IMC Campaign 

Brianna Beitzel and Madeleine Jordan  

Journalism 453  

            

 

 

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Table of Contents Table of Contents 2 

Executive Summary 3 

Situation Analysis 3 

Company Analysis 3 

Market Analysis 3 

Competitor Analysis 4 

Environment Analysis  

Consumer Analysis 5 

Product Analysis 5 

SWOT Analysis 6 

Issue Identi�cation 6 

Target Audience Selection 7 

Demographics 7 

Geographics 7 

Psychographics 7 

Behavioristic Factors 8 

Primary Research 8 

Campaign Objectives 9 

Strategy and Tactics 9 

Social Media 9 

Sponsorships 1 0 

Out of Home 1 0 

Guerilla Marketing 1 0 

Video Streaming 1 1 

Creative Brief 1 1 

Creatives 1 2 

Media Planning 1 4 

Media Objectives and Strategy 1 4 

Media Budget 1 5 

Media Flowchart 1 5 

Schedule Justi�cation 1 5 

Conclusion 1 6 

References 1 7 

 

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   Executive Summary  This document describes an integrated marketing communications campaign for Häagen-Dazs in their March-September 2017 advertising strategy. In order to target young urban professionals, this six month campaign will maintain a budget of 20.94 million dollars. This budget will allow the campaign to focus on consistently conveying the message that the �avors of Häagen-Dazs are so unique that the uniqueness of the �avors is an experience in itself. This message will be conveyed uniformly across all selected media with an emphasis on social media and consumer engagement. 

Situation Analysis 

Company Analysis 

In 1960, Reuben and Rose Mattus created the Häagen-Dazs brand and started out with only three ice cream �avors. The �rst store opened in 1976 in Brooklyn, New York and it soon became a hit. The brand’s early success and praise was created by word of mouth. Since then, the brand's popularity created loyal customers internationally and in the U.S. Today, Häagen-Dazs is owned in a joint venture between General Mills and Nestle. Häagen-Dazs is one of their most well performing brands internationally and in the United States. In 2016, Statista reported that Häagen-Dazs had $418.8 million in sales in the United States alone, making them one of the top selling ice creams. Additionally, their ice cream products are sold at retail stores and over 900 Häagen-Dazs shops in over 50 countries. In all, Häagen-Dazs a signi�cant impact internationally and in the U.S. 

As a company, Häagen-Dazs upholds its premium, innovative, sophisticated, and luxury ice cream image. From their packaging to marketing efforts, they make sure to keep a prestigious and exclusive image with high end sponsorships and unique �avors you cannot �nd everywhere. Internationally, Häagen-Dazs shops are seen as high-end and the ice cream products are considered very luxurious and high quality indulgences. According to Nestle, “The philosophy of Häagen-Dazs® Ice Cream is simple: �nd the purest ingredients in the world and craft them into creamy ice cream, sorbet, frozen yogurt and gelato.” Häagen-Dazs lives up to this company philosophy by consistently delivering the best and purest ice cream around the world. 

Market Analysis The ice cream industry is growing, both nationally and globally. According to Statista, Häagen-Dazs has an 8.1% market share in the United States. However, the market for specialty ice cream shops and local, privately owned ice cream stores are becoming more signi�cant and popular in the market. This can be seen as a potential threat to other big name ice cream brands. Furthermore, people are adopting a healthier lifestyle and not consuming as much unhealthy treats as they used to. This has led to a market trend in order to appeal to these consumers. Healthier options are now being introduced into the ice cream market with the options of 

 

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hormone-free, no additives or preservatives, low or no calorie, and organic or reduced fat ice cream. In addition to these healthier options, frozen yogurt is dominating the industry with lower calories and less fat. People are more likely to purchase frozen yogurt because it is a healthier alternative to ice cream with better ingredients.  

Additionally, another trend in the market are the development of signature �avors. In the ice cream industry, it is hard to differentiate companies if they sell the same �avors. With the development of this trend, it helps differentiate brands and attract more sophisticated palates. New �avor developments such as sweet and salty (salted caramel and salted vanilla �avor combinations) and sweet and bitter(fruits, vegetables, cheese and alcohol) are up and coming in the industry. Overall, the market is growing with sales and new healthy options and �avor developments in order to �t the lifestyles of consumers. 

Competitor Analysis 

In the ice cream industry, there are many competitors that are in the market. More speci�cally, Häagen-Dazs’ competitors are Ben and Jerry’s, Baskin Robbins, Cold Stone Creamery and Blue Bell Ice cream. All of these brands have relatively the same products, but consumers may be more likely to purchase brands they prefer over others. Ben and Jerry’s is Häagen-Dazs’ major competitor in the US, a very likeable brand with many unique ice cream �avors. Below, there is a breakdown of the main competitors of Häagen-Dazs and the components of their company: 

 

 

Environment Analysis 

There are a few political factors that have the potential to have a strong effect on Häagen-Dazs. The year 2015 was a big year for frozen treat recalls industry-wide and this became well-known to the frozen treat consumers. As a result, ten percent of frozen treat buyers expressed concern over safety issues related to dairy products in 2015 according to Mintel. In addition to this, the 

 

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FDA is currently in the process of updating the requirements of the nutrition fact panel. This update will force companies like Häagen-Dazs to display nutritional information with even more clarity and honesty than ever before. 

Häagen-Dazs has the potential to be affected by social and economic factors as well. Socially, there is a growing pressure among consumers to eat healthy. Not only are consumers seeking out “absence of negatives” and “better for you” options for themselves, they are also seeking these products out due to the social pressure of friends and family. In addition to this, disposable income has the potential to affect Häagen-Dazs economically. U.S. disposable personal income is increasing and as a result consumers are more likely to spend money on premium products like Häagen-Dazs. 

Consumer Analysis 

Given the fact that Häagen-Dazs upholds a premium and sophisticated image, adults are the main consumers for this ice cream. Even in their current advertising, it is known that they want to attract an older audience with the more mature look and sex appeal in their advertisements. More speci�cally, women are the main consumers of Häagen-Dazs ice cream. Furthermore, the consumers have college degrees and higher incomes of 60k+ and primarily live in the West and East coasts where consumption of Häagen-Dazs is the most. These consumers tend to be very loyal to the brand and purchase it regularly on routine shopping trips to the grocery store. Overall, the consumer of Häagen-Dazs tend to be more mature, high class individuals who live a comfortable lifestyle with a good amount of disposable income to regularly splurge on Häagen-Dazs ice cream.  

Product Analysis 

The Häagen-Dazs product line has transformed and expanded greatly since the company was �rst started. In 1961 the original retail store only had three �avors: chocolate, vanilla and coffee. Today the product line still maintains several traditional �avors but has grown to include a wide array of unique �avors. It is not uncommon to �nd �avors with names like Vanilla Tangerine and Shortbread, Bananas Foster and Vanilla Swiss Almond being sold. These �avors among others are considered esoteric and speci�c to the Häagen-Dazs brand.  

Häagen-Dazs has also extended their outside of ice creams to include gelato, bars, sorbet and frozen yogurt. These products are sold in equally just as unique �avors, further establishing the Häagen-Dazs brand.  

Products of Häagen-Dazs can either be purchased at Häagen-Dazs shops or are sold in grocery stores and dedicated retail outlets. There are over nine hundred Häagen-Dazs shop locations in over �fty countries worldwide. There are 250 shops across the United States, typically located in major cities. 

     

 

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SWOT Analysis  

Strengths  Weaknesses 

● Products are high quality/natural with no additives, GMOs, or arti�cial �avors 

● Innovative brand: Introduce new and unique �avors to attract wide range of people 

● Well-recognized brand with a strong position in the global market 

● Premium image: Sophisticated, prestigious, luxurious 

● Convenient: sold in shops and retail stores ● In the consumer’s evoked Set 

● Expensive and high in price  

● Ice cream is higher in fat and calories  

● Advertising is mostly print ads  

● Don’t have a strong social media following on instagram/twitter/facebook  

Opportunities  Threats 

● Increase the number of Häagen-Dazs shop locations 

● 250 locations in US ● Expand advertising to more mass and digital 

media ● Introduce lower calorie ice creams to compete 

with other companies ● Advertise their other non-ice cream products 

such as gelato/frozen yogurt/sorbet and emphasize the healthier alternatives  

● Ice cream sales are lower in the winter, fall, and spring than they are in the summer  

● Highly competitive industry Consumers are becoming increasingly concerned about their health  

● Competitors are introducing healthier ice cream options  ○ Breyers Light ○ Frozen Yogurt 

  Issue Identi�cation After carefully assessing Häagen-Dazs’ strengths, weaknesses, opportunities and threats, there are some concluded insights into their marketing problems. First, Häagen-Dazs is already in the consumer’s evoked set. That being said, their advertisements do not need to raise awareness or encourage trial. Instead, their advertising simply needs to create desire. Second, Häagen-Dazs could better reach their target audience if they used their social media more effectively by engaging consumers with the brand. Lastly, potentially increasing advertising of Häagen-Dazs’ healthier sorbet and frozen yogurt options would allow them to have a healthier brand identity while still keeping their premium ice cream image.  

Taking these insights into consideration, we felt the most important problem Häagen-Dazs faces is their lack of social media presence. From our SWOT analysis, we have concluded the most pressing problem is that Häagen-Dazs has a weak social media following compared to its competitors. Social media will play a huge part in reaching this campaign’s target audience. Therefore, we need to implement tactics to solve this problem in this integrated marketing communications campaign. Below are representations of Häagen-Dazs’ followers compared to its competitor, Ben and Jerry’s: 

 

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These graphs further represent and prove the issue that Häagen-Dazs’ is lacking with social media presence with only 45k followers on Instagram and over 1 million likes on Facebook. Overall, Ben and Jerry’s surpasses Häagen-Dazs by a substantial amount in followers as represented on the graph.   

 

Target Audience Selection 

Demographics 

This campaign will target both men and women who are young, urban professionals. The integrated marketing communications will speci�cally target those ages 25 to 44 who are considered midscale and have disposable income. The people in this target audience are college graduates with management and professional jobs. This target includes both singles and couples, most of which are without kids. 

Geographics 

In terms of geographic segmentation, the campaign will target areas where large concentrations of the target audience are living. The campaign will be nationwide but emphasized in urban and metro-mix areas such as New York, Los Angeles, San-Francisco, Raleigh, Dallas, Austin, Seattle, and Denver. 

Psychographics 

The psychographics of this campaign’s target audience are based off of Nielsen PRIZM’s MyBestSegments and the VALS survey. 

 

 

 

 

 

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Nielsen PRIZM 

Young and In�uential 

● Very tech-savvy ● In�uential in their communities ● In�uential on social media 

 

Urban Achievers 

● Active in their communities ● Value having an established career ● Are interested in being up-to-date with 

their technology 

VALS Survey 

Experiencers 

● Want everything ● Are �rst in and �rst out of trend 

adoption ● Are up on the latest fashions ● Love physical activity (are 

sensation-seeking) ● See themselves as very sociable ● Are spontaneous 

 

Achievers 

● Have a "me �rst” attitude ● Believe money is the source of authority ● Are committed to their job ● Are hard working and professional ● Set the status quo ● Are peer conscious ● Value technology that provides 

productivity 

Behavioristic Factors 

The behavioristic factors of the campaign’s target audience is being segmented by bene�ts sought, user status and purchase occasion. The campaign is �rst off targeting those who seek quality and ways to indulge and relax in terms of bene�ts sought. For user status, occasional and regular users if Häagen-Dazs will those selected to target. In terms of purchase occasion, those with regular purchasing occasion patterns will be targeted. Paying attention to the target audience’s behavior will help lead the direction of the campaign. 

Primary Research  In order to better understand this campaign’s target audience, primary research was conducted by our team. The purpose of this research was to take a closer look at the media consumption of the target audience. Our main research objective was to identify which media and vehicles the target audience spends the most time absorbing content from. The research method we chose was individual interviews. These interviews gave us the opportunity get to know our target better and add a human element to our research data. 

We individually interviewed three members of our target audience, two male and one female. These participants were professionals in their mid-to-late twenties and living in Living in Chicago, Denver and New York. Using the funnel system to organize our interviews, we asked a variety of questions regarding media consumption. 

Our key �ndings from these three interviews showed us that this target audience consumes most of their content and information through social media and online video streaming. When it came to social media speci�cally, the participants expressed emphasis that Instagram and Snapchat 

 

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were the most-used platforms amongst themselves and their friends. These research �ndings gave us insight into our target audience and became key in helping us develop our media strategy. 

Campaign Objectives While keeping the target audience in mind, we want to meet speci�c and measurable objectives for this IMC campaign in a 6 month period. First, we want to increase Häagen-Dazs’ overall social media following by 30%. More speci�cally, we will focus on improving their presence and engagement on Facebook, Instagram, Snapchat and Pinterest. With that being said, we also want to increase consumer engagement across all social media platforms by 20% at the end of this campaign. According to TalkWalker.com, Häagen-Dazs’ current overall social media engagement is 92.2K, which is a number that can be greatly improved. More speci�cally, this objective can be measured by looking at social media analytics after the campaign. Furthermore, we would like to increase brand loyalty and consumption of Häagen-Dazs ice cream in US, while still keeping their premium and luxury image. Lastly, we want to Increase sales 5% in the United States over this 6 month IMC campaign period. These objectives can be met through implementing carefully planned strategies and tactics.  

Strategy and Tactics Our �rst strategy is to target young urban professionals aged 25-44 in the top 7 U.S. DMAs. The DMAs with the most focus are New York, Los Angeles, San-Francisco-Oak-San Jose, Raleigh-Durham, Dallas-Ft. Worth, Austin, Seattle-Tacoma, and Denver. We plan on conveying a  consistent message throughout our media and tactics that eating Häagen-Dazs ice cream is a unique experience.  Social Media 

Utilizing social media platforms such as Instagram, Facebook, Snapchat and Pinterest are important tactics in this campaign. This will aid in consumer engagement with the brand as well as gain followers for the social media sites, which are two of our campaign objectives. We plan on placing ads on Instagram, Facebook and Pinterest. This will be a successful tactic for our campaign since social media is one of the most frequent media used by our target audience. Further, we will be utilizing snapchat as one of our major engagement tactics for this campaign. Häagen-Dazs will be on featured live stories, placed ads between snapchats and branded snapchat �lters and geo�lters which can be utilized with the sponsorship events. Overall, these tactics will meet our objectives for their social media presence as well as increased consumption and sales of the brand. 

Engagement Using Snapchat 

A speci�c tactic the campaign will utilize in order to ful�ll its engagement objective is Snapchat. Snapchat is known as a highly effective marketing tool because it engages the audience by promoting the interaction of users with brands. The app is used to share photos, videos, messages, doodles and stickers between friends on a mobile device and its users view Snapchat as a lightweight channel for sharing spontaneous experiences with trusted ties. In this campaign, 

 

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Häagen-Dazs will use snapchat as a marketing tool by doing more than just placing advertisements on user’s feeds. Häagen-Dazs will advertise through the branded geo�lters and face �lters. Both of these advertisements will allow users to interact with and share the company’s branded content. In addition to this, Häagen-Dazs will utilize branded live stories. Snapchat’s live stories are curated streams of user generated content that allow speci�c events to be shared with a much larger audiences. This type of advertising will be used in large cities and at events that Häagen-Dazs sponsors.  

Sponsorships 

Sponsoring food and wine festivals will be another effective tactic that will be implemented in this campaign. Häagen-Dazs will sponsor Austin Food and Wine Festival, Bite of Seattle and the New York City Food and Wine Festival, which are all popular food and wine festivals in the targeted DMAs. Food and wine festivals will be a good �t for Häagen-Dazs because they both uphold a premium image together and Häagen-Dazs can take part in serving ice cream at these events with booths and samples. Additionally, the Häagen-Dazs products can be featured in other recipes at the food festivals which will be a form of product placement for the brand. Further, there will be Snapchat brand �lters and geo�lters at these events as well as sponsored live stories from these events on Snapchat. Overall, this will help promote social media engagement and increase consumption and sales of the Häagen-Dazs brand.   Out of Home 

Billboard ads and transit advertising are other important tactics for this campaign . We plan to place billboard ads in the 7 major DMAS, which are highly populated urban areas. These DMAs include New York, Los Angeles, San-Francisco-Oak-San Jose, Raleigh-Durham, Dallas-Ft. Worth, Austin, Seattle-Tacoma, and Denver. Additionally, we will utilize transit advertising by placing ads on buses, which will be seen by passengers as well as pedestrians. Given the fact that our target audience are young urban professionals, they tend to commute on a daily basis and this tactic will be very effective in reaching this audience. Billboard ads and transit will be effective in repeated exposures and creating overall desire for the product. In all, this will help reach our objectives to increase brand loyalty and consumption as well as increase sales of Häagen-Dazs ice cream.   Guerilla Marketing 

In the guerilla marketing efforts, we will speci�cally focus on street art. This tactic brings a ‘wow’ factor to this campaign and it is a unique tactic that will draw attention. The street art will be geographically focused on our DMAs, which are big cities. This is important because big cities are where street art is more likely to occur and where there will be more people to see it, which will include our target audience. We plan to place Häagen-Dazs street art on sidewalks and buildings where we plan to incorporate the main message of the campaign and the Häagen-Dazs logo. This tactic will be effective in sparking engagement on social media. These unique drawings will attract people and they will be likely to take pictures of the street art and share it to social media sites such as Facebook, Instagram or Snapchat. This will create buzz about Häagen-Dazs as a brand and increase engagement on social media platforms. Overall, this will create a wild�re effect of sharing on social media of these unique drawings in our focused DMAs.  

 

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 Video Streaming 

Video and banner advertisements on Hulu and YouTube will be utilized for this campaign. For Youtube, we will have TrueView ads, which are video ads that will be placed before videos start and inbetween videos. Additionally, masthead ads, or banner ads, will be placed on the Youtube site. Further, video ads will be used on Hulu during streaming tv shows. Our target audience are more likely to be using video streaming than television, which makes these tactics more effective in reaching this audience. Repeated exposure will encourage consumption of the product, and as a result, increase sales.  

 

Creative Brief 

Objective 

Make consumers understand that the uniqueness of Häagen-Dazs’ �avors is an experience in itself, which makes it worth the extra cost compared to its competitors. 

Bene�ts of Product 

Many unique and diverse �avors 

Satis�es the need for a sweet treat 

Premium quality ice cream 

Target Audience 

Primary Target 

● Young urban professionals 

● Midscale income with disposable income 

● Men and women 

● Ages 25 to 44 

● Prizm Segments: Young and In�uential and Urban Achievers 

● VALS Segments: Experiencers and Achievers 

● Health conscious adults who prefer natural ingredients and low fat substitutes. 

● No arti�cial colorings or additives, naturally aromatized ingredients (ex. Madagascar’s vanilla, grilled almonds etc.)  

Brand Personality 

Häagen-Dazs has a brand personality that is luxurious, exclusive, sophisticated and prestigious. 

 

 

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Brand Positioning 

Häagen-Dazs is positioned as a premium and luxury ice cream brand with high quality, natural ingredients and unique �avors that sets it apart from its competitors. 

Brand Perception 

The Häagen-Dazs brand is perceived as a high quality and expensive ice cream that is sold globally around the world. It has a more prestigious image compared to its competitors in the United States. 

Tone 

The tone of this message should appeal to the consumers need for experiencing and appeal to their emotions. 

Message 

The �avors of Häagen-Dazs are so unique, the uniqueness of the �avors are an experience in itself. The idea of these creatives are that consumers are not just receiving ice cream, but they are also receiving an experience when they indulge in Häagen-Dazs ice cream.  

Creatives In our creatives, we utilized a current social media trend of sharing or posting unique and weird words that describe a certain feeling, situation or emotion. We felt this would tie in perfectly with the main message of our campaign. We wanted to convey that indulging in these unique �avors is an experience. That being said, we carefully chose words that we we felt �t the experiences of indulging in White Raspberry Chocolate Truf�e ice cream and Belgian Dark Chocolate ice cream. Below is an example of what this social media posting trend looks like:  

 

 

With this in mind, we developed advertisements that describe certain moments or emotions that a consumer will experience while experiencing these ice cream �avors. This will convey the message that their �avors are unique, as well as the experience you will get from indulging in Häagen-Dazs ice cream. Overall, we want to convey that the unique �avors are an experience in itself.  

 

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Advertising Examples  

Social Media: Instagram 

   Out of Home: Billboard 

 

 

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Media Planning 

Media Objectives and Strategy 

Target Audience 

The objective concerning target audience is to reach the target market (midscale young urban professionals aged 25-44 with disposable income) in a cost-ef�cient and effective manner. This will be accomplished by the strategy of purchasing a mix of digital, nontraditional, and traditional media that are relevant to and highly consumed by the target audience with an added emphasis on social media. 

Geographic Considerations 

Keeping geographics in mind, an objective of the campaign is to target top areas in the United States where high concentrations of the target market live, work, and commute. The strategy to ful�ll this will be to target the New York, Los Angeles, San-Francisco-Oak-San Jose, Raleigh-Durham, Dallas-Ft. Worth, Austin, Seattle-Tacoma, and Denver DMAs.  

Seasonality 

In terms of seasonality, the campaign will strive to increase media reach and exposure at time of year when consumers are most likely to buy ice cream. This objective will be possible through a media strategy that involves heavy-up advertising in May, June, July and August, when overall U.S. temperatures are highest. 

Scheduling 

The scheduling objective of the campaign is to maintain constant advertising with heavy-up in months June-August. The strategy for this will be a continuous schedule when looking at campaign as a whole, but use a mix of scheduling methods when considering individual media. 

Creative Implications 

Creatively the objective of this campaign is to emphasize a high quality product and a premium brand image. The media strategy to accomplish this will require the purchase of media and vehicles that possess a sense of luxury and sophistication to further establish brand image. 

Budget 

The budget objective is to use the budget of $20.94 million to reach the target market through a mix of media. This will be done by allocating 40 percent of the budget for social media, 13 percent for billboards, 12 percent for transit, 11 percent for sponsorships, nine percent for video, and �ve percent for guerilla marketing. 

 

 

 

 

 

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Media Budget 

With a budget of $20.94 million and while allowing for a ten percent contingency fund, this campaign will allocate $8,376,000 to social media, $2,722,200 to billboards, $2,512,800 to transit, $2,303,400 to sponsorships, $1,884,600 to video streaming and $1,047,000 to guerilla marketing. Below is a breakdown of budget allocation by percent. 

Total budget: $20,940,000 

 

Media Flowchart 

 

Schedule Justi�cation 

In our primary research we discovered that Instagram and Snapchat are the most-used social media platforms amongst our target audience. Because of this, Häagen-Dazs will be advertised continuously on Snapchat and Instagram during this six month campaign, while Facebook and Pinterest will be have a �ighting scheduling method. Video streaming and out of home will use a pulsing method so that heavy-up advertising will take place in the warmest months, when ice cream consumption is the highest. The Häagen-Dazs sponsored events are happening periodically throughout the summer and as a result, a �ighting scheduling method will be used. To �ll in the gaps between these sponsorships, guerilla marketing will take place in the form of a �ighting schedule as well, to continuous advertise the unique message of Häagen-Dazs. 

 

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Conclusion Overall, the campaign message will be conveyed uniformly across all selected media with an emphasis on social media and consumer engagement. We plan to allocate 20.94 million dollars to this campaign and successfully execute our strategies, while meeting the set objectives. We feel as though this campaign will effectively reach our target audience with the chosen media and tactics that are being implemented throughout the campaign period. The execution of this campaign will help consumers understand that they are not just purchasing ice cream, but they are receiving a unique experience in every indulgent bite. 

 

 

 

   

 

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References  

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 Dornblaser, Lynn. (2015 April). Ice Cream Insights and Consumer Perception: 3 Trends Impacting the  

US Market . Retrieved from Mintel Database.  

Häagen-Dazs Consumer Insights. (2016). Infoscout . Retrieved from http://infoscout.co/brand/ glaceau_smartwater  

 

Häagen-Dazs. (n.d.). Retrieved October 11, 2016, from http://Häagen-Dazs.eu/our-story.html  

Harvey, Eric Stewart. (2017). Developing an Integrated Marketing Plan. Cognella Inc. 

Marketing strategy of Häagen-Dazs. (n.d.). Retrieved September 20, 2016, from http://brand-audit.blogspot.com/2011/12/marketing-strategy-of-Häagen-Dazs.html 

 Market Share of the Leading Ice Cream Brands in the United States in 2016. (2016). S tatista .  

Retrieved from https://www.statista.com/statistics/190426/top-ice-cream-brands- in- the-united-states  

Top Ice Cream Brands of the United States in 2016. (2016). Statista . Retrieved from https://www.statista.com/statistics/190426/top-ice-cream-brands-in-the-united-states/   

United States Disposable Personal Income | 1959-2016 | Data | Chart. (2017). Retrieved   December 2, 2016, from http://www.tradingeconomics.com/united-states/disposable- personal-income