IMC Plan: Glasgow Vegan restaurant to be opened in Auckland 2016.Implementing Integrated Marketing Communications – 7MK504

Rebecca Holland: 100383716

Module Leader: Ian Churm

Word Count: 4,477 (Excluding: Executive Summary, Contents Page, References and Appendices).

Executive Summary

The following report shall provide an Integrated Marketing Communications Plan for Craig Tannock as he opens a vegan/music venue in Auckland January 2016.

Tannock currently owns and runs six successful venues in Glasgow and is keen to take his expertise to Auckland, New Zealand, a city that has a gap in the market for vegan/music venues. The situational analysis explores cultural dimensions in order to effectively communicate and raise awareness of Tannock’s new business when in Auckland.

This plan outlines communication objectives for Tannock’s Auckland’s business, which include raising awareness of Tannock amongst his chosen demographic (students and yuppies aged 18-30) and also heightening the awareness of veganism as a lifestyle choice within Auckland as a whole.

The IMC plan advises Tannock on which marketing communication tools he should manipulate in order to gain the greatest impact and generate the most awareness. Advertising, promotional, exhibition, sponsorship and direct marketing opportunities are explored within this proposed IMC plan.

Tannock shall be a new and unknown business in Auckland, thus raising awareness of his venue in order to stimulate word of mouth and buzz for his new vegan/music outlet is paramount. The media channels to facilitate this awareness have been carefully considered to coincide with Tannock’s target market. Magazines, radio, cinema, social media, newspapers and posters have been selected to reach the chosen target demographic.

By creating a carefully woven IMC plan, where the communication tools and media channels best emulate the target demographic to obtain the communication objectives; come January 2017 (Seventeen months after beginning the IMC plan in September 2015), Tannock’s vegan/music venue in Auckland should be a great success.

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Table of ContentsList of Figures.........................................................................................................................................4

Introduction...........................................................................................................................................5

1.Situational Analysis.............................................................................................................................6

1.1Cultural Similarities/Differences...................................................................................................6

1.2 Current Situation in Glasgow.......................................................................................................7

1.3 Current Situation in Auckland......................................................................................................7

1.4 Auckland Data............................................................................................................................10

1.5 Auckland Segmentation.............................................................................................................11

1.6VALs Framework.........................................................................................................................11

2.Objectives.........................................................................................................................................12

2.1Corporate Objectives..................................................................................................................12

2.2Marketing Objectives..................................................................................................................12

2.3Communication Objectives.........................................................................................................12

2.4Timeline......................................................................................................................................12

3.Strategy............................................................................................................................................14

3.1Service Based Business...............................................................................................................14

3.2Pull Strategy................................................................................................................................14

3.3Push Strategy..............................................................................................................................14

3.4Profile Strategy...........................................................................................................................14

3.5Strategic Balance........................................................................................................................15

4.Communication Mix.........................................................................................................................15

4.1Tools...........................................................................................................................................15

4.2 Roger’s Innovation of Diffusion.................................................................................................16

4.3Advertising..................................................................................................................................16

4.4Sales Promotion..........................................................................................................................17

4.5Direct Marketing.........................................................................................................................17

4.6Sponsorships...............................................................................................................................17

4.7PR...............................................................................................................................................18

4.8Exhibitions..................................................................................................................................18

5.Media...............................................................................................................................................18

5.1Message Appeal..........................................................................................................................19

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5.2Print Media.................................................................................................................................19

5.3Digital Media..............................................................................................................................20

5.4Broadcast Media.........................................................................................................................21

5.5Celebrity Endorsement...............................................................................................................21

5.6Gantt Chart.................................................................................................................................22

6.Tactics...............................................................................................................................................22

6.1Student Parties for Auckland University.....................................................................................22

6.2Silos............................................................................................................................................23

6.3‘Kiwi Be Vegan Festival’..............................................................................................................24

6.4‘V’ My Valentine.........................................................................................................................25

7.Budget..............................................................................................................................................26

8.Controls............................................................................................................................................27

9.Conclusion........................................................................................................................................28

10References.......................................................................................................................................29

10.1Books........................................................................................................................................29

10.2E-Books.....................................................................................................................................29

10.3Journals....................................................................................................................................29

10.4Online Newspapers...................................................................................................................29

10.5Blogs.........................................................................................................................................30

10.6Conference Papers....................................................................................................................31

10.7Websites...................................................................................................................................31

11Appendices......................................................................................................................................32

11.1Appendix 1 – New Zealand Laws..............................................................................................32

11.2Appendix 2 – TOWS Matrix and Porter’s Five Forces................................................................33

11.3Appendix 3 – Communication and Media Sequencing.............................................................34

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List of FiguresFigure 1: Cultural Differences Table

Figure 2: Hofstede’s Cultural Dimensions

Figure 3: Pestle Analysis

Figure 4: Porter’s Five Forces

Figure 5: Perceptual Map

Figure 6: University of Auckland Population

Figure 7: VALs Framework

Figure 8: Timeline Overview for Communications Strategy

Figure 9: Marketing Communications Strategic Eclipse

Figure 10: The Communications Mix

Figure 11: Rodger’s Innovation of Diffusion

Figure 12: Hierarchy of Effects – DAGMAR

Figure 13: Kelman’s Source Characteristics

Figure 14: Elaboration Likelihood Model

Figure 15: Two-Step Flow Model

Figure 16: Gantt Chart

Figure 17: ‘V’ My Valentine

Figure 18: Table for Budget

Figure 19: Shannon and Weaver’s Linear Model of Communication

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IntroductionThis report shall develop an ICM plan for Craig Tannock as he expands his mini-vegan empire to Auckland, New Zealand.

Tannock owns six of Glasgow’s most popular combined music/vegan establishments.

1. Mono

2. Stereo

3. 13th Note

4. The 78

5. The Flying Duck.

6. The Old Hairdressers

Tannock commented that, ‘veganism is the future and he's planning to open new restaurants.’ (Devine, 2013)

Glasgow was hailed European capital of the world 2013 by PETA for veganism (Saner, 2013), whereas in Auckland there appears to be a definite gap. ‘Eating out is made considerably harder by the lack of vegan options’. (Northwood, 2013)

Tannock’s vegan venues have flourished in Glasgow which is an unhealthy and heavy meat consuming city; thus locating Tannock’s expertise to Auckland, the world’s largest diary exporter, should prove a new and interesting challenge.

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1.Situational AnalysisA SOSTAC structure will be followed throughout this IMC plan. Cultural differences and similarities between Glasgow and Auckland provide the backdrop to this communications strategy.

1.1Cultural Similarities/Differences

Figure 1: Cultural Differences Table

A list of New Zealand laws can be found in Appendix 1.

Hofstede’s research has had an important impact on our understanding of culture (Hickson and Pugh, 1995) and can be referenced when communicating to a new culture effectively.

Figure 2 – Hofstede’s Cultural Dimensions

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New Zealand scores 75 on indulgence, illustrating the society enjoys basic gratifications. They score 79 for individuality and are expected to take care of themselves and immediate family. Masculinity is 58; they aim to achieve, but are not solely driven by rewards and success. In contrast, the UK is 66 for Masculinity, 89 on Individualism and 69 on Indulgence, suggesting the UK dedicate less time to social pleasures than New Zealand and more time on striving for personal successes.

1.2 Current Situation in Glasgow.Tannock’s mission statement for his Glaswegian business ‘is to create a thriving alternative creative community’. (Another Home for Craig’s Undies: The Scotsman, 2007)

Despite strong competition from Red onion, Saramango, Tchai Ovna and Taco Mazama, Tannock’s Glasgow venues are highly rated and recommended on all internet searches for ‘Best Vegan Eateries in Glasgow’. He offers something for everyone; ‘The 78, a classic pub-style eatery in which families and studying students can easily feel at home. During the three hours in which I found myself dining, there was a mixture of both.’ (Dale, 2015)

Tannock’s Glasgow venues offer:

1. Take-out food.

2. An ‘in’ dining experience.

3. Home-made and affordable delicacies – restaurant food and the bakery.

4. Monorail- shop selling vegan ingredients, vinyl’s and CDs.

5. The Old Hairdressers – serves home-brewed vegan drinks.

‘Segmentation must be understood if coherence, uniformity of approach and subsequent communications are to be accomplished and successful’. (Fill, 2002). Tannock’s Glaswegian market segmentation is diverse:

1. Families2. Businessmen3. Students4. Vegans5. Non-vegans6. Musicians – established and budding7. Hobbies: Food, music, ethics

Tannock has not ostracized non-vegans and in the process his venues appeal to a wide variety.

1.3 Current Situation in Auckland.A PESTLE analysis identifies the current climate of Auckland.

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Figure 3: PESTLE Analysis

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97% of Auckland businesses are created through small companies like Tannock’s. Immigration of new small businesses are encouraged by reducing taxes to SMEs alongside offering flexible entrepreneurial visas.

New Zealand has been dubbed ‘backwards’ compared to many developed countries when it comes to the widespread knowledge and access to veganism; ‘New Zealand was at least 10 years behind Britain where vegan is readily available.’ (Potts & White, 2007)

Veganism is marginalized in an overwhelmingly carnivorous culture. Vegans felt they existed on the fringes of New Zealand dominant culture (“I am a minority”; “I feel like a freak). (Potts &White, 2007) However “vegan, raw food diets are gaining momentum. Vegan diets are all the rage with the trend set to last into 2016.” (Mintel: Consumer Trends 2015).

Markets waiting to be tapped into by entrepreneurial ‘cruelty-free’ businesses include:1. Vegan alcohol.2. Vegan takeaways.3. Pure vegan restaurants 4. Vegan packaged/frozen meals

(Potts & White, 2007)

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Tannock could offer home-brewed vegan alcohol as he does in Glasgow, differentiating him from current Auckland competition as well as utilizing current vegan and raw food trends. However, alcohol laws in New Zealand may pose a problem for Tannock and he needs to understand the laws before brewing or serving alcohol.

‘Positioning is about visibility and recognition of what a product/service represents for a buyer and is the natural conclusion to the sequence of activities that constitute a core part of the marketing communications strategy’. (Fill, 2002)

Figure 5: Perceptual Map

Burger Fuel

Hectors

Little Bird Oragnics 'Unbakery'

In & OutIL Buco

MilseRevive CaféWedge

Raw Power Café

Tannock's

Auckland Vegan Dining

Casu

al

in-dining enter-tainment

Casu

al

in-dining enter-tainment

just food

Clas

sy

The perceptual map illustrates that Tannock needs to position himself as a vegan diner, offering live music, with a casual ambience.

One of the roles of marketing communications is to convey information so that the target audience can understand what a brand stands for and how to perceive it to differentiate it from competitors. (Fill, 2002). Tannock’s two main competitors in Auckland are Hectors and the Little Birds Unbakery.

Hectors is an upmarket vegan bar and offers vegan ‘High Tea’ for special occasions. For vegans in Auckland, dining out in an upmarket establishment is difficult; ‘for vegans occasions like this are

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awful, for the most part none of the restaurants that serve vegan cuisine are places that you would wear a tie.’ (Xmikeyx, 2011)

‘Little Birds Unbakery has brought the raw food revolution to the forefront in New Zealand. The success of the cafe has been astonishing. It has received awards from the New Zealand Herald.’ (Downs, 2014)

Tannock should market himself expressively in Auckland. ‘Expressive brands emphasise the ego, social and hedonic satisfactions that a brand can bring’ (Fill, 2002). Following his Glasgow routes, Tannock should use his music to have a competitive creative edge in Auckland. Auckland is a hub for music luring artists to advance their careers. The Big Day Out is Auckland’s largest music festival, drawing crowds of 30,000. Pubs and clubs cater to varying music tastes. (The Encyclopaedia of New Zealand, 2015) Auckland is yet to see a vegan restaurant combined with live entertainment and Tannock shall stand out from the competition by positioning his venue to fill this music/dining gap.

1.4 Auckland Data.‘Demographic segmentation is the most common method of dividing the overall market’. (Gunter and Furnham, 1992) and it is advised that Tannock segments his Auckland market using demographics.

‘Auckland’s population is relatively young. Its age structure is different than the rest of New Zealand and reflects its role as a centre of employment and education. The majority of residents are aged 20-44 years’ (Auckland Council, 2015), therefore choosing the Millennials as a target market seems apt for Tannock when in Auckland.

Auckland houses a large student population.

Figure 6: University of Auckland Population.

Auckland is home to more females than males ‘-in 2013 there were 40,563 more females than males’. This statistic could work in Tannock’s favour as the Govegan Survey found:1 .73.7% of New Zealand vegans identify as female2. Most vegans are aged between 21 and 50 years old.3. Limited options when eating in public.

(Go Vegan, 2015)

A TOWS matrix and Porter’s Five Forces is available in Appendix 2.

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1.5 Auckland Segmentation.Market segmentation is the process of splitting customers into different groups, whom have similar characteristics and can be targeted with a distinct marketing mix. (McDonald and Dunbar, 2004)

Tannock should target his vegan/music venue to students and yuppies. The majority of Auckland residents are young and by targeting them, Tannock will reach a greater potential consumer base.

Vegans in New Zealand are aged 21-50 and many Auckland University undergraduates are 18. In choosing to include them for his target audience, Tannock has the option to influence/educate future generations about veganism.

Psychographic segmentation differentiates consumers in terms of psychological dimensions, including values, lifestyles, attitudes, interests and opinions. (Mullen and Johnson, 1990) Understanding the psychographics can help Tannock to communicate his promotional messages. Interests in food and music and ethical consumers could be segments for Tannock.

1.6VALs FrameworkVALs Framework is useful for Tannock when communicating to different segments of his market.

Figure 7 – VALs Framework.

Thinkers could include a large segment of the university demographic, who are educated and motivated by ideals, such as the vegan ideals of sustainability.

Believers have low resources, thus communicating the affordability of veganism and Tannock’s venue is important for this segment.

Experiencers could include Groupies of bands, expressing themselves through alternative lifestyles such as veganism and would be a great segment for Tannock to utilize.

Makers are self-sufficient and communicating the vegan lifestyle as being sustainable could persuade them to dine at Tannocks.

2.Objectives

2.1Corporate Objectives1. Establish a community that thrives upon creativity.2. Quality doesn’t cost - Provide tasty vegan food at bargain prices.

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2.2Marketing ObjectivesRaise awareness in Auckland of Tannock’s vegan/music venues by 40% between September 2015 and August 2016.

2.3Communication Objectives1. To stimulate awareness of Tannock’s vegan/music venue by 60% for the target demographic

(18-30, yuppies and students) in Auckland who are interested in trying vegan food by December 2016.

2. Raise the profile of veganism in Auckland as being an accessible, nutritious and a sustainable way of living by 40% amongst 18-30 year olds (students, yuppies) by December 2016.

3. Stimulate word of mouth by 60% amongst the target demographic (18-30, students and yuppies) in order to become Auckland’s most recommended vegan/music outlet by the end of the IMC campaign in January 2017.

2.4TimelineThe time frame in which to implement this IMC plan is 17 months (September 2015-January 2017).

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Figure 8: Timeline overview for Communication Strategy

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3.StrategyThe strategy provides a broad direction for achieving the communication objectives.

3.1Service Based BusinessServices are different to products as they operate on a performance rather than physical basis, shaping the way that marketers design, deliver and evaluate the marketing of service communication. (Gronroos, 1990)

As discussed with the psychographic segmentation, Tannock may have a broad consumer base and service delivery may be affected as different needs are met. Tannock’s communication strategy should meet the psychographic service demands of his target audience. (Baines and Fill. 2014) They need to enjoy their experience at his venue in order to return and promote his business.

3.2Pull StrategyIf messages are directed at targeted end-user consumers, then the intention is to generate increased levels of awareness and provoke motivation. (Fill, 2002). Tannock’s communication objectives involve stimulating awareness, thus a pull strategy should be adopted.

3.3Push StrategyA push strategy influences stakeholders to take an interest in your brand. (Pickton and Broderick, 2005). Part of the role of marketing communications is to develop and support those relationships (Fill, 2002). In Auckland, Tannock has numerous festivals and exhibitions that he could utilize:

1. Farmers Santa Parade2. Coco Cola Xmas in the park3. St Jerome’s Lane Way Festival4. Auckland Pride

In Glasgow, Tannock uses local suppliers.

‘Most of the beer is vegan-friendly, including many from the Williams Brothers. Coffee is produced by Dear Green’. (Mkytyn, 2015)

Tannock can use the exhibitions to connect with Auckland traders to provide the local quality produce for his vegan menus. This helps his communication strategy as well as helping the local economy/environment.

3.4Profile StrategyProfile Strategy builds perception, attitude and reputation of a company. It is important for maintaining a company’s image. (Clow and Blaack, 2015) Different stake holder groups can influence the organisation and need to receive/respond to different types of messages. (Fill, 2002).

Tannock will be unknown when he first arrives in Auckland, thus his vegan/music venue needs to employ a concrete profile strategy to portray a strong reputation of his business.

3.5Strategic BalanceWhile the pull, push and profile strategies are important, they are not mutually exclusive. The 3p’s should be considered as part of a total communications effort. (Fill,2002)

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Figure 9: Marketing Communications Strategic Eclipse

As Tannock’s communication is customer focussed, he should adopt a total communications strategy incorporating push, pull and profile strategies to meet the needs of a large spectrum of consumers.

4.Communication MixThe communications mix consists of three main elements: 1) tools, 2) media, and 3) messages. (Baines and Fill, 2014)

Figure 10: The Communications Mix (Fill 2009).

Figure ten indicates an interrelationship between the target customers, the tools and the media. The tools that are chosen target a particular audience, in turn affecting the media used to carry the messages. (Davies,2003).

Tannock needs to consider the tools he uses, to ensure that they are delivered through the media channels that his target market uses most, as well as fitting within his budget.

4.1ToolsThis IMC plan will combine the following tools:

1. Advertising2. Sales Promotion3. Direct Marketing4. Sponsorships5. PR

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6. Exhibitions

These tools will deliver Tannock’s core messages of ‘creative community’, ‘everybody welcome’ and ‘sustainability’.

September 2015 shall be used for Tannock to:

1. Network with Auckland University, finding out their interests, needs and motivations. 2. Extract information about the food they enjoy/want.3. Discover Auckland hot spots for target demographic . 4. Connect with VEDA (vegan society), Animal rights society and the Students Union, to tailor

his communications accordingly.

As Tannock is positioning himself around his music, networking with John will prove useful. ‘Johns Music Buzz is a non-profit website, generously written and updated by John, lending a helping hand to the Auckland live music scene.’ (John’s Music Buzz, 2015)

John shall provide music contacts and can persuade bands/artists to use Tannock’s for gig/live performance space. John’s email: john.p.leedom@gmail.com.

4.2 Roger’s Innovation of DiffusionRodger’s Innovation of Diffusion states that you need to get people innovating your brand and then the early and late adopters will spark an interest. Engaging with the Students Union and John in advance of his venue opening, allows Tannock to interact with vegan and music innovators who can persuade others to try Tannock’s. (Rogers, 2003)

Figure 11: Rodger’s Innovation of Diffusion Model 1962

4.3Advertisin

g‘Advertising is the most prominent element of the communication mix. While it can be costly, the advertiser has ultimate control over the messages delivered’. (Kotler and Keller, 2014)

Using Colley’s ‘Hierarchy of Effects Model’, we can see that Tannock needs to shift his consumers from unawareness to awareness. Currently Tannock’s target audience know nothing about his business and advertising can assist in building awareness. Additionally, veganism is ten years behind Britain and remains as an unfamiliar concept, thus Tannock’s advertisement campaign must generate a shift from unawareness to awareness for veganism.

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Figure 12: Hierarchy of Effects - DAGMAR

To avoid the target audience becoming too familiar with Tannock’s advertisements, a mixture of burst and drip methods should be employed. The burst methods grab consumer attention at crucial points and inject excitement into Tannock’s campaign.

4.4Sales Promotion.Organisations find they need to use a broad set of tools with the goal to change the behaviour of the target audience. This behavioural change can include motivating them to a visit a website or calling for information. (Baines and Fill, 2014)

‘Call to action’ behaviour is important for Tannock who is at the early stages of the PLC and is striving to build awareness of both his brand and veganism in Auckland.

4.5Direct Marketing‘Unlike advertising where messages reach people who are not targets of the campaign, direct marketing only sends messages to the target audience’. (Baines and Fill, 2014).

Direct Marketing is a good option for Tannock who wants his messages to reach a specific audience (students and yuppies).

4.6SponsorshipsSponsor Team Vegan:

1. Contact Deidre Bourke and support their racers at ‘Round the Bays’ and Auckland’s Marathon.

2. Provide t-shirts for runners – ‘Sponsored by Tannock’s’3. Build a relationship with Team Vegan, offering discounted menu coupons and encourage

them to host meetings/parties at the venue.4. Host post-race vegan BBQs with proceeds going to charity.

Regularly donate to ECOMATTERS (an environmental charity campaigning for animal rights and sustainability).

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4.7PRPR messages are credible and aim to shape the attitudes and opinions held by an organisations stakeholders.( Baines and Fill, 2014)

Figure 13: Kelman’s Source Characteristics

Using Kelman’s Source Characteristics, it is evident that Tannock target audience need to believe his business to be credible if he is to reach his COMMS objectives. Using PR creates a knowledgeable, experienced, trustworthy and unbiased set of messages encouraging his target demographic to respond positively to his communications strategy.

Exhibitions provide opportunities to network with local businesses, with Tannock persuading them to stock his restaurant using their produce. Exhibitions help in overcoming the importation Laws by using local Auckland produce instead of imported UK ingredients.

5.MediaMessages need to be delivered through media and decisions about how and when a message is conveyed need to be made. (Baines and Fill, 2014)

‘HSBC's 2015 Expat Explorer survey voted New Zealand the second most popular place on earth for expats to live and work. The latest (2015) survey by global HR consultants Mercer again ranked Auckland as the third best city in the world for ‘Quality of Living.’ (New Zealand Now, 2015)

As Tannock shall be offering a service which caters to Aucklander’s social time, as well as working with local businesses, it is important that he emits the same work/life balance, fostering equivalent cultural values and his media messages should convey this.

Figure 14: Elaboration Likelihood Model (Petty and Cacioppo 1970)

The Elaboration Likelihood model demonstrates how Tannock should utilize the media channels to deliver messages to his chosen demographic via the peripheral route.

A percentage of Tannock’s target audience will have a low desire to try vegan food, therefore his media promotions should encourage this segment to ‘give it a go’, shifting them from low awareness to a changed attitude towards his venue.

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5.1Message AppealPeople in Auckland, particularly Tannock’s target demographic will react well to humour as an appeal.

The use of humour in advertisements is quite common. Advertisers use humour to compete for the consumer’s attention. However, humour draws attention away from the product and people only remember what was funny but not the product itself. (Hudson, 2008)

Tannock when building awareness of his brand can use humour to gage consumer attention, but for his target demographic to remember Tannock’s, a mixture of celebrity endorsements and classical conditioning will be employed. Repetition of messages is crucial; an ad needs to be seen/heard 5 to 9 times for accurate recall.

5.2Print Media.Print media allows Tannock to drip messages continually to his target audience for the duration of this IMC plan (September 2015 – January 2017).

At critical points, Tannock can use sales promotions to burst interest, i.e. Christmas promotions, World Vegan day coupons or discounts.

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5.3Digital Media.Social media is to be dripped to the target audience throughout the duration of the IMC plan, September 2015 to January 2017.

Sales promotions can be generated online via Facebook advertisement or on the website.

Direct marketing via email or texts to the target demographic can inform them of any promotions.

Auckland have a social media policy for businesses. When designing social media campaigns, Tannock must follow the ‘Auckland Council Social Media Policy’ which can be accessed here:

http://www.algim.org.nz/contentassets/9f5b0f36818e4b3fbec8cd1ca811981b/auckland-council-social-media-policy-2012.pdf

Alternatively, Tannock could employ MOSH (New Zealand’s top social/online agency) to carry out his social media campaign. They will understand the Auckland social media policy and will communicate most effectively to their native country. Tanock could use the agency for the first year, whilst he establishes himself.

5.4Broadcast MediaThe student radio 95bFM could be used to inform the students about weekly gigs and events at Tannocks.

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Tannock should place adverts on the main radio station Newstalk ZB to create buzz for his venue/ veganism.

Silo’s cinema advert (January 2016, runs for 4 weeks), bursts information encouraging use of his venue for his target demographic.

5.5Celebrity

Endorsement“Celebrity endorsement is important to break the "vegan stereotypes." (Lindsay, 2014)

The Two-step Flow model shows how opinion leaders can be influential in helping Tannock to implement his communication strategy.

Figure 15: Two-Step Flow Model (Katz and Lazerfeld, 1955)

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Tannock’s target audience could respond well to local celebrities or respected opinion leaders featuring in his communication strategy.

Street Chant, a highly anticipated Auckland band have their new single ‘Never’ being released in 2016. They could feature as background music for the cinema and radio adverts.

Tokyo Rock Machine, a London-Kiwi band, would promote Tannock’s image of a merging UK-Kiwi business and could play at the 1st Birthday Party for Tannock’s venue in January 2017.

Mr New Zealand, Duscan Dudas is a respected vegan body builder. Inviting him to dine at Tannock’s could build hype in the press, stimulating awareness and allowing free media coverage for Tannock.

5.6Gantt ChartA table displaying the frequency of the communications strategy.

Figure 16: Gantt Chart

For individual sequencing see Appendix 3.

6.Tactics

6.1Student Parties for Auckland University.Host a Halloween and Christmas party for the students of Auckland University in 2015, before opening the business in January 2016. Objective of this tactic is ‘raise student awareness of his vegan restaurant’.

‘Neck of the Woods’ on K-Road houses between 20-350, with access to a DJ deck, two bars, a stage, and a state-of-the-art sound system. This venue is ideal for his target demographic as K-road is famed for its young vibrant/creative atmosphere and suits the musical backdrop to his business.

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‘Wolves and Raven’, a duo band catering to all musical requests are available for an event booking and can help Tannock to connect with the Auckland music scene, whilst attracting his target demographic. Tickets will be $5NZD and 40% of the proceeds shall go to ECOFEST charity.

6.2SilosThroughout January ‘Silos’ hosts ‘Movie in the Parks’ and is an outdoor cinema screening with pop up restaurants.

Placing a take-out/pop-up version of his vegan restaurant makes it readily available to his target audience in their social spot. It aims to provide a convenient way to spark interest and increase awareness for the target demographic.

A campervan style stall shall serve food and drinks at reasonable prices. All cups, plates, napkins and cutlery are 100% recyclable/bio-degradable and a recycling unit is provided

Tannock has the opportunity to air a cinema advert at the start of each film, advertising his food stand and his newly opened venue. The advert must combine classical conditioning and humour, appealing to his audience and can include snapshots of some of the expected artists/bands who will be performing at his venue in the upcoming months.

The Silos cinema advert aims to engage his target audience and stimulate awareness and support for his business.

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6.3‘Kiwi Be Vegan Festival’

In Glasgow, Tannock hosted ‘The only way is Ethics Festival’ to celebrate the vegan success of the city. It was noted that “he avoids the ‘in your face vegan’ approach and claims ‘he doesn’t force anyone to be vegan’.” Tannock states, "It is not just a vegan event but about using all sorts of entertainment and media to celebrate ethical choices.” (The Voice, 2015) It would be astute of Tannock to replicate a similar festival with echoed attitudes in Auckland.

In October 2016 Tannock is to host the ‘Kiwi Be Vegan?’ festival in Cornwall Park. This festival gives Tannock an opportunity to raise awareness about veganism in Auckland which is one of his COMMS objectives.

Ensuring that the ‘Kiwi Be Vegan’ festival has a quirky but striking edge is vital and images like the ones above provide an idea to base his approach upon.

‘Kiwi Be Vegan’ pronounced in the New Zealand accent sounds like ‘Can We Be Vegan’ and is a subtle play on their accent, aiming to bring a light hearted feel to the event.

Tannock can use pop up restaurants, vegan BBQs and erect a main stage for bands/artists to perform on. Auckland vegan and ethical spokespeople will be invited to have stalls and make speeches at the festival. It is a celebration of all things vegan and ethical in a bid to elevate the status of veganism in Auckland and bring people like Megan May and Hectors together.

All profits go to ECOFEST.

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6.4‘V’ My Valentine.A poster to be displayed around the University of Auckland and yuppie/student bars to entice the target demographic to spend Valentine’s Day 2016 at Tannock’s.

Figure 17: ‘V’ MY VALENTINE

7.BudgetTotal spend for Tannock’s Communication Strategy:

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$35.761 NZD.

Figure 18: Table for the Budget

8.Controls.Actions for this IMC plan would include men, money and minutes. For the purpose of this plan, actions shall not be covered in any depth.

‘To maximize the return on a marketing plan, there need to be controls in place to monitor the plan's progress. As a marketing plan moves along, the controls are constantly analysed to determine how the plan's performance compares to the projections.’ (Kotler and Keller, 2014).

Tannock’s controls include:

1. Delhi methods –Random sampling to gather feedback for all areas and make alterations accordingly.

2. Post-launch campaign (February 2016) -Review the success of the launch and communication strategies (amend if necessary).

3. Taster sessions in the winter months (June, July, August) as a feedback mechanism. 4. Monitor and enquire where people collected their coupons or sales promotions,

assessing which media channels are being used most.5. Monitor traffic to the website and social media following6. Competitors - how well are they doing? How does Tannock compare?

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7. Focus groups with yuppies and students to gather feedback on his venue and communication strategies. Are the target group responding to the messages? Do they understand them?

Figure 19: Shannon and Weaver’s Linear Model of Communication 1962

Shannon and Weaver’s Linear Model of Communication detects any ‘noise’ effecting the decoding of the messages by the receiver. The messages understood by Tannock may be interpreted differently by his target market, thus his communication strategy is failing if the messages aren’t being properly decoded.

There is a significant difference between Tannock’s communication plan being good and it being effective. It is important to recognise any problems within his communication strategy and respond accordingly to eradicate wasting time or money. Regular review of each of his tactics will address how effective his communication strategies are and in turn how likely it is that the COMMS objectives will be reached.

9.ConclusionIn following the suggestions of the IMC plan, Tannock shall have a strong communications strategy to successfully raise awareness of his business for his target audience by January 2017. Any complications or re-development of strategies have time to be accounted for.

New Zealand hosts the ‘Cuisine NZ Good Food Awards’.

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By 2018, Tannock should strive to be nominated for this award. He has proven in Glasgow that he is capable of running successful vegan/music venues. Standardising his approach from Glasgow to Auckland gives him the basics for communications success and he can adapt communication techniques to fit tastes (music and food), as well as accommodating food and alcohol laws where necessary.

In conclusion, it seems highly probable that Tannock’s vegan/music venue in Auckland shall be a great success.

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10Referencing

10.1Books.Ace, C. (2001) Successful Marketing Communications Oxon: Taylor and Francis Group

Baack, D and Clow, K, E. (2015) Integrated Advertising, Promotion and Marketing Communications. 7th Edn. Harlow: Pearson Education Limited

Baines, P and Fill, C. (2014) Marketing 3rd Edn. Oxford: Oxford University Press

Broderick, A and Pickton, D. (2005) Integrated Marketing Communications. 2nd End. Harlow: Pearson Education Limited

Davies, G., Chun R, Roper, S. (2003) Corporate Reputation and Competitiveness. London: Routledge

Fill, C. (2002) Marketing Communications: Contexts, Strategies and Application 2nd Edn. Harlow: Pearson Education Limited

Gunter, B. and Furnham, A. (1992) Consumer Profiles Michigan: Routledge

Hickson, D.J. and Pugh, D.S (1995) Management Worldwide London: Penguin

Hofstede, G. (1991) Cultures and Organisations London: McGraw-Hill

Hudson, T. (2008) Creative Advertising 2nd Edn. Thames: Tharnes and Hudson LTD

Kotler, P and Keller, K. (2014) Marketing Management 14th Edn. New Jersey: Pearson Education Limited

McDonald, M and Dunbar, I. (2004) London: Butterworth-Heinemann

Rodgers, E.M. (2003) Diffusion of Innovation 5th Edn. New York: Free Press

10.2E-BooksMullen, B and Johnson, C (1990) The Psychology of Consumer Behaviour. Hillsdale: Laurence Erlbaum Associates.

10.3JournalsGronroos, C. (1990) "Service Management: A Management Focus for Service Competition", International Journal of Service Industry Management, Vol. 1 Iss: 1, pp.6 - 14

10.4Online NewspapersDevine, C. (2014) ‘Veganism: meatless is more’. Available at: http://www.heraldscotland.com/arts_ents/13184109.Veganism__meatless_is_more/ (Accessed: 28th November 2015).

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Hughes, J. (2013) ‘The Best Countries In The World For Vegetarians’. Available at: http://www.theguardian.com/lifeandstyle/wordofmouth/2013/sep/23/best-countries-to-be-vegetarian (Accessed: 19 November 2015).

Lindsay, C (2014) ‘Vegan City going ‘whole-hog’ as 70th Anniversary is marked’. Available at: http://www.bbc.co.uk/news/uk-scotland-29845663 (Accessed 3 November 2015).

Mes, D. (2014) ‘The Biggest Food Trends of 2014’ . Available at: http://www.nzherald.co.nz/lifestyle/news/article.cfm?c_id=6&objectid=11373210 (Accessed 14 November 2015).

Mkyntyn, E. (2015) ‘Discovering Vegan Glasgow’. Available at: http://www.scotcampus.com/discovering-vegan-glasgow (Accessed: 15 November 2015).

Northwood, R (2015) ‘Auckland’s lack of vegetarian community’. Available at: http://www.scoop.co.nz/stories/CU1311/S00323/aucklands-lack-of-vegetarian-community.htm (Accessed:26th November 2015).

Saner, E. (2013) ‘Glasgow: The Vegan Capital of Britain?’ Available at: http://www.theguardian.com/lifeandstyle/shortcuts/2013/aug/12/glasgow-vegan-capital-of-britain (Accessed: 23 November 2015).

The Scotsmen (2007) ‘Another home for Craig’s Undies’, 03 November.

The Voice (2015) ‘Glasgow Festival to celebrate all things ‘Ethical’’, 23 March.

Willit, M. (2014) ‘How People Consume Meat Around the World’. Available at: http://www.businessinsider.com/how-we-eat-meat-around-the-world-2014-1?IR=T (Accessed: 5 December 2015).

10.5BlogsDale. (2015) ‘The Best Vegan Restaurants & Cafes In Glasgow’, People Make Glasgow, May 20th. Available at: https://peoplemakeglasgow.com/blog/guest-blogger/the-best-vegan-restaurants-cafes-in-glasgow (Accessed: 21 November 2015).

Downs, S. (2014) ‘My Chosen News Story: Little Bird Unbakery’, The News Room: A Blog For The Principles Of Journalism, October 7th. Available at: https://sarahdownsjournalism.wordpress.com/2014/10/07/my-chosen-news-story-little-bird-unbakery/ (Accessed: 28 November 2015).

Pearson, A (2014) ‘Study of NZ fruit & vegetable prices suggests markets best value-for-money’, Public Health Expert, March 25th. Available at: https://blogs.otago.ac.nz/pubhealthexpert/2014/03/25/study-of-nz-fruit-vegetable-prices-suggests-markets-best-value-for-money/ (Accessed: 11 December 2015).

Xmikeyx. (2011) ‘For those special occasions’, Auckland Vegan HQ, July 7th. Available at: http://aucklandveganhq.blogspot.co.uk/ (Accessed 29 November 2015).

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10.6Conference PapersPotts, A and White, M (2007) ‘Cruelty Free Consumption in New Zealand’, A National Report on the Perspectives and Experiences of Vegetarians & Other Ethical Consumers. University of Canterbury, Christchurch. May. New Zealand: Marsden Fund Council, pp. 10-25.

10.7WebsitesAuckland Council (2015) Available at: http://www.aucklandcouncil.govt.nz/EN/Pages/default.aspx (Accessed: 27 November 2015).

Events in Auckland (2015) Available at: http://www.aucklandnz.com/events/aucklands-annual-events (Accessed: 23 November 2015).

Go Vegan (2015) Available at: http://govegan.org.nz/survey-report/ (Accessed: 24 November 2015).

Immigration New Zealand (2015) Available at: http://www.immigration.govt.nz/migrant/stream/invest/entrepreneur/entrepreneurworkvisa/ (Accessed: 28 November 2015).

John’s Music Buzz (2015) Available at: http://johnsmusicbuzz.weebly.com/ (Accessed: 18 November 2015).

Little Bird (2015) Available at: http://littlebirdorganics.co.nz/pages/the-centre (Accessed: 12 December 2015).

Meat Free Monday (2015) Available at: http://www.meatfreemonday.org.nz/why-go-meat-free (Accessed: 8 December 2015).

Bringing In Food to Sell (2015) Available at: http://www.foodsmart.govt.nz/bringing-food-in-out-of-nz/bringing-in-food-to-sell/ (Accessed 1 December 2015).

New Zealand Now (2015) Available at: https://www.newzealandnow.govt.nz/why-choose-nz/balanced-lifestyle (Accessed: December 2 2015).

The Encyclopaedia of New Zealand (2015) Available at: http://www.teara.govt.nz/en/auckland-region/page-13 (Accessed: 3 December 2015).

Visions of Vegetarian New Zealand, (2014) Available at: https://www.victoria.ac.nz/news/2014/visions-of-a-vegetarian-new-zealand (Accessed 27 November 2015).

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11Appendices

11.1Appendix 1 – New Zealand Laws.A list of Laws that Tannock must be aware of before setting up his business in Auckland, New Zealand.

1. Animal Welfare Law – Can be accessed here:

http://www.legislation.govt.nz/act/public/1999/0142/latest/DLM49664.html

(This law favours Tannock and all he is trying to achieve which his vegan establishment).

2. Alcohol Law- Can be accessed here:

http://www.aucklandcouncil.govt.nz/EN/licencesregulations/alcohol/alcoholpolicies/Pages/changesunderthenewact.aspx

Particularly note the section which details ‘applying for an alcohol license’, as Tannock aims to brew his own Vegan alcohol.

Licence application: http://www.aucklandcouncil.govt.nz/EN/licencesregulations/alcohol/sellandsupplyalcohol/Pages/applyforanalcohollicence.aspx

3. Food import and export regulations: Food Act to be accessed here : http://www.foodsafety.govt.nz/policy-law/food-regulation/nz-food-legislation/

4. Exclusive Economic Zone : Accessed here: http://www.teara.govt.nz/en/interactive/6967/new-zealands-exclusive-economic-zone

(The environmental legislation to New Zealand assists Tannock’s meat free and sustainable business)

5. Resource Management Act: http://www.legislation.govt.nz/act/public/1991/0069/latest/DLM230265.html

(This law ensures you operate environmentally and neighbour friendly and Tannock as he wishes to run club/band evenings later in the evening needs to take note of the noise control section to this legislation).

6. Entrepreneur Working Visa (Need 120 points gained on this visa after 24 months to become a fully licensed New Zealand business, else risk being closed down and potentially deported). Access here:

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http://www.immigration.govt.nz/migrant/stream/invest/entrepreneur/entrepreneurworkvisa/

11.2Appendix 2 – TOWS Matrix and Porter’s Five Forces. This TOWS matrix incorporates SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) and discusses communication strategies for Tannock using this template.

TOWS Matrix.

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Porters Five Forces

11.3Appendix 3 – Communication and Media Sequencing Charts displaying the sequencing of the Communications Strategy for burst and drip methods.

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Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Radio Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Cinema Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Celebrity Endorsement Sequencing

Months of IMC plan

36

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Direct Marketing Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Sales Promotion Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Social Media Sequence

Months of IMC plan

37

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Leaflet Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Poster Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Magazine Sequence

Months of IMC plan

38

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Newspaper Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Sponsorship Sequence

Months of IMC plan

39

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

Ambient Sequence

Months of IMC plan

Sep-15

Oct-15

Nov-15Dec-

15Jan

-16Feb

-16

Mar-16

Apr-16

May-16

Jun-16Jul-1

6

Aug-16Sep

-16Oct-

16

Nov-16Dec-

16Jan

-17

PR Sequence

Months of IMC plan

40