This document provides background information on eyewear brand Warby Parker. It discusses the company's founding in 2010 by four graduates, its direct-to-consumer business model that cuts out middlemen, product lines, and expansion. A SWOT analysis identifies strengths like low costs and social consciousness, weaknesses like limited product selection, and threats like common business model replication. The target audience is identified as Gen Z, who prioritize brand authenticity and sustainability.

1. Page 1
MAY 2022
Integrated
Marketing
Communications
Plan
Abbey Dennis
Presented by

2. Page 2
CONTENTS
13
9
16
21
24
26
27
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3
8

3. Executive Summary
From the moment the Warby Parker site went live, it was clear that
founders, Neil Blumenthal, Andrew Hunt, David Gilboa, and Je
ff
rey Raider,
had created a lifestyle brand that really resonated with a generation. In less
than one month, the online prescription eyeglass retailer sold out of
everything and accumulated a waiting list of over 20,000 eager customers.
Millennials
fl
ocked to the brand, turning an obscure Jack Kerouac reference
into a household name. Twelve years later, the brand has grown to o
ff
er
more than just glasses, they are now a one-stop-shop for glasses and
contacts, and they even o
ff
er exams. Warby Parker has changed how
consumers shop for glasses, initially, fans of the brand could only get their
hands on the glasses via the Warby Parker website, but now customers
shop and get exams online, via their app, or at one of over 160 brick and
mortar locations.
Despite its unprecedented growth in a market primarily controlled by
one mega-corporation, Warby Parker has remained dedicated to the ideals
on which it began, putting the customer
fi
rst. They achieve this by
controlling every part of the glasses production process from design, to
manufacturing, to selling, ensuring that they are o
ff
ering the best quality
products at the lowest prices. Warby Parker has also maintained their
commitment to giving back, for every pair of glasses sold they give one to
someone in need, and to date, have donated over 10 million glasses,
worldwide. The company’s good deeds don’t stop there, they have
remained carbon neutral throughout the whole process. It is clear this brand
always has its eyes on the future.
Notorious for being future-focused, Gen Zers, are de
fi
ned by a set of
values not dissimilar to those of Warby Parker. The younger generation will
appreciate the company’s focus on the environment, working to create a
better world for future generations. Not just looking ahead, but also looking
outward, the brand’s philanthropic endeavors have created a brand that
Zoomers can feel good about supporting. Warby Parker’s altruism isn’t the
only thing that will woo Gen Zers into opening their wallets, the company
appeals to their frugality and practicality by o
ff
ering budget-friendly frames
that still allow the wearer to express individualism. As outlined in this plan
there is no limit to the good that Gen Z and Warby Parker can do together.
Page 3

4. Company Background
Warby Parker was founded in 2010 by four graduate students
attending the Wharton School of Business at the University of Pennsylvania.
Friends Neil Blumenthal, Andrew Hunt, David Gilboa, and Je
ff
ery Raider
pioneered the eyewear industry not just by selling glasses online but also at
a fraction of the cost of their competitors, with their lifestyle brand, Warby
Parker. Blumenthal was the director of VisionSpring, a nonpro
fi
t that helps
get glasses to those in third-world countries (Behance, 2020). He had a bit
of knowledge of how the industry works and knew that it was being
controlled by a monopoly, keeping prices arti
fi
cially high for consumers
(Forbes). The group developed a direct-to-consumer model that cuts out the
middle man. Warby Parker discovered that they could control consumer
costs by maintaining control over the process from design to manufacturing
to retail (Herman, 2019).
Blumenthal and cohorts surmised that the customer would be the key
to their success and set out to build a company that put the customer's
needs
fi
rst. They identi
fi
ed that the number one concern of customers, and
priority for Warby Parker, was design; consumers want to buy a product that
makes them look and feel good. The secondary focus then fell on o
ff
ering
the best price possible, using e-commerce and a direct-to-consumer model.
The third area of focus for Warby Parker was the company's global impact;
they founded the company in partnership with a nonpro
fi
t that donates a
pair of glasses, for each pair that they sell (Behance, 2020).
“Warby Parker was founded with a rebellious spirit and a lofty
objective: to o
ff
er designer eyewear at a revolutionary price while leading
the way for socially conscious businesses.” (Burke, 2022). To ensure they
are living its mission statement, the company prides itself on its core
operating values, which they refer to as its ground rules. The
fi
rst rule, “Treat
customers the way we’d like to be treated” (Warby Parker, n.d. -a) re
fl
ects
the company’s dedication to its customers. Warby Parker wants to o
ff
er the
most fashionable product, at the best quality, and at the lowest prices. Next,
they aim to “Create an environment where employees can think big, have
fun, and do good” (Warby Parker, n.d. -a) To foster growth, the founders of
Warby Parker aim to show that they value the quality of life for its over 2000
employees. They strive to achieve this by creating an inclusive atmosphere,
Page 4

5. “one where everyone is given equal voice and ideas are respected and
considered with the same weight as everyone else’s." They don’t, “want
their sta
ff
to feel they have to pretend to be something they're not when
they come to work and, if they do feel that way, Warby Parker wants to know
why” (WRB Insights, n.d.). The third rule at Warby Parker is, “Get out there”
(Warby Parker, n.d. -a). This re
fl
ects their focus on community service and
ensures that the company is giving back through avenues such as; giving
away eyewear, sponsoring
community events, and
ensuring their factories
operate under fair working
conditions. The
fi
nal ground
rule that Warby Parker
operates under is that “Green
is good” (Warby Parker, n.d.
-a). The company published a
2020 Impact Report that
outlined its e
ff
orts in this area
and reported that they have a
neutral carbon footprint, one
of the few eyewear companies
to do so (Warby Parker, n.d. -b).
In 2015, just
fi
ve years
time, the e-commerce lifestyle
brand was valued at $1.2
billion (MacMillan, 2015). And
by October 1, 2021, just a
week after going public,
Warby Parker’s value was at
$6 billion. (Johnston, 2021).
Though the company su
ff
ered
some losses due to the global
pandemic, in 2021 they
managed to achieve growth in
several areas. For instance, in
2021 Gross pro
fi
ts grew by
37% to $317.7 million, and their
Page 5

6. consumer base increased by 21.5% totaling 2.2 million active customers.
Warby Parker currently occupies about 1% market share of the $160 billion
eyewear industry. The company’s 2022 focus is on increasing that
percentage of market share by o
ff
ering new product lines and by doing
business in additional spaces. (Warby Parker, n.d. -c).
Warby Parker has expanded beyond its 2010 original o
ff
ering of
prescription eyeglasses. Currently, the Warby Parker lifestyle brand
encompasses
fi
ve product lines. Sticking to their roots, they still o
ff
er a line
of prescription glasses, but additionally, they now have a line of sunglasses,
as well as their own line of contact lenses branded under the name, Scout.
Their accessories line o
ff
ers customers items to store and maintain their
Warby Parker prescription glasses and sunglasses. Consumers can access
and purchase these products from the company’s website, via the Warby
Parker app, or at their nationwide chain of brick and mortar locations. The
most recent addition to the brand is eye exams at locations across the
United States and Canada as well as via an app (Warby Parker, n.d. -d).
Hundreds of millions of people around the world are in need of
corrective lenses and even more wear sunglasses, creating a large market
of potential customers for Warby Parker. However, focusing on those most
likely to become customers of Warby Parker allows for a more focused
demographic. Gen Z is the generation most likely to purchase products
online, and 54% of adults 18 - 34 have made purchases via social media
(Brophy & Aviso, 2022), making this a target demographic for Warby Parker.
Putting a focus on passing value along to the consumer means that those
who shop based on price or value will
fi
nd the most appeal in this company.
“The business Model of Warby Parker allowed the brand to showcase itself
as a lifestyle choice and a quirky hip fashionable brand” (Joshi, 2021) which
serves to also attract the emerging market of Gen Z shoppers as they
continue to enter adulthood (Brophy & Aviso, 2022).
With its inception, Warby Parker set out to take on eyewear giant,
Luxottica, who is behind brands such as; LensCrafters, EyeMed, Sunglasses
Hut, Ray-ban, and others, totaling 80% of major eyewear brands on the
market (Swanson, 2022). Warby Parker pioneered the online eyeglasses
marker but now operates with
fi
erce competition from companies such as;
Fetch, GlassesUSA, Fedon, Pair Eyewear, and Bonlook (Cofes, 2021).
Additionally, Warby Parker seeks to claim a chunk of the 50% market share
Page 6

7. that is currently occupied by Zenni Optical, which began selling prescription
glasses online seven years prior to Warby Parker (Keenan, 2019). Indirectly,
medical professionals providing corrective vision LASIK surgery are also in
competition with Warby Parker, as they treat about 700,000 Americans a
year (Rogers, 2018).
“It was Warby Parker’s early conviction in marketing that gave way to
its rising popularity. One of the three things the DTC brand spent money on
in the beginning years was its inventory, its eCommerce storefront, and a
public relations
fi
rm. And while a PR team may sound trivial to some, the
positive press Warby Parker generated due to their early investment was
what set it on a trailblazing trajectory” (G & Co, n.d.). To give itself credibility
in the world of fashion and lifestyle brands, Warby Parker made its media
debut in magazines such as Vogue and GQ. To lend to the social experience
of shopping for eyewear, at its inception, the company advertised that free
of charge, potential customers could have up to
fi
ve pairs of frames mailed
to them to try on and solicit the opinions of friends and family. Warby Parker
takes this program a step further and encourages customers to share
photos of themselves in the test frames using the hashtags
#WarbyHomeTryOn across all social media channels.
In the twelve years since originating, Warby Parker has run ad
campaigns around; price, company culture, fashion, and their humanitarian
e
ff
orts - with spots showing up across most types of advertising media such
as; television, radio, print, and digital. However, from day one, the largest
focus of their marketing has been on search engine optimization (SEO)
techniques. Using SEO, Warby Parker was able to dominate the online
eyewear market by ensuring that they were among the top results in
searches related to eyewear. Additionally, Warby Parker utilizes paid
advertising to ensure that they remain at the top of search engine result
pages. It’s reported that they aggressively pursue nearly 20 thousand paid
search words targets around various campaigns (Condron, 2021). Warby
Parker’s business model generates a certain amount of free press through
their humanitarian e
ff
orts with their nonpro
fi
t and the company’s reputation
for innovation, even being voted the most innovative social good company
of 2022 (Visram, (2022).
Page 7

8. SWOT Analysis
Page 8
S W O T
Strengths Opportunities
Weaknesses Threats
Low cost
Socially conscious
Utilizes tech to improve UX
CEO with prior knowledge of eyewear
industry
Controls all aspects of production
Brick and Mortar expansion into
new cities
Continue to develop tech to
create more realistic online
shopping experience
Partnership with nonprofits to
increase brand awareness
Expand markets that benefit
from the buy 1, give 1 program
Utilize emerging media to appeal
to younger generations
Does not offer other brand
frames
Necessary add-ons
increase price for some
Valid prescription needed
to order
Does not operate outside
of North America
Brick and Mortar stores in
limited markets
Commonly replicated business model
FDA regulates how glasses are
prescribed and sold
May be out of network for some vision
insurance plans
Advancements in corrective vision
surgery mean less prescription glasses
wearers
Supply chain issues on raw materials
could slow all areas of production

9. Target Audience
When Neil Blumenthal along with partners, Je
ff
ery Raider, Andrew
Hunt, and Dave Gilboa,
fi
rst envisioned Warby Parker, they were among the
fi
rst group of millennials to enter the job market. Leading the way as their
younger cohorts were still coming of age, these young founders focused
their business plan on the coming of age generation. Millennial shoppers
blazed the trail of online shopping and tend to be more brand-focused than
other generations (Schawbel, 2015). Warby Parker was able to build a
lifestyle brand that resonated with Millennials, and in turn, fans of the brand
helped them smash their
fi
rst year's sales goal within just weeks of their
website going live (Groth, 2012).
Warby Parker has always been a
company focused on the future (Warby
Parker, n.d -a) and will continue to do
so by now targeting Gen Z consumers.
These shoppers, most now in their
teens and early 20s, only represent
about 10% of the total workforce (Nix,
2021) yet contribute $323 billion in
spending power annually (CGS, 2021).
By 2030 those numbers are expected
to more than triple, making Gen Z the
generation with the most future buying
power (Nix, 2021). Furthermore, Gen Z
is the
fi
rst generation to prioritize
spending on health and wellness items
such as glasses and contacts (Bump,
2021).
This up-and-coming generation
doesn’t only prioritize spending on
wellness; “Gen Z consumers want
more from brands than just a
ff
ordable
and high-quality products. Brand
authenticity, transparency, and
sustainability are higher priorities for
Page 9

10. this age cohort than for older consumers” (Gutierrez, n.d.). This means that a
company like Warby Parker, whose core operating values center around
good customer service, creativity, and community service (Warby Parker, n.d.
-a) is a natural
fi
t for the
fi
ckle shopping habits of today’s young adults.
Warby Parker was created to sell a
ff
ordable eyewear online and
shopping online is practically second nature to adults born after 1995, who
have few, if any, memories of life before iPhones. Most Gen Z consumers
favor online shopping and nearly half of them use YouTube to research
purchases before clicking the buy button (Bump, 2021). Looking deeper into
the shopping habits of young adults, 47% of Gen Z consumers admit they
often make purchases on impulse (5Wpr, n.d.). Capitalizing on the impulsive
nature of these shoppers, brands are increasingly running ads with a buy
now feature, allowing shoppers to purchase without leaving their social
media feed.
Gen Z grew up with smartphones and social media and it has left a
mark on how this generation sees the world, “Ge
n­
e
r­
a­
tion Z me
m­
bers tend
to be more open-min
d­
ed, li
b­
e
r­
al-lea
n­
ing and activ
e­
ly engaged in adv
o­
ca
t­
ing
for the fair and equal trea
t­
ment of others” (AECF, 2021). Young adults and
their teenage cohorts have shown a passion for the issues that matter to
them. Health care and mental health are the top priority for this generation,
and they are changing the way they receive treatment through the use of
Telehealth and wellness apps.
The Covid-19 pandemic has stolen many of the typical things that
young adults experience as they come of age, this is re
fl
ected in Gen Z’s
concern with higher education - many students were forced to put their
education on hold while in quarantine, and struggle to get back on track.
The e
ff
ects of the pandemic also show in Gen Z’s concern with economic
stability. Between the 2020 Global Pandemic and many seeing their parents
struggle during the Great Recession of 2008, this generation has an acute
awareness of
fi
nancial matters, and before the pandemic, more than half
were already accumulating savings (AECF, 2021).
Civic engagement, racial equity, and climate change round out the top
concerns for this generation, showing their focus isn't simply inward, but on
bettering the world around them as well. Furthermore, 68% of Gen Zers
Page 10

11. believe that brands should be actively involved in these issues and
participate in giving back. Over half report, that they wouldn’t mind paying
more for brands that align with socially conscious values (Gesenhues, 2021).
Generation Z is the most educated generation to date, with the lowest
number of high school dropouts and the highest number of post-secondary
education enrollments, more children in this generation were raised by
college-educated parents than any other generation in history. Continuing to
show their commitment to their future, Gen Z teens are less likely to enter
the workforce, citing being education-focused as the main reason for
intentional unemployment (ACEF, 2020). This had given this generation an
appreciation for brands they view as smart and practical.
With the youngest members of Gen Z just hitting the double digits in
age, it is still uncertain what characteristics will de
fi
ne this generation over
time. What is known about this group, mostly from the oldest Gen Zers, is
that they are; independent, determined, passionate, open-minded,
pragmatic, and future-focused, concerned with getting ahead in school and
fi
nances (Cook, n.d.). It is also worth noting that while this generation is
tuned into the issues that they hold near and dear, they only have about an
8-second attention span, coming in 4 seconds shorter than their millennial
counterparts. This short attention span is partly thanks to their developed
fi
ltering skills, having constant access to information has allowed this
generation to process information more quickly to determine its relevance
to them (Campaign Monitor, 2022).
Digital access is one of the key contributors to the behavior patterns
of Generation Z. Reasonably so, between business/school and pleasure this
generation is racking up over 8 hours of screen time per day, with 74%
opting to spend their free time online. Looking deeper into what they are
doing during their time online, research shows that primarily, they want to
stay connected to others, 73% of Zoomers say their primary reason for being
online is to text and connect with others, including on social media. The
majority of Gen Zers also use this time on social media to learn about new
products and connect to brands, with Instagram being the preferred
platform to engage in this type of browsing (99
fi
rms, 2022).
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12. With the rise in popularity of in
fl
uencer marketing, brands that want to
target Gen Z consumers are increasingly turning to TikTok. This platform
owes a large part of its success to Generation Z; of its 1.4 billion active users,
more than 60% of them are Gen Z. Young consumers use the platform to
discover, research, and purchase products and services. The video format
and personalized nature of TikTok marketing resonate with this digital
generation who crave
authenticity (Doyle, 2022).
Nearly 70 million Americans
were born into Generation Z
and in the coming years, they
are predicted to represent the
largest percentage of the
population. As they continue
to come of age they are
changing the landscape of
their environments in
unprecedented ways,
including consumer behaviors.
“Not only is Gen Z an example
of diversity—a leading
indicator of how the US
population is changing—but a
champion of diversity, too, in
their workplace, schools, and
with the brands, they associate
with. Despite growing up with
unrelenting uncertainty and
constant access to digital
media, this group is
demanding change to societal
issues, including racial equity
and climate change” (Yuen,
2021).
Page 12

13. Customer Pro
fi
le
Olivia - Ideal Warby Parker Customer
Page 13

14. Meet Olivia, the ideal customer for Warby Parker. She is 21 years old
and is a sophomore at Georgia State College in Atlanta, Ga. Being a native
of Georgia, Olivia lives at home with her parents and younger brother in a
suburb outside of the city. In addition to being a student, she works part-
time as a teller at a Truist bank near campus.
Olivia is working towards a degree in
fi
nance and is an A and B
student. The cost of tuition and living expenses was a big determining factor
in choosing a university. Taking advantage of in-state tuition and the savings
of living with her parents, Olivia opted for Georgia State University. She is
paying for her tuition through the HOPE scholarship and federal grants,
avoiding student loans. She also was attracted to their diverse student
population as she identi
fi
es as multi-racial and pansexual; two groups she
feels are underrepresented on most campuses. She took one year o
ff
of
university due to the Global Pandemic but was able to return without further
delays.
Along with her parents and brother, this young woman lives in a split-
level suburban home, in a community where the homes are typically valued
at around $400,000. Olivia’s father is a high school graduate who inherited
his father’s construction company while her mother holds a bachelor's
degree and works in human resources for a Truist bank, their combined
income is $140,000 per year. Olivia’s brother is 15 years old and attends a
public high school. With her mother’s assistance, Olivia was able to obtain a
part-time job as a bank teller for Truist and earns about $12,000 annually,
which is predominantly disposable income.
Currently, this consumer saves 20% of her net income and spends the
remainder predominantly on food, entertainment, and transportation. And
less often on fashion, health, and personal services. Her biggest
expenditure is eating out. This is partly due to the convenience of fast food
on and around her campus, but also because dining out is often a social
activity among her friend group.
Like most people her age, Olivia is constantly connected to her
smartphone, spending an average of 6 hours per day looking at the screen.
Her favorite form of media is short-form video, with TikTok being her most
used app. She uses the app to view content and uploads content herself
Page 14

15. and has gained a small audience of about 1300 followers. Olivia also uses
social media to stay in touch with her friends, which are a mix of people she
has met in her everyday life and virtual friends she has made during time
spent online gaming.
Beyond spending time virtually with gaming friends, Olivia enjoys
superhero movies and cosplay. Along with friends, she enjoys local nightlife
3 -5 times a month, favoring live music over dance clubs. In high school,
Olivia was on the track team, but now runs for sport and wellness, and
enjoys collecting
fi
nisher medals from races she has participated in. Though
not always possible with her busy school and social schedule, Olivia likes to
travel to visit her grandmother in North Georgia at least once a month, it is a
2 hour trip by car.
Neither of Olivia’s parents attends church and religion was never a
topic in her home, and she isn’t sure if she is atheist or agnostic, but has not
explored religion and spirituality much. Olivia does not consider herself to
belong to any speci
fi
c political party, yet tends to always vote for the more
progressive candidates, and has voted in each national election since her
18th birthday. She is currently single and is not actively seeking a partner.
Olivia’s parents pay for her medical and vision insurance and even
though she wears glasses, she hasn’t given much thought to the cost of her
vision care, prioritizing fashion and function. She does not have familiarity or
loyalty to any speci
fi
c eyewear brand. Recently she has considered trying
contact lenses but has avoided it because she assumes getting started to
be a complicated and expensive process. Additionally, when shopping for
eyewear she avoids chains that seem like they have all the same styles as
one another.
When asked, what fantasy career she would pursue if time/money/
connections were not an issue, Olivia answered that she would like to be a
costume designer in the movie industry. She is pursuing a career in
fi
nance
due to the good job outlook and because she has always seemed to enjoy
math and other STEM subjects.
Page 15

16. Goals Objectives and Strategies
Goal: To attract new fans of the brand in the Gen Z demographic.
Objective: Increase TikTok followers from 115,000 to 500,000 by Dec.
31, 2022.
• Create an in
fl
uencer marketing campaign.
• Use short-form videos to highlight humanitarian e
ff
orts.
• Engage with and promote user-generated content about the
brand.
• O
ff
er promo codes to followers.
Objective: Increase brand awareness among Gen Zers 18 -25
• Create video and audio commercials to highlight the values of the
brand.
• Promote ease of online appointments and exams with new
technology.
• Invite Zoomers to connect with the brand online and tell the story
of their journey to better vision.
• Create a buzz around new styles prior to their release, and
encourage pre-orders.
Page 16
May
TikTok Followers
December
500,000
115,000

17. Creative strategy
Page 17
Warby Parker
Creative Strategy
Creative Statement
Warby Parker helps you look
great and spend less.
Tagline
Is budget-friendly and accepts most
insurance
All in one doc, glasses and contacts
At home try-on before you buy
program
Easy online ordering via web or the
Warby Parker App
Large selection updated seasonally
Part of a healthy lifestyle
Satisfaction of saving money
Opportunity to give glasses to
those in need
The feeling of looking fashionable
Satisfaction of shopping with a co
that is Carbon neutral
The excitement of Wearing a
brand name product
Peace of mind over vision
Opportunity to express individual
style
Rational Emotional
Look Good, Do Good
Abbey Dennis. IMC. May 2022

18. Rational
Is budget-friendly and accepts most insurance
All in one doc, glasses and contacts
At home try-on before you buy program
Easy online ordering via web or the Warby Parker App
Large selection updated seasonally
Part of a healthy lifestyle
Emotional
Satisfaction of saving money
Opportunity to give glasses to those
The feeling of looking fashionable
Satisfaction of shopping with a co that is Carbon neutral
The excitement of Wearing a brand name product
Peace of mind over vision
Opportunity to express individual style
Creative Statement
• Warby Parker helps you
look good for less money
Rejected Creative Statements
• Warby Parker puts Gen Z in
charge of their health
• Warby Parker allows gen z
to curate their unique style
• When you buy Warby
Parker you give a pair to
those in need
• Warby Parker is so cheap
you don’t have to pick just
one style
Tag
Look Good, Do Good
Page 18

19. Warby Parker Creative Brief
What are we advertising?
A lifestyle vision brand that is both stylish and budget-friendly. Warby Parker
is an ethically responsible brand that cultivates individuality.
Whom are we talking to?
Gen Zers that are aged 18 - 25 who are students or young professionals.
From this subset, we are targeting those with impaired vision and/or an
interest in eyewear. Zoomers are involved in altruism and prioritize climate
change action.
What do they currently think?
Gen Zers prioritize their health
spending, including vision, more than
any other generation, but also tend to
be more frugal than other age groups,
therefor they appreciate the savings
we o
ff
er. They are environmentally
and socially conscious, and Warby
Parker appeals to their sense of
altruism. Gen Z likes to stay ahead of
styles and trends, Warby Parker
frequently updates their inventory and
o
ff
ers the latest technology in
shopping and purchasing for eyewear.
What would you like them to think?
Taking control of your eye health is
easy and fun with Warby Parker, they
have the latest styles, the best prices,
and o
ff
er the satisfaction of ethical
shopping.
Page 19

20. What is the single most persuasive idea we can convey?
Warby Parker is a lifestyle brand that allows Gen Zers to cultivate their
individualism in an ethical way.
Why should they believe it?
Warby Parker prides itself on having “ultra transparency” with both its
customers and vendors. Keeping customers informed on what they are
making and how its made has always been at the core of their operating
principles. With over a decade of satis
fi
ed customers, the Warby Parker
brand has a well-known reputation and operates in the online brick-and-
mortar places that Gen Z gathers.
Are there any creative guidelines?
Every piece of media representing Warby Parker should be visually branded.
Style is a big part of this brand and should convey fashion, intelligence, and
individualism. Each message should be clear and concise and remain
dedicated to our commitment to transparency.
Page 20

21. Promotional Mix
30 Second Video Commercial
Channel - Youtube
Cost - Total annual cost $4,680,000
$15,000 production cost per commercial. Running monthly Ads, the
annual production cost is $180,000. A campaign of this type for a
company of this size should aim for an estimated 250 million paid
impressions annually on YouTube. Paid ad space costs between $.10 and
$.30 per impression with an estimated annual cost of $4.5 million.
Reason - Youtube is the second most visited website in history and is the
number one most visited media platform among Gen Zers. Ads get
viewed 3 times more often on YouTube than on broadcast television. It is
estimated that YouTube has more in
fl
uence over Gen Z than the big name
brands that swayed older generations.
Appeal - These Ads will target Gen Zers in the space that they already
occupy and turn to for in
fl
uence and cutting-edge trends. By creating ads
that incorporate both Warby Parker’s assets and the rapid-
fi
re style in
which Gen Z likes to digest information, we will create campaigns that
aim to be both smart and funny.
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22. 30 Second Audio Commercial
Channel - Spotify
Cost - Total annual cost $312,000
$1,000 production cost per commercial. Running monthly Ads, the annual
production cost is $12,000. Paid audio ad campaigns run $25,000 a
month and average between $.15 and $.35 per impression with an
estimated annual cost of $300,000
Reason - Spotify is the number one audio streaming service among Gen Z,
with 68.4% of Gen Z saying it is their preferred platform. An estimated
209 million Spotify listeners are on a free account exposing them to
audio ads on the platform. Gen Z spends over 18 hours per week
consuming audio media.
Appeal - These Ads will target Gen Zers in the streaming audio medium.
These ads will be concise but simple, delivering a clear message, without
excess music or background noises, and will focus their message around
the altruistic side of the business, appealing to Gen Z’s desire for direct
and transparent information delivered in a timely and e
ffi
cient manner.
Page 22

23. Social Media Marketing
Channel - Instagram
Cost - Total annual cost $90,000
Cost is based on the average cost of a
fi
rm at a per month price of
$7,500. These services can also be performed by in-house marketing
sta
ff
and on average one employee will cost as much, if not more, than
services from a
fi
rm.
Reason - This is the most cost-e
ff
ective form of marketing in this plan, since
production cost is low, we can run multiple campaigns per month,
garnering more bang for our buck. An estimated 33 million monthly
Instagram users are Gen Zers. 60% of Gen Z consumers turn to Instagram
to discover new brands and products. Even more than that, these young
shoppers want to engage with brands on Instagram at a rate of 73%.
Appeal - This isn’t direct selling or adverts, but rather managing the brand’s
Instagram account, creating content and engaging with fans of the brand.
Most of Gen Z identify as being visual and value the simplicity of
consuming media on Instagram, allowing them to intake many messages
in a short amount of time. To Reach Gen Z on this platform the brand will
utilize user-generated content as well as brand-created content that
invites consumers to engage with the brand on this platform. Since
multiple messages from a brand can coexist in this space, it can be used
to highlight all of the brand’s assets.
Page 23

24. Creative Execution
Page 24

25.
Page 25

26. Conclusion
Warby Parker revolutionized the eyewear industry when it exposed the
monopoly that controls the industry. This company gave consumers back
control over how they shop for glasses. Along the way, they created a
brand that consumers are proud to wear - all for a fraction of the cost of
what the competitors were o
ff
ering.
From the moment it launched, Warby Parker has stood as a voice for
the millennial generation. Demonstrating that younger consumers weren’t
interested in their parent’s eyewear, but rather wanted to shop with a
brand that they connected with. With customer service paramount to
Warby Parker, a transparent focus on fun and creativity, community
service, and environmental sustainability, it is easy to see how its
message resonated with this generation of coming of age adults.
Now society is welcoming a new generation to adulthood, Gen Z, and
it's time to introduce them to Warby Parker. The new generation of adults
have set themselves apart from their older cohort, but not so much so
that they would not identify with this lifestyle brand. Warby Parker is
already tapped into the things that concern Zoomers most; fashion, fun,
social consciousness, as well as being both budget and environmentally
friendly. Now is the time to show Gen Z how much they have in common
with Warby Parker, before the brand is relegated to be for older
generations.
Warby Parker o
ff
ers designer eyewear that allows fashion-focused
Gen Zers to stay ahead of trends - at a price point that a
ff
ords them to
collect as many styles as they desire. However, looking good is only part
of the equation, this generation wants to feel good about where they put
their money, and this campaign will allow Gen Z to feel like Warby Parker
is a voice for their generation, just as millennials have over the past
decade.
Warby Parker is a natural
fi
t for anyone who wants to look good while
doing good.
Page 26

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