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Integrated Marketing Communications Plan - Greg Award 2015

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An Integrated Marketing Communications for Bayridge Cask and Keg.

This project won the Greg Awards 2015 for Best in Integrated Marketing Communications Plan. This plan integrates advertising, marketing communications, digital designs, creative copy, digital strategy, social media and online video integration.

The project was a requirement in fulfillment of a Post Grad Interactive Marketing Communications program of St. Lawrence College, Kingston, Ontario. The program prepares students to be digital strategists in the online world.

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Integrated Marketing Communications Plan - Greg Award 2015

  1. 1. TEAM ENVISION MARKETING Integrated Marketing Communications St. Lawrence College 100 Portsmouth Avenue, Kingston ON K7L 5A6 AN INTEGRATED MARKETING COMMUNICATIONS PLAN - #IMCSLC 20 15
  2. 2. CONTENTS Marketing Profile A.  Company Background B. Situational/SWOT Analysis C. Marketing Mix D. Competitive Analysis Audience Analysis A. Current Customer Mix B. Potential New Customer Targets C. Demographics Location Pyschographics Behavioural Characteristics D. Buying Behaviour Objectives & Benchmarks Campaign Focus: Awareness 01 02 02 03 05 05 06 06 07 10 10 12 ii
  3. 3. Communications Objectives Sales Objectives & Benchmarks Consumer Engagement Objectives Channel Choices Selection of Mix Media Channel-Choice Rationale Campaign Timeline Strategic Planning Content Matrix Budget ROI Appendices 12 12 12 13 14 15 16 17 18 22 23 2015 INTERACTIVE MARKETING COMMUNICATIONS BAYRIDGE CASK AND KEG iii
  4. 4. A. Company Background & Situational Analysis Location: 749 Bayridge Dr. Kingston ON (Metro Plaza) Bayridge Cask & Keg has been an established local retailer of home wine and beer making kits and supplies for over 20 years. The current owner; Bill Johnson started out as an employee of the business seven years ago. There have been two previous owners since Bill started working there, before he eventually purchased the business in 2013. According to Bill, the previous owner who he bought the business from was rather inexperienced with running the business. During this time the owner allocated little to no funding toward advertising, and in addition, overall customer perception was at an all-time low. They did retain some regular clients and since Bill purchased the store, business has been improving. Bill identifies his current customer base as primarily women aged anywhere from their mid 30’s – 50’s (and even some clientele from the seniors population who predominantly purchase wine kits. However, he also has noticed that a new demographic of 20-to-30-year-old women should be a part of his target market. The most popular products are Pino Grigio, Merlot, and Shiraz products. Despite customer demand favouring wine kits, Bayridge Cask & Keg does feature the largest variety of beer kit brands and accessories in the region. (**Source: Current Owner) Since purchasing the establishment from the previous owners, Bill and his partner Tina have gone back to the basics of small business culture. They place the customer’s experience at the forefront of their efforts, knowing all too well that happy customers soon become repeat customers. And in a business like Home-Brew, repeat business and strong customer relationships are integral for continued future success and growth. Bill has identified that the décor of his location is rather dated, and has identified that he intends to fully renovate the store to modernize it. He also wants to increase the overall awareness of the client and has reached out to Envision Marketing to assist with developing content and an overall marketing plan in order to illustrate recommendations and to eventually assist with implementing and executing the overall strategy. MARKETING PROFILE 1
  5. 5. B. Situational/SWOT Analysis C. Marketing Mix Products/Services: The client carries quality “Vineco” wine and beer kits and offer on-premises brewing. They also have the largest selection of brewing kits and supplies in the region including an assortment of wine making kits, brewing supplies and home brewing equipment for the home brewer. Wine kits are available for both small and large batches and come in 4 and 6-week varieties. The client has premium quality “pure juice” wine kits for those who want to start a collection of fine, aged, and mature wine. STRENGTHS • Few (if any) competitors are using social media to its full potential • Bayridge Cask & Keg currently dominate the twitter space in the #wine, and #ygk combined hashtag use • Not tied down by corporate a corporate banner (able to carry more variety of products and brands than competitors ex: Homecraft is Wine Experts, etc.) • Prime Location (West end, large population of target market) • Positive Customer feedback (average 5/5 rating from customer reviews on Facebook) WEAKNESSES • Limited Budget for Advertising & Marketing (recently purchased business, low to small budget for advertising and marketing communications • Social Media awareness low • Not the greatest grasp on SEO • Although geographically the location is prime, it is tucked in the far left corner of an outlet mall and is therefore not easily noticed by passer-by’s OPPORTUNITIES • Social Media Dominance (few competitors using SMM to its full potential) • Events (catered wine tastings, bridal shows, Spring Home Show etc.) • Content Driven Marketing (blogs, Videos, Images) • New Market Segment: Home Craft-Brewers • New Market Segment: Women aged 20-35 Wine or Beer Making Class THREATS • Availability of cheaper wine & beer kits at other retailers (Loblaws, Costco) • Availability of wine from the LCBO and The Wine Rack locations. 2
  6. 6. The client offers premium beer kits as well as less than premium kits at a lower cost. They also carry Festa Brew products, which are incredibly affordable and still maintain a high quality. Place: The client is located at 749 Bayridge Dr. (Metro Plaza) in the West end of Kingston, ON. Although the Metro Plaza is a popular shopping area, the actual store is located in the far back left corner of the market, making it invisible/ unknown to those driving by. There is currently no sign out front of the Plaza signifying the presence of the client but Bill has coordinated with his landlord and a sign will be installed soon. Promotion: The client has placed three different ads in the Kingston Whig Newspaper, each of which offered some type of discount on a specified wine kits or wine kits overall. The BOGO ad was the most successful according to Bill as he received the most feedback from his clients for it. Bill has not yet done any advertising/marketing in the way of radio or television but is hoping to create a radio ad in the near future and is opting towards Fly FM. As previously stated, the client is on Facebook and Twitter but promotion on these platforms has been minimal. Bill does not yet have a promotion video for his business but would like to have one up and running in the near future. D.      Competitive Analysis Bayridge Cask and Keg Winexperts Wine Kitz Competitive Advantage: • Devoted to provide customers satisfaction back up with 100% guarantee on product quality. • Local retailer of home wine and beer making kits and supplies for over 20 years • Focus on customer relationships • Prime location • Caters to events such as weddings, parties, etc. Competitive Advantage: • Devoted to bring the finest wines of the region straight to consumer’s glass20 years in the business • Business is nationwide • Has a “Quality Assurance” team • Has varied marketing exposure (sponsored wine related events) • Strong video content on YouTube Competitive Advantage: • Provide consumers 100% satisfaction guarantee • Business started 1959 • Employees are wine lovers as well • Caters to events such as weddings, parties, etc. Weakness: • Limited Budget for Advertising & Marketing (recently purchased business, low to small budget for advertising and marketing communications • Social Media awareness low • Not the greatest grasp on SEO Weakness: • Tied down by their corporate banner (exclusively tied down to specific wine brands) • Has Wine Kits in very close proximity • Recently acquired Homecraft Brew & Wine and may confuse and deflect prospective customers due to branding issues. Weakness: • Has Winexperts in very close proximity • Low brand exposure in terms of advertising and marketing • Relies on their website for promotion and company information only • Out-dated website and information • No social media ANALYSIS ON DIGITAL ASSETS 3
  7. 7. issues. information • No social media ANALYSIS ON DIGITAL ASSETS   bayridgecaskandkeg.com   winexpert.com   winekitzkingston.ca Score:  Not Available Score:  50.4 Score:  49.1 Rank:  Not Available Rank:  1,943,590 Rank:  1,943,590 Analysis @BayridgeCaskKeg • 29 Followers • 74 Tweets TWEETREACH Results: • 783 accounts Reached • 2,012 impressions Analysis Bayridge Cask and Keg Posts average of 2x/week 213 likes Reviews: 5.0 of 5 stars - from 13 reviews Analysis @WinexpertInc • 6 Followers • No Tweets TWEETREACH Results: There are no tweets available for this query. Analysis Homecraft      Brew & Wine Posts average of 3x /month 137 likes Reviews: 5.0 of 5 stars - from 5 reviews Analysis Not Available TWEETREACH Results: There are no tweets available for this query. Analysis Not available Analysis Not Available Analysis Winexpertofficial 39 videos uploaded 63 subscribers 17,500 views Joined Jun 5, 2013 Analysis Not Available Analysis Not available Analysis Winexpertofficial 1 follower 1090 views Analysis Not available Local Advertising (Kingston): • Advertised through Newspapers - 2 newspaper exposures • Event Marketing - the Kingston Bridal Show last February 2015 Winexpert sponsored events: 2014 and this year’s 2015 WineMaker Wine Competition No known Marketing nor Advertising efforts 4
  8. 8. A. Current Customer Mix Women age: 36-54+ The client identifies their current customer segment as primarily women in their mid-30s to 50s and up. They predominantly purchase wine kits, and choose the brew in-store option. We have identified three classifications under this age segment: • Some well-off, middle-aged couples settled in the nations satellite cities. They have college educations, well-paying businesses, professional careers, and swank homes filled with the latest technology. • 50% belongs to empty nesters who have had solid managerial jobs, comfortable retirements, and that they enjoy reading, playing musical instruments, indoor gardening and refinishing furniture. • Some are upper-class families that boast dual incomes, college degrees and new split-levels and colonials. They tend to be kid-obsessed, with heavy purchases of computers, action figures, dolls, board games, bicycles and camping equipment. Current Customer Attitudes Towards Product • The current customer segment consists of economically sound individuals, and therefore, their reasons for purchasing the product to not revolve solely around the value aspect, although that does play a factor. • With many of them being empty nesters, this segment tends to occupy their time by taking on hobbies and engaging in cultured activities. Making their own wine is a way for them to spend some of their free time while simultaneously having something to show off to friends and family at dinner parties and events. • The value concept does play a part in the current customers attitudes towards the product. Not only are they saving money by purchasing the product, they are also saving themselves time by making enough wine to last for a few months or more. This enables them to focus on their current projects without having to make multiple trips to the local liquor stores. B. Potential new customer targets Women age: 25-35 The client has noticed an opportunity following an increase in customers that are from a younger audience (mid- twenties to late thirties). They are also predominantly women. There are more than 11,500+ women1 within the age range of 24-35 years old currently residing in the Kingston area. 1 DEMOGRAPHICS. (2015, January 18). Retrieved January 19, 2015, from http://business.kingstoncanada.com/en/statistics/demographics.asp AUDIENCE ANALYSIS 5
  9. 9. Rationale: It has been presumed that the 20-year-old’s age segment should be targeted for the benefit of the client, however (see Section D – Buying Behaviour); the psychological perception of this age segment is less inclined to investing time and preparation for an alcoholic beverage. There are better opportunities to target 25-35 year old married couple and single ladies since this entices them on the recreational aspects. B. Demographics Location: Kingston City Profile from KEDCO1 : Kingston is the second largest city in Eastern Ontario and its large area relative to its population gives it a low population density, a characteristic Kingston shares with most of the rest of Eastern Ontario.  The median age of Kingston’s population is in the mid-range for comparator cities and is significantly lower than Eastern Ontario counties. Kingston’s population is well educated in comparison to other cities and our visible minority make-up is rich and diverse. Target Market Geo-location2 : Target Market Demographics3 : Primary Target Population Secondary Target Population Kingston Age Segments and Population from 25 - 55 years old 22,785 44,635 Market Gender Segments   Male 11,363 21,775   Female 11,422 22,859 Top Age Segments for Each Market 25 - 29 yr olds 50 - 54 yr olds Knowledge of Official Languages (Conversational Ability)             Population   English only 146,737   French only 349   English and French 20,282   Neither English nor French 684 2 NEIGHBOURHOOD PROFILES - 2011 CENSUS KEY MAP. (2011). Retrieved January 17, 2015, from https://www.cityofkingston.ca/docu- ments/10180/90461/AllNeighbourhoods_Map.pdf/017f63e7-7181-421f-9f8b-547dd4528eff>. 3 DEMOGRAPHICS. (2015, January 18). Retrieved January 18, 2015, from http://business.kingstoncanada.com/en/statistics/demographics.asp 4km radius neighbourhoods: 4 - Cataraqui Westbrook 5 - Cataraqui North 6 - Woodbine 7 - Westwoods 8 - Sutton Mills 9 - Mile Square 10 - Bayridge West 11 - Bayridge East 12 - Gardiners 14 - Lemoine Point 15 - Auden Park 7.5 km radius neighbourhoods: 13 - Waterloo Village 16 - Henderson 17 - Collins Bay Penitentiary 18 - Reddendale 19 - Strathcona Park 20 - Alcan 21 - Kingscourt 22 - Williamsville 24 - Rideau Heights 25 - Inner Harbour 26 - Grenville Park 27 - Hillendale 28 - Polson Park 29 - Calvin Park 30 - Fairway Hills 31 - Portsmouth 32 - Kingston Penitentiary 34 - Alwington 35 - Queen’s 6
  10. 10. 7 Households & Household Income (2013)                    Population   Median 2013 total income $ 34,420   Average 2013 total income $ 44,013   Median 2013 total income for males $ 40,470   Average 2013 total income for males $ 50,413   Median 2013 total income for females $ 29,595   Average 2013 total income for females $ 38,058   Average # of persons in household 2.33 C. Psychographics Below we have analyzed the online habits of women in this age bracket by breaking the segment into two age groups. Technographic Profile4 : • The two strongest categories, which showed up are Joiners and Spectators. This indicates that these significant portions of the market segment are very active on social media. They have and maintain social media profiles, and visit social media sites like Facebook, Twitter, and Pinterest. The Spectator portions of this segment mean that not only do they use social media, but they also watch videos, read blogs, reviews, listen to podcasts, and consume various other forms of content online. • Another encouraging element is that a good portion of this audience are critics, and creators which means that many within this audience participate in online discussions, share content, and also create content of their own such as blogs, product reviews, and more. Habits and Lifestyles: Primary Target Market (25 - 35 yrs. old): The primary target are concerned with breaking free from their student lifestyle and are wanting to indulge a little more in the good life now that they have more sufficient funds to do so. When they are not working at their new career, they can be found hosting parties at their apartment, exercising at the local gym, and checking out local music entertainment. 4 WHAT’S THE SOCIAL TECHNOGRAPHICS PROFILE OF YOUR CUSTOMERS? (2011). Retrieved January 17, 2015, from http://empowered.forrester. com/tool_consumer.html
  11. 11. Secondary Target Market (36 - 55+ yrs. old): As empty nesters, the secondary target market enjoy focusing on their hobbies, keeping their hands and minds busy. They feel satisifed when they keep involved and up to date with community events and as they are getting closer to retirement everyday, they are trying to look after their health more than they used to. Primary Customer Kristin Sykes Kristin is a 25-year-old young-professional. She was just recently offered the position of Junior Account Executive at Invista in Kingston, ON. Kristin rents a 1-bedroom condo with her boyfriend, Tyler, and just recently adopted a dog from the local shelter. She has earned a BAin Economics at Queen’s University and completed a grad certificate in Digital Marketing 2 years ago at St. Lawrence College. Having been out of school for a couple of years now and working a full-time job, Kristin has been enjoying having extra spending money and is thinking about saving for a starter home with Tyler. She has just recently bought a 2010 car off of Kijiji. com to get her to and from work and feels as though her life is finally starting to take off. She is now making 40,000 dollars a year while Tyler is finishing his Masters at Queens. Kristin is excited to be out of school and be a working woman. On the weekends, she likes to get together with her girlfriends and host dinner parties in her new condo or just relax with her boyfriend and dog on the couch, enjoying some quality time. Kristin is young and enthusiastic and likes to be spontaneous as often as she can be. Pain Points Although she has a received a new job and is making a decent starter income, Kristin has debt to be taken care of. With her monthly OSAP payments, vet bills, rent, and car insurance, Kristin is feeling like she can’t enjoy her newfound independence, and indulge as much as she would like to. Social Activities Besides hosting fun girls nights and exercising daily, Kristin likes to have an open schedule during her free time. She enjoys scoping out cool community events and likes to keep things in her relationship fun by going out on the town with her boyfriend, participating in local events. Secondary Customer – Existing Customer Base Janet & Keith Taylor Janet and Keith are 52 years old and have two boys and a girl. One child is graduating high school and the other two are in their first and second years of university/college. Having spent the good part of her life chauffeuring her children around in the family Mini Van, which has been traded in for a Hyundai Santa Fe, Janet and her husband Keith are spending more time to themselves, going on holidays, golfing, and now wine making. 8
  12. 12. Janet loves her garden. Each spring, she pours her creative side into the creation of her award winning flower garden. She’s proud of that garden and it relaxes her, giving her purpose. Janet is an X-Ray Technician at Hotel Dieu in downtown Kingston, while Keith is approaching retirement where he works on the production line at Invista. Their combined salaries are $145,000. With most of the kids being out of the house, and their last child on the verge of graduating, Janet and Keith have been getting to know each other again as a couple. Since they’re focus has shifted from children to each other, they are excited but intimidated by all the time they have to share together once again. Both Janet and Keith are looking forward to the Havelock Jamboree this year. This is an event that the couple goes to every year in tradition, and they work their schedules around it. Pain Points It’s that empty nest syndrome. Faced with the fear of her children venturing off into the cold hard world, Janet needs to keep busy in the fall, when her children are off to school and her garden is closed for another year. Likewise, now that Janet and Keith have more time to focus on themselves and their relationship, they need to find activities and hobbies that they can share/participate in together. They fear that they may not know each other as well as they used to, and therefore enjoy any opportunities that give them the chance to rediscover each other. Social Activities Besides the gardening and golfing, both Janet and Keith have dinner at their friend’s houses on a monthly basis. In the summertime, they enjoy a back porch glass of Vino and host frequent neighborhood barbecues in their backyard. Janet likes to take Yoga classes once and a while at the local YMCA and Keith is a news enthusiast. Whether it is local or national, he enjoys keeping himself updated on local events by subscribing to news magazines, papers, and online sources. Specialized Target Market Wedding Market The client has made clear that they want to be involved in Kingston’s wedding events and promote their products to couples that are getting married in the area, predominantly focusing on the brides (women). Rationale: Weddings are expensive, so targeting brides who are looking to cut costs while ensuring they are getting the best value for their money is a great opportunity for the client. There will be three sub-targets within this market: I.  Low to Middle Income Brides who may not yet be financially secure. In general, a wedding is a large expense. Although this target market would like to minimize their costs where possible, they do not want to sacrifice the originality or integrity of their event. Therefore, promoting 9
  13. 13. 10 the product as cost effective and of high value is key in reaching out to this target segment. II.   Parents of the Bride and/or groom This segment is likely to appreciate the price value of the client’s products as opposed to its competitors. Since the parents of the bride and also the groom can sometimes be responsible for much of the wedding expenses, they will be eager to find deals on wine for the guests so as to spend the savings on some other expenses in the wedding that aren’t as easily negotiable. Although many couples getting married are above the age of 25, it is known that parents still hold some authority over their children’s choices, making them a viable target market to promote the clients products to: they will become brand ambassadors to the marrying couple. III.  Middle to High Income Brides who appreciate original choices for their wedding in order to make the   event as memorable as possible Although this segment of the wedding target market may not need to worry about choosing the most cost- effective options, they will be interested in the opportunity to customize their wine in order for it to stand out to their guests and make their event more memorable/special. Promoting the abundance of wine choices offered by the client to this target segment will play a key role in bringing in their business. In addition, the money they will save will be appealing even to those who are financially secure. D. Behavioural Characteristics Consumer Locations for Purchasing Wine5 : In our research, a chart (see Appendix 2) illustrated that most of the wine purchases are more frequented in supermarkets and hypermarkets (40% of respondents) for consumption at home and for gifts as well. A special wine shop is not very significant in affecting purchasing power. However, it is interesting to note that it is only visited more often in the case of purchasing wine for a gift. Consumer and Wine Attributes6 : (see Appendix 3) 1. In the case of consuming the wine at home, the following attributes are more important: taste (sweet, dry), quality, wine region. 2. If the wine is purchased for a gift consumers consider more attribute to be important for making the decision e.g. quality, taste, wine region, label, price, form of the bottle, recommendation of experts. All of these play an important role in the purchase decisions. 3. Both their research and our focus group interviews verified the price as a very important product attribute and means of quality identification by the consumers. 4. It is interesting to see that during the ‘year of the wine’; ‘alcohol content’ and ‘advertisements’ attributes were rated very low. E. Buying Behaviour Consumer Wine Expectations (Psychological) People have the expectation that good quality wine is expensive. Factors like color, year, origin and taste can influence the consumer’s emotions towards a specific kind of wine. Younger generations are less likely to find wine more appealing compared to other liquor alternatives. They associate wine to a mature age segment. 5 Tóth, A., & Totth, G. (n.d.). WINE PURCHASE BEHAVIOR AND PERSONAL VALUE BASED CONSUMER SEGMENTATION. Retrieved January 18, 2015, from http://academyofwinebusiness.com/wp-content/uploads/2010/05/File-010.pdf 6 Tóth, A., & Totth, G. (n.d.). WINE PURCHASE BEHAVIOR AND PERSONAL VALUE BASED CONSUMER SEGMENTATION. Retrieved January 18, 2015, from http://academyofwinebusiness.com/wp-content/uploads/2010/05/File-010.pdf
  14. 14. Locally Made “U-Vint” Wines Local wine is gaining popularity among residents. There is an existing consumer belief of “buying/supporting local” and this is usually a desirable trait. Typical enthusiasts are baby-boomers and recent retirees. There is also the association of consumer experience because they gain satisfaction and the reward of crafting their own wine. Perception of Time As stated above, retirees and baby boomers are more enthusiastic about making their own wine because they can afford to be patient. Typically, a batch of wine can take up to 4 weeks to be ready to drink. It is a challenge to get younger people in especially the early 20’s age segment since they don’t like to invest their time into producing wine when they can just go to a store quickly and buy a bottle of wine. Recently though, there is a trend with younger couples coming in as more of them move to the downtown core. Perception of Value U-Vints or Wine kits have value as the main motivator perceived by a consumer because they can expect quality- crafted wine as an excellent alternative to table wine. The younger potential customer target segment is going to fit well with a value based positioning strategy; they’re all on budgets, but still want to enjoy quality wine. A batch of wine for 24 bottles will roughly cost around $99.00, which would bring cost to a little over $4.00/bottle compared to average wine brands at LCBO of $15/bottle, which at 24 bottles produces $360 total (*calculations exclude tax). Consumers save an estimated $261.00 by choosing to make their own wine. 11
  15. 15. OBJECTIVES& BENCHMARKS 12 Campaign Focus: Awareness The main focus of the campaign we are developing for Bayridge Cask and Keg is based on increasing the awareness of their business and brand throughout the Kingston area, with strategic concentrations on key geographic “pockets” of the city based on relative habitation by our target segment. Additionally, focusing direct marketing tactics on the residential areas immediately surrounding the store’s location will be vital. Communications Objectives: We have categorized the communications objectives into three main elements in order to achieve our main goal of reinforcing the awareness of the client’s brand. They have been strategically designed to work symbiotically with the campaign’s focus. They are: • Increase awareness of the store’s brand and location • Introduce the store and the owners as “brand leaders” • Build a sense of community around the brand through audience engagement • Stimulate, and encourage new customer traffic Sales Objectives & Benchmarks In order to measure the effectiveness of the campaign we have identified the following sales objectives and benchmarks from which to rank specific results of our marketing operations: • Exceed brew on premises sales by 15% over the previous fiscal year • Increase new customer traffic by 10% over the previous year • Increase coupon & offer redemption by 10% (FlyerMail, Kingston Publications, etc) Consumer Engagement Objectives: Due to the strategic focus on building, and improving awareness we have also identified key objectives, and milestones for online consumer engagement: • Increase online incentive/offer participation by 10% • Attract 100 new Twitter Followers • Generate 100 new Facebook Likes to the store’s page
  16. 16. A. Selection of Media Mix CHANNEL CHOICES Media Mix Targeting Tier 1 (25 – 35 year olds): Events Details: Purpose: • Wine Making Workshops: • Learn to make your own wine, Wine etiquette, and Wine topics • Venue: Bayridge Cask and Keg • Kingston Wedding Show Brand awareness and education Sales and Customer Acquisition Traditional Advertising • Newspaper (Heritage EMC, and WHIG) • Kingston Life Magazine • Welcome Back Student Magazine • Radio – Product Giveaways Coupons, offers, and incentive-based advertising On-air mentions & Branding Loyalty Rewards/ Referral Program • Rewards Card Customer Retention & Referrals Online • Facebook and Facebook Ads • Twitter • YouTube • Google AdWords • Blog • Mobile App Promotions and Advertising (e.g. Opprox) Expanding & enhancing reach 13
  17. 17. Public Relations • Fly FM Radio – create a Press Release of the Wine Making Workshop. Press Release highlights and the event. • Newspaper • TV (CKWS, Station-14) Target Radio and News Channels to leverage the events and promotions of the client Media Mix Targeting Tier 2 (36 – 55+ year olds): Events Details: Purpose: • Kingston Home Show Event: Kingston’s biggest home show event. § Venue: Cataraqui Sports Com- plex, Sydenham Rd. § Dates: April 10,11,12 2015: Friday 5-9 pm    SENIORS (60+) FREE Saturday 10am -5 pm Sunday 10am -5 pm Face-time with prospects, event-related incentives Direct Marketing • Flyer Mail Coupons & Branding de- livered to key residential areas Traditional Advertising • Newspaper • Radio– in form of Giveaways and news worthy events Awareness – push pro- motions and events Loyalty Rewards/ Referral Program • Rewards card Customer Retention & Referrals B. Channel-Choice Rationale For samples and mock-ups of advertising collateral relevant to our creative strategy see (Appendix 12) 1. TRADITIONAL ADVERTISING Based on the clients retail setting and location, specifically coupled with the Tier-2 market segment (Women 36- 55+). Traditional advertising methods should be considered a valuable asset for establishing contact with this segment. They include: 14
  18. 18. Newspaper Local Newspapers are still very much alive and well. Past uses of newspaper coupons and incentives have yielded positive results. Therefore, enhancing the overall design and having the offer used for future print advertising will be a key component. The Heritage EMC, and Kingston Whig Standard are primary choices based on previous results, readership, and circulation. Magazine Kingston Life Magazine has an ample circulation to key residential areas within the city and is a superb lifestyle publication, which is relevant to both the Tier-1 & 2 market segment(s). Also, the Welcome Back! Student Magazine will be a vital publication to include due to its readership and distribution among the tens of thousands of students, which reside in/enter the city each year. Radio Although the initial marketing budget outlined by our client ($7,500.00) will not permit a substantial purchase of airtime, one option will be to appeal to local station(s) to participate in product giveaways. The only cost associated with this will be the product itself, and it is a great way to get on-air mentions which can draw attention to the brand. The two stations we have identified as relevant for the T 1&2 market segments are: 98.3 FLY FM (Bell Media) and HITS 104.3 FM (Corus Entertainment) 2. IN-STORE PROMOTIONS & RETENTION INCENTIVES Loyalty/Rewards Program(s) Currently the client hosts a monthly draw which customers can enter for a chance to win a free batch of beer or wine. This style of in-store promotion is an ideal way to promote repeat business. Enhancing upon this concept with a simple rewards program structure will serve to augment in-store promotions and customer retention incentives. (For an example of our proposed rewards program see appendix 12) 3. ONLINE COMMUNICATIONS Facebook With just over two hundred “likes”, the client’s Facebook page is doing well, but has definite room for growth. Paid advertising on Facebook in short “bursts” which coincide with a specific offer, or redirect to content hosted on the client’s website such as blogs, or videos will definitely encourage interest, and serve to grow the audience on this particular social media channel. Facebook is also an ideal platform from which to engage customers and stimulate conversations. (For an example of Facebook Ads see Appendix 13:) Action Items for Facebook: • Set up sponsored posts and ads • Set up Facebook tabs that sync to the client’s marketing automation platform Twitter As indicated in our SWOT analysis, many competitors are not making full use of/have little (if any) presence on social media (especially Twitter). This presents an immense opportunity to take the lead and engage consumers through this channel. Due to the use of hashtags, the necessity of purchasing paid advertising on 15
  19. 19. Twitter is not crucial at this stage. Action Items for Twitter: • Ensure that the #YGK hashtag is attached to all Tweets • Make 1-2 tweets per day, (no more than 3) YouTube YouTube is an ideal component of delivering all video content. Any videos can be hosted on the client’s main website, as well as a dedicated YouTube Channel. Alternatively, YouTube-published videos can also be embedded on the website itself, including any posts on other social media channels. This creates a reciprocal direction where the audience can access and consume content from multiple places, each leading back to the clients proprietary web- space. Blogs Blogs present a prime “central location” for launching various forms of content from one convenient location. Aside from body-text; videos, images, and more can be included to a post to enhance its appeal. Maintaining a weekly or bi-weekly blog will also set the stage for encouraging commentary from readers and are a great way to engage the audience, maintaining consumer interest. Google AdWords Purchasing Google AdWords or paid search results can assist with fortifying how the client’s brand is revealed through web-searches. In addition to including keywords and other SEO initiatives currently in-operation, the investment in Google advertising would help enhance the client’s online visibility. (For an example of Google Ad campaign see Appendix 13) 4. EVENT MARKETING & PUBLIC RELATIONS Participating in events creates a valuable opportunity for face-time with prospective customers in an environment where the client’s products and services are already top of mind. Additionally, the inclusion of a show specific promotion or offer provides a great incentive for attendees to respond and convert to paying customers. Key Events to Participate in: • Kingston Home Show • Kingston Wedding Show (Already involved) 5. IN-HOUSE WORKSHOP(S) In addition to local events, the client can also host mini-events or workshops where customers can register as a group, and for a fee which covers their purchase of a wine (or beer) kit, can participate in a fun, educational activity which sets the stage for personal selling and establishing strong customer relationships. 6. DIRECT MARKETING Key points for Social Media Channels Objectives: • Brand awareness and engagement • Lead generation or customer acquisition • Share a mix of relevant links, blog posts, and engaging content • Promote upcoming events • Engage with influencers Key Metric Tracking: • Number of posts per day • Page follows • Likes / Favourites • Engagement and comments • Referring traffic • Shares / Re-Tweets • Lead generation/new customers 16
  20. 20. Direct Mail Flyers (e.g.: Flyer Mail) Flyer Mail distribution encompasses the entire key residential areas inhabited by our primary target market, and beyond. If tied with an attractive incentive this method of direct marketing will be an ideal supporting channel for communicating the client’s brand and location. E-Newsletters A monthly newsletter distributed via email is an effective means of issuing sales and promotional notices to current clients and in-turn encourages customer retention. Fortunately, the client already uses QuickBooks for managing all CRM elements which makes building and maintaining customer contact lists organized and streamlined. 7. ALTERNATIVE CHANNELS TO CONSIDER Mobile Apps An interesting and relatively new (and local) mobile app called Opprox was recently launched. The application provides location based incentives/coupons to users based on the brands they are within proximity of. We recommend keeping an eye on this app’s progress as it generates a higher number of end-users, before investing in any advertising. Pinterest Pinterest is a wonderful channel from which to deliver visual content. Pinterest allows small businesses to promote their Pins to increase click-through rates, improve reach, and potentially drive more traffic to their sites. The client can use this channel to direct consumers to blog posts, store events, rewards opportunities, and more. Consumers are more inclined to click on visual content through social media, making Pinterest a viable option to increase consumer engagement. Campaign Timeline Detailed Schedule of Campaign: 17
  21. 21. Events Schedule (2015) Other Details and Specifics Kingston Home Show Apr 11, 12, 13 Wine Making Workshop Mar 21, Apr 25, May 23, Jun 20, Sept 19, Nov 28 Traditional Advertising Newspaper Nov 28 Heritage EMC / Kingston WHIG Radio First week of the Month Product Giveaways / PR Magazine October and December issues Kingston Life Magazine In-Store Promotions & Reten- tion Incentives Loyalty/Rewards Program(s) March 2 Loyalty program launches March 2, program is available all year round  Online Communications Facebook Facebook Posts: 1 post/day/week/month Facebook Ads: 1 campaign/month Twitter 1 post/day/week/month YouTube Video shoot and post-pro- duction: 1st and 2nd weeks of March Video Launch: March 13 Video will also be embedded on client’s website Blog 1 post/week/month E-Newsletter 1 blast/month Target first week of the month Google AdWords 1 campaign/month Direct Marketing Flyer Mail Once every 3 months: March, June, September, De- cember Alternative Channels Mobile Apps Launch September - December Pinterest 1 post/week/month 18
  22. 22. Strategic Planning Content Matrix Type Facebook Twitter YouTube Blog E-Newsletter Target Primarily T1 and some T2 Primarily T1 and some T2 Primarily T1 and some T2 Primarily T1 and some T2 T1 and T2 Tone Informative, Lifestyle, Enter- taining, Inspir- ing, Awareness, Promotional, Driven, Value, Passionate Informative, Lifestyle, Entertaining, Inspiring, Awareness, Promotional, Driven, Value, Passionate Informative, Entertaining, Lifestyle, Pas- sionate Informative, Educational, Lifestyle, Entertaining, Inspiring, Awareness, Promotional, Driven, Value, Passionate Informative, Awareness, Promotional, Entertaining Traffic Twitter, YouTube, Blog, E-Newsletter, Radio, Magazine, Newspaper, Flyer, Mobile App, Pinterest Facebook, YouTube, Blog, E-Newsletter, Radio, Magazine, Newspaper, Flyer, Mobile App, Pinterest Twitter, Facebook, Blog, E-Newsletter, Radio, Magazine, Newspaper, Flyer, Mobile App, Pinterest Facebook, Twitter, YouTube, E-Newsletter, Radio, Magazine, Newspaper, Flyer, Mobile App, Pinterest Facebook, Twitter, YouTube, Blog, Radio, Magazine, Newspaper, Flyer, Mobile App, Pinterest Timing 1 post/day/ week/month 1 post/day/ week/month 1 video (March) 1 post/ week/ month 1 blast/ month 19 MESSAGE Primary CustomerSecondary Customer Consumer Engagement Sales Objective Communications Objective Awareness PR TV, RADIO, NEWSPAPER ONLINE ADS (GOOGLE & FACEBOOK ADS) SOCIAL MEDIATRADITIONAL ADVERTISING   (MAGAZINE) EVENTS DIRECT MARKETING LOYALTY CARD
  23. 23. Campaign Tone & Theme: “Community & Expertise” The creative theme for this campaign is merged directly with our focus on generating a higher level of awareness among key consumer groups in the Kingston area. While it is perfectly acceptable to say this, we must also present them with a brand, and customer experience that they will want to return to, time and again. By introducing the owners of Bayridge Cask & Keg as approachable, and friendly experts we will be planting the seed for customer loyalty and retention. We want prospective customers to think of the owners in direct correlation with the brand name. By featuring Bill and Tina in key outbound marketing elements and collateral such as videos, blogs, and images we will be promoting a sense of community, and an overall welcoming atmosphere. Budget • Option 1 Media Specifics Budget Flyer Mail 1x West-End Exposure $1,146.00 Kingston Life 2x Emporium Ad Large $600.00 Google Ads $900.00 Kingston Home Show $800.00 Facebook Ads $390.00 Loyalty Cards 50 pcs one sided printing $5.00 Creative Production Cost (Video) $40.00/hr at 20 hrs. $800.00 Creative Ad Designs $300.00 Blog Content Writer $40.00/hr rate for a total of 8 Blog write ups $1,280.00 Social Media Specialist (Student) $1,280.00                           Total $7,501.00 • Option 2 Media Specifics Budget Flyer Mail 1x West-End Exposure $1,146.00 Kingston Life 1x Emporium Ad Large $350.00 Google Ads $875.00 Kingston Home Show $800.00 Facebook Ads $300.00 Welcome Back Coupon (ad) $349.00 Loyalty Cards 50 pcs one sided printing $5.00 Creative / Production Production Cost (Video) $40.00/hr at 20 hrs. $800.00 Creative Ad Designs $300.00 Blog Content Writer $40.00/hr rate for a total of 8 Blog write ups $1,280.00 Social Media Specialist (Student) $1,280.00                           Total $7,485.00 20
  24. 24. Alternative Option for Social Media Management: “In-House, or DIY” In our budgetary layout we have illustrated the estimated cost of hiring a Social Media Specialist in order to manage outgoing messages sent through Facebook, Twitter & YouTube. While this does have a cost associated with it (see budget) the client can alternatively approach this from a DIY perspective. At present, the client primarily uses two specific social media channels: Facebook and Twitter. Using our editorial calendar, and content matrix as a framework, the client can easily take ownership of all outgoing social media messages. (Example: 1-3 Updates, or Tweets per day) This way, the owners of Bayridge Cask and Keg can be in charge of their social media communications without needing to hire a specific person to manage and coordinate this element of ongoing marketing operations. Alternative Option for Content Creation: Another way to reduce the cost(s) associated with the production end of our content strategy, is User Created Content or User Generated Content (UGC). Appealing to the client’s social media audience(s) in order to recruit content writing for the blog for example is one potential solution. The biggest benefit to user-created-content is that the material will have a more “organic” or “holistic” feel to it, as the content is being written by actual customers of the client, as opposed to company created sales collateral. All user-created posts can easily be distributed through the blog, and shared through social channels. Types of content which are ideal for user created content are: • Blogs • Product Reviews • Product Features • How-to Articles Additionally, production costs can be further reduced by creating video content for YouTube in-house. Although the videos will not have that production-house feel, the videos will have a more organic or “home-made” feel to them. For the cost of a decent digital camera, and a tripod the client will have everything they need to start creating valuable video content on-location. Some examples of great video content are: • How-to videos • New Product Features • “Day in the life of” or “inside-look” videos As far as editing and creating the final video, there are several low-cost or free video editing software options that are highly intuitive and user friendly. Some examples of these are: • Windows Movie Maker (Usually comes with the Windows Operating System – Able to Export to YouTube) • I-Movie (Apple iOS video editor, usually comes with MAC OS) • YouTube Video Editor (Web-Based video editing app built-into YouTub 21
  25. 25. Return of Investment After 2015 Campaign Customers 1,500 Retention Rate 50% Orders per Year 2.5 Avg Order Size $99 Total Revenue $ 222,750 Campaign Cost ($ 7,500) Net Revenue $ 215,250 (See Appendix 8 for more information) 22
  26. 26. APPENDICES Appendix 1. KEDCO Database Appendix 2. Locations of Buying Wine (by percentage) Appendix 3. The Importance of Products Attributes of Wine for Purchase Decision Making Appendix 4. Demographics Appendix 5. Media Quotation Appendix 6. Campaign Timeline Appendix 7. Strategic Planning Appendix 8. Campaign Value and ROI Appendix 9.a Creative Brief Appendix 9.b Creative Brief - Signed Copy Appendix 10. Video Script/Synopsis - Signed Copy Appendix 11. Online Analysis/Website Critique Appendix 12. Creative Ads and Explorations Appendix 13. Creative Ads - Facebook Ads and Google Pay Per Click
  27. 27. Appendices Appendix 1. KEDCO Database Kingston CMA Demographics   Contact Mailing Address Donna Gillespie, Marketing & Communications Manager Monday - Friday 8:30AM - 5:00 PM Phone Numbers 945 Princess Street at Innovation Park   Kingston  ON Website K7L 3N6 http://business.kingstoncanada.com/en/home.asp       Data Last Updated: 18 January, 2015 Characteristic (2014 unless noted) Value Source: Manifold Data Mining Inc. Total estimated population 168,052 Census population 2006 152,358 Census population 2011 159,561 Projected population 2019 176,874 Projected population 2024 185,045 % Population change 2014-2024 (estimated) 10.1 Age Structure Age 0-4 8,574 Age 5-9 8,311 Age 10-14 8,292 Age 15-19 9,695 Age 20-24 12,126 Age 25-29 12,060 Age 30-34 10,725 Age 35-39 9,754 Age 40-44 10,039 Age 45-49 11,540 Age 50-54 13,302 Age 55-59 12,318 Age 60-64 10,913 xxv
  28. 28. Age 65-69 9,646 Age 70-74 7,094 Age 75-79 5,417 Age 80-84 4,205 Age 85+ 4,042 Total male population 81,693 Males 0-4 4,344 Males 5-9 4,238 Males 10-14 4,310 Males 15-19 4,972 Males 20-24 6,169 Males 25-29 6,081 Males 30-34 5,282 Males 35-39 4,835 Males 40-44 4,989 Males 45-49 5,616 Males 50-54 6,335 Males 55-59 5,808 Males 60-64 5,173 Males 65-69 4,561 Males 70-74 3,350 Males 75-79 2,479 Males 80-84 1,773 Males 85+ 1,377 Total female population 86,358 Females 0-4 4,229 Females 5-9 4,072 Females 10-14 3,982 Females 15-19 4,723 Females 20-24 5,957 Females 25-29 5,979 Females 30-34 5,443 Females 35-39 4,919 Females 40-44 5,049 Females 45-49 5,924 Females 50-54 6,967 Females 55-59 6,510 Females 60-64 5,739 Females 65-69 5,085 Females 70-74 3,744 Females 75-79 2,938 Females 80-84 2,431 Females 85+ 2,665 xxvi
  29. 29. Income for Persons Aged 15 Years & Over (2013) Total population 15 and over 142,875 Population 15 and over without income 5,447 Population 15 and over with income 137,428 Median 2013 total income $ 34,420 Average 2013 total income $ 44,013 Median 2013 total income for males $ 40,470 Average 2013 total income for males $ 50,413 Median 2013 total income for females $ 29,595 Average 2013 total income for females $ 38,058 Under $5,000 12,722 $5,000 to $9,999 9,506 $10,000 to $14,999 11,848 $15,000 to $19,999 12,060 $20,000 to $29,999 18,564 $30,000 to $39,999 16,397 $40,000 to $49,999 15,325 $50,000 to $59,999 11,555 $60,000 to $79,999 13,792 $80,000 to $99,999 7,933 $100,000 and over 7,726 $100,000 to $124,999 4,299 $125,000 and over 3,427 Households & Household Income (2013) Total number of households 70,898 Median household income $ 68,327 Average household income $ 82,690 Under $5,000 1,532 $5,000 to $9,999 1,350 $10,000 to $14,999 2,555 $15,000 to $19,999 3,561 $20,000 to $29,999 5,934 $30,000 to $39,999 6,344 $40,000 to $49,999 6,459 $50,000 to $59,999 6,598 $60,000 to $79,999 9,540 $80,000 to $99,999 8,089 $100,000 to $124,999 7,478 $125,000 to $149,999 5,710 $150,000 and over 5,749 Average # of persons in household 2.33 xxvii
  30. 30. Appendix 2. Locations of Buying Wine (by percentage) Appendix 3.The Importance of Products Attributes of Wine for Purchase Decision Making For Consumption at Home For Gift Attributes of Wine Mean St.d. Attributes of Wine Mean St.d. Taste 4,6 ,8382 Quality 4,6 ,9719 Quality 4,5 ,7547 Taste 4,6 ,7439 Wine region 4,1 1,269 Wine region 4,4 1,179 Grape 3,6 1,418 Label 4,3 1,375 Color 3,2 1,253 Price 4,2 1,431 Recommendation of experts 3,2 1,466 Form of the bottle 4,1 1,355 Price 3,1 1,246 Color 3,9 1,316 Label 3,0 1,356 Recommendation of experts 3,7 1,546 Form of the bottle 2,9 1,253 Grape 3,7 1,466 Image of the winery or the wine pro- ducer 2,7 1,396 Image of winery or wine pro- ducer 3,5 1,451 Y ear 2,5 1,315 Y ear 2,9 1,411 Alcoholcontent 1,9 1,259 Alcohol content 2,1 1,182 Advertisements 1,6 ,954 Advertisements 1,7 1,084 1= the attribute being not important, 5= the attribute being very important. xxviii
  31. 31. Appendix 4. Demographics Location: Kingston City Profile from KEDCO1 : Kingston is the second largest city in Eastern Ontario and its large area relative to its population gives it a low population density, a characteristic Kingston shares with most of the rest of Eastern Ontario.  The median age of Kingston’s population is in the mid-range for comparator cities and is significantly lower than Eastern Ontario counties. Kingston’s population is well educated in comparison to other cities and our visible minority make-up is rich and diverse. Target Market Geo-location2 : 2 NEIGHBOURHOOD PROFILES - 2011 CENSUS KEY MAP. (2011). Retrieved January 17, 2015, from https://www.cityofkingston.ca/docu- ments/10180/90461/AllNeighbourhoods_Map.pdf/017f63e7-7181-421f-9f8b-547dd4528eff>. 4km radius neighbourhoods: 4 - Cataraqui Westbrook 5 - Cataraqui North 6 - Woodbine 7 - Westwoods 8 - Sutton Mills 9 - Mile Square 10 - Bayridge West 11 - Bayridge East 12 - Gardiners 14 - Lemoine Point 15 - Auden Park 7.5 km radius neighbourhoods: 13 - Waterloo Village 16 - Henderson 17 - Collins Bay Penitentiary 18 - Reddendale 19 - Strathcona Park 20 - Alcan 21 - Kingscourt 22 - Williamsville 24 - Rideau Heights 25 - Inner Harbour 26 - Grenville Park 27 - Hillendale 28 - Polson Park 29 - Calvin Park 30 - Fairway Hills 31 - Portsmouth 32 - Kingston Penitentiary 34 - Alwington 35 - Queen’s xxix
  32. 32. Target Market Demographics3 : Kingston Age Segments and Population from 25 - 64 years old4 Gender Profile from the Top 5 Age Segments           Kingston Household Income 20135 : Knowledge of Official Languages (Conversational Ability)5 :    Kingston Marital Status6 : 3 DEMOGRAPHICS. (2015, January 18). Retrieved January 18, 2015, from http://business.kingstoncanada.com/en/statistics/demographics.asp 4 DEMOGRAPHICS. (2015, January 18). Retrieved January 18, 2015, from http://business.kingstoncanada.com/en/statistics/demographics.asp 5 DEMOGRAPHICS. (2015, January 18). Retrieved January 18, 2015, from http://business.kingstoncanada.com/en/statistics/demographics.asp 6 CENSUS METROPOLITAN AREA OF KINGSTON, ONTARIO. (2012, October 24). Retrieved January 18, 2015, from http://www12.statcan.gc.ca/cen- sus-recensement/2011/as-sa/fogs-spg/Facts-cma-eng.cfm?LANG=Eng&GK=CMA&GC=521#FN-AM Top 5 Age Segments Households & Household Income (2013)  Population Median 2013 total income $ 34,420 Average 2013 total income $ 44,013 Median 2013 total income for males $ 40,470 Average 2013 total income for males $ 50,413 Median 2013 total income for females $ 29,595 Average 2013 total income for females $ 38,058 Average # of persons in household 2.33 xxx
  33. 33. xxxi Celebrating Kingston and the people who call it home, Kingston Life gives readers insight into the noteworthy people, places and issues that are shaping this city. Covering everything from arts and culture to influential personalities, each issue delivers the city to your doorstep, exploring stories that will keep you informed and entertained. Delivered by controlled circulation through The Kingston Whig- Standard and sold at select newsstands, Kingston Life attracts read- ers who own their own homes, are well educated and well travelled, sophisticated and enjoy a higher-than-average household income. Since 1999, Kingston Life has delivered over 930,000 magazines. Kingston Life — an exciting opportunity for your advertising messages. ADVERTISING NET RATES 1X 2X 4X 6X 8X (Kingston Life + Interiors) CREATIVE SPECIFICATIONS FULL PAGE $2,395 $2,290 $1,910 $1,680 $1,495 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” 2/3 PAGE $1,975 $1,860 $1,565 $1,375 $1,185 Vertical: 4.611w x 9.525d” 1/2 PAGE $1,595 $1,499 $1,315 $1,155 $995 Vertical: 4.611w x 7d” 1/3 PAGE $1,165 $1,100 $915 $805 $695 Square: 4.611w x 4.6875d” 1/6 PAGE $820 $775 $675 $585 $495 Horizontal: 4.611w x 2.375d” Vertical: 2.25w x 4.6875d” OUTSIDE BACK COVER $2,880 $2,715 $2,370 $2,090 $1,810 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” INSIDE FRONT COVER $2,760 $2,595 $2,250 $1,985 $1,720 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” INSIDE BACK COVER $2,655 $2,499 $2,185 $1,965 $1,745 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” DOUBLE PAGE SPREAD $4,315 $4,050 $3,580 $3,140 $2,700 Trim Size: 16w x 10.75d” Bleed Size: 16.25w x 11d” DINING LISTING (6 ISSUES) $235 25 words EMPORIUM LARGE $350 $300 $275 $200 Vertical: 1.6375w x 3.675d” Horizontal: 3.425w x 1.7625d” SMALL $168 $144 $132 $88 Square: 1.6375w x 1.7625d” AVERAGE ISSUE CIRCULATION: 15,000 PUBLISHED: January, March, May, July, September and November PUBLICATIONS: PREMIUM TITLES DISTRIBUTION: Controlled circulation through The Kingston Whig-Standard, mailed to subscribers and sold at select newsstands 18 St. Remy Place, Kingston, ON, K7K 6C4 | 613.389.7400 | For information on all of our publications, visit www.kingstonpublications.com Appendix 5. Media Quotation
  34. 34. xxxii Welcome Back Student Magazine, now in its 38th year, introduces the City of Kingston to students of Queen’s University, St. Lawrence College and the Royal Military College of Canada (RMC). Timely, relevant editorial, complemented by value-packed coupons, Welcome Back offers local retailers and national advertisers an extraordinary opportunity to influence 15,000 students — just as they are making adult purchasing decisions and beginning to form lasting buying habits. Reach out to one of the most exclusive, intelligent and affluent student audiences in Canada with Welcome Back Student Magazine. ADVERTISING NET RATES 1X CREATIVE SPECIFICATIONS FULL PAGE $2,605 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” 1/2 PAGE $1,705 Vertical: 4.611w x 7d” 1/3 PAGE $1,375 Square: 4.611w x 4.6875d” 1/6 PAGE $860 Horizontal: 4.611w x 2.375d” Vertical: 2.25w x 4.6875d” OUTSIDE BACK COVER $4,340 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” INSIDE FRONT/BACK COVER $3,765 Trim Size: 8w x 10.75d” Bleed Size: 8.25w x 11d” DOUBLE PAGE SPREAD $5,470 Trim Size: 16w x 10.75d” Bleed Size: 16.25w x 11d” COUPON $349 Horizontal: 3.5w x 1.812d” $249 (With Purchase of Display Ad) Colour: Greyscale LISTING $170 Business name, address, phone, e-mail, website CENTRE MAP (Centre map ads require a safe area for all non-bleeding elements of .25” in from the Trim Size) LARGE $910 Horizontal: 5.325w x 3d” Bleed Size: 5.575w x 3.25d” SMALL $755 Square: 2.66w x 3d” Bleed Size: 2.91w x 3.25d” TOTAL CIRCULATION: 15,000 PUBLISHED: August DISTRIBUTION: Distributed to Royal Military College, St. Lawrence College and Queen’s University PUBLICATIONS: PREMIUM TITLES 18 St. Remy Place, Kingston, ON, K7K 6C4 | 613.389.7400 | For information on all of our publications, visit www.kingstonpublications.com
  35. 35. xxxiii Professional Design • Full-colour Printing Canada Post® Distribution • e-posting on www.save.ca Kingston 1x 2-3x 4-8x 12x West 22,800 $1146 $1100 $1032 $918 East 16,700 $871 $888 $788 $704 Rural 14,000 $750 $722 $680 $610 Full Market 53,500 $2527 $2400 $2260 $1992 Front and Back positions available for a premium: Front Cover $80/M and Back Cover $60/M Formoreinformationcall: Geoff Josey • 613-531-2404 geoff.josey@metroland.com K I N G S T O N M A R K E T AllCampaignsincludeyourflyerpostedonsave.ca,Canada’sleadingflyercouponanddealsite, aswellasa1/8pagefullcolouradintheKingstonHeritage.
  36. 36. xxxiv Appendix 6. Campaign Timeline
  37. 37. xxxv Appendix 7. Strategic Planning MESSAGE PrimaryCustomerSecondaryCustomer ConsumerEngagement SalesObjective Communications Objective Awareness PR TV,RADIO, NEWSPAPER ONLINEADS (GOOGLE& FACEBOOKADS) SOCIAL MEDIATRADITIONAL ADVERTISING  (MAGAZINE) EVENTS DIRECTMARKETING LOYALTYCARD
  38. 38. xxxvi Appendix 8. Campaign Value and ROI Value of the Campaign Facebook Ads      =   14,900 potential reach per day Google Ads       =  ave. 1,780 potential reach per month          targeted search is 201 potential reach per month Flyer Mail distribution =   13,000+ potential reach KingstonLife      =   15,000 circulations Welcome Back     =  17,000 circulations Estimated ROI After 2015 Campaign Customers 1,500 Retention Rate 50% Orders per Year 2.5 Avg Order Size $99 Total Revenue $ 222,750 Campaign Cost ($ 7,500) Net Revenue $ 215,250
  39. 39. Team  Envision  Marketing   St  Lawrence  College     100  Portsmouth  Avenue,     Kingston  ON  K7L  5A6               1    Date:   01/23/2015   Version  #:   A     Creative  Brief   Client:   Bayridge  Cask  &  Keg   Date:   01/23/2015   Brand:   Bayridge  Cask  &  Keg   Client  Lead:   Bill  Johnson   Project:   Integrated  Marketing   Communications  Plan   Account  Lead:   Mike  Hector   Project  Description     Bayridge  Cask  &  Keg  has  identified  the  need  to  develop  a  structured  framework  for  marketing  communications.    Envision   Marketing  has  been  contacted  to  develop  an  IMC  Plan  to  assist  the  client  with  current  and  ongoing  advertising  and  marketing   practices.     Market  Background/Overview   Bayridge  Cask  &  Keg  has  been  an  established  local  retailer  of  home  wine  and  beer  making  kits  and  supplies  for  over  20  years.     The  current  owner:  Bill  Johnson  started  out  as  an  employee  of  the  business  seven  years  ago.    There  have  been  two  previous   owners  since  Bill  started  working  there  before  he  eventually  purchased  the  business  in  2013.  According  to  Bill,  the  previous   owner  who  he  bought  the  business  from  was  rather  inexperienced  with  running  the  business.    During  this  time  the  owner   allocated  little  to  no  funding  toward  advertising,  and  in  addition,  overall  customer  perception  was  at  an  all-­‐time  low.    They  did   retain  some  regular  clients  and  since  Bill  purchased  the  store,  business  has  been  improving.   Bill  identifies  his  current  customer  base  as  primarily  women  aged  anywhere  from  their  mid-­‐30’s  –  50’s  (and  even  some  clientele   from  the  senior  citizen  segment)  who  predominantly  purchase  wine  kits.    However,  he  also  has  noticed  that  a  new  demographic   of  20  to  30  year  old  women  should  also  be  a  part  of  his  target  market.  The  most  popular  product  is  the  Pinot  Grigio,  Merlot,  and   Shiraz  products.    Despite  customer  demand  favoring  wine  kits,  Bayridge  Cask  &  Keg  does  feature  the  largest  variety  of  beer  kit   brands  and  accessories  in  the  region.    (**Source:    Current  Owner)   Since   purchasing   Bayridge   Cask   &   Keg,   Bill   and   his   partner   Tina   have   completely   gone   back   to   the   basics   of   small   business   culture.    They  place  the  customer’s  experience  at  the  forefront  of  their  efforts,  knowing  all  too  well  that  happy  customers  soon   become  repeat  customers.    And  in  a  business  like  Home-­‐Brew,  repeat  business  and  strong  customer  relationships  are  integral   for  continued  future  success  and  growth.       Problem  to  be  Solved   The  client  has  illustrated  that  the  most  problematic  issue(s)  are:       • Consumer  Awareness     • Online  Branding   • Audience  Engagement     Target  Audience   Our  communications  will  be  tailored  to  resonate  with  both  the  current  primary  customer  segment  (Women  age  35-­‐54)  as  well   as  the  newly  identified  target  market.  (Women  age:  25-­‐35)     Advertising  &  Communications  Objective(s)   Communications  Objectives:   • Increase  awareness  of  the  store’s  location   • Introduce  the  owners  as  “Brand  Leaders”   • Build  a  sense  of  community  around  the  bran  through  audience  engagement     Sales  Objectives:   • Exceed  brew  on  premises  sales  by  15%  over  the  previous  fiscal  year   • Increase  new  customer  traffic  by  10%  over  the  previous  year     Engagement  Objectives:   • Increase  coupon/incentive  redemption  by  10%   • Attract  100  new  Twitter  Followers   • Generate  100  new  Facebook  likes  to  the  store’s  page     xxxvii Appendix 9.a Creative Brief
  40. 40. Team  Envision  Marketing   St  Lawrence  College     100  Portsmouth  Avenue,     Kingston  ON  K7L  5A6               2   Positioning  Statement   “Bayridge  Cask  and  Keg  is  Kingston’s  best  solution  for  high  quality,  wine  and  beer  kits  to  make  at  home,  or  in-­‐store  with  our   experts.    At  Bayridge  Cask  and  Keg  we  are  dedicated  to  ensuring  you  are  provided  with  the  best  services,  products,  and   experience  guaranteed.”     Creative  Objective(s)   • Introduce  the  client’s  brand  to  a  new  target  market  (women  25-­‐35)  while  still  appealing  to  current  customer  segment   (Women  35-­‐55)   • Enhance  Promotional  efforts  for  in-­‐store,  and  direct  marketing  formats  (Coupons,  Offers)  –  (Incentives)   • Utilize  the  website’s  blog  space  to  deliver  engaging  content  &  encourage  customer  participation  (Community)     What  are  the  Reasons  to  Believe?   • Bayridge  Cask  &  Keg  is  a  local,  independent  retailer     • Bayridge  Cask  &  Keg  offers  unparalleled  customer  service,  and  experience  with  a  competitive  satisfaction  guarantee.   • Exceptional  Value  &  Quality  (“Get  your  wine  for  $99!)   • #1  Solution  for  Weddings,  and  Special  Events.     Creative  Strategy   “Leadership-­‐Value  Fusion.”       There  are  two  distinct  positioning  concepts,  which  we  feel  applies  to  the  client’s  brand.    They  are:    Brand  Leadership,  and   Value,  or  Price  Positioning.    What  we  propose  is  a  marriage  between  the  two.    Conveying  a  sense  of  Brand  Leadership  will  help   establish  the  brand,  and  the  owners  as  the  “authority”  on  Brew  at  home,  or  on-­‐premises  beer  &  wine  Products,  while  the  Value   elements  will  drive  home  the  overall  sense  of  value,  and  quality  assurance.     Tone:  Factual/Lifestyle       Creative  Execution     • Blogs  &  Social  Media  Engagement   • Radio  Promotions  &  Commercials   • Draws  &  Prize-­‐Incentives   • Loyalty/Rewards  Programs   • Video  Collateral  (Interview  Segment,  Promo  coverage)     Everything  Else   When  designing  any  visual  collateral  –  the  layout  and  “atmosphere”  should  mesh  with  the  Website’s  colors,  and  other  esthetic   appearance  to  maintain  continuity  between  online  &  offline  materials.       _________________________________________________________________   Client  Approval:    Signature  /  Date         Enclosed:  Persona     xxxviii
  41. 41. xxxix Appendix 9.b Creative Brief - Signed Copy
  42. 42. xl
  43. 43. xli Appendix 10. Video Script/Synopsis - Signed Copy
  44. 44. xlii
  45. 45. xliii Bayridge Cask and Keg Online Analysis/Website Critique: The following is an analysis of the client’s online brand, and presence as demonstrated by the current website: BayridgeCaskAndKeg.com. Additionally, an examination of the website’s functionality and user experience (UX) will be illustrated. The elements are broken into two main groups: External (cosmetic appearance and UX) and Internal attributes (functionality, etc) External Attributes: At a glance, the website is visually striking. The homepage uses high-quality and relevant imagery, and uses a consistent colour/font theme. The presence of a blog section offers visitors a positive source of content, which complement the home page’s “news” frame located on the right-hand side. Each post is individually shareable via social media channels, which is a valuable component to the blog. The Facebook and Twitter buttons are located on the homepage’s upper left corner, and due to their grey/black colouring they are not immediately visible. It is notable, however, that there is a fair amount of scrolling on the homepage. A more compartmentalized display would put all the essential elements in one space without the need to “scroll-down”. The use of an “image slider” similar to the one in use could be made to rotate highlighted or “pinned” content. It is also worth mentioning that when viewed on a smart-phone, the overall design responds well. The amount of scrolling, however is greatly increased when the site is accessed by a mobile device. The site, also uses the Joomla logo (A content management system) as a favicon* (*Mini-logo/icon beside the website URL), which is irrelevant to the BCK brand. BCK should have its own favicon if not then an alternative is to take the Joomla favicon down. A recommended replacement is the “wine splash” graphic from the logo. The “Products” section would benefit from having photos added of the products, in order to provide a visual reference to online prospects while they browse through the brands which are available. Categorizing the products section into two groups for beer, and wine would also help to organize the selection for site visitors. This would require additional content development and a mild restructuring of the site. The “beer making” and “winemaking” sections would also benefit from the addition of visual content. Internal: The website has an average loading speed for digital devices, which is good. All pages seemed to be indexed, and well organized. Backlinks counter is low. (18%) indicating that there is room for improvement. This has a medium impact however and is a bit hard to solve so finding a solution to this issue would benefit the client, in the long run. Backlinks are links that point to your website from other websites. They are like letters of recommendation for your site. Since this factor is crucial to SEO, you consult with your site administrator to develop a strategy to improve the quantity and quality of backlinks. Text to HTML ratio is low only a 7.6% result. This also has a minimal impact and is relatively easy to solve. This page’s ratio of text to HTML code is below 15 percent, this means that the website will benefit from additional text content. A ratio between 25 and 70 percent is ideal. When it goes beyond that, the page might run the risk of being considered spam. As long as the content is relevant and gives essential information, it is a plus to have more of it. The ongoing development of the blog will assist in improving this statistic. In conclusion, the client’s website functions well and is visually appealing. Aside from a few content-oriented tweaks and light cosmetic adjustments, it functions well and is an excellent platform for online communications. Appendix 11. Online Analysis/Website Critique
  46. 46. xliv Appendix 12. Creative Ads and Explorations Scaled to fit: 60% from Actual Size Actual Size Loyaty Card Actual Size Scaled to fit: 60% from Actual Size
  47. 47. xlv Appendix 13. Creative Ads - Facebook Ads and Google Pay Per Click

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