Media Plan Booklet

Lindt Case Study
and
Media Plan 2015
Channel Planning & Strategy

JOUR 40513 Section 035
Dr. Jong-Hyuok Jung
April 28, 2015
A comprehensive situation analysis, SWOT report, target audience information, creative brief, media objectives/strategies/tactics/rationale, media budget, and a year-long plan based on research for the company Lindt
and the channel planning and strategy course at Texas Christian University.
Catherine Marsh Victoria Rodriguez Tina Maskooki Tamadher Almoayyad
TABLE OF CONTENTS
1. Executive Summary..............................................................................................................................................................................................3
2. Situation Analysis.............................................................................................................................................................................................4-8

- Marketing Analysis

Marketing Objectives
Company

Industry and Trends
Competitors

- Advertising and Media Analysis

Creative History of Lindt

Creative History of Competitors

Media Spending

- Geography

- Timing and Purchase Cycle

- Consumer
2. SWOT Analysis.....................................................................................................................9

- Strengths

- Weaknesses
- Opportunities
- Threats
3. Problem Statement...............................................................................................................10
4. Target Audience.............................................................................................................................................................................................11-12
- Objective
- Strategy
- Rationale (Demographics, Psychographics, Behaviors, and Media Habits)
5. Creative Brief........................................................................................................................................................................................................13
6. Media Mix.......................................................................................................................................................................................................14-15

- Objectives

- Strategies
- Rationale
7. Reach/Frequency..................................................................................................................................................................................................16

- Objective
- Rationale
8. Media Budget........................................................................................................................................................................................................17

- Objective

- Strategy
- Rationale
9. Geography.............................................................................................................................................................................................................18

- Objective

- Strategy
- Rationale
10. Scheduling/Timing............................................................................................................................................................................................19
- Objective
- Strategy
- Rationale
11. Sales Promotion..................................................................................................................................................................................................20

- Objective
- Strategy
- Rationale
12. References...........................................................................................................................................................................................................21
13. Appendix...............................................................................................................................................................22-28
EXECUTIVE SUMMARY

The objective of Lindts campaign is to achieve national distribution of 90 percent in the United States food and
convenience store outlets in the year 2015-2016. Lindt also wants to improve brand awareness from 35 percent to 44
percent during the next calendar year.

The TVCC Group plans to utilize the $26 million budget strategically and efficiently, reaching specific target
markets through both traditional and non-traditional media. We decided to use television, radio, and outdoor for our
traditional media. For our non-traditional we used Internet, transit, point-of-purchase, social media, mobile, and video
streaming sites.

Lindts campaign targets adults who are mainly Asian between the ages of 35 and 54 who have a high disposable
income and live in highly populated cities. We divided the general target group into two different sub-groups: women
ages 35 to 54 as our primary target audience, and men ages 40 to 54 as our secondary audience. We will use mostly same
strategies and tactics to reach both of these groups, as botha are in the same geographic area, around the same age range,
and both have similar lifestyles. With men though, we will use media vehicles that reach our male target audeince more
directly.

In regards to Lindts competition, it is important for the company to make sure that it is able to keep up with the
constantly changing consumer preferences. The main competitors for Lindt are Ghiradelli, Ritter Sport, and
Godiva. Even though, Lindt is one of the top premium chocolate companies in sales and popularity, they still need come
up with an innovative campaign in order to keep their company at the top in the minds of the consumers. Having
strategic and efficient traditional and non-traditional media advertising will propel them even further ahead of their
competitors because it reaches several different target markets.

All media choices made by the TVCC Group are based off insights gathered from extensive secondary and
primary research. The TVCC Group utilized both traditional and non-traditional media when determining which media
would effectively achieve our objective. TVCC Group is confident that we will meet the objective set.
SITUATION ANALYSIS
MARKETING ANALYSIS
Marketing Objectives
With a media budget of $26 million, the marketing team at Lindt wants to achieve national distribution of 90 percent in the United
States food and convenience store outlets in the year 2015-2016. Lindt also wants to improve brand awareness from 35 percent to 44
percent during the next calendar year. These objectives will be met through the media strategies and tactics that will be employed
through using various media outlets.
Lindt & Sprngli Company

Founded in 1845, Lindt & Sprngli is a major public premium chocolate company that specializes exclusively in premium
chocolates. Lindts primary market is Europe, which accounts for about two-thirds of its total sales. They are a Swiss-based producer
of chocolates. It is one of the fastest growing major players in the industry due to their accelerating sales with most of their sales
generated from their chocolate truffles. Lindt acquired Russell Stover Candies, a billion-dollar chocolate company, in 2014. This
acquirement nearly doubled their market shares and it was the largest company acquirement for Lindt in the history of the company.

Lindt also owns another major premium chocolate brand, Ghiradelli, which is popular in the United States. In 2014, they
added four manufacturing locations in the United States and gained over $500 million in the industry specific revenue. In 2014 Lindt
replaced Nestl as the third largest chocolate company in the United States. The companys revenue has grown 19.7 percent per year
on average through 2014. Lindt generated $771.2 million in 2013, with 25 percent of that accounting for the companys global assets.
Lindts chocolate stores helped to generate half of their revenue. They had a 37 percent awareness in 2014 the
highest out of other premium brands like Ghiradelli. Lindt has positioned itself as a premium chocolate brand and therefore cater to
the consumers that have a higher disposable income.

Lindt is extremely sensitive to the seasonality of chocolate sales, tourist trends, and cocoa bean prices. Lindt was ranked in
2014 among the top 50 Swiss brands by an industry source specializing in brand services and activities. Lindt was also ranked among
top 10 product brands in Germany in 2014 by an industry source (Hoover). In addition, Lindt and Ghirardelli brands hold a leading
position in North America and are the fastest growing chocolate brands in the premium segment.
Industry and Trends

Retail Sales of Chocolate 2012 and 2014
Figure 1.1: Total U.S. Retail Sales of Chocolate 2012 and 2014 (blue is 2012
and yellow is 2012)
Figure 1.2: Percent of Chocolate Products by

Segment
MARKETING ANALYSIS
Industry and Trends

Chocolate sales in the United States candy manufacturing industry have grown 24 percent from 2009-2014 to $21
billion. Sales in the box/bag/bar greater than 3.5 oz. and seasonal segments drive growth in the category. Box/bag/bars
greater than 3.5 oz. lead the category with a 41.3 percent share and saw growth of 4.3 percent in 2014. The box/bag/bar less
than 3.5 oz. is well positioned for future growth, due to consumer interest in low prices and grab-and-go convenience.

The chocolate industry is in its mature stage of the industry life cycle. Some of the most well- known premium
chocolate companies in this industry include Lindt & Sprngli, Godiva, Ghiradelli, and Ferrero. This industry advertises
heavily in television, print, and radio, it is also an industry that participates in extensive marketing using coupons, direct
mail, and sampling to reach targeted audiences. The industrys focus is to expand their reach and grow using marketing and
advertising activity. This industrys sales growth mainly comes from spending among current category participants, but it
benefits from a large consumer base.

The demand for chocolate in the United States has grown in the past five years. The past few years chocolate
producers have been making more nutritious, reduced sugar, low-calorie chocolate varieties, thus helping fuel the chocolate
demand. There has also been a trend of chocolate companies focusing on sustainability and promoting that to their
consumers. Because of these trends, gourmet chocolates are usually sold to
consumers at a premium price, which are viewed by consumers as better for their health and well-being, they also promote a
better lifestyle.

Some of the major key factors in the chocolate industry include the ability to adapt to change, product
differentiation, aggressive marketing, brand equity, a loyal consumer base, quality of the product, a clear marketing position,
and brand recognition (Mintel).
Competitors
Godiva is Lindts major competitor in the premium chocolate industry. Godiva is a subsidiary company that wasfounded
in Brussels by master chocolatier Joseph Draps (Hoover). Godiva was purchased by Campbell Soup
Company in 1966 and planted roots in the U.S. soon after. Godiva had total revenue of $249.1 million in the year 2014.
Godiva make and sell premium chocolates; their chocolate products are available in 80-plus countries through its more
than 500 boutique stores, and are found in department and specialty stores (Hoover). Consumers can also order their
products through mail order, and from its website. The companys flagship store on 5th Avenue in New York is its number
one store in North America. Godiva has seen a 10 percent growth in sales each year through their driven

efforts to enter new markets. Godiva is transitioning its business from being focused on formal gifting to

moving toward having more accessible products for self-consumption. Godiva continues to roll out new
products and is concentrating on expanding its line of truffles.
Ghiradelli is another competitor of Lindt and were founded in 1852. They are owned by Lindt & Sprngli.
They had an estimated $44.8 million in 2014 (Hoover). This is a favorite among American consumers.
Ghirardellis chocolate products are available at retail outlets including grocery, drug, mass-merchandise, department, and specialty shops. Ghirardelli operates more than a dozen retail chocolate and ice cream shop/
soda fountains in about five US states, mostly in California, but also in Chicago, Las Vegas, Georgia, and
Wisconsin (Hoover). Ghirardelli is one of Americas fastest-growing chocolate brands (Hoover). A key sales
driver for the company is its individual chocolate squares. To drive seasonal sales of its Squares, Ghirardelli
offers special seasonal limited editions.
Ritter Sport is another major competitor founded in 1912 in Germany. Ritter has been a popular brand
in Europe since. It has started to become more popular among American consumers the past couple
years as Americans are becoming more inclined to buy foreign chocolates. They are green and environmentally focused when it comes to the production and manufacturing of their chocolate. They have
started offering organic and natural chocolate bar and square options starting in 2008. Ritter Sport
operates in over 120 countries and made revenue of $425,600,000 in 2014.
ADVERTISING AND MEDIA ANALYSIS

Creative History of the Brand

Lindt tries to emphasize through its advertisements and campaigns that their company and chocolate are foreign
and international. They position themselves as a designer and luxurious brand of chocolate. Lindt emphasizes in their
television and print advertisements that their chocolate is made with care and thoughtfulness as shown through their
master chocolatiers campaign. They want to be perceived by their target audience as elegant and classy. Lindt also has considered the
importance of seasonality when marketing chocolate. During Valentines Day and Christmas, Lindt promotes its seasonal campaigns, as
they want to position themselves as a premium chocolate brand that appeals to the more romantic and gift giving holidays.

Most of Lindts advertising budget has been put into network television. The theme in all their campaigns and advertisements has
been consistent throughout the years with their message being that Lindt will bring you a moment of bliss and happiness. Thus, they utilize
their central core brand to integrate a wider portfolio and generate a sense of a coherent design aesthetic. They also have done Facebook,
Twitter, and Instagram campaigns to organize and promote gift giveaways and interact with consumers with country-specific Facebook
pages.
Creative History of the Competitors

Godiva in their campaigns and advertisements stress their customer relationships. They want
to advtise their chocolate as more than candy but as a way to connect with their customers.
Their commercials are sensual as they show women being fed chocolate by handsome men,
thus creating a fantasy, while on the other hand their other campaigns focus on how to make
the quality of the chocolate. They show passion and pleasure when people eat their chocolate.
They use sex appeal more than other chocolate brands, focusing on the pleasures you will get
when you eat Godiva.
Ghiradelli mainly focuses their advertisements in television with some magazine advertisements. The main message that they try to send to consumers about their chocolate is all about
moments of time less pleasure. They see position their chocolate as a treat or reward for the
consumer. They also stress perfection, as they say their chocolate is perfect and thus will make
you feel perfect. They do any seasonal commercials, especially during winter season, for their
peppermint and dark chocolate and mint chocolate squares and bars as these are popular
flavors in the winter season.
Ritter Sport hasnt done any American or English television commercials but they have done
many television commercials in Germany and Eastern Europe. In their commercials they focus
on their chocolate and how it is impossible to finish just one square of their chocolate bar. They
like to have fun and create playful and feel good commercials, this translates to the feeling they
want their consumers to feel when they eat their chocolate bars. In many of their commercials
they focus on their variety of chocolate bars, showing them stacked on top of one another instead
of just focusing on one specific chocolate bar. They also have seasonal campaigns that they air
mainly during the Christmas season.
ADVERTISING AND MEDIA ANALYSIS, GEOGRAPHY, AND TIMING/PURCHASE CYCLE

Media Spending
Media Budget and Spending
Figure 1.4: Media Budget and Spending
Media Mix
Figure 1.4: Media Mix for Brands
Share of Voice
Figure 1.5: Share of Voice for Brands
* Information from this chart taken from Ad$pender for 2014 Ad Budgets
* See Appendix 1 for more information
Geography
The Mid-Atlantic region is home to the largest share of the chocolate industrys establishments, with this region making up 22.7 percent
of the industrys revenue and share (IBISWorld). This is due to this region having a larger amount of disposable income and consumers in this
area tend to purchase chocolate on a more regular basis. The Great Lakes region is the second largest region to house chocolate establishments
having a 20 percent share of the industry and serve 14.9 percent of the population (IBISWorld). The West is the third largest region that holds
17.5 percent of revenue and share, and serves 17.1 percent of the population. Due to its large consumer base, well established infrastructure,
and easy access to some of the largest cities in the United States, California accounts for more than half of the chocolate establishments. Lindt
is present across all geographic markets in the chocolate industry. Lindt operates in over 120 countries and they own twelve production sites
throughout the world (Hoover). As shown by the map below, where the chocolate establishments are located correlate with where the highest
chocolate consumption is found in the United States. These areas are also where consumers have higher disposable income, thus they are more
likely to buy premium chocolate bars than other regions of the country.
Figure 1.6: States where the chocolate production and manufacturing is

the highest
Figure 1.7: SimplyMaps of states with main chocolate consumption in

the U.S.
Timing and Purchase Cycle

The chocolate industry is highly seasonal, and special marketing efforts are made for the seasons where chocolate is highly demanded (Mintel).
The times where consumers tend to buy and consume chocolate are during Halloween, Easter, Valentines Day, and Christmas. Halloween has
the largest consumption of chocolate; consumers eat around 90 million pounds of chocolate during that time. Valentines Day is the second most
popular time of the year; chocolate consumers eat around 58 million pounds of chocolate. The demand for seasonal chocolate products peaks
between the months of October and January, which includes many of the big holidays (Halloween, Christmas, etc.). Also, the winter months are
CONSUMER
Consumer

The chocolate industry consumers are: engaged, have become more health-conscious, and employed. Also,
consumers are between the ages of 18 - 49 (56.8 percent of the market). The young adults in this target group (18-24 years
old) tend topurchase chocolate bars more often (Mintel).

Chocolate is consumed for different reasons:

Younger consumers: enhance mood and energy, snacks

Female consumers: a dessert, snacks (Mintel)

Teen boys: attracted to king-size chocolate bars to meet their nutritional needs

Younger women: interested in smaller sizes, buy more bite-sized chocolates

The main target audience, who has consumed Lindt chocolate within the past six months, are mostly women aged
45 54, have graduated college, and have professional occupations. Their household income is estimated to be around
$75,000 $149,999 annually, and have a home value of $500,000+. They tend to be Asian and live in the North East region
of the United States, and they are either married or engaged (MRI+).
This is Connie; she is a 50-year-old woman living in Houston, Texas. She has been
married to her husband Bill for 24 years and has three children, two girls and one
boy. Connie is a proud alumnus from the University of Texas in Austin, Texas,
where she received her Bachelors Degree in Business. She currently works as a
marketing executive for a local business where she has worked for over 10 years.
Connie and her family fall under the category of middle to upper class. Connie is
part of a neighborhood organization, River Oaks Womens Breakfast Club, which
members are all part of high class jobs. Connie is also active with the alumnae
association in Houston for her sorority Beta Tau Zeta. Connie loves to shop in her
spare time with her two daughters and prefers shopping at the Galleria in Houston,
which is home to many luxury brand stores.
Figure 1.8: # of households with disposable income greater than $150,000
Figure 1.10: # of households with disposable income of $100,000-124,000
SWOT ANALYSIS
Strengths
One of the fastest growing major operators
Have a large market share due to their acquisitions
37% awareness in the chocolate industry
A foreign chocolate company
Strong relationships with consumers
Low cost per units in their manufacturing
plants
Strong brand equity
Active on social media
One of the biggest and most well-known
premium chocolate brands
Organic growth
Opportunities
Chance to expand on healthier snacking
option
Lower calorie and sugar chocolate bars
More dark chocolate bar options
Chance to do more exotic chocolate bar
flavors
Expand the availability of premium offerings
Have more retail outlets
Promote product variety in the premium
chocolate sector
Position chocolate bars as a go-to to top off
a meal
Become more fair trade oriented
Focus on sustainability, green, and environmental causes
Weaknesses
Recall of their chocolate Easter eggs back in
2011
On the more expensive end of chocolate
prices
Not easily available
Product placement in grocery and retail
stores are contradictory
Not that much product diversification
Over-reliant on their sales in Europe
Lack of scale compared to competitors
Threats
Imports from low-cost countries
Imports from higher-end products
Prices of key raw materials to make chocolate
U.S. employment rate is still recovering
Consumers still weary about spending disposable income on treats and sweets
Declining employment due to automation
and operational efficiencies being
implemented
Americans are turning more towards imported chocolates
Competitors: Godiva, Ghiradelli, and Ritter
Sport
Indirect Competitors: Flower shops, Edible
Arrangements, grocery stores
PROBLEM STATEMENT
Lindt has struggled with raising awareness about their premium chocolate bars; currently, they have
35% awareness, which they would like to raise to 44 percent during the next calendar year. Consumer
awareness of their premium chocolate bars is being overshadowed by their most popular chocolate
product, their Lindt chocolate truffles. Part of Lindts goal for this (year long) campaign is to bring more
awareness to not only their entire product line, but more specifically their premium chocolate bars -Lindt Excellence. Some reasons for Lindts low awareness of their products is due to the lack of outdoor
advertising compared to their competitors. Lindt also spends less of their media budget in network and
cable TV than their competitors. One of Linds objectives (for this campaign) is to increase communication with their target audience therefore Lindt needs to decide their target audience and the most
effective way to reach them. Lindt is also looking to increase their distribution as they are currently
situated in limited points of purchases, especially in comparison to their competitors. Lindt products
are mainly found in grocery stores and retail centers, but they do not have a store of their own or have
Lindt gourmet chocolate shops. Lindt has less of a variety in chocolate bars than their main competitors
(Godiva, Ritter Sport, and Ghirardelli). This lack of variety is limiting to Lindts sales and discourages
potential consumers from purchasing Lindt chocolate bars. Lindt has positioned themselves in the past
as a premium chocolate that is mainly bought as gifts or presents for special occasions, thus making
Lindt vulnerable to seasonality and timing factors. By positioning Lindts chocolate products, especially
their premium chocolate bars, as a healthy chocolate, or as a treat for oneself Lindt has the opportunity
for consumers to be open to the idea of eating Lindt chocolate everyday as treat for themselves.
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TARGET AUDIENCE

Target Audience Objectives

To target 35 to 54 year old women and 40 to 54 year old men nationally but focusing on major cities as our spot markets
who are heavy users of premium chocolate who represent 80 percent of premium chocolate sales in the United States in the year
2015- 2016.
Target Audeince Strategy

We will promote the Lindt campaign to help raise awareness and sales of Lindt in geographic areas where our primary and
secondary target audience reside, as well as focus on our campaign awareness nationally. Our primary target audience women, are
the target audience segment we will focus on the most as they have more power than our secondary target audience (men) but we are
using the same strategy to reach both . To reach our target audience segments we will communicate to them using traditional media
such as TV and radio, as well as non-traditional channels and point-of-purchase and use media vehicles that appeal to their lifestyles
and preferences. We will provide continual support throughout the campaign through a pulsing media schedule to our target
audience. By targeting the major cities where our target audience resides will increase sales with our national spot heavy-up
campaign we are focusing on multiple market segments, as it is national but focusing mainly on our main target audience throughout
our spot markets.
Target Audience Rationale

Target Audience Demographics and Psychographics
Figure 1.12: Target Audience Demographic and Psychographic Information

Our female target audience: both influencers and buyers, this group of women make up most of the premium chocolate products that
we gathered from our secondary research. They prefer quality, rather than price. They perceive foreign chocolate to be higher quality and healthier
(organic ingredients), thus resulting in greater sales.

These women are achievers and strivers, most of them have families and professional occupations to which they are fully committed
to; image is important to these women, they want to show off to their family and friends their lavish products so that they may be recognized and
accepted by them, thus they favor high-end, name brand products. They are in the middle to upper class they strive for achievement and are
concerned about what others think about them. Money is one major factor that defines success as this shows others that they can afford luxuries.
They see shopping as a social activity so they like showing off what they can afford.

These men tend to be the buyers of premium chocolate products, as they are influenced by the women in their lives to purchase the
chocolate. This target audience is less budget conscious, focusing more on the final attitude of who they are buying the chocolate for. The mens wife,
fiance, mother, etc. influence and tell the men to buy them the best quality chocolate, as they say this will make them happy. Men tend to buy these
premium and higher end chocolate products during special occasions: anniversaries, Valentines Day, Easter, Christmas, etc. They are people
pleasers and just want to make the person they are buying the chocolate for happy. Thus, when it comes to price, these men tend to care less about
price and more about the quality as they want the best for their loved ones.

These men tend to be achievers and believers. Their lives tend to center around their family and career. Image is important to them, as
they want to be perceived in a positive light. They tend to buy products that show off their wealth and status. They are motivated by ideals and are
again focused on their family and community. They dont like change and are generally brand loyal to a specific brand or service and like established
and well-known brands.
TARGET AUDIENCE
12
Target Audience Behaviors
Figure 1.13: Consumer Behavior

FlowChart
Our target audience of women 32-54 recognizes the need for Lindt when they feel like they deserve a reward or treat, or when they are
thinking about another person and want to give them a gift for a special holiday or occasion. They go to the grocery store and look at the
brands, they ask peers, and look on the Internet as their first form of research. Then they go to consumer review sites, blogs, and previous
advertisements that they recall as a form of their alternative evaluation to see whether Lindt is the right choice of premium chocolate or
not. They make their purchase decision on price, thus the more expensive it is the higher the quality they perceive it to be. Perceiving
Lindt to be higher end premium chocolate, thus makes these women see this gift as making others and them happy. In their post
purchase evaluation they look at whether it was the right choice of chocolate or not, whether it met their standards of gourmet and high
end, and see if it met their desires and needs to feel satisfied and for others to feel satisfied with the gift.
Figure 1.14: Consumer Behavior

FlowChart
Our target audience of men aged 41-54 see the need for when they need to get a gift and want to make others happy, especially during the
holiday season and other special occasions. They go to the grocery store to gauge how many brands of premium chocolates they are and
they ask their peers, friends, family, spouse, etc. for information on which chocolate they would prefer, and go on the Internet to do more
in depth information. They look at consumer review sites and blogs to see others opinions and thoughts about which premium chocolate
women and the type of person they are buying the chocolate for would be best, and refer to previous advertisements they saw as an
alternative evaluation to their primary information search. When they go to a store that sells premium chocolate, they search for
recognizable brands as they prefer more established and well-known brands, they also look at price, since they perceive the more
expensive chocolate to be of higher quality. In their post purchase evaluation they see whether the chocolate has made the one they gave it
to happy or content, as they are people pleasers they want to see others happy and want to know that they made the right choice.
Target Audience Media Habits

Our PMN grids, brand contact audit chart, interviews, and MRI+ data showed a clear pattern toward four media channels:
mobile, Internet, radio, and television. Most of our target audience watches television in the evening, after dinner and before going to
sleep and watch more prime time TV shows and local channels. Thus only having moderate usage of this media, corresponding with the
104 index for television. They listen to radio during their morning commute to work and their late afternoon/evening drive back from
work, this correlates to most of our target audience having professional occupations, working a 9 - 5 job. This results in media usage,
correspond to an index of 109 for radio usage for our target group. The most important media channels for this age group consisted of
Internet and mobile, they mostly used these channels for entertainment purposes and for news information. These media channels are
mainly consumed shortly after waking up and before bed. This group also consumes these media channels periodically throughout the
day. This corresponds with the MRI+ index that showed that our target audience had a 122 index usage of the internet. We can utilize
outdoor advertising as the index for outdoor advertisements for our target audience was 113, which means that they are 13 percent more
likely than the general population to respond to outdoor advertisements.
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CREATIVE BRIEF
Product / Brand to be advertised:

We are advertising Lindts entire line of chocolate products, but focusing on Lindt Excellence chocolate bars, Lindts line of gourmet
chocolate bars.
Why are we advertising/communicating?:
To achieve national distribution in 90% of U.S. food and convenience store outlets. We are also advertising to improve brand awareness
from 35% to 45% during the next calendar year. We also want to generate national and regional awareness of specifically, Lindts chocolate
bars throughout the United States.
Who is our target?
Women: 35 to 50, live in the Northeast, professional careers, high income, influencers/buyers, married or engaged, see shopping as a social
activity, image is important to them, important for them to be accepted and viewed by their peers, middle to upper class, favor higher-end
products, care about quality over price
Men: 40 to 55, live in the Northeast, professional careers, high income, buyers, people pleasures, like to show others their wealth and
status, people pleasures, motivated by ideals, care about their family and loved ones
What do they currently think?:
The target audience thinks of Lindt as a premium chocolate brand, mainly bought as gifts around holidays associated with higher-end
chocolate gift giving or for special occasions. They dont think to buy Lindt on a regular basis.
What do we want them to think of us/the brand/the idea?:
We want our target audience to view Lindt as an everyday chocolate rather than just one given on special occasions, while also being a
healthier option for chocolate. We also want them to view Lindt not just a gift for others, but rather a personal indulgence. Overall, we
want the target audience to view Lindt as a premium and gourmet chocolate brand that is affordable.
Who is our competition?
Our direct competitors for gourmet chocolate industry: Godiva, Ghiradelli, and Ritter Sport
Our indirect competitors: grocery stores, flower shops, personalized greeting card shops, and Edible Arrangements; these indirect
competitors are another option for consumers to choose as gifts for special occasions.
What is the single most persuasive idea we can convey?:
Lindt is not just for special occasions, but to make every day feel like a special occasion.
What tone of voice should we use?:
Should be persuasive and enticing, while having luxurious tone that appeals to the consumers with higher disposable income.
Are there any executional (media) mandatories?:
Integrated marketing communication (radio, TV, print, social media, mobile, business to business, PR, sales promotion, and viral
marketing). Media mix for Lindt and competitors, develop a year-long media plan. Specific examples of the media strategies, also have to
provide a flow chart, goal sheet, and yearly summary of the media plan.
MEDIA MIX
Media Objectives
To increase awareness of Lindt among women 35-50 and men 40-55 in the United States with the media budget being heavily focused
on both traditional media and non-traditional media, 70 percent of media budget will be spent on traditional media and 30 percent
will be allocated to nontraditional media.
To use 70 percent of the budget in traditional media in television, radio, outdoor, and the Internet during the year long campaign.
To use 30 percent of the budget in nontraditional media in social media, and video and audio streaming during the year long
campaign.
Media Strategies and Tactics

Figure 1.15: Traditional Media and Vehicles
Figure 1.16: Non- Traditional Media and Vehicles
Figure 1.17: Point-of-Purcahse Media and Vehicles
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MEDIA MIX
Media Rationale
Traditional Media
Television: Vehicles such as NCIS, Modern Family, Dancing with the Stars, Revenge, Scandal, Survivor, and Criminal Minds are popular shows that appeal to our target audience. And do some commercials in sports programs for our male audience. These shows are also
shown during prime television time, which is the time where most of our target audience watches television. We also decided to use the
network vehicles of ABC, NBC, Fox, and MSNBC as all of these channels had an index of 105-120 with our audience.
Radio: Our target audience listen to the radio during their commute to and from work in the mornings and afternoons, we decided to use
this as a medium, especially the vehicles of local radio stations in our spot markets. Radio station like NPR, Fresh Air, the Dianne Reed
Show, and All Things Considered will be used to market to our audience, as our target audience is more educated thus they listen to more
news based radio programs.
Internet: another popular medium within our target audience, as they are using the Internet for news and entertainment purposes
throughout the day on a daily basis. We will use news internet sites such as nbcnews.com, abc.com, cbsnews.com, cnn.com, and yahoo
answers all of these vehicles had an index between 120 and 168, thus showing a greater tendency towards using and consuming
information on these vehicles.
Outdoor: Billboards, bus stops and other transit commutes are seen most by our target audience as they commute to work.
Internet: another popular medium within our target audience, as they are using the Internet for news and entertainment purposes
throughout the day on a daily basis. We will use news internet sites such as nbcnews.com, abc.com, cbsnews.com, cnn.com, and yahoo
answers all of these vehicles had an index between 120 and 168, thus showing a greater tendency towards using and consuming
information on these vehicles.
Non-Traditional Media
Social Media: Facebook, Twitter, Pinterest are the most used platforms by our target audience to interact with brands and their peers and
family. Pinterest is mainly geared toward our female audience as they use Pinterest to get ideas for crafts, food, etc.
Mobile: This is a big medium that is used by our target audience, as they are on their mobile devices throughout the day. We will use
vehicles such as CBS, ABC, Fox, Facebook, and Twitter apps as they constantly check news and social media apps.
Video Streaming Sites: YouTube is popular and used frequently by our target audience, as they watch videos for entertainment or news
purposes.
Audio Streaming Sites: Pandora and Spotify are used by our target audience throughout the day while on their breaks, work, driving, etc.
thus advertising on these vehicles would help create more awareness and increase frequency and reach.
Point-of-Purchase
Disposable displays: These are inexpensive, but also effective. By placing these displays with the Lindt chocolate bars near the store front
and candy aisles, this will make the customer make more impulse purchases when they are checking out and when they are walking
toward the candy aisle. When they see the Lindt display they will think of and remember Lindt throughout their shopping experience.
Interactive Kiosk: This will engage consumers and make them think about Lindt while they are in the store, thus raising Lindts share of
mind, which then can help raise their share of voice. Also, by having the kiosk say facts about Lindt and about how excellent Lindt
chocolate is will grab consumers attention and make them think about why they should purchase Lindt products. Another benefit is that
the kiosk will also say what makes Lindt consumers excellent and special, thus making a personal and emotional connection with the
audience.
Lindt:
Excellence
REACH AND FREQUENCY
16
Objective

To focus this campaign on optimizing the frequency of Lindt advertisements to increase the brand awareness of Lindt by
achieving reach/frequency nationally 75/3 to 65/2 and 78/3 to 70/3 for spot markets during all months of a pulsing schedule, with December to March achieving 76/5 reach/frequency nationally and 80/5 for our designated spot markets.
Rationale

During the low months (April, May, September, October, and November) our objective is set to remind the target audience that
Lindt is a chocolate that can be bought and consumed year round, not just on special occasions or for holidays. With a moderate reach we
will be able to reach three-fourths of our target audience, while having a frequency of 2-4 will expose the consumer more to the advertisements and message that the campaign is trying to send. For our heavy months (December - March) we are aiming for moderate-high
reach and high frequency as December - March are the months with most holidays fall within the calendar year. We want to advertise
more heavily during these months because it is a time where most of Lindts chocolate sales are generated from. We chose a pulsing
schedule where during the months of December - March we allocate more of the media budget during these times than the rest of the
year, but still have reminder advertising throughout the months of April, May, September, October, and November to remind consumers
that they can purchase Lindt any day of the year as well as get them ready for the heavy portion of the campaign.
REACH AND FREQUENCY FOR NATIONAL
Figure 1.19: Reach and Frequency for National
REACH AND FREQUENCY FOR NATIONAL WITH SPOT HEAVY
Figure 1.18: Reach and Frequency for National with Spot
17
MEDIA BUDGET
Objective

To increase awareness of Lindt prodcuts among target audience of women 35-50 years old and men 40-55 years old in the
United States. The media budget will be heavily focused on traditional media, with some focus on non-traditional media. 70 percent of
media budget will be spent on traditional media and 30 percent will be allocated toward non-traditional media. Among 70 percent of the
budget goes to traditional media, 70 percent of the budget will be spent on the national and 30 percent for spot markets.
Strategy

We have set aside 10.5 percent to 16.5 percent of the budget for media not included in the flight plan. We allocated 1.5 percent of
its budget to point of purchase and 9-15% of the budget for transit. This leaves $23.4 to $21.71 million for the Lindt campaign. (See appendix 1 for more
information)
Rationale:
We based the amount of commercial and ad placements in our media based off of our primary research through our brand contact audits
and PMN grids. We bought ad units in primetime and late night news in network and spot television, as well as network and spot morning and evening radio, since these are the most used media according to our primary research. By buying over a million impressions per
digital media vehicle we are able to reach our target audience effectively and efficiently. Social media is a daily part of our consumers lives,
thus having millions of impressions gives Lindt a better chance of reaching and engaging with their target audience. With 480 television
commercials throughout our heavy months, our target audience will have a greater opportunity to see and hear the campaign at least three
times, gaining action and awareness. With 408 radio commercials playing in the morning and afternoon, our target audience will be more
susceptible to the message and campaign. Having a strong presence close to Lindt products at point-of-purchase will help to encourage
impulse buys from consumers as well as track how successful the campaign is through motion and video detection devices within the
interactive kiosks. By having one of each display in six stores throughout our eight major spot markets, awareness and action from our
desired target audience will increase. By spending over a million dollars on transit and outdoor advertising, we will be able to expose our
target audience to advertising messages as they are commuting to work through other forms of transportation such as buses, since this
is a common way to travel in heavily populated cities. Outdoor is a medium that isnt heavily used by Lindt or competitors in the past,
thus giving Lindt a competitive advantage. We decided not to advertise during the months June to August, as this is not a holiday season
and consumers are usually away on vacation or off work, so they are not on their regular schedule, and are spending more time with their
friends and family.
Figure 1.20: Non-Traditional Media Budget Allocation
Figure 1.22: Total Media Budget Allocation by Month
Figure 1.21: Traditional Media Budget Allocation
Figure 1.23: Non-Traditional Costs and Gross Impressions
GEOGRAPHY
Geography Objectives
18
To use national media and spot heavy-up media to support national distribution and sales of Lindt, and provide advertising heavy-up in
the top 35 markets that are located in the Northeast region of the United States that have a CDI of 110 or higher.
Geography Strategy

Geography is important in our strategy as most of Lindts chocolate sales come from the Northeast region, where consumers with
higher disposable income tend to reside. This means that they have the resources to purchase the higher end chocolate. We want to utilize
a defensive strategy because sales in this area for Lindt are already strong and established, but we will also partially use an offensive
strategy in order to help increase awareness of Lindt both in our national and spot markets. We want to focus on spot markets in Asian
heavy cities, and consumers who have an income of $75,000 to $149,000 as these consumers are in the middle to upper class. We will
focus our spot markets in eight major cities located in the East and West Coast, as well as the Mid-Atlantic region of the United States,
these cities include San Francisco, Los Angeles, Boston, New York, Houston, Chicago, Seattle, Dallas.
Geography Rationale

We want to do national marketing as Lindt is already a national brand and use spot heavy-up marketing as a majority of our
target audience are located in big cities. Due to their occupations, they can afford to live in these cities, as these cities have a higher cost of
living. This target audience also has a higher disposable income, thus they are able to afford higher end chocolate like Lindt. The index for
Asians who consume higher end chocolate was an index of 221, which was 1.2 times higher index than other ethnic groups in the United
States, thus our target audience are 1.2 percent more likely to purchase higher end chocolate (category) and Lindt (brand). With setting
the criteria for our spot markets at a CDI of 110 or higher allows for Lindt to be confident that at least 10 percent of the target audience
is more likely to purchase Lindt than the general population. These geographic areas where we are focusing our spot markets on are also
where most of the chocolate manufacturers are located. The Mid-Atlantic region makes up 22.7 percent of the high-end chocolate sales.
Larger cities within the United States have a well-established infrastructure and these cities would be easy to access. Cities like California,
San Francisco, Boston, New York, Houston, and Seattle have a large Asian population, thus targeting these cities as our spot markets will
allow us to reach our target audience more directly and easily. We want to target consumers who have an income of $75,000 to $149,000
as these consumers have the disposable income to purchase higher end chocolate and are more willing to care about quality over price.
The spot markets and geographic areas correlate with where most chocolate establishments are located and where the highest chocolate
consumption is found in the United States, as well as where consumers with some of the highest disposable income are located.
Figure 1.27: Highest Asian populations in the United States by city

made by SimplyMaps
Figure 1.26: Highest Asian populations in the United States by city by

the Census
19
SCHEDULING/TIMING
Scheduling/Timing Objectives
To use a year long advertising campaign in both national and spot markets. It is important to provide adequate advertising weight during
the peak selling seasons: for example, Christmas, Easter, Valentines Day, and holiday gift giving periods (December-April).
To use a pulsing schedule throughout the year long campaign, with the months of December - March having heavier advertising.
Scheduling/Timing Strategy

We will use reminder advertisements during the months of April - November. We will advertise more heavily during the months
of December - March, as these are the months where consumers are more inclined to purchase Lindt as they think of Lindt as a chocolate
that they purchase on special occasions and holidays. It is also where most of Lindts sales are generated throughout the year. The seasons
of Christmas, Valentines Day, and Easter are the holidays where consumers tend to buy higher-end chocolate as gifts for others. We will
advertise heavily two weeks before Christmas, a week before Valentines Day and Easter. This will remind the consumer to purchase Lindt
as a gift for their peers, friends, and family. This strategy will make the consumer think about Lindt as not just a gift you give to a personal
friend or family member, but also as a gift for peers, co-workers, and oneself. We will advertise heavily during the end of the fourth quarter and throughout the first quarter.
Scheduling/Timing Rationale

We decided to use reminder advertising throughout the months of April - November as these are months where consumers are
less inclined to buy Lindt chocolate. We will use these advertisements as a reminder that Lindt can be purchased year round. We will
advertise heavily before holidays such as Christmas, Valentines Day, and Easter as these are where Lindts largest chocolate sales are
generated from. By having Lindts advertisements run one to two weeks prior to these major holidays, this allows for consumers to keep
Lindt in mind when shopping for gifts to give to others. By advertising heavily throughout the last part of the fourth quarter and
throughout the first quarter, it will give us more share of voice as most advertisers do not advertise as heavily during the first quarter as
they do the fourth quarter. Advertising more in the first quarter gives Lindt an opportunity to be louder than other brands, thus gaining
more awareness. By advertising lightly throughout the second and third quarters and mid fourth quarter, Lindt has a chance to give consumers a reminder to purchase their products not just during major holidays and events but also for any everyday occasion.
Figure 1.28: Pulsing media schedule by month
SALES PROMOTION IDEAS
20
Sales Promotion Objectives

1. To support national and spot advertising campaigns through websites, mobile, and social media marketing by providing codes
within the packaging of individual Lindt chocolate bars to offer various promotional deals to consumers. This promotion will happen
April through November. Spot markets will also get extra dollars April to November to drive consumers to purchase Lindt.

2. To support national and spot advertising campaigns with a contest that will increase awareness of Lindt through broadcast and print
media in mid December of 2015 and end the first week of February in 2016. Spot markets will get extra dollars in December - March to
drive traffic to Lindt retail stores as well as other retail stores that sell Lindt.
Sales Promotion Strategy

1. Promotion Codes: $1,280 for the eight months codes will be printed on each individual Lindt chocolate bar, the consumer can input the
codes on the Lindt website to see if their specific code could win them
$10 Visa gift card One winner each week 128 winners and prizes for the eight months
2. Contest: The budget for this contest will be $2,000, to promote consumers to enter a photo or video of them showing their excellence,
including a Lindt Excellence chocolate bar within the photo or video. We will promote through Twitter and Facebook using the hashtag
(#showyourexcellence). Participants will have to show or promote Lindt Excellence in a creative way, showing consumers love and engagement with Lindt. The winner of the contest will win a weekend trip to Napa Valley during Valentines Day
Bring one other person along for the trip The winner and their guest will stay in an all - exclusive hotel with a free wine tasting, and
two free dinners at the hotel The contestant has to be 21 and older Live in the United States Must be a citizen or a permanent resident Maximum of 2 people are allowed on this trip Cant be resold or redistributed Dates cannot be changed Non-refundable
Sales Promotion Rationale

1. By using this sales promotion idea of giving away a prize every week, this will give our consumers an incentive to purchase more Lindt
products as the more codes they obtain the higher chance they have of winning a prize. By having this promotion April - November,
which are the lower sale months, it will remind consumers to purchase Lindt not just for special occasions but more frequently. This will
lead to higher sales and higher distribution within the United States. Thus going back to our main creative idea of purchasing Lindt for an
everyday occasion not just for a special event or occasion.
2. Through having a contest this will allow Lindt to engage with the consumers more and give them an incentive to buy the chocolate to
use in their entry. It will create more brand awareness and exposure due to the social media platforms we will be using, thus creating a
higher reach. By using Facebook and Twitter we are using social media platforms that our target audience uses and consumes
the most. And by having a romantic weekend trip during Valentines Day they will be even more inclined to enter the contest.
21
REFERENCES
Advertising Company in 300 Cities - Blue Line Media. Advertising Company in 300 Cities - Blue Line Media. N.p.,
n.d. Web. 20 Apr. 2015.
Advertise - YouTube. Retrieved December/04, 2014, from http://www.youtube.com/yt/ advertise/
Biesada, A. (2013). Chocoladefabriken lindt & sprungli AG. Hoovers Online.
Biesada, A. (2015). Ghirardelli chocolate co.Hoovers Online.
Bloom, B. (2015). Chocolate confectionery. Mintel.
Colbert, C. (2014). Godiva chocolatier, inc. Hoovers Online.
GFHY3456 SPORT. Ritter Sport, n.d. Web. 28 Feb. 2015.
Die Neue RITTER SPORT Seite. RITTER
Ghiradelli Chocolate Chocolate Gifts, Bars and Baskets. Ghiradelli, n.d. Web. 28 Feb. 2015.
Kelley, L., Jugenheimer, D., & Sheehan, K. (2012). Advertising Media Planning: A Brand Management Approach
(3rd ed.). Armonk: M.E. Sharpe.
Kiosk Cost Estimates and Price Quotes. Four Winds Interactive. N.p., n.d. Web. 24 Apr. 2015.
Lindt & competition. Ad$pender.
Lindt Chocolate - Shop Premium Truffles, Chocolate and Gift Baskets | Lindt USA. Lindt Chocolate - Shop Premium Truffles, Chocolate and Gift Baskets | Lindt USA. Lindt, n.d. Web. 28 Feb. 2015.
Map 1, 2, 3, 4, 5 SimplyMap.
Map 1 SimplyMap.
Online and streaming video - US(November 2012). Retrieved December/01, 2014, from
http://academic.mintel.com/display/590808/
Shop Godiva Chocolates - Gourmet Chocolate, Truffles & Gift Baskets. Shop Godiva Chocolates - Gourmet
Chocolate, Truffles & Gift Baskets. Godiva, n.d. Web. 28 Feb. 2015.
United States Census Bureau. Maps & Data. United States Government, 2010. Web. 8 Apr. 2015.
VALS | VALS Types | Achievers | SBI. VALS | VALS Types | Achievers | SBI. N.p., n.d. Web. 6 Apr. 2015.
VALS | VALS Types | Believers | SBI. VALS | VALS Types | Achievers | SBI. N.p., n.d. Web. 6 Apr. 2015.
VALS | VALS Types | Strivers | SBI. VALS | VALS Types | Achievers | SBI. N.p., n.d. Web. 6 Apr. 2015.
APPENDIX
22
From the charts, Ritter Sport has the largest media budget of $23,690,000 followed by Lindt, Ghiradelli, and lastly Godiva. Lindt is the
biggest media spender in the magazine medium, while Ritter Sport is the largest media spender in network TV, Ghiradelli spends the
most out of the brands in cable TV, and Godvida is the most prominent spender in spot TV. Outdoor seems to be a medium that isnt
utilized much by all the brands, Lindt spends $0 in this medium thus not having any share of voice in this medium. Ritter Sport has a
strong share of voice across all the media, due to thier allocation and size of the budget. Ghiradelli shows mainly a
consisent share of voice across the board of media as well, even though they may not be as strong as Ritter Sport. Magazines, network
TV, and cable TV tend to be the most used media with these brands as well as throughout the chocolate industry. Spot TV and outdoor
media tend to be used the least as shown through the charts. Compared to millions of dollars being allocated in magazines, cable TV,
and network TV, the money being spent in spot TV and outdooar are in the low to middle hundred thousand dollars.
_______________________________________________________________________________________________________________
APRIL, MAY, SEPTEMBER, OCTOBER AND NOVEMBER $10,026,344.
S2EDF5T
Television: $1,950,606 to $1,393,235 , which is 65 to 74% of the monthly budget, this cost covers 180 commercial spots for these months, each
for 30 seconds
Radio: $93,595 to $214,276 which covers 4 to 9% of the monthly budget, this cost includes 192 Lindt commercials for 30 seconds each.
Digital: $101,500 on mobile ads in order to reach 4,300,000 impressions, YouTube will cost $108,900 in order to receive the desired impressions
of 4,950,000m and $104,000 for advertising spots on social media. Twitter and Facebook will deliver 30,000,000 impressions.
Outdoor: $516,133 per month making up 19-24% of the budget, this gives us 25 shows per month gaining 20,000 to 50,000 impressions per
one ad per day.
Transit: $320,000 a month with 9,000 to 17,000 impressions per ad per day
Point-of-Purchase: $32,000 per month gaining 30,000 impressions in each grocery and retail store per month

DECEMBER TO MARCH $15,973,656
Television: $2,559,610 for 480 30-second commercial spots that makes up 69% of the budget
Radio: $506,174, which is 14% of the budget with this buying 408 spots
Outdoor: $516,133 per month making up 14% of the budget, 25 shows per month gaining 20,000 to 50,000 impressions per one ad per day.
Digital: $238,000, which is 2-3% of the budget, $38,000 is being spent on mobile advertisements in order to receive 3.8 million impressions,
$88,000 on YouTube to receive 4 million impressions, social media sites. Facebook and Twitter will receive $96,000 for a total of 12 million
impressions
23
APPENDIX
Flowchart
4/22/15 9:20 PM
Flowchart
Student:
Catherine Marsh
Professor: Jong-Hyuok Jung

Semester:
Spring 2015
Default Flowchart Title
Default Flowchart SubTitle
Medium
Jan
Feb
Mar
Apr
May
Net TV-Daytime
$(000)
Jun
Jul
Target Demo: All Adults ages 35-64
Aug
Sep
Oct
Nov
Dec
Net TV-Prime
30
30
30
10
15
10
10
25
30
Net TV-L Nite/L News

$(000)
20
20
20
10
10
10
10
20
10
10
10
$(000)
Net Cable-Daytime
$(000)
805.4
398.9
17.6
Net Cable-Prime
$(000)
25
Net Radio-Morning Drive

$(000)
20
Net Radio-Evening Drive
10
$(000)
Digital National
Ad Networks - Run Of Network
Ad Networks - Demo Targeted
Video Networks
393.3
68.1
37.6
59.5
805.4
398.9
17.6
25
393.3
20
10
5
68.1
37.6
59.5
805.4
398.9
17.6
25
393.3
20
10
5
68.1
268.5
199.4
157.3
15
51.1
268.5
199.4
199.4
10
8
51.0
35.1
10
157.3
157.3
15
27.2
37.6
59.5
402.7
35.1
10
Total Across
GRPS:
COST:
97.6
51.1
268.5
199.4
35.1
10
157.3
15
51.1
398.9
17.6
16
251.7
10
5
26.3
671.1
63.4
51.0
51.0
34.0
18.8
59.5
GRPS:
97.6
190
COST:
5100.7
20
398.9
GRPS:
COST:
140
2792.2
17.6
GRPS:
COST:
193.3
393.3
GRPS:
COST:
156
2454.2
GRPS:
COST:
143
486.8
805.4
25
20
10
5
68.1
GRPS:
37.6
COST:
195.6
59.5
GRPS:
COST:
513.9
Publisher Video Sites

Social
Mobile
$(000)
Spot TV-Daytime
$(000)
Spot TV-Prime
$(000)
70.8
34
831.7
70.8
34
831.7
70.8
34
831.7
70.8
25
611.5
10
15
25
118.0
366.9
Spot TV-Late Fringe/News

$(000)
11
11
11
10
Spot Radio-Morning Drive

$(000)
37
37
37
18
15
Spot Radio-Evening Drive
35
35
35
10
$(000)
Outdoor
$(000)
112.8
193.2
207.3
683
516.1
112.8
193.2
207.3
683
516.1
112.8
193.2
102.5
207.3
683
516.1
94.0
611.5
51.3
78.3
516.1
5
8
94.0
59
762.4
39.7
1.5
58
974.0
41.1
1.4
Spot Only Area

GRPS
$(000)
Reach
Avg. Freq.
122
1931.9
56.6
2.2
122
1931.9
56.6
2.2
122
1931.9
56.6
2.2
69
1454.2
44.4
1.6
50
1160.3
35.4
1.4
Plan Total
GRPS
$(000)
Reach
Avg. Freq.
238
3712.2
80.7
3.0
238
3712.2
80.7
3.0
238
3712.2
80.7
3.0
128
2216.6
65.6
2.0
108
2134.3
61.3
1.8
516.1
3.4
1.1
4.0
1.1
1.8
1.0
3.4
1.1
4.0
1.1
1.8
1.0
94.0
10
683
516.1
115
1780.3
59.3
1.9
102.5
70.8
489.2
10
59.2
683
115
1780.3
59.3
1.9
611.5
6
20
18
10
115
1780.3
59.3
1.9
70.8
10
29.6
National Only Area

GRPS
$(000)
Reach
Avg. Freq.
6
25
18
102.5
5
59.2
683
70.8
51.3
41.8
516.1
29.6
683
516.1
GRPS:
70.8
COST:
684.3
831.7
GRPS:
COST:
246
6017.7
11
GRPS:
COST:
861.2
37
GRPS:
COST:
225
1175.0
112.8
193.2
35
59.2
683
6
34
207.3
683
516.1
GRPS:
180
COST:
1066.0
GRPS:
COST:
6,146
4645.2
59
762.4
39.7
1.5
59
762.4
39.7
1.5
86
1451.7
51.2
1.7
115
1780.3
59.3
1.9
GRPS:
Cost:
795
11834.2
69
1454.2
44.4
1.6
69
1454.2
44.4
1.6
43
1198.8
33.8
1.3
122
1931.9
56.6
2.2
GRPS:
Cost:
792
14449.3
128
2216.6
65.6
2.0
128
2216.6
65.6
2.0
130
2650.5
66.8
2.0
238
3712.2
80.7
3.0
GRPS:
Cost:
1,588
26283.5
Deer Creek Software, Provo, UT
http://mfpapp.mediaflightplan.com/reports/flowchart/61m41u3hptrqkb8t59eqtn94c1
Page 1 of 1
APPENDIX
24
APPENDIX
25
Monthly Detail
4/27/15 1:38 PM
Monthly Detail
Student:
Catherine Marsh

Semester:
Spring 2015
April
Target Demo: All Adults ages 35-64 Natl Univ (000):85696.7 Spot Univ (000):9450.4
Medium
Covg.
Unit
GRPs
CPP
CPM
Total Cost
Net TV-Prime
NATL
:30
10
26,846
31.33
268,460
NATL
:30
10
19,944
23.27
199,440
Net Cable-Daytime
NATL
:30
10
3,514
4.10
35,140
Net Cable-Prime
NATL
:30
10
15,732
18.36
157,320
NATL
:60
15
3,404
3.97
51,060
Digital National
NATL
IMPS
11,281
13.16
45,124
--------
--------
--------
--------
59
12,823
14.96
756,544
National Totals
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
25
24,462
258.85
611,550
SPOT
:30
10
10,252
108.48
102,520
SPOT
:60
18
5,222
55.26
93,996
SPOT
:60
10
5,922
62.66
59,220
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
--------
--------
--------
--------
751
1,936
20.49
1,454,213
141.81824621018 15,589
18.19
2,210,757
Spot Totals
Total Plan
Note: CPM based on media that contribute both cost and GRPs;For Total Plan, Spot GRPs are weighted to %US coverage before
calculations.
http://mfpapp.mediaflightplan.com/reports/monthly/0q204kfmd2rhfesaq3ogs22re7
Page 1 of 1
APPENDIX
Monthly Detail
4/27/15 1:38 PM
4/27/15 1:39 PM
Monthly Detail
Monthly Detail
Student:
26
Monthly Detail
Student:
Catherine Marsh
Semester:
Catherine Marsh
Semester:
Spring 2015
Spring 2015
September
May
Medium
Covg.
Unit
GRPs
CPP
CPM
Medium
Total Cost
Covg.
Unit
GRPs
CPP
CPM
Total Cost
Net TV-Prime
NATL
:30
10
26,846
31.33
268,460
199,440
Net TV-Daytime
NATL
:30
32,535
37.97
97,605
NATL
:30
10
19,944
23.27
Net TV-Prime
NATL
:30
15
26,846
31.33
402,690
Net Cable-Daytime
NATL
:30
10
3,514
4.10
35,140
NATL
:30
10
19,944
23.27
199,440
Net Cable-Prime
NATL
:30
10
15,732
18.36
157,320
NATL
:60
15
3,404
3.97
51,060
Digital National
NATL
IMPS
11,281
13.16
45,124
--------
--------
--------
--------
59
12,823
14.96
756,544
Net Cable-Prime
NATL
:30
10
15,732
18.36
157,320
NATL
:60
3,404
3.97
27,232
NATL
:60
3,761
4.39
26,327
Digital National
NATL
IMPS
10,567
12.33
52,835
--------
--------
--------
--------
58
16,611
19.38
963,449
National Totals
Spot TV-Daytime
SPOT
:30
10
11,799
124.85
117,990
Spot TV-Prime
SPOT
:30
15
24,462
258.85
366,930
SPOT
:30
10,252
108.48
51,260
SPOT
:60
15
5,222
55.26
78,330
SPOT
:60
5,922
62.66
29,610
Outdoor
SPOT
25 Show
352,002,706
682
516,133
8.01
--------
--------
--------
--------
732
1,585
16.77
1,160,253
138.72297766425 15,309
17.86
2,123,702
Spot Totals
Total Plan
National Totals
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
25
24,462
258.85
611,550
SPOT
:30
10
10,252
108.48
102,520
SPOT
:60
18
5,222
55.26
93,996
SPOT
:60
10
5,922
62.66
59,220
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
--------
--------
--------
--------
751
1,936
20.49
1,454,213
141.81824621018 15,589
18.19
2,210,757
Spot Totals
Total Plan
calculations.
calculations.
Page 1 of 1
Page 1 of 1
Monthly Detail
Monthly Detail
4/27/15 1:39 PM
4/27/15 1:39 PM
Monthly Detail
Student:
Monthly Detail
Student:
Semester:

Semester:
Catherine Marsh
Catherine Marsh
Spring 2015
Spring 2015
November
October
Medium
Medium
Covg.
Unit
GRPs
CPP
CPM
Net TV-Prime
NATL
:30
10
26,846
31.33
268,460
NATL
:30
10
19,944
23.27
199,440
Net Cable-Daytime
NATL
:30
10
3,514
4.10
35,140
Net Cable-Prime
NATL
:30
10
15,732
18.36
157,320
NATL
:60
15
3,404
3.97
51,060
Digital National
NATL
IMPS
11,281
13.16
45,124
--------
--------
--------
--------
59
12,823
14.96
756,544
National Totals
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
25
24,462
258.85
611,550
SPOT
:30
10
10,252
108.48
102,520
SPOT
:60
18
5,222
55.26
93,996
SPOT
:60
10
5,922
62.66
59,220
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
--------
--------
--------
--------
751
1,936
20.49
1,454,213
141.81824621018 15,589
18.19
2,210,757
Spot Totals
Total Plan
calculations.
Covg.
Unit
GRPs
Page 1 of 1
CPM
Total Cost
NATL
:30
25
26,846
31.33
671,150
NATL
:30
20
19,944
23.27
398,880
Net Cable-Daytime
NATL
:30
3,514
4.10
17,570
Net Cable-Prime
NATL
:30
16
15,732
18.36
251,712
NATL
:60
10
3,404
3.97
34,040
NATL
:60
3,761
4.39
18,805
Digital National
NATL
IMPS
10,938
12.76
54,690
--------
--------
--------
--------
86
16,824
19.63
1,446,847
National Totals
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
20
24,462
258.85
489,240
SPOT
:30
10,252
108.48
51,260
SPOT
:60
5,222
55.26
41,776
SPOT
:60
5,922
62.66
29,610
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
--------
--------
--------
--------
726
1,651
17.47
1,198,813
166.0613139129 15,932
18.59
2,645,660
Spot Totals
Total Plan
calculations.
CPP
Net TV-Prime
Total Cost
Page 1 of 1
APPENDIX
27
Monthly Detail
4/27/15 1:38 PM
Monthly Detail
4/27/15 1:45 PM
Monthly Detail
Student:
Catherine Marsh
Monthly Detail
Student:

Semester:
Catherine Marsh
Spring 2015
Semester:
December
Spring 2015
January
Medium
Covg.
Unit
GRPs
CPP
CPM
Total Cost
Medium
Covg.
Unit
GRPs
CPP
CPM
Total Cost
Net TV-Prime
NATL
:30
30
26,846
31.33
805,380
NATL
:30
20
19,944
23.27
398,880
Net TV-Prime
NATL
:30
30
26,846
31.33
805,380
Net Cable-Daytime
NATL
:30
3,514
4.10
17,570
NATL
:30
20
19,944
23.27
398,880
Net Cable-Prime
NATL
:30
25
15,732
18.36
393,300
Net Cable-Daytime
NATL
:30
3,514
4.10
17,570
NATL
:60
20
3,404
3.97
68,080
Net Cable-Prime
NATL
:30
25
15,732
18.36
393,300
NATL
:60
10
3,761
4.39
37,610
NATL
:60
20
3,404
3.97
68,080
Digital National
NATL
IMPS
10,938
12.76
54,690
NATL
:60
10
3,761
4.39
37,610
--------
--------
--------
--------
Digital National
NATL
IMPS
10,938
12.76
54,690
115
15,439
18.02
1,775,510
--------
--------
--------
--------
115
15,439
18.02
1,775,510
National Totals
National Totals
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
34
24,462
258.85
831,708
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
SPOT
:30
11
10,252
108.48
112,772
Spot TV-Prime
SPOT
:30
34
24,462
258.85
831,708
SPOT
:60
37
5,222
55.26
193,214
SPOT
:30
11
10,252
108.48
112,772
SPOT
:60
35
5,922
62.66
207,270
SPOT
:60
37
5,222
55.26
193,214
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
SPOT
:60
35
5,922
62.66
207,270
--------
--------
--------
--------
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
805
2,400
25.39
1,931,891
--------
--------
--------
--------
805
2,400
25.39
1,931,891
203.7732199723 18,194
21.23
3,707,401
Spot Totals
Spot Totals
Total Plan
203.7732199723 18,194
21.23
3,707,401
calculations.
Total Plan
calculations.
Page 1 of 1
Monthly Detail
4/27/15 1:45 PM
Monthly Detail
Student:
Monthly Detail
4/27/15 1:46 PM
Monthly Detail
Catherine Marsh
Student:

Semester:
Page 1 of 1
Catherine Marsh
Spring 2015
Semester:
Spring 2015
February
March
Medium
Covg.
Unit
GRPs
CPP
CPM
Total Cost
Net TV-Prime
NATL
:30
30
26,846
31.33
805,380
NATL
:30
20
19,944
23.27
398,880
Net Cable-Daytime
NATL
:30
3,514
4.10
17,570
Net Cable-Prime
NATL
:30
25
15,732
18.36
393,300
NATL
:60
20
3,404
3.97
68,080
NATL
:60
10
3,761
4.39
37,610
Digital National
NATL
IMPS
National Totals
10,938
12.76
54,690
--------
--------
--------
--------
115
15,439
18.02
1,775,510
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
34
24,462
258.85
831,708
SPOT
:30
11
10,252
108.48
112,772
SPOT
:60
37
5,222
55.26
193,214
SPOT
:60
35
5,922
62.66
207,270
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
--------
--------
--------
--------
805
2,400
25.39
1,931,891
203.7732199723 18,194
21.23
3,707,401
Spot Totals
Total Plan
calculations.
Medium
Covg.
Unit
GRPs
CPP
CPM
Total Cost
Net TV-Prime
NATL
:30
30
26,846
31.33
805,380
NATL
:30
20
19,944
23.27
398,880
Net Cable-Daytime
NATL
:30
3,514
4.10
17,570
Net Cable-Prime
NATL
:30
25
15,732
18.36
393,300
NATL
:60
20
3,404
3.97
68,080
NATL
:60
10
3,761
4.39
37,610
Digital National
NATL
IMPS
10,938
12.76
54,690
--------
--------
--------
--------
115
15,439
18.02
1,775,510
National Totals
Spot TV-Daytime
SPOT
:30
11,799
124.85
70,794
Spot TV-Prime
SPOT
:30
34
24,462
258.85
831,708
SPOT
:30
11
10,252
108.48
112,772
SPOT
:60
37
5,222
55.26
193,214
SPOT
:60
35
5,922
62.66
207,270
Outdoor
SPOT
25 Show
682
516,133
8.01
352,002,706
--------
--------
--------
--------
805
2,400
25.39
1,931,891
203.7732199723 18,194
21.23
3,707,401
Spot Totals
Total Plan
calculations.
Page 1 of 1
Page 1 of 1
APPENDIX
28

Media Plan Booklet

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Lindt Case Study

Channel Planning & Strategy

Catherine Marsh Victoria Rodriguez Tina Maskooki Tamadher Almoayyad

11. Sales Promotion..................................................................................................................................................................................................20

Lindt & Sprngli Company

Industry and Trends

Figure 1.2: Percent of Chocolate Products by

ADVERTISING AND MEDIA ANALYSIS

Creative History of the Competitors

ADVERTISING AND MEDIA ANALYSIS, GEOGRAPHY, AND TIMING/PURCHASE CYCLE

Media Budget and Spending

Figure 1.4: Media Budget and Spending

Figure 1.4: Media Mix for Brands

Figure 1.5: Share of Voice for Brands

Figure 1.6: States where the chocolate production and manufacturing is

Figure 1.7: SimplyMaps of states with main chocolate consumption in

Timing and Purchase Cycle

Figure 1.8: # of households with disposable income greater than $150,000

Figure 1.10: # of households with disposable income of $100,000-124,000

Figure 1.9: # of households with disposable income of $75,000-99,000

Figure 1.11: # of households with disposable income of $125,000-149,000

Target Audience Objectives

Target Audeince Strategy

Target Audience Rationale

Figure 1.12: Target Audience Demographic and Psychographic Information

Target Audience Behaviors

Figure 1.13: Consumer Behavior

Figure 1.14: Consumer Behavior

Product / Brand to be advertised:

Media Strategies and Tactics

Figure 1.16: Non- Traditional Media and Vehicles

Figure 1.17: Point-of-Purcahse Media and Vehicles

REACH AND FREQUENCY

REACH AND FREQUENCY FOR NATIONAL

Figure 1.19: Reach and Frequency for National

REACH AND FREQUENCY FOR NATIONAL WITH SPOT HEAVY

Figure 1.18: Reach and Frequency for National with Spot

Figure 1.20: Non-Traditional Media Budget Allocation

Figure 1.22: Total Media Budget Allocation by Month

Figure 1.21: Traditional Media Budget Allocation

Figure 1.23: Non-Traditional Costs and Gross Impressions

Figure 1.27: Highest Asian populations in the United States by city

Figure 1.26: Highest Asian populations in the United States by city by

Figure 1.28: Pulsing media schedule by month

SALES PROMOTION IDEAS

Sales Promotion Objectives

Sales Promotion Strategy

Sales Promotion Rationale

Professor: Jong-Hyuok Jung

Target Demo: All Adults ages 35-64

Net TV-L Nite/L News

Net Radio-Morning Drive

Net Radio-Evening Drive

Publisher Video Sites

Spot TV-Late Fringe/News

Spot Radio-Morning Drive

Spot Radio-Evening Drive

Spot Only Area

National Only Area

Deer Creek Software, Provo, UT

Professor: Jong-Hyuok Jung

Net TV-L Nite/L News