play boy was a company success in a world where there was not many digital platforms, but in today's world, this company has to create new strategies to make your business profitable, and this is what is discussed in the Working Group
4. 4
This report aims to deliver Bamm.tv a detailed launch plan for Playboy Music,
completed with a marketing strategy and KPI’s definition that will leverage on the
Playboy brand value and awareness and consequently lead to insights and clues
about future similar collaborations. The campaign has a focus on the US market and
is developed in order to meet and exceed the break-even point. The plan combines
traditional marketing activities with an innovative guerrilla approach that will hopefully
stimulate a great Word of Mouth (WOM) and buzz effect.
After an extensive analysis of the market and the competition, we developed a
campaign with focus on the US market that can leverage the strengths of the two
companies, Bamm.tv and Playboy. The target segment for this campaign would be
males in their 20s to 30s with a steady and high-paying job that adheres to his values
and lifestyle based around ethical concerns, progressive ideas, high quality products,
vibrant social life, artistic tendencies and hedonism. The following proposal is
recommended to be implemented in the first 8 months. It starts with spreading
awareness through social media and news outlets, a limited initial launch, followed by
a massive launch. What follows is promotion through street art, light show
advertising, and social events right after the IOS launch.
The team has met on a regular basis throughout the project time scope. We have
worked both as a team and individually. We collaborated by splitting the workload
equally amongst each team member and set expectations and due dates for each
task. We mainly communicated as a team over Facebook and Whatsapp. All online
communication with Bamm.tv happened through Slack and E-Mail. We met with
Bamm.tv approximately once a week at their office in SOMA, San Francisco. In
addition we had a weekly meeting with the mentor for the Action Project, who would
comment on our work as we went through.
1. EXECUTIVE SUMMARY
5. 5
Bamm.tv is just about to launch a music video app for Playboy. Therefore, the main
question to be resolved is how to successfully and more importantly profitably launch
Playboy Music. If everything works out as planned, the app will be available on
Android by the beginning of September 2015. Our action project team faces not only
the challenge of finding the most profitable solution for Bamm.tv, but also finding
ways on how to successfully launch Playboy Music aligned with the current Playboy
business model. Another part of the project, besides developing a marketing strategy
for the launch, is to seek new possible business partners. Bamm.tv developed those
three main questions, which our team will address:
1. How can the traction from a successful Playboy Music launch provide
leverage for Bamm.tv to engage other companies that fit the Mermaid profile?
2. What are the key performance indicators (KPIs) that will define low, moderate
and high success with Playboy Music? How do those KPIs translate to other
opportunities with video distribution?
3. Identify 3-5 target companies that represent the next opportunity in video
distribution from your perspective.
Launching Playboy Music is a huge opportunity for Bamm.tv, but also arises some
problems. Net Mobile offered Bamm.tv the opportunity to develop a music video app
for Playboy, which means Net Mobile is the direct contact. Some challenges that
Bamm.tv has to overcome in order to successfully launch the app are utilizing their
limited resources to the maximum, improving internal communication as well as
building and maintaining a relationship with Playboy and developing and
implementing a strong marketing strategy. If conducted successfully the Playboy
Music app would pave the way to future endeavors with other companies. Here are
some main objectives in order to measure the success of the marketing campaign:
• Meet and exceed the break-even point by the beginning of 2016
• Reach 50,000 new users the first month of launch and get an average 5%
monthly growth rate of new users
• Launch the Playboy Music app on IOS by the beginning of 2016
2. CLIENT’S QUESTION TO BE RESOLVED
3. PROBLEM STATEMENT
6. 6
• Contacting at least 5 target companies that fit the Mermaid profile within 3
months after launch
• Media Coverage: e.g. features in major publications
4.1. Bamm.tv
Bamm.tv is an international production company with a focus on live music
performances. With its headquarters in San Francisco and offices in London and
Amsterdam, Bamm.tv employs around 25 full/part time employees and freelancers.
Their goal is to grow their business in the US as well as in other countries.
4. BACKGROUND
Figure 1: KPIs
7. 7
The technology used by Bamm.tv allows them to stream content to any internet-
connected device anywhere in the world. All the content - documentaries, podcasts,
music, and culture programs - is produced under the same license, in order to make
it easier to grant the artists a license to all or customized portions of the library.
Therefore, Bamm.tv provides highly differentiated music without the hassle and high
cost of traditional music licensing, while creating absolutely free HD music video
content for artists. The distribution is globally and artists get 50 percent of the net
profits. It is fair business for both parties (bamm.tv, 2014).
4.2. Current Situation
The global digital music streaming revenue grew by an impressive 31.2% in 2014,
from $2.15 billion to $2.82 billion. But despite protests from music subscription
service leaders who claim that free tiers are essential to both pull in new users and
show off what subscription services offer, major record companies have started to
question whether the level of music available on advertising-supported tiers is too
high. In addition, getting access to great content is only the first step in order to give
customers the user experience they expect (PwC, 2015). Consequently, Bamm.tv
needs to deliver content seamlessly to mobile, web and TV devices without
interruption. Furthermore, digital technologies have revolutionized the music industry
by creating high-quality, low-cost recording technologies and digital distribution,
along with the proliferation of devices to download and listen to music (Berklee,
2014). Bamm.tv is trying to innovate and redesign their business model in order to
achieve the break-even point and make the company profitable. The problem is that
recording of live music is extremely complicated and expensive. Bamm.tv doesn't
license studio recordings; instead, they curate and produce live performances of
songs at no cost to artists in exchange for a global, perpetual license. Another
challenge is that music content is available for free all over the internet. By offering a
branded music experience to its customers, Bamm.tv is competing with a lot of free
content. Bamm.tv can provide not only good music and not as well-known artists to
discover, but also live music videos; a combination of live music and visual
components.
8. 8
4.3. Playboy
Founded by Hugh M. Hefner in 1953, Playboy has been a tastemaker, an arbiter of
style and a vanguard for political, sexual and economic freedom for more than 60
years and in more than 180 countries. This successful brand was original in terms of
smart, creative and provocative content. It is distributed via television networks,
websites, mobile platforms and radio. Hugh Hefner began with Playboy magazine
and promoted Playboy early on TV, such as through reality shows, where the
audience could watch how it is like to live in the Playboy Mansion with all the girls.
Besides, a movie called ‘The House Bunny’ was released in 2008. Its own cable TV
channel is also both a business itself and continuous, 365-day brand promotion.
Playboy creates and distributes their own media products and businesses through
advertising on TV and online media channels (Sanburn, J., 2011). The whole
business model of Playboy was created around the brand recognition and a
reputation for good quality products.
4.4. Current Situation
Nowadays, Playboy is looking for new ways to generate revenue. They are
increasing their efforts in media marketing in order to continue to be successful.
Today, customers are more interested in the brand Playboy itself rather than the
personal life of Hugh M. Hefner. Playboy consistently tries to find the most appealing
content for their target audience. Unfortunately Playboy is losing market share and
revenue. The entertainment industry and people’s behavior towards media and sex
has been changing fast. Furthermore, the fast paced online industry and the
enormous changes in technology forced a lot of companies around the globe to
change their business models. One reason why playboy has financial troubles is due
to the lack of innovation. Nevertheless, Playboy still enjoys a 97 percent global
awareness (playboy.com, 2015). The company has 29.6 million followers across
social media, which includes Facebook, Twitter, Instagram and Youtube (Adweek,
2015). According to Sharablee, Playboy is a powerful global media company and is
recently ranked in the top 25 social U.S. brands in 2014. Currently, Playboy has an
app called Playboy Now, which offers new, sexy, non-nude content. The app is
available on iOS as well as on Android and can be downloaded for free
(Entrepreneur, 2014).
9. 9
5.1. SWOT Analysis
5.2. App Market Overview
The mobile app market is growing year-over-year. This market is developing at such
a remarkable speed and consistency that it can only be compared to the internet
revolution. Playing on the unique strengths and characteristics of mobile as a
channel, apps are a runaway success that became an integral part of the mobile
product offering. With 1.4 mobile devices per person on the planet and a forecast of
1 million smartphones sold next year, Gartner estimates that there will be more than
268 billion app downloads by 2017, generating revenue of more than $77 billion
(Gartner, 2014). The graph below gives an overview of the app revenue in the last
years and relative forecasts (Gartner report: Predicts 2014: Apps, Personal Cloud
and Data Analytics Will Drive New Consumer Interactions).
5. LANDSCAPE
10. 10
Figure 2: Worldwide mobile app revenue (2014-2017)
Moreover, from the Gartner report we can identify some interesting aspects in the
app market that can help us define the future of the field:
1. First of all, the ranking of the most downloaded and used apps have changed.
Search, portals, social and communication apps were the top downloaded and
used apps prior to 2014. In 2015, apps in the entertainment category became the
most downloaded and used.
2. Free apps are estimated to account for 90% of app downloads in 2016. This data
confirms the trend of the past 4 years.
3. Another interesting data refers to the paying profile and habits of the worldwide
app downloaders. Out of all people who downloaded apps, the group most likely
to pay for them shows the following characteristics: Men age 30+, living in urban
areas with a college education and an income of $50,000+. 46% of this group
report they have paid for an app, and 52% of them said the most they have paid
is $5 or less. Only 17% of them report they have paid more than $20 for an app.
4. It is forecasted that in 2017, downloads on IOS and Google Play will account for
90% of global app downloads. Despite the massive difference in number of
downloads and available apps (Google’s Android market passed 50 billion app
downloads and featured over 1 million apps available in the Google Play store in
2013), App Store still generate more revenue than Google Play.
11. 11
First of all, this is due to the fact that Apple holds onto the premium market
composed by richer consumers that are willing to pay for apps and in-app
purchases. Secondly, Apple still boasts the best developers (Gartner, 2014).
5.3. Future looks like
The app market is changing fast, as the technology that can support it. The main
changes that will shape the app future can be summed up as the following:
1. Outside promotion: Getting noticed in the crowded app stores is increasingly
difficult, consequently ads for mobile apps are on the rise.
2. Context-aware Marketing: Improve user experience by utilizing a person’s
interests, search history, preferences, and current indoor location to proactively
anticipate content and personalized services.
3. Wearable technology: As smartphones and wearable technologies improve,
mobile apps will need to keep up in order to adequately deliver information in new
ways. Smart devices will be accessible via apps and wearable technologies. Gartner
predicts that wearable devices will drive 50% of total app interaction in three to four
years.
4. Advanced user experience: Mobile developers are pushing the envelope for user
interface design to accommodate challenges or utilizing novel technologies for a
“wow” factor.
5. Mobile-connected Smart Devices: By 2020, the average affluent household in a
mature market will contain several hundred smart objects, including LED light bulbs,
toys, domestic appliances, sports equipment, medical devices and controllable power
sockets (Gartner, 2014).
5.4. Music App Market Overview and Tendencies
With the worldwide spread of smartphones, music had a natural transaction in the
digital and mobile world. The music industry, like anything that has an internet
presence, is quickly moving to on-the-go intake on mobile devices, and music apps
are increasing in number and technical sophistication. There is no doubt that mobile
and apps have a key role in the digital music equation, making music consumption
and discovery more immediate, fun and customized than it has ever been,
transforming mobile to a vibrant and truly differentiate music channel.
12. 12
Figure 3: Mobile Music key stages of market evolution
5.5. Subscription and Curation define the new digital music industry
According to the International Federation of the Phonographic Industry (IFPI), the
global music and recording industry is now entering the fourth phase of transition of
the fast-evolving digital music market, defined by instant availability of music
everywhere, the rise of music streaming and a diverse offering, which is widening
choice. This phase is driven by a more mature and sensitive consumer behavior. In
the early stage of streaming services, the universal selling point was unlimited
repertoire. Now, the selling focus has shifted, as these services compete in offer
curation and recommendation to their customers. Tailoring the editor
recommendation and surfacing songs on the listener’s taste is key to customer
retention. As affirmed by Hans-Holger Albrecht, Deezer’s chief executive officer,
“When people move beyond search to experience the full benefit of tailored curation,
they are hooked to the service”. The key features of this evolution phase, curation,
programming and affordable subscription pricing, are driving the new trends in the
digital music market:
- Apps have driven a paradigm shift in mobile behavior. Smartphones, tablets and
phablets technologies allow new integrations across different platforms and cloud
stores. This interconnected mobile environment, with social media interfaces,
instant subscription, paying and sharing features, created a culture of immediacy
and instant access on-the-go to consumers, changing their behavior in digital
music consumption.
- The market shows a steady shift from the traditional model of music ownership to
the new model based on music access.
- The diversity of revenue trends and streams from country to country is increasing
due to the appliance of different and more or less effective anti-piracy policies.
13. 13
- Video streaming increases its popularity worldwide. Growth was particularly strong
in Latin America (+96,9%) and global advertising supported revenues, which are
mostly from video streaming services, increased by 38,6% in 2014 (IFPI, 2015).
- Music streaming is rapidly growing and subscription drives the music portfolio and
revenues worldwide: subscription now account for 23% of digital music
revenues. There are two key factors that have helped drive the growth of
subscription and streaming: the spread of smartphone and building partnerships.
A massive smartphone penetration at cheaper prices, better technology
infrastructures, and more storage space for offline music listening offer users the
possibility to access their music everywhere, anytime. Moreover, as consumers
prefer integration of their payment for music into their phone subscription and
broadband, bundling deals are becoming a key strategy to provide streaming
services to the mass market (IFPI, 2015).
- Pricing options are more and more diversified for customers, as streaming services
widen the offer from basic free to premium models.
Figure 4: Global Digital revenue by sector (2014)
For the first time in 2014, the $6.85 billion digital music market revenues were equally
derived globally from digital channels (46%) and physical format sales (46%).
14. 14
Music subscriptions services were a major driver for digital growth, and have seen
the number of paying users increase steadily in the last 4 years. IFPI, which
represents the interests of the recording industry worldwide, estimates that 41 million
people worldwide are now paying for a music subscription service, up from 8 million
in 2010 (IFPI, 2015). However, this growth is not able to compensate the two other
key element of the current transition phase: the global decline in both downloads
sales (-8,0%) and physical format sales (-8,1%). But behind the global figures, some
countries showed an overall industry revenue increase. In the US in 2014, revenues
increased by 2.1%, topping $3.5 billion and now accounting for 71% of the recorded
music market. Also, Latin America showed a strong growth of 32.1% in 2014,
representing the fastest growing region for music sales in the last 4 years. Latin
America alone makes the 4% of the global digital music market (IFPI, 2015).
In order to choose the best solution for Bamm.tv our team came up with totally
different target audiences and approaches on how to reach them.
Idea #1: To go after a specific and narrow target segment that is early adopters and
influencers with the potential of scaling the impact in the future. We were thinking
about hipsters, who live in big cities in the US. Our marketing strategy would involve
QR codes and ads within the app. Partnering with a major liquor brand to promote
the app or stimulate downloading it would be another option.
Idea #2: To go after a broad target audience and to make use of the current
established Playboy brand awareness. In order to reach the current target audience
we would use of advertising. One traditional approach would be to promote the app
through various advertising channels that might include the Playboy site and other
official Playboy apps (i.e. leveraging current Playboy infrastructure), blogs, banners
on websites and magazines (depending on the budget).
Idea #3: To go after a specific group of people. Rich millennials, who earn a lot and
who have more generous spending habits. They enjoy being together with like-
minded people in a very exclusive environment.
6. SOLUTION ALTERNATIVES
15. 15
Therefore, the marketing effort for them would be a focused campaign, like events
and memberships. With the Playboy Music membership customers would be able to
enter exclusive clubs and receive other perks. Bamm.tv could even collaborate with
clubs such as Pink Elephant, Rotary and so forth.
Idea #4: Last but not least to go after gamers. Men as well as women in their mid
20s and early 30s who are mature gamers and spend a lot of time on the computer
and mobile devices. In order to engage this audience we recommend hiring a famous
and influential model in the game-world, hoping for a snowball effect within the
community. Gamers are very loyal customers, which means that it would be hard to
convince them to use Playboy Mobile, but once they like it they would be likely to
spread the word and use it constantly.
In order to evaluate each idea, we made up a comparison table where we analyzed
potential target reach, level of risk, willingness to buy, ability to influence others and
marketing efforts that should/could be implemented to target the segment.
7.1. „Hipsters“
“Hipsters” is the segment with the least amount of potential reach. We evaluated
hipsters’ risk level to a medium. The reason for this is their habit of choosing unique
products and services. Since the app is using Playboy’s brand, the hipsters might
think it’s too commercialized and outdated. On the other hand, they might enjoy the
app as it’s unique and artistic music videos with music from unknown underground
bands and artists. We evaluated their willingness to buy to a medium. We believe
they are willing to buy if they consider the product cool and unique but not if it’s too
costly. Due to this, we think a freemium pricing strategy would work best for this
segment. This gives them the opportunity to try out the product before they decide if
it’s “cool enough” to buy a subscription. We estimate hipsters’ ability to influence
others as high. We see patterns of certain fashion styles started by hipsters
becoming popular by the mainstream. The same goes from some bands; hipsters
listen to unknown bands that later become popular by the masses. We believe
hipsters are influenced by marketing efforts such as the amateur video contest,
guerilla marketing and word of mouth.
7. EVALUATION OF IDEAS
16. 16
7.2. Current Playboy Audience | Modern Gentleman
There is about 36,825,000 male millennials in the US (Marketing Charts, 2015). All of
these people have the potential to be modern gentlemen. We consider their risk level
to be low to medium. Most of Playboy’s current customers fall under this category
and a majority of these men are already familiar with the Playboy brand. Hence,
these millennials can be an easy target for the Playboy Music app. We analyzed their
willingness to buy and concluded the willingness to medium/high. The current
Playboy audience is already spending money on the magazine or online and might
be satisfied with the amount of content that provides them. We evaluated their ability
to influence others to low/medium. We decided on this level due to their average
nature and lack of coolness.
7.3. Rich Millennials
Rich millenials includes people between 18 and 30 years old with an income
exceeding $100,000. This segment has a total reach of 5.8 million (Faw, L., 2012).
We concluded their risk level to be medium/high due to their buying behavior, which
tend to be a preference of exclusive products and services. They might find the
Playboy Music app too average and not providing them with a feeling of exclusivity.
Therefore, we believe this segment should be targeted with a premium pricing
strategy that comes with exclusive content only available to premium members.
Due to this segments spending power we concluded their willingness to buy to high.
That is if they persuade the product as valuable. Affluent people have a tendency to
initiate trends and therefore we concluded their ability level to influence others as
high. One of several marketing efforts that can be implemented to target the rich
millennials are exclusive events that creates a buzz between a few influencers who
will use word of mouth to spread the message to a broader audience.
7.4. Gamers
We have estimated that there are 155 million gamers in the US (ESA, 2015). This
includes all gamers: from smart-phone gamers to mature gamers. We will focus on
mature gamers that play either video games or computer games. We believe they will
have a medium risk level but could potentially be low risk if the music videos include
models popular among gamers. We evaluated their willingness to buy to a medium.
This segment tends to be loyal to brands and can easily influence other gamers. The
gamers can be targeted through word of mouth, by having models or well-known and
respected gamers as promoters.
17. 17
8.1. Reasons why we chose this approach
After careful consideration, we recommend Bamm.tv not to focus on a specific
category such as hipsters or gamers, as the main target audience. Instead, they
should focus on millennials with an interest for arts and underground culture. The
reason for this is principally because Playboy Music needs a broad target, not a
niche that are very hard to convince (hipsters) and rejects mainstream things, but
who still appreciate the unique underground and not-too-popular music provided by
Playboy Music. This decision is based on their overall characteristics but mainly their
high ability to influence others and change the general perception of a brand. The
landscape analysis gave us some interesting insights such as the fact that out of all
app downloaders, the groups most likely to pay for an app are men over 30 years
old, with a disposable income and living in cities. 52% say the most they have paid
for an app is $5 or less, which means they are willing to pay but not too much – or at
least with a good quality/price ratio (Gartner, 2014). Hence, a characteristic of the
target audience is their disposable income. For the pricing policy, Bamm.tv should
keep its original strategy and go for a free app combined with a monthly subscription
of $0.99. Also, in terms of music taste, we objectively stated that the millennials like
Bamm.tv music video content tend to prefer unknown, underground and alternative
music, with a potential to become more mainstream in the long run when associated
with the Playboy brand. The best way to approach this audience is through marketing
efforts that are engaging, interactive and catchy. Social Media marketing is
affordable; guerrilla and marketing efforts that creates buzz will reach the target’s
attention, while events and contests are good ways to create value and exclusivity to
Playboy Mobile’s clientele.
8.2. Defined Persona
A male in his 20s to 30s with a steady and high-paying job that adheres to his values
and lifestyle based around ethical concerns, progressive ideas, high quality products,
vibrant social life, artistic tendencies and hedonism.
8. SOLUTION SELECTED
18. 18
Let’s meet Sam:
Age range: 24 – 35 years old
Role: Customer (early adaptor) | Brand Advocate (Influencer)
Interests: Music, art, photography, design, culture (museums, movie, etc.)
Occupation: Business, Entertainment and Technology
Income: $ 50,000+
Geography: City dweller in the US
Motivations: Making socially-conscious choices
Choosing products that fit his lifestyle
Relating to brand values and identity
Interested in discovering music
Want to feel a belonging in his community
Goals: Getting an exclusive music experience
Getting VIP treatment
Having a dedicated channel of communication with brands
Taking part in brand and social media activities
Figure 5: Characteristic Traits
Figure 6: Persona (Emmett, S., 2015)
19. 19
9.1. Core Objectives
Before the launch of Playboy Music, the Action Plan has to be in place. In order to
predict the outcome and the success, Bamm.tv has to set specific core objectives for
the marketing strategy. Firstly, the company has to reach the desired target
audience. In this case, reaching men between 25-34 years old who have a
disposable income. They are interested in art, music and culture. A detailed
description of the persona can be found in section 8.2. Another important objective is
to raise awareness of the Playboy Music app. If nobody knows about the app,
nobody cares about it. The following part of the report will discuss how to inform,
remind and persuade potential users. A common ground has to be built with the
audience in order to draw them in. Bamm.tv not only has to build a community, but
also provide relevant content for the audience to engage them. The app should be
perceived as something exclusive and trendy. We came up with several suggestions
to reach those core objectives. The main message we want to deliver is to redefine
sexiness and to create a social mission that motivates our target audience to be part
of something big like that.
9.2. Main Vehicles
To promote Playboy Music in the best possible way, Bamm.tv has to make use of
different marketing tools. The main vehicles for the project and recommendations we
propose to implement are the followings:
Social Media Efforts: Engage, inform and interact with users and fans through the
social networks Facebook, Instagram & Youtube, as well as jump into the music and
lifestyle related blogosphere community.
Contest: Implement a video-editing contest to engage the users.
Viral Marketing: We propose to generate buzz and create a viral campaign with street
art and augmented reality.
Events: Participation in the SF Music Tech Conference to increase awareness,
creation of a specific Mapping Light Show to generate buzz, and organization of the
“Follow the White Rabbit” Secret Party Tour that will contribute to exclusivity feelings
and expectations for Playboy Music.
9. ACTION PLAN
20. 20
9.3. Social Media
The Social Media Strategy we recommend is principally to be present in the social
network Facebook, the video sharing platform Youtube, and the photo sharing
community Instagram, as well as to be active on blogs and music reviews websites to
ensure backlinks and increase awareness of Playboy Music among prospects. The
following recommendations apply for the current “Redefine the new sexiness”
campaign, as well as for the other campaign Playboy Music will implement after our
proposed timeline of projects.
Facebook would be the main communication tool to leverage on, for the Playboy
Music fans and the users of the App. The main purpose of the page is to be
engaging and teasing.
Engaging: The Music App is a great way for customers to have their content
accessible whenever and wherever they want it, but how to communicate with them?
The app would have a link leading to the official Facebook page, and vice-versa. On
the page, the firm must share content that engage the users such as asking
questions, organizing contests (see section 9.8.), share events, or simply pass on
information. Bamm.tv has to be constantly active in order to maintain traction. We
recommend to post every day and share Instagram pictures via Facebook. Bamm.tv
has to bear in mind that these efforts serve only one purpose: build loyalty that leads
to downloads. Therefore, it is important to always provide links to Apple App Store or
Google Play.
Teasing: Since the app will contain music videos, Bamm.tv should take advantage of
Youtube and share videos specifically created for this channel on Facebook (find
more information about Youtube below). All the content and video clips have to be
available in the app, but users should be able to have access to exclusive videos
such as artists interviews, behind-the-scenes and video making process footage,
messages from the company, advertisement, app trailers and music video teasers.
Customer Service: Playboy Music communication managers would ask the
community about their favorite videos, reassure them about the next content to
come, provide music-related anecdotes and help them with any issue they might
have, in order to keep them interested in Playboy Music.
On Instagram, Playboy Music’s account would share some insights about what’s
coming next, show their favorite moments from specific music videos, release
album covers, artists pictures and portraits, in addition to short video extracts.
21. 21
Users will want colorful, well-composed, non-blurry, quality and relevant frames that
fit with Facebook’s standards. The aim of the Instagram account is to get more
traction, and to post more video teasers than information.
Youtube is the platform where Playboy will upload extra content and exclusive
videos that will create awareness, expectations and generate app downloads if
the audience find the content interesting enough to want to find more information
about Playboy Music. As we have mentioned earlier, the videos might be shared on
Facebook to increase the reach and be associated with questions, contests or any
other engaging ways to dialogue with the users. As part of the press release or the
social networks mentioned above, it is important that Playboy Music publishes
various content in the blogs, forums and music reviews websites, in order to get more
attention from music lovers, critics and the general music, video and model
communities. The recommended strategy to implement this would be to send videos
and information to a large number of bloggers and influencers and have them write
about Playboy Music (either the app itself or the artists and their music). A very good
initiative would be to launch a Playboy Music Blog (via Blogspot, Blogger, Wix or any
other popular blog creator) to get closer to fans and users. The content strategy for
the blog would be the same as the previous mentioned media efforts, but by using a
different channel.
à What we accomplish from the social media efforts is to create buzz and engage
users with interactive posts & uploads.
9.4. Launch Strategy: Creating demand by limited supply
Considering the need to raise awareness, we suggest limiting the availability of the
app for the first month to 5000 downloads. This way Bamm.tv would be able to
gather data, figure out usage patterns and users’ behavior, and understand what
works best. These findings would come in handy and could be implemented towards
developing or exclude certain features or help create effective content. Limiting the
number of users in the beginning would send a strong message to the audience and
prospective users: it would instantly create a sense of exclusivity and generate
demand to be part of it. By initially limiting the supply, we position Playboy Music in
the way our prospects want to feel: exclusive, experience quality productions, better
than other online services of the sort and committed. Such a position would be
aligned with what our target segment desires. What follows is advertising to those
desires.
22. 22
Doing this would create the necessary buzz for the app, which would pave the way
for a successful launch with unlimited users. The initial 5000 downloaders will
become the immediate brand ambassadors and influencers to future users, as they
will feel the need to share their exclusive experience. A possible option during this
initial launch could be the option to ask followers in social media sites or make it clear
in press releases that visitors in those channels could pre-register for the public
release with their email address to receive updates and news about the app and
notify them about the big release. The contact list generated by these contacts would
be organic, where all of them are potential leads genuinely interested in the app.
Such a list would be tremendously valuable for future marketing and promotions
campaigns for Playboy Music or Bamm.tv’s other endeavors.
9.5. Massive / Public Launch
The public launch of Playboy Music will be on Android scheduled for October 2015.
The main goal is to launch across the United States and then expand internationally.
An IOS version of the app is scheduled to launch in January 2016. The marketing
campaign is planned with the aim to create quality content that will be perceived as
interesting and “share-worthy” on social media by the target audience.
We recommend Bamm.tv to develop Adwords campaigns that contain related
keywords in order to generate awareness and increase the number of downloads
and subscribers. In addition to this, we recommend to use app discovery services
such as Magicsolver to burst the app. Furthermore, mobile specific agencies such as
APP Shout can help reach a large number of blogs and various platforms. We
recommend using a tool such as AppInTop to automate mobile app marketing
service. This service will automatically analyze user actions and filter out the
platforms that bring insufficient results. By implementing all launch and marketing
efforts, we estimate 50,000 new users the first month after the public launch and a
continuous average growth rate of 5% per month.
9.6. Guerilla Marketing
In order to meet the client’s demand of developing a marketing campaign with low
budget and high impact and effectiveness, that can meet and engage the selected
target audience, our team opted for a guerrilla marketing approach. This approach
aims to reinforce and integrate the more traditional launching strategies by creating
something sensational and creative with a high buzz potential.
23. 23
9.6.1. Street Art Promotion
Playboy Music wants to break the traditional iconic idea of sexiness, redefining it in a
combination of music, art and beauty. The target segment chosen adheres to an
urban lifestyle that appreciates new ways of artistic expressions, with forms of art that
speak directly to them, carrying a message that breaks the rules of the tradition. We
believe that Playboy Music could successfully engage its target audience by
embracing Street Art and the QR technology as a promotional tool. The potential of
Street art as a form of art that is not framed in museums strikes directly to the new
generation of urban dwellers in an engaging and cool way while carrying strong
social messages that go challenge orthodox ways of viewing the world around you.
QR code is a technology that is used primarily by millennials and it still has tons of
innovative potential in the US. The idea is to collaborate with some street artist that
will deliver art pieces inspired by the Playboy music videos. These pieces will be
combined with a QR code linked to the Playboy Music download page. There are two
potential approaches that QR codes could be implemented with certain street art
images:
1. The image will have a specific Playboy Music QR code as an integrated part of the
piece of art. In this case, no explicit call to action is required since the QR code is
exposed in a traditional way, even if in a new artistic environment.
2. In May 2015 Visualead released a new QR technology that allows dotless design.
This technology allows to have the image itself as a QR code, allowing a clean
design for the promo piece of art. Using this new technology will strengthen
Playboy’s rebranding initiative and willingness to pursue and cater to a new target
audience. Choosing a design that integrates this new technology will require an
explicit call to action since the QR code is exposed in a completely new way.
Figure
7:
Street
Art
1
(integrated
QR
code)
24. 24
The call to action will be explicit but without a direct link to the Playboy brand. This
will reinforce the new classy and secret approach of the overall campaign.
9.6.1.1. Resources & Realization
September 2015:
- Identification of strategic urban showcase spaces in New York, San Francisco,
Miami and Los Angeles.
- Street Art, Not Graffiti. We will opt for a legal street art approach; therefore, it is
essential to select private properties in strategic locations that will allow the art to
be showcased there.
- Street artists collaboration, design creation and approval.
- Idea 1. Free QR code generator Idea 2. Visualead collaboration for dotless 020
QR code creation <http://secureo2o.visualead.com/en/89#!contact>
November 2015:
- Realization of the first set of street art promo pieces: QR code linked to Google
Play Playboy Music download page.
- Gamifying the launch campaign: Users in a specific geographic area will be sent a
push notification letting them know that a certain image is printed womewhere
around them. Clues will be provided about the location and the first 100 people
who get there and scan the image will be directed to a link with a promo code in
the Playboy Music app offering them 3 months of free subscription.
January 2015:
- Reinforcement: Realization of the second set of street art promo pieces. QR code
linked to App Store Playboy Music download page. Same launching promo
campaign with QR code could be implemented.
Figure
8:
Street
Art
2
(new
QR
technology)
25. 25
9.6.1.2. Budget recommendation
This guerrilla approach ensures a low budget. The expenses will vary according to
the different resources selected. Below follows an estimation of the overall expenses
for the project realization:
• Street artists compensation: $ 100-200 per piece. The cost will vary according
to the selected street artist.
• Visualead collaboration: $ 50-100
• Private properties compensation: $ 0-200. The selected locations will be in
underground but trendy spots in the city, in new renovated artistic urban areas
far from the city center. This will ensure to maintain a low compensation and
maybe even have a free approval.
9.6.2. Mapping Light Show
Playboy Music offers a combination of beautifully crafted videos, new beautiful
models and music by the most talented emerging artists. How to showcase this
unique combination in an effective and engaging way in order to reach a mass
target? Embracing the technology that meets art and architecture at its top potential.
This could be done through Light Projection mapping the 3D realization of graphically
designed videos that interact with the structure and architecture of a building. These
light shows are nowadays renown in Europe, where talented artists reach millions of
people every year through festivals that are created specifically around this urban
tech art. The instant WOW effect of such promotional activities is highly effective and
likely to generate massive WOM and BUZZ effect. These highly engaging art shows
are not often used in the US, and therefore have an incredible innovative potential.
Our idea is to collaborate with architectural light mapping designers in order to create
two light shows based on Playboy Music videos that interacts with the structure of a
selected building. The buildings will be selected in New York, Miami, San Francisco
and Los Angeles among potential trendy underground clubs that can benefit from this
kind of promo activity and could potentially lead to a partnership for promotional
events.
9.6.2.1. Resources & Realization
September 2015:
1. Select locations and potential clubs partners.
2. Confirm club partners and light shows dates over January.
3. Contact 3D light architectural mapping designer to start crafting the light show.
26. 26
Or contact Auto card graphic designer expert.
December 2015:
- Light shows (darker light in the evening, more effective light show)
9.6.2.2. Budget recommendation
As we are planning to cooperate with the clubs the only costs associated will be
those of 3D light projection. Hiring a specialized company can cost from $2,000 up to
$250k for a massive interactive show that lasts for weeks. The costs to realize this
kind of 3D mapping projection has decreased rapidly in the last few years, and they
can be further decreased if the 3D mapping realization is outsourced to a graphic
designer and the projector and speakers are rented only for the duration of the
campaign. Moreover, the project can be turned into a projection show, instead of
interactive 3D mapping. This will cut the costs dramatically, potentially between $500
to $1,000.
9.6.3. Augmented Reality – Teaser
In order to develop more effective promotional material, we suggest realizing an
augmented reality ad to display in the different magazines previously contacted in
regards to the media coverage of the launch. Our idea is to create an ad with a still
frame from one of Playboy music’s videos and develop an augmented reality graphic
video that integrates with the image and the related soundtrack. At the end of the
augmented reality video the logo of Playboy Music will appear, combined with the call
to action.
9.6.3.1. Resources & Realization
August 2015:
- Augmented reality video creation
- Media coverage magazines selection
September 2015:
- Augmented reality video finalization and post on selected magazines
9.6.3.2. Budget recommendation
The realization of such promotional material can be realized using BAMM.TV internal
resources.
9.7. Event – Secret Party
After the launch of Playboy Music on IOS we propose organizing a secret launch
party in various cities across the US. The party will be a way to promote the app and
generate subscribers.
27. 27
Having the event as a secret party will contribute to the app’s exclusive image and
increase buzz. The event will be held each weekend in January. Suggested cities
are the following: San Francisco, Los Angeles, Chicago, New York and Miami. The
event will be promoted five days in advance by sending out a restricted amount of
messages to influencers and socialites in each represented city. The invitation will
include the date of the party and a teaser to what can be expected. On the day of the
event the guests will receive a message that says “Follow the white bunny”.
Furthermore, the guest will be informed where to find the bunny and to say the secret
password “Play” to the bunny, shake her hand with $20 and then follow the bunny to
the party’s location. When the guests arrive at the entrance they will be notified that if
they download and subscribe to the app they will receive a free drink at the bar.
Inside the venue there will be a fashionable models with bunny tails serving drinks to
the guests. The DJ will play a sample of Bamm.tv’s playlist. The key success factor
of the event is the mixture of having the right people attending the party and
exclusivity that leads to word of mouth, which generates an increase in app
downloads.
9.7.1. Resources & Realization
November 2015:
- Select locations and reserve venues
- Identify influencers in the selected urban areas
December 2015:
- Define and create partnerships
- Select bands, DJs and models
January 2015:
- Send messages 4-5 days before the event
- Manage messages spread + final event
9.7.2. Budget recommendation (per party)
Event planner $500
Promoter $500
Venue $1,000
Models, 10 girls, 5 hrs: $1,000
Security $700
Total $3,700
28. 28
9.8. Contest
In February, due to the iOS release and the previous marketing efforts, we expect the
campaign to start reaching out on a more global scale and wish to see an increase in
the number of downloads, which leads us to our last recommendation. As part of the
social networks and online media marketing efforts, Bamm.tv should engage their
customers by organizing a contest whose purpose is to provide them with the
possibility to “influence” the content in the app, and show their creativity. Indeed, the
contest would take the form of an amateur video creation competition in which the
participants have to make their own videos with a particular song from Bamm.tv, as
soundtrack. A voting would be organized within a timeframe between February and
March to select the community’s favorite video. The winner would have the pleasure
to see his/her work displayed inside the Playboy Music App feed, as an original
amateur-creation.
9.8.1. Implementation
The video editing contest would take place on Facebook and Youtube. By filling a
subscription form, the participant would randomly be given a song, adhering to the
participation rules and could start working on it. The deadline in February is still to be
determined, but we suggest the timeframe to register, edit and submit the video to be
3 weeks. The last week would be used for the voting. The work would be uploaded
on Youtube and shared on the Facebook page of Playboy Music App.
9.8.2. Further recommendations
Following that contest, later on Playboy could also ask their users regularly via
Facebook what kind of new content they would like to see, e.g. “Where should our
next music video take place? On the Las Vegas Stripe or in a farm in Kansas?”. This
is a simple effort that shows how Playboy cares about their audience, interacts with
them and engages users in a very simple but effective way.
10.1. Timeline
The different ideas to implement within the action plan that we recommend are
articulated around the following timeline:
10. EXECUTION
29. 29
Figure 9: Timeline
Scenario 1: Risk: Nobody downloads the app
Trigger: Fail marketing and don’t reach target audience
Consequence: Zero income
Action: Add features or increase marketing efforts
specifically targeted to desired audience
Scenario 2: Risk: Playboy doesn’t approve the app
Trigger: Lack of communicating the app’s benefits
Consequence: No launch
Action: Readjust the App and sell it to another company
Scenario 3: Risk: Lack of new content
Trigger: Limited budget to pay for creation of new videos
and not enough resources to edit videos
Consequences: Users unsubscribe
Action: Increase budget for content creation and hire
more staff
Scenario 4: Risk: App might crash because of scalability issues
Trigger: Too many active users
Consequence: Unsatisfied users
Action: Increase server capacity
11.
RISK
ASSESSEMENT
30. 30
12.1. Additional Features for the app
Alongside with a successful launch strategy to promote the app via social media,
contests, guerilla marketing, or events it is essential to keep adding features in order
to keep users engaged and entertained. To add more value to Playboy Music we
recommend adding following in-app features.
• Add a “feed” tab
- It would allow artists to share some content directly into the app without the need to
go through Playboy developers. They would have accounts to post pictures, quotes,
memories; this will help building a community.
-The tab would also make it easier for users to interact with the artists, as they have
the possibility to comment on videos, and like artists and models.
• Link with social networks
Even though the idea is to generate traffic in the app, there should be an option to
link one’s account to Facebook, Instagram, Youtube, Twitter or any other popular
social platform. This will make it easier for users to share content and would raise
awareness and increase the number of downloads.
• Reviews
In-app video ranking options (up to 5 stars) and comments is another possible way to
engage users.
• Making use of current follower base
Linking the artist account on the app with her/his Soundcloud page, personal blog or
branded website gives users further possibilities to get to know more about the artists
and models.
• VIP Membership Program
To give the users more value and create an exclusivity feeling, Playboy Music could
offer memberships that give access to events and clubs. The lists of privileges
Playboy could give each customers is totally up to Playboy, but it should include
extra content, features and other ways to attract users and make them want to switch
to VIP Memberships.
12. FURTHER RECOMMENDATIONS
31. 31
12.2. Mermaid Project – Ways to make use of current library
The following are possible business venues that could generate income and brand
recognition through partnerships.
- WIFI in public spaces: partnering up with companies such as xfinitiy, or companies
offering public wifi in commute buses, bus/train stations and airports. There could be
a small music player integrated on the page you are immediately directed after you
agree to the terms with the option to check out more artists or playlists.
- Augmented Reality: Considering the promising future of V.R. and its application of
improving the quality of life, Bamm.tv could step in by offering the content library in
desposition. Consider streaming Bamm.tv music videos as part of driving tests for
Oculus. The videos could be played to test the concentration and level of distractions
while taking a driving test. Another application that could make use of the videos or
the audio files could be language learning apps or rehabilitation apps in hospitals.
- Solar panel phone charging stations with screen projector could be installed in
public areas, parks or bus stops where curated playlists could be streamed.
- Urban Outfitters: Bamm.tv could come up with a production line dedicated for retail
stores such as Urban Outfitters. There is great potential for developing products that
are appealing to the target segment that happens to be loyal customers for Urban
Outfitters as well. Such a product could be various gadget including Vinyl records
from the existing library with Bamm.tv logo on them (vintage look), portable speakers
with an integrated sample playlist, photography from the music or behind the scene
videos, kaleidoscopes with Playboy Music video models where images break or
distort to new images. Another idea could be installing a jukebox with Bamm.tv
records and logo printed on it at Urban Outfitters or other similar spaces.
- Discount Cards: Another area with potential to reach millenials would be partnering
up with discount card companies and come up with deals or promotions. An example
could be the SPC card (www.spc.ca).
- GIF’s: Implement GIF’s as a medium between pictures and videos
- GoPro: A format that Bamm.tv could consider for future video shootings could be
using GoPro and creating a dedicated channel on Roku or Apple TV with a
subscription fee to access exclusive content and behind the scenes videos.
32. 32
Marketing Charts (2015, April 28). So How Many Millennials Are There in the US,
Anyway? Retrieved August 4, 2015, from
http://www.marketingcharts.com/traditional/so-how-many-millennials-are-there-in-the-
us-anyway-30401/
In text: (Marketing Charts, 2015)
Faw, L. (2012, October 2). Meet The Millennial 1%: Young, Rich, And Redefining
Luxury. Retrieved August 4, 2015, from
http://www.forbes.com/sites/larissafaw/2012/10/02/meet-the-millennial-1-young-rich-
and-redefining-luxury/
In text: (Faw, L., 2015)
ESA, (2015). Essential facts about the computer and video game industry. Retrieved
July 21, 2015, from http://www.theesa.com/wp-content/uploads/2015/04/ESA-
Essential-Facts-2015.pdf
In text: (ESA, 2015)
Sanburn, J. (2011, January 24). Brief History: Playboy. Retrieved July 22, 2015, from
http://content.time.com/time/magazine/article/0,9171,2042352,00.html
In text: (Sanburn, J., 2011)
Adweek, (2015). Playboy.com has grown 258% in a year thanks to its safe-for-work
strategy. Retrieved July 21, 2015, from
http://www.adweek.com/news/press/playboycom-has-grown-258-year-thanks-its-
safe-work-strategy-163637#
In text: (Adweek, 2015)
Bamm.tv, (2014). Bringing power and profit back to artists. Retrieved July 21, 2015,
from https://www.bamm.tv/about
In text: (Bamm.tv, 2014)
Entrepreneur, (2014). Playboy CEO: Nudity could completely vanish from the brand.
Retrieved July 24, 2015, from http://www.entrepreneur.com/article/240346
In text: (Entrepreneur, 2014)
PwC, (2015). Key insights at a glance. Retrieved August 1, 2015, from
http://www.pwc.com/gx/en/global-entertainment-media-outlook/segment-
insights/music.jhtml
In text: (PwC, 2015)
13. BIBLIOGRAPHY
33. 33
Berklee, (2014). Fair music: transparency and payment flows in the music industry.
Retrieved July 20, 2015, from
https://www.berklee.edu/sites/default/files/Fair%20Music%20-
%20Transparency%20and%20Payment%20Flows%20in%20the%20Music%20Indus
try.pdf
In text: (Berklee, 2014)
Emmett, S. (2015). Millennials? The myths they can’t shake. Retrieved August 3,
2015, from http://www.cv-library.co.uk/blog/2015/03/11/hiring-millennials-the-myths-
they-cant-shake/
In text: (Emmett, S., 2015)
Gartner, (2014). Gartner says by 2017, Mobile Users will provide personalized data
streams to more than 100 apps and services every day. Retrieved July 24, 2015,
from http://www.gartner.com/newsroom/id/2654115
In text: (Gartner, 2014)
Gartner, (2014). Predicts 2015: Apps, Personal Cloud and Data Analytics will drive
new consumer interactions. Retrieved July 25, 2015, from
https://www.gartner.com/doc/2628016?ref=SiteSearch&sthkw=Predicts%202014%25
3A%20Apps%252C%20Personal%20Cloud%20and%20Data%20Analytics%20Will%
20Drive%20New%20Consumer%20Interactions)&fnl=search&srcId=1-3478922254
In text: (Gartner, 2014)
Danova, T. (2014, January 23). Gartner: Mobile Apps will have generated $77 billion
in revenue by 2017. Retrieved August 1, 2015, from
http://www.businessinsider.com/gartner-mobile-apps-will-generate-77-billion-in-
revenue-by-2017-2014-1#ixzz3hsdYuzsY
In text: (Businessinsider, 2014)
Marketsandmarkets, (2015). Mobile Application Market. Retrieved July 25, 2015,
from http://www.marketsandmarkets.com/PressReleases/mobile-applications-
market.asp
In text: (marketsandmarkets, 2015)
Mobile music industry blog, (2012, March 9). Mobile Music, beyond the AppMobile
music, beyond the app. Retrieved August 3, 2015, from
https://musicindustryblog.wordpress.com/2012/03/09/mobile-music-beyond-the-
appmobile-music-beyond-the-app/
In text: (Music industry blog, 2015)
IFPI, (2015). IFPI Music digital report, Retrieved August 3, 2015, from
http://www.ifpi.org/downloads/Digital-Music-Report-2015.pdf
In text: (IFPI, 2015)
