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Chocolate Devil Media Plan

Presented to:

Dr. Tom Ingram

Advertising and Marketing Communication

The University of Texas at Arlington

Presented by

Hector Gaytan

Advertising Media Planning

Advt3305.001

March 17,2015

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Hector Gaytan / 2020 Vision Street/ Dallas, TX 73200/ 469-703-21-85

Hector.gaytan@mavs.uta.edu

March 20, 2015

Neal Maze, Progressive President

Wholesome Bakery Products

Chocolate drive, suite 3302

Dallas, Texas

Dear Mr. Maze

I would like to submit a propose marketing plan for this upcoming year. I am aware that

Wholesome Bakery Products has been greatly successful with their Chocolate Devil

brand and are looking to expand the brand past the current markets.

I have constructed a marketing plan that would allow the brand to expand to three

additional markets. The markets I am suggesting would be the Albuquerque, Houston and

Austin markets, all three are top 50 in the country and the brand has already experience

success in markets nearby. Under the plan we would be able to expand and focus enough

resources to fight off Nabisco and Keebler as they seek to introduce their similar products

into Chocolate Devil’s current 17 markets.

I would like the opportunity to further discuss with you the all routes and opportunities

that the Chocolate Devil brand can take.

Thank you for your consideration

Sincerely,

Hector Gaytan

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1. Executive Summary

Chocolate Devil is a brand of low fat wafers that provides a healthy alternative in the cookie category. Chocolate Devil is distributed in 17 top 50 markets and is planning to expand. Wholesome Bakery Products has been marking the Chocolate Devil Brand for 12 years. Chocolate Devil will begin to expand its products to the Albuquerque, Houston and Austin Market beginning with the launch of its Island getaway sweepstakes in September. While expanding from its original markets Chocolate Devil will have competition in its home field as both Nabisco and Keebler have notice Chocolate Devils success and will be launching their own “Me too” brands. The Sales goal is to generate a 20% increase in gross sales from last year $550 million, that is to reach $660 million in gross sales for this upcoming year. Protecting the 17 current markets is just if not more important than expansion, with at least 60% of sales coming from those 17 markets. As a product cookies are a mature

item, but the category that includes them, snack foods have increase sales by 6.2% and

topped $30 billion in sales last year according to the annual “State of the Industry

Report” released by the snack food association. Chocolate Devil currently has a 4.6%

stake in its 17 current markets. With successful sales coming from convenient stores and

food retailers, aided by a 80% convenient store and 70% food store penetration Chocolate

Devil is ready to expand. Our goal is to ensure that the campaign is launched with at least

a 75 reach and 7 frequencies. Its key month in sales which is December and the two

months leading up to it will receive additional funds in order to ensure that Nabisco and

Keebler own brand of low fat wafer does not take away sales.

2. Client Challenge

Research suggests big opportunities for growth in this segment with the potential to

double category sales volume in the next five years. Chocolate Devil’s objective is to

generate a 20% increase in gross sales above last year’s volume of $550 million. The

20% growth will be achieved by doing a National plus spot plan supported by heavy-up

buys in key spot markets. Additionally a spot sales goal of defending the original 17

markets from erosion by competing brands will be taking place. Maintaining and

increasing our 4.6% market share in our original 17 markets will be of the highest

concern, at least 60% of our gross sales from those markets.

3. Situation Analysis

3.1 Chocolate Devil Summary

Chocolate Devil is a regional brand of low-fat wafer cookies created for the health

conscious. Initially distributed in three markets, it has expanded to 17 major markets in a

12-year span. Chocolate Devil holds a 4.6% share of the 17 current markets it is

distributed in.

Chocolate Devils primary target are households in the top 50 metro markets with:

- Adults age 18-34

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- Two children ages 4-18

- Total household income of $90,000+

During the past year gross sales have reached $550 million with a 10% growth annually.

Management has set the goal to expand well beyond the current 17 markets. They are

considering two options: A national roll out with spot heavy up or a spot only campaign

that expands the original 17 markets. The brand is the leader in its category and shows

great promise for a national expansion.

3.2 Product

Chocolate Devils success is attribute to its unique niche in the market. Develop as a low

fat wafer for the health-conscious. Unlike sandwich cookies, Chocolate Devil wafers

have no filling. Chocolate Devil although low in fat has a rich, full bodied, dark chocolate

taste providing a healthier great tasting alternative.

3.3 Competition

Competition is strong, Nabisco, Keebler, Sunshine, Mothers, Pepperidge Farms,

Archway and dozens of regional brands. Competitive pressure is intense especially from

category leaders Nabisco and Keebler. Chocolate Devil success in its 17 markets have

not gone unnoticed as both Nabisco and Keebler will be launching their “Me Too” brands

in Chocolate Devil’s 17 markets. Management expects to maintain or increase its 4.6%

market share in its 17 markets even with Nabisco and Keebler launching their own “me

too” product.

3.4 Industry

The whole category of snack food sales in the United States is up by 6.2% topping $30

billion. Chocolate Devil’s gross sales during the past year reached $550 million with a

10% annual increase. In the 17 markets Chocolate Devil is in, it has penetrated to 70% of

all retail food stores and 80% in all convenient stores.

3.5 Consumer of Industry Category

As stated in the review of Chocolate Devil’s industry the whole category of snack food is

up 6.2% from last year sales topping $30 billion. The cookie category is considered low

involvement. 72% of U.S households buy packaged cookies at least twice per month.

4. SWOT Analysis

4.1 Strength

- Chocolate Devil is the leader in its category and shows great promise for national

expansion.

- Sales have reached $550 million with a 10% growth annually.

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- Chocolate Devil is committed into using 4% of projected sales into its advertising

budget

- Established a high market penetration with 70% of all food retail stores and 80% of all

convenience stores carrying the product.

- 25% of trial purchasers become loyal to the brand.

- Loyal customers make 2-4 purchases per month.

4.2 Primary Weakness

- Cookie Market is mature.

- Lack of reputation compared to larger national brands.

- Limited financial capabilities compared to national brands.

- Company is beginning to go national and thus shifting some attention from its original

markets in a time when Nabisco and Keebler are set to launch their “me too” products on

home field.

4.3 Primary Opportunity

- Specific Niche: allows Chocolate Devil to cater to a specific consumer.

- Current healthier craze in the U.S allows for a healthier choice to expand in a mature

market.

- Trial purchasers conversion to loyal customers is high at 25%. Showing that consumers

aren’t just buying the cookie to try to be healthier they are buying because they like the

taste.

4.4 Primary Threat

- The two market leaders Nabisco and Keebler have taken notice of Chocolate Devil’s

success and they plan to launch their own “me too” brands in our market.

- Many nationally establish treats that include the prior mentioned Nabisco and Keebler

also include Sunshine, Mothers, Pepperidge Farms, and Archway will be difficult but not

impossible to compete at the national level

- Nabisco and Keebler financial and grocery store political capabilities

5. Marketing Review

5.1 Marketing Objectives

Generate a 20% increase in gross sales above last year’s volume of $550 million. As

stated prior we will follow a National plus spot plan supported by heavy-up buys in key

spot markets. This will allow us to strategically expand the brand while protecting our 17

original markets from Nabisco and Keebler “Me too” brands. It’s expected that our 4.6%

market share is to increase or be maintain at the current share while the National giants

introduce their own product into our market; 60% of total gross sales must come from

these 17 markets.

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Chocolate Devil has a high trial customer to loyal customer conversion rate at 25%. Trial

rates are to achieve 20% using cross promotions such as island trips and taste test.

5.2 Marketing Strategy

Our marketing Strategy will be based on what has worked in the past for us. We will seek

to strongly push Chocolate Devil into convenient stores in new markets. Our primary

targeted consumers are adults ages 18-34, with two household incomes of $45,000+, with

two kids. Our primary target spends a lot of time on the road, from driving to work,

picking up the kids from school, etc. they pump a lot of gas therefore it is vital that we

take aim at gas stations and convenient stores. Penetration in convenient stores in the

original 17 is high at 80% and composing 30% of total gross sales. Convenient stores are

our way in to new markets as it will be difficult to convince food retailers to gives us

shelf space over Nabisco and Keebler in markets we don’t have performance numbers

for.

Sales promotions will be vital as Chocolate Devil’s success have been aided greatly by

great promotions. In store taste sampling has proven very successful, increasing sales in

the participating store by 15 to 20%. Furthermore promotional activity for the island get

away sweepstakes will commence in September. High target audience reach and

frequency is a must to start the campaign right.

5.1A Target market

As prior stated our target market are adults age 18-34, household with a combined

income of $90,000+, and two minor kids. As a middle class family quality is in a higher

demand than quantity, Chocolate Devil provides that as a great tasting healthier choice

for individuals always on the road.

5.1B Demographics

-Adults age 18-34 living in a top 50 metro market

-Two children ages 4-18

- Household income: 2 incomes averaging $45,000+

5.1C Psychographics:

Inadequate data. Client would benefit from secondary research on this question.

5.1D Usage

Chocolate Devil’s target audience consumption behavior is high. In the cookie category

72% of U.S households by packaged cookies at least twice per month. Chocolate Devil

has a costumer trial purchaser to loyal purchaser rate of 25%; with loyal customers

buying 2-4 packages a month. It is safe to say with U.S consumers becoming more health

cautious Chocolate Devil can be sure not to lose customers because of its quality as it is

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low fat and has a unique niche in the market. With the countries focus on healthier ways

to indulge themselves the Chocolate Devil low fat wafers should continue to grow in

gross sales by 10%.

Chocolate Devil’s is distributed in 17 of the U.S top 50 markets and enjoys a high

penetration of 70% in food retail stores and 80% in all convenient stores in its markets.

As a product cookies are a mature item, but the category that includes them, snack foods

have increase sales by 6.2% and topped $30 billion in sales last year according to the

annual “State of the Industry Report” released by the snack food association. With

already a strong foot in the 17 original markets, a market share of 4.6% there is plenty

potential to grown in the current and future markets.

5.1E Geography

Chocolate Devil holds a 4.6% market share in 17 of the top 50 markets in the U.S. The 17

markets are:

-Atlanta, Georgia #10 Portland, Oregon #27

-Birmingham, Alabama #50 Sacramento, California #19

-Dallas-Ft. Worth, Texas #8 Salt Lake City, Utah #42

-Denver, Colorado #21 San Antonio, Texas #41

-Los Angeles, California #2 San Diego, California #25

-Miami, Florida #15 San Francisco, California #5

-New Orleans #40 Seattle, Washington #14

-Orlando, Florida #23 Tampa, Florida #16

-Phoenix, Arizona #20

As it can be seen Chocolate Devil has a good presence in California’s and near Pacific’s

major markets. Chocolate Devil has also a good presence in the south especially in the

state of Florida. It is easy to notice that Chocolate devil does not have a presence in the

North as top markets like New York, Chicago, Philadelphia, Boston among others are not

in the list of current markets. Although those markets would be nice to obtain, those are

costly markets that might prove too expensive for the brand to successfully develop in

them at this time. Potential top 50 markets that can be added to the company’s

distribution are Albuquerque, Houston and Austin, Texas. The state of Texas has shown

to be a fruitful one for Chocolate Devil and it would be ideal to invest in these two

markets.

5.1F Benefits

Chocolate Devil provides a devilishly rich, dark chocolate cookie for the health

conscious. A low fat wafer with no filling, this cookie is a healthier choice than sandwich

cookies.

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5.1G Other Basis of Segmentation

Chocolate Devil is a niche product and was develop as a healthier choice. This allows

Chocolate Devil to break the market into a more efficient and precise piece. Instead of

trying to reach everyone in the cookie market which is 72% of households in the U.S. it

can focus on the individuals who are interested in a healthy alternative.

5.2 Marketing Mix

5.2A Price

Chocolate Devil is high penetration with the product being carrier in 70% of food

retailers and 80% of convenient stores. It is low priced and high in volume in 17 top 50

markets.

5.2B Product

Rich, full bodied, dark chocolate taste; Chocolate Devil cookies appears and taste like a

cookie loaded with sugar; but it’s not it is a low fat wafer thin with no filling. Chocolate

Devil gives the sense of satisfaction to its target consumers; as they are ages 18-34 with a

job of $45,000 and two kids they are always on the road be it driving to or from work,

dropping or picking up the kids from school it must feel satisfying to eat something so

great tasting and healthier than the rest of the options in its category.

5.2C Place

Chocolate Devil is distributed in 17 major markets and is in 70% of all food retailers and

80% of all convenient stores.

5.2D Promotion

Promotions have contributed highly to the success of Chocolate Devil with $600,000

invested in promotions. In store taste sampling have spiked the trial sales of those

locations by 15% to 20%. Furthermore island trips promotions will commence in

September where the winners will enjoy a week as guest in Mr. Neal Maze private island

in the Caribbean.

6.1 Creative Plan

Chocolate Devil success is due to its unique niche market. Develop as a low-fat wafer for

the health conscious 90s; demand is growing even faster in the new century. Unlike

sandwich cookie, wafers are thin, and have no filling. Chocolate Devil though low in fat,

has a rich, full bodied, dark chocolate taste. It is positioned as: “The Devilishly rich, dark

chocolate cookie.”

6.2 Ad Media Plan

a. Media Campaign Overview

1. Media Campaign Duration

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Chocolate Devil Campaign is to begin on September and

conclude in August of next year. Quarter one (September, October, November) will start

the campaign strong and go for a reach of 75 or higher with a frequency of 7 or higher.

Quarter 2 (December, January, February) will continue to pursue a strong media presence

with a reach of 70 or higher and a frequency of 6 or higher. Quarter 3 (March, April and

May) will be the months when the campaign is winding down and we begin to reach our

flighting months. During quarter 3 we will attempt to have a reach of 55 and a frequency

of 5.5. During these 3 months we will continue to spread the Chocolate Devil product

into the 20 markets. Quarter 4 (June, July and August) will be flighting months as sales

are at their lowest point and no advertising will be done during these 3 months.

Spot Plan

Spot Plan Reach Freq GRPs %Share Est

$(000)

September 75 7 525 14 3333.1

October 75 7 525 14 3333.1

November 75 7 525 14 3333.1

December 70 6 420 11.2 2666.5

January 70 6 420 11.2 2666.5

February 70 6 420 11.2 2666.5

March 55 5.5 302.5 8.1 1920.5

April 55 5.5 302.5 8.1 1920.5

May 55 5.5 302.5 8.1 1920.5

June 0 0 0 0 0

July 0 0 0 0 0

August 0 0 0 0 0

-------- -------- --------

Spot Media 3743 100 23760

Spot Contingency 2640

Total Spot $$ 26400

Total Plan 26400

2. Media Campaign Budget

The budget for this campaign was set at 4% of the projected sales for the year. With a

projected 20% increase with this campaigns push into new markets and increasing gross

sales in existing markets sales are projected to be $660 million with $26.4 million going

toward the advertising budget.

The campaign will be Spot only. And will be in the original 17 markets along with three

expansion markets:

Market Name Rank %US Seattle-Tacoma, WA 14 1.58 Salt Lake City, UT 35 0.78 Phoenix, AZ 12 1.6 Orlando et al, FL 19 1.27 Miami-Ft. Lauderdale, FL 16 1.36

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Sacramento-Stockton, CA 20 1.23 San Diego, CA 27 0.93 San Francisco et al, CA 6 2.14 San Antonio, TX 37 0.7 Portland, OR 23 1.02 New Orleans, LA 53 0.53 Los Angeles, CA 2 5 Houston, TX 10 1.82 Tampa-St Pete, FL 13 1.58 Denver, CO 18 1.31 Dallas-Ft. Worth, TX 5 2.16 Birmingham, AL 40 0.65 Austin, TX 51 0.56 Albuquerque, NM 44 0.6 Atlanta, GA 8 2.04

20 Markets Chosen, covering 28.86% of US households.

Chocolate Devils strong presence in the South and Western portion of the country will

allow the new markets of Austin, Albuquerque and Houston to be expanded into faster

than potentially stepping into untouched Northern Markets.

- Approximately 38% of the budget; $9.9 million will be used in the initial three

months of the campaign to ensure a strong launch.

- $7.9 million, around 30% of the budget will be used in the second quarter of the

campaign to continue a strong presence in the 20 markets while promotional

events continue.

- The final three months before the flight period will use up $5.75 million, about

22% of the budget.

- $2.64 million will be set aside for additional spot marketing as Nabisco and

Keebler are set to launch their own “Me Too” products, we must protect our

original 17 markets from competitor erosion.

3. Media Campaign Target Audience

Our campaign will target adult’s ages 18-34 living in a household with two kids and

with two incomes adding up to $90,000 or higher. Since our target audience is for the

most part on the road, either dropping of the kids to school, recreational activities and

driving to and from work; we have determined the best way to reach them is via

radio. Radio advertising will further increase sales coming from convenient stores

which already make up 30% of all sales.

4. Media Campaign Scope

Chocolate Devil campaign will be a heavy radio campaign, with significant cable

advertising. The campaign will focus strongly on motorist, with some advertisement

in the morning commute to put Chocolate Devil on our target audience mind.

Followed up by the heaviest dose coming during daytime radio as individuals begin

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to get hungry. As state before Chocolate Devil has availability and strong

performance in convenient stores make it ideal to advertise to people on the road.

- The initial quarter of the campaign will receive the most advertising dollars with

heavy radio advertisement to increase frequency and daytime and cable TV aiding

the reach. It is vital that this portion of the campaign receives as much reach and

frequency as possible, this will ensure the highest audience engagement with the

private island trip promotion.

- Quarter two of the campaign where sales are the strongest will continue to receive

strong advertising dollars with strong radio, some cable, but very little daytime.

- Quarter three is the final quarter advertising dollars are spent as the final three

months of the campaign will be in flighting mode due to a significant drop off in

sales. In the third quarter of the campaign radio will be the only form of

advertising, reach will be low but frequency will be kept moderate to remind our

consumers of the brand.

- $2.64 million of the advertising budget will be set aside in order to fend of

Nabisco and Keebler as they launch their own brand similar to Devil Chocolate.

5. Media Campaign Key Periods

The initial three months will be the most important of the campaign. September,

October and November are the months that the promotional island trips will be

marketed. The next three months provide Chocolate Devil its strongest sales of the

year advertising dollars will still be strongly invested in this period. The next three

months sales traditionally go down and advertising will be radio only to remind

customers about the brand.

6. Client and Marketing Imperatives

Chocolate Devil must continue to cater to its customers in convenient stores, with a

penetration of 80% in all 17 original markets, $165 million of gross sales coming

from them. It is much easier to convince a convenience store to give a new product

shelf space than a grocery store with established business partners. With the new

markets of Houston and Austin being in Texas it is fair to say that following a similar

strategy as the one in the Dallas-Fort Worth market is vital. The brand must continue

to market itself as a healthier choice and continue its niche.

B. Advertising Media Objectives

The objective is to launch the promotional campaign with a high reach and frequency.

Further enhancing the strong sales period and reminding customers of chocolate devil

in the months of March, April and May.

C. Advertising Media Strategy

SPOT GOALS BUDGET

REACH FREQ [AD]GRPS SHARE

September 0.0

0.0 525.0 14.0

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SPOT GOALS BUDGET

REACH FREQ [AD]GRPS SHARE

October 0.0

0.0 525.0 14.0

November 0.0

0.0 525.0 14.0

QTR 1 1575.0 42.1

December 0.0

0.0 420.0 11.2

January 0.0

0.0 420.0 11.2

February 0.0

0.0 420.0 11.2

QTR 2 1260.0 33.7

March 0.0

0.0 302.5 8.1

April 0.0

0.0 302.5 8.1

May 0.0

0.0 302.5 8.1

QTR 3 907.5 24.2

June 0.0

0.0 0.0 0.0

July 0.0

0.0 0.0 0.0

August 0.0

0.0 0.0 0.0

QTR 4 0.0 0.0

SPOT TOTALS 3742.5 100.0

With $2.64 million of the budget being saved for counter attacks against Nabisco and

Keebler market invasion.

D. Advertising Media Tactics

Adults ages 18-34 will be heavily targeted via radio from the morning drive through

the evening drive. Constant radio advertising will ensure that our target audience gets

reminded that Chocolate Devil is there and it’s a healthier choice that other

competitive brands. Chocolate Devil prior research has determined that additionally

its target consumer has two children and are part of a household where both parents

work, meaning they are on the road often, going to and back from work and dropping

of and picking up the kids.

1. Media Flight Plan Goal Sheet

Spot Plan

Spot Plan Reach Freq GRPs %Share Est

$(000)

September 75 7 525 14 3333.1

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October 75 7 525 14 3333.1 November 75 7 525 14 3333.1 December 70 6 420 11.2 2666.5 January 70 6 420 11.2 2666.5 February 70 6 420 11.2 2666.5 March 55 5.5 302.5 8.1 1920.5 April 55 5.5 302.5 8.1 1920.5 May 55 5.5 302.5 8.1 1920.5 June 0 0 0 0 0 July 0 0 0 0 0 August 0 0 0 0 0 -------- -------- -------- Spot Media 3743 100 23760 Spot Contingency 2640 Total Spot $$ 26400 Total Plan 26400

2. Media Flight Plan Year at a Glance

All months shown above show an estimated reach equal or greater to the goal reach.

The initial months went above the goal cost be less than $50 dollars in the initial three

months for a total of negative $150. At the end the campaign was below its usable

budget of $23,760, 000, cost of the expansion campaign (not including the $2.64

million put aside for competition from Nabisco and Keebler) was $23, 716,880.

3. Media Flight Plan Flow Chart

Year At a Glance

Reach Avg Freq GRPS $(000) Goal Est Goal Est Goal Est Balance Goal Est Balance September 75 77.8 7 7 525 547 -21 3333.1 3331.6 1.5 October 75 77.8 7 7 525 547 -21 3333.1 3331.6 1.5 November 75 77.8 7 7 525 547 -21 3333.1 3331.6 1.5 December 70 74 6 6 420 444 -24 2666.5 2658.3 8.1 January 70 74 6 6 420 444 -24 2666.5 2658.3 8.1 February 70 74 6 6 420 444 -24 2666.5 2658.3 8.1 March 55 62.9 5.5 5.6 303 353 -50 1920.5 1915.7 4.8 April 55 62.9 5.5 5.6 303 353 -50 1920.5 1915.7 4.8 May 55 62.9 5.5 5.6 303 353 -50 1920.5 1915.7 4.8 June 0 0 0 0 0 0 0 0 0 0 July 0 0 0 0 0 0 0 0 0 0 August 0 0 0 0 0 0 0 0 0 0 Total 3742.5 4032 0 23760 23716.88 43.119 National Contingency $(000): 0 Spot Contingency $(000): 2,640

Target Demo: All

Adults ages 18-34

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4. Spot Markets

Addition Spot markets At a Glance

Reach Avg Freq GRPS $(000) Goal Est Goal Est Goal Est Balance Goal Est Balance October 0 51.5 0 2.4 0 125 -125 0 874.4 0 November 0 51.5 0 2.4 0 125 -125 0 874.4 0 December 0 51.5 0 2.4 0 125 -125 0 874.4 0 Total 0 375 0 2640 2623.335 16.665

Medium Sep Oct Nov Dec Jan Feb Mar Apr May Total Across

Spot TV-Daytime 10 10 10 5 5 5 GRPS: 45

$(000) 151.4 151.4 151.4 75.7 75.7 75.7 COST: 681.4

Spot Cable 56 56 56 39 39 39 GRPS: 285

$(000) 558.8 558.8 558.8 389.2 389.2 389.2 COST: 2844.0

Spot Radio-Morning

Drive 150 150 150 150 150 150 100 100 100 GRPS: 1200

$(000) 876.3 876.3 876.3 876.3 876.3 876.3 584.2 584.2 584.2 COST: 7010.4

Spot Radio-Daytime 200 200 200 150 150 150 150 150 150 GRPS: 1500

$(000) 1117.8 1117.8 1117.8 838.4 838.4 838.4 838.4 838.4 838.4 COST: 8383.5

Spot Radio-Evening

Drive 131 131 131 100 100 100 103 103 103 GRPS: 1002

$(000) 627.2 627.2 627.2 478.8 478.8 478.8 493.2 493.2 493.2 COST: 4797.6

National Only Area

GRPS GRPS: 0

$(000) Cost: 0

Reach

Avg. Freq.

Spot Only Area

GRPS 546 546 546 444 444 444 352 352 352 GRPS: 4031

$(000) 3331.6 3331.6 3331.6 2658.3 2658.3 2658.3 1915.7 1915.7 1915.7 Cost: 23716.9

Reach 77.8 77.8 77.8 74 74 74 62.9 62.9 62.9

Avg. Freq. 7.0 7.0 7.0 6.0 6.0 6.0 5.6 5.6 5.6

Spot + National

GRPS 546 546 546 444 444 444 352 352 352 GRPS: 4031

$(000) 3331.6 3331.6 3331.6 2658.3 2658.3 2658.3 1915.7 1915.7 1915.7 Cost: 23716.9

Reach 77.8 77.8 77.8 74 74 74 62.9 62.9 62.9

Avg. Freq. 7.0 7.0 7.0 6.0 6.0 6.0 5.6 5.6 5.6

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-Additional advertising was made with the $2.64 million that was set aside to fend off

similar products being launched by Nabisco and Keebler. The $2.64 was used on the

top five markets that make up Chocolate Devil sales, Los Angeles, San Francisco,

Sacramento, San Diego and the Dallas- Ft. Worth markets. These funds were

exclusively used on television will some daytime, moderate primetime and heavy

cable advertising. It is important to protect these markets sales and that is why the

funds are not spread out to a specific quarter and are distributed by their month’s key

positioning. December has the strongest sales of the year so it is easy to see why we

would want heavy advertising in that month to match up against Nabisco and

Keebler. But the months leading up to December are also vital as the enemy who has

deeper pockets can advertise and get our consumers attention prior to our big month.

It is key to keep in their minds Devil Chocolate even if it’s at 10% of the budget.

7. Integrated Marketing

7.1 Sales Promotion

For one week in January, WPB’s progressive president, Mr. Neal Maze gives out free

trips to Chocolate Devil Island, a private leased island in the Caribbean. Next year, 25

free trips for a party of four (retail value $15,000 each) will be given away in the

sweepstakes. Entry form will be available at the point of purchase, inside Chocolate

Devil packages, through cross promos and in various mass media.

8. Budget Summary

Goal Reach and Frequency VS Estimated Reach and Frequency

Both reach and frequency are higher in their estimate then its goal additionally budget

was not surpassed. Campaign in the graph is shown to start strong and perform strong

until the flighting months.

0

10

20

30

40

50

60

70

80

90

Reach Goal

Reach Est

Avg Freq Goal

Avg Freq Est

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