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Belch: Advertising and
Promotion, Sixth Edition
IMC PERSPECTIVE 10-2
V. Developing the
Integrated Marketing
Communications Program
The Best Media Plans
10. Media Planning and
Strategy
Each year Adweek selects the best media plans of the
year. The selection is made by a number of top executives
of advertising and media agencies, with category
winners including “Best media plan spending more
than $25 million,” “. ..between $10 and $25 million,”
“...between $1 and 10 million,” and “. . . less than $1 million.”
In addition, there are winners in specific categories
such as “best use of cable TV,” “best use of
outdoor,” “best use of new media,” and so on. While we
would like to report on all of them, space permits only a
few. However, this sampling will demonstrate what successful
plans include.
• Spending more than $25 million—Dunkin’ Donuts
(Hill Holliday Agency): Dunkin’ Donuts has over 3,500
franchises in over 120 markets, with multiple products
and varying advertising budgets. Trying to find a positioning
statement that serves everyone is no easy
task. Hill Holliday’s creative “Loosen Up”—designed to
help consumers overcome guilt associated with eating
donuts—required a very unique media strategy to
communicate. To be effective for all franchisees, a
“modular” strategy was developed from which individual
locations could pick and choose what would work
best given their needs and budgets. For example, sponsorships
were created for early morning shows such as
the Today show. Drive-time and in-office radio spots
were purchased, as was space on the Captivate
Network, which places advertisements on screens in
high-rise elevators. Local TV spots at prime time and
late fringe were included on shows like Friends, Everybody
Loves Raymond, and the Letterman and Jay Leno
shows. A 20-foot-high inflatable coffee cup was hung
over the Massachusetts Pike in downtown Boston, and
mobile billboards were common around Dunkin’
Donuts sites. While no endorsement deals were made,
the brand was able to receive the cooperation of radio
and TV personalities while effectively communicating
the “have fun” message through a “have fun” media
strategy.
• Spending between $10 and $25 million—Baskin-
Robbins (Initiative Media): Changing lifestyles, supermarket
sales of ice cream, and a limited media investment
restricted for years to spot TV and radio led
to flat sales for the ice-cream purveyor and its franchisees.
Armed with what the agency considered to be
“a ton of proprietary research,” the agency realized
that the target audience included both children and
adults and that the strategy had to change in respect
to communications with consumers, field organizations,
and promotional partners. Baskin-Robbins first
© The McGraw−Hill
Companies, 2003
teamed up with DreamWorks to promote the animated
film Shrek. Movie signage appeared in stores, a “Free
Scoop Night” promotion was initiated, and new products
that tied in with the movie were developed. Initiative
Media’s plan was to leverage this success through
media buys. TV spots were placed on Nick, Nick at Nite,
Fox Family, Hallmark, and the Discovery channel,
among others. Oprah, Jack Hanna, and Home Improvement
also received shorter (10-second) spots. Cable
included the Hallmark channel, VH1, and the TV Guide
channel. Most of the ads were accompanied with sales
promotions like “Flava of the Week,” “Birthday
Scoops,” and others.
• Spending less than $1 million—Archipelago (Fallon
Minneapolis): Archipelago’s goal was to attract stock
traders away from traditional brokers to online
trading. A $245,000 budget employing street protests,
pennies, and other nontraditional media was allocated
to reach the traders—most of whom were unhappy with
their current means of trading. Fallon developed a creative
strategy that capitalized on this dissatisfaction
with the campaign slogan “Don’t Get Pennied,” which
referred to the New York Stock Exchange’s switch to
expressing stock transactions to the penny rather
than in increments of 6.25 cents—a practice that many
traders perceived to be to their disadvantage. The
agency actually organized demonstrations along Wall
Street and in Boston’s Post Office Square—where
many traders had offices. An armored truck drove past
the traders’ offices playing the Beatle’s “Penny Lane,”
and out-of-work actors took to the streets chanting
“A penny saved is a penny earned. Choose Archipelago
and don’t get burned.” Direct-mail pieces including
advertising specialties and a roll of pennies followed,
as did handouts in Boston subway stations and
wallscapes in specified Manhattan communities. A
full-page ad was placed in regional editions of The
Wall Street Journal. The website was also altered to
reflect the “Don’t Get Pennied” campaign.
As these plans clearly demonstrate, a variety of media
are now employed to get one’s message across. They
also demonstrate that effective plans don’t have to
cost millions and millions of dollars—but don’t tell that
to the media people!
Sources: Kate Macarthur, “Dunkin’ Donuts Tries New Tag,” Advertising
Age, Aug. 12, 2002, p. 8; Eric Schmuckler and Todd Shields,
“Media Plan of the Year,” Adweek, June 17, 2002, pp. SR 1–16; “Green
Giant Produces Big Sales for Baskin-Robbins,” Potentials, July
2002, p. 13.
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