randall head Felipe fuentes

Rachel robarts lindsey beckwith

hannah grantham Grant casey

bridget klinner kate robinson

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table of contents

executive Summary01

situation analysis02

marketing strategy03

media objectives04

Media strategies05

Creative Strategy06

Promotion & IMC efforts07

Copytesting08

Conclusion09

References10

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executive Summary01

Glidden became the official partner of Walmart in 2009, however the general decline of DIY paint sales as well as the public’s perception of Walmart propose a threat to Glidden’s sales at retailer. Low awareness of Walmart’s status as a paint supplier as well as low purchase consideration among customers who are aware also must be addressed. Glidden holds 7% of the DIY paint share by brand and Walmart holds 5% of DIY paint market share by channel. Glidden is well below its primary competi-tors Behr and Valspar, which have shares of 26% and 14% respectively, yet it is still above Olympic’s 3% share. This campaign will increase awareness and consideration of Glidden paint at Walmart to achieve its overall goal of increasing Walmart’s DIY paint market share by 3%.

While Glidden is the primary paint brand sold in Walmart, it is perceived as low quality causing purchase consideration to be low as well. Being the primary paint source, Glidden can use in-store promotions to gain a customer base through current Walmart shoppers. The perception of lack of quality, service and knowledge throughout Walmart stores proves to be threaten-ing to the brand’s sales. We plan to use traditional and nontraditional media as well as in-store promotions to raise awareness of Glidden in Walmart, in addition to convincing current Walmart shoppers of Glidden’s legitimacy as a paint source.

We will use our $10 million budget to target the Northeast, South and Midwest regions evenly during our May-September 2014 campaign period. Our reach for these areas will be 80% an average of six times for current Walmart customers. Both traditional and nontraditional media will be used in the campaign. Our research concluded that utilizing TV, magazine and Internet spots . The nontraditional advertisements will rely heavily on social media, such as Pinterest, Twitter, and Instagram, which also resonate well within our target audience. We will also conduct PR events in select cities which have high indices for Walmart shoppers and create a microsite to help customers interact with different media.

The campaign for Glidden at Walmart will center around the “Make It Yours” tagline. Five high-profile DIYers will be featured in a miniseries that will be published throughout the campaign. These videos will profile the DIYers and follow them as they complete projects inspired by suggestions on social media from our target audience. Our “DIY Adviser Panel” members will also pose DIY challenges for our fans, and our print ads will encourage consumers to participate. This campaign focuses on going directly to our target. DIYers spend a lot of time on the internet using social media, so we will focus on reaching through that media. By integrating our print, TV, digital and social media efforts we will keep our target audience fully en-gaged with all aspects of our campaign and encourage them to use Glidden paint when completing both the DIY projects we suggest and any projects they do on their own. We will conduct persuasion post-testing in Dallas, Texas to measure if our creative efforts did actually change awareness and consideration, compare social media usage before and after the campaign and analyze quarterly market share data to evaluate the campaign’s success.

Situation

Marketing

Media

Creative/imc

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Situation analysis02

Marketing Problem Glidden Paint is the exclusive brand of paint sold at Walmart. However, many customers do not consider Walmart as a paint retailer like they do our competitors because of perceived gaps in service, quality and knowledge. Currently, the market share by channel for DIY paint sales is 5% at Walmart and has been declining. Glidden paint holds approximately 7% of the market share by paint brand, and it has been increasing since 2008. There is a low awareness of the superstore as a paint retailer (66%) and an even lower consideration of actually buying paint from Walmart (23%); therefore, there must be a shift in attitude and consciousness to increase sales. We will change our tactics to target existing Walmart customers that will potentially embark on DIY projects. We believe these goals will translate to an overall increase in purchase behavior and recommendation to others for Glidden paint at Walmart.

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Situation analysis02

critical factors The critical factors we have to work with regarding this campaign include the limited budget of $10 million and limited campaign period of five months. Walmart has the lowest share by channel in the DIY paint market. Glidden also has a low share, especially in comparison to its primary competi-tors Behr and Valspar, though it is slightly above Olympic. Consumers’ low consideration and aware-ness for paint sales at Walmart coincide with the issue that Walmart comes with a pre-existing stigma that we have no control over. Another external factors to consider is that the paint market in general is declining. Lastly, we want to keep in mind Glidden’s past campaigns and the advertising used for them that consumers may associate with our product.

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Situation analysis02

Product/Brand analysis The US paint and primer market accounts for 25% of all paints and primers sold worldwide. In the US alone, 575 million gallons are sold annually, allowing the paint market to be a $7.75 billion industry. The regions with the highest indices for the paint product category are the Northeast (115), the South (115) and the Midwest (120), meaning that these regions are much more likely to buy paint when compared to the total population. The DIY consumers account for 45% of paint purchases made while professional and commercial products make up the other 55%. With this being said, the US paint and primer market has still seen about a 30% decline in value and volume since 2007.

Currently, Glidden holds a 7% market share of the DIY US paint and primer market and earns about $542.5 million per year. The brand category indices for Glidden in the US census regions are as follows: the Northeast (108), the South (108), the West (115) and the Midwest (66). These indices indicate that most of the country, with the exception of the Midwest, have a positive view of Glidden. We also have to take into ac-count that 5% of all US paint and primer sales are from Walmart, and Walmart is favorable in the South and Midwest throughout our target market.

108

115 10866

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Situation analysis02

competitor analysis Our primary and secondary competitors are distinguished by the consumer’s perception of qual-ity and specialty. Glidden’s challengers can be considered for a quick DIY project, not a long term affair that requires a great deal of planning. For example, Behr, a primary competitor, is sold at stores like Home Depot and Lowes while Benjamin Moore, a secondary competitor, is only sold at independ-ent distributors. Our primary competitors and their market shares are as follows: Behr (25%), Valspar (14%) and Olympic (3%). The primary competitors account for $3.26 billion of the total paint and prim-er sales. Our secondary competitors’ market shares are as follows: Sherwin Williams (11%) ,Benjamin Moore (5%) and Clark & Kensington (data unavailable because it is a new brand). The secondary com-petitors account for approximately $1.24 billion of the total paint and primer sales in the US. We also need to be aware of the where these products are purchased. Home Depot sells 35% of these prod-ucts while Lowe’s sells 24% and Sherwin Williams sells 12%.

BEHR valspar

olympic

sherwin williamsbenjamin Moore

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Situation analysis02

glidden swot analysisStrengths Glidden, founded in 1875 by Francis H. Glidden, is a well-established paint brand known for its value and affordabil-ity. It is available in many major specialty paint stores, hardware/home improvement stores, and mass merchandising stores caus-ing Glidden to be considered the most widely accessible paint brand on the market. Recently, Glidden won a Golden Effie Ad-vertising award for its revamped marketing campaign and con-tinues to be on the rise in a very competitive market. The brand has also used a successful app and has paint testers available for purchase.

Weaknesses Though fresh off a successful marketing campaign, Glid-den has very poor positioning within the minds of Walmart cus-tomers. The brand often gets lost in the clutter of brands, with many of its major competitors boasting a higher brand aware-ness. Glidden is the only major brand sold at Walmart yet it still has very low consideration as a paint source and also has low awareness of being a legitimate paint source within the Walmart consumer base. Unlike specialty and home improvement stores, Glidden does not have trained home improvement experts to as-sist customers with their paint questions and needs.

Opportunities In 2010, Glidden became the official partner of superstore giant Walmart, which boasts over 3,500 stores that sell the paint. The brand exclusivity at Walmart allows the brand to host many in-store promotions attracting their current customers. Through these promotions, Glidden can display its value, affordability and other potential uses, such as paint tester art projects. Spe-cialty training for Glidden paint will allow home improvement associates at Walmart better assist customers with their painting needs.

Threats Because of the stigma for Walmart brands being of low-quality, Glidden may become associated with this negative stereotype. One of its major competitors, Olympic Paint, is also known for being a “value brand” which may detract potential Glidden customers. Glidden is responsible for many innovations in painting, but major competitors have adopted these ideas as well, making them a market standard. Paint experts at home improvement and speciality stores also pose as another reason for Walmart customers to go elsewhere for their desired paint products, giving opportunity for them to purchase paint which they are already more brand-loyal and aware of.

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Situation analysis02

competitor swot analysisCompetitors Strengths weaknesses opportunities threats

olympic

- Second highest market share- Well-designed website- Mobile App- High Brand Awareness- Known for paint and primer product

- Only sold in home im-provement stores- Poor product reviews- Known for availability, not quality

- Sell product in other retailer locations- Improve paint quality and consistency- Become main brand associated with particular store

- Glidden is also known as a value brand- All main competitors also sell paint in home improvement stores

valspar

- “Love Your Color” rebate- International company- Well recognized brand

- Not a market leader- Low availability (only available at Lowe’s and certain independent retailers)

- Expansion in the market- Create a stronger pres-ence within Lowe’s

- All major competitors are also available at Lowe’s- Independent retailers may prefer other brands

Behr

- Award winning website- Behr Premium Plus- Well-known- Interactive kiosks- Large supplier in DIY markets

- Only available at Home Depot- No notable brand char-acteristics

- Branch out to other retailers- Create a stronger pres-ence within Home Depot

- Competitors have simi-lar products- Competitors also avail-able at Home Depot

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Marketing Strategy03

marketing objective We would like to increase Walmart’s DIY paint market share from 5% to 8%, and to do this we will increase our brand awareness of current Walmart customers from 66% to 80%. Within that same customer base, we will increase consideration of Walmart as a DIY paint source from 23% to 30%. These increases in awareness and consideration will increase our sales from 5% to 10% and hopefully lead to an increase in recommendation to others from 4% to 8%. This increase of market share at Walmart will also lead to an increase of brand market share for Glidden, which we hope to increase from 7% to 9%.

Market sharediy

8%awareness80%

consideration30%

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Marketing Strategy03

advertising objective As Glidden is relatively new partner, we aim to inform the current consumer base that it is available at Walmart to raise the brand awareness. We will also persuade our target audience to buy Glidden paint at Walmart and to view Walmart as a legitimate paint retailer for their next DIY project. Both traditional and nontraditional media will be used to achieve this objective between May and September 2014. For traditional media we will use magazines, television and the Internet since they resonate very well with our target audience. For nontraditional media, we will rely on social media outlets such as Twitter, Instagram, Pinterest, Facebook and Youtube, as well as a microsite to promote Glidden at Walmart. In-store promo-tions will also be used to directly reach Walmart shoppers. By using these media, we will connect to our target audience in this highly competitive market.

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Marketing Strategy03

target audience The target audience is small-scale DIYers. The target is broken down into three segments - (1) young, low-income female renters interested in home decor, (2) young women of lower income with fami-lies, and (3) caucasian baby-boomers who own homes. According to Choices 3, the typical Walmart shop-per tends to be female (index of 109), 25-49 years old (index of 119) and a home renter (index of 107). The older segment of baby boomers tends to own their homes (index of 105) and partake in DIY projects regu-larly (index of 120). The overall target audience is interested in completing small projects on their own (index of 121). The younger female audience is not confident with their painting abilities, but they are eager to try DIY projects and take risks (index of 109). The older audience is more confident in their ability to complete projects and has interests in home decor (index of 112), but they are less likely to buy Glidden paint (index of 87). Our primary competitor Olympic tends to target men (index of 110) ages 35-49 (index of 121) while Behr doesn’t necessarily target a specific sex but targets people ages 25-49 (index of 119). Information on Valspar was not available on Choices 3. The fact that our primary competitors do not target women opens up an opportunity for us to capitalize in an untapped area. Based on information from the Glidden case analysis and information backed by Choices 3, we feel that targeting the three segments stated above will allow us to realistically achieve our marketing and ad-vertising objectives.

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Media objectives04

regionality Through our market research, we found that the Midwest region has the greatest potential with a high CDI of 121 for paint products and BDI of only 66 for Glidden. This means that there are significant opportunities for growth in the Midwest because people in this region like to paint but tend to not purchase Glid-den. Our campaign will change this trend. The South and the Northeast both have indices of 115 for paint products, however the West had below average numbers. Because of our limited budget, we will not advertise in the West and focus our efforts on the Midwest, South and Northeast evenly throughout the campaign. We will also focus our efforts on certain cities within these regions that have high indices for Walmart consumers since we are trying to reach current Walmart customers, not just paint con-sumers in general. These cities include Dallas, Houston, Cleve-land, Atlanta, Indianapolis, Des Moines, Cedar Rapids, St. Louis, Oklahoma City and Tulsa. There will be select cities within this group that will host PR events that will be featured in our mini-series throughout the campaign.

seasonality Our campaign period for Glidden is May through Sep-tember 2014. This time period coincides with the peak an-nual painting season of May through October. The campaign is limited to these months because of our budget constraint of $10 million and consumer behavior patterns. We will utilize our budget evenly throughout the campaign with an emphasis on our periodical PR events. This schedule strategy will reach our target audience at the right moment to help generate awareness during the times they are most likely to be looking for paint. Jan feb mar apr May Jun Jul Aug Sep Oct nov dec

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Media objectives04

reach & Frequency Walmart has not seen any recent improvement in the already declining DIY paint market. Though Glidden has been the official paint brand of Walmart since 2009, our low awareness implies that obtain-ing a high reach is crucial to the success of our campaign. We will reverse this trend by using our selected media to reach 80% of existing Walmart customers. This goal is ambitious, however we think our carefully selected media mix can obtain this objective through utilizing their favorite media outlets. Because our campaign is short and the DIY paint market is highly competitive, we will also empha-size a high frequency goal. We would like for our target audience to receive our message an average of six times during our five month campaign period. Our campaign will contain content that consumers will be willing and eager to interact with, and this will garner exposure across multiple media outlets. Again, this goal is ambitious but our use of traditional and nontraditional media, earned and owned media, and in-store promotions will reach our target audience effectively enough to obtain this objective.

80%Reach

6frequency

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Media strategies05

media rationales When looking at the target audiences provided by Glidden, there is a clear distinction that these targets can be divided and then grouped by age. We have the younger females and then the older males and females. So, we know who we need to target, but how do we reach these groups? Based on quintiles from Choices 3, we found several interesting trends regarding our targets’ media use. These are the results from Quintile I from each age group:

Younger (25-34) older (50+_)Outdoor 96 94

magazines 150 165

Radio drive time 114 91

Television all day 94 120

internet 130 64

newspaper 44 149

These numbers indicate that the younger audience uses magazines, radio during drive time and the Internet, and the older audience uses magazines, television and newspapers frequently. Neither of the groups tended to pay attention to the outdoor medium, and both groups do read magazines regularly.

When looking at our small $10 million budget and six-month campaign period, media selection is essential. Television and magazines are going to be the most expensive media, but their use could be justified by the fact that they are very cost-efficient. Internet advertising is cheap, and most of the engagement would take place on social media sites, which is virtually free. Outdoor is both expensive and impractical, since our audiences aren’t fond of them. Even though the index for news-paper use in our older target is so high, it is probably not wise to include newspapers in the media mix because the index for our younger target is incredibly low. Such a little chance of reaching the larger part of our target would not be an efficient use of the budget. Also, since our campaign is extremely visual, radio advertisements would not accurately portray our message, regardless of its potential to increase frequency at a low cost.

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Media strategies05

media selection Given our limited budget and campaign period, the allocation of our money must be used effective-ly to reach our previously stated goals. We feel that the media that will best reach our target audience with our message will be magazines, television and Internet. While magazines and television are the most ex-pensive media, we will rely on social media to have a significant impact to justify this spending. The older audience will be reached through television and magazines, and the younger audience will be engaged with magazines and social media.

Television is a useful medium that will allow us to combine both visual and auditory aspects of our campaign in a cost-efficient manner. As stated before, we will use this medium to mostly reach our older target but also reach the younger as well. We plan on using commercials during the 5-7pm segment for shows that are of the DIY theme on channels such as HGTV, Science Channel and DIY Network. For the younger audience, we will air commercials from midnight-2AM on The CW.

Magazines will be used to target our audiences with great precision during peak painting season periods. Advertisements in magazines such as Southern Living, Good Housekeeping, House Beauti-ful and AARP will be used to reach the older demographic while magazines like Allure, Cosmo and Instyle will be used to connect with the younger audience.

Online interaction will be the backbone of our campaign since it is so inexpensive, but it is also the most engaging. The money spent for this medium will go towards website and social media maintenance as well as giveaways that will incentify consumer interaction. Social media is certain to engage our younger audience, but it also has the potential to affect younger baby boomers too.

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Media strategies05

media mix

Copytesting 1% $100,000In-Store Promo 9% $900,000Social Media 10% $1 million (includes running sites, personalities, and giveaways)Magazines 30% $3 millionTelevision 50% $5 million

These media class and vehicle selections are based on the best indices from Choices 3 to pro-duce the most effective and cost-efficient campaign possible (see page 16 for indices). By using these tactics, our message WILL be heard.

Copytes(ng  

In-­‐Store  Promo(ons  

Social  Media  

Magazines  

Television  

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Media strategies05

advertising flowchart

AG TVDIY NetworkScience ChannelDiscoveryCW

Southern LivingGood HousekeepingHouse BeautifulAARPAllureCosmopolitanInStyle

May june july august September

Mother’s DayMemorial Day

Father’s Day July 4th Labor DayBack to school

totals

$5 million

$3 million

$1 million

Heavy AdvertisingContinuous Light Advertising

$1 m

illio

n

$1 m

illio

n

$1 m

illio

n

$1 m

illio

n

$1 m

illio

n

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creative strategy06

Creative concepts

Creative brief

We want to portray Glidden as a source of inspiration for DIYers, and establish the brand as an authority on DIY infor-mation. We want consumers to get inspired by our campaign, and when they need to paint their projects, we will be their first choice.

We developed three tagline concepts for our campaign: 1) Paint Something 2) A Stroke of Inspiration and 3) Make it Yours.

We then tested our concepts with members of our target audience. Our “Make it Yours” concept proved to be the most favored, and our participants said that it best promoted creative DIY projects.

Objective Our objective is to persuade DIYers to shop at Walmart for Glidden products for all of their creative endeavors.

target Our target is DIYers broken up into three specific segments: young, low-income female renters interested in home decor, young women of lower income with families and caucasian baby-boomers who own homes. This target pursues small DIY projects to personalize their space to large scale DIY projects on their homes.

purpose The target groups want to be inspired to create DIY projects that are meaningful and helpful in their lives.

product Glidden has an assortment of quality painting products at a reasonable cost that are easily accessible at Walmart.

message We will convey these qualities to the DIYs through the “Make It Yours” campaign by integrating web content with traditional media throughout and creating opportunities for the target to start a project with Glidden products.

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creative strategy06

Creative strategy Our “Make it Yours” campaign will place heavy emphasis on social media and web content. We believe that our tar-get audience interacts with these platforms very often, and we think that the best way to reach them is to go directly to the source. We will recruit a panel of 5 high profile DIYers who will act as our DIY Advisory Panel. This group will play an impor-tant role in every aspect of our campaign.

We will build a micro-site to host many parts of our campaign. First and foremost, we will hold a DIY competition. Each of our panel members will develop a DIY challenge, along with a YouTube tutorial video showing how to complete the chal-lenge, and our audience can complete the project and upload a photo of their final result. Our panel will judge the compe-tition. There will be 5 separate challenges in total. We will develop 5 individual magazine ads that will promote each separate challenge. The ad will be on a thicker perforated page, attracting attention and allowing viewers to tear it out. The ad will feature some basic instructions for each project, but will push users to our micro site to find more information. The ads will feature QR codes that lead to the YouTube tuto-rial videos for each project. We will also create a web video series that profiles our DIY panel members and follows them as they create projects inspired by our audience. The first 5 videos will be individual profiles of our panel members. The next 5 will focus on large scale DIY projects that our panel members complete as a team. These projects will draw inspiration from our audience members, who can submit ideas via Twitter, Instagram and Facebook. Once completed, these projects will be unveiled at PR events we host in 5 of our main target cities. We will run teaser ads on television to promote our web series as well. These ads will highlight footage from previous epi-sodes as well as footage from upcoming episodes to pique interest in our web content and drive viewers there to further interact with out campaign. Our Pinterest account will house shared boards with our DIY panel members, as well as general inspiration and DIY boards. This will allow us to provide great content as well as to tap into the fan bases of our panel members.

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creative strategy06

print ad

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creative strategy06

pinterest board

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creative strategy06

micro site

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creative strategy06

diy video series

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Promotion & IMC Efforts07

As an in-store promotion we will include an inter-active video screen in the aisles of the Glidden section of Wal-Mart. The screens will be playing clips and trailers for the web-series as well as pro-moting the competition and its social networking sites. Because the screen is interactive, people will be able to visit a sample version of the micro-sites. Our social networking site are also an part of our owned media strategy because we will directly monitor and control the content which is published through each medium.

All of our social networking extensions of the campaign will encourage DIYers to actively par-ticipate with the brand. For example, whenever Instagram users post pictures of their completed Glidden challenges they have to use the speci-fied hashtag to become correctly involved in the challenge, thus creating buzz with their friends. Also, the micro-site will encourage interaction, which will then garner earned media. The Pinter-est boards will generate pins that spread and are pinned throughout the site. The celebrity DIYers will create a positive association of the brand among the target and allow the Glidden brand to earn their loyalty.

owned earned

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Copytesting & Campaign Evaluation08

Because the campaign period is so short and we have a limited budget, we will only conduct post-tests. Our evaluation will include persuasion testing in the top 5 zip codes for our target audience in Dal-las, Texas. By using this strategy, we will measure our sample audience’s attitude toward Glidden and changes in their purchase intention. We believe this will directly measure campaign success by discover-ing if we did indeed increase awareness and consideration for Glidden paint at Walmart. By tracking social media engagement, we will further determine the outcomes of the Glidden cam-paign. Our strategy greatly depends on social media, and by comparing interaction from before and after the “Make It Yours” campaign, we will determine if it was the correct means to reach Glidden’s target audi-ence. This evaluation will tell if the message needs to be altered if Glidden wishes to continue the cam-paign after September. We will use these results and quarterly market share data to measure campaign success. Obviously, increasing brand awareness and consideration are goals of ours, but the ultimate measure will come from our increase in sales. We will allot $100,000 of our total budget to copy testing and campaign evaluation efforts.

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Conclusion & Expected Outcomes09

With the “Make It Yours” campaign, we expect that our advertising efforts will significantly raise brand awareness and consideration while creating an overall change in consumer attitude toward Walmart as a paint retailer. This will also positively affect Glidden, as we expect to obtain a stronger presence in both the brand and channel market shares. We will create heavy interaction among our target audience by using social media, and believe this interaction has great potential for post-campaign success.

If Glidden does not take action to re-vamp its current marketing strategy it will remain stagnant or digress in the DIY market.

In conclusion, our marketing, media and creative strategies will launch a successful campaign for Glidden paint at Walmart that will achieve our goals of increasing market share during the campaign pe-riod and in the future as well.

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References10

“Glidden Case Study & Policies and Procedures.” National Student Advertising Competition. AAF, n.d Web.<http://moodle2.lsu.edu/pluginfile.php/249959/mod_resource/content/1/NSAC_CaseStud y_PP_Glidden.pdf>.

Local Television Market Universe Estimates Comparisons of 2010-11 and 2011-12 Market Ranks. (2011, September 7). Retrieved on October 1, 2012 from http://www.nielsen.com/content/dam/corporate/us/en/public%20factsheets/tv/nielsen-2012-local-DMA-TV-penetration.pdf

World’s top 10 paint companies 2010 annual report. (2010). Retrieved from http://www.wpcia.org/News/New Call(25).html

Valspar: Horrible paint. (2012). Retrieved on September 23, 2012 from http://lowes.pissedconsumer.com/valspar-horrible-paint-20080908134589.html

Behr paint. (2012). Retrieved on September 23, 2012 from http://interiordesign.lovetoknow.com/Behr_Paint

Behr. (2012). Retrieved on September 23, 2012 from http://arrowfastener.com/content/behr

Our history. (2012). Retrieved on September 23, 2012 from http://valsparglobal.com/corp/about/ourhis-tory.jsp