This document outlines an integrated marketing communications campaign for Häagen-Dazs, targeting young urban professionals with a budget of $20.94 million from March to September 2017. The campaign aims to increase brand engagement through social media and sponsorships while emphasizing the unique experience of Häagen-Dazs flavors. It includes a situation analysis, target audience identification, strategic objectives, and planned tactics for execution.

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IMC Campaign
Brianna Beitzel and Madeleine Jordan
Journalism 453

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Table of Contents
Table of Contents 2
Executive Summary 3
Situation Analysis 3
Company Analysis 3
Market Analysis 3
Competitor Analysis 4
Environment Analysis
Consumer Analysis 5
Product Analysis 5
SWOT Analysis 6
Issue Identi cation 6
Target Audience Selection 7
Demographics 7
Geographics 7
Psychographics 7
Behavioristic Factors 8
Primary Research 8
Campaign Objectives 9
Strategy and Tactics 9
Social Media 9
Sponsorships 10
Out of Home 10
Guerilla Marketing 10
Video Streaming 11
Creative Brief 11
Creatives 12
Media Planning 14
Media Objectives and Strategy 14
Media Budget 15
Media Flowchart 15
Schedule Justi cation 15
Conclusion 16
References 17

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Executive Summary
This document describes an integrated marketing communications campaign for Häagen-Dazs in
their March-September 2017 advertising strategy. In order to target young urban professionals,
this six month campaign will maintain a budget of 20.94 million dollars. This budget will allow the
campaign to focus on consistently conveying the message that the avors of Häagen-Dazs are so
unique that the uniqueness of the avors is an experience in itself. This message will be conveyed
uniformly across all selected media with an emphasis on social media and consumer engagement.
Situation Analysis
Company Analysis
In 1960, Reuben and Rose Mattus created the Häagen-Dazs brand and started out with only three
ice cream avors. The rst store opened in 1976 in Brooklyn, New York and it soon became a hit.
The brand’s early success and praise was created by word of mouth. Since then, the brand's
popularity created loyal customers internationally and in the U.S. Today, Häagen-Dazs is owned in
a joint venture between General Mills and Nestle. Häagen-Dazs is one of their most well
performing brands internationally and in the United States. In 2016, Statista reported that
Häagen-Dazs had $418.8 million in sales in the United States alone, making them one of the top
selling ice creams. Additionally, their ice cream products are sold at retail stores and over 900
Häagen-Dazs shops in over 50 countries. In all, Häagen-Dazs a signi cant impact internationally
and in the U.S.
As a company, Häagen-Dazs upholds its premium, innovative, sophisticated, and luxury ice cream
image. From their packaging to marketing efforts, they make sure to keep a prestigious and
exclusive image with high end sponsorships and unique avors you cannot nd everywhere.
Internationally, Häagen-Dazs shops are seen as high-end and the ice cream products are
considered very luxurious and high quality indulgences. According to Nestle, “The philosophy of
Häagen-Dazs® Ice Cream is simple: nd the purest ingredients in the world and craft them into
creamy ice cream, sorbet, frozen yogurt and gelato.” Häagen-Dazs lives up to this company
philosophy by consistently delivering the best and purest ice cream around the world.
Market Analysis
The ice cream industry is growing, both nationally and globally. According to Statista,
Häagen-Dazs has an 8.1% market share in the United States. However, the market for specialty ice
cream shops and local, privately owned ice cream stores are becoming more signi cant and
popular in the market. This can be seen as a potential threat to other big name ice cream brands.
Furthermore, people are adopting a healthier lifestyle and not consuming as much unhealthy
treats as they used to. This has led to a market trend in order to appeal to these consumers.
Healthier options are now being introduced into the ice cream market with the options of

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hormone-free, no additives or preservatives, low or no calorie, and organic or reduced fat ice
cream. In addition to these healthier options, frozen yogurt is dominating the industry with lower
calories and less fat. People are more likely to purchase frozen yogurt because it is a healthier
alternative to ice cream with better ingredients.
Additionally, another trend in the market are the development of signature avors. In the ice
cream industry, it is hard to differentiate companies if they sell the same avors. With the
development of this trend, it helps differentiate brands and attract more sophisticated palates.
New avor developments such as sweet and salty (salted caramel and salted vanilla avor
combinations) and sweet and bitter(fruits, vegetables, cheese and alcohol) are up and coming in
the industry. Overall, the market is growing with sales and new healthy options and avor
developments in order to t the lifestyles of consumers.
Competitor Analysis
In the ice cream industry, there are many competitors that are in the market. More speci cally,
Häagen-Dazs’ competitors are Ben and Jerry’s, Baskin Robbins, Cold Stone Creamery and Blue
Bell Ice cream. All of these brands have relatively the same products, but consumers may be more
likely to purchase brands they prefer over others. Ben and Jerry’s is Häagen-Dazs’ major
competitor in the US, a very likeable brand with many unique ice cream avors. Below, there is a
breakdown of the main competitors of Häagen-Dazs and the components of their company:
Environment Analysis
There are a few political factors that have the potential to have a strong effect on Häagen-Dazs.
The year 2015 was a big year for frozen treat recalls industry-wide and this became well-known
to the frozen treat consumers. As a result, ten percent of frozen treat buyers expressed concern
over safety issues related to dairy products in 2015 according to Mintel. In addition to this, the

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FDA is currently in the process of updating the requirements of the nutrition fact panel. This
update will force companies like Häagen-Dazs to display nutritional information with even more
clarity and honesty than ever before.
Häagen-Dazs has the potential to be affected by social and economic factors as well. Socially, there
is a growing pressure among consumers to eat healthy. Not only are consumers seeking out
“absence of negatives” and “better for you” options for themselves, they are also seeking these
products out due to the social pressure of friends and family. In addition to this, disposable income
has the potential to affect Häagen-Dazs economically. U.S. disposable personal income is
increasing and as a result consumers are more likely to spend money on premium products like
Häagen-Dazs.
Consumer Analysis
Given the fact that Häagen-Dazs upholds a premium and sophisticated image, adults are the main
consumers for this ice cream. Even in their current advertising, it is known that they want to
attract an older audience with the more mature look and sex appeal in their advertisements. More
speci cally, women are the main consumers of Häagen-Dazs ice cream. Furthermore, the
consumers have college degrees and higher incomes of 60k+ and primarily live in the West and
East coasts where consumption of Häagen-Dazs is the most. These consumers tend to be very
loyal to the brand and purchase it regularly on routine shopping trips to the grocery store. Overall,
the consumer of Häagen-Dazs tend to be more mature, high class individuals who live a
comfortable lifestyle with a good amount of disposable income to regularly splurge on
Häagen-Dazs ice cream.
Product Analysis
The Häagen-Dazs product line has transformed and expanded greatly since the company was rst
started. In 1961 the original retail store only had three avors: chocolate, vanilla and coffee. Today
the product line still maintains several traditional avors but has grown to include a wide array of
unique avors. It is not uncommon to nd avors with names like Vanilla Tangerine and
Shortbread, Bananas Foster and Vanilla Swiss Almond being sold. These avors among others are
considered esoteric and speci c to the Häagen-Dazs brand.
Häagen-Dazs has also extended their outside of ice creams to include gelato, bars, sorbet and
frozen yogurt. These products are sold in equally just as unique avors, further establishing the
Häagen-Dazs brand.
Products of Häagen-Dazs can either be purchased at Häagen-Dazs shops or are sold in grocery
stores and dedicated retail outlets. There are over nine hundred Häagen-Dazs shop locations in
over fty countries worldwide. There are 250 shops across the United States, typically located in
major cities.

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SWOT Analysis
Strengths Weaknesses
● Products are high quality/natural with no
additives, GMOs, or arti cial avors
● Innovative brand: Introduce new and unique
avors to attract wide range of people
● Well-recognized brand with a strong position
in the global market
● Premium image: Sophisticated, prestigious,
luxurious
● Convenient: sold in shops and retail stores
● In the consumer’s evoked Set
● Expensive and high in price
● Ice cream is higher in fat and calories
● Advertising is mostly print ads
● Don’t have a strong social media following on
instagram/twitter/facebook
Opportunities Threats
● Increase the number of Häagen-Dazs shop
locations
● 250 locations in US
● Expand advertising to more mass and digital
media
● Introduce lower calorie ice creams to compete
with other companies
● Advertise their other non-ice cream products
such as gelato/frozen yogurt/sorbet and
emphasize the healthier alternatives
● Ice cream sales are lower in the winter, fall,
and spring than they are in the summer
● Highly competitive industry
Consumers are becoming increasingly
concerned about their health
● Competitors are introducing healthier ice
cream options
○ Breyers Light
○ Frozen Yogurt
Issue Identi cation
After carefully assessing Häagen-Dazs’ strengths, weaknesses, opportunities and threats, there
are some concluded insights into their marketing problems. First, Häagen-Dazs is already in the
consumer’s evoked set. That being said, their advertisements do not need to raise awareness or
encourage trial. Instead, their advertising simply needs to create desire. Second, Häagen-Dazs
could better reach their target audience if they used their social media more effectively by
engaging consumers with the brand. Lastly, potentially increasing advertising of Häagen-Dazs’
healthier sorbet and frozen yogurt options would allow them to have a healthier brand identity
while still keeping their premium ice cream image.
Taking these insights into consideration, we felt the most important problem Häagen-Dazs faces is
their lack of social media presence. From our SWOT analysis, we have concluded the most pressing
problem is that Häagen-Dazs has a weak social media following compared to its competitors.
Social media will play a huge part in reaching this campaign’s target audience. Therefore, we need
to implement tactics to solve this problem in this integrated marketing communications campaign.
Below are representations of Häagen-Dazs’ followers compared to its competitor, Ben and Jerry’s:

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These graphs further represent and prove the issue that Häagen-Dazs’ is lacking with social media
presence with only 45k followers on Instagram and over 1 million likes on Facebook. Overall, Ben
and Jerry’s surpasses Häagen-Dazs by a substantial amount in followers as represented on the
graph.
Target Audience Selection
Demographics
This campaign will target both men and women who are young, urban professionals. The
integrated marketing communications will speci cally target those ages 25 to 44 who are
considered midscale and have disposable income. The people in this target audience are college
graduates with management and professional jobs. This target includes both singles and couples,
most of which are without kids.
Geographics
In terms of geographic segmentation, the campaign will target areas where large concentrations of
the target audience are living. The campaign will be nationwide but emphasized in urban and
metro-mix areas such as New York, Los Angeles, San-Francisco, Raleigh, Dallas, Austin, Seattle,
and Denver.
Psychographics
The psychographics of this campaign’s target audience are based off of Nielsen PRIZM’s
MyBestSegments and the VALS survey.

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Nielsen PRIZM
Young and In uential
● Very tech-savvy
● In uential in their communities
● In uential on social media
Urban Achievers
● Active in their communities
● Value having an established career
● Are interested in being up-to-date with
their technology
VALS Survey
Experiencers
● Want everything
● Are rst in and rst out of trend
adoption
● Are up on the latest fashions
● Love physical activity (are
sensation-seeking)
● See themselves as very sociable
● Are spontaneous
Achievers
● Have a "me rst” attitude
● Believe money is the source of authority
● Are committed to their job
● Are hard working and professional
● Set the status quo
● Are peer conscious
● Value technology that provides
productivity
Behavioristic Factors
The behavioristic factors of the campaign’s target audience is being segmented by bene ts sought,
user status and purchase occasion. The campaign is rst off targeting those who seek quality and
ways to indulge and relax in terms of bene ts sought. For user status, occasional and regular users
if Häagen-Dazs will those selected to target. In terms of purchase occasion, those with regular
purchasing occasion patterns will be targeted. Paying attention to the target audience’s behavior
will help lead the direction of the campaign.
Primary Research
In order to better understand this campaign’s target audience, primary research was conducted by
our team. The purpose of this research was to take a closer look at the media consumption of the
target audience. Our main research objective was to identify which media and vehicles the target
audience spends the most time absorbing content from. The research method we chose was
individual interviews. These interviews gave us the opportunity get to know our target better and
add a human element to our research data.
We individually interviewed three members of our target audience, two male and one female.
These participants were professionals in their mid-to-late twenties and living in Living in Chicago,
Denver and New York. Using the funnel system to organize our interviews, we asked a variety of
questions regarding media consumption.
Our key ndings from these three interviews showed us that this target audience consumes most
of their content and information through social media and online video streaming. When it came
to social media speci cally, the participants expressed emphasis that Instagram and Snapchat

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were the most-used platforms amongst themselves and their friends. These research ndings gave
us insight into our target audience and became key in helping us develop our media strategy.
Campaign Objectives
While keeping the target audience in mind, we want to meet speci c and measurable objectives
for this IMC campaign in a 6 month period. First, we want to increase Häagen-Dazs’ overall social
media following by 30%. More speci cally, we will focus on improving their presence and
engagement on Facebook, Instagram, Snapchat and Pinterest. With that being said, we also want
to increase consumer engagement across all social media platforms by 20% at the end of this
campaign. According to TalkWalker.com, Häagen-Dazs’ current overall social media engagement is
92.2K, which is a number that can be greatly improved. More speci cally, this objective can be
measured by looking at social media analytics after the campaign. Furthermore, we would like to
increase brand loyalty and consumption of Häagen-Dazs ice cream in US, while still keeping their
premium and luxury image. Lastly, we want to Increase sales 5% in the United States over this 6
month IMC campaign period. These objectives can be met through implementing carefully
planned strategies and tactics.
Strategy and Tactics
Our rst strategy is to target young urban professionals aged 25-44 in the top 7 U.S. DMAs. The
DMAs with the most focus are New York, Los Angeles, San-Francisco-Oak-San Jose,
Raleigh-Durham, Dallas-Ft. Worth, Austin, Seattle-Tacoma, and Denver. We plan on conveying a
consistent message throughout our media and tactics that eating Häagen-Dazs ice cream is a
unique experience.
Social Media
Utilizing social media platforms such as Instagram, Facebook, Snapchat and Pinterest are
important tactics in this campaign. This will aid in consumer engagement with the brand as well as
gain followers for the social media sites, which are two of our campaign objectives. We plan on
placing ads on Instagram, Facebook and Pinterest. This will be a successful tactic for our campaign
since social media is one of the most frequent media used by our target audience. Further, we will
be utilizing snapchat as one of our major engagement tactics for this campaign. Häagen-Dazs will
be on featured live stories, placed ads between snapchats and branded snapchat lters and
geo lters which can be utilized with the sponsorship events. Overall, these tactics will meet our
objectives for their social media presence as well as increased consumption and sales of the brand.
Engagement Using Snapchat
A speci c tactic the campaign will utilize in order to ful ll its engagement objective is Snapchat.
Snapchat is known as a highly effective marketing tool because it engages the audience by
promoting the interaction of users with brands. The app is used to share photos, videos, messages,
doodles and stickers between friends on a mobile device and its users view Snapchat as a
lightweight channel for sharing spontaneous experiences with trusted ties. In this campaign,

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Häagen-Dazs will use snapchat as a marketing tool by doing more than just placing advertisements
on user’s feeds. Häagen-Dazs will advertise through the branded geo lters and face lters. Both of
these advertisements will allow users to interact with and share the company’s branded content.
In addition to this, Häagen-Dazs will utilize branded live stories. Snapchat’s live stories are curated
streams of user generated content that allow speci c events to be shared with a much larger
audiences. This type of advertising will be used in large cities and at events that Häagen-Dazs
sponsors.
Sponsorships
Sponsoring food and wine festivals will be another effective tactic that will be implemented in this
campaign. Häagen-Dazs will sponsor Austin Food and Wine Festival, Bite of Seattle and the New
York City Food and Wine Festival, which are all popular food and wine festivals in the targeted
DMAs. Food and wine festivals will be a good t for Häagen-Dazs because they both uphold a
premium image together and Häagen-Dazs can take part in serving ice cream at these events with
booths and samples. Additionally, the Häagen-Dazs products can be featured in other recipes at
the food festivals which will be a form of product placement for the brand. Further, there will be
Snapchat brand lters and geo lters at these events as well as sponsored live stories from these
events on Snapchat. Overall, this will help promote social media engagement and increase
consumption and sales of the Häagen-Dazs brand.
Out of Home
Billboard ads and transit advertising are other important tactics for this campaign . We plan to
place billboard ads in the 7 major DMAS, which are highly populated urban areas. These DMAs
include New York, Los Angeles, San-Francisco-Oak-San Jose, Raleigh-Durham, Dallas-Ft. Worth,
Austin, Seattle-Tacoma, and Denver. Additionally, we will utilize transit advertising by placing ads
on buses, which will be seen by passengers as well as pedestrians. Given the fact that our target
audience are young urban professionals, they tend to commute on a daily basis and this tactic will
be very effective in reaching this audience. Billboard ads and transit will be effective in repeated
exposures and creating overall desire for the product. In all, this will help reach our objectives to
increase brand loyalty and consumption as well as increase sales of Häagen-Dazs ice cream.
Guerilla Marketing
In the guerilla marketing efforts, we will speci cally focus on street art. This tactic brings a ‘wow’
factor to this campaign and it is a unique tactic that will draw attention. The street art will be
geographically focused on our DMAs, which are big cities. This is important because big cities are
where street art is more likely to occur and where there will be more people to see it, which will
include our target audience. We plan to place Häagen-Dazs street art on sidewalks and buildings
where we plan to incorporate the main message of the campaign and the Häagen-Dazs logo. This
tactic will be effective in sparking engagement on social media. These unique drawings will attract
people and they will be likely to take pictures of the street art and share it to social media sites
such as Facebook, Instagram or Snapchat. This will create buzz about Häagen-Dazs as a brand and
increase engagement on social media platforms. Overall, this will create a wild re effect of sharing
on social media of these unique drawings in our focused DMAs.

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Video Streaming
Video and banner advertisements on Hulu and YouTube will be utilized for this campaign. For
Youtube, we will have TrueView ads, which are video ads that will be placed before videos start
and inbetween videos. Additionally, masthead ads, or banner ads, will be placed on the Youtube
site. Further, video ads will be used on Hulu during streaming tv shows. Our target audience are
more likely to be using video streaming than television, which makes these tactics more effective
in reaching this audience. Repeated exposure will encourage consumption of the product, and as a
result, increase sales.
Creative Brief
Objective
Make consumers understand that the uniqueness of Häagen-Dazs’ avors is an experience in
itself, which makes it worth the extra cost compared to its competitors.
Bene ts of Product
Many unique and diverse avors
Satis es the need for a sweet treat
Premium quality ice cream
Target Audience
Primary Target
● Young urban professionals
● Midscale income with disposable income
● Men and women
● Ages 25 to 44
● Prizm Segments: Young and In uential and Urban Achievers
● VALS Segments: Experiencers and Achievers
● Health conscious adults who prefer natural ingredients and low fat substitutes.
● No arti cial colorings or additives, naturally aromatized ingredients (ex. Madagascar’s
vanilla, grilled almonds etc.)
Brand Personality
Häagen-Dazs has a brand personality that is luxurious, exclusive, sophisticated and prestigious.

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Brand Positioning
Häagen-Dazs is positioned as a premium and luxury ice cream brand with high quality, natural
ingredients and unique avors that sets it apart from its competitors.
Brand Perception
The Häagen-Dazs brand is perceived as a high quality and expensive ice cream that is sold globally
around the world. It has a more prestigious image compared to its competitors in the United
States.
Tone
The tone of this message should appeal to the consumers need for experiencing and appeal to
their emotions.
Message
The avors of Häagen-Dazs are so unique, the uniqueness of the avors are an experience in itself.
The idea of these creatives are that consumers are not just receiving ice cream, but they are also
receiving an experience when they indulge in Häagen-Dazs ice cream.
Creatives
In our creatives, we utilized a current social media trend of sharing or posting unique and weird
words that describe a certain feeling, situation or emotion. We felt this would tie in perfectly with
the main message of our campaign. We wanted to convey that indulging in these unique avors is
an experience. That being said, we carefully chose words that we we felt t the experiences of
indulging in White Raspberry Chocolate Truf e ice cream and Belgian Dark Chocolate ice cream.
Below is an example of what this social media posting trend looks like:
With this in mind, we developed advertisements that describe certain moments or emotions that a
consumer will experience while experiencing these ice cream avors. This will convey the message
that their avors are unique, as well as the experience you will get from indulging in Häagen-Dazs
ice cream. Overall, we want to convey that the unique avors are an experience in itself.

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Advertising Examples
Social Media: Instagram
Out of Home: Billboard

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Media Planning
Media Objectives and Strategy
Target Audience
The objective concerning target audience is to reach the target market (midscale young urban
professionals aged 25-44 with disposable income) in a cost-ef cient and effective manner. This
will be accomplished by the strategy of purchasing a mix of digital, nontraditional, and traditional
media that are relevant to and highly consumed by the target audience with an added emphasis on
social media.
Geographic Considerations
Keeping geographics in mind, an objective of the campaign is to target top areas in the United
States where high concentrations of the target market live, work, and commute. The strategy to
ful ll this will be to target the New York, Los Angeles, San-Francisco-Oak-San Jose,
Raleigh-Durham, Dallas-Ft. Worth, Austin, Seattle-Tacoma, and Denver DMAs.
Seasonality
In terms of seasonality, the campaign will strive to increase media reach and exposure at time of
year when consumers are most likely to buy ice cream. This objective will be possible through a
media strategy that involves heavy-up advertising in May, June, July and August, when overall U.S.
temperatures are highest.
Scheduling
The scheduling objective of the campaign is to maintain constant advertising with heavy-up in
months June-August. The strategy for this will be a continuous schedule when looking at campaign
as a whole, but use a mix of scheduling methods when considering individual media.
Creative Implications
Creatively the objective of this campaign is to emphasize a high quality product and a premium
brand image. The media strategy to accomplish this will require the purchase of media and
vehicles that possess a sense of luxury and sophistication to further establish brand image.
Budget
The budget objective is to use the budget of $20.94 million to reach the target market through a
mix of media. This will be done by allocating 40 percent of the budget for social media, 13 percent
for billboards, 12 percent for transit, 11 percent for sponsorships, nine percent for video, and ve
percent for guerilla marketing.

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Media Budget
With a budget of $20.94 million and while
allowing for a ten percent contingency
fund, this campaign will allocate
$8,376,000 to social media, $2,722,200 to
billboards, $2,512,800 to transit,
$2,303,400 to sponsorships, $1,884,600
to video streaming and $1,047,000 to
guerilla marketing. Below is a breakdown
of budget allocation by percent.
Total budget: $20,940,000
Media Flowchart
Schedule Justi cation
In our primary research we discovered that Instagram and Snapchat are the most-used social
media platforms amongst our target audience. Because of this, Häagen-Dazs will be advertised
continuously on Snapchat and Instagram during this six month campaign, while Facebook and
Pinterest will be have a ighting scheduling method. Video streaming and out of home will use a
pulsing method so that heavy-up advertising will take place in the warmest months, when ice
cream consumption is the highest. The Häagen-Dazs sponsored events are happening periodically
throughout the summer and as a result, a ighting scheduling method will be used. To ll in the
gaps between these sponsorships, guerilla marketing will take place in the form of a ighting
schedule as well, to continuous advertise the unique message of Häagen-Dazs.

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Conclusion
Overall, the campaign message will be conveyed uniformly across all selected media with an
emphasis on social media and consumer engagement. We plan to allocate 20.94 million dollars to
this campaign and successfully execute our strategies, while meeting the set objectives. We feel as
though this campaign will effectively reach our target audience with the chosen media and tactics
that are being implemented throughout the campaign period. The execution of this campaign will
help consumers understand that they are not just purchasing ice cream, but they are receiving a
unique experience in every indulgent bite.

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