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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. 327
328 Part Five Developing the Integrated Marketing Communications Program Belch: Advertising and Promotion, Sixth Edition Exhibit 10-1 Scarborough Reports provide valuable information to media planners Figure 10-28 Telmar media plan for a local bank V. Developing the Integrated Marketing Communications Program 10. Media Planning and Strategy © The McGraw−Hill Companies, 2003 decision-making capabilities while saving substantial time and effort. Let us briefly examine some of these methods. Computers in Market Analysis Earlier in this chapter, we provided examples of Simmons and MRI data. In Chapter 2, we reviewed the information in Prizm and VALS, as well as other such systems. All these data can be accessed either through an interactive system or on the agency’s own PC. For example, MRI offers its clients interactive capabilities with its mainframe or its MEMRI software database that can be used on a PC to cross-tabulate media and demographic data, estimate reach and frequency, and rank costs, in addition to numerous other applications. The databases can also interface with Prizm and VALS data. Simmons also allows access to Prizm, VALS, and others. Other market analysis programs are also available. Nelson and Scarborough provide demographic, geographic, psychographic, and product and media use information that can be used for media planning (Exhibit 10-1). Census tract information and socioeconomic data are also accessible. These systems are linked to Nielsen data for scheduling and targeting to specific groups. Analyses of these data can help planners determine which markets and which groups should be targeted for advertising and promotions. By using this information along with other data, the marketer can also define media objectives. Computers in Media Strategy Development In the section on strategy development, we discussed the need to make decisions regarding coverage, scheduling, costs, and the trade-off between reach and frequency, among others. Of primary benefit to media planners are the programs that assist in development of these strategies. While there are far too many of these programs to review here, we will provide a small sampling to demonstrate our point. Reach and Frequency Analyses on the Computer Figure 10-28 demonstrates how software programs are being used to determine reach and frequency levels and assist in deciding which alternative is best. The Telmar program computes Reach Media Mix Frequency 3+ Level 1st Quarter (A 25–54) (%/X) (%) Weekly Cost TV (125) 84/4.5 51 $21,480 TV (125) R (125) 91/8.2 71 29,450 TV (125) R (150)* 92/9.0 73 31,045 TV (150) 86/5.2 57 25,660 TV (150) R (125) 92/9.0 73 33,625 TV (150) R (150) 92/9.8 74 35,220 TV (175) 89/5.9 61 29,930 TV (175) R (125) 93/9.7 75 37,900 TV (175) R (150) 93/10.5 76 39,490 TV (200) 90/6.7 65 34,255 TV (200) R (125) 93/10.5 76 42,225 TV (200) R (150) 93/11.3 78 43,820 Note: Based on a three-week flight. *Recommended.
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