NSAC Snapple Planbook

EXECUTI VE SUMMARY
The story began in 1972 when Snapple was born. Three friends in New York City started selling
their tasty bottles door-to-door. Once Snapple entered local drug stores, the small business earned its
reputation from its humble beginning. As the brand solidified its presence with improved distribution,
consumers became even more passionate about the sweetness of Snapple. By the start of the nineties,
shoppers all across America entered convenience and grocery stores searching for Snapple. They
laughed alongside Wendy the Snapple Lady, while their jaws dropped at Howard Stern’s latest anecdote
promoting the product they adored. However, with the turn of the century, Snapple’s personality faded
due to frequent management changes. This resulted in the brand losing its competitive identity and soda
conglomerates took notice. In the early 2000s, several new brands of ready-to-drink teas arrived in the
already crowded bottled beverage market. Always with a humble attitude, upbeat but sometimes offbeat
persona, the brand fought to distinguish itself against its RTD tea competitors.
Today, Snapple’s story is far removed from its humble beginnings. Drinkers are not just rotating
flavors – they rotate categories. Shoppers no longer visit drug stores to choose
between a Snapple or another tea – they are picking up a Dasani at a local
convenience store minutes from their homes.
Simply put, our Snapple story did not just derive from imagination; its
narrative was built through extensive research across the nation. We
traveled to different states to learn more about consumer perceptions
and availability while also consulting numerous secondary sources
along the way. From our research, we discovered that it is impossible
to ignore Snapple’s uniqueness. The personality of Snapple ignites
the love for the brand that consumers feel nationwide.
“WITH A RICH HISTORY AND AN UNMATCHED
IDENTITY, THE SNAPPLE STORY IS OPENING TO A
NEW CHAPTER.”
With a rich history and an unmatched identity, the Snapple story
is opening to a new chapter. It does not deserve to conclude with
consumers ditching the brand for other alternatives. We developed
a campaign that breaks the barriers among bottled beverages and
uncaps Snapple to a refreshingly sweet 2017. Join us for the journey.
TABLE OF CONTENTS
RESEARCH 2
How 'bout them apples?
STRATEGY 8
It’s ripe for the picking
CREATIVE 1 1
We’re berry sure you’ll like what you see
SOCIAL MEDIA 1 3
We’ve got some juicy content
PROMOTIONS 1 4
They’re just peachy
SYNERGY 1 8
There’s a flavor for everyone
BUDGET 2 6
We can pay in Snapple caps, right?
CAMPAIGN EVALUATION 2 6
Down to the last drop

RESEARCH
We conducted a massive amount of research
to gain a full understanding of the bottled
beverage industry, including emerging
industry trends and why, where, and how
often consumers choose to buy a beverage. In
November, we traveled straight to New York
City for a week’s worth of primary research
to better understand the brand’s biggest
market. In addition, we conducted secondary
research with extensive nationwide primary
research visiting 17 states, in both the
Heartland and the non- Heartland consisting
of:
KEY INSIGHTS
Against ready-to-drink
tea competitors, Snapple
is perceived as more than
just an ordinary tea with
a variety of juice flavors.
MACR O I SSUES
“Health and wellness is a major enduring
trend, and each brand has to compete in that
environment.”
J. Alexander M. Douglas Jr., president of Coca-Cola North
America1
A HEALTHY LIF E FOR ME
The healthy bandwagon has arrived and consumers
are hopping on. With the rise of more accessible
health food stores and an adjusted palette, consumers
now prefer healthier alternatives.2
More importantly,
shoppers are now thinking more consciously about
what they eat and drink. Sweet beverages containing
sugar or high fructose corn syrup and otherwise
unhealthy foods and beverages have fallen to the
wayside as customers seek out ingredients they can
actually comprehend.3
There’s a reason a new Whole
Foods was just built down the road – and they’re not
selling Snapple.
IT’S NOT THE NINETIES ANYMORE
It’s not the nineties anymore when Fresh Prince of Bel-Air,
Furbies and Snapple were popular cultural icons. For many
consumers, Snapple’s identity was built on Wendy the Snapple
lady and Howard Stern. With Snapple’s celebrity endorsers and
flashy advertising now in the past, other brands have emerged.
Consumers simply have more options – and it’s been almost
two decades since Snapple reclaimed its identity that it has
lost over the years. Recent additions to the RTD tea category
dominate with healthy and natural ingredients. Many convey
the product and purpose in their brand
names to align with today’s consumer thinking.
“I think [Snapple] was having a moment
back then. It was super popular in the
90s. I can’t remember the last time I had
one, maybe 20 years ago?”
Kit, New York4
1
Sanger-katz, Margot. “The Decline of ‘Big Soda’.” The New York Times. The New York Times, 03 Oct. 2015. Web. 16 Feb. 2016.
2
Lempert, Phil. “Being the Shopper : Understanding the Buyer’s Choice.” J. Wiley & Sons, 2012.
3
Market Realist. Consumer Research. 2013.
4
Personal interview participant
There is a clear connection
between the sound of the bottle
opening and consumer feelings
as a cue for anticipation of the
taste inside.
Snapple drinkers are not exclusively
drinking Snapple – they choose from a
myriad of beverage options including
bottled water and carbonated soft drinks
when making a purchase decision.
S n a p p l e s t r u g g l e s w i t h
staying true to its identity
in an increasingly crowded
bottled beverage marketplace.

RESEARCH
On the surface, the campaign objectives seemed very reasonable but digging deeper we found that
it required a 155% increase in nationwide purchase transactions (see chart above). We believe
these objectives will not realistically be attained. However, we developed solutions which will
significantly increase transactions throughout the country.
OBJECTIVES
HEARTLAND
Grow brand relevance through engagement
tactics with heavy Snapple users
Grow purchase frequency: Grow Heavy User
buying rate from 9x to 10x per year
NON-HEARTLAND
Drive trial by converting high awareness
(90%) to top of mind awareness (15%)
Grow purchase frequency: Grow Light User
buying rate from 1x to 3x per year
OVERALL
Grow Snapple volume in the United States
5
Snapple Case Study. Dr. Pepper-Snapple. 2015.
6
5
6

RESEARCH
C ATEGORY OVERVIEW
Despite expected growth, Snapple (7.7%) is a distant fourth in terms of market share compared to its direct RTD competitors Arizona (17.5%), Lipton (16.1%), and Brisk (11.7%).7
This is in part due to Snapple’s inability to take ownership over its identity in the very crowded market of bottled beverages. In terms of market share of all non-alcoholic
beverages, tea accounts for just 8% while fruit drinks account for only 3%. Snapple needs to rethink where it stands in the category in order to drive trial and frequency.
PRIMARY COMPETITORS Ready-to-Drink Tea
Dominating the RTD market starts with getting
consumers interested in what Snapple has to offer.
After capturing consumer interest, there’s a higher
likelihood of consumers staying more loyal, thus
increasing trial and frequency.
But we know it’s not that
simple, so we turned to
research.
Uncovered from  o ur
Bizarre Bar, a guerrilla
research activation, we found
that consumers actually love the taste of Snapple.
When selecting from a menu of different drinks,
including competitors Arizona, Lipton, and Gold
Peak, consumers chose Snapple 41% of the time and
86% had an overall positive opinion.8
In addition,
56% of 740 survey respondents ranked Snapple as
having an excellent taste compared to its competitors
of Arizona and Lipton.9
This shows that consumers
actually enjoy, and most of the time even prefer the
product to other RTD tea competitors.
Just ask Sam Malone– there’s no one better
than a bartender to get people talking. With
our Bizarre Bar guerrilla research execution,
we created a natural conversation over a
variety of RTD teas to dig deep into consumer
consideration sets. Participants were tasked
with ordering a tea to try and then start
talking. In a natural setting, we learned
firsthand why consumers chose a specific
beverage and how they perceived different
beverages. Tea time at a pop-up bar was one
of the highlights of our primary research.
7
8
Bizarre Bar. Team 192. September 2015.
9
Survey. Team 192. November 2015.
Additionally, according to Simmons, Snapple’s brand loyalty index
is 112, compared to competitors Arizona at 74, Gold Peak at 94, and
Lipton at 82 (see table 1). Most RTD tea drinkers are disloyal even
to their favorites, and with the correct messaging, are more likely
to brand switch from other leading tea brands to Snapple. Non-
Heartland consumers will be more likely to brand switch given their
low awareness which influences the consumer consideration set of the
brand due to distribution and advertising. While in the Heartland,
frequency will increase with innovative promotional executions. Once
we drive interest to Snapple and encourage brand switching due to
competitors low loyalty indexes, consumers will be more likely to
consider Snapple and become loyal to it, increasing frequency and
volume. Things just got a lot easier for Snapple.
BRAN D LOYALTY OF PRIMARY COMPETITORS
112 74 94 82
Table 1

RESEARCH
SECONDARY COMPETITORS Beyond Just Tea
Although Snapple currently views itself in the context of the RTD tea category, there
is an opportunity to capitalize on the larger market of overall bottled beverages. There’s
no denying that the bottled beverage marketplace is volatile and dynamic. Throughout
primary research and secondary insights, we arrived at one overwhelming discovery—
current Snapple users and other RTD drinkers, aren’t just choosing between RTD tea
competitors when making a purchasing decision, they’re thinking about every bottled
beverage in between. For Snapple drinkers, users usually choose between bottled
water or carbonated soft drinks against purchasing an additional Snapple.10
Across
the LRB market, Snapple’s inability to broaden its competitive category and shift its
competitive perception reduces purchase opportunities in the Heartland, restricts
consideration in the non-Heartland, and thereby limits overall volume. Now it’s time
for Snapple to start thinking like its consumers. It begins with being braver than any
other beverage in the market.
According to Simmons, we know consumers make other beverage choices. Those
that purchase Snapple are more than likely to also purchase bottled water, with an
index of 207. In addition, Snapple drinkers have an index of 230 for their likelihood
to buy soda. Based on our research, we know Snapple drinkers aren’t just going to
exclusively drink Snapple. Within Snapple, the key is to retain current consumers
from category switching to bottled water or soda. Instead of trading in a Snapple once
a week for a Dasani or Coke, let’s instead push consumers to switch from a Peach to a
Kiwi-Strawberry. As a result, frequency will increase by reducing switching to other
categories (see table 2).
By only competing in RTD tea and fruit drink segments of the LRB category
representing only 11% of volume,11
Snapple limits its growth potential. If Snapple
begins thinking more like its consumers and expands the market they compete in,
the opportunities significantly expand. Specifically, by positioning Snapple in the
category of tea and juice as a competitor to bottled water, carbonated soda, and fruit
juice, Snapple’s competitive segment increases from 11% to 41% of the LRB market.
As a result, a 375% increase in case volume is up for grabs. It’s time for Snapple to
take it.
Sound familiar? Taco Bell’s “Think Outside the Bun” campaign that dominated
the 2000s encouraged consumers to start thinking about something more than just
hamburgers. They changed their perception by expanding into a broader category. This
directly affected how they were perceived in the consumer consideration set against
McDonald’s, Burger King, and Wendy’s. This proved successful as sales increased by
almost 5% in its introductory year – and it didn’t take talking Chihuahuas to achieve
the increase.12
“Water will always be the healthiest alternative, of course. But life is too short
to just drink water.”
Rodrigo, Virginia13
10
11
12
Enz, Cathy A. “Multibranding at Yum! Brands Inc: Thinking Outside the Bun.” 2005.
13
Table 2COMPETITIVE IN SIGHTS

RESEARCH
IMPULSE BUYING
The nature of RTD beverages is that they’re easy to drink as a grab-
and-go product. According to the case study, 80% of Snapple sales are
from grocery and convenience stores.14
However, grocery list lovers
usually aren’t going to enter a store to buy just one Snapple. In
grocery stores, as a result of low RTD tea brand loyalty, consumers
will be more likely to try Snapple over their competitors because
there is a higher chance of brand switching. In convenience stores,
the grab-and-go nature of the stores allows Snapple to be promoted
through retail activations to increase frequency. In both grocery and
convenience stores, RTD beverages offer convenience and Snapple is
no different. Check that off your grocery list.

“When buying a beverage it’s usually in the moment.”
Stephanie, Manhattan15

“Nothing comes to mind for a specific time to get a Snapple.”
Jonny, Chicago16
SN APPL E O VER V I EW
FLAVOR & VARIETY
With more than 35 variations, Snapple distinguishes itself against competitors by having a flavor for
every taste bud. For those seeking an even healthier alternative, Snapple has sold diet products since
2009.17
This accounts for almost 50% of Snapple’s premium tea sales and 20% of fruit drink sales.18
No matter what a consumer is craving, odds are that Snapple has them covered. In our survey, more
than 70% of respondents rated Snapple as excellent for having the highest variety compared with
other RTD teas.19
During the Bizarre Bar perception test, 41% selected a Snapple beverage from a
menu of various RTD teas due to its various options.20
Snapple continues to offer more flavors with
radically different tastes than its soda or RTD tea competitors.
“I chose Snapple because there’s a diet option, unlike some other teas.”
Jessica, Bizarre Bar21
DISTRIBUTION
Our research team traveled to 17 states throughout the country to track the availability of Snapple
in locations other than our hometowns or college campus. The result was overwhelming: Snapple is
hard to find in the non-Heartland. One way to increase consideration and frequency is to improve
distribution efforts across the country. Even when Snapple is available, the lack of prominent display
handicaps the effectiveness of any outside advertising pushes. This starts with bottlers, as nearly
two-thirds of Snapple’s distribution exists through Coca-Cola and Pepsi bottlers, not Dr. Pepper-
Snapple themselves.22
Snapple needs to become as easy to find in Alabama as it is in Connecticut. It
all starts with incentivizing local bottlers and retailers to give consumers a taste of Snapple instead
of the soft drink options currently emphasized in trade promotions.
BEST STUF F ON EARTH
While to Snapple, “The Best Stuff on Earth” tagline attempts to attract people who are interested
in wholesome ingredients, it actually communicates different meanings to different consumers.
Additionally, nearly 50% of Snapple’s premium tea sales derive from diet teas and 20% from diet
fruit drinks, which are not made from all natural ingredients. After conducting focus groups and
interviewing beverage drinkers nationwide, we found that the “Best Stuff on Earth” means different
things to different people and doesn’t always speak to wholesome ingredients.
“To me the best stuff on earth is a cheeseburger!”
Jen, Ohio23
14
15
16
17
18
19
20
21
22
Distribution: Dr Pepper Snapple. Market Realist. Web. 2014.
23

RESEARCH
“I like glass with a lid because it’s fancy. It
makes me feel fancy.”
Jamal, Texas28
MADE IN N EW YORK
The recent “Made in New York” campaign sought
to re-energize all those outside of the Northeast to
grab a Snapple and discover what’s inside. When
our team traveled to New York to conduct research,
we found that many people do not identify Snapple
with their city or even know of Snapple’s historic
New York roots. Similar findings also emerged
after conducting more descriptive research in
other areas of the Northeast. Even in areas of the
Northeast, consumers still don’t personally identify
with New York. People choose to live in a specific
city for a reason – and no Red Sox fan is rooting for
the Yankees on any day. Snapple isn’t just for people
that yearn for the lifestyle of New York, Snapple is
for every American – no matter which Heartland
they settle down in. In order to position Snapple as
a brand all consumers can identify with, we have to
dig even deeper to unify individuals in a way that
will connect the core Heartland consumers with
the non-Heartland prospects. Snapple has a lot of
friends, and they don’t all live in the Northeast.
“The slogan is the opposite of what
I thought of Snapple originally – I
thought of Snapple as farms,
orchards, and the south.”
Emily, Washington29
PACKAGING
There’s no denying that Snapple stands out on shelves. Its glass bottle differentiates
it among competitors who come in plastic bottles and cans. The casing also offers an
eco-friendly plus, as the glass bottle is more easily recycled than plastic. According
to our survey, Snapple earned an excellent score in terms of its packaging.
Consumers recalled the packaging because it’s memorable. Snapple’s packaging
overall is known for its glass bottle, fast facts, and colorful label. After conducting
hundreds of hours of primary research, something even better emerged: consumers
loved the sound when the top came off.
“The packaging of the product is a multisensory experience for our
consumers.”
Frito-Lay spokesman24
Nearly two-thirds of qualitative research participants mentioned the pop of the
Snapple cap when opening the bottle. According to The Wall Street Journal,
auditory cues can make huge impacts in the minds of shoppers and even affect their
purchasing decisions.25
Think – the iconic “Snap, Crackle, and Pop” of Kellogg’s
Rice Krispies or Alka-Seltzer’s “Plop Plop Fizz Fizz” – marketers know the impact
they are making when positioning their products through sound. According to
Andrew Springate (SVP, Marketing/Sales, Snapple), Snapple even removed its
plastic wrapping around its cap because the audible sound was enough to signify
freshness to consumers.26
“I like the noise when it pops. It’s just kind of fun, I would get excited every
time it popped.”
Taylor, Minnesota27
The cap popping off didn’t just bring a fun sound – it introduced joy and excitement
to start drinking what’s inside. The pop acted as a cue of anticipation of the sweet
experience that awaited every consumer. Snapple’s existing customers were
already on to the unique packaging and the sound when the cap popped off – we
just started listening.
24
“The Search for Sweet Sounds That Sell.” WSJ. N.p., n.d. Web.
25
“The Search for Sweet Sounds That Sell.” WSJ. Web. 2012.
26
“The Search for Sweet Sounds That Sell.” WSJ. Web. 2012.
27
28
29

STRATEGY
Age: 18-49
Snapple Sweet Spot : 30
Target Populat ion Size: 58,652,000
PASSION ATE ORIGINALS
Individuals who embrace the uniqueness of their personalities and find positivity in
their day with unparalleled passion.
Passionate Or iginals celebrate uniqueness by embracing individuality,
no m at t er when, where or how they find it.
TARGETING & SEGMENTATION
“The general Snapple consumer is 18-49 years old with a bulls-eye target of
30. They’re a positive person that celebrates the little things in life that brings
a bright spot to their day. They appreciate that Snapple is made from The
Best Stuff on Earth but is not a health nut. They are looking for a wholesome,
simple, premium beverage experience.”30
From our research, we discovered that despite having similar characteristics,
not all customers within the Heartland or the non-Heartland are alike. This
prompted us to consider more complex lifestyles and behaviors rather than
simple characteristics in order to identify and further segment our target
market with Snapple.
We used 67 “Esri” (Environmental Systems Research Institute) Tapestry
Lifestyle Segmentation reports, a geographic information systems mapping
software, to capture the market profile for each segment of American consumers.
From the 67 Esri reports, we pulled 29 segments that best fit the profile for our
target:
OPTIMISTIC
DE D I CATED
TO FAMI LY
SOCIALLY
CONSCIOUS
PASSI O N ATE
ABO UT L I FE
Passionate Originals know who they are and aren’t afraid to show
their true colors. From Maine to California, Passionate Originals live
all across the country. They take ownership over their upbeat personas
and passionate personalities while embracing their identities. They
are relentless optimists who lead communities and refuse to leave the
office before the job is done. When an ordinary afternoon turns sour,
they hone in on the bright spot of the day and they embrace it with
passion.

Passionate Originals are the ultimate cocktail party magnets. Peers
are drawn to their infectious personalities and aspirational attitudes.
When they start talking, others start listening – and not just
because they’re explaining their recent afternoon. Every day is a new
opportunity to make their kids cringe or surprise friends with a new
discovery—from entrepreneurial ideas to unexpected new hobbies.
Passionate Originals live to make their unique mark each day. During
lunch break, they are the ones that send a GIF in the office e-mail
thread that everyone can’t stop talking about. It’s never a true family
vacation if it isn’t like the Griswolds; they make sure the whole
family has matching shirts and printed itineraries. They might not be
rappers – but they will spit out a tune in the right setting with a beat.
30

STRATEGY
EXPAND C OM P E TI TI VE M A R KETPLACE
In order to achieve objectives, shift the
competitive perception of Snapple and expand
the market opportunities. Increase competitive
segment of the market from 11% of the LRB
category, to 41%– a 375% increase in case
volume.
RECOMMENDATIONS CAMPAI G N STR ATEG Y
“Snapple’s brand identity was established as a quirky, fun and unique brand that quickly gained
a passionate base of consumers.”31
Snapple has all of the qualities to be successful, but now just needs to harness its personality to
present itself as a brand that isn’t afraid to be the most unique bottled beverage on the shelf.
Snapple is a dynamic product – some call it a tea while others consider it a juice. Those that buy
Snapple are dedicated drinkers, but we know they’re drinking numerous other beverages as well,
from bottled water to sodas. The ultimate prize is to get Snapple to rethink its competitive category
to increase its sales volume, and it all starts with embracing
current consumer perceptions of the brand.
Throughout primary research across the country, we
found one outstanding discovery: the link between the
consumer and the product is the packaging. Consumers
feel excited after hearing the pop when opening the
beverage.
Snapple’s pop is a cue of anticipation that the
most refreshing beverage awaits you. In the most
humble way, Snapple tells the customer they
made the right choice.
The pop, however, doesn’t just stop at packaging
– its influence extends beyond just the bottle cap.
No matter if a consumer lives in the Heartland
or the non-Heartland, every American deserves
a taste of Snapple. It doesn’t matter where
consumers live; it matters who consumers are –
and we love every individual for what they offer
the world.
PAC KA G I NG
Leverage the power of sound as a cue for
anticipation for what’s inside every moment a
consumer pops open a Snapple beverage.
SYNE RG Y
Reach the Heartland and the non-Heartland
with separate strategic media plans including
digital, social, traditional, and non-traditional
media with minimal wasted coverage.
BRANDI NG
Reclaim ownership over Snapple’s identity. In
the crowded landscape of bottled beverages, the
stakes have never been higher for Snapple to
own its brand personality that distinguishes it
against the competition.
30

STRATEGY
MANIFESTO
All individuals have a reason to embrace themselves, despite any hesitation or fear.
Every person has a reason to celebrate uniqueness no matter how downright wacky –
like a young professional who’s a realtor by day but a mime by night.
When a Snapple drinker hears the pop, they know their personality fits right in with
the beverage inside.
Today is the day for Snapple to open up to a whole new world of identity:
To make Snapple own its quirks.
And celebrate its customers.
It’s time to raise a bottle and make enjoying a beverage an experience that brightens
every part of your life
Make it one of a kind
Make a mark on the world
Make it different
Snapple– ”Make it POP”
BRIEF
CROSSROADS OF ID E NTI TY
Snapple used to be relatable. In the midst of an identity crisis, Snapple needs to reclaim
ownership of the qualities that define its personality. It’s not a tea or juice, and it’s
definitely not Diet Coke – it’s Snapple, and that’s what makes it great.
BRAND DEFINING I DE A
With more than 35 variations, iconic packaging, and a personality that fights conformity,
Snapple is unique, just like the people who drink it. Instead of shying away from what
makes Snapple different, we’re reclaiming the uniqueness of the brand. Every person
has a reason to pop and so does Snapple. The pop energizes consumers and Snapple’s
opportunity to claim their ultimate prize – their identity.
OUR SINGLE PURPOSE
Popping open a Snapple is the ideal way to capture the bright spot of your day.
TONE PERSONALITY
Humble, Unique, Passionate, Quirky
B I G I D EA
“MAKE IT POP” is Snapple’s brand-defining idea that unites individuals
from the Heartland to the non-Heartland to embrace who they are
CO N CEPT TE S T ING
In order test our strategy with the target market, we asked 200 respondents
a series of questions to see if they made a connection between Make It Pop and
Snapple. Participant feedback only strengthened the confidence we had in the
Make It Pop tagline.
We asked individuals which RTD tea brand first came to mind from the Make
It Pop tagline, and then analyzed their responses through Tableau and RStudio
text analysis sentiment software. The word cloud below illustrates the most
common brands associated with the tagline.
SIGNIFIES THE SOUND OF THE
CAP LEADING TO THE UNIQUELY
REFRESHING TASTE INSIDE
IS A CALL TO ACTION TO
CONSIDER PURCHASING A
SNAPPLE
INVITES CONSUMERS TO THINK
OUTSIDE ORDINARY BEVERAGE
CATEGORIES
ALLOWS INDIVIDUALS TO
CELEBRATE THEIR UNIQUENESS
69% OF RESPONDENTS LINKED MAKE IT POP WITH SNAPPLE

CREATIVE
A FRIEND NAMED JIMMY
For this television spot, we follow the journey of a 9 to 5 worker with an after hours passion for ventriloquism. The juxtaposition of Ted’s work life and his eccentric
hobby showcases what makes him pop.
MO TORCYCLE
In this spot, we take a light-hearted look at an ordinary driver who
makes an unexpected friend. He thinks his favorite show tune is
playing but he gets put to shame when a burly biker belts it better
than he can. See page 12 for the link to the full spot.
Frame 1: We open this spot in a typical
office setting at the end of the day. We see a
normal looking man, Ted, excitedly getting
his things together to leave the office.
Frame 5: We whip pan from inside to
outside as Ted hurries down the stairs. He
takes in the fresh air, and heads off to his
destination as music kicks in.
Frame 9: Ted showing off his skills:
drinking a Snapple while Jimmy asks “How
come you always get the Snapple?” Ted
responds “Because I’m no dummy.”
Frame 2: We pan over to a large leather
bag hanging on Ted’s cubicle. A co-worker
subtly looks it down as he passes by.
Frame 6: We see Ted striding down the
sidewalk then key in on his mysterious
bag before ascending to a profile shot. The
sounds of a busy city cut through the music.
Frame 10: Ted and Jimmy continue
performing, with Ted’s leather bag crisp in
the foreground. Scene fades out to “Snapple,
Make It Pop” logo and tagline.
Frame 3: We move to Ted, leaving the
office, as he’s asked by a co-worker if he’s
“Going out with Jimmy tonight?”. Ted
enthusiastically confirms.
Frame 7: Ted arrives at an ominous looking
warehouse. He slows his pace, and takes
a breath to gather himself before looking
down at his bag.
Frame 4: In his hurry out of the office,
Ted takes the stairs to avoid a jam-packed
elevator. The crowd follows his path with
their gaze.
Frame 8: Sounds of laughter and applause
bring us to a comedy club, where Ted is
performing ventriloquism with his doll,
Jimmy.

CREATIVE
BINGO NIGHT
For radio, we meet an innocent grandmother and her friends as they
crack open a couple of Snapples. They change from bingo-loving ladies to
passionate gamers who will stop at nothing to win.
NARRATOR: Snapple wants to know what Makes You Pop?
DOLORES: Oh well, on Wednesday I go to bingo with the ladies. After
our mid-day tea (pop sound, clink), we fire up the Game Station–
DOTTIE: Dolores, ITS A PLAYSTATION!
DOLORES: Oh, I know... and we own some noobs!
Ambient video game noises begin in the background as the ladies yell
commands to each other
NARRATOR: Snapple– Make It Pop
O UT- O F-HOME
In order to drive impulse purchases amongst typical, on-the-go
consumers, a number of out-of-home executions will be implemented
throughout the Heartland and the non-Heartland.
Take a look at our dynamic OOH ads here:
vimeo.com/160269240 password: makeitpop
G O - KART ( P RE -ROLL)
For the non-Heartland we chose to highlight Snapple as a more exciting
choice (for more exciting people) than soda or water. With just five seconds
to pick, we use the pre-roll format to put the audience in the girlfriend’s
position, emphasizing how Snapple makes the perfect impulse purchase.
By quickly deciding against mundane options for this special occasion,
we hope to encourage category switching among consumers and position
the brand as one that provides a unique experience. Take a look at our
Motorcycle spot and full pre-roll, here:
CHOICES (PRE-ROLL)
We targeted our Heartland segment by starting with something to grab their attention: an extreme close up of someone scrutinizing a decision. To showcase just how
many options Snapple has to offer we use the pre-roll platform to show that the flavor variety calls for a 15 second decision. The cashier’s suggestion of “coming back
tomorrow” serves to encourage increased purchase frequency, but also brings the piece into the context of a day-to-day routine.
Frame 1: Scene begins with a close up of a
man’s face in deep concentration which is
held for a couple of seconds.
Frame 2: We cut to a close up of a variety
of Snapple bottles, all different flavors. The
man hesitates to reach for one and pulls
away.
Frame 3: The scene cuts out to show a
convenience store cashier looking at the
man as he continues to stare intently at five
Snapples on the counter. The cashier finally
says to the man, “You know, you can just
come back tomorrow”.
Frame 4: Scene fades out to “Snapple, Make
It Pop” logo and tagline.

SOCIAL M E DI A
#PEOPLETHATPOP
Snapple street teams will hit cities nationwide to find individuals that embrace their uniqueness – whether it is
through clothing, hobbies, or an unordinary job. The result will be a picture of a person who pops explaining their
original story while drinking a Snapple, further positioning the uniqueness of every day consumers drinking the
sweetness of Snapple. The image will appear on Instagram with a pull quote
from the interview as the caption, along with the #PeopleThatPop hashtag.
Each post will be geo-targeted in order to segment audiences in the Heartland
and non-Heartland to serve different messages. Snapple will call on consumers
to continue the conversation online and post what makes them pop with
#PeopleThatPop.
O V ERA LL
Objective: Create an online Snapple community to further define the Snapple voice in the
digital space.
” M Y FIRST CRUSH WAS
CH EWB ACCA. H E REMINDED ME OF
A GIANT TED D Y BEAR WITH AN
EVEN B IGGER PERSONALITY.”
”I DON’ T CA R R Y A R OUND TH IS SIGN
TO GE T A T T E N T I ON , I J U ST B ELIEVE
SOME F OLKS R E A LLY NEED A H UG.
EVERYON E DE SE R VE S A LITTLE LO VE.”
NE WS T HAT P OP S
In an effort to increase traffic to Snapple’s YouTube
and Facebook platforms, News That Pops will deliver
consumers with a humorous and on-brand news
report that encourages social sharing. Each week,
a thirty-second news segment will be produced
and “sponsored” by a different Snapple flavor. The
segment will begin with a news anchor sitting at the
epitome of a Snapply set – a desk counter made out
of Snapple caps, sipping out of a Snapple mug, and a
picture framed with Snapple caps. The news anchor
will deliver the news in a way that pops, with current
events that are quirky, fun, and only the most unique.
SNAPPLECHAT
SnappleChat will leverage Snapchat’s nature of instant engagement in order to increase impulse purchasing.
A series of ten-second videos will be used to promote the SnappleChat handle on Snapchat and drive product
promotion. Each video will be product-heavy with focus on the audible aspects of popping the top off the beverage.
Consumers won’t be able to get enough of the pop as the lid comes off while following the SnappleChat account.

PROMOTI O N S
MAKE IT POP PARTIES
Throughout the summer months, consumers in the Heartland will want to grab an invite
to the exclusive Make It Pop Parties featuring a headlining DJ or performer. Guests can
visit the “Bizarre Bar” for a variety of
Snapple refreshments or interact with
the “What Makes You Pop” Wall, an
electronic board for consumers to post
what makes them unique. There will
be 28 parties in four different cities:
New York, Philadelphia, Boston, and
Atlantic City.
In order to gain an invitation,
consumers must purchase a Snapple
with a specially marked cap containing
a link to register on a microsite. Registered attendees will simply need three Snapple bottle
caps to gain admission, encouraging current Snapple fans to buy even more Snapple, in turn
increasing frequency. Best of all, Snapple will contact attendees post-party via e-mail with
exclusive purchase offers and promos with the option to send each promo to a friend.
Chatter from the event will turn into buzz spreading virally, supported with co-promotions
from local radio stations, social media, and digital ads on Pandora and Spotify. Digital
journalists from media outlets will earn exclusive invites for maximum coverage.
BENEFIT S
HEA RT LAND
Objective: Develop initiatives to spark short-term frequency behaviors through
incentivizing purchases
Increases
brand
engagement
Increases
purchase
frequency
CAPS O FF T O YOU
In order to give back to the
community, build frequency in the
Heartland, and encourage impulse
purchasing, Snapple will introduce
Caps Off To You - an innovative
pairing of a charity and prize
giveaway. During the promotion,
codes will be printed on the inside
of special edition Snapple caps
distributed in the Heartland. Once
entered into the Caps Off To You
microsite, each code will reveal an
amount of money to be donated to charity in addition to a matching prize
reward for the consumer. Fans of Snapple will receive an extra push, in
the form of a charity-prize incentive, a special offer on their next Snapple
purchase.
Promotes
Snapple’s wide
variety of flavors
Creates
an electronic
consumer database

PROMOTI O N S
Amounts to be donated and prizes to be won will be randomized, and every
code entered will always provide both a donation and a prize. Four charities
will be featured to receive donations:
Users will be able to give their donation to the charity of their choice. These
smaller, unique charities will tie back to Snapple’s roots of starting small and
embracing its uniqueness.
Donations start small at $1, but increase with $5, $10, $20, $100, and $500
awards. Charities will be “fully funded” when they reach $100,000 in donations.
Five lucky winners will be awarded $500, 25 participants will win $100, and
1,500 will be given $20, each disbursed via VISA gift cards. Those who don’t win
money will win coupons for either a Snapple 6 pack (25,000 winners), one free
16 oz. Snapple (60,000 winners), or buy one get one Snapple (60,000 winners).
Caps Off To You will be promoted through social media and with shelf talkers
in stores for six weeks, from October 22 to December 2.
BENEFIT S
CAPS OFF TO YOU, continued MESSAG E I N A B OT T LE
Provides
electronic customer
database
Incentivizes
impulse
purchasing
Amplifies Snapple’s
identity in
the community
Increases
purchase
frequency
Since New York is responsible for the largest share of Snapple sales, we know that the
Big Apple has a very unique relationship with the product. The essence of Snapple speaks
to New Yorkers as they capture positivity, fun, and excitement in every day life. Without a
doubt, New York City deserves a year-long promotion and message specifically tailored to
them. In an effort to further connect New Yorkers with the brand to maintain sales volume
in New York and reinforce frequency of purchase, a Snapple street team will hit the five
boroughs and hand city residents an unforgettable message – a message in each bottle.
Each message will ask consumers to complete an activity that brightens their own day to
interrupt an otherwise ordinary afternoon. By pairing Snapple with an experiential stunt,
New Yorkers will interact with the brand in a way that no other beverage ever could.
And we know this works because we did it. After traveling to New York and launching the
execution, we witnessed New Yorkers overjoyed by the sight of Snapple while popping off
the top with anticipation to find their message inside. Snapple drinkers reveled in playing
hopscotch, danced the Macarena and strutted down a makeshift runway. When New Yorkers
popped the cap to see the message inside, Snapple brought them to a place of pure joy.
The hilariously fun video will be available to view
on Snapple’s website, further promoted through
teaser videos released on Facebook, Twitter,
and Instagram.
BRING RE C Y C L I NG
An organization dedicated to recycling glass products
4 PAW S FOR A B I L I TY
Placing service puppies with children and veterans
BABY B UG G Y
A clothing service for families in need
CLEAN WATE R FUND
Bringing diverse families together to encourage clean water
consumption
Showcases passionate and
authentic consumers of the
brand
Generates viral buzz
BENEFITS
Increases engagement with the brand
through an experiential activity

PROMOTI O N S
SNAPPLE STORE SOLUTIONS
With proper bottler initiative programs, we will solve the current problems
associated with product distribution and deliver more Snapple to grocery
and convenience stores, as well as improve product display in stores. Our
aggressive program has been developed for the two-thirds of bottlers who are
not Dr.Pepper-Snapple owned.
The plan consists of turnkey solutions for improving product placement by
giving control to bottlers who have the most influence in the local marketplace.
The program consist of four approaches:
NON-HEARTLAND
Objective: Implement aggressive long-term programs through
bottling network to increase distribution and improve product
placement
POIN T-OF -PURCHASE MATERIALS
Point-of-purchase materials will consist of shelf talkers, customized coolers, floor graphics,
and more. Since beverage purchases are often highly impulsive, point-of-purchase
advertisements will take advantage of the opportunity to attract consumers to buy Snapple
over other alternatives. This will support bringing Snapple to top of mind awareness the
next time a consumer hits the aisle. In-store promotion will focus on two channels: grocery
and convenience, since they account for 55% and 25% of total annual volume, respectively.31
Ultimately, these in-store promotional items will stimulate impulse purchasing and trial in
the non-Heartland, driving frequency. Examples of all the point-of-purchase materials can
be found at:
SPECIAL PACKAGIN G OF FERS
Special packaging offers such as the SnapPack will be delivered straight to qualifying
stores where Passionate Originals are most likely to shop in the non-Heartland. Throughout
primary research, we found that consumers enjoy drinking Snapple in a group setting like a
picnic or beach day. As a result, during the summer months, stores will be delivered special
SnapPacks – a variety pack of
flavors for consumers to enjoy
with a group in the summer
months. The SnapPack will be
amplified with accompanying
shelf talkers and point-
of-purchase materials. In
addition to summer, other
seasonal offers will be
developed to improve top-of-
mind consideration.
31
1. PO INT- OF - P URCH ASE MATERIALS
2. S PECI AL PAC K AGI NG OF F E RS
3. S N A PP LE STRE E T F LE E T
4. ES R I TARGE TI NG I NSI GH TS

PROMOTI O N S
SNAPPLE STREET FL E E T
The Snapple Street Fleet will consist of 15 customized cars and a team of Snapple brand
ambassadors who will travel throughout the non-
Heartland year-round to promote the Snapple brand.
Our research shows that consumers overwhelmingly
enjoy the taste of Snapple32
and there’s no better way
to remind consumers of this than to give them a taste
of the product through sampling.
The Street Fleet will visit convenience and grocery
stores during events when consumers will be out in
droves. For example, a Kroger in New Orleans during
Mardi Gras. The Fleet representatives will also have
a visible presence at high-profile community events
such as festivals and athletic events, spreading
the taste of Snapple. The Snapple Street Fleet will
generate trial, which will convert current brand awareness of Snapple to top of mind
awareness.
Best of all? The cars will be divided into regions, and the brand ambassadors will
work in coordination with local bottlers to create a promotional calendar of events.
Working with the local bottlers directly ensures a positive relationship and helps
alleviate conflict with distribution and product availability.
32
Agency Consumer Insight Survey. 2015.
33
Kyle, Robert C., Floyd M. Baird, and Marle S. Spodek. Property Management. 2012. Print.
ESRI TARGETIN G
Bottlers and retailers have the same goal: sell more product. As a result, we will
us ESRI Arc Geographic Information System (GIS) to help us inform bottlers
where Passionate Originals are most likely to shop in relation to the city block
where they live. We will select city blocks within a radius of 1.5 miles33
around
convenience and grocery stores containing a high concentration of Passionate
Originals. By handing this data off to bottlers, they will know where to place
product. Instead of focusing time and effort on retail locations where sales may
not be maximized, this highly focused approach narrows in on those geographic
areas and retail stores most likely to yield maximum ROI.

SYNERGY
OBJECT IV ES
Front-load traditional media to achieve a maximum four-
week reach of 80% during campaign kick-off, with an
average frequency of 5. With the exception of February,
March, September, October, and November, reach
will range from 50-75% over the year-long campaign
with frequency averaging 4 in the Heartland and non-
Heartland.
Place digital media continuously throughout the year-
long campaign to reach the target market even when
traditional media is not served.
Allocate budget based on demographic, psychographic,
and geographic variables with highest concentration of
Passionate Originals.
Do not exceed media budget of $43,500,000.00 over the
course of the campaign.
STRAT EG IES
Separate traditional Heartland and non-Heartland
media plans will be developed to achieve objectives.
Create a pulsing schedule that combines spot traditional
media and continuous digital media around key sales
periods to achieve the desired targeted goal impressions.
Utilize digital media vendors that target based on
demographics, psychographics, and geographic locations
— all living on contextually relevant sites in the
Heartland and non-Heartland.
TR AD I TI O N AL MED I A
In order to make our selection process more precise, we selected the markets with a sizeable concentration
of Passionate Originals. This resulted in the selection of 66 non-Heartland DMAs and 13 Heartland DMAs,
representing 71% of total US households to serve traditional media to. This enables us to target with such
specificity that no DMA with an insignificant concentration of the target market will be served with traditional
media.
For example, through our demographic, psychographic and geographic ArcGIS data, we found that Richmond,
Virginia whose total population is 1.5 million, has a 39% concentration of Passionate Originals. In comparison,
Minneapolis, Minnesota, whose overall population is 4.6 million has a 10% concentration of Passionate Originals.
Therefore, we would be serving traditional media to Richmond but not to Minneapolis, eliminating a great deal
of wasted coverage.
TOP DMAs RANKED BY CONCENTRATION SIZE IN THE HEARTLAND (13) AND THE
SAN DIEGO
MIAMI
LAS VEGAS
EL PASO
SAN ANTONIO
AUSTIN
WASHINGTON, DC
LOS ANGELES
HARLINGEN
HOUSTON
SALT LAKE CITY
BALTIMORE
BOISE
CHICAGO
ATLANTA
SEATTLE
CORPUS CHRISTI
DALLAS
ORLANDO
CHARLESTON
RALEIGH
NORFOLK
TUCSON
RENO
COLUMBUS
WACO
RICHMOND
SANTA BARBARA
SACRAMENTO
CHARLOTTE
INDIANAPOLIS
BATON ROUGE
EUGENE
JACKSONVILLE
MONTEREY
MADISON
SAVANNAH
NASHVILLE
FRESNO
W. PALM BEACH
BAKERSFIELD
KANSAS CITY
DES MOINES
TALLAHASSEE
OKLAHOMA CITY
NEW ORLEANS
LA-CROSSE
CINCINNATI
ALBUQUERQUE
LEXINGTON
COLUMBIA, SC
ST. LOUIS
MILWAUKEE
LOUISVILLE
SPOKANE
CEDAR RAPIDS
TAMPA
MEMPHIS
DETROIT
LITTLE ROCK
GREENVILLE
TULSA
SAN FRANCISCO
PITTSBURGH
CLEVELAND
DENVER
NEW YORK
SYRACUSE
HARTFORD
BOSTON
PROVIDENCE
PHILADELPHIA
ALBANY
HARRISBURG
ROCHESTER
BURLINGTON
BUFFALO
WILKES-BARRE
PORTLAND-AUBURN

SYNERGY
TEL EVISION
Spots will air in strategic spot markets within our 79 DMAs during early fringe, daytime, prime
and late fringe on shows and networks that the target is watching.
Television is one of the most effective ways to build brand awareness. Spot buys were strictly
utilized to directly target Passionate Originals to maximize coverage and minimize waste.
Brand messages will be tailored to the target through predetermined spot markets in the
Heartland and non-Heartland. Cable networks will be used to meet overall campaign objectives.
R ADIO
Our radio spots will run in our targeted DMAs on an aperture
schedule, hitting consumers when they are on-the-go like an
afternoon lunch break or a beach day on a hot summer day.
Source: Nielsen NPower National TV Toolbox
Source: Gfk MRI National DoubleBase

SYNERGY
TOTAL TRADITIONAL GRPs
TOTAL TRADITIONAL SPEND

SYNERGY
DIGITAL MEDIA
The targeting of digital will be national, including all top 129 DMAs. Rather than excluding DMAs that did not have a significant concentration of Passionate Originals, we
only excluded zip codes. With this rationale, we can reach a high concentration of the target everywhere in the United States, regardless of DMA, increasing coverage while
minimizing waste.
For example, zip code 75204 in Dallas, Texas has a concentration of 21,046 Passionate Originals. However, zip code 75203 has a concentration of 2,188 of our target. Therefore,
in order to maximize coverage and reduce waste, zip code 75204 will be exposed to our digital media tactics while zip code 75203 will not.

SYNERGY
PAN DORA IN TERACTIVE AD
To position Snapple as the best choice in the drink marketplace, a tower of empty
water bottles and soda cans will be able to be knocked down by selecting one of
four fruits. The user will select a fruit and it will be launched to knock over the
tower. When this happens the copy, “Water and soda are foul balls”, will appear.
This will be followed by the copy, “Snapple is a knockout” and the participant
will be presented with a first place prize– a Snapple flavor that corresponds with
the fruit they chose to throw.
CAPS OF F TO YOU SYNCED AD
This execution will showcase Snapple’s charitable Caps Off to You (see page 14)
promotion by depicting bottle caps rolling and turning into a variety of change,
showing that by purchasing Snapple you will be able to make a difference.

SYNERGY
PR O G R AMMATI C PARTN ER S
Along with the usage of our network partners and
direct site buys, pairing up with Turn and Xaxis as our
programmatic partners will compliment the splashes of
our high-impact units to enable ongoing awareness across
desktop and mobile.
These programmatic partnerships will maximize reach and
efficiency through Real Time Bidding.
We’ve chosen to utilize two similar partners to track
performance against each other throughout the campaign
and optimize as needed.
NETWORK PARTNERS
Network partners offer a more efficient use of budget by
using a blend of targeting capabilities within premium, high-
quality content.
DIRE CT S IT E BU Y
Partnering with Pandora gives us the
chance to capture our targets’ eyes and
ears. Through an interactive rich media
banner, we will play off Pandora’s mood-
based context and highlight the impulse
and on the go nature of Snapple.
With these engaging units, listeners will
be exposed to Snapple’s brand personality
increasing top of mind brand awareness.
Undertone and Conversant will be used to serve high-
impact cross-screen units that will be served across
desktop, smartphone, and tablets.
YuMe will use a captivating video ad unit designed
to grab consumers’ attention and drive video views.
InMarket will target consumers through Beacon
technology by partnering with mobile retail apps.
When a consumer walks into a store with this
technology, mobile alerts and engaging high-impact
ads will appear on their phones while they are
shopping. Even better, they can add Snapple to their
list with a tap of a finger. Consumers will be targeted with push notifications
from InMarket partner applications upon entering
certain stores.
These notifications will encourage them to swipe
into the app to save on Snapple purchases with
special coupons.

SYNERGY
GOOGLE AD WORDS
Due to the flexibility and
immediate measurability, we will
allocate a portion of our budget to
Google AdWords, not to exceed a
cost per day of $1,500.
In allocating a portion of our
budget to AdWords, we will gain
access to non-search sites such as
Gmail and YouTube.
With a CPC strategy, we
ensure that we only pay for ad
placements that drive Snapple
brand engagement and top-of-
mind awareness. Additionally,
we will not have to pay for any
impressions that do not result in
clicks.
45% of Snapchat users are 18-24, which
makes it the youngest social media platform
S NA P CHAT
.10 CENTS PER VIEW
Source: Comscore
Source: BI Intelligence
TO TAL ESTI MATED I M P RE S S IONS : 6 .3 BILLION

BUDGET & E VALUATION
OBJECTIVE
Determine if Snapple’s Make It Pop campaign stimulated an increase in
frequency of purchase across the Heartland and non-Heartland thereby
growing sales volume across the nation.

SALES
Utilize sales figures to measure
Snapple’s change in case volume.

PURCHASE FREQUENCY
Measure changes in purchase
frequency via Brand Health
Tracker.

MARKETIN G
Evaluate product placement
and distribution by analyzing
specific store sales reports and
launching consumer awareness
surveys in the non-Heartland.
ADVERTISING
Gauge Snapple’s renewed
perception as a modern brand
that embraces uniqueness
through top of mind
awareness via Brand Health
Tracker.
MED I A MI X
CAMPAI GN E VA LU AT ION
B UD G ET

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