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Digital Marketing Plan
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Table of Contents 1. Introduction ...................................................................................................................................... 3 2. Executive Summary ......................................................................................................................... 4 3. Organization Vision, Mission and Values ....................................................................................... 5 4. Marketing Vision and Mission ......................................................................................................... 5 5. Situation Analysis ............................................................................................................................ 6 a. External Environmental Analysis ................................................................................................... 6 b. Internal Environmental Analysis ................................................................................................... 10 c. Assumptions ................................................................................................................................... 12 6. Organization and Marketing Objectives ........................................................................................ 12 a. Short Term (1 – 3 years) ................................................................................................................ 12 b. Medium Term (3 – 5 years) ........................................................................................................... 13 c. Long Term (5 years Plus) .............................................................................................................. 14 7. Budget ............................................................................................................................................ 14 8. Activity Plan .................................................................................................................................. 16 9. Control and Evaluation .................................................................................................................. 22 10. Appendix ........................................................................................................................................ 23
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1. Introduction The Crock Pot® brand needs some rejuvenation. Poor product differentiation has led to the generic labeling of all slow cookers as “Crock Pots”, a situation that makes it difficult for Crock Pot® to effectively communicate the features of their cookers. Although product development may result in features that could successfully differentiate Crock Pot® from other competing brands, the purpose of this paper is to describe the rationale and operationalization of two specific campaigns that will reenergize Crock Pot® and capture new customers who will show long-term loyalty.
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2. Executive Summary This proposal details the rationale, design, and plan of two marketing campaigns meant to differentiate the Crock Pot® brand and line of products from its competitors. As the original slow cooker, Crock Pot® benefits from a long and well-known history, positive family memories, and a legacy of innovation. Unfortunately, its overwhelming success and the ubiquity of its name means that the public generically refers to all slow cookers as “Crock Pots.” This is a problem for the brand since it shows that consumers do not differentiate Crock Pots® from the competition, making marketing of new features and product lines difficult at best. Although Crock Pot® built its success by focusing on working families, especially mothers, in the 1970s and 1980s, those customers are now in their silver years. It is critical that Crock Pot® both retain the base of customers who made Crock Pot® successful while simultaneously recruiting a new customer base with the potential for long-term product loyalty. We designed two campaigns featuring new Crock Pot® logos in response to this call to action. The first campaign, Crock and Roll, employs a mobile food truck that will travel from location to location over the course of the year to service large and popular events (e.g, the Super Bowl). By concentrating on social media (e.g., Facebook Live) and YouTube channels, consumers will be able to follow the adventures of the food truck as it meanders from location to location. Local renowned chefs will be contracted in each location to prepare Crock Pot® meals which will then be distributed by food struck staff. All of it will be streamed live or posted on media channels. By attending events that are known to be popular with millennials, the goal of the Crock and Roll campaign is to penetrate a new market segment that will offset the decline in Crock Pot’s® original customer base. The second campaign, Our Memories, My Crock Pot, focuses on retaining baby boomers by associating Crock Pot® with the special memories and events in life, many of which are family- oriented. We designed banner ads for social media that emphasize the associative pairing of the product with the meaningful holiday or event in order to evoke positive emotions for the product. Importantly, our focus was to market Crock Pot® subtly, focusing more on the good feelings surrounding holidays and family than the features of the product. As such, we are implicitly arguing that buying a Crock Pot® is tantamount to ensuring happy memories. Forming an emotional connection between the product and the customer, a connection that is mediated by positive memories, is a critical component of this campaign, and a final $500,000 will be used to support Crock and Roll food truck operations. Campaign utilization of each marketing activity varies by activity. Both campaigns emphasize a digital marketing approach by utilizing banner ads across channels, streaming online video, YouTube channels, and other digital platforms. The entire marketing budget for Crock and Roll, Memories, and Other Initiatives is $5.4 million. Of that, $1.08 million is devoted to social media, $1.39 million is devoted to search engine optimization (SEO), $270,000 is directed at display and banner ads, $810,000 is focused on grass root efforts, $540,000 pays for video production and streaming, $540,000 covers improvements in the website, $270,000 is allotted for customer relations management (CRM).
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3. Organization Vision, Mission and Values
a. Vision
Crock Pot is the original slow cooker. The small kitchen appliance debuted over four decades ago as a simple bean cooker. The value proposition was that a Crock Pot® could ease demands on working mothers (primarily) by transforming inexpensive cuts of meat into healthy, tender, and delicious meals. Although TV dinners offered a similar value proposition in the fifties, the Crock Pot ® represented a healthier and more wholesome alternative to industrialized food.
b. Mission
Although we were unable to find an explicit mission statement for Crock-Pot®, its parent company Jarden Consumer Solutions notes on its website that it is committed to solutions that “help make consumers’ lives easier, safer, and fun.”1 Their core values include hiring winning people, teamwork, creating value and relevance to their constituencies, integrity and honesty, continuous improvement, and being results-oriented.2 While many different tastes and many different styles have evolved in slow-cooking, Crock-Pot® slow cookers have spearheaded much of the innovation. The Crock-Pot® brand continues to advance with new designs that meet the demands of today’s busy families while also fulfilling the self-expression of creative home cooks. Whether cooking for two or entertaining a crowd, the convenience and ease of Crock-Pot® slow cookers make dishing up home-cooked meals and memories simple, smart and fun!3 4. Marketing Vision and Mission The marketing vision for Crock Pot® is to differentiate the brand from other slow cookers by creating campaigns that draw attention to Crock Pot’s® unique uses. The campaigns must be engaging and attract attention over a long period of time (1 year) by showing how Crock Pot® can be used on various holidays and at various events. Thus, while the marketing mission is to foster brand awareness and brand differentiation, the marketing vision is to create multiphase campaigns that demonstrate the dynamic appeal of the Crock Pot® brand. The main goals for Crock Pot’s® digital campaign are: emotionally reconnect to its current consumers and create exciting experiences for new consumers. Consistent with Jarden’s core values, we wanted to rebrand Crock Pot® in a way that made it more contemporary and relevant, thereby enhancing its value to the customer. To fulfill the mission and accomplish the vision, all campaigns will be leveraged primarily on a market segmentation that focuses on millennials and working mothers (20-35). We felt that this was effectively the market that created Crock Pot’s® value to begin with in the 1970s, so there is a demonstrated track record of success. The marketing challenge is to take a brand
1 Source: http://www.jardencs.com/about-us/overview/about-overview.html 2 Source: http://www.jardencs.com/about-us/vision-and-values/about-vision-and-values.html 3Crock Pot. https://www.crock-pot.com
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with poor differentiation from competitors and “recharge the battery” so that it once again stands out as the premier slow cooker with unparalleled convenience and value. In short, we needed to develop one or more campaigns that told a story and unfolded over the course of a year – something that would emotionally vest our target market in Crock Pot® in a way that had not been done before.
5. Situation Analysis
a. External Environmental Analysis
PESTLE Analysis
Factor What’s Happening Impact Term Options Moving Forward
Social
Consumers desire a slow cooker that delivers on their needs, branding viewed as less important
This has caused poor brand differentiation: people commonly mistake all slow cookers to be Crock Pots
Long
Differentiate Crock Pot from other slow cookers through our digital marketing campaign and rebranding
Technological
Innovations are being made that allow various digital programming to be applied to slow cookers, and wireless smart appliance applications
Crock Pot must stay at the forefront of this technology to remain relevant. Crock Pot must offer some models with the latest wireless technology and premier features but not lose its core constituency that prefers workhorse models
Long
Keep the R&D team strong and robust so that Crock Pot always remains ahead of the pack on new technology.
Economic
Competitors are increasingly providing their slow cookers at cheaper prices
Downward pressure on pricing and continual cost cutting because we have always been positioned as a relatively low cost provider
Long
We can either keep cutting costs to stay at a low price point or find a way to differentiate and sell at a higher price point
Environment
There is currently a trend in young people toward eating meals that are healthier and time efficient.
There is a potential for a large increase in demand if we can channel this towards Crock Pots.
Medium
Use digital media to conduct targeted advertisements to this group of people to gain their support.
Political There is a change of president happening soon
Policy change may possibly result in increased disposable income
Short - Medium
Amp up marketing efforts if disposable income does increase
Legal
Laws and regulations are always placed when law suits come up pertaining to cooking products that could cause injuries
Crock Pot must make sure they are preventative in terms of safety
Long
Continue to make safe products and stay out of legal trouble
Ethical There are no readily identifiable ethical issues to using a Crock Pot
Not relevant Not relevant Not relevant
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Porters 5
Force What’s Happening Pressure Impact
Competitive rivalry There are many other companies that make slow cookers High Have to fight for market share
Bargaining power of customers
Customers have many choices pertaining to whom they want to buy from
High
We have to work to convey our value to the customer in a unique way (marketing) and create value in ways we have not before (product development)
Bargaining power of suppliers
We are a very large company with long standing ties with our suppliers so we hold a good position here
Moderate We are relatively comfortable on the supply side
Threat of new entrants
It is a relatively saturated market resistant to dramatic changes in market share
Moderate
We need to focus on our current competitors and understand the impact of new features on marketing of current brands
Threat of substitute products
There are many substitutes, such as other methods of cooking and eating out – especially if the economy changes and disposable income increases
High
We must convey to the user that the Crock Pot is the best way to eat dinner regardless of whether consumers could afford to eat out
Market Overview Crock-Pot® operates in a mature and competitive market space with competing models vying at all price points. The company is in a tough position because it is hard for it to differentiate itself from other slow cookers. Although the market is mature and the brand is not differentiated, we see potential growth in a reenergized marketing strategy targeting millennial consumers.
Current Target Markets Currently, baby boomers represent the primary target market for Crock Pot®. “The biggest age band in history, numbering some 77 million persons, is formed by the highest earners, with a median household income of $54,170 (55% greater than post-Boomers and 61% more than pre- Boomers).”4 Among the boomers, two segments stand out: New Family Frontiers and the Leading Edge Families. The New Family Frontiers “household encompasses 1.1 children between the ages of 18 and 24, with 40% claiming another resident relative such as a parent (1/3 of such family units) or adult siblings. From an economic perspective, it is worthwhile to note that 54% of New Family Frontiers households have three or more employed workers in the home”5. The Leading Edge Families “feature older parents born between 1946 and 1957, large households averaging 2.4 children, with approximately one “adult child” for every four children under age 18”3.
4 Baby Boomer Segmentation: Eight Is Enough. http://www.agelessons.com/images/ConsumerInsight.pdf 5 Baby Boomer Segmentation: Eight Is Enough. http://www.agelessons.com/images/ConsumerInsight.pdf
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Figure 1 shows that these two segments mentioned above (New Family Frontiers and Leading Edge Families) have the highest number of family members working outside of the household. Family are very busy with little to no time to dedicate to home cooked meals.
Figure 1: Baby Boomers Segmentation and Numbers of Workers The secondary market would be the Millennials. These individuals born between 1977 and 2000 make up 25% of the U.S. population. They also move “21% of the consumer discretionary income, which is estimated to be over a trillion dollars; 53% of their households already have children; and almost 50% of them are willing to spend more in a product if it supports a cause they believe in”6.
Among the six different segments Millennials are grouped in, the ones that are more relevant are: Millennial Mom and Anti-Millennial. The first makes up 22% of millennials, while the second constitutes roughly 16%. Millennial Mom is a group formed by older women, with high incomes, who are very concerned about health and fitness. A millennial mom is family-oriented who “love[s] to work out, travel, and pamper her baby”7. She spends a lot of time online and is information hungry.
6 Millennial Marketing. Source: http://www.millennialmarketing.com/who-are-millennials/ 7 At Last, A Millennial Segmentation. Source: http://www.millennialmarketing.com/2012/04/at-last-a-millennial-segmentation/
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The average Anti-Millennial is described as an Hispanic female, who is “too busy taking care of her business and family to worry about much else”5. She is fiscally conservative, doesn’t spend much money on green products, and seeks comfort and familiarity in a product. Current Audiences
Busy mothers Housewives Young and older professionals Fit women and men Millennials in general Customer Touch Points
Touch Point Department Does it meet their need? Competitive Edge
Website Marketing
-Filled with recipes
-Easy to find information
-Good call to action
None
Instagram Marketing -Great inspiration
-No call to action None
Pinterest Marketing -Easy to find recipes
-Very well organized Buyable Pins
Facebook Marketing
-High following
-Good information
-No call to action
Videos
Twitter Marketing -No tweets None
Snapchat Marketing -No Snapchat None
CRM Marketing -Unknown Unknown
Competition
Who are they? Brand Marketing Mix Potential competitive
advantage
Now Hamilton
Beach
Kitchen appliance
maker
Product: Set and Forget programmable slow cooker Price: $49-$82 depending on model Placement: Amazon, mass retailers, home stores, Kohl’s, Home Depot, Lowe’s, Sears, Wal- Mart, factory outlet stores
Differentiate Crock Pot from other slow cookers through our digital marketing campaign and rebranding
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b. Internal Environmental Analysis
The Five S
Strategy
Currently
According to Euromonitor, 4.4M Crock-Pots® were sold in 2014, up from 3.2M in 2005. Jarden, owner for Crock-Pot®, dominates a third of the market.8 This may be attributed to a partnership with the NFL which licenses Crock-Pot® to place NFL logos on devices. Additionally, the $50 Crock-Pot® is the number 1 slow cooker on Amazon – the company uses verbiage such as “stylish for your table!” to differentiate from its competitors9
Opportunities
Crock-Pot® wants to ensure that it is reaching millennials as they graduate from college or engage in events where they cook for friends and family. The goal is to convert millennials to the Crock Pot® brand so they remain loyal customers. Additionally, Crock Pot® would like to continue to push towards the “mom-demographic”, strengthening its position in the market
Gaps There are currently no efforts to reach millennials, and social media presence is sparse
Structure
8 https://www.washingtonpost.com/news/wonk/wp/2015/01/23/the-unfulfilled-promise-of-the-crock-pot-an-unlikely-symbol-of-womens- equality/?utm_term=.41fd1e5c8284 9 http://2paragraphs.com/2016/11/slow-cookers-50-crock-pot-still-1-bestseller-in-slow-cookers/
Promotion: online, coupons (bhg.com, couponfollow.com), in-store advertising, YouTube
Up and coming
Williams Sonoma
General manufacturer and retailer
of home goods
Product: All-Clad slow cookers, variety of models.
Price: $99.95-$450.00
Placement: Williams Sonoma stores, Amazon, large retailers Promotion: online, coupons (bhg.com, couponfollow.com), in-store advertising, YouTube
Higher end cooker (99.95). Excellent features (rubber footings, digital timer, warming function)
Dropping off Faberware
Affordable kitchen
appliances
Product: Slow cooker, small selection of models Price: $78-162 Placement: Amazon, mass retailers, home stores, Kohl’s, Home Depot, Lowe’s, Sears, Wal- Mart, factory outlet stores Promotion: online, coupons (bhg.com, couponfollow.com), in-store advertising, YouTube
No stand-out features. Low rated ease of use but good value for the money. Only makes 3 slow cooker models. One model has room for three smaller pots that are held within the large pot, ideal for making multiple, smaller slow cooker meals
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Currently
Crock-Pot® is owned by Jarden Consumer Solutions, which has been acquired by Newell Rubbermaid as of 2016
Style
Currently
According to e-magazine “GetElastic”, Americans prefer to use the search term “Crock Pot”® when they search for all slow-cookers.10 Since Crock-Pot’s® website, along with a slew of Crock-Pot® branded products on Amazon, are the first to appear, it is clear that the company is currently pushing major digital marketing efforts in search engine optimization (SEO). Additionally, Crock-Pot® has over 2.2M Likes on Facebook and posts recipes frequently11
Opportunities To strengthen its position and messaging with millennials, as well as the current “mom” demographic
Gaps While this current marketing style is effective, Crock-Pot® has an opportunity to strengthen its brand name digitally with targeted, focused campaigns towards the two aforementioned groups
Staff
Currently Currently, the core marketing staff at Crock-Pot® is adequate to fulfill the needs of the digital marketing campaigns
Opportunities In order to execute these campaigns, Crock-Pot® will need to hire additional teams (creative, Crock & Roll drivers, cooks, and more) in order to fulfill the special needs of each respective campaign
Gaps Crock-Pot must seek talented employees to execute the campaigns
Shared Values
Currently
Jarden’s corporate culture is focused on: “committed equal employment opportunities, recruitment of outstanding people who reflect the diversity of our communities and consumers; Compensation and benefits to enhance and secure mental well-being of employees; believe in continuous learning environment that takes personal and professional development seriously; promote positive work environment in which management has an open-door policy12
SWOT Analysis We conducted a SWOT analysis to assess the brand’s strengths, weaknesses, opportunities, and threats. Because Crock Pot® is a division of the larger Jarden brand, it was challenging to find all the relevant information required for a full SWOT. However, we were able to make some general observations and inferences based on web-based reports and events in the news.
10 http://www.getelastic.com/international-keyword-research-with-google-trends/ 11 https://www.facebook.com/CrockPot/?fref=ts 12 Source: http://www.jardencs.com/careers/our-culture/our-culture.html
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c. Assumptions
Our SWOT analysis assumed that Crock Pot® will continue to be a leading slow cooker well into the future with or without a reenergized marketing campaign. However, to grow market share over time, Crock Pot® must target those customers with the greatest potential to yield long- term customer loyalty – the millennials. As such, many of the items in the SWOT reflect today’s modern world and the concerns that millennials may have. It is a world of interconnectedness where an influencer like Jenn Bare has gained significant credibility online and who could be of great assistance for Crock Pot®. It is also the world of the concerned parent and environmentalist who may be aware of issues concerning lead leeching or internet hacking. Finally, it is the world of social media where a company’s branding is not just about the product, but about managing online reviews. All of these concerns influenced the construction of our SWOT.
6. Organization and Marketing Objectives
a. Short Term (1 – 3 years)
Objective Strategy
Organizational 2017- 2019 (Over 3 years)
Reach millennials and moms at an increasing rate
Implement our campaigns through the food trucks and the Your Crock Pot campaign.
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Marketing 2017-2019 (Over 3 years)
Use the digital media advertising to create targeted advertisements to reach the millennials and moms.
use our campaigns to reach these groups and track the data that we collect to assess and improve our efforts each year.
Marketing Mix
Product We will use the same product but change our marketing
We will be targeting the locations that are targeted through the food truck and your crock pot campaigns.
Place Sell nationally and internationally Explore new channels to sell
Price Our price will stay the same our price will stay the same
Promotion We will reach millennials and moms through the food truck and your crock pot campaigns Digital media
People Crock pot may need to take on a new digital media staff to increase these efforts Search local MBA programs
Physical Evidence The physical evidence will be if the number of millennials and moms that are buying crock pots increases
Implement the laid out strategies
Processes Our processes will include increasing the digital media efforts through the campaigns Trial and error and research
b. Medium Term (3 – 5 years)
Objective Strategy
Organizational 2019-2021 (Over 2 years)
To reach the millennials and moms even more than in the last period
Grow the food truck and your crock pot campaigns and possibly add another campaign or remove one of the current campaigns if we deem necessary.
Marketing 2019-2021 (Over 2 years)
Increase number of sales by 30% YOY
Continue using digital media and whatever new channels may arise
Marketing Mix
Product Should all remain the same as for the short term except they will all be re-evaluated for performance metrics.
Place
Price
Promotion
People
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Physical Evidence
Processes
c. Long Term (5 years Plus)
Objective Strategy
Organizational 2021- (Over 2 years)
To continue reaching the target markets while exploring new opportunities and innovations to grow crock pot
Continue with the campaigns but also do market evaluations to assess where else we can gain a foothold
Marketing Mix
Product
Should all remain the same as for the short term except they will all be re-evaluated for performance metrics.
Place
Price
Promotion
People
Physical Evidence
Processes
7. Budget
Campaign Operations Crock and Roll $500,000.00
Total Campaign Operations $500,000.00
Social Media
Crock and Roll $273,000.00 Snapchat filter $12,000.00 Facebook live boost $126,000.00 Facebook videos boost $105,000.00
Instagram boost $30,000.00 Our Memories $291,000.00
Facebook boost $126,000.00 Facebook videos boost $105,000.00 Instagram boost $30,000.00 Pinterest $30,000.00
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Other initiatives $711,000.00 Total Social Media $1,275,000.00
SEO
Crock and Roll $400,000.00 Our Memories $350,000.00 Other initiatives $737,000.00
Total SEO $1,487,000.00
Display/Banner Ads
Crock and Roll $100,000.00 Our Memories $120,000.00 Other initiatives $148,000.00
Total Display/Banner Ads $368,000.00
Grassroot efforts
Crock and Roll $200,000.00
Our Memories $350,000.00 Other initiatives $260,000.00
Total Grassroot efforts $810,000.00
Video/Streaming
Crock and Roll $50,000.00 Production $50,000.00 Our Memories $400,000.00 Production $190,000.00 Streaming $210,000.00 Other initiatives $90,000.00 Production $90,000.00
Total Video/Streaming $540,000.00
Website
Improvements $150,000.00 Total Website $150,000.00
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CRM - email Improvements $270,000.00
Total CRM - email $270,000.00
Total Digital Marketing Budget $5,400,000.00
8. Activity Plan
a. Main Campaigns
Crock & Roll by Crock-Pot®
Strategy In an effort to raise brand awareness among a millennial audience, Crock Pot® will introduce the “Crock & Roll by Crock-Pot®” campaign. Over the course of the year, a Crock Pot® supplied food truck dubbed the “Crock Truck” will visit various cities across the U.S., supplying a wide variety of region- and event-based dishes to consumers. Locations and events will follow the calendar below:
During each event, the Crock Truck will appear in areas populated by food trucks for distribution. In each location, the Crock Truck will produce region-specific food from Crock Pots within the truck – for example, the dishes served during Mardi Gras in Louisiana could be a custom jambalaya concocted by a local chef.
Tactics While each event in the “Crock & Roll by Crock Pot®” campaign has a typical draw for local millennials, the major reach in this campaign will come from an online social media push. This
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campaign will detail the Crock Truck’s journey across the U.S. Live social videos from the highlight of each event will also feature the food and people surrounding the event in order to generate interest – is your city our next stop?
Hashtags #CrockAndRoll; #CrockTruck; #WheresTheCrock; #CrockTruckSuperBowl; #CrockTruckCoachella; #CrockTruckPride Social Media:
Facebook Fan Page Video introducing campaign Targeted banner ads Weekly Posts Next Stops Weekly Recipe relevant to stop Live Videos during event
“On-the-road” Team pics “Guess where we are!” pics encouraging participation “Guess the dish!” posts encouraging participation
Snapchat
Snapchat stories: ingredient preparation Snapchat stories: final food pic Snapchat stories: “on the road” Snapchat filters
YouTube
Crock Truck Channel Meal prep videos On the Road Blog – one Crock Truck personality to detail what makes the next event
special (history, people that go, food to eat); one per event Our Memories, My Crock-Pot®
Strategy Crock-Pots can be translated into convenient, time-saving appliances, helping busy moms and dads to provide a nutritious home cooked meal for their families. The Our Memories, My Crock-
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Pot campaign is founded on the concept that by having more time, families can now create more memories together. In contrast to the Crock and Roll campaign which targeted millennials, this campaign aims to build an emotional connection with the brand and its main consumer, the baby boomers. The campaign will focus on calendar milestones where family and friends are generally present, such as different holidays over an entire year. Below is the calendar on which the campaign will be established:
To ensure the success of this campaign, Crock-Pot® needs to focus on social networks where there is a higher presence of baby boomers. Common activities boomers engage in on social networks include: following groups and organizations (55%); posting/watching videos (40%); supporting causes (26%); and joining groups (23%). Moreover, Facebook is the most used network by this segment.13 Tactics The Our Memories, My Crock-Pot campaign will have one main story line, followed by seasonal story lines, as shown on the calendar below:
All initiatives will receive pressure on online and streaming networks, which mostly target baby boomers. To further engagement and generate more boost, Crock-Pot® will also rely on social influencers, such as bloggers, to create timely and “real” blog posts. The following are the tactics over Social Media:
Facebook Video introducing campaign
Targeted banner ads Weekly Posts Weekly Recipe relevant to stop
13 http://www.marketingprofs.com/charts/2013/11209/how-baby-boomers-use-the-web-social-networks-and-mobile
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Campaign videos
Pinterest Pinterest takeovers with influencers
Streaming: Hulu, Crackle and Sling
Video ads showcasing mains campaign and seasonal campaigns
Grassroots efforts: Bloggers
Hire agencies such as Izea in order to gather influencers on our target areas
Other Campaigns
Strategy Over the year, create small campaigns which will generate engagement and buzz to the brand. These smaller initiatives will be based on dates that are relevant to both main targets Tactics Follow the below Message Calendar in order to effectively create and post content that is timely and relevant:
b. Display Advertising All of Crock-Pots® main initiatives will be supported by strategic placement of display and banner ads.
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Placement Crock and Roll Campaign
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Our Memories, My Crockpot Campaign
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Target The Crock and Roll campaign target will be determined by truck location on a specific date. There will be a strong regional focus with national channels activated through social media and streaming video (e.g., YouTube, Facebook Live). Events and resources will focus primarily on the millennials segment, with some distribution to the baby boomers as well.
The Our Memories, My Crock-Pot campaign will be featured nationally, focus on baby boomers, with some efforts targeting millennials.
9. Control and Evaluation
Short Term (6-18 months) • Sales numbers • Social media direct response • Crock & Roll direct engagement • Banner ad clicks per campaign • Sales of branded complimentary goods (Crock-Pot seasonings and cookbooks) Medium Term (6-18 months) • Sales numbers • Social media following/response • Sales of branded complimentary goods (Crock-Pot seasonings and cookbooks) • Google analytics search results among target demographics Long Term (18-24 months) • Sales numbers • Social Media retention • Focus groups • Customer lifetime value study
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10. Appendix Campaign Canvas
Shark Bite Pains Top 3 Problems 1. Generic Branding 2. Uneducated market (different features, etc.) 3. Reputation issues (how to appeal to younger crowd?) Must-have Features Top 3 features/functions 1. Usability (user-friendly) 2. Cooking quality 3. Safety Unique Value Proposition As the first slow-cooker on the market, Crock-pot offers its users a cost-effective quality cooking experience with a house-hold name, offering a diverse line of products that adapt to many different situations. Existing Alternative Crock-Pot engages in initiatives to stay up to date with current trends. For example, they have updated technology to include mobile apps so users can control their Crock-Pots from their phones.
Market Size Market size may include anyone with purchasing power who is interested in preparing their own meals.
Market growth 4% YOY http://clients1.ibisworld.com/reports/us/industry/industryoutlook.aspx?entid=4272 https://www.npd.com/wps/portal/npd/us/news/press-releases/small-appliance-growth- drivers-range-from-innovative-to-necessary-reports-npd/ ---- Influencer Channels Instagram, Pintrest, Recipe sharing social media, bloggers (fitness, cooking, health, dessert) Cooking shows (eg, Paula Dean, Food Network), reality TV stars (Duck Dynasty, Kardashians)
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Partnership Channels Grocery stores, food processing companies, complimentary appliances, dishware, silverware, seasoning, cookbooks, chef personalities, sports teams (eg, for tailgating, LSU cajun jambalaya - licensing) Routes to Market Appliance vendors, mass market retailers, online retailers, QVC Market Communication Traditional: TV advertising, in-store promotions, Internet: Online promotions, cross-promo buys Social: Videos, pinterest, recipes, instagram, blogs, grassroots “foodtruck” video (“actually, this was cooked out of a crock-pot”) Mobile: Text promotions, Scanned promotions PR: Charity, community outreach, pop-up locations Content Marketing; what is your message? Measuring the value Crock-pot adds to your daily life (hotwords: control, healthy, vitality, time- saving, cost-saving, nutritious, productivity, home-cooked, quality-time, autonomy, you’re your own chef, pamper yourself) Key metrics Units sold compared Brand recognition (how do we measure this?) Social media mentions (impressions, likes, hashtags, trends) Competition Williams Sonoma, other slow-cookers, Microwaveables, fast-food, restaurants, small kitchen appliances (eg, George Foreman, hot plates, rice cookers) Our Unfair Advantage First mover – no other slow-cooker has the name “Crock Pot” – how do we leverage this? Original technology: heating element = crock, thus “Crock-pot” Healthier to cook with ceramic than tephlam ------- Pricing $29.99-$180