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Social Media Marketing Plan on Pana Organic

MKT5SMS: Social Media Strategy

Name of Professor: Dr. Abhinav Shrivastava

La Trobe University

Winnie Wai Chung, Wong

20138953

World Count: 2,723 Words

Date: 7 May 2021

Table of Contents

1. Executive Summary 3

2. Introduction 4

3. Situation Analysis 4 - 7

4. Goals and Objectives

5. Marketing Strategy 8 - 14

5.1 Segmentation and Targeting

5.2 Personas

5.3 Positioning

6. Engagement and Content Strategy 14 - 19

6.1 Customer Contact Plan

6.2 Key Brand Messages

7. Activation and Measurement Plan 20 - 24

8. Bibliography 25 - 27

9. Appendices 28 - 42

1. Executive summary

In later 2019, the novel coronavirus (COVID-19) emerged, and it became a global

pandemic by the first quarter of 2020. This evidently changed consumers behaviours around

the world. It created a rise in demand for more sustainable source products. Due to challenging

economic times, consumers became wearier of what they purchased. This consequently affect

the way Pana Organic (written as Pana in the following report) operates and produce its

products. The aim of this strategic social media marketing plan is to outline how Pana Organic

can grow in both business and profitability wise during in a post-pandemic time. The strategy

includes strategic approaches on how to achieve two sets of goals, drawn from the situational

analysis, during a slow global economic recovery caused by COVID-19. By implementing the

mentioned strategy approaches and tactics, Pana will have a successful chance to gain an

estimated of 20% in total revenue in 12 months and potentially be the number one vegan

organic chocolate company in the southern hemispheres and globally.

2. Introduction

Panagiotis Barbounis founded Pana Organic in 2012 when he was switching his diet to a

vegan diet. He found it there was a lack of vegan chocolate in the market at that time. Along

with his experience in the hospitality, food and beverage industry, he ventured into creating his

own vegan and organic chocolate. Barbounis started with just chocolate bars and expanded to

ice-cream, spreads, cocoa powder a recipe book and recently, eco-tote bag. Pana Organic

(Pana) has ventured into the United Kingdom (UK) and European (EU) markets as well on the

domestic market. Pana uses five social media platforms to engage with its customers, as shown

in the audit. However, this report also outlines that Pana’s website is considered as a social

media platform as McEvenue et al. (2016) notes websites are symbiotic to other social media

platforms similarly to Facebook and Instagram.

This report is a social media marketing plan for Pana. It will be highlighting core

components on Pana’s current performance on social media and implying suggested

measurements along with an activation plan to the mentioned strategies. As majority of

consumers in EU countries bare many similarities to consumers in UK, the marketing strategy

will be focusing on consumers in UK region. This will give Pana an easier targeting path for

both domestic and international markets.

This reports also highlights key brand messages, an activation plan and an estimated budget

allocation of $10,486.45 for Pana in the launch of the suggested campaigns. This report aims

to further improve Pana’s social media performance and to ensure that the company will the

top vegan organic chocolate company in Australia and possibly the world.

3. Situation Analysis

3.1 PESTLE ANALYSIS

Table 1 PESTLE Analysis on Australia

3.2 Competitor Analysis

This report further analyses direct competitors of Pana which is shown in Appendix 1

in addition to the social media audit’s review of Pana’s competition. Alter Eco Chocolate,

Bennetto, Loving Earth and Hey Tiger are the four main competitors they compete in vegan

and organic products market along with Pana. Based on Google Trends, though there is a

demand in vegan and organic chocolate (see Appendix 2), only a small percentage of

consumers know the brand Pana Organic (See Appendix 3), and they are from Australia. With

that being said, only 33% of Australian consumers know the brand name. Pana needs to ensure

that it has competitive advantage over its competition, and this can be derived from the

following SWOT analysis.

3.3 Social Media SWOT Analysis

Table 2 SWOT Analysis based on Pana’s Social Media Accounts

3.3.1 Strength and Opportunities (Internal analysis)

Based on the SWOT analysis, Pana has strong promotions on channels (Pana Organic

2020a), and it guides viewers and customers on how to use its products in baking. Pana aims

to educate its viewers that one could do so much more with chocolates and spreads. This

consequently became another strength of Pana, in building an active community which formed

customer-to-customer (C2C) engagement. Pana highly engages with its customers, especially

Internal External

Strengths

1) Building an active community

2) Strong promotions on social media

3) Highly engaging with customers (A

dedicated site for its international customers)

Weaknesses

1) Range varies

2) Growing competition

3) Monitoring engagement can be complex

Opportunities

1) Giveaways and contests

2) Other sports endorsements

3) CSR opportunities with engagement

Threats

1) New technology changes

2) Privacy concerns

3) Undeclare allergen

in the comments section of its Instagram which insinuates to more C2C engagement, making

the brand link with people across the globe. In addition, Pana has its UK website to carter and

engage with buyers from mainland UK and twenty-nine other EU countries.

Pedla (2021) states Pana has become a major sponsor of Melbourne’s local athletic

cycling team. This has opened a new pathway for Pana to venture into, tying in sports and its

products. Ewing-Chow (2020) notes many professional and elite athletes are incorporating

veganism in their lifestyles. She reviews that the plant-based diet can reportedly reduce

cardiovascular risks and diseases. Fitness has been a trending topic and Pana should seize this

opportunity to promote together with other sports brands or teams on its social media platforms.

This will essentially change other consumers’ perception of vegan chocolate. Based on the

social media audit, Pana’s employees are not active in engaging customers except the founder

himself. This can be an opportunity Pana can explore by having more engagement with

customers, its employees and other communities as this will create a strong CSR strategy for

the company, especially on LinkedIn.

Abidin (2016) highlights due to the increasing usage of social media, it causes brand

dilution. This means that Pana could hosts giveaways or competitions on its Instagram,

Facebook and LinkedIn to assure that its brand image is strong and create more brand

awareness among its competitors. It would further enhance engagement among consumers and

allow Pana to focus on which audience to target as McCarthy and Winer (2019) reported it is

cost effective if companies apply the Pareto 80/20 rule which states that 20% of customers

make up 80% of the sales. By leveraging on the strengths and optimising the opportunities, it

will cost Pana less to develop marketing campaigns in the long run because the return on

investment (ROI) will be high, as highlight in the social media audit.

3.3.2 Weaknesses and Threats (External Analysis)

A major weakness is that Pana’s product range varies differently in-store and online.

When Pana launched its Easter chocolate eggs, they were not sold on the website but only in

independent grocers and major supermarkets in Australia. Based on the competitor analysis,

there is growing competition of vegan and organic chocolates. ‘Hey Tiger’ is a direct

competitor for Pana along with other major chocolate brands that Pana have to compete on

supermarket shelves.

According to Pana (2020b), the company uses Google Analytics to track how the

website is utilised by consumers and other tools to ensure that the brand is engaging with

consumers. Monitoring engagement can be complex for Pana as it uses different vendor suites

to monitor engagement. Pana uses cookies which can be threat as Mathews-Hunt (2016) states

companies have no control on third party cookies. Consumers might not want to agree to Pana’s

website cookies due to privacy invasion. Pana also do not have control over social media

companies such as Facebook constantly introducing new technology and design changes

(Facebook 2020). Product recalls is another major threat for Pana. In 2019, ‘Pana Organic

Raspberry Chocolate 45g’ had to be recalled due to an undeclared allergen (NSW Food

Authority 2019). This might have brought a slight damage to the brand’s reputation.

In terms of privacy concerns, Pana should consider examining having a privacy Trustmark

on its site as Stanaland et al. (2011) states it reduces consumers’ privacy concerns. Pana needs

to minimise the weaknesses and threats in the SWOT analysis by ensuring to disclose necessary

information to the customers, adapt to third party vendor changes and develop a consistent

customer experience online and offline.

4. Goals and Objectives

Pana aims to achieve two set of goals based on the strengths and opportunities identified in

the situation analysis. A bottom-up approach would allow Pana to achieve the objectives and

goals aimed at ensuring strong brand image and awareness and increase in revenue, as mapped

out in the ROI section of the social media audit. Hoffman and Fodor (2010) state a bottom-up

approach could help a company achieve its desired potential outcome in sales by taking

customers wants and needs into business consideration. Mahoney (2016) established the

SMART (specific, measurable, attainable, and relevant) framework to support organisations to

achieve their goals. Pana aims to achieve these objectives and goals within the period of 12

months.

Goal 1: To increase brand awareness of Pana vegan chocolate through social media contests

in the domestic market.

Objectives:

1. To increase an estimate of 10% month over month engagement on Facebook and Instagram

with likes, shares and comments.

2. To increase the number of sales enquiries by 10% within 12 months, as measured by its

customer relationship management (CRM) tools.

3. To increase domestic sales of chocolates by 10% within 12 months, as measured by Google

Analytics

Goal 2: To build Pana’s reputation internationally as the preferred choice for vegan chocolate

through promotional campaign.

Objectives:

1. To build brand awareness in each EU and UK markets by 5% within 6 months through

tracking the engagement on social media platforms.

2. To increase number of sales in each EU and UK markets by 5% within 12 months,

as measured by Google Analytics

3. To increase the number of sales enquiries in each EU and UK markets by 5%, as measured

by its customer relationship management (CRM) tools.

5. Marketing Strategy (Segmentation, Targeting

and Positioning)

The market segments for Pana’s marketing strategy were developed following of the

international and domestic markets. As mentioned, Pana should focus on the same three

markets because it is more cost efficient. Pervin et al. (2014) states consumers of Western

countries have very similar buying behaviour. Hence, the personas developed will be based on

the three markets mentioned.

5.1 Segmentation & Targeting

5.1.1 Segment One: Domestic Market (Australian market)

This segment is identified as the target segment that Pana can position its marketing

strategy to increase brand awareness and subsequently drive sales.

Geography

In geo-map shown in Appendix 3, 33% Australians specifically search for ‘Pana

organic ice cream’ and it is further broken down into regions. Predominantly the search comes

from Victoria, followed by Queensland, Western Australia and New South Wales. In Appendix

4, Google Trends shows the type of Pana products with some consumers specifically typing

the name of supermarket after. Pana is providing customers with easy accessibility to its

products. Long-term, Pana can promote its products to regions such as Northern Territory

and/or South Australia.

Demographics

In a recent survey by Euromonitor International (2020a), it is shown that consumers in

the age groups, 20-29 and 40-49 have approximately 50% of consumers who would look for

healthy ingredients in food and beverages, with majority stating that they are vegans (See

Appendix 5). More than 50% of the respondents between the ages 60 and above are would

often look for healthy ingredients and this is the segment that highly likely to purchase

sustainably produced items as they are the most sustainable and green segment (See Appendix

6).

Behaviour

In terms of behaviour, this report will focus on technology behaviour among Australian

consumers. Appendix 7 and 8 show consumers between the ages of 20-29 does the most online

shopping. Though consumers between the ages 40-49 and 60 and above spend more of their

time browsing online, they do not shop much online but instead would do in-store shopping

instead.

Psychographics

Domestic consumers bare similar values with other consumers in their demographic

groups that provides them with information reliability and/or security.

5.1.2 Segment Two: International Market (UK & EU markets)

This segment is identified as the target segment that could strengthen and build Pana’s

reputation and presence internationally.

Geography

In geo-map shown in Appendix 2, many consumers in both EU and UK countries search

vegan chocolate. The data is reflected in Pana’s international shipping information, with Pana

shipping to specific listed countries in EU and mainland UK (Pana Organic 2020c). Pana also

provides shipping to other countries that are not listed as well.

Demographics

In a recent survey by Euromonitor International (2020b), it is shown that consumers in

the age groups 20-29 and 60 and above have more than 50% of consumers who would look for

healthy ingredients in food and beverages whereas the middle age group of 40-49 are below

50%. The percentage vegans are fairly lower than the domestic market, indicating that the UK

market are still relatively new to veganism. (See Appendix 9). Unlike the Australian market,

results did not show that UK consumers are likely to purchase sustainability produced products

(See Appendix 10).

Behaviour

In terms of behaviour, this report will focus on technology behaviour among UK

consumers. Appendix 11 and 12 show consumers between the ages of 20-29 does the most

online shopping and browsing through or updating their social media. Consumers between the

ages 40-49 and 60 and above often spend their time browsing online (See Appendix 13), these

are the segments that are not as price conscious as the younger segments.

Psychographics

Appendix 10 shows the UK market sustainability values and lifestyle is not strong.

Previous research in consumer buying behaviour indicates that societal exposure reflects to

different consumption. For instance, veganism and sustainable living is not promoted as

much in UK due to the lack of products availability or exposure, and education among

consumers (Water 2018). This gives Pana an opportunity to not only promote the product but

to educate consumers on the health benefits of vegan and organic consumption.

5.2 Personas

The following personas presented represents both consumer segments in the

mentioned international and domestic markets. The personas are built from three age

groups that connects with Pana and how Pana can bridge with the gap of consumer

behaviour by positioning itself strategically based on the segmented target markets.

Figure 1: Customer Persona One Amanita, or Pana to target the first consumer demographic

in the age group 20-30.

Figure 2: Customer Persona Two Wolfgang, for Pana to target the first consumer

demographic in the age group 40-49

Figure 3: Customer Persona Three Jonas and Angelica, for Pana to target the first

consumer demographic in the age group 60 and above

5.3 Positioning

Reviewing the competitor analysis (See: Situation Analysis), Pana’s online value

proposition (OVP) is positioning itself as positioned itself a sustainable brand to merge both

healthy yet eco-friendly (Anderson 2016) in the digital sphere. Barbounis has intended to

position the company as a raw, organic chocolate that ‘Loves your insides’ and ‘Loves the

earth’ (Morrows 2012) ad has been diligently promoted it since the business started. Kietzmann

et al. (2011) presents the honeycomb framework of social media that distinguishes seven

functional building blocks of social media as a business tool for companies and the impacts or

implications on Pana’s business capabilities.

Social Media

Platforms

Functional building Blocks

(Kietmann et al. 2011)

Impact of Pana’s Capabilities

Instagram 1. Conversations

2. Relationships

3. Sharing

- Pana monitoring consumer engagement

- Pana build relations with its current and potential customers

- Pana able to share more recipes and customers experience

with its products

Facebook 1. Groups

2. Conversations

3. Sharing

- Pana identifying groups formed (i.e., People who share

similar interests in organic & vegan products)

- Pana monitoring engagement among consumers

- Pana managing and identifying what can be a potential viral

post

LinkedIn 1. Sharing

2. Reputation

3. Presence

- Pana sharing its promotional campaigns and activities that it

has been doing (i.e., CSR projects)

- Pana is able to build a reputation with its employees being

advocates of the brand

- Pana is able to build its presence

Website 1. Presence

2. Identity

- Pana cannot control cookies from third parties from other

platforms (Pana Organic 2020b)

- Since Pana uses Google Analytics, Pana should monitor and

identify, when and where the customers are coming from

Table 3: Honeycomb Framework

A brief summary of marketing mix is derived the table above to help Pana target its segments.

Product - Both segments are health-conscious segments, regardless of the age groups. Pana

should distinguish which type of products to target based on different personas. For instance,

persona 3 tend to use Facebook often so Pana should push promotional campaigns on the

platform of its range of spreads or recipe book.

Price - Pana priced its products in a moderate price range comparatively to its competitors who

have highly priced their products.

Place - Pana should have the same product range across both online and offline distribution

channels.

Promotion - Using the 3 mention platforms to market its products as it can be considerably

more cost efficient.

6. Engagement and Content Strategy

6.1 Customer Contact Plan

Figure 4: Pana customer journey map

Table 4: Stages of the Pana Customer Journey Map

6.2 Key Brand Messages

Theme 1(Extrinsic

Motivation): Stand a chance to win a month’s supply of chocolate

Duration: Months that have special sales

Platform: Facebook and Instagram (stories & posts)

Target Audience: All 3 personas in the domestic market

Theme 2 (Intrinsic

Motivation): Personalise your own chocolate

Duration: Monthly campaign (but only to limit numbers of customers)

i.e. - Limited numbers of personalised chocolates per month

Platform: Facebook and Instagram (stories & posts)

Target Audience: All 3 personas in the international market

Theme 3 (Intrinsic

Motivation): Discover our recipe of the month…

Duration: Monthly

Platform: Facebook, Instagram, LinkedIn (stories & posts)

Target Audience: All 3 personas in both international and domestic markets

Table 5: Framework for Pana’s marketing campaigns

Theme 1

The rationale behind this campaign is to essentially increase sales for Pana in the

months that have (See part 7: Gantt Chart). To illustrates this, Pana could use similar tactic as

Willy Wonka in Charlie and the Chocolate Factory. Extrinsic motivation was used to entice

customers to buy more chocolates and in return a reward was giving to the customers. This

naturally increased sales. Waters (2018) further notes that the AU, UK and EU markets favours

Facebook and Instagram than other platforms. The campaign will entail customers purchasing

chocolate bars and having a lucky winner to win a month’s supply of Pana products. Instagram

and Facebook have tools such as the ‘Swipe Up’ and ‘Learn More’ tool that Pana could link

the campaign for customers to participate. Pana should use the concept as it blends with its

traditional in-store purchase efforts by utilising Facebook and Instagram.

Theme 2 and Theme 3

Themes 2 and 3 ties into the intrinsic motivation of the campaigns. Through the

campaigns, Pana could spark customers’ curiosity and fulfil their purposes. This will create

brand awareness among customers who are seeking for vegan products and entices customers

who are unaware of the brand (Di Domenico and Ryan 2017). To illustrates this, customers

could personalise chocolate boxes through 2 simple pages that the customer types his/her

name and chooses a desired image to be printed onto the box. Pana already does short recipes

on Instagram and on Facebook. However, to create a bond between customers and the brand,

Pana could have a short caption to encourage customers to participate in creating luscious

desserts using their recipes. This will not only create brand awareness, but it will allow Pana

to bridge across different groups of personas.

The following are examples brand message for Pana in relation to the table above on

the 3 platforms:

i) Instagram

ii) Facebook

iii) LinkedIn

7. Activation and Measurement Plan

Figure 5: Gantt Chart for Pana social media in the next 12 months

The above Gantt chart is a timeline for the year 2021 which highlights Pana’s suggested campaign activation plan throughout the year.

The chart is further summarised to indicate what are the colour representing and which campaign themes Pana should use in order to maximise

profits throughout the year.

Colours on the Gantt chart Explanation

Dark orange and blue - Months that have special sales

- Campaign surrounding theme 1

- January: New Year’s/Back to School Sales\

- February: Valentine’s Day Sales

- April: Easter Sales

- May: Mother’s Day

- August: Winter sales (only applicable to Australia

segment)

- November: Black Friday/Cyber Monday/Singles Day

sales

- December: Christmas/Boxing/year end sale

Light orange - Focus on campaigns surrounding theme 2 and 3 more

Yellow and green - SEO should be all year-round to target both market

segments

- Pana’s should maintain the same in-house team to

monitor

- Campaigns surrounding theme 2 and 3 can be focus

here as well

The following shows a monitoring and measurement table for all the social media platforms. To minimise costs, it is proposed that Pana

should use the table to review outcomes for the purpose the proposed marketing campaigns succession rate.

Marketing Activity Date of review Monitoring methods Ideal Review outcomes for the next

12 months

Facebook Weekly Facebook Insights and Business to know metrics

Google Analytics to know:

- Bounce rate

- Overall average visit length of all visitors

- Average time per page view

- Total number of visits

- 10% monthly growth on each

impressions & engagement

(likes, comments, shares)

- 20% visits to company website

from Facebook ads

- 12% increase on number of

wall response time

- 15% growth in number of

click-through-rate (CTR) of

links posted in posts

Instagram Weekly Instagram business analytics tool

- Monitor what people are saying about the

brand

- ROI reporting

Hootsuite to monitor

- Performance data

- Best times to publish

- Engage with customers

- Monitor messages/comments

- 10% monthly growth in

number of views of

view/photos

- 20% growth in number of

replies & comments

- 30% growth in number of

subscribers

- 30% growth in number of

profile/page views

- 15% growth in number of

click-through-rate (CTR) of

links posted in posts

LinkedIn Monthly LinkedIn business analytics tool

- Monitor what people are saying about the

brand

- ROI reporting

- 10% growth in number of

connections

- 5% growth in number of

recommendations

- 10% growth in number of

mentions

Hootsuite to monitor

- Performance data

- Best times to publish

- Engage with customers

- Monitor messages/comments

- 5% growth in number of

comments on posts

- 5% growth in number of click-

through-rate (CTR) of links

posted in posts

SEO to both UK &

AU websites

Monthly Google Analytics to track:

- Demographics and interest of website visitors

- Recency and frequency of visits (new or

returning visitors)

- Sources of website traffic (i.e. from domains

like Facebook etc)

- Where visitors travel within the website

- 10% growth in number of

unique visitors for each UK

and AU sites

- 20% growth in number of sales

for each UK and AU sites

- 20% growth in number of

enquiries for each UK and AU

sites

- Sustaining 10% of customers

retention

Table 6: Monitoring and Measurement for Pana

The below figures of the budget table are based on the rationale of the lowest cost for all channels listened. It is calculated on the basis of

a minimum average per day and derived from WebFx (2020) estimated price list of the platforms (See Appendix 14 and 15). The total estimated

budget for Pana for the next 12 months is $10,486.45. It will optimally provide the business lower cost on customer acquisition by optimising

the conversion rate (Di Fatta et al. 2018), following Pareto’s 80/20 rule. In the long run, it will be more cost effective for Pana in the next 12

months if the suggested strategies were to be properly executed.

Month Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec

Marketing/Promotion

Other websites 150 150 150 150 150 150 150

Pana website - - - - - - - - - - - -

SEO Initiative 550 550 550 550 550 550 550 550 550 550 550 550

Facebook 30 30 7.19 30 30 7.19 7.19 30 7.19 7.19 30 30

LinkedIn 20 20 7.91 20 20 7.91 7.91 20 7.91 7.91 20 20

Instagram 50 50 6.59 50 50 6.59 6.59 50 6.59 6.59 50 50

Tools (Hootsuite) 169 169 169 169 169 169 169 169 169 169 169 169

Total 969 969 740.69 969 969 740.69 740.69 969 740.69 740.69 969 969

Table 7: Budget Table

In conclusion, by implementing this strategic social media marketing plan will give Pana a potentially successful chance in being the number one

vegan organic chocolate company in the world.

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9. Appendices

Appendix 1

Competitor Analysis - Pana Organic Direct Competition

Appendix 2

Compared Breakdown by Region based on the 3 search trends: Vegan chocolate, Organic

Chocolate & Pana Organic in the past year

Source: Google Trends (2021)

Appendix 3

Graph and Geo-map of the 3 search trends: Vegan chocolate, Organic Chocolate & Pana

Organic in the past year

Source: Google Trends (2021)

Appendix 4

Geo-map breakdown on 4 search trends: Vegan chocolate, Organic Chocolate, Pana Organic, Pana Organic Double Chocolate Ice Cream, Pana

Chocolate Pana Organic Hazelnut Chocolate Spread in the past year

Source: Google Trends (2021

Appendix 5

Health: Dietary Restrictions by age based on Consumer Behaviour in Australia

Source: Euromonitor International (2020a)

Appendix 6

Ethical life: Green Behaviours and Activism by age based on Consumer Behaviour in

Australia

Source: Euromonitor International (2020a)

Appendix 7

Technology: Services accessed on a mobile phone by age based on Consumer Behaviour in

Australia

Source: Euromonitor International (2020a)

Appendix 8

Home life: at home activities by age based on Consumer Behaviour in Australia

Source: Euromonitor International (2020a)

Appendix 9

Health: Dietary Restrictions by age based on Consumer Behaviour in United Kingdom