1. Page 1 EXECUTI VE SUMMARY The story began in 1972 when
Snapple was born. Three friends in New York City started selling
their tasty bottles door-to-door. Once Snapple entered local drug
stores, the small business earned its reputation from its humble
beginning. As the brand solidified its presence with improved
distribution, consumers became even more passionate about the
sweetness of Snapple. By the start of the nineties, shoppers all
across America entered convenience and grocery stores searching for
Snapple. They laughed alongside Wendy the Snapple Lady, while their
jaws dropped at Howard Sterns latest anecdote promoting the product
they adored. However, with the turn of the century, Snapples
personality faded due to frequent management changes. This resulted
in the brand losing its competitive identity and soda conglomerates
took notice. In the early 2000s, several new brands of
ready-to-drink teas arrived in the already crowded bottled beverage
market. Always with a humble attitude, upbeat but sometimes offbeat
persona, the brand fought to distinguish itself against its RTD tea
competitors. Today, Snapples story is far removed from its humble
beginnings. Drinkers are not just rotating flavors they rotate
categories. Shoppers no longer visit drug stores to choose between
a Snapple or another tea they are picking up a Dasani at a local
convenience store minutes from their homes. Simply put, our Snapple
story did not just derive from imagination; its narrative was built
through extensive research across the nation. We traveled to
different states to learn more about consumer perceptions and
availability while also consulting numerous secondary sources along
the way. From our research, we discovered that it is impossible to
ignore Snapples uniqueness. The personality of Snapple ignites the
love for the brand that consumers feel nationwide. WITH A RICH
HISTORY AND AN UNMATCHED IDENTITY, THE SNAPPLE STORY IS OPENING TO
A NEW CHAPTER. With a rich history and an unmatched identity, the
Snapple story is opening to a new chapter. It does not deserve to
conclude with consumers ditching the brand for other alternatives.
We developed a campaign that breaks the barriers among bottled
beverages and uncaps Snapple to a refreshingly sweet 2017. Join us
for the journey. TABLE OF CONTENTS RESEARCH 2 How 'bout them
apples? STRATEGY 8 Its ripe for the picking CREATIVE 1 1 Were berry
sure youll like what you see SOCIAL MEDIA 1 3 Weve got some juicy
content PROMOTIONS 1 4 Theyre just peachy SYNERGY 1 8 Theres a
flavor for everyone BUDGET 2 6 We can pay in Snapple caps, right?
CAMPAIGN EVALUATION 2 6 Down to the last drop
2. Page 2 RESEARCH We conducted a massive amount of research to
gain a full understanding of the bottled beverage industry,
including emerging industry trends and why, where, and how often
consumers choose to buy a beverage. In November, we traveled
straight to New York City for a weeks worth of primary research to
better understand the brands biggest market. In addition, we
conducted secondary research with extensive nationwide primary
research visiting 17 states, in both the Heartland and the non-
Heartland consisting of: KEY INSIGHTS Against ready-to-drink tea
competitors, Snapple is perceived as more than just an ordinary tea
with a variety of juice flavors. MACR O I SSUES Health and wellness
is a major enduring trend, and each brand has to compete in that
environment. J. Alexander M. Douglas Jr., president of Coca-Cola
North America1 A HEALTHY LIF E FOR ME The healthy bandwagon has
arrived and consumers are hopping on. With the rise of more
accessible health food stores and an adjusted palette, consumers
now prefer healthier alternatives.2 More importantly, shoppers are
now thinking more consciously about what they eat and drink. Sweet
beverages containing sugar or high fructose corn syrup and
otherwise unhealthy foods and beverages have fallen to the wayside
as customers seek out ingredients they can actually comprehend.3
Theres a reason a new Whole Foods was just built down the road and
theyre not selling Snapple. ITS NOT THE NINETIES ANYMORE Its not
the nineties anymore when Fresh Prince of Bel-Air, Furbies and
Snapple were popular cultural icons. For many consumers, Snapples
identity was built on Wendy the Snapple lady and Howard Stern. With
Snapples celebrity endorsers and flashy advertising now in the
past, other brands have emerged. Consumers simply have more options
and its been almost two decades since Snapple reclaimed its
identity that it has lost over the years. Recent additions to the
RTD tea category dominate with healthy and natural ingredients.
Many convey the product and purpose in their brand names to align
with todays consumer thinking. I think [Snapple] was having a
moment back then. It was super popular in the 90s. I cant remember
the last time I had one, maybe 20 years ago? Kit, New York4 1
Sanger-katz, Margot. The Decline of Big Soda. The New York Times.
The New York Times, 03 Oct. 2015. Web. 16 Feb. 2016. 2 Lempert,
Phil. Being the Shopper : Understanding the Buyers Choice. J. Wiley
& Sons, 2012. 3 Market Realist. Consumer Research. 2013. 4
Personal interview participant There is a clear connection between
the sound of the bottle opening and consumer feelings as a cue for
anticipation of the taste inside. Snapple drinkers are not
exclusively drinking Snapple they choose from a myriad of beverage
options including bottled water and carbonated soft drinks when
making a purchase decision. S n a p p l e s t r u g g l e s w i t h
staying true to its identity in an increasingly crowded bottled
beverage marketplace.
3. Page 3 RESEARCH On the surface, the campaign objectives
seemed very reasonable but digging deeper we found that it required
a 155% increase in nationwide purchase transactions (see chart
above). We believe these objectives will not realistically be
attained. However, we developed solutions which will significantly
increase transactions throughout the country. OBJECTIVES HEARTLAND
Grow brand relevance through engagement tactics with heavy Snapple
users Grow purchase frequency: Grow Heavy User buying rate from 9x
to 10x per year NON-HEARTLAND Drive trial by converting high
awareness (90%) to top of mind awareness (15%) Grow purchase
frequency: Grow Light User buying rate from 1x to 3x per year
OVERALL Grow Snapple volume in the United States 5 Snapple Case
Study. Dr. Pepper-Snapple. 2015. 6 Snapple Case Study. Dr.
Pepper-Snapple. 2015. 5 6
4. Page 4 RESEARCH C ATEGORY OVERVIEW Despite expected growth,
Snapple (7.7%) is a distant fourth in terms of market share
compared to its direct RTD competitors Arizona (17.5%), Lipton
(16.1%), and Brisk (11.7%).7 This is in part due to Snapples
inability to take ownership over its identity in the very crowded
market of bottled beverages. In terms of market share of all
non-alcoholic beverages, tea accounts for just 8% while fruit
drinks account for only 3%. Snapple needs to rethink where it
stands in the category in order to drive trial and frequency.
PRIMARY COMPETITORS Ready-to-Drink Tea Dominating the RTD market
starts with getting consumers interested in what Snapple has to
offer. After capturing consumer interest, theres a higher
likelihood of consumers staying more loyal, thus increasing trial
and frequency. But we know its not that simple, so we turned to
research. Uncovered from o ur Bizarre Bar, a guerrilla research
activation, we found that consumers actually lovethe taste of
Snapple. When selecting from a menu of different drinks, including
competitors Arizona, Lipton, and Gold Peak, consumers chose Snapple
41% of the time and 86% had an overall positive opinion.8 In
addition, 56% of 740 survey respondents ranked Snapple as having an
excellent taste compared to its competitors of Arizona and Lipton.9
This shows that consumers actually enjoy, and most of the time even
prefer the product to other RTD tea competitors. Just ask Sam
Malone theres no one better than a bartender to get people talking.
With our Bizarre Bar guerrilla research execution, we created a
natural conversation over a variety of RTD teas to dig deep into
consumer consideration sets. Participants were tasked with ordering
a tea to try and then start talking. In a natural setting, we
learned firsthand why consumers chose a specific beverage and how
they perceived different beverages. Tea time at a pop-up bar was
one of the highlights of our primary research. 7 Snapple Case
Study. Dr. Pepper-Snapple. 2015. 8 Bizarre Bar. Team 192. September
2015. 9 Survey. Team 192. November 2015. Additionally, according to
Simmons, Snapples brand loyalty index is 112, compared to
competitors Arizona at 74, Gold Peak at 94, and Lipton at 82 (see
table 1). Most RTD tea drinkers are disloyal even to their
favorites, and with the correct messaging, are more likely to brand
switch from other leading tea brands to Snapple. Non- Heartland
consumers will be more likely to brand switch given their low
awareness which influences the consumer consideration set of the
brand due to distribution and advertising. While in the Heartland,
frequency will increase with innovative promotional executions.
Once we drive interest to Snapple and encourage brand switching due
to competitors low loyalty indexes, consumers will be more likely
to consider Snapple and become loyal to it, increasing frequency
and volume. Things just got a lot easier for Snapple. BRAN D
LOYALTY OF PRIMARY COMPETITORS 112 74 94 82 Table 1
5. Page 5 RESEARCH SECONDARY COMPETITORS Beyond Just Tea
Although Snapple currently views itself in the context of the RTD
tea category, there is an opportunity to capitalize on the larger
market of overall bottled beverages. Theres no denying that the
bottled beverage marketplace is volatile and dynamic. Throughout
primary research and secondary insights, we arrived at one
overwhelming discovery current Snapple users and other RTD
drinkers, arent just choosing between RTD tea competitors when
making a purchasing decision, theyre thinking about every bottled
beverage in between. For Snapple drinkers, users usually choose
between bottled water or carbonated soft drinks against purchasing
an additional Snapple.10 Across the LRB market, Snapples inability
to broaden its competitive category and shift its competitive
perception reduces purchase opportunities in the Heartland,
restricts consideration in the non-Heartland, and thereby limits
overall volume. Now its time for Snapple to start thinking like its
consumers. It begins with being braver than any other beverage in
the market. According to Simmons, we know consumers make other
beverage choices. Those that purchase Snapple are more than likely
to also purchase bottled water, with an index of 207. In addition,
Snapple drinkers have an index of 230 for their likelihood to buy
soda. Based on our research, we know Snapple drinkers arent just
going to exclusively drink Snapple. Within Snapple, the key is to
retain current consumers from category switching to bottled water
or soda. Instead of trading in a Snapple once a week for a Dasani
or Coke, lets instead push consumers to switch from a Peach to a
Kiwi-Strawberry. As a result, frequency will increase by reducing
switching to other categories (see table 2). By only competing in
RTD tea and fruit drink segments of the LRB category representing
only 11% of volume,11 Snapple limits its growth potential. If
Snapple begins thinking more like its consumers and expands the
market they compete in, the opportunities significantly expand.
Specifically, by positioning Snapple in the category of tea and
juice as a competitor to bottled water, carbonated soda, and fruit
juice, Snapples competitive segment increases from 11% to 41% of
the LRB market. As a result, a 375% increase in case volume is up
for grabs. Its time for Snapple to take it. Sound familiar? Taco
Bells Think Outside the Bun campaign that dominated the 2000s
encouraged consumers to start thinking about something more than
just hamburgers. They changed their perception by expanding into a
broader category. This directly affected how they were perceived in
the consumer consideration set against McDonalds, Burger King, and
Wendys. This proved successful as sales increased by almost 5% in
its introductory year and it didnt take talking Chihuahuas to
achieve the increase.12 Water will always be the healthiest
alternative, of course. But life is too short to just drink water.
Rodrigo, Virginia13 10 Survey. Team 192. November 2015. 11 Snapple
Case Study. Dr. Pepper-Snapple. 2015. 12 Enz, Cathy A.
Multibranding at Yum! Brands Inc: Thinking Outside the Bun. 2005.
13 Personal interview participant Table 2COMPETITIVE IN SIGHTS
6. Page 6 RESEARCH IMPULSE BUYING The nature of RTD beverages
is that theyre easy to drink as a grab- and-go product. According
to the case study, 80% of Snapple sales are from grocery and
convenience stores.14 However, grocery list lovers usually arent
going to enter a store to buy just one Snapple. In grocery stores,
as a result of low RTD tea brand loyalty, consumers will be more
likely to try Snapple over their competitors because there is a
higher chance of brand switching. In convenience stores, the
grab-and-go nature of the stores allows Snapple to be promoted
through retail activations to increase frequency. In both grocery
and convenience stores, RTD beverages offer convenience and Snapple
is no different. Check that off your grocery list. When buying a
beverage its usually in the moment. Stephanie, Manhattan15 Nothing
comes to mind for a specific time to get a Snapple. Jonny,
Chicago16 SN APPL E O VER V I EW FLAVOR & VARIETY With more
than 35 variations, Snapple distinguishes itself against
competitors by having a flavor for every taste bud. For those
seeking an even healthier alternative, Snapple has sold diet
products since 2009.17 This accounts for almost 50% of Snapples
premium tea sales and 20% of fruit drink sales.18 No matter what a
consumer is craving, odds are that Snapple has them covered. In our
survey, more than 70% of respondents rated Snapple as excellent for
having the highest variety compared with other RTD teas.19 During
the Bizarre Bar perception test, 41% selected a Snapple beverage
from a menu of various RTD teas due to its various options.20
Snapple continues to offer more flavors with radically different
tastes than its soda or RTD tea competitors. I chose Snapple
because theres a diet option, unlike some other teas. Jessica,
Bizarre Bar21 DISTRIBUTION Our research team traveled to 17 states
throughout the country to track the availability of Snapple in
locations other than our hometowns or college campus. The result
was overwhelming: Snapple is hard to find in the non-Heartland. One
way to increase consideration and frequency is to improve
distribution efforts across the country. Even when Snapple is
available, the lack of prominent display handicaps the
effectiveness of any outside advertising pushes. This starts with
bottlers, as nearly two-thirds of Snapples distribution exists
through Coca-Cola and Pepsi bottlers, not Dr. Pepper- Snapple
themselves.22 Snapple needs to become as easy to find in Alabama as
it is in Connecticut. It all starts with incentivizing local
bottlers and retailers to give consumers a taste of Snapple instead
of the soft drink options currently emphasized in trade promotions.
BEST STUF F ON EARTH While to Snapple, The Best Stuff on Earth
tagline attempts to attract people who are interested in wholesome
ingredients, it actually communicates different meanings to
different consumers. Additionally, nearly 50% of Snapples premium
tea sales derive from diet teas and 20% from diet fruit drinks,
which are not made from all natural ingredients. After conducting
focus groups and interviewing beverage drinkers nationwide, we
found that the Best Stuff on Earth means different things to
different people and doesnt always speak to wholesome ingredients.
To me the best stuff on earth is a cheeseburger! Jen, Ohio23 14
Snapple Case Study. Dr. Pepper-Snapple. 2015. 15 Personal interview
participant 16 Personal interview participant 17 Snapple Case
Study. Dr. Pepper-Snapple. 2015. 18 Snapple Case Study. Dr.
Pepper-Snapple. 2015. 19 Survey. Team 192. November 2015. 20
Bizarre Bar. Team 192. September 2015. 21 Bizarre Bar. Team 192.
September 2015. 22 Distribution: Dr Pepper Snapple. Market Realist.
Web. 2014. 23 Personal interview participant
7. Page 7 RESEARCH I like glass with a lid because its fancy.
It makes me feel fancy. Jamal, Texas28 MADE IN N EW YORK The recent
Made in New York campaign sought to re-energize all those outside
of the Northeast to grab a Snapple and discover whats inside. When
our team traveled to New York to conduct research, we found that
many people do not identify Snapple with their city or even know of
Snapples historic New York roots. Similar findings also emerged
after conducting more descriptive research in other areas of the
Northeast. Even in areas of the Northeast, consumers still dont
personally identify with New York. People choose to live in a
specific city for a reason and no Red Sox fan is rooting for the
Yankees on any day. Snapple isnt just for people that yearn for the
lifestyle of New York, Snapple is for every American no matter
which Heartland they settle down in. In order to position Snapple
as a brand all consumers can identify with, we have to dig even
deeper to unify individuals in a way that will connect the core
Heartland consumers with the non-Heartland prospects. Snapple has a
lot of friends, and they dont all live in the Northeast. The slogan
is the opposite of what I thought of Snapple originally I thought
of Snapple as farms, orchards, and the south. Emily, Washington29
PACKAGING Theres no denying that Snapple stands out on shelves. Its
glass bottle differentiates it among competitors who come in
plastic bottles and cans. The casing also offers an eco-friendly
plus, as the glass bottle is more easily recycled than plastic.
According to our survey, Snapple earned an excellent score in terms
of its packaging. Consumers recalled the packaging because its
memorable. Snapples packaging overall is known for its glass
bottle, fast facts, and colorful label. After conducting hundreds
of hours of primary research, something even better emerged:
consumers loved the sound when the top came off. The packaging of
the product is a multisensory experience for our consumers.
Frito-Lay spokesman24 Nearly two-thirds of qualitative research
participants mentioned the pop of the Snapple cap when opening the
bottle. According to The Wall Street Journal, auditory cues can
make huge impacts in the minds of shoppers and even affect their
purchasing decisions.25 Think the iconic Snap, Crackle, and Pop of
Kelloggs Rice Krispies or Alka-Seltzers Plop Plop Fizz Fizz
marketers know the impact they are making when positioning their
products through sound. According to Andrew Springate (SVP,
Marketing/Sales, Snapple), Snapple even removed its plastic
wrapping around its cap because the audible sound was enough to
signify freshness to consumers.26 I like the noise when it pops.
Its just kind of fun, I would get excited every time it popped.
Taylor, Minnesota27 The cap popping off didnt just bring a fun
sound it introduced joy and excitement to start drinking whats
inside. The pop acted as a cue of anticipation of the sweet
experience that awaited every consumer. Snapples existing customers
were already on to the unique packaging and the sound when the cap
popped off we just started listening. 24 The Search for Sweet
Sounds That Sell. WSJ. N.p., n.d. Web. 25 The Search for Sweet
Sounds That Sell. WSJ. Web. 2012. 26 The Search for Sweet Sounds
That Sell. WSJ. Web. 2012. 27 Personal interview participant 28
Personal interview participant 29 Personal interview
participant
8. Page 8 STRATEGY Age: 18-49 Snapple Sweet Spot : 30 Target
Populat ion Size: 58,652,000 PASSION ATE ORIGINALS Individuals who
embrace the uniqueness of their personalities and find positivity
in their day with unparalleled passion. Passionate Or iginals
celebrate uniqueness by embracing individuality, no m at t er when,
where or how they find it. TARGETING & SEGMENTATION The general
Snapple consumer is 18-49 years old with a bulls-eye target of 30.
Theyre a positive person that celebrates the little things in life
that brings a bright spot to their day. They appreciate that
Snapple is made from The Best Stuff on Earth but is not a health
nut. They are looking for a wholesome, simple, premium beverage
experience.30 From our research, we discovered that despite having
similar characteristics, not all customers within the Heartland or
the non-Heartland are alike. This prompted us to consider more
complex lifestyles and behaviors rather than simple characteristics
in order to identify and further segment our target market with
Snapple. We used 67 Esri (Environmental Systems Research Institute)
Tapestry Lifestyle Segmentation reports, a geographic information
systems mapping software, to capture the market profile for each
segment of American consumers. From the 67 Esri reports, we pulled
29 segments that best fit the profile for our target: OPTIMISTIC DE
D I CATED TO FAMI LY SOCIALLY CONSCIOUS PASSI O N ATE ABO UT L I FE
Passionate Originals know who they are and arent afraid to show
their true colors. From Maine to California, Passionate Originals
live all across the country. They take ownership over their upbeat
personas and passionate personalities while embracing their
identities. They are relentless optimists who lead communities and
refuse to leave the office before the job is done. When an ordinary
afternoon turns sour, they hone in on the bright spot of the day
and they embrace it with passion. Passionate Originals are the
ultimate cocktail party magnets. Peers are drawn to their
infectious personalities and aspirational attitudes. When they
start talking, others start listening and not just because theyre
explaining their recent afternoon. Every day is a new opportunity
to make their kids cringe or surprise friends with a new
discoveryfrom entrepreneurial ideas to unexpected new hobbies.
Passionate Originals live to make their unique mark each day.
During lunch break, they are the ones that send a GIF in the office
e-mail thread that everyone cant stop talking about. Its never a
true family vacation if it isnt like the Griswolds; they make sure
the whole family has matching shirts and printed itineraries. They
might not be rappers but they will spit out a tune in the right
setting with a beat. 30 Snapple Case Study. Dr. Pepper-Snapple.
2015.
9. Page 9 STRATEGY EXPAND C OM P E TI TI VE M A R KETPLACE In
order to achieve objectives, shift the competitive perception of
Snapple and expand the market opportunities. Increase competitive
segment of the market from 11% of the LRB category, to 41% a 375%
increase in case volume. RECOMMENDATIONS CAMPAI G N STR ATEG Y
Snapples brand identity was established as a quirky, fun and unique
brand that quickly gained a passionate base of consumers.31 Snapple
has all of the qualities to be successful, but now just needs to
harness its personality to present itself as a brand that isnt
afraid to be the most unique bottled beverage on the shelf. Snapple
is a dynamic product some call it a tea while others consider it a
juice. Those that buy Snapple are dedicated drinkers, but we know
theyre drinking numerous other beverages as well, from bottled
water to sodas. The ultimate prize is to get Snapple to rethink its
competitive category to increase its sales volume, and it all
starts with embracing current consumer perceptions of the brand.
Throughout primary research across the country, we found one
outstanding discovery: the link between the consumer and the
product is the packaging. Consumers feel excited after hearing the
pop when opening the beverage. Snapples pop is a cue of
anticipation that the most refreshing beverage awaits you. In the
most humble way, Snapple tells the customer they made the right
choice. The pop, however, doesnt just stop at packaging its
influence extends beyond just the bottle cap. No matter if a
consumer lives in the Heartland or the non-Heartland, every
American deserves a taste of Snapple. It doesnt matter where
consumers live; it matters who consumers are and we love every
individual for what they offer the world. PAC KA G I NG Leverage
the power of sound as a cue for anticipation for whats inside every
moment a consumer pops open a Snapple beverage. SYNE RG Y Reach the
Heartland and the non-Heartland with separate strategic media plans
including digital, social, traditional, and non-traditional media
with minimal wasted coverage. BRANDI NG Reclaim ownership over
Snapples identity. In the crowded landscape of bottled beverages,
the stakes have never been higher for Snapple to own its brand
personality that distinguishes it against the competition. 30
Snapple Case Study. Dr. Pepper-Snapple. 2015.
10. Page 10 STRATEGY MANIFESTO All individuals have a reason to
embrace themselves, despite any hesitation or fear. Every person
has a reason to celebrate uniqueness no matter how downright wacky
like a young professional whos a realtor by day but a mime by
night. When a Snapple drinker hears the pop, they know their
personality fits right in with the beverage inside. Today is the
day for Snapple to open up to a whole new world of identity: To
make Snapple own its quirks. And celebrate its customers. Its time
to raise a bottle and make enjoying a beverage an experience that
brightens every part of your life Make it one of a kind Make a mark
on the world Make it different Snapple Make it POP BRIEF CROSSROADS
OF ID E NTI TY Snapple used to be relatable. In the midst of an
identity crisis, Snapple needs to reclaim ownership of the
qualities that define its personality. Its not a tea or juice, and
its definitely not Diet Coke its Snapple, and thats what makes it
great. BRAND DEFINING I DE A With more than 35 variations, iconic
packaging, and a personality that fights conformity, Snapple is
unique, just like the people who drink it. Instead of shying away
from what makes Snapple different, were reclaiming the uniqueness
of the brand. Every person has a reason to pop and so does Snapple.
The pop energizes consumers and Snapples opportunity to claim their
ultimate prize their identity. OUR SINGLE PURPOSE Popping open a
Snapple is the ideal way to capture the bright spot of your day.
TONE PERSONALITY Humble, Unique, Passionate, Quirky B I G I D EA
MAKE IT POP is Snapples brand-defining idea that unites individuals
from the Heartland to the non-Heartland to embrace who they are CO
N CEPT TE S T ING In order test our strategy with the target
market, we asked 200 respondents a series of questions to see if
they made a connection between Make It Pop and Snapple. Participant
feedback only strengthened the confidence we had in the Make It Pop
tagline. We asked individuals which RTD tea brand first came to
mind from the Make It Pop tagline, and then analyzed their
responses through Tableau and RStudio text analysis sentiment
software. The word cloud below illustrates the most common brands
associated with the tagline. SIGNIFIES THE SOUND OF THE CAP LEADING
TO THE UNIQUELY REFRESHING TASTE INSIDE IS A CALL TO ACTION TO
CONSIDER PURCHASING A SNAPPLE INVITES CONSUMERS TO THINK OUTSIDE
ORDINARY BEVERAGE CATEGORIES ALLOWS INDIVIDUALS TO CELEBRATE THEIR
UNIQUENESS 69% OF RESPONDENTS LINKED MAKE IT POP WITH SNAPPLE
11. Page 11 CREATIVE A FRIEND NAMED JIMMY For this television
spot, we follow the journey of a 9 to 5 worker with an after hours
passion for ventriloquism. The juxtaposition of Teds work life and
his eccentric hobby showcases what makes him pop. MO TORCYCLE In
this spot, we take a light-hearted look at an ordinary driver who
makes an unexpected friend. He thinks his favorite show tune is
playing but he gets put to shame when a burly biker belts it better
than he can. See page 12 for the link to the full spot. Frame 1: We
open this spot in a typical office setting at the end of the day.
We see a normal looking man, Ted, excitedly getting his things
together to leave the office. Frame 5: We whip pan from inside to
outside as Ted hurries down the stairs. He takes in the fresh air,
and heads off to his destination as music kicks in. Frame 9: Ted
showing off his skills: drinking a Snapple while Jimmy asks How
come you always get the Snapple? Ted responds Because Im no dummy.
Frame 2: We pan over to a large leather bag hanging on Teds
cubicle. A co-worker subtly looks it down as he passes by. Frame 6:
We see Ted striding down the sidewalk then key in on his mysterious
bag before ascending to a profile shot. The sounds of a busy city
cut through the music. Frame 10: Ted and Jimmy continue performing,
with Teds leather bag crisp in the foreground. Scene fades out to
Snapple, Make It Pop logo and tagline. Frame 3: We move to Ted,
leaving the office, as hes asked by a co-worker if hes Going out
with Jimmy tonight?. Ted enthusiastically confirms. Frame 7: Ted
arrives at an ominous looking warehouse. He slows his pace, and
takes a breath to gather himself before looking down at his bag.
Frame 4: In his hurry out of the office, Ted takes the stairs to
avoid a jam-packed elevator. The crowd follows his path with their
gaze. Frame 8: Sounds of laughter and applause bring us to a comedy
club, where Ted is performing ventriloquism with his doll,
Jimmy.
12. Page 12 CREATIVE BINGO NIGHT For radio, we meet an innocent
grandmother and her friends as they crack open a couple of
Snapples. They change from bingo-loving ladies to passionate gamers
who will stop at nothing to win. NARRATOR: Snapple wants to know
what Makes You Pop? DOLORES: Oh well, on Wednesday I go to bingo
with the ladies. After our mid-day tea (pop sound, clink), we fire
up the Game Station DOTTIE: Dolores, ITS A PLAYSTATION! DOLORES:
Oh, I know... and we own some noobs! Ambient video game noises
begin in the background as the ladies yell commands to each other
NARRATOR: Snapple Make It Pop O UT- O F-HOME In order to drive
impulse purchases amongst typical, on-the-go consumers, a number of
out-of-home executions will be implemented throughout the Heartland
and the non-Heartland. Take a look at our dynamic OOH ads here:
vimeo.com/160269240 password: makeitpop G O - KART ( P RE -ROLL)
For the non-Heartland we chose to highlight Snapple as a more
exciting choice (for more exciting people) than soda or water. With
just five seconds to pick, we use the pre-roll format to put the
audience in the girlfriends position, emphasizing how Snapple makes
the perfect impulse purchase. By quickly deciding against mundane
options for this special occasion, we hope to encourage category
switching among consumers and position the brand as one that
provides a unique experience. Take a look at our Motorcycle spot
and full pre-roll, here: vimeo.com/160270132 password: makeitpop
CHOICES (PRE-ROLL) We targeted our Heartland segment by starting
with something to grab their attention: an extreme close up of
someone scrutinizing a decision. To showcase just how many options
Snapple has to offer we use the pre-roll platform to show that the
flavor variety calls for a 15 second decision. The cashiers
suggestion of coming back tomorrow serves to encourage increased
purchase frequency, but also brings the piece into the context of a
day-to-day routine. Frame 1: Scene begins with a close up of a mans
face in deep concentration which is held for a couple of seconds.
Frame 2: We cut to a close up of a variety of Snapple bottles, all
different flavors. The man hesitates to reach for one and pulls
away. Frame 3: The scene cuts out to show a convenience store
cashier looking at the man as he continues to stare intently at
five Snapples on the counter. The cashier finally says to the man,
You know, you can just come back tomorrow. Frame 4: Scene fades out
to Snapple, Make It Pop logo and tagline.
13. Page 13 SOCIAL M E DI A #PEOPLETHATPOP Snapple street teams
will hit cities nationwide to find individuals that embrace their
uniqueness whether it is through clothing, hobbies, or an
unordinary job. The result will be a picture of a person who pops
explaining their original story while drinking a Snapple, further
positioning the uniqueness of every day consumers drinking the
sweetness of Snapple. The image will appear on Instagram with a
pull quote from the interview as the caption, along with the
#PeopleThatPop hashtag. Each post will be geo-targeted in order to
segment audiences in the Heartland and non-Heartland to serve
different messages. Snapple will call on consumers to continue the
conversation online and post what makes them pop with
#PeopleThatPop. O V ERA LL Objective: Create an online Snapple
community to further define the Snapple voice in the digital space.
M Y FIRST CRUSH WAS CH EWB ACCA. H E REMINDED ME OF A GIANT TED D Y
BEAR WITH AN EVEN B IGGER PERSONALITY. I DON T CA R R Y A R OUND TH
IS SIGN TO GE T A T T E N T I ON , I J U ST B ELIEVE SOME F OLKS R
E A LLY NEED A H UG. EVERYON E DE SE R VE S A LITTLE LO VE. NE WS T
HAT P OP S In an effort to increase traffic to Snapples YouTube and
Facebook platforms, News That Pops will deliver consumers with a
humorous and on-brand news report that encourages social sharing.
Each week, a thirty-second news segment will be produced and
sponsored by a different Snapple flavor. The segment will begin
with a news anchor sitting at the epitome of a Snapply set a desk
counter made out of Snapple caps, sipping out of a Snapple mug, and
a picture framed with Snapple caps. The news anchor will deliver
the news in a way that pops, with current events that are quirky,
fun, and only the most unique. SNAPPLECHAT SnappleChat will
leverage Snapchats nature of instant engagement in order to
increase impulse purchasing. A series of ten-second videos will be
used to promote the SnappleChat handle on Snapchat and drive
product promotion. Each video will be product-heavy with focus on
the audible aspects of popping the top off the beverage. Consumers
wont be able to get enough of the pop as the lid comes off while
following the SnappleChat account.
14. Page 14 PROMOTI O N S MAKE IT POP PARTIES Throughout the
summer months, consumers in the Heartland will want to grab an
invite to the exclusive Make It Pop Parties featuring a headlining
DJ or performer. Guests can visit the Bizarre Bar for a variety of
Snapple refreshments or interact with the What Makes You Pop Wall,
an electronic board for consumers to post what makes them unique.
There will be 28 parties in four different cities: New York,
Philadelphia, Boston, and Atlantic City. In order to gain an
invitation, consumers must purchase a Snapple with a specially
marked cap containing a link to register on a microsite. Registered
attendees will simply need three Snapple bottle caps to gain
admission, encouraging current Snapple fans to buy even more
Snapple, in turn increasing frequency. Best of all, Snapple will
contact attendees post-party via e-mail with exclusive purchase
offers and promos with the option to send each promo to a friend.
Chatter from the event will turn into buzz spreading virally,
supported with co-promotions from local radio stations, social
media, and digital ads on Pandora and Spotify. Digital journalists
from media outlets will earn exclusive invites for maximum
coverage. BENEFIT S HEA RT LAND Objective: Develop initiatives to
spark short-term frequency behaviors through incentivizing
purchases Increases brand engagement Increases purchase frequency
CAPS O FF T O YOU In order to give back to the community, build
frequency in the Heartland, and encourage impulse purchasing,
Snapple will introduce Caps Off To You - an innovative pairing of a
charity and prize giveaway. During the promotion, codes will be
printed on the inside of special edition Snapple caps distributed
in the Heartland. Once entered into the Caps Off To You microsite,
each code will reveal an amount of money to be donated to charity
in addition to a matching prize reward for the consumer. Fans of
Snapple will receive an extra push, in the form of a charity-prize
incentive, a special offer on their next Snapple purchase. Promotes
Snapples wide variety of flavors Creates an electronic consumer
database
15. Page 15 PROMOTI O N S Amounts to be donated and prizes to
be won will be randomized, and every code entered will always
provide both a donation and a prize. Four charities will be
featured to receive donations: Users will be able to give their
donation to the charity of their choice. These smaller, unique
charities will tie back to Snapples roots of starting small and
embracing its uniqueness. Donations start small at $1, but increase
with $5, $10, $20, $100, and $500 awards. Charities will be fully
funded when they reach $100,000 in donations. Five lucky winners
will be awarded $500, 25 participants will win $100, and 1,500 will
be given $20, each disbursed via VISA gift cards. Those who dont
win money will win coupons for either a Snapple 6 pack (25,000
winners), one free 16 oz. Snapple (60,000 winners), or buy one get
one Snapple (60,000 winners). Caps Off To You will be promoted
through social media and with shelf talkers in stores for six
weeks, from October 22 to December 2. BENEFIT S CAPS OFF TO YOU,
continued MESSAG E I N A B OT T LE Provides electronic customer
database Incentivizes impulse purchasing Amplifies Snapples
identity in the community Increases purchase frequency Since New
York is responsible for the largest share of Snapple sales, we know
that the Big Apple has a very unique relationship with the product.
The essence of Snapple speaks to New Yorkers as they capture
positivity, fun, and excitement in every day life. Without a doubt,
New York City deserves a year-long promotion and message
specifically tailored to them. In an effort to further connect New
Yorkers with the brand to maintain sales volume in New York and
reinforce frequency of purchase, a Snapple street team will hit the
five boroughs and hand city residents an unforgettable message a
message in each bottle. Each message will ask consumers to complete
an activity that brightens their own day to interrupt an otherwise
ordinary afternoon. By pairing Snapple with an experiential stunt,
New Yorkers will interact with the brand in a way that no other
beverage ever could. And we know this works because we did it.
After traveling to New York and launching the execution, we
witnessed New Yorkers overjoyed by the sight of Snapple while
popping off the top with anticipation to find their message inside.
Snapple drinkers reveled in playing hopscotch, danced the Macarena
and strutted down a makeshift runway. When New Yorkers popped the
cap to see the message inside, Snapple brought them to a place of
pure joy. The hilariously fun video will be available to view on
Snapples website, further promoted through teaser videos released
on Facebook, Twitter, and Instagram. BRING RE C Y C L I NG An
organization dedicated to recycling glass products 4 PAW S FOR A B
I L I TY Placing service puppies with children and veterans BABY B
UG G Y A clothing service for families in need CLEAN WATE R FUND
Bringing diverse families together to encourage clean water
consumption Showcases passionate and authentic consumers of the
brand Generates viral buzz BENEFITS Increases engagement with the
brand through an experiential activity
16. Page 16 PROMOTI O N S SNAPPLE STORE SOLUTIONS With proper
bottler initiative programs, we will solve the current problems
associated with product distribution and deliver more Snapple to
grocery and convenience stores, as well as improve product display
in stores. Our aggressive program has been developed for the
two-thirds of bottlers who are not Dr.Pepper-Snapple owned. The
plan consists of turnkey solutions for improving product placement
by giving control to bottlers who have the most influence in the
local marketplace. The program consist of four approaches:
NON-HEARTLAND Objective: Implement aggressive long-term programs
through bottling network to increase distribution and improve
product placement POIN T-OF -PURCHASE MATERIALS Point-of-purchase
materials will consist of shelf talkers, customized coolers, floor
graphics, and more. Since beverage purchases are often highly
impulsive, point-of-purchase advertisements will take advantage of
the opportunity to attract consumers to buy Snapple over other
alternatives. This will support bringing Snapple to top of mind
awareness the next time a consumer hits the aisle. In-store
promotion will focus on two channels: grocery and convenience,
since they account for 55% and 25% of total annual volume,
respectively.31 Ultimately, these in-store promotional items will
stimulate impulse purchasing and trial in the non-Heartland,
driving frequency. Examples of all the point-of-purchase materials
can be found at: vimeo.com/160127630 password: makeitpop SPECIAL
PACKAGIN G OF FERS Special packaging offers such as the SnapPack
will be delivered straight to qualifying stores where Passionate
Originals are most likely to shop in the non-Heartland. Throughout
primary research, we found that consumers enjoy drinking Snapple in
a group setting like a picnic or beach day. As a result, during the
summer months, stores will be delivered special SnapPacks a variety
pack of flavors for consumers to enjoy with a group in the summer
months. The SnapPack will be amplified with accompanying shelf
talkers and point- of-purchase materials. In addition to summer,
other seasonal offers will be developed to improve top-of- mind
consideration. 31 Snapple Case Study. Dr. Pepper-Snapple. 2015. 1.
PO INT- OF - P URCH ASE MATERIALS 2. S PECI AL PAC K AGI NG OF F E
RS 3. S N A PP LE STRE E T F LE E T 4. ES R I TARGE TI NG I NSI GH
TS
17. Page 17 PROMOTI O N S SNAPPLE STREET FL E E T The Snapple
Street Fleet will consist of 15 customized cars and a team of
Snapple brand ambassadors who will travel throughout the non-
Heartland year-round to promote the Snapple brand. Our research
shows that consumers overwhelmingly enjoy the taste of Snapple32
and theres no better way to remind consumers of this than to give
them a taste of the product through sampling. The Street Fleet will
visit convenience and grocery stores during events when consumers
will be out in droves. For example, a Kroger in New Orleans during
Mardi Gras. The Fleet representatives will also have a visible
presence at high-profile community events such as festivals and
athletic events, spreading the taste of Snapple. The Snapple Street
Fleet will generate trial, which will convert current brand
awareness of Snapple to top of mind awareness. Best of all? The
cars will be divided into regions, and the brand ambassadors will
work in coordination with local bottlers to create a promotional
calendar of events. Working with the local bottlers directly
ensures a positive relationship and helps alleviate conflict with
distribution and product availability. 32 Agency Consumer Insight
Survey. 2015. 33 Kyle, Robert C., Floyd M. Baird, and Marle S.
Spodek. Property Management. 2012. Print. ESRI TARGETIN G Bottlers
and retailers have the same goal: sell more product. As a result,
we will us ESRI Arc Geographic Information System (GIS) to help us
inform bottlers where Passionate Originals are most likely to shop
in relation to the city block where they live. We will select city
blocks within a radius of 1.5 miles33 around convenience and
grocery stores containing a high concentration of Passionate
Originals. By handing this data off to bottlers, they will know
where to place product. Instead of focusing time and effort on
retail locations where sales may not be maximized, this highly
focused approach narrows in on those geographic areas and retail
stores most likely to yield maximum ROI.
18. Page 18 SYNERGY OBJECT IV ES Front-load traditional media
to achieve a maximum four- week reach of 80% during campaign
kick-off, with an average frequency of 5. With the exception of
February, March, September, October, and November, reach will range
from 50-75% over the year-long campaign with frequency averaging 4
in the Heartland and non- Heartland. Place digital media
continuously throughout the year- long campaign to reach the target
market even when traditional media is not served. Allocate budget
based on demographic, psychographic, and geographic variables with
highest concentration of Passionate Originals. Do not exceed media
budget of $43,500,000.00 over the course of the campaign. STRAT EG
IES Separate traditional Heartland and non-Heartland media plans
will be developed to achieve objectives. Create a pulsing schedule
that combines spot traditional media and continuous digital media
around key sales periods to achieve the desired targeted goal
impressions. Utilize digital media vendors that target based on
demographics, psychographics, and geographic locations all living
on contextually relevant sites in the Heartland and non-Heartland.
TR AD I TI O N AL MED I A In order to make our selection process
more precise, we selected the markets with a sizeable concentration
of Passionate Originals. This resulted in the selection of 66
non-Heartland DMAs and 13 Heartland DMAs, representing 71% of total
US households to serve traditional media to. This enables us to
target with such specificity that no DMA with an insignificant
concentration of the target market will be served with traditional
media. For example, through our demographic, psychographic and
geographic ArcGIS data, we found that Richmond, Virginia whose
total population is 1.5 million, has a 39% concentration of
Passionate Originals. In comparison, Minneapolis, Minnesota, whose
overall population is 4.6 million has a 10% concentration of
Passionate Originals. Therefore, we would be serving traditional
media to Richmond but not to Minneapolis, eliminating a great deal
of wasted coverage. TOP DMAs RANKED BY CONCENTRATION SIZE IN THE
HEARTLAND (13) AND THE SAN DIEGO MIAMI LAS VEGAS EL PASO SAN
ANTONIO AUSTIN WASHINGTON, DC LOS ANGELES HARLINGEN HOUSTON SALT
LAKE CITY BALTIMORE BOISE CHICAGO ATLANTA SEATTLE CORPUS CHRISTI
DALLAS ORLANDO CHARLESTON RALEIGH NORFOLK TUCSON RENO COLUMBUS WACO
RICHMOND SANTA BARBARA SACRAMENTO CHARLOTTE INDIANAPOLIS BATON
ROUGE EUGENE JACKSONVILLE MONTEREY MADISON SAVANNAH NASHVILLE
FRESNO W. PALM BEACH BAKERSFIELD KANSAS CITY DES MOINES TALLAHASSEE
OKLAHOMA CITY NEW ORLEANS LA-CROSSE CINCINNATI ALBUQUERQUE
LEXINGTON COLUMBIA, SC ST. LOUIS MILWAUKEE LOUISVILLE SPOKANE CEDAR
RAPIDS TAMPA MEMPHIS DETROIT LITTLE ROCK GREENVILLE TULSA SAN
FRANCISCO PITTSBURGH CLEVELAND DENVER NEW YORK SYRACUSE HARTFORD
BOSTON PROVIDENCE PHILADELPHIA ALBANY HARRISBURG ROCHESTER
BURLINGTON BUFFALO WILKES-BARRE PORTLAND-AUBURN
19. Page 19 SYNERGY TEL EVISION Spots will air in strategic
spot markets within our 79 DMAs during early fringe, daytime, prime
and late fringe on shows and networks that the target is watching.
Television is one of the most effective ways to build brand
awareness. Spot buys were strictly utilized to directly target
Passionate Originals to maximize coverage and minimize waste. Brand
messages will be tailored to the target through predetermined spot
markets in the Heartland and non-Heartland. Cable networks will be
used to meet overall campaign objectives. R ADIO Our radio spots
will run in our targeted DMAs on an aperture schedule, hitting
consumers when they are on-the-go like an afternoon lunch break or
a beach day on a hot summer day. Source: Nielsen NPower National TV
Toolbox Source: Gfk MRI National DoubleBase
20. Page 20 SYNERGY TOTAL TRADITIONAL GRPs TOTAL TRADITIONAL
SPEND
21. Page 21 SYNERGY TOTAL TRADITIONAL GRPs TOTAL TRADITIONAL
SPEND
22. Page 22 SYNERGY DIGITAL MEDIA The targeting of digital will
be national, including all top 129 DMAs. Rather than excluding DMAs
that did not have a significant concentration of Passionate
Originals, we only excluded zip codes. With this rationale, we can
reach a high concentration of the target everywhere in the United
States, regardless of DMA, increasing coverage while minimizing
waste. For example, zip code 75204 in Dallas, Texas has a
concentration of 21,046 Passionate Originals. However, zip code
75203 has a concentration of 2,188 of our target. Therefore, in
order to maximize coverage and reduce waste, zip code 75204 will be
exposed to our digital media tactics while zip code 75203 will
not.
23. Page 23 SYNERGY PAN DORA IN TERACTIVE AD To position
Snapple as the best choice in the drink marketplace, a tower of
empty water bottles and soda cans will be able to be knocked down
by selecting one of four fruits. The user will select a fruit and
it will be launched to knock over the tower. When this happens the
copy, Water and soda are foul balls, will appear. This will be
followed by the copy, Snapple is a knockout and the participant
will be presented with a first place prize a Snapple flavor that
corresponds with the fruit they chose to throw. CAPS OF F TO YOU
SYNCED AD This execution will showcase Snapples charitable Caps Off
to You (see page 14) promotion by depicting bottle caps rolling and
turning into a variety of change, showing that by purchasing
Snapple you will be able to make a difference.
24. Page 24 SYNERGY PR O G R AMMATI C PARTN ER S Along with the
usage of our network partners and direct site buys, pairing up with
Turn and Xaxis as our programmatic partners will compliment the
splashes of our high-impact units to enable ongoing awareness
across desktop and mobile. These programmatic partnerships will
maximize reach and efficiency through Real Time Bidding. Weve
chosen to utilize two similar partners to track performance against
each other throughout the campaign and optimize as needed. NETWORK
PARTNERS Network partners offer a more efficient use of budget by
using a blend of targeting capabilities within premium, high-
quality content. DIRE CT S IT E BU Y Partnering with Pandora gives
us the chance to capture our targets eyes and ears. Through an
interactive rich media banner, we will play off Pandoras mood-
based context and highlight the impulse and on the go nature of
Snapple. With these engaging units, listeners will be exposed to
Snapples brand personality increasing top of mind brand awareness.
Undertone and Conversant will be used to serve high- impact
cross-screen units that will be served across desktop, smartphone,
and tablets. YuMe will use a captivating video ad unit designed to
grab consumers attention and drive video views. InMarket will
target consumers through Beacon technology by partnering with
mobile retail apps. When a consumer walks into a store with this
technology, mobile alerts and engaging high-impact ads will appear
on their phones while they are shopping. Even better, they can add
Snapple to their list with a tap of a finger. Consumers will be
targeted with push notifications from InMarket partner applications
upon entering certain stores. These notifications will encourage
them to swipe into the app to save on Snapple purchases with
special coupons.
25. Page 25 SYNERGY GOOGLE AD WORDS Due to the flexibility and
immediate measurability, we will allocate a portion of our budget
to Google AdWords, not to exceed a cost per day of $1,500. In
allocating a portion of our budget to AdWords, we will gain access
to non-search sites such as Gmail and YouTube. With a CPC strategy,
we ensure that we only pay for ad placements that drive Snapple
brand engagement and top-of- mind awareness. Additionally, we will
not have to pay for any impressions that do not result in clicks.
45% of Snapchat users are 18-24, which makes it the youngest social
media platform S NA P CHAT .10 CENTS PER VIEW Source: Comscore
Source: BI Intelligence TO TAL ESTI MATED I M P RE S S IONS : 6 .3
BILLION
26. Page 26 BUDGET & E VALUATION OBJECTIVE Determine if
Snapples Make It Pop campaign stimulated an increase in frequency
of purchase across the Heartland and non-Heartland thereby growing
sales volume across the nation. SALES Utilize sales figures to
measure Snapples change in case volume. PURCHASE FREQUENCY Measure
changes in purchase frequency via Brand Health Tracker. MARKETIN G
Evaluate product placement and distribution by analyzing specific
store sales reports and launching consumer awareness surveys in the
non-Heartland. ADVERTISING Gauge Snapples renewed perception as a
modern brand that embraces uniqueness through top of mind awareness
via Brand Health Tracker. MED I A MI X CAMPAI GN E VA LU AT ION B
UD G ET