Meet the team

Lindsey Miller
Campaign Director

Ashley Lafreniere
Media Planner

Lauren Gherardi
Creative Team

Kaylan Ward
Account Executive

Dionella Gallo
Media Planner

Justin Aledia
Creative Team

Ryan Begley
Research Director

Kevin Barry
Research Team

Minnda Fulmer
Creative Team

Dainelis Rodriguez
Secondary Research
Director/Copywriter

Kristina Aranilla
Research Team

Alex Brunette
Creative Team

About Premier
solutions
Mission Statement

At Premier Solutions we strive to help your business burst from the

crowd by creating efficient, effective and compelling campaigns.

Philosophy

Our philosophy is to provide first-class insights that will greatly promote

our clients ideas. We go above and beyond standards to deliver
campaigns that define success.

Slogan

Number One in Making your Ideas a Reality.

The Objective

E
x
e
c
u U
t M
i M
v A
e R
Y

The Premier Solutions team was asked to create an integrated 2017 holistic marketing campaign to
grow Snapple volume in the US. Our objective is to create strong consumer affinity for Snapple in the
Northeast, increase purchase frequency in heavy users, and increase brand awareness outside of the
Northeast to drive trial and ultimately grow Snapple volume. Our target audience are millennials between 24-36 year olds, with a bullseyes on 30 year old.
Our goals are to grow heavy user buying rate from 9x to 10x per year within the Heartland. Convert
high awareness to top of mind brand awareness. Grow light users buying rate from 1x to 3x per year.

The Challenge

Snapple has high brand awareness and are beloved in the Northeast, which it calls its Heartland.
Almost half of Snapples annual volume is from the Heartland alone.
The Challenge is increasing brand awareness in people outside of the Heartland. We also need to get
non-Heartland consumers to try Snapple to grow volume. We also have to get Snapples most loyal
consumers to purchase more Snapple. The non-heartland people are aware of Snapple, but only 15%
have Snapple as their top Tea or Juice drink consideration.
The RTD Tea and Juice category is very competitive and Snapple is in 4th place in volume performance. Competitors like Arizona and Lipton dominate the market category.

The Solution

Our research gave us insights on our target audience. When they think of Snapple, they think of
drinking this sweet drink when they were younger. Snapple is nostalgic for them. These people also
live busy lives and arent that health conscious.
Premier Solutions has created a campaign to using our insights to reach our target audience of millennials between the ages of 24-36. Our Target groups are Heavy Heartland users, Light Heartland
users, Light Non-heartland users, and Non-Heartland Non-users. Our plan is to boast brand awareness and trial by using nostalgic, quirky and comical advertising. This will include promotions at festivals, outdoor, internet, radio and television media.
Our strategy to boost brand awareness and grow Snapple volume will be executed by positioning
Snapple as the go-to beverage that takes you back to sweet moments in your life. We will engage
our target by using interactive social and digital media. The campaign will spark consumers memories
of sweet moments with Snapple. Our target audience grew up in the 90s, so we have incorporated
that into our campaign. They will be given an incentive to share their Snapple memories online with
the hashtag #MySnappleMemories.

INdustry analysis

Category Statistics
Snapple is a component of the Liquid Refreshment Beverage (LRB) category, particularly within the ready-to-drink (RTD) tea and
juice drinks segments
Sales: The LRB category generated
$1,079,200,000 in 2014
Volume: Increased to 2.2 % in 2014

Cultural Trends: Health and Convenience

An increase in health conscious consumers
Consumers want easy, quick and accessible
beverages
Technological Trends: Eco-friendly Bottles
Coca-Cola Co., bottles made of 30% plants
Pepsi Co., bottles made of paper fiber

Legal Trends: Snapple 2011 Lawsuit

Snapple was sued over deceptive all natural print on beverages
Consumers were upset because of the high fructose corn syrup
Snapple won due to the FDAs unclear definition of all natural

 Price and value

#1 in the tea and juice industry
Variety of flavors

Weaknesses

Minimal advertising
Declining sales in the past 3 years
May not be able to maintain 99 cent
price

Strengths

Owned by Pepsico and Unilever

Variety of flavors

Weaknesses
Not a healthy option
Weak brand visibility

Strengths

No artificial flavorings
Owned by Pepsico and Unilever
Great brand visibility

ompetition

Strengths

Weaknesses
High price

Strengths

Real leaves and sugar

Real brewed taste
Brand under Lipton and owned
by Pepsico

Weaknesses

High sugar content

Strengths

Home brewed flavor

Owned by Coca-Cola

Weaknesses
High price

COMPANY
analysis

History

Hyman Golden, Leonard Marsh and

Arnold Greenburg founded Snapple in
Brooklyn, New York in 1972.
Today, the company is owned by Dr.
Pepper Snapple Group. It focuses on
the parent companys marketing strategy and vision.

Marketing Strategy
Building and enhancing our leading
brands
Pursuing profitable channels, packages and categories
Leveraging our integrated business
models
Strengthening our route to market
Improving operating efficiency

Brand

Fun, quirky and unique

Purposefully prints labels wrong:
Lifes a peach
Lemon large
Seasonal beverages:
Lady LiberTEA
Fall Spice tea

ision

Accountable
Customer-centric
Transparent and honest
Inspect what we expect
Own our decisions
No blame fixing

Products

Selection:
14 different teas
15 different juice drinks
7 excluded to non-heartland
Popular flavors:
Peach Tea
Kiwi Strawberry Juice Drink
Snapple Apple Juice Drink
Diet Peach Tea

S. W. o. T.
Strengths
High brand
recognition
Branded
entertainment
partnerships
Strong brand
equities

Weaknesses

Opportunities

Threats

Low consideration
Outside of North
East
Discontinuing the
use of Wendy the
Snapple lady

Room for
re-branding
Tap into the
health trend
Increase social
media awareness

Competing brands
promoting healthier
beverages
Price competition
Snapple lawsuit in
2011

Opportunities
Tea and juice drink categories are expected to increase
sales volume due to the health trend
Increasing product innovation that meets the target markets
change in behavior
Increasing brand relevance through engagement tactics
and drive trial will help eliminate competition
Endorsing real-life people to drive up awareness and sales

LRB industry is a packed category with many competing

brands
Increasing health trend is causing consumers to change their
taste and purchase behavior
The main rivals, Coca-Cola Co., and Pepsi Co., recently
entered the tea industry with brands heavily focused on tea
benefits
Lack of premier product positioning in retail outlets

problems

Target Audience

To buy: Snapple Instead

of other RTG beverages

refreshingly sweet drink made

from all-natural ingredients

SUPPORT

CO
NS

ID

ER
AT
I

ON

T
INSIGH
TON
E

Our target audience

bases their beverage
decisions on taste
first.
They are
moderately health
conscious but prefer
natural ingredients.
Live busy lives.
Target audience
loves the sweetness
of Snapple
Makes them feel
nostalgic

To convince:
Because: Snapple is a

Comical, light-hearted
and nostalgic

EG
T
A
TR

OBJEC
T

IVE

et ce
rg
Ta dien
Au

Creative Brief

Made with all-natural

ingredients
Sweet taste
Wide variety of teas
and juices

Snapple provides an
all-natural ready to drink
option for people with
busy lives that want a
tasty pick-me-up.

To establish Snapple as a
go-to pick-me-up
beverage for the target
audience
Grow brand relevance
in the Heartland through
engagement
Non-Heartland goal is to
grow purchase frequency
from 1x to 3x per year

Heartland: Millennials between the ages of 2436 who already drink Snapple and live busy lives

Non-Heartland: Millennials between the ages

of 24-36 who buy ready-to-drink teas and juices

and live busy lives

rimary

I en
joy
for S Snapple
nap
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m, 28

esearch
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o
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l
a
Its
treat.
Jacob, 34

.
uality tly
q
c
i
g
c
ostal sted exa r
n
f
o
sort it has ta s say, fo
a
s
a
h
let
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it lly becau t is has,
life.
y
a
a
i
h
m
c
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e
Esp me way 7 year o
a
the s the last 1 Erika, 30
-

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ven as avai
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Plus inently achine n my m
i
, ev
a
eryo on disp nd it w ddle sc
ho
ne
lay
as
it so
it ju was a at the alway ol
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st k
ind ways ra local d
of
el
-Mic
v
hea happe ing abo i.
l, 28
ned
ut
.

ood
g
r
lly
rea es you
s
e
tast uench
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itll q rst.
thi n, 26
and
ya
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ca
ps
in the with fac
ts
m, fr
om th
e
90s.
-Mar
ie, 28

i
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t
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r
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s
u
r
v
e
y

Jer
r
Hea y - 32
v
fro y use
m
r
lan hea
rtd

zoe
y
Ligh - 26
t
fro User
m
hea
rtl
and

rac
h
ligh el - 30
t
fro user
m
non
-h
lan eartd

sch
m
non idt 2
u
fro ser 8
m
non
lan heart
d

Target AUdience
Started drinking Snapple at a young age and has never stopped.
His fridge is always stocked with Snapple, and no grocery run is complete without a couple of
Snapple six packs.
Snapple is Jerrys go to drink anytime he needs a pick me up, or something refreshing.
He likes to stay fit, but isnt necessarily obsessed with health trends.
He usually listens to Spotify and Pandora on his way to and from work, as well as when hes
working out.
While he is a social media user, he usually sticks with Facebook and YouTube.
Started drinking Snapple when she was young, but started moving away from it as she became older.
Most likely to buy Snapple in a bodega, deli, or convenience store.
She picks Snapple when she is feeling nostalgic and is in the mood for a treat.
Overall, Zoey doesnt see Snapple as particularly relevant anymore.
Is just starting her career and takes it very seriously.
She most often stops for a Snapple on her way to work, or during her lunch break.
Heavy social media user, frequenting sited such as Facebook, Instagram, Twitter, YouTube,
and Pinterest.

Snapple is not typically her first ready-to-drink beverage choice.

She usually buys other ready-to-drink teas at convenience stores.
She finds some Snapple flavors refreshing, but many others are too sweet.
She wants a drink thats healthier than soda, but more flavorful that just plain water.
Social media user who frequents Facebook, YouTube, and Instagram.
Listens to music constantly, usually in the form of internet radio.

Usually doesnt drink much of any ready-to-drink beverages, instead opting for making his
own tea at home.
Sees Snapple as a drink for young children.
Takes his health very seriously, spending a decent portion of his free time working out.
When he does purchase ready-to-drink beverages, he goes for the healthier options with
either zero calories, or very low calories.
More likely to support a product thats affiliated with a cause or a charity.
Just getting set in his career with plans of starting a family in the near future.
Heavy social media user, frequenting Facebook, Twitter, Instagram, and YouTube.

arketing
Objectives

Marketing Objectives: In the heartland, our

mission is to expand Snapples brand relevance through engagement strategies and increase purchase frequency from 9x to 10x per
year. In the non-heartland, our mission is to
initiate product trial by converting our high user
awareness (90%) to top of the mind awareness
(15%) and increase purchase frequency from
1x to 3x per year.
The heartland consists of the North Eastern
part of the U.S. The non-heartland consists
of the West, Midwest, South West, and South
East.
Marketing Strategy: To position Snapple as a
sweet, all-natural beverage that reminds you of
the simpler moments in life.
Tagline: Making memories sweeter.

M
S

arketing

trategy

Media Plan/Schedule
Snapple Flowchart
Snapple
Flowchart
Premier Solutions
Medium

Net TV-Prime
- Empire
- The Big Bang Theory
- New Girl
$(000)
Net TV-Sports
- ESPN
$(000)
Spot Radio-Morning Drive
- Spotify
- Pandora
$(000)
Spot Radio-Evening Drive
- Spotify
- Pandora
$(000)
Outdoor
- Digital Billboards
- Bus Wrap
$(000)
Other Spot
- Promotional
- Internet Ads
$(000)
National Only Area
GRPS
$(000)
Reach
Avg. Freq.
Spot Only Area
GRPS
$(000)
Reach
Avg. Freq.
Spot + National
GRPS
$(000)
Reach
Avg. Freq.

Target Demo: All Adults ages 18-34

Dec
Total Across

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

3
1082.5

GRPS:
COST:

36
12990.2

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

1
10.0

GRPS:
COST:

12
120.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

GRPS:
COST:

12
3000.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

1
250.0

GRPS:
COST:

12
3000.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

1,308
18.0

GRPS:
COST:

15695
216.0

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

N/A
1491.7

GRPS:
COST:

0
17900.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

4
1092.5
4
1.0

GRPS:
Cost:

47
13110.2

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

1309
2009.7
87.9
14.9

GRPS:
Cost:

15719
24116

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

1313
3102.2
88.2
14.9

GRPS:
Cost:

15767
37226.2

MEDIA BUDGEt
Total $43,126,252

Television: Total in 12-month period:

$13,110,252

Empire: 17.6 million viewers / age 18-34

Wednesday at 9 pm / 30-second spot /
FOX NETWORK = $497,364
The Big Bang Theory: 16.4 million viewers / age 18-34
Thursday 8 pm/ 30-second spot /
CBS NETWORK = $348,300
New Girl: 3.8 million viewers / age 18-49
Tuesday 9 pm / 30-second spot /
FOX NETWORK = $236,857
ESPN: 115 million viewers / age 18-49
Monday-Friday / 30-second spot /
ESPN NETWORK = $120,000

Internet Radio: Total for 12-month period:

$6,000,000

Spotify: Age 18-49 / Morning 5am-7am /

Evening 5pm-7pm
Ten 30-second spots $250,000 a month
Pandora Radio: Age 18-49 / Morning 7am-3pm
/ Evening 3pm-7pm / One ad per hour
MondayFriday Morning / Saturday-Sunday Evening / 15
second spot / audio
$250,000 / month

Outdoor Advertising:Total for 12-month period:

$216,000

The South // The NorthEast //

The West // The MidWest
(Miami, FL; New York, NY; San Francisco,
CA; Minneapolis, MN)
Billboards: Digital billboards / 8-second spot / ad will display 180 times a day /
for a 4-week period /
4 billboards = $180,000
Bus Advertisements: 4 weeks / onebus per region = $36,000

Internet Advertising: Total for 12-month period:

$5,900,000

Facebook: Desktop Age 18-50 / reach a larger audience

Total: $1,500,000
Facebook: Mobile Age 18-50 / Canvas ad / targeted audience
Total: $1,500,000
Mobile app: Login / Iphone or Android / connects to website /
app icon / planning / design features / infrastructure / testing /
development
Total: 1,000,000 annually
Hulu: Premium show times / Video ad / 30-second video
January 2017-December 2018
Total: $1,000,000 annually
Pinterest: Geo-targeted ages 25-34 / cinematic couponing
linking customers to site for current coupons / Rich pins / Engagement campaign from January 2017-December 2018
January-December: $400,000 annually
BuzzFeed:
4 Articles (lists, quizzes, custom photography/illustrations, ect.)
308k guaranteed views, plus anticipated lift in earned media
from organic sharing
6-8 week flight
$500,000 annually

Promotional: Total for 12-month period: $12,000,000

The West // The Midwest // The South // The Northeast
Sales promotion with coupons for specific regions
Contest on social media platforms
Giving away free Snapple at local events in specific regions.
Free samples for distribution
Total per month: $1,000,000
Total For Production: $4,718,437
Direct Materials: $718,437
Direct Labor: $718,437
Manufacturing: $718,437

creative strategy

TV:

We targeted three specific shows that we know our target market is currently
viewing. Empire, The Big Bang Theory, and New Girl are not only viewed by our target
audience it also fits accordingly with our targets personality type. These shows generate 3.8 to 17.6 million views.

Promotional:

We targeted four specific regions outside of the New York Heartland

area. The West, The Midwest, The South, and The Northeast. These regions will strategically receive free samples in distribution, have the Snapple Girls present at local
events and festivals, and initiate contests on social media platforms.

Internet Radio:

Who still listens to average radio? According to Spotify internet

radio has been increasing yearly with 20 million subscribers and 75 million active users.
We also included Pandora Radio as a high reach and high frequency medium for our
target market.

Internet Advertising: We incorporated Facebook, Hulu, Pinterest, and BuzzFeed

for their dynamic reach into our target audience. Social media is amongst the leading
and up-incoming advertising mediums in the industry. Developing a social media presence for Snapple is vital to its thriving brand.

Outdoor Advertising:

Americans spend more than 18 hours per week on the

road. Why not add some Snapple to that routine? 72% of billboard viewers frequently or
sometimes shop on their way home. Snapples best known for being found in convenience stores and at the grocery store an activity that is also done on-the-go or when
going home.

C
Internet radio
r
e
a
t
i
v
e xecution
Internet Radio Ad
Pandora and Spotify
Sweeter Things in Life

Snapple Jingle plays: I woke up a little

later than I wanted to
I ran out the door and I lost my shoes
Forgot my breakfast on my car roof
Need a pick-me-up so what should I do
Ooh, Ooh
remember when my life was easy
Ooh, Ooh,
Ill open up a bottle of memories
Ooh, Ooh
The sweeter things in life I get to see
Ooh Ooh,
With the best stuff on earth
SFX: Snapple cap opens.

Announcer: Snapple. For the sweeter

moments in life.
End.

Internet Ads

Television Commercial

Outdoor
ads

p
r
o
m
o
t
i
o
n
a
l

Evaluation

After the campaigns run and during the

schedule, we will start evaluating if our

campaign strategy is working.

We will do a mid-year evaluation to determine whether to make the plan
stronger.
1. Within the Heartland: Heavy User Strategy
Grow Brand Relevance through engagement tactics with Heavy Snapple
Users
Grow Purchase Frequency: Grow Heavy User Buying Rate from 9x to 10x
per year
Conduct focus group sessions in the 2nd quarter to gain insight on what tea
and juice is in our target consumers top consideration set. These groups will
be conducted online and in person with our target audience of 24-36 year
olds. Analyze ad impression by monitoring Designated Market Areas in the
Northeast.
2. Non-Heartland: Light User Strategy
Drive Trial by converting our high Awareness (90%) to Top of Mind Brand
Awareness (15%)
Grow Purchase Frequency: Grow Light User Buying Rate from 1x to 3x
per year
Throughout the campaign run, we will conduct surveys online to see if our
goals were accomplished. Consumers who take the survey will be offered
Snapple coupons as an incentive, which will drive more trials of Snapple.
Survey light users after the campaigns run to see if they have raised their
purchase rate to at least 3x a year.
Track sales figures of the 1st and 2nd quarter in the Northeast. As well as
major cities outside of the Northeast. We will monitor to see if they have increased.

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