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0 114300 TOC \o "1-3" 1. Introduction PAGEREF _Toc464248317 \h 4 2. Objectives PAGEREF _Toc464248318 \h 6 3. Target Audience PAGEREF _Toc464248319 \h 6 4. Communications Strategy & Creative Strategy PAGEREF _Toc464248320 \h 9 5. Campaign Evaluation PAGEREF _Toc464248321 \h 15 6. Conclusion PAGEREF _Toc464248322 \h 16 7. REFERENCES PAGEREF _Toc464248323 \h 16 8. APPENDIX PAGEREF _Toc464248324 \h 18 Integrated Marketing Communication Plan Prepared for: I Am Grounded Introduction I am Grounded (IAG) is an innovative Brisbane based start-up founded by Lachlan Powell and Vanessa Murillo. Their main product is an upcycled coffee fruit bar made from coffee cherries, a by-product of the global coffee production that would otherwise go to waste. Currently, their bars come in three different flavours: Expresso & Tahini, Lemon & Coconut and Cocoa & Almond Butter. IAG is the first brand to bring a natural superfood bar made from the fruit of coffee in the Australian market. Due to its antioxidant properties and caffeine levels equivalent to a cup of green tea (Espresso & Tahini contain same amount of caffeine as an espresso shot), it’s a great option for a pre or post-workout snack, but also as a pick-me up for anyone wanting to make healthy dietary choices or living a busy lifestyle. In a box of 10 units, each bar retails for approximately AUD $4.50 each when purchased directly on the IAG website. The bars are all gluten free, vegan, free from sugar and non-GMO. They are also made locally in Australia with coffee fruit sourced from independent producers from Colombia. The product is not only a delicious and healthy addition to any diet, but IAG also addresses a serious environmental issue in the supply chain of coffee - and in many other industries - waste. According to the company, the world produces approximately 3 billion cups of coffee a day, and in between 80-90% of coffee fruit is thrown away in the process, unleashing an enormous amount of biowaste and releasing 16.6 million tonnes of CO2 into the atmosphere (Mission, 2020). Moreover, as a social enterprise, IAG’s mission is to “make a tangible impact on the sustainability of coffee farming as well as aid in empowering coffee growing communities to commercialise their upcycled goodness” (Mission, 2020). That means giving small producers from Colombia economic opportunities that they otherwise wouldn't have, further empowering local communities. This plan will focus on the B2C business model, more specifically focussing on e-commerce conversions where customers can purchase fruit bars in a box (minimum of 10), 3 bar trial box, or sign-up for an ongoing subscription directly through the company’s website. 1.2 Campaign Brief Description After a successful soft launch in March 2019, IAG secured a large investment and now has the capability to scale production and expand within Australia. As a startup, IAG needs to acquire loyal customers to maintain scale to become a profitable business in the next financial year. The average growth in the health snack food industry in the past 5 years (2015–2020) was 2.7%. The yearly growth can be explained by a rise in health concerns amongst the Australia population and more awareness around the long-term impact of diseases such as Obesity and Diabetes. The rise of health consciousness - due mainly to increased intake of gym and fitness memberships - is also a key factor to justify the growth in this 2.9 billion market (IBISWorld - Industry Market Research, Reports, and Statistics, 2020). 1.3 Barriers to purchase Financial Risk : Although each bar retails at approximately the same price point as other competitors, customers can only purchase boxes with a minimum of 10 bars online, which adds up to AUD $44.95 per box. This is potentially a big barrier, given that the financial risk is significantly higher than buying a single bar to try - if they don’t like the taste of the bar they will have not only wasted their money but also have other nine bars that they don’t want to eat. Performance Risk: Healthy bars made from coffee fruit are a novelty product and the taste is not familiar to the target audience. The distinction between coffee fruit and coffee can be misunderstood. There could be the assumption that the snack bars have significant amounts of caffeine (which is only true of the Espresso and Tahini bar) or taste like coffee because of their coffee fruit properties. However, this is not the case and the bars actually have a berry-like taste due to the coffee pulp. Customers who like coffee may be expecting the bars to taste like coffee, while those who dislike coffee may avoid purchasing the bars altogether because of this association. Finally, there are some consumers that may have the perception that the product is of inferior quality because it’s made out of ingredients that would go to waste and are unfamiliar with the ‘up-cycle’ process. 1.4. Pain Points Increasing Competition: The industry's performance is likely to be limited by increasing competition - there are over 350 businesses in the Australian snack bar industry and this number is expected to grow even more in the next five years (IBISWorld - Industry Market Research, Reports, and Statistics, 2020). Diluted Messaging: Competition means that customers are overwhelmed with choice and can lead to information overload and decision paralysis. It’s hard to differentiate so many products in the market when they all claim to be natural and healthy. Credibility: This can also lead to customers questioning the credibility of the brand. Customers may not completely understand the impact of the product on the coffee supply chain. They might feel suspicious of the claims made by IAG and question the young founders. Brands in the past have used greenwashing as an unethical marketing tactic (Schwartz, 2017) and this could make it harder for the brands messages to reach the intended consumer. Objectives This campaign plan has three main objectives. Firstly, because brand loyalty is extremely low - IAG is a new brand in the market - our campaign has the Communication Objective of creating brand awareness amongst their target audience. Specifically, the goal is to recall brand awareness of the IAG brand among 10% of “On the goers” segment by the end of the FY2021. Secondly, the Marketing Objective is to stimulate purchase intention. As a new product in the market it’s important that IAG offer an incentive for potential buyers to try the bars. Their product is a healthy, delicious and energizing bar and should tick all the boxes of their desired target audience, but they need to try it first in order to become a brand loyal. Finally, the Sales Objective is to increase the number of sales (boxes of 10 bars and subscription plans) on IAG’s website by 5% by the end of FY2021. Target Audience 3.1 Target Customer Description According to the IAG briefing, their biggest audience is the “On the Goers.” They are millennials aged between 25 ‐ 35 and they are incredibly busy juggling their professional and personal lives, as exemplified by the creative persona below: 228600 3886200 The campaign has the goal of targeting both Brand Switchers (BS) and New Category Users (NCU). BS are not loyal to any specific healthy bar brand and can easily be influenced by promotional activity and authentic claims relating to the product. This especially true of Gen Y individuals as they are increasingly sophisticated and take into account various forms of messages and data (Wolburg & Pokryvczynski 2001). NCU may generally stay away from healthy snack bars due to saturated messaging and ethical concerns around ingredients, as outlined above. However, they do maintain a healthy and active lifestyle and if provided with enough information on points of difference and nutritional and societal value, have the potential to be loyal users of the one brand. Ultimately, we want both of these groups to become Brand Loyals (BL) after having a few positive experiences with the IAG brand. Research supports that millennial consumers are more often motivated in developing stronger relationships with brands and companies that have a positive impact on society; whether for personal or environmental reasons (Deloitte 2019). 3.2 Category Positioning and Customer Motivations This is an informational type of motivation. In this case, IAG is clearly aiming to remove a problem for the on-the-goers, who lead very busy lifestyles and don’t have time to prepare their own healthy snacks. Moreover, by backing a strong social issue with their product, consumers also feel highly motivated on a psychological level as they are also helping to reduce food waste with their purchase. When we look at current and desired perception, the goal is to close the gap between the customer's current motivational state - hunger and the need for a quick and practical snack - and the desired motivational state - satisfaction on the go. Current State Desired perception “I’ve never heard of that brand before. I need something to eat on the train. How cool that they are using coffee that would go to waste!” “This bar is actually really good. I’m going to keep buying them and leave some in my bag for when I’m in a hurry!” When it comes to the category positioning, the purchase process can be described as one that requires a high involvement from the consumer. Although trying a healthy snack bar is not a big financial commitment when they are bought individually, IAG currently only sells boxes of ten bars on their website, retailing at around AUD $45. Please refer to Appendix 1.1, for partitioning breakdown. Furthermore, we are also targeting primarily NCU, who have never tried healthy snack bars, and BS, who have almost no previous knowledge or information about the brand or their sustainability mission and societal issue they are trying to address. In this sense, customers need to understand the product in-depth, but also their key differentiators and the mission behind the brand, so when they go online they understand - and accept - why they are paying a premium for the product. This high involvement hierarchy follows a pattern where attitude is based on a behavioural learning process and feelings towards the product follow behaviour - a learn, do, feel process. Firstly, the consumer learns about IAG and the product itself. They understand it’s a completely new product, new to the market, and that has a lot of health benefits, besides being a delicious and convenient snack. Then, they proceed to buy the bar, either online or in-person. Finally, after trying the bar and enjoying the experience, they feel like they’ve made a good choice and will keep buying IAG. Please refer to Appendix 1.2 for Involvement by Motivation Grid. We can also describe IAG three main differentiators as: IAG is the first product in the Australian market made out of upcycled coffee fruit; As a social enterprise, every bar sold is helping to develop coffee communities and tackling food waste at the same time, as this byproduct of coffee would usually go to waste. IAG contains as much caffeine as a cup of green tea (excluding one bar flavour), being an excellent snack to give energy to busy millennials on the go. This is exemplified by the following positioning statement: “I am Grounded offers a tasty and convenient coffee bar for On the Goers who are time poor, but value products that are both convenient and good for their bodies. Each bar is packed with antioxidants and caffeine for a boost of energy and consumers can rest assured all ingredients are organic, gluten free and non-GMO. IAG delivers not only a delicious treat, but also a solution to one of the world's largest problems, food waste, by partnering and empowering local communities in Colombia”. Communications Strategy & Creative Strategy 4.1 Communication Strategy Three communications strategies have been considered as part of this plan and a preferred strategy has been selected based on the market positioning, target audience and their susceptibility to the message （ Appendix 1. 3 for SSO ） . The first strategy, also the preferred strategy, positions the product as a convenient and healthy snack bar that is going to provide the consumer with slow release energy to get them through their busy days ahead. For NCU, healthy snack bars are not on their shopping list but they do lead healthy lifestyles and shop consciously, which sparks their interest in this new product. For OBS, the healthy and unique flavour combinations and upcycled coffee fruit from Columbia is a strong differentiating factor that makes it an attractive alternative to products currently on the market. As a new product to market, the strategy for IAG will be divided into an initial phase aimed to build brand awareness through push tactics and will be followed by phase two, utilising a combination of push and pull strategies to encourage brand loyalty and repeat purchasing (trial, subscriptions and direct sales). 4.2. Message Strategy In phase one, an informational appeal will be adopted in order to highlight the nutritional and sustainable benefits of IAG and how this differentiates them from other healthy snack bars in the market such as Carmen’s Bars, Bounce Balls and Go Natural. Creative Messaging: ‘Packed with antioxidants and free from nasties, keeping you on the go for longer’. The messaging here clearly states the nutritional value of the product but also identifies the user as someone who is on the go and who needs energy throughout their day. The product therefore becomes the solution to a productive and energy fuelled day. This not only relates to millennials who lead busy lifestyles but is supported by informal language such as ‘nasties’. Once significant brand awareness has been established within the target audience, phase two can be implemented. This involves a transformational/informational appeal and will be adopted in order to convert NCU and BS into BL and assumes sufficient knowledge of the brand and benefits. Creative Messaging: ‘Why not snack with purpose?’ Tagline/Byline Messaging: Beating Hanger and Fighting Food Waste all in a day’s work. The messaging here is positioned as a question to remind the target consumer of IAG and uses humor and relatability of universal feelings of hunger and anger (“hangry”) comparing afternoon snacking to saving the world, boosting self-morale and pride. 4.3 Media Strategy A recent report found that over the past eight weeks, Australia’s e-commerce industry has grown 80 per cent compared to this time last year (Australia Post 2020). More specifically, Since COVID-19, Australian millennials are 49% more likely to shop online more frequently (Data Reportal 2020). Consequently, in order to engage Gen Y consumers, this media strategy is heavily focused within a digital paradigm. This is most likely to attract ‘on the go’ millennials and drive visitation directly to IAG’s website to purchase the snack bars directly via packs or ideally subscription sign-ups. However, an integrated approach with more traditional forms of media and advertising has been adopted in order to reach a high volume of consumers in order to reach the sales objective. The channels have been considered to reach the highest volume of potential consumers by taking into account their most frequented mediums (traditional and digital), placement and timing retrospectively. 4.4 Creative Tactics Social Media Campaign The first creative tactic is aimed at our initial communication objective, to increase brand awareness among BS and NCU. Here we will adopt a push strategy through social media ad campaigns across Facebook and Instagram in order to get our product in front of our target audience and stimulate purchase intention with ‘Shop Now’ features. As depicted in Appendix 2.1, phase one creative messaging will invoke informational cues and brand recall through clear packshot inclusion. The use of Facebook in Australia is dominated by 25 to 34-year-old millennials, with around 3.7 million Australians in this age bracket using the social networking site in 2019 (Statista 2020), while 71% of Instagram users are aged between 25-35 years old (Digimind 2019). As “on-the-go” millennials are time poor, spending most of their time at work, commuting or socialising. The commute to and from work and lunchtime is their most active time on social media and the optimal time to schedule ads. We can create Facebook Audiences by using a combination of geo-targeting (Australia-wide), demographics-based targeting (25-35 women), interest-based targeting (food, fitness, sustainability) and lastly behaviour-based targeting (search-history, liked posts, similar pages). Similar digital segmentation can be achieved through Instagram and last year the platform launched a ‘Shop’ feature where users can shop products through the app and be directed straight to the payment page. This can be used to drive trial purchases and subscription sign-ups with limited time offers. Research shows that 60% of users learn about new products through Instagram while 33.3% of users have purchased through the platform on mobile (HootSuite 2020). It should also be noted that 38% of Instagram users view food related content (HootSuite 2020). Micro-Celebrity Endorsements and Influencer Strategy As an extension to our social media ad campaign, we can work with micro-celebrities and influencers by sending them products to trial, review and post to their own social networks. HYPERLINK "https://www.bigcommerce.com/blog/influencer-marketing-statistics/" \l "10-most-important-influencer-marketing-statistics-for-2019" \h 89% of marketers say that Instagram is the most important social media channel for influencer marketing (HootSuite 2020). We recommend working with micro-celebrities such as HYPERLINK "https://www.instagram.com/kayla_itsines/?hl=en" \h Kayla Itsines (QLD, 12.1m followers) and HYPERLINK "https://www.instagram.com/basebodybabes/?hl=en" \h Base Body Babes (NSW, 580k followers) as they are hugely successful women who have reputable brands in health and fitness. This will assist IAG in reaching a high number of potential target customers (with similar interests) to help reinforce our messaging of successful women who need healthy snacking alternatives throughout their busy days. In addition to generating mass reach and awareness, collaborating with multiple micro-influencers such as environmental activists and nutritionists can target niche segments within our target audience and will help give the new brand credibility. Suitable micro-influencer we recommend working with are HYPERLINK "https://www.instagram.com/jshealth/?hl=en" \h Jessica Sepel (390k followers), HYPERLINK "https://www.instagram.com/iamlaurawells/?hl=en" \h Laura Wells (82k followers) and HYPERLINK "https://www.instagram.com/plasticfreemermaid/?hl=en" \h Kate Nelson (104k followers). The ads can be both informational (through review of the product) and positive transformations (through authentic user-generated content). It should be noted that posts containing or featured User Generated Content has a 4.5% higher conversion rate than non-UGC posts (HootSuite 2020). In order to encourage trial of the product and increase purchase intention, each ambassador/influencer can be given a unique promotional code to share with their audience. This will drive visitation to the IAG website, encouraging visitors to purchase a trial package with their discount code and consumer data can simultaneously be captured. Results of the ads can also be measured through the promotion codes and can assist in future influencer strategies. Online Community As demonstrated above, tapping into influencer networks can significantly increase brand awareness within relevant social communities and online tribes but also fosters a sense of community and belonging. It is therefore recommended that IAG create their own online community on Facebook and Instagram for members of their subscription. A searchable hashtag ( #groundedgirls) will make the community easily recognisable and easily searched for. Members of the community can have access to inspirational stories, tips and advice in leading more sustainable and healthy lives. The combination of repeat purchasing beh aviour and social bonding has been used to explain loyalty to a particular supplier (Jarvas and Wilcox 1973 as cited in Szmigin et al 2005 p. 488) and emotional values have been linked to decisions of brand decision-making (Chertonay and McDonald 1992 as cited in Szmigin et al 2005 p. 488). As such, building an online community for IAG will help to achieve long-term communication and sales objectives. Out-Of-Home (OOH) Advertising (Billboards, Posters and Digital Screens) Outdoor advertising is an effective tactic for IAG, as it is an opportunity to reach on-the-goers as they travel between work, university and home without disruption to their daily routine. A clear majority of 52% of Australians now see digital outdoor advertising in an average week – up a significant 10% points in only four years (Roy Morgan 2019). However, traditional outdoor advertising remains prevalent with 78% of Australians seeing outdoor advertising of some type - including digital, billboard or posters – in an average week (Roy Morgan 2019). It is therefore recommended a combination of large format - digital and traditional OOH is implemented. The ability to reach the desired audience can be dependent upon where the digital advertising is deployed. Research from Roy Morgan 2019 concludes that; “ Older Millennials are the most likely to see outdoor advertising at petrol/service stations and at shopping centres while Generation X are the most likely to see outdoor advertising at airports. Baby Boomers are the most likely generation to see outdoor advertising at news-stands.” With the allocated budget and with the above in consideration, we recommend the majority of billboards, posters and digital advertisements to be positioned at service stations (also popular for on-the-go snacking) in and around major cities and in high-transit areas such as near shopping centres, train stations and bus departments. Specifically at the major train stations in Sydney and Brisbane cities and bus stop billboards in metropolitan areas of both cities. At this time, it is not our recommendation to engage OOH advertising in Melbourne for 3 months, due to COVID restrictions while Sydney and Brisbane are showing signs of a returning workforce and increased social activity. Digital billboards at Martin Place, Town Hall and Central Station in Sydney and Central Station, South Bank and Sailsbury Stations in Brisbane. Affluent metropolitan areas could include Bondi Junction, Bondi Beach, Double Bay and Rose Bay. A cluster approach would be adopted in these areas to amplify exposure and retention of message and branding. The creative messaging in phase one (as outlined above), would be executed in the creative development of the advertisements and would be shown as depicted in Appendix 4. Ultimately, the OOH marketing will create memorable brand messages, increasing brand awareness and consumers (BS and NCU) ability to recall IAG brand and product when they are in need of a snack. The creative will include information on how to buy the product by encouraging consumers to visit their website for more information. Interactive Game As an extension to the digital OOH advertising, we recommend launching an interactive game experience for ‘on-the-goers’ by dumping branded vending machines in major city locations. The colourfully branded vending machines will generate curiosity among the public and spark interest among potential customers of the brand. Pass-byers will be drawn to partake in the game by answering a short digital quiz which can be downloaded on their phone using a QR code in front of the vending machine. The participant will be asked simple questions and as a reward for participating, the machine will release a free snack bar. The questions should be simple but will also act as an educational tool and a way for the brand to receive valuable feedback and data from consumers. This interactive experience is a tool to increase brand awareness and can help IAG gain valuable information from consumers and allow feedback of initial messages and exposure. Content Marketing & Authentic Storytelling As part of phase two, Content Marketing and Storytelling through video marketing can help to create an emotional connection between potential consumers and the brand. Storytelling can better embrace the core brand values compared to traditional forms of marketing communication (Herskovitz & Crystal, 2010 as cited in Ballester & Fernandez-Sabiote 2015 p. ) which can add to favourable and unique brand associations, which in turn increases brand equity (Lundqvistet al., 2013 as cited in Ballester & Fernandez-Sabiote 2015 p. 117). It also strengthens emotional brand connections (Herskovitz & Crystal, 2010), and has positive effects on brand attitudes and purchase intentions (Chiu et al., 2012 p. 838). In light of this, it is recommended that as part of phase two, IAG works on building emotional connection to its audience to convert BS and UCU to BL. IAG is not only about upcycling coffee pulp that otherwise would have been wasted, but it is also about the people who make this process possible. IAG partners with a small number of micro-lot farms in Colombia to source the coffee fruit extract, with the mission to provide an additional revenue stream to the farmer and their community. As part of this stage we would launch, ‘ Grounded Musings ,’ a monthly video content series that can be shared on Youtube, the company’s blog, EDM and social media channels. Each month, a farmer would be introduced to the audience and be given the opportunity to tell their own story and their process, specific to the region they are in. Introducing the audience to the people behind the brand in this way, is both transformational and informational, in that the audience connects to the real people behind the brand, and those whom they are supporting by purchasing, but are also learning about the unique process in an authentic and engaging way. According to the Content Marketing Institute, the idea of content marketing is to attract and retain customers by creating and curating relevant and valuable content and is deeply ingrained in the marketing strategy (Gupta 2015 p.2). Content could also be cross-promoted with brand aligned publishers and could run across the most visited online lifestyle media sites by millennials such as Broadsheet and The Urban List. Aligning with established brands who have similar values will contribute to brand-building for IAG. Publicity Stunt A publicity stunt is a great way to generate mass consumer awareness across a wide audience. In order to create an emotional connection between IAG and NCU and OBS, it is essential in communicating the benefits over and above the informational motivations and consumers should feel inspired. We propose working with a local artist like HYPERLINK "https://www.instagram.com/skunkcontrol/" \h Skunk Contro l who are known for their engaging and immersive installations and who often draw on science and environmental issues to create a public art installation for IAG. The concept would be an immersive experience that customers would need to walk-through like a maze and would visually show the effects of coffee fruit if left in piles, how it produces mycotoxins and the eventual contamination of local river systems and damage to flora and fauna. As our target market are on-the-go, they may not want to stop and participate so their involvement could be encouraged with members who partake in the virtual quiz installation going in the draw to win a year’s supply of IGA products or if COVID international restrictions ease within the next 12 months, go in the draw to win a 10 day holiday in Columbia for two to see the process in action and enjoy a free holiday. This can also be pitched to relevant news outlets such as Studio 10 and What’s On sites such as Time Out and Concrete Playground as earned media. 4.5 The Customer Promise A brand or customer promise is the experience customers can expect to see every time they interact with that company. Related to the company’s mission statement, the customer promise is that IAG snack bars are good for you (as an individual), for rural communities and for the environment (providing income to farmers in the most volatile agri-food cultures in the world) and consumers are literally combating food waste by purchasing even a single IAG snack bar (70g to be exact). 4.6 Tone and Manner While the initial phase of our communication strategy relates to informational motivations, the target audience being millennials means we need to be relatable and accessible to the target audience. We do this by injecting colloquial language across all creative messaging including words such as ‘nasties’ and ‘hangry’. While the message of IAG is a humble and honest one, we want to ensure our brand comes across as transparent and fun to convey feelings of energy, health, sustainability and positivity for individuals, their communities and the planet at large. Adopting Jung’s Archetypes for Personality (Hautala & Routamaa 2008 p.2), we have identified IAG as The Caregiver as they vow to look after their employees, their customers and are committed in respecting the earth. As the caregiver, they do not have selfish motivations and they do not judge or preach, but rather support and inform. 4.7 Media Planning & Strategy For a detailed breakdown of media planning and scheduling decisions, please refer to Appendix 6. Media Planning As demonstrated above, our media strategy will be a holistic approach incorporating paid, owned and earned media during the course of the campaign. In order to build a customer base, paid media will be utilised to produce immediate and measurable results. Similarly to paid media, owned media gives IAG control over their messages which is particularly important as they grow brand awareness. However, earned media is an important component of the marketing mix with a recent report revealing that 92% of consumers trust earned media (You Gov 2019). Trust is particularly important for this brand when taking into account the ethical considerations and barriers as previously outlined. Media Scheduling As depicted in Appendix 6, this integrated marketing plan will be implemented for a 12 month period. The initial six month period will involve media activity to generate significant brand awareness with the remaining 6 months moving into tactical approaches to convert BS and NCU. The goal is to differentiate IAG snack bars in the consumers’ mind and instill a positive brand image which in turn will lead to increased sales and long-term company viability. Budget The above table format is the total planned budget and the proportion of each media expenditure. The detailed budget of each media is in Appendix 6.1-6.4. The initial budget of the project is $2 Million Australian Dollars and the overall campaign budget for 12 months has been calculated at $1,585,600. A percentage of the budget has been allocated to allow for re-active opportunities that will come up throughout the year (e.g. external brand partnerships, collaborations) and to revise and increase advertising budgets if campaign targets fall behind at six months review. Campaign Evaluation Pre-test: Before the project is executed, we will conduct a Pre-Test to ensure the successful execution of the plan. We will set up a focus group with a total of 1000 people and we will invite willing interview experts to coordinate. Participants will watch our prepared IAG product related advertisements and videos and will be asked related questions to see if participants can easily associate our product categories. After this qualitative investigation, we can understand the problems in our communication strategy and can make timely adjustments. Post-Test: After the launch of the campaign, we will conduct Post-Test at regular intervals (every three months) to determine whether our plan can achieve our expected marketing objectives. We will use online and offline surveys to get feedback from consumers and viewers. If more than 65% of the audience can recall our brand image, we will determine the success of this stage of advertising and promotion. At the same time, we can also judge success from our sales performance and adjust accordingly. Conclusion As outlined in the brief, this campaign has focussed primarily on e-commerce sales in order to recall brand awareness and educate consumers about this highly differentiated product. It is through trial-pack purchase and subscription that IAG will generate substantial sales. Furthermore, through integrated short-term and long-term strategies IAG will be able to encourage trial of the product and develop a long and meaningful relationship with the intended audience of millennial ‘on-the-goer’s. As the current COVID climate is producing uncertainty and regulations are shifting, regular monitoring and revising of the plan is to be expected. 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You Gov 2019, Consumers Trust Earned Media, viewed on 6 October 2020, < HYPERLINK "https://today.yougov.com/topics/resources/articles-reports/2019/11/05/92-consumers-trust-earned-media" \h https://today.yougov.com/topics/resources/articles-reports/2019/11/05/92-consumers-trust-earned-media > APPENDIX Appendix 1 Appendix 1.1 Appendix 1.2 Appendix 1. 3 Strategy selection(SSO) Strategy1 (perferred) Strategy2 Strategy3 Basis of Preference Market Definition (market partitioning) a convenient and healthy snack bar Environmental protection and Sustainability snack bar A popular and inexpensive healthy snack bar IAG's snack bar is a very healthy product, and it can also provide enough energy for people who are busy at work. So a convenient and healthy product can meet the needs of these people. Target Group Selection  “On the Goers” of NCU , BS and OBS . Demographic: 23-35 years old Geographic:Australian Psychographic: Customer who want to quickly and conveniently replenish energy through healthy bar.  “On the Goers” of BS or NCU Demographic: 23-35 years old Geographic:Australian Psychographic: Customers who are educated professionals and are actively trying to shop more consciously and sustainably T he everyday snacker who is time-poor but is seeking healthy fuel food Demographic: 23-35 years old Geographic:Australian . Psychographic: Customers who want to get healthy product with high cost performance . Since these people on the road do not have too much time to eat in restaurants, they tend to choose a quick and convenient snack when they need to replenish their daily energy. At the same time, consumers of this age will pay more attention to the health of the product. Therefore they became our target group . Message Element Selection An informational appeal will be adopted in order to highlight the nutritional and sustainable benefits of IAG and how this differentiates them from other healthy snack bars in the market P roducts with real health benefits and positive impact on communities and the environment. The product is very popular in the market with low price and high cost performance The messaging here clearly states the nutritional value of the product but also identifies the user as someone who is on the go and who needs energy throughout their day. R ationale based on Information and/or Judgement ‘ O n the goers ’ have fewer options for daily energy supplements. IAG ’ s products can meet their needs for fast energy supplementation and also satisfy their health n eeds This strategy can meets their needs of environmental protection consciousness. This part of the target group can be well attracted by proper promotion methods. Data research shows that more and more Australians are becoming "on the goers ". And some of the current energy bars do not meet the needs of contemporary millennials for health products. Appendix 2 Media Schedule Appendix 3. 3. 1. PHASE ONE: Social Media Ads 3.2 PHASE ONE & TWO: Ambassador and Influencer Marketing Appendix 4 OOH Advertising - Billboard, Posters, Digital Screens Appendix 5 5.1. PHASE TWO: Video Marketing & Storytelling - Youtube, Website, EDM 5.2. PHASE TWO: Facebook Banner Ads, Instagram Posts, Instagram Stories. Appendix 6. Media Budget 6.1 Internet Media Budget 6.2. Outdoor Media Budget 6.3 Social Media Budget 6.4 Influencer/Ambassador Budget