This document outlines a marketing campaign for a new biodegradable "Eco-Capsule" from Nespresso. It begins with an environmental analysis of the coffee industry and Nespresso's place within it. It notes competition from Keurig and Verismo, as well as economic, legal and technological forces like sustainability regulations. The campaign aims to address criticisms of Nespresso's waste by introducing capsules that degrade naturally.

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Nespresso Eco­Capsule, Marketing Campaign
Created By: Brooke Francis, Lei Hookano, Zachary Lynch, and Lucy Parkin
Advised By: Kara Udziela
Chapman University
Marketing Through the Communicator’s Lens
May 18, 2016

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Table of Contents
I. Cover Page
II. Title & Executive Summary
III. Environmental Analysis
a. The Marketing Environment
b. Target Markets
c. Current Marketing Objectives and Performance
IV. S.W.O.T. Analysis
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats
e. Matching Strengths to Opportunities/Converting Weaknesses and Threats
V. Marketing Objectives
VI. Marketing Strategies
a. Eco­Capsule Target Markets
b. Marketing Mix
VII. Promotion and Advertising
a. Press Release
b. Pod Design /Ad Example / Social Media Example
c. Key Media List
VIII. Marketing Implementation
IX. Works Cited

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Nespresso Eco­Capsule, Marketing Campaign
Executive Summary
An operating brand of the Nestle Group Nespresso, established in 1986, is a leading, at home
coffee brewing company. Based in Lausanne, Switzerland, Nespresso internationally sells coffee
machines, grounds, and accessories in 64 countries. The Nespresso brand is based on the idea to
enable at home coffee­drinkers, to “create the perfect cup of espresso coffee just like skilled
baristas.” (“Our History”). Nespresso coffee is offered in 37 distinct flavors, which caters to
many different palettes of the at home coffee connoisseur. The “coffee connoisseur” is not the
average coffee­consumer, rather one who exclusively seeks coffee of premium quality, with a
luxury, lifestyle experience.
Nespresso coffee and espresso are currently sold in metal, capsuled containers, which require the
user to recycle through their own means or send back to the Nespresso for recycling. In 2014, as
part of an effort to minimize the company’s environmental impact and better brand impression,
Nespresso implemented The Positive Cup campaign, an ecolaboration sustainability program in
2014 to recycle used cup pods.
Recycling, and having to transport pods to Nespresso, requires significant more energy than
other, more environmentally conscious means of production and waste management. Many pods
are used then un­recycled, with an estimated 20% of capsules produced, landing in landfills
around the world. Popular news source ​The Guardian ​reported “the sustainability story at
Nespresso, a company that sells coffee machines and single­serve capsules, is a mix of the good,
the bad and the ugly,” pointing out their leadership in coffee sourcing, but unnecessary waste in
terms of the aluminum coffee capsules.
The Nespresso AAA Sustainable program has been active for thirteen years, which financially
assists farmers who grow and supply Nespresso coffee. The Nespresso Corporation “offers] up to
a 40+% premium on the price of beans, and no contracts are held between the approx. 63,000
farms that supply Nespresso” (Nespresso: AAA). This actively combats the public, very real
criticisms that the coffee industry is exploitative of its growers.
Nespresso is the industry leader in single serve, at home coffee. Rising legal and social
considerations necessitate that organizations adapt to better their environmental impact. This
strategic communication marketing report will outline the launch of a new, biodegradable
Nespresso coffee and espresso­pod line. Thus, remedying their waste criticism and extending
their already positive public impressions of positive coffee sourcing.

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Environmental Analysis
Nespresso’s passion for quality and ethicality, as well as attention to always changing consumer
demands, differentiates its brand from other single­serve coffee companies, particularly
keurig­compatible cups and pods.
As a company, Nespresso has grown by over 11,500 employees in the last sixteen years, being
from 2000 to 2016, over 50% of those employees are in direct contact with consumers on a day
to day basis. Such dedication to direct customer involvement is reflective of the luxury and
quality values of the Nespresso brand. These means of direct brand­customer marketing
communications, as well as Nespresso’s selective business to business sales, has long­established
Nespresso as a premier, luxury, ethically sourced, self­serve coffee brand. Environmental
analysis refers to the “process of assessing and interpreting... information about forces of the
marketing environment” (Ferrell & Pride, 62­63). This is an environmental analysis as applied to
the Nespresso Eco­Capsule campaign:
A. The Marketing Environment “consists of external forces that directly or indirectly
influence an organization’s acquisition of inputs (human, financial, natural resources and
raw materials, and information) and creation of outputs (goods, services, or ideas)”
(Ferrell & Pride, 62).
1. Competition, or competitive forces, is defined as “other organizations that market
products that are similar to or can be substituted for the marketer’s products in the
same geographic area” (Ferrell & Pride, 641).
As reported by ​Business Insider​, coffee exporting is a $20B world­wide industry,
500 billion cups being consumed worldwide yearly. Coffee as a commodity, is
second to only crude oil. The global coffee market is highly competitive;
however, Nespresso has found industry­leading success in the at home,
single­serve coffee market, by making their product­line exclusively
inter­compatible, meaning a Nespresso machines will only work with Nespresso
pods. Currently, there are no quality, premium, viable substitutes for Nespresso
capsules because of this business model and non­interchanging parts.
The two most competitive brands to Nespresso are Verismo and Keurig. Verismo
is the single­serve, at home coffee brand of Starbucks, which was introduced
rather late into the product market and has yet to gain significant market share, is
only in that it offers a quality coffee experience as a sub­brand of Starbucks.
Keurig, the most mass­produced single­serve coffee machines, is interchangeable
in its pods, with any company able to produce its coffee in the k­cup style vehicle.
Nespresso differentiates themselves from this competition in the luxury, quality
style branding they emphasize, offering Nespresso pods in the previously
established Nespresso brand, which was originally a coffee sourcing company
before the rise of single­serve coffee packaging and distribution.

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2. Because Nespresso is an international coffee sourcing, packaging, and distribution
company, they must be hyper­aware relevant economic forces. As this campaign
addresses, ethicality and green­interests have been, and will continue to be, an
increasingly greater consideration in customer preferencing.
The coffee industry is currently being associated to deforestation, due to the use
of​ harsh chemicals and the chopping down naturally occurring plants to move
coffee plants into the sun; this is ​a devastating implication on a company, like
Nespresso, which prides and brands its ethicality and social responsibility.
Worldwide, the coffee industry employs over 25 million people, with 22.5 million
of that job production occurring in developing countries like Brazil, Vietnam, and
Colombia. Non­ethical coffee sourcing is conducted through middlemen, via
means of collusion, these middlemen will pay coffee farmers half of market value.
Family coffee farmers have a typical income of 500­1,000 USD, a
non­sustainable, poverty­driving mechanism. Nespresso is breaking this industry
norm with 80% of their coffee being sold through AAA program, which has
already increased unit price.
The Eco­Capsule will have another price increase of .80 and .25 for coffee and
espresso respectively; however, because of the Nespresso customer clientele
demographics, as well as primary purchasing preferences and considerations,
Nespresso customers will be resilient to the nominal price increase, which will be
used to account for an increase in Nespresso environmental initiatives and
manufacturing costs.
3. Legal and regulatory are becoming increasingly strict, as signified in the
international Paris Accords and US Government set, restricted greenhouse gas
emission allowances. It is becoming increasingly apparent that traditional means
of sustainability, like recycling, will no longer be a sufficient means of
conservation. Rather, regulation is expected to emphasize the elimination
non­biodegradable raw materials is mass­produced consumer products.
Legislation against recyclable waste is already occurring at local levels,
exemplified in San Francisco City banning water bottles, even though they are a
“recyclable, sustainable material.” Corporate carbon emissions will soon receive
decreasing government­mandated allowances, forcing companies to progressively
reduced their carbon output. The Nespresso Eco­Capsule campaign will
proactively address this issue, while allowing for it to be spun for public relations
in that it was a non­mandated implementation.
4. Technology, or technological forces, are defined as “the application of knowledge
and tools to solve problems and perform tasks more efficiently” (Ferrell & Pride,
650).

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The processes of recycling aluminum required used aluminum to be collected,
transported, processed to raw, and reprocessed. This process uses considerable
energy and has toxic byproducts. Society has traditionally viewed the process of
recycling as the “perfect solution,” however, with the rise of better, more
sustainable technologies and deteriorating environmental conditions, views of
recycling must be reconsidered in terms of these newer biodegradable materials.
Recycling of traditional Nespresso pods requires users to make a conscious effort
to return them to Nespresso or self­recycle, the recycling rate of these pods is less
than 80%. In offering the new line of Eco­Capsules, this will decrease Nespresso,
and Nespresso customers’, net carbon footprint.
B. Target market, applied to the existing market conditions, is defined here as
Nespresso’s existing and future, “specific group[s] of customers to whom an organization
focuses its marketing efforts” (Ferrell & Pride, 650).
Currently, Nespresso is the highest price­point in the single­serve at home coffee
category. They target customers who are seeking a premium, quality, ethically grown
coffee that is part of a luxury brand experience. Therefore, Nespresso targets middle to
upper class individuals with a higher disposable income.
The Eco­Capsule will expand the Nespresso target market to those that are seeking a
zero waste, even more socially responsible consumable product, which does not
compromise brand experience or quality. These sub­markets are expounded in the
“Marketing Strategies” section of this report.
C. Current Marketing Objectives and Performance
Nespresso has a strict marketing policy, one which follows 3 drivers, and 6 core
competencies.
Nespresso’s 3 Drivers:
● Creating highest quality Grand Cru Coffees
● Creating long­lasting consumer relationships
● Creating sustainable Business success
Nespresso’s 6 Core Competencies:
● Unsurpassed coffee quality and deep coffee expertise
● Unstoppable drive for innovation, distinctive design and in­house R&D
expertise
● Passionate global brand community with direct consumer relationships
● Aspirational, global super­premium brand
● Unique Business Model/route to market and exclusive client services

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Francis, Hookano, Lynch, Parkin 6
● Unique holistic approach to sustainable quality development
Nespresso was created in Switzerland Eric Faure. Since its conception in 1976, Nespresso has
increased sales, each year, by 30%. Since the aluminum capsules were introduced and patented
in 1996, Nespresso has sold over 20 billion capsules and become an industry leader in
single­serve, at home coffee brands. This major, consistent growth has been made possible by
allowing consumers, at home, to “make the perfect cup of coffee, just like the baristas at home”
(Our History). Customer’s were no longer restricted to “average” coffees at home, instead
customers now had a premium alternative to less­premium brands and in­house coffee shops.
Eco­Capsule’s goal, in its first launch­year, is to sell over one billion Eco­Capsules, and
increased by 30% each year following. This is absolutely achievable if this new product­line
effectively communicated to a receptive target­market.
S.W.O.T. Analysis
The process of S.W.O.T., is a process of evaluating a message’s strength, weakness,
opportunities, threats, as well as condition capitalization (Matching Strengths to
opportunities/converting weaknesses and threats). This analysis is as applied to the
implementation of Nespresso's Eco­Capsule campaign.
Strengths are “competitive advantages, or core competencies, that give the company an
advantage” (Ferrell & Pride, 37):
1. Nespresso’s Eco­Capsules are significantly more environmentally friendly,
enabling single­serve coffee drinkers to enjoy a premium coffee, its ethical
growth, and environmentally responsible; making the product more wholefully
satisfying.
2. “53% of consumers prefer to buy products from environmentally friendly
businesses” (environmental leader.com) An Eco­Capsule will broaden
Nespresso’s prospective customer base. Those who are seeking a premium coffee
and coffee­lifestyle, but who are not content with waste, will now be included in
the target market.
3. Nespresso is already well­liked due to their premium product, established brand
lifestyle, and ethical sourcing. In adding another socially responsible initiative
through their product line, they will have a more cohesive brand image.
4. The Nespresso Eco­Capsules will enable customers to be ethically and socially
responsible in their own environmental impact efforts. With this new, non­metal,
biodegradable­plastic capsule, users will discard with regular trash and there will
be long­term zero­waste. Users will no longer need to consciously recycle these
pods, which is an energy intensive products, or use even greater energy to send
them, and have Nespresso recycle them.

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Weaknesses are “limitations a company faces in developing or implementing a marketing
strategy” (Pride & Ferrell, 37):
1. Nespresso Eco­Capsules will not be produced in the signature Nespresso
metal­capsules, which provides a more “luxurious, premium, quality”
feel­experience. Competing, but non­exchangeable, Keurig­style single­serve
coffee pods, are typically non­biodegradable plastic. So although these nespresso
eco­capsules will also be different type of plastic, Nespresso must emphasise the
differentiation in materials used and benefits offered. Customers need to be aware
that “biodegradable plastic” is luxury over “recyclable metal.”
2. These new Eco­ Capsules will cost consumers $1.90 for an Eco coffee capsules
and $1.00 for an Eco espresso capsules, a three cent markup from similar
competitors in the market. Premium prices must be addressed via marketing
initiatives.
Opportunities are “favorable conditions in the environment that [can] produce rewards
for the organization if acted upon. Opportunities are situations that exist but must be
exploited for the company to benefit from them” (Ferrell & Pride, 38):
1. The Nespresso Eco­Capsule will be the first, premium, mass­available
biodegradable coffee pod on the market. In being supported by the already
existing Nespresso brand and culture, it will transition the company and its
consumers into ethical, global citizens.
2. Not only will the Eco­Capsule lessen the waste and immediate carbon footprint,
corporate carbon emissions are now being domestically and internationally
regulated, these saved carbon credits can be sold or traded. As signified in the
Paris Accords and other United States Domestic initiatives, simply recycling
aluminum will no longer be a sufficient means of carbon management, because it
must be processed back to raw aluminium and reprocessed, a process itself which
is energy intensive. The Eco­Capsule will eliminate the need for aluminum as a
disposable resource, which takes tae 200­500 years degrade, and be a proactive
measure to impending regulation.
3. Nespresso is already known for success with their fair trade approach to coffee
sourcing, this biodegradable initiative effort matches the coffee sourcing approach
to the business, quieting Nespresso critics and bettering brand image.
4. The Nespresso brand lacks a relevant social media presence, for an industry
leading, international company. This new environmental initiative will need to
promote, and be promoted through social media.

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Threats are “barriers that could prevent the company from reaching its objectives. Threats
must be acted upon to prevent them from limiting the organization’s capabilities” (Pride
& Ferrell, 38):
1. The price increase must be justified to the consumer. Due to Nespresso’s existing
customer base, these individuals will be resilient to price changes and seek the
new biodegradable design as a more­desirable substitute to the existing aluminum
Nespresso pods.
2. Green products and materials have specific regulations. This must be considered
as in Nespresso installing their first “green” product­line and timetables, which
requires extensive research and must be EPA approved. In order to protect the
product design, Nespresso will need to develop and apply this Eco­Capsule as a
sub­patent of their existing patents.
3. The at­home, single­serve coffee industry, industry has many existing
competitors, including: Verismo (Starbucks), Keurig, and Tassimo. However,
Nespresso included, are marketing green­luxury products.
4. There is currently a South African company that produces a biodegradable plastic
nespresso­compatible pod, Espresseco, which ships from South Africa. There are
only ten blends available, and as per online reviews the company struggles with
shipping, quality control, and inventory availability. The aforementioned
characteristics of Espresseco are not conducive to the Nespresso­ culture
preferences, which emphasize luxury, quality, and ethicality. This is not
considered a competitor to the mass­produced, Nespresso branded Eco­Capsule,
but a threat because Espresseco was first to enter the market.
Matching Strengths to Opportunities, Converting Weaknesses and Threats
1. Because the regular, aluminum capsules will still be offered, customers who
appeal to the “traditional feel,” will still have that option available. Introducing a
“green product” will allow new modes of advertising in the growing green­media
market.
2. Nespresso’s Eco capsule will lessen both the Nestles Corporation’s carbon
footprint and that of its Eco­Capsule users’. In transitioning away from aluminum,
it will be a proactive initiative to every­growing socio­political­green­interests.
3. Although there are single­serve, category competitors, Nespresso will continue
their industry leading, premium, ethical coffee and espresso. In implementing the
Eco­Capsule campaign, it will extend their already positive brand impression,
while countering their most­detrimental, current brand criticism. Integrating
green­science into Nespresso’s products will maintain their industry­leading
innovation and ethical considerations as global citizens.

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4. Banning of non­biodegradable customer plastics are already taking place,
consider the city­ordinance against plastic water bottles in San Francisco.
Aluminum, due to the energy inefficient recycling process, is the next material to
be reduced in all possible capacities. There is no viable reason Nespresso brand
capsules need to be exclusively aluminum, other than that it is different, and more
expensive than K­Cup style, non­biodegradable plastics.
Marketing Objectives
Nespresso is founded upon three core values: compliance, sustainability, and value. The primary
goal of the Nespresso Eco­Capsule campaign is to continue their industry­leading global
citizenship initiatives. The main criticism of the Nespresso brand is the waste associated with the
disposable aluminum cups, this is a direct counter to this growing negative aspect of their overall
brand impression.
Because of their already established campaigns, the Eco­Capsule is a natural fit to their brand
image and values. A Nespresso branded, Nespresso quality, Nespresso lifestyle, biodegradable
plastic capsule does not yet exist. Therefore capitalizing on the growing green market, and
proactively addressing green regulation will further establish Nespresso as the international,
industry­leading at­home, single, self­serve coffee distributor.
Keurig remains Nespresso’s number one market competitor in the marketplace. However,
specific to the Eco­Capsule campaign, currently, the greatest threat is The Ethical Coffee
Company (ECC), a company which has won legal cases challenging Nespresso’s patent. Unlike
Espresseco, the South African Company, ECC is competitive in its global ethicality.
ECC is a small, market­share irrelevant coffee supplier, with no international brand following or
loyalty. Beyond Europe, ECC products are not even available. Therefore, Nespresso needs to
rapidly implement the Eco­Capsule on a massive­scale, securing the biodegradable
Nespresso­pod market. Due to the small­scale operations and distribution, ECC coffee products
are even more expensive than typical biodegradable markups. With the massive scale of the
Nespresso brand, Nespresso Eco­Capsules will be able to be below the ECC price­point, and
capture the valuable green sub­market share, before ECC.
Marketing Strategies
Marketing strategies refer to the “plan of action for identifying and analyzing a target market and
developing a marketing mix to meet the needs of that market. Below, is a marketing strategy
analysis as applied to the Nespresso Eco­Capsule campaign:
A. Eco­Capsule Target Markets:

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Target Market 1: Age range of 25­55, and have a moderate to high income. These
individuals will seek a premium brand experience that is not offered by Nespresso
competitors and be drawn to the high­level of celebrity endorsements.
Target Market 2: Business to business, both online and in­store retailers of nespresso
products. Examples include Amazon, Target, high­end grocery chains, and appliance
retailers.
Target Market 3: Direct Nespresso to consumer, Nespresso already holds more than 300
boutiques worldwide. Because of the premium, luxury experience and in­house coffee
bars, these retail spaces have become regional destinations. It allows customers to try the
product and feel a personable connection to the iconic Nespresso brand.
Target Market 4: The customer who considers global social responsibility in their choice
of product.
B. Marketing Mix, defined as: the “four marketing activities­­ product, pricing, distribution,
and promotion­­ that a firm can control the organization’s marketing strategies” (Ferrell;
& Pride, 646).
1. Product Mix is defined as: “the composite, or total, group of products that an
organization makes available to customers” (Ferrell & Pride, 648).
The product mix of the Nespresso Eco­Capsule campaign will feature their full
line of coffee and espresso blends. In addition, the Eco­Capsule platform will be
used to launch Eco­Capsule exclusive pods.
Because this is a change in the materials used, and not the creation of another
Nespresso system, the Eco­Capsule campaign will capitalize upon the already
existing Nespresso customer based, while broadening their corporate social
responsibility initiatives. The Eco­Capsule will feature the same Nespresso AAA
Sustainable Quality coffee, which has no substitutable replacement.
2. Price is defined as: “the value paid for the product in market exchange” (Ferrell &
Pride, 647). Nespresso’s coffee and espresso single­serve products are currently
the highest price points in the entire at­home, single­serve coffee market.
This already­premium price reflects the emphasis upon service, luxury, and
ethicality of Nespresso’s sourcing. Their current prices are $1.10 for coffee and
$0.75 for espresso.Nespresso does not discriminate price based upon quantity,
meaning each unit’s price will not change based upon the scale of the quantity.
The new Nespresso Eco­Capsule will be $1.90 for coffee and $1.10 for espresso,
a markup of .80 and .35 dollars respectively. Prices must increase by at least 30%
for the increased cost of biodegradable plastic over aluminum, the extra increase

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is included to offset the cost of CSR campaigns. Note espresso is often consumed
servings greater than a single pod (i.e. doppio espresso), which is why the markup
is less, at .35 per unit­serving.
Because ethicality and social responsibility are drivers of existing Nespresso
customer preference, the increase opportunity to “do good” is available in this
product line and will be sought after.
3. Distribution is “the decisions and activities that make products available to
customers when and where they want to purchase them” (Ferrell & Pride, 643).
Nespresso currently physically distributed through their own physical, as well as
through major retailers like Target, Sur la Table, premium grocers, and Sears.
Online markets are accessed through Nespresso, the aforementioned retailers, or
Amazon. The Eco­Capsule will be distributed in all the existing means, as well as
allowing new distribution methods through physical and digital green­retailers.
Promotion & Advertising
Promotion is defined as “Communication to build and maintain relationships by informing or
persuading one or more audiences” (Ferrell & Pride, 648). The promotional aspect of the
Nespresso Eco­Capsule will be applied to the “Nifty 60,” a product pack of 60 Nespresso pods.
For each time one of these Nespresso product packs are sold as Eco­Capsules, Nespresso will
plant a tree to combat deforestation.
This promotion will reemphasize that customers are making a direct impact to combat the
primary criticism of the coffee industry and their coffee indulgences, being the negative effects
of deforestation. This is similar to single­bag promotions offered by Starbucks, but has yet to be
applied in a single­serve promotional platform. The Eco­Capsule anticipated that this will assist
in alleviating hesitance of an increased price point from other, substitutable Nespresso­branded
products.
In regards to in­store presentation, in all possible capacities, the Eco­Capsule will be branded
with, but differentiating from, Nespresso­branded pods. Enhanced placement, Nespresso
Eco­Capsule media, and Nespresso co­branding must be considered in order to maximize not
only the Nespresso brand, but more­specifically the Nespresso Eco­Capsule product line.
The advertising strategy of the product will include digital and physical media, including: events,
sponsorships, editorial, videos, press­releases and integrated social media campaigns. These
advertisements will reflect the core values of the Nespresso Eco­Capsule, being social
responsibility, ethicality, luxury, and quality. In creating a multi­modal, cohesive campaign, both
customers and prospective customers will immerse themselves into the Nespresso Eco­Capsule
lifestyle. Example Nespresso­Eco­Capsule media are rendered below:

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Marketing Implementation
Using sustainability as Nespresso’s Eco­Capsule’s meta­message, this campaign will maintain
Nespresso’s brand ideology as an industry­leading, socially responsible corporation. In
commodifying the “going­green” trend, Eco­Capsules will capitalize on this untapped customer
base of premium, single self­serve, green coffee products.
Launch events of Nespresso’s Eco­Capsule product line will be hosted in the east and west coast
flagship stores. Because of Nespresso’s existing brand impressions of luxury and exclusivity, the
cities of Beverly Hills, California, and Soho, New York City, have been selected as locations for
these environmentally neutral, Nespresso branded stores. However, instead of the traditional,
dark, heavy Nespresso color palette, these stores will be branded as light and green­trending.
Nespresso will promote these events via media coverage and their celebrity endorsement
involvement.
At the first of these launch events, Nespresso will announce Leonardo DiCaprio as a brand
endorser, as well as a Nespresso sponsorship of the Leonardo DiCaprio Foundation, a foundation
which aims to combat the labor and forest exploitation in South America, reflecting the same
priorities of responsible global consumership. Nespresso Eco­Capsule products can now be
exclusively branded and associated to the DiCaprio name through this sponsorship initiative.
These two, already existing stores, will be rebranded to reflect the eco­interests and media of the
Eco­Capsule campaign, consistently reemphasizing the luxury ideology of the parent brand.
They will receive a full retail makeover, branding the space in the Eco­Capsule green and
campaign graphics. They will exclusively sell Eco­Capsules, in order to maintain their entirely
green branding, as well as specialty Eco­Capsule only, Nespresso coffees which are to be
sourced from zero impact growers. As consumers, explore these beautifully constructed stores,

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they will be exposed to brand imagery and media, specific to how the Nespresso brand and
Eco­Capsule is revolutionizing global sustainability.
The Eco­Capsule campaign will include the already Nespresso brand endorsers, George Clooney
and Penelope Cruz, as well as adding actor and environmental activist, Leonardo DiCaprio.
These individuals have been selected not only because they reflect the Nespresso brand luxury
and quality, but each are involved in international environment and sustainability activism.
With the trio of internationally recognizable endorsers, Nespresso Eco­Capsule will dominate
coffee­related media through the cohesive theme of global, environmental sustainability. This
will include international print media like billboards, physical magazine, television, and sport
advertising. Depending upon the medium, the primary appeal of the advertisement should reflect
the primary appeals of the magazine. For example, in luxury­oriented media, the Eco­Capsule
will prioritize luxury and endorsement features over sustainability features. Conversely,
green­media will prioritize the positive impacts of its new biodegradable feature.

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