The document outlines an integrated marketing campaign for Snapple to increase sales by 49% in the United States. It begins with research that identifies one target market of RTD iced tea and fruit juice drinkers. Taste tests and surveys find Snapple has strong brand perception and equity despite not being the top rated for taste. The campaign strategy is to position Snapple as the simple choice to alleviate confusion from the crowded category. Creative executions acknowledge the problem of too many options and establish Snapple as the "no-brainer" solution. An integrated media plan launches the campaign nationally.

1. TEAM 190

2. THIS IS HOW WE DO IT.
HEY, WE GET IT.
There’s a lot to choose from when it comes to what to drink. In fact,
there’s over 850 combined brand and flavor choices of iced tea
and fruit juice drinks alone...
When did this all get so complicated?
In 1972, we were one of the only choices. But now, we’re getting
swallowed in the depths of coolers and shelves across the country.
Meanwhile, you’re paralyzed in decision making quicksand.
But there’s no need to be stumped.
Because we’ve been there since the beginning
with the flavors you didn’t expect and
with the facts you didn’t think you needed to know.
And that’s why you love us.
That’s why the decision is actually easy.
You don’t need to get lost in all the options.
Because in a world full of decisions,
choosing an iced tea shouldn’t be a hard one.
That’s why our campaign positions Snapple as the no-brainer.
Objectives
Target Market
Research
Insight Recap
Strategy Statement
Creative Strategy
Media Plan
Phase 1 Creative
Phase 2 Creative
Phase 3 Creative
Evaluation + Budget
2
3
4
7
8
9
10
11
15
17
24 1

3. 1 2
+$190,320,000
THE $190 MILLION ASK
Total sales increase of 49%
That’s a big ask. So to do that, we first need to
learn more about the people we’re targeting.
You asked us to create an integrated holistic marketing campaign for 2017 to grow
Snapple Trademark TM volume in the United States, as well as develop a dual strategy
that targets both the Heartland and the Non-Heartland. So, using 2014 sales figures from
Business Insights, we calculated the following:
= $156,000,000 = $34,320,000+
BY GROWING BRAND RELEVANCE
THROUGH ENGAGEMENT
GROW BUYING RATE OF HEAVY USERS FROM
9X - 10X A YEAR IN THE HEARTLAND
BY DRIVING TRIAL AND CONVERTING HIGH
AWARENESS TO TOP OF MIND AWARENESS
GROW BUYING RATE OF LIGHT USERS FROM
1X - 3X A YEAR IN THE NON-HEARTLAND
So at the end of the year you want
2
=$78,000,000 =$312,000,000
20%
of sales from
light users
80%
of sales from
heavy users
+200% sales increase
+
+11% sales increase
+

4. WHO’S GOING TO DRINK ALL THAT SNAPPLE?
So they drink a lot of different brands. Our next step
was to find out why.
We have one nation of Snapple drinkers, not divided by region
but united in their love for RTD iced tea and fruit juice drinks.
We were asked to provide a dual strategy targeting Snapple light users in the Non-Heartland and heavy users in the Heartland.
To find out more about them, we launched a nationally representative survey of 519 iced tea and fruit juice drinkers within the target of M/F 18-49.
Since we were asked to increase consideration and top of mind brand preference for each group, we evaluated where the heavy and light users
stood for each of the stages:
AWARENESS
(aided awareness)
BRAND RELEVANCE
(consideration set)
LIGHT USERSHEAVY USERS
97% 94%
51% 49%
Interestingly, the awareness and
brand relevance percentages were
nearly identical.
The competitors in the
consideration set are basically the
same.
OTHER BRANDS IN
CONSIDERATION SET
Next, we looked at each group’s consideration sets to see what brands they are comprised of:
We also took a look at consumption in the Heartland and Non-Heartland of both groups and found something surprising:
We found an opportunity we couldn’t ignore, that changes the
way we viewed our target market and how we approach this
case. We could target one group of RTD iced tea and fruit juice
drinkers across the US. They’re on-the-go everyday folks, both
male and female.1
They know and love Snapple, but are drinking
other brands as well because of convenience and price. We’re
going to make Snapple their brand again.
Both have a strong and nearly
equal presence in the Heartland
and Non-Heartland.
Heartland
Light Users- 56%
Heavy Users- 44%
Non-Heartland
Light Users- 46%
Heavy Users- 54%
3
TARGET INSIGHT

5. BRINGING IN THE BIG GUNS.
TASTE PRICE HEALTH BENEFITS VARIETY OF FLAVORS
According to our primary research, respondents overwhelmingly reported taste to be the biggest reason people choose these drinks. We
decided it only made sense to see how Snapple ranked against the competition in terms of taste. Based on personal experiences, we
expected Snapple to take the top spot.
So we went to certified beverage tasting experts, hoping they would confirm our
hypothesis that Snapple, in fact, had the best taste, but unfortunately they didn’t.
Snapple ranked 2nd and 3rd against top competitors in several rounds of blind taste
testing. As a matter of fact, there was no clear winner at all in terms of taste.
But we didn’t get too concerned because Snapple customers aren’t beverage tasting
experts, they’re just regular people- and they know what they like.
SO WE GOT THEIR OPINIONS TOO
After another 164 taste tests, Snapple continued to underperform
for blind taste.
We started getting nervous, because we were so confident taste
would be our campaign theme. But at least it couldn’t be anyone
else’s either.
75% 10% 4% 4%
IT’S ALL ABOUT THE TASTE... ISN’T IT?
So we had to see what else
this research could tell us.
So we asked: What is the most important factor in choosing an iced tea or fruit juice drink? Here’s the top four:
No one can own taste, so
why go there?
MESSAGE INSIGHT
4

6. PERCEPTION IS REALITY
GLASS BOTTLE SNAPPLE FACTS VARIETY OF
FLAVORS89%
82%
90%
SETTING TRENDS
#1 BRAND
RANKED MOST
UNIQUE
#1 BRAND
EXCEEDING
EXPECTATIONS
#1 BRAND
According to Millward
Brown, brand health is
measured by these three
pillars, so we looked at
how Snapple stacked up.
We asked taste test participants, “What brand do you think you
selected as your #1 choice (in terms of taste)?”
Just analyzing this one question of perception changed our perception
on “losing”. And while Snapple didn’t win in actual taste, customers
thought they did, which meant the brand won in perception.
Then nothing should stand in the way of easily
achieving the objectives, right?Consumer’s perception of Snapple’s
brand gives it equity above just the
product.
BRAND INSIGHT
TASTE PERCEPTION LOYALTY PERCEPTION
87%
60%
35%
38%
38%
+
= EQUITY PERCEPTION GAP
There is something going on here, people are giving Snapple more credit than you’d think.
We define this as Snapple’s “equity lift” and using our primary research we looked at what
brand elements got them there. So what’s making them think Snapple is so great?
We asked our survey participants “Would you switch brands if
your favorite flavor wasn’t available?” Interestingly, we found that
even though Snapple drinkers drink other brands, they claim
loyalty to Snapple.
5
% who said they would not switch#1 in perception of taste
#1 in actual blind taste

7. Less Healthy
More Healthy
Lifestyle Messaging
Product Messaging
Lifestyle messaging
More
healthy
Less
healthy
Product messaging
THIS IS ALL JUST TOO MUCH
MORE MESSAGES.
Each brand is trying to carve out a spot in the shelf space
of the consumer’s consideration set. From saying, “You
Make the Memories, We Make the Tea” or “Be More Tea” it
seems everyone is trying to find deeper meaning in these
basic drinks. But does that help in the moment of purchase
decision?
MORE NOISE.
When we looked at the category landscape, the
conversation was completely flooded with national and
regional brands contributing to the conversation.2
What are
they all saying?
Lipton
11%
Gold Peak
9%
Pure Leaf
7%
Nestea
5%Brisk
2%
Snapple
14%
Other brands
52%
Given the current landscape, what
is Snapple to do?
Snapple’s reality: With more and more brands
entering the fridge, it’s become increasingly
confusing for customers to choose- and for
brands to stand out.
COMPETITION INSIGHT
1880
1972
Lipton
OceanSpray
CrystalLight
MinuteMaid
Nestea
NakedJuiceDelMonte
Calypso
Powerade
NantucketNectars
Tampico
BriskbyPepsi
PureLeafArizona
MightyLeafTea
FruitopiaEvolutionFresh
CapitalTeas
Fuze
Suja
MysticJuice
Sobe,SweetLeaf,HonestTea
TaoofTea,NumiTea,TwoLeavesTea
Steaz,SwitchJuice
IzzeSoda,Kevita,Bai,Frava
GoldPeak
LiptonbyPepsi,SparklingIce,Barry’sTea,JoeTea
Tradewinds,TazoTea
TODAY
As one of the first brands in the category, Snapple enjoyed
top of mind awareness. Then everyone else showed up...
And this is where things started to change. As more and
more brands entered the market, consumers were given a
lot more to consider.
But research shows this isn’t always a good thing. Hick’s
Law states that “recall time is conversely affected by the
number of alternate options present”- which is the kiss of
death for any brand trying to stand out.
MORE COMPETITORS.
6
Share of Voice

8. NOW WHAT?
TARGET
MESSAGE
BRAND
COMPETITION
No brand can own taste because there
was no clear winner in taste tests.
WHAT
Consumer’s perception of Snapple’s brand gives
it equity above just the product.
WHAT
We have one nation of Snapple drinkers, not
divided by region but united in their love
for RTD iced tea and fruit juice drinks.
WHAT
Snapple’s reality: With more and more brands
entering the fridge, it’s become increasingly
confusing for customers to choose- and for
brands to stand out.
WHAT
Change the conversation.
SO WHAT
Leverage Snapple’s brand equity.
SO WHAT
Deliver a universal message.
SO WHAT
Eliminate the confusion.
SO WHAT
So after 519 surveys, 164 taste tests, 300+ 1-on-1
interviews, 196 observational store visits, and looking at 100+
secondary sources, you know what we realized?
7
WELL, LET’S RECAP

9. In a crowded category, there’s an opportunity for a brand with strong equity to cut
through the confusion and truly stand out. And when choosing an iced tea, the
consumer no longer has to despair. Because in a sea of choices, choosing a Snapple
just makes sense. Consumers know it, love it, and let’s face it, they really aren’t all that
committed to any other brand. So next time they find themselves staring dazed and
confused at a cooler full of options, the decision is easy.
THERE’S A NO-BRAINER CHOICE.
AND IT’S SNAPPLE.
JUST GRAB THE BEST STUFF.
8

10. OWNING THE CONFUSION BY ACKNOWLEDGING IT
Our creative is designed to increase brand relevance and encourage consumption by reminding consumers that in a world full of choices, choosing
Snapple is a no-brainer, the choice that has never let them down. This unique creative strategy changes the category conversation and leverages
how the target feels about the brand- that Snapple is unique and sets trends. We pay off the brand elements that, in our survey, resonated high with
our target- the glass bottle and the facts. We also leverage other key brand elements that Snapple has used consistently over the years- the pop
of the cap and the line “The Best Stuff”. Our copy is quirky and humble, reflecting the brand’s personality. By reminding consumers what they love
about Snapple, we can reinforce to them it truly is the best choice- thus eliminating confusion when they go into the store.
We leverage different facets of Snapple’s brand
equity, like the facts, throughout the campaign.
Grab is our call to action.
The Best Stuff plays off why Snapple is the
best choice, while leveraging the equity in
Snapple’s popular tagline.
Referencing indecision
reinforces the idea that
there’s too many options
in the category.
We include a product shot for
added reinforcement.
9

11. We change the conversation about the
category by addressing a universal truth: the
overwhelming number of options confuses
consumers.
We position Snapple as the no-brainer
solution to the category problem
acknowledged in phase 1. We amplify our
spend during this time due to a lack of share
of voice in this time frame.
We drive conversion by reminding the
consumer to choose Snapple more often.
We leverage brand equity through Snapply
executions, reminding people why they love
the brand.
Our communication model follows a holistic integrated approach, leveraging the consumer’s love of RTD iced tea and their affinity for Snapple.
With a universal message focused on positioning Snapple as the no-brainer choice in the category, our media strategy is designed to move
consumers from confusion to consumption. Because it is almost impossible to own shelf space in a store, we must own the space in the
consumer’s mind so that when they walk into the store, the purchase decision has already been made.
THIS IS HOW WE DO IT
We run a national campaign in 2017 employing TV, digital, online radio, and social throughout the year. We leverage TV’s high impact and high
reach to grow brand relevance and brand preference while reinforcing Snapple’s brand personality and equity. We layer in :30 and :15 spots
to maximize our GRPs. In addition, digital and social are used to position Snapple as a culturally relevant brand. We use outdoor, in-store, and
other regional tactics during peak consumption months, concentrating on 31 DMAs that index high in terms of Snapple, the competition and
social engagement. They also represent areas where Snapple has ample distribution. This manifests in three distinct phases:
ADDRESSING THE PROBLEM PROVIDING A SOLUTION DRIVING CONSUMPTION
PHASE 1 PHASE 2 PHASE 3
AWARENESS CONSIDERATION CONVERSION
V
Newspaper
Y Takeover
Tumblr Promotion
TV
Display Banner
Search
Online Radio
Youtube Prerolls
Twitter Promotion
ending Machines
Taxi
Cause Marketing
Radio
In-Store
Wall Murals
Gas Stations
Bus Shelters
Billboards
JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC
PHASE 1 PHASE 2 PHASE 3
10
ouTube
uTube

12. CREATING BUZZ... THE OLD FASHIONED WAY
To launch the campaign in a “buzzworthy” way, we issue a Snapple
apology letter designed to introduce the category problem of
overwhelming options and lay the groundwork of setting up Snapple as
the solution. This softly branded content showcases Snapple’s humble
and quirky personality thus further driving brand relevance with current
customers. We launch the campaign with a full page ad in the print and
digital versions of 3 major newspapers:
We reach new audiences by utilizing these newspapers’ digital
experiences, like The Wall Street Journal’s Discover Stories
on Snapchat.
Making a major splash in newspapers lets us hit all
major markets, while increasing the probability of earned
impressions. 11
PHASE 1
Acknowledge the problem
Change the conversation
Create buzz
TV
AD

13. To kick off our campaign in phase 1, we run :15 spots to help establish the campaign premise of indecision. We raise awareness of this problem by
administering our faux public service announcement. We run 100 GRP’s per week on networks that index high with both Snapple customers and the
competition.3
143 150 111 117 139 151 154
SNAPPLE I INTERNET RADIO SPOT I INDECISIONITIS :30
VO: (Spoken like an announcer)
We’re interrupting whatever you’re listening to for a
VERY, VERY important message.
Ask yourself. Are you infected? With INDECISIONITIS?
THE IMPENDING DOOM OF TOO MANY TEAS TO CHOOSE FROM.
THE UNBEARABLE WALL OF OPTIONS WHEN
ALL YOU WANTED WAS SOMETHING TO DRINK?!
Symptoms include: long drawn out stares in front of coolers, dopey expressions,
occasional drooling, hair ripping, and head banging in manic frustration.
Don’t let indecisionitis get the best of you.
This message was brought to you by Snapple.
(Sound Effect: Original Snapple mnemonic device)
Text on screen: Emergency broadcast message, alert issued by the
best stuff, indecisionitis sweeping the nation
Music: Emergency Alert sound effects
Action: Jasmine is looking into the cooler, frustrated by all the options
Music: Emergency Alert sound effects
Action: Natalie looks into the cooler confused by all the options
Music: Emergeny Alert sound effects
Text on screen: “Indecisionitis...
Music: Emergency Alert sound effects
Text on Screen: “This condition effects 10 out of every 10 people”
FX: Rolling text
Music: Emergency Alert sound effects
Text on Screen: This message was brought to you
by Snapple
Music: Original Snapple mnemonic device
LINK TO COMMERCIALS
According to eMarketer, 75% of the target uses
Spotify and 80% uses Pandora. So we run this
:30 spot on these websites to further emphasize
our creative theme.
:15 YOU’RE INFECTED PSA
ARE YOU SUFFERING FROM INDECISIONITIS?
12

14. During phase 1, various digital executions further push the creative in both paid and organic forms. We use a YouTube takeover to introduce our
campaign theme and bring users to watch our :15 pre-roll. We also buy the keyword “indecisionitis” on Google Adwords to leverage consumers
searching this new word, then direct them to Snapple.com.
Our overall digital strategy recognizes that Snapple.com, while not an e-commerce site, is full of interesting content that goes a long way toward
driving brand relevance. We use a combination of banner ads, YouTube pre-rolls, and a takeover, as well as paid search to drive users to
Snapple.com to avail themselves of phase-related content. Of course, we layer in social as well, but more on that later.
We leverage the cost-effectiveness of programmatic buying for our
banner ads. We filter our ads to reach our target of 18-49 year olds. We
also filter in regards to temperature; when the weather gets warmer,
our ads are displayed more frequently.
SNAPPLE.COM PHASE 1 LANDING PAGE
REINFORCING THE PROBLEM
13

15. PLANTING THE SEEDS ONLINE... ORGANICALLY
Because 31% of our target is active on Tumblr,4
we pay for
Snapple’s blog to trend to amass followers. We post our
apology letter to take advantage of its high virality, as well as
other seeds planted on sites like Craigslist.
To gain social traction, we spread teasers around the
internet. On Urban Dictionary, we play up the difficult
decision of choosing a drink and introduce our term of
“indecisionitis”.
As one of the most popular fake news sources on the
internet, we make fun of how ridiculous “indecisionitis” is,
showing Snapple doesn’t take itself too seriously.
14

16. OWNING THE SOLUTION
We continue our TV buy into the phase 2, showcasing new creative highlighting Snapple as the solution
to the problem of indecision. We launch with a :30 anthem spot that positions Snapple as the only viable
solution to the problem of too many choices. We introduce our campaign tagline and pay off each spot
with a shot of the consumer “just grabbing the best stuff” and the pop of the cap. We keep the level of
GRPs consistent with phase 1.
Action: Mike looks into the cooler, with a confused expression
Music: Elevator music
Action: Shot of Mike facing cooler, with his hands on his head
Music: Elevator music
Action: Shot of Mike’s face, with an overwhelmed expression
Music: Elevator music
Action: Mike realizes when he sees something in the cooler
Music: Cuts to upbeat music
Action: Mike grabs a Snapple out of the cooler
Music: Upbeat
VO: Don’t let indecision get the best of you! Just grab the best stuff
LOGO UP
Music: Original Snapple mnemonic device
VO: Grab a Snapple
SNAPPLE I INTERNET RADIO SPOT I OPTION OVERLOAD :15
VO: (Spoken with a purpose)
Are you one of the millions of Americans suffering from extreme
indecision? No one’s perfect! We’ve got the facts, the flavor, the taste,
and the same popping cap you know and love! When you’re dealing
with option overload, just grab the best stuff, grab a Snapple!
(Sound Effect: Original Snapple mnemonic device)
:30 JUST GRAB THE BEST STUFF
TV
LINK TO COMMERCIALS
Because 75% of our target uses Spotify and 80% use Pandora,5
we introduce this new :15 spot to continue to drive home that
Snapple is the solution to the problem of indecisionitis.
15
PHASE 2
Establish Snapple as the solution
Leverage brand equity/loyalty
Eliminate confusion
Introduce - Just Grab the Best Stuff

17. Action: Jasmine looks excited as she finally spots a Snapple
VO: BUT, it can be avoided
Action: Jasmine opens the cooler and reaches for a Snapple
VO: Just grab the best stuff
LOGO UP
Music: Original Snapple mnemonic device
VO: Grab a Snapple!
Action: Jasmine looks into the cooler with a confused expression
VO: What you are witnessing is an extreme case of indecisionitis
Action: Natalie looks frustrated at all the options
VO: Indecisionitis affects 10 out of every 10 people
Action: Jayson looks into the cooler, with a confused expression
VO: Including you
:15 INDECISIONITIS RESOLVED
STILL OWNIN’ IT
This spot further emphasizes Snapple as the solution. Buying :15 spots allow us to maximize our TV spend. Phase 2
banner ads reflect the next stage of the creative as well, driving the target to the new landing page on Snapple.com.
SNAPPLE.COM PHASE 2 LANDING PAGE
16
LINK TO COMMERCIAL

18. GETTIN’ SNAPPLY WITH IT
Action: Looks at Snapple fact on cap.
VO: Today you learned that Tennessee was previously named
Franklin after Benjamin Franklin.
:15 REWIND
We launch phase 3 TV with a :15 spot that focuses on playing up brand equity and serves as
a reminder that Snapple is the right choice. We run 100 GRPs every other week, layering in
radio when we’re dark on TV. All other phase 3 creative works hard to keep our theme and
the brand top of mind during this time frame. This TV spot also lives on radio, which runs
during morning drive time to make the brand top of mind during lunchtime decisions. We run
on formats that, according to MRI+, index high with 18-49 year olds using each DMA’s top
contemporary stations- like Z100 in NYC.
Snapple.com Phase 3 landing page
Action: Pibby takes a drink of Snapple.
VO: How did you learn that? Because before you read the fact, you
chose to sip.
Action: Pibby is shown walking backwards to fridge.
VO: And before you sipped, you popped the cap.
Action: Pibby looks confused
VO: And before you popped that cap, you avoided the decisions.
Action: Finds Snapple in the fridge.
VO: And grabbed the Best Stuff on Earth.
LOGO UP
Music: Original Snapple mnemonic device
VO: Grab a Snapple!
SNAPPLE.COM PHASE 3 LANDING PAGE
17
TV
PHASE 3
Drive consumption
Reminder advertising
Stay Snapply

19. BORN IN NY, MADE FOR 30 OTHER DMAS
During phase 3 we layer in regional tactics in 31 DMAs selected based on high CDI, high BDI, high levels of social engagement, and strong
distribution of Snapple. This regional strategy protects Snapple’s strongest markets while providing an opportunity to steal market share in others.
1. New York City, NY
2. Boston, MA
3. Philadelphia, PA
4. Buffalo, NY
5. Baltimore, MD
6. Hartford, CT
7. Syracuse, NY
8. Albany, NY
9. Washington, D.C.
10. Pittsburgh, PA
11. Los Angeles, CA
12. Des Moines, IA
13. Detroit, MI
14. Chicago, IL
15. St. Paul, MN
16. Dallas, TX
17. Houston, TX
18. Atlanta, GA
19. Seattle, WA
20. Miami, FL
21. Oklahoma City, OK
22. Nashville, TN
23. Wichita, KS
24. Omaha, NE
25. Salt Lake City, UT
26. Milwaukee, WI
27. Denver, CO
28. Phoenix, AZ
29. New Orleans, LA
30. Charlotte, NC
31. Tampa, FL
To pay homage to Snapple’s roots, we run wall mural ads in New York
City. They run close to independent retail outlets, to add a timely brand
touchpoint before purchase. To increase the likelihood of organic social,
we integrate Snapple’s Snapchat identifier.
According to MRI+, outdoor indexes on average at 111 with
RTD iced tea consumers and is a great medium for reminder
advertising. We layer in posters and bus shelters to support our
radio ads. We run in locations close to retail outlets, thus being
close to the moment of purchase decision.
10
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18

20. JUST GRAB THE SOCIAL STUFF
Our social strategy amplifies our offline creative and grows brand relevance through engaging tactics while respecting each unique social
community. Facebook, Twitter, and Snapchat’s landmark tactics make a splash in a big way. Our content calendar, integrated with our overall
campaign, drives home our message: just grab the best stuff. By bringing the brand and our message into real life situations, we position Snapple
as culturally relevant- thus increasing the potential for organic shares and the likelihood consumers will buy more.
Tumblr is where brands find their cult followers. Snapple has an opportunity to not only find their superfans, but to connect with the larger
Tumblr community as well. The irrelevant, funny, and quirky Snapply persona resonates with Tumblr users who share similar traits.
62% of our target uses Twitter,5
so we use this
platform to cure indecisionitis beyond the cooler by
putting a twist on Snapple’s beloved “real facts”.
Users share the tough decisions in their lives with
@Snapple and sign their tweets with
#SaveMeSnapple. The shockingly relevant (and not
so relevant) advice the real facts provide will engage
Twitter’s fun-loving community in a Snapply way. We
use a promoted hashtag to increase reach.
#SAVEMESNAPPLE
SNAPPLE ON TUMBLR
19

21. ...AND DON’T LET IT GO
AMAZON DASH BUTTON
Snapple can join the growing roster of Amazon’s Dash buttons. When consumers are
about to run out of Snapple, they simply click the button, which is linked to their accounts,
and it fulfills their next order- making it easy for consumers to order more often.
To further integrate Snapple’s voice into pop
culture and our target’s daily activities, we
extend our use of Spotify with customized
Snapply playlists celebrating each month’s
quirkiest holidays.
SNAPPLY MONTHLY PLAYLISTS
20
72.5% of our target uses Facebook Messenger,6
the second most downloaded
app in the world. We launch a tactic where users are able to send a Snapple
to anyone in their network by tagging a friend with #CureIndecisionitis and
arranging payment within Messenger.
#CUREINDECISIONIS BY SENDING SNAPPLE

22. BEING IN THE MOMENT
Because 25% of all Snapple sales come from
convenience stores, we leverage opportunities to
advertise in this domain. We run on average in 10
convenience stores per DMA, for a total of 310
stores. We partner with major chains like 7-Eleven,
Circle K, and Speedway. But before consumers get
to the store, they’ll see a nearby Snapple billboard.
BILLBOARD
RTDCOOLERS
GAS PUMPS
According to General Mills
survey data, 38% of all
convenience store food
and beverage shoppers’
journeys begin at the gas
pump, so we run quirky :15
spots on gas pump TVs in
21 Non-Heartland DMAs.
The branded touchpoints continue on the path to
the cash register, with advertising on ice chests
outside and stickers on fresh food choices inside
the store. All these executions work hard to raise
top of mind brand awareness.
We use decals on the fridges with our new Snapchat
bottle image recognition technology, further driving
purchase.
DELI
SANDWICHES
21

23. Renting advertising space in Walmart is easy by utilizing
Walmart’s Smart Network, which reaches over 7.9 million
shoppers every week.8
So, we run on endcaps with video
display screens to show our :15 spots. Consumers see these
spots in the grocery department, helping to eliminate doubt at
the moment of purchase.
66% of grocery shoppers make their ultimate purchase decisions
in-store.7
We design merchandise outposts on wheels so we
can optimize department placement of this “media vehicle.” The
frequency of this tactic increases top of mind brand awareness and
drives consumption
The interchangeable signs on the display allow us to reinforce our
message by leveraging the many legs of our creative.
BEING IN THE STORE
22
We run billboards like this right before our
customers get to grocery stores, making Snapple
more top of mind as they enter the store.
55% of Snapple’s business comes from grocery
stores, but our strategy recognizes that it is difficult
to own advertising real estate in these locations
due to conflicting store management priorities and
policies. We’ve come up with a plan that leverages
the moment of decision and increases conversion
while having the least impact on store operations-
thus making it more likely for retail partners to
implement our strategy. We translate our strategy
into the top grocery chains across the country:
Albertson’s, Kroger, Aldi, and Stop & Shop.

24. BEING AT THE END
23
TRY AGAIN WINNING CAP
To further leverage brand equity, we introduce
branded vending machines in our 31 DMAs.
Customers have 30 seconds to choose the button
they hope wins the free limited edition flavor,
Eye of the Acai. But like Tom Petty said, even the
losers get lucky sometimes, winning Snapple caps.
We monitor social activity through #VendAndSnap.
PLAY YOUR PART
According to MSL Group, our target prefers easy ways to give back. So, we
launch customizable, plantable 4-packs in the Non-Heartland DMAs. These
4-packs are designed to increase consumption, introduce limited time offerings,
like the newly-created Eye of the Acai, and help beautify urban environments.
Additionally, 82% of survey respondents said they were willing to try a new
flavor. The 4-pack lets them do just that, while we monitor their engagement
through #PlantAPack.
In NYC, we partner with Do Something to launch our Drink Your Part event on
Earth Day. We promote this event using interactive Taxi TV screen ads that
drive consumers to the cause marketing page on Snapple.com.
DRINK YOUR PART

25. DID IT WORK?
24
David Ogilvy said, “Never stop testing and your advertising will never stop improving.” Today the ability to test and adapt the campaign message and
platform is more essential than ever. So we set progress goals for each week of the campaign, which we monitor to make data-focused changes. We
use several key performance indicators to evaluate the success of our campaign:
We use Sprout S ocial, partnered with
each social platform’s analytics tools,
to monitor all digital presences and
discover what keywords and creative are
performing best between platforms as
well as the earned media conversations
happening around the campaign.
Google Analytics will be our go-to
analytics tool for understanding what
sources, both paid and organic, are
driving traffic to Snapple.com.
We use Qualtrics to administer surveys
at the end of March and early July to
track increases in brand relevance and
top of mind awareness. This measures
the impact of our offline media (TV,
outdoor, newspaper and radio ads) in
Heartland and Non-Heartland areas,
specifically in our 31 DMAs.
CTR
CTR and Playlist follows
4-pack sales and
#PlantAPack engagement
CTR + time watching pre-roll
Sales figures and conversation
Sponsored hashtag reach
Followers and engagement with posts
#VendAndSnap engagement
Engagement with geofilters
MEDIUM COST IMPRESSIONS
TV $5,935,620
YouTube Takeover $400,000 9,240,000
Phase 1
Newspaper $1,050,000 4,157,771
Sponsor Tumblr Blog $25,000 697,000
Display Banner 40,909,091
Search $5,000 20,000
Online Radio $40,000 4,500,000
Phase 2
TV $5,935,620
Display Banner $30,000 40,909,091
Search $5,000 20,000
Online Radio $40,000 4,500,000
Youtube Prerolls $48,000 320,000
Sponsored Twitter Hashtag $200,000 80,000,000
MEDIUM COST IMPRESSIONSMEDIUM COST IMPRESSIONS
TV $5,935,620
YouTube Takeover $400,000 9,240,000
Newspaper $1,050,000 4,157,771
Sponsor Tumblr Blog $25,000 697,000
Display Banner 40,909,091
Search $5,000 20,000
Online Radio $40,000 4,500,000
TV
Display Banner 40,909,091
Search $5,000 20,000
Online Radio $40,000 4,500,000
YouTube Prerolls $48,000 320,000
Sponsored Twitter Hashtag $200,000 80,000,000
Production Costs/Agency Fees $2,000,000
Contingency
Posters (Billboards) $6,671,304 168,379,200
Bus Shelters $789,975 18,511,780
Gas Station Video $1,204,350 7,440,000
Radio $2,384,100 289,402,139
Wall Murals $417,691 5,222,139
Cause Marketing $300,000 -
Taxi $17,500 5,751,000
$100,000 -
Vending Machine $20,000 2,100,000
Total
Phase 3
Display Banner $1,800,000 122,727,272
Search $40,000 60,000
Online Radio $320,000 35,000,000
YouTube Prerolls $72,000 480,000
In-store $3,050,000 730,988,160
Snapchat $250,000 -
299,149,857
299,149,857
TV $11,871,240 598,299,715
2,758,934,073$47,391,680
$2,608,320
$225,000
$7,884,900
$225,000
Messenger Partnership
Online Radio $320,000 26,000,000

26. 25
WE THINK SO.
You asked us to grow brand relevance
We did this and more with a universal message that
recognizes the target’s love of iced tea and fruit juice
drinks, leverages their preference for Snapple, and by
employing engaging creative and social tactics that
change the conversation about the category.
You asked us to drive trial
We did this and more with a 3 phase media strategy
dedicated to positioning Snapple as the only viable
option a crowded category, converting high awareness
to top of mind brand preference by leveraging Snapple’s
strong brand equity.
You asked us to grow purchase frequency
We did this and more by taking consumers from
confusion to consideration and finally consumption, and
with a regional strategy that’s running when people are
most thirsty.
You asked us to grow Snapple TM Volume in the US
We did this and more with a holistic integrated campaign
that delivers on this ultimate objective and results in a
$140 million return on investment.
+

27. SOURCES AdAge
AdWeek
Amazon
7
Boundless.com
Brandongaille.com
Business Insider
Business Insight
Centralparknyc.com
Cnet.com
Contently
Digital Music News
The Economist
5
EMarketer
Facebook
Forbes
General Mills
The Hartman Group
Lamar
Marketing Performance Group
3
MRI+
National Library of Medicine
(US)
NSAC Case Study
Npd.com
The New York Times
Penna Powers
Pepsi Co.
4
Pewinternet.org
1
Simmons Oneview
Skyword.com
Snapple.com
Social Media Today
Statista
Statistic Brain
2
Stradegy
Supermarketpage.com
Tea Association
Thedieline.com
Theweek.co
6
VentureBeat
Viralblog.com
8
Walmart Smart Network
Wired
Zagat