Media Plan for Snapple created for a Channel Planning course at TCU.

1. S
nap Queen
s
PRESENT
-- OUR FABULOUS --
Media Plan
--Snapple--
-- Madison Rich -- Sloan Stryker -- Hannelore Strash -- Danielle Dirkx --

2. Table OF Contents
1
Executive Summary
Company History
Description of Product
COmpetitive Analysis
Swot Analysis
Target Audience
Specific Target Audience
Timing Considerations
Pg. 2
pg.3
pg. 4
pg. 5
pg. 6-8
pg. 9
pg. 10
pg. 1 1
Media Objectives
objectives charts
Media Strategy
Media FlowCharts
media budgets
conclusion
appendices
references
pg. 12
pg. 13
pg. 14-24
pg. 25-26
pg. 27
pg. 28
pg. 29-30
pg. 31-32

3. Executive Summary
Snapple is a New York born company with a strong presence in the northeastern United
States, or as the company calls it, the Heartland. Snapple is a liquid refreshment beverage that oper-
ates in the highly competitive tea and juice category. In 2015, Snapple launched a national advertising
campaign advertising the fact that New Yorkers love Snapple. However, Snapple is not as popular in
the rest of the United States, and the majority of light users reside in states outside of the northeast.
Snapple’s goal is to create a holistic marketing campaign to grow the Snapple Trademark vol-
ume in the United States for the calendar year 2017. In the Heartland, Snapple wants to increase its
purchase frequency for heavy users from nine times to ten times per year. In the so-called Non-Heart-
land, Snapple wants to increase the number of people who have Snapple in their top tea or juice drink
consideration set.
The target market for the new campaign will be single Caucasian male and females ages
15-40 who value a sustainable lifestyle in order to give back to the global community. This includes
people who are concerned about themselves, the people around them, and the environment. With
its natural ingredients and refreshing taste, Snapple appeals to those who have lifestyles that keep
them busy around the clock, yet still have time to enjoy the small pleasures in life. Snapple will use its
ingredients and quirky personality to target people with a unique outlook on life.
Snap Queens will divide the target market into two geographic areas: The members of our
general target audience are single Caucasians ages 15-40 who are infrequent or non-users of Snap-
ple. As well as targeting non-users, we will also create a campaign that is directed toward those in the
“Heartland” or already heavy drinkers of Snapple. We are targeting both male and female consumers
within these two groups. These individuals value a sustainable lifestyle, which aids in helping them
give back to the global community.
Our general target consumer is considered somewhat “hipster,” meaning they don’t like to fol-
low the latest trends just because it’s popular. They value uniqueness, quirkiness, and the underdog.
They also take pride in “DIY” projects and living an all natural lifestyle. This kind of person is busy
working to support their comfortable lifestyle. They live life on the go but appreciate the little breaks
along the way where they can take some time for themselves. During a normal work day they spend
their breaks reading, listening to music, and eating the lunch they brought from home in a brown pa-
per bag. To go along with their quinoa and tomato salad they pop open a kombucha juice or green tea
drink. This consumer has a good concept of what is healthy vs. unhealthy eating. For the most part
they live a healthy life but they won’t sacrifice taste for health. They wouldn’t be considered a “health
nut,” just “health aware.” They watch television shows like SNL, New Girl, and Parks and Recreation
2

4. Company History
Snapple began as a small, grassroots company and was invented by Leonard Marsh, Hyman
Goldman and Arnold Greenburg in 1972 (“Snapple Museum of Best Stuff on Earth”). In the early
1970s, the men founded Unadulterated Food Products, Inc., whose goal was to sell pure fruit juices
in unusual blends to health food stores. They sold their all-natural juice to health food stores in Brook-
lyn and Manhattan as a part time business while each keeping their full-time jobs. The business saw
little growth for five years during this time. However, in 1978, the company began to make carbonated
apple juice, which led them to the name Snapple, which they purchased for $500. In their first two
months as a legitimate company, they sold 1000 cases of juice, and stores began to call to request
their juice (“Snapple Beverage Corporation History”).
Unadulterated Food hired their first salesman in 1979 and expanded their juice line to include
more juices in 1982. Though the price of the juice was considered high at the time, $1 per bottle,
the company saw high success in New York, Boston, and Washington, D.C. As a result of its rapid
growth, Unadulterated Food expanded its line to include all natural fruit drinks in 1986. The next year,
though, the partners realized they needed a summertime drink for their consumers, and set out on
their three year journey to make a bottled, ready to drink tea. In 1988, they released their first lemon
flavored ready to drink tea, and it was so popular that sales continued even into the winter months
(“Snapple Beverage Corporation History”).
By the end of 1988 after the tea was introduced, Unadulterated sales had increased by 60 per-
cent in 12 months to $13.3 million. Unadulterated expanded the Snapple line to include 53 different
flavors due to a high demand for its drinks, and, in the first six months of 1989, the company’s reve-
nues from noncarbonated beverages increased by 600 percent. Throughout the 1990s, the sales of
flavored teas doubled, and the company launched a $2 million advertising campaign featuring tennis
star Ivan Lendl. They hoped that his physically fit image would appeal to consumers of their all-natural
tea.
In 1991, the Unadulterated headquarters moved from Brooklyn to Long Island and their rev-
enues doubled to $95 million. Fifty-five percent of its sales were in iced teas and the market for this
product grew to $400 million. Unadulterated fell into second place with 19.3 percent of sales, behind
long-time market leader Lipton, with 37.2 percent of the market. In order to catch up to Lipton, Un-
adulterated expanded its market beyond the East Coast, introducing Snapple products in California.
To continue to grow, Unadulterated needed more capital, so Snapple reached an agreement
with a Boston-based investment banking firm, the Thomas H. Lee Company. In January 1992, Lee
formed the Snapple Holding Corporation in Delaware and the founders of Unadulterated sold 70 per-
cent of Unadulterated to this company for $45 million, and they expanded distribution to almost every
city in America. Snapple then became a legitimate competitor for Coca Cola owned Lipton and Pepsi
owned Nestea. Their competition with the soft drink giants formed the idea for the advertising cam-
paign, “The Best Stuff on Earth.”
By the fall of 1992, Snapple had pulled ahead of Lipton in the ready to drink tea market, earn-
ing 30 percent all sales, and publically sold its stock for the first time. By July 1994, Snapple had
solidified its position as the fastest growing beverage company in the world and the second largest
seller of single-serving juices, growing steadily larger in a market that continued to rapidly expand
(“Snapple Beverage Corporation History”).
3

5. Description OF Product
Snapple (owned by Dr. Pepper) holds a vast majority of media market share compared to its
competitors. As a major player in the tea market, it is important for Snapple to maintain their majority
of the market share at 80% through media vehicles such as network TV, cable TV and spot TV. Their
top competitors are Lipton tea (owned by Unilever) and Pure Leaf tea (owned by PepsiCo-Lipton).
Lipton tea, a huge competitor in the market, holds only .75% of the market share in the media
realm. Lipton focuses their advertising dollars on network TV and national spot radio. Although they
don’t hold much of the market share, their competitive edge comes from its age. Founded in 1890,
Lipton has become the first name in iced teas people think of as they are sold in over 150 countries
around the world.
Pure Leaf is Snapple’s closest market share competitor at 19.25%. Pure Leaf’s media mix in-
cludes magazines and cable TV to boost their brand awareness. As a joint venture product of Lipton,
they both share common media vehicles and product promotions.
4

6. Competitive Analysis
Snapple (owned by Dr. Pepper) holds a vast majority of media market share compared to its
competitors. As a major player in the tea market, it is important for Snapple to maintain their majority
of the market share at 80% through media vehicles such as network TV, cable TV and spot TV. Their
top competitors are Lipton tea (owned by Unilever) and Pure Leaf tea (owned by PepsiCo-Lipton).
Lipton tea, a huge competitor in the market, holds only .75% of the market share in the media
realm. Lipton focuses their advertising dollars on network TV and national spot radio. Although they
don’t hold much of the market share, their competitive edge comes from its age. Founded in 1890,
Lipton has become the first name in iced teas people think of as they are sold in over 150 countries
around the world.
Pure Leaf is Snapple’s closest market share competitor at 19.25%. Pure Leaf’s media mix in-
cludes magazines and cable TV to boost their brand awareness. As a joint venture product of Lipton,
they both share common media vehicles and product promotions.
5

7. SWOT Analysis
Strong market position built on strong brand portfolio
Strong focus on research and development
Wide geographic manufacturing and distribution coverage
Focus on sustainability initiatives
Brand Recognition
- Glass bottle
- Real fact on lid
- Positioned as fun and spunky
High consumption in the Northeast
- NYC, Boston, Philadelphia, Buffalo, Baltimore, Hartford, Syracuse, Albany, Washington, D.C.
- Accounts for 50% of Snapple volume
Strengths:
-The company holds the number one position in the US flavored CSD beverage markets by volume.
It had a 20.5% share of the US CSD market in 2014 (measured by retail sales) according to industry
sources. It is also a leader in the Canada and Mexico beverage markets.
- The company spent $18 million on research and development during FY2014
- The company’s focus on research and development adds to market competitiveness. Products devel-
oped around customer requirements and taste preferences help it to stay ahead of its competitors and
sustain its leading market position
- At the end of FY2014, the company operated 19 manufacturing facilities and 106 distribution centers
and warehouse facilities in the US
- It also operated two manufacturing facilities and 12 distribution centers and warehouse facilities in
Mexico.
- These facilities, which are strategically located, enable the company to align its operations in line with
the customer demand, to reduce transportation cost, and to have better control over the delivery
timings
- Partnered with Keep America Beautiful to provide 900 new recycling bins in the US
- Renewed its partnership with Keep America Beautiful (KAB) with a $300,000 commitment that contin-
ues efforts to provide recycling opportunities to consumers.
6

8. SWOT Analysis
Low recognition in states outside Northeastern US
- All of states account for only 50%
- Outside states prefer competitors such as AriZona, Lipton, and Brisk
Not actually as healthy as advertised/perceived
- Non-diet drinks average 30 grams of sugar and 35 carbohydrates
- Diet drinks average 15 grams of sodium
Excessive dependence on few market players
Weaknesses:
Growing low-calorie and diet flavored soft drinks market
Dr. Pepper Snapple DPS is up 15%, while PepsiCo is up only 3.6% and Coca Cola is down 1.3%
Opportunities:
- Almost 59% of Dr. Pepper volumes are distributed through the Coca-Cola affiliated and
PepsiCo affiliated bottler systems.
- In FY2014, PepsiCo and Coca-Cola accounted for 27% and 21%, respectively, of the
beverage concentrates segment’s net sales.
- If the company’s bottlers and distributors fail to successfully provide appropriate marketing, product,
packaging, pricing and service to these customers, the sales and margins of the
company’s products could suffer
- One of the major challenges faced by the market is an increase in health-related issues. Rising inci-
dences of diabetes and obesity have affected the sales of soft drinks. Some energy drink brands have
been banned because of their harmful effects on health that could even cause death.
- Government regulations on the security of consumer health have become stringent.
- According to National Center for Health Statistics, more than one-third of adults were obese in
2011–12. The prevalence of obesity was higher among middle-aged adults than among younger or
older adults.
- The federal government and various state governments in the US have long been discussing the op-
tion of implementing tax on the consumption of sugared beverages according to industry sources.
- Snapple has grown 7.8% over the last year, while its main competitors, Brisk and
AriZona are declining
- Tea is the fifth most consumed beverage
- Sales volume has grown 14% since 2010
- Healthy eating/lifestyle trends especially with millennials/ upcoming generations
and consumers
- Younger generation general more concerned with living healthily
- 18-34-year-old respondents report the most likelihood to drink RTD teas, likely due
to their convenience and the range of new flavor variations that occur in the
segment
7

9. SWOT Analysis
Threats:
Coca-Cola dominates the global soft drinks industry
Proposed tax on the consumption of sugared soft drinks
Increasing labor wages in the US
The tea category only accounts for 8% of the LRB (liquid refreshment beverage) category
Within the tea and juice LRB category Snapple falls behind AriZona, Lipton, and Brisk
- AriZona Sales Volume: 122,321, 680
- Lipton Sales Volume: 59,967,092
- Brisk Sales Volume: 50,538,682
- Snapple Sales Volume: 35,440,229
- Coca Cola reported sales of $ 31,944m in 2008, followed by PepsiCo ($ 15,609m) and Nestle ($
10,633m), and each of these companies has their own tea
- The federal government and various state governments in the US have long been discussing the op-
tion of implementing tax on the consumption of sugared beverages according to industry sources.
- Several states in the US impose tax on sodas
- Moreover, many states and municipalities in the country have minimum wage rates even
higher than $7.25 per hour due to higher cost of living.
- The increase in labor costs could increase the company’s overall costs and affect its mar-
gins.
- Tap water leads (35%), then bottled water (12%), carbonated soda water (CSD) (12%),
hot coffee (12%), milk (11%) then tea (8%)
8

10. Target Audience
The members of our general target audience are single Caucasians ages 15-40 who are infre-
quent or non-users of Snapple. As well as targeting non-users, we will also create a campaign that is
directed toward those in the “Heartland” or already heavy drinkers of Snapple. We are targeting both
male and female consumers within these two groups. These individuals value a sustainable lifestyle,
which aids in helping them give back to the global community.
Our general target consumer is considered somewhat “hipster,” meaning they don’t like to fol-
low the latest trends just because it’s popular. They value uniqueness, quirkiness, and the underdog.
They also take pride in “DIY” projects and living an all natural lifestyle. This kind of person is busy
working to support their comfortable lifestyle. They live life on the go but appreciate the little breaks
along the way where they can take some time for themselves. During a normal work day they spend
their breaks reading, listening to music, and eating the lunch they brought from home in a brown pa-
per bag. To go along with their quinoa and tomato salad they pop open a kombucha juice or green tea
drink. This consumer has a good concept of what is healthy vs. unhealthy eating. For the most part
they live a healthy life but they won’t sacrifice taste for health. They wouldn’t be considered a “health
nut,” just “health aware.” They watch television shows like SNL, New Girl, and Parks and Recreation
-- anything upbeat, quick witted, and not too overproduced.
9

11. Specific Target
Charlotte is a 29-year-old female named who goes by Charlie for short. She was raised in
DFW area. She is working her way up the professional ladder within a large advertising agency. Right
now she works a middle tier desk job within the corporation. One day she aspires to be on their senior
staff. On the weekend you’ll find her taking long runs outside, walking her golden retriever, and going
out to dinner with her coworkers. She brings her own lunch to work every day to cut back on eating
out and to keep her diet as natural as she prefers. Her drink of choice is half sweet tea and half lem-
onade, otherwise known as an “Arnold Palmer”. She tends to purchase her drink once she arrives at
Charlotte Spangler:
Marissa Lewis:
Marissa is a 16-year-old girl from Portland, Oregon. She has two older brothers who have
taught her everything she knows. She considers herself to be a “tom-boy.” She is currently a sopho-
more at a public Portland high school. One day she wants to study nursing at a local university. She
plans to stay in Oregon into her adulthood. She loves the feel of the city -- It’s laid back even though
there are new opportunities offered every day. She enjoys the outdoors and taking advantage of the
numerous hiking trails and bike paths the city has to offer. She depends on her monthly allowance
from her parents to spend on her own purchase decisions. She likes to save up her money to pur-
chase new hiking boots or backpacks but her smaller purchases tend to be for eating out or getting
snack before/after school.
Derek Sutter: Derek is a 39-year-old man who owns a local Italian restaurant. He is originally from Tampa,
Florida but moved to San Francisco, California when he decided to pursue a career in the restaurant
industry. He is currently single and lives in a loft style apartment with his French bulldog, Mikey. He
spends most of his days in the restaurant making sure it runs smoothly and his wait staff is happy. He
takes pride in hiring local high school kids as well as college students home for the holidays to keep
the atmosphere young and to continue to attract younger consumers who will then continue to dine in
his restaurant as they get older to find a sense of familiarity. He also values good healthy living filled
with flavorful food with all natural ingredients. He considers himself to be a healthy guy who could
“lose a few pounds if he really wanted to.”
Audience
10

12. Timing Considerations
Snapple will run two campaigns, one in the “Heartland” (in the Northeastern part of the United
States) and another in the “Non-Heartland” (the South and West) portion of the United States with the
least amount of Snapple sales. Although both campaigns will be different and cater to different users,
both campaigns will be run at the same time of year. The campaigns will begin June 1, 2017 and will
continue until December 31, 2017. Snapple wants their quirky, fun-loving brand to be enjoyed around
other.
These dates were chosen to run through the hot summer months of June, July, and August
because juice and iced tea sales are the heaviest for fun gatherings with family and friends. The
months September through December are utilized for much of the same reasons; game-day tailgates
of the fall turned into family gatherings of the holidays all in need of fun, refreshing beverages.
11

13. Media Objectives
To increase top of mind awareness by 10% in the Non-Heartland and to grow purchase fre-
quency by one in the Heartland from June 1, 2017 and December 31, 2017.
Marketing Objective:
Advertising Objective:
Non-Heartland
The media buys chosen aim for the
Non-Heartland is to reach an average of 69%
of the target market an average of 3.4 times per
month with an average GRP total of 1720
between June 1, 2017 and December 31, 2017
because these are the months when tea is
most likely to be consumed. This will be achiev
through a descending stair-stepping schedule.
Justification:
Because the Snapple is already successful in the Heartland, advertising will be based on a
continuous schedule because Snapple does not want to alienate its current users, but does not need
to reach them as frequently as it does non-users. In the Non-Heartland, a descending stair stepping
schedule will be used to align the heaviest months of advertising with the months that consumers are
most likely to purchase ready-to-drink tea, which are the summer months of June, July, and August.
Once the consumer receives the message an average of five times a month for those months, fre-
quency will decrease because a consumer will not longer need to be encouraged to buy Snapple, but
instead just reminded to buy Snapple.
Heartland
The goal Heartland is to reach an average of
60% of the target market an average of 2 times
per month with a total GRP of 840 between June
1, 2017 and December 31, 2017. This will be
achieved through a continuous schedule.
12

14. Non-Heartland:
Heartland:
13

15. Media Strategy
In order to increase top of mind purchase brand awareness in the Non-Heartland by 10% and
increase purchase frequency by one in the Heartland with consumers aged 15-40 from June 1, 2017
to December 31, 2017, a combination of traditional and nontraditional advertising will be used.
Traditional media that will be used includes Out-of-Home advertising such as billboards and
bus shelter ads and radio spot advertising. Non-traditional media will include in-store promotion, digi-
tal advertising such as banner ads, Google Adwords, and search engine marketing, and social media
promotion through Facebook, Twitter, and Instagram. Approximately 37.5% of the budget will be allo-
cated to advertising in the Heartland and the remaining 62.5% will be allocated to the Non-Heartland,
as this is where Snapple is trying to focus its efforts. Overall, 60% of the media budget will go towards
the traditional advertisements, as they are more expensive, and the remaining 40% will be allocated
to the non-traditional mediums.
The Non-Heartland will utilize a descending stair stepping pattern to advertise, with the heavi-
est dollar amounts used in June and July, when consumers are most likely to purchase Snapple.
In the Heartland, Snapple will utilize a continuous pattern of advertising because consumers only
need to be reminded of Snapple’s presence in the ready-to-drink tea market. With these advertising
patterns, Snapple will be able to heavy up its resources in the most popular time of year to buy tea,
allowing the company to create a unified push for increased brand awareness and occupy a higher
position in the market.
14

16. Digital Online
One aspect of the media strategy will include the purchase and placement of online banners
and advertisements. These will serve the purpose of not only reminding the consumer of the brand,
but also directing them towards the Snapple website. From the website, consumers will have access
to more information and promotions. In other words, the online advertisements will result in converting
the consumer’s cognition (when they are exposed to and see the advertisement) to a specific behav-
ior (when the consumer visits the Snapple website). Google AdWords, sponsored ads, and display
ads are all necessary to this campaign because they assist in different ways. Google AdWords and
sponsored ads are more interactive and produce high levels of traffic to the product’s website while
display ads reinforce brand image and perception (Blanding, 2013).
Advertising
15

17. Google AdWords
In both the Heartland and the Non-Heartland, Google AdWords and sponsored ads will be pur-
chased. This use of Search Engine Marketing (SEM) will direct customers to the Snapple’s website by
increasing exposure. Keywords such as “Snapple”, “Iced Tea”, “Juice”, “Beverage”, as well as a list of
Snapple’s competitors will be purchased. This way, Snapple’s website will appear when these terms
are included in a customer’s search. Additionally, sponsored advertisements will appear on Google to
further drive website viewership.
Since, the average Google AdWord cost-per-click is $1-$2 Snap Queens can budget for 1-2
million annual clicks on AdWords and Sponsored ads within the Non-Heartland and 450,000-900,000
annual clicks in the Heartland (Shewan, 2015). Because Google ads are cost-per-click, meaning that
the price of the advertisement depends on the amount of clicking traffic it produces, there is no way
to calculate specific monthly budget. Google will allow any of the monthly budget that goes unused
to roll over to the following month. As a result, any of the leftover annual budget will be spent on the
most effective and best performing Google advertisement. The annual budgeting will vary between
the Heartland and the Non-Heartland will vary so that in the Heartland, digital advertising is consistent
throughout the year thus continuously reaching Snapple’s regular customers. On the other hand, in
the Non-Heartland, digital advertising will be heavier during Snapple’s most popular months to en-
courage new customers to purchase the product.
Sponsored Ads&
16

18. Display Banner
In addition to Google AdWords and sponsored advertisements, banner display advertise-
ments will be purchased on relevant websites. These ads serve the purpose of reinforcing brand
reputation, image, and campaign themes. Additionally, they drive traffic towards Snapple’s website.
Examples of relevant websites for banner ad placements are the New York Times, Better Homes and
Gardens, or Better Health. This way Snapple will be exposed to its target audience on both a national
and local level. In the Heartland, $300,000 will be budgeted monthly for banner for an annual sum
of $2,100,000. The Non-Heartland budget will allocate $2 million annually towards banner advertise-
ments with more money distributed during Snapple’s most popular months.
Ads
17

19. Social Media
Snapple will use three social media sites to reach its targeted consumers. Facebook, Twitter,
and Instagram will be used to reach specific audiences based on specific traits that users who fall into
our target market of single Caucasians ages 15-40 who are quirky and take pride in living an all nat-
ural lifestyle. Social media currently has a huge reach, and about 37% of internet users say they use
social media sites for more information on a product. (Social Networking, June 2014) In addition to
the free social media promotion that Snapple currently uses via their own Facebook page, Instagram
account, and Twitter account, $3.5 million will be allocated to social media direct advertising through
the use of display ads and promoted posts. There will be a specific daily budget allotted per month.
18

20. Facebook Despite being considered outdated in the fast paced technology field, Facebook is still one of
the fastest growing and most used social media sites with more than 1 billion daily users. (Facebook
Newsroom, 2015) In 2015, Facebook sold its shares at just above $105, its highest price ever and an
11 percent increase from 2014. Today, Facebook is worth over $294 billion. Most of Facebook’s heavy
users are over the age of 25, but Facebook still has 50 billion users under 25 (Social Media User Sta-
tistics, 2014) 86 percent of social media users ages 18 and older say they check Facebook daily.
Facebook advertising will be targeted toward people living both in the Heartland and the
Non-Heartland who show interest in health and fitness, listen to alternative or indie music, and en-
joy the outdoors. Though spending will be applied consistently in the Heartland, spending in the
Non-Heartland will be applied according to the reach and frequency objectives previously established,
where more of the budget will applied in the months with heavier reach and frequency. Facebook
display ads will appear as promotions for Snapple on the right hand side of the user’s home page.
(Facebook, 2015)
June: $3,333 per day
July: $3,225 per day
August: $2,419 per day
September: $2,500 per day
October: $1,612 per day
November: $1,666 per day
December: $1,612 per day
June: $2,500 per day
July: $2,419 per day
August: $2,419 per day
September: $2,500 per day
October: $2,419 per day
November: $2,500 per day
December: $2,419 per day
non-Heartland
Heartland
19

21. Twitter Twitter is a unique microblogging platform with over 270 million users. It is dominated by
younger users, and 95 million users fall within the 15-29 age range. Twitter is currently worth $30 bil-
lion and is continuing to grow rapidly since its release in 2006. (Harmon, 2015 ) Of social media users
ages 18 and older, 37 percent of users check Twitter daily.
Twitter advertises through the use of Promoted Tweets placed on users’ timelines based on
geography and interest. In addition, Promoted Tweets appear during tweet searches and trending
topics, also called hashtags. These tweets can be retweeted or favorited, which increases their geo-
graphic and demographic reach. (Twitter, 2015) Promoted Tweets will be sent to users in both the
Heartland and the Non-Heartland who show an interest in health and fitness, listen to indie and alter-
native music, and enjoy the outdoors. Dollars toward promoted tweets will be uniformly applied in the
Heartland, and applied according to the reach and frequency levels in the Non-Heartland.
June: $2,000 per day
July: $1,935 per day
August: $1,451 per day
September: $1,500 per day
October: $967 per day
November: $1,000 per day
December: $967 per day
June: $3,511 per day
July: $3,398 per day
August: $3,398 per day
September: $3,511 per day
October: $3,398 per day
November: $3,511 per day
December: $3,398 per day
non-Heartland
Heartland
20

22. Instagram
Instagram is a predominately visual medium with over 400 million active users, and 57% of
those users access the site daily. Instagram is mostly dominated by younger users, with 37% of its
users falling in the 18-29 age range. (Social Media User Statistics) Over 40 million photos are shared
daily and there are an average of 3.5 billion likes daily. Facebook purchased Instagram for $1 billion
in 2012, only 18 months after its launch. Many social media users hold both Facebook and Instagram
accounts. (Facebook buys Instagram for $1 billion)
Instagram uses techniques similar to Twitter to advertise, but Instagram offers three types of
promoted advertisements, known as Sponsored Posts. The first is a photo ad, in which a company
can post a photo with a caption. Video ads offers visually immersive 30 second video slots. Finally,
Carousel ads allow users to swipe through a series of photos with a call to action button at the bottom
that directs users to the company’s website. (Instagram) Snapple will utilize all three types of adver-
tisements and will target users who show an interest in health and fitness, the outdoors, and the mu-
sic scene. In the Heartland, Snapple will utilize a continuous stream of promoted posts on Instagram,
and in the Non-Heartland, promoted posts will be heavier in the first four months.
June: $1,666 per day
July: $1,612 per day
August: $1,612 per day
September: $1,666 per day
June: $3,511 per day
July: $3,398 per day
August: $3,398 per day
September: $3,511 per day
October: $3,398 per day
November: $3,511 per day
December: $3,398 per day
non-Heartland Heartland
21

23. Radio
Radio will be included in the media plan for both the Heartland and Non-Heartland. Radio is an
excellent strategy to reach this target market because not only is it cost effective, but has the potential
to reach large amounts of people through very specific audience segments. Each week 242 million
Americans tune into their favorite radio stations (Nielson, 2014). That means that radio reaches 90%
of nearly every demographic (Nielson, 2014).
Spotify: A portion of the radio budget will be al-
located towards the digital radio Spotify so that
customers will have high exposure to Snapple
while they are tuning in to
Spotify at work. An average Spotify station
costs around $5 CPM (SRDS). As a result, in
the Heartland 14,285 people will be reached
each month for a cost of $71,428 per month. In
the Non-Heartland, each monthly budget rang-
es to that Snapple Spotify advertisements will
reach from 20,000-40,000 listeners per month.
non-Heartland
Spotify:
June: $200,000 reaching 40,000 listeners
July: $200,000 reaching 40,000 listeners
August: $150,000 reaching 30,000 listeners
September: $150,000 reaching 30,000 listeners
October: $100,000 reaching 20,000 listeners
November: $100,000 reaching 20,000 listeners
December: $100,000 reaching 20,000 listeners
In addition to Spotify, Snapple will
target listeners through broadcast radio as
well. This will occur on local spot radio so
that it will best reach the target audience.
Specific types of radio stations will be used
such as pop, mainstream indie, and classic
rock music to reach Snapple’s target mar-
ket. The advertising will be broadcast during
daytime spots allowing for people who listen
to the radio during work hours to be exposed
to Snapple advertising. This encourages
consumers to consider purchasing Snapple
during their lunch and break periods at work.
The net cost for daytime radio is $4,229 per
spot.
In the Heartland, radio advertising
will be consistent throughout the entire year.
This provides a constant stream of exposure
to Snapple’s most popular and profitable
region. Annually, $2,500,000 will be budget
towards 84 monthly broadcast radio spots.
This will allow for three spots per day per
month during daytime radio spots. In the
Non-Heartland, broadcast radio will be have
942 total radio spots total for $4,000,000.
Spots will be more concentrated during
summer months when the demand for Snap-
ple is higher.
Broadcast Radio:
Broadcast Radio:
June: 189 radio spots
July: 189 radio spots
August: 141radio spots
September: 141 radio spots
October: 94 radio spots
November: 94 radio spots
22

24. In-Store
In-store advertising is a powerful brand reminder mechanism. In-store displays would will be
most useful in this campaign in the Non-Heartland because the goal is to guide potential customers to
the purchase of Snapple through recency. The immediate reminder in the store by the flavored drinks
isle will direct potential buyers to the ultimate purchase of the product which could prompt the in-fre-
quent Snapple buyer to be a frequent or even loyal buyer of Snapple in the near future, a key point in
our objectives.
In-store vehicles would include floor stickers with the company’s logo and specific ad campaign
in the flavored drink isles of the stores, used along with coupon and QR code readers for discount-
ed prices. These vehicles could work along with social media in offering a free Snapple if a follower
prints a coupon promotion from the site.
As a powerful recency advertising tool through the use of floor banner ads and coupons,
Snapple will benefit from in-store advertising by promoting their brand the closest they can get to the
purchase opportunity. The Non-Heartland area of the united States is the perfect market because not
may people are reminded of Snapple at the point of purchase.
Promotion
23

25. Outdoor
Billboards:
Advertising via billboards will give the
campaign a well-rounded approach as it will
target our consumers in both traditional and
nontraditional ways. Billboards are a classic
platform for advertisements. With the general
placement of billboards being along freeways
and highways it guarantees that people will
see the ad. People also tend to travel the
same route repeatedly which increases their
exposure to the ad tremendously (Advantages
of Billboards, n.d.). Billboards also allow for a
customized location. Location can be chosen
based on where it will make the most impact.
Billboards also have a very low CPM.
Outdoor ads cost 80% less than television
commercials and 60% less than newspaper
ads (Why Choose Billboard Advertising, n.d.).
This makes it possible to reach more people,
specifically in the Non-Heartland, and improve
their awareness of the brand. There will be a
total of $5,000,000 allocated to billboards in
the Heartland. They will be in 18 major cities
at a cost of $39,000 for each of the advertising
7 months (Lamar, 2015). There will be a total
of $8,000,000 allocated to billboards in the
Non-Heartland. Billboards will be placed in 38
major cities at the cost of $30,000 for each of
the 7 advertising months (Lamar, 2015).
Transit advertising will also be utilized in
this campaign because of the large possibilities
it gives. Transit offers creative wiggle room that
most other platforms don’t. Large and creative
signs demand attention and prompt intrigue. Uti-
lizing a transit space also gives the brand exclu-
sivity to the space while delivering to a large and
varied group of people (Advantages of Transit,
2005). There will be $1,000,000 allocated to
transit advertising in the Heartland. This comes
to 5 bus shelter ads per month at $24,000 per
month for each of the 7 advertising months
(Lamar, 2015). $2,000,000 will be allocated
to Non-Heartland transit advertising. 12 bus
shelters will be utilized per month at $24,000 a
month for each of the 7 advertising months (La-
mar, 2015).
All outdoor advertising will aid in creating awareness of the brand, especially in the Non-Heart-
land areas, and keeping Snapple on consumer’s minds.
Transit:
24

26. Flowcharts
NOn-Traditional Heartland:
Traditional Heartland:
25

27. Flowcharts
NOn-Traditional non-Heartland:
Traditional non-Heartland:
26

28. Media Budget
27

29. Conclusion
Snap Queen’s media plan successfully budgets and strategizes to effectively reach Snapple’s
target audience. It will increase brand relevance, engage customers, and grow purchase frequency in
the Heartland. In the Non-Heartland, this media plan will drive product trial, increase awareness, and
raise Snapple’s purchase frequency.
This media plan will include different tactics for the Heartland and Non-Heartland through a
strategic combination of traditional and non-traditional media. To match the personality of the brand,
Snap Queen’s media plan effectively utilizes Non-Traditional media. Additionally, this encourages cus-
tomer engagement while portraying Snapple’s unique, quirky, and bright brand image.
28

30. Appendix A.
Traditional Heartland
(60%): $9,000,000 (~$8,977,500)
June: $1,282,500
July: $1,282,500
August: $1,282,500
September: $1,282,500
October: $1,282,500
November: $1,282,500
December: $1,282,500
Non-Traditional Heartland
(40%): $6,000,000 (~$5,985,000)
June: $855,000
July: $855,000
August: $855,000
September: $855,000
October: $855,000
November: $855,000
December: $855,000
Traditional Non-Heartland
(60%): $15,000,000
June: $3,000,000
July: $3,000,000
August: $2,250,000
September: $2,250,000
October: $1,500,000
November: $1,500,000
December: $1,500,000
Nontraditional Non-Heartland
(40%): $10,000,000
June: $2,000,000
July: $2,000,000
August: $1,500,000
September: $1,500,000
October: $1,000,000
November: $1,000,000
December: $1,000,000
29

31. Appendix B.
Non-Traditional Heartland ($6,000,000)
Heartland social media: $2,000,000
Heartland digital: $3,000,000
Heartland in-store promotion: $1,000,000 (coupon redemption)
Traditional Heartland ($9,000,000)
Billboards: $5,000,000 (Billboards in 18 major cities at a cost of 39,000 for each of our 7 months)
Heartland Bush Shelter: $1,000,000 (5 bus shelter ads per month at 24,000 a month for each of 7 months)
Heartland radio: $3,000,000 ($2,500,000 toward live radio spots and $500,000 toward Spotify ads)
84 live radio spots per month
$71,428 toward reaching 14,285 people per month
Nontraditional Non-Heartland ($10,000,000)
Non-Heartland social media: $1,500,000
Non-Heartland digital: $3,500,000
Non-Heartland in-store promotion: $5,000,000 ($466,666) per month
Traditional Non-Heartland ($15,000,000)
Billboards: $8,000,000 (Billboards in 38 major cities at a cost of 30,000 for each of our 7 months) OR (66
billboards at a cost of 30,000 each for 4 months)
Bus Shelter: $2,000,000 ( 12 bus shelters per month at 24,000 a month for each of 7 months)
Non-Heartland radio: $5,000,000 ($1,000,000 on Spotify and $4,000,000 on live radio)
June: 189 live radio spots and $200,000 toward reaching 40,000 people on Spotify
July: 189 live radio spots and $200,000 toward reaching 40,000 people on Spotify
August: 141 live radio spots and $150,000 toward reaching 30,000 people on Spotify
September: 141 live radio spots and $150,000 toward reaching 30,000 people on Spotify
October: 94 live radio spots and $100,000 toward reaching 20,000 people on Spotify
November: 94 live radio spots and $100,000 toward reaching 20,000 people on Spotify
December: 94 live radio spots and $100,000 toward reaching 20,000 people on Spotify
30

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