The new way to drink.

TABLE OF CONTENTS

EXECUTIVE SUMMARY

Executive Summary

In the past, Izze used a low-to-no-budget word of mouth/kitschy event

campaign strategies. Now, with this plan, Izze will take a new direction
with its marketing and advertising. This campaign focuses on the
strategies of competitors, and uses those budgets as a template for
the optimal use of the advertising budget. The current marketing
objectives are: 1. Make the brand ubiquitous, or found everywhere to
to guarantee convenience in buying. 2. Generate national awareness
by creating dialogue with the potential customers based on their
needs and lifestyles. Through this plan, which will target both spot
and national markets, these objectives will be met. This plan also
includes other non-traditional efforts to set Izze apart as the drink of
the summer.

Situation Analysis
Marketing Goals
Target Audience
Media Objectives
Creative
Media Strategy
Media Execution
Promotions and Non-Traditional Efforts
Budget
Appendix

SITUATION ANALYSIS

SITUATION ANALYSIS

Historical
Izze was developed by Todd Woloson and Greg Stroh in February
2002. They had the goal to make a great product that also gave back
to the greater good. The beverage is influenced by sophisticated
European sodas. It is created with pure simple ingredients such as
real fruit, which contains fructose, an organically natural sugar. In
2006 Izze was acquired by Pepsico.

Competition
The competition spends $727.5 million annually. Compared to the
$18 million that is available for use every choice made for the media
plan will have to be well thought out. Mintel reports that adults are
turning away from soft drinks as a whole because of the lack of
health benefits. Instead they are drinking more milk and water for
their natural health benefits. Young adults and teenages are turning
away from soft drinks as well. Instead of turning to healthier options
like their older peers, they are drinking more flavored coffees and
energy drinks. Based on a study conducted by Mintel that included
2,000 internet users ages 18 and up, 86% of them reported that they
drank soft drinks in the last six months. Directly behind soft drinks
are milk at 85% and juices at 84%. These numbers show that all
soft drinks, including Izze, need to have a better market strategy to
distance themselves from other drinks.
According to Kantar, carbonated soft drink brands spent the most on
advertising compared to bottled water, fruit juices, non-carbonated
soft drinks and vegetable juices. In 2013 these brands spent
$7,275,000 with most of the money going to network television
$3,494,000.

Market
Out of 35,000 supermarkets in the USA, and 149,000 convenience
stores, Izzes penetration into these stores is below 12%. Mintel
estimates that soft drinks could grow to $50.1 billion by 2017.
One of the possible contributing factors to this potential increase
is additional product development that reduces calories or offers
carbonated alternatives to soft drinks, such as Izze.
In fact Mintel reports that awareness about potential health effects of
soft drinks is growing, while consumption is reducing. Actually 27%
of those who reported on their soft drink consuming habits have said
that they drink fewer soft drinks compared to the previous six months.
Izze is in a great position to capitalize on this decline of interest
in unhealthy soft drinks. Izze has natural ingredients that make it
contain less calories than competitors. By looking at this data it is
easy to see that the future for Izze could be a bright one.
Past and Current Advertising
In the past, Izze used low-to-no-budget word of mouth/kitschy event
campaign strategies.

SWOT ANALYSIS

MARKETING GOALS

Strengths

Primary Goals
Make the brand ubiquitous, or found everywhere to to guarantee
convenience in buying.
Generate national awareness by creating dialogue with the potential
customers based on their needs and lifestyles.

Healthier than other soft drinks

87-107 calories in 8 ounces

120-130 calories in 12 ounces
Sugars are naturally occurring and come from wholesome, natural
sources
IZZE with vitamins
No caffeine, no preservatives, no refined sugars
Growing social media presence on Twitter, Facebook and Pinterest
Weaknesses
High price tag
Not well known
Izzes brand personality is not clearly defined in the mind of
customers
Dependent on word of mouth advertising
Perception of different taste when compared to other soft drinks
Opportunities
Over 35,000 supermarkets in the USA and over 149,000 convenience
stores (Nielsen)

IZZE current penetration is below 12%

Goal is 70% penetration
People are drinking less unhealthy soft drinks
A stronger social media presence
Threats
Other flavored soft drinks
Difficulty to find Izze on the shelves
Less expensive soft drinks

Secondary Goals
Izze would like to demonstrate an honest departure from the syrupy,
sweet sodas of the past.
It would like to promote the naturalness of the drink.
Communication is cooperative and from the buyer with the aim to
create a dialogue with potential customers based on their needs and
lifestyles.

TARGET AUDIENCE

MEDIA OBJECTIVES

Index Numbers
Women: 111
Working Women: 125
Some college: 111
18-24: 134
25-34: 127
Employed Part-time: 113
Sales and Office Occupations: 126
IEI $30000-$39999: 119
Single: 125
Pacific- Mktg Regn: 138
Any Child in Household: 120

Izze is a new sparkling juice brand that needs to have a higher reach.
Because of that they have a low market share. The plan is to have it to
be able to achieve a higher reach. We want to have our campaign from
April to August because its the most effective days for consumers to
buy drinks.

Summary
According to the index number of those who drink Izze, women are
11% more likely to drink it than we expect. Furthermore, working
women are 25% more likely to drink Izze that we should expect.
Women 18-24 are 7% more likely to drink it than women ages 25-34,
but we will include both of them in our target audience because their
index numbers are 134 and 127 respectively. More specifically, we
are targeting women who work at least part time in sales and office
occupations, who have a yearly income of $30,000 to $39,000 per
year. We will target the western United States more heavily than the
eastern, but not leave any place out because we want this brand to
grow.

They use simple copy for their advertisements and they tend to create
new campaigns each time. The type of advertising that they lean on
is image heavy making it less frequent because of the time required
for these ads. The messages within their ads is simple each takes
less time. Izze also tries to avoid wearing out its customers with old
messages, so they come up with new ones often. To achieve those
simple messages they tend to use small ad units to advertise.
Izze has lower ad clutter in their media mix. Because they are not
an established brand, their attentiveness to media is low. For their
media mix they use pulsed or flighted strategy. Surprisingly, they only
have a few types of media used in their media mix. They also offer
opportunities for media repetition.

See Campaign Goals and Ostrow Model in Appendix for details.

CREATIVE

MEDIA STRATEGY

For sparkling drink lovers, IZZE is a Sparkling Juice which provides a

variety of flavor just for you. Unlike traditional carbonated beverages,
all sugar/carbohydrates in IZZE naturally occur and come from
wholesome, natural sources.

National and Spot

This Izze campaign will use a combination of both national and spot
advertising. We want to focus on the top 50 markets with the highest
market potential index numbers. We want these potential markets
to flourish but we also realize that Izze needs to grow nationally and
reach a larger audience. By having both a spot and national market
this goal can be made accomplished.

We will position Izze as the healthy alternative to

mainstream soft drinks. IZZE, the new way to drink.

Spot Markets
The spot markets chosen are the optimal combination of
the highest percentage of target audience in the area, as
highest potential market index numbers.
EV% Examined
See appendix for EV Chart.
Media Mix Determined and Justified
Use competitive spending technique to compete with other
flavored soft drink companies. If they spend 25% on a certain
vehicle, that is where the budget will go.
Since Izze is most directly competing with flavored soft drinks, that is
what it should be compared to, and what the SOS (share of spending)
should match, and what the media mix will be based on.
Scheduling Pattern
The type of scheduling pattern to be used is a flighting pattern. Since
this drink is mostly consumed in the warmer, summer months, it will
be best to promote it during the months of April until August.

PROMOTIONS AND NON-TRADITIONAL

PROMOTIONS AND NON-TRADITIONAL

Promotional and non-traditional efforts are used to supplement

what is already being done with the advertising efforts. Promotional
efforts will add to reach and give a more hands on approach to
advertising and product knowledge compared to the traditional ads.
The main source for this advertisement will be done at local events
where samples will be given to customers to try the product. Brand
awareness is the goal in this strategy. Booths will be set up at fairs,
concerts, farmers markets and other community events in larger
cities as a trial basis to see if this produces a growth of sales in those
targeted areas. If the results prove this tactic is useful the area will be
expanded to more cities.

The final suggestion for promotional tactics is to give back to the

community through a special promotion. Izze is concerned with
the environment, health and of courses the quality of product they
produce. These are all important aspects of the company that should
be highlighted to the customers. Earth Day is April 22, from midMarch until the end of April a portion of the sales from Izze Drinks
will be donated to the World Wildlife Fund which helps to preserve
the planet as well as protect animal species. This effort will allow
those that are environmentally conscious to give back while also
purchasing the product and will also provide a great opportunity for
public relations efforts and news stories. To promote this effort we will
publish ads in magazines focusing on women and general interest. An
example of an ad that might appear is in Appendix A.

Teaming up with other events is a great way to have the presence

of the product without the overhead of running the whole event.
Being a sponsor for a large event such as a race, concert or another
community event will be a cost-effective way to perform this.
The second non-traditional tactic is the use of social media. Creating
an online presence is a very cost-effective way to be able to gain
product recognition, be informed with what customers think of
the product and a great way to be able to do promotional offers
in exchange for customers sharing information or posts about the
product.
Izzes Facebook page will be updated regularly with fun quotes, ideas
for how to use the product, pictures and promotions. The focus
should be on creating a strong following of customers and potential
customers rather than just pushing the product. The larger the
following the more potential customers will be able to be reached.
Coupons and personal stories can be spread through the online
presence of not only Facebook but also with their Twitter account,
a new Instagram account, Pinterest and other popular social media
sites.

MEDIA EXECUTION

BUDGET

Specific Media Vehicles

The specific media vehicles we have chosen for programing on
television is Heartland with an index number of 188, The Insider
Monday- Friday, index number 195, and Insider Weekend Edition,
index number 166 all of of these programs are on syndication for US
markets. Other programs considered are Extreme Makeover Weight
Edition with an index number of 166 and CBS This Morning Saturday
edition with an index number of 188.

Yearly Budget

Publication that have been picked are LA Times Sunday, with an

index number of 187, Working Mother with an index number of 170,
Popular Photography with an index number of 165, and Dwell with
an index number of 162. All the above programs and publication
were based mainly on their high index numbers. We also looked at
the likelyhood of women ages 18-34 actually interacting with these
vehicles. We feel that if we were to focus on programs and publication
like the ones mentioned above our target audiences will have a greater
chance of being met.
Flowchart Discussion
As mentioned before our original media objective for this campaign
was a National reach of 60 and a Spot reach of 65 for the months
of April and May. The months of June through August will have a
National reach of 65 and a Spot reach of 70. All National frequency
should be 4 and all Spot frequency should be 4.2.
When looking at the flowchart (see Appendix) you can see that we
exceeded all of our goals for reach on a National level. April with a
reach of 67.6 and May with a reach of 67.5. June through July had
a reach of 78.5. Unfortunately a frequency of 4 was not met for the
months of April and May. On the plus side Junes through Augusts
frequency goal was exceeded with a 4.4. On a Spot market level none
of our goals were met. All across the board reach as under by at least
47%. Frequency was not close as well to the goal of 4.2.

Spending Per Month

BUDGET

BUDGET

Television
Daytime has a higher index number (140) than Primetime (107) but
the viewership is slightly lower. 23,691,000 for Daytime and 46,510 for
Primetime.
Cable Services
ABC Family (110, pop 51,731,000)
A&E TV (107, 57,558,000)
BET (181, pop 5,498,000)
Nick at Nite (178, pop 3,860,000)

Radio
Radio is a good option, because the highest index number lies in the
heavy radio users. The Best time frames are:
Weekday: 3-7pm (102) pop. 99,930
Weekday: 7pm- midnight (121) pop. 36,194
Weekend 3-7pm (116) pop. 73,623
Weekend 7pm- midnight (123) pop. 38,550
Use evening and night times because they provided a large population and
index number at a relatively lower cost, while hitting our target market.

BUDGET
April and May

June, July and August

APPENDIX

OSTROW MODEL
Marketing Factors That Affect Frequency
Established brands
High market share
Dominantbrand in market
High brand loyalty
Long purchase cycle
Product used occasionally

-.2
-.2
-.2
-.2
-.2
-.2

-.1
-.1
-.1
-.1
-.1
-.1

+.1
+.1
+.1
+.1
+.1
+.1
+.1
+.1

+.2
+.2
+.2
+.2
+.2
+.2
+.2
+.2

New brands
Low market share
Smaller, less known brand
Low brand loyalty
Short purchase cycle, high volume
Product used daily
Need to beat competition
Adv. to older consumers/children

+.2
+.2
+.2
+.2
+.2
+.2
+.2

Complex copy
Copy less unique than competition
New copy campaign
Image type copy
More difficult kinds of messages
Older messages
Small ad units

+.2
+.2
+.2
+.2
+.2
+.2

Higher ad clutter in media mix

Non-compatible environment
Attentiveness (to media) high
Pulsed or flighted campaign
Many media used
Fewer opportunities

Copy Factors That Affect Frequency

-.2
Simple copy
Copy more unique than competition -.2
-.2
Continuing (old) campaign
-.2
Product sell copy
-.2
Single kind of message
-.2
To avoid wear out: new messages
-.2
Larger ad units

-.1
-.1
-.1
-.1
-.1
-.1
-.1

+.1
+.1
+.1
+.1
+.1
+.1
+.1

Media Factors That Affect Frequency

Lower ad clutter in media mix
Compatible editorial environment
Attentiveness (to media) high
Continuous schedule campaign
Few media used in media mix
Opportunities for media repetition

Reach: 60
Frequency: 4.0
GRP: 240

-.2
-.2
-.2
-.2
-.2
-.2

-.1
-.1
-.1
-.1
-.1
-.1

+.1
+.1
+.1
+.1
+.1
+.1

APPENDIX

APPENDIX

APPENDIX

APPENDIX

APPENDIX

Laura Clair, Jacquie Weight, TJ Webster, Tat Cheong Ching, Cira Fear