Delia's, a retailer for teen girls, wants to appeal to a younger 12-14 year old audience. They have created a multifaceted "Social Summer" campaign with a $500,000 budget to strategically promote Delia's through multiple media platforms including direct mailings, email marketing, social media, and in-store displays. The campaign aims to position Delia's as a trendy brand for girls to shop and socialize with friends, and increase brand awareness, engagement, traffic to the website, and purchases among 12-17 year old girls over an 8 week period in the summer.
DMEF Collegiate ECHO Challenge 2013 'Snip to be Cool with dELIA*sJessica Dunning
The document proposes a marketing campaign for retailer dELiA*s to target 'tween' girls aged 12-14. The campaign would involve a cut-out model that girls can dress using dELiA*s catalog items. Girls enter the dressed model in a contest for prizes. The campaign aims to increase sales among existing customers and expand to tweens through direct mail, social media, print ads, and TV commercials over 8 weeks. The majority of the $500,000 budget would fund TV spots on networks like Fox and CW.
This document provides background information on E.L.F. Cosmetics to develop a marketing campaign for the brand. It discusses E.L.F.'s history, target audience as young women aged 14-25, competitors, and current financial performance. Objectives for an upcoming campaign include increasing engagement on E.L.F.'s website and attracting 50% more of the target audience in 6 months. The creative strategy will position E.L.F. as making women feel beautiful in their own skin through affordable, high-quality products. Social media marketing and email marketing will be used to promote to the target audience.
Uncle Dan's Outdoor Store targets campers in Chicago for its products. It aims to equip people with quality gear for outdoor activities at fair prices. Specifically, it targets married couples aged 35-55 who earn $50,000+ annually and enjoy camping with children. Eight of Uncle Dan's nine store locations are in Illinois near Chicago, making it well positioned for customers in the Chicago area. The document recommends advertising in Chicago and outdoor magazines as well as radio to reach target campers.
The document outlines a marketing campaign created by Circle Advertising for Mary Kay to attract millennial women ages 18-25. Extensive primary and secondary research was conducted to understand this target audience and identify the brand's strengths, weaknesses, opportunities, and threats. Three representative millennial women - Zoe, Emma, and Sofia - are profiled to embody the target market and the barriers keeping them from engaging with the Mary Kay brand are identified.
David’s Bridal is the largest bridal chain in the United States with over 300 stores. However, the company faces challenges in reaching younger generations of brides who shop differently than in the past. The document analyzes David's Bridal's marketing strategies, segmentation, targeting, and positioning. It recommends that David's Bridal focus on brides willing to spend under $1,000, target women aged 25-34 through digital marketing, and revamp promotions to align with how new brides connect and shop.
Snapple's brand identity and messaging became scattered over the years, confusing consumers about what Snapple stands for. While consumers still love Snapple's flavors and Real Facts, they rarely think of Snapple when choosing a drink. The document outlines research conducted on Snapple drinkers, identifying three key target audiences. It was found that while consumers have fond memories of Snapple, the brand no longer resonates with them. The campaign will take an approach of "refreshing mouths and minds" by reintroducing Snapple's delicious flavors and refreshing its brand identity to reignite consumers' passion for the brand.
This capstone project aims to increase sales and engagement for the Lavish Living Club streetwear brand through social media marketing initiatives. The project will rebrand the line to showcase an urban "lavish" lifestyle and place products on popular rappers to inspire consumers. Key tactics include creating exciting digital content that will be strategically distributed across Facebook, Instagram and Snapchat. The success of these efforts will be measured by the daily likes, views and engagement generated on each platform. The goal is to better appeal to Lavish Living Club's target market of urban youth through innovative social media strategies.
DMEF Collegiate ECHO Challenge 2013 'Snip to be Cool with dELIA*sJessica Dunning
The document proposes a marketing campaign for retailer dELiA*s to target 'tween' girls aged 12-14. The campaign would involve a cut-out model that girls can dress using dELiA*s catalog items. Girls enter the dressed model in a contest for prizes. The campaign aims to increase sales among existing customers and expand to tweens through direct mail, social media, print ads, and TV commercials over 8 weeks. The majority of the $500,000 budget would fund TV spots on networks like Fox and CW.
This document provides background information on E.L.F. Cosmetics to develop a marketing campaign for the brand. It discusses E.L.F.'s history, target audience as young women aged 14-25, competitors, and current financial performance. Objectives for an upcoming campaign include increasing engagement on E.L.F.'s website and attracting 50% more of the target audience in 6 months. The creative strategy will position E.L.F. as making women feel beautiful in their own skin through affordable, high-quality products. Social media marketing and email marketing will be used to promote to the target audience.
Uncle Dan's Outdoor Store targets campers in Chicago for its products. It aims to equip people with quality gear for outdoor activities at fair prices. Specifically, it targets married couples aged 35-55 who earn $50,000+ annually and enjoy camping with children. Eight of Uncle Dan's nine store locations are in Illinois near Chicago, making it well positioned for customers in the Chicago area. The document recommends advertising in Chicago and outdoor magazines as well as radio to reach target campers.
The document outlines a marketing campaign created by Circle Advertising for Mary Kay to attract millennial women ages 18-25. Extensive primary and secondary research was conducted to understand this target audience and identify the brand's strengths, weaknesses, opportunities, and threats. Three representative millennial women - Zoe, Emma, and Sofia - are profiled to embody the target market and the barriers keeping them from engaging with the Mary Kay brand are identified.
David’s Bridal is the largest bridal chain in the United States with over 300 stores. However, the company faces challenges in reaching younger generations of brides who shop differently than in the past. The document analyzes David's Bridal's marketing strategies, segmentation, targeting, and positioning. It recommends that David's Bridal focus on brides willing to spend under $1,000, target women aged 25-34 through digital marketing, and revamp promotions to align with how new brides connect and shop.
Snapple's brand identity and messaging became scattered over the years, confusing consumers about what Snapple stands for. While consumers still love Snapple's flavors and Real Facts, they rarely think of Snapple when choosing a drink. The document outlines research conducted on Snapple drinkers, identifying three key target audiences. It was found that while consumers have fond memories of Snapple, the brand no longer resonates with them. The campaign will take an approach of "refreshing mouths and minds" by reintroducing Snapple's delicious flavors and refreshing its brand identity to reignite consumers' passion for the brand.
This capstone project aims to increase sales and engagement for the Lavish Living Club streetwear brand through social media marketing initiatives. The project will rebrand the line to showcase an urban "lavish" lifestyle and place products on popular rappers to inspire consumers. Key tactics include creating exciting digital content that will be strategically distributed across Facebook, Instagram and Snapchat. The success of these efforts will be measured by the daily likes, views and engagement generated on each platform. The goal is to better appeal to Lavish Living Club's target market of urban youth through innovative social media strategies.
The document discusses a planned collaboration between Abercrombie & Fitch (A&F) and Ralph Lauren to launch a new menswear collection. The 10-piece collection will launch between June and July 2016 in A&F's 275 stores worldwide. The objective is to attract Millennial customers aged 20-29 years old and reboot A&F's brand image. A&F has struggled with sales recently as customers are less interested in its logo-heavy clothing. The collaboration leverages Ralph Lauren's classic American style to draw customers back. Marketing will target Millennials through social media promotions and launch events. The collection will be sold at A&F stores in the US and 22 international flagship stores.
LeapFrog is developing a marketing plan to capitalize on the $78 billion worldwide toy market. They aim to increase profits by 37% by 2013 by expanding into new markets with multi-lingual toys, focusing on higher margin software, and increasing marketing spend. LeapFrog faces competition from major toy companies like Mattel and Hasbro as well as niche learning toy brands. The marketing plan recommends building globally-focused toys, boosting software offerings, ramping up advertising, and potentially acquiring other learning toy companies.
HERO® Presents 001: How rag & bone and John Hardy see the future of retail.HERO®
A series of invite-only events bringing together CHANGEMAKERS, creators and INNOVATORS in global retail, fashion, technology and commerce.
To find out more, visit http://bit.ly/HeroPresents
Advertising has no future. Unless it works today.Zoheb Raza
Brands are increasingly trying to align themselves with social causes through "woke" advertising campaigns. However, it is difficult for brands to convince consumers that these efforts are authentic. Gillette's recent ad on toxic masculinity was polarizing but seen by some as brave for addressing important issues honestly. For woke ads to be effective, brands must tell compelling stories that consumers can relate to and ensure their messaging aligns with the company's true principles. However, brands also risk appearing inauthentic if their social stances seem opportunistic or contradict other business decisions. Striking the right balance is a ongoing challenge for advertisers seeking to appeal to younger, socially-conscious consumers.
This document provides an executive summary and table of contents for a marketing campaign plan for Pizza Hut. It summarizes research conducted by dividing team members into four groups to study consumer insights, digital media, brand history, and internal/external relations. Through focus groups, surveys, taste tests and interviews, the research uncovered that while consumers like Pizza Hut's pizza, its branding and digital ordering processes are not distinguishing it from competitors and many consumers remain unaware of new options. The document outlines three target audiences segmented by ordering behavior and proposes strategies to incentivize each group to increase digital ordering, including exclusive promotions, an enhanced app experience, and a loyalty rewards program.
Toys "R" Us is facing challenges as it is no longer the dominant destination for toy shopping. Research found a disconnect between what toys parents think their kids are playing with and what kids actually play with. The document proposes a new brand strategy for Toys "R" Us to focus on the relationship between parents and children through play. It would position the store as a place where parents can bond with their kids through toy shopping. A rebranding campaign including in-store, digital and traditional advertising would encourage parents to make toy shopping a special bonding experience with their child.
This document analyzes McDonald's advertising strategies from the 1960s to present. It finds that McDonald's ads increasingly targeted children over the decades by featuring children in commercials and the character Ronald McDonald. The use of upbeat music aligned with American culture at the time also aimed to attract children. While food was prominently displayed in early ads, later ads focused more on toys, characters and family dining experiences. By targeting children, McDonald's was effectively targeting parents and families who accompany children to restaurants.
Forever 21 is a major American fast fashion retailer known for providing trendy styles at affordable prices. It currently operates over 500 stores worldwide. This document outlines Forever 21's history, brand identity, target customers, competitors, cultural and fashion trends, and proposed plans to launch an activewear line. The line aims to attract young customers on a budget by delivering trendy, affordable, and functional activewear inspired by current styles blending athletic and casual looks. A six-month buying plan and assortment plan by size are also presented.
Mattel launched a publicity stunt in 1977 where they decorated an entire street in Manchester pink to promote their Barbie doll. They painted the exterior of 70 homes, streets, windows, and roofs bubblegum pink. This generated an estimated 100 million media impressions. The unique pink street was a bold visual stunt that effectively promoted Barbie.
Starbucks implements a name-on-cup campaign where they write customers' names on receipts and cups. This personal touch creates an emotional connection with customers and has led to many new, younger customers sharing photos on social media which further promotes the brand.
Innocent Drinks places tiny knitted hats on their smoothie bottle lids during winter. The cute hats
Monki is a clothing brand that targets women aged 16-27 living in urban areas. Their marketing strategy focuses on social media and digital communication to match their audience's preferences. They analyze their target demographics and competitors through market research and SWOT analysis. Monki aims to offer competitive prices, student discounts, and personalized experiences on their website and app to increase sales and market share. They also promote their ethical practices and support charitable causes to build positive brand awareness.
My Miny Me is a boutique that sells high-fashion children's clothing and accessories. It is proposing to open a store in Greenbelt, Maryland. The store will target mothers who want their daughters to wear runway fashions and cultivate their taste. The proposed location has good foot traffic and nearby demographics of professionals and families with income averaging $82,000. The store will focus on limited inventory of select designer brands to channel trends and offer private shopping and birthday party experiences.
This document summarizes three major consumer and media trends for 2017: 1) Noise-cancelling consumers who are exposed to many ads each day and seek brands that meet their needs in creative ways. 2) The rise of direct selling as online shopping and delivery options grow. 3) The evolution of mobile payments and virtual currencies as generations who grew up digital become of age. Examples are given of companies innovating in these areas like Amazon, Starbucks, and Nike. The conclusion is that marketers must prepare for these changing consumer behaviors and payment preferences.
Victoria's Secret is the leading specialty retailer of women's intimate apparel. It targets middle-class women aged 21-49 who want to feel and look sexy. The company uses various marketing strategies to reach its target market, including coupons, special offers, and incentives. It communicates through various channels like internet, email, television, print ads, and digital advertising. Victoria's Secret also has a PINK line targeting younger women aged 16-29 with more casual styles. Financial analysis shows Limited Brands, which owns Victoria's Secret, has grown its net income over the past three years, though it declined initially during the recession.
This document summarizes the marketing strategy of American Girl, a company that sells 18-inch dolls. It discusses American Girl's history and target markets, which are girls ages 6-12 and their parents. The company's positioning is "follow your inner star" and celebrating girls. Key competitors are indirect. The marketing objectives are to increase brand preference, traffic to stores and websites, sales of multiple products, and engagement through experiences and social media. The communication tools used are social media, email, point-of-sale marketing, and video. The goals of the messaging are to focus on emotional benefits and have clear calls to action.
This document discusses the importance of imagination and play in children's development. It argues that there is too much focus today on success and activities at the expense of unstructured playtime. Toys "R" Us aims to preserve playtime and keep imagination alive by providing a space where kids can simply be kids and let their creativity thrive. The stores offer excitement and allow kids' natural ability to play and dream without limits. By embracing imaginative play, Toys "R" Us hopes to give children the gift of childhood and push innovation forward.
How can diversification be used as a strategic marketing communications tool? We look at why the diversification trend is gathering pace and three ways brands can use diversification to grow.
The real difference between low cost and high-cost candychapterinlife77
Higher-end candies have higher prices due to factors like elaborate packaging that creates a sense of luxury and gifting, minor differences in ingredients like using real fruit juice instead of artificial flavors, and artisanal production methods involving small batch and handmade processes. While the candy itself may be nutritionally comparable to cheaper options, premium brands spend more on marketing, ingredients, and production techniques to cultivate an image of sophistication and exclusivity for wealthier consumers.
The document discusses plans for a Henri Lloyd pop-up store at the new Boxpark location in Croydon, UK. The pop-up aims to engage younger consumers by incorporating retail trends like technology, personalization, and education. It will utilize an interactive table, video walls, and demo area to showcase products and brand heritage. The 12-month pop-up seeks to inspire new customers and integrate the physical and digital shopping experience through features like click-and-collect. Its goal is to strengthen Henri Lloyd's presence and better connect with consumers in the up-and-coming Croydon market.
The document summarizes the marketing strategies of American Girl, a company that manufactures historical dolls and accessories for girls ages 3 to 13. It discusses how American Girl brands its products through logos, doll appearances, and marketing campaigns. The company targets mothers and daughters through catalogues, magazines, and social media promotions. It also aims to educate girls about American history by representing different cultures and time periods. The document evaluates American Girl's pricing, advertising, and opportunities to expand its product lines, branding, and cultural representation through additional marketing research.
Toys "R" Us was founded in 1957 by Charles Lazarus and captured 20% of the US toy market by 1988. It faced major barriers entering Japan due to regulations protecting small retailers. It overcame this by establishing a joint venture in 1991, becoming the largest toy retailer in Japan within 20 years due to its large stores, direct buying from manufacturers, and adapting products for the Japanese market. Toys "R" Us now operates internationally with over 1,500 stores in 33 countries and revenues of $13.6 billion, pursuing strategies like eco-friendly toys and internet retailing to adapt to changing demographics.
The document compares the potential savings from using Eco-Groomers at Mammoth Mountain and Vail Resorts compared to traditional snowcats. It estimates that Mammoth Mountain could save $787,400 annually and $3.94 million over 5 years by replacing 3 of its snowcats with Eco-Groomers. For Vail Resorts, the estimated annual savings are $3.4 million with total savings of $17.2 million over 5 years by replacing 20 of its snowcats with Eco-Groomers. The Eco-Groomer is a new snow grooming device that uses tillers and tracks to process snow more efficiently than traditional snowcats.
The document discusses a planned collaboration between Abercrombie & Fitch (A&F) and Ralph Lauren to launch a new menswear collection. The 10-piece collection will launch between June and July 2016 in A&F's 275 stores worldwide. The objective is to attract Millennial customers aged 20-29 years old and reboot A&F's brand image. A&F has struggled with sales recently as customers are less interested in its logo-heavy clothing. The collaboration leverages Ralph Lauren's classic American style to draw customers back. Marketing will target Millennials through social media promotions and launch events. The collection will be sold at A&F stores in the US and 22 international flagship stores.
LeapFrog is developing a marketing plan to capitalize on the $78 billion worldwide toy market. They aim to increase profits by 37% by 2013 by expanding into new markets with multi-lingual toys, focusing on higher margin software, and increasing marketing spend. LeapFrog faces competition from major toy companies like Mattel and Hasbro as well as niche learning toy brands. The marketing plan recommends building globally-focused toys, boosting software offerings, ramping up advertising, and potentially acquiring other learning toy companies.
HERO® Presents 001: How rag & bone and John Hardy see the future of retail.HERO®
A series of invite-only events bringing together CHANGEMAKERS, creators and INNOVATORS in global retail, fashion, technology and commerce.
To find out more, visit http://bit.ly/HeroPresents
Advertising has no future. Unless it works today.Zoheb Raza
Brands are increasingly trying to align themselves with social causes through "woke" advertising campaigns. However, it is difficult for brands to convince consumers that these efforts are authentic. Gillette's recent ad on toxic masculinity was polarizing but seen by some as brave for addressing important issues honestly. For woke ads to be effective, brands must tell compelling stories that consumers can relate to and ensure their messaging aligns with the company's true principles. However, brands also risk appearing inauthentic if their social stances seem opportunistic or contradict other business decisions. Striking the right balance is a ongoing challenge for advertisers seeking to appeal to younger, socially-conscious consumers.
This document provides an executive summary and table of contents for a marketing campaign plan for Pizza Hut. It summarizes research conducted by dividing team members into four groups to study consumer insights, digital media, brand history, and internal/external relations. Through focus groups, surveys, taste tests and interviews, the research uncovered that while consumers like Pizza Hut's pizza, its branding and digital ordering processes are not distinguishing it from competitors and many consumers remain unaware of new options. The document outlines three target audiences segmented by ordering behavior and proposes strategies to incentivize each group to increase digital ordering, including exclusive promotions, an enhanced app experience, and a loyalty rewards program.
Toys "R" Us is facing challenges as it is no longer the dominant destination for toy shopping. Research found a disconnect between what toys parents think their kids are playing with and what kids actually play with. The document proposes a new brand strategy for Toys "R" Us to focus on the relationship between parents and children through play. It would position the store as a place where parents can bond with their kids through toy shopping. A rebranding campaign including in-store, digital and traditional advertising would encourage parents to make toy shopping a special bonding experience with their child.
This document analyzes McDonald's advertising strategies from the 1960s to present. It finds that McDonald's ads increasingly targeted children over the decades by featuring children in commercials and the character Ronald McDonald. The use of upbeat music aligned with American culture at the time also aimed to attract children. While food was prominently displayed in early ads, later ads focused more on toys, characters and family dining experiences. By targeting children, McDonald's was effectively targeting parents and families who accompany children to restaurants.
Forever 21 is a major American fast fashion retailer known for providing trendy styles at affordable prices. It currently operates over 500 stores worldwide. This document outlines Forever 21's history, brand identity, target customers, competitors, cultural and fashion trends, and proposed plans to launch an activewear line. The line aims to attract young customers on a budget by delivering trendy, affordable, and functional activewear inspired by current styles blending athletic and casual looks. A six-month buying plan and assortment plan by size are also presented.
Mattel launched a publicity stunt in 1977 where they decorated an entire street in Manchester pink to promote their Barbie doll. They painted the exterior of 70 homes, streets, windows, and roofs bubblegum pink. This generated an estimated 100 million media impressions. The unique pink street was a bold visual stunt that effectively promoted Barbie.
Starbucks implements a name-on-cup campaign where they write customers' names on receipts and cups. This personal touch creates an emotional connection with customers and has led to many new, younger customers sharing photos on social media which further promotes the brand.
Innocent Drinks places tiny knitted hats on their smoothie bottle lids during winter. The cute hats
Monki is a clothing brand that targets women aged 16-27 living in urban areas. Their marketing strategy focuses on social media and digital communication to match their audience's preferences. They analyze their target demographics and competitors through market research and SWOT analysis. Monki aims to offer competitive prices, student discounts, and personalized experiences on their website and app to increase sales and market share. They also promote their ethical practices and support charitable causes to build positive brand awareness.
My Miny Me is a boutique that sells high-fashion children's clothing and accessories. It is proposing to open a store in Greenbelt, Maryland. The store will target mothers who want their daughters to wear runway fashions and cultivate their taste. The proposed location has good foot traffic and nearby demographics of professionals and families with income averaging $82,000. The store will focus on limited inventory of select designer brands to channel trends and offer private shopping and birthday party experiences.
This document summarizes three major consumer and media trends for 2017: 1) Noise-cancelling consumers who are exposed to many ads each day and seek brands that meet their needs in creative ways. 2) The rise of direct selling as online shopping and delivery options grow. 3) The evolution of mobile payments and virtual currencies as generations who grew up digital become of age. Examples are given of companies innovating in these areas like Amazon, Starbucks, and Nike. The conclusion is that marketers must prepare for these changing consumer behaviors and payment preferences.
Victoria's Secret is the leading specialty retailer of women's intimate apparel. It targets middle-class women aged 21-49 who want to feel and look sexy. The company uses various marketing strategies to reach its target market, including coupons, special offers, and incentives. It communicates through various channels like internet, email, television, print ads, and digital advertising. Victoria's Secret also has a PINK line targeting younger women aged 16-29 with more casual styles. Financial analysis shows Limited Brands, which owns Victoria's Secret, has grown its net income over the past three years, though it declined initially during the recession.
This document summarizes the marketing strategy of American Girl, a company that sells 18-inch dolls. It discusses American Girl's history and target markets, which are girls ages 6-12 and their parents. The company's positioning is "follow your inner star" and celebrating girls. Key competitors are indirect. The marketing objectives are to increase brand preference, traffic to stores and websites, sales of multiple products, and engagement through experiences and social media. The communication tools used are social media, email, point-of-sale marketing, and video. The goals of the messaging are to focus on emotional benefits and have clear calls to action.
This document discusses the importance of imagination and play in children's development. It argues that there is too much focus today on success and activities at the expense of unstructured playtime. Toys "R" Us aims to preserve playtime and keep imagination alive by providing a space where kids can simply be kids and let their creativity thrive. The stores offer excitement and allow kids' natural ability to play and dream without limits. By embracing imaginative play, Toys "R" Us hopes to give children the gift of childhood and push innovation forward.
How can diversification be used as a strategic marketing communications tool? We look at why the diversification trend is gathering pace and three ways brands can use diversification to grow.
The real difference between low cost and high-cost candychapterinlife77
Higher-end candies have higher prices due to factors like elaborate packaging that creates a sense of luxury and gifting, minor differences in ingredients like using real fruit juice instead of artificial flavors, and artisanal production methods involving small batch and handmade processes. While the candy itself may be nutritionally comparable to cheaper options, premium brands spend more on marketing, ingredients, and production techniques to cultivate an image of sophistication and exclusivity for wealthier consumers.
The document discusses plans for a Henri Lloyd pop-up store at the new Boxpark location in Croydon, UK. The pop-up aims to engage younger consumers by incorporating retail trends like technology, personalization, and education. It will utilize an interactive table, video walls, and demo area to showcase products and brand heritage. The 12-month pop-up seeks to inspire new customers and integrate the physical and digital shopping experience through features like click-and-collect. Its goal is to strengthen Henri Lloyd's presence and better connect with consumers in the up-and-coming Croydon market.
The document summarizes the marketing strategies of American Girl, a company that manufactures historical dolls and accessories for girls ages 3 to 13. It discusses how American Girl brands its products through logos, doll appearances, and marketing campaigns. The company targets mothers and daughters through catalogues, magazines, and social media promotions. It also aims to educate girls about American history by representing different cultures and time periods. The document evaluates American Girl's pricing, advertising, and opportunities to expand its product lines, branding, and cultural representation through additional marketing research.
Toys "R" Us was founded in 1957 by Charles Lazarus and captured 20% of the US toy market by 1988. It faced major barriers entering Japan due to regulations protecting small retailers. It overcame this by establishing a joint venture in 1991, becoming the largest toy retailer in Japan within 20 years due to its large stores, direct buying from manufacturers, and adapting products for the Japanese market. Toys "R" Us now operates internationally with over 1,500 stores in 33 countries and revenues of $13.6 billion, pursuing strategies like eco-friendly toys and internet retailing to adapt to changing demographics.
The document compares the potential savings from using Eco-Groomers at Mammoth Mountain and Vail Resorts compared to traditional snowcats. It estimates that Mammoth Mountain could save $787,400 annually and $3.94 million over 5 years by replacing 3 of its snowcats with Eco-Groomers. For Vail Resorts, the estimated annual savings are $3.4 million with total savings of $17.2 million over 5 years by replacing 20 of its snowcats with Eco-Groomers. The Eco-Groomer is a new snow grooming device that uses tillers and tracks to process snow more efficiently than traditional snowcats.
Mammoth Lakes HSIP 2013 (Application and Attachments)Carson Quam
This document provides details on a proposed Highway Safety Improvement Program (HSIP) grant application from the Town of Mammoth Lakes, California. The project involves safety improvements along Main Street between Sierra Boulevard and Minaret Road, including adding sidewalks 10 feet wide, widening shoulders to 8 feet, and installing street lighting at 75 foot intervals. An existing retaining wall will be reconstructed to provide additional space for the sidewalk and shoulder. The application includes vicinity maps, project maps, photos of existing conditions, collision diagrams showing accident data and locations, cost estimates broken down by construction item and countermeasure, and a letter of support from Caltrans District 9.
Comparison of Jackson Hole, Mammoth Mountain, Whistler Blackcomb, Vail and Ot...Unmetric
Take a deep dive in to the social media habits of America's top ski resorts including Jackson Hole, Mammoth Mountain, Whistler Blackcomb, Vail, Aspen and other top resorts. See how they keep their fans engaged during the off-season and the campaigns and content that performed the best in the second quarter of 2015.
Este documento presenta tres puntos clave sobre la preparación de una demanda de inversión: 1) El marco legal de inversiones, incluyendo la proliferación de tratados bilaterales de inversión y el aumento de disputas inversor-Estado; 2) El ejemplo del caso SGS c. Paraguay donde la cláusula paraguas en el TBI permitió que SGS presentara un reclamo bajo el tratado por incumplimiento contractual; 3) El ejemplo del caso Aguaytía c. Perú donde Aguaytía basó su reclamo en un
This document is an advertisement for an event hosted by Pellethead.com to celebrate their 25th anniversary and thank customers. The event will take place on June 11th and 12th from 9am to 3pm, featuring free food and drinks, prizes including pellets and pellet grills worth over $1000, and seminars on pellet stove operation. Customers are encouraged to attend and refer friends to receive discounts.
What Is Indianapolis Supplemental Needs Trust?Paul Kraft
You may have a family member with special needs. People with disabilities often rely on need-based government benefits. Learn more about Indianapolis supplemental needs trust in this presentation.
Fannie Mae surveyed 3,400 people including homeowners, renters, and those with underwater or delinquent mortgages about housing sentiment. They found that while consumers remain committed to homeownership, they are more cautious and focused on sustainable housing. Two-thirds see it as a good time to buy, and non-financial reasons like safety and school quality were cited more than economics for wanting to own. Most believe it is now harder to get a mortgage than for previous generations.
La Web 1.0 permitía almacenar y compartir recursos en Internet pero las páginas eran estáticas y los usuarios tenían un rol pasivo. La Web 2.0 permite a los usuarios interactuar y colaborar generando contenido en comunidades virtuales a diferencia de solo observar contenido en la Web 1.0. Ejemplos de la Web 2.0 incluyen redes sociales, wikis y blogs donde los usuarios pueden crear y compartir contenido.
The document introduces the concept of parallel universes according to quantum mechanics. It discusses how Schrodinger's equation supports the idea that subatomic particles can exist in multiple places at once, and how this principle could apply to entire universes. The document also notes that the universe is expanding, and speculates that black holes may connect to parallel antimatter universes that are the exact opposite of our own.
La tecnología educativa es el resultado de aplicar teorías educativas y prácticas pedagógicas para resolver problemas de enseñanza y aprendizaje utilizando TIC. Ha evolucionado desde los años 50 cuando surgió en EE.UU., dando lugar a enfoques como enseñanza audiovisual, programada e instruccional. Se define como un acercamiento científico basado en sistemas que proporciona herramientas para mejorar los procesos de enseñanza y aprendizaje logrando objetivos educativos de manera efectiva
An overview of potential privacy, legal and ethical risks for the Privacy Impact Assessment (PIA+) of the DEVELOP project’s career development tool, based on the initial user requirements.
Dokumen ini berisi daftar nilai 20 siswa mata pelajaran matematika kelas XI IPA 1 SMA Negeri 19 Kasih Ibu tahun ajaran 2015/2016 dengan rincian nilai harian, mid, semester, dan tugas serta keterangan kualitatif berupa angka huruf dan keterangan tuntas atau tidak. Sebagian besar siswa mendapatkan nilai B dan A serta tuntas, sedangkan 3 siswa mendapatkan nilai C dan tidak tuntas.
1) La deuda externa se refiere al dinero que los países le deben a otros países, bancos u otras instituciones financieras internacionales. 2) A principios de los años 1980, muchos países en desarrollo se endeudaron fuertemente y luego enfrentaron una crisis de deuda cuando no pudieron pagar sus deudas. 3) El pago de la deuda ha tenido efectos negativos en muchos países, como desviar recursos de necesidades sociales como salud y educación hacia el pago de intereses a acreedores externos.
E.S.T. No. 1 "MIGUEL LERDO DE TEJADA" 18 de Septiembre de 2015VJ Medina Ortiz
La ceremonia conmemoró los 30 años de los sismos de 1985 en la Ciudad de México. Se realizó un simulacro dirigido por la Lic. Lorena Islas Badillo. El Lic. Arturo Pozos Merino, representante de la zona 1 Oriente de Operación y Gestión Escolar, pronunció unas palabras. También se tomó protesta a los integrantes de la brigada de protección civil escolar. La ceremonia rindió homenaje a las personas fallecidas y heridas en los sismos, así como a los héroes que arriesgaron sus
Este documento presenta las competencias y resultados de aprendizaje del programa de formación en Tecnología en Gestión Administrativa de Miguel Angel Martínez Barrera. Incluye 11 competencias relacionadas con aplicar tecnologías de información, producir documentos, facilitar servicio al cliente, organizar documentación y contabilizar operaciones. También incluye 5 resultados de aprendizaje enfocados en generar soluciones de información, diseñar bases de datos, operar recursos tecnológicos, gestionar sistemas de información y mantener recursos tecn
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The Teenage Girl as Consumer and CommunicatorHavas PR
Euro RSCG Worldwide PR’s white paper analyzes data from a survey the agency commissioned of 100 girls between the ages of 13 and 18 about their spending and communications habits. The research reveals that the teenage girl contradicts almost all cultural stereotypes in those areas. But the core finding of the white paper is more sociological than statistical. Tearing down another false platitude about teenage girls, the paper proves that a sense of intimacy with a select group of friends and family drives almost all their social interaction—including shopping, which the study characterizes as a core social activity for teenage girls. The findings are helping to launch a new Euro PR initiative. Eventually focusing on teen boys and girls, the first phase is called The Sisterhood.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
My name is Isaura Guillen and I am currently a senior at the California State Polytechnic University of Pomona. I am an Apparel Merchandising & Management Major with an emphasis in Retail. After I graduate in Fall, I hope to find a job in the marketing and merchandising field. My career goals are to be a buyer or Product Development Manager for an ethical and conscious fashion brand. I have previously completed fashion internships to gain knowledge and experience in the industry. I have completed a Public Relations Internship with Infinity Creative Agency in Los Angeles and have volunteered as a guest relations intern for the annual Los Angeles Union Station Fashion Show. Along with these internships I have 5 years of retail and sales experience and 2 years of Retail Management experience. I have an intense passion for the ethical and sustainable apparel industry and look forward to expanding my knowledge after graduation.
dELiA's is launching a new marketing campaign in 2013 to reinvigorate its brand and attract new young customers. The campaign will focus on digital and interactive media like social media, mobile apps, and YouTube to engage dELiA's target audience of trendy teenage girls. The campaign aims to increase sales by 6% through high reach and frequency across media like magazines, transit advertising, banners, and sponsorships of music festivals. The budget allocates 75% to social media initiatives to build brand awareness and change perceptions among teens who are highly engaged with digital platforms.
InDesign Mini Me project for M&S (Individual Negotiated Project) AlexShortland
The document outlines a concept for a "Mini Me" clothing collection for Marks & Spencer launching in Spring/Summer 2019, which will feature matching outfits for mothers and daughters inspired by TV presenter Holly Willoughby's girly and flattering style. Research was conducted on trends, competitors, and the childrenswear market which is growing. The collection aims to boost M&S sales by appealing to both regular customers and those interested in the "Mini Me" trend through quality clothing and a celebrity partnership.
This document provides a campaign plan for Everkin, a phone case and tech accessories company, for their Fall 2019 campaign titled "Made For Everyone." The campaign aims to increase brand awareness and sales by appealing to a broader audience and establishing Everkin as a more gender-neutral brand. Key elements of the plan include situational and market analyses, target audiences of 18-31 and 32-45 year olds, communication objectives of increasing social media engagement and awareness, and tactics such as social media posts, influencer marketing, and search engine optimization.
LG L Integrated Marketing Communications UK Launch ProposalJuan Mejia
The target audience is young women ages 15-20 who enjoy fashion and social media. They influence purchase decisions through online research and consulting friends. They are open to switching smartphone brands and have not decided on an operating system. They share photos and videos online and use their phones for communication. Retailers should enhance the shopping experience through interactive features. The campaign aims to drive 400k units of LG's L series phones between March to August 2012 by positioning the phones as fashionable and affordable for young women.
ThredUp is an online consignment store that sells gently used clothing for women and children. Their target consumer is white females ages 45-54 who are married with 2-3 children. This group values family, fashion, and budget-friendly shopping. ThredUp allows them to indulge in trends without overspending. While not typically using consignment, they seem open to online options. ThredUp aims to increase sales of children's clothing by 20% in four months through a photo-sharing social media campaign that promotes the brand in a sincere way.
This campaign summary outlines a plan to promote Homepage for the Homeless, an online shopping portal that raises funds for a youth homelessness charity. The campaign's objectives are to generate awareness of the portal, convince people to use it as their homepage, and motivate shopping through the portal. The target audience is students at RMIT University. The campaign theme is "Be The Key" and will include distributing flyers and posters at an RMIT open day, playing a promotional video on campus screens, an Instagram photo scavenger hunt with the hashtag #HFTH, and handing out flyers at Australia Post locations. Visuals will feature a keyhole shape and keys in red to stand out against a grey color scheme matching the portal
Hompage for the homless Report - ARSY VARSYyoonsukim1110
The document provides details of an advertising campaign for Homepage for the Homeless, an online shopping portal that raises funds for a youth homelessness charity. The campaign's objectives are to generate awareness of the portal, convince people to use it as their homepage, and motivate shopping through it. The target audience is students, and the campaign will include posters, flyers, and a social media scavenger hunt at the student's university to drive traffic to the portal at no extra cost to online shoppers. Visuals for the campaign materials feature a consistent color scheme and imagery related to homes and keys to represent the theme "Be The Key".
Isabel Woolliss plans to launch a kidswear line called Topshop Girl for girls aged 3-8 as part of her Individual Negotiated Project. The range will launch in March 2019 for Spring/Summer season in 5 flagship Topshop stores in the UK as well as online. It will include categories like tops, bottoms, dresses and jackets. She aims to sell 5,900 units over 12 weeks generating £86,000 in revenue. The line will be fashion-forward and trend-driven to appeal to Topshop's customer base. Site visits to Topshop and competitors found trends and styles that could inspire the new kids line.
This document presents a marketing campaign plan by the Texas Advertising Group (TAG) for JCPenney to target females ages 25-34. TAG aims to increase JCPenney's sales to this demographic by $210 million over one year through an integrated marketing campaign. The $100 million campaign will utilize the existing brand positioning of "We make it affordable, you make it yours" across various traditional and non-traditional media touchpoints. It will focus on the emotional bond customers feel with retailers and the stories they create based on their experiences. TAG conducted extensive primary and secondary research on the target demographic and believes this campaign utilizing creative, media, partnerships and digital/in-store experiences can successfully deliver the $210 million
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The document outlines a holistic communication campaign for a "Next Generation" loyalty and engagement program for Victoria's Secret beyond their current offerings. It includes a situation analysis of their target audiences, psychographic profiles, primary research findings, and goals, objectives and strategies for the campaign, which aim to transition happy shoppers into loyal consumers through innovative rewards and constant engagement.
The document summarizes Buzz Marketing Group's top 10 trends for 2014 based on research with over 30,000 participants. The trends include the rise of Generation C (digital natives aged 10-14), increased mobile internet usage, popularity of sites like Upworthy that share meaningful content, consumers seeking brands with social causes, emerging temporary social media platforms, growing crowdfunding, individuals pursuing creative commerce, brands expanding across media platforms, enhanced photo and video editing, and brand revivals through new marketing campaigns.
The document discusses two advertisements for beauty products that target different audiences. The L'Oreal advertisement featuring Gwen Stefani seems aimed at young teenage girls, portraying an expensive lifestyle. In contrast, the Boots advertisement humorously targets everyday middle-class working women. Audience research is important for determining the target demographic and creating an appealing advertisement. Factors like age, gender, income and attitudes are considered to effectively reach the intended market.
- PacSun is transitioning its marketing strategy from focusing on physical stores to online shopping as the retail industry moves increasingly online, especially among younger generations like Gen Z. The target audience remains 14-24 year olds. Brian, age 18, represents the target market as a Gen Z individual with disposable income from his job that he spends on clothing, games, and activities with friends, with PacSun being one of his favorite stores.
Students in teams of 3 or 4 select a brand/product/service/organization they believe they are the target of and build an integrated communications plan from the brands’ point-of-view.
The document outlines a marketing plan for a new product called Illusion Ink highlighters. It includes sections on company background, product details, advertising objectives, target audience, theme, creative brief, media plan, tactics, timeline and budget. The target audience is college students aged 18-22. The plan focuses on magazine, retail, and social media advertising between July 2017-December 2017 to build awareness and sales of 3 million units.
Similar to dELiA*s: The Social Summer Campaign (20)
2. Executive Summary
dELiA*s has established itself as a trendy retailer for teen girls that offers
the latest clothes, shoes, and accessories. dELiA*s appeal is widespread and
spans teens between the ages of 12-19.
At present, dELiA*s target market consists of 17 year old girls, but dELiA*s
hopes to appeal to a younger 12-14 year old audience, through an
interactive direct marketing campaign. Our campaign is designed to position
dELiA*s as a unique and trendy brand to this younger audience, while
retaining current customers.
The campaign is multifaceted with an emphasis on presenting dELiA*s as
a social shopping experience. Through the Social Summer campaign, we
believe we can positively impact the future of dELiA*s. Explanations and
materials are provided in the text that follows.
With a $500,000 budget, we were able to strategically allocate our resources
across multiple media platforms that we determined would most effectively
reach our target audience. These executions include direct mailings, email
marketing, social media, and point of purchase displays. All communications
are designed to promote a purchase while simultaneously positioning
dELiA*s as the ideal shopping destination for girls and their friends.
We would like to sincerely thank dELiA*s and DMEF for this riveting
opportunity. Crafting the campaign ahead was an exciting process, and we
enjoyed putting our heads together to come up with a fun and creative
direct marketing campaign that is sure to make a summer splash – pun
intended.
i
3. Table of Contents
Market research
1 to 3
evaluation
appendix: A
4 to 5
Timing
Objectives
Overall Strategy
Placement
Creative Strategy
Media Plan
Media Objectives
Media Schedule
Media Tactics
Creative Placements
Detailed Budget
Detailed Impressions
Detailed Frequency
appendix: B
Creative Executions
appendix: C
6
Big Idea
Media strategy
Forecasted Results
appendix: D
6 to 7
Creative executions 8 to 9
Video Advertisement
appendix: E
Strategic Summary
appendix: F
Key Market Areas
appendix: G
Works Cited
ii
10
Outline of Budget
Return on Investment
Company Background
Industry Review
Product Review
Competitor Analysis
SWOT Analysis
Consumer Analysis
Primary/Secondary Audience
Marketing Strategy
budget
10
4. Market Research
Company Background
Delia’s Inc. is a direct marketing and retail company comprised
of two brands, dELiA*s and Alloy. The dELiA*s brand specifically
is a lifestyle clothing company that generates sales through
direct mail catalogs, mall-based stores, and its website. Its
products consist of trendy apparel, accessories, and footwear
for teenage girls.
Industry review
dELiA*s falls into two categories, mail-order houses and
women’s clothing stores. One-third of dELiA*s sales comes
from direct business through its catalog and website. The
emergence of the Internet has affected the ease in which
consumers can purchase items online in the comfort of their
own home. However, the at-home purchases are not in lieu of
traveling to stores. Consumers, especially teenagers, still prefer
tangible clothing items that can be tried on before purchased.
There are currently 110 mall-based dELiA*s stores in 30 states,
which accounts for two-thirds of the brands’ sales. Thus, it is
important to focus on channels that will drive people to dELiA*s
website as well as to its stores.
product review
Products in-stores can also be found directly on the dELiA*s
website and may be featured in their direct mail catalog.
However, dELiA*s also provides a wider assortment and
inventory of items on its website deemed “online exclusives.”
dELiA*s carries various styles to suit individual tastes. Whether
you like prints or solids, floral or lace, skinny jeans or flare, you
can find it all at dELiA*s. All of their clothes are unique, colorful,
and most of all - trendy.
competitor analysis
With their Life Your Life campaign,
American Eagle has successfully
enticed young men and women from
15 to 25 to purchase their simple
yet fashion-forward clothing and
accessories. With over 900 stores in
malls and a sleek website, they have a
strong brand recognition in the minds of
teenagers.
Although on the more expensive end of
teenage apparel pricing, 12 to 14 year
olds seek Abercrombie Kids for its
exclusivity and its essence of privilege.
Its sister company is Abercrombie &
Fitch, a store in which girls aspire to
eventually purchase from.
Hot Topic is a direct competitor of
the graphic tees sector of dELiA*s.
They are known for their pop culture
inspired fashion and the latest in music
paraphernalia. With over 650 stores in
the United States, they are a hot spot in
malls.
PAGE 1
5. Market Research
swot analysis
Strengths
dELiA*s offers up-to-date trends with clothing in a
variety of styles, colors, and fits
Merchandise appeals to a wide range of ages (12 to 17)
Presence on social media with constant, relevant
updates
Opportunities
Trends are always changing; staying on top of them
gains a competitive advantage
The Internet is a growing medium for communication
Teen girls are looking for the status associated with the
store brand, which a campaign can create
PAGE 2
Weaknesses
Price is not always affordable by the target themselves
Number of store locations
Lack of communication about items exclusively online
Threats
Lack of brand loyalty for clothes
Competitors releasing similar styles at lower prices
The need for a credit card makes it difficult for young
teens to order online
6. Market Research
Consumer analysis
Currently, dELiA*s target customer is a 17 year-old girl in high school. However, customers range from 12-17, with the older girls
setting a fashion example for the younger girls aspiring to be like them. dELiA*s challenge is introducing the brand to younger potential
customers. The Social Summer campaign aims to appeal to the entire dELiA*s market with a particular focus on the 12-14 year-olds.
Primary audience
The Stylish Sisters: The Martin sisters, Heather & Annabelle, may not agree on much, but what they do agree on
is that dELiA*s is their go-to for the latest trends and styles to suit their unique tastes. Twelve-year-old Heather loves
dELiA*s whimsical and free style, while Annabelle, 15, likes to explore her edgier style through dELiA*s graphic tees.
The Trendsetting Best Friends: From the moment Lucy McDonough, 13, moved into the house next door to Kate
Simon, 13, the pair has been inseparable. Two peas in a pod, these best friends are excited to start high school, and
make their grand entrance together on the first day of school.
secondary audience
The It Girls: As seventeen-year-old seniors in high school, Michelle, Dani and Cheyenne are no strangers to the
styles and trends available at dELiA*s. These It Girls are engrossed in social media and are looked up to for fashion
guidance. This trio works to be the style icons that the younger set can aspire to be, and dELiA*s helps them achieve it.
PAGE 3
7. Marketing Strategy
Timing
The Social Summer campaign will run for 8 weeks. It will start on Monday, June 24, 2013 and end on Monday, August 19, 2013.
Objectives
Overall strategy
Over the 8-week period, we hope to achieve the following:
Awareness
Raise awareness of the dELiA*s brand so that 60% of the
target audience can identify the brand.
Interest
Increase the readership of dELiA*s catalog as well as the
number of people who interact online by 40%.
Desire
Increase traffic on dELiA*s website and participation on
dELiA*s-related social media content by 40%.
Action
Increase online, catalog and in-store purchases by 30%.
PAGE 4
Primary research was conducted in an effort to understand the
lifestyle and shopping habits of 12 to 17 year old girls. Through
qualitative interviews with middle school teachers, parents, and
siblings of the target market, we found that 12 to 17 year old girls are
in a stage of finding themselves. In doing so, they turn to their group
of friends for everything - advice, gossip, and approval. At this age,
girls share similar styles, hobbies, and interests. They do everything
and go everywhere together. We are positioning dELiA*s as a brand
that brings girls together; dELiA*s combines social interactions with
the latest trends.
dELiA*s varied styles suit all tastes for all friendships and allows girls
to make their own fashion choices while still feeling included. dELiA*s
is the desired destination when girls are shopping together for the
perfect outfit for any occasion.
The campaign will take place in the summer at a time when girls
will be in the position to shop with their friends. School will not be in
session and these teens will have more time to spend together - at
dELiA*s. To entice these girls to purchase, the campaign will offer an
incentive of saving $5 for every $25 spent.
8. Marketing Strategy
PLACEMENT
Our marketing strategy entails placing advertisements in malls in
our key market areas. These areas are likely to be high in traffic
and see the highest return on investment.
The key market areas of our campaign are depicted on the
map. The Mall of America is rated #1 for America’s Most Visited
Shopping Malls with it’s 40 million annual visitors. This mall
receives high traffic for all ages, including our target. The chosen
dELiA*s stores are in high-income areas; as dELiA*s is a high
quality brand, these malls are perfect locations for the local
teens in the selected regions. Additional information about the
specific key market areas is provided in Appendix F.
We will be sending direct mailers to 12-17 year olds in these
target areas. In these key market areas, we will be placing decal
advertisements on escalators in these multi-level malls. Typically,
dELiA*s is on the second floor; since the girls in our target spend
much of their time traversing the mall with their friends, we
predict these girls will use the escalators bearing advertisements,
and visit dELiA*s.
Every dELiA*s store will feature our creative storefront point-ofpurchase display. Advertisements will also be placed on popular
websites to entice online shopping (to be discussed in the media
section). This campaign utilizes a catazine, Facebook, Twitter,
Instagram, and Vine to carry the message of the campaign.
PAGE 5
9. Creative Strategy
Media Strategy
Big Idea
Media Plan
Our campaign is multifaceted but can be
stated as this:
We plan to transfer our message through a variety of media vehicles including direct
mail, online advertisements, and social media. These tactics will be targeted directly
to our audience and give them a reason to make a purchase from dELiA*s.
Media OBJECTIVES
promises
to provide the latest trends
to girls and their friends
so they will always be
together in style.
We intend to make shopping a social
experience, and in this, our tagline will be our
campaign name - Social Summer. The summer
timeframe will appeal to these girls because
they will be out of school and home for the
summer: the perfect time to hang with their
friends.
PAGE 6
Total Reach:
Effective Frequency:
100,000,000
2.5 (on average)
media schedule
10. Media Strategy
Media tactics
Production
Cost
Reach
Frequency
Total Audience
Impressions
Direct Mail Piece
Bags
Postcard
Postage
Total
$78,080.00
$2,800.00
$48,000.00
$128,320.00
16,000
1
16,000
Email
$0.00
550,000
8
$0.00
4,500,000
1
Reach
Frequency
Total Audience
Impressions
4,400,000
Website
Production
Cost
4,500,000
5,000,000
3,000,000
8,000,000
2,000,000
7
5
10
1
35000000
15000000
80000000
2000000
132000000
6,194,810
44,070
44,070
44,070
1
1
1
1
6,914,810
44,070
44,070
44,070
7,047,020
$0.00
545,000
1
545,000
Catazine
$10,000.00
$6,000.00
$16,000.00
$36,000.00
$68,000.00
$0.00
$0.00
$0.00
$0.00
$0.00
Store Front
Online Ads
Teen.com
J-14.com
Seventeen.com
Facebook
Total
Social Media
Facebook
Twitter
Instagram
Vine
Total
$0.00
2,000,000
1
2,000,000
Escalator Ads
$64,000.00
545,000
1
545,000
Creative placements
Banner Ads: Intensive research indicates teen girls are large consumers of various media. 93% of 12-14 year old teenagers spend
time online, so it is essential to place advertisements in online media. Females specifically browse the Internet to keep up with popular
culture. Thus, we have decided to place banner advertisements on sites they frequent, including Teen.com, J-14.com, and Seventeen.
com. We will also be placing sponsored ads on Facebook.
J-14.com
The banner ads on J-14 will entice the
younger age range of the target market
(12-14 year olds) to visit the Social
Summer web page and get involved in the
campaign. The median age of readership
is 13.7 years old. As it is directed to the
younger girls, J-14 offers an interactive
and social experience by including quizzes,
polls, and giveaways.
Teen.com
Our interviews with mothers, babysitters,
and teachers revealed girls, especially 12
to 16 year olds, often look to media for
advice on fashion and growing up, as well
as to keep up with the latest celebrity
gossip. Teen.com encompasses all three of
these aspects. The broad age range allows
many girls to connect with dELiA*s by
placing banner ads on the site.
Seventeen.com
The index on MRI for Seventeen magazine
is 239 for 17 year old girls, so combining
that with the Internet consumption
statistics, we can infer they also visit
Seventeen.com. This site will capture the
attention of the older target market.
PAGE 7
11. Creative Executions
Direct Mail
Imagine the smile on a young teen’s face when she sees mail in her name sitting on the kitchen counter.
The direct mail piece will contain two collectible dELiA*s shopping bags – one for the recipient and one
for her friend. The direct mail piece will only be distributed to girls within key market areas depicited on
page 5. This is to entice them to shop in-store with the bag and participate in the Social Summer’s offers.
Escalator Advertisements
As a creative form of advertisement, we plan to decorate the
steps of escalators with a Social Summer ad depicting dELiA*s
clothes as they “fall” down the escalator and into a dELiA*s
Social Summer bag. This will grab the attention of teen girls
as they wander the mall with their friends, remind them of the
Social Summer campaign, and entice them to visit the store only
steps away.
Storefront
Because shopping is a social activity for these girls, it is vital
to catch their attention while they aimlessly walk through the
mall searching for that perfect top together. The eye-catching
storefront will entice these girls to shop in dELiA*s.
Enhance your
summer look!
All of this summer’s hottest trends
are waiting for you inside.
Back to School
Perfection
Plan the perfect
Sleepover
Hor�copes and
Qu�zes Galore!
All inside for you to enjoy!
PAGE 8
Ready,
Set,
Shop
Together!
The Social Summer gets you ready
for those perfect summer moments
with dELiA*s Shop and Save deals!
Catazine
Because of the unique layout of
the dELiA*s-focused catazine,
consumers will be more likely to
read the content rather than skim
through and toss it. We postulate
that these girls will take the
included quizzes with their friends
as well as look at the celebrity
fashion comparisons, stories, and
horoscopes together. It provides
them with something to read at
sleepovers with their besties, all
while promoting dELiA*s clothes.
12. Creative Executions
Social Media
Young girls are vast consumers of social media and are constantly looking for the approval of their closest friends. By
including a “share” feature on the outfit builder and recent purchases page, these girls’ friends can comment on their
style. This is sure to give them the boost of confidence they need and reinforce their dELiA*s purchase. The preexisting dELiA*s Twitter, Facebook, and Instagram accounts will also prove a useful tool, the regular posts will have
an emphasis on being social. Additionally, we plan to incorporate the new, popular app, Vine. Brief snippets showing
clothing, as well as in-store customers (turned models!) will capture the attention of these teen girls. Who doesn’t
want the chance to act as a model whilst shopping at the mall? Fundamentally, our social media plan is to ensure
these girls are included in the campaign.
Email
Girls between 12 and 17
have personal emails that
are checked frequently.
Emails will be sent once
a week to existing and
prospective customers
on the dELiA*s database
as well as those on the
rented lists. They will be
sent at the beginning of
the campaign, once a
week thereafter for the
entirety of the campaign,
and as a follow-up when
customers abandon their
cart.
Website Tab
When dELiA*s site first
opens, the Social Summer
logo will pop-up welcoming
online shoppers. On the
homepage, the bright
Social Summer logo will
be featured as a tab so
current shoppers will see
the campaign and the
incentives offered. When
clicked, an outfit builder
and social media feed
overlay the dELiA*s page,
allowing each girl to see
others’ shared styles. They
can then share their own
outfit created right on the
site.
PAGE 9
13. Budget
Evaluation
Outline of budget
Evaluation Plan
Awareness:
We will measure the awareness of dELiA*s using the following criteria:
Direct Mail Piece
Email
Website
Online Ads
Social Media
Storefront
Catazine
Escalator Ads
Production Costs
Mail: The number of people who open an email or receive the
direct mail
Online: The number of online advertising impressions
Social media: The number of people who view the Facebook,
Twitter, Instagram, and Vine pages
Mall ads: The number of people who visit the KMA malls
Interest:
We will measure interest using the following criteria:
Online: The number of click-throughs on the banner ads
Social media: The number of “likes” on Facebook and followers on
Twitter, Instagram and Vine
Mall ads: The number of people who walk into all dELiA*s stores
Desire:
We will measure desire using the following criteria:
return on investment
dELiA*s Current Sales
Projected Sales of our campaign
Average Cost of dELiA*s Sales
Average Cost of Sales with our Campaign
Girls Projected to shop at dELiA*s during our campaign
Campaign Budget
Campaign Total
$66,222
$2,480,000
$72.00
$62.00
40,000
$500,000
$377,600
ROI 5.04
Mail: The number of people who bring the Social Summer bag to
the stores
Online: The number of people who place items in their online
shopping cart or visit more than 3 web pages
Social media: The number of people who willingly interact by liking
posts or retweeting tweets
Action:
We will measure action using the following criteria:
The number of people who purchase in-store with the Social
Summer bag or online via the email click-through link. We will be
tracking the total number of purchases throughout the campaign.
PAGE 10
14. Appendix: A
Detailed budget
Direct Mail
Email
Website
Online Ads
Social Media
Storefront
Catazine
Escalator Ads
Production Costs
$128,320.00
$0.00
$0.00
$68,000.00
$0.00
$0.00
$0.00
$64,000.00
$150,000.00
TOTAL
$410,320.00
Direct Mail
Cost of Bags: $2.44 each x 2 per mailing = $4.88
Cost of foldable postcards: $0.14 each
Cost for postage (11 oz.): $3 per shipment
Total per mail piece= $8.02
Sending 16,000 direct mail pieces
$8.02 x 16,000 = $128,320
Online Advertisements
$2.00 per 1,000 impressions (CPM)
Teen.com
(5,000,000 impressions / 1,000)
J-14.com
(3,000,000 impressions / 1,000)
Seventeen.com
(8,000,000 impressions / 1,000)
Facebook.com
Paying for 40,000 click throughs
40,000 x 0.90 = $36,000
Total Online Advertisments = $68,000
x 2 = $10,000
x 2 = $6,000
x 2 = $16,000
at $0.90 each
Escalator Advertisments
$2,000 per escalator per month
x 2 for 2 months
x 2 per mall
x 8 KMA malls
Total = $64,000
We have allotted $150,000 for email, direct mail, website, catazine,
online advertisements and storefront production costs.
Grand Total = $410,320
15. Appendix: A
Detailed Impressions
Direct Mail Piece
Email
Website
Online Ads
Social Media*
Storefront
Catazine
Escalator Ads
16000
4400000
4500000
132000000
704720
545000
2000000
545000
TOTAL
151053020
The impressions
listed are those
calculated for
each medium.
The total number
of impressions
are not unique.
# of people that liked
dELiA*s on Facebook
(691,481) x average # of
friends in our target (10)
Detailed Frequency
Direct Mail 16,000 (reach) x 1 (frequency) = 16,000 impressions
Email 550,000 (reach) x 8 emails a week (freq) = 4,400,000
Website
Monthly unique visitors are between 2.0 and 2.5 million
x 2 months = 4,500,000
4,500,000 (reach) x 1 (frequency) = 4,500,000 impressions
Online Advertisements
Teen.com
5,000,000 x 7 = 35,000,000 impressions
J-14.com
3,000,000 x 5 = 15,000,000 impressions
Seventeen.com
8,000,000 x 10 = 80,000,000 impressions
Facebook Ads
2,000,000 x 1 = 2,000,000 impressions
Total = 132,000,000 impressions
Social Media
Facebook
6,914,810 x 1 = 6,914,810 impressions
Twitter
44,070 x 1 = 44,070 impressions
Instagram
44,070 x 1 = 44,070 impressions
Vine
44,070 x 1 = 44,070 impressions
Total = 7,047,020 impressions
Storefront 545,000 (reach) x 1 (frequency) = 545,000 impressions
Catazine 2,000,000 (reach) x 1 (frequency) = 2,000,000
based on
mall traffic
Escalator Ads 545,000 (reach) x 1 (frequency) = 545,000 impressions
*Assuming that dELiA*s social media posts that are liked or
retweeted are seen by 10 Facebook friends or 10 Twitter followers.
Direct Mail
Email
Website
Online Ads
Social Media
Storefront
Catazine
Escalator Ads
1
9
1
6
1
1
1
1
AVERAGE
3
# of people that follow
dELiA*s on Twitter (4,407) x
average # of follows in our
target
based on current
circulation
based on
mall traffic
16. Back
Front
Appendix: B
Shopping Bags
Direct Mail Piece
Sent to 16,000 households in Key Market Areas - See Appendix A
Each piece contains two shopping bags enclosed in a postcard mailer.
17. Appendix: B
Emails
Sent to girls personal email accounts, these emails introduce
girls to the Social Summer and then continue to remind them of
the campaign and its incentives.
18. Appendix: B
Store Front Mock-Up
Social Summer Logo
A large cutout of the
Social Summer logo will
be hung from the ceiling.
Mannequins
Mannequins wearing dELiA*s
clothes will be positioned
holding a Social Summer
shopping tote.
Hanging Polaroid Photos
Hundreds of photographed social scenarios hung
by string dangle from the ceiling. Polaroids include
silhouettes of girls, reading “You and your friend here.”
20. Appendix: B
Enhance your
summer look!
All of this summer’s hottest trends
are waiting for you inside.
Back to School
Perfection
Plan the perfect
Sleepover
Hor�copes and
Qu�zes Galore!
All inside for you to enjoy!
Ready,
Set,
Shop
Together!
The Social Summer gets you ready
for those perfect summer moments
with dELiA*s Shop and Save deals!
Catazine
As a way to enhance
dELiA*s brand image,
we want to give the
catalog a new spin and
design it like a teen
magazine. Along with
the normal catalog
features, horoscopes,
quizzes and articles will
be featured.
22. Appendix: B
Social Summer Website Tab Pop-Up
Clicking on the Social Summer tab at the top of dELiA*s
website pulls up the outfit builder as well as a social
media feed in which girls share their outfits.
23. Appendix: B
Website Shopping Cart
The cart shows total savings as well as suggested
items that would offer additional savings.
24. Appendix: B
Banner Ads
The banner ads depict teen girls in realistic social scenarios that other
girls can relate to.
25. Appendix: B
Facebook Kit
The redesigned
Facebook cover
photo and logo helps
maintain a consistent
brand image of the
campaign.
26. Appendix: B
Twitter Kit
The recognizable Social Summer
logo as well as photos of
social activities on the Twitter
background further emphasizes
the campaign and its attributes.
27. Appendix: C
ROI Calculation
Girls projected to shop at dELiA*s during the 8 week campaign: 40,000
Average cost of dELiA*s purchase: $72.00
- $10.00 saved with the Shop and Save discount
Total: $62.00
Projected sales of campaign: 40,000 x $62.00 = $2,480,000
Total spent on campaign: $410,320
ROI: (2,480,000 - 410,320) / 410,320 = 5.04
28. Appendix: D
Vine Video
Advertisement
The Vine videos show dELiA*s
unique styles in brief snippets
of friends shopping together
for clothes, shoes, and accessories. These videos will visually appeal to girls on social
media as they will be posted
to Facebook and Twitter.
Our ideas for Vine videos
can be found here:
http://bit.ly/ZIXSuh
Storyboard
29. Appendix: E
Strategic Summary Chart
Marketing Research Conclusions
Strategy
According to our qualitative research, young teens are enticed
by free collectibles.
Establish the Social Summer by direct mailing the “Shop and
Save” collectible tote bags to encourage a purchase.
Middle school and high school girls view shopping as a social
activity.
Place advertisements in malls where these girls shop together,
through executions such as storefront displays and on
escalators.
Girls’ styles reflect their social group and are often similar to
their friends’ style.
Present the Social Summer as an interactive campaign by
placing advertisements in places teen girls will see them
together, such as in the catazine, in malls, and online.
In our research, we found that teen girls are frequent
consumers of online media and social networking sites.
Incorporate banner advertisements, social media, and a tab
on the dELiA*s website to appeal to online media consumers.
30. Appendix: F
Key Market area data
A. Galleria at Roseville
Roseville, CA
Pop. of girls aged 10-14: 4,472
Pop. of girls aged 15-19: 4,051
B. Mall of America
Bloomington, MN
Pop. of girls aged 10-14: 2,142
Pop. of girls aged 15-19: 2,236
C. Riverchase Galleria
Hoover, AL
Pop. of girls aged 10-14: 2,866
Pop. of girls aged 15-19: 2,466
E. Galleria at Ft. Lauderdale
Ft. Lauderdale, FL
Pop. of girls aged 10-14: 3,687
Pop. of girls aged 15-19: 4,140
D. Annapolis Mall
Annapolis, MD
Pop. of girls aged 10-14: 908
Pop. of girls aged 15-19: 984
F. Palisades Center
West Nyack, NY
Pop. of girls aged 10-14: 143
Pop. of girls aged 15-19: 109
G. The Plaza at King of Prussia
King of Prussia, PA
Pop. of girls aged 10-14: 480
Pop. of girls aged 15-19: 448
H. Tucson Mall
Tucson, AZ
Pop. of girls aged 10-14: 1,634
Pop. of girls aged 15-19: 2,140
31. Appendix: G
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