MEDIA PLANSBOOK Team Incredible

Marina Cardoso Do Nascimento

Sabrina Glowacki

John Kregler

Christopher Scanlon

Cassidy Stow

Kevin Templin

Carlos Valencia Table of Contents

Executive Summary and Industry Review ...... 2

Marketing Mix ...... 3

Consumer Analysis and Positioning ...... 4

Previous Campaigns ...... 5

Competitive Analysis ...... 6

Uncontrollable Variables ...... 7

Problems/Opportunities ...... 8

Marketing and Advertising Objectives ...... 9

Target Audience ...... 10

Media Objectives ...... 11-13

Media Strategies ...... 14-17

Charts ...... 18

Media Flow Chart and Evaluation ...... 19

References ...... 20

1 Executive Summary and Industry Review

DiGiorno campaign goals are to increase national sales, maintain brand loyalty within our medium and high using consumers, and to increase favorable attitudes among our low using consumers and new consumers. Financially, our goal is to increase our market share by 1.9%, achieving a total of 24% which represents a total of $1.19 billion. Our strategies include advertising at a frequency level of 2.0 and reaching about 70% of our target audience. Creating a pulsing schedule will help reach our goals, with heavier advertising schedules in winter and back to school months with broadcast, digital, and print mediums.

Industry Review

The frozen pizza industry in the US produces pizzas, which are frozen, packaged, and distributed to downstream markets including grocery wholesalers, supermarkets, and other retailers. The overall growth of the industry has been 0.3% from 2014 to 2019, and it is expected to have a continuing and stable trend the following years until 2024. The revenue of this industry is calculated to be $4.9 billion and the annual profit in 2019 is currently $280.0 million. Sharing the market with 60 other businesses, Nestle’s DiGiorno frozen pizza has a market share of 22.1%, leading ahead. Schwan’s Company and General Mills Inc. are the other companies that follow behind.

The industry, in its decline life cycle stage, has a low revenue volatility and is being characterized by a very high level of market saturation. However, IBISWorld expects that competing factors such as growing demand for specialty, organic, or otherwise all-natural frozen pizza products, will likely cushion profit margins, resulting in the average industry profit margin remaining at 5.7% in 2024. 2 Marketing Mix

Product: Nestle’s DiGiorno offers an extensive variety of frozen pizzas, accounting for 71 varieties. They also carry sides such as breadsticks. Separated into categories, customers can choose based on type of crust, toppings, occasions, and serving sizes. The type of crusts includes crispy pan style, gluten free, hand tossed style, rising crust, small sized pizzas, stacked toppings, stromboli, stuffed crust, thin crust, and others. The toppings range from BBQ sauce, ham, hamburger, Italian sausage, supreme, cheese, veggies, Ha- waiian, but consumers can also choose separate specific topping such as bacon, chicken, salami, and others. The occasions are divided into date night, family pizza night, game night, lunch, and snack/appetizer. The serving sizes are family, party, pizzas for two, and small pizzas. There is also regular and thin crust frozen pizza with classic topping, specialty crust frozen pizza, and deep dish and thick crust frozen pizza, in a variety of sizes. In conclusion, DiGiorno has a large variety of options in comparison to its competitors: by having pizza for almost every taste, its product line gives the company a competitive advantage in the frozen pizza market.

Price: DiGiorno has a range of prices depending on the variety of the pizza. At Walmart, for example, A DiGiorno Pepperoni Pizza – Rising Crust is $5.00. At Target, the DiGiorno Cheese Stuffed Crust Pizza – Three Meat is only $3.99. With fairly inexpensive costs, Nes- tle’s DiGiorno is in the average range of frozen pizza costs. However, they also offer more indulgent pizzas at a more expensive cost. For example, one of their most expensive options is the DiGiorno 3-Meat Stromboli Italian-Style Sandwiches that cost $23.99. By having this pricing strategy, they can establish themselves as a brand that has good tasting pizza, but does not intimidate its consumers by being too expensive or luxurious.

Place: DiGiorno are sold at grocery stores, supermarkets, warehouse stores, convenience stores, mass merchandisers, bakery stores and specialty food stores across the nation. The stores that carry Nestle’s DiGiorno frozen pizza and sides are Target, Walmart, Kroger, CVS, Walgreens, and can be bought online through Amazon, Target Online and Walmart Online. Because DiGiorno is nationally distributed, the frozen pizza is sold in large retail stores across the country, thus calling for a national advertising campaign.

Promotion: Currently, the company offer cents off DiGiorno pizza coupons for their products in local newspapers and through direct mailing programs. A coupon enhances the chance of an impulse buy, which creates higher awareness and may increase sales in the future, by having consumers consider it because of the coupon. This also creates brand loyalty when the consumer enjoys the pizza and remembers the name when they shop for frozen pizza in the future.

3 Consumer Analysis and Positioning

Consumer Analysis: The people who buy DiGiorno are parents of large families, single men, and adolescents. The occasions that the customers by DiGiorno Pizza is for parties and quick, easy meals that still offers flavor. The consumers want to feel that they are not compromising anything by having frozen pizza at home, meaning that the DiGiorno frozen pizza is expected to have the same quality as a delivery pizza. The heaviest users of these products are males aged 25-34. This may be because of the ease of cooking and the average cost of the pizza. With Di- Giorno’s current position of being similar to fresh-delivery pizza, the main goal of the consumers is to eat a delicious and convenient meal that averages low to medium prices.

Positioning: In the 1995 Kraft added the DiGiorno brand to its pre-existing line of frozen pizza brands to target a different type of consumer. Kraft’s goal was to create a frozen pizza brand that would compare to pizza served in restaurants. DiGiorno uses several positioning tactics such as:

Promoting Quality: The DiGiorno brand is all about making consumers think that DiGiorno frozen pizza is of the same quality as pizza served in restaurants. They want consumers to think they are not compromising anything by having frozen pizza at home. DiGiorno was the first frozen pizza to feature a rising crust not a precooked crust like all other frozen pizzas. This quality alone led DiGiorno to advertise themselves as a quality pizza just like the restaurants.

Not Delivery: DiGiorno has positioned itself against pizza delivery and delivery services with their famous slogan “It’s not delivery, it’s DiGiorno.” By positioning itself against pizza delivery, DiGiorno is able to market several things such as lower price, convenience, and fresh taste. Being able to advertise all of these things has allowed DiGiorno to create a category of its own when it comes to frozen pizza.

4 Previous Campaigns

One of DiGiorno’s first campaigns that put the brand on the radar was their “rising crust” campaign in the early 2000’s. In the mid 90’s, Kraft started the brand of DiGiorno and created the innovative recipe that allowed the crust to rise like a home-made or delivery pizza naturally would. The company banked off the idea that DiGiorno was healthier and more delicious than their competition frozen pizza brands, who at the time did not offer this “rising crust” and was more similar to delivery pizzas. The campaign was a huge success and actually started their biggest campaign ever, the “It’s Not Delivery, It’s DiGiorno” campaign. After a few years, the competitor frozen brands caught on and did the same, but DiGiorno kept the slogan comparing its pizza to delivery. The positioning of this campaign separated DiGiorno from other frozen pizza brands completely.

In 2017, Nestle took a month to create and share a social experiment campaign for DiGiorno based around people’s honest emotions to oven baked pizza versus delivery pizza. Nestle teamed up with multiple companies including Facebook to use facial recognition and document real people’s excitement for DiGiorno pizza as it baked in the oven. The company hosted six different parties in a room that was set up with cameras to film the emotions of the partygoers as the pizza was prepared and eaten. This campaign creatively uses the persuasive techniques of appeal to authority with the use of scientific reasoning, and plain folks with the use of real people. The video teaser was posted to Facebook, Instagram, and other video advertising platforms in order to reach their broad demographic of people aged 25- 54 who lived in the United States and enjoyed pizza. The goal was to showcase the idea that oven baked pizza, especially DiGiorno, was ideal for parties and special occasions among any group of people.

This campaign was very successful, results showed a reach of 21 million people and six-point increase in intent to purchase and an eight-point increase in ad recol- lection. Also, the actual partygoers showed a 17% increase of joy when they could see and smell that pizza cooking during the parties, where there was only a 2% increase of joy when a pizza was delivered.

5 Competitive Analysis

Currently, the number one seller of frozen pizzas is DiGiorno, a company owned by Nestle SA, but that is not to say they are without competition. Major competition comes from Schwan’s Food Com- pany and General Mills Inc. Schwan owns many brands, the most popular being Red Baron. The company is focusing more on expanding its business through product innovation and a home delivery service. This brand offers an extensive and a constant expanding range of different frozen pizza products.

Red Baron: This brand, #2 in the frozen pizza category poses a great threat to DiGiorno. It positions itself as a brand directed to moms that what to take good care of their children but don’t have much time on their hands. It positions that these moms toughest challenge is providing meals for their kids – picky eaters – and still have time to enjoy it with them. It’s tagline “Never Fly Solo” relates back to its character, the Baroness, who is always by these moms’ side.

However, the brand is unfocused. Much of its advertising centers around its crust, a crispier version of what you find normally in frozen pizza. The newest features moms sharing stories about how they took care of their kids, ending with a mom getting credit for serving Red Baron to the family. According to Winmo, they concentrate most of their media mix on broadcast, being as high as 100% in 2019. They previously have spent some amount on digital (1.36% in 2017 and 1.05% in 2018) and some print (5.28% in 2017). However, the brand has decreased their spending with media overall since 2017 (- 64.57%), now ranging approximately $1.388.485,00 in 2019.

General Mills is also proving to be another major competitor after acquiring brands like Annie’s Homegrown Inc. This brand specializes in manufacturing natural and organic frozen foods, which may be more relevant to health conscious, millennial consumers. Totino’s Party Pizza is another brand of frozen pizza owned by General Mills, and much like Schwan they have been focused on in- troducing new frozen pizza products to attract a new and broader range of customers. They market their pizzas as economically priced and more affordable than other brands.

Totino’s: This is also an important brand to consider in the competition analysis. Its pizza rolls make up most of its business, although it does have regular-sized pizza. Lately, it’s positioned the brand with an edict (Live Free. Couch Hard). This new positioning targets people that want fast, convenient and cheap meals. Totino’s frozen pizza is economically priced compared to other companies.

According to Winmo, they previously were concentrating their media mix on broadcast (98.87% in 2017 and 99.29% in 2018) but they radically changed it in 2019. All of their media budget went towards digital media (100%). This drastic change accompanied the fact that they are spending 99.5% less money on media since 2017.

The frozen pizza production industry also deals with competition from independent pizza shops and major chain pizza shops like Dominoes and Pizza Hut that offer fresh pizza for takeout or delivery. Online delivery services and cell phone apps like Uber Eats and GrubHub make it even easier for consumers to order fresh pizza. 6 Uncontrollable Variables

Sales for DiGiorno are stable throughout the year. Sales tend to be higher in the Winter and back to school months. Even though DiGiorno is the number one frozen pizza brand, the image of frozen pizza, in general, is still not as favorable compared to fresh pizza from restaurants. This is why DiGiorno positions itself against delivery pizza brands rather than their competition frozen pizza brands - even though most of its competition comes from other frozen pizza brands.

The world price of wheat is increasing which will increase production costs and ultimately cut into profit. Dispos- able income has increased at a rate of 2.2% annually per capita. Frozen pizza is seen as a lower-priced alternative. When consumers have more money to spend, they tend to spend more on superior alternatives.

7 Problems/Opportunities

Strengths: DiGiorno has always been rated highly among frozen pizzas by numerous food critics and received the “best buy” distinction by Consumer Reports in 2010. In terms of brand familiarity, DiGiorno has one of the highest rankings in terms of product recognition. According to a Simmons data report, 15.7% of frozen pizza consumers reported buying from DiGiorno at least once in the past 30 days, the highest percentage of any brand. The next highest percentage was from Totino’s Regular which was 6.92%.

Weaknesses: Despite being one of the most popular frozen pizza brands in the world, consumers generally have a negative opinion towards frozen foods and/or prefer their pizza fresh from a pizzeria. Additionally, the frozen pizza industry as a whole is in the “decline” stage of its product life cycle and opinions on frozen pizzas are fixed/harder to persuade.

Opportunities: The highest period of sales for frozen pizzas is in the winter months with January, February and March exceeding monthly sales expecta- tions. The west-central area of the United States shows the most economic opportunity for sales with cities like Chicago, Indianapolis and Des Moines leading in frozen pizza consumption rates. Generally, consumers are driv- en by the low prices of frozen foods. Being that DiGiorno is known for their affordability and quality, a marketing opportunity exists to target families in the southern region of the country.

Threats: One of the major threats to DiGiorno is the rising rate of health consciousness in frozen food consumers. This, along with discretionary income levels and competitive pressure from other frozen pizza producers serve as DiGiorno’s biggest threats. In response, DiGiorno has released new- er products that feature healthier, organic ingredients. Freschetta’s frozen pizzas were ranked above DiGiorno in 2002 by Consumer Reports, winning the “best frozen pizza” award. Brands such as Amy’s Organic Pizza and To- ny’s are also highly rated competitors known for their healthy ingredients. 8 Marketing and Advertising Objectives

Marketing Objectives:

Within calendar year 2020, DiGiorno should achieve a market share of 24.0% (from 22.1%) in the frozen-pizza category. This represents approximately $1.19 billion of total sales.

Advertising Objectives:

• To increase favorable attitudes for DiGiorno among 18 – 49-year-old males and females. However, special attention will be given to the hispanic community. This market segmentation was chosen upon the analysis of Sim- mons Data for Digiorno. This particular group of consumers are currently moderate DiGiorno brand users. We want to show these consumers that DiGiorno is perfect for individuals who don’t have time to cook but still want quality frozen pizza. Thus driving home the brand message that Di- Giorno is a better alternative to delivery pizza. (Cognitive - Learning)

• To maintain brand loyalty. We seek to maintain consumer loyalty in regions where brand adoption is already high and the customer base is already strong across the nation, having an emphasis on southern regions because of the emphasis on the hispanic community. (Affective - Feeling)

• To increase sales nationwide, with an emphasis on the hispanic community in the Southern region. (Behavioral - Doing)

9 Target Audience

Concentrate message delivery against 18-44 males and females that are concerned about the price and taste, although less concerned about health. The lifestyles among this target market ranges from young males that live on their own to female head of households with families. Among our target audience we would like to emphasize Hispanic males and females who live in Southern regions. In the Simmon’s Data the race labeled “Other” had an index number of 141, which is why we chose to emphasize these groups, one of which is Hispanic.

DiGiorno consumers are typically those who have large families, young singles, and teenagers. We seek to further segment these groups so we will be able to create a stronger campaign that is able to connect better with consumers.

Demographics: • Males and females from ages 18-49 • Hispanic ethnicity • Single or married • Current college students and graduates

Psychographics: • Individuals who consider price, but not so much health and taste when choosing what to buy. • Males and females who have families consisting of two or more children that are looking for food options to feed the whole family hassle free. • College students who are budget conscious and on a tight schedule.

Geographic: • This will be a national campaign that will provide coverage to all 50 states. • We will be providing additional media coverage to selected DMA’s in the Southern portion of the United States. • States included are: Texas, Georgia, Florida, North Carolina, South Carolina, Maryland, Tennessee, Ala- bama, Oklahoma, Virginia, Kentucky, Louisiana and Arkansas.

Media Habits: A large portion of our age group consists of individuals belonging to generation x and y ( the later being millennials). Younger individuals tend to consume media through social media, websites, online shopping, and online video viewing. However, according to Nielsen’s Total audience report form 2019, 18-34 year olds still spend about two hours watching live and time-shifted TV daily. In addition, we are also targeting individuals in the upper part of our age range who watch broadcast television (35-49 spend up to 4 hours daily), as well as read newspapers/magazines, be it physically or digitally. Other important media habits to consider are that adults 35-49 spend more time per day on smartphones than any other age group, and adults 18-34 spend over half of their daily media usage with digital media.

Rationale: We are targeting groups of people who are already the main customers when it comes to the frozen pizza market. We seek to turn these consumers into sole users of the DiGiorno brand. By targeting these consumers we will be able to further brand loyalty as well as attract new consumers. 10 Media Objectives

Reach: To achieve a minimum level of 70% reach against the target audience within the campaign period.

Frequency: To achieve a minimum frequency level of 2.0 against the target audience, over each 4-week period of advertising.

Reasoning: With the available budget, having a medium level reach of 70% (going up to 80% with the increased purchase of DiGiorno in winter and back to school months) is the perfect amount for making it possible for the target audience to have the opportunity to see DiGiorno through communication messages. With the reach leaning to high, the campaign can achieve the desired effect. Because we decided to emphasize on a market that is concentrated mainly in the south between the Hispanic community, we intend to allocate the budget to better reach these spot markets. However, a frequency level leaning towards low allows the brand and the advertisements to be relevant in the mind of the consumers throughout the year, having a long term impact. Because DiGiorno is a well established brand, with a high brand share and high brand loyalty (#1 in the frozen pizza category), we believe that having a frequency averaging low is sufficient. In addition, with a low message complexity and a high message uniqueness that arises from the creative approach, also allows the frequency to be low and the recall be medium to high. The reach will be set high because of the national aspect of this campaign. By balancing these two components, the DiGiorno brand will maintain relevant in the mind of the target audience with slightly peaked reach in winter (December, January and February) and back to school months (August), reaching a large audience - keeping in mind that it is a nationally distributed campaign.

Timing: We will use a pulsing schedule that matches seasonal sales variations. Heavier advertising during winter months and back to school months, medium advertising during the rest of the year. The reason why we chose to work with a pulsing schedule was to ensure that the message is constant throughout the year but still have peaks during specific times where the sales tend to increase the most. Winter months (January, February and December) and back to school months (August) is when the reach is expected to go up by 80%, still in the medium/high range. The frequency will stay at a low level (averaging 2.5) throughout the year, because as well established brand, the need of a frequent reminder that DiGiorno is around and is the best option isn’t as necessary as reaching a large audience.

11 Creative Requirements: To seek digital media platforms that offer maximum opportunity to effectively portray DiGiorno as light-hearted and casual between the specific target market. The younger audience are heavy digital media users and they resonate best with cheerful and carefree advertising messages. These messages will likely be displayed on platforms such as Twitter, Facebook, YouTube and others.

However, the platform that DiGiorno spends an overwhelming majority of its budget in 2018 was broadcast TV. In 2018 DiGiorno was spending 83.74% of its budget on broadcast television and we intend to maintain this high spending because of the high usage of this medium among all ages in the target market – more with the older generations. Because of the large target audience, having a large variety of ads that are specific for each segmentation would be essential to get the message across.

Another requirement for this campaign is having advertisements in English and in Spanish. Because there is an emphasis on spot markets in the southern region of the United States and an emphasis on the Hispanic community, we intend to have ads that reach to this portion as well. Many Hispanics are Spanish speakers and having an ad in their native language could resonate with them and have a positive attitude towards DiGiorno.

Geograpic Coverage: Spot Market List:

Although this is a national campaign, there will be an emphasis on the top 30 DMAs in the southern portion of the United States. Total population size includes 26,573,800 TV households, equalling almost a quarter of all U.S. TV households. The Southern region of the U.S. indicates an index of 123 for DiGior- no favorability making this market region incredibly valuable. 13 U.S. states are cov- ered including Texas, Georgia, Florida, North Carolina, South Carolina, Maryland, Tennes- see, Alabama, Oklahoma, Virginia, Kentucky, Louisiana and Arkansas.

12 Special Marketing Problems

DiGiorno is currently the number one seller in the frozen pizza category. However, frozen pizza is an industry that has been in decline over the past years. Facing opposition from fresh pizza store delivery and other frozen pizza brands, campaigns like DiGiorno’s rising pizza crust helped them to stay in the competition.

MEDIA STRATEGIES

Weighting and budget allocation

Media Mix 2020 Total Digital 7.5% $2,250,000.00 Broadcast 85% $25,500,000.00 Out of Home 0% $0.00 Print 7.5% $2,250,000.00 Radio 0% $0.00 Total 100% $30,000,000.00

Broadcast Media 2020 Cable TV 20% Network TV 15% Spot TV 50% Syndication 0% Total 85%

Digital Media - National 2020 Targeted Sites/Ad Networks 1.5% Video Networks 1% Social 5% Total 7.5%

13 Media Strategies

Cable, Network, and Spot TV Because this is a national campaign, a portion of the budget will go towards network cable and network television advertising. However, we intend to allocate half of the budget to the spot television because we believe that this emphasis on the southern region will be beneficial to DiGiorno. We must utilize local media outlets to not only further the message of our national campaign but to also gain a higher reach. Studies done by the COX Media Group show that people tend to trust and en- gage with advertising that appear on local media outlets. We’ll place ads with spot television during the times in which our target market (university students, busy parents) would be watching. Sim- mons research shows that Latino Americans adults are above average consumers of frozen pizza and of DiGiorno. Not investing in Spanish language television would be a waste of resources. Strengths of having 85% of the media budget allocation towards broadcast is that it reaches a large national audience, which is aligned with our desired media objectives. In addition, television is a high impact, spectacular medium, meaning that the messages can have sight, sound, motion, and emotion - making it easier for the creative requirement achieve the light-hearted and casual feel to the ads.

Digital Video advertisements tagged to specific content on websites like YouTube can be very effective. There seems to be a current trend of people reviewing frozen and fast food and posting the reviews on the Internet. Sites like YouTube force the user to watch a video ad before continuing to the main video, so tagging our ads to food related content will help to increase reach and gain impressions. Social media presence can either make or break a brand. Having a strong social media presence can really help to bolster awareness for a brand.

Magazines and Newspapers Newspapers and magazines are a medium to place coupons that might help persuade people to buy DiGiorgio.Though our younger demographic is less likely to read newspapers, the older age groups are a different case. National newspapers provide an array of benefits that help brands cement their message in the minds of consumers. Understandably, there is no guarantee that readers with notice the ad but individuals looking for deals will. Newspapers are also a great way to target a specific audience. Newspapers have sections and inserts that target audiences based on specifics such as holidays, geographic regions, and events. Any last-minute changes that may need to happen to the ad will have a quick turnaround.

Weighting time and region January, February, August and December report the highest sales of the frozen pizza market annually and increasing media placements for these four months could have significant effects on DiGior- no’s sales. DiGiorno’s highest BDI index lies in the southern portion of the United States and placing special emphasis on the top 30 southern DMAs will help achieve marketing and advertising objectives while supporting long-term brand exposure goals. This will consequently cover 25.02% of US households. 14 Media Types Not Selected

Out of Home and Radio Simply because this is a national campaign it is important that we focus our resources mainly on broadcast, digital and print. Although radio has the potential to reach many, radio advertisements are too easily avoided. Most people switch the station as soon as advertisements come on, or they are listening to their personal music on their phones in the first place. The money that would be spent on out of home or radio advertisements would be better spent securing more spots on major primetime networks like NBC.

MEDIA DELIVERIES The media deliveries are separated into high months (January, February, August, and December) and low months (March, April, May, June, July, September, October, and November).

High Months The desired reach and frequency for these months are 50% and 2 for the national portion of the campaign, respectively. For the spot portion, the expected reach is 80% and the frequency is 3. We decided to work with a moderate to high reach because of the nature of this national campaign, even though the spot markets have a strong influence on the decisions of the budget allocation. Because of our target market of males and females ages 18 – 49, single or married and giving emphasis on Hispanic ethnicity, we believe that a larger budget allocation to the spot campaign will be beneficial. With the appropriate budget allocation and balance of reach and frequency throughout the media plan, we managed to get 82.5% reach and an average of 2.9 of frequency overall with the national and spot portions combined. We believe that the high reach and low frequency will be equally beneficial to the national campaign.

Regarding GRPs and CPM, the high months of the media plan (January, February, August, and December) have fairly high number. In total, these months have 138 GRPs. Refer to high months monthly detail chart to better understand the breakdown. The CPMs for these months will average $18.07, being reasonable in regard to the $30,000,000 overall budget. The total cost of each high month is $3,156,843.00, being approximately $1,000,000.00 higher than the low months.

Low Months The desired reach and frequency for these months are 40% and 1.5 for the national portion of the campaign, respectively. For the spot portion, we expect to get a 70% reach and a 2 frequency. With the same rationale of the high months, we decided to work with a moderate to high reach because of the nature of this national campaign, even though the spot markets have a strong influence on the decisions of the budget allocation. With that in mind, we managed to balance the budget to have a reach of 69.1% and an exact 2 frequency overall – national and spot combined. The reach and frequency is what was expected from both national and spot markets.

Regarding the Regarding GRPs and CPM, the low months of the media plan (March, April, May, June, July, September, October, and November) have lower numbers. In total, these months have 78 GRPs. Refer to the low months monthly detail chart to better understand the breakdown. The CPMs for these months will average $20.86, being slightly higher than the higher months, but that sum up to a spending of $2,145,7920 per low month – approximately $1,000,000 lower than the high months of the media plan. 15 MEDIA VEHICLES SELECTED

The media vehicles selected for both the high and the low months were the same. The changes in each month are the number of units bought because we decided that having a consis- tent schedule would help increase frequency throughout the year. The media vehicles were chosen to better fit the objectives of the campaign and accompany the behavior of our target market. Prime time of both national and spot broadcast vehicles were chosen to fit our objectives and match consumer behavior. Magazines of general interest and national newspaper were also considered, even though in a smaller scale. Digital media was also considered, but again in a smaller scale if compared to broadcast that takes up to 85% of the media budget.

The media vehicles used were: 1. Net TV-Prime 2. Net TV-L Nite/L News 3. Net Cable-Prime 4. Net Cable-L Fringe 5. Magazines-General Interest 6. National Newspapers 7. Digital National: Includes Targeted Sites/Ad Networks, Video Networks and Social 8. Spot TV-Prime 9. Spot TV-Late Fringe/News 10. Spot Cable

SIZE/ADS LENGTHS OF COMMERCIALS

For the size and length of each commercial there will be no distinction between high and low months of the media plan.

Regarding the broadcast portion the media plan all the commercials will have a length of 30 seconds in high and low months:

1. Net TV-Prime, National Coverage, :30 2. Net TV-L Nite/L News, National Coverage, :30 3. Net Cable-Prime, National Coverage, :30 4. Net Cable-L Fringe, National Coverage, :30 5. Spot TV-Prime, Spot Coverage, :30 6. Spot TV-Late Fringe/News, Spot Coverage, :30 7. Spot Cable, Spot Coverage, :30

16 COLOR BLEED

Magazine (General Interest) ads will be all full page and in color (FPG 4C) and National News- paper ads will be full page in black and white (FPG B&W) in both high and low months. No distinction between months.

DIGITAL IMPRESSIONS Digital impressions have distinctions between them in the high (January, February, August, and December) and low months plan (March, April, May, June, July, September, October, and November). The distinctions are:

HIGH MONTHS 1. Targeted sites/ Ad Networks: 20,000,000 IMPS (13 units) 2. Video Networks: 3,000,000 (2 units) 3. Social: 20,000,000 (11 units)

LOW MONTHS 1. Targeted sites/ Ad Networks: 1,000,000 IMPS (1 unit) 2. Video Networks: 4,000,000 (2 units) 3. Social: 15,000,000 (9 units)

17 Charts

18 Media Flow Chart and Evaluation

EVALUATION

To maintain objectives, we will be using processing measures, communications effects measures, and exposure measures to monitor the effectiveness of the campaign.

Ad Recognition- We will randomly select respondents within the DMAs that we have chosen to ask if they have seen the campaign. Only ‘yes’ answers will be counted as a way of understanding any ad recognition. This particular method would be an excellent way to see if our moderate to light product users in the southern region are noticing our campaign. Brand Benefit Measure- For this measure, Likert type scales will be sent to randomly selected people within our chosen DMAs to test whether or not the respondents agree or disagree with our product statements. We want to make sure that people see that DiGiorno is not only better than delivery but also better than any other brand within the same category. Exposure Measures- Using data research from Nielsen and Simmons data, we will also be able to see the number of exposures that our campaign will generate. We will also pay close attention to exposure metrics via online media as well.

Using all of these measures will help us make better-informed decisions about our campaign to help the DiGiorno brand excel in all projected goals. 19 References

- DiGiorno Case Study

- DiGiorno Demographics - Simmons Data

- Website links:

https://s3.amazonaws.com/media.mediapost.com/uploads/NielsenTotalAudienceRe portQ12019.pdf

http://blog.cmglocalsolutions.com/ask-the-experts-the-value-of-local-media-advertis ing