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 Burt’s Bees
Emma Cartwright, Kathelia Clare, Gabrielle Parker, Rachel Passman 1
Table of Contents Executive Summary………………………………………………………………………………………………………6 Situation Analysis………………………………………………………………………………………………...……….8 A. Product/Service.…..…..………………………………………………………………………………….....8 B. Product Class..………………………………………………………………………………………………...9 C. Competition..………………………………………………………………………………………………...11 1. ChapStick…………………………………………………………………………………………….11 2. Carmex…………………………………………………………………………………..………........12 3. Blistex……………………………………………………………………………………….………...13 4. Eos……………………………………………………………………………………………………...13 5. Vaseline……………………………………………………….……………………………………...14 6. Strategic Implication of Competitive Set…………………..…………………………...14 D. The Consumer/Target Group Profile.…………………………………………………………….15 E. Environment...………………………………………………………………………………………………16 S.W.O.T...……………………………………………………………………………………...………………………………17 S.W.O.T. Definition...……………………………………………………………………………………………………...17 Prioritization Process..………………………………………………………………………………………..………...18 Chart 1. S.W.O.T. & Prioritization....…………………………………………………………………..…19 S.W.O.T. Analysis.…………………………………………………………………………...…………………………....20 Objectives…………………………………………………………………………………………………………………...21 A. Marketing Objectives………………………………………………..………………………...…………..21 1. Market Share.……………………………………………………………………………………....21 B. Communication Objectives……………………………………………………………………………...22 2. Brand Loyalty.……………………………………………………………………………………...22 3. Awareness...…………………………………………………………………………………………22 4. Environmental Awareness..………………………………………………………...………..23 C. Media Objectives...…………………………..…………………………………………………………..….23 5. Digital Presence..………………………………………………………………………………....23 Campaign Timeline..……………………………………………………………………….…………………………..24 Timeline Specifics.…………………………………………………………………….………………………................24 2
Chart 2. Campaign Timeline..………………………………….……………………………………..........25 Increase Market Share Timeline.…………………………………………………………………...........26 Increase Brand Loyalty Timeline………………………………………………………………………...26 Increase Awareness Timeline..…………………………………………………………………………....27 Increase Association with Environmental Friendliness Timeline…………………............27 Increase Digital Presence…………………………………………………………………………………....28 Multi-­‐Attribute Model –MAM.………………………………………………………………………………….....28 A. Definition……………………………………………………………………………………………………....28 B. Procedure...…………..………………………………………………………………………………………..29 1. MAM Attribute Survey.…………………………………………………………………………29 2. MAM Comparison Survey..………………………………….………………………………...30 C. Results...…………….…………………………………………………………………………………………..30 Chart 3. MAM Results Chart……………………………………………………………………………......31 1. Line by Line Analysis……………………………………………………………………………………....32 a. Burt’s Bees versus Eos………………………………………………………..…………….….32 b. Burt’s Bees versus ChapStick..…………………………………….…………………...…...32 c. Burt’s Bees versus Blistex...……………………………………………………………….….33 d. Burt’s Bees versus Carmex……………………………………………………………….….33 e. Burt’s Bees versus Vaseline……………………………………………………………….....34 2. Summary Statement...……………………………………………………………………………………..34 Strategic Implications………………………………………………………………………………..............34 Ostrow Model………..…………………………………………………………………………………………..………..35 Ostrow rationale………………………………………………………………………………………………..36 Media Plan Goals/Budget……………………………………………………………………………………...……38 Chart 4. Year at a Glance Media Plan.. …………………………………………………………...…….39 A. Frequency…………………………………………………………………………………………….....……39 Chart 5. Frequency Goals…………………………………………………………...………………….……40 Chart 6. Actual Frequency…………………………………………………………...……………………...40 B. Reach…………………………………………………………………………………………………..……..…41 Chart 7. Reach Goals………………………………………………………………………………………...…41 Chart 8. Actual Reach …………………………………………………………………………….……..……42 3
Chart 9. Effective Reach…………………………………………………………………….…………..……42 C. GRPs & Budget…………………………………………………………….……………………………,….42 Chart 10. Quarter Budget………………………………………………………………………….……...…43 Chart 11. Quarter Budget Pie Chart…………………………………………………………………..…43 Chart 12. National + Spot GRPs Actual……………………………………………………………...…44 Chart 13. Budget v. Actual Cost……………………………………………………………...……….......45 Quintile Analysis……………………………………………..………………………………………………………….45 Media Selection……………………………………………………………………………………………………..……46 Chart 14. Media Spending…….…………….…………...………............................................................47 Chart 15. Selection by Month………………………………………………………………………………48 Chart 16. Media Selection Breakdown………………………………………...……….......................48 Final Message Design………………………………………………………………………………………………….49 A. Marketing Communication Purpose………………………………...……….................................49 Creative Executions…………………………………………………………………………………………………….50 A. Traditional Media………………………………………………………………………………………......50 a. Network & Spot TV……………………………………………………………………………....50 b. Network & Spot Radio………………………………………………………………………….51 c. Magazines………………………………………………………………………………………….…52 B. Non-­‐traditional……………………………………………………………………………………………...53 a. Music Festival………………………………………………………………………………………53 b. Social Media…………………………………………………………………………………………54 c. Honeycomb Website…………………………………………………………………………….55 d. Native Advertising……………………………………………………………………………….55 e. Burt’s Bees Mobile App…………………………………………………………………………56 f. Point of Purchase Beehive Display…………………………………………………………56 g. Experiential Marketing/Burt’s Booth………………………………………….…………57 h. Burt’s for Bees……………………………………………………………………………………..58 Campaign Evaluation………………………………………………………………………………………………….58 Appendix…………………………………………………………………………………………………………………….60 A. Surveys...…………………………………………………………………………………………………..……60 1. MAM Attribute Survey/General Research Survey……………………………………………..60 4
2. MAM Comparison Survey…………………………………………………………………………….….61 a. Chart 17. Top Attribute Analysis……………………………………………………….…..66 3. Brand Loyalty Survey……………………………………………………………………………………...66 B. Creative Appendix…….……………………………………………………………..……………………..67 1. Network & Spot Television…………………………………………………………………..………….67 2. Network & Spot Radio…………………………………………………………………………………….70 3. Magazines……………………………………………………………………………………………………....71 4. Social Media…………………………………………………………………………………………..……….72 a. Facebook………………………………………………………………………….…………….……72 b. Twitter………………………………………………………………………………………………...74 5. Honeycomb Website……………………………………………………………………………………….75 6. Native Advertising – Buzzfeed……………………………………………………………………..….76 7. Burt’s Bees Mobile App……………………………………………………………………………..…….77 8. Point of Purchase – Beehive Display…………………………………………………………..…….78 9. Experiential Marketing/Burt’s Booth……………………………………………...……………….79 C. Media Appendix.………………………………………….………………………………………………….80 Chart 18. Year at a Glance……………………………………………………………….……………….….80
Chart 19. Media Flowchart……………………………..………………..………………………………….81
D. References…………………………………………………………..………………………………….…..….82 E. Simmons Data……………………………………………………………..………………………………….84 5
Executive Summary The Burt’s Bees is a unique, natural personal care product brand. The brand stresses the all natural ingredients and homegrown history. The purpose of this media plan is to achieve five main campaign goals. The campaign objectives cover a variety of brand aspects, from increasing the market share, brand loyalty, and digital presence to changing the perception of the Burt’s Bee brand, especially it’s unique image and association with naturalness. Burt’s Bees hopes to show consumers the benefits of choosing a natural and distinctive lip care product over competitors in our product class, i.e. ChapStick, Carmex, Blistex, EOS, and Vaseline. The media plan targets women ages 18-­‐49. Women in this demographic are graduates of college who are more likely to be concerned about environmental issues. They tend to shop at drug stores such as CVS, Walgreens, and Rite-­‐aid, and department stores such as Macy’s. Women 18-­‐49 are heavy users of media such as the Internet, television, magazine, and radio. Analysis of the market situation gave us a few key issues to address with our campaign. Our main strength is the environmental friendliness of the product as well as its distinctive image. Our major weaknesses and threats are the low brand loyalty and high competition in the lip care product market. Analysis of consumer perceptions of the market gave us crucial attributes to focus on with our campaign. A MAM analysis told us consumers are most concerned about the moisturizing/effectiveness, long-­‐lasting ability, flavor/taste, affordable price, texture, smell, and color of the lip care product. This information is used to develop our creative strategy. The creative executions convey to the target audience that Burt’s Bees is and all-­‐natural product that is extremely 6
effective and moisturizing. The creative focuses on Bees, yellow, and associations with nature, the main campaign slogan is Bee Natural. Our messaging aligns with our campaign goals of uniqueness and building the brand image. The creative will use both traditional and non-­‐traditional media, specifically TV, radio, print, social media, and experiential marketing. To effectively reach out target audience, our media plan will utilize a national and spot campaign. Our spot markets are the top ten markets in the United States; Atlanta, GA, Boston, MA, Chicago, IL, Dallas-­‐Ft. Worth, TX, Houston, TX, Los Angeles, CA, New York, NY, Philadelphia, PA, San Francisco, CA, and Washington D.C. The media plan is a flighted schedule over one year with advertising occurring in January, April, July, August, and December. Spot marketing will occur in January, August, and December. Non-­‐traditional advertising will also occur in the off months. A quintile analysis for women 18-­‐49 indicated that top usage was for Internet first, then radio, television, outdoor, and magazines. However due to budget restriction our media plan will utilize radio, TV, and magazines, these mediums deliver the best reach and frequency while remaining within our budget. Our one-­‐year campaign will deliver a total of 1,761 GRPS through traditional media and even more impression through non-­‐traditional media while staying under the $6,973,070 budget. The campaign will be monitored through market analysis and consumer surveys. The Burt’s Bees “Bee Natural” campaign will reach women across the country and show Burt’s Bees as the true leader in lip care. 7
Situational Analysis A. Product / Service Burt’s Bees originated in 1984 as a candlemaking partnership in Maine. Burt Shavitz and Roxanne Quimby used Shavitz’ honey business which provided excess beeswax to make the candles. They were able to grow their business from $200 to $20,000 by the end of their first year. In 1991, Burt’s Bees became incorporated and had a product offering including candles, natural soaps, perfumes, and eventually lip balm, which became their main product. By 1998, Burt’s Bee’s was offering over 100 natural personal care products with sales in excess of $8 million. In 2002, Burt’s Bees added different products to it’s line such as toothpaste, shampoo and the Baby Bee line for infants. By 2007, Burt’s Bees had over 150 natural care products and sales in excess of $250 million. Burt’s Bees Lip Balm is formulated to moisturize, hydrate and nourish. The Lip Balm comes in many different flavors such as Coconut & Pear, Blueberry & Dark Chocolate, Pomegranate and many more. In addition to flavors, different lip balms in the product line have different purposes. For example, there is a revitalizing balm, a soothing balm, an ultra conditioning balm and many more. The product image of Burt’s Bees is clean, fresh and natural. One benefit of the Burt’s Bees Lip Balm is the “all-­‐natural selling point. Many people purchase this product because of the all-­‐natural aspect. For example, some of the natural ingredients include Chamomile, Beeswax, Aloe and Pomegranate. The ingredients are said to work in harmony with the skin’s natural chemistry. A slogan seen on the Burt’s Bees is “Nature knows best.” This certainly refers to the natural ingredients advertised in the Burt’s Bees Lip Balm. 8
Burt’s Bees is in the maturity level of the product life cycle (Introduction, Growth, Maturity, Decline). The product was introduced in 1984 and grew from 1985 to about 2007. As of now, Burt’s Bees is in it’s Maturity stage. Burt’s Bees is well known and financially stable, but it does have many competitors in the market such as Blistex, ChapStick, Carmex and many more. B. Product Class The personal care product manufacturing industry has revenue of about $250 billion per year according the Personal Care Products Council. Brazil, Russia, India, and China are the fastest-­‐growing markets for personal care products. In the US the industry includes about 800 companies with combined annual revenue of $41 billion (Hoovers). Most personal care products are sold in department stores, chain drugstores, grocery stores, but internet sales are making headway. Burt’s Bees is available nationally through Amazon, Cracker Barrel, CVS, Harris Teeter, Kmart, Kroger, Macy's, Publix, Rite Aid, Safeway, SuperValu, Swanson Health, Target, Ulta, Walgreens, Walmart, Wegmans, Whole Foods, and other local stores. When Burt’s Bees expanded distribution to CVS and Walgreens in June 2005 it doubled their previous retail penetration of 10,000 stores. According to Simmons data those that use Burt’s Bees are more likely that average to be located in the Midwest and West (Index: Midwest -­‐ 125, West -­‐ 111). Burt’s Bees is housed under The Clorox Company’s lifestyle category, which makes up 16% of their sales. Their lifestyle category includes water filtration, food, and natural personal care products. The Natural Personal Care products (Burt’s Bees and Gud) make up 3% of The Clorox Company’s sales. However Burt’s Bees is the fastest growing brand within Clorox. According to the New York Times retail sales increased to $250 million in 9
2006 from $60 million in 2001. Within the Burt’s Bees products, lip care accounts for 40% of the revenue. Burt’s Bees has average annual revenue of $200 million. There are 15,724,800 tubes of Beeswax Lip Balm sold every year according to their Twitter account. (One tube sold once every 2 seconds, 43,200 tubes a day, and 302,400 a week). The lip care product market is expanding substantially. According to a report by Global Industry Analytic, Inc. the global lip care products industry is projected to become a $1.7 billion business by 2015. This is due to the fact that consumers are more aware of the need for protection of lips from harsh weather conditions, increasing demand products with organic ingredients, and a growing number of men using lip care products. However the lip care market is still heavily female dominated which influences our target market and campaign strategy. Natural personal care products are growing at five times the rate of the average personal care product (Marketing Business Weekly). Clorox research says that 53 percent of consumers planned to buy more eco-­‐friendly products and that 47 percent were even willing to pay more for them (New York Times). A 0.15-­‐ounce tube of Burt’s Bees basic lip balm, for example, costs $3. The same-­‐size tube of ChapStick, which uses synthetic ingredients, costs $1.69. (NYT) Burt’s Bees says it does not attract consumers based on price, it costs more to make natural products but that’s what the company cares about. Burt’s Bees appeals to consumers’ desire for products that are good for them and the environment. As of 2012 Burt’s Bees has a 9.74% market share in the top lip balm care brands. According to Market Share Reporter, the other brands are Abreva 21.38%, ChapStick Classic 5.91%, Carmex 4.82%, Blistex 4.36%, Revlon ColorBurst 3.81%, Eos 3.48%, 10
Maybelline Baby Lips 3.47%, Abreva On The Go 1.98%, L'Oréal Colour Riche 1.56%, and private label 6.20%, and other 33.29%. Market shares shown are based on drug store sales for the 52 weeks ended December 30, 2012. According to Facebook users, Fall/Winter are the most common times that they use lip care products, which will have strategic implications for our campaign timeline as we promote Burt’s Bees to consumers. The harsh weather, dry air. and wind are prime reasons for increased lip balm use. However the summer also deserves attention, with consumers looking for brands that constant SPF to protect the lips against intense sun and heat. Many lip balm users call themselves “lip balm-­‐aholics” who constantly reapply the product all day year-­‐round. Our campaign will focus on year-­‐round users but will put more weight during certain months when lip balm use is heaviest. C. Competition Burt’s Bees top competitors include ChapStick Classic (5.91% market share), Carmex (4.82%), Blistex (4.36%), Revlon ColorBurst (3.81%), Eos (3.48%), Maybelline Baby Lips (3.47%). Our competitive set focuses on lip balm without tint, so we excluded Revlon ColorBurst and Maybelline Baby Lips. 1. ChapStick a. ChapStick is an over-­‐the-­‐counter lip balm made by Pfizer Pharmaceuticals to help heal and prevent dry, chapped lips. ChapStick comes in a wide variety of types and flavors. Most ChapStick lip balm comes in a roll on lip balm tube. The brand of ChapStick is so dominant today, that its trade name often stands in for the entire-­‐lip balm category. ChapStick's advertising has used many female olympic athletes to endorse the product in the past 40 years including 11
Suzy Chaffee, Dorothy Hamill, and Picabo Street. Today, ChapStick has taken most of its advertising to social media to promote its "Lip Culture" campaign. ChapStick claims that the brand is "part of American life. It's in songs, in pockets, on drawers, in purses, in movies, on TV, on your lips and in your heart." ChapStick attempts to use its generic trademark in a way to explain how ChapStick is a product that everyone should be using. 2. Carmex a. Carmex is a lip balm brand that helps eliminate cold sores and soothe chapped lips. Their product comes in tubes, sticks, and jars. Carmex has an iconic bright yellow package and has loyal users for nearly 70 years. The family-­‐run Carma Labs increased their advertising in 2006. They also recently added more flavors and “Ultra-­‐Hydrating, Moisture Plus” varieties to their product line. They were ranked #1 in a national survey of over-­‐the-­‐counter lip balm products by Pharmacy Times magazine in 2008 and for the previous 10 years. Carmex is seen as an effective medicated brand but do not have the natural edge Burt’s Bees does. They recently reduced their plastic packaging in 2010 to be more environmentally friendly but they don’t have much of a focus on all natural products. Carmex stresses that they are the number one brand choice by pharmacists for chapped lips. They have close to a million likes on Facebook and 22.7K Twitter followers where they interact heavily with followers. Carmex targets middle aged females and has slightly older target audience than Burt’s. Carma Laboratories is a smaller privately owned company with estimated annual sales of $10.6 million. 12
3. Blistex a. Blistex is a well-­‐known, private company that made $52.8 million per year. It is popular due to it’s wide variety of lip balms. For example, it offers Blistex Moisture Melt: The advanced formula is infused with rich moisturizers and a proven active skin protectant; the result is soft, healthy lips in top condition. Blistex Moisture Melt's shea butter and aloe-­‐enriched soft beads are suspended in the formula and melt into lips for an added moisturizing boost and long-­‐lasting resistance to dryness. In addition to this, Blistex offers a “Simple and Sensitive” line of lip balms as well. This line contains a hypo-­‐
allergenic and non-­‐irritating formula that is clinically-­‐proven to be mild on lips. Blistex does not have a large presence on social media or in TV advertisements like the other competitors. 4. EOS a. Eos is a lip balm that targets a younger, female demographic and is 95% organic, 100% natural and paraben and petrolatum free. There are about 8 major flavors in the smooth sphere case and three in the smooth stick lip balm case. Additionally, they have line extensions in hand & body lotion and shaving cream. Across the board, eos advertising is quirky while highlighting how natural their product is. Their creative advertising displays their lip balm in places one would commonly find different fruits, like in a blender or a glass of lemonade. They use social media heavily to interact with their consumers and show their product in a relevant, approachable light. Another medium that eos heavily uses is general interest magazines, like Cosmopolitan, 13
Seventeen and Better Homes. Like most lip balm, eos flavors is available at major retail stores and drugstores. 5. Vaseline a. Vaseline is petroleum jelly based product owned by Unilever. Vaseline was created in 1872 by Robert Chesebrough, it was manufactured by the Chesebrough Manufacturing Company until Unilever purchased by Unilever in 1987. Vaseline has a variety of uses most often as a moisture insulator for skin, it helps protect minor cuts and burns, and is often used as a lip care product. Vaseline has a Lip Therapy Line with three flavors: Original, Cocoa Butter, and Rosy Lips. Vaseline comes in lotion, tub, and spray varieties. The Lip Therapy Line comes in tubs and squeeze tubes. According to Simmons data Vaseline lip care is popular with all age groups but tends to be the most popular with older age groups. Vaseline has campaign for their lotion that focuses heavily on blogs and the use of social media, targeting real individuals who complain about their dry skin on the internet. The Vaseline Lip Therapy Line does not receive as much advertising but there is limited television and print advertising. 6. Strategic Implication of Competitive Set a. After analysis of the competitive market we came up with various strategies to position our products and define our image. First Burt’s Bees should clearly identify themselves as a lip balm or lip care product as opposed to generic terminology chapstick because of the competitor with the same name. Next our product should focus less on the medicated aspect of our lip balm because 14
our competitors have a clear advantage and hold on the medicated image. Instead Burt’s Bees should stress the natural element of our lip balm, only one competitor, Eos, claims to be natural as well. Building our natural image could boost consumer interest. To stay competitive Burt’s Bees should also increase their media interactions and presence, many competitors have positive consumer interactions on Twitter, Facebook, and Instagram that increase awareness but also loyalty to the brand. D. The Consumer / Target Group Profiles In general, the current users of Burt’s Bees are predominantly females. According to Simmons, consumers between 30 and 39, 40 to 49, and 55 to 59 are the most active users of Burt’s Bees lip balm. By region, the Midwest and South are the biggest users of Burt’s Bees. Additionally, in the last 4 weeks of shopping research show that consumers tend to buy Burt’s Bees mostly at different drug stores. The primary market is women, aged 30-­‐39. The indexes are 115 for 30-­‐39 year olds and 138 for 40-­‐59. The overall index for gender usage for Burt’s Bees is 158. Burt’s Bees secondary market is females, 18-­‐24 because all of their marketing tactics are targeted toward a younger audience especially with their heavy social media presence. Simmons did not have sufficient data for this target market. With this knowledge, we chose to make the target group women aged 18-­‐49 because they are the most likely to purchase lip balm. This combines the primary and secondary markets. A large portion of our target audience has graduated college with a degree. Many of them are still students or are considered homemakers. Our target audience appears to have an overall concern for environmental issues. Burt’s Bees users who recycle have higher 15
index numbers than any other brand users. The target audience believes that eco-­‐friendly products are higher quality products and that they would buy more eco-­‐friendly products if they were less expensive. The target group also reported that they were more likely to buy a product from a company that uses environmentally-­‐friendly methods of advertising. Popular recreation activities for our target audience include cooking, board games, going to bars/nightclubs,listening to music, drawing/painting, and scrapbooking. Popular shopping destinations for Burt’s Bees users include drug stores such as CVS, Walgreens, and Rite-­‐Aid. Consumers also tend to shop at Macy’s. Popular media usage of Burt’s Bees consumers includes internet, television, magazines, and radio. The target audience tends to use the internet the most for auctions, looking up medical advice, listening to the radio, job searching, blogging, and posting photo albums. Popular magazines of Burt’s Bees include Girl’s Life, Rolling Stone, In Touch Weekly, People Magazine, and Cosmopolitan. The television channels most frequently watched are ABC Family, Adult Swim, BBC America, Comedy Central, E!, Food Network, HGTV, HSN, MTV, TLC, Travel Channel, and VH1. E. Environment The biggest factor that is beyond the control of Burt’s Bees as a firm is that the lip balm market category is referred to as “Chap Stick.” Therefore, ChapStick would be the generic model in the product category. No matter what brand of lip balm, consumers tend to use this term which in itself is it’s own brand. This is a weakness for Burt’s Bees because another brand’s name is being used to generalize the market in the minds of consumers. Second, lip balm is a product that has a low involvement purchase decision. Meaning that people don’t heavily plan to buy lip balm before going to the store or research different 16
options, they buy it because it just happens to be in front of them once at the store, which will influence our point of sale advertising decisions. Additionally, the product is lasting and has a long shelf life, therefore consumers do not really need to purchase lip balm as often and regularly. We could use this to our advantage and consider bundle promos, that would allow consumers to have Burt’s Bees for an extended period of time. When they finish one tube they will already have another Burt’s Bees available instead of making another purchase decision. Timing is an important factor of the purchase decision as well because consumers may tend to use this product more during certain times of the year. For example, winter could generate more purchases to get rid of cold-­‐induced chapped lips. Third, a factor that is beyond the control of Burt’s Bees is the availability of the ingredients it takes to make the lip balm because all of our ingredients come from nature. The economy situations, natural disasters, and weather around the world may affect the production of not only those necessary ingredients, but also the lip balm itself. Additionally, an ingredient is outsourced from Africa so there are many barriers that could present itself based off of the current state of the world that could affect getting that ingredient. According to the Simmons Database, 82.1% of Burt’s Bees users are females. Males are not a target market for this product and it means that products that are more gender neutral than Burt’s bees are definitely a threat. S.W.O.T. Definition: A SWOT analysis is a strategic planning instrument used to gather insight on a brand’s strengths, weaknesses, opportunities, and threats in the market. The analysis is a data organization and reduction tool to gather insight on the brand systematically. This insight is important to creating a successful advertising 17
communication campaign because it condenses all of the information we have gathered into useable strategic campaign message points. Our definition of a Strength is positive attributes that help Burt’s Bees differentiate themselves over competitors within the lip care product category. A Weakness is the negative characteristics that limit Burt’s Bees from competing within the lip care product category and become less appealing to consumers. Opportunities are issues we need to take advantage of to enhance Burt’s Bees position as a lead lip care product and utilize current trends in the lip care market. Lastly, we define a Threat as factors in the environmental sphere, the lip care market, and social climate that we cannot control yet should overcome to prevent a loss of market share. Prioritization Process: Through the prioritization process we arranged our data into an actionable set and analyzed them based on the damage, benefit, cost, and time sensitivity of each S.W.O.T. element. Therefore, we take this initial information and start to understand the important aspects of the brand. This allows us to have physical information to gain consumer knowledge on in the next phase of our campaign. Damage is the realistic damage that would occur to the brand relationship or brand equity if a weakness or threat is not addressed. Benefit is the realistic benefit if the strength of an opportunity is leveraged. Cost is the cost of addressing or leveraging each component, either monetarily or opportunity cost. Time sensitivity is the time period in which the company has to address of leverage each component. Each was ranked on a scale from 1 to 3 according to the importance to our company objectives. Elements we considered important to our campaign were given higher scores and incorporated into an actionable set. We picked 8 main ideas and consolidated similar factors to focus on between the SWOT Analysis that ranked the 18
highest, mainly between 7 and 9. Our actionable set can be seen in the SWOT analysis below. Chart 1. S.W.O.T & Prioritization 19
S.W.O.T. Analysis: First, Burt’s Bees is environmentally friendly, is not tested on animals, and has natural ingredients with no addictive product. This ranked high in the strength and opportunity categories, meaning this sets Burt’s Bees apart from competitors and leader in the natural, environmentally friendly category of lip care products. In a survey of 75 people, when asked what comes to mind when a consumer thinks of Burt’s Bees, one of the top answers was natural, organic, bees, honey, and wax. Consumers perceive Burt’s as a very natural product. Second, Burt’s Bees is a quirky brand with distinctive packaging and history that received a 7/9 on our SWOT analysis because they have really developed their brand image and personality. Also in the survey, it was mentioned multiple times that people associated the color yellow with Burt’s Bees proving that it is a distinct product in the lip balm category. Third, there are a variety of Burt’s Bees flavors to choose from which also received a 7/9. In weaknesses, the consolidated ideas were that Burt’s Bees has a lot of competition, it’s more expensive than generic and competing brands, and there is low brand loyalty in the lip care market. Since there is low brand loyalty, this topic also falls under opportunities because we have the chance to make Burt’s Bees a leader in the category. Typically, consumers do not have a preferred brand so we can use this to make Burt’s Bees their preferred brand and first thought when thinking about which lip care product to choose. An opportunity for Burt’s Bees is that they have a large online presence. They have an interactive website and utilize popular social media and apps. Additionally, Burt’s Bees has rapid sales growth that will enhance their position as a leader in the lip care market. In general, lip balm is a product that is easily lost and is replaced often. We see this as an 20
opportunity because it means that consumers will buy more lip balm. Because Burt’s Bees uses natural ingredients from, an important threat is that the product cannot be made if there is a lack of ingredients due to the economy, natural disasters, and weather around the world. Unlike many brands, our products are natural so anything that affects the environment negatively would affect our product. Therefore, these would not affect the product category as a whole. Objectives The overarching goal of this campaign is to modify the way Burt’s Bees is perceived not only in the lip balm market, but also in consumer’s eyes. Marketing Objectives 1. Increase the market share from an initial value of 9.74 to 13.57 as measured by Market Share Reporter data within one calendar year among all competitors in the lip care product market. According to Market Share Reporter, Burt’s Bees is one of the top lip care product bands. Abreva holds the top share of the market, but we want to focus on lip balms, not cold sore treatments. We hope to increase the market share and make Burt’s Bees more dominate in the market place. The next highest market share is ChapStick Classic with a 5.91 share, we’d like to boost the difference increasing the share by at least 3.83 (the difference between ChapStick and Burt’s Bees current market share). This data is also from 2012 so there may have been a shift in market share, especially because of the growth of the Eos brand recently, so it is important to continue to expand. Communication Objectives 21
2. Increase brand loyalty as defined by the likelihood that a consumer will purchase Burt’s Bees lip care products more than once, measured through a survey, from 48% to 55% within one calendar year among women aged 18 to 49 who are concerned about the environment. Of people survey 76% of participants said they had purchased Burt’s Bees lip balm and 48% said they would purchase the product again. This indicates some brand loyalty but we wish to increase this number over 50%. Brand loyalty is often low for low involvement purchase decisions, with cheaper products that are easily replaced like lip balm. We feel that this target audience will likely be loyal to a natural and distinctive brand like Burt’s Bees. 3. Increase consumer’s perception of Burt’s Bees’ unique brand personality, as measured by T.O.M.A. brand awareness. We want to increase the awareness of Burt’s bees from 45% to 60% within one calendar year among women aged 18 to 49 who are concerned about the environment. In the lip balm market, Burt’s Bees has one of the most distinct personalities in comparison to its competitors. In our survey, we found that people associated the product with bees, the yellow package, and the tingly feeling of the lip balm. Together these elements make the product unique. In addition, the MAM survey found consumers find the flavor, taste, and smell to be better than the competitors. We feel the increase to 60% is needed because we want to have the majority of our target be aware of the brand. Through a top of the mind awareness survey, a type of unaided recall survey, we can gather if consumers perceive Burt’s Bees as a unique brand. 22
4. Increase the number of individuals who associate naturalness and/or environmentally responsibility with the Burt’s Bees brand, as measured through T.O.M.A., from 20% to 50% within one calendar year among women aged 18 to 49 who are concerned about the environment. In a T.O.M.A. survey, only 20% of individuals associated naturalness when asked what words came to mind when they heard of Burt’s Bees lip care products. Burt’s Bees is an extremely environmentally friendly brand who dedicates themselves to being green and responsible yet few consumers realize this. With the growing green trend it would be beneficial to promote this element. In addition consumers may associate other brands with environmentally friendliness before Burt’s Bees, despite the fact the Burt’s is leading green efforts. This may help de-­‐emphasis the negative perception of Burt’s Bees high price; consumer will be willing to pay more if they are helping the environment. As mentioned a Clorox Research found that 47 percent of consumers would be willing to pay more for green products. We estimated 50% as a good end value because many consumers think of Burt’s Bees as environmental already when compared to other products but we wish for environmentally friendliness to be a larger factor, so about half is a mid level. Media Objectives 5. Increase the digital presence and be the leading lip care brand utilizing social media as measured by the number of followers on each social media platform within one calendar year among women aged 18 to 49 who are concerned about the environment. We want to double the current data of 1,766,499 Facebook Likes and 57,600 Twitter Followers to 3,500,000 Likes and 115,000 Followers, increasing the reach and frequency of our brand. 23
Although we do not know the actual numbers of how much of our target audience does follow or “like” lip care brands on social media, we would still like to increase it because this media is something our target audience uses daily. Not many lip care brands use social media strongly; this may be because parent sites own all of these companies. We want to keep up with competitor’s numbers, specifically ChapStick’s 4 Million Facebook Likes and EOS’s 101,000 Followers, by doubling our figures we will be in line with the competitors (3,500,000 likes and 115,000) . Additionally, this is a strength because we have the opportunity to become the leading lip care brand on different social media platforms, not only increasing brand loyalty but also our brand’s personality. Campaign Timeline Having a campaign timeline is important for accurately measuring objective goals throughout the campaign. Additionally the client and advertising team should know what needs to be accomplished each quarter rather than haphazardly purchasing GRPs and spending the budget. Our overall plan is to spend money effectively by focusing on specific quarters in yearlong, pulsing media pattern starting in January 2015 and ending in December 2015. Timeline Specifics: The overall budget is $6,973,070, a 3% increase from how much was spent on advertising in 2012. We chose to leave $697,307 as a contingency plan budget in case any of our objectives are failing to meet their benchmark goals and needed a bigger push. This amount is one-­‐tenth of our overall budget. The remaining amount of our budget was divided among our objectives strategically as seen below. 24
Chart 2. Campaign Timeline Key: Q -­‐ quarter, B -­‐ Benchmark Value 25
Increase Market Share Timeline: For this objective we allocated $697, 307, one-­‐tenth of the budget. We felt this goal would be helped by all other objectives because market share will increase through advertising and media if the campaign is successful. Our goal is to increase the market share by 3.83 over the course of one year. We benchmarked each quarter with a reasonable goal, beginning with current market share of 9.74% and benchmarking at 10.74% after the first quarter, a moderate 1% increase. Our next benchmark is 11%, a 0.26% increase, a low increase as lip balm is less purchased during summer months. Next is another 1% increase to 12%, as summer is ending and consumers begin to think about lip care again. Up to benchmark three we will have reached 59% of our goal. Quarter four has the largest increase as a final push coming off of a heavy summer campaign, with a 1.57% increase to our goal of 13.57%. Our budget was distributed with two equal amounts going to the 1% pushes in winter and summer, then a smaller amount, the small increase, and final the remaining amount for the large increase. Increase Brand Loyalty Timeline: For this objective we allocated $1,394,614, one-­‐fifth of our total budget, this goal is important so it received a higher budget. Our goal is to increase brand loyalty from 48% to 55% over the course of one year. We benchmarked starting from the current level of brand loyalty of 48% and increased about 1.5% over each quarter, with a 2.5% heavy push at benchmark three to benchmark four. By benchmark three we will be over halfway to our end goal, specifically 64.3%. The last quarter is meant to push Burt’s Bees more as the cold months approach and after a yearlong effort of promotion. The continuous pattern of our 26
first three quarters receive equal monetary allocation, the remaining budget jumps with the increased goal. Increase Awareness Timeline: For this objective we allocated $2,091,921, three-­‐tenths of our total budget, this goal is very important to our overall campaign so it received the highest budget. Our goal is to increase awareness from 45% to 60% over the course of one year. We benchmarked on a pulsing schedule, starting from the current level of awareness of 45% and increased about 5% in the first quarter, 3% in the next, 4% in the third, and 3% in the final quarter ending at our goal of 60% awareness. We wanted to build awareness early on at the beginning of the campaign so our efforts land as the year goes on. By benchmark three we’ll be 80% to our goal. The budget aligns with these efforts with our first quarter receiving one-­‐fifth of the budget, without awareness the rest of our campaign is ineffective. The rest of the budget was distributed evenly according to the benchmark goals. Increase Association with Environmental Friendliness Timeline: For this objective we allocated $1,394,614, one-­‐fifth of our total budget, this goal received a higher budget because it is important to the client and company goals. Our goal is to increase consumer’s association of Burt’s Bees with environmental friendliness, as found through T.O.M.A. surveys, from 20% to 50% over the course of one year. We benchmarked starting from the current level of association of 20% and increased about 6% over the first two quarters, with a 10% heavy push at benchmark two to benchmark three, and a final increase of 8% to reach our goal of 50%. By benchmark three we will have reach 73% of our goal. This plan was made to push the environmental factors during the summer month when consumers are more aware of the environment, and then continue that 27
association when consumers begin to rebuy lip balm products for winter. The budget was divided with the most money going to the largest increase and subsequent amounts aligning with the amount of GRPs that will be used to achieve our goals. Increase Digital Presence Timeline: For this objective we allocated $697,307, one-­‐tenth of the budget. We felt this goal would be helped and be very interconnected with an increase brand awareness and our other goals as well to make a successful campaign. Our goal is to increase the digital presence by approximately doubling the current level of 1,766,499 Facebook Likes and 57,600 Twitter Followers. We benchmarked each quarter with a reasonable, incremental goal of about 400,000 Facebook Likes and 14,000 Twitter Followers per quarter. This will lead us to our end goal of 3.5 Million Facebook Likes and 115,000 Twitter Followers. Each quarter has approximately the same goal so the budget was distributed evenly throughout each quarter. Social media is relatively cheap and we want to maintain a constant presence in the lip care product market. We’re building our digital presence to compete the top competitors on each social media. Multi-­‐Attribute Model MAM A. Definition The Multi-­‐Attribute Model is a positioning tool used to help understand consumer’s perceptions and evaluations of a product in relation a competitor’s products and an ideal product. The information can be interpreted and evaluated to help decide copy and the message design of a campaign that reflects the target audiences understand of the product, making them more likely to accept the 28
message. The MAM is a compensatory model that allows perceived weaknesses to be overcome by some strength. B. Procedure: To gather data for the MAM we created a series of two surveys. These surveys were created using qualtrics software and then distributed through social media to consumers. 1. MAM Attribute Survey Our first survey received 108 responses, 75% were in our female target group. The ages of participants ranged from 18 to 63, the average age being 21. Our survey may have been limited because it was only given to our young friends on social media. The MAM may not completely reflect the views of our entire target market. The first survey consisted of nine questions to gather information about consumer attitudes toward lip balm brands and attributes they considered crucial for lip care products. Open ended question about top lip balm characteristics and brands gave us insight into what attributes and competitors to use for our MAM. The other questions were to find out more information about lip care purchase cycles, demographics, and characteristics associated with Burt’s Bees. The results of our first survey gave us seven attributes that consistently came back as key attributes for lip care products and were mentioned frequently. These attributes were moisturizing/effectiveness, long-­‐lasting, flavor/taste, affordable price, texture, smell, and color. The top brands that consumers noted with unaided recall questions were Burt’s Bees, Eos, ChapStick, Blistex, Carmex, and Vaseline who we chose as our top competitors for our campaign. 29
2. MAM Comparison Survey Our second survey received 50 responses. The survey consisted of nine questions to gather information about consumer beliefs. The first seven questions were belief scales. Participants were asked to rate how much they believed each brand performed for each of the seven key attributes. The next question was the importance scale, asking participants to rate each attribute and its importance when purchasing a product. Purchasing behavior is key to understanding consumer behavior. The final question was the iconic scale, asking participants how much each attribute would contribute to the creation of their ideal lip care product. C. Results: To understand the results of our MAM survey, the mean scores were taken and analyzed. The mean importance scores for the key attributes gave us the characteristics that were most important to consumers. The highest being moisturizing/effectiveness, then long-­‐lasting ability, flavor/taste, affordable price, texture, smell, and finally color. Next we interpreted the belief scale results based on how brands ranked against each other for each attribute. The iconic scale also indicated what an ideal product would look like, helping us analyze how close a brand was to being “perfect” for a consumer for a certain attribute. 30
Chart 3. MAM Results Chart 31
1. Line by Line Analysis The line by line analysis is a method that evaluates our seven attribute results and helps determine how our brand compares to our closest competitors. By evaluating the chart, we receive insight on how consumers view our product in various categories. a. Burt’s Bees versus Eos Burt’s Bees was closest to Eos in belief of moisturizing/effectiveness, however both were far from the ideal. In long-­‐lasting ability Burt’s Bees was slighting ahead of Eos but still far from the ideal. In flavor/taste, Burt’s was in line with the ideal value and ahead of Eos. Eos and Burt’s fell behind in price, with most consumers agreeing the brands were more expensive, Burt’s narrowly ranking higher. Most consumer’s ranked Burt’s texture high, Eos ranked lowest but this was the closest category with all brands relatively clustered around the average. In smell again Burt’s was ahead of Eos slightly but both were ahead of other competitors. Finally in color, Burt’s and Eos were right next to each other but further from the ideal, as most consumers did not want color to contribute to their ideal product, however color was relatively unimportant to consumers. Eos is definitely a trending lip care product that is popular with our demographic. b. Burt’s Bees versus ChapStick Burt’s next closest competitor discovered through the MAM analysis was ChapStick. In the moisturizing effectiveness category Burt’s was believed to be better than ChapStick. The results showed a similar belief in long-­‐
32
lasting ability. Burt’s was slightly better in flavor/taster as well as texture. Consumers also ranked Burt’s high in the smell belief and color but again color had low ideal score which ChapStick was closer to. The only area where ChapStick beat out Burt’s Bees was affordable price, ChapStick is perceived as the most affordable and was ranked closest to the ideal. c. Burt’s Bees versus Blistex Blistex ranked close to Burt’s in many categories but also quite far in others. In Moisturizing/effectiveness Burt’s Bees led the pack while Blistex fell near the bottom of the belief scale. In long-­‐lasting belief, Burt’s was just ahead of Blistex. In flavor/taste Burt’s was ranked higher. In price Burt’s Bee again was ranked low on the affordability scale with Blistex seen as less expensive. Texture was similar for all brands, with Burt’s only slightly ahead. In the smell category, Burt’s Bees ranked significantly higher than Blistex. Blistex was on par with the ideal color belief, and Burt’s Bees again ranked higher but on the non-­‐ideal end of the scale. d. Burt’s Bees versus Carmex Carmex was viewed as extremely similar to Blistex on all key attributes. Carmex was ranked lowest on the moisturizing/effectiveness belief scale, far behind Burt’s Bees. When compared in long-­‐lasting beliefs, Carmex was just behind Burt’s Bees but quite far behind the ideal. For flavor/taste Burt’s was much better than Carmex, with Carmex failing low on the scale. Carmex was closest to Burt’s on the price belief scale, both are seen to be quite expensive. They were ranked similarly for texture, with Burt’s just 33
slightly ahead. Just like Blistex Carmex was ranked significantly lower in the smell category, consumers tend to dislike the smell of Carmex and prefer Burt’s Bees. Carmex was ranked nearest the ideal color belief which was low, Burt’s ranked high on the color scale. e. Burt’s Bees versus Vaseline Vaseline was perceived negatively in some crucial areas. It ranked far behind Burt’s Bees in moisturizing/effectiveness and was at the bottom end of the scale. It did ranked highest for long-­‐lasting ability. In flavor/taste it was ranked the lowest and no where near the ideal or Burt’s. It ranked high for affordability, and area where Burt’s is viewed negatively. Consumer’s did seem like the texture of Vaseline as it was ranked slightly ahead of Burt’s and close to the ideal. Many consumers do not like the smell of Vaseline, as indicated by it’s low ranking far behind the other brands. Vaseline was similar to the ideal color ranking, lower on the scale but closer than Burt’s. 2. Summary Statement Burt’s Bees is perceived as a trendy lip balm with a good flavor, taste and smell, it works reasonably well but is more expensive than other brands. Our message point is that although Burt’s Bees is a more expensive brand it is worth it based off of it’s qualities. Strategic Implications: Overall the MAM gave us crucial information about the way Burt’s Bees is perceived by consumers. Burt’s Bees is ahead of it’s competitor in many top categories, like moisturizing/effectiveness, flavor/taste, texture, and smell. However 34
it is lagging behind its competitors when it comes to long-­‐lasting ability. Although Burt’s is seen as the leading moisturizing lip balm it is behind the ideal, consumers are looking for more effective moisturizing. Our campaign could change the brand’s image on moisturizing effectiveness. The major problem is the perceived in the price quality continuum. Burt’s Bees is seen as expensive, we need to get consumers to see there is a value, and higher quality because of that price difference. Another problem belief scale category is within the color attribute. Burt’s Bees is considered to be very colorful, with many varieties of shades. However consumers aren’t looking for colorful lip balm products, and color isn’t important to them. This is congruent with out campaign though because we are not promoting the lip stains and are choosing only to promote the non-­‐tinted lip balms. Using all of this information our creative campaign should position Burt’s Bees as an extremely moisturizing lip care product with excellent flavor/taste, texture, and smell. The campaign should demote the high cost by focusing on the value and quality of the product. Consumers clearly like Burt’s Bees but are wary of the cost, something our campaign should address. Ostrow Model The Ostrow Model is a method used to help determine appropriate effective frequency level. It evaluates various aspects of the brand situation as compared to competition and organizes the information in a useful way. Our media plan used the Ostrow Model to determine the base frequency Burt’s Bees lip balm could use to be successful. 35
Marketing Factors That Affect Frequency Type of Copy +.1 Established v. New Brand +.1 Type of Message -­‐.1 Market Share +.1 Age of Message +.1 Dominance of Brand In Market +.1 Size of Ad Units +.2 Brand Loyalty +.2 +0.2 Length of Purchase Cycle -­‐.1 Media Factor That Affect Frequency Product Usage +.2 Ad Clutter in Media Mix +.2 Need to beat competition +.2 Compatibility of Editorial Environment -­‐.1 Adv. to Older Consumers/Children +.1 Attentiveness to Media -­‐.1 +0.9 Campaign Schedule +.1 Copy Factors That Affect Frequency Media Used in Media Mix +.1 Complexity of Copy -­‐.1 Opportunities for Media Repetition -­‐.1 Uniqueness of Copy -­‐.1 +0.1 Age of Campaign +.1 1.2 + 3.0 Benchmark = 4.2 As calculated by the Ostrow Model the Burt’s Bees base estimated frequency for our media plan is 4.2. This was estimated through a series of marketing, copy, and media factors influencing Burt’s Bees and its competitors. The scale goes from -­‐.2 to +.2, depending on the strength of the brand in that category. A positive number tends to mean a weakness in a category or area that will need more attention to effectively get its message across. Hence a higher minimum base frequency will be needed for the brand to make an impact. These factor are then summed and added or subtracted from the benchmark of 3.0, which is considered the minimum effective level for reach. Ostrow rationale Within marketing factors, Burt’s Bees received a +.1 because it tend to lean more toward being a new brand, compared to well established bands like ChapStick and Carmex. Burt’s got +.1 in 36
both market share and dominance in market because they tend to have a good market share but not the top spot. Brand loyalty was a +.2 because one of our main objectives is to increase the brand loyalty to Burt’s, lip care products often have low brand loyalty. Lip care products also have a longer purchase cycle and may last consumers a long time, hence it received a -­‐.1 because consumers don’t need to buy lip balm everyday. The product is used daily by most people so it received a +.2. There is a strong need to beat competitors in the market so Burt’s received a +.2. Our campaign is directed to middle-­‐age consumers, so advertising to older consumers or children only received a +.1. For our copy we will have rather simple and unique copy, focusing on our strength like naturalness, so those both received -­‐.1. Our campaign is taking things in a slightly new direction so it received a +.1. Our campaign will also be a combination of image and product sell, with a slight focus on images, hence +.1. The message will be rather continuous and cohesive throughout the campaign, so there was -­‐.1 for the kind of message. Although we are freshening up the campaign our message of environmentally friendliness and uniqueness has been seen before, so age of message received a +.1. Our campaign has a limited ad budget and an audience with a preference for media with lower involvement so we will be buying smaller ad units which means a +.2. The media factors influencing Burt’s Bees showed that the market will be rather cluttered, +.2. There is an opportunity for related editorial, with beauty and healthcare products, so that received a -­‐.1. The attentiveness to the media we plan to choose should be high but not extremely high, so this category received a -­‐.1. Our schedule will be flighting, so it will be present most of the time just not as strongly throughout so +.1. We plan to use a moderate media mix of various medium, so that was given a +.1. There is a definite possibility for media repetition so that category received a -­‐.1. 37
Media Plan Goals/Budget Using the campaign timeline and Ostrow Model output our media plan was created. For all campaign objectives the budget was totaled for each quarter, giving the total budget for the three months. This budget would be further broken down according to the GRPs. (explained below). These goals were used to guide our media plan and the buying of media. The chart below shows the reach and frequency goals for each month as well as the GRPs and media budget allocation. Reach is the count of the people who received at least one impression, it is calculated from the number of people in the entire population. Frequency is the average number of times a reached individual was exposed to a campaign (to the medium, not the ad specifically). GRPs, or Gross Rating Points, are calculated by multiplying reach times frequency. GRPs indicate the people being reached by the media. GRPs are a media tool that helps understand who is exposed to the media, but there may be duplication, as in people who are exposed to a campaign multiple times. This chart represents a media plan for the entire year. Based on the campaign timeline and the strategic implications of our research we determined the frequency for each month. Frequency is important to the Burt’s Bees campaign because there is a lot of competition in the lip care product market, however due to the limited amount that Burt’s Bees spends on advertising we had to limit our media plan. The low budget also only allowed us to use a flighting schedule plan, which is a media plan where advertising is only done in certain months. This flighting allows our limited budget to still have impact in certain months. The hiatus will also help avoid wear out with our brand message. We want to build brand loyalty and awareness but not push the brand too much on consumers. However social media interaction and other events will be used throughout the year. Our media plan is flighted through January, April, July, August, and December. This allows for advertising in at least one month during each quarter. The campaign begins with our heaviest advertising push, our campaign hopes to make a splash right at its inception, building awareness in 38
our first campaign month of January. January is also a colder month, which is when many consumers use more lip balm according to our survey. However there is also significant year round usage, so advertising will be equally effective in the other months. Month Frequency Goal Reach Goal GRPs Goal Estimated Budget January (Spot) 6.3 80 504 $1,631,316.90 February -­‐ -­‐ -­‐ -­‐ March -­‐ -­‐ -­‐ -­‐ April 4.2 75 315 $1,217,866.38 May -­‐ -­‐ -­‐ -­‐ June -­‐ -­‐ -­‐ -­‐ July 4.2 60 252 $654,830.84 August (Spot) 5.25 75 394 (393.75) $1,023,173.19 September -­‐ -­‐ -­‐ -­‐ October -­‐ -­‐ -­‐ -­‐ November -­‐ -­‐ -­‐ -­‐ December (Spot) 5.25 75 394 (393.75) $1,748,575.69 Chart 4. Year at a Glance Media Plan A. Frequency The base frequency of 4.2, as calculated by the Ostrow Model, was used during our lowest months, April and July. We then used one and half times this base (6.3 frequency) in January, one of the crucial month in our campaign. We used one and a quarter times the base (5.25 frequency) in August and December, our next two important months. Our media plan worked with these goals and achieved frequencies as close as possible without going over budget. This was a difficult task considering our budget limitation. We were within at least 1.25 for every month. Where we fell short in frequency we made up for in reach. 39
Chart 5. Frequency Goals Chart 6. Actual Frequency 40
B. Reach Reach was determined by the standard reach levels, most often used by programs like Media Flight Plan. For these standard level, 50 to 60% is the lowest reach, 70 to 75% is moderate reach, and 99% is the highest reach. According to these levels the less important months with lowest frequency have a reach goal of 60% in July. Our highest month, January, has a reach goal of 80% and the rest of the month have a moderate reach of 75% (April, August, and December). Our reach goals were exceeded for each month during our media planning process. These values represent the default reach, the exposure to the medium and not necessarily the advertisement itself. However we also calculated the effective reach, which is the reach that would be achieved when consumers are exposed to the ad three or more times. When people are exposed three or more times it is considered more effective, however this is often more difficult to achieve. With our limited budget the effective reach was considered but not achieved. Chart 7. Reach Goals 41
Chart 8. Actual Reach Chart 9. Effective Reach C. GRPs & Budget As mentioned the GRPs are calculated using reach times frequency, the numbers were rounded to the nearest whole number for easier reporting. The budget was then broken down by 42
the percentage of GRPs allocated within each quarter in proportion to the amount budgeted to each month per our timeline. (Seen in the chart below) Quarter 1 (Jan-­‐March) Quarter 2 (April-­‐June) Quarter 3 (July-­‐Sep) Quarter 4 (Oct-­‐Dec) $1,631,316.90 $1,217,866.38 $1,678,004.03 $1,748,575.69 26% 19.4% 26.7% 27.9% Chart 10. Quarter Budget Chart 11. Quarter Budget Pie Chart The budget from the campaign timeline was divided among each month relative to the amount of GRPs for that month. For example in the first quarter, January was the only month where national and spot advertising will be done hence it received all $1,631,316.90. April in quarter two received the quarter’s entire budget as well. In quarter three the budget was divided between July and August, relative to the GRPs. Quarter four saw only national and spot advertising used in December, hence it received the entire budget for that quarter. For the months of January, August, and December we will be using both national and spot market for our media plan. The winter months are our heaviest advertising pushes and we want to create a more dynamic media force. By heavying-­‐up in these months we will reach more people, especially in the colder climates where individuals think more about lip care. Our advertising could 43
appeal to certain regional differences, such as climate, culture, lifestyle, etc. We chose to heavy-­‐up in August because this is when our environmental campaign push is, this is a key campaign goal so it was useful to have a larger presence is this month. Most individuals are more aware of environmental issues in the summer months. We will use the top 10 spot markets in the nation, as aggregated by Media Flight Plan Data. These top ten cities represent 29.6% of US Households. These cities include: Atlanta, GA, Boston, MA, Chicago, IL, Dallas-­‐Ft. Worth, TX, Houston, TX, Los Angeles, CA, New York, NY, Philadelphia, PA, San Francisco, CA, and Washington D.C.. Lip care products are popular nationally so we want to hit top markets across the United States and Burt’s Bees is a national product. Based on usage by region, Burt’s Bees was shown to have more use in the Midwest (index of 125), West (index of 111), and South (index of 97). There was not as much use in the Northeast region (index of 57) but by using spot markets in this area we hope to increase Burt’s Bees popularity/market share. The heavy-­‐up during our spot months can be seen in the chart below. Chart 12. National + Spot GRPs Actual 44
Our media selection fell within budget for each month. In addition to the contingency plan of $697,307, we also have a remaining $31,363 in the budget. This amount will go towards our social media and non-­‐traditional efforts during the campaign. We will also use some of our budget for Out of Home Media, discussed later in our media plan. The specific media we chose was based on the qualitative research and a quintile analysis (see below), but was also heavily influenced by budget restrictions. Chart 13. Budget v. Actual Cost Quintile Analysis A Quintile Analysis is a convenient way to break up a population into equal groups to highlight differences in product or media consumption. Media quintiles determine what media is used by the target audience in concentrations of heavy, medium, or light users. Making this a crucial tool when deciding what media outlets the target audience uses the most. Generally, an index 45
number above 100 means that that group is above average for usage. This information helped us decide which medias to use for our plan. After a crosstabulation of Media Quintiles and Women aged 18-­‐49, using the Winter 2009 Adult full year survey, we’ve decided to use five main media options: Internet, Radio, lower levels of TV, Outdoor, and Magazines. Quintiles 1 and 2 of Internet at home/work produced index numbers of 130 and 126, respectively. 34.34% of women 18-­‐49 are using this medium between quintile 1 and 2 In Quintile 1 of Radio Drive Time and Radio All day, the index number was 110 for women aged 18-­‐49. Quintile 1 of Radio Drive Time is 21.96% of our target group and quintile 1 of Radio All day is 21.89% of our target audience. Outdoor yielded an index of 109 in quintile 1 and 99 in quintile 2, which account for 41.55% of women aged 18-­‐49. However outdoor was out of our campaign’s reach due to budget restrictions. In quintile 4 for magazines, there was an index of 111, which is 22.13% of women aged 18-­‐
49. Quintile 4 for TV Prime Time, TV Early and Late Fringe, and TV Day produced indexes of 107, 111, and 110 respectively. Additionally, TV prime time quintile 4 contains 21.32% of our target group, early and late fringe contains 22.19% of our target group, and TV day quintile 4 contains 21.99% of women aged 18-­‐49. Although, our target audience are above average for a low usage of TV and magazines we still feel these mediums are important in reaching women aged 18-­‐49. Media Selection Using the data we received from the Quintile Analysis, we were able to select specific mediums that would target our audience best while reaching our goals and utilizing our available budget. Our budget was broken into different TV, radio, and magazine mediums. It consisted of Net TV Prime, Cable Daytime, and Cable Late Fringe; Spot TV Daytime and Early Fringe/News; Net Radio Morning Drive, Daytime, and Evening Drive; Spot Radio Morning Drive, Daytime, Evening 46
Drive and Nighttime; and Women’s Magazines. We found that Burt’s Bees’ budget throughout the year is generally low due to their chosen mediums. For example, in the past they had a large internet and magazine presence. However, for this next year we are utilizing the Swiss Cheese approach by choosing unique mediums that are not often used by us or our competitors, such as radio. Relatively few lip care products advertise on the radio. These mediums not only help with our low budget because they are cheaper, but they also keep Burt’s Bees competitive within the product category. Our main focus was radio because it was an efficient medium that could reach consumers year-­‐round, in their car, at work, or even outdoors during the warmer months. Magazines were also used in each advertising month because magazine readership tends to stay rather stable. Television spots were used in non-­‐spot months of advertising (with the exception of August) to bolster campaign when not heaving up in spot markets. This was an opportunity to get more reach. In August television spots are used when our campaign is in a heavy period, the warmer month also means consumers nationwide are thinking more about the outdoors. Chart 14. Media Spending 47
Chart 15. Media Selection per month Medium Cost (000) Percentage % GRPs CPP CPM Net TV-­‐Prime $310.5 4.97% 20 $15,524 $23.56 Net Cable-­‐Daytime $162.1 2.60% 85 $1,907 $2.89 Net Cable-­‐L Fringe $96.1 1.54% 20 $4,807 $7.30 Net Radio-­‐Morning Drive $1657.8 26.55% 515 $3,219 $4.89 Net Radio-­‐Daytime $543.3 8.70% 183 $2,969 $4.51 Net Radio-­‐Evening Drive $1479.9 23.70% 518 $2,857 $4.34 Magazines-­‐Womens $596.8 9.56% 105 $5,684 $8.63 Spot TV-­‐Daytime $53.1 0.85% 20 $2,653 $12.54 Spot TV-­‐Early Fringe/News $161.3 2.58% 40 $4,033 $19.07 Spot Radio-­‐Morning Drive $357.8 5.73% 70 $5,112 $24.17 Spot Radio-­‐Daytime $233.8 3.74% 40 $5,844 $27.63 Spot Radio-­‐Evening Drive $544.5 8.72% 90 $6,050 $28.60 Spot Radio-­‐Nighttime $47.4 0.76% 55 $861 $4.07 Total $6244.4 100% 1761 $19,701 $29.90 Chart 16. Media Selection Breakdown 48
The chart above is the breakdown of media selection, how much they make up and the budget. It also reflects the GRPs, CPP, and CPM of each media. CPP is the cost per point of the medium, essentially the cost of one rating point. CPM, cost per thousand, is the cost of delivering 1000 gross impressions. It’s important to distinguish that gross impressions are the total number of opportunities to see an ad and not necessarily completely helpful. In the media flight program we used, CPM was based on media that contributed both cost and GRPs. CPM and CPP are two measures of media options. They are strategic tools that can be used to evaluate various media and its performance. In our campaign we looked at CPM and CPP to see which media were less expensive but provided more GRPs, it was a strategic comparison tool to weigh the media based on impressions and rating points. As illustrated above, we focused more on the less expensive media but also thought strategically and decided when it would be worth it to select the more expensive media that would deliver more GRPs. We did not exclude a media just because they had a high CPP or CPM if we felt it would help our campaign. Final Message Design A. Marketing Communication Purpose Our creative strategy will convey to our target audience that Burt's Bee's lip balm is made from all-­‐natural ingredients and is environmentally friendly. Our ads will emphasize the visual elements our target audience is used to associating with Burt's Bees such as the color yellow, bees, honey comb, and wax so they can easily identify the brand. The use of the color yellow will associate the unique packaging of the brand with the natural bees and honey, in addition yellow is one of the most eye-­‐catching colors, our creative focus on the Attention Approach, using standout and visual elements to attract the viewer’s attention. Not only will our advertisements will show how environmentally friendly our product is, but also how high quality it is. The chosen slogan for the campaign is: Bee Natural often coupled with the headline “Only nature’s best for your lips”. 49
Bee Natural encapsulates what the brand is all about. From its humble beginnings with Burt the Beekeeper to a full natural personal care product company who still maintains that focus on natural and high quality product. Burt’s Bees hopes to differentiate itself from the competitors who lack the same natural ingredients. In addition we hope to emphasize the moisturizing and effectiveness of Burt’s, hence the slogan “only nature’s best for your lips”. This highlights the natural, quality ingredients that soothe chapped lips. By focusing on the long-­‐lasting and nourishing effects of the product, attributes important to consumers when purchasing lip care products according to the MAM, as well as the naturalness we hope to distinguish Burt’s Bees as the best choice for consumers. Focus of Sale: Convince women 18-­‐49 that Burt’s Bees is the most moisturizing and long-­‐
lasting lip care product that it is natural and pure. Burt’s Bees is great for the lips and also the environment. Support: Burt’s Bees is a 99% natural products. The company is extremely concerned with the environment and sustainable practices. Burt’s Bees lip balm is perceived as the most moisturising lip care product when compared to competitors, the only hurdle is the higher price. By convincing consumers the environment and moisturizing effects are worth it we hope to counteract this price-­‐continuum issue. Tone and Manner: Our campaign will have a sense of nature, freshness, and fun in every execution. We hope to be seen as a friendly lip care product that consumers can relate to. We care about the planet and the consumer but don’t take ourselves too seriously. Creative Executions A. Traditional Media Network & Spot Television “Natural Texture Ad” 50
Creative: See Creative Appendix, page 67 Image and Positioning Rationale: Advertising around popular TV programing on channels such as MTV, FOX, and AMC is the best way to direct our message to the target. Our television ad will help us achieve our campaign objectives, especially brand awareness, increasing association with environmentally friendliness, as well as increased digital presence. The advertisement is very clean, with a white background and simple images giving of a fresh feeling, the blank space also draws attention to the items and product. A male narrator with a friendly voice will appeal to female viewers as he uses descriptive adjectives to describe the images on screen. The commercial associates Burt’s Bees with different textures and elements that were that ranked as important in our Multi-­‐Attribute Model, especially the characteristics: moisturizing, long-­‐lastingness, and smooth texture. The ad features various natural items with a rough texture juxtaposed against these soft and smooth items. All the items are then connected to lip care, asking the consumer which texture they would prefer their lips be. The association with nature will make a connection between the environment and Burt’s, further solidified by the narrator pointing out that Burt’s takes these elements from nature to make the 99% natural product. The advertisement uses the “we” personal pronoun to let consumers feel as if the brand is talking directly to them. To increase brand loyalty Burt’s should emphasize it’s friendliness, uniqueness, and small history, making everything personal. In addition to our slogan at the end (explained earlier) we also push a drive to our online platforms to increase the number of followers and likes. Network & Spot Radio “Buzz of Life Ad” Creative: See Creative Appendix, page 70 Image and Positioning Rationale: 51
Our target demographic has a high index of usage for radio as indicated by our quintile analysis. Therefore radio is an appropriate and successful medium for advertising, often not used by other lip care products. We also hope to use digital radio such as Pandora and Spotify to reach our target demographic who are heavy users of the internet and are interested in music. Radio makes up a large part of our budget and advertising plan so it is crucial that creative is engaging and effective. Ads throughout the year will focus on the moisturizing and soothing effects of Burt’s Bees, especially in cold months when consumers’ lips tend to be the most dry. Our creative executions for radio will focus on connecting with consumers in their daily lives. The radio spot focuses on the association of Burt’s Bees with nature, and the obvious bees. Both the sounds and narration connect the buzz of modern life to the buzz of nature. This shows the brand is connected to nature, pushing the environmentally friendliness relationship. It also shows that Burt’s knows what is hip and going in society (Buzzwords and Buzzfeed), building personality and brand loyalty. The narration says that Burt’s Bees thinks about nature a lot and how to get the best lip balm, showing they care about the environment but also delivering a quality product to the user. The copy then describes the long-­‐
lasting and nourishing effects of the product, top attributes important to consumers according to the MAM. In addition there is push to Twitter and Facebook, promoting the online sites and helping our campaign goal of increasing our digital presence. Magazines Creative: See Creative Appendix, page 71 Image and Positioning Rationale: Magazines were in a lower quintile in the quintile analysis, yet they’re within our budget and still reach our target audience. Media will be bought in People, Real Simple, Yoga Journal, O: The Oprah Magazine, Organic Style, Cosmopolitan, and InStyle magazines. Burt’s Bees has advertised in the past in these multiple magazines. The three magazine print ads include all of these 52
elements. The first ad depicts a tube of burt's bees lip balm pouring out honey into a jar to show that the product is made from natural ingredients. The ad contains the typical Burt's Bees color scheme and imagery the target group associates with the brand. The copy drives home the message about how Burt’s Bees is made using only natural ingredients. It also clarifies the image of the honey a little better for the target audience to explain that Burt’s Bees isn’t a honey product but a product associated with natural ingredients like honey. The copy also includes key-­‐words to drive the brand image such as “buzz”, “bees|”, and “wax” which were words that consumers associated with Burt’s Bees. B. Non-­‐Traditional Media Our non-­‐traditional media will be used throughout the year to supplement our traditional media campaign. The budget for these media will come from the $31,363 remaining from traditional media spending and a small portion of the contingency plan budget. Limited funding is necessary for the non-­‐
traditional media because many elements are an extension of the current Burt’s Bees platforms, i.e. social media and Burt’s for Bees campaign. Most of the budget will go toward developing a phone applications and promoting Burt’s at festivals and other local events. Musical Festival For non-­‐traditional media in our campaign, a major component will be promotion of Burt’s Bees at large music festivals. We will target music festivals that are in close proximity to these ten cities: Atlanta, GA; Boston, MA; Chicago, IL; Dallas-­‐Ft. Worth; TX, Houston; TX, Los Angeles, CA; New York, NY; Philadelphia, PA; San Francisco, CA; and Washington D.C. Music festivals are an ideal place to promote Burt’s Bees because the majority of females attending these festivals are in our target age range. As previously mentioned, our target demographic has a high index usage for radio. This interest in music makes music festivals a key place to promote our product. Burt’s Bees will set up booths at these events and hand out Burt’s Bees lip balm to festival attendees throughout the event. Music festivals are known for being exciting and unique and so is Burt’s Bees. The combination of the festival and Burt’s Bees will create great promotion for consumers. Another aspect that makes music festivals ideal places to promote Burt’s Bees is when they take place. Our 53
ideal music festivals take place in the warmer, summer months when lips are known to get cracked and dry, making it the perfect environment to promote the products. The festival we chose to target occur May through August. The festivals we plan on targeting in each city are: Atlanta -­‐ Counter Point LA -­‐ Coachella Boston -­‐ Boston Calling NYC -­‐ Governor's Ball Chicago -­‐ Lollapalooza Philadelphia -­‐ Made in America Dallas-­‐Ft. Worth & Houston, TX -­‐ SXSW San Francisco -­‐ Outside Land
Social Media Creative: See Creative Appendix, page 72-­‐74 Image and Positioning Rationale: Social media usage is our key media objective for this campaign. The objective states that we want to increase the digital presence and be the leading lip care brand utilizing social media as measured by the number of followers on each social media platform within one calendar year among women aged 18 to 49 who are concerned about the environment. We chose not to allocate our budget toward internet advertising, even with it’s popularity among women 18-­‐49, which yielded high index numbers in quintile 1 and 2. However, social media is an important medium for Burt’s Bees and this campaign so any costs relating to that will be coming from our contingency plan. Social Media is relatively cheap and we would mostly be paying for manpower. In a 2013 Mashable article highlighting a demographic survey done by Pew Research Center, 71% of women use social media. A whole 9% more than the men surveyed. Additionally, 83% of 18-­‐29 years and 77% of 33-­‐49 year olds used social media (Popescu, 2013). Combining this knowledge and our primary Burt’s Bees research, we know that social media is a great resource to target our audience. We will use popular platforms such as Twitter, Facebook, and Instagram to connect with and build our audience. 54
Our messages will emphasize the various characteristics of the brand while achieving our campaign goals. The slogan Bee Natural will be interchanged with other characteristics that we found consumers value. For example, Bee Moisturized, Bee Happy, Bee Smooth, Bee Healthy, Bee Beautiful, Bee You, and Bee Original. Honeycomb Website Creative: See Creative Appendix, page 75 Image and Positioning Rationale: Another non-­‐traditional method of media will be called “The Beehive”. Because social media is such a growing vehicle of communication, this will be a way for consumers to utilize Twitter and Instagram to discuss and promote Burt’s Bees. This will be a way for consumers to display when they are using Burt’s Bees Lip Balm and how much they use it. Every time somebody “hashtags” Burt’s Bees on Twitter or Instagram, that person will add a hexagon to their “Beehive” online. They will be able to share their “Beehive” with one another as it grows with each hashtag. This is an opportunity for users to see what others are saying about the Burt’s Bees brand. As each consumer’s “Beehive” grows, so will the brand and consumer awareness. The Beehive was chosen as the design of this social media tool because we want to highlight the brand personality of Burt’s Bees while also emphasizing the natural ingredients Burt’s Bees contains. The natural ingredients are what make Burt’s Bees so unique and different from it’s competitors. Emphasizing this through social media will continue to inform consumers of the all natural benefits Burt’s Bees has. As people’s “Beehives” get bigger, the knowledge of Burt’s Bees natural ingredients will as well. Native Advertising (Buzz)feed Article Creative: See Creative Appendix, page 76 Image and Positioning Rationale: 55
To stay connected with our target audience, a campaign idea is for Burt’s Bees to sponsor a Buzzfeed article. Buzzfeed is an established social media blog providing entertaining articles for a wide range of audiences. We will do a couple things with this, for example: What’s the Buzz-­‐ highlighting what’s going on this week in the news or pop culture or What Type of Bee Are You? -­‐ a quiz about what type of bee you are. The answers good be a worker bee, drone, queen bee, queen bey (Beyonce), Bumblebee from “Transformers”, or Berry B. Benson from “A Bee Movie.” This sponsorship will occur in our heavy month of January to bring attention to the brand when it is being promoted in many spot markets and nationally, building “buzz” for our campaign. Burt’s Bees Mobile App Creative: See Creative Appendix, page 77 Image and Positioning Rationale: Another medium of non-­‐traditional media we plan to use is a mobile app. We are in the digital age and all of our consumers have some type of smartphone that hosts applications. According to a 2013 Nielsen Mobile Consumer Report, 52% of female consumers use smartphones. Also, 66% of consumers aged 16-­‐24 and 73% of consumers 25-­‐34 year olds use smartphones. 62% of the surveyed group in the United States uses Mobile Application. Moreover, they primarily use Social Networking, Maps, Productivity, Video, and Game applications (Nielsen, 2013). Therefore, mobile applications are a great medium to target our audience. The idea for the app is for it to be a game based off of how much Burt’s Bees you use. You can check in when you buy a new tube of Burt’s Bees. The more you buy your “Bee Status” will increase. The consumer starts out as a worker bee, then a drone, and lastly the queen bee. If you successfully make it to the queen bee level then you will receive a buy one, get one half off coupon for Burt’s Bees lip balm to your email. Also in the app will be a couple of small bee-­‐themed games to play. Point of Purchase -­‐ Beehive Display Creative: See Creative Appendix, page 78 56
Image and Positioning Rationale: Burt’s Bees is a unique brand with a strong personality. In order to present this to the public even further, we will place Point of Purchase displays in any store where Burt’s Bees is sold. This will attract the attention of consumers and encourage them to purchase such an eye-­‐catching product. The displays will be made to look like beehives with the lip balms placed inside each honeycomb. These displays will be designed to emphasize Burt’s Bees’ unique and natural brand personality. Experiential Marketing/Burt’s Booth Creative: See Creative Appendix, page 79 Image and Positioning Rationale: Burt’s Bees is a very unique brand with a grassroots history. Our campaign hopes to hope to continue this brand image through strategic experiential marketing. The goal of experiential marketing is to form a memorable and emotional connection between the consumer and the brand so that a purchasing decisions and brand loyalty will be influenced. The experiential marketing can also be used for other advertisements, such as social media posts, YouTube videos, or even television commercials. Burt’s Bees hope to host events in our spot markets where consumers can interact with the Burt’s Bees brand hands-­‐on. This involves simply getting the product to consumers. Consumers are more likely to purchase the product later on if they get a free sample. Free giveaways also give a positive feel to the brand, the grassroots efforts that built the brand relied on giving away free Burt’s Bees to build buzz. The experiential marketing will also feature branded content, such as t-­‐shirts, sunglasses, and phone cases displaying the Burt’s Bees logo, further promoting the brand. People will be drawn to the bright yellow tent, the signature Burt’s color which is also a very eye-­‐catching color. Burt’s Booths will be at local events in spot markets, such as farmer’s markets, small music concerts, and art festivals during the summer months May through August. These events will draw 57
in women in our target demographic who are likely to be interested in Burt’s Bees and everything the brand embodies. Burt’s Bees will build its unique image and brand loyalty. Burt’s For Bees Image and Positioning Rationale: Burt’s Bees currently runs Burt’s for Bees, an effort to help the falling bee population and continue the environmentally friendly business actions. This program includes a collaboration with the Pollinator Partnership to promote the health of pollinators. The Greater Good foundation also supports bees and humans through sustainable agriculture and health pollinator forage. Burt’s also advocates for reduced pesticide usage and creating more wild for bees. The Burt’s for Bees campaign will be advertised through social media posts and the local events, like the Burt’s Booth events. Consumers can find out more information about how they can help Burt’s mission to save the bees. In addition to continuing these great practices our campaign hopes to publicize these efforts. Not only will the plight of the environment and the bees be publicized we will also further the association between Burt’s Bees with environmental efforts and give a positive boost to the brand. Burt’s for Bees will generate more interest on our brands digital platforms. Campaign Evaluation Our campaign will be successful if all campaign goals are met or exceeded. The campaign objectives cover a variety of brand aspects, from increasing the market share, brand loyalty, and digital presence to changing the perception of the Burt’s Bee brand. Throughout our yearlong plan we will have certain benchmarks to make sure we are on track. If the campaign is not keeping up with projected goals the contingency plan will be enacted to boost results. The first objective is the market share from the initial value of 9.74% to 13.57%. This data can be found through Market Share Reporter as well looking at our profits compared to our 58
competitors over the course of the quarter. The campaign hopes to increase brand loyalty as measured by a survey of whether or not a consumer would buy a Burt’s Bees Product again. An initial survey indicated 48% of consumers would, we hope to increase this loyalty to 55%. Throughout the campaign we will distribute the same survey and poll consumers at various events to gauge brand loyalty and make sure we reach the projected goal. Another objective is to increase Burt’s Bees’ unique brand personality as measured by T.O.M.A. brand awareness. We hope to increase awareness so that 60% of consumers recall the brand as unique and effective, this will also be monitored through quarterly surveys. A survey will also help us evaluate our fourth objective. We hope to increase the number of people who associate Burt’s Bees with naturalness from 20% to 50%. The campaign is very environmentally positioned so we feel this increase will be easily seen in a T.O.M.A. survey throughout the year. The media objective goal is to increase the digital presence of Burt’s Bees by increasing the number of followers and Likes on social media. This will be simply tracked through the quarters by looking at the statistics of followers and interactions on our social media platforms. The campaign objectives will be closely and carefully monitored throughout the year to make sure they are on track with our timeline. Our contingency budget will be implemented if we do not reach our goals. 59
Appendix A. Surveys 1. MAM Attribute Survey/General Research Survey Welcome to the Lip Care Products survey! Purpose of the Study: The purpose of this class project is understanding consumer's views on certain lip care products. Duration: It will take about 5 minutes to complete the questions. Statement of Confidentiality: Your participation in this class project survey is confidential. All records associated with your participation in the study will be subject to the usual confidentiality standards applicable to medical records (e.g., such as records maintained by physicians, hospitals, etc.). Voluntary Participation: You do not have to participate in this survey. You can stop your participation at any time. You must be 18 years of age or older to consent to participate. Completion and return of the survey implies that you have read the information in this form and consent to participate in the survey. If you agree to participate, please continue to the questionnaire. 1.
What characteristics are important to you when you think of lip care products, such as lip balm? 2.
List the lip care brands that first come to mind. 3.
What lip care brands do you use? 4.
How often do you buy lip balm? 5.
6.
a.
Never b.
Once a year c.
Every few months d.
2-­‐3 times a month e.
Once a week f.
Daily When do you generally buy lip balm? a.
Year-­‐round b.
Only during warmer months c.
Only during colder months d.
When I need it What comes to mind you think of Burt’s Bees? 60
7.
What is your age? 8.
What is your gender? 9.
a.
male b.
female What is your race? a.
American Indian b.
Alaska Native c.
African American d.
Asian or Pacific Islander e.
Caucasian f.
Hispanic g.
Other 2. MAM Comparison Survey 61
62
63
64
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Chart 17. Top Attribute Analysis 3. Brand Loyalty Survey 1. Have you ever purchased Burt’s Bees lip balm? a. Yes b. No 2. Would you purchase Burt’s Bees again? a. Yes b. No c.
Unsure d. I’ve never purchased Burt’s Bees 66
B. Creative Appendix 1. Network & Spot Television 67
68
69
2. Network & Spot Radio Burt’s Bees Buzz of Life Radio Ad :15 second Radio Spot Opening Sound FX: Chatter Ping of varies notification sounds (FB, iPhone, Bell) Buzz of phone vibrating Female Narrator: Life is full of buzz. Your phone buzzes, your computer buzzes, there are buzzwords, and Buzzfeed articles. Have you ever thought about nature’s buzz? Sound FX: Transition into sounds of bee’s buzzing, nature sounds Female Narrator: Burt’s Bees thinks about it a lot. We use only the best beeswax and natural ingredients to give you the most long-­‐lasting, nourishing lip care product around. Burt’s Bees, Bee Natural. See what the buzz is all about check out @Burtsbees on Twitter and Like us on Facebook. 70
3. Magazines Only nature’s best for your lips.
All-natural, all-moisture. Burt’s Bees uses only the finest natural ingredients
to bring immediate relief to dry, chapped lips. Find out what the buzz is
about and discover the healing power of bee’s wax.
71
4. Social Media a. Facebook
72
73
b. Twitter
74
5. Honeycomb Website 75
6. Native Advertising – Buzzfeed 76
7. Burt’s Bees Mobile App 77
8. Point of Purchase -­‐ Beehive Display 78
9. Experiential Marketing/Burt’s Booth 79
C. Media Appendix Chart 18. Year at a Glance on Media Flight Plan 80
Chart 19. Media Flowchart 81
D. References Biesada, A. Burt’s Bees -­‐ Company Overview. (2014). Retrieved from http://subscriber.hoovers.com/H/company360/overview.html?companyId=10452
2000000000 Burt's bees lip care. (2014). Retrieved from http://www.burtsbees.com/Lip-­‐Care/lipCare,default,sc.html Burt's bees;'natural vs' a new campaign from burt's bees. (2008, February 18). Marketing Business Weekly, p. 38. Brandel, M. (2009). Burt's bees. Computer World, 43(15), 32,34. Clorox 2013 annual report. (2013). Retrieved from http://annualreport.thecloroxcompany.com Global Lip Care Products Market to Reach $1.7 Billion by 2015. (2007). Retrieved from http://www.prweb.com/releases/lip_care_products/traditional_medicated/prweb8
114933.htm Nagel, A. (2008). Burt's bees ads aims to sting fakes. WWD,195(30), 14. Nagel, A. (2007). Clorox buys burt's bees. WWD, 194(94), 5. O'Loughlin, S. (2005). Burt's bees builds buzz as distribution expands. Brand Week, 46(27),9. Popescu, A. (2013). Just who uses social media? A demographic breakdown. Mashable Retrieved from http://mashable.com/2013/04/12/social-­‐media-­‐demographic-­‐
breakdown/ Prior, M. (2005). Burt's bees broadens retail reach. WWD,190(38), 8. Singer, N. It’s Not Just Honey. (2013). Retrieved from 82
http://www.nytimes.com/2007/05/16/business/smallbusiness/16burts.html?ei=5 124&en=7ad06b410678a2d4&ex=1338350400&adxnnl=1&partner=permalink&ex prod=permalink&adxnnlx=1190326677-­‐N8EI6hYZkhMucAaC3nQb7A&_r=1& The Mobile Consumer, 2013. Nielsen. Retrieved from http://www.nielsen.com/content/dam/corporate/uk/en/documents/Mobile-­‐
Consumer-­‐Report-­‐2013.pdf Top Lip Care Brands, 2012. Market Share Reporter. Ed. Robert S. Lazich and Virgil L. Burton, III. 2014 ed. Detroit: Gale Group, 2014. 880 pp. 2 vols. Gale Directory Library. Gale. CIC Penn State University. 3 Mar. 2014. Retrieved from http://find.galegroup.com.ezaccess.libraries.psu.edu/gdl/start.do?prodId=GDL> Wolf, A. (2011, February 10). Burt's bees ceo lured away.Tribune Business News Zucchino, D. (2009). Burt's bees business is humming. Los Angeles Times, Retrieved from 83
E. Simmons Data
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