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Page 1
EXECUTI VE SUMMARY
The story began in 1972 when Snapple was born. Three friends in New York City started selling
th...
Page 2
RESEARCH
We conducted a massive amount of research
to gain a full understanding of the bottled
beverage industry, i...
Page 3
RESEARCH
On the surface, the campaign objectives seemed very reasonable but digging deeper we found that
it require...
Page 4
RESEARCH
C ATEGORY OVERVIEW
Despite expected growth, Snapple (7.7%) is a distant fourth in terms of market share co...
Page 5
RESEARCH
SECONDARY COMPETITORS Beyond Just Tea
Although Snapple currently views itself in the context of the RTD te...
Page 6
RESEARCH
IMPULSE BUYING
The nature of RTD beverages is that they’re easy to drink as a grab-
and-go product. Accord...
Page 7
RESEARCH
“I like glass with a lid because it’s fancy. It
makes me feel fancy.”
Jamal, Texas28
MADE IN N EW YORK
The...
Page 8
STRATEGY
Age: 18-49
Snapple Sweet Spot : 30
Target Populat ion Size: 58,652,000
PASSION ATE ORIGINALS
Individuals w...
Page 9
STRATEGY
EXPAND C OM P E TI TI VE M A R KETPLACE
In order to achieve objectives, shift the
competitive perception o...
Page 10
STRATEGY
MANIFESTO
All individuals have a reason to embrace themselves, despite any hesitation or fear.
Every pers...
Page 11
CREATIVE
A FRIEND NAMED JIMMY
For this television spot, we follow the journey of a 9 to 5 worker with an after hou...
Page 12
CREATIVE
BINGO NIGHT
For radio, we meet an innocent grandmother and her friends as they
crack open a couple of Sna...
Page 13
SOCIAL M E DI A
#PEOPLETHATPOP
Snapple street teams will hit cities nationwide to find individuals that embrace th...
Page 14
PROMOTI O N S
MAKE IT POP PARTIES
Throughout the summer months, consumers in the Heartland will want to grab an in...
Page 15
PROMOTI O N S
Amounts to be donated and prizes to be won will be randomized, and every
code entered will always pr...
Page 16
PROMOTI O N S
SNAPPLE STORE SOLUTIONS
With proper bottler initiative programs, we will solve the current problems
...
Page 17
PROMOTI O N S
SNAPPLE STREET FL E E T
The Snapple Street Fleet will consist of 15 customized cars and a team of Sn...
Page 18
SYNERGY
OBJECT IV ES
Front-load traditional media to achieve a maximum four-
week reach of 80% during campaign kic...
Page 19
SYNERGY
TEL EVISION
Spots will air in strategic spot markets within our 79 DMAs during early fringe, daytime, prim...
Page 20
SYNERGY
TOTAL TRADITIONAL GRPs
TOTAL TRADITIONAL SPEND
Page 21
SYNERGY
TOTAL TRADITIONAL GRPs
TOTAL TRADITIONAL SPEND
Page 22
SYNERGY
DIGITAL MEDIA
The targeting of digital will be national, including all top 129 DMAs. Rather than excluding...
Page 23
SYNERGY
PAN DORA IN TERACTIVE AD
To position Snapple as the best choice in the drink marketplace, a tower of empty...
Page 24
SYNERGY
PR O G R AMMATI C PARTN ER S
Along with the usage of our network partners and
direct site buys, pairing up...
Page 25
SYNERGY
GOOGLE AD WORDS
Due to the flexibility and
immediate measurability, we will
allocate a portion of our budg...
Page 26
BUDGET & E VALUATION
OBJECTIVE
Determine if Snapple’s Make It Pop campaign stimulated an increase in
frequency of ...
NSAC Snapple Planbook
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NSAC Snapple Planbook

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NSAC Snapple Planbook

  1. 1. Page 1 EXECUTI VE SUMMARY The story began in 1972 when Snapple was born. Three friends in New York City started selling their tasty bottles door-to-door. Once Snapple entered local drug stores, the small business earned its reputation from its humble beginning. As the brand solidified its presence with improved distribution, consumers became even more passionate about the sweetness of Snapple. By the start of the nineties, shoppers all across America entered convenience and grocery stores searching for Snapple. They laughed alongside Wendy the Snapple Lady, while their jaws dropped at Howard Stern’s latest anecdote promoting the product they adored. However, with the turn of the century, Snapple’s personality faded due to frequent management changes. This resulted in the brand losing its competitive identity and soda conglomerates took notice. In the early 2000s, several new brands of ready-to-drink teas arrived in the already crowded bottled beverage market. Always with a humble attitude, upbeat but sometimes offbeat persona, the brand fought to distinguish itself against its RTD tea competitors. Today, Snapple’s story is far removed from its humble beginnings. Drinkers are not just rotating flavors – they rotate categories. Shoppers no longer visit drug stores to choose between a Snapple or another tea – they are picking up a Dasani at a local convenience store minutes from their homes. Simply put, our Snapple story did not just derive from imagination; its narrative was built through extensive research across the nation. We traveled to different states to learn more about consumer perceptions and availability while also consulting numerous secondary sources along the way. From our research, we discovered that it is impossible to ignore Snapple’s uniqueness. The personality of Snapple ignites the love for the brand that consumers feel nationwide. “WITH A RICH HISTORY AND AN UNMATCHED IDENTITY, THE SNAPPLE STORY IS OPENING TO A NEW CHAPTER.” With a rich history and an unmatched identity, the Snapple story is opening to a new chapter. It does not deserve to conclude with consumers ditching the brand for other alternatives. We developed a campaign that breaks the barriers among bottled beverages and uncaps Snapple to a refreshingly sweet 2017. Join us for the journey. TABLE OF CONTENTS RESEARCH 2 How 'bout them apples? STRATEGY 8 It’s ripe for the picking CREATIVE 1 1 We’re berry sure you’ll like what you see SOCIAL MEDIA 1 3 We’ve got some juicy content PROMOTIONS 1 4 They’re just peachy SYNERGY 1 8 There’s a flavor for everyone BUDGET 2 6 We can pay in Snapple caps, right? CAMPAIGN EVALUATION 2 6 Down to the last drop
  2. 2. Page 2 RESEARCH We conducted a massive amount of research to gain a full understanding of the bottled beverage industry, including emerging industry trends and why, where, and how often consumers choose to buy a beverage. In November, we traveled straight to New York City for a week’s worth of primary research to better understand the brand’s biggest market. In addition, we conducted secondary research with extensive nationwide primary research visiting 17 states, in both the Heartland and the non- Heartland consisting of: KEY INSIGHTS Against ready-to-drink tea competitors, Snapple is perceived as more than just an ordinary tea with a variety of juice flavors. MACR O I SSUES “Health and wellness is a major enduring trend, and each brand has to compete in that environment.” J. Alexander M. Douglas Jr., president of Coca-Cola North America1 A HEALTHY LIF E FOR ME The healthy bandwagon has arrived and consumers are hopping on. With the rise of more accessible health food stores and an adjusted palette, consumers now prefer healthier alternatives.2 More importantly, shoppers are now thinking more consciously about what they eat and drink. Sweet beverages containing sugar or high fructose corn syrup and otherwise unhealthy foods and beverages have fallen to the wayside as customers seek out ingredients they can actually comprehend.3 There’s a reason a new Whole Foods was just built down the road – and they’re not selling Snapple. IT’S NOT THE NINETIES ANYMORE It’s not the nineties anymore when Fresh Prince of Bel-Air, Furbies and Snapple were popular cultural icons. For many consumers, Snapple’s identity was built on Wendy the Snapple lady and Howard Stern. With Snapple’s celebrity endorsers and flashy advertising now in the past, other brands have emerged. Consumers simply have more options – and it’s been almost two decades since Snapple reclaimed its identity that it has lost over the years. Recent additions to the RTD tea category dominate with healthy and natural ingredients. Many convey the product and purpose in their brand names to align with today’s consumer thinking. “I think [Snapple] was having a moment back then. It was super popular in the 90s. I can’t remember the last time I had one, maybe 20 years ago?” Kit, New York4 1 Sanger-katz, Margot. “The Decline of ‘Big Soda’.” The New York Times. The New York Times, 03 Oct. 2015. Web. 16 Feb. 2016. 2 Lempert, Phil. “Being the Shopper : Understanding the Buyer’s Choice.” J. Wiley & Sons, 2012. 3 Market Realist. Consumer Research. 2013. 4 Personal interview participant There is a clear connection between the sound of the bottle opening and consumer feelings as a cue for anticipation of the taste inside. Snapple drinkers are not exclusively drinking Snapple – they choose from a myriad of beverage options including bottled water and carbonated soft drinks when making a purchase decision. S n a p p l e s t r u g g l e s w i t h staying true to its identity in an increasingly crowded bottled beverage marketplace.
  3. 3. Page 3 RESEARCH On the surface, the campaign objectives seemed very reasonable but digging deeper we found that it required a 155% increase in nationwide purchase transactions (see chart above). We believe these objectives will not realistically be attained. However, we developed solutions which will significantly increase transactions throughout the country. OBJECTIVES HEARTLAND Grow brand relevance through engagement tactics with heavy Snapple users Grow purchase frequency: Grow Heavy User buying rate from 9x to 10x per year NON-HEARTLAND Drive trial by converting high awareness (90%) to top of mind awareness (15%) Grow purchase frequency: Grow Light User buying rate from 1x to 3x per year OVERALL Grow Snapple volume in the United States 5 Snapple Case Study. Dr. Pepper-Snapple. 2015. 6 Snapple Case Study. Dr. Pepper-Snapple. 2015. 5 6
  4. 4. Page 4 RESEARCH C ATEGORY OVERVIEW Despite expected growth, Snapple (7.7%) is a distant fourth in terms of market share compared to its direct RTD competitors Arizona (17.5%), Lipton (16.1%), and Brisk (11.7%).7 This is in part due to Snapple’s inability to take ownership over its identity in the very crowded market of bottled beverages. In terms of market share of all non-alcoholic beverages, tea accounts for just 8% while fruit drinks account for only 3%. Snapple needs to rethink where it stands in the category in order to drive trial and frequency. PRIMARY COMPETITORS Ready-to-Drink Tea Dominating the RTD market starts with getting consumers interested in what Snapple has to offer. After capturing consumer interest, there’s a higher likelihood of consumers staying more loyal, thus increasing trial and frequency. But we know it’s not that simple, so we turned to research. Uncovered from 
o ur Bizarre Bar, a guerrilla research activation, we found that consumers actually love
the taste of Snapple. When selecting from a menu of different drinks, including competitors Arizona, Lipton, and Gold Peak, consumers chose Snapple 41% of the time and 86% had an overall positive opinion.8 In addition, 56% of 740 survey respondents ranked Snapple as having an excellent taste compared to its competitors of Arizona and Lipton.9 This shows that consumers actually enjoy, and most of the time even prefer the product to other RTD tea competitors. Just ask Sam Malone– there’s no one better than a bartender to get people talking. With our Bizarre Bar guerrilla research execution, we created a natural conversation over a variety of RTD teas to dig deep into consumer consideration sets. Participants were tasked with ordering a tea to try and then start talking. In a natural setting, we learned firsthand why consumers chose a specific beverage and how they perceived different beverages. Tea time at a pop-up bar was one of the highlights of our primary research. 7 Snapple Case Study. Dr. Pepper-Snapple. 2015. 8 Bizarre Bar. Team 192. September 2015. 9 Survey. Team 192. November 2015. Additionally, according to Simmons, Snapple’s brand loyalty index is 112, compared to competitors Arizona at 74, Gold Peak at 94, and Lipton at 82 (see table 1). Most RTD tea drinkers are disloyal even to their favorites, and with the correct messaging, are more likely to brand switch from other leading tea brands to Snapple. Non- Heartland consumers will be more likely to brand switch given their low awareness which influences the consumer consideration set of the brand due to distribution and advertising. While in the Heartland, frequency will increase with innovative promotional executions. Once we drive interest to Snapple and encourage brand switching due to competitors low loyalty indexes, consumers will be more likely to consider Snapple and become loyal to it, increasing frequency and volume. Things just got a lot easier for Snapple. BRAN D LOYALTY OF PRIMARY COMPETITORS 112 74 94 82 Table 1
  5. 5. Page 5 RESEARCH SECONDARY COMPETITORS Beyond Just Tea Although Snapple currently views itself in the context of the RTD tea category, there is an opportunity to capitalize on the larger market of overall bottled beverages. There’s no denying that the bottled beverage marketplace is volatile and dynamic. Throughout primary research and secondary insights, we arrived at one overwhelming discovery— current Snapple users and other RTD drinkers, aren’t just choosing between RTD tea competitors when making a purchasing decision, they’re thinking about every bottled beverage in between. For Snapple drinkers, users usually choose between bottled water or carbonated soft drinks against purchasing an additional Snapple.10 Across the LRB market, Snapple’s inability to broaden its competitive category and shift its competitive perception reduces purchase opportunities in the Heartland, restricts consideration in the non-Heartland, and thereby limits overall volume. Now it’s time for Snapple to start thinking like its consumers. It begins with being braver than any other beverage in the market. According to Simmons, we know consumers make other beverage choices. Those that purchase Snapple are more than likely to also purchase bottled water, with an index of 207. In addition, Snapple drinkers have an index of 230 for their likelihood to buy soda. Based on our research, we know Snapple drinkers aren’t just going to exclusively drink Snapple. Within Snapple, the key is to retain current consumers from category switching to bottled water or soda. Instead of trading in a Snapple once a week for a Dasani or Coke, let’s instead push consumers to switch from a Peach to a Kiwi-Strawberry. As a result, frequency will increase by reducing switching to other categories (see table 2). By only competing in RTD tea and fruit drink segments of the LRB category representing only 11% of volume,11 Snapple limits its growth potential. If Snapple begins thinking more like its consumers and expands the market they compete in, the opportunities significantly expand. Specifically, by positioning Snapple in the category of tea and juice as a competitor to bottled water, carbonated soda, and fruit juice, Snapple’s competitive segment increases from 11% to 41% of the LRB market. As a result, a 375% increase in case volume is up for grabs. It’s time for Snapple to take it. Sound familiar? Taco Bell’s “Think Outside the Bun” campaign that dominated the 2000s encouraged consumers to start thinking about something more than just hamburgers. They changed their perception by expanding into a broader category. This directly affected how they were perceived in the consumer consideration set against McDonald’s, Burger King, and Wendy’s. This proved successful as sales increased by almost 5% in its introductory year – and it didn’t take talking Chihuahuas to achieve the increase.12 “Water will always be the healthiest alternative, of course. But life is too short to just drink water.” Rodrigo, Virginia13 10 Survey. Team 192. November 2015. 11 Snapple Case Study. Dr. Pepper-Snapple. 2015. 12 Enz, Cathy A. “Multibranding at Yum! Brands Inc: Thinking Outside the Bun.” 2005. 13 Personal interview participant Table 2COMPETITIVE IN SIGHTS
  6. 6. Page 6 RESEARCH IMPULSE BUYING The nature of RTD beverages is that they’re easy to drink as a grab- and-go product. According to the case study, 80% of Snapple sales are from grocery and convenience stores.14 However, grocery list lovers usually aren’t going to enter a store to buy just one Snapple. In grocery stores, as a result of low RTD tea brand loyalty, consumers will be more likely to try Snapple over their competitors because there is a higher chance of brand switching. In convenience stores, the grab-and-go nature of the stores allows Snapple to be promoted through retail activations to increase frequency. In both grocery and convenience stores, RTD beverages offer convenience and Snapple is no different. Check that off your grocery list. “When buying a beverage it’s usually in the moment.” Stephanie, Manhattan15 “Nothing comes to mind for a specific time to get a Snapple.” Jonny, Chicago16 SN APPL E O VER V I EW FLAVOR & VARIETY With more than 35 variations, Snapple distinguishes itself against competitors by having a flavor for every taste bud. For those seeking an even healthier alternative, Snapple has sold diet products since 2009.17 This accounts for almost 50% of Snapple’s premium tea sales and 20% of fruit drink sales.18 No matter what a consumer is craving, odds are that Snapple has them covered. In our survey, more than 70% of respondents rated Snapple as excellent for having the highest variety compared with other RTD teas.19 During the Bizarre Bar perception test, 41% selected a Snapple beverage from a menu of various RTD teas due to its various options.20 Snapple continues to offer more flavors with radically different tastes than its soda or RTD tea competitors. “I chose Snapple because there’s a diet option, unlike some other teas.” Jessica, Bizarre Bar21 DISTRIBUTION Our research team traveled to 17 states throughout the country to track the availability of Snapple in locations other than our hometowns or college campus. The result was overwhelming: Snapple is hard to find in the non-Heartland. One way to increase consideration and frequency is to improve distribution efforts across the country. Even when Snapple is available, the lack of prominent display handicaps the effectiveness of any outside advertising pushes. This starts with bottlers, as nearly two-thirds of Snapple’s distribution exists through Coca-Cola and Pepsi bottlers, not Dr. Pepper- Snapple themselves.22 Snapple needs to become as easy to find in Alabama as it is in Connecticut. It all starts with incentivizing local bottlers and retailers to give consumers a taste of Snapple instead of the soft drink options currently emphasized in trade promotions. BEST STUF F ON EARTH While to Snapple, “The Best Stuff on Earth” tagline attempts to attract people who are interested in wholesome ingredients, it actually communicates different meanings to different consumers. Additionally, nearly 50% of Snapple’s premium tea sales derive from diet teas and 20% from diet fruit drinks, which are not made from all natural ingredients. After conducting focus groups and interviewing beverage drinkers nationwide, we found that the “Best Stuff on Earth” means different things to different people and doesn’t always speak to wholesome ingredients. “To me the best stuff on earth is a cheeseburger!” Jen, Ohio23 14 Snapple Case Study. Dr. Pepper-Snapple. 2015. 15 Personal interview participant 16 Personal interview participant 17 Snapple Case Study. Dr. Pepper-Snapple. 2015. 18 Snapple Case Study. Dr. Pepper-Snapple. 2015. 19 Survey. Team 192. November 2015. 20 Bizarre Bar. Team 192. September 2015. 21 Bizarre Bar. Team 192. September 2015. 22 Distribution: Dr Pepper Snapple. Market Realist. Web. 2014. 23 Personal interview participant
  7. 7. Page 7 RESEARCH “I like glass with a lid because it’s fancy. It makes me feel fancy.” Jamal, Texas28 MADE IN N EW YORK The recent “Made in New York” campaign sought to re-energize all those outside of the Northeast to grab a Snapple and discover what’s inside. When our team traveled to New York to conduct research, we found that many people do not identify Snapple with their city or even know of Snapple’s historic New York roots. Similar findings also emerged after conducting more descriptive research in other areas of the Northeast. Even in areas of the Northeast, consumers still don’t personally identify with New York. People choose to live in a specific city for a reason – and no Red Sox fan is rooting for the Yankees on any day. Snapple isn’t just for people that yearn for the lifestyle of New York, Snapple is for every American – no matter which Heartland they settle down in. In order to position Snapple as a brand all consumers can identify with, we have to dig even deeper to unify individuals in a way that will connect the core Heartland consumers with the non-Heartland prospects. Snapple has a lot of friends, and they don’t all live in the Northeast. “The slogan is the opposite of what I thought of Snapple originally – I thought of Snapple as farms, orchards, and the south.” Emily, Washington29 PACKAGING There’s no denying that Snapple stands out on shelves. Its glass bottle differentiates it among competitors who come in plastic bottles and cans. The casing also offers an eco-friendly plus, as the glass bottle is more easily recycled than plastic. According to our survey, Snapple earned an excellent score in terms of its packaging. Consumers recalled the packaging because it’s memorable. Snapple’s packaging overall is known for its glass bottle, fast facts, and colorful label. After conducting hundreds of hours of primary research, something even better emerged: consumers loved the sound when the top came off. “The packaging of the product is a multisensory experience for our consumers.” Frito-Lay spokesman24 Nearly two-thirds of qualitative research participants mentioned the pop of the Snapple cap when opening the bottle. According to The Wall Street Journal, auditory cues can make huge impacts in the minds of shoppers and even affect their purchasing decisions.25 Think – the iconic “Snap, Crackle, and Pop” of Kellogg’s Rice Krispies or Alka-Seltzer’s “Plop Plop Fizz Fizz” – marketers know the impact they are making when positioning their products through sound. According to Andrew Springate (SVP, Marketing/Sales, Snapple), Snapple even removed its plastic wrapping around its cap because the audible sound was enough to signify freshness to consumers.26 “I like the noise when it pops. It’s just kind of fun, I would get excited every time it popped.” Taylor, Minnesota27 The cap popping off didn’t just bring a fun sound – it introduced joy and excitement to start drinking what’s inside. The pop acted as a cue of anticipation of the sweet experience that awaited every consumer. Snapple’s existing customers were already on to the unique packaging and the sound when the cap popped off – we just started listening. 24 “The Search for Sweet Sounds That Sell.” WSJ. N.p., n.d. Web. 25 “The Search for Sweet Sounds That Sell.” WSJ. Web. 2012. 26 “The Search for Sweet Sounds That Sell.” WSJ. Web. 2012. 27 Personal interview participant 28 Personal interview participant 29 Personal interview participant
  8. 8. Page 8 STRATEGY Age: 18-49 Snapple Sweet Spot : 30 Target Populat ion Size: 58,652,000 PASSION ATE ORIGINALS Individuals who embrace the uniqueness of their personalities and find positivity in their day with unparalleled passion. Passionate Or iginals celebrate uniqueness by embracing individuality, no m at t er when, where or how they find it. TARGETING & SEGMENTATION “The general Snapple consumer is 18-49 years old with a bulls-eye target of 30. They’re a positive person that celebrates the little things in life that brings a bright spot to their day. They appreciate that Snapple is made from The Best Stuff on Earth but is not a health nut. They are looking for a wholesome, simple, premium beverage experience.”30 From our research, we discovered that despite having similar characteristics, not all customers within the Heartland or the non-Heartland are alike. This prompted us to consider more complex lifestyles and behaviors rather than simple characteristics in order to identify and further segment our target market with Snapple. We used 67 “Esri” (Environmental Systems Research Institute) Tapestry Lifestyle Segmentation reports, a geographic information systems mapping software, to capture the market profile for each segment of American consumers. From the 67 Esri reports, we pulled 29 segments that best fit the profile for our target: OPTIMISTIC DE D I CATED TO FAMI LY SOCIALLY CONSCIOUS PASSI O N ATE ABO UT L I FE Passionate Originals know who they are and aren’t afraid to show their true colors. From Maine to California, Passionate Originals live all across the country. They take ownership over their upbeat personas and passionate personalities while embracing their identities. They are relentless optimists who lead communities and refuse to leave the office before the job is done. When an ordinary afternoon turns sour, they hone in on the bright spot of the day and they embrace it with passion. Passionate Originals are the ultimate cocktail party magnets. Peers are drawn to their infectious personalities and aspirational attitudes. When they start talking, others start listening – and not just because they’re explaining their recent afternoon. Every day is a new opportunity to make their kids cringe or surprise friends with a new discovery—from entrepreneurial ideas to unexpected new hobbies. Passionate Originals live to make their unique mark each day. During lunch break, they are the ones that send a GIF in the office e-mail thread that everyone can’t stop talking about. It’s never a true family vacation if it isn’t like the Griswolds; they make sure the whole family has matching shirts and printed itineraries. They might not be rappers – but they will spit out a tune in the right setting with a beat. 30 Snapple Case Study. Dr. Pepper-Snapple. 2015.
  9. 9. Page 9 STRATEGY EXPAND C OM P E TI TI VE M A R KETPLACE In order to achieve objectives, shift the competitive perception of Snapple and expand the market opportunities. Increase competitive segment of the market from 11% of the LRB category, to 41%– a 375% increase in case volume. RECOMMENDATIONS CAMPAI G N STR ATEG Y “Snapple’s brand identity was established as a quirky, fun and unique brand that quickly gained a passionate base of consumers.”31 Snapple has all of the qualities to be successful, but now just needs to harness its personality to present itself as a brand that isn’t afraid to be the most unique bottled beverage on the shelf. Snapple is a dynamic product – some call it a tea while others consider it a juice. Those that buy Snapple are dedicated drinkers, but we know they’re drinking numerous other beverages as well, from bottled water to sodas. The ultimate prize is to get Snapple to rethink its competitive category to increase its sales volume, and it all starts with embracing current consumer perceptions of the brand. Throughout primary research across the country, we found one outstanding discovery: the link between the consumer and the product is the packaging. Consumers feel excited after hearing the pop when opening the beverage. Snapple’s pop is a cue of anticipation that the most refreshing beverage awaits you. In the most humble way, Snapple tells the customer they made the right choice. The pop, however, doesn’t just stop at packaging – its influence extends beyond just the bottle cap. No matter if a consumer lives in the Heartland or the non-Heartland, every American deserves a taste of Snapple. It doesn’t matter where consumers live; it matters who consumers are – and we love every individual for what they offer the world. PAC KA G I NG Leverage the power of sound as a cue for anticipation for what’s inside every moment a consumer pops open a Snapple beverage. SYNE RG Y Reach the Heartland and the non-Heartland with separate strategic media plans including digital, social, traditional, and non-traditional media with minimal wasted coverage. BRANDI NG Reclaim ownership over Snapple’s identity. In the crowded landscape of bottled beverages, the stakes have never been higher for Snapple to own its brand personality that distinguishes it against the competition. 30 Snapple Case Study. Dr. Pepper-Snapple. 2015.
  10. 10. Page 10 STRATEGY MANIFESTO All individuals have a reason to embrace themselves, despite any hesitation or fear. Every person has a reason to celebrate uniqueness no matter how downright wacky – like a young professional who’s a realtor by day but a mime by night. When a Snapple drinker hears the pop, they know their personality fits right in with the beverage inside. Today is the day for Snapple to open up to a whole new world of identity: To make Snapple own its quirks. And celebrate its customers. It’s time to raise a bottle and make enjoying a beverage an experience that brightens every part of your life Make it one of a kind Make a mark on the world Make it different Snapple– ”Make it POP” BRIEF CROSSROADS OF ID E NTI TY Snapple used to be relatable. In the midst of an identity crisis, Snapple needs to reclaim ownership of the qualities that define its personality. It’s not a tea or juice, and it’s definitely not Diet Coke – it’s Snapple, and that’s what makes it great. BRAND DEFINING I DE A With more than 35 variations, iconic packaging, and a personality that fights conformity, Snapple is unique, just like the people who drink it. Instead of shying away from what makes Snapple different, we’re reclaiming the uniqueness of the brand. Every person has a reason to pop and so does Snapple. The pop energizes consumers and Snapple’s opportunity to claim their ultimate prize – their identity. OUR SINGLE PURPOSE Popping open a Snapple is the ideal way to capture the bright spot of your day. TONE PERSONALITY Humble, Unique, Passionate, Quirky B I G I D EA “MAKE IT POP” is Snapple’s brand-defining idea that unites individuals from the Heartland to the non-Heartland to embrace who they are CO N CEPT TE S T ING In order test our strategy with the target market, we asked 200 respondents a series of questions to see if they made a connection between Make It Pop and Snapple. Participant feedback only strengthened the confidence we had in the Make It Pop tagline. We asked individuals which RTD tea brand first came to mind from the Make It Pop tagline, and then analyzed their responses through Tableau and RStudio text analysis sentiment software. The word cloud below illustrates the most common brands associated with the tagline. SIGNIFIES THE SOUND OF THE CAP LEADING TO THE UNIQUELY REFRESHING TASTE INSIDE IS A CALL TO ACTION TO CONSIDER PURCHASING A SNAPPLE INVITES CONSUMERS TO THINK OUTSIDE ORDINARY BEVERAGE CATEGORIES ALLOWS INDIVIDUALS TO CELEBRATE THEIR UNIQUENESS 69% OF RESPONDENTS LINKED MAKE IT POP WITH SNAPPLE
  11. 11. Page 11 CREATIVE A FRIEND NAMED JIMMY For this television spot, we follow the journey of a 9 to 5 worker with an after hours passion for ventriloquism. The juxtaposition of Ted’s work life and his eccentric hobby showcases what makes him pop. MO TORCYCLE In this spot, we take a light-hearted look at an ordinary driver who makes an unexpected friend. He thinks his favorite show tune is playing but he gets put to shame when a burly biker belts it better than he can. See page 12 for the link to the full spot. Frame 1: We open this spot in a typical office setting at the end of the day. We see a normal looking man, Ted, excitedly getting his things together to leave the office. Frame 5: We whip pan from inside to outside as Ted hurries down the stairs. He takes in the fresh air, and heads off to his destination as music kicks in. Frame 9: Ted showing off his skills: drinking a Snapple while Jimmy asks “How come you always get the Snapple?” Ted responds “Because I’m no dummy.” Frame 2: We pan over to a large leather bag hanging on Ted’s cubicle. A co-worker subtly looks it down as he passes by. Frame 6: We see Ted striding down the sidewalk then key in on his mysterious bag before ascending to a profile shot. The sounds of a busy city cut through the music. Frame 10: Ted and Jimmy continue performing, with Ted’s leather bag crisp in the foreground. Scene fades out to “Snapple, Make It Pop” logo and tagline. Frame 3: We move to Ted, leaving the office, as he’s asked by a co-worker if he’s “Going out with Jimmy tonight?”. Ted enthusiastically confirms. Frame 7: Ted arrives at an ominous looking warehouse. He slows his pace, and takes a breath to gather himself before looking down at his bag. Frame 4: In his hurry out of the office, Ted takes the stairs to avoid a jam-packed elevator. The crowd follows his path with their gaze. Frame 8: Sounds of laughter and applause bring us to a comedy club, where Ted is performing ventriloquism with his doll, Jimmy.
  12. 12. Page 12 CREATIVE BINGO NIGHT For radio, we meet an innocent grandmother and her friends as they crack open a couple of Snapples. They change from bingo-loving ladies to passionate gamers who will stop at nothing to win. NARRATOR: Snapple wants to know what Makes You Pop? DOLORES: Oh well, on Wednesday I go to bingo with the ladies. After our mid-day tea (pop sound, clink), we fire up the Game Station– DOTTIE: Dolores, ITS A PLAYSTATION! DOLORES: Oh, I know... and we own some noobs! Ambient video game noises begin in the background as the ladies yell commands to each other NARRATOR: Snapple– Make It Pop O UT- O F-HOME In order to drive impulse purchases amongst typical, on-the-go consumers, a number of out-of-home executions will be implemented throughout the Heartland and the non-Heartland. Take a look at our dynamic OOH ads here: vimeo.com/160269240 password: makeitpop G O - KART ( P RE -ROLL) For the non-Heartland we chose to highlight Snapple as a more exciting choice (for more exciting people) than soda or water. With just five seconds to pick, we use the pre-roll format to put the audience in the girlfriend’s position, emphasizing how Snapple makes the perfect impulse purchase. By quickly deciding against mundane options for this special occasion, we hope to encourage category switching among consumers and position the brand as one that provides a unique experience. Take a look at our Motorcycle spot and full pre-roll, here: vimeo.com/160270132 password: makeitpop CHOICES (PRE-ROLL) We targeted our Heartland segment by starting with something to grab their attention: an extreme close up of someone scrutinizing a decision. To showcase just how many options Snapple has to offer we use the pre-roll platform to show that the flavor variety calls for a 15 second decision. The cashier’s suggestion of “coming back tomorrow” serves to encourage increased purchase frequency, but also brings the piece into the context of a day-to-day routine. Frame 1: Scene begins with a close up of a man’s face in deep concentration which is held for a couple of seconds. Frame 2: We cut to a close up of a variety of Snapple bottles, all different flavors. The man hesitates to reach for one and pulls away. Frame 3: The scene cuts out to show a convenience store cashier looking at the man as he continues to stare intently at five Snapples on the counter. The cashier finally says to the man, “You know, you can just come back tomorrow”. Frame 4: Scene fades out to “Snapple, Make It Pop” logo and tagline.
  13. 13. Page 13 SOCIAL M E DI A #PEOPLETHATPOP Snapple street teams will hit cities nationwide to find individuals that embrace their uniqueness – whether it is through clothing, hobbies, or an unordinary job. The result will be a picture of a person who pops explaining their original story while drinking a Snapple, further positioning the uniqueness of every day consumers drinking the sweetness of Snapple. The image will appear on Instagram with a pull quote from the interview as the caption, along with the #PeopleThatPop hashtag. Each post will be geo-targeted in order to segment audiences in the Heartland and non-Heartland to serve different messages. Snapple will call on consumers to continue the conversation online and post what makes them pop with #PeopleThatPop. O V ERA LL Objective: Create an online Snapple community to further define the Snapple voice in the digital space. ” M Y FIRST CRUSH WAS CH EWB ACCA. H E REMINDED ME OF A GIANT TED D Y BEAR WITH AN EVEN B IGGER PERSONALITY.” ”I DON’ T CA R R Y A R OUND TH IS SIGN TO GE T A T T E N T I ON , I J U ST B ELIEVE SOME F OLKS R E A LLY NEED A H UG. EVERYON E DE SE R VE S A LITTLE LO VE.” NE WS T HAT P OP S In an effort to increase traffic to Snapple’s YouTube and Facebook platforms, News That Pops will deliver consumers with a humorous and on-brand news report that encourages social sharing. Each week, a thirty-second news segment will be produced and “sponsored” by a different Snapple flavor. The segment will begin with a news anchor sitting at the epitome of a Snapply set – a desk counter made out of Snapple caps, sipping out of a Snapple mug, and a picture framed with Snapple caps. The news anchor will deliver the news in a way that pops, with current events that are quirky, fun, and only the most unique. SNAPPLECHAT SnappleChat will leverage Snapchat’s nature of instant engagement in order to increase impulse purchasing. A series of ten-second videos will be used to promote the SnappleChat handle on Snapchat and drive product promotion. Each video will be product-heavy with focus on the audible aspects of popping the top off the beverage. Consumers won’t be able to get enough of the pop as the lid comes off while following the SnappleChat account.
  14. 14. Page 14 PROMOTI O N S MAKE IT POP PARTIES Throughout the summer months, consumers in the Heartland will want to grab an invite to the exclusive Make It Pop Parties featuring a headlining DJ or performer. Guests can visit the “Bizarre Bar” for a variety of Snapple refreshments or interact with the “What Makes You Pop” Wall, an electronic board for consumers to post what makes them unique. There will be 28 parties in four different cities: New York, Philadelphia, Boston, and Atlantic City. In order to gain an invitation, consumers must purchase a Snapple with a specially marked cap containing a link to register on a microsite. Registered attendees will simply need three Snapple bottle caps to gain admission, encouraging current Snapple fans to buy even more Snapple, in turn increasing frequency. Best of all, Snapple will contact attendees post-party via e-mail with exclusive purchase offers and promos with the option to send each promo to a friend. Chatter from the event will turn into buzz spreading virally, supported with co-promotions from local radio stations, social media, and digital ads on Pandora and Spotify. Digital journalists from media outlets will earn exclusive invites for maximum coverage. BENEFIT S HEA RT LAND Objective: Develop initiatives to spark short-term frequency behaviors through incentivizing purchases Increases brand engagement Increases purchase frequency CAPS O FF T O YOU In order to give back to the community, build frequency in the Heartland, and encourage impulse purchasing, Snapple will introduce Caps Off To You - an innovative pairing of a charity and prize giveaway. During the promotion, codes will be printed on the inside of special edition Snapple caps distributed in the Heartland. Once entered into the Caps Off To You microsite, each code will reveal an amount of money to be donated to charity in addition to a matching prize reward for the consumer. Fans of Snapple will receive an extra push, in the form of a charity-prize incentive, a special offer on their next Snapple purchase. Promotes Snapple’s wide variety of flavors Creates an electronic consumer database
  15. 15. Page 15 PROMOTI O N S Amounts to be donated and prizes to be won will be randomized, and every code entered will always provide both a donation and a prize. Four charities will be featured to receive donations: Users will be able to give their donation to the charity of their choice. These smaller, unique charities will tie back to Snapple’s roots of starting small and embracing its uniqueness. Donations start small at $1, but increase with $5, $10, $20, $100, and $500 awards. Charities will be “fully funded” when they reach $100,000 in donations. Five lucky winners will be awarded $500, 25 participants will win $100, and 1,500 will be given $20, each disbursed via VISA gift cards. Those who don’t win money will win coupons for either a Snapple 6 pack (25,000 winners), one free 16 oz. Snapple (60,000 winners), or buy one get one Snapple (60,000 winners). Caps Off To You will be promoted through social media and with shelf talkers in stores for six weeks, from October 22 to December 2. BENEFIT S CAPS OFF TO YOU, continued MESSAG E I N A B OT T LE Provides electronic customer database Incentivizes impulse purchasing Amplifies Snapple’s identity in the community Increases purchase frequency Since New York is responsible for the largest share of Snapple sales, we know that the Big Apple has a very unique relationship with the product. The essence of Snapple speaks to New Yorkers as they capture positivity, fun, and excitement in every day life. Without a doubt, New York City deserves a year-long promotion and message specifically tailored to them. In an effort to further connect New Yorkers with the brand to maintain sales volume in New York and reinforce frequency of purchase, a Snapple street team will hit the five boroughs and hand city residents an unforgettable message – a message in each bottle. Each message will ask consumers to complete an activity that brightens their own day to interrupt an otherwise ordinary afternoon. By pairing Snapple with an experiential stunt, New Yorkers will interact with the brand in a way that no other beverage ever could. And we know this works because we did it. After traveling to New York and launching the execution, we witnessed New Yorkers overjoyed by the sight of Snapple while popping off the top with anticipation to find their message inside. Snapple drinkers reveled in playing hopscotch, danced the Macarena and strutted down a makeshift runway. When New Yorkers popped the cap to see the message inside, Snapple brought them to a place of pure joy. The hilariously fun video will be available to view on Snapple’s website, further promoted through teaser videos released on Facebook, Twitter, and Instagram. BRING RE C Y C L I NG An organization dedicated to recycling glass products 4 PAW S FOR A B I L I TY Placing service puppies with children and veterans BABY B UG G Y A clothing service for families in need CLEAN WATE R FUND Bringing diverse families together to encourage clean water consumption Showcases passionate and authentic consumers of the brand Generates viral buzz BENEFITS Increases engagement with the brand through an experiential activity
  16. 16. Page 16 PROMOTI O N S SNAPPLE STORE SOLUTIONS With proper bottler initiative programs, we will solve the current problems associated with product distribution and deliver more Snapple to grocery and convenience stores, as well as improve product display in stores. Our aggressive program has been developed for the two-thirds of bottlers who are not Dr.Pepper-Snapple owned. The plan consists of turnkey solutions for improving product placement by giving control to bottlers who have the most influence in the local marketplace. The program consist of four approaches: NON-HEARTLAND Objective: Implement aggressive long-term programs through bottling network to increase distribution and improve product placement POIN T-OF -PURCHASE MATERIALS Point-of-purchase materials will consist of shelf talkers, customized coolers, floor graphics, and more. Since beverage purchases are often highly impulsive, point-of-purchase advertisements will take advantage of the opportunity to attract consumers to buy Snapple over other alternatives. This will support bringing Snapple to top of mind awareness the next time a consumer hits the aisle. In-store promotion will focus on two channels: grocery and convenience, since they account for 55% and 25% of total annual volume, respectively.31 Ultimately, these in-store promotional items will stimulate impulse purchasing and trial in the non-Heartland, driving frequency. Examples of all the point-of-purchase materials can be found at: vimeo.com/160127630 password: makeitpop SPECIAL PACKAGIN G OF FERS Special packaging offers such as the SnapPack will be delivered straight to qualifying stores where Passionate Originals are most likely to shop in the non-Heartland. Throughout primary research, we found that consumers enjoy drinking Snapple in a group setting like a picnic or beach day. As a result, during the summer months, stores will be delivered special SnapPacks – a variety pack of flavors for consumers to enjoy with a group in the summer months. The SnapPack will be amplified with accompanying shelf talkers and point- of-purchase materials. In addition to summer, other seasonal offers will be developed to improve top-of- mind consideration. 31 Snapple Case Study. Dr. Pepper-Snapple. 2015. 1. PO INT- OF - P URCH ASE MATERIALS 2. S PECI AL PAC K AGI NG OF F E RS 3. S N A PP LE STRE E T F LE E T 4. ES R I TARGE TI NG I NSI GH TS
  17. 17. Page 17 PROMOTI O N S SNAPPLE STREET FL E E T The Snapple Street Fleet will consist of 15 customized cars and a team of Snapple brand ambassadors who will travel throughout the non- Heartland year-round to promote the Snapple brand. Our research shows that consumers overwhelmingly enjoy the taste of Snapple32 and there’s no better way to remind consumers of this than to give them a taste of the product through sampling. The Street Fleet will visit convenience and grocery stores during events when consumers will be out in droves. For example, a Kroger in New Orleans during Mardi Gras. The Fleet representatives will also have a visible presence at high-profile community events such as festivals and athletic events, spreading the taste of Snapple. The Snapple Street Fleet will generate trial, which will convert current brand awareness of Snapple to top of mind awareness. Best of all? The cars will be divided into regions, and the brand ambassadors will work in coordination with local bottlers to create a promotional calendar of events. Working with the local bottlers directly ensures a positive relationship and helps alleviate conflict with distribution and product availability. 32 Agency Consumer Insight Survey. 2015. 33 Kyle, Robert C., Floyd M. Baird, and Marle S. Spodek. Property Management. 2012. Print. ESRI TARGETIN G Bottlers and retailers have the same goal: sell more product. As a result, we will us ESRI Arc Geographic Information System (GIS) to help us inform bottlers where Passionate Originals are most likely to shop in relation to the city block where they live. We will select city blocks within a radius of 1.5 miles33 around convenience and grocery stores containing a high concentration of Passionate Originals. By handing this data off to bottlers, they will know where to place product. Instead of focusing time and effort on retail locations where sales may not be maximized, this highly focused approach narrows in on those geographic areas and retail stores most likely to yield maximum ROI.
  18. 18. Page 18 SYNERGY OBJECT IV ES Front-load traditional media to achieve a maximum four- week reach of 80% during campaign kick-off, with an average frequency of 5. With the exception of February, March, September, October, and November, reach will range from 50-75% over the year-long campaign with frequency averaging 4 in the Heartland and non- Heartland. Place digital media continuously throughout the year- long campaign to reach the target market even when traditional media is not served. Allocate budget based on demographic, psychographic, and geographic variables with highest concentration of Passionate Originals. Do not exceed media budget of $43,500,000.00 over the course of the campaign. STRAT EG IES Separate traditional Heartland and non-Heartland media plans will be developed to achieve objectives. Create a pulsing schedule that combines spot traditional media and continuous digital media around key sales periods to achieve the desired targeted goal impressions. Utilize digital media vendors that target based on demographics, psychographics, and geographic locations — all living on contextually relevant sites in the Heartland and non-Heartland. TR AD I TI O N AL MED I A In order to make our selection process more precise, we selected the markets with a sizeable concentration of Passionate Originals. This resulted in the selection of 66 non-Heartland DMAs and 13 Heartland DMAs, representing 71% of total US households to serve traditional media to. This enables us to target with such specificity that no DMA with an insignificant concentration of the target market will be served with traditional media. For example, through our demographic, psychographic and geographic ArcGIS data, we found that Richmond, Virginia whose total population is 1.5 million, has a 39% concentration of Passionate Originals. In comparison, Minneapolis, Minnesota, whose overall population is 4.6 million has a 10% concentration of Passionate Originals. Therefore, we would be serving traditional media to Richmond but not to Minneapolis, eliminating a great deal of wasted coverage. TOP DMAs RANKED BY CONCENTRATION SIZE IN THE HEARTLAND (13) AND THE SAN DIEGO MIAMI LAS VEGAS EL PASO SAN ANTONIO AUSTIN WASHINGTON, DC LOS ANGELES HARLINGEN HOUSTON SALT LAKE CITY BALTIMORE BOISE CHICAGO ATLANTA SEATTLE CORPUS CHRISTI DALLAS ORLANDO CHARLESTON RALEIGH NORFOLK TUCSON RENO COLUMBUS WACO RICHMOND SANTA BARBARA SACRAMENTO CHARLOTTE INDIANAPOLIS BATON ROUGE EUGENE JACKSONVILLE MONTEREY MADISON SAVANNAH NASHVILLE FRESNO W. PALM BEACH BAKERSFIELD KANSAS CITY DES MOINES TALLAHASSEE OKLAHOMA CITY NEW ORLEANS LA-CROSSE CINCINNATI ALBUQUERQUE LEXINGTON COLUMBIA, SC ST. LOUIS MILWAUKEE LOUISVILLE SPOKANE CEDAR RAPIDS TAMPA MEMPHIS DETROIT LITTLE ROCK GREENVILLE TULSA SAN FRANCISCO PITTSBURGH CLEVELAND DENVER NEW YORK SYRACUSE HARTFORD BOSTON PROVIDENCE PHILADELPHIA ALBANY HARRISBURG ROCHESTER BURLINGTON BUFFALO WILKES-BARRE PORTLAND-AUBURN
  19. 19. Page 19 SYNERGY TEL EVISION Spots will air in strategic spot markets within our 79 DMAs during early fringe, daytime, prime and late fringe on shows and networks that the target is watching. Television is one of the most effective ways to build brand awareness. Spot buys were strictly utilized to directly target Passionate Originals to maximize coverage and minimize waste. Brand messages will be tailored to the target through predetermined spot markets in the Heartland and non-Heartland. Cable networks will be used to meet overall campaign objectives. R ADIO Our radio spots will run in our targeted DMAs on an aperture schedule, hitting consumers when they are on-the-go like an afternoon lunch break or a beach day on a hot summer day. Source: Nielsen NPower National TV Toolbox Source: Gfk MRI National DoubleBase
  20. 20. Page 20 SYNERGY TOTAL TRADITIONAL GRPs TOTAL TRADITIONAL SPEND
  21. 21. Page 21 SYNERGY TOTAL TRADITIONAL GRPs TOTAL TRADITIONAL SPEND
  22. 22. Page 22 SYNERGY DIGITAL MEDIA The targeting of digital will be national, including all top 129 DMAs. Rather than excluding DMAs that did not have a significant concentration of Passionate Originals, we only excluded zip codes. With this rationale, we can reach a high concentration of the target everywhere in the United States, regardless of DMA, increasing coverage while minimizing waste. For example, zip code 75204 in Dallas, Texas has a concentration of 21,046 Passionate Originals. However, zip code 75203 has a concentration of 2,188 of our target. Therefore, in order to maximize coverage and reduce waste, zip code 75204 will be exposed to our digital media tactics while zip code 75203 will not.
  23. 23. Page 23 SYNERGY PAN DORA IN TERACTIVE AD To position Snapple as the best choice in the drink marketplace, a tower of empty water bottles and soda cans will be able to be knocked down by selecting one of four fruits. The user will select a fruit and it will be launched to knock over the tower. When this happens the copy, “Water and soda are foul balls”, will appear. This will be followed by the copy, “Snapple is a knockout” and the participant will be presented with a first place prize– a Snapple flavor that corresponds with the fruit they chose to throw. CAPS OF F TO YOU SYNCED AD This execution will showcase Snapple’s charitable Caps Off to You (see page 14) promotion by depicting bottle caps rolling and turning into a variety of change, showing that by purchasing Snapple you will be able to make a difference.
  24. 24. Page 24 SYNERGY PR O G R AMMATI C PARTN ER S Along with the usage of our network partners and direct site buys, pairing up with Turn and Xaxis as our programmatic partners will compliment the splashes of our high-impact units to enable ongoing awareness across desktop and mobile. These programmatic partnerships will maximize reach and efficiency through Real Time Bidding. We’ve chosen to utilize two similar partners to track performance against each other throughout the campaign and optimize as needed. NETWORK PARTNERS Network partners offer a more efficient use of budget by using a blend of targeting capabilities within premium, high- quality content. DIRE CT S IT E BU Y Partnering with Pandora gives us the chance to capture our targets’ eyes and ears. Through an interactive rich media banner, we will play off Pandora’s mood- based context and highlight the impulse and on the go nature of Snapple. With these engaging units, listeners will be exposed to Snapple’s brand personality increasing top of mind brand awareness. Undertone and Conversant will be used to serve high- impact cross-screen units that will be served across desktop, smartphone, and tablets. YuMe will use a captivating video ad unit designed to grab consumers’ attention and drive video views. InMarket will target consumers through Beacon technology by partnering with mobile retail apps. When a consumer walks into a store with this technology, mobile alerts and engaging high-impact ads will appear on their phones while they are shopping. Even better, they can add Snapple to their list with a tap of a finger. Consumers will be targeted with push notifications from InMarket partner applications upon entering certain stores. These notifications will encourage them to swipe into the app to save on Snapple purchases with special coupons.
  25. 25. Page 25 SYNERGY GOOGLE AD WORDS Due to the flexibility and immediate measurability, we will allocate a portion of our budget to Google AdWords, not to exceed a cost per day of $1,500. In allocating a portion of our budget to AdWords, we will gain access to non-search sites such as Gmail and YouTube. With a CPC strategy, we ensure that we only pay for ad placements that drive Snapple brand engagement and top-of- mind awareness. Additionally, we will not have to pay for any impressions that do not result in clicks. 45% of Snapchat users are 18-24, which makes it the youngest social media platform S NA P CHAT .10 CENTS PER VIEW Source: Comscore Source: BI Intelligence TO TAL ESTI MATED I M P RE S S IONS : 6 .3 BILLION
  26. 26. Page 26 BUDGET & E VALUATION OBJECTIVE Determine if Snapple’s Make It Pop campaign stimulated an increase in frequency of purchase across the Heartland and non-Heartland thereby growing sales volume across the nation. SALES Utilize sales figures to measure Snapple’s change in case volume. PURCHASE FREQUENCY Measure changes in purchase frequency via Brand Health Tracker. MARKETIN G Evaluate product placement and distribution by analyzing specific store sales reports and launching consumer awareness surveys in the non-Heartland. ADVERTISING Gauge Snapple’s renewed perception as a modern brand that embraces uniqueness through top of mind awareness via Brand Health Tracker. MED I A MI X CAMPAI GN E VA LU AT ION B UD G ET

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