panera bread media plan

5/26/2018 Panera Bread Media Plan

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TABLE OF CONTENTS

2

Panera Bread Co.Situation Analysis 3-12 Overview 4 Origin of Panera 5 Start of Panera 6-8

SWOT 9 Paneras Share 10-11 Open a Panera 12 Product Seasonality 13Competitive Analysis 14-36 Competitors 15 Starbucks Overview 16

SWOT 17

Sales 18 McDonalds Overview 19

SWOT 20 Sales 21

Dunkin Donuts Overview 22 SWOT 23 Sales 24

Burger King Overview 25

SWOT 26 Sales 27 Chipotle Overview 28

SWOT 29 Sales 30

Red Lobster Overview 31 SWOT 32 Sales 33

Media Spending 34-36 2011 34 2012 35

Change 2011-2012 36 Ad & Media Spending 37-39

Advertisements 38 Comparison 39

Marketing Mix 40-42

Fours Ps 41-42 Product Consumer 43-46 Distribution Channel 47-49

Supplies 48 Map 49

Media Objectives/Strategy 50-52 Media Objective 51 Media Strategy 52

Target 53-58 Demographic profile 54 Audience analysis 55 Media Analysis 56 Consumer Profile 57 Secondary Profile 58Media plan 59-92 Online Advertising 60-68

Rationale 61 Index 62 Ads by CPM 63 Google 64 Amazon 65 Weather Channel 66 YouTube 67 Quarterly Summary 68

Radio Advertising 69-71 Rationale 70 Radio Budgeting 71

TV Advertising 72-81 Rationale 73 Why cable? 74 Cable Spending 75 Special Events 76 Viewing Demo. 77 GRP Totals 78 MSNBC 79 ESPN 80 Airtime 81

Magazine Advertising 82-92 Totals 83 Rationale 84 Four Color Ad 85 Second over Ad 86 GRPs 87

Decision/Cancels 88-92Total Media Budget 93Campaign 94-99 Layout 95 Print Ad 96-97 TV Commercial 98-99Alternative Advertising 100-109

Rationale 101

Outdoor 102-108 Social Media 109Media Not Used 110-115 Newspaper 110-114 Outdoor 115

Flowchart 116 Budgeted Flowchart 117

Appendix 118 Psycho Graphics Sources


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PANERA BREAD CO.

Also known as St. Louis Bread Company and Bread Co.

Founded in 1971, St. Louis, Missouri, U.S.A.

1,736 stores nation wide (including Ontario, Canada)

Sit-down, quick-eat restaurant, bakery, hot beverages and Wi-Fi

Panera bread co. had $30,029,700 total media spending in 2011 and $24,975,300

in 2012

Panera invests in newspaper, national newspaper, outdoor, spot TV and national spot radio.Panera has no advertising in magazines, Sundays mags, network TV, syndication, cable TV or networkradio

TV and Digital experienced the largest increases for Panera in 2013. Digital increased just below 100%and the TV increased 60%.

The campaign kicks off with a national cable buy across 14 networks including A&E, Bravo, Lifetime, E!

and others.They also added a national print buy for the first time, including titles like Real Simple, Food Network,Cooking Light and others. The $70 Million spend of this years campaign is up 30% from 2012.

Panera is very charitable. They host walks and runs for children, donate to autism, and have a fewdonation programs of their own: Day-End Dough-Nation, Community Breadbox, and participate in afundraiser called SCRIP.

https://www.panerabread.com/en-us/company/financial-reports.html 4


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PANERAS ORIGINAu Bon Pain was founded in 1976 by Pavallier, a French manufacturer of baking equipment

The company went to Boston, MA for a showcase displaying their baking equipment in 1978

The Au Bon Pain shop was staffed with French bakers who were produced authentic baked goodssuch as croissants, pastries, and loaves of bread, to show how well the ovens work

The concept and the quality of the Au Bon Pain baked products caught the eye of, Venture capitalist

associated with Columbo Frozen Yogurt franchise, Louis Kane

Later that year Kane Financial Corp. paid $1.5 million for Au Bon Pain and began selling baked goods

instead of ovens.

By 1984, sales of loaves and croissants attained $1.7 billion in U.S. sales

Kane later added the manufacturing of baked goods for sales in convince stores

Ronald M. Shaich, operated a non-profit convenience store and managed a Cookie Jar franchise in

Boston

In 1980s, Shaich approached Kane to sell Au Bon Pain baking products in his Cookie Jar stores and

four months later Kane offered Shaich partnership in Au Bon Pain, saving them form bankruptcy

Au Bon Pain was ready to expand and did so in New York, Chicago, Cleveland, St. Louis, etc.

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BEGINNING OF PANERA

In 1993, Au Bon Pain acquired the St. Louis Bread Company

St. Louis Bread Company had 19 company-owned bakery-cafs and one franchised outlet

They continued to open St. Louis Bread Company bakery-cafs in Missouri

But began to open more elsewhere under a different name: Panera Bread

1996, Au Bon Pain had grown to 231 company-run

And 58 franchised bakery-cafs.

Of the 231 company-operated units, 177 were Au Bon Pain owned and operated outlets

54 were Au Bon Pain franchise-operated bakery-cafs

54 company-owned bakery-cafs and 10 franchise units were St. Louis Bakery Company units

Both specialized in high quality foods served for breakfast and lunch

Their menus included baked goods, made-to-order sandwiches, soups, salads, and custom-roasted

coffees, as well as other beverages

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BEGINNING OF PANERA CONTD

August 1998, Au Bon Pain agreed to sell Au Bon Pain division for $72 million to Bruckmann, Rosser, Sherrill &

Co., L.P., a New York investment firm

The sale left the Panera Bread/St. Louis Baker Company with its company-owned bakery-cafs and its related

franchise operations

Panera Bread/St. Louis Bread Company continued into new markets opening 51 company owned-bakery

cafs and 44 franchise-operated units

1999, Panera Bread Co. opened units in 7 new states

Panera Bread Company officially became what the organization was known as

Panera was operating in 25 states throughout the United States

86 of 166 units were owned by franchisees

Remaining 80 were company-owned

Many of the franchisees were either former owners or owners of major fast-food franchises, including those

of McDonald's Corp., Wendy's, Pizza Hut, and Taco Bell

Panera Bread's president, Rick Postle, one of the franchise owners, had sold off 45 McDonald's units to investin Panera Bread

Almost all franchisees agreed to open a minimum of two-dozen or so stores, all within a single, entire market

area.

November 1999, contractual commitments for opening new stores had reached 600

By 2000, more than 50 new bakery-cafs opened by the end of the third quarter

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BEGINNING OF PANERA CONTD

December of 2000, Panera opening in its 28th state Rhode Island

Donald Strang III, operating of 57 Applebee's restaurants agreed to open 48Panera Bread bakery-cafs in Pennsylvania, New Jersey, and Delaware

Sales between 1999 and 2000 grew by 73.6 percent

Number of units grew by 45 percent

Panera was ranked third among the top 400 chain leaders in sales growth that

year

In 2002 Panera profited $21.7 million

In 2003 they hit the $1 billion sales mark

In 1999 Paneras share was trading at $6 and by 2004 it was trading at $40

Panera Bread closed 2005 with about $71 million in cash and zero debt

April 2010, Panera reported first quarter earnings of 48%

Earning $25.8 million (82 cents per share)

Revenue grew by 14%, $364.2 million

https://www.panerabread.com/en-us/company/about-panera/our-history.html 8


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PANERA S.W.O.TStrengths

An attractive and appealing menuPanera offers high quality food at a good price (the company delivers good value forthe money); moreover, it has menu offerings for the more health/weight-conscious diner

Bread-baking expertise (definitely a core competence)artisan breads are Paneras signature product

Panera Bread is the nationwide leader in the bakery-caf segment

Panera Bread has high ratings in customer satisfaction studies

A good brand name that management is continuing to strengthen

The fresh dough operations and sales of fresh dough to franchised stores is a source of revenue and profit

Initial success in cateringextends the companys market reach

Has attracted good franchiseessales at franchised stores run a bit higher than those at company-owned stores

The financial strength to fund the companys growth and expansion without burdening the companys balance sheetunduly with debt

Weaknesses A less well-known brand name than some rivals (Applebees, Starbucks)

Sales at franchised stores run a bit higher than those at company-owned storeswhy is this occurring? Are franchisees

better operators?

Opportunities

Open more outlets, both company-owned and franchisedthere is untapped growth potential in a number of

suburban markets

Open Panera Bread locations outside the U.S. as market opportunities in the U.S. begin to dry up

Threats

Rivals begin to imitate some of Paneras menu offerings and/or dining ambience, thus stymieing to some extent

Paneras ability to clearly differentiate itself from rival chains

New rival restaurant chains grab the attention of consumers and draw some patrons away from Panerain other

words, competition from other restaurant chains (either those in the fast-casual segment or other restaurant

categories) becomes more intense

Panera Bread begins to saturate the market with outlets, such that it becomes harder to find attractive locations for

new stores and the company

s growth slows 9


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PANERAS SHARE

Panera joined the fast-food market relatively recent

McDonalds, Starbucks, Dunkin, Burger King etc. aretheir main competitors

Panera opened at $6.00 a share in 1993 when acquired

by Au Bon Pain

As of 4/25/14:

A share today trades at $168.00 which is second highest

of its competitors behind Chipotle at $502.00

McDonalds opened at $100,00

Starbucks opened at $71.00

Dunkin Donuts opened at $46.50

Red Lobster (Darden) opened at $49.92

Burger King opened at $26.00

http://finance.yahoo.com (march 3rd, 2014) 10


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MARKET SHARE REPORT OF 2012 (000)

"Top Fast-Casual Restaurants, 2012." Market Share Reporter. Ed. Robert S. Lazich. 2015 ed. Detroit: Gale, 2015. Business Insights: Essentials.Web. 7 Apr. 2014.

11

Companies are ranked by system wide sales in millions of dollars.


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TO OPEN A PANERA BREAD TODAY

Applicants must meet these criteria to gain consideration for

a Panera Bread franchise:

Experience as a multi-unit restaurant operator

Recognition as a top restaurant operator

Net worth of $7.5 million

Liquid assets of $3 million

Infrastructure and resources to meet our developmentschedule

Real estate experience in the market to be developed

Total commitment to the development of the Panera Bread

brand

Cultural fit and a passion for fresh bread

https://www.panerabread.com/en-us/company/franchise-overview.html

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Paneras strongest quarters are Quarter 1 and Quarter 4.

Winter seems to be the best season for Panera, as they sell the most products

during November, December, January.

Panera struggles in the summer (Quarter 2 and Quarter 3).

PRODUCT SE SON LITY


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COMPETITORS

Panera Bread

Starbucks

McDonalds

Dunkin Donuts

Burger KingChipotle

Red Lobster

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STARBUCKS

Founded 1971, in Seattle, Washington, U.S.A.

Starbucks can be found at more than 13,000 locations throughout the Americas

Starbucks is a licensed corporation. Licensed stores are positioned inside of another establishment.

For example, Pace University has a Starbucks in the Caf 101, as well does many Boarders and Barnes

& Nobles

Starbucks has Teavana Fine Teas + Tea Bar as a sister company, which has had its vey first grand

opening in New York City, making them a $90 billion global tea industry

Starbucks also has a juicer company, Evolution Fresh, that has become available in 8,000 differentlocations, expected to increase Starbucks share $1.6 billion

Starbucks sales baking products i.e. La Boulange, to 3,500 US operated-company stores

Starbucks spent $85,604,700 to market their company and brand

Advertising in all 11 media services (newspaper, national newspaper, outdoor, spot TV, national spot

radio, magazines, Sundays mags, network TV, syndication, cable TV and network radio)

Starbucks and Pepsi have joint-ventured in the bottling of their ready-to-drink products.

Starbucks sponsors the 2014 Superbowl Champions, Seattle Seahawks

Sponsor local events like, Bumbershoot, a music and arts festival and SCAA, which stands for Seattles

coffee association of America

Starbucks.com 16


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STRENGTHS

13,000 locations Diverse

Teavanna

La Boulange

Evolution Fresh

Largest coffee brand in the world

WEAKNESSES

Relatively more expensive thanother coffee

OPPORUNITY

Expand products

Sell alcoholic beverages

Manufacture products for resale

THREATS

Easy entry into the coffee industry

Coffee beans prices are rising

STARBUCKS S.W.O.T


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STARBUCKS SALES 2011-2013

0

2

4

6

8

10

12

14

16

2011 2012 2013

Salesb

illions

Year

http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-reportsAnnual 18

$11.7

$13.3 $14.9


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MCDONALDS

Has 14,278 restaurants in the U.S.

McDonaldsbusiness model, described by the three-legged stoolof owner/operators, suppliers.

Energy conservation, sustainable packaging, and waste management by re-optimizing menu,modernizing customer experience and broadening accessibility. McDonaldscustomer-focused Plan to

Win and the 5 Psas their strategic direction.

Key partners AAJC (Asian American Justice Center), NAACP,National Urban League, National Council

of La Raza, The Wounded Warrior Project, Catalyst, OCA (Organization of Chinese Americans), HACR

(Hispanic Association for Corporate Responsibility), Executive Leadership Council, American Indian

Scholarship Fund, Asian Pacific Islander American Scholarship Fund, U.S. Business LeadershipNetwork, LULAC (League of United Latin American Citizens), Asian Pacific Institute for Congressional

Studies (APAICS), Congressional Black Caucus, Congressional Hispanic Caucus

Sponsorship programs with the Olympics and the FIFA World Cup

Extensive ad campaign using magazine, newspaper, outdoor, network TV, Spot TV, syndication and

cable TV, using 70% of their $101,592,000 budget on outdoor advertising $71,534.70

In 2011 McDonaldsmarketed their favorite and most revenue inclining products including: $6,478.4on the Sweet Tea beverage, $5,657.4 on the Big Mac burger and fries, and $939.7 on fries alone

(figures in $000)

Due to their efforts of highlighting beverages, value-meals, breakfast, and their classics McDonalds

placed #1 in the top fast-casual restaurants of 2012 with revenue of $35,600,000, while Panera Bread

placed #11 $3.861,000. The value of a dollar is their emphasis on marketing

Mcdonalds.com 19


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MCDONALDS S.W.O.T

Source: http://www.strategicmanagementinsight.com/swot-analyses/mcdonalds-swot-analysis.html 20

STRENGHTS

Largest fast food market share in the

world

Brand recognition valued at $40 billion

$2 billion advertising budget

Locally adapted food menus

Partnerships with best brands

More than 80% of restaurants areowned by independent franchisees

Children targeting

WEAKENESSES

Negative publicity

Unhealthy food menu

Mac Job and high employee turnover

Low differentiation

OPPORTUNITIES

Increasing demand for healthier food

Home meal delivery Full adaptation of its new practices

Changing customer habits and new

customer groups

THREATS

Saturated fast food markets in the

developed economies Trend towards healthy eating

Local fast food restaurant chains

Currency fluctuations

Lawsuits against McDonalds


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MCDONALDS SALES 2011-2013

$8.53

$8.81$8.85

8.358.4

8.45

8.5

8.55

8.6

8.65

8.7

8.75

8.8

8.85

8.9

2011 2012 2013

Sales

billions

Year

McDonalds 2013 Financial Information Workbook. 21


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DUNKIN DONUTS

Founded in 1950, Quincy, MA, U.S.A.

Main products sold are donuts, Munchkins, Iced and hot beverages and mainly breakfast food

Total Income: $718 million

Market Share: $1.36 million

About $121 million spent on media; social media, television commercials, magazines, website

campaigns, radio

Some promotional campaigns are: Free donut with a purchase of any large beverage, $0.99

Hot Chocolate in the winter and $0.99 Iced Coffee or tea in the summer

Dunkin also has a rewards program; Free medium beverage on your birthday and Free

medium beverage every 200 points (5 points = $1)

Multinational company with 10,038 stores in the United States, serving in 36 of the 50 states

(as of 2011)

Dunkin is affiliated with professional sports teams such as the New York Giants and the

Boston Celtics

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STRENGTHS

Multinational company Drive thru

Cheaper Prices than competitors

Affiliation with Professional

Sports (New York Giants & Boston

Celtics)

WEAKNESSES

Not in the west coast Considered fast food

Struggles against healthy eaters

OPPORTUNITIES

Increase global presence

Provide health conscious snacks

(low calorie)

THREATS

Healthy eaters

Competition from local cafes

Fast Service

Cheap food

23

DUNKIN DONUTS S.W.O.T


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DUNKIN DONUTS SALES 2011-2013

0.000000

0.100000

0.200000

0.300000

0.400000

0.500000

0.600000

0.700000

2011 2012 2013

Sales

bill

ions

Year

24

$.43

$.62 $.65

http://investor.dunkinbrands.com/releasedetail.cfm?ReleaseID=647486

http://investor.dunkinbrands.com/releasedetail.cfm?ReleaseID=737003http://investor.dunkinbrands.com/releasedetail.cfm?ReleaseID=823713


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BURGER KINGFounded 1954 in Miami, Florida, U.S.A.

There are approx. 12,ooo location in all 50 united states

For a long time Burger King has ranked #2 in the industry until 2010. Wendys had surpassed BurgerKing by 2010 and as of 2012 they are ranked #5 based on sales under the category quick service

restaurant (QSR)

In recent reports by euromonitor international Burger King reported decrease in sales & profit

between the years 2010 to 2011. By 2012 theirs sales had decrease once again they had turned over

more profit then previous year. One thing to note for the past three years although Burger King has

been reducing the number of employees and losing sales, Panera Breading has gradually been

increasing the workforce, their sales & profit. Within the Quick Service Restaurant (QSR) category onepotential competitor to Panera Bread Co. is Burger King Restaurant

Upon analyzing their general promotions media spending figures we can see that in the year 2012

Burger King spent about 12.7 millions dollars more in total ad spending

Although we see that Burger King spent more within the 2012 year both companies have increased

their total media-spending budget from 20112012 by approximately 9 million dollars

Although it may be true that Burger King is spending more money outdoor advertising then Panera

Bread, they have increased the outdoor budget by roughly the same amount, 2.5million.

Both Panera and Burger King have increased their cable tv spend from 2011 to 2012. That is the

medium that has increased the most in spending from 2011 to 2012 between both companies

One thing to note about Panera is that over the years they have created a loyal customer base and

have increase their foodservice value share. Burger King on the other had has been losing value shareto other competitors such as Wendys, McDonalds, & Chipotle. 2

5


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BURGER KING S.W.O.T

STRENGTHS

Strong market position and brand

recognition signifying customer

acceptance

Greater franchise mixan attractive

business model

WEAKNESSES

Concentrated operations in terms of

geographic presence and

dependence on selected distributors

increase business risk

Legal issues such as violation of

accessibility requirements under

federal and state law

OPPORUNITIES

Initiatives such as remodeling and

usage of

Bluetooth to enhance operational

efficiency Positive outlook for restaurant

segment in the US.

THREATS

Competition from well-established

food service companies.

Changes in government regulations

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BURGER KING SALES 2011-2013

0

0.5

1

1.5

2

2.5

2011 2012 2013

Sales

(bil

lions)

Year

$2.07 $1.99

$1.14

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CHIPOTLE

Founded in 1933 Denver, Colorado, U.S.A.

Over 900 stores in United States

Market value: $10.47 million

Organic fast food: no steroid, pesticides, or antibiotics

Spent most of their $4,364,900 media expenditures on out door advertisements

Social media: about 3-5 tweets per day, Facebook updates every other day or so, YouTubefilms

Recently launched a four-episode mini-series

Conveniently located all over the country with no differentiation on pricing

Still considered fast food, which is an industry that has been increasingly looked down upon

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CHIPOTLE S.W.O.T

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STRENGTHS

A well-recognized brand in U.S., U.K.,

Canada. Use of naturally raised meat and organic

ingredients in cooking

Strong presence

Positive brand image with customer

loyalty

Innovative ways of publicizing andadvertising the brand

Green architecture of buildings, use of

environment friendly material in

construction

WEAKNESSSES

Comparatively high priced menu

items due to use of natural andorganic ingredient

Major presence only in U.S. and

Canada

No delivery option

OPPORTUNITIES Expansion in untapped regions and

countries

Addition of new items to the menu

Growing trend of health consciousness

THREATS Intense competition from other

players

Economic instability

Competitors are starting to offer

delivery, such as Qdoba


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CHIPOTLE SALES 2011-2013

30

0

0.5

1

1.5

2

2.5

3

3.5

2011 2012 2013

Sales

billions

Year

$3.2

$2.3

$2.7


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RED LOBSTER

Founded in March 1968 in Lakeland, Florida, U.S.A.

There are more than 680 Red Lobster locations in the United States and Canada.

Partner with both government and independent food safety organizations like the Food & Drug

Administration (FDA) and the Global Food Safety Initiative (GFSI)

Partnering with organizations like the National Fisheries Institute (NFI) and the Global Aquaculture

Alliance (GAA)

Tipping is not required - has dented sales at Red Lobster in a patchy economic recovery

"Red Lobster has almost been forgotten as a place to eat by U.S. families as they perceive the brand as

not offering the most value per plate," said Brian Sozzi, chief executive of Belus Capital Advisors

In 2011, it spent a total $130 million on Red Lobster

In 2012, $150 million on Red Lobster

Majority of there advertising is in outdoor, spot TV and cable TV services

Their clients look for deals and quality

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RED LOBSTER S.W.O.T

32

STRENGTHS

Red Lobster accounts for 43% of market share

and is the largest casual dining seafood

chain.

Computerized Point of Sale system is top of the

line

Strong supply chainLeader in casual dining

seafood category for distribution. Certified

suppliers direct to restaurants throughovernight deliveries.

Over 690 restaurants in N.A.

Loyal customers

Strong management team

Strong brand equity

WEAKNESS

Outdated restaurants

No clear vision of who their

customers are

Perception of food safety

Low market share

No online presence

OPPORTUNITIES Expand product line (broaden food items and

wine selection)

Expand or target new customer base;

increasing profits

Expand geographic reach (ie: Europe, Asia-

Pacific)

THREATS Supply Chain pressure due to

high cost of seafood

Economic state; causing more

consumers to eat at home

Aquaculture

Intense competition in category


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RED LOBSTER SALES 2011-2013

2.4

2.45

2.5

2.55

2.6

2.65

2.7

2.75

2011 2012 2013

Sales

bi

llions

Year

33

$2.52

$2.7

$2.6


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PANERA BREAD CO. MEDIA SPENDING 2011

$adsummary 34

Total MagazinesSunday

MagazineNewspape

rNational

newspaperOutdoor

NetworkTV

Spot TVSyndicatio

nCable TV

Networkradio

Nationalspot radio

PaneraBreadBakery Caf

$15,846,300

$0 $0 $321,800 $640,600 $5,305,500 $0 $8,400,700 $0 $0 $0 $1,177,800

% of Total 100% 0% 0% 2% 4% 33% 0% 53% 0% 0% 0% 7%

Burger KingRestaurant

$27,923,000

$0 $0 $48,300 $136,700 $5,376,800 $99,100 $233,900 $145,900 $60,800 $792,800$21,028,70

0

% of Total 100% 0% 0% 0% 0% 19% 0% 1% 1% 0% 3% 75%

Darden

Restaurants

$867,800 $0 $0 $1,400 $0 $800,300 $0 $0 $0 $0 $0 $66,100

% of Total 100% 0% 0% 0% 0% 92% 0% 0% 0% 0% 0% 8%

ChipolteMexican Grill

$4,364,900 $0 $0 $400 $0 $4,008,500 $0 $0 $0 $0 $0 $356,100

% of Total 100% 0% 0% 0% 0% 92% 0% 0% 0% 0% 0% 8%

McDonaldRestaurant

$101,592,000

$1,755,400 $0 $593,700 $0$71,534,70

0$15,479,70

0$994,800 $1,196,800 $5,786,200 $800,600 $3,450,100

% of Total 100% 2% 0% 1% 0% 70% 15% 1% 1% 6% 1% 3%

Startbucks$24,722,50

0$1,229,100 $0 $13,700 $6,080,400 $953,500 $3,343,700 $13,900 $217,000

$11,353,400

$0 $1,517,800

% of Total 100% 5% 0% 0% 25% 4% 14% 0% 1% 46% 0% 6%

DunkinDonuts

$15,301,700

$0 $0 $384,600 $597,000 $9,990,000 $0 $174,000 $0 $0 $0 $4,156,100

% of Total 100% 0% 0% 3% 4% 65% 0% 1% 0% 0% 0% 27%


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PANERA BREAD CO. MEDIA SPENDING 2012

$adsummary 35


MagazineNewspaper

NationalNewspaper

OutdoorNetwork

TVSpot TV

Syndication

Cable TVNetwork

radioNational

Spot Radio

PaneraBreadBakery Caf

$24,975,300

$0 $0 $367,100 $0 $7,965,600 $0 $9,594,000 $0 $6,016,600 $0 $1,032,200

% of Total 100% 0% 0% 1% 0% 32% 0% 38% 0% 24% 0% 4%


$37,634,100

$0 $0 $53,200 $0 $7,819,200 $8,994,800 $249,500 $408,400$10,231,90

0$0 $9,877,000

% of Total 100% 0% 0% 0% 0% 21% 24% 1% 1% 27% 0% 26%

Darden

Restaurants

$1,962,200 $46,200 $0 $0 $0 $1,003,000 $0 $0 $0 $0 $0 $913,000

% of Total 100% 2% 0% 0% 0% 51% 0% 0% 0% 0% 0% 47%


$1,950,500 $0 $0 $0 $0 $1,469,300 $0 $0 $0 $0 $0 $481,200

% of Total 100% 0% 0% 0% 0% 75% 0% 0% 0% 0% 0% 25%

McDonaldRestaurant

$155,305,600

$0 $0 $553,300 $38,700$76,233,40

0$56,479,00

0$2,270,700 $4,516,100

$10,700,100

$1,234,300 $3,280,000

% of Total 100% 0% 0% 0% 0% 49% 36% 1% 3% 7% 1% 2%

Startbucks$22,388,40

0$0 $0 $131,700 $2,066,900 $419,100

$10,332,800

$1,842,700 $0 $6,881,200 $65,800 $648,300

% of Total 100% 0% 0% 1% 9% 2% 46% 8% 0% 31% 0% 3%

DunkinDonuts

$14,084,400

$0 $0 $255,200 $0 $8,557,800 $0 $445,600 $0 $0 $0 $4,825,700

% of Total 100% 0% 0% 2% 0% 61% 0% 3% 0% 0% 0% 34%

CHANGE OF IN MEDIA SPENDING 11 TO 12


36/119

CHANGE OF IN MEDIA SPENDING 11 TO 12

$adsummary 36


MagazineNewspape

rNational

newspaperOutdoor

NetworkTV

Spot TVSyndicatio

nCable TV

Networkradio

Nationalspot radio

PaneraBread

Bakery Caf$9,129,000 $0 $0 $45,300 -$640,600 $2,660,100 $0 $1,193,300 $0 $6,016,600 $0 -$145,600

% of Change 58% 0% 0% 0% -7% 29% 0% 13% 0% 66% 0% -2%


$9,711,100 $0 $0 $4,900 -$136,700 $2,442,400 $8,895,700 $15,600 $262,500$10,171,10

0-$792,800

-$11,151,70

0

% of Change 35% 0% 0% 0% -1% 25% 92% 0% 3% 105% -8% -115%

Darden

Restaurants$1,094,400 $46,200 $0 -$1,400 $0 $202,700 $0 $0 $0 $0 $0 $846,900

% of Change 126% 4% 0% 0% 0% 19% 0% 0% 0% 0% 0% 77%


-$2,414,400

$0 $0 -$400 $0-

$2,539,200$0 $0 $0 $0 $0 $125,100

% of Change -55.31% 0.00% 0.00% 0.02% 0.00% 105.17% 0.00% 0.00% 0.00% 0.00% 0.00% -5.18%

McDonaldRestaurant

$53,713,600

-$1,755,400

$0 -$40,400 $38,700 $4,698,700$40,999,30

0$1,275,900 $3,319,300 $4,913,900 $433,700 -$170,100

% of Change 52.87% -3.27% 0.00% -0.08% 0.07% 8.75% 76.33% 2.38% 6.18% 9.15% 0.81% -0.32%

Startbucks-

$2,334,100-

$1,229,100$0 $118,000

-$4,013,500

-$534,400 $6,989,100 $1,828,800 -$217,000-

$4,472,200$65,800 -$869,500

% of Change -9% 53% 0% -5% 172% 23% -299% -78% 9% 192% -3% 37%

DunkinDonuts

-$1,217,300

$0 $0 -$129,400 -$597,000-

$1,432,200$0 $271,600 $0 $0 $0 $669,600

% of Change -8% 0% 0% 11% 49% 118% 0% -22% 0% 0% 0% -55%


37/119

37


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ADVERTISEMENTS

Who is in the Ad- Ads in general are focused on food. Rarely has a person in actual advertisement.

Look of Ads- Ads are cohesive with minimalistic and rustic theme.

Music in Ads- soft, quaint and a bit energetic

Language of AdAds push you to want to go to Panera, reminds you that Panera is doing what best

for the customer by reassuring that there ingredients are fresh and that there socially responsible.

Themes- New Product, Freshness, Flavor, Social Responsibility

Suggestions- Focus more on food and inviting customer atmosphere versus their social responsibility.

38


39/119

COMPARISON

39

Panera should spend more in the online advertising department, based on market trends and the

technological development of society. They should also create more billboards and outdoor advertisements, or better place them.

Additionally, most of Dunkin Donuts advertisements are televised, so Panera should also try to run

a few ads on cable, not spot TV.

They have a good budget, they just need to reallocate their funds because their current

advertisement strategies are not working well.

No one we spoke to was able to identify ever seeing an as for Panera on any medium.


40/119

40


41/119

Product

Panera offers a wide range of choices Most customers come in for lunch or dinner but there is a breakfast menu as

well

Seasonal items

Price

About $10 for a total meal

Place

Over 1000 locations in USA and Canada

Open from 10AM8PM

Free WiFi

Promotion

MyPanera rewards program

You Pick Two

41

FOUR PS

P iProduct


42/119

Fresh Sandwiches

Chipotle Chicken Panini, Frontega ChickenPanini, Sierra Turkey sandwich

Pasta

Chicken Alfredo, Tortellini Alfredo, Pesto, Mac &Cheese

Pastries

Muffins, cupcakes, scones, brownies

Soup

Turkey Chili, Onion soup, Broccoli Cheddar

Drinks Coffee, Smoothies, Soda

42

Price

Prices vary on location*

Average sandwich price: $8

Average soup price: $5

Average special drink price: $3

Average pastries & sweets price: $3

Average Kids Meal price: $5

Place

1,777 locations in 45 states 13 locations in Canada

Open from 10:00 AM to 8:00 PM*

Open on most holidays (closed on

Thanksgiving & Christmas only)

Promotion

You Pick Two meal plan

Pick any two sandwich, pasta,

salad, or soup

MyPanera

Rewards program Offers deals and discounts

Free bakery-caf items

Invitations to special events

Recipe books

*These averages are based on New Yorks Panera

*Varies on Location

Product


43/119

43


44/119

Women Employed with completion of some college or more White

Expedian Marketing Services Spring 2011 NCHS Adult Study 12-months 44

Lifestyle Consumer

Food Lifestyle: Reformed traditional, variety on budget, & true foodies

Health and Well Being: Weight Reformers look for an easy and effective

way to improve health Retail Shopping: Virtual Shoppers, Upscale Clicks & Bricks, Status Strivers

Technological Consumers

Mobile World: Mobile Professionals, Social Connectors, Pragmatic Adopters

Technology Adoption: Apprentices Economic Outlook: Facing Challenges (realist), Confident Spenders

TV Product Placement: Noticers vs. Indifferent

Movie Product Placement: Noticers vs. Rejectors

Typical Customer


45/119

Expedian Marketing Services Spring 2011 NCHS AdultStudy 12-months

45

FOOD LIFESTYLE: 29% of Panera eaters realize

they should make healthier

choices in food rather thanconforming to eat what's

convenient. While 23% are

passionate about food and eat

fresh ingredients and

environmentally friendly

products.

HEALTH AND WELL BEING: Struggle with healthy food choices and try

to find an easy and effective way to improve

their health.

RETAIL SHOPPING: Knowledgeable consumers

who buy online or in-store

and go through ____ and also

enjoy keeping up with trends.

TV PRODUCT PLACEMENT:Feel that product placement in television shows

do no affect their shopping behavior and aredisengages when it comes to noticing or

remembering products.


46/119

Expedian Marketing Services Spring 2011 NCHS Adult Study 12-months 46

MOBILE WORLD: Mobile usage vary from

professional, entertainment

and basic functional matters.

However, throughout allgroups it's used as a

communication and

informational tool.

TECHNOLOGY ADOPTION: Internet is a source of information, commerce,

entertainment and means of connection with

others. Journeymen users are into cutting-

edge electronic devices but do not feel the

need to have the most newest technology.While apprentices are wiling to learn and

incorporate new technology and purchase

based on need rather than desire alone.

ECONOMIC

OUTLOOK: Aware of the economic

status in the US but

continue to makepurchases.

MOVIE PRODUCT

PLACEMENT:Only notice the branded goods and services,

otherwise product placement has either noeffect or a negative attitude is reflected of the

branded goods and services that are placed

into the context of movies


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47


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SUPPLIES

Panera operates 22 fresh dough facilities.

It supplies fresh dough products to all of its company-owned and

franchise-operated bakery-cafes located throughout 42 states in the US

and Ontario, Canada.

The optimal maximum distribution range is approximately 300 miles.

48

There are 1,777bakery-cafes in 45

states and inOntario Canada.

LOCATION MAP


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LOCATION MAP

http://www.google.com/maps/search/panera++google/@40.294997,-73.9921205,12z/data=!3m1!4b1 4

9

Majority of store locations are concentrated in the East of the United States. There

very few if not any in the west half of the United States. We can see that most

stores are in high DMA areas, because of that we would focus most of out

advertise those concentrated areas.


50/119

5

0


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MEDI OBJECTIVESUtilize the $25 million budget to increase brand awareness and

consumer purchases.Subtly reposition Panera Bread in order to make it seem moreappetizing, but also emphasize its healthy benefits.

Utilize media outlets that our target market most actively use orare aware of.

High levels of reach and frequency with a continuous schedulingflow

Continuous, advertised without gap and promotion time, usually infood ads

Frequency, because its an established company that needs brandrecognition in the market.

5

1


52/119

MEDI STR TEGYFocus advertising to working professionals, offering Panera Bread as a placethey can take a break.

Maintain a constant flow of advertisement, because our focus is lunch timefor professionals, which is not something that changes with seasonality.

Use television as the main media outlet because it has the most reach and isthe most expensive

Cable and network television programs that are most frequently viewed by ourtarget

Run advertisements year-round in magazines such as Good Housekeeping,People, and Time, which are most frequently read by our target

Purchase advertisements on websites with the highest indexes because theyare also cost efficient, but reach several consumers

Run radio advertisements in states with the highest population and mostPanera Bread locations

Allocated money does not seem sufficient enough to compete withcompetitors in media advertising.

5

2


53/119

5

3


54/119

DEMOGRAPHIC PROFILE

https://oneview.experian.com/main/# 5

4


55/119

T RGET UDIENCE N LYSIS

Lifestyle:

The typical adult 25-54 generally leads a

healthier lifestyle, which includes

maintaining a well-balanced diet and

exercising at least once a week.

Hobbies and Activities:

They enjoy spending time with their family,

exercise, watch TV, and browse the Internet.

They also always listen to the radio any time they

are in the car.

5

5


56/119

MALE / FEMALE 25-54 MEDIA ANALYSIS

7% more likely to read

newspapers

10% more likely to watch

TV

21% more likely to listen tothe radio

23% more likely to read

magazines

40% more likely to use the

internet

5

6

CONSUMER PROFILES


57/119

Female, who enjoys watching TV and traveling.

She watches HGTV to indulge this hobby. OtherTV channels include Bravo, Food Network, and

the Travel channel. Enjoys listening to the radio

while commuting for work. Exercises at least

three times a week. Prefers organic foods.

Male, tech savvy and a confident spender

who is aware of economic condition. Heloves new electronic gadgets and is

constantly surfing the web for either work

or social purposes. Loves to experiment

with different cuisines. Committed to

exercise and making the correct healthy

choices.

CONSUMER PROFILES

5

7

Age: 31

Location: California

Occupation: Nurse

Practitioner

Married Status: Yes

Children: Yes

Household Income:

$85,000

Age: 42

Location: New Jersey

Occupation: Marketing

Manager

Married Status: Yes

Children: Yes

Household Income:

$150,000+

SECONDARY PROFILE


58/119

SECONDARY PROFILE

5

8

Age: 26

Location: Texas

Occupation: HR

Consultant

Married Status: No

Children: No

Household Income:

$65,000

Age: 32

Location: Missouri

Occupation: Sales

Consultant

Married Status: Yes

Children: No

Household Income:

$55,000

Female, who enjoys reading magazines and

home dcor. She reads Oprah, Time, People

and Good Housekeeping. Enjoys listening to the

radio while commuting for work. Optimistic

about financial future but is currently

struggling. Food lifestyle varies on her budget.

Male, who enjoys the radio as he commutes

to work. Enjoys watching sports and

traveling. Facing challenges of the realizes of

the current economic situation. Poor food

decisions due to lack of income.


59/119

5

9


60/119

6

0

ONLINE ADVERTISING RATIONALE


61/119

ONLINE ADVERTISING RATIONALE

6

1

Through our research we have found that the majority of Panera Bread Co.

consumers are men and women 25-54. After further research we found that

the websites provided are based on the index of the consumers who we aretargeting.

The reason we advertised by the highest index was due to the fact that these

websites were cost efficient. Most of our ads will run on an impression base

through out the year. The others will run on a CPV (cost-per-view) and CPC

(cost-per-cost) format. We advertise consistently throughout the yearbecause Panera is open all year-round.

ONLINE ADVERTISING


62/119

ONLINE ADVERTISING

Top sites by index:

176 Expedia.com173 HuffingtonPost.com

172Ticketmaster.com

162 Amazon.com

159 WedMD.com

156 NYTimes.com151 WeatherChannel.com

150 Pandora.com

150 WallStreetJournal.com

140 Hulu.com

138 CNN.com136 Google.com

135 YouTube.com

123 Ebay.com

121 ESPN.com

6

2

BREAKDOWN OF ONLINE ADS


63/119

BREAKDOWN OF ONLINE ADS

6

3

GOOGLE CPC


64/119

Google

4,589,775 people potential

audience

Audience

Estimated 18246 - 30410

clicks per month.

Your ad will be shown topeople looking for Food

Service in New York,

New Jersey, Connecticut,

Pennsylvania, Maryland,

Massachusetts, Ohio,

Illinois, Virginia,Missouri, Wisconsin,

Texas, Oregon,

California, and Florida.

https://adwords.google.com/express/plus/Plus?__u=2562939307&__c=8866931587&url&sr&__g=109410265040418993925&__b=16180993#signup..srv 6

4

Budget

$1,096.48 per day (average)

$33,333.00 per month (maximum)

Total = $399,999.00

GOOGLE CPC

AMAZON CPC


65/119

AMAZON CPC

http://services.amazon.com/product-ads-on-amazon/pricing.htm?ld=AZPADSFooterAS 6

5

Computers

Accessorizes

Product Price Between $20.01 and $70.00-- $.35

(51946 clicks) = $18,181

Desktop and servers


(45453 clicks) = $18,181

Drives and storageProduct Price Between $50.01 and $200.00-- $.40

(45453 clicks) = $18,181

Laptops


(33057 clicks) = $18,181

Monitors


(36362 clicks) = $18,181

Networking and communications


(51946 clicks) = $18,181

Electronics

Cameras and Camcorders


(40403 clicks) = $18,181

Electronic accessories


(40403 clicks) = $18,181

GPS accessories


(45453 clicks) = $18,181

General electronics


(60604 clicks) = $18,181

MP3/portable device


(51946 clicks) = $18,181

TV


(24242 clicks) = $18,181

USB/Memory drive


(60604 clicks) = $18,181

Video player and recorders


(45453 clicks) = $18,181

Health and beauty

General healthy and beauty


(40403 clicks) = $18,181

Shaving/hair removal

Product Price Between $15.01 and $45.00 -- $.35

(51946 clicks) = $18,181

SportsExercise and fitness


(33057 clicks) = $18,181

General Sporting goods


(36362 clicks) = $18,181

Sports apparel


(72724 clicks) = $18,181

Grocery

General apparel


(60604 clicks) = $18,181Accessories


(60604 clicks) = $18,181

Underwear and intimate apparel


(60604 clicks) = $18,181

Clicks= 1,049,639 Total = $399,982

YOUTUBE CPV


66/119

YOUTUBE CPV

A daily budget of -- $400,000.00 will increase your video views by

approximately

160K+views/day

CPV= $5.00

https://adwords.google.com/video/SignupFlow?sourceid=awo&subid=ww-en_us-et-v_ads_yt_1index&utm_source=YT_Advertise&utm_campaign=advertise_header_nav&utm_medium=permanent&utm_term=1index-ww-hl-en_us&utm_content=run_button

6

6

THE WEATHER CHANNEL CPV


67/119

THE WEATHER CHANNEL CPV

http://www.weather.com/life/local-advertise-self-serve 6

7

Weather Channel- April 28, 2014-2015

$26,666.00-100 mile radius from (Albany, NY), (421) cities- 2,962,889 views

$26,666.00-100 mile radius from (Trenton, NJ), (910) cities- 2,962,889 views

$26,666.00-100 mile radius from (Hartford, CT), (579) cities- 2,962,889 views

$26,666.00-100 mile radius from (Harrisburg, PA), (525) cities- 2,962,889 views$26,666.00-100 mile radius from (Annapolis, MD), (466) cities- 2,962,889 views

$26,666.00-100 mile radius from (Boston, MA), (525) cities- 2,962,889 views

$26,666.00-100 mile radius from (Columbus, OH), (256) cities- 2,962,889 views

$26,666.00-100 mile radius from (Springfield, IL), (275) cities- 2,962,889 views

$26,666.00-100 mile radius from (Los Angeles, CA), (192) cities- 2,962,889 views

$26,666.00-100 mile radius from (Jefferson city, MI), (160) cities- 2,962,889 views

$26,666.00-100 mile radius from (Madison, WI), (231) cities- 2,962,889 views

$26,666.00-100 mile radius from (Austin, TX), (113) cities- 2,962,889 views

$26,666.00-100 mile radius from (Salem), (138) cities- 2,962,889 views

$26,666.00-100 mile radius from (Sacramento), (226) cities- 2,962,889 views

$26,666.00-100 mile radius from (Orlando, FL), (164) cities- 2,962,889 views

Total$399,990.00


68/119

QUARTERLY IMPRESSIONS

6

8

Websites Total Imp. Quarter 1 Quarter 2 Quarter 3 Quarter 4Ebay.com 2,900,357 725,089 725,089 725,089 725,089

WallStreetJournal.com 4,060,500 1,015,125 1,015,125 1,015,125 1,015,125WedMD.com 6,767,500 1,691,875 1,691,875 1,691,875 1,691,875

Hulu.com 11,601,428 2,900,357 2,900,357 2,900,357 2,900,357Expedia.com 16,242,240 4,060,560 4,060,560 4,060,560 4,060,560

ESPN.com 18,456,818 4,614,205 4,614,205 4,614,205 4,614,205HuffingtonPost.com

27,070,000

6,767,500

6,767,500

6,767,500

6,767,500

Ticketmaster.com 27,070,000 6,767,500 6,767,500 6,767,500 6,767,500

NYTimes.com 50,756,250 12,689,063 12,689,063 12,689,063 12,689,063Pandora.com 59,277,372 14,819,343 14,819,343 14,819,343 14,819,343

CNN.com 152,650,375 38,162,594 38,162,594 38,162,594 38,162,594Websites Total CPC Quarter 1 Quarter 2 Quarter 3 Quarter 4

Google.com 291,935 72,984 72,984 72,984 72,984Amazon.com 1,049,639 262,407.25 262,407.25 262,407.25 262,407.25

Website Total CPV Quarter 1 Quarter 2 Quarter 3 Quarter 4YouTube.com 960,000 240,000 240,000 240,000 240,000Weather.com 44,443,335 11,110,833.75 11,110,833.75 11,110,833.75 11,110,833.75


69/119

6

9

RADIO ADVERTISING RATIONALE


70/119

http://www.rab.com/whyradio/images/Full_Fact_Sheet_V2.pdf 7

0

Radio advertising for Panera Bread has a valuable contribution to the

marketing plan. Our target has a large reach within listed formats:

We chose to advertise in the highest populated states with the mostPaneras in service.

Men and women, age 25-54, listen to the radio heavily during:

Working consumers listen to the radio during the morning and evening

commute

While stay at home consumers listen to the radio during afternoon

We will run ads twice a week during these hours for CA, CT, TX, IL, MO, MI,

OH, PA, IN and FL

We chose not to advertise in NY because they have the highest rates for

radio ads

Majority of the people who commute from NY take public transportation

Format Audience ReachAdult Hits (Jack) 76.4%

Classic Rock 71.4%Rock 69.0%

Spanish 68.7%Adult Contemparary 68.3%

Hispanic 66.9%All Sport 63.8%

Variety/Other 63.3%Lite Rock 60.7%

Age 25-54 6-10am 10am-3pm 3-7pm

men 80% 84.60% 86%

women 80.10% 86% 86.50%

FormatAudience

Reach

NJ=

$1405/30sec

CT=

$279/30secIL=$362/30sec

TX=$264/30se

c

CA=$225/30se

c

FL=$203/30se

c

MO=$106/30s

ec

MI=$112/30se

c

OH=$198/30s

ecPA=$88/30secIN=$88/30sec


71/119

Adult Hits

(Jack)76.4%

WCBS-FM-

101.1

WHCN-FM-

105.9WKIE-FM-92.7

KHJK-FM-

103.7KQJK-FM-93.7 N/A

KLOU-FM-

103.3

WDRQ-FM-

93.1=$245/30

sec

WGRR-FM-

103.5=$101/3

0sec

WRRK-FM-

96.9

WJJK-FM-

104.5

Classic Rock 71.4%WAXQ-FM-

104.8

WCCC-FM-

106.9

WLUP-FM-

97.9

KISS-FM -

99.5=$81/30s

ec

KSEG-FM-96.9WHTQ-FM-

96.5

KKLH-FM-

104.7=$20/30

sec

WBFX-FM-

101.3

WNCX-FM-

98.5

WDVE-FM-

102.5N/A

Rock 69.0%WXRK-FM -

92.3N/A

WKQX-FM-

101.1KTBZ-FM-94.5KRXQ-FM-98.5

WOCL-FM-

105.9KSHE-FM-94.7

WGRD-FM-

97.9

WEBN-FM-

102.7=$101/3

0sec

WYSP-FM-

94.1=$383/30

sec

WFBQ-FM-

94.6

Spanish 68.7%WADO-AM-

1280N/A

WCKG-FM-

105.9

KRIO-FM-

104.1=$81/30

KBAA-FM-

103.3

WOTS-AM-

1220N/A N/A N/A N/A N/A

Adult

Contemparary

68.3%WBLS-FM-

107.5

WKND-AM-

1480

WILV-FM-

100.3

KHMX-FM-

96.5

KGBY-FM-92.5

WLYF-FM-

101.5=$194/3

0sec

KMJM-FM-

104.9

WDMK-FM-

105.9=$245/3

0sec

WDOK-

FM102.1

WAMO-AM-

860

WTLC-FM-

106.7

Hispanic 66.9%WCAA-FM-

105.9WLAT-AM-910

WNTD-AM-

950KEYH-AM-850KBBU-FM-93.9

WPRD-AM-

1440N/A

WMJH-AM-

810N/A

WEMG-AM-

1310=$383/30

sec

WNTS-AM-

1590

All Sport 63.8%WEPN-AM-

1050

WPOP-AM -

1410

WMVP-AM-

1000

KBME-AM-

790

KCTC-AM-

1320

WQAM-AM-

560-

$194/30sec

KFNS-AM-590WBBL-AM-

1340

WLW-AM -

700=$101/30s

ec

KDKA-AM-

1020

WNDE-AM-

1260

Variety/Other 63.3%WKDM-AM-

1380N/A

WCFJ-AM-

1470KREH-AM-900 N/A

WLQY-AM-1320=$194/30

sec

KDHX-FM-

88.1WYCE-FM88.1

WRUW-FM-

91.1N/A WJEL-FM-89.3

Lite Rock 60.7% N/A N/A WLIT-FM-93.9

KISS-FM-

99.5=$81/30s

ec

KWOD-FM-

106.5

WMMO-FM-

98.9

KEZK-FM-

102.5

WKLQ-FM-

107.3

WKRK-FM-

92.3

WLTJ-FM -

92.9

WYXB-FM-

105.7

TOTAL

1,688,248

1/month-

168,600

2/day

1/week=

145,080

338,832 190,008 187,200 166,088 68,224 120,848 113,880 125,424 64,064

71


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7

2

TV SELECTION RATIONALE


73/119

7

3

We chose the following cable services based on the index in MRI. Through our research, we found that out

of all the cable services; HGTV, Bravo, Food Network, TLC, Travel Channel, and E! were the highest indexed.

We decided to choose Bravo as our main network to advertise on because it gave us the best value, as it

has high coverage and a decent CPM. It makes sense to run the whole year on E! and Food Networkbecause people watch both these channels all year. We also chose to air our commercials during Q1 & Q4

because that is when our audience watches the most TV.

ESPN was chosen because of the upcoming FIFA World Cup, which has a very large reach. MSNBC was

chosen because it is number two in prime time news, as well as a very high index.

Our audience is also avid travelers, into home remodeling/interior design, likes to dine out, and likes toread books. These hobbies correlate perfectly with the networks we have chosen.

Regarding the Special Events, while costly, they have very high reach. We have chosen the Super Bowl and

the Oscars, two of the bigger events of the year.

WHY CABLE TV?


74/119

WHY CABLE TV?

Cable TV has a very high reach as

70% of the USA have Cable TV.We also receive a national

audience and it is easier to

target certain viewers.

While broadcast TV reaches a lotof people, it is very costly and

has had a decline in ratings.

Local TV has too small of a

market to use.

http://preps.tampabay.com/features/media/television-viewers-shifting-from-broadcast-networks-to-cable/2108131

7

4

CABLE TV SPENDING


75/119

7

5

NETWORK INDEXIMPRESSIO

N (25-54)COVERAGE

(25-54)CPM

# OfRUNS

TOTAL

BRAVO 133 225.8 67% $4,516 360 $1,625,760

E! 137 188.3 62% $3,766 156 $587,496

FOOD 127 299.4 59% $5,988 156 $934,128

HGTV 155 309.5 50% $6,190 78 $482,820

MSNBC 124 155.3 34% $3,106 180 $559,080

TLC 122 242.4 54% $4,848 78 $378,144

ESPN 101 597.6 62% $11,952 40 $478,080

TRAVEL 129 140.4 69% $2,808 78 $219,024

TOTAL $5,264,532

Index from MRI 2013

SPECIAL EVENTS SPENDING


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EVENT HH RATING IMPRESSION(25-54)

UNITS TOTAL

OSCARS 14.3 225.8 30 Seconds $1,500,000

SUPERBOWL 47 188.3 30 Seconds $4,000,000

TOTAL $5,500,000

http://innopac.pace.edu/search/t?SEARCH=thumbnail+media+planner

TV VIEWING TIME BY AGE DEMOGRAPHICS


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For adults aged of 25+ the most TV viewing takes place in the First andFourth Quarter

http://www.marketingcharts.com/wp/television/are-young-people-watching-less-tv-24817/

GRP TOTALS FOR T.V.


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NETWORK REACH (%) FREQUENCY GRPs

BRAVO 67.1 360 24156.0

E! 61.7 156 9625.2

FOOD 59.4 156 9266.4

HGTV 49.7 78 3876.6

MSNBC 33.8 180 6084.0

TLC 54.4 78 4243.2

ESPN 62.0 40 2480.0

TRAVEL 68.5 78 5343.0

TOTAL 65206.4

http://tvbythenumbers.zap2it.com/2013/02/05/cbss-super-bowl-sunday-delivers-108-5-million-viewers-the-most-watched-night-of-primetime-television-since-the-advent-of-people-meters-in-1987/168251/

EVENTS REACH (%) FREQUENCY GRPs

OSCARS 57 1 57

SUPERBOWL 75 1 75

TOTAL 132

WHY MSNBC?


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WHY MSNBC?

7

9http://www.mediaite.com/tv/q3-2013-cable-news-ratings-fox-1-overall-msnbc-2-in-primetime-cnn-2-

in-total-day/

The Rachel Maddow Showwas the highest-rated show interms of total viewers (734K) and the demo (204K) for MSNBC,

and the only show on the network to break the top 10 for thedemo in Q3.

#2 in PrimetimeAlthough the the network has a low coverage it was ranked #2 inprimetime news and has a high index for Panera users.

WHY ESPN?


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WHY ESPN?

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In 2010, the opening game alone, between Mexico and SouthAfrica, attracted 5.4 million Total Viewers and 3.2 million viewersamong the all important demo of Adults 18-49

http://tvbythenumbers.zap2it.com/2010/06/13/record-breaking-2010-fifa-world-cup-opening-day-on-univision/53939/

CABLE AIRTIME BREAKDOWN


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Bravo (360 Runs)30 sec spot that will run 3 times every day From Nov1-Feb28 during prime time.

E! (156 Runs)

30 sec spot that will run 3 times every Sunday for one year during prime time.

Food Network (156 Runs)30 sec spot that will run 3 times every Sunday for one year during prime time.

HGTV (78 Runs)30 sec spot that will run 3 times every Sunday during Q1 & Q4 during prime time.

MSNBC (180 Runs)30 sec spot that will run 3 times every day From Aug1-Sept30 during prime time.

TLC (78 Runs)30 sec spot that will run 3 times every Sunday during Q1 & Q4.

ESPN (40 Runs)A 30 sec spot that will run nationally for the last 10 Final games 4 times per game.

TRAVEL (78 Runs)30 sec spot that will run 3 times every Sunday during Q1 & Q4 during prime time.

http://www.hgtvadsales.com/AboutUs/research.pdf


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Magazine TotalsTotal Spend: 6,480,395Reach: 94.4%Total GRP: 429

Average EffectiveFrequency: 4.25

8

MAGAZINE SELECTION RATIONALE


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MAGAZINE SELECTION RATIONALE

Through our research we find that 84.6% of

our target audience avidly read magazines,most of those readers being women and/orparents.

We choose the advertise in the followingmagazines based on a comparison of Indexand Coverage/Reach found in MRI. Though

there were magazines with a higher Index,the coverage ranged from 1-7%. Due to thebudget we wanted to make sure that eachmagazine reader was reached at least 3times.

Budgeting allowed us to have at least one 2nd

cover ad placement on Parents magazine.

Also taken into consideration is the pass-along rate that these magazines generate.

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Magazine Rate Base

Cost per 4-color full

page(bleed)

CPM Index # of pages Total

Real Simple 1,975,000 $208,700 $105.67 239 3 $626,100

O, The OprahMagazine

2,350,000 $159,185 $67.74 152 3 $477,555

Good

Housekeeping4,300,000 $426,730 $99.24 136 3

$1,280,190

People 3,600,000 $352,000 $97.78 134 3$1,056,000

Family Circle 4,000,000 $316,600 $79.15 131 3 $949,800

Parents 2,200,000 $198,180 $90.08 128 3$594,540

Time 3,250,000 $353,000 $108.62 118 3$1,059,000

NationalGeographic

3,500,000 $227,500 $65.00 116 12 $209,300

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Rate 2nd Cover # of


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MagazineRateBase

2 Cover4-color

CPM Index# of

pagesTotal

Parents 2,200,000 $227,910 $103.60 128 1 $227,910

$6,480,395

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Compositio


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Magazine GRP Reach% FrequencyCompositio

nCoverage

Real Simple 23 7.8 3 25 7.8

O, The OprahMagazine

23 7.8 3 15.9 7.8

GoodHousekeeping

36 12.1 3 14.2 12.1

People 73 24.4 3 14 24.4

Family Circle 30 10 3 13.7 10

Parents 32.4 8.1 4 13.4 8.1

Time 27 8.9 3 12.3 8.9

NationalGeographic

184 15.3 12 12.1 15.3

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Real Simple


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Issue Closing Date On-Sale Date

August (Food) 5/30/14 7/18/14

October(Halloween &Month of Dinners)

8/1/14 9/19/14

March (Beauty) 12/20/14 2/7/15


May (The BodyIssue)

2/21/15 4/15/15

July (UpgradeYour Life/SummerReading)

4/25/15 6/17/15

February(Adventures inWellness)

11/22/14 1/21/15

O, The Oprah Magazine

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I Cl i D t O S l D t

Good Housekeeping


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July 14 (Celeb

Chef Special #2 )

6/9/14 7/4/14

March 24 (CelebChef Special #1)

2/17/15 3/14/15

March 17(Oscar) 2/3/15 3/7/15

People


August 5/15/14 7/15/14

October 7/15/14 9/9/14

February 11/15/14 1/14/15


September 6/16/14 8/12/14

January 10/15/14 12/10/14

February 11/15/14 1/7/15

Family Circle

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April (Food) 3/14/14 4/4/14

June (Tech and

Food)

5/23/14 6/13/14

March (Health,Wellness/Food)

2/28/15 3/21/15


April 1/17/14 3/11/14June 3/18/14 5/13/14

November 8/15/14 10/7/14

January 10/18/14 12/10/14

Time

Parents

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National Geographic


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April 2/3/14 3/25/14

May 3/3/14 4/29/14

June 4/1/14 5/27/14

July 5/1/14 6/24/14

August 6/2/14 7/29/14

September 7/1/14 8/26/14October 8/1/14 9/30/14

November 9/2/14 10/28/14

December 10/1/14 11/15/14

January 11/1/14 12/31/14

February 12/2/14 1/28/15

March 1/2/14 2/25/15

National Geographic

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TOTAL MEDIA PLAN BUDGET


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BUDGET

Actual Projected %

INTERNET $6,066,825 $6,000,000 24%

CONSUMER MAGAZINES $6,480,395 $6,500,000 26%CABLE TV :30 $5,264,532 $5,300,000 21%

NETWORK TV $5,500,000 $5,500,000 22%

RADIO :30 sec $1,688,248 $1,700,000 7%

Total $25,000,000 $25,000,000 100%

The budget was allocated similarly towhat Panera has done in the past years.

We removed outdoor and newspaper

because research proves they are no

longer as effective as they used to be.

Research also proves that our consumers

are heavy internet users, TV watchers,magazine readers and radio listeners.

TV has the highest spending because it is

the most expensive but also has the

largest reach and we wanted to make

sure they were exposed at an effective

frequency.


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LAYOUT


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Key InsightPanera Bread is lacking consumer awareness that is necessary for their sales to grow to their highest potential,especially within the generation y.All of our research points to show that 25-54 year old are into health, Panera Bread has that platform but many 25-54 year old are less likely to try new restaurants without intent.

MessagePanera Bread is the best place to go for lunch. Panera Bread uses fresh ingredients and has a warm atmosphere tofeel like your eating a meal at home.

ToneWarm, Inviting, Healthy, Delicious, Freshness, Social Responsibility

Campaign TaglineLunch Time, My Time ; Feed your ME time

Brand TaglineLive Consciously. Eat Deliciously

Reasons to BelieveQuality- Remind customers that Paneras ingredients are the freshest and to reinsure our environmentalconsciousness

Pleasant Interior- Show consumers this is where you want to take your lunch break, its like being at home therescozy couches and even real silver wear when your here to dine.

Positioning StatementWith Paneras high quality ingredients and homey atmosphere more busy people in the 25 -54 demographic will wantto dine at Panera Bread.

PRINT AD


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Headline

Lunch Time, My Time

Copy

Gen Y enjoying a meal at Panera Bread

Integration For Promotions

QR code, which links you to full commercial on YouTube.

Image

Uses a wide array of people in Target Market such as businessmen and mothers in differentscenarios in Panera restaurant leisurely enjoying lunch. Also be promoting new soup, salads,

pastries and sandwiches.

Tagline

Lunch Time, My Time is associated and continues with Panera Breads vision of Live Consciously.

Eat Deliciously

Call to Action

The Ad encourages readers to want to try our food. Make them feel as though Panera Bread is a

warm friendly place where they could not only just eat lunch but truly enjoy there lunch.

Encourage consumer to try our new products.


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TV COMMERCIAL


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Feed Your Me Time

Scene 1The commercial opens with a stressed out business person at work. Scramblingthrough papers answering phone calls etc.

Scene 2

She/he walks in a restaurant and order foods

Scene 3

He or She sits down and bites into sandwich or salad

Scene 4

He or She gets taken to there ultimate relaxing place ie. a scenic farm or a

calming beach

Scene 5/6

Zoom out of Panera Bread and relaxing place with headline saying Feed YourMe Time

COMMERCIAL


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Scene 1Scene 2

Scene 3

Scene 4Scene 6Scene 5


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R TION LEIf the budget were to allow, we would recommend outdoor advertisement in these

cities. Our basis for selecting these cities to advertise in was the number of Paneralocations in the vicinity. Based on our budget, prices, advertisement options, and

estimated levels of TRP, we decided to it would be important purchase more space in

certain areas than in others.

Those areas are based on where there are the most Panera Bread locations.

Some areas, such as San Diego and Orlando, were too expensive to advertise all yearround, so we emphasized the billboards in those areas during the summer time, to

focus on the summer specials.

Despite many beliefs that outdoor advertising is ineffective, this article from The

New York Times proves otherwise.

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OUTDOOR DVERTISINGTarget Rating Points (TRP) The total number of in-market impressions from a

target audience delivered by an OOH campaign expressed as a percentage of amarket population.

Bulletin ads impact our increasingly mobile population. Bulletin Billboard signs

are the perfect point-of-purchase media. Month-long presence and

tremendous visibility allow Billboard advertisements to impact commuters.

Affixed to buildings and visible from a distance, Wallscape Billboard ads

provide maximum impact, offering the high-impact advertising Billboards are

known for in major metro areas. Wallscapes vary in size, providing many

creative options for your Billboard signs.

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OUTDOOR


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Poster: Highly visible to vehicular traffic, these billboard ads bring your message to a

more local audience. Achieve dramatic impact and frequency with multiple units

strategically located to maximize your billboard advertising objectives.

Spectacular consists of unique opportunities in the major downtown metro areas

and the highest traffic choke points. With units located in the top markets, these

overwhelming structures will turn your brand into a staple of the city's scenery.

LED signs have streamlined the Outdoor advertising industry. With messages that are

easily changed, you can display different ads at different times of the day

during your electronic advertising campaign, making your message not only relevant

but timely.

1

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City Cost

LA $274,000


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San Diego $264,400

San Francisco $264,000

Hartford $256,000Jacksonville $222,000

Miami $288,000

Orlando $264,000

Tampa Bay $259,200

Atlanta $216,000

Chicago $258,000

Boston $264,696

Columbus $240,000

Philadelphia $246,744

Houston $216,000

Las Vegas $462,000

New York (5 Boroughs) $525,000

TOTAL: $4,520,040 1

04

CBS

OutdoorAds

BRE KDOWN BY CITY


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LA: $274,000

1 Bulletin (TRP1.7/week): $10,500 (4 weeks) x 12 = $126,000

1 Spectacular: $11,500 (4 weeks) x 12 = $138,000

San Diego: $264,400

18 Posters (TRP63/week): $16,000 x 12 = $194,400

7 Bulletins (TRP75/week): $70,000 for June

San Francisco: $264,000

1 Bulletin (TRP3.8/week): $7,500 x 12 = $90,000

1 Wallscape: $14,500 x $12 = $174,000

Hartford: $256,000

Digital Billboards: $6,000 x 12 = $72,000

Bulletins (Hartford Metro, TRP23.6/week): $6850 x 12 = $82,000

Bulletins (TRP1.7/week): $8,500 x 12 = $102,000

105

BRE KDOWN BY CITY


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Jacksonville: $222,000

5 Bulletins (TRP58/week): $18,500 x 12 = $222,000

Miami: $288,000

8 Bulletins (TRP51/week): $36,000 x 8 = $288,000

Orlando: $264,000

5 Bulletins (TRP19.5/week): $19,000 x 12 = $228,000

2 LED Displays for 3 months: $18,000 x 2 = $36,000

Tampa Bay: $259,200

12 Bulletins (TRP3.9/week x 12 = 46.8/week): $1,800 x 12 = $21,000 x 12 =$259,200

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BRE KDOWN BY CITYA l $216 000


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Atlanta: $216,000

3 Bulletins (TRP5.6/week x 3 = 16.8/week): $6,000 x 12 = $72,000 x 3 = $216,000

Chicago: $258,000

2 Bulletins (TRP3.7/week x 2 = 7.4/week): $5,000 x 12 = $60,000 x 2 = $120,000

Digital Poster: $6,500 x 12 = $78,000

LED Displays: $5,000 x 12 = $60,000

Boston: $264,696

1 High-end Bulletin: $19,900 x 12 = $238,800

1 Average Bulletin: $2,158 x 12 = $25,896

Columbus, OH: $240,000 10 Bulletins (TRP58.2/week): $20,000 x 12 = $240,000

107

BRE KDOWN BY CITY


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Philadelphia, PA: $246,744

1 Bulletin (TRP6.4/week): $6,520 x 12 = $78,240

1 Perm/Spectacular: $7,021 x 12 = $84,252 x 2 = $168,504

Houston, TX: $216,000

3 Bulletins (TRP6.4/week x 3 = 26.7): $6,000 x 12 = $72,000 x 3 = $216,000

Las Vegas: $462,000 6 Bulletins (TRP70/week): $22,500 x 12 = $270,000

4 Bulletins (TRP for 223/week x 2 = 46/week): $8,000 x 12 = $96,000 x 2 = $192,000

NYC 5 Borough: $525,000

15 Bulletins 4-25 WEEK RATE (TRP42/week): $262,500 x 2 = $525,000

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SOCIAL MEDIA MARKETING


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1. 94% of all businesses with a marketing

department used social media as part of

their marketing platform

2. Almost 60% of marketers are devoting the

equivalent of a full workday to social media

marketing development and maintenance

3. 43% of people aged 20-29 spend more than

10 hours a week on social media sites

4. 85% of all businesses that have a dedicatedsocial media platform as part of their

marketing strategy reported an increase in

their market exposure

5. 58% of businesses that have used social

media marketing for over 3 years reported

an increase in sales over that period

Bosari, J. (2012, August 8.). The developing role of social media in the modern business world. Forbes Magazine. Retrieved fromhttp://www.forbes.com/sites/moneywise women/2012/08/08/the-developing-role-of-social-media-in-the-modern-business-world109


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WHY WERE NOT ADVERTISING IN

NEWSPAPERS


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NEWSPAPERS

111

Television advertising is a prominent

source to reach the masses for an

advertiser. Local television stations

reach out beyond the normal circulation

area that most newspapers reach.

The newest numbers on newspaper circulation,

released Monday by the Audit Bureau of

Circulations, paint a dismal picture for an industry

already feeling the pressures of an advertising

slump coupled with the worst business downturn

since the Great Depression.

The ABC data estimate that 30.4 million

Americans now pay to buy a newspaper Monday

through Saturday, on average, and about 40

million do so on Sunday. These figures come from379 of the nation's largest newspapers. In 1940,

41.1 million Americans bought a daily newspaper,

according to the Newspaper Association of

America.

U.S. newspaper circulation has hit its lowest level in

seven decades, as papers across the country lost 10.6

percent of their paying readers from April through

September, compared with a year earlier.

""Newspapers have ceased to be a mass medium by

any stretch of the imagination,"" Mutter said.

According to his analysis, which includes the

circulation of all 1,400 daily U.S. newspapers, only 13

percent of Americans, or about 39 million, now buy a

daily newspaper, down from 31 percent in 1940.

In 2012, newspapers lost $16 in

print ads for every $1 earned in

digital ads. And it's getting

worse, according to a new

report by Pew. In 2011, the ratio

was just 10-to-1.

http://www.cabrillo.edu/~dambrosini/50Web/classsessions/session4radio.htmhttp://www.publishers-edge.com/index_files/Paper_vs_TV.htmhttp://www.theatlantic.com/business/archive/2013/03/this-is-the-scariest-statistic-about-the-newspaper-business-today/274125/

http://www.nytimes.com/2006/12/12/world/americas/12iht-brazil.html?_r=1&http://www.washingtonpost.com/wp-dyn/content/article/2009/10/26/AR2009102603272.html

LIST OF NEWSPAPERS CONSIDERED


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NNN TOP 10 (Daily) Index:134

NNN TOP 25 (Sunday) Index: 137The detailed list of newspapers can be found on the appendix.

112

Superior Online Advertising


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Accenture Pulse of Media Masterinf DIsruption In The Digital World.pdf113

Online Vs. Newspaper


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Although the index and coverage for newspapers were high, the

news is being viewed more via digital devices

The growth in technology has caused more readers to avoid hardcopy newspapers and juts pull up the article online

114

p p

AND OUTDOOR


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http://boiseradioadvertising.com/boise-outdoor-billboard-advertising.php

115

The 4th Largest City In The World Has

No Outdoor Advertising. Come the new

year, this city of 11 million,overwhelmed by what the authorities

call visual pollution, plans to press the

"delete all" button and offer its

residents unimpeded views of their

surroundings.

Although these technological

advances are promising,

currently outdoor advertising

still lags other forms ofconsumer interaction.

The very nature of outdoor advertising

demands that the commercial message be

brief and relatively simple. Therefore, it is

difficult to communicate product details,

competitive advantages, and specific

consumer benefits. Billboard companiesgenerally recommend no more than seven

words on a billboard, or people speeding

by will not have time to read the

message.

Inflexible: Once a message is up, it generally stays up through the

duration of the contract, even if the advertiser's needs have

changed. In addition, printing a new message is expensive,

possibly taking weeks to produce and days or weeks to have it

displayed.

Ugly Image: Because of growing

environmental concerns, many

communities have eliminated, reduced,

or limited the volume and placement ofoutdoor advertising.

There can be some uncontrollable factors like harsh weather and

vandalism that can damage your billboard, although, chances of

vandalism are less likely in traditional billboards that are several

feet above the ground. Also, if the site of your billboard is blocked

by a tree or a branch, it will hinder its visibility. Again, this is less

likely because all obstacles are generally removed when the ad is

put up on the billboard. If you are looking to target a specific

target group, billboards is not for you. It does not cater to a

specific segment of the market. Another disadvantage is that you

cannot ascertain whether your billboard has successfully drawn

new customers. Even though a huge space is available for

advertisement, it only gives a short message that must make a

strong impact on prospective customers to stimulate sales.


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MEDI SPENDING FLOW CH RT


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panera bread media plan

Documents

media analysis

media objectivesstrategy

media strategy

social media

ad media spending

total media spending

origin of panera

total media budget