46801673 Cadbury Dairy Milk Report

Natasha Allen | Pierre-Michel Dusserre |Shailesh Iyer

Natalia Meersohn |María José Serres

MARKETING COMMUNICATIONS AND MEDIA MANAGEMENT

MANG6238

January 2011

Cadbury Dairy Milk Pitch

Allen | Dusserre | Iyer | Meersohn | Serres P a g e | 2

CONTENTS

Contents .............................................................................................................................................................................................. 2

Introduction ........................................................................................................................................................................................ 3

Yellow Purple Brown (YPB) ................................................................................................................................................................. 3

Analysis ............................................................................................................................................................................................... 4

Campaign Development ..................................................................................................................................................................... 6

Internal Marketing Campaign ........................................................................................................................................................... 13

Budget ............................................................................................................................................................................................... 13

Measuring Effectiveness ................................................................................................................................................................... 14

Conclusion ......................................................................................................................................................................................... 14

Appendices........................................................................................................................................................................................ 15

References ........................................................................................................................................................................................ 34



INTRODUCTION

The assignment was to pitch for the Cadbury Dairy Milk (CDM) account. The campaign needed to account for competition from

premium continental chocolates and remove the glass and a half slogan.

YELLOW PURPLE BROWN (YPB)

YPB is a fictitious full service agency. Unlike ‘one-stop shops’ YPB lead partnerships with specialist

agencies a la carte, reducing operational costs and maintaining flexibility (Fill, 2005a)

(Fill, 2005d)

HOW WE WORK

To ensure timely delivery of the solution our initial brainstorm included the drafting of a high level project plan (Appendix 1).

As a flat organisational structure; key roles are allocated to drive actions that can then be consolidated as a team.

For best practice a blog was developed to monitor progress and share information. (Appendix 2)



ANALYSIS

CDM AND ITS MARKET

Since 1824, Cadbury has been synonymous as a British brand milk chocolate bar. By 2007 Cadburys held over 10% of the £731

million (Leatherhead Food Research, 2009) UK confectionary market share with 23 types of CDM (Cadbury, n.d.).

In 2010 Cadbury was purchased by Kraft opening up opportunities and concerns. Kraft re-negated on their contract closing a

factory and cutting jobs. (Hillingdon and Uxbridge Times, 2010). Despite Kraft releasing statements to calm fears, their past

behaviour and the introduction of Milka, which could potentially cannibalise Dairy Milk sales, (Petre & Rees, 2010) hasn’t built

trust.

The Cadbury SWOT analysis identified concerns relating to social change and competition from premium chocolatiers (Appendix

7). Premium (70% cocoa) chocolate is considered healthier than milk chocolate, with low fat chocolate holding a high market

share, re-iterating consumers’ health concerns. (BBC, 1998)

Over 30% buy chocolate every week, 70% of those shares with others, countlines account for 40% of sales volumes (Key Note,

2010).

Population, location, average expenditure and leisure activity preferences, provided nationwide knowledge (Appendix 8).

The remote environment analysis highlighted the importance of health (Appendix 12).

CDM COMPETITORS

CDM has three main competitors: Krafts’ Milka,

Mars’ Galaxy and Lindt.

The competitor matrix identified CDMs strengths,

weaknesses and competitive positioning (Appendix

9).

(European Commission, 2010)

CDM had a strong rating for product innovation and social responsibility and priced at 85p/100g.



CDM CONSUMERS

Analysing the consumers’ decision making process saw quality vs. cost concerns (Appendix 11).

E-Surveys and face to face interviews (Appendix 3) gathered more qualitative data. Although only an indicator, not a

representative sample, it showed Cadbury’s high brand awareness despite it not being considered a quality chocolate (Appendix

17).

Consumers are health conscious and efforts are being made to limit fats, salts and sugars in foods (FDF, 2010).

CDM is a childhood memory; the resurgence of retro-style products like Cadbury’s Wispa reflects this (Donohue, 2007).

Meeting with Fallon Agency gave insight to the Cadbury’s Account, including the non-exclusive approach of the ‘nations

favourite’ chocolate (Appendix 13).

PRODUCT RESEARCH

To understand product preferences we conducted two blind taste tests:

GALAXY VS. CDM Split preference, Galaxy considered smoother.

MILKA VS. CDM General preference for CDM as it had a better and recognisable taste.

ANALYSIS SUMMARY

From our research the following elements were identified to drive our campaign:

1. Re-enforce the brand as an integrated campaign

2. Internal Marketing Campaign and maximise distribution

3. Emphasise ethical, health and environmental strengths

4. Emphasis on cocoa not milk, building perception of quality

5. Encourage sharing

TARGET MARKET

Our target market is non-exclusively 18-25 year olds. This follows previous market approaches, re-enforces engagement with

younger audiences, connecting with influencers and a large proportion of early adopters (Appendix 4).



CAMPAIGN DEVELOPMENT

With a clear understanding of the problems the campaign process started.

(Egan, 2007)

CAMPAIGN OBJECTIVES

“Improve the perceived quality of CDM, building on its customer loyalty, emphasise cocoa and Fairtrade attributes. Product

developed to communicate quality and sharing through an integrated campaign.”

BRAND LADDER

The Brand Ladder identified the ideal brand position.

BRAND PROPOSITION

The brand proposition for CDM:

A reminiscent chocolate giving you a tasty moment every bite



CREATIVE BRIEF

Building on the brand ladder and brainstorming (Appendix 16) the creative brief was developed:

Moments was highlighted as the one big thing. Keeping it simple allowed for broad application across numerous platforms.

Importantly, no markets are excluded as moments are common to all demographics and not subject to fashion trends. (The

Write Blog, 2009).

The tagline communicating CDMs’ brand proposition:



CAMPAIGN PLAN

The theme ‘What’s Your Moment’ was developed by integrating platforms around the website; consumers are called to share

their moments online with the chance to feature in the next CDM commercial.

The campaign communicates a one-sided message, appealing to consumers using a slice of life technique (Fill, 2005c). User-

generated engagement has the potential for campaign longevity.

PRODUCT DEVELOPMENT

The CDM SWOT Analysis (Appendix 10) showed, despite competition and health concerns, opportunities with CDMs’ strong

market share.

Product developments were recommended for snack bars and share boxes:

Chocolate square separated and made 50% thinner; improves perceived quality, reduces health concerns and

encourages sharing.

Consider the promotion of CDM Silk as a direct competitor to Galaxy. (Brands Today, n.d.)

DESIGN New packaging maintains the iconic purple, fairtrade logo and product name, the glass and a half full logo is minimised. A unique

code on the inside of the package allows users to register online, building insight.

Seasonal or campaign changes to the package design can be cheaply executed using plastic laminate.

http://yellowpurplebrown.files.wordpress.com/2010/12/dairymilkpackaging1.jpg



CHANNELS

Channel objectives are to re-enforce CDM and engage consumers on the ‘what’s your moment’ campaign.

TELEVISION

30 second commercial (Appendix 20).

WEBSITE

www.whatsyourmoment.co.uk is a video sharing website that

allows users to upload recorded moments and vote for the best

video to be part of the next TV advert.

Links to other online & offline platforms encourages the

generation of a viral campaign.

http://www.whatsyourmoment.co.uk/



PRINT

The Advert:

Full page ads will be used in relevant magazines and newspapers during the campaign. (Appendix 18)

PUBLIC RELATIONSHIP ACTIVITY

Broadsheets are for specific PR activity and select advertising. Tabloids include adverts and a

weekly press release sharing consumers’ best moments, creating a story.

LAUNCH CAMPAIGN On the launch day representatives will be located in key locations by statues of moments made

of mini-chocolate bars, sharing the new look CDM and promoting the campaign. This will be

integrated with Facebook Places moving people from online to on-site.



A Cadbury Tour Bus will travel the UK raising brand and campaign awareness allowing people to record their videos and upload

them inside the bus. This also raises profile in local press.

RADIO 20 second adverts will be aired on three key radio networks. (Appendix 19)

POINT OF PURCHASE Distribution via existing and new Kraft channels to build reach, re-

enforced by an effective communications plan encouraging retailer buy

in.

Leverage partnerships with existing retailers to incorporate CDM into

meal deals. Marks and Spencer interview highlighted the importance of

shelf positioning. (M&S Employee, 2010)

CINEMA ADVERTISING

Combining pre-movie advertising with on-site purchasing reaches

consumers of this popular leisure activity (Appendix 6).

OUTDOOR ADVERTISING

This passive advertising will run in the metropolitan and non-

metropolitan cities (Appendix 15).



MEDIA PLAN

The ‘What’s Your Moment’ campaign launches 1st August 2013 after the 2012 Olympics and outside of any key selling period to

drive market awareness without high ‘noise’ impacts from other competitors.

Go live dates across the different platforms during the eight week campaign:



£13,150,000.00

£1,167,000.00

£728,166.00

£1,236,105.00

£1,361,890.00

£120,000.00£72,400.00

£340,000.00

£500,000.00 £250,000.00 £2,334,445.13Television Total

Radio Total

Magazine Total

Newspapers Total

Outside Advertising Total

Website Total

Launch Campaign Total

Cinema Total

Internal Marketing Total

Contingency Costs

Agency Cost

INTEGRATED MARKETING COMMUNICATION

The campaign is centralised round the website.

To ensure engagement the campaign needs to

be recognisable across different platforms.

INTERNAL MARKETING CAMPAIGN

With concerns over Krafts’ influence on Cadbury, the internal campaign (Appendix 14) will re-enforce the value of CDM as a

brand and minimise risk of brand damaging actions.

Communications are to inform, persuade, remind and differentiate groups (DRIP) as well as aligning transactional behaviour and

affiliations (Fill, 2005e).

BUDGET

Budget for the campaign is approximately £21,000,000, including agency fee at 12.5% commission. (Appendix 5)



MEASURING EFFECTIVENESS

Accountability and accurate measurement of campaigns is essential to provide insights and guide strategic decisions.

Marketing Mix Models enable sales impacts to be quantified against activities establishing effectiveness. (Marketing Analytics,

n.d.)

The Key Performance Indicators (KPIs) should accurately reflect data despite the complications of measuring intangibles

(Barnett, 2010); ROMI and Net Promoter Score are assessed against SMART criteria (Egan, 2007b).

CONCLUSION

YPB was developed to pitch for the CDM account. The ‘What’s Your Moment’ campaign originated from an understanding of the

problems from which clear objectives were set and key elements incorporated.

The concept process developed ‘Moments’ as the one thing. We identified the need for an integrated campaign orientated

around the website, encouraging active participation over the 8 weeks.

We ended by discussing the importance of measuring marketing effectiveness and ensuring agency accountability.



APPENDICES

APPENDIX 1 - HIGH LEVEL PROJECT PLAN



APPENDIX 2 – YPB WORKING BLOG SCREENSHOT

www.yellowpurplebrown.wordpress.com

APPENDIX 3 – YPB SURVEY

http://www.yellowpurplebrown.wordpress.com/



APPENDIX 4 – TARGET MARKET MATRIX

APPENDIX 5 – BUDGET

Item Description Cost Type Approximate

Cost

Television

30 second TV ad to be aired repetitively through

the life of the campaign. To be aired during, films,

comedies and soaps.

Air Time cost for 8 week campaign £12,000,000.00

Advert Production £1,000,000.00

Resources (10 FTE @ £30,000 p/annum = £15,000 (for 6 month assignment) (Salary Track, n.d.) £150,000.00

Television Total £13,150,000.00

Radio 20 second radio ad to be aired repetitively

nationwide through key radio networks.

Air Time cost for 8 week campaign £1,120,000.00

Advert Production (Marketing Minefield, n.d.(b)) £2,000.00


Radio Total £1,167,000.00

Magazines Half Page Advertisements, regularly Ad Slot Cost £718,166.00

Resources (2 FTE @ £30,000 p/annum = £5,000 for 2 month assignment) (Salary Track, n.d.) £10,000.00

Magazine Total £728,166.00

Newspapers

Mixture of press releases and adverts to be run in

national newspapers for the duration of the

campaign

Ad Slot Cost £1,226,105.00

Resources (2 FTE @ £30,000 p/annum = £5,000 for 2 month assignment) (Salary Track, n.d.) £10,000.00

Newspapers Total £1,236,105.00

Outside Advertising Outdoor print displays including public transport

and billboards

Bus Stops (based on 100 bus stops containing the ad in the 8 metropolitan cities each, costing from £120.00 per

ad per week for 50% of the campaign) (Painted Poster Media, n.d.(a)) £96,000.00

In Train (based on 2,000 slots across core commuter networks trains at £30.00 per slot per month for 50% of

the campaign) (Painted Poster Media, n.d.(b)) £60,000.00

Train Stations (based on a national streetliner pack at £491,490 for one month - to be run for 50% of the

campaign) (National Rate Card, 2010b) £491,490.00

Tube Station (based on 287 tube stations in London, with 2 advertisements in each location at £1,400 per site)

(CBS Outdoor, n.d.) £401,800.00

Tube Car Panels (based on 6 sheets for £388 per site per fortnight with approx 200 sites for 50% of the

campaign) (National Rate Card, 2010a) £77,600.00

Billboards (Based on 10 key billboard placements in the 8 metropolitan cities each, costing from £500.00 per

billboard per week for 50% of the campaign) (Painted Poster Media, n.d.(c)) £160,000.00


Outside Advertising Total £1,361,890.00

Website

Production, hosting and maintenance of the

website - including incorporation into data

infrastructure to gather insight.

Production £50,000.00

Hosting (for one year) £10,000.00

Resources (2 FTE @ £30,000 p/annum for 12 month assignment) £60,000.00

Website Total £120,000.00

Launch Campaign Including cost to produce the 'Moments'

construction, resource cost and ongoing bus costs

Moments Construction (based on 15 metropolitan and non-metropolitan areas having one construction, estimated

value £1000 each) £15,000.00

Launch Day Resource Costs (based on 60 employees at approximately £150.00 per day, with 2 employees per

site) £9,000.00

Bus Costs (purchasing at £30,000, sign writing at £5,000 and fitting with AV equipment etc at £5,000) £40,000.00

Bus Resource Costs (based on 2 employees at approximately £150.00 per day for 8 weeks) £8,400.00

Launch Campaign Total £72,400.00

Cinema Advertising Advertising before movies (this is linked in with

on-site purchasing)

Advertising before movies (based on 51 cinemas with 25 screens at £10,000 for 3 cinemas for 2 weeks, to run

for 50% of the campaign) (Painted Poster Media, n.d. (d)) £340,000.00

Cinema Total £340,000.00

Internal Marketing Cost to market across group internally, to inform

and persuade stakeholders. £500,000.00

Internal Marketing Total £500,000.00

Contingency Costs £250,000.00

Agency Cost Commission rate of 12.5% on expenditure £2,334,445.13

Total Campaign Cost £21,260,006.13

APPENDIX 6 – CINEMA CHAINS

The listed chains are the key cinematic distribution channels based on reach. However this is not exclusive.

Cinema Chain Information

Reeltime One of the biggest non-arthouse independent cinemas Caledonian One of Scotland’s largest cinema chains Odeon One of the largest UK operators Apollo Largest UK operator Warner National chain IMAX Involving film experience (3D) UCI Multi-plex segment Cineworld Multi-plex segment

APPENDIX 7 – CADBURY SWOT ANALYSIS

Strengths Strong presence in UK Confectionary Market Familiar brand – strong loyalty Strong Manufacturing competence

Weaknesses Limited portfolio (chocolate and beverage focus) Limited international experience beyond Europe Focus on mass-market products less premium (Green and Blacks partially addresses this)

Opportunities Building on the loyalty and improving attitudinal share Adapt to social trends and focussing on environmental, health and ethical issues Increase efficiency and reducing costs New market opportunities

Threats Introduction of Milka by parent company Social changes: raised concerns over health, ethics, environmental and quality. Competitive pressure from premium chocolate companies

(Business Teacher, n.d.), (Euromonitor Internationals, 2009a)

APPENDIX 8 – MARKET DEMOGRAPHICS

(Office for National Statistics, 2010)

Total Population

15-19 yo 20-29 yo 30-44 yo England Wales Scotland

Male 30,151,000 2,049,000 4,235,000 6,449,000

Female 31,232,000 1,939,000 4,067,000 6,529,000

All 61,383,000 3,988,000 8,302,000 12,978,000 51,446,000 2,993,000 5,169,000

Male % of Population / Age Total

49.12 51.38 51.01 49.69

Female % of Population / Age Total

50.88 48.62 48.99 50.31

% of Total Population 6.50 13.52 21.14 83.81 4.88 8.42

Principle Metropolitan Cities

N. Ireland Gtr London Newcastle Leeds Sheffield Birmingham Manchester Liverpool

1,775,000 7,620,000 274,000 771,000 534,000 1,017,000 464,000 435,000

2.89 12.41 0.45 1.26 0.87 1.66 0.76 0.71 Non-Metropolitan Districts

Leicester Nottingham Bristol Plymouth Stoke-on-Trent Cardiff

295,000 292,000 421,000 253,000 240,000 325,000

0.48 0.48 0.69 0.41 0.39 0.53

Conclusion: 15-29 years old represent only 20.02% of the total population, with 83% of those based in England. London has

the greatest concentration of population followed by Manchester.

Actions: Recommend that the majority of billboard advertising needs to be in highly populated areas namely London and

Manchester for greatest reach. Co-ordinated launch event to take place in all of the afore-mentioned cities / districts as these

represent the highest population concentration areas.

POPULATION EDUCATION GCSE (2+Passes) (%) 17yo Population FE - Full Time FE - Part Time HE - Full Time HE - Part Time

Male 41.20 415.70 519.70 983.60 698.10 364.80 Female 51.90 390.40 533.60 1432.10 841.80 572.10 All 46.30 806.10 1053.30 2415.70 1539.90 936.90



Conclusion: 46% of the population achieves 2+ GCSE passes, showing a split in education. However this does not consider

professional qualifications. Only a small percentage goes onto HE.

Action: Build the campaign in a format that is applicable to those who achieved 2+ GCSE. Remove complexity and encourage

immediate results to please this market. Elements like fair-trade, lobbying etc is more likely to engage those in HE, however our

priority is making CDM a chocolate for everyone so primary focus is on the majority of the population.

POPULATION INCOME Original Income After Tax

Average Household Income £30,390 £22,865 Average Weekly Household Expenditure on Food and non-alcoholic drinks £74.50 16% of total Expenditure

Conclusion: 16% of HH expenditure is on food and drinks with an average of £74.50 p/week CDM needs to be priced to fit within

this budget on a weekly basis.

Action: Review CDM price against competitors and consider weekly expenditure of average Household before setting a price.

NEWSPAPER READERSHIP ABCs: National dailies, October 2010

Oct-10 % of Total Newspaper Readership Oct-09 % change The Sun 2,904,180 29.04% 3,026,556 -4.04% Daily Mirror 1,215,081 12.15% 1,295,972 -6.24% Daily Star 793,487 7.93% 836,556 -5.15% Daily Record 320,736 3.21% 339,226 -5.45% Daily Mail 2,129,328 21.29% 2,157,085 -1.29% Daily Express 642,695 6.43% 698,008 -7.92% Daily Telegraph 655,006 6.55% 767,894 -14.70% The Times 479,107 4.79% 571,783 -16.21% Financial Times 401,898 4.02% 412,854 -2.65% The Guardian 276,428 2.76% 311,878 -11.37% The Independent 182,412 1.82% 187,047 -2.48% Total 10,000,358 10,604,859 -5.70%

(Source: Guardian.co.uk, 2010)

Conclusion: The Sun (tabloid) receives the highest readership, with broadsheets being favoured less. This reflects the

educational split across the population.

Action: Run a story across the tabloids on a weekly basis that follows the best and worst of the What's Your Moment user

generated videos, this is entertainment not news and engages readers over the 8 week campaign. Any advertising in

broadsheets should be done in association with specific Press Releases i.e. CDM What's Your Moment Campaign purple launch

event.

LEISURE ACTIVITY PREFERENCE Male % Female %

Watching TV 84 85 Spending time with family and friends 75 82 Listening to Music 72 68 Eating Out 60 63 Sports / Exercise 38 42 Reading 57 78 Days Out 38 61 Shopping 36 78 Going to pubs/clubs/bars 50 40 Internet / emailing 48 41 Cinema 42 43 Playing Computer Games 28 0

(Date: 2006/2007)

Conclusion: Television is the highest activity, time with family and friends are obviously important. For men listening to music

rates high, whereas women rate shopping as a high leisure preference



Action: Ensure that the Television Ad is well placed with the right frequency to viewers (most preferred leisure activity). As part

of NPD it is essential to develop sharing boxes for friends and family. With music receiving a high rating Radio Ads needs to be

incorporated into the promotional mix. For Women shopping is high so good POP displays need to be focussed on. Noting

cinema as a high preference Movie advertising with on-site sale of chocolate is a further channel to implement.

TV VIEWING BY AGE GROUP 16-24 % 23-34 % 35-44 %

News 48 63 70

Films 76 71 68

Comedy 71 63 60

Live Sports Coverage 30 49 52

Wildlife 28 40 46

Soaps 55 43 40

Food & Cookery 21 35 35

Quiz Shows 28 26 26

Current Affairs / Politics 13 25 29

Home & DIY 19 31 36

Gardening 5 13 22

Reality Programmes / Observational Documentaries 40 35 27

Popular Music Programmes 42 27 22

(Date: 2006/2007)

Conclusion: 16-24 yo prefer films and comedy to documentaries, politics or news style programmes, however this shifts to a

more even spread as the age increases. The constant high is films and soaps also remain fairly constant across the age range.

Actions: Advertise within films, comedies and soaps as a priority.

APPENDIX 9 – COMPETITOR MATRIX & TREND TABLE

Competitor Matrix:

Cadbury Dairy Milk Kraft Milka Mars, Galaxy Lindt (& Sprungli)

Locations Western Europe (less international exposure)

Global (49% of Business in North America), (Kraft Foods, n.d.)

UK, Middle East, Africa Europe

Market Share UK - Approx. 30% (Riley, 2009)

Second Largest Food Company Globally (Kraft Foods, 2009)

Global – Approx. 5.3% (Euromonitor International’s, 2010)

Global – Approx. 1% (Euromonitor International’s, 2009b)

Strategy Spots vs. Stripes; Pint and a Half Productions

“Delight Global Snack Customers; Unleash the Power of our Iconic Heritage Brands; Create a Performance-Driven, Values Led Organisation” (Kraft Foods, n.d.)

The Five Principles: Quality, Responsibility, Mutuality, Efficiency and Freedom (Mars, n.d.)

The Lindt Promise (Lindt, n.d.)

Core Product Cadbury Dairy Milk Various Brands Various Brands Lindt Excellence

Strengths Strong loyalty and well established in the UK

Control of Cadburys, strong global presence and market share.

Aligned to key trends of health and addresses environmental concerns; Rainforest Alliance Certified (Galaxy, n.d.)

Recognised as a premium chocolate re-enforced with Lindt Boutiques. Quality and sustainably produced.

Weaknesses Subject to Kraft, high level of competition, market share being lost to premium chocolates

Impersonal and currently not recognised in the UK

Direct competition from Dairy Milk

Niche premium chocolate market only.

Advertising Campaigns

A Pint and a Half Production and Spots vs. Stripes

Cows Undercover It not only tastes good it does good

Roger Federer and Do You Dream in Chocolate

In summary CDM showed:

Strong brand association in the UK

Strong competition from like and premium brands

Not recognised as a quality or healthy chocolate

Competitor Trend Table:

Milk Bar brand Dairy Milk mark Galaxy mark Milka mark Excellence mark Aero mark

Fair trade Fair Trade (Kraft Foods, 2010e) Certification (Fair-trade Foundation, 2009) Fair Trade blog (Cadbury Blog, 2009)

5 Rainforest Alliance certification (Rainforest Alliance, 2009)

5 Kraft Better world program (Kraft Foods, 2010f)

1 Supplier Code of Conduct and Compliance Declaration set by Lindt (Lindt, 2010)

2 Nestle + fair trade = Kit Kat only (Nestle, 2010c)

1

Sustainable development

Cadbury Purple Goes Green 2008 (Business in the Community, 2008) Kraft Better world program (Kraft Foods, 2010f) Corporate awards for responsibility Cadbury member of SEDEX (Supplier Ethical Data Exchange, 2010)

3 Rainforest Alliance certification (Rainforest Alliance, 2010) Mars member of SEDEX (The Supplier Ethical Data Exchange, 2010)

5 Kraft Better world program (Kraft Foods, 2010f) Corporate awards for responsibility Kraft member of SEDEX (The Supplier Ethical Data Exchange, 2010)

1 Internal Environmental Policy 2008 awarded by Carbon Disclosure Project for Leadership and Achievement in Sustainability with US subsidiary (Ghirardelli) (Stopwaste, 2010)

3 Nestle corporate responsibility (Carbon Disclosure Project, 2010) Nestle engagement in CO2 reduction

1

Healthy British Heritage milk chocolate Continental Chocolate

Fresh milk Ghanaian cocoa Total fat: 29.8g per 100g (Cadbury, 2010) The New York Academy of Medicine honoured Kraft Foods for our long-standing commitment to health and wellness (2009) British chocolate: The iconic Cadbury Dairy Milk was introduced to the British market in 1905, but the story that lead to the most famous range of British chocolates started long before. (Kraft Foods, 2010a)

3 Skimmed milk powder cocoa ingredients (cocoa butter, cocoa mass) Total Fat: 32.5g per 100g British chocolate: GALAXY® Think chocolate. Think GALAXY. ® "Smooth and creamy GALAXY chocolate is your perfect partner in chocolate indulgence. Since its launch in 1960" (Mars, 2009b)

2 skimmed milk powder cocoa butter Total Fat: 29.5g per 100g Continental Chocolate: Milka Suchard's Alpen-Milch Chocolate Suchard’s lilac legend, Milka, was brought to life in 1901.(Kraft Foods, 2010b)

2 Milk, Cocoa butter, Total Fat: 15g per 100g Continental Chocolate: Lindt EXCELLENCE is chocolate in its purest form: the exquisite result of over 160 years of dedication and craftsmanship by our LINDT Master Chocolatiers.(Lindt, 2009a)

3 Modified Milk Ingredients, Cocoa butter, (Nestle, 2010a) Total Fat: 30.9g per 100g (Aero Chocolate, 2010b) British chocolate: Aero was introduced in the North of England in 1935 as a ‘new chocolate’ and proved so popular that sales were extended throughout the UK by the end of the same year. (Nestle, 2010b)

1

Charity Since 2006: Cadbury Wishes with Make-A-Wish Foundation® (Cadbury Make a Wish, 2010)

4 Ø 0 Ø 0 April 2010, Lindt USA Announces 'Lindt Unsung Heroes of Autism'

1 Ø 0

Social Responsibility

3.75 3 1 2.25 0.75

Waitrose 230g 0.87 125g 1.11 100g 0.97 100g 1.78 120g 0.88

ASDA 230g 0.774 125g 0.8 100g 0.87 100g 1.78 120g 0.625

Sainsbury's 230g 0.86 125g 0.79 300g 0.66 100g 1.78 120g 0.66

Tesco 230g 0.87 125g 1.12 100g 1.09 100g 1.39 120g 0.83

Average Online Price per 100g

230g 0.84 125g 0.96 125g 0.90 100g 1.68 120g 0.75

Ranges of Dark Chocolate

(7) Bourneville (Cadbury, 2009b) 3 (1) Smooth Dark 1 Ø 0 (11) Excellence: 50%, 60%, 70%, 85%, 90%, 99%, Orange Intense, Chilli, Ginger, Mint Intense, Dark Roasted, (3) Petites Desserts: Dark Orange, Crème Brule, Tiramisu

5 Ø 0

Ranges of milk bar flavour

(23)Cadbury Dairy Milk Caramel (Kraft Foods, 2010g), Crunchie, Fruit and Nut, Turkish, Wholenut, Bubbly, Miniatures, Freddo (Cadbury, 2009a)

5 (9) Galaxy Caramelised Hazelnuts; Galaxy Milk; a little extra milk;

3 (5) Choco & Rice Tablet, Choco-Swing Biscuit, Triolade, Toffee Whole Nuts,

2 (2) Excellence: Extra Creamy, Milk Roasted Almonds (4) Swiss Classic:

3 (2)Aero for me: Aero Milk Bubbles Pack/Snacksize/Minis Aero Peppermint Bubbles Pack/Snacksize/Minis (Aero Chocolate,

1



Caramel; Ripple 4-pack; Orange & Shortcake bar; Smooth Truffle; Raisin, Almond and Hazelnuts; Cookie Crumble (Mars, 2009a)

and Alpine Milk Milk chocolate, Double milk chocolate, Hazelnut, Hazelnut & Raisin

2010a)

New taste or product development

Dairy Milk Bliss (YouTube, 2009) Cadbury Luxury Selection Praline (Kraft Foods, 2010d)

3 In 2007, new Galaxy shape Smooth dark chocolate (Galaxy Chocolate, 2008a) Galaxy® Bubbles Milk chocolate (Galaxy Chocolate, 2008b)

3 Milka Imagine pralines (Kraft Foods, 2010c)

1 (9) Excellence: Caramelised Hazelnut, Crunchy Caramel, Touch of Sea Salt, Swiss Classic: Milk Caramel Petites desserts: Tarte citron meringue Mousse au chocolat: Dark, Milk, Hazelnut Swiss Classic: Double milk caramel chocolate

4 Ø 0

Sharing packs (8) CDM Sharing Pouches & Chunks Bag: Caramel, Wholenut, Fruit and Nut, Dairy Milk

4 (1) Minstrels pouch 1 (6) Milka Milk Miniatures Bag Milka Travel Pack Milka Cow Milka Mix Milka Lunch Bag

3 (4) Lindor Boxes: White, Assorted, Milk, 60% (1) Petites desserts -200/400g- (1) Pralines du connoisseur -200g/1Kg- (Lindt, 2009b) Minimum 6 euro

3 (4)Aero for me: Aero Milk Bubbles/sharing bag/Multi-pack Aero Peppermint Bubbles sharing bag/Multi-pack

3

Product Innovation

3.75 2 1.5 3.75 1



APPENDIX 10 – CDM SWOT ANALYSIS

Strengths

Fair-Trade Status

Familiarity and Loyalty in the UK

Variety

Weaknesses

Seen as low quality

Association with milk not cocoa

Opportunities

Promote Strengths

Address threats

Build on the loyalty

Threats

Competition from premium chocolates

Raised health and ethical concerns

APPENDIX 11 – CADBURY CONSUMER DECISION MAKING PROCESS

Decision Making Stage Cadbury Consumer – Snack Bar Cadbury Consumer – Share Box

Problem Recognition 48% Impulse purchase.

Health consideration. (Keynote,2010)

Cost vs. Quality Decision. Influence on

decision by receiver

Information Search Internal Search Limited Problem Solving

Alternative Evaluation Internal Search Brand Recall and Brand Value comparison

Purchase Decision Routinised Response Behaviour Evaluation based on considerations

Post-Purchase Evaluation Direct Product Experience Direct Product Experience

(Fill, 2005b)

APPENDIX 12 – PEST ANALYSIS

Political

In 2008 the government pledges £75million to address

childhood obesity, impacting OfComs decision on

advertising ‘junk foods’ to children (Sweney, 2008)

Economic

Trader purchased Europe’s Cocoa beans, increasing cost

(Siburn & Wallop, 2010)

Social

Increased health concerns and preference for premium

chocolate

Technical

Kraft produces Milka using powdered milk, concern that

this cost effective method will be implemented in Dairy

Milk (Petre & Rees 2010)

APPENDIX 13 – FALLON MEETING BRIEF SUMMARY

The ‘Gorilla’ campaign came about because it was identified that Cadbury didn’t relate to younger people despite being

the ‘nations favourite’.

Typically Cadbury sales fluctuate between 1-2% every year; it increased 7% after this campaign.

Cadbury’s is a generous brand it is not a hard sell, it’s about putting a message not just a TV ad out there.

The campaign (along with Cadbury Music) was about giving moments of joy, not just chocolate.

The public will do what they want it is about constant questioning and being flexible and responsive.

Cadbury Dairy Milks’ targeting is about not excluding anyone; however their key target market is 18 – 24 year olds.

(Fraser, 2010)



APPENDIX 14 - INTERNAL MARKETING BEST PRACTICE:

(Mulhern and Schultz, n.d.)

APPENDIX 15 – POSTER / BILLBOARD LOCATIONS

Bus Stops:



In-stores:

Pole Kiosk:

In-Tube:



Billboards:



APPENDIX 16 – CREATIVE BRAINSTORMING

APPENDIX 17 – YPB SURVEY RESULTS

From 67 different respondents, 44.8% female and 55.2% male from 16 to 61, key findings were:

Over 40% of respondents recalled Cadbury’s brand with chocolate

66.7% reported feeling happy, 36.4% relaxed and 21.2% said other

Perception of CDM was a cheap, sweet chocolate, nice but other options often preferred.


APPENDIX 18 – MAGAZINE AND NEWSPAPER CHANNELS

Magazines:

Magazine Demographic Profile

Circulation Readership Readers per Copy

Frequency Cost for Full Page Ad

Cost for Inside Front Cover / Outer Back Page

Sponsorship Rates for Term of Campaign

No. Of Full Page Ads During Campaign

No. Of Back / Inside Cover Ads During Campaign

Cost for Campaign

Cosmopolitan (National Magazine Company, 2010)

ABC1 - 68% 401,750 1,571,000 Unknown Monthly £21,945 £27,444 2 1 £71,334

Average Age 28

Reach 1 in 3

Male - 10%

Female - 90%

Company (National Magazine Company, 2010)

ABC1 - 75% 217,324 480,000 Unknown Monthly £12,050 £15,060 2 1 £39,160

Average Age 26

Reach 1 in 8

Av. HH Income £48,753

Male - 3%

Female - 97%

Reveal (National Magazine Company, 2010)

ABC1 - 44% 332,212 831,000 Unknown Monthly £15,570 £19,465 2 1 £50,605

Average Age 24

Male - 5%

Female - 95%

Elle (Elle, n.d.) ABC1 - 70% 195,455 789,000 4 Monthly £25,540 £36,440 2 1 £87,520

Average Age 28

Glamour (Glamour, n.d.), (Conde Nast, 2010)

ABC1 - 75% 550,066

Unknown (Global Presence) Unknown Monthly £19,050 0 4 0 £76,200

Age 18-34

Grazia (Bauer Media, n.d.(a)) Average Age 30 228,694 Unknown Unknown Monthly £10,800 £33,235 2 1 £54,835

Heat (Bauer Media, n.d.(a) & (b))

ABC1 Unknown Unknown Unknown Monthly £21,735 £26,082 2 1 £69,552

Age 16-35

Hello (Hello, n.d.) ABC1 - 58% 397,634 1,600,000 Unknown Weekly £20,495 Unknown £42,000 4 0 £123,980

OK (Northern and Shell Network, 2009)

Average Age 36 599,847 2,849,000 4.6 Weekly £19,470 £27,060 4 1 £104,940

Majority Female Readership

ABC1 - 54%

New (Northern and Shell Network, 2009)

Average Age 28 400,189 661,000 Unknown Weekly £16,225 £22,550 4 1 £87,450


ABC1C2 - 70%

Star Average Age 27 317,940 437,000 Unknown Weekly £14,000 £20,295 4 1 £76,295



ABC1C2D - 89%

Now (IPC Advertising, n.d.)

Average Age 28 338,080 902,000 Unknown Weekly £18,000 Unknown 4 0 £72,000

ABC1 - 51%

GQ (GQ, n.d.)

Majority Male Readership 40,000 100,000 Unknown Bi-Monthly £5,379 £8,114 2 1 £18,872

AB - 43%

Average Age 33

FHM (Bauer Media, n.d.(a) & (c))

Majority Male Readership Unknown Unknown Unknown Monthly 21,000 £27,300 2 1 £69,300

Age 18-35

Zoo (Bauer Media, n.d.(a)) Age 16-24 Unknown Unknown Unknown Unknown £8,800 £11,440 2 1 £29,040

TOTALS 10,220,000 £250,059 £274,485 £1,031,083

Top 7 Magazine TOTALS 8,542,000 £172,605 £169,726 £710,966

Recommendations: Total cost to advertise consistently across all the medias mentioned comes to £1,031,083 reaching over 10 million readers (exact figures unknown). To reduce the cost and improve efforts, we recommend targeted approach advertising only in the top 9 magazines based on readership volumes (highlighted blue). This ensures we are getting maximum coverage improving brand visibility. Recommend not to target male orientated magazines as this demographic is unlikely to be receptive to a confectionery product through that medium. This targeted approach will reach approximately 8.5 million at an approximate cost of £710,966.00 By advertising consistently throughout the campaign ensures maximum visibility. Recommendation is to have the first weekly / monthly publication of the campaign period showing an ad on the outside back cover. For the rest of the campaign a full page ad within the first half of the magazine is displayed. Note that a recommended sponsorship campaign is run in Hello which further builds brand reputation.


Newspapers:

Newspaper Type Demographic Profile Readership (Office for National Statistics, 2010) Purpose

Advertising Costs per/week; mon-sat. (full page colour ad)

No. Of Ads during campaign Total Cost

The Sun (News Group Newspapers Ltd, 2010), (NMA, n.d.(a))

Tabloid

Broad Age Range, largest group being 35-44 year olds.

7,860,000 Story & Regular

Advertising £50,975 8 £407,800

Predominantly ABC1C2 Adults.

Majority male readers.

Greatest readership level in London and Central UK.

Daily Mirror (Mirror Group Advertising, n.d.), (NMA, n.d.(b)) Tabloid

Broad Age Range, largest group being 65+


Advertising £36,800 8 £294,400



Greatest readership level in London and Granada ITV region.

Daily Mail (Mail Connected, n.d.), (NMA, n.d.(c)) Tabloid



Advertising £53,676* 8 £429,408


Fairly even split between male and female readers


The Independent (The Independent, n.d.), (NMA, n.d.(d)) Broadsheet

Broad Age Range, largest groups being 15-34 year olds.

679,000

Corporate Press Release & One-off

Advert £11,000 1 £11,000




The Guardian (The Guardian, 2008), (NMA, n.d.(e)) Broadsheet

Broad Age Range, largest groups being 35-54 year olds.

1,205,000


Advert £18,000 1 £18,000




Daily Telegraph (The Daily Telegraph, 2010), (NMA, n.d.(f)) Broadsheet


1,843,000


Advert £24,862 1 £24,862



Greatest readership level in London and Meridian ITV Region.

The Times (The Times, 2010), (NMA, n.d.(g)) Broadsheet

Broad Age Range, largest group being 55-64

1,801,000


Advert £27,195 1 £27,195



Greatest readership level in London.

Evening Standard (London Evening Standard, n.d.), (NMA, n.d.(h))

Free Newspaper

Broad Age Range, largest group being 25-54

1,257,000

Story & Regular Advertising (scc

slots) £1,680 8 £13,440



London Only (overlaps a bit with Meridian ITV region)

TOTALS 23,057,000 £170,512.00 £1,226,105.00 *Monday - Wednesday Only

Recommendations: The majority of newspapers had a fairly evenly spread readership. The tabloids and free newspapers are a platform to share the 'what's your moment' story and to advertise regularly. Whereas the broadsheets


are for more corporate PR purposes with only a couple of advertisements to raise awareness. Total cost of the campaign is estimated at £1.2 million reaching over 23,000,000 readers. These are estimates only are for guideline purposes at this stage.

APPENDIX 19 – RADIO CHANNELS

The Network Radio Demographic

Profile Reach per

Week Cost to Develop Ad (Approximate) (Marketing

Minefield, n.d.) Ad Cost per week (Approximate)

(Radioworks, 2010) Total Cost for 8 Week

Campaign

Capital & Hit Music Network (Global Radio Sales, n.d.(a))

Capital Radio

Adults 15+ 3,579,000 £2,000.00 £60,000.00 £482,000.00

Leicester Sound FM

RAM FM

Red Dragon

96 Trent FM

Total Kiss Network (Kiss 100, n.d.)

Kiss 100 (London)

Under 30 Year Olds

3,000,000 £2,000.00 £40,000.00 £322,000.00 Kiss 101 (S. Wales & S.W. England)

Kiss 105 - 108 (E.England)

BBC Radio Network (BBC, n.d.), (Rajar, n.d.)

Radio 1 11,647,000 £2,000.00 £70,000.00* £562,000.00

Radio 1Xtra 806,000

Galaxy Network (Global Radio, n.d.) Galaxy 100-106 Adults 15+ 3,800,000 £2,000.00 £40,000.00 £322,000.00

Heart Network (Global Radio Sales, n.d.(b))

17 Stations Age Range 25-44 7,988,000 £2,000.00 £40,000.00* £322,000.00

TOTALS 30,820,000 £10,000.00 £140,000.00 £2,010,000.00

Top 3 Networks (Based on Target Market Reach)

14,567,000 £6,000.00 £100,000.00 £1,126,000.00

* Estimation based on RadioWorks advice (Radioworks, 2010).

Recommendations: Total cost to run a radio ad campaign across various networks continuously throughout the 8 week campaign is approximately £2,090,000. Because of the very tailored nature of radio advertising packages this is an estimate only and is for guideline purposes only. To improve cost efficiencies and provide a more specific approach to our target market (18-25) we selected the three networks that best cater to our target market. The radio campaigns call to action is to drive listeners to the website not just as a brand awareness exercise, this approach is best suited to the early adoptive nature of this demographic. By selecting these networks only we reach over 14,000,000 listeners per week for approximately £1,100,0000 (this does not include satellite visitors or any web activity). The networks chosen have localised stations which are more likely to build loyal fan bases (Marketing Minefield, n.d.) resulting in a higher adoption of the campaign amongst it's listeners.


APPENDIX 16 – TV CHANNELS

Channel Which Programme Category Slot

Approximate Showing times Viewing Figures (Daily) (BARB, n.d.)

Advertising Costs per/ad (OptiComm, 2010)

No. Of Ads aired campaign Total Cost

BBC1 London Various 6 - 9pm 27,728,000 £100,000.00 30 £3,000,000.00

BBC2 London Various 6 - 9pm 14,888,000 £100,000.00 30 £3,000,000.00

ITV Various 6 - 9pm 20,384,000 £100,000.00 15 £1,500,000.00

Five Various 6 - 9pm 8,279,000 £100,000.00 15 £1,500,000.00

Channel 4 Various 6 - 9pm 2,603,000 £100,000.00 15 £1,500,000.00

Dave Various 6 - 9pm 3,000,000 (Wikipedia, n.d.) £25,000.00 30 £750,000.00

Film4 Various 6 - 9pm 8,300,000 (per month) (Film4, n.d.) £25,000.00 30 £750,000.00

Totals: 165 £12,000,000.00

Recommendations: The television communication channel is the highest cost coming in at approximately £12,000,000. However with TV being recognised as a key tool to re-enforce brand awareness (OptiComm, 2010), beyond the initial campaign and user generated advert, there should not be the need to continuously advertise on TV and more cost-effective routes can be maximised.


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Documents

46801673 Cadbury Dairy Milk Report