will be put into action on days where there is a 50% chance or more of rain, in the 10-months as outlined in Phase One. In addition, this plan will be used during all of “Opening Week.”

TacticsThrough research and analysis, we have designed a multitude of tactics that are to work in conjunction with each other for each of the three phases as outlined in our campaign strategy:

21

Tactic: PrintThe New York Times and Wall Street Journal will run a half-page ad for Hunter wellies, along with the flagship store, on days that there is a 50% or more chance of rain. This will be effective in changing people’s attitudes in favor of Hunter Boot Ltd.

Through research and analysis, we have designed a multitude of tactics that are to work in conjunction with each other for each of the three phases as outlined in our campaign strategy:

Tactics

22

Phase Two: Advertisements for the placement of Hunter products in boutiques and department stores in large cities in the U.S.:

Tactic: TelevisionWe will produce three different advertisements for television. Multiple ads will have a better chance of appearing fresh and new and not run the risk of being over-played and tired. Advertisements will incorporate the sounds of rain and splashing to ignite the senses, as well as be reminiscent of the European atmosphere, such as a taxi driving through a puddle in the countryside or Big Ben ringing in the background, to remind our audience of the UK appeal. Ads will be run during prime-time programming Monday-Saturday in 15-30 second time slots, during shows such as Glee, Dancing With the Stars, Grey’s Anatomy, Saturday Night Live, and Gossip Girl. During prime-time and special programming, Hunter Boots Ltd. will air two advertisements every hour. We believe this will be a successful pattern to maintain on a small number of channels. Commercials will be an effective way to reach our audience of 18-32 year old, fashionable women because they will stimulate the audience’s senses and will allow for them to see the product in use.

Tactic: InternetHunter will use Twitter to let customers know what stores are carrying our product, in hopes that those same stores can tweet about Hunter. Customers can also follow Hunter on Twitter and can tweet their opinions. The Twitter will be kept up to date in order to build loyalty and adhere to social media guidelines. This will become most effective in the second phase when boutiques are able to contribute their input and opinion.

Facebook will be used so that customers can become “fans” of Hunter and can “like” new styles or updates. Hunter will post new possible ideas for wellies and see which ones the fans like the most. Facebook will allow for customer feedback and let us know which styles and products have been voted most favorable and that most appeal to our audience. In addition, customers will be able to send in photos of themselves wearing their Hunter wellies. These photos will be voted for and the winner will have their photo posted as the “Photo of the Month” on the website. The winner will also receive a prize of a hunter accessory.

Tactics (cont)

23

Newsletters will be emailed to customers once a month. These newsletters will include information regarding new retailers, new styles, and new products. Newsletters will be a business-to-consumer tactic, in that those who subscribe to Hunter Boot Ltd. will be kept most informed on a regular basis. In a business-to-business way, advertisements will be sent to those stores that carry our products via email. All email ads and newsletters will maintain the European aesthetic and will feature females ages 18-32 wearing Hunter wellies. Contact information for individual and wholesale purchasing as well as the address of the flagship store will be easily accessible.

Tactic: In-storeDisplays will be placed within all department and boutique stores carrying Hunter products. They will be created by Hunter Boot Ltd. They will be updated every three months with the changing of each season. Projectors will be installed to show images of rain, and will cost approximately $350 each. Rain will be projected onto scenery and mannequins, while the mannequins wear Hunter wellies and other Hunter products. The scenery will be reminiscent of the United Kingdom. Displays will be located in the front window or prominently within the store. These in-store displays will catch people’s attention on the street and will increase their likelihood of purchasing Hunter products.

Tactic: Outdoor Advertisements will be placed on the metro and in metro platforms, as well as on buses and in bus-stop shelters. Ads will direct consumers departments or boutiques that carry Hunter products. Advertisements will be reminiscent of the UK-origins of Hunter Boot Ltd., and will feature European scenery and members of the target audience wearing Hunter wellies. Outdoor advertisements will be most effective on rainy days when people use public transportation in order to stay dry.

Tactic: PrintPrint ads will be created and mailed to department stores and boutiques that sell our products.

Tactics (co

nt)

24

Phase Three: Advertisements for the placement of Hunter products in boutiques and department stores in secondary cities in the U.S.:

Tactic: TelevisionWe will produce three different advertisements for television. Multiple ads will have a better chance of appearing fresh and new and not run the risk of being over-played and tired. Advertisements will incorporate the sounds of rain and splashing to ignite the senses, as well as be reminiscent of the European atmosphere, such as a taxi driving through a puddle in the countryside or Big Ben ringing in the background, to remind our audience of the UK appeal. Ads will be run during prime-time programming Monday-Saturday in 15-30 second time slots, during shows such as Glee, Dancing With the Stars, Grey’s Anatomy, Saturday Night Live, and Gossip Girl. During prime-time and special programming, Hunter Boots Ltd. will air two advertisements every hour. We believe this will be a successful pattern to maintain on a small number of channels. Commercials will be an effective way to reach our audience of 18-32 year old, fashionable women because they will stimulate the audience’s senses and will allow for them to see the product in use.

Tactic: InternetHunter will use Twitter to let customers know what stores are carrying our product, in hopes that those same stores can tweet about Hunter. Customers can also follow Hunter on Twitter and can tweet their opinions. The Twitter will be kept up to date in order to build loyalty and adhere to social media guidelines.

Facebook will be used so that customers can become “fans” of Hunter and can “like” new styles or updates. Hunter will post new possible ideas for wellies and see which ones the fans like the most. Facebook will allow for customer feedback and let us know which styles and products have been voted most favorable and that most appeal to our audience. In addition, customers will be able to send in photos of themselves wearing their Hunter wellies. These photos will be voted for and the winner will have their photo posted as the “Photo of the Month” on the website. The winner will also receive a prize of a hunter accessory.

Tactics (cont)

25

Newsletters will be emailed to customers once a month. These newsletters will include information regarding new retailers, new styles, and new products. Newsletters will be a business-to-consumer tactic, in that those who subscribe to Hunter Boot Ltd. will be kept most informed on a regular basis. In a business-to-business way, advertisements will be sent to those stores that carry our products via email. All email ads and newsletters will maintain the European aesthetic and will feature females ages 18-32 wearing Hunter wellies. Contact information for individual and wholesale purchasing as well as the address of the flagship store will be easily accessible.

Tactic: In-store Displays will be placed within all department and boutique stores carrying Hunter products. They will be created by Hunter Boot Ltd. They will be updated every three months with the changing of each season. Projectors will be installed to show images of rain, and will cost approximately $350 each. Rain will be projected onto scenery and mannequins, while the mannequins wear Hunter wellies and other Hunter products. The scenery will be reminiscent of the United Kingdom. Displays will be located in the front window or prominently within the store. These in-store displays will catch people’s attention on the street and will increase their likelihood of purchasing Hunter products.

Tactic: Outdoor Advertisements will be placed on the metro and in metro platforms, as well as on buses and in bus-stop shelters. Ads will direct consumers departments or boutiques that carry Hunter products. Advertisements will be reminiscent of the UK-origins of Hunter Boot Ltd., and will feature European scenery and members of the target audience wearing Hunter wellies. Outdoor advertisements will be most effective on rainy days when people use public transportation in order to stay dry.

Tactic: Print Print ads will be created and mailed to department stores and boutiques that sell our products.

Tactics (co

nt)

26

Overall:• A comparison of quarterly and year-end sales of Hunter products in the U.S..• How many department and boutique stores have added their names to Hunter advertisements, as

offered for a small fee.

Phase One: Overall:

• How many people are aware of the Hunter flagship store in New York City based on the growth of Hunter’s customer base in the city.

Tactic: Outdoor • How many people are aware of the Hunter flagship store in New York City based on the growth of

Hunter’s customer base in the city. • The number of people who came to the store based on street performers’ promotion, as measured by a

“How’d you hear of us?” survey, both online and in-store.

Tactic: Print• The number of people who came to the store based on NYC print ads, as measured by a “How’d you

hear of us?” survey, both online and in-store.

Phase Two: Overall:

• How many department and boutique stores now carry Hunter products in large U.S. cities.

Tactic: Television

EvaluationWe believe that our tactics will accomplish all that we have researched and deemed important to this commercial campaign in the United States. In order to evaluate if we have “hit the mark” and made a significant impact, we have several aspects by which to measure our tactics, for each of the three phases:

27

• How many people were able to recall our advertisements based on non-random surveys of and feedback from Hunter customers.

Tactic: Internet• The number of customers who have subscribed to our newsletter, demonstrating that they are dedicated Hunter

consumers. • The number of those who have participated in our online and in our interactive applications.

Tactic: In-store• How many department and boutique stores are featuring Hunter-supplied print

ads in their store. • How many department and boutique stores are prominently featuring Hunter-

supplied displays (including scenery, projectors, etc.)

Tactic: Outdoor • How many people are aware of the Hunter wellies in large cities, such as Los

Angeles, based on the growth of Hunter’s customer base in the cities. • The number of people who came to the store based on metro and bus promotions,

as measured by a “How’d you hear of us?” survey, both online and in-store.

Tactic: Print• The number of people who came to the store based on print ads, as measured by a

“How’d you hear of us?” survey, both online and in-store.• How many stores are featuring Hunter-supplied print ads in their store.

We believe that our tactics will accomplish all that we have researched and deemed important to this commercial campaign in the United States. In order to evaluate if we have “hit the mark” and made a significant impact, we have several aspects by which to measure our tactics, for each of the three phases:

Evalu

atio

n

28

Phase Three: Overall:

• How many department and boutique stores now carry Hunter products in secondary U.S. cities.

Tactic: Television• How many people were able to recall our advertisements based on non-random surveys of and

feedback from Hunter customers.

Tactic: Internet• The number of customers who have subscribed to our newsletter, demonstrating that they are

dedicated Hunter consumers. • The number of those who have participated in our online and in our interactive applications.

Tactic: In-store• How many department and boutique stores are featuring Hunter-supplied print ads in their store. • How many department and boutique stores are prominently featuring Hunter-supplied displays

(including scenery, projectors, etc.)

Tactic: Outdoor • How many people are aware of the Hunter wellies in secondary cities, such as Charlottesville, based on

the growth of Hunter’s customer base in the cities. • The number of people who came to the store based on metro and bus promotions, as measured by a

“How’d you hear of us?” survey, both online and in-store.

Tactic: Print• The number of people who came to the store based on print ads, as measured by a “How’d you hear of

us?” survey, both online and in-store.• How many stores are featuring Hunter-supplied print ads in their store.

Evaluation (cont)

29

Evalu

atio

n (co

nt)

30

Phase One: Tactic: Outdoor = $1.5 million Tactic: Print = $.25 million

Phase Two: Tactic: Television = $1.5 million Tactic: Internet = $.35 million Tactic: In-store = $1 million Tactic: Outdoor = $.65 million Tactic: Print = $.25 million

Phase Three: Tactic: Television = $1 million Tactic: Internet = $.35 million

Tactic: In-store = $.75 millionTactic: Outdoor = $.65 millionTactic: Print = $.25 million

As well, we have estimated that our salary will be $100,000 per year, per person. This is based on perceived time and effort to be spent on this campaign.

Budget/Media BuysIn full, $10 million was given for this campaign. In order to successfully infiltrate the United States market and have a significant impact on our target market, we have allocated our funding as follows:

31

In full, $10 million was given for this campaign. In order to successfully infiltrate the United States market and have a significant impact on our target market, we have allocated our funding as follows:

Bu

dg

et/

Med

ia B

uys

32

AppendicesExamples and mock-ups of advertisements.

Cheers toWishing it were raining

Love their accents.Love their boots.

33

Examples and mock-ups of advertisements.

Ap

pen

dice

s

Cheers toDoing it yourself

Love their accents.Love their boots.

34

Cheers toYour best mate

Love their accents.Love their boots.

Appendices (cont)

35

Love their accents.Love their boots.

Cheers toThe future

Ap

pen

dice

s (con

t)

Janey Junker, Jordan Crandell, Shawna Bruell, Jessica Kuhn, Lawler Watkins

SMAD 256, Fall 2010: Principles of Advertising