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TRANSCRIPT
Campaign Plan
Prepared By: Dylan Ries of Immortal Design Agency
Prepared For: MKTG433 & Tahini Owners
May 12, 2016
California State University, San Marcos
Tahini // Immortal Design // i
Table of Contents
Agency Philosophy ....................................................................................................... 1
Executive Summary ...................................................................................................... 2
Situational Analysis ...................................................................................................... 2
Industry Review ........................................................................................................... 2
Company Review ......................................................................................................... 4
Research ........................................................................................................................ 6
Target Market ............................................................................................................... 6
Competitive Positioning ............................................................................................... 8
Integrated Marketing Strategy ...................................................................................... 8
Campaign Objective ..................................................................................................... 8
Campaign Message ..................................................................................................... 8
Overview of Marketing Tools........................................................................................ 9
Marketing Tool 1: Advertising ...................................................................................... 9
Tool Objectives ............................................................................................................ 9
Media/Strategy Description .......................................................................................... 9
Plan ............................................................................................................................ 10
Rationale .................................................................................................................... 10
Marketing Tool 2: Interactive ...................................................................................... 10
Tool Objectives .......................................................................................................... 10
Media/Strategy Description ........................................................................................ 10
Plan ............................................................................................................................ 11
Rationale .................................................................................................................... 11
Marketing Tool 3: Sales Promotion ........................................................................... 11
Tool Objectives .......................................................................................................... 11
Media/Strategy Description ........................................................................................ 12
Plan ............................................................................................................................ 12
Rationale .................................................................................................................... 12
Creative Recommendations ....................................................................................... 12
Target ........................................................................................................................ 12
Objectives .................................................................................................................. 13
Brand Theme ............................................................................................................. 13
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Slogans ...................................................................................................................... 13
Media Plan Recommendations .................................................................................. 14
Media Objectives ....................................................................................................... 14
Tactics and Rationale ................................................................................................ 14
Plan ........................................................................................................................ 14
Flowchart ................................................................................................................ 15
Budget .......................................................................................................................... 15
References ................................................................................................................... 16
Appendix ...................................................................................................................... 17
Tahini // Immortal Design // 1
Agency Philosophy
Our collective goal at Immortal Design Agency is to deliver an effective, long-lasting and creative approach to the typical marketing strategic goals.
We believe there are four stages which are absolutely key to a successful marketing campaign. The first of which is planning, which starts with quality research and collecting/browsing data. Second, is the implementation of the campaign, when the majority of expenses are incurred. The third stages focuses on analyzing and tracking the campaign for effectiveness. Of course, the fourth and final stage focuses on improvement of the campaign moving forward.
Quality is as important to us as it is to Tahini. We do not take shortcuts. We understand the value of hard work and pride ourselves on creating an environment where competition is emphasized. In doing this, we compete against each other to deliver the highest quality campaign plan possible.
With an extreme attention to detail and a passion for helping businesses meet their goals, Immortal Design Agency would be honored to assist Tahini Middle Eastern Street Food in recognizing their marketing opportunities and actually achieving real goals.
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Executive Summary
Through an integrated marketing campaign, Tahini can focus their resources and
convert the target audience into actual customers. In a complementary and synergistic
strategy, the customer receives messages from multiple platforms. Using tools like
advertising, interactive marketing, and sales promotions we can meet the objectives of
increasing awareness for Tahini, encouraging consumer engagement, and most
importantly increasing sales. Highlights of the marketing strategy include using OOH
advertising, printing flyers, sending direct mailers, sponsoring content on blogs, regular
social media use and embracing the use of third party food delivery applications. The
current budget for year one is currently projected to be at a surplus at year end.
Situational Analysis
Industry Review
Tahini will operate within the fast-casual, including dine-in and take-out, industry.
This industry has been growing significantly since its inception. Through economic
expansion and recession there has been a consistent demand for fast-casual
restaurants. The following sections will address Tahini’s position within the industry
through Porter’s Five Forces model.
Intensity of Rivalry/Industry Competition
It is important to classify the competition into several groups before analyzing the potential intensity of the rivalry within this industry. Those who are directly competing with Tahini are restaurants serving Middle Eastern cuisine for about $10 or less per meal. There are several companies around the North Park area attempting to serve this market, however they are similar to Tahini only in the fact they are providing Middle Eastern food. This small region has several Middle Eastern style delis and grocers including Mama’s Bakery and Deli, North Park Produce and Mid East Market. Companies within the same general region offering a restaurant style setting include Micho’z Fresh Lebanese Grill, Aladin Hillcrest Cafe, Med Cafe, two Kebab Shop locations, Kabob House, Sultan Baklava, Sultan’s Shawarma, and Haji Baba Hookah and Mediterranean San Diego. On the slightly higher end would be Bandar restaurant and Sadaf. Competition is going to be most intense with Kebab Shop because of their presence in the San Diego area as well as their online presence. Kebab shop is at the lower end of the price range, which also makes them direct competitors with Tahini. The amount of market saturation with similar businesses will definitely require more differentiation of the Tahini brand in order to stand out. Tahini’s position within the market needs to be effectively communicated to the consumer in order to capitalize on their effort to provide fresh and traditional food at a low price.
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Threat of Substitutes
In the restaurant business, switching costs are non-existent for consumers. The demand for Tahini needs to be strong enough to overpower the demand for substitute products including but not limited to the competitors’ shawarma, kebabs, and other traditional Middle Eastern meals. Being that the industry as a whole is fast food authenticated facilities/restaurants there are many substitutes available to the consumers. Because there are so many different restaurants being so unique with different styles of food and atmospheres and one specializing in something the other is not, one would think that they would not be considered substitutes when in actuality all fast food facilities are considered to be substitutes within the industry. Although some restaurants may not be direct substitutes such as Mexican food or a burger, other Mediterranean restaurants would be direct substitutes offering very similar dishes putting pressure on Tahini to differentiate themselves in other possible ways to give them a product or service which is more difficult to substitute. Bargaining Power of Buyers
Buyers, or people who eat out at restaurants, are going to pay the price which is listed on the menu. It is an accepted part of American culture to not haggle or try to negotiate a price at this level of sales. However, buyers do have power in a sense because their word will be spread to their friends either by word of mouth in the traditional sense or on one of the many online platforms for restaurant reviews. They are also powerful because a steady flow of new and return buyers is mandatory to the success of a restaurant. The buyers will essentially determine the success of Tahini. Buyers are going to be essential to the “success” of the company, so of course they have bargaining power just as suppliers do, it is just matter of that bargaining power being very low. Every consumer has the opportunity to turn down a meal or at least try and haggle to get more toppings or extra amenities to the meals. These are very small and relatively unimportant bargaining powers, yet still powers the consumers hold. Bargaining Power of Suppliers
Halal meat, vegetable produce, spices, and packaging suppliers along with landlords are the main suppliers to Tahini. More suppliers are beginning to carry halal meats which means the bargaining power of suppliers for this one supply will see a decrease in their power in the future (3-5 years). Seeing that there is more of these types of restaurants and foods being used and coming forth the outlook on the bargaining power for suppliers will increase. With more stores and restaurants having the demand for these special meats and not many suppliers carrying them. They have the ability to charge higher prices or specifically sell to certain venues and places, considering the demand for that specific meat is growing. Threat of New Entrants/Barriers to Entry
Being that Tahini belongs to the rapid growing trendy, casual fast food industry, there will eventually be many new entrants imitating the firm to take market share. This will increase the amount of competition Tahini will have as they become popular. As for barriers to enter, it will be easy for Tahini to enter the market since they are not selling alcohol on premises and will only need common new business and food permits. They
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will have easy access to distribution channels being that many distributors are located in San Diego area due to Restaurant Industry. Being the restaurant industry is easy to enter for reasons such as low capital cost, easily obtainable permits, and easily reachable food regulations the entry will not be a very difficult task given they are a unique facility. Tahini also has property knowledge from the gas station that there cuisine was popular and had a high demand for it making it easier to enter market. Granted because they are coming up with a new style fast food that has not been commercialized the threat of new entrants is still high because their industry still lies within that of fast food. There will be so many different substitutes making competition high but also making the threat of new entrants high as well.
Company Review
Tahini is bringing a unique experience compared to the more generic
Mediterranean restaurants whom are serving similar dishes, like shawarma, kebabs and
gyros. The emphasis for Tahini is to focus on Arab street food. The overall goal for
Tahini is to bring Middle Eastern street food into the scope of mainstream American
tastes. The challenge will be finding a balance between authenticity and American
fusion.
Key Numbers (Based on projections from Tahini business plan)
Company Type Private
Fiscal Year-End December
2017 Sales $613,800
1-Year Sales Growth 100%
2017 Net Income $44,247
1-Year Net Income Growth 100%
2017 Employees Less than 10
1-Employment Growth 100%
Owners
Mahmoud Barkawi
Osama Shabaik
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Competitors
For the sake of categorizing and better understanding, competitors can be
grouped into two basic fields. Tahini has direct competitors, those who serve similar
Middle Eastern or Mediterranean style food. Tahini also has indirect competitors, those
who compete for the same fast-casual customers by offering other styles of food.
Direct Competitors Indirect Competitors
The Kebab Shop Doner Mediterranean Grill Sultan Shawarma Sahara Kabob House Mystic Grill
Chipotle In and Out Subway & others
Perceptual Map
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Research
Tahini is interested in deploying a marketing effort before their grand opening sometime in the near future. They have some potential target customers in mind like the young professional, the hipster, and the middle aged professional. Several demographic characteristics were used to create these segments including age, yearly income, as well as typical behavior for those who are going out to eat. However, the market can be segmented in a way where target consumers become more clear, or specific, for when Tahini opens in North Park. Using demographic, psychographic, geographic and behavioristic characteristics we will outline several segments we believe to reflect Tahini’s target market. The goal is to show, with evidence, why some segments are better than others for Tahini’s fast-casual, Middle Eastern/Arab dining experience.
What segments represent viable markets for Tahini?
What is the behavior of consumers in these segments?
Which segments should Tahini focus on targeting?
Target Market
Nielsen Prizm offers a web-tool, called MyBestSegments, which we utilized to
develop a comprehensive outline of all possible segments. The first characteristic to
segment by was “Lifestage Group” which combines “affluence, householder age, and
presence of children at home” to create unique segments (Nielsen Prizm). For a visual
explanation, please refer to figure 1 in the appendix. Focusing on younger consumers
returned 8 possible segments to focus on. Of these 8 groups, further segmentation is
necessary. We look at median household income, age of homeowner/leaseholder, and
also urbanicity to determine which segments are most valuable to Tahini. The specifics
of this are described in greater detail in the following sections.
The following target consumer groups were chosen on several criteria. In North
Park, where Tahini is hoping to open, the median household income is $51,100.
(Prizm). To include many of the consumers in this area we eliminated consumers with
an income over $75,000. The decision eliminated Young Digerati and Bright Lights Li’l
City from our target market.
The next step was to focus on younger consumers, specifically those under 45.
This removed Young Influentials, Bohemian Mix, Suburban Sprawl and Home Sweet
Home. In a study on consumer spending by Morgan Stanley, it was shown how young
consumers, in this case 25-34, spend more on food away from home than all
consumers as a whole. (M, Jamrisko). The majority of expenditures directed toward
dining out are coming from this age group.
The final factor, Urbanicity, is used to divide the remaining two segments. Urban
Achievers fall into the urban group, living directly in and around the main city in an area,
San Diego in this case. Up-and-Comers are categorized as second city, which means
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they live in the second largest city in the area. Both of these groups represent valuable
segments for Tahini to focus on.
The data for the following segments was found through Nielsen Prizm.
Urban Achievers After a ZIP code search of North Park, 92104, Urban Achievers were found to be one of the most prevalent consumer groups in the area. 2016 Statistics US Households: 1,933,546 (1.58%) Median Household Income: $37,332 Lifestyle & Media Traits Shop at FedEx Office Read comic books Read New Yorker Watch soccer Toyota Yaris Demographics Traits Urbanicity: Urban Income: Lower Mid Income Producing Assets: Low Age Ranges: Age <35 Presence of Kids: Mostly w/o Kids Homeownership: Renters Employment Levels: White Collar, Mix Education Levels: College Graduate Ethnic Diversity: White, Black, Asian, Hispanic, Mix
Up-and-Comers 2016 Statistics US Households: 1,677,101 (1.37%) Median Household Income: $52,930 Lifestyle & Media Traits Order from priceline.com Travel to South America Read Cigar Aficionado Watch South Park Nissan Altima Hybrid Demographics Traits Urbanicity: Second City Income: Upper Mid Income Producing Assets: Moderate Age Ranges: Age 25-44 Presence of Kids: HH w/o Kids Homeownership: Mix, Renters Employment Levels: Professional Education Levels: College Graduate Ethnic Diversity: White, Asian, Mix
(Nielsen Prizm)
Based on Tahini’s suggested target market of the “Younger Years” we can
identify potential “likes” and “dislikes” for their customers. Because the “Younger Years”
tend to be more progressive and have more ethnic diversity in their segment, they will
like that Tahini is an authentic Middle Eastern fast-casual restaurant. The Urban
Achievers and Up-and-Comers will like the fact that Tahini it is a trendy, hipster
establishment. Since the median household income for Urban achievers is $37,332 and
Up-and-Comers median household income is about average, the prices at Tahini are a
sure “like” for them.
Some potential dislikes for Tahini’s customers may include the fact that it isn’t in
an upscale neighborhood which would be a dislike for segments like “Middleburg
Managers” that come to try Tahini. Also, since many of their potential customers will be
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college students, the location is inconvenient because college students aren’t going to
want to drive far from campus to eat lunch. They want a place that is on campus or
walking distance.
Consumers are spending more on dining-out than they are spending on
groceries. Dining-out expenditures surpassed traditional grocery purchases in March of
2015. We can expect consumers to continue behaving according to this trend, unless
economic recession were to significantly impact consumer behavior, decreasing their
dining-out purchases. (A, Kumco).
Competitive Positioning
Tahini has created a position for themselves to stand on which emphasizes
affordability of their food, along with a fusion of authenticity and mainstream American
tastes similar to what was done with other “ethnic foods” like burritos, which of course is
now a Southern Californian staple. The goal for Tahini is to have the same success with
their shawarma as Mexican restaurants have had with burritos. The previously shown
perceptual map (on page 5) offers a simple breakdown of Tahini’s position among direct
competitors.
Integrated Marketing Strategy
Campaign Objective
There are four main objectives of the campaign. First is building awareness for
Tahini. Second, is creating brand that consumers are comfortable engaging with on
various platforms. Third, the goal is to increase sales during discounted/coupon use
periods. Last and most important to the success of Tahini, is to pull customers in to the
store through the messages presented in this campaign. The synergistic use of paid
advertising, interactive marketing, and sales promotions should make it possible to
achieve the objectives previously stated.
Campaign Message
Tahini is a unique experience for adventurous consumers who are tired of the
same old fast-casual dining options that are available on a lunch break or dinner. Tahini
is the only restaurant offering a truly authentic product at an affordable price. The
appeals of the campaign are both emotional and rational. Emotional because there is a
comforting feeling associated with delicious food prepared by caring and friendly service
providers. Rational because of the affordable pricing and large portion size. The
message needs to be consistent across all platforms, but the tone has the ability to vary
depending on the formality of the platform being used.
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Overview of Marketing Tools
We will be using advertising, interactive marketing, and sales promotions. As
brief introduction to these tools, I will explain the benefits that can be realized by using
each and how they complement one another.
Advertising is paid, reaches a mass audience, and is extremely effective in
establishing awareness and facilitating brand recognition by target consumers.
Interactive marketing is also mass, but is directed toward target consumers one
is interested in contacting. The engagement consumers are able to make with a brand
is important to consumers being able to trust the company. It also creates a deeper
connection to the brand that is becoming increasingly important to the success of a
business.
Sales promotions are specifically for addressing the final stage of the campaign
objectives. It incentivizes the act of going to Tahini to purchase food. At already
affordable prices, which are then discounted to some extent, consumers are going to be
prompted to act and purchase some food from Tahini.
Marketing Tool 1: Advertising
Tool Objectives
Advertising will facilitate customer awareness of Tahini. The focus of
advertisements will be on outdoor advertising, also known as out-of-home or OOH.
Current awareness is limited to those who have purchased from the previous Tahini
locations and farmer’s markets, but those customers still need to be reminded of what
Tahini stands for as this new venture is launched. A rough goal would be to bring
awareness up to 20%. This means one out of every five citizens of San Diego, who
meet the target market specifications, would say they have heard of Tahini when asked
in a survey. It is an ambitious goal to strive for, but will ultimately produce more paying
customers if successful.
Media/Strategy Description
Advertising reaches a mass audience. For Tahini, we have chosen to use air
advertising. Several companies in the San Diego area offer this service. A plane pulls a
massive banner which displays the image and text we have prepared. While relatively
expensive, this option is worth it for the amount of impressions it can make when
compared to a stationary billboard of similar value. Two flights have been scheduled
into the budget. There remains a surplus of $2,761 which can be used to schedule
another flight if it proves to be as successful in building awareness as expected.
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Plan
The first flight would take place on the 4th of July to reach as many potential
customers as possible. Over a period of three hours the plane would fly past Petco Park
and on to the coast where thousands of beach goers will see a massive flying banner
displaying the text, “soak it up with shawarma.” Tahini Middle Eastern Street Food and
the website address will also be prominently written on the banner. The background
consists of a mouthwatering picture of chicken shawarma with all the toppings. The
plane would fly as far north as the three hour time limit allows for. On Labor Day,
another holiday for potential customers to be hitting the beach, the second flight will
take place. The same banner can be used to lower costs. The two holidays seem to be
celebrated in similar ways here in Southern California. Unless the weather is horrible,
many potential customers will be hanging out on the beach when the plane flies by.
Rationale
Going to the beach to celebrate the summer holidays is extremely common. San
Diego area beaches are ranked as some of the most popular beaches in California,
including Mission Beach with 5.9m visitors per year. (L, Osborn). This works out to be
an average of almost 700 people going to the beach every hour, just at Mission Beach.
During summer holidays there is every reason to believe that number would be
significantly greater.
Marketing Tool 2: Interactive
Tool Objectives
The main objective of interactive and internet marketing is to engage customers
on multiple platforms while gaining followers, increasing website traffic, and making
Tahini’s Middle Eastern food available to a wider market. Integrating the campaign on
all relevant social media and food delivery apps will produce greater reach of the
message and it will be a constant reminder to followers and app users.
Media/Strategy Description
Regular posting as a user on social media. Relevant social media includes
Instagram for sharing food and lifestyle pictures, Facebook for sharing information and
the brand personality, Twitter for quick updates of information in an informal manner,
YouTube for posting videos which can be shared on the other platforms as well, and a
professional looking Yelp profile for receiving feedback and praise from customers.
Tracking performance of the campaign on the internet is made easy by using Google
Analytics.
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Plan
As mentioned previously, social media use will not be paid advertising. There are
apps that exist to make posting on various social media platforms more efficient and
quick. HootSuite provides this service at no cost for two social media platforms, but
begins to cost money when linking more than two. Daily posting on Instagram,
Facebook, and Twitter during key times. The first post of the day would be received just
before target customers are leaving their houses to go to work. According to City-Data,
the majority of North Park residents leave for work between 7am and 9am. The next
posting would occur prior to lunch, around 11am and 12pm. YouTube use will focus on
showing the atmosphere around Tahini, sharing the process of how the food is made,
and also for creating promotional videos which recap events like the grand opening. The
last step is to monitor and adjust scheduling of posts to capture the greatest amount of
unique viewers.
Another interactive area for Tahini to enter is the somewhat new field of food-
delivery apps. There are several options available in the San Diego area where target
consumers reside. The most popular is Grubhub, second most popular is DoorDash,
and the third most popular is Postmates. This opens up another sales channel which
has the ability to reach consumers who are busy at work or the simply do not have the
ability or time to go to Tahini. Monitoring reviews from customers who use these food
deliveries apps is important to maintaining a consistent level of quality across the
various ways of actually receiving one’s food.
Rationale
The reason for simply posting on social media instead of using paid
advertisements is wholly because of the cost associated with it. Advertising on social
media is too expensive for the budget. Regular posting as a user can still be successful
in engaging customers and building awareness. The target audience are avid users of
social media, with their preferred platforms being Instagram and Facebook. They
usually will check Yelp before trying a new place. Embracing food delivery apps makes
efficient use of all available sales channels.
Marketing Tool 3: Sales Promotion
Tool Objectives
There are two objectives which will determine the success of sales promotions.
First, we expect an increase in sales during the promotional period, due to discounted
prices and increased volume of purchases. The second objective is to maintain a high
level of perceived product and service excellence while still allowing for the price to be
discounted.
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Media/Strategy Description
Direct mailers will be used to first grab attention of target customers. Then, go on
to prompt a sense of interest in Tahini. The interest must be followed with a desire to
purchase. Once the previous emotions have been achieved, there needs to be a call-to-
action in the form of a small percentage discount from purchases or buy one get one
half off sort of coupons. North Park neighborhoods are a priority for direct mailers
because it is crucial to establish brand loyal customers who have the ability to purchase
on a day to day basis. Direct mailers will be sent out once a month.
Flyers will also be posted in areas with high foot traffic. The frequency of these
will also be once a month. The goal is to create an interesting flyer that potential
customers can take a picture of and share for a discount the next time they come in.
Plan
Direct mailers will walk potential customers through the process of gaining
attention, creating interest, making the customer desire a product, and finally making
the customer act on those desires. Flyers will be posted in several areas including the
North Park Library and Balboa Park. Promotional discounts are a going to be a function
of current sales.
Rationale
Most importantly to the campaign, the sales promotion technique grabs interest
and attention while pulling the customer in to the store because of a discount. The sales
promotions act as a call-to-action for those customers who may be on the fence about
trying Tahini for the first time. It is important to remember that the target consumers are
young, but they also include consumers up to 44 years old. The consumers on the older
end of this spectrum have more affinity for coupons than younger groups. The
campaign uses both traditional coupons and the more interactive approach of getting
customers to take a picture of/selfie with a flyer, share it, then receiving the discount.
The process could be seen as fun and may create sense of exploration and adventure
that many target consumers share a love for.
Creative Recommendations
Target
Urban Achievers: Age 35 and slightly older. Reads comic books and the New
Yorker. Enjoys watching soccer. Single or newly married, majority without kids. College
graduates with mostly white collar professions. Median household income is lower to
mid at $37,332. Ethnically diverse including mixed, Asian, Black, Hispanic, and White.
Lunch customers and after work to pick up a quick dinner. “Concentrated in the nation's
port cities, Urban Achievers is often the first stop for up-and-coming immigrants from
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Asia, South America, and Europe. These young singles, couples, and families are
typically college-educated and ethnically diverse: about a third are foreign-born, and
even more speak a language other than English.” (Nielsen Prizm).
Up-and-Comers: Between the ages of 25 and 44. Love to travel, especially to
South America. Fans of watching South Park. Single and couples, but unmarried and
without kids. College graduates with median household income in the upper-mid range
at $52,930. Ethnicities are mostly White, Asian, and mixed. “Up-and-Comers is a
stopover for younger, upper-midscale singles before they marry, have families, and
establish more deskbound lifestyles. Found in second-tier cities, these mobile adults,
mostly age 25 to 44, include a disproportionate number of recent college graduates who
are into athletic activities, the latest technology, and nightlife entertainment.” (Nielsen
Prizm).
Both Urban achievers and Up-and-comers are the target audience for Tahini.
They are more likely to buy Tahini’s message because of their ethnic diversity, college
educations, and a young professional mindset welcoming cultural change and new
experiences.
Objectives
Associate Tahini with all that is authentic, modern, innovative, and of course
delicious. Create an atmosphere for Tahini that is welcoming, honest, and friendly.
Customers need to feel like they are traveling on a unique experience when eating at
Tahini.
Brand Theme
The perception/ tone/ guidelines for the campaign should be based on the
following…
Unique, clean, modern
Innovative, motivated, welcoming
Honest, charismatic, and presentable
Authenticity redefined
Slogans
“Authenticity you can taste”
“Take your taste buds on vacation”
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Media Plan Recommendations
Media Objectives
Generate customer awareness of Tahini’s new presence in the industry.
Encourage customer engagement through social media and in-person
interactions.
Increase sales through promotional discounts and coupons.
Tactics and Rationale
Target consumers are familiar and comfortable with using technology. However,
this does not mean they always respond to digital advertising while ignoring more
traditional approaches. Through a variety of media, including out-of-home, print, and
digital/interactive, there will be an opportunity to transmit a message to the target
audience throughout their day.
Plan
Internet: Target audience is comfortable with using social media to connect with friends
and follow businesses they support. Certain avenues are more attractive to the
audience than others. For instance, Facebook will achieve greater reach within the
target audience than Snapchat. The majority of advertisements will go through the
internet on free platforms in order to keep expenses down.
Regular posting on social media (Facebook, Instagram, Twitter, YouTube) to
push customers toward website and restaurant in engaging way.
Develop a website with brand story and necessary business information,
while remaining visually pleasing. Tahini.com is taken, but Tahini.us is
available for a cost of $20 for 2 years through GoDaddy.
Print: Strategic placement of fliers in local community. Also offering coupons in
surrounding cities to try and pull customers in.
Direct mailers based on demographics, geographic location, and other
behavioral traits. (1,000 6’’x11’’ glossy postcards per month which could also
be used to facilitate a promotional coupon campaign.) Cactusmailing offers
this service.
Fliers placed throughout local community. 25 full page fliers per month from
Vista Print or similar service provider.
Grass roots, more guerilla marketing like.
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Outdoor: Mass advertising through airplane billboards during summer months along
beaches of San Diego.
Costs vary depending on square foot of billboard and time of flight.
25’x75’ billboard will cost about $3,000 and $500 per hour of flight time during
peak demand. A time of 3 hours should be long enough to make a significant
amount of impressions on beach goers. This would bring total cost up to
$4,500 for the first time, with the second and future attempts only costing
$500 per hour.
Fourth of July and Labor Day, Sept. 5th 11am-2pm.
AirSign Aerial Advertising offers coverage of sports events as well as the
beaches from Imperial Beach all the way to Oceanside.
Fly past Petco Park and on to the Point Loma/Ocean Beach area beaches,
going as far north as possible in three hours.
Very good for building initial awareness
Flowchart
(Refer to appendix: figure 4)
Budget
With a Year 1 marketing budget equal to $17,800 there is opportunity for making
smart investments into advertising, interactive marketing, and sale promotion. Total
expenditures for the campaign equal $15,039 which leaves a surplus of $2,761. The
percentage discount we will offer in the sales promotion phase will be a function of
current sales in order to avoid devaluing the companying with this move.
Tahini // Immortal Design // 16
References
Barkawi, Mahmoud, and Osama Shabaik. Tahini Business Plan Concept and Overview. Web. 3 Mar. 2016.
Jamrisko, Michelle. "Americans' Spending on Dining Out Just Overtook Grocery Sales
for the First Time Ever." Bloomberg.com. Bloomberg, 14 Apr. 2016. Web. 14 Mar. 2016.
Kumcu, Aylin, and Phillip Kaufman. "Food Spending Adjustments During Recessionary
Times." USDA ERS -. ERS, 1 Sept. 2011. Web. 14 Mar. 2016. Nielsen Prizm. "Nielsen PRIZM Social Groups." Nielsen MyBestSegments. The Nielsen
Company, 2016. Web. 13 Mar. 2016. Nielsen Prizm. "Segment Details." Nielsen MyBestSegments. The Nielsen Company,
2016. Web. 13 Mar. 2016. "North Park Neighborhood in San Diego, California (CA), 92104, 92116 Detailed
Profile." North Park Neighborhood in San Diego, California (CA), 92104, 92116 Subdivision Profile. Urban Mapping Inc., 2011. Web. 12 May 2016.
Osborn, Lisa. “Southern California’s Least and Most Popular Beaches.” Current Results,
2007. Web. 12 May 2016.
Tahini // Immortal Design // 17
Appendix
Figure 1: Nielsen Prizm Lifestage Chart
[https://segmentationsolutions.nielsen.com/mybestsegments/Default.jsp?ID=7010&menuOption=learnmor
e&pageName=PRIZM%2BLifestage%2BGroups&segSystem=CLA.PNE]
Tahini // Immortal Design // 18
Figure 2: Initial Segmentation
Figure 3: Further Segmentation Screening
Tahini // Immortal Design // 19
Figure 4: Media Buy Flowchart
Me
dia Typ
eC
han
ne
lA
d C
ost
Total C
ost
WEEK
-->1
23
41
23
41
23
41
23
41
23
41
23
41
23
41
23
41
23
41
23
41
23
41
23
4
Intern
et
$0
Facebo
ok
$0
$0
You
Tub
e$
0
Foo
die B
log
$1
,00
0$
1,0
00
Prin
t
Direct M
ailers$
7,7
99
Flyers$
24
0$
8,0
39
Ou
t-Of-H
om
e
Air B
illbo
ard$
6,0
00
$6
,00
0
Total C
ost
$1
5,0
39
Ad
Bu
dget
$1
7,8
00
Surp
lus ->
$2
,76
1
Jun
eJu
lyA
ugu
stSe
pte
mb
er
Octo
be
rA
pril
May
No
vem
be
rD
ece
mb
er
Janu
aryFe
bru
aryM
arch