2. Executive Summary
The campaign developed below was created to modify purchasing behavior of women ages 18-
24 and essentially influence them to choose LUNA as their Whole Nutrition Bar. The marketing
objective of this campaign is to increase LUNA’s market share without growing the category.
This will be achieved through our three advertising objectives: Capturing Top of Mind
Awareness, reinforcing LUNA’s positioning as female bar, and diversifying and implementing
new mediums to LUNA’s media mix.
3. Table of Contents
1.0 Situation Analysis and Definition of Target Market ............................................................1
1.1 Product Background......................................................................................................................... 1
1.1.1 Brand History/Company.............................................................................................................. 1
1.1.2 Product Life Cycle....................................................................................................................... 1
1.1.3 Channels of Distribution.............................................................................................................. 1
1.1.3.1 Importance of Channels of Distribution .............................................................................. 2
1.1.4 Product......................................................................................................................................... 2
1.1.5 Price............................................................................................................................................. 3
1.1.6 Promotion .................................................................................................................................... 3
1.1.7 Clif Bar and LUNA Bar Relationship ......................................................................................... 4
1.2 Product Class..................................................................................................................................... 4
1.2.1 Category Insight .......................................................................................................................... 4
1.2.2 Market Share ............................................................................................................................... 5
1.3 Competition ....................................................................................................................................... 7
1.3.1 Kind Bar ...................................................................................................................................... 7
1.3.1.1 Strengths and Weaknesses of Kind Bar................................................................................ 7
1.3.2 Lara Bar....................................................................................................................................... 8
1.3.2.1 Strengths and Weaknesses of Lara Bar................................................................................ 8
1.3.3 PowerBar ..................................................................................................................................... 9
1.3.3.1 Strengths and Weaknesses of PowerBar.............................................................................. 9
1.3.4 Kashi Bar................................................................................................................................... 10
1.3.2.1 Strengths and Weaknesses of Kashi Bar ................................................................................ 10
1.3.5 Strategic Importance of Competitive Analysis ......................................................................... 11
1.4 Consumer Information & Behavior in Whole Nutrition Bar Category ................................... 11
1.4.1 Wholesome Bars........................................................................................................................ 11
1.4.2 Diet Regulators.......................................................................................................................... 12
1.4.3 Light Restrictors ........................................................................................................................ 12
1.4.4 Energy Hounds .......................................................................................................................... 12
1.5 Behavior in Category ..................................................................................................................... 12
1.5.1 Health/Wellness Consciousness ................................................................................................ 13
1.5.2 Dieting ....................................................................................................................................... 13
1.5.3 Active Lifestyles........................................................................................................................ 13
1.6 The Consumer & Target Group Profile ...................................................................................... 13
1.6.1 The Consumer ........................................................................................................................... 13
1.6.2 Target Profile: Meet Hannah!.................................................................................................... 14
1.7 Environmental Analysis ................................................................................................................ 14
1.7.1 Social ......................................................................................................................................... 14
1.7.2 Political...................................................................................................................................... 14
1.7.3 Environmental ........................................................................................................................... 15
1.7.4 Cultural...................................................................................................................................... 15
1.7.5 Legal.......................................................................................................................................... 16
1.7.6 Economic................................................................................................................................... 16
2.0 S.W.O.T Analysis...................................................................................................................16
2.1 S.W.O.T Chart ................................................................................................................................ 16
2.1.1 Strengths.................................................................................................................................... 17
2.1.2 Weaknesses................................................................................................................................ 17
4. 2
2.1.3 Opportunities ............................................................................................................................. 18
2.1.4 Threats ....................................................................................................................................... 18
2.1.5 Unknown ................................................................................................................................... 18
2.2 S.W.O.T Prioritization ................................................................................................................... 19
2.2.1 Remaining Characteristics......................................................................................................... 19
2.3 Prioritized Issues............................................................................................................................. 19
3.0 Campaign Objectives.............................................................................................................20
3.1 Marketing Objective 1 ................................................................................................................... 20
3.2 Advertising Objective 1 .................................................................................................................. 20
3.3 Advertising Objective 2 .................................................................................................................. 22
3.4 Advertising Objective 3.................................................................................................................. 22
3.5 Marketing Communication Objectives Implementation ............................................................ 22
3.5.1 Digital ....................................................................................................................................... 22
3.5.2 Television ................................................................................................................................. 22
3.5.3 Print .......................................................................................................................................... 22
3.5.4 In-Store...................................................................................................................................... 22
4.0 Campaign Timeline............................................................................................................................. 23
4.1 Successive Approximation ............................................................................................................. 23
4.2 Section Techniques ........................................................................................................................ 23
4.2.1 S1 .............................................................................................................................................. 23
4.2.2 S2 .............................................................................................................................................. 24
4.2.3 S3 .............................................................................................................................................. 24
4.2.4 S4 .............................................................................................................................................. 24
4.3 Contingency Plans .......................................................................................................................... 25
4.3.1 Contamination Plan .................................................................................................................. 25
4.3.2 Unacceptable Awareness Levels .............................................................................................. 25
4.3.3 High Awareness Levels ............................................................................................................ 25
5.0 Multi-Attribute Model (MAM): Messaging Design and Positioning Guidelines .......................... 25
5.1 Survey Method..................................................................................................................................... 26
5.2 First MAM Survey.......................................................................................................................... 26
5.3 Second MAM Survey ..................................................................................................................... 28
5.4 Survey Findings and Brand Positioning Tool ............................................................................. 29
5.5 Line by Line Analysis ..................................................................................................................... 32
5.6 Message Recommendation ............................................................................................................. 33
6.0 Budget Allocations............................................................................................................................... 34
6.1 Budget Overview............................................................................................................................. 34
6.2 Section Breakdown ......................................................................................................................... 34
6.3 Geographical Breakdown............................................................................................................... 36
6.3.1 Geographic Breakdown Rationale ............................................................................................ 36
7.0 Media Selections ................................................................................................................................. 37
7.1 May Media Selection....................................................................................................................... 37
7.2 June Media Selection ...................................................................................................................... 37
7.3 July Media Selection....................................................................................................................... 38
7.4 August Media Selection .................................................................................................................. 38
5. 3
7.5 September Media Selection............................................................................................................ 39
7.6 October Media Selection ................................................................................................................ 39
8.0 Final Message Designs ....................................................................................................................... 40
9.0 Creative Executions ............................................................................................................................ 40
9.1 Print Ads.......................................................................................................................................... 40
9.2 30 Second TV Spot ......................................................................................................................... 41
9.3 Extended .......................................................................................................................................... 41
9.4 Social Media .................................................................................................................................... 42
9.5 Mobile............................................................................................................................................... 42
9.6 Magazines ........................................................................................................................................ 43
10.0 Media Plan ......................................................................................................................................... 43
10.1 Geography ..................................................................................................................................... 43
10.2 Media Strategy and Selection Process......................................................................................... 43
10.2.1 Television ............................................................................................................................... 44
10.2.2 Magazine ................................................................................................................................ 44
10.2.3 Digital .................................................................................................................................... 44
10.2.3.1 Publisher Sites.................................................................................................................. 44
10.2.3.2 Social Media .................................................................................................................... 44
10.3 Media Budget Allocation Chart By Month ................................................................................ 44
10.3.1 May Budget Allocation .......................................................................................................... 45
10.3.2 June, July & August Budget Allocation ................................................................................. 45
10.3.3 September Budget Allocation ................................................................................................. 47
10.3.4 October Budget Allocation ..................................................................................................... 48
10.4 Final Effective Reach and Frequency ......................................................................................... 49
11.0 Campaign Evaluation ....................................................................................................................... 49
12.0 References ......................................................................................................................................... 51
13.0 Media Appendix ................................................................................................................................ 52
13.1 Year At A Glance Chart............................................................................................................... 52
13.2 Spot Goals Chart .......................................................................................................................... 53
13.4 Flowchart ...................................................................................................................................... 53
13.5 Spot Plan Goal Sheet ................................................................................................................... 54
13.6 Market List ................................................................................................................................... 54
14.0 Creative Appendix............................................................................................................................. 55
14.1 Print Advertisement Executions ................................................................................................. 55
14.2 Television Commercial Storyboard ............................................................................................ 61
14.3 Publisher Site Extended Commercial ........................................................................................ 63
15.0 Appendix ............................................................................................................................................ 67
15.1 Figure 3.0 Prioritization Chart.................................................................................................... 67
16.0 Group Member Evaluations ............................................................................................................ 68
6. 1
1.0 SITUATION ANALYSIS and DEFINITION OF THE
TARGET MARKET
1.1 Product Background
The following information contains brand history, product life cycle, and the media mix
including product, price, channels of distribution and promotion.
1.1.1 Brand History/Company
Gary Erickson, a baker and mountain biker who wanted a nutritious energy bar that would be
popular among consumers and was healthy, founded In 1992 Clif Bar & Company. With a strong
momentum behind this private and family owned company, seven years later in March of 1999,
Clif Bar & Company launched LUNA as the first nutrition bar aimed towards women.
While most companies have a singular mission statement, Clif Bar & Company is guided by Five
Aspirations: Sustaining our business, brands, people, community and the planet. While LUNA is
guided by the same aspirations, the company is very focused and driven by their community
outreach.
1.1.2 Product Life Cycle
With a mission to create a bar dedicated to quality, sustainability and community in a balanced
workplace, LUNA has produced nutritious bars with various flavors and nutrients like protein,
fiber, vitamins, and minerals that are essential to women’s health. In 2003, LUNA cartons were
switched from paperboard to 100% recycled materials. In 2006, LUNA became 70% organic.
This became extremely appealing to health-conscious and active customers who wanted a bar
that served as a mini-meal. In 2008, LUNA Mini Bars were released, and in 2009, LUNA
launched LUNA protein with 12 grams of protein in a single bar. In 2012, LUNA debuted
LUNA fiber. By adding fiber to their bars, LUNA stresses fiber’s ability to help satisfy hunger,
keep your digestive system in top condition, and assist with lowering cholesterol. With thirteen
LUNA bar flavors and six LUNA protein flavors, LUNA reminds women that these bars feed
your strength and are not only good food, but also good nutrition.
1.1.3 Channels of Distribution
Grocery stores remain the primary distribution outlet for LUNA Bars. These stores include
locations that cater towards a more organic and healthy lifestyles with organic and fresh produce.
These places include Trader Joe’s, Wegmans, Harris Teeter, and Whole Foods, and your local
Natural/Specialty food stores.
However, the bars can also be found and bought at amazon.com, drugstore.com, and other large
and cheaper retail stores like Target, Pathmark, and Wal-Mart. LUNA bars are generally located
near the pharmacy section, or near diet, health, and organic foods.
7. 2
LUNA bars are also available for purchase online on the website through the Clif Bar Store. The
products purchased through the website are available to be shipped nationally and
internationally. A store locator is also available on the website to assist in store purchases.
Supermarkets are by far the channel through which most consumers buy their nutrition and
energy bars, relative to mass merchandisers or club stores like Costco Wholesale or Sam’s Club
(see Appendix: Other Useful Consumer Tables). Furthermore, as discussed in the Outlets Where
Consumers Buy section of this report, some 42% of energy/diet bar consumers say they most
often buy their bars at grocery stores, with mass merchandisers like Wal-Mart coming in second
at 23%. Club stores, convenience stores, and drug stores are next, at 9%, 7%, and 6%,
respectively. The survey results also indicate that respondents tend to shop at a number of
different venues for their nutrition bar needs, suggesting that they are opportunistic and will also
seek out different channels perhaps based on the brands or varieties available.
1.1.3.1 Importance of the Channels of Distribution
The location where LUNA bars are sold are important to gain an understanding of the type of
lifestyle and the other products that are purchased by our target consumer. These locations also
serve as a potential medium to communicate with the consumer directly through point of sales
materials or in store branding.
Through market walks performed by the group, we found that in store communication was low
for LUNA Bars and was not consistently located near competition. While this campaign will not
address marketing issues in stores, we recommend following this six-month campaign, LUNA’s
internal marketing individuals address channels of distribution.
1.1.4 Product
The current LUNA portfolio includes twenty different LUNA flavors ranging from bars that
include protein, chocolate, caramel, peanut butter, vanilla almond, nuts, and fruit. The original
LUNA Bar comes in thirteen different flavors and the LUNA Protein Bar comes in six different
flavors. LUNA is directed towards women because their bars provide the nutrients women often
lack but need the most for daily activities. These nutrients include folic acid, calcium, iron,
vitamin D and other vitamins and minerals, which are essential to a woman’s everyday needs. In
less than 200 calories, LUNA protein bars offer twelve grams of soy and whey protein and three
grams of fiber. While satisfying hunger, this nutritional bar contains zero trans fats and does not
contain artificial flavors, preservatives, hydrogenated oils, or genetically engineered ingredients.
“It contains zero grams trans fat, and does not contain partially-hydrogenated oils, high fructose
corn syrup, artificial flavors or synthetic preservatives; and we source ingredients that are not
genetically engineered.” -LUNA Website
8. 3
This is important to our target audience because they perceive additional, artificial and synthetic
ingredients, such as GMOs, as harmful to their health and their lifestyles. Although these claims
are not scientifically disputed, they are characteristics that resonate with our target audience and
contribute to a positive brand and product perception in the minds of our consumers.
1.1.5 Price
LUNA bars range individually from $1.30 - $1.45 depending on the retailer. For a box of 6, they
hover around $5 and a box of 15 can range from $17 - $20. LUNA bars, as compared to other
nutrition bars, are slightly on the more exclusive and expensive side due to the range of
natural/organic ingredients and environmental-friendly packaging utilized.
LUNA Protein is the second most expensive bar when placed against its competitors: Clif, Kashi,
KIND, Nature Valley, and Quest. The average price of LUNA bars and its competitors are
included below.
Clif: $1.69
Kashi: $0.89
KIND: $1.89
LUNA: $1.49
LUNA Protein: $1.75
Nature Valley: $0.69
Quest: $2.59
Although not the most expensive, LUNA bars tend to be priced higher than some of its
competitors. LUNA is able to keep their price high, because it is providing customers with
higher nutritional value than competitors. Each of their bars has what they call, “Essential
Nutrients for Women.” These nutrients include calcium, vitamin D, iron, and folic acid.
Also, LUNA is considered an affordable luxury Whole Nutrition Bar. Keeping this title in the
minds of consumers allows consumers to feel good about purchasing a LUNA bar, even though
it is more expensive. It allows individuals to think that although they are spending more money,
they are benefiting their health and allowing LUNA to contribute to their well-balanced diet.
1.1.6 Promotion
Across all channels of the media mix LUNA features promotions to engage their consumers and
give value back to their consumers. LUNA provides value online when a consumer registers at
clifbarstore.com they receive 10% off of their online orders and are emailed discounts and latest
news.
9. 4
LUNA engages with simultaneously with consumers online through community outreach. Every
year, 1% of sales are directly donated to charity in addition to the company’s other philanthropic
endeavors. In 2000, LUNA partnered with The Breast Cancer Fund to raise awareness for breast
cancer prevention. Through events such as LUNAFEST, a film festival featuring films directed
by women for women, and Team LUNA Chix, a women’s professional mountain biking team,
the company strives to engage the community and raise money to support the Breast Cancer
Fund. Since the formation of their partnership, over 3.5 million dollars has been raised.
In addition to the large charity engagements, LUNA Life on the website captures all other aspects
of community and philanthropic efforts.
1.1.7 Clif Bar & LUNA Bar Relationship
As stated before, LUNA Bar is a product under its privately owned parent company, Clif Bar.
Clif and LUNA have many similarities in their product goals as they both create wholesome,
nutritional bars that promote a healthy lifestyle. However, there are many differences between
the two brands inherently as they are geared towards different target audiences. These key
differences create product dissonance between the two mostly parallel brands.
Clif, although they do not state this outward, is geared more towards a rugged, male audience.
The packaging itself suggests something more rough and hardcore as compared to LUNA, which
markets to women. Clif markets to those who enjoy extreme outdoor sports and are looking for
something to fuel the adventure whereas LUNA is positioned as a Whole Nutrition Bar that
provides nutrients for daily life. LUNA is essentially the softer equivalent to Clif’s more extreme
positioning.
1.2 Product Class: Whole Nutrition Bar
The following information includes a breakdown of the category insight and the market share
gathered from the Nutrition and Protein Bar March 2015 Leading Brand Analysis Survey from
Mintel.
1.2.1 Category Insight
Whole Nutrition Bars are concentrated, high-carbonated snack bars designed to provide a quick
in-between meal energy boost and are usually mixed with vitamins, protein, and other
substances. These bars are seen as a healthy meal substitute, a between-meal snack, or a pre/post
workout snack. LUNA Bars are a part of the broader food bar category, which includes granola
and cereal bars.
Driven by consumer desire to follow healthier, more-active lifestyles, the total U.S sales for the
nutrition and energy bar market grew from 15% in 2010 to $1.5 billion, according to Mintel.
Similar to the year 2010, the nutrition and energy bar market grew 14% in 2011. It was
10. 5
calculated by Mintel that by 2016, the energy bar market would reach roughly $3 billion, which
is up 64% cumulatively from the year 2011.
To stay competitive in the market, manufacturers must focus on products that center on one
specific attribute and provide a healthy way to fulfill the consumer’s needs. Manufacturers must
also be increasingly transparent about the contents of their bars in order to create trustworthy,
brand loyal consumers. At first, nutrition bars were originally marketed to serious athletes. This
target began to shift towards active and health conscious men and women who now purchase
nutrition bars regularly not only to satisfy immediate hunger but also because they are perceived
as a source of nutrients or as a healthy mini-meal. In fact, the sales of these nutrition bars have
increased due to consumers perceiving them as healthier options. However, within the nutrition
bar category, there is a lingering concern that consumption of nutrition bars could lead to
unhealthy dietary patterns. Awareness has been raised that too much unhealthy consumption of
nutrition bars could contribute to obesity, but there has been little evidence to support this.
1.2.2 Market Share
Within a year of its launch in 1999, LUNA had 17% market share of more than 700 types of
energy bars sold in natural food stores nationwide, with Clif only at 13%. This placed LUNA as
the number one energy bar, with Clif at number two. In addition, the company topped PowerBar
for the first time. (Mintel).
To date, LUNA’s market share has stayed relatively stable even in this saturated marketplace.
Saturated in this case indicating that there are high levels of competition and a large amount of
competitive brands featuring parity products. From 2013 to 2014 LUNA’s share decline by 0.5%
along with the decline from the overall category. However, while all brands showed a decline in
share from 2013 to 2014, KIND LLC saw a drastic incline in share going up 4.3 points. (Figure
2.0)
Since LUNA’s market share is shrinking, the goal of our campaign is to initiate new behavior
amongst our Target Group to increase share.
11. 6
Figure 2.0 shows the share change from 2013 to 2014 of the Whole Nutrition Bar category.
Figure 2.1 shows that LUNA contains 14.8% of the market share for the Whole Nutrition Bar
category.
12. 7
1.3 Competition
Over the years, there has been an increase in competitors that have entered the Whole Nutrition
Bar market as more and more people opt for a healthier lifestyle. Products in this market deliver
all kinds of benefits that range from high-protein (39.9% of market share), energy boosting
(29.9% of market share), diet assistance (15.5%), healthy snack (14.1%) and breakfast nutrition
(.6%). With so many competitors positioning themselves so differently, it is easy to get lost in
the shuffle. Finding a way to distinguish a brand while maintaining true brand identity becomes
the real challenge.
1.3.1 Kind Bar
In 2004, Kind Bar creator, Daniel Lubetzsky, was astonished at his inability to find a nutrition
bar made from whole pieces of fruits and nuts. He set out to create a snack formed from the
ingredients people were familiar with, along with a bar that seemed all natural to the average
consumer. "The better brands are very clear on what they’re looking for; there are performance
brands that are for when you go exercise; there are diet bars. For us, it’s a healthy snacking brand
where we focus on giving people ingredients that they can see and pronounce.” –Daniel
Lubetzsky (Yahoo Finance, 2014). His idea was extremely popular and currently, their bars hold
the largest market share within the health bar and energy snack market. Kind bars position their
product as a healthy, go-to snack or meal substitution made from all natural products for those on
the go.
Kind Bar focuses on not only being a product that is kind to your body, but also to your soul.
With every advertisement or marketing campaign, the remind consumers extra push of being
kind. Sparking initiatives such as the “Kind Movement” are driven to inspire those who buy into
their product to reach out to others with small acts of kindness each day. This comes from the
founder’s personal experiences and is a mantra of the company. Kind prides itself on urging their
customers to “Be Kind” to the environment, themselves and to others.
1.3.1.1 Strengths and Weaknesses of Kind Bar
13. 8
● All natural ingredients
● Has a variety of flavors, although not as many as other competitors
● Socially responsible company
● Leading market share
● Not as many product lines as other competitors such as Kashi
● High brand awareness among those who are knowledgeable of the market, but not the
average consumer
● More expensive than the average granola bar
● Weak marketing campaign
1.3.2 LÅRA Bar
LÅRABAR is a blend of unsweetened nuts, fruits and spices. Made from 100% whole food, each
flavor of the bar contains no more than 9 ingredients. Pure and simple, just the way nature
intended.
LÅRABAR’s legs up on its competition are the ingredients they use. Therefore their
advertisements focus heavily on the all-natural processes and make up of their product. In every
advertisement LÅRABAR implements, they continuously draw attention to their “9 ingredient or
less” promise as well as aim to highlight their elimination of GMOs and chemicals from their
product. LÅRABAR campaigns feature two types of advertisements. The first features simple
backgrounds and their product. Having clean, simple lines with the phrase “less is more” pays
homage to the simplistic lifestyle embodied in both their product and mission. Clear backgrounds
give focus and attention to the product itself and their message. The second features their product
with a natural backdrop. This is to promote a movement back to all things natural in life.
Brand personality celebrates the ideas of being: bold, active, all natural, healthy, wholesome,
passionate, vibrant, community-oriented, unique, and environmentally conscious.
1.3.2.1 Strengths and weaknesses of LÅRABAR
● Truly healthy ingredients. Made with 9 ingredients or fewer per bar, these non-GMO
snacks are true to their advertising.
● 19 different flavors
● Genuinely a good snack
14. 9
● Extremely popular in Europe
● Acquired by General Mills giving them access to valuable resources and channels for
distribution and growth
● Brand awareness is not as strong as competitors
● On average, more expensive than other options
● Not a lot of advertising to increase reach or frequency
1.3.3 PowerBar
PowerBar is known as being the first company to market a “concentrated high-carbohydrate
snack designed to provide a quick between-meal calorie boost…fortified with vitamins and other
substances.” (“PowerBar Inc.,” 2007). When they first introduced the product, the product was
originally “aimed at runners and other athletes.” However, they are now “distributed through
mainstream supermarkets, with ad campaigns targeting people in all walks of life.” (PowerBar
Inc., 2007). Even though they have tried to break the mold and reach out to other consumers,
their endeavors have been unsuccessful and many still see them as a company that emphasizes
and prioritizes athletes as their main target.
PowerBar relies heavily on print advertising to generate profit and awareness for their brand.
Their advertisements appear in many fitness and health magazines such as Men’s Health,
Women’s Fitness, Runners, Shape and others. They are also invested in the use of social media
to create interactive and engaging platforms for which their customers can communicate with
them. PowerBar is also known to use television spots, however these advertisements are far
fewer than other initiatives.
Their advertisements are gruff and gritty. The use of darker colors and intense characters gives
off a tough and hard essence probably meant to appeal to those who enjoy a grueling and intense
workout. PowerBar utilizes this type of advertising to show the more hardcore athletes that their
product can provide them the strength to keep going.
1.3.3.1 Strengths and weaknesses of PowerBar
● Leader in the athletic/sports and protein segment
● High awareness and acceptance in male consumers (over competitors)
● Has strong voice in the niche market of those who consider themselves serious athletes
15. 10
● Strong brand reputation and many sponsors
● Strong social media presence
● Packaging is messy, dull and dated
● Low awareness of other product lines
● Targets a small consumer base and is geared towards men
1.3.4 Kashi Bar
Kashi has a massive advertising initiative over its competitors. The brand is constantly
promoting itself through a multitude of mediums including traditional and non-traditional
advertisements. Their most prominent choices of advertising are through television commercials
and magazine print ads. Kashi television ads are featured on networks like the Food Network,
HGTV, E!, Travel Channel, Discovery and more. These strategic choices reach all kinds of
consumer profiles and the company is very effective in doing so. In print, their ads are featured
in many magazines directed at young to middle aged audiences and therefore appear in People,
Cosmopolitan, Allure and various fitness magazines.
In creativity, Kashi approaches the look and feel of their advertisements with their mission in
mind. Advertisements are clean, fresh, simple and invigorating. Many outdoor spaces are
featured with people conquering arduous hikes, bikes, swims, runs, etc. while stopping to catch
their breath and take a bite of the product. The feeling they evoke is one that promotes a healthy
and simple lifestyle. Eat good food and be good to your body. Their ads are no-nonsense and a
tribute to returning to a simplistic, healthy lifestyle.
1.3.4.1 Strengths and weaknesses of Kashi
● Strong brand identity and high brand awareness due to the company’s extra initiatives in
other health food and drink markets.
● Many different flavors and variations of product, which allows them to reach different
consumer taste profiles.
● Kellogg’s owns the company. This gives them access to a vast amount of monetary
resources, distributors, large suppliers and retail locations.
● Strong mixed media campaign.
● Relatively expensive
16. 11
● Targets a certain type of consumer rather than the general consumer, which can be
limiting
● Added sugars
● Contains chemically altered ingredients
1.3.5 Strategic Importance of Competitor Analysis
The reason a competitor analysis is conducted is to ensure that the LUNA bar company has a full
understanding of the status of the market in which it exists. Understanding a competitor’s
strengths, weaknesses and positioning enables LUNA to capitalize and identify its niche within
the market, while identifying their strongest positioning points. This knowledge allows LUNA to
differentiate their products and brand identity, thus increasing awareness and brand individuality
among potential consumers against parity products.
Later when discussing our positioning strategy, we will be referring back to the competitor
analysis to distinguish strong points that separate LUNA’s product from others so we may
capitalize on these characteristics. A large focus will be through LUNA’s perceived superior
taste and LUNA’s competitive edge in protein content.
1.4 Consumer Information & Behavior in the Whole Nutrition Bar Category
The following section contains information about consumer behavior found in the Nutrition and
Energy Bars February 2012 Quantitative SPSS Cluster Analysis from Mintel.
The SPSS K-means cluster analysis process was used with four clusters selected from 550 adults
aged 18+ who personally eat energy and/or diet bars and are Internet users. Mintel named four
clusters according to their particular characteristics:
1. Whole Nutrition Bars
2. Diet Regulators
3. Light Restrictors
4. Energy Hounds
1.4.1 Wholesome Bars
I.) Demographics: Whole Nutrition Bars comprise 20% of the respondent sample.
Members of this group are more likely to be white and to have household incomes greater than
$100K or more. They are relatively even Male/Female with about half between the ages of 35-
54.
II.) Characteristics:
● More likely to consume energy and protein bars when compared to Diet
Regulators
● Compared to Diet Regulators and Energy Hounds, Whole Nutrition Bars are also
more likely to consume multivitamin/mineral supplements
17. 12
● Generally believe these type of bars taste good
● Compared to Diet Regulators and Light Restrictors, Whole Nutrition Bars are
more likely to feel that it is important to consume bars that are GMO-free, contain
more natural and premium ingredients, are organic and are packaged in recycled
or green packaging
● Often shop at natural supermarkets such as Whole Foods Market or Trader Joe’s
1.4.2 Diet Regulators
I.) Demographics: Diet Regulators comprise 27% of the sample. Members of this group
are more likely to have household incomes of $100K or more, and to be employed either full or
part time. Male and Female and relatively even across all age groups.
II.) Characteristics:
● Most likely of any group to consume cereal bars or breakfast bars
● More likely than others to use diet bars
● More likely to report eating bars as a meal or part of a meal, for vitamins and
minerals, and for overall health and wellness reasons.
1.4.3 Light Restrictors
I.) Demographics: Light Restrictors comprise 27% of nutrition and energy bar eaters.
This group is overrepresented by females and 35+ with the greatest percentage of respondents
aged 55+.
II.) Characteristics:
● Light Restrictors are more likely than Whole Nutrition Bars to consume diet bars
such as Slim-Fast and Atkins.
● Compared to Whole Nutrition Bars and Energy Hounds, Light Restrictors are
more common to eat bars to lose weight.
● More likely to use multivitamin supplements and herbal supplements.
1.4.4 Energy Hounds
I.) Demographics: Energy Hounds comprise 26% of respondents and are more likely to
be males and young adults ages 18-34.
II.) Characteristics:
● Least likely of any group to use bars for vitamins and minerals.
● More likely to say that only people who are really active need nutrition and
energy bars.
1.5 Behavior in Category
The following section contains information about three societal consumer influences that provide
18. 13
insight on what attributes consumers in the overall category are seeking from whole nutrition
bars.
The Whole Nutrition Bar market growth is driven by three societal consumer influences:
1. Health/Wellness Consciousness
2. Dieting
3. More Active Lifestyles
1.5.1 Health/Wellness Consciousness
Americans have a growing realization of the link between diet and exercise and its impact on
overall health. While 90% think they eat relatively healthy, a growing percentage of Americans
are suffering from obesity (30%) to diabetes (20%) to heart disease (25% of deaths in the U.S).
That said, consumers understand the link between diet and health (91%).
As America ages, the large number of Baby Boomers means that more people will be paying
attention to their health in the next decade - a fact that will have a positive impact on the Whole
Nutrition Bar market. To date, roughly half of Whole Nutrition Bar sales have been driven by
healthy eating concerns. (US Food & Drug Administration).
1.5.2 Dieting
Today, roughly 2 out of 3 U.S adults are overweight and 1 in 3 are obese. This is up from only
15% obese in 1990. That said, only 20% of Americans say they are on a diet, down from a high
of 31% in 1991. Dieters are just as busy as everyone else and are in need of reasonable meal
alternatives (NPD Group & Harvard School of Public Health).
1.5.3 Active Lifestyles
Americans are getting more active. Health club memberships are up about 10% in the past three
years to 50MM members. Lighter sports enthusiasts are driving expansion of theme-based
running events such as the 5K Color Run and Tough Mudder. That said, the President’s Council
on Fitness and Sports Nutrition estimates that only 1 in 3 Americans get the recommended
weekly activity levels.
1.6 The Consumer & Target Group Profile
1.6.1 The Consumer
Clif Bars have been able to separate LUNA bars from other whole nutrition bars to create a
single product with a variety of flavors, nutrients, and features for women only. These women
are health-conscious and active.
Our campaign is geared at our primary target audience of women ages 18-24, with a secondary
audience of 35-54. While according to the SPSS K-means cluster analysis, the Whole Nutrition
19. 14
Bars consumers showed the strongest characteristics and represented our core consumer whose
behaviors need to be maintained, our primary target audience of women 18-24 presented the
most opportunity for growth for this assignment. These consumers are able to make their own
purchasing decisions for the first times in their lives and increased marketing could be used in
order to influence new purchasing behavior and repeated preference. Our marketing campaign
will initiate their purchasing behavior.
1.6.2 Target Profile: Meet Hannah!
Hannah is an example of someone within our target market because she displays some behaviors
that our consumers would do. She is a very busy individual who is constantly on the go. Hannah
also enjoys nutritious snacks that she can easily throw in her bag, allowing her to keep moving
throughout the day without interruption.
1.7 Environment Analysis
The following section provides an analysis to identify the internal and external elements that can
affect LUNA’s performance in the Whole Nutrition Bar Market. Through an environment
analysis we will investigate the social, political, environmental, cultural, legal and economic
conditions that could affect purchasing behavior, the market and the strategic campaign. The
economic environment will potentially determine budgetary and business conditions in the
environment. The political and legal environment involves matters of the government and law,
which can affect how the company operates, its costs, and the demand of the product . The Social
and Cultural Environment anticipates changes and potential influences that will impact product
usage for our target audiences.
1.7.1 Social
As a result of being apart of Clif Bar & Company, LUNA believes in sustaining our community,
which has a positive impact on the community’s likeness and loyalty to our brand. The company
donates 1% of all product revenue to organizations that benefit social, cultural, and
environmental needs like their main charity the Breast Cancer Fund. LUNA strives to have a
strong, positive representation in the community by running an event called LUNAFEST and
sponsoring Team LUNA Chix. LUNAFEST, originated in 2000, connects women through film.
The event is a traveling film festival, consisting of work from several talented female
filmmakers. All of the proceeds are donated to charity, mainly focusing on The Breast Cancer
Fund. Team LUNA Chix is a program that strives to bring women together through sport and a
common cause. LUNA also sells bars that are 70% organic and wrapped in 100% recycled
packaging, which is important to both our consumer and the environment.
1.7.2 Political
Although GMOs have not been scientifically proven to harm the physical body, the product
target audience’s perception of GMOs is generally negative. Because the TA generally perceives
them as living a more health-conscious and natural lifestyle, LUNA has made steps to eliminate
20. 15
GMOs from their products. GMOs, or genetically modified organisms, are organisms (plant or
animal) whose genetic material has been altered using genetic engineering techniques. These
organisms are altered to reduce costs, increase produce shelf time and many more.
This has become an issue among those who are more consciously aware of the origin of their
food and thus has created a speculation among the population regarding whether or not these
foods are safe to consume. Brands within the Whole Nutrition Bar category need to be careful
when marketing their food as GMO free or not. Since these brands are categorized as whole
nutrition bars, it is important not to seem hypocritical or contradictory to their wholesomeness.
1.7.3 Environmental
The issue of sustainability plays an important role for many consumers when making purchasing
decisions. In the case of whole nutrition bars, the individual wrapping and use of extra material
can sometimes present a negative connotations for those who are more consciously aware of the
environment. LUNA has decided to combat this issue by making their product wrapping
upcyclable. Reiner Pilz of Pilz GmbH first coined the term “upcycling” during an interview in
1994. It is also known as creative reuse and is the process of transforming by-products, waste
materials, and useless and/or unwanted products into new materials or products of better quality
or for better environmental value. In an extra initiative, LUNA is also currently working with
their suppliers to create new materials that will not only serve the purpose of wrapping, but also
be more environmentally friendly.
1.7.4 Cultural
According to Euromonitor, Forbes Magazine states that Global Sales of healthy food products
are estimated to reach one trillion dollars by 2017. As society begins to encourage healthier
eating and physical activity, women are starting to look for better ways to maintain a healthy
lifestyle. By doing so, women are engaging in wholesome activities and making beneficial
choices in order to achieve a healthy lifestyle. These women have created a trend of wanting to
put the best in their bodies. As a result, LUNA has created a Whole Nutrition Bar with natural
and organic ingredients. As our target’s need for healthier foods increases, LUNA has produced
a bar for females that embraces strength along with a healthy lifestyle. This bar, which is made
strictly for women has had a positive impact on the female population and encourages active and
healthy behaviors. LUNA creates various social organizations that create brand loyalty by
supporting Healthy Child Healthy World and The Breast Cancer Fund. They also maintain
loyalty through LUNAfest, a traveling film festival for award-winning short films made by and
about women. Each of these film screenings raises awareness and money for the Breast cancer
Fund. Team LUNA Chix brings together women who may be interested in learning new sports
and staying active. These women train and compete together while raising money for the Breast
Cancer Fund.
21. 16
1.7.5 Legal
With the United States having the highest rate of obese and overweight Americans, consumers
are more concerned with being active and health-conscious. As a result, there is an increased
attention to organic labels on whole nutrition bars. In order for a bar to be considered organic
they must have organic certifications, which means 95% of the ingredients must be organically
grown and 5% must be non-organic ingredients that have been approved by the US Department
of Agriculture. LUNA Bars are organically certified by Quality Assurance International and
credited by the United States Drug and Food Administration, Canadian Organic Regime,
European Recognition Programme, and Ecocert of Japan. As certifications are extremely
important to the company and its customers, LUNA follows strict rules to be given proper
certifications.
1.7.6 Economic
LUNA is considered one of the more expensive and smaller bars in the Whole Nutrition Bar
category. Priced at about $14.95-$18.75 for a box of twelve to fifteen on clifbarstore.com. In
general, an increase in the market value of goods and services could impact the Whole Nutrition
Bar category. Although our customers realize organic is more expensive, a decrease of income or
inability to purchase these expensive bars could result in a decrease in sales of LUNA bars.
2.0 S.W.O.T. ANALYSIS.
S.W.O.T. analysis is a tool that allows marketing communications specialists to organize,
evaluate and reduce data related to a product and product market collected during the initial
stages of a campaign proposal. S.W.O.T. stands for strengths, weaknesses, opportunities and
threats. Strengths are data points that are positive internally and promote our advantages over the
competition. Weaknesses are data points that are negative internally and are characteristics of our
product that we need to demote or change. Opportunities are data points that are positive
externally and provide the chance to excel over the competitor. Threats are data points that are
negative externally that we need to offset and neutralize. An undecided category can also be used
when first passing through the data.
They enable both the client and the agency to view the environment and related factors on a large
scale and ultimately, paint a broad view of where the product/service fits within the category.
The chart below analyzes LUNA’s strengths and weaknesses, as well as its opportunities and
threats within the Whole Nutrition Bar market. The analysis was created to help us better
discover the most valuable way to benefit the LUNA brand.
2.1 S.W.O.T Chart
2.1.1 Strengths Characteristics that differentiate LUNA bars from other Whole
Nutrition Bars in a positive way.
22. 17
(An internal
positive
characteristic
that is
controllable
and provides a
benefit for
LUNA if
maintained)
1) Owned by Clif Bar & Company, a successful Whole Nutrition Bar
producer.
2) Their parent company, Clif Bar, provide them access to resources
3) First bar to be positioned directly at females
4) Commitment to the community: Partnership with The Breast Fund Group
5) Product Portfolio: Main Line & Protein
6) Gluten Free
7) The LUNA Protein Bar contains zero trans fats and does not contain
artificial flavors, preservatives, hydrogenated oils or any genetically
engineered ingredients.
8) These bars are fit for a hectic woman’s lifestyle
9) Encourage women to celebrate being a woman and embracing their
individuality and strength
10) Catering specifically for women's needs, the bar is 70% organic and
offers the vitamins and nutrients that women need the most for day to day
activities.
11) LUNA has been so successful in its specificity that the brand now
covers nutritional drinks, protein bars, and even a women's film festival.
12) LUNA is the #1 functional nutrition brand in the national and grocery
channels.
13) LUNA’s athletic team, Team LUNA Chix, as well as its female
filmmaker event, LUNAfest, contributes to the community in a positive
way.
14) The bars include the 4 main nutrients that women need on a day-to-day
basis.
- calcium, vitamin D, Iron, Folic Acid
15) LUNA bars have no artificial colors, flavors or preservatives, whereas
some competitors feature less natural ingredients in their products
2.1.2
Weaknesses
(An internal
negative
characteristic
that is
controllable
and provides a
disadvantage
for LUNA if
maintained)
Characteristics that differentiate LUNA bars from other Whole
Nutrition Bars in a negative way.
1) Little advertising and low awareness compared to competitors and in
general
2) Weak media mix
3) Women who are not active believe that LUNA bars are not for them
4) Has weak social media presence
5) Has less market share than other competitors
6) Doesn’t have a wide product breadth like competitors
7) Limited initiatives in other markets
8) Distribution locations and channels are not as extensive as competitors
2.1.3 Characteristics that give LUNA the chance to grow within the industry.
23. 18
Opportunities
(An external
positive
characteristic
occurring in
the
environment
that provides a
benefit for
LUNA if
leveraged)
1) Consumers are unaware that LUNA is positioned as a female bar
2) A wide range of consumers now purchase Whole Nutrition Bars regularly
not only to satisfy immediate hunger but also because they are perceived as
a source of nutrients or as a healthy mini-meal
3) Whole Nutrition Bar sales have increased in reaction, as consumers
perceive these as healthier options to the more traditional bars.
4) Brand loyalty opportunities when partnering with Healthy Child Healthy
World and The Breast Cancer Fund.
5) Objective is making sure LUNA optimizes its digital ad spend by helping
it target three audiences: Women’s Health readers who shop at Whole Foods
Market; pregnant women and young mothers; and active-athletes types.
6) Increase in loyalty the more social events LUNA has:
- LUNAfest, Team LUNA Chix
7) Have ability to expand into new markets they have not penetrated yet
8) Manufacturers must also be increasingly transparent about the contents of
their bars in order for knowledgeable and health-conscious consumers to
trust their brand and their product.
9) Within the first year LUNA launched, LUNA bars became the No. 1
Whole Nutrition Bar with a 17% market share. However, now they have
dropped down to #5 and need to regain market share without growing the
category
10) To stay competitive in the market, manufacturers must focus on
products that center on one particular attribute and provide a healthy way to
fulfill the consumers' needs.
11) Whole Nutrition Bars are gaining popularity over the granola and
breakfast bar category
2.1.4 Threats
(An external
negative
characteristic
occurring in
the
environment
that provides a
disadvantage
for LUNA if
left
unaccounted
for)
Characteristics that jeopardize LUNA’s chance to grow within the
industry.
1) Whole Nutrition Bar category is completely saturated, as in there are high
levels of competition and a large amount of competitive brands featuring
parity products.
2) Cereal and granola bars growth
3) Congested and confusing store shelving
4) Other bars targeted for women with better advertising than LUNA
5) Whole Nutrition Bars were originally marketed to serious athletes
6) Concern that consumption of nutrition bars may lead to unhealthy dietary
patterns and contribute to obesity risk has been raised, but few studies have
addressed this issue.
2.1.5 Unknown 1) Although LUNA’s Whole Nutrition Bars were considered trailblazers
24. 19
when they first debuted, the women-oriented brand was a self-admitted
laggard when it came to social media marketing.
2.2 S.W.O.T Prioritization
After gathering the Strengths, Weaknesses, Opportunities and Threats, we reduced the data with
a prioritization method that looked at the damage, benefit, cost and time associated with each
data point. Each characteristics was given a score from one to three, one being a low impact and
three being a high impact. The scores were summed together with the lowest score possible
being a 3 and the highest score possible being a 9.
A detailed chart containing the prioritization ranking can be found in the appendix as Figure 3.0.
The data points that are coded with red represent the highest tiered score, then proceeded by the
color blue and finally yellow.
2.2.1 Remaining Characteristics
Due to the high volume of prioritized variables, similar characteristics were condensed to
achieve overarching goals. The characteristics that were classified as weaknesses were
prioritized because of they outnumbered the amount of weakness, revealing itself as a greater
threat to be fixed.
2.3 Prioritized Issues
Through our S.W.O.T. analysis we have been able to prioritize the advantages and disadvantages
LUNA faces within the market and product category. By distinguishing these attributes, LUNA
will be able to focus on a reduced and prioritized action set to address the most pressing issues.
By gathering information and then assigning each piece a corresponding number of importance,
we are able to create clearly defined objectives and narrow in our focus in order to create a
successful and effective campaign.
Below contains the Reduced Action Set derived from the Prioritized S.W.O.T. analysis:
1.) The Whole Nutrition Bar category includes several brands and has attributed to mass
amounts of competitors, which has added to the decrease in LUNA’s market share,
therefore Top of Mind Awareness needs to be captured.
2.) The decrease in LUNA’s market share will be addressed throughout the 6-month
campaign in hopes to increase market share without growing the category.
3.) Consumers are unaware that LUNA is positioned as a female bar and its benefits.
4.) Provide simple and clear messaging in channels of distribution where the product is
congested and confusing on the shelves for marketing department following campaign.
5.) Increase media mix due to low advertising compared to competition.
25. 20
3.0 CAMPAIGN OBJECTIVES
The following section includes marketing and advertising objectives that the campaign will focus
on and how each will be measured. A timeline of the campaign with a detailed breakdown of
benchmarks and specific vehicles of communication are listed below as well. The campaign is
designed to modify the purchasing behavior our primary target group of women ages 18-24,
resulting in the switching to LUNA.
3.1 Marketing Objective 1
The decrease in LUNA’s market share will be addressed throughout the 6-month campaign in
hopes to increase market share without growing the category.
The target group for the campaign, women ages 18-24, is a target audience LUNA has not
previously engaged with. Focusing marketing efforts on this uncaptured group can increase
LUNA sales and result in competitor’s loss of sales that would then see a decline in market
share. The modification of purchasing behavior aims to achieve brand switching amongst the
target audience.
From 2013 to 2014, KIND increased their share by 4.3 while the remainder of the industry
declined. During the 6-month campaign, LUNA aims to increase their share by half of KIND’s
yearly performance, and increase their share by 2.0 points for a total of 16.8 share points. This
will be measured at the end of the campaign using MINTEL data.
3.2 Advertising Objective 1
The Whole Nutrition Bar category includes several brands and has attributed to mass amounts of
competitors, which has added to the decrease in LUNA’s market share, therefore Top of Mind
Awareness needs to be captured.
The objective is to increase awareness to be measured by Top of Mind Awareness amongst our
target group of women ages 18 to 24 years of age during the campaign timeframe, beginning on
May 1, 2016 through October 31, 2016. This objective will be measured four times over two
quarters spanning 6 months, section 1 including May and June, Section 2 including July, Section
3 including August and Section 4 will include September and October to ensure an increase in
awareness and success of our campaign.
Awareness is the first action needed to result in modified purchasing decisions. A ratio was
calculated to determine how many consumers had to be aware of the product to develop a
purchasing preference.
The ratio was determined by dividing the LUNA’s market share by the category market share to
receive LUNA’s percent of the category’s market share (16.8%). Out of every 100 consumers in
the Whole Nutrition Bar category, approximately 16 prefer LUNA Bars, which can be broken
26. 21
down to: out of every 25 consumers, 4 prefer LUNA Bars. The square root was taken to find the
ratio, which is: for every 5 that are aware of the brand, 2 prefer LUNA. Using market data it can
be inferred the trial purchase ratio would be 3.
5 Aware
3 Trial Purchase
2 Preference
The chart below is a tool used in the campaign to identify a value for the variable, awareness, by
the end of the campaign. By using the ratio 5:3:2, a ceiling value of 87 was set based on the
percentage of trial purchases from the product category. The floor value of 5 was set based on
the lowest trial purchased of the closest competitor. The value 41 represents the middle value.
The trial purchase ratio of 3:2 is applied to the middle value of 41 to equal 27. Next, the ratio
between awareness and preference (5:2) is calculated with the value 27 to determine the end
value of 67.5.
Figure 4.0 provides a step-by-step procedure used to set the end value of 67.5 as the awareness
level at the end of the campaign
27. 22
3.3 Advertising Objective 2
Consumers are unaware that LUNA is positioned as a female bar, therefore advertising will
reinforce positioning.
While Top of Mind Awareness is the first advertising objective, making the target group of
females 18-24 aware of the brand’s positioning statement will be included in marketing
campaign. This awareness level will be measured using the same beginning and end values in
figure 4.0 in section 3.1 Objective 1. LUNA’s positioning as a female bar is one of the most
significant of the whole nutrition bar category, which differentiates it amongst our competition
and will be leveraged.
3.4 Advertising Objective 3
Due to the lack of media compared to competition, a diversification and implementation of new
mediums will be added to the media mix.
The overall marketing campaign will increase awareness through a developed media plan
consisting of different mediums listed in section 3.6. The media mix will be measured by GRPS
following each month and at the end of the six months.
3.5 Marketing Communication Objectives Implementation
Throughout the course of the yearlong marketing campaign, our creative strategy will stretch
across four mediums including traditional and nontraditional advertising. All creative strategies
will parallel uniformity across the different mediums. These objectives were set to formally state
what is to be accomplished by the campaign for LUNA.
3.5.1 Digital and Social
Advertisements will be featured online and in mobile apps for websites most commonly used by
our primary target audience. These sites include Pinterest, Facebook, SnapChat and Instagram.
An extended version of our commercial will also be featured on Publisher Sites such as Hulu and
YouTube.
3.5.2 Television
Overall theme of advertising campaign will carry over to a 30 second television spot to be aired
on channels with high female viewership.
3.5.3 Print
Similarly to online and social media engagement, advertising strategies will utilize magazines
targeted towards women. These magazines include but are not limited to Cosmo, InStyle, Elle
and People.
3.5.4 In-Store Advertising
Within the nutrition bar category, LUNA competes against several popular brands, including,
Kind, LÅRABAR, PowerBar, and Kashi. When sold in stores, all competing companies have
their product in the same general area, keeping it hard for LUNA to stand out. In-Store
28. 23
advertising will allow us to better reach our audience while straying away from the competitors
LUNA is constantly surrounded by.
4.0 CAMPAIGN TIMELINE
In this section we have provided a four-section timeline for six-month marketing campaign
starting in May that will take place during Quarter 1 and 2. Section 1 will include May and June,
Section 2 will include July, Section 3 will include August, and Section 4 will include September
and October. Over these four sections we will use traditional and nontraditional media to reach
our target audience as the year progresses. We have also provided a consistent benchmark
revealing how we will measure each section over the 2 quarters.
Figure 5.0 includes the timeline of the campaign with benchmarks, equal intervals and
successive approximation
4.1 Successive Approximation
After establishing the beginning value of 14 and the end value of
67.5, each benchmark consistently increases by 13. This strategy
was used to avoid a RAMP problem where demand of our
product is greater than the supply.
4.2 Section Techniques
Below include specific objectives for each quarter of the campaign.
4.2.1 Section 1 (S1) Techniques: May & June
29. 24
Objectives: For the Month of May we will launch 50% of our campaign by advertising through
Spot Cable Television Channels like Lifetime, Oxygen, and Bravo, which are TV channels that
our target views the most. We will also use Digital Spots like social and mobile sites that our
target audience are most likely to use such as Facebook Instagram, Twitter, which are easily
accessible to our target. Publisher Video Sites like YouTube will be used in order to keep up
product awareness and repetition in our target’s mind. During the Month of June we will launch
100% of our campaign by increasing our usage of Spot Cable and advertising during Prime Time
on TV. By using Prime Time TV we have a higher chance of being seen by our target. We will
increase our social and mobile Impressions and add advertising on Publisher sites like Buzzfeed,
PlayBuzz, and Huffington Post as they are popular sites used by our target. We will also add the
usage of Magazines directed towards Women like Cosmopolitan, People, Glamour, and
Women’s Health Magazine. Use of Magazines allows LUNA the potential to be seen by women
who are not users of our product. We will be able to create awareness with women who do not
eat LUNA bars, and maintain awareness with our heavier and loyal customers. We plan to utilize
these mediums during section one in order to increase awareness with our target audience.
Action Cut Offs: (+-5)
4.2.2 Section 2 (S2) Techniques: July
Objectives: The month of July will be a repetition of the month of June with a continuation of a
100% usage of our mediums. During this first wave of pulse we will use Television
commercials, Digital Ads, and Magazines, which will maintain consistent awareness with our
target audience while promoting LUNA as a whole nutrition bar for women. Advertisements will
inspire and motivate women to go outside and enjoy the outdoors while you’re exercising.
Action Cut Offs (+-5)
4.2.3 Section 3 (S3) Techniques: August
Objectives: We will continue with 30 second TV Spot commercials during prime time, on
channels with high female viewership, along with Publisher, Social , and Mobile sites, and
Magazines with high female viewership. Continuing with 100% advertising through these
mediums will help us to maintain a consistent awareness with women ages 18-24.
Action Cut Offs (+-5)
4.2.4 Section 4 (S4) Techniques: September & October
Objectives: During the month of September we will decrease our usage of certain mediums to
75%. We still want to remain in our target’s minds even though school will be starting so we will
bring back in store pulsing during this time. We will maintain the same amount of Spot TV
Prime and decrease our usage of Digital Spot and Media in Magazines. We will take away TV
Spot Cable that was applied during the months of May, June, July, and August and add Digital
National Advertisements on Publisher video sites and Video Networks like YouTube, Pandora,
Spotify, and Hulu. Management Spot Cable, Digital Spot, and Publisher Video Sites will
30. 25
decrease even more for the month of October. We will handle 50% during this month to close
out the last section of our campaign.
Action Cut Offs (+-5)
4.3 Contingency Plans
The following section includes the plan we will execute in order to deal with a crisis. With a
contingency budget of $5,000,000, our contingency plan will include how we will fix and deal
with a problem that may arise. In the case of contamination, unacceptably low awareness, or
awareness levels that are too high, we have provided the framework for dealing with each crisis.
4.3.1 Contamination Plan
If LUNA were to become contaminated at any point throughout the campaign, all products
would be recalled and removed from the shelves immediately. Production would halt until the
issue was corrected. LUNA would remain transparent with consumers and launch an online
campaign addressing the safety concerns and actions look to achieve the resolution. In store
promotions would aid the new launch of the product and provide consumers with coupons to
apologize for the inconvenience. In case of contamination, we will dedicate $490,000 of our
contingency budget to this plan.
4.3.2 Unacceptable awareness levels reached by end of promotion
If LUNA had not reached the necessary levels of awareness by the allotted time, we would have
to reevaluate our campaign plan and distinguish points that needed necessary improvement. If we
are off by a certain amount of awareness, awareness must be added to achieve the objective.
Using our advertising budget, we would reallocate funds from mediums that were unsuccessful
to either new initiatives or successful mediums. For this plan we will allocate $455,000 from our
budget to this plan.
4.3.3 Awareness levels too high at Benchmark
We would remove ads and reevaluate the amount spent on advertising. Then, there would be
action to adjust funds and reallocate them to a more effective and necessary cause. We will also
allocate $455,00 to this plan.
5.0 MULTI – ATTRIBUTE MODEL (MAM): Message
Design and Positioning Guidelines
The Multi-Attribute Model (MAM) is a tool used by marketing communications professionals
that assist us in making a decision regarding a product campaign. It gives direction to the
message design of a specific campaign and enables us to evaluate and make a comparison among
products and services within a category. The MAM model acts as a secondary tool to inform the
creative process, not dictate it. Essentially, it is a tool that assists agencies in the creation what to
say in a campaign.
31. 26
5.1 Survey Method
We utilized two surveys to gather our MAM results. The population we collected information
from was a convenient sample rather than a true population. We were limited to a convenient
sample for a number of reasons such as time and limited access to survey recipients. Although
we take into account that our survey results are based off a small-scale, convenient population,
we believe that the populations is reflective of a true random sample on a larger scale. These
results taken from our convenient population give us enough data to project how a full-scale
population thinks and operates regarding the product.
5.2 First MAM Survey
N = 95
Our first survey focused on obtaining the initial information and research needed to create our
MAM model. The goal of the surveys conducted was to gage how our convenient sample
perceives our brand by itself and also in relation to other product competitors. We created a
survey utilizing Penn State Qualtrics and gathered responses via convenient sample by posting
the survey link on our various social media groups and platforms.
Our first survey posed three open-ended questions to a convenient sample of 95 participants. The
questions are as follows:
1) What brands come to mind when you think of Whole Nutrition Bars?
2) Name your top 3 most important qualities that you look for in a Whole Nutrition
Bar:
3) What 3 factors do you take into consideration when you purchase Whole Nutrition
Bars?
We decided to leave the first survey open-ended and unaided so we could gather a correct
representation of initial perceptions regarding our product with little to no bias. We did not
include the name of the brand we were representing to further support an unbiased response. We
asked these three questions to gage which brands warrant the most popularity and TOMA in the
market as well as features that are important in both product and purchase consideration. We
allowed the survey to be active for the duration of 5 days and then reviewed the results.
Responses for question 1
-Clif (28%)
-LUNA (14%)
-Kellogg’s (3%)
-Powerbar (3%)
-Nature Valley (7%)
33. 28
From the responses we are now aware that LUNA Bars (14%), Clif Bars (28%), Kind Bars
(14%), Quest Bars (12%) and Nature Valley (7%) bars have the most T.O.M.A. among our
convenient sample. The 5 most important product attributes in a desired Whole Nutrition Bar
are: protein content (17%), taste (16%), caloric amount (13%), sugar content (12%) and
nutritional value (10%). When actually making a purchasing decision regarding nutrition bars,
potential consumers consider the price (22%), the taste (19%), caloric amount (13%), the design
and packaging (10%) and the reputation of the brand (7%). We created our second survey based
off these responses and with these brands in mind.
5.3 Second MAM Survey
N = 43
Our second survey incorporated the information we gathered from the first and its aim was to
gather more specific information with more pointed questions. The goal was to narrow down
consumer thoughts regarding certain popular attributes and how they relate to each brand. These
attributes were taken from our first survey due to the frequency they were repeated among our
convenient sample. We also asked questions regarding brand preference, prior knowledge of
brand reputations and price points. The goal was to distinguish how our brand, LUNA, compares
against competitors and desired product characteristics. From this survey, we gathered 43
responses and in turn were able to understand more about our product market and the key factors
within it. Our survey was comprised of 11 questions ranging from multiple choice, fill in the
blank, ranking and matrix style questions. The questions are as follows:
1) Rate each of the following brands on a scale of 1 to 10 according to how well you believe
each performs in the following areas:
TASTE
2) Rate each of the following brands on a scale of 1 to 10 according to how well you believe
each performs in the following areas:
AMOUNT OF PROTEIN
3) Rate each of the following brands on a scale of 1 to 10 according to how well you believe
each performs in the following areas:
AMOUNT OF CALORIES
4) Rate each of the following brands on a scale of 1 to 10 according to how well you believe
each performs in the following areas:
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AMOUNT OF SUGAR
5) Rate each of the following brands on a scale of 1 to 10 according to how well you believe
each performs in the following areas:
NUTRITIONAL VALUE
6) Rate each of the following brands on a scale of 1 to 10 according to how well you believe
each performs in the following areas:
PRICE
7) How would your ideal Whole Nutrition Bar rate on each of the following attributes.
(1 = very low, 5 = average, 10 = very high)
8) Rate each attribute according to its importance in your selection of Whole Nutrition
Bars (1 = not important, 5 =average, 10 = very important)
9) Rank how appealing each packaging is from 1 to 5 (1 being the most appealing, 5 being
the least appealing)
10) Rank in order from 1 to 5 which brand you perceive to have the best reputation (1
being highest reputation, 5 being lowest)
11) Indicate the amount of money you would be willing to spend for a Whole Nutrition Bar
that meets your expectations:
Again, we created this survey using Penn State Qualtrics and posted the link online to prompt
those in our social media database to take it. We allowed the survey to be live for two days and
gathered a total of 43 responses derived from a convenient sample. We then ran a cross
tabulation of our results and gathered the initial report, which is automatically compiled by
Qualtrics. We examined these results and put them into perspective keeping our objectives and
end goals in mind. Our survey results proved to be extremely conclusive and provided us with a
wealth of information.
5.4 Survey Findings
According to our first survey, taste, protein amount, brand reputation, caloric amount, price and
amount of sugar are the 6 factors most considered when our customers purchase a Whole
Nutrition Bar. From our second survey we gathered that these aspects fall into this order of
importance:
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Most important: Taste - 8.05
Caloric Value - 6.98
Amount of Sugar - 6.79
Amount of Protein - 6.60
Price - 6.19
Least important: Brand Reputation - 5.19
For each of the attributes, we asked individualized questions to see how top competitors
performed in each area. The results are based on perceptions of how well brands fare within each
attribute category as opposed to actual nutritional amounts.
LUNA Bar - highest ranked in taste
Quest - highest ranked in protein amount
Clif - best amount of calories
Kind - highest ranked in sugar amount
Quest - best nutritional value
Nature Valley - best price
● In terms of taste, LUNA bar performed the best with Quest bar following in second, then
Nature Valley, then Kind Bar and finally, Clif Bar.
● For amount of protein, Quest reigned supreme followed by Clif bar, Kind, LUNA and
Nature Valley.
● For perceived amount of calories, Quest performed the best followed by Kind, LUNA,
Clif and Nature Valley.
● For perceived amount of sugar, Quest bar performed well, followed by Kind, LUNA, Clif
and finally, Nature Valley.
● For price, Quest was perceived to have the best price followed by Nature Valley, Kind,
LUNA and Clif.
● The average amount our convenient sample would be willing to pay for a bar that meets
all their needs is $2.44.
We also asked questions regarding packaging and which product they perceived as to having the
best brand reputation.
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Most Appealing Packaging
Kind
Clif
LUNA, Nature Valley
Quest
Best Perceived Brand Reputation
Nature Valley
Clif
Kind
Quest
LUNA
5.4 Brand Positioning Tool
Featured below:
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5.5 Line by Line Analysis
A Line by Line Analysis is a tool that is created and utilized after the completion of the brand
positioning tool has been created. It examines the brand and its competitors against each
attribute, one step at a time. This in turn distinguishes how the brand in question performs as
compared to the “ideal” product and the next closest competitor brand to the ideal. It identifies
which characteristics certain brands perform well in as compared to the ideal. By evaluating
these relationships on each scale, we are able to differentiate each brand’s performance. Message
point suggestions can be created through this analysis.
Taste was the highest rated attribute and therefore, it fell highest on both the attribute and ideal
scale. The brand that most closely reached the “ideal” taste was LUNA followed by Quest,
Nature Valley, Kind and finally, Clif.
Calories fell second on the attribute scale and ranked relatively low on the ideal scale. The
closest brand to “ideal” amount of calories was Nature Valley, followed by Clif, then LUNA,
then Kind, then Quest.
For amount of sugar, Nature Valley was most closely matched up to the “ideal” followed by Clif,
LUNA, Kind and Quest.
For amount of protein, the ideal ranked near the middle and LUNA fell closest to this attribute
followed by Kind, Clif and Quest. Nature Valley trailed the furthest behind.
For price, the ideal price was understandably low and Clif most closely matched up to that
followed by LUNA, Kind, Nature Valley and Quest.
For brand reputation, Quest matched up most closely followed by Kind, Clif, Nature Valley and
finally, LUNA.
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Overall, consumers are looking for a high-quality, reasonably priced Whole Nutrition bar. When
comparing this “ideal” to top competitors in the marketplace against LUNA, LUNA and Nature
Valley most closely resembled the “ideal” bar in two categories each. Clif and Kind both came in
first in one category and Quest did not place first near the ideal. LUNA, if not first, was usually
perceived to be “second best” as compared to the ideal and only on one instance did the brand
come in last--brand reputation. This is understandable as many people are unaware of LUNA and
their branding. This is what we hope to change.
5.6 Message Recommendation
Based on the results we have gathered, we will position LUNA as the nutritious option for those
on the go. Specifically, we will capitalize on LUNA’s highest ranking taste profile which is the
attribute our consumers are most concerned about.
Through the research conducted we have made the decision to specifically promote LUNA’s
protein bar line, which contains 12g of protein and only 170 calories per bar. This is roughly 50
calories less than the average leading protein competitor. LUNA ranked the lowest amongst the
competition in perceptions of protein. By pushing LUNA’s protein line, we will not only be
addressing taste, protein value and caloric value, but also expanding knowledge of LUNA’s
product breadth and increasing reach and frequency among our target audience.
By utilizing a diverse and constant advertising media mix, we hope to increase awareness of not
only our product and brand, but also of the specifically mentioned attributes we are trying to
promote. LUNA’s promotional initiatives have been weak in the past but we are hoping that by
creating a full fledged campaign regarding the protein line, people will begin to see that even
though the product is relatively new to the category, LUNA is still a force to be reckoned with.
LUNA Protein embodies many of the specific characteristics and benefits our target audience is
looking for in a Whole Nutrition Bar and therefore we believe focusing our efforts towards it will
prove to be fruitful in the end.
Although LUNA Protein is a separate line within the LUNA brand, it continues to hold the same
values the company embodies. Putting an emphasis on LUNA Protein will not only benefit the
individual line, but will benefit the company as a whole.
Overall, LUNA’s protein product line will essentially become “A Healthy and Delicious
Addition to a Well Balanced Diet”. This positioning message will become the cornerstone of our
campaign as it will give the product value in the mind of the consumer by emphasizing an
important attribute many of our target audience looks for in an ideal Whole Nutrition Bar;
protein and taste.
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6.0 BUDGET ALLOCATIONS
6.1 Budget Overview
The budget for this promotional campaign is $25 million with an added $5 million for a
contingency budget. Therefore, the overall budget will be $30 million. We have decided to
allocate this budget based on what we feel will be most beneficial to the success of the LUNA
bar company.
The campaign will begin in May and last through the summer months. The conclusion of the
campaign will occur at the end of October. We have chosen these months to capitalize on the
product’s seasonality. LUNA promotes an image of an active, outdoor lifestyle. We plan to
market most heavily during the warmer months where our target audience is more inclined to
participate in outdoor activities. Therefore, our budget will be broke allocated between
Q1(52.6% of budget) and Q2 (47.4% of budget) with a slightly heavier emphasis on Q1.
6.2 Section Breakdown
The budget will be broken down into four sections during Q1 and Q2. Figure 6.1 below
illustrates the two quarters spanning 6 months, with section 1 including May and June, Section 2
including July, Section 3 including August and Section 4 including September and October. This
breakdown is used to ensure an increase in awareness and success of our campaign.
Figure 6.1 illustrates how the campaign will be broken down into four sections to allocate the
budget.
Section 1 occurs throughout the months of May and June. These months will essentially launch
the campaign. Throughout the month of May, we have allocated a target amount of 50 for reach,
3 for frequency and 150 GRPs. This accumulates to a 10.5% share of our total budget or
$2,625,000. The idea behind this is that we will be easing our campaign into its beginning
phases. We wanted to be conservative with the amount of effort and financial resources
implemented during the first month as we will gradually build upon this throughout the coming
months of the campaign. Another insight to approach the strategy in this manner is that as we
ease into the summer months, there is a lot of transition and movement within the marketplace as
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products and consumers are switching focus from cold-weather products to summer products.
We are easing the campaign launch in May to stagger product awareness and hopefully create
more awareness later in Q1.
June, July and August are identical in budget and target amount allocation. All three months
warrant target amounts of 100 in reach, 3 in frequency and 300 in GRPs. This translates to a
21.1% share of the total budget and resources allocated or $5,275,000. These months are
identical as this is when we plan to fully exhaust our campaign efforts and initiatives. These
months are also when our target audience is most active in the outdoor space, mirroring the goals
of our product positioning. This strategy is put in place to ensure that LUNA is continuing to
capitalize on the product’s peak niche months, which are the summer months associated most
with outdoor activity. We are continuing our peak initiative into the first month of Q2, August,
because we felt the campaign should be fully exhausted for 3 months instead of a mere 2 in order
to ensure we are generating as much reach and frequency as possible.
Section 4 includes the months of September and October. This Section represents the
denouement of our campaign initiatives with values and target numbers trending in an opposite
direction as Section 1, 2 and 3.
September will experience a decrease in budget allocation and target amounts. This is because
we plan to conclude our campaign initiatives at the end of Q2 (October). Target numbers include
75 for reach, 3 for frequency and 225 in GRPs. This translates to a 15.8% share of our total
budget and a monetary value of $3,950,000. We are scaling back our resources to parallel the
eventual conclusion during the final month which will occur in October. At the end of this
month, benchmarked goals and campaign objectives will be reviewed and contingency plans will
be initiated as needed during the final month.
Finally, October will be the last push of our campaign before its conclusion at the end of the
month. We will be concluding campaign efforts that match those of our beginning initiatives in
May. The strategy behind this is that we wanted to begin and end on the platform as to monitor
and compare just how effective our campaign was throughout its implementation from start to
finish. Throughout the month of October, just as we did in May, we have allocated a target
amount of 50 for reach, 3 for frequency and 150 GRPs. This accumulates to a 10.5% share of our
total budget or $2,625,000. This will be our campaign’s final month as it represents the end of
the peak outdoor season for our target audiences. We also felt that as the winter months began,
the marketplace becomes diluted with products geared towards holiday marketing. It would be
unwise to try and market a product positioned for warmer months during a time reserved for
products tailored to the holiday seasons.
Overall, we believe this allocation of our resources and monetary funds will best serve LUNA in
both the long and short term by increasing both product awareness and sales throughout the
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duration of the campaign and even after its conclusion. Each month and Section is tailored to
reflect the achievement of the target amounts as well as campaign objectives as a whole.
Campaign variables will be monitored throughout the process to ensure we are meeting
expectation and goals. Periodically, campaign success will be assessed to ensure the campaign is
performing desirably and actions will be adjusted as necessary.
6.3 Geographical Breakdown
Geographically, we will be focusing our campaign among 5 of the 10 densest markets in
America to utilize as Spot Markets. These cities are as follows:
● Los Angeles, CA, #2/10, 5% of US HH
● Chicago, IL, #3/10, 3.07% of US HH
● Philadelphia, PA, #4/10, 2.61% of US HH
● San Francisco, CA, #6/10, 2.14% of US HH
● Washington D.C., #9/10, 2.05% of US HH
The budget will be allocated evenly among each city’s initiative, and will not favor one over the
other. We will be implementing equal amounts of target reach, frequency and financial resources
for each type of media utilized within each city. The allocation will be equal in all aspects. We
believe that establishing Luna’s presence in these areas will benefit sales and raise awareness in
both the long and short term.
6.3.1 Geographic Breakdown Rationale
Our reasoning for choosing these cities is we want to modifying the buying behavior among our
target audiences by increase awareness for our product. By targeting these cities we will begin
new engagement amongst our target group in densely populated cities to ensure we are
maximizing our efforts in reach and frequency. These cities contain major universities as well as
many young, urban professionals living throughout the area. Therefore by targeting these cities,
we will be capitalizing on the sheer amount of people located in these areas as well as focusing
in on geographic locations where our target audience resides.
These specific locations were chosen because we believe they represent a balanced consumer
profile throughout all regions of the United States. These cities also are made up of at least
21.7% of young professionals aged 18-34. Therefore having our campaign launch in these cities
will maximize our efforts in an effective manner.
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7.0 MEDIA SELECTIONS
Below we have provided our choices based on what we think will be the most cost-effective
media in order to obtain the expected coverage and exposure for our target. The following media
selections outline specifics vehicles and the units.
7.1 May Media Selection
For the month of May we will launch with 50% of our commercial and digital advertisements.
We plan to advertise Spot Cable through television channels like Lifetime, Oxygen and Bravo,
which are all channels that apply to our heavy users. For our Digital Spots we will advertise
through mobile and social through our target’s cell phones. Advertisements on Facebook,
Instagram, Twitter, and the LUNA Blog are ways that we can expand the LUNA product to
women ages 18-24. Publisher Video Sites like YouTube. Below are the selections broken down
by medium:
Television:
Spot Cable: 15 Units
Digital: 58 Units
Mobile: 350 Impressions
Social: 500 Impressions
Publisher Video Sites: 200 Impressions
7.2 June Media Selection
During the month of June we will increase our use of advertising to 100% through Television
commercials, digital Advertisements, along with an addition to magazines. Usage of channels
such as Bravo, TLC and E! during Prime TV broadcasts we will advertise in order to reach the
highest number of viewers possible. We consider prime time to be 4:00-8:00PM Monday
through Saturday and 7:00PM-11:00PM on Sundays. We will increase our usage of social and
mobile impressions to increase awareness with our target, along with adding advertising on
publisher sites like Buzzfeed, PlayBuzz, and Huffington Post. We will also advertise in
magazines directed towards women specifically. For example, Cosmopolitan, People, Glamour,
and Women’s Health. Below are the selections broken down by medium:
Television:
Spot Cable: 25 Units
Spot TV Prime: 20 Units
Network Cable-Prime: 10 Units
Digital: 93 Units
Publisher: 350 Impressions
Social: 700 Impressions
Mobile: 600 Impressions
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Magazines-Women: 100 Units
7.3 July Media Selection
The month of July will be a repeat of the month of June. Throughout this month we will continue
to advertise 100% through television commercials, digital ads, and magazines in order to
maintain awareness consistently with our target audience. Below are the selections broken down
by medium:
Television:
Spot Cable: 25 Units
Spot Prime: 20 Units
Network Cable-Prime: 10 Units
Digital: 93 Units
Publisher: 350 Impressions
Social: 700 Impressions
Mobile: 600 Impressions
Magazines-Women: 100 Units
7.4 August Media Selection
The month of August will be a repetition of the month of June and July. We will continue to use
100% of our media through television commercials, digital ads, and magazines in order to
maintain awareness consistently with our target audience. Below are the selections broken down
by medium:
Television:
Spot Cable: 25 Units
Spot Prime: 20 Units
Network Cable-Prime: 10 Units
Digital: 93 Units
Publisher: 350 Impressions
Social: 700 Impressions
Mobile: 600 Impressions
Magazines-Women: 100 Units
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7.5 September Media Selection
During the month of September we will decrease our usage of certain mediums to 75%. We still
want to create an awareness within our target, however we do not feel that we need to advertise
100% as it will be getting colder and school will be starting. Therefore, Spot TV Prime will
remain consistent but we will decrease the use of Digital Spots and media in Magazines. During
this month we have chosen to add Digital National Advertisements on Publisher video sites and
Video Networks like YouTube, Pandora, Spotify, and Hulu. Below are the selections broken
down by medium:
Television:
Spot TV Prime: 20 Units
Digital Spot: 84 Units
Social: 650 Impressions
Mobile: 450 Impressions
Publisher: 350 Impressions
Video Networks: 400
Digital National: 2 Unit
Publisher Video Sites: 250
Video Networks: 250
Magazines-Women: 75 Units
7.6 October Media Selection
We will decrease our media usage even more from the month of September. During the month of
October we will repeat the month of May so that we can remain in our target’s minds. We will
use his month to close out the last Section of our campaign. Below are the selections broken
down by medium:
Television:
Spot Cable: 15 Units
Digital Spot: 58 Units
Mobile: 350 Impressions
Social: 500 Impressions
Publisher Video sites: 200 Impressions
