nsac nissan campaign plans book

Car and Driver:Made for Each Other

our campaign - at a glanceExecutive Summary The automotive company Nissan has charged us with conceiving an integrated marketing campaign to target the multicultural millennial demographic, which consists of African American, Hispanic and Asian “millennials”: ages 18-29. First, we had to understand our target market. For months, we conducted primary (one-on-one interviews, focus groups, online surveys) and secondary (Simmons OneView, R.L. Polk, Consumer Reports) research, which brought to life our strategy. We found that in order to demand the attention and persuade our target market, we must appear not as detached salesmen working for a faceless corporation, but as peers, equals. Think of it not as a wolf in sheep’s clothing, but as a wolf among its pack: familiar. Because of the knowledge gained through research, we developed a strategy that positions Nissan as a healthy competitor to Toyota and Honda, brands that have historically outperformed Nissan in this market segment. We will highlight features of our vehicles, personality characteristics of multicultural millennials and then relate the two in order for the consumers to find their “match.” In fact, we will go so far as to create a website that parodies the increasingly popular online dating sites. Through print media, we will showcase in pairs: each ad will harbor a vehicle (the Versa, Sentra, Altima, Rogue and Pathfinder foremost) and its human counterpart: not just an owner, but a companion. A perfect analogy is how some pet owners eventually start to look like their pets. We will deliver this idea to people in a fun, lighthearted fashion that still manages to deliver valuable information about the product. Because multicultural millennials are immune to the sales pitch, we will broadcast an air of transparency. This is essential to winning over the target. Our ads will always have a white background. We feel that this presents the product and the message as if nothing is being hidden. We will have an app that not only has every bell and whistle imaginable for Nissan’s own products, but also options to compare to that particular vehicle’s competitor across the category. We will hide nothing. To gain the trust of the multicultural millennials or MCMs, which research has proven is imperative to success, we will open our doors and invite all of them the opportunity to get behind the driver’s seat of the car that is their perfect match.

Car and Driver: Made for Each Other.

tHE AssigmentIncrease Nissan’s total multicultural market share by targeting the African American, Asian and HispanicMillennial segments through a year-long IMC Campaign that will build awareness and lasting favorabilityamong these segments in the United States.

Table of contents

table of contents1

Situation Analysis

Strategy

ResearchTarget MarketPrimary researchconsumer analysiscompany analysiscompetitive analysismarket analysisswot analysis

235678

1012

campaign objectivescampaign strategycampaign overviewcommunication planmedia strategycreative strategy

131415161718

execution

Evaluation

paidcreatedearnedownedmedia flowchartbudget

192326282930

evaluation plan 31

Appendixlist of sources 32

contributionsteam rosterspecial thanks

RESEARCHWHAT WE WANTED TO FIND OUT & HOW WE DID IT

RESEARCH OBJECTIVESDetermine which aspects of Nissan’s vehicles

are attractive to Multicultural MillennialsUncover psychographic and behavioral characteristics

of Multicultural MillennialsDecipher Multicultural Millennials’ perceptions

of auto companies in the classDerive automptive purchase trends among

Multicultural MillennialsPinpoint Multicultural Millennials’ common

lifestyle trendsDiscover the media consumption habits of

Multicultural Millennials

SITUATION ANALYSIS2

TARGET MARKETMULTICULTURAL MILLENnIALS

48% say word-of-mouthinfluences their purchases,

We found that MC Millennials have a few things in common

Only 17% say a TV ad promptedthem to buy

83% use social media

New York, NYLos Angeles, CAChicago, ILWashington, D.C.Houston, TXAtlanta, GADallas-Ft. Worth, TXSan Francisco, CAPhiladelphia, PA

71% have “liked” a brand toreceive an offer58% use Twitter “all the time”

76% are on Facebook formore than an hour every day

thenextweb.com

89% are likely to switch brands ifthe second brand is associatedwith a good cause

Images USA Slideshow

69% consider a company’s socialand environmental commitmentwhen deciding to shop74% consider a company’s socialand environmental commitmentwhen deciding to shop

8 in 10 will take action on behalfof brands they trust such as joiningcommunities, posting reviews andsharing brand experiences withothers

THEY LIKE BRANDS WHO CARE

active in social media

SKEPTICAL OF ads

Only 29.3% say they arebrand loyal

87% agree companies making asincere effort to be part of theircommunity deserve support

TOP MC Millennial DMAs

They’re trendsetters70% are always looking out forthe next big thing in technology,fashion, music, or art as opposedto 53% of White Millennials

COMMUNITY IS IMPORTANT84% feel the need to getmore involved in their community

Education is top social concern

29% donate to education asopposed to 10% of White Millennials56% believe they are always one

of the first to know about culturalevents, happenings, and trends

A cause or incentive is requiredto follow a mass brand

THEY’RE PASSIONATE

Want to live and pursue theirpassionsPrefer to be defined by their choicein music and art

186% more likely to be involved inthe arts/design/entertainment/media

San Bernardino, CAMiami, FLSan Diego, CADetroit, MIPhoenix, AZBoston, MASeattle, WABaltimore, MD

By cross-analyzing the top asian, african american and hispanic DMAs with the top millennial DMAs, we were able to assemble this list of topMulticultural Millennial DMAs.

90% use the internet regularly

They’re Tech Savvy

DEMOGRAPHICS

57%MEN

43%WOMEN49%

HISPANIC34%AFRICANAMERICAN

17%ASIAN

18-29 YEARS OLD

VALUESAUTHENTICITY

STYLEUNIQUENESSSUBSTANCE

FAMILYCOMMUNITY

BeliefsEDUCATION IS CRUCIAL

OPTIMISTIC ABOUT FUTUREFAMILY AND FRIENDSHIPS

ARE IMPORTANTsense of cultural acknowledgement

is key to their identity

88% text using their cell phoneregularly

62% access the internet via amobile device

94% own a cell phone

Pew Research Center

ATTITUDESPURSUE CHALLENGES

LIKE TO TRY NEW THINGSENJOY ENGAGING IN COMMUNITIES

OPEN TO CHANGE

SITUATION ANALYSIS3

TARGET MARKETMULTICULTURAL MILLENnIALS

48% say word-of-mouthinfluences their purchases,

We found that MC Millennials have a few things in common

Only 17% say a TV ad promptedthem to buy

83% use social media

New York, NYLos Angeles, CAChicago, ILWashington, D.C.Houston, TXAtlanta, GADallas-Ft. Worth, TXSan Francisco, CAPhiladelphia, PA

71% have “liked” a brand toreceive an offer58% use Twitter “all the time”

76% are on Facebook formore than an hour every day

thenextweb.com

89% are likely to switch brands ifthe second brand is associatedwith a good cause

Images USA Slideshow

69% consider a company’s socialand environmental commitmentwhen deciding to shop74% consider a company’s socialand environmental commitmentwhen deciding to shop

8 in 10 will take action on behalfof brands they trust such as joiningcommunities, posting reviews andsharing brand experiences withothers

THEY LIKE BRANDS WHO CARE

active in social media

SKEPTICAL OF ads

Only 29.3% say they arebrand loyal

87% agree companies making asincere effort to be part of theircommunity deserve support

TOP MC Millennial DMAs

They’re trendsetters70% are always looking out forthe next big thing in technology,fashion, music, or art as opposedto 53% of White Millennials

COMMUNITY IS IMPORTANT84% feel the need to getmore involved in their community

Education is top social concern

29% donate to education asopposed to 10% of White Millennials56% believe they are always one

of the first to know about culturalevents, happenings, and trends

A cause or incentive is requiredto follow a mass brand

THEY’RE PASSIONATE

Want to live and pursue theirpassionsPrefer to be defined by their choicein music and art

186% more likely to be involved inthe arts/design/entertainment/media

San Bernardino, CAMiami, FLSan Diego, CADetroit, MIPhoenix, AZBoston, MASeattle, WABaltimore, MD

By cross-analyzing the top asian, african american and hispanic DMAs with the top millennial DMAs, we were able to assemble this list of topMulticultural Millennial DMAs.

90% use the internet regularly

They’re Tech Savvy

DEMOGRAPHICS

57%MEN

43%WOMEN49%

HISPANIC34%AFRICANAMERICAN

17%ASIAN

18-29 YEARS OLD

VALUESAUTHENTICITY

STYLEUNIQUENESSSUBSTANCE

FAMILYCOMMUNITY

BeliefsEDUCATION IS CRUCIAL

OPTIMISTIC ABOUT FUTUREFAMILY AND FRIENDSHIPS

ARE IMPORTANTsense of cultural acknowledgement

is key to their identity

88% text using their cell phoneregularly

62% access the internet via amobile device

94% own a cell phone

Pew Research Center

ATTITUDESPURSUE CHALLENGES

LIKE TO TRY NEW THINGSENJOY ENGAGING IN COMMUNITIES

OPEN TO CHANGE

SITUATION ANALYSIS3

Primary ResearchWHAT WE LEARNED FROM OUR TARGET MARKET

0

50

100

150

200

250

Overall Opinion of Brands

0

50

100

150

200

250Rate Brand’s Style and Visual Appeal

0

50

100

150

200

250

Nissan Honda Toyota Chevrolet Ford

Rate Brand’s Value

0

50

100

150

200

250Rate Brand’s Quality & Engineering


Nissan Honda Toyota Chevrolet Ford Nissan Honda Toyota Chevrolet Ford

KEY INSIGHTS

Excellent Very PoorFair

Honda

The target’s overall opinion of Nissanis better than the domestic brands butlags behind Honda and Toyota.

The target believes Nissan is a bettervalue than the domestic brands butwanes in comparison to Honda andToyota.

The target believes Nissan’s qualityis better than Chevrolet and Fordbut falls short of the quality of Hondaand Toyota.

Nissan seems to be the leader instyling and visual appeal whencompared to their competitors.

ConclusionIt appears that Multicultural Millennialsseem to favor Nissan in terms of thestyle and visual appeal of their vehicles,but do not perceive their quality orvalue to be up to the standards of Hondaand Toyota.

SITUATION ANALYSIS5

TARGET MARKETOUR TARGET MARKET CONSISTS OF 3 SPECIFIC SEGMENTS

AFRICAN AMERICANs HISPANICs aSIANs34% of the MC Millenialmarket

Watch an average of40 hrs of TV perweek, more than anyother segment

13% of the US Millenialpopulation

$66,000 medianhousehold income

Opportunities:Heavy media consumption, especially TVand magazinesUrban population concentration allowsfor easier geographic targeting (40% ofAfrican Americans live in 10 cities)Significant spending power and marketsize

Challenges:Greater segmentation - values andopinions differ vastly based on age, gender, socioeconomic status andeducation

Declining optimism - only 44% believetheir current situation will improve

49% of the MC Millenialmarket



Over 75% of mediaconsumption is spenton TV and radio

Opportunities:Size, growth and spending power

Large millennial population that isincreasingly affluent

Urban population concentration - 55%live in top 10 urban areas

Varying cultural backgrounds means varying opinions and values

Varying levels of acculturation, languageusage and assimilation

Challenges:

Latino identity - all bound by language

17% of the MC Millenialmarket



Chinese are largestsegment comprising23% of Asians

Opportunities:Younger than average U.S. population -31.6 versus 35.3 years old

44% of Asian American have Bachelor’sdegree or higher versus 25% of US pop.

More likely to purchase a new car overa used one

Most diverse ethnic group in the U.S.

Wide range of languages spoken

Challenges:

Higher median household income thanany other segment in the U.S.

Toyota and Honda have a strong holdon this segment

SITUATION ANALYSIS4

Primary ResearchWHAT WE LEARNED FROM OUR TARGET MARKET

0

50

100

150

200

250

Overall Opinion of Brands

0

50

100

150

200

250Rate Brand’s Style and Visual Appeal

0

50

100

150

200

250


Rate Brand’s Value

0

50

100

150

200

250Rate Brand’s Quality & Engineering


Nissan Honda Toyota Chevrolet Ford Nissan Honda Toyota Chevrolet Ford

KEY INSIGHTS

Excellent Very PoorFair

Honda

The target’s overall opinion of Nissanis better than the domestic brands butlags behind Honda and Toyota.

The target believes Nissan is a bettervalue than the domestic brands butwanes in comparison to Honda andToyota.

The target believes Nissan’s qualityis better than Chevrolet and Fordbut falls short of the quality of Hondaand Toyota.

Nissan seems to be the leader instyling and visual appeal whencompared to their competitors.

ConclusionIt appears that Multicultural Millennialsseem to favor Nissan in terms of thestyle and visual appeal of their vehicles,but do not perceive their quality orvalue to be up to the standards of Hondaand Toyota.

SITUATION ANALYSIS5

Consumer AnalysisWe analyzed and reevaluated the purchase path

SITUATION ANALYSIS6

Trigger purchase

Friends &Family

SocialMedia

News Media& Blogs

OnlineConsumerReviews

Advertising

CompetitiveAlternatives

Path to purchase The traditional purchase path funnel, as we know it, is outdated and is no longer relevant. The traditional path, which assumes the consumer goes from awareness, to interest, to desire, to action, also assumes that people are predictable, linear and rational beings. We all know this is not the case and probably never was. Though these steps make sense in theory, with the advent of the internet, social media, blogs and online consumer reviews, they do not accurately represent the reality of today’s buying process, especially when it comes to millennials. In this word-of-mouth led world, the research and buying process has become naturally non-linear and in most cases some of thetraditional purchase path steps are skipped entirely in a constantly self-correcting, efficient and evolving marketplace. The path to purchase has evolved into a non-linear network of influences, including advertising, news media and blogs, online consumer reviews, recommenda-tions from friends and family and social media, in which one, some or all influences may be utilized in making a final purchase decision.

impact on nissan This new purchase path is the exact reason why we believe that Nissan has had such a hard time achieving the kind of success that Toyota and Honda have seen. The new purchase path has favored Toyota and Honda in that their numerous quality, value and safety awards and accomplishments have been bloated and distorted by the news media, which is then further disseminated among social media, blogs and consumer reviews, thus further distorting andexaggerating the actual difference in quality and value between Nissan and their foreign competitors. This all ultimately leads to the warped perception that Nissan’s quality and value do not measure up to that of Toyota or Honda and will prove to be Nissan’s biggest obstacle.

company AnalysisWe took a look at nissan’s identity

mission StatementNissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders in alliance with Renault.

company cultureNissan believes that cars should change the world and the way we move through it. As we embark on a new decade, Nissan's manifesto is to build vehicles that are more efficient, more beautiful, more inspiring and more human than ever before. Over the past decade a SHIFT_ has been made. Nissan has nearly doubled the number of models offered and nearly doubled its sales. In 10 years, the diverse lineup has grown to include Nissan's first full-sized truck, all-new hybrid technology and a 21st-Century supercar. And this is only the beginning of what's to come.

Awards & Recognition2011 Fast Company’s 50 Most Innovative Companies - Nissan placed fourth overall behind Apple, Twitter and Facebook - Only automotive company on the list2010 Nissan Pathfinder Wins AutoPacific Best in Class Vehicle Satisfaction Award and best in class in the category of premium mid-size sport utilityNissan Leaf: The first mass-produced 100% electric automobile2011 World Car of the Year: Nissan LeafNissan North America won the EPA’s 2012 Energy Star Sustained Excellence Award

Core ModelsVersaSentraAltimaRoguePathfinder

situation analysis7

Competitive ANALYSISWE TOOK A LOOK AT THE auto industry

GM19.7%

FORD16.6%

TOYOTA11.5%NISSAN

8.8%

HONDA8.5%

HYUNDAI4.9%

OTHER30%

AUTOMOTIVE INDUSTRY MARKET SHARE

Multicultural Auto Market Share

Toyota22%

Honda16.6%

Nissan13.1%

CHEVY10.7%

ford9.7%

hyundai5.9%

OTHER22%

Though Nissan has now surpassedHonda and is gaining on Toyota intotal automotive industry marketshare, they fall behind themin Multicultural auto market share.

FordChevrolet

ToyotaHondaNissan

87%76%70%57%36%

85%75%68%52%29%

2.4%1.3%2.9%9.6%24.1%

Brand 20122011 % Change

top-of-mind awareness

Nissan lags far behind the competitors intop-of-mind awareness, however they havemade a significant jump from 2011 to 2012.

#1#2#3#4#9

AUTOMOTIVE INDUSTRY trends The US automotive market has been through a number of drastic shake-ups in the past few years with the repercussions creating the current industry landscape. In recent years, both domestic and foreign automakers have had troubles. Domestic brands have suffered through a crippling recession, with GM and Chrysler taking government bailouts to prevent bankruptcy. Brands such as Pontiac, Hummer and Saturn went out of business entirely. Coming out of the bailout, GM, Ford and Chrysler revamped their product lines with smaller, more fuel efficient European influenced cars, too critical acclaim and sales success. Foreign automakers have generally fared better, with imports remaining the top sellers in most markets. However, Toyota and Honda have both faced troubles. Toyota has endured several recalls and bad media concerning popular models such as the Prius. Honda’s quality has been decreasing the past few years with critics complaining that cars have become designed to be as cheap as possible and no longer fun to drive. In addition, the tsunamis of March 2011 disrupted Honda and Toyota’s supply lines, leading to dealer shortages across the nation. Lastly, Hyundai and Kia have experienced a massive increase in both quality and sales, nipping at the heels of the big three imports. (Honda, Toyota, Nissan) Overall the industry is trending towards more small, fuel-efficient cars as well as an increase in crossover SUVS, with consumers ditching gas guzzling SUVs and large cars. American automakers have taken cues from their European rivals in terms of styling and design while foreign makers have remained on top of percep-tion of quality and reliability.

FordToyota

ChevroletHondaNissan

16%14%13%9%3%

Brand 2012

Purchase INTENT

#1#2#3#4#6

SafetyQuality

ValuePerformanceDesign/Style

65%57%51%49%24%

Brand 2012

AUTO PURCHASE FACTORS

Quality and value areamong people’s topautomotive purchasefactors, explains why theperception of Nissan’slack of quality and value,when compared to Honda and Toyota, have hurtthem.

Although Nissan seems tofall far behind theircompetitors in purchaseintent, this does not reflectcurrent market shares.However, we believe these results support our belief thatstrongly-rooted misconceptionsof quality and value are present.

situation analysis8

Competitive ANALYSISand we took an in-depth look at how Nissan comparesto the other guys

HONDA Toyota CHEVROLET FORD

Long history of quality and reliability, great value.

Honda cars have always gotten good gas mileage and been very dependable.

Good brand recognition in the U.S.

Recent dip in quality and reliability has led to a decrease in perception.

Nissan recently surpassed Honda as the number 2 import in the U.S.

Suffered production loss due to the 2011 tsunami, leading to decreased inventory in dealers.

STRENGTHS

WEAKNESSES

Largest import auto brand in the U.S. High perception of quality and reliability, along with high resale values. Cars have high MPGs, and are viewed as leaders inengineering.

Multiple recalls of the past few years have led to negative perceptions. Not viewed as leaders in styling and performance. Suffered production loss due to the 2011 tsunami, leading to decreased inventory in dealers.

STRENGTHS

WEAKNESSES

Chevy has a long history in the U.S. with great brandrecognition. Chevy has introduced a number of successful new cars including the Volt, Sonic, and Cruze.

Chevy has a diverse product line featuring everything from subcompact cars to heavy duty trucks.

As a part of GM, Chevy took government money in the 2009 bailout, leading to negative perceptions.

Chevrolet still remains in a weak financial positionfollowing the bailout.

Chevrolet has had image problems with some recent models such as the Volt (catching on fire)

STRENGTHS

WEAKNESSES

STRENGTHS

WEAKNESSES

Only U.S. automaker to not accept government money in the bailout.

Have introduced several successful new cars recently including the Fusion, Fiesta, and Edge.

Revitalized cars such as the Focus, Taurus, and Escape.

Along with the other U.S. automakers, Ford remains in a weak financial position after the recession.

Ford has had to recall a large number of its Escape models, leading to decreased customer trust.

situation analysis9

MARKET ANALYSISWE TOOK A LOOK AT THE CURRENT MARKET

MARKET pOTENTIAL Top Diverse Auto Markets

Miami

Houston

Boston

Wash. D.C.

Dallas

8%

6.7%

7.6%

7.1%

8.4%

DMA MarketShare

#3

#5

#4

#5

#5

Chicago

Philadelphia

Los Angeles

New York

7%

8%

7.6%

9.7%

#6

#5

#3

#3

NissanRank

TexasCDI: 98 BDI: 68

ArizonaCDI: 89 BDI: 63

CaliforniaCDI: 80 BDI: 61

WashingtonCDI: 73 BDI: N/A* Illinois

CDI: 93 BDI: 82

MichiganCDI: 63 BDI: N/A*

MarylandCDI: 105 BDI: N/A*

PennsylvaniaCDI: 95 BDI: 129

New YorkCDI: 95 BDI: 250

MassachusettsCDI: 109 BDI: 87

GeorgiaCDI: 92 BDI: 53

FloridaCDI: 107 BDI: 138

From this chart, we can see that Nissan doesnot rank any higher than third place in the topmulticultural auto markets. This means wehave plenty of room for growth and improvementwithin these markets.

From the numbers we can infer that states like Arizona, California and Washington have much potential for the car category to grow. This juxtaposed with states like Massachusetts, Maryland and Florida, which have higher CDI numbers indicates the car category here is well developed and Nissan will have to work harder to differentiate itself from the competition. Similarly, from the BDI numbers we see that in states like Texas, Georgia and Illinois, the Nissan brand has not reached its full potential and has room to grow. Whereas in states like Florida, New York and Pennsylvania the Nissan brand is well developed, which indicates a good consumer base.

*There was not a sufficient sample size to accurately calculate the BDI

We calculated the market potential, using the CDI and BDI, for thestates in which our top multicultural millennial DMAs are located.

situation analysis10

MARKET ANALYSISand the outside factors

PoliticalThe Environmental Protection Agency - Fuel emission standards - Ecological/environmental legislationDepartment of Transportation - Vehicle safety standardsCompetitive Pressure - Honda and Toyota, both from Japan as wellWars and Conflicts - Middle Eastern conflict’s impact on oil prices - Has resulted in change in consumer purchase patterns - Lingering WWII sentiment of Japan and Japanese vehicles

Economic

Social Technology

U.S. Economic Woes - GM and Chrysler took government bailoutsEconomic Trends - In 2008, the economy hit its lowest point since the Great Depression. - Economy still not fully healedOverseas Economies - Global economy felt affects of the U.S. Great RecessionPurchase Patterns - Holiday season - Purchase/trade-in cycles - New model rollout (fall) - Old model clearance sales

Lifestyle Trends - Mobility: changing the way people live and work Internet’s influence on purchase decision - Creates a more informed consumerAdvertising and Publicity - Auto industry spends billions every year in ads - Media influence can be significant-seen during Toyota’s recallEthical issues - Socially-minded generation seeks sustainable technology - The “green” trend is a result of this - Use of fossil fuels and effects on the environment are among top concerns

Technology Development - Auto industry is slow to adapt to change, compared to other industries - Large amount spent on consumer research - Traditional boundaries blur as technologies convergeInformation and Communications - Consumers research and compare vehicles online - Dealers have been slow to shift focus to the internet in terms of communication with consumersHigh Consumer Expectations - Rapid advances in technology have created higher consumer expectations of vehicle innovations

To fully undertand Nissan’s position in the market and determine possible opportunities and threats to the brand, an analysis of all political economic, social and technological factors must be conducted.


SWOT ANALYSISWE EXAMINED NISSAN’S STRENGTHS, wEAKNESSES, OPPORTUNITIESAND THREATS

SWOT

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

- Most innovative brand

- Comparable resale value/depreciation rate

- Rated highest in style

- Comparable fuel efficiency

- Competitive pricing

- Well established brand

- Poor brand equity

- Model-driven rather than brand-driven

- Current campaigns fail to deliver optimal unified message

- Failure to communicate effectively to target audIence

- Failure to highlight innovative nature of THE company

- Nissan currently spends the least IN ADVERTISING

- Perception of value, quality

- Multicultural market indifferent to brand, but for no legitimate reason

- Brand perception not as high as Toyota and HondA because of lack of awareness

- Create brand loyalists with first-time car buyers

- Tapping into the multicultural market

- Poor brand equity

- Model-driven rather than brand-driven

- Current campaigns fail to deliver optimal unified message

- Failure to communicate effectively to target audIence

- Failure to highlight innovative nature of THe company

- Nissan currently spends the least IN ADVERTISING


WE set some goals to achieve through our campaign

Automotive Industry Market Share

0 2 4 6 8 10

Campaign Objectives

0 3 6 9 12 15

Multicultural Automotive Market Share

0 1 2 3 4 5

Overall opinion of the brand

0 1 2 3 4 5

Perceception of style

0 1 2 3 4 5

perception of quality

0 1 2 3 4 5

perception of Value

8.8%

9.5%

13.1%

15%

4.17

4.4

4.25

4.5

4.15

4.4

3.97

4.4

Advertising Objectives

Marketing Objectives

Current

Goal

Current

Goal

Current

Goal

Current

Goal

Current

Goal

Current

Goal

*Our advertising goals are based on weighted averages on a scale of 1 to 5.

Perception Map

Qual

ity

& Va

lue

Styling & Visual Appeal

Where we are

Where wewant to be

Nissan is currently perceived as more visually appealing than the competitors but cannot seem to reach quite the same level of perceived quality and value among the target audience. By completing our objectives with this campaign, Nissan will be perceived as the most stylish and the best quality and value in the segment.

For Nissan to be able to reach the levels of market share within the multicultural segment that Toyota and Honda currently enjoy, a change in perception must occur. Luckily, Nissan does not fall far behind thecompetitors. We feel that the marketing and advertising objectives that we have set for this campaign are attainable, and when achieved, will be sufficient to propel Nissan to the same level of opinion among the target audience as Honda and Toyota. With our marketing strategy, the perception of Nissan will be changed among the target audience and our goals will be reached.

objectives13

Campaign StrategyTurning PROBLEMS INTO oPPORTUNITIES

To lay a foundation for our strategy, we went back and took a look at some of the insights that we formed from our research. From these insights we were able to see some clear problems that Nissan has within the target audience. After discovering Nissan’s problems, finding strategic opportunities within the market were key to creating the framework for our strategy.

Problems OpportunitiesMany Nissan innovations are

virtually unknown among the target due to ineffective communication

We will effectively articulate Nissan’s innovative features by not only highlighting the features, but also showing how these features can apply to their lives. We will demonstrate how these innovations can complement their unique lifestyles to articulate the message that Nissan is the perfect match for them.

The target audience perceivesNissan to be of lower quality and

value than Honda or Toyota

We will be taking an emotional approach to change this innaccurate perception. We feel that simply listing offinnovative features will not be enough to overcome years of awards and accolades that Honda and Toyota have received that have led to this misconception. By appealing to the target audience on an emotional level and forming a bond with them, we believe we will be able to overcome thismisconception and position Nissan as a competitivealternative by taking this innovative approach to selling cars.

Nissan has historically taken a model-driven approach instead of a brand-driven approach to marketing

Nissan’s model-driven marketing has resulted in some models doing very well within certain segments. However, for Nissan to claim the position in the market that they deserve, we believe a more brand-driven initiative could propel Nissan to a more lucrative position within the market. We will use a blend of different techniques to position Nissan as the brand that is the perfect match for the multicultural millennialconsumer.

Nissan’s dealership experience rated lowest among the target audience

We will attempt to create a better dealership experience for the multicultural millennial consumer by reducing anxiety and implementing a more open and transparent strategy.

strategy14

CAMPAIGN OVERVIEWFrom our insights, a strategy was born

Nissan is the most innovative and technologically advanced full-line car manufacturer in the automotive industry. This makes Nissan a competitive alternative to Honda and Toyota.

Brand Message

Made for Each OtherThe Millennial generation, being highly immune to traditional advertising, does not respond well to ads that simply ramble off engineering feats and other industry jargon. Millennials want to know how these features and innovations will apply to their lifestyles. Through the Made for Each Other campaign, we will show multicultural millennials exactly how Nissan’s innovations can be a perfect match to their individual, and sometimes unique lifestyles. By showing them how the innovations will benefit them and apply to their lifestyles, we are appealing to them on not just a functional level, but more importantly, an emotional level.

Campaign Message

Multicultural millennials are highly unique and often live very different, individual lifestyles. To appeal to this segment, we will highlight innovative features of Nissan vehicles that will compliment the driver’s unique lifestyles. By doing this, we will be able to highlight important Nissan innovations, show the target audience exactly how these innovations can benefit and compliment them personally and ultimately why Nissan vehicles and Millennials are Made for Each Other.

Creative vision

ToneThe tone of the campaign is quirky, light-hearted and fun. This is a tone that will resonate well with the target audience and will help show that we understand them and their lifestyles.

The growing and influential multicultural millennial segment has been identified as the strategic target to grow Nissan’s multicultural market share.

PURPOSE

- Highlight Nissan innovations relevant to the target audience- Demonstrate how these innovation can compliment their lifestyle- Create and establish a bond with the target audience by appealing to them on an emotional level- Position Nissan as a competitive alternative to Honda and Toyota

OBJECTIVEs

CREATIVE THEMEMade for Each Other.

strategy15

Communication PlanHOW WE WILL COMMUNICATE THIS STRATEGY

highlightfeatures

appealto

lifestyle

Appealto

emotionsWe will highlight theinnovations and features that apply most to our targetaudience. It is important that they are able to easily relate to the features so that they will be able to envision how Nissan’s innovations can compliment their life.

Once we highlight a specific innovation or feature, it will be important to demonstrate exactly how that feature can compliment the target’s unqiue lifestyle. Through quirky, fun and comical ads, we will relate the features and innovations of Nissan’s vehicles to the lifestyle characteristics of the target market. The targetaudience should take away the fact that Nissan’s innovations make them a perfect match for each other.

To overcome deep-rooted misconceptions about Nissan’s quality and value, we will build a lasting relationship with multicultural millennials by appealing to them on a functional level as well as an emotional level. This will be done through a community-building initiative to show our true dedication to the multicultural community as well as through our Made for Each Other messaging. This will in turn create consumers loyal to the brand.

It is important to understand the plan of action for communicating our strategy to the target audience. With this plan, ourcommunication objectives will be met and the message will be articulated effectively through our executions.

strategy16

Media StrategyThe media we will use toexecute the strategy

Media can no longer be defined as “traditional” or “non-traditional.” Media must be thought of as every interaction that potential consumers could have with your brand. By thinking about media like this, it is easier to strategize your media plan by grouping your executions into these four categories.

PAID OWNEDEARNED CREATEDAny media that we pay for,

including traditional and digital ad space.

Any word of mouth or buzz generated without paying for it,

including PR, social media buzz, blogs, reviews,

forums, etc.

Any existing property that exhisted before the campaign and/or will stay in place after

the campaign, such as a website, or physical retail

locations.

Anything new media vehicles designed solely for the use of the campaign, such as mobile

applications, brandedentertainment, campaign

websites,etc.

Our paid media will be used to convey the message behind our Made for Each Other theme. These ads will highlight Nissan’s features andinnovations and demonstrate how these features cancompliment the target audience’s unique lifestyles. Implementing will instill the notion, the gut feeling that Nissan understands them and what their needs are when it comes to a vehicle.

Through our earned media, we hope to build a lastingrelationship with multicultural millennials and create brand loyalty among this segment. We plan on usingcommunity-building public relations initiatives to create a good name for Nissan among the target audience and create buzz among the community and online. We also believe our Made for Each Other theme and messaging will help generate positive emotions toward Nissan by showing ourunderstanding of their values and culture, which will further our relationship-building efforts.

Our owned media will mostly be used to supplement the rest of our marketing efforts. Previously owned online destinations, such as nissanusa.com, Nissan USA Facebook page and Twitter profile will be utilized to supplement the Made for Each Other Campaign. We feel it is important to utilize these owned online properties during the duration of the campaign to ensure traffic after the completion of the campaign. This strategy also allows us to be able to evaluate theeffectivesness of other online executions that drive traffic to these sites.

Our created media will also act as a supplement to our other media, but in a moreinteractive way. Our created media will give the target audience opportunities to physically interact with the brand through variousmethods, such as events, a mobile application, contests and social media. This gives us more opportunities to engage the target audience and form those lastingrelationships.

strategy17

CrEATIVE StrategyFROM STRATEGY TO EXECUTION

The creative strategy for this campaign is based around the campaign tagline: Made for Each Other. All executions will center around this theme and will include the following elements to communicate the messaging:

Made for each other.

We will utilize a quirky and humorous tone across all creativeexecutions

Print ads will incorporate innovative features of the vehicles and howthose features compliment the driver’s lifestyle as well as comical personification of Nissan vehicles to communicate the concept that the vehicle and driver were made for each other (the idea here is similar to the idea that some pet owners look strikingly similar to their pets).

All print ads will incorporte the campaign tagline, Made for Each Other.

Television ads will demonstrate how innovative features of the vehicles can help the driver through different situations that occur in their lives. They will also include the Made for Each Other tagline.

The digital campaign, incorporating online advertising, social media and the Nissan Match website, will incorporate the same “Made for Each Other” theme but will center around the idea of internet dating profiles and finding your perfect match, encouraging the user to find their perfect match at nissanusa.com/match.

Internet banner ads and other digital executions will incorporate the tagline Find Your Match, to further the internet dating theme of our digital branch of the Made for Each Other campaign.

strategy18

Paid Reaching our audiencethrough targeted media

TRANSIT SHELTERS

Magazines

BILLBOARD

Transit shelter ads, along with billboards and most other outdoor advertising, were found to be more effective among multicultural millennials when compared to their Anglo counterparts by a high margin. Transit shelter ads will only be placed in DMAs with a vibrant public transport system. For example, when compared with the Dallas-Fort Worth metroplex, New York has a much more developed public transit system. For DMAs with less popular public transportation, billboard advertising will be utilized.

Billboards have a similar effectiveness to transit shelters among our target audience. Both of these will only be used to set up the launch of new product lines.

Magazines: The magazines were picked based on their popularity among key demographics. Latina magazine for the Hispanic market, Fast Company for the Asian/Chinese demographic and Black Enterprise from the African American segment. Each of these is very specifically targeted and has a high circulation among the corresponding demographic segment.

Paid19


paid20

building wraps

Radio

Cinema

Cinema advertising is very e�ective, especially among our target audience. Four ads will be rotated to promote theInnovation Nation initiative and be broadcast solely in theaters.

Radio advertising will be used to support the Nissan Matchup Concert Series. Ads will be placed three times a day every day of the week for six weeks leading up to the concert series in the 10 DMAs with concerts. Ads will be on the top two radio radio stations, popular among the target audience in the DMA.


Google Display ADS

Hulu

Facebook Ads

PANDORA

There are more than 58 million millennials on Facebook. Though the network does not allow advertisers to target by race, because of the information gathered by the Census Bureau, we can infer that by using Facebook, we will be reaching more than 15 million multicultural millennials.We are also only paying for clicks, not simple impressions.

Display ads for dating websites are becoming increasingly popular in internet advertising. Some of these ads can be fairly sophomoric.We will take advantage of what users already think of as a joke, then ignore.Once clicked, the ad will direct the user to the NissanMatch.com website.It is a humorous way to gain the attention of the user, which will result in more traffic to the site.

Although Pandora may not look very appealing to advertisers on paper, many big-name brands are taking advantage of this medium. Millennials are the foremost users of Pandora. For that reason, and for the availability of virtual square footage offered by Pandora, we have chosen to host entire “skins” on the site. This means that whenever users log in to their Pandora accounts to enjoy the innovative movement that provides free, streaming music, they will be exposed to our messaging.

Hulu is an entertainment medium that shows no signs of slowing down. For the mere price of time (being forced to watch an ad, without the luxury of fast-forwarding through it on one’s DVR), users can watch their favorite programs whenever, wherever they wish. Hulu has an impressive, ever-increasing amount of users - especially those within out target market. This means that same number are not only exposed to our messaging, they are required to watch the whole commercial.

paid21


Television

Carmen and her Nissan Rogue, Bella, are introduced by the on-screen/off-screen narrator.

Ex-boyfriend Steve is seen trying to start his car, Rhonda.

Steve becomes very angry and tries to get Carmen to come pick him.

Carmen zooms by him in her Rogue and pelts Steve and his inferior car with eggs.

Carmen is then seen in a very happy, victorious manner, riding off into the bright future without Steve. The Nissan logo, as with every commercial, will be impossible to miss at the end of the shot.Narrator says tagline, “Car and Driver: Made for Each Other.”

Driver is seen going through various emotional states in different outfits.

Narrator talks over video about features of car and how they complement the driver perfectly.

Narrator says how the Rogue can get over 400 miles on one tank, which is plenty of time to get over her ex-boyfriend, Steve.

paid22

Spots will be aired during breaks of a wide variety of programs on traditional televi-sion (both network and cable) and Hulu. We chose to deliver our message through the most watched sitcoms, reality TV, sports and award shows by our target market, in addition to two Super Bowl commercials, which are held on a greater plane, under a bigger spotlight than others.

CreatedCreating buzz and formingbonds through brand interaction

NISSANMATCH.COM

The Nissan Match website will be the hub for the entire “Made for Each Other” campaign. All advertising will direct people to the Nissan Match website. The website will allow users to enter character and personality traits and match them with the car most appropriate for them. Users will be able to chose from preset options to narrow down the car that works for them. Visitors will also be given the option to post the results of their quiz to social media such as Facebook and Twitter. This feature will also be included in the Nissan mobile app and Nissan Facebook page.

created23


NISSANMATCH.COM

The Nissan Match website will be the hub for the entire “Made for Each Other” campaign. All advertising will direct people to the Nissan Match website. The website will allow users to enter character and personality traits and match them with the car most appropriate for them. Users will be able to chose from preset options to narrow down the car that works for them. Visitors will also be given the option to post the results of their quiz to social media such as Facebook and Twitter. This feature will also be included in the Nissan mobile app and Nissan Facebook page.

created23


NISSAN MATCH-up concert series Nissan blind Date

Another aspect of our public relations e�orts is the Nissan Matchup Concert Series. This will be one concert each in our top 10 DMAs. On our Nissan Matchup website there will be two lists of artists for visitors to choose from, the idea being 'which two artists have you always wanted to perform together.' This ties in with our matchup theme as the artists combinations will be counterintuitive couplings that one would not ordinarily see together. Visitors to the website will vote on which artist combination they would like to perform in their area. The combination with the most votes wins.

As part of our public relations e�orts we will conduct the Nissan Blind Date program. Two prominent auto bloggers will be chosen from each DMA and be given a 2014 Nissan vehicle for two weeks, a couple of months before the o�cial launch. These bloggers will be able to drive around and evaluate their vehicle. In return they write a review for their vehicle and post it on their blogs. This will work in multiple ways. First, the captive audience that the blogger already has will be exposed to Nissan. Second, people looking for product reviews when buying cars will be likely to see the blog posts and be in�uenced by them. Thirdly, it should create a good amount of buzz leading up to the initial launch of the 2014 line. This is useful because research showed millennials are more likely to turn to the Internet for product reviews before making a purchase. Finally, having people drive around as yet unreleased Nissan models in target DMAs will increase awareness and buzz around new products.

created24


Nissan Match App

The Nissan mobile app is being developed because a majority of the target audience owns and uses smartphones. The multifaceted app will feature augmented reality, a Nissan match feature and a comparison capability. The augmented reality feature allows users to point their cell phone cameras at a Nissan car and the phone will display features and details about the component of the vehicle users are pointing at. For example, if they use the feature and point their cameras at the car radio, the app will display the varied features such as Bluetooth audio synchronization. The Nissan march feature, which allows users to enter personality traits and matches them up to an appropriate Nissan vehicle, will also be included in the app. Transparency is key to building a relationship with the target. The app will allow users to compare cars across the category of their choice, for example, the Nissan Versa can be compared with the Toyota Yaris, Honda Fit, Ford Focus and Chevrolet Sonic.

Xtronic CVT(Continuously Variable Trnsmission)

of power and smooth ride with no shift-shock.

Nissan Navigation SystemA 5-inch touch screen is built into the dash with 3-D perspective map viewing, points of interest and even displays incoming calls.

Nissan Intelligent Key

recognizes you as you approach, unlocking Versa’s doors and hatch and even starting the engine.

iPod Interface SystemAllows you to use your mp3 player with steering-wheel-mounted controls and view song info. Or choose a standard auxiliary audio input jack and connect an iPod or other MP3 device.

Find a DealerFind a DealerNissan Match Nissan RealView Nissan Chatter

@AdrianCho: love the new #blownaway campaign by @nissan @Jessiluvsu: I had no idea @nissan had such awesome features. Love the new app!Nissan Chatter

created25

Earned Building relationships, changingperceptions AND BUILDING BUZZ

Innovation Nation As part of our public relations e�orts, we will give away $10 million. The Innovation Nation initiative asks members of Americancommunities to come up with solutions for problems that a�ect their localities. Once these problems are presented to us, we will select the ones that are the best combination of feasibility and innovation and present them on the Innovation Nation website. Each of these projects, when submitted, will have a fundrais-ing goal. The website will facilitate andencourage a crowd sourced approach to fundraising, aiding hte creator in reaiaing the funds needed to reach their goal. The proposer of the project is responsible for raising half of their goal and once that amount is reached, Nissan will match it, up to a maximum of $10 million. A team of PR experts will be assembled to manage the initiative. The primary rationale behind this e�ort is the fact that the target demographic, and millennials in general, prefer companies that give back to society, speci�cally theircommunities. This will build lasting relation-ships with communities, which will not fade is value for generations to come. The initiative will also help improve Nissan's brand image and position it as a company that cares about its consumers and the communities they live in. This ties back into the campaign objective to improve brand perception among the target.

The Innovation Nation website will the the hub for information and interaction for everything related to the subject. Paid advertising for the initiative will be solely via cinema ads. The rest of the promotion will be conducted via social media and be measured on the basis of Facebook and Twitter mentions. The social media strategy is initiating the buzz and the rest will be done by users of the media.

created26

Earned Building relationships, changingperceptions AND BUILDING BUZZ

#foundmymatch contestNissan Social Media

Throughout our campaign we will utilize the exhisting Nissan brand Facebook, Twitter and Pinterest accounts. These social media pro�les will be utilized tosupplement all other advertising and media executions throughout the campaign as well as to build buzz around our marketing e�orts, PR initiatives and campaignmessaging. The quirky, target-related strategy we have formulated will help drive tra�c to these social media pro�les and create an engaging brand experience for the target audience.

The "Found My Match" contest will take place on social media. Twelve recent purchasers - one per month - of Nissan models will have anopportunity to win $50,000 by broadcasting the most innovative way in which their new Nissan vehicle has complemented their lives; how they have found their match. The new owners will be encouraged to submit via Facebook and Twitter funny pictures with accompanying stories about how Nissan has bene�ted their lives - and how the brand could improve the lives of their peers. The submissions or user-generated content, which as our research indicates has a substantial impact on purchase decisions, will be relyed on by the exhisting Nissan social media pro�les.

created27

ownedBuilding relationshipsthrough emotional appeal

Dealership Kiosks

Nissan Clear Cost

NissanClearCost

NissanClearCost

NissanClearCost

Kiosks will be placed in dealerships allowing users a variety of capabilities. In the ongoing push toward transparency, the kiosks will allow visitors tocompare vehicles across brands in the category of their choice while at the dealership. The kiosks will also feature the Nissan Matchup capability, which allows users to enter character traits and matches them up with the Nissan most appropriate for them. These features tie in with Nissan's attempt at being more transparent and improving dealership experience. Nissan may not beat other brands in some attributes, such as price, but it's dealership experience should compensates for that.

As part of Nissan's push towards transparency, Nissan will introduce ClearCost. A selection of cars at participating dealerships will have a set MSRP, no hidden costs, haggling or bargaining. This will establish Nissan as a brand committed to consumer satisfaction, especially among millennials who are disillusioned with the dealership experience. This is important because Nissan ranked lowest in dealership experience, especially among the target market. This initiative will ensure that multicultural millennials regard Nissan as the top in the segment, when it comes to dealership experience.

Owned28

Media FlowchartTelevision

PAID

NBA (TNT)Super Bowl

BET Awards (BET)

WWE (USA)Latin Grammys (CBS)

Jersey Shore (MTV)

NCIS (USA)Fútbol (Univision)

America’s Next Top Model (CW)Real World (MTV)

Real Housewives (Bravo)

House of Payne (TBS)

March ‘13 April ‘13 June ‘13 July ‘13May ‘13 August ‘13 Oct ‘13 Jan ‘14Nov ‘13 Dec ‘13Sept ‘13 Feb ‘14




Magazines

Latina

Black EnterpriseFast Company

Other

Public Relations

Innovation Nation#InnovationNationInnovation Nation Facebook

Nissan USA FacebookNissan USA PinterestNissan USA Twitter

CreatedNissan Match-Up Concert TourMatchMaker AppNissanMatch.com

PAID $960,000 $71,121,878

Buzz

17,000 proposals100,000

50,000

Owned

100,000200 Repins, 300 Likes

Created

$945,000

$945,000Earned

$250,000 payrollN/AN/A

$850,000

$70,000 (2 employees)N/A

$13,886,460

$10,000,000

$10,000,000

$10,000,000N/AN/A

N/A

N/AN/A

500,000 followers N/A N/A

N/A

2013-2014Total

Eyes Production Cost

250,000 in attendance100,000

$13,577,460$250,000

1,000,0003,400,000 followers

$25,000$34,000 for 34 bloggers

Google AdWordsFacebook

BillboardsBuilding WrapsTransit Shelters

HuluPandoraRadio

180,000 spots for MCMs51,100,000 impressions

101.5 GRPs

N/A$4,000

$6,000,000$400,000

$10,000 $1,422,540

Earned

70.9 GRPs

2.943.0

4.7

2.64.0

2.7

1.7

2.5

2,564,000 subscribed

524,000 subscribed

1,315,000 subscribed725,000 subscribed

E�ectiveness

6,800 GRPs

15,000,000 MCMs per day2,000,000 clicks

$560,000

$60,000$200,000

$30,000

$30,000$30,000$30,000$30,000

$30,000

$12,000

$4,000

$4,000$4,000

$1,138,000

N/A$374,000

N/AN/A

$27,102,750

$4,536,000$8,000,000

$145,500

$2,398,500$145,500

$1,689,000

3.3 $30,000 $776,0001.9 $30,000 $4,059,000

.4 $30,000 $1,199,2501.2 $30,000 $776,000

$1,689,000

$1,689,000

$1,890,588

$515,616

$504,972$870,000

$42,128,540

$7,500,000$306,000

$5,000,000$2,000,000

N/AN/AN/AN/A

11,168 GRPs $750,000 $4,500,000

Cinema 104,313,589 impressions3,000 GRPs

N/A $15,000,000

#iFoundMyMatch 50,000 talking about it per month $600,000 N/A

Dealership KiosksNissan ClearCost

85,000 users $850,000 N/AN/A N/A N/A

Owned

Innovation Nation Website 250,000 $25,000 N/A

Nissan Blind Date

$97,763,338

$1,236,662Unallocated Contingencies

$100,000,000Grand Total

Expenses

$1,000,000Post-Campaign Evaluation

#NissanMatchUp 750,000 talking about it N/A N/A

Media flowchart29

We looked into all media outlets for multicultural millennials and, after a careful dissection, chose the vehicles we found to be most effective to deliver our campaign messaging.

Paid: Created:Earned:Owned:evaluation:Unallocatedcontingencies:

Total:

Paid: 72%

created: 14%

Earned: 10%

Unallocatedcontingencies: 3%

evaluation: 1%

Owned: 1%

budget (excuse to use pie chart)

budget30

A sweeter way to see how we spent $100 million

$72,081,878$13,886,460$10,275,000

$960,000$1,000,000

$1,236,662

$100,000,000

How we’ll know it workedEvaluation The campaign can be evaluated based on the established marketing and advertising objectives. The success level of the campaign will be judged on the basis of the following:

• Analysis of sales figures will be used to measure whether ◦ Total market share increases from the current 8.8 percent to 9.5 percent ◦ Multicultural market share increases to 15 percent

• A post-campaign survey will be used to see if on a scale of 1 to 5: ◦ Overall brand opinion rises to 4.4 ◦ Perception of Nissan's style improves to 4.5 ◦ Perception of quality increases to 4.4 ◦ Perceived value elevates to 4.4

In addition, effectiveness can be evaluated using the built in measurement devices for each tactic, such as GRPs for TV and radio, circulation for magazines and clicks for online – all of which have assigned targets. The tactics will be considered successful if they meet their usage/audience goals.

Based on industry standards, we have alotted $1 million to be spent on a post-campaign initiatice to determine this campaign’s effectivess.

Evaluation31

it took a long time to find all this stuffAppendix• GfK MRI• Facebook.com• Alibaba.com• Hulu.com• SurveyMoney.com• Cars.com• Census Bureau• Cosmopolitan• Google AdWords• Blueline Media• GGP• Consumer Reports• MPA: Association of Magazine Media• Arbitron• ClearChannel.com• Nielsen.com• Asian American Advertising Federation• 2011 Thumbnail Media Planner• J.D. Power and Associates• Experian Simmons• National Cinemedia• ScreenVision.com• AATTV Seattle• Marketing VOX• ABC News• Magazine.org• MBA Online• AdAge• ImagesUSA.net• MotorTrend.com• NADA.org• WeAreSocial.net• RL Polk

Appendix32

contributionswho did what & people we couldn’t afford to pay

Jay and Teresa AlexanderMichael BuenoDJ DupreeDaniel KruzicCorey EricksonStephen FashoroBianca GarzaWayne and Sheri HannerDr. Tom IngramMireille JohnsonAlex PietroforteMike SuttleChris and Pam TrawickJasmine Williams

Special thanks

Wesley Albaugh- Art Direction, Layout Design, Strategy

M. Sean Alexander- Strategy, Production, Media, Creative

Shanelle Gibson- Research, Strategy, Media

Jesse Marroquin- Research, Media

Vidwan Raghavan- Research, Media, Creative

The teamroster

The teamInstructor

Rudy Bechtel

contributions

nsac nissan campaign plans book

Education

fordbut falls

cell phoneregularly62

public relations

tv ad promptedthem

mass brandtheyre

current campaigns

topmulticultural

switch brands