sunny delight co. media plan

Sunny Delight Beverage Co. Media Plan

Danny D’Apuzzo and Corry Salm

Table of Contents

Executive Summary..........................................................................................................1

Situation Analysis.............................................................................................................2

Company Background...........................................................................................2

Company History.........................................................................................2

Past Advertising..........................................................................................2

Corporate Culture and Ethical Principles....................................................3

Manufacturing Process...............................................................................3

SWOT Analysis......................................................................................................4

Marketing Mix.........................................................................................................5

Uncontrollable Constraints.....................................................................................6

Budget.........................................................................................................6

Competition.................................................................................................7

Economic Conditions..................................................................................7

Consumers Ever-Changing Needs and Wants...........................................7

Weather.......................................................................................................8

Brand Positioning...................................................................................................8

Competitive Information....................................................................................................9

Market Share.........................................................................................................9

Advertising Share.................................................................................................10

Competitor’s Media Mix.......................................................................................11

Competitor’s Share of Voice................................................................................14

Marketing Objectives......................................................................................................15

Advertising Objectives....................................................................................................16

Target Audience.............................................................................................................16

Primary Target Demographic...............................................................................16

Primary Target Psychographic.............................................................................16

Secondary Target Demographic..........................................................................17

Secondary Target Psychographic........................................................................17

Media Objectives............................................................................................................18

Media Mix.......................................................................................................................20

Cost Summary................................................................................................................25

Budget Recap.................................................................................................................30

Media Flight Plan Flow Chart..........................................................................................31

Year at a Glance.............................................................................................................32

Works Cited....................................................................................................................33

Executive Summary

Since Sunny Delight’s creation in 1964, the fruit juice drink has seen success in

its brand recognition. However, as competitors in the fruit juice drink market continue to

increase, the brand needs to find new way to stay relevant to consumers in 2011.

In 2006, the Sunny Delight Beverage Co. held an advertising share of 23.85% in

the fruit juice and juice drink market, but only held a 7.2% market share. The marketing

objective is to increase market share from 7.2% to 10% in 2011, by spending

advertising dollars in mediums most effective and efficient in reaching Sunny D’s target

market. These mediums include cable TV, FSI coupons, local newspaper, national

magazine, network TV, outdoor, Spanish language cable TV, Spanish language

network TV, spot radio, and spot TV. The advertising budget for the media mix is

$40,000,000, and this media plan will use $39,850,000.

The increase in market share will be accomplished by utilizing a pulsing

advertising approach. Spending on promotions will come in the beginning (January),

middle (June), and end of the year (December), thus reminding consumers to purchase

Sunny Delight throughout the year. The target includes white female homemakers aged

18 to 49 with children. The secondary target market includes 18 to 49 year old African

American and Hispanic female homemakers with children. The secondary market will

be reached through the pulsing months’ spot advertising in areas where this

demographic is more concentrated. The brand positioning for the upcoming year will

revolve around Sunny Delight’s fortified vitamins that moms love to serve it, and sweet

taste so kids love to drink it. Sunny Delight’s brand character is young and fun.

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Situation Analysis

Company Background

Company History

The Sunny Delight Beverage Co., producer of Sunny Delight orange juice, is a

major player in the fruit juice and juice drink market. The beverage company consists of

over 660 employees in North America and 200 employees in Western Europe. Annually,

SDBC (Sunny Delight Beverage Co.) reports more than $550 million in revenue through

sales from the United States, Canada, Mexico, the United Kingdom, Ireland, Spain,

France and Portugal. The SDBC traces its history back to Florida in 1964 when Howard

Dick and Phillip Grinnell created Sunny Delight after realizing that their kids did not

enjoy drinking orange juice. Through a series of expansions and acquisitions, J.W.

Childs acquired Sunny Delight from Proctor & Gamble in 2004, thus founding the Sunny

Delight Beverage Co. The company has several brands including Sunny D Original,

Sunny D Orange Blends, FruitSimple Fruit Smoothies and Elations. All of these brands

are fortified with vitamins B1 and C. The mission statement of Sunny Delight Beverage

Co. is “to delight consumers by being the leading producer of juice-based drinks that

kids love and moms are proud to serve”. (Sunny Delight Beverage Co. 2009).

Past Advertising

Sunny D is a nationally recognized brand that is in the mature stage of the

product life cycle. In 2005, SDBC spent more than $98 million in all measured media.

Spending decreased to $32 million in 2006 and again to $31 million in 2007 and 2008.

Past marketing campaigns have used the tag-line “Bottling sunshine since 1964”.

In the mid-1990’s, Sunny D promoted its-self though an advertising campaign called

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“Reach for the Sun Bottle Hunt”. The campaign featured hidden Sunny D bottle graphics

on Web sites. Participants needed to discover where these bottles were hidden and

decipher a riddle to win prizes such free T-shirts and college scholarships.

In 2007, Sunny D introduced a diet friendly version with less sugar. the brand

utilized a press campaign with the tag-line “12 things all children should do before they

are 12 years old”. Other promotions include the Summer 4Ever Road Trip where two

Sunny D “Sunmobiles” traveled to multiple states giving supplies to youth centers and

summer camps. Another promotion included a 12-week traveling hip-hop tour to various

cities teaching children how to dance in the hip-hop format.

Corporate Culture and Ethical Principles

The Sunny Delight Beverage Co. goals and ethical principals are broken down

into three categories: economic, environmental and social. Under the economic

category, goals include increasing revenue and growth of their product portfolio by

offering consumers preferred products and increasing volume. Environmental goals

include reducing packaging materials and energy to minimize their carbon footprint.

Social responsibilities are built upon enhancing the wellness of employees and

improving the communities in which they operate. This is done through wellness

incentives and donations.

Manufacturing Process

In an effort to reach their sustainability goals, SDBC operates on a “Lean to

Green” environmental platform. Through this, SDBC is reducing waste in their

manufacturing process. Manufacturing has reduced the amount of waste going into

landfills and hopes to have zero waste to landfills by 2013. Through the manufacturing

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process, packaging has decreased in weight, thus reducing the plastic waste of the

products.

SWOT Analysis

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Marketing Mix

Product

Sunny D is a fruit flavored drink that contains vitamins B1 and C. Each eight

ounce serving contains 5% juice and 15% of the daily vitamin B1 required for a healthy

diet. Each serving also helps the immune system by providing 100% of the daily vitamin

C value. In one eight ounce serving there is 90 calories. The bottles come in 6.75

ounces, 16 ounces, 64 ounces, 128 ounces, and 333 milliliters. Sunny D Original comes

in Tangy Original, Mango, and Smooth flavors. There are also other flavors and brands

within the Sunny Delight Beverage Co. including EnhanceD (which has as much

calcium as a glass of milk) and BlenDs (which are blended with other fruit flavors). The

sweet taste and many flavors of Sunny D available appeals to kids, leading female

homemakers with children to be a target market.

Place

Sunny D is available at supermarkets, convenience stores, mass merchandisers,

and warehouse clubs. The drink is also sold in other outlets such as vending machines,

small food stores, health and natural food stores, delis, and schools. Supermarkets are

the leading channel that sell fruit juice and juice drinks accounting for 68% of sales in

2000 and 57% of total market sales in 2009 (“Fruit Juice and Juice Drinks: The Market”

Feb. 2010). The next highest is other outlets, which accounts for 17% of sales in 2000.

Because Sunny D is not sold in specialty stores and is readily available to the average

consumer, it would not be advantageous to market Sunny D in premium locations.

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Price

Price depends on the geographical region and the retail outlet in which the

product is being sold. It also depends on the specific brand and flavor. For Sunny D

Original, prices would range near $2.50 to $5 for a 64 ounce bottle. Sunny D EnhanceD

and BlenDs are a little bit more expensive based on the region and channel. Since

Sunny D is relatively inexpensive, it would not be prudent to market it as a premium

drink.

Promotion

Sunny D has ran various consumer promotions such as manufacturer coupons

and public relations promotions. Coupons include 50 cents off one six-pack of any

Sunny D product and $1.00 off three six-packs of any Sunny D product. Other activities

include a co-sponsored promotion with Coachmen where consumers can win a

Coachmen Mirada recreational vehicle and a gasoline debit card worth $1000. This

complements the Summer 4Ever Road Trip promotion.

Uncontrollable Constraints

Budget

The most influential uncontrollable constraint to the media plan is the $40 million

advertising budget for all of the Sunny Delight Beverage Co.’s brands. However,

because this is a large budget, it is not such a large constraint for the brand. The funds

are available to use for consumer advertising media expenditures, and do not include

things like production, public relations, and talent expenses. The budget goes solely to

any media used to carry the promotions. The constraints on the budget only allow for a

certain amount of mediums to be used since the budget cannot be overspent.

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Competition

The main competition to SDBC is Coca-Cola, which includes Minute Maid, Five

Alive, and Bright & Early, Pepsi Co., which includes Tropicana and Dole, and Florida’s

Natural. These account for 35.2%, 18.6%, and 7.3% of the juice market, respectively,

while private labels and others account for 16.2% and 15.5% of the market,

respectively. Coca-Cola’s Minute Maid sales have declined $63 million during 2008-

2009, and Pepsi Co.’s Tropicana sales have declined $150 million in the same time

period (“Fruit Juice and Juice Drinks: The Market” Feb. 2010). Most of these major

competitors consider themselves to be premium juices and have raised their prices,

thus shunning many price conscious consumers.

Economic Conditions

Although the total fruit juice drink market increased 9% from 2004-2009, this is

actually a decline of 6% when adjusted for inflation (“Fruit Juice and Juice Drinks: The

Market” Feb. 2010). Overall fruit juice prices have also declined for the first time in five

years. In the future, due to their sugary ingredients, juice drinks may be taxed by the

Obama Administration in an effort to reduce childhood obesity.

Consumers Ever-Changing Needs and Wants

Due to consumer preferences of value, private label brands have grown in

market share at the expense of branded juice drinks. Consumers are also known to

purchase basics in rough economic times. Value and a simplified brand positioning are

likely to attract them. There has been a recent trend in consumers’ health wants and

needs. The juice market has changed to reflect these needs by adding nutrients.

However, some health-conscious consumers are still wary because of the high caloric

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content of juice. Consumers are turning to ready-to-drink teas, energy drinks, and other

reduced-calorie drinks.

Weather

Because SDBC’s products contain 5% juice, weather would not be a major

uncontrollable constraint. Poor weather harming orange and fruit harvesting would not

be a major concern since there is not a large percentage of juice content in the

products.

Brand Positioning

Due to Sunny D’s sweet taste, it is unique in the juice drink market which usually

consists of tangy drinks. This gives a greater appeal to children who prefer a sweeter

taste over a more bitter and citrusy one. Sunny D’s image is young and fun. The benefit

of Sunny D is that it is fortified with vitamins so moms love to serve it, and it is sweet so

kids love to drink it.

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Competitive Information

Market Share

Figure 1 shows the market share of the top six competitors in the fruit juice and

juice drink market in 2006. Pepsi Co. holds the highest market share with 35.2%

followed by Coca-Cola with 18.6%. Together, these two brands account for more than

half of the market with 53.8% share. Private Labels account for 16.2% of the market

share with Others following close behind with 15.5%. Florida’s Natural holds 7.3%, and

Sunny Delight Beverage Co. has 7.2% of the market share.

Figure 1

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Advertising Share

Company Advertising Expenditures Advertising Share

Others $50,000,000 37.6%

Sunny Delight Beverage Co. $31,591,300 23.85

Minute Maid Company $30,717,100 23.1%

Tropicana $15,331,700 11.5%

Dole Blended Juices $5,331,700 4%

Total $132,971,800 100%

Figure 2 represents the advertising share among competitors in the fruit juice and

juice drink market for 2007. Although Others spent the most in media over the year with

37.6% share, this is an estimate of many company’s spending, not just a single

company’s spending. Sunny Delight Beverage Co. holds 23.8% of the advertising

share, and Minute Maid Company follows closely behind with 23.1%. Tropicana and

Figure 2

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Dole Blended Juices, both under Pepsi Co., hold 11.5% and 4% of the advertising

share, respectively.

After looking at the past advertising share for the companies and comparing the

years 2005, 2006, and 2007, it should be noted that Sunny Delight Beverage Co. spent

more on their advertising (23.6%) than they held in market share (7.2%) in 2006.

Compared to the other companies, SDBC controlled more of the advertising share

through the three years, with the exception of 2006 where Tropicana outspent SDBC by

12.2%. SDBC’s dominance in advertising share shows their aggressive advertising

strategy.

Competitor’s Media Mix

Figure 3 Sunny Delight Beverage Co.

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Figure 4 Minute Maid Company

Figure 5 Dole Blended Juices

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Figures 3 through 6 represent the media mix for the four major competitors in the

market in 2007. Some mediums in each companies media mix only account for a small

percentage of their expenditures. The main mediums in which the four companies spent

the most are cable television, national magazine, and network television. FSI coupons

were used more by Dole Blended Juices and Tropicana with 22.9% and 8% of each

brand’s media mix, respectively. Sunny Delight Beverage Co. allotted a large portion of

their media mix to Spanish language network television, unlike the other brands, with

18.3% of their media mix.

Figure 3 shows that Sunny Delight Beverage Co. spent the most in cable TV

(55%), Spanish language network TV (18.3%), network TV (13.4%), and national

magazine (9.5%). Minute Maid Company’s media mix is divided up mostly between

network TV (44.3%), national magazine (25%), and FSI coupons (21%), as expressed

Figure 6 Tropicana

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in Figure 4. Figure 5 depicts Dole Blended Juices spent the most in national magazine

(61%), FSI coupons (22.9%), and network TV (9.8%). Finally, Figure 6 represents

Tropicana’s spending with national magazine (86.5%), FSI coupons (8%), and network

TV (3.4%) being the most used mediums.

Competitor’s Share of Voice

Company Business to

Business Cable TV

FSI Coupon

Internet Local

Newspaper National

Magazine National

Newspaper

Sunny Delight Beverage Co.

0% 72.9% 2% 0% 22.2% 11% 0%

Minute Maid Company

0% 27% 11.5% 90.4% 77.8% 28.2% 100%

Dole Blended Juices

50% 0.01% 43.3% 4.8% 0% 12% 0%

Tropicana 50% 0.01% 43.3% 4.8% 0% 48.8% 0%

Company National Sunday

Supplement

Network TV

Outdoor Spanish

Language Cable TV

Spanish Language

Network TV

Spot Radio

Spot TV

Syndicated TV

Sunny Delight Beverage Co.

0% 22.4% 0% 87% 88% 25.7% 74.5% 0%

Minute Maid Company

0% 72.1% 2.6% 13% 12% 0.06% 25.1% 100%

Dole Blended Juices

50% 2.8% 48.7% 0% 0% 37.1% 0.2% 0%

Tropicana 50% 2.8% 48.7% 0% 0% 37.1% 0.2% 0%

Figure 7 depicts the competitor’s share of voice for the fruit juice and juice drink

market for 2007. Sunny Delight Beverage Co. has the highest share of voice in Spanish

language network TV (88%), Spanish language cable TV (87%), spot TV (74.5%), and

Figure 7

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cable TV (72.9%). It is important to note that SDBC has consistently had a dominant

share of voice in both Spanish language network TV and Spanish language cable TV

from 2005 to 2007. Minute Maid Company has the highest share of voice in national

newspaper (100%), syndicated TV (100%), Internet (90.4%), local newspaper (77.8%),

and network TV (72.1%). Only SDBC does not have any share of voice for Internet.

Dole Blended Juices ties with the highest in share of voice with Tropicana in business to

business (50%), national Sunday supplement (50%), outdoor (48.7%), FSI coupon

(43.3%), spot radio (31.7%). The only difference between the two brands within all 18

mediums is national magazine where Tropicana holds 48.8% and Dole Blended Juices

holds 12%. On looking into previous years, this trend of similarity in share of voice holds

true through 2005 to 2007. This could be due to the fact that both brands are owned by

Pepsi Co.

Looking at all three years, it can be noted that Sunny Delight Beverage Co.’s

share of voice has increase steadily in cable TV. Also, they hold the highest share of

voice in that medium for both 2005 and 2007. Another noticeable trend is in the Internet.

Although no one spent any portion of their media budget in Internet in 2005, Minute

Maid Company holds the highest in 2006 with 97.5% and 2007 with 90.4%. Minute Maid

Company has also holds the largest share of voice in local newspaper throughout the

three years. However, the share has decreased as time went on.

Marketing Objective

To increase Sunny Delight Beverage Co.’s market share from 7.2% to 10%

within the 12 months from January 2011 to December 2011 among female homemakers

aged 18 to 49.

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Advertising Objective

Sunny Delight Beverage Co.’s advertising objective is to remind female

homemakers aged 18 to 49 that Sunny Delight is a drink with the sweetness that kids

love drink and the vitamins that moms love to serve during the campaign year of

January 2011 to December 2011. Reminder advertising will be beneficial because

Sunny Delight is in the mature stage of the product life cycle.

Target Audience

Primary Target Demographics

We recommend that Sunny Delight Beverage Co. target 18 to 49 year old white

female homemakers with children aged eight to 12. Although whites are 5% less likely

than the national average to purchase Sunny Delight, they account for 74.2% of Sunny

Delight purchasers. Due to this large base of existing Sunny Delight purchasers, the

white population must be targeted. This demographic is married with between one and

three children. Households with children and higher numbers of family members are key

juice drink consumers (“Marketing to Moms” Feb. 2010). The target is married and has

a household income of between $50,000 and $75,000. Also, they typically do not have

occupations, but are solely homemakers. Geographically, the white female homemaker

is spread out fairly evenly across the nation and is more concentrated in suburbs.

Primary Target Psychographics

This homemaker target prefers purchasing brands that they are familiar with for

their children. They do seek product information from many sources, but they also follow

their own instincts and preferences when purchasing. When looking at food and drink to

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purchase for their families, these moms are careful about reading the nutritional

information on the label. If a homemaker is employed, she is much less likely to view

her job as a career. She views her family and raising the kids as her primary

responsibility. She is more oriented toward her children and family and typically does

not take much time to do something for herself. “Moms’ desire to bring the family

together for dinner presents an opportunity for supermarkets and food brands to make

an emotional connection.”

Secondary Target Demographics

For a secondary target market, we recommend focusing on 18 to 49 year old

African American and Hispanic female homemakers with children aged eight to 12. The

target has a household income of between $40,000 and $55,000 and do not tend to

have professional or managerial occupations. The Hispanic portion of this target speak

Spanish both in and out of their homes. These homemakers live in major metropolitan

areas like Miami, San Antonio, and Los Angeles. The heaviest concentration of this

population is in the Southeast and the Southwest. Another reason for choosing this

specific target is because they have high index numbers with respect to consuming

Sunny Delight. African Americas are 25% more likely than the national average to have

consumed Sunny Delight in the past six months, and Hispanics are 18% more likely

than the national average.

Secondary Target Psychographics

For the Hispanic homemaker, she has strong ties to her culture and heritage.

Also, there are several subcultures within the overall Hispanic market each with their

own unique characteristics. Because many Hispanics have a large family, they are more

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Reach Frequency

Level Range Average Range Average

High 76% - 99% 80% 9 - 12 10

Medium 61% - 75% 68% 6 - 8 7

Low 50% - 60% 55% 2 - 5 3

likely to shop and live with a large group. Due to this, Hispanics tend to have a high

weekly grocery expenditure (“Marketing to Moms” Feb. 2010).

African Americans, like Hispanics, tend to shop more frequently than whites.

Similar to Hispanics, African Americans are loyal to their culture and prefer brands that

communicate in accordance to this. However, they do notice that there is a lack of

representation of blacks in the media.

Media Objectives

Figure 8 depicts what reach and frequency would be considered high, medium, and low

as well as what is considered the average for each level.

Campaign Year

- Period 1: January 2011 (75 reach goal, 8 frequency goal)

- Period 2: February - March 2011 (70 reach goal, 7 frequency goal)

- Period 3: April - May 2011 (70 reach goal, 6 frequency goal)

- Period 4: June (75 reach goal, 8 frequency goal)

- Period 5: July - September 2011 (70 reach goal, 6 frequency goal)

- Period 6: October - November 2011 (70 reach goal, 7 frequency goal)

- Period 7: December 2011 (75 reach goal, 8 frequency goal)

Figure 8

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Sunny Delight Beverage Co.’s media objectives for the 2011 campaign year are

to keep a reach between 70 and 75 and a frequency between seven and eight. The

reach and frequency stay in a high level through the periods because the advertising

objective is to remind consumers and the marketing objective is to increase market

share. The continuity scheduling will be to maintain a pulsing strategy throughout the

seven periods. Because Sunny Delight is in the maturity stage of the product life cycle,

the campaign year is broken into seven periods. The pulsing strategy has a medium

reach and frequency for four of the seven periods, and a high reach and frequency in

the other three periods for promotions where advertising will serve as a reminder to

consumers.

During Period 1, Period 4, and Period 7, SDBC will run special promotions. The

media objective during this time is to maintain the high reach and frequency goals

established for those months. The spot reach and frequency goals during these

promotion months are 95 reach and 11 frequency for each of the months. The high

reach and frequency during these periods will compliment and support each other. The

promotions will facilitate higher reach and frequency, and the frequency of exposure will

raise awareness which will lead to more participation in each promotion. To ensure that

consumers keep Sunny Delight fresh in their minds the promotion schedule is spread

out in the beginning, middle, and end of the campaign year. More specifically about the

promotions, coupons will be offered in the form of 50 cents of one six-pack of any

Sunny D product and $1.00 off three six-packs of any Sunny D product. The 50 cents

off coupon will run in Period 1, and the $1.00 coupon will run in Period 7. In Period 4 a

promotion to win a Coachmen Mirada recreational vehicle and a gasoline debit card

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worth $1,000 will run. This promotion compliments the Summer 4Ever Road Trip public

relations promotion.

Media Mix

The media mix for Sunny Delight Beverage Co. will use 10 of the 18, cable TV,

FSI coupons, local newspaper, national magazine, network TV, outdoor, Spanish

language cable TV, Spanish language network TV, spot radio, spot TV. These particular

mediums were chosen on an individual basis in accordance with the targets’ media

habits. The advertising budget for the media mix is $40,000,000, and this media plan

will use $39,975,400. Figure 8 below expresses the advertising share for SDBC’s media

plan.

Television

For the media campaign, television represents the primary medium with 65.9% of

the budget, accounting for $26,375,700. We chose TV because of the large market

coverage and high exposure potential. Homemakers who have purchased Sunny

Delight in the last six months are in quintile I for television, meaning that they are heavy

users of the medium. The ads which run in television will be :30 sec spots and show the

delicious taste of Sunny D that children love, and moms love to serve.

Cable television is the primary medium with 15.6% of the overall budget. One

reason to devote this large percentage of the advertising expenditures to cable TV is

due past expenditures within in the medium. According to 2007’s share of voice, Minute

Maid accounted for approximately 27% in the cable TV medium. By allocating such a

large percentage and amount ($6,234,700) of our advertising budget to this medium,

Sunny Delight will be able to dominate and stay current in consumers’ minds. Cable

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television also provides the ability to easily segment the market based on specific

channels. This allows Sunny Delight to reach programming aimed towards the primary

target market of white female homemakers and programming aimed at the secondary

target of African Americans. More specifically, the media plan will include commercial

presence on the ABC Family Channel (31% of homemakers watch), Animal Planet

(30.1% of homemakers watch), CMT (14.2% of homemakers watch), Hallmark Channel

(19.2% of homemakers watch), Lifetime Movie Network (18.4% of homemakers watch),

Nickeloden (18.8% of homemakers watch), TBS (10.1% of homemakers watch) and

TNT (37.4% of homemakers watch). BET is the channel which will be utilized to reach

out to African Americans due to the “Black Entertainment” content being disseminated.

Network television accounts for 45.5% of the budget ($18,203,500). The largest

amount of money spent in network television by Sunny Delight’s competition is Minute

Maid at $13,606,000. Although Sunny Delight’s budget is less than Minuite Maid, the

overall spending in this medium for Sunny Delight will be an increase from 2007. Media

will be bought on the three major networks NBC, ABC and CBS. Primetime shows are

watched heavily by the primary target, and the following shows are suggested vehicles

for media buys: Desperate Housewives, The Biggest Loser and Parenthood. The Today

Show and ABC World News are news programs that the primary target enjoys to watch.

The budget for Spanish language cable TV is 0.003% advertising

share($120,000). This is an increase of money spent, but an overall decrease in percent

of media budget allocation. With increased spending, the share of voice for this medium

could increase from 87% in 2007.

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Spanish language network TV accounts for 18.3% ($7,320,000) of the media

plan. This is the same percentage from 2007, but an overall increase in spending in this

medium. Spanish language network TV is an area where Sunny Delight typically

dominates due to the need of reaching the brands secondary target market of

Hispanics. The television network Univision is a suitable provider to purchase

advertising space from. Univision has a large spread within the Hispanic community.

Spot TV accounts for 4% of the budget ($1,604,500). The purpose of allocating

almost one million dollars to this medium is to help reach the secondary target. While

the majority of efforts in cable TV and network TV are focused on white female

homemakers, the spot TV budget is dedicated predominately towards reaching African

American consumers. Since spot TV allows for purchase of commercial time on a

market to market basis, we recommend purchasing time in areas of high African

American concentrations. The markets to target for spot TV are Atlanta, Boston,

Chicago, Dallas-Fort Worth, Houston, Los Angeles, New York, Philadelphia, San

Francisco, and Washington D.C.

Magazine

The media mix will use 9.8%, or $3,928,500, of the advertising budget for

national magazine. This is a 0.8% increase from the advertising share SDBC held in

2007, which is $1,405,600 increase from the spending in 2007. The reason for this

increase is that homemakers who have purchased Sunny Delight in the past six months

are heavy users of magazines. They are 19% more likely than the national average to

be in quintile I for magazine usage. National magazines will be used, but not local

magazines, because of the wide coverage and availability in many markets around the

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nation where the target lives. General interest magazines will be the primary form as

opposed to trade publications. Magazine advertising will consist of full page with full

color and bleed. More specifically, the media plan for magazines will include Better

Homes and Gardens (24.4% of homemakers read), Child (3.5% of homemakers read),

Ebony (8.9% of homemakers read), Family Circle (14.7% of homemakers read), Good

Housekeeping (16.8% of homemakers read), Jet (5.9% of homemakers read), Latina

(2.5% of homemakers read), Parents’ Magazine (11% of homemakers read), People

(23.6% of homemakers read), Reader’s Digest (21.1% of homemakers read), Southern

Living (9.8% of homemakers read), and Woman’s Day (16.5% of homemakers read).

Although a smaller percentage of homemakers read Jet and Latina compared to the

rest of the magazines, it is beneficial to use these magazines because they have a

heavy readership among the secondary target. Similar to this, Child has a smaller

percentage of readers, but homemakers that have purchased Sunny Delight in the past

six months are 29% more likely than average to read the magazine.

Radio

In regards to radio, the media plan will only be focusing on spot radio and will not

include network radio. Spot radio will hold a 3.1% advertising share in the media plan,

spending $1,234,400. This is an increase from spending in 2007, which was $52,500. In

2007 SDBC held a advertising share only a small percentage below that of Tropicana

and Dole Blended Juices. However, it is important to create a higher share so that

SDBC can reach the target better. Radio advertising will be in the form of :60 sec spots

purchased through spot radio, which will reach the secondary target. For the Hispanic

market, advertising will be purchased through spot radio for the Top 25 in the Southeast

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and Southwest based on this demographic’s geography. Spot radio will be purchased

for the Top 10 in Major Metropolitan Cities in order to reach the African America target.

Newspaper

The media plan allocates 11.6% of the advertising budget to local newspaper.

The $4,625,600 will be spent in local, as opposed to national, newspaper. Because the

focus will be on local newspaper, advertising will be able to reach our target more

effectively. Ads will be placed in local newspapers in major metropolitan cities and cities

in the Southeast and Southwest. The ads will be half page in black and white. This size

will make the SDBC stand out from the other, smaller advertising in the local

newspapers.

Outdoor

Previously SDBC has not allocated any advertising budget for outdoor. However,

all of the other competitors (Minute Maid Company, Dole Blended Juices, and

Tropicana) spent a portion of their budget it outdoor. In part because of this, it is

important for SDBC to begin allocated some of the budget to outdoor. Another reason is

that homemakers are 16% more likely than the nation to be in quintile II, meaning

medium-heavy users of outdoor. For this media plan for 2011 outdoor will have a 9.5%

advertising share for Sunny Delight Beverage Co. The $3,812,400 being spent on

outdoor is in comparison to Minute Maid Company’s $1,800, and Dole Blended Juices’

and Tropicana’s $33,500 each.

Cost Summary

Total Budget: $40,000,000

Period 1 (January 2011) - $5,809,390 with 572 GRPs

- Network TV--Early Morning ($218,265) :30 sec, 15 GRPs, $14,551 CPP, $22.08 CPM

- Network TV--Daytime ($183,800) :30 sec, 10 GRPs, $18,380 CPP, $27.89 CPM

- Network TV--Early News ($290,205) :30 sec, 15 GRPs, $19,347 CPP, $29.36 CPM

- Network TV--Prime ($310,490) :30 sec, 10 GRPs, $31,049 CPP, $47.12 CPM

- Network TV--Late Nite/Late News ($173,010) :30 sec, 10 GRPs, $17,301 CPP, $26.26 CPM

- Network Cable--Daytime ($22,884) :30 sec, 6 GRPs, $3,814 CPP, $5.79 CPM

- Network Cable--Early Fringe ($34,544) :30 sec, 4 GRPs, $8,636 CPP, $13.11 CPM

- Network Cable--Prime ($344,925) :30 sec, 15 GRPs, $22,995 CPP, $34.90 CPM

- Network Cable--Late Fringe ($76,912) :30 sec, 8 GRPs, $9,614 CPP, $14.59 CPM

- Magazines--Women’s ($45,845) FPG 4C, 5 GRPs, $9,169 CPP, $13.91 CPM

- Magazines--General Interest ($250,110) FPG 4C, 14 GRPs, $17,864 CPP, $27.11 CPM

- Spot TV--Daytime ($159,090) :30 sec, 30 GRPs, $5,303 CPP, $25.07 CPM

- Spot TV--Early Fringe/News ($120,930) :30 sec, 15 GRPs, $8,062 CPP, $38.11 CPM

- Spot TV--Prime ($199,720) :30 sec, 10 GRPs, $19,972 CPP, $94.42 CPM

- Spot TV--Late Fringe/News ($55,069) :30 sec, 7 GRPs, $7,867 CPP, $37.19 CPM

- Spot Cable ($99,500) :30 sec, 10 GRPs, $9,950 CPP, $47.04 CPM

- Spot Radio--Morning Drive ($117,945) :60 sec, 15 GRPs, $7,863 CPP, $37.17 CPM

- Spot Radio--Daytime ($197,758) :60 sec, 22 GRPs, $8,989 CPP, $42.50 CPM

- Spot Radio--Evening Drive ($93,090) :60 sec, 10 GRPs, $9,309 CPP, $44.01 CPM

- Spot Radio--Nighttime ($2,652) :60 sec, 2 GRPs, $1,326 CPP, $6.27 CPM

- Newspapers ($1,541,854) HPG BW, 75 GRPs, $20,558 CPP, $97.19 CPM

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- Outdoor ($1,270,792) 50 show, 1237 GRPs, $1,027 CPP, $4.86 CPM

Period 2 (February - March 2011) - $2,722,310 with 163 GRPs












Period 3 (April - May 2011) - $2,331,808 with 137 GRPs











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Period 4 (June 2011) - $5,809,390 with 572 GRPs























Period 5 (July - September 2011) - $2,331,808 with 137 GRPs

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Period 6 (October - November 2011) - $2,722,310 with 163 GRPs












Period 7 (December 2011) - $5,809,390 with 572 GRPs

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Budget Recap

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Media Flight Plan Flow Chart

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Year at a Glance

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Works Cited

“Fruit Juice and Juice Drinks: The Market - US.” Mintel. Feb. 2010. Web. 1 Dec. 2010. <http://academic.mintel.com.lp.hscl.ufl.edu/sinatra/oxygen_academic/ search_results/show&/display/id=482462>. Sunny Delight Beverages Co. 2009. Web. 30 Nov. 2010. <http://ww2.sunnyd.com/ company/overview.shtml>. “Marketing to Moms - US.” Mintel. Feb. 2010. Web. 3 Dec. 2010. <http:// academic.mintel.com.lp.hscl.ufl.edu/sinatra/oxygen_academic/search_results/ show&/display/id=482474>.

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sunny delight co. media plan

Documents