Karma Sauce started in 2008 when neighbors challenged each other to eat local food for a month. They began experimenting with sauces using local ingredients, creating two sauces - Good Karma and Bad Karma. Currently, Karma aims to increase online sales to $1,000 per week by March 2015. A SWOT analysis identified strengths like product quality but also weaknesses such as an inconsistent website. The target market is foodies aged 20-50 in New York and other states. Current promotions include Facebook, radio ads, and festival booths. Hot sauce trends favor Karma due to its natural ingredients. Expanding social media use, especially Pinterest which sees high e-commerce sharing, could help Karma meet its sales goal.
This document presents an advertising campaign created for Pabst Blue Ribbon beer. It aims to increase PBR's market share by targeting 21-24 year old male college students. The campaign will position PBR as a traditional, affordable American beer. It will run from July to September 2014 in Lafayette, Indiana, home to Purdue University. The campaign's advertisements will emphasize PBR's history since 1844, price competitiveness, and award-winning taste. Its tagline, "American Tradition," aims to appeal to customers' sense of patriotism. The goal is to make PBR the 4th highest selling beer brand in the US. Advertisements will include internet radio ads, outdoor displays, and
Terrapin Beer Company | Service Learning ProjectAnsley Bolen
This document outlines a marketing campaign for Terrapin Beer Company to reposition the brand as a local favorite in Athens, GA after being acquired by MillerCoors. The campaign is called "Keep Athens Hoppy" and focuses on community involvement through quarterly pop-up events at the brewery featuring local businesses. The budget allocates funds to these pop-up "Hops n Shops" events as well as a paid social media strategy to promote the events and messaging around supporting the local Athens community. The objectives are to change the brand perception from a "sellout" to MillerCoors to a brewery committed to its local roots through community partnerships.
This document proposes an advertising campaign for Founders Brewing Co. to promote their new Backstage Series beer called Big Lushious. The campaign would involve a scavenger hunt where customers can only initially purchase Big Lushious at select retail stores, and after buying it at two locations and collecting bottle caps, they can get it on draft at the Founders taproom. The goal is to increase sales of Big Lushious by 10% and build awareness of the Backstage Series within the target audience of young professionals ages 21-30 by 30% through participation in the scavenger hunt campaign. The budget for the campaign is estimated between $10,000-20,000 and would be allocated primarily to radio,
Snapple was founded in 1972 by three friends in New York City who began selling bottles of Snapple door-to-door. As distribution improved, Snapple gained popularity across America in the 1990s. However, frequent management changes in the 2000s caused Snapple to lose its unique identity. Today, Snapple faces challenges competing against many new ready-to-drink tea brands in the crowded bottled beverage market. Research found that while consumers enjoy Snapple's taste, its identity is not as strong as it once was. To grow, Snapple must strengthen its brand identity and expand its target market beyond just ready-to-drink tea.
The document proposes a marketing campaign for Snapple aimed at significantly increasing brand awareness and sales volume. Key elements of the campaign include:
- Targeting millennials through an integrated marketing strategy using digital, social media, local activations, and partnerships.
- Conducting research on consumer perceptions of Snapple, attitudes towards the "Born in New York" campaign, and the brand's position in the RTD tea market.
- Developing personas for the target audiences to focus on mindset, lifestyle and values over demographics.
- Creating a campaign called "#YourSnappleSide" that celebrates the unique personalities of Snapple fans and encourages sharing experiences of discovering one's "Snapple side."
This campaign creative includes various elements to promote Snapple's "What Makes You Snapple?" campaign message. Television commercials will run on broadcast and cable to raise awareness among non-Heartland audiences. Experiential activations include sponsoring music festivals for sampling and photo opportunities. Digital advertising incorporates in-banner video, video pre-roll, geo-targeted mobile ads and weather-targeted mobile to increase awareness, comprehension and purchase intent. Snapchat filters will be used around holidays. The goal is to engage consumers and increase purchase frequency among both Heartland and non-Heartland audiences using a tailored, dual strategy approach.
Sprite originated in Germany in the 1960s and is now one of the top-selling lemon-lime soft drinks worldwide. It is known for its crisp, clean taste and quenching thirst. While Sprite has strong brand equity and associations with youth culture through campaigns like "Sprite Nights", research found some campaigns were confusing and less memorable than 7Up's iconic Fido Dido mascot. Recommendations include differentiating packaging from 7Up, introducing a unique mascot, and pursuing co-branding opportunities to strengthen Sprite's brand identity.
This document presents an advertising campaign created for Pabst Blue Ribbon beer. It aims to increase PBR's market share by targeting 21-24 year old male college students. The campaign will position PBR as a traditional, affordable American beer. It will run from July to September 2014 in Lafayette, Indiana, home to Purdue University. The campaign's advertisements will emphasize PBR's history since 1844, price competitiveness, and award-winning taste. Its tagline, "American Tradition," aims to appeal to customers' sense of patriotism. The goal is to make PBR the 4th highest selling beer brand in the US. Advertisements will include internet radio ads, outdoor displays, and
Terrapin Beer Company | Service Learning ProjectAnsley Bolen
This document outlines a marketing campaign for Terrapin Beer Company to reposition the brand as a local favorite in Athens, GA after being acquired by MillerCoors. The campaign is called "Keep Athens Hoppy" and focuses on community involvement through quarterly pop-up events at the brewery featuring local businesses. The budget allocates funds to these pop-up "Hops n Shops" events as well as a paid social media strategy to promote the events and messaging around supporting the local Athens community. The objectives are to change the brand perception from a "sellout" to MillerCoors to a brewery committed to its local roots through community partnerships.
This document proposes an advertising campaign for Founders Brewing Co. to promote their new Backstage Series beer called Big Lushious. The campaign would involve a scavenger hunt where customers can only initially purchase Big Lushious at select retail stores, and after buying it at two locations and collecting bottle caps, they can get it on draft at the Founders taproom. The goal is to increase sales of Big Lushious by 10% and build awareness of the Backstage Series within the target audience of young professionals ages 21-30 by 30% through participation in the scavenger hunt campaign. The budget for the campaign is estimated between $10,000-20,000 and would be allocated primarily to radio,
Snapple was founded in 1972 by three friends in New York City who began selling bottles of Snapple door-to-door. As distribution improved, Snapple gained popularity across America in the 1990s. However, frequent management changes in the 2000s caused Snapple to lose its unique identity. Today, Snapple faces challenges competing against many new ready-to-drink tea brands in the crowded bottled beverage market. Research found that while consumers enjoy Snapple's taste, its identity is not as strong as it once was. To grow, Snapple must strengthen its brand identity and expand its target market beyond just ready-to-drink tea.
The document proposes a marketing campaign for Snapple aimed at significantly increasing brand awareness and sales volume. Key elements of the campaign include:
- Targeting millennials through an integrated marketing strategy using digital, social media, local activations, and partnerships.
- Conducting research on consumer perceptions of Snapple, attitudes towards the "Born in New York" campaign, and the brand's position in the RTD tea market.
- Developing personas for the target audiences to focus on mindset, lifestyle and values over demographics.
- Creating a campaign called "#YourSnappleSide" that celebrates the unique personalities of Snapple fans and encourages sharing experiences of discovering one's "Snapple side."
This campaign creative includes various elements to promote Snapple's "What Makes You Snapple?" campaign message. Television commercials will run on broadcast and cable to raise awareness among non-Heartland audiences. Experiential activations include sponsoring music festivals for sampling and photo opportunities. Digital advertising incorporates in-banner video, video pre-roll, geo-targeted mobile ads and weather-targeted mobile to increase awareness, comprehension and purchase intent. Snapchat filters will be used around holidays. The goal is to engage consumers and increase purchase frequency among both Heartland and non-Heartland audiences using a tailored, dual strategy approach.
Sprite originated in Germany in the 1960s and is now one of the top-selling lemon-lime soft drinks worldwide. It is known for its crisp, clean taste and quenching thirst. While Sprite has strong brand equity and associations with youth culture through campaigns like "Sprite Nights", research found some campaigns were confusing and less memorable than 7Up's iconic Fido Dido mascot. Recommendations include differentiating packaging from 7Up, introducing a unique mascot, and pursuing co-branding opportunities to strengthen Sprite's brand identity.
Snapple was founded in 1972 in New York City by three friends selling bottles door-to-door. As distribution improved, Snapple gained popularity across America in the 1990s due to celebrity endorsements. However, frequent management changes in the 2000s caused Snapple to lose its identity. Today, Snapple faces competition from many new ready-to-drink tea brands in the crowded beverage market. Research found that while consumers enjoy Snapple's taste, its perception is limited by inconsistent distribution and an identity weakened since the 1990s. To grow, Snapple must redefine its competitive category and strengthen its brand identity nationwide.
This document provides background information on DareDevil Dogs, a gourmet hot dog restaurant located near Ohio State University. It discusses the company's mission, history, partnerships, and current marketing strategies. A SWOT analysis identifies DareDevil Dogs' strengths like quality ingredients and proximity to campus, as well as weaknesses like lack of funding and negative location perceptions. Secondary research examines factors that influence college students' purchasing habits, like valuing experiences and convenience. Primary research reveals DareDevil Dogs wants to partner with Greek life to establish brand awareness through their food truck. The proposed campaign will conduct further research on Greek events and food preferences to help DareDevil Dogs connect with students.
Brand audit : Baileys Irish cream liquor Ian Adams
This document provides a profile of Baileys brand's target audience and reviews recent creative work for the brand. It finds that while the agencies hired have strong capabilities, the "Cream with Spirit" campaign misses opportunities to change perceptions of Baileys as an occasional drink. Research shows Baileys drinkers are typically social grades B and C1, aged 18-34, but the campaign does not address how to get this audience drinking Baileys more frequently. The creative work focuses on lifestyle rather than changing the social norms around Baileys. In conclusion, the agencies' full abilities are not being utilized to solve the core issue of declining frequency of consumption.
MealTics is a crowdfunding platform that allows users to purchase "MealTics" for $3 each to fund meals for homeless people from local restaurants. When the target number of meals is reached, MealTics purchases the meals from partner restaurants and a soup kitchen picks them up. Users can share their purchase on social media and have a chance to win monthly prizes. The founders aim to partner with restaurants, food banks, and organizations to fight hunger while providing marketing benefits to businesses. Their financial projections estimate $200k in revenue for 2013 from 5 cities with 200 partner restaurants and 50 organizations. Keys to success include engaging marketing, easy partnerships, and touching people's hearts to help fellow Americans in
The document discusses strategic brand management for the Sprite brand. It includes an agenda covering topics like brand audit map, history, personality, customer segmentation, positioning, promotional campaigns, competition, metrics and recommendations. The brand aims to own all pillars of South African hip hop culture and provide a platform for youth expression. It targets 16-19 year olds and focuses on leveraging hip hop to showcase self expression and help consumers maintain their cool in intense moments.
Our team's campaign book for Promotions. Promotions is a year-long, 9-credit course at McIntire that centers on creating a campaign for a corporate sponsor to compete in the annual American Advertising Federation's (AAF) National Student Advertising Competition (NSAC).
National Student Advertising Competition 2016 - Snapple
Hayley served as the Public Relations Director on Ohio University's NSAC team. She led the production of four public relations promotions and two partnerships (detailed on pages 10-15) which were awarded best promotions in AAF District 5.
As a director, she was also a contributing team member to all other aspects of the campaign including research, media and creative.
First, brands have little impact and most customers would not care if 77% of brands disappeared. Second, to have impact, brands must listen to customers, demonstrate empathy and care about social issues. Third, brands can influence culture by redirecting conversations around taboos or competitors' missteps. Leading with empathy and purpose allows brands to drive meaningful change.
Snapple's brand identity and messaging became scattered over the years, confusing consumers about what Snapple stands for. While consumers still love Snapple's flavors and Real Facts, they rarely think of Snapple when choosing a drink. The document outlines research conducted on Snapple drinkers, identifying three key target audiences. It was found that while consumers have fond memories of Snapple, the brand no longer resonates with them. The campaign will take an approach of "refreshing mouths and minds" by reintroducing Snapple's delicious flavors and refreshing its brand identity to reignite consumers' passion for the brand.
Newspaper advertising stimulated a 20% increase in sales of KETTLE® Chips. The campaign attracted new buyers, increased purchase frequency among existing buyers, and persuaded lapsed buyers to purchase again. Emotional brand connection strengthened the more newspaper ads were seen, rising from 66% after one ad to 82% after three ads. The newspaper campaign was highly successful in boosting both sales and brand metrics for KETTLE® Chips.
Sprite is successful due to its association with youth, its taste and lack of caffeine or other unhealthy ingredients. It positions itself as an admiration seeker and uses humor and controversial tactics in its advertising to draw attention. Its taglines emphasize its refreshing taste and honesty. It competes against 7 Up and Mountain Dew, and sponsors sports like cricket to engage customers.
Real reason For Success of SPRITE
Association with Youth
Taste and digestion Benefits
Transparent means Pure is belief
The transparent sweet fizzy Sprite is the best companion for transparent Vodka
Lemon is natural
Caffeine free soft drink
Clever Advertising campaigns
Refreshingly Honest and irreverent perspective on life
Healthier than other carbonated soft drinks
taglines
I like the sprite in You
“Taste is tingling tartness”
Obey Your Thirst
“Seedhi baat no, no bakwaas, clear hai?!”
“Sprite Bujhaye Pyaas, Baki All Bakwaas”
Evident Personality Of Sprite In the Eyes of Youth In IndiaAdventurist who seeks freedom, desires to explore the world and loves new experiences
Straight forward
Simple
Honest
Detach Personality
Hip Pops is a popsicle company started in 2011 in Athens, Georgia. Each popsicle flavor is named after a famous hip-hop or rap artist. The company grew from making popsicles for friends to a full business selling at local stores and events. Hip Pops uses various marketing strategies including social media, websites, and local magazine features. A SWOT analysis found strengths in customer loyalty but weaknesses in few resources. Goals include improving the online presence and hiring employees. The target audiences of mothers and college students require different messaging highlighting ingredients or flavors. While local competitors exist, Hip Pops differentiates by focusing on fresh ingredients and musical pun names.
Made by Mavis is a locally based jam and jelly company in Kentucky. To increase awareness and sales of its Jam of the Month Club, the document recommends partnering with a local brewery, Rhinegeist. It suggests targeting millennial craft beer drinkers and holding tasting events to introduce flavors and encourage signups for a Beer and Jam of the Month Club. The club would provide educational pairings of jams, jellies and beers at the brewery each month to build loyalty and repeat customers. The document outlines objectives, strategies and metrics to measure the success of the partnership and club.
This document summarizes an integrated marketing campaign plan for Auntie Anne's pretzels. The goal is to increase in-store sales by boosting awareness and foot traffic. The target audience is "spontaneous snackers", particularly millennial women, who value freshness, authenticity and indulgence. The campaign's big idea is that Auntie Anne's offers unexpectedly fresh pretzels that make indulgence feel right. Tactics include social media promotions, earned media, outdoor, digital and online radio ads. The budget allocates most funds to digital and outdoor advertising. Performance will be measured by sales, app downloads, impressions and redemptions.
The document outlines research conducted to understand Snapple's target audience of Everyday Optimists and how drinking a Snapple provides a similar moment of delight as other small pleasures in life, such as finding a matching sock or catching a piece of candy in your mouth. The research found that Snapple's product attributes like the glass bottle, variety of flavors, and satisfying "pop" of the cap create a uniquely satisfying consumption experience compared to competitors. By leveraging these strengths and positioning Snapple as a source of daily "little moments," the campaign can increase brand relevance and drive growth.
Snapple began in 1972 when three friends started selling bottles of their homemade tea door-to-door in New York City. Over time, as distribution improved, Snapple gained popularity across America in the 1990s. However, frequent management changes in the 2000s caused Snapple to lose its unique identity. Today, Snapple faces challenges competing against many new ready-to-drink tea brands in the crowded beverage market. Research found that while consumers have a positive perception of Snapple's taste, the brand struggles with staying relevant and increasing purchase frequency against competitors like Arizona and Lipton. The summary identifies Snapple's origins, challenges competing today, and insights from research about consumer perceptions.
The document outlines a marketing campaign created by Circle Advertising for Mary Kay to attract millennial women ages 18-25. Extensive primary and secondary research was conducted to understand this target audience and identify the brand's strengths, weaknesses, opportunities, and threats. Three representative millennial women - Zoe, Emma, and Sofia - are profiled to embody the target market and the barriers keeping them from engaging with the Mary Kay brand are identified.
In this Media Planning group project, we developed our own media plan on the IZZE Sparkling Juice brand and applied the basics of advertising media planning. 'Roots Media' our group agency, created the idea "IZZE: The Last Ingredient" to illustrate that IZZE Sparkling Juice completes your meal and day. An executive summary on the brand, a situation and brand analysis and our agency's media objectives and proposed strategies were incorporated in the plan to emphasize our creative brief on "The Last Ingredient."
This document discusses modern consumer snacking culture and trends among Millennial snackers. It finds that snacking now accounts for 50% of eating occasions and is driven by cultural trends prioritizing self, society, and the planet. Millennial snackers expect brands to prove their positive impact in these areas through policies, practices, performance, and verification. They also seek snacks that align with their values around health, community, and environment over just value and price. As such, brands must understand and embrace these trends to succeed in the snacking market.
Sabra Ad Campaign - "The Creamy Delight That's Always Just Right" Micaela Metz
The document outlines a marketing campaign for Sabra Hummus created by the advertising agency Sapphire International, with the goal of increasing awareness of Sabra Hummus and converting dip users to choose Sabra Hummus instead of alternatives like guacamole. The campaign aims to show Sabra Hummus can be used easily in a variety of situations through creative advertisements depicting scenarios of hummus consumption and a television commercial portraying hummus as part of a woman's daily routine. Research was conducted to understand target audiences and competitors to inform the strategy, creative content, and media placement of the campaign.
Snapple was founded in 1972 in New York City by three friends selling bottles door-to-door. As distribution improved, Snapple gained popularity across America in the 1990s due to celebrity endorsements. However, frequent management changes in the 2000s caused Snapple to lose its identity. Today, Snapple faces competition from many new ready-to-drink tea brands in the crowded beverage market. Research found that while consumers enjoy Snapple's taste, its perception is limited by inconsistent distribution and an identity weakened since the 1990s. To grow, Snapple must redefine its competitive category and strengthen its brand identity nationwide.
This document provides background information on DareDevil Dogs, a gourmet hot dog restaurant located near Ohio State University. It discusses the company's mission, history, partnerships, and current marketing strategies. A SWOT analysis identifies DareDevil Dogs' strengths like quality ingredients and proximity to campus, as well as weaknesses like lack of funding and negative location perceptions. Secondary research examines factors that influence college students' purchasing habits, like valuing experiences and convenience. Primary research reveals DareDevil Dogs wants to partner with Greek life to establish brand awareness through their food truck. The proposed campaign will conduct further research on Greek events and food preferences to help DareDevil Dogs connect with students.
Brand audit : Baileys Irish cream liquor Ian Adams
This document provides a profile of Baileys brand's target audience and reviews recent creative work for the brand. It finds that while the agencies hired have strong capabilities, the "Cream with Spirit" campaign misses opportunities to change perceptions of Baileys as an occasional drink. Research shows Baileys drinkers are typically social grades B and C1, aged 18-34, but the campaign does not address how to get this audience drinking Baileys more frequently. The creative work focuses on lifestyle rather than changing the social norms around Baileys. In conclusion, the agencies' full abilities are not being utilized to solve the core issue of declining frequency of consumption.
MealTics is a crowdfunding platform that allows users to purchase "MealTics" for $3 each to fund meals for homeless people from local restaurants. When the target number of meals is reached, MealTics purchases the meals from partner restaurants and a soup kitchen picks them up. Users can share their purchase on social media and have a chance to win monthly prizes. The founders aim to partner with restaurants, food banks, and organizations to fight hunger while providing marketing benefits to businesses. Their financial projections estimate $200k in revenue for 2013 from 5 cities with 200 partner restaurants and 50 organizations. Keys to success include engaging marketing, easy partnerships, and touching people's hearts to help fellow Americans in
The document discusses strategic brand management for the Sprite brand. It includes an agenda covering topics like brand audit map, history, personality, customer segmentation, positioning, promotional campaigns, competition, metrics and recommendations. The brand aims to own all pillars of South African hip hop culture and provide a platform for youth expression. It targets 16-19 year olds and focuses on leveraging hip hop to showcase self expression and help consumers maintain their cool in intense moments.
Our team's campaign book for Promotions. Promotions is a year-long, 9-credit course at McIntire that centers on creating a campaign for a corporate sponsor to compete in the annual American Advertising Federation's (AAF) National Student Advertising Competition (NSAC).
National Student Advertising Competition 2016 - Snapple
Hayley served as the Public Relations Director on Ohio University's NSAC team. She led the production of four public relations promotions and two partnerships (detailed on pages 10-15) which were awarded best promotions in AAF District 5.
As a director, she was also a contributing team member to all other aspects of the campaign including research, media and creative.
First, brands have little impact and most customers would not care if 77% of brands disappeared. Second, to have impact, brands must listen to customers, demonstrate empathy and care about social issues. Third, brands can influence culture by redirecting conversations around taboos or competitors' missteps. Leading with empathy and purpose allows brands to drive meaningful change.
Snapple's brand identity and messaging became scattered over the years, confusing consumers about what Snapple stands for. While consumers still love Snapple's flavors and Real Facts, they rarely think of Snapple when choosing a drink. The document outlines research conducted on Snapple drinkers, identifying three key target audiences. It was found that while consumers have fond memories of Snapple, the brand no longer resonates with them. The campaign will take an approach of "refreshing mouths and minds" by reintroducing Snapple's delicious flavors and refreshing its brand identity to reignite consumers' passion for the brand.
Newspaper advertising stimulated a 20% increase in sales of KETTLE® Chips. The campaign attracted new buyers, increased purchase frequency among existing buyers, and persuaded lapsed buyers to purchase again. Emotional brand connection strengthened the more newspaper ads were seen, rising from 66% after one ad to 82% after three ads. The newspaper campaign was highly successful in boosting both sales and brand metrics for KETTLE® Chips.
Sprite is successful due to its association with youth, its taste and lack of caffeine or other unhealthy ingredients. It positions itself as an admiration seeker and uses humor and controversial tactics in its advertising to draw attention. Its taglines emphasize its refreshing taste and honesty. It competes against 7 Up and Mountain Dew, and sponsors sports like cricket to engage customers.
Real reason For Success of SPRITE
Association with Youth
Taste and digestion Benefits
Transparent means Pure is belief
The transparent sweet fizzy Sprite is the best companion for transparent Vodka
Lemon is natural
Caffeine free soft drink
Clever Advertising campaigns
Refreshingly Honest and irreverent perspective on life
Healthier than other carbonated soft drinks
taglines
I like the sprite in You
“Taste is tingling tartness”
Obey Your Thirst
“Seedhi baat no, no bakwaas, clear hai?!”
“Sprite Bujhaye Pyaas, Baki All Bakwaas”
Evident Personality Of Sprite In the Eyes of Youth In IndiaAdventurist who seeks freedom, desires to explore the world and loves new experiences
Straight forward
Simple
Honest
Detach Personality
Hip Pops is a popsicle company started in 2011 in Athens, Georgia. Each popsicle flavor is named after a famous hip-hop or rap artist. The company grew from making popsicles for friends to a full business selling at local stores and events. Hip Pops uses various marketing strategies including social media, websites, and local magazine features. A SWOT analysis found strengths in customer loyalty but weaknesses in few resources. Goals include improving the online presence and hiring employees. The target audiences of mothers and college students require different messaging highlighting ingredients or flavors. While local competitors exist, Hip Pops differentiates by focusing on fresh ingredients and musical pun names.
Made by Mavis is a locally based jam and jelly company in Kentucky. To increase awareness and sales of its Jam of the Month Club, the document recommends partnering with a local brewery, Rhinegeist. It suggests targeting millennial craft beer drinkers and holding tasting events to introduce flavors and encourage signups for a Beer and Jam of the Month Club. The club would provide educational pairings of jams, jellies and beers at the brewery each month to build loyalty and repeat customers. The document outlines objectives, strategies and metrics to measure the success of the partnership and club.
This document summarizes an integrated marketing campaign plan for Auntie Anne's pretzels. The goal is to increase in-store sales by boosting awareness and foot traffic. The target audience is "spontaneous snackers", particularly millennial women, who value freshness, authenticity and indulgence. The campaign's big idea is that Auntie Anne's offers unexpectedly fresh pretzels that make indulgence feel right. Tactics include social media promotions, earned media, outdoor, digital and online radio ads. The budget allocates most funds to digital and outdoor advertising. Performance will be measured by sales, app downloads, impressions and redemptions.
The document outlines research conducted to understand Snapple's target audience of Everyday Optimists and how drinking a Snapple provides a similar moment of delight as other small pleasures in life, such as finding a matching sock or catching a piece of candy in your mouth. The research found that Snapple's product attributes like the glass bottle, variety of flavors, and satisfying "pop" of the cap create a uniquely satisfying consumption experience compared to competitors. By leveraging these strengths and positioning Snapple as a source of daily "little moments," the campaign can increase brand relevance and drive growth.
Snapple began in 1972 when three friends started selling bottles of their homemade tea door-to-door in New York City. Over time, as distribution improved, Snapple gained popularity across America in the 1990s. However, frequent management changes in the 2000s caused Snapple to lose its unique identity. Today, Snapple faces challenges competing against many new ready-to-drink tea brands in the crowded beverage market. Research found that while consumers have a positive perception of Snapple's taste, the brand struggles with staying relevant and increasing purchase frequency against competitors like Arizona and Lipton. The summary identifies Snapple's origins, challenges competing today, and insights from research about consumer perceptions.
The document outlines a marketing campaign created by Circle Advertising for Mary Kay to attract millennial women ages 18-25. Extensive primary and secondary research was conducted to understand this target audience and identify the brand's strengths, weaknesses, opportunities, and threats. Three representative millennial women - Zoe, Emma, and Sofia - are profiled to embody the target market and the barriers keeping them from engaging with the Mary Kay brand are identified.
In this Media Planning group project, we developed our own media plan on the IZZE Sparkling Juice brand and applied the basics of advertising media planning. 'Roots Media' our group agency, created the idea "IZZE: The Last Ingredient" to illustrate that IZZE Sparkling Juice completes your meal and day. An executive summary on the brand, a situation and brand analysis and our agency's media objectives and proposed strategies were incorporated in the plan to emphasize our creative brief on "The Last Ingredient."
This document discusses modern consumer snacking culture and trends among Millennial snackers. It finds that snacking now accounts for 50% of eating occasions and is driven by cultural trends prioritizing self, society, and the planet. Millennial snackers expect brands to prove their positive impact in these areas through policies, practices, performance, and verification. They also seek snacks that align with their values around health, community, and environment over just value and price. As such, brands must understand and embrace these trends to succeed in the snacking market.
Sabra Ad Campaign - "The Creamy Delight That's Always Just Right" Micaela Metz
The document outlines a marketing campaign for Sabra Hummus created by the advertising agency Sapphire International, with the goal of increasing awareness of Sabra Hummus and converting dip users to choose Sabra Hummus instead of alternatives like guacamole. The campaign aims to show Sabra Hummus can be used easily in a variety of situations through creative advertisements depicting scenarios of hummus consumption and a television commercial portraying hummus as part of a woman's daily routine. Research was conducted to understand target audiences and competitors to inform the strategy, creative content, and media placement of the campaign.
For this project, I worked with team members to create an advertising campaign for Sabra Hummus. My main portion of the project was to photograph and design the advertisements.
The document outlines a marketing campaign for Sabra Hummus created by the advertising agency Sapphire International, with the goal of increasing brand awareness and converting alternative dip users to Sabra Hummus by showing how it can be used in various easy ways. The campaign strategy is to portray Sabra Hummus as a simple snack that is perfect for any occasion through print, television, outdoor, and online advertisements depicting different scenarios of Sabra Hummus being consumed. Research was conducted to inform the campaign's target market of health conscious women ages 18-34, brand value proposition, and key message that Sabra Hummus is "a creamy delight that's always just right
Our team worked to make an advertising booklet with a brand activation plan for Harvest Snap Peas. In our plan we made ad placements and marketing recommendations for Harvest Snap Peas.
This media plan recommends magazines and television shows to promote the organic baby food brand Once Upon A Farm to millennial parents in San Francisco, CA. It recommends placing full-page ads in M Magazine for 3 months at a cost of $25,194, as its readers have high incomes matching the product's price. It also recommends Baby and Kids Magazine, where 3-month full page ads would cost $11,250, as it specifically targets young parents. The total magazine budget is $36,444. Television shows Healthy Appetite and Organic Panic are recommended, with a combined television budget of $164,862. The total recommended media budget is $274,984.50.
This business plan proposes starting a business selling cheese bread (pão de queijo) at farmers markets in Los Angeles neighborhoods. The plan is to begin by selling the cheese bread, produced by a supplier, from a small cart equipped with an oven at the markets. Over time, if successful, the plan is to transition to selling through retail stores modeled after French cafes. The brand aims to position the cheese bread as a family-oriented product and associate it with social and environmental responsibility. Pricing and costs are estimated based on the Los Angeles market. Regulations for selling prepared foods at farmers markets are also outlined. The initial focus is on testing the product and business model at the markets before considering expansion.
This document outlines an integrated marketing communications campaign for Cheerwine soft drink aimed at increasing brand awareness and sales in the Northeast region of the United States. The campaign will target middle-class 18-34 year olds and position Cheerwine as a tradition cherry soda brand that is "bold enough for the North." Jimmy Fallon will be the celebrity spokesperson. Objectives include increasing social media followers, brand awareness among Generation Y to 100%, and sales by 65% in the Northeast. Television commercials featuring Fallon out of his element in the South but enjoying Cheerwine in New York will air during primetime. Social media with the hashtag #boldenough will also be utilized.
Lay's and Balaji both use effective marketing strategies. Lay's entered the Indian market in 1995 in collaboration with PepsiCo and established itself as a youth brand through engaging promotions and campaigns featuring celebrities. Balaji was founded in 1982 and has grown from a small producer to become a leading snacks brand in India through quality products, competitive pricing, and a strong distribution network. Both companies face competition from regional players that are gaining market share by offering Indianized flavors and variants at affordable price points with increased promotions. Lay's maintains success through responding to competitors, consistent branding communication, and acquiring rivals when possible.
This document discusses strategies that brands can employ to capitalize on polarization between customers who love or hate the brand. It provides examples of how Miracle Whip used social media to increase brand lovers and sales, despite also growing the number of haters. General Mills worked to reduce haters of Betty Crocker by addressing critics' concerns. Some brands intentionally provoke haters to strengthen loyalists' attachment, or launch new polarized products to amplify differences. Marketers may also drive wedges to polarize previously non-polarized markets. Overall, the document advocates that with the right strategies, polarization on social media can increase brand awareness and sales.
Cheerwine will promote through social media platforms like Facebook, Twitter, and Instagram in order to reach a broader, younger market. Their social media presence will allow them to directly communicate with consumers and build relationships. Cheerwine will also conduct social media campaigns like scavenger hunts and photo contests to generate interest and awareness of the brand. In addition, Cheerwine will use direct mail marketing by sending promotional postcards with coupons for a free bottle of Cheerwine to households in Northeastern states to introduce consumers to the brand and drive them to purchase locations.
NSAC 2018 Team 352 Final Plans Book: Ocean SprayLauren A Nash
The yearly National Student Advertising Competition (NSAC) collaborated with Ocean Spray this past year.
The collegiate national competition provides a platform for students to pitch their strategic advertising/marketing/media campaign to the corporate client. There are three progressive levels of competition; the district, semi-final, and national levels.
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1. ST. JOHN FISHER COLLEGE
Karma Sauce Company
Promotional Marketing Strategy
Michael DeMar, Courtney Dubiel, James Millis, Danielle Russo
12/2/2014
The followingdocumentcontainsourpromotionalideasforthe Karma Sauce companyto help them
reach theirSMART goal of increasingonline salesto$1,000 a weekbyMarch of 2015.
2. 1
Intro to topic:
Karma Sauce started with a single garden. A vegetable garden that was shared by
neighbors. In 2008, these neighbors challenged each other to eat strictly local food for a straight
month. Around the same time a new puppy was adopted: Karma, a terrier who dug out the
tomatoes.
After a while the neighbors realized there was a need for good local pepper sauces.
During a creative Saturday, they began experimenting with butternut squash, cider vinegar and
other local ingredients. This was the beginning of a very unique red pepper sauce. At the end of
the weekend they had created two sauces, both being gluten-free and healthy. One was medium
while the other extremely hot. The name Karma came from a flash of inspiration; the yin-yang
balance of the sauces is embodied in their namesake. Good Karma and Bad Karma.
Current State of Affair:
SMART GOAL
By the end of next March we would like to see Karma increase to $1,000 a week in online sales.
SWOT Analysis
Strengths:
· Quality of product
· Already established a presence in
stores
· Awards
· Presence at festivals
· Sales out of state
· Large space to create product (Also
looking to expand)
· Whole Sales
· 60 retailers
Weaknesses:
· Vegans may have an issue with buying
Karma
· Inconsistent shipping dates
· Indigogo/Kickstarter hasn’t been
successful for fundraising
· Facebook has proven to not be as
strong as needed
· Website doesn’t exactly catch your eye
· Only advertising with radio (not the
right fit)
3. 2
· No precise target audience
· Competitors: Forage, Heart Breaking
Dawns, Sriracha
Opportunities:
· State Fair
· Social media expansion with
Pinterest, Instagram, Twitter, Facebook, etc.
· Narrow down target audience to tailor
promotions for them
· Competitions, giveaways (“what can
you do with Karma Hot Sauce”)
· Start a conversation with the audience
· Start buzz about product using
testimonials, interactive medium to buy
online, etc.
· Collaborating with popular bloggers
to feature Karma in a blogpost
· Being featured in a magazine
· Combo packs
· B2B marketing
Threats:
· Competitors
· Too broad of a target audience
· Not enough space to keep up with
expanding line of sauces
· Economy
· Health Fads
· Bad season for growing peppers
· Shipping costs
TARGET MARKET
For the target market Karma is geared towards customers in New York state who
appreciate high quality products. Although it is geared towards those in NY state, it is not
exclusively for New Yorkers. Karma can be found in several other states. These people are
typically foodies who are both men and women between the ages 20-50. The age range for this
target market is pretty large due to the fact that once a customer buys a hot sauce and likes it,
they are more likely to develop brand loyalty and only purchase that specific brand. This is good
for Karma because it presents the opportunity for the target age to be even lowered if the main
purchaser for the family introduces the sauce to family members at a young age.
CURRENT PROMOTIONS
4. 3
Currently, Karma has a Facebook, radio ads, a WordPress blog, and tastings at booths at
local festivals and food shows. These promotion mediums are the only form of advertising
Karma has as of now. The Facebook page has followers and likes, but the only problem Karma
faces with this format is the lack of conversation and buzz between Karma and their followers.
For Facebook to work there needs to be a constant conversation going in order to keep Karma
from slipping the consumers mind. The radio ads on BER are also a form of advertising for
Karma. This is the lowest form of advertising for recollection for hot sauce. Although it
reminds the consumer of the name of the product it is hard to get the consumer to really
experience the product since they are only hearing it be described rather than seeing, tasting and
smelling the product. This is why the taste booths at local festivals and food shows are crucial to
Karma sales. This allows the customer to experience the product right there and if they like it
purchase it on the spot. Along with all of these mediums, the last current promo tool is a
WordPress blog. This blog is used to share information about the product and also about what’s
going on in the hot sauce industry. This works as an information agent to inform consumers
about hot sauce in general. This allows people who are interested in the information to share it
and start a conversation by commenting and reviewing the posts.
COMPETITION
Hot sauce has become a popular product found in almost every home - this is both good
and bad for Karma hot sauce. The popularity of the product itself is great, but that means there is
an extensive amount of competitors in this industry, which makes it hard to have Karma be the
one and only product that comes to mind when you say “hot sauce.” The current competition for
Karma consists of Forage, Heart Breaking Dawn, Sriracha, and basically any hot sauce sold in
the shelf space located by Karma Hot Sauce in stores.
5. 4
TRENDS
There are always new developing trends, no matter what industry you look at. As for the
food industry, there are a few trends which could make or break a product line. Recently, there
has been a fad in all natural ingredients, which in the case of Karma is great because they grow
all of their ingredients in a garden. This also comes in handy when dealing with both locally
grown trends and health fanatics. Lately people have been more likely to buy products produced
locally to help stimulate the local economy. The most important trends going on right now
would have to be the fact that people are putting hot sauce on pretty much everything and the
fact that it is becoming popular to push the limit as to how hot you can handle a hot sauce is
great for Karma because they really push the boundaries when it comes to developing both a
unique taste that is extremely hot - the hotter the better. Trends for this particular industry are
both good and bad, but for the most parts these trends work in favor of Karma.
OFFERINGS & PRICES
Karma Hot Sauce has many different varieties of sauces. They have the “Original Karma
Sauces,” which includes Mustard and Kats’up, Chilehead Series Hot Sauce, and Karma Rubs.
These products can be combined to form combo packs. The combo packs consist of a collection
of all four varieties of Karma sauce, which is $20.00. The collection of Mustard and Kats’up
sauces costs $16, the collection of all 3 Chilehead sauces costs approximately $21, and the last
collection of all four Karma Spice Tins costs the consumer $20. If a customer wants to buy
individual bottles of Karma sauce it goes for about $5-6, but you have to keep shipping in mind
which will vary depending on location. Karma sauces can also be found at Wegmans for about
$4.
Informationwe found:
6. 5
HOT SAUCE INDUSTRY
The main age range for hot sauce use is between the ages of 35 and 64. This age range
makes up roughly 83% of hot sauce use, with individuals’ ages 45-54 being the main consumer
at 37%.
Fig. 1
The gender of the consumer also causes very little differentiation. Based on a study
conducted by, Persuadable Research Company, 52% of people who use hot sauce regularly have
a “go-to” brand. What this means for Karma Hot Sauce is that there is still 48% of the market
that does not currently exhibit any form of brand loyalty. This will be crucial for increasing sales.
Currently Tabasco has the largest market share with 29% and Franks Red Hot is in second with
21%. So, while Karma may not be able to initially compete, market share wise, with the current
staples in the hot sauce industry, it does have the potential to take market share away from the
lesser known national brands. In order to break through to consumers, the best thing a new brand
can do is increase its availability to the consumer. Due to this, a company offering free samples
or discounts can expect to see an increase in consumer interest as they are more willing to risk
7. 6
the outcome of a new experience.
Fig. 2
Furthermore, the main reason people do not use hot sauce is that they feel the heat or
spiciness is too much for them. In order to avoid this problem, companies need to make it know
that they offer a variety of flavors to help encourage these consumers to risk the outcome of a
new experience. In terms of brand awareness, the best way to build this is through print
advertisements. Print ads see an astonishing 31% recollection in terms of knowing the hot sauce
brand while other forms of marketing like radio, 1%, and internet, 4%, pale in comparison. It is
also crucial to note, that 71% of consumers pay attention to the hot sauces used in restaurants.
PINTEREST
Pinterest is one of the newer social media websites that has experienced a tremendous
growth since its launch. Pinterest currently has 4 million users and is still growing. The site
currently sees 1.5 million users visit it a day spending, on average, 14 plus minutes on the site.
The main demographic of Pinterest users is women ages 25-54. This is relevant because it has
been shown that women are the biggest influencers in terms of purchasing decisions.
Fig. 3
8. 7
Furthermore, the average users’ individual yearly income falls between $25,000 and
$75,000. This implies the users have enough income to make purchases on a whim if their
interest is peaked.
Fig. 4
In fact, 47% of online shoppers have made at least one purchase based on a Pinterest
find. Also, Pinterest is responsible for the largest percentage of e-commerce sharing, or the act
of sharing links to a company’s product that can be purchased online, at 41% while Facebook,
the second highest in e-commerce sharing, is only responsible for 37%. It is important to note
that after the initial pin to Pinterest one can expect the following results; two site views, six page
views, and ten repins. This means that for every pin and repin a company’s post receives, they
will see twenty new consumers visit and browse their entire site.
On Pinterest, there are three key demographics companies can target in order to see web
traffic and online purchases increase. For Karma Hot Sauce, the most important demographic is
the Families Matter Most (FMM) demographic. This is an ever-growing demographic as FMM
consists of young, middle-class families in suburban locations leading active, family-focused
lives. Their households almost unanimously have at least one child, 90%, and are just settling in
or have recently settled in to a suburban development. This demographic is proud of the area
they are raising their kids in, and is known for having adaptable attitudes and routines to help
juggle their newly busy lives. Since two major factors for this demographic are family values as
9. 8
well as focusing on their children, they tend to be very informed consumers looking to make
smart educated purchases they feel benefit them, their families, and the local area.
Implementation:
The first implementation we suggest is for the website to be formatted to make buying
more interactive for customers, add testimonials, and push combo packs. The improvement of
these things will help increase traffic and sales. The testimonials will help people trust the
product more and build product awareness and loyalty. Also, by pushing combo packs Karma
will increase profit as well as allow customers to experience multiple products produced by
Karma, which will help them “find their Karma.” This will help people become familiar with the
products and decide which one is for them.
The second recommendation we have is to increase conversation on social media sites
such as Facebook. There are many ways to start buzz about the product, but we recommend
starting competitions and giveaways executed through Facebook. This will start conversation
and buzz with customers, which in return will help buyers think of Karma Hot Sauce when they
want to make a hot sauce purchase. Plus, as the research shows, hot sauce is a commodity
consumers are willing to try different brands if they can find a deal. There are multiple
competitions that could be started through Facebook that will both increase conversation and
sales. Each month there could be a new one created in order to spice things up.
The third recommendation is to create a company Pinterest account and page. This would
be a great way to hit new consumers as they would not need to have a local dispensary stocked
with your product as they can go directly to your website. Also, with a large amount of users
being female, it is more likely to have your new Pinterest followers influence the purchasing
decisions. Then, taking into account the e-commerce sharing Karma would see along with the
10. 9
greatly increased chance of purchase from being on Pinterest, one can expect an increase in both
traffic and purchases online. Furthermore, if you target the correct demographic [FMM] then you
can not only gain new consumers in the parents but build a preferred taste with their children so
they will grow up liking your brand.
The final recommendation is creating a What's Your Karma (WYK) low-cost advertising
campaign for the local area. This creates a catchy and memorable slogan for the company that
will hopefully be recognizable by loyal consumers and will make those who hear it curious. It
involves three different elements in order to hit a variety of potential consumers; WYK flyer,
WYK bottles and WYK “plants”. The WYK flyer is a simple idea to help drum up interest and
curiosity as well as get consumers to visit your website. The idea is to create a flyer with the
Karma dog face split in two, with one side being designed to be angelic in nature while the other
side is demonic. On the bottom would be little pull off tabs in the shape of hot sauce bottles with
the Karma website address on them. The WYK bottle is also relatively inexpensive and can also
be very influential to potential consumers. This is simply taking used old Karma Hot Sauce
bottles and adding little features to them to create a “devil” bottle and “angel” bottle, with the
slogan What’s Your Karma and the website address under it. To do this you would need to just
attach extra pieces to the bottles to make them appear like an angel [wings and halos] or a devil
[horns and tridents] and leave them on tables of the wineries and shops your product is served in.
This allows consumers to be drawn to your product while eating at these locations and make
them more likely to try and purchase your products. The last part, the WYK “plant” is the most
costly one. This will only be used at food festivals you attend. The idea is to have a single
cardboard cut-out in the design of a pepper plant, and attached to it are “karma peppers” with the
What’s Your Karma slogan on top. Only those who make a purchase will get a “karma pepper”
11. 10
and they are codes for special coupons and offers that can only be redeemed online. This
encourages people to make purchases online, and brings awareness to your site. Furthermore,
because it is supposed to play with the WYK theme the coupons never have to be drastically
cutting into your prices because people will just be amused at their “bad karma”.
12. 11
Works Cited:
Hot Sauce Study: Research Summary and Observations - National Perceptual Study. (2007,
June). Retrieved November 24 2014, from www.provisormarketing.net Web Site:
www.provisormarketing.net/ourpartners/resources/PR_SampleReport.pdf
Pinterest Demographic Data: The Marketers Guide to People Who Pin. (2012, June24).
Retrieved November 24 2014, from www.ignitesocialmedia.com Website:
http://www.ignitesocialmedia.com/social-networks/pinterest-demographic-data/