MEDIA PLAN MC 4034

TYLER COLETAYLOR FAIRBANKS

RACHEL ROBARTS JOHNATHAN SCIORTINO

MIRANDA SMITH

CONTENTS

Executive Summary .............................. 1Situation Analysis ................................. 2 SWOT Analysis ...................................... 7Marketing Objectives .......................... 12Media Objectives................................. 17 Media Strategy ................................... 23Creative Strategy ................................ 29IMC Effor ts .......................................... 30Copy Test ............................................ 31Media Flowchar t ................................. 32

EXECUTIVE SUMMARY

Marketing Problem Daisy Brand Sour Cream hold the majority of market share in the sour cream industry. Sour cream sales have recently experienced a slight decline, so Daisy must raise top-of-mind awareness to compete with competitors.

Market Share Daisy Brand Sour Cream holds 26% market share. This is significantly higher than the primary competitors; Breakstone holds 12.7% and Knudsen-Hampshire hold 4.3%.

Product Life Cycle Daisy Brand Sour Cream is in the maturity phase of the product life cycle, this means Daisy should focus on frequency and a defensive adverting strategy.

Media Mix Daisy Brand will allocate portions of the advertising budget to network television (31%), syndicated television (33%), cable television (26%), magazines (9%), and outdoor advertisements (1%).

Target Selection The primary target is Females ages 20-49. The secondary target is Hispanic American households.

Seasonal Reach and Frequency Daisy Brand will implement a pulsing schedule of advertising with higher advertising weight distributed in seasons with parties and family holidays. The late spring will have the lowest advertising weight distribution.

IMC Efforts Celebrity chef will endorse the value of Daisy Brand sour cream as an in-gredient in their dishes. Also, Daisy will distribute coupons in advertising.

1

SITUATION ANALYSIS

Marketing ProblemDaisy Sour Cream holds the largest market share of the Sour Cream industry in America, but the company’s competitors are steadily on the rise. Daisy must retain its current market share, as well as regain the market share its competitors have taken from the company. If Daisy does not continue to advertise, competitors will take market share. Our brand is completely ignored in highly populated areas. Sour Cream is a low involvement product, and we will lose to the store brands more often if we do not convince our customers that we are worth the extra price. Breakstone is run by Kraft, a major corporation, and we must strike offensively in the major cities so that Kraft will not shut us out.

Industry AnalysisDaisy Sour Cream is part of a greater industry known as Dairy Product Manufactur-ing, which is a $91.5 billion industry. Due to the economic recession, the sour cream industry dipped slightly but is back in a growing stage. This industry has seen a slow but steady annual growth of 3.4% in the past 3 years and is expected to continue to grow. Prices range somewhere from around $1.19 to $4.49, depending on location and whether or not the store has its own sour cream brand. The sour cream industry is not the most prevalent of the dairy industries. Studies show that people who enjoy sour cream are usually people who like to try new recipes or host the big game. The sour cream industry has plenty of room to thrive with the new avenues of advertising as well as the hype that is brought with the different types of sports events through-out the sports’ seasons.

2

SITUATION ANALYSIS

Brand AnalysisCurrently, Daisy Sour Cream holds the largest share of the sour cream market. The brand’s share is 26%, which means there is plenty of room for its share to expand. The brand’s share fell only a small amount during the recession, but has increased as the industry has made a turn for the better. Daisy is established on a very strong and credible history as a sour cream company. Since 1920, Daisy has been a family owned business that sells some of the best sour cream. The average price is somewhere between $1.40 and $2.10 which varies depend-ing on location. Daisy can use this to its advantage against other competitors. Daisy’s ad usage has been over a diverse spectrum of media. Syndication is its largest media, consuming about 33.6% of ad usage; Daisy invested a little over $4.1 million into this medium. Behind Syndication are Network and Cable TV, in which Daisy spent $3.8 million and $3.1 million, respectively.

Syndication

Outdoor

Network TV

Spot TV

Cable TV

FIGURE 1:DAISY BRAND MEDIA MIX

3

SITUATION ANALYSIS

Competitors AnalysisThe primary competitor of Daisy Sour Cream is Kraft Foods Inc., which owns the third and fifth leading brands on the market. The company owns both Break-stone and Knudsen sour cream brands. Breakstone is the third leading brand, holding 12.7% of the market, while Knudsen is the fifth leading brand, holding 4.3% of the market. Kraft’s brands have begun expanding market share because of local production in California where Daisy Brand loyalty is very low. This may be due to the west coast’s demand for a more healthy sour cream choice, which is Knudsen’s main focal point in advertising their brand. Knudsen and Breakstone both do very little advertising. Their only focus is in regular maga-zines as well as Sunday magazines. Breakstone spent just over $2.85 million in advertising, while Knudsen only spent about $584 thousand in advertising.

Daisy’s secondary competitor is any store brand sour cream and holds the sec-ond largest share of the market. Making up 21.1% of the market, these brands can be sold at a much cheaper price because the store’s own production costs are lowered to put the brand on the shelf. These brands do not spend any money on advertising either, so it is difficult for Daisy to find a target selection among their consumers to bring in their market share. In order to get some of the store brands’ market share, Daisy Brand should build brand loyalty.

4

SITUATION ANALYSIS

Expenditure AnalysisDaisy Sour Cream dominates the market in terms of advertising. The brand’s Share of Voice and raw expenditure are both much greater than that of its primary and secondary competitors combined. Daisy Sour Cream spent a total of over $12.2 million in advertising while Knudsen and Breakstone combined spent only about $3.5 million in advertising. Store brands, being Daisy’s secondary competitor, advertise in ways that cannot be measured accurately. They are store brands that only go through the particular store in which they are sold. As seen in Figure 2, Daisy’s Share of Voice is much greater than other brands.

FIGURE 2:SHARE OF VOICE

0%

100%

Knudsen

Breakstone

Daisy

Sund

ay M

agaz

ines

Mag

azin

es

Cab

le T

V

Synd

icat

ion

Spot

TV

Net

wor

k TV

Out

door

5

SITUATION ANALYSISProduct Life CycleDaisy Brand Sour Cream is in the maturity stage of the product life style, therfore; frequency will be our first priority in the peak seasons so that we can ensure continued strong purchasing patterns in our target audience. Daisy Brand is also the leader in market share, so it should maintain an equal spending level.

6

SWOT ANALYSIS DAISY BRAND

Strengths• Daisy Brand sour cream is a strong, established brand. This product is the top sour cream seller in the US. The brand accounts for 26 percent of the market.

• The company’s business practices are also exceptional. Daisy Brand received The American Busi-ness Ethics Award from the Society of Financial Service Professions. In 2007, the brand achieved the largest percentage gain in dollars in its product category, earning Refrigerated and Frozen Foods magazine’s sour cream MVP title.

• Daisy Brand produces all-natural products free of additives or preservatives.

• The brand enjoys advertising dominance in Outdoor and Television advertisements.

• Daisy Brand is the top selling sour cream in the south.

Weaknesses• Daisy Brand has weak indexes in 11 out of the 14 largest US city markets. Even though Daisy Brand is the overall leader in sour cream sales, the brand is not the top seller in most of the largest US cities.

• Sour cream is a low cost product with relatively low consumer involvement during the purchase process. This causes people to develop little customer loyalty to sour cream products. These cir-cumstances increase the potential threat of losing customers to cheaper, generic brands.

7

SWOT ANALYSIS DAISY BRAND

Opportunities• Daisy Brand sour cream could expand its marketing focus past the south. By using offensive advertising strategies in west and east coast markets, Daisy could gain mar-ket share in those areas at the expense of competitors.

• The company could increase advertisements seasonally to take advantage of holi-days where Mexican food is eaten, such as Cinco de Mayo.

• The company’s media mix could be more diversified. Daisy Brand does have the in-dustry’s entire share of voice in television and outdoor media but uses no traditional print media for advertisements.

Threats• Poor economic conditions have cut into Daisy Brand’s profits. The dairy industry suffered a $30 billion decrease in income in 2009 compared to the previous year. If a significant economic downturn were to occur, Daisy Brand would lose market share to generic store brand sour cream.

• If Daisy Brand does not increase market share in the coastal markets, the Kraft Company, which makes Knudson and Breakstone, could become the next leading name brand sour cream producer in a few years.

• Customer switching to other brand name sour creams or generic store brands.

8

SWOT ANALYSIS KRAFT BRANDSStrengths• Popular brands on the west and east coasts. Knudson is the leading sour cream in large cities on the west coast and Breakstone is popular out east.

• Large amount of resources of the Kraft company available while maintaining a region specific feel with the two separate brand names.

Weaknesses• Low customer involvement with sour cream.

• Both Knudson and Breakstone have low market shares in the south.

Opportunities• Branching into television advertising. Daisy Sour Cream brand currently dominates advertising in that medium.

• Horizontal integration. Kraft could buy up Chicago based sour cream brand Dean’s to increase market share.

• Increasing advertising during holidays such as Cinco de Mayo.

Threats• Customer switching to other brand name sour creams or generic store brands.

• Poor economic conditions.

9

SWOT ANALYSIS DAISY BRAND

Daisy Brand Swot Analysis

Strengths

Internal

External

Established brand.

Finacially productive and ethical bussiness practices.

All natural product free of additives or preservatives.

Top selling sour cream in the south.

Dominates outdoor and television advertising.

Weak indexes in 11 of 14 top US city markets.

Low consumer involvement.

Weaknesses

Opportunities Th reats

Expansion of marketing focus past the south.

Increase advertising seasonally to take advantage of holidays such as Cinco de Mayo.

Th e media mix could be more diver-sifi ed

Poor economic conditions

Compition with other brand names and generic store brands.

Customer switching.

10

SWOT ANALYSIS KRAFT BRANDS

Breakstone/Knudson Swot Analysis

Strengths

Internal

External

Popular brands on the east and west coasts.

Large amount of resources of the Kraft company availble while main-taining a region specifi c feel with the two separate brand names.

Weak indexes in 11 of 14 top US city markets.

Low consumer involvement.

Weaknesses

Opportunities Th reats

Branching into television advertising.

Increase advertising seasonally to take advantage of holidays such as Cinco de Mayo.

Horizontal expansion.

Poor economic conditions

Compition with other brand names and generic store brands.

Customer switching.

11

MARKETING OBJECTIVESSince the Dairy industry took a major hit in 2009 with a $30 billion dollar loss in income, Daisy has lost about 3.27% of its market share. Our first and foremost marketing objective will be to regain this 3.27% despite the economic decline, putting us back to about 30% of the market share. As of now, Daisy has a strong brand throughout our target area. However, research has shown that sour cream customers are starting to buy store brand sour cream. Daisy Brand customers are experiencing a recession as well, and it may be for that reason that our customers are turning to store brands, which are relatively cheaper. It is important that we regain our market share now before our customers forget about us and develop a loyalty to the cheaper store brands.

When compared to Breakstone, Knudson-Hampshire, and local store brands, Daisy holds an index of 123 in Mississippi, 160 in Louisiana, and 198 in Texas. Therefore our objectives will concern only a low-key defen-sive strategy to maintain loyalty in the South. This leads us to our brand’s three major problems.

12

MARKETING OBJECTIVESMarketing Mix Strategy

Daisy Sour Cream has 100% Share of Voice in Outdoor, Network Television, Spot Television, Syndication, and Cable Television. Daisy has 0% Share of Voice in magazines. Daisy has been in the maturity phase of the product life cycle but recently hit a slight state of decline. Therefore, Daisy needs to place more advertising in print media to compete with other sour cream brands. The YellowPages and maga-zines such as, Good Housekeeping, O Magazine, Costco Magazine, In Touch Weekly and InStyle are good print media because users of sour cream are more likely to read these magazines. Daisy also must maintain the customers they already have through continuing net-work television, syndicated television, cable television and outdoor advertising.

13

MARKETING OBJECTIVESMarketing Mix Strategy

It is important that Daisy Sour Cream establishes frequency because the brand is in the maturity phase. The brand needs to take custom-ers away from the other brands while maintaining reach with ex-isting customers. In Chicago and Los Angeles, where competitors dominate the market, Daisy must focus on bringing brand aware-ness and match the competitors’ advertising expenditures and me-dia vehicles. Daisy should use sales promotions to bring awareness to the brand in competitor-dominated markets and media advertis-ing. The media advertising should consist of television advertise-ments and print advertisements comparable to the competition.

Target Selection

Daisy has plenty of potential for its brand to grow in today’s mar-ket. Due to production in the South, Daisy’s brand loyalty in that region is extremely high. Thus, the company can comfortably shift its focus to those regions where its brand is not the leading one in the market.

14

MARKETING OBJECTIVES

Target Selection

As stated above, 11 out of the 14 DMAs researched in Choices 3 prefer a sour cream brand other than Daisy. See Figure 3 to get an idea of where Daisy is number one in the market as well as where other brands have established loy-alty. The markets where competitors dominate are where Daisy should raise awareness of their brand and try to capture new market share.

According to Choices 3, people aging from 18-44 are more likely to buy sour cream than other age groups. Choices 3 also shows that people who don’t eat sour cream at all are 40% more likely to be vegetarian and people who only snack on healthy foods are 40% more likely to buy Knudsen’s brand of sour cream. This is why Daisy’s primary target to increase market share should be health-considering 20-40 year olds. Daisy should capitalize on the fact that their sour cream is all-natural and contains no preservatives or addi-tives. Daisy should also talk about their history and how they started and how their sour cream is made. By highlighting this feature and making Daisy the premiere health concerning sour cream, they can effectively appeal to a new demographic of people to increase their brand awareness and gain new consumers. There is a massive share of consumers Daisy could tap in if they approach a plan with keeping health nuts in mind.

15

MARKETING OBJECTIVES

Target Selection

Daisy Brand’s secondary target audience should be Hispanic American house-holds because Sour Cream is incorporated into many Americanized versions of Hispanic dishes. Sour cream is also a good relish for the dishes of Hispanic descent. Hispanic Americans will be more likely to use sour cream because it is a good ingredient for Mexican and Spanish dishes as well as American dishes.

Boston

New York

Philadelphia

Washington D.C.

Atlanta

MiamiHouston

Los Angeles

DallasSan Antonio

San Francisco

Key

DaisyBreakstone

KnudsonDean’s

Chicago Detriot

FIGURE 3

16

MEDIA OBJECTIVEDaisy Brand will achieve the marketing objective of defending its high market share by maintaining top-of-mind awareness and by creating and maintaining brand loyalty amongst consumers. This media plan will allocate part of the budget to magazines. Currently, Daisy Sour Cream does not have any share of voice in this medium. Commu-nicating through magazines will increase the top-of-mind awareness when the target audience decides to purchase sour cream. Daisy will continue using Television and Outdoor media because Daisy Brand already has a loyal consumer base. Frequency is important to maintain those loyal customers, so this plan intends for them to be continually reminded of the Daisy Brand. Communication in various media al-lows Daisy Brand to compete with the store brand sour creams that many people purchase. The recall of the Daisy brand will encourage people to purchase Daisy instead of the store brands. The advertise-ment placement and allocation outlined in this plan will allow Daisy to accomlish the communication objectives - top-of-mind awareness and brand loyalty and preference.

17

MEDIA OBJECTIVES

Overall Target Coverage

Our target audience, females 20-49, make up about 26.8% of Americans. This means our target audience is about 53,449,384 people. We would like to reach 75% od our target audience through the use of television commericals, magazine advertisments and outdoor advertisments. This would give us a total of about 40,087,038 impres-sions.

Daisy Brand should reach as many people in the target audience as possible with the budget allocated to advertising. Because the main objective of this plan is frequency based upon the muturity phase of the product life cycle and primary and secondary competitors, the three-plus rule of effective frequency should be applied.

18

MEDIA OBJECTIVES

Overall Media Budget

Daisy Brand Sour Cream is number one in the dairy market nationally, but it is clob-bered in local markets in the Northeast and West Coast, so our reach is based nation-ally and on a defensive strategy.

The advertising budget will remain the same. The store brands that compete with Daisy sales the most are usually limited to in store advertising, so there is no reason to increase the budget to compete with them. As for other competitors, Breakstone only spends $2,854,500 and Knudson Hampshire only spends $585,000 while Daisy Brand spends over 12 million dollars. In addition, competitors only spends in maga-zines. Daisy is the leader in market share and share of voice, thus, the budget will not be increased. Daisy will, however, reallocate funds to gain a share of voice in maga-zines, a medium which competitors dominate.

A defensive strategy is impletmented in order to maintain our brand in its maturity, so we will not decrease the budget. Daisy Brand must continue to dominate share of voice nationally. The media budget is best left as is.

19

MEDIA OBJECTIVESRegionality

The south and west regions of the United States are loyal to the Daisy brand, but other regions are loyal to the Kraft brands, Knudsen and Breakstone. Daisy should maintain the national advertising because overall, Daisy Brand Sour Cream holds the majority of market share. Daisy should, however, concentrate its outdoor advertising in the south and west where the target audience, females 25-49, will be exposed to them. Daisy Brand will use national television advertising because it is the leader in the market and should continually remind users of the brand. Additionally, Daisy Brand will use national magazines focused on the targer audience because it would be difficult to reach the target audience using local, niche magazines. Outdoor advertising for Daisy Brand Sour Cream has a small budget and will be allocated to the south. We will focus the outdoor advertisements in San Antonio, Dallas and Houston because these are the DMAs with the most loyalty to Daisy Brand Sour Cream.

20

MEDIA OBJECTIVESSeasonality

Sour cream can be used year-round in dishes, but these types of dishes are more commonly made for parties. Advertising in magazines can include recipes for dips or casseroles around football season or the Fourth of July holiday. Daisy Brand Sour Cream should focus more of their advertising spending in the late Spring and the Fall. June-July will take up 25% of advertising weight. August-November will comprise 35% of the advertising weight. These are times when people are more likely to make dishes with sour cream. Another time advertising weighting should increase is the Christmas and New Year’s holiday season. December-February will comprise 30% of advertising weight. There are many parties and family dinners during this season. The off-season will be March-May and will comprise 10% of advertising weight.

21

MEDIA OBJECTIVESScheduling

Daisy Brand Sour Cream will implement a pulsing pattern of schedule. The advertising budget will be allocated to year-round advertisements with more weight in September-October, December and May-June. This schedule pattern will allow Daisy Brand Sour Cream to increase the frequency and reach of the advertisements when people are using sour creams, while only maintaining the minimal presence necessary to keep the majority of market share and share of voice the rest of the year.

AUGU

ST

NOVE

MBER

FEBR

UARY

MAY

JULY

22

MEDIA STRATEGY

Seasonal Frequency and Reach

Daisy Sour Cream Brand is most heavily consumed during period when people get together for parties such as football games, summer cooks outs or holidays, such as Cinco de Mayo, the Fourth of July, Memorial Day, Labor Day, Christ-mas and New Years. Each gathering is an opportunity for Daisy Brand to move high volumes of sour cream via the outlets of communal dipping trays. During this time period the goal is to reach 75% of the target audience of women age 20-49 an average of three times. For the secondary audience consisting of His-panic households, the reach will be 70% with frequency expectations remain-ing the same. During the the winter and early spring the goal is to reach 40% of the primary audience and secondary audience with an average of three exposures. This time period is not as good for sour cream sales due to cold temperatures and a lack of traditionally grill-friendly holidays.

23

MEDIA RATIONALES

Media Quintile Analysis

According to our Media Quintile analyses, television is really not popular at all amongst our target audience and neither is the Internet. No dayparts of television showed any promising reach in terms of our target audiences. All quintile analyses of Hispanics and Females 24-49 were neither favorable nor disfavorable. The showed indexes of 100. The quintiles were not sufficient information to base media selec-tion, so media selection must be based upon history, market share, and product life cycle. Daisy Brand Sour Cream has allocated the majority of the advertising budget to television advertising in the past, thus, the brand should continue to use television advertising to defend the market share.

Creative Constraints

Daisy Brand Sour Cream should implement creative tactics with media that are vi-sual like a magazine advertisements, outdoor or television commercial even though television is not a popular media for the target audience. Although radio is popular amongst our target audience, there are not many creative tactics that can be used to advertise Daisy Sour Cream over airwaves. People must have visuals when it comes to food products to convince them that they must buy it because it looks good. When it comes to this type of product, people usually do not buy it simply because it sounds good.

24

MEDIA RATIONALES

Advertising Objective

The advertsing objective is to effectively reach our primary target of women 25-49 years old on a national level through the most efficient media vehicles available within our budgetary constraints. Daisy Brand is already the sour cream leader in syndicated, cable, and network television. To more effectively reach our target audience on a national level, funds previously spent on spot television advertisments are reallocated to outdoor ad-vertisements. This switch takes advantage of the high index of people that consume sour cream and also commute to work. Women now make up a substantial percentage of the workforce. As of 2009, woman constituted 50% or more of the government, leisure and hospitality, education and health services, financial activities government, leisure and hospitality, education and health services, or financial activity industries (Maloney). National magazine advertising will help accomplish our media objective. Magazines can facilitate a financial incentive for our target audience to try Daisy Sour Cream by distrib-uting coupons. The concentration on television advertising is a rather costly strategy, but necessary strategy, in order to defend share of voice dominance in that medium.

Budget Constraints

Daisy Brand Sour Cream has a high budget in relation to competitors, and has no compe-tition for share of voice in television. However, Daisy has no share of voice in magazines, where the competition allocated all their advertising budget. Thus, Daisy Brand will real-locate money from Spot television and invest in a share of voice in magazines.

25

MEDIA SELECTION

This campaign will have a national concentration. We will be using national television shows, magazines, and interstate outdoor ads to reach 75% of women 20-49 an average of four times within a year.

These will all add up to about 27 to 28% of reached Americans after we have paid to reach the 90.5 million viewers that the budget allows. The target audience makes up 26.8% of America. Some of the targeted advertisements will reach viewers outside of our target, and some overlap has to be taken into account. Therefore the estimate is 75% reach for the primary audience and 70% reach for the secondary audience.

. Good Housekeeping (1.42% Reach)

. O Magazine

. Costco Magazine (2.68% Reach)

. American Idol (10.46% Reach)

. Dancing with the Stars (5.26% Reach)

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MEDIA ALLOCATION

Television

Daisy Brand Sour Cream

Budget: $12 million

Outdoor

Magazines

Network TV Cable TV

Syndicated TV

American Idol

Soap Operas

Dancing with the Stars

Good Housekeeping

Costco Magazine

O Magazine

31.2 %

33.6 %

25.6 %

1 %

8.9 %

27

MEDIA MIX

The total advertising budget is $12 million. It will be divided amongst syn-dicated television, network television, cable television, outdoor advertis-ing and national magazines. With this budget, the yearly average is 325.8 GRPs. Syndicated television will make up 33.6% of the overall budget. This trans-lates to an average yearly GRP of 109.4 for this media vehicle. Network television will make up 31.2% of the overall budget. This will give Daisy Brand an average yearly GRP of 101.6 using this media vehicle. Cable television will comprise 25.6% of the advertising budget. Using this media vehicle, Daisy Brand will gain average yearly GRPs of 83.4. With outdoor advertising, Daisy Brand will use 0.75% of the overall budget. This trans-lates to an average of 2.4 GRPs per year. Magazines will make up 8.9% of the budget. This will constitute average yearly GRPs totaling 29.

FIGURE 4

28

CREATIVE STRATEGY

Primarily, Daisy needs to reach Females aging from 20-49. We plan to use a mix of outdoor, television, and magazine print ads. Sour cream is a product that generally has low involvement, so our ads will highlight the foods that can be made with sour cream.

Television – In the past, Daisy has stuck to the “Do a dollop of Daisy” tagline in their commercials. Usually it is paired with a song that plays throughout. Instead of play-ing it throughout, we will limit it to a small jingle at the end. Our demographic shows high interest in the Food network. Therefore, our TV ads will feature Food network stars that will refer viewers to the website for recipes using Daisy sour cream

Outdoor – Daisy itself can be unappealing, so our ads will highlight things like casseroles or baked potatoes that use sour cream and look attractive. These ads will appeal to both our primary and secondary audiences by using a wide range of differ-ent food items. The Outdoor will feature a social networking tie in (Facebook page/ twitter handle) that will draw our customers back to enticing recipes online.

Magazine –Our magazine ads will feature appealing pictures of different foods, a range of different recipes, and a Daisy coupon that will entice those who follow through to use Daisy sour cream for their dish.

Overall – We will continue to use the “Do a Dollop” tagline. Our customers are fa-miliar with it, and it attributes something memorable to a low-involvement product.

29

IMC EFFORTS

Since most of our target audience watches the Food Network, we will enlist prominent Food Network Personalities to endorse Daisy Brand sour cream. These celebrities will promote Daisy Brand sour cream by appearing in commercials directing viewer to go online to Daisy.com for free recipes and coupons.

We will also distribute coupons in our print ads during peak sour cream consumption seasons. This seasonal approach will help protect the brand equity of Daisy sour cream.

30

COPY TEST

We will assess the effectiveness of the media plan primarily through Daisy Brand’s market share percentage gains. A secondary judg-ment criterion will be consumer survey results from databases such as MRI and SMRB.

Market share percentage gains will be more highly valued than survey results because market share is directly connected to rev-enue. Survey results allow us to achieve a more complete perspec-tive on what is in the market as a whole. While this information is useful, specific market share percentage gains produce data that is more accurate and certain because it is based upon actual sales numbers instead of answers from a small percentage of the popu-lation that is supposedly representative of the whole.

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ADVERTISING FLOW CHART

NETWORK TV

SYNDICATED TV

CABLE TV

OUTDOOR

MAGAZINES

TOTAL

JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR MAY COST

$3,720,000

$3,960,000

$3,120,000

$120,000

$1,080,000

$12,000,000

APR

$930,000

$270,000

$30,000

$780,000

$990,000

$1,302,000

$378,000

$42,000

$1,092,000

$1,386,000

$1,116,000

$324,000

$36,000

$936,000

$1,188,000

$372,000

$108,000

$12,000

$312,000

$396,000

$3,000,000 $4,200,000 $3,600,000 $1,200,000

GRPs 101.6

GRPs 325.6

GRPs 109.4

GRPs 83.4

GRPs 2.4

GRPs 29

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WORKS CITED

“Daisy Brand, LLC.” Manta. Manta Media, Inc., n.d. Web. 05 March 2012. <http://www.manta.com/cr/mmgrx32/daisy-brand-inc>.

Lazich, Robert S. MARKET SHARE REPORTER. Vol. 1. MI: Gale, 2011. 79-80. 2 vols. Print.

Maloney, Carolyn B., and Charles E. Schumer. “Women and the Economy 2010: 25 Years of Progress But Challenges Remain.” U.S. congress, Aug. 2010. Web. 18 Apr. 2012. <http://jec.senate.gov/public/?a=Files.Serve&File_ id=8be22cb0-8ed0-4a1a-841b-aa91dc55fa81>.

Simmons Market Research Bureau. Simmons OneView. The Bureau, 2011. Web. 4 March 2012.

TNS Media Intelligence. Ad $ Summary. January - December 2008 ed. N.P.: Maga zine Publishers of America Inc., 2008. 742. CD-ROM.