revive final advertising...

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INTEGRATED MARKETING COMMUNICATIONS

Leslie Abraham, Marketing Services Genna Fanelli, Account Services Sara Hodgson, Creative Services Hope Lanning, Production Services Blake Pinchot, Media Services

Table of Contents

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Executive Summary 3 Situational Analysis 5 Internal Analysis 5 Customer Analysis 6 Environmental Analysis 7 Competitive Analysis 7

Target Market Profile 9 IMC Objectives 10 Creative Brief 11 Positioning Statement 12 IMC Deliverables 13 Print Ad 1 13 Print Ad 2 14 Print Ad 3 15 Banner Ad 16 “Revive Rewards” Loyalty Program 16

Social Media Initiative 18 Media Plan and Budget 19 Evaluation 21 Conclusion 22 Appendix 23

Table of Contents

Executive Summary

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Revive is a Cleveland based fair trade retailer selling products created by artisans from all over the world. The unique products are fashionable, sustainable, and eco-‐friendly. Revive promotes the best businesses and organizations that supply fair trade items and provides the artisans with fair salaries and work conditions. Along with artisans, the environment and Revive’s customers benefit from the store’s mission. Revive faces challenges preventing the store from generating higher revenue. Unlike its direct fair trade competitors, Revive is a for-‐profit store and therefore cannot receive the benefits that its non-‐profit rivals secure. The company is small, limiting the marketing budget and promotional tools, especially compared to indirect competition which includes Nordstrom and other department stores. Furthermore, larger businesses enjoy more store locations, employees, and money devoted towards advertising. FANAFI hopes to target a market that can positively influence the amount of sales through the company’s advertising efforts. According to Prizm, the campaign will be targeted towards the “Money and Brains” demographic, including wealthy middle-‐aged women. The typical age range is 45-‐64 years old. The target market lives a comfortable lifestyle and enjoys earthy and eco-‐friendly products. Several objectives were developed to support the IMC campaign. The social media objectives include increasing Facebook “likes” by 50 “likes” each month, gaining 500 new twitter followers within six months of launching a Twitter page, and increasing Foursquare “check ins” to 50 new “check ins” each month. More sales specific objectives include increasing the number of customers per day, the holiday sales revenues in the next three months, the number of “loyal” customers within six months, and online sales by 10% within six months. These objectives can be easily measured and accomplished by FANAFI’s strategic plan. FANAFI’s advertising plan will help Revive gain more business and spread awareness of the benefits of fair trade products. The campaign is based on the tagline “The Fairest of The All” and will highlight the fair trade aspect of the company. The play on words will attract consumers and tempt them to look further into the brand. The agency is providing Revive with three print ads, which will run in the local Plain Dealer and reach Revive’s target market. The comprehensive social media plan will utilize Selective Tweets, Facebook, Twitter, and Foursquare. FANAFI advertising has also devolved an Internet advertisement, which will run on the Google AdWords program. This will reach people in the Cleveland area with browsing interests similar to Revive’s products and values. Lastly, a customer loyalty program will encourage customers to return to Revive’s store to redeem their rewards by making another purchase.

Executive Summary

Executive Summary

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FANAFI advertising is confident that they can provide Revive with a successful marketing campaign that will boost customer traffic and sales. Based on the tag line “The Fairest of Them All”, the Integrated Marketing plan will not only showcase the beautiful and unique products, but it will focus on and promote the goodwill provided by the store.

Internal Analysis

Situational Analysis

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The Situation Analysis consists of a detailed examination of four factors currently affecting Revive: Internal, Environmental, Competitive, and Consumer. By addressing these influences, FANAFI is able to produce an Integrated Marketing Communications plan.

Revive provided a range of promotional capabilities for FANAFI to consider. Revive will run two print ads and spend $500 on each ad. The company also plans to develop and execute a social media plan. Since social media plans are often free, money is not a major concern. However, with limited employees, Revive struggles to devote sufficient time updating profiles on each site. In addition, Revive requests two other promotional items with an unlimited budget towards production. In the past, Revive tested multiple promotional programs. The company successfully utilizes an eNewsletter, reaching 5,000 interested consumers. Included in the newsletter is a link to Revive’s blog and social media networks; however, the blog and social media initiatives were less successful. The blog is underutilized because of the employees’ lack of time to update and post current news. Revive’s previous Twitter account lacked followers and also suffered from an insufficient amount of time for updates and was therefore shut down. Facebook proved more successful throughout the years. Over 900 people have “liked” the company’s Facebook page. Revive enjoys free press through press releases and television news appearances. Although Revive uses press releases, they have too much press to consistently share with customers. News stations approach Lisa Dunn, Revive’s Owner, to represent fair trade as a professional spokesperson. Revive seeks alternative advertisement through participation in fashion shows and Lollapalooza. They display the entire store with eight staff members at Lollapalooza in Chicago, Illinois, further promoting the brand in other states. One unsuccessful promotional tool was an advocate program. This program encouraged consumers to refer their friends and family to the store, in return rewarding them with points. The program was ineffective and eliminated. Revive’s brand image reflects a locally owned fair trade boutique. This brand is fairly unrecognized to many consumers. The main implication prohibiting Revive’s popularity among consumers is the company’s size. Since the small business lacks excess funds, they are unable to outsource advertising. Many times family members, who work overtime and without pay, contribute to the in-‐house marketing campaign.

Situation Analysis

Customer Analysis


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Revive demonstrates strengths and weaknesses through products and selling efforts. Revive’s strengths include fair trade, high quality, and environmentally friendly products. Fair trade is beneficial to the artisans creating the products because they receive reasonable wages and a safe work environment. The products created around the world are made with high quality, sustainable and stylish material. The unique products are hand-‐made, allowing for no two identical products. Since Revive focuses on fair trade, the business faces some disadvantages as well. A weakness of Revive is the higher priced products. The company’s prices are more comparable with department stores such as Nordstrom, however they do not have a largely recognizable brand name association compared to competitors. A limited budget prohibits Revive from executing a strong advertising campaign. The lack of employees adds complications as well. No particular employee is specifically dedicated to marketing. Promoting their company without reducing time spent on their daily job is a growing concern for Revive employees.

Revive’s customers practice a healthy and sustainable lifestyle. This group of customers is often referred to as “LOHAS.” These individuals love to recycle and often promote “going green.” Revive’s customer base consists primarily of women ages 36 to 45 years old. The second age of Revive shoppers are 46 to 55 years old. Most customers are part of a higher income bracket. Customers face many decision-‐making factors. The price of Revive’s products is relatively high because it allows for fair pay. Many customers will chose to pay more for fair trade products if they understand the values behind it. Some consumers are more willing to support small, local, family-‐owned business. Another major decision-‐making factor is that Revive is a for-‐profit organization compared to some of its competitors which are non-‐profit. Therefore, Revive does not benefit from non-‐profit government regulations, tax deductions, or donations. Since Revive’s brand name is not well-‐known, many people come into contact with Revive by simply walking past one of the locations and deciding to enter the store. Some people see and hear about Revive through press releases and news stations. The current marketing situation limits extensive promotion.

Environmental Analysis

Competitive Analysis


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In recent years, awareness for fair trade and environmentally friendly practices has grown, causing a demand for products fitting these characteristics. Eco-‐friendly consumers hope to conserve energy and participate in recycling. They support fair trade to create a more sustainable environment. Stores such as Whole Foods, Earth Fare, and Ten Thousand Villages are expanding to fill the need. Revive has two locations in the area, including a store in Legacy Village in Lyndhurst and another on Lee Road in Cleveland. Social media plays a strong role in adverting. Since most popular businesses today utilize social media, Revive must maintain a strong social presence to rank among top competitors. Revive currently uses Facebook and shares updates with 900 fans. Many social websites are free, allowing low cost promotion for Revive to publicize the brand. Taking advantage of more social media sites and maintaining a social presence is key to Revive competing with businesses in the area. Current economic conditions have resulted in a median income of $56,900 in Beachwood, OH. The overall consumer spending equals $884 million, averaging to $54,600 per household. Many political and legal issues are being raised throughout the world regarding work environments. Sweatshops, unfair working conditions and low pay are all of growing concern. Revive prides themselves on taking a stand against these issues. The company engages in fair pay for all artisans; a portion of the wages is given to workers before the product is created. They provide safe working environments to ensure the employees are treated fairly. All artisans are given appropriate working hours. The working conditions allow for artisans not only to improve their work lives, but also their personal lives. Revive’s participation in fair trade promotes a positive image for the brand. Revive’s competitors include both direct and indirect businesses in the area. Direct competitors are businesses engaging in fair trade. They include Whole Foods, Ten Thousand Villages, and One World Shop. Indirect competitors consist of companies who attract a target market similar to Revive. These include Bloomingdales, Nordstrom, and Francesca’s. Revive has a disadvantage to many of its competitors. Unlike Ten Thousand Villages, Revive is a for-‐profit organization and does not receive benefits such as limited liability and tax exemption. In addition, Revive is not as well-‐known or recognized as a high quality brand name similar to its competitors. However, they carry the same volcanic jewelry brand as Bloomingdales. If Revive could expand the brand, it could use fair trade values to entice customers to spend money at its stores, rather than large companies.


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The company is small, limiting the marketing budget and making it difficult to compare to competitor’s promotional tools. Furthermore, most competitors have more stores, employees, and money devoted towards advertising. Revive’s competitors utilize IMC strategies to promote their brands. For example, Whole Foods uses point-‐of-‐purchase displays, internet ads, coupons, and sampling. Department stores take advantage of large budgets to produce television commercials, which reach millions of consumers. They also use internet ads and continuity programs to entice customers to purchase the brand. Macy’s sponsors the famous Macy’s Day Parade on Thanksgiving. While Revive cannot compete with Macy’s on a national level, the company could participate in similar local events.

Target Market 9

The target market consists of older women. According to Prizm, the campaign will be targeted towards the “Money and Brains” demographic. This includes wealthy middle-‐aged women. The typical age range is 45-‐64 years old. These customers have college degree or higher education. Their lifestyle traits include shopping at Nordstrom, contributing to the NPR, reading the Sunday newspaper, and driving luxurious cars. Target customers live in the Cleveland area and surrounding suburbs.

Target Market

Target Market

IMC Objectives

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• Increase Facebook “likes” by 50 “likes” each month. • Gain 500 new Twitter followers within six months of launching a Twitter page. • Increase Foursquare “check ins” to 50 new “check ins” each month. • Increase number of customers per day by 10%. • Increase holiday sales revenues in the next three months by 20%. • Increase number of “loyal” customers within six months by 20%. • Increase online sales by 10% within six months.

IMC Objectives

Creative Brief 11

Why are we advertising?

To improve sales at Revive, attract more customers, and promote awareness of fair trade.

To whom are we talking?

We are targeting 45-‐60 year old women who have comfortable lifestyles with disposable income. These women like to spend on earthy, globally conscious, and sustainable products.

What are they currently thinking?

Part of the target market is unaware that Revive exists. A small proportion of people are strong supporters of fair trade values. Another portion of the target market believe that fair trade products are hippy and therefore bypass the opportunity to shop there. Teenagers and younger adults believe that Revive’s prices are overpriced.

What would we like them to think?

Revive not only carries fashionable clothes and accessories, but also works to create an equal lifestyle for its suppliers all around the world.

What is the single most important idea to convey?

Revive products are not only fashionable, but they are fair trade products helping people around the world.

Why should they believe it?

Each item provides a detailed history on its tag. Valid press releases explain the products and fair trade value.

Are there any creative guidelines or mandatories?

Revive’s logo, tagline (“The Fairest of Them All”) and website must appear on every promotional item.

Creative Brief

Positioning Statement / Tagline 12

• For middle age, fashion conscious women, Revive offers stylish clothing and

accessories. Compared to high-‐end department stores, Revive sells fair trade products to better the lives of people all over the world.

• Revive’s tagline, appearing on all promotional items: “The Fairest of Them All”

Positioning Statement and Tagline

Print Ad 1

Print Ad 1 13

FANAFI Advertising developed five deliverables to create brand awareness and generate revenue. Three print advertisements and a website banner advertisement incorporate the theme “Fairest of Them All”. “Revive Rewards” is a loyalty program to entice customers to regularly shop at Revive.

The goal of this advertisement is to create awareness to the target market “Money and Brains” of Revive’s trendy and modern merchandise while providing knowledge on its fair trade background. It is also intended to catch the attention of the consumers and create more foot traffic in the store. The ad uses a play on the word “fair” to express that the boutique is generous and honest and the products are beautiful and attractive. The dominant figure in the advertisement is the woman wearing Revive accessories (scarf, hat,

IMC Deliverables

Print Ad 2

Print Ad 2 14

and gloves). Scarves are a top selling item for Revive during the winter season and the advertisement intends to highlight the product. The website is provided at the bottom of the advertisement with hopes that once women read the copy they will be interested in finding more information about Revive’s work with fair trade.

Holiday shopping can be very stressful. (This picture depicts greedy women who are fighting over gifts rather than embracing the meaning of this holiday season. This season is not about the money and amount of gifts received, but about giving to others. Now consumers are able to purchase a gift for a family member or friend while helping artisans around the world. The more important aspect to remember is that many countries suffer from third-‐world living conditions and are unable to enjoy this privilege. Revive offers fair trade products that help these artisans provide for their families. Therefore, consumers should be aware that they can shop for fair trade products this year. The website is

Print Ad 3

Print Ad 3 15

provided at the bottom in hopes that the viewer will be interested in fair trade and seek more information about Revive’s products.

This advertisement depicts Revive’s accessories as wearable art. All of Revive’s accessories are beautifully designed and represent all the different cultures from where they are created. The woman shown represents the target market of older women who possess a high income. The smile on her face shows that she is happy with her choice and believes that Revive’s accessories make her look beautiful. Her smile also symbolizes that she knows she is buying products on fair trade terms which supports fair working conditions for the artisans who created the products.

Banner Ad

“Revive Rewards” Loyalty Program

Banner Ad Revive Rewards

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Using the Google AdWords program, Revive’s banner advertisement will run on the Google search engine and Google affiliate sites. The advertisement could potential appear on any site that affiliates with Google Ads. Google Ads uses browsing history to target ads directly towards potential customers who search key words similar to Revive’s page. Google Ads allows the store to decide exactly how much money they are willing to spend on the advertisement, which will determine the number of views. This application allows for clients to specify a location in which the advertisement will run and ensures the target market is reached. When the advertisement is clicked, the user will be directed to Revive’s homepage.

Revive will offer a loyalty program to clients. As a part of this program, Revive will provide free shopping cards and key tags that will be distributed to frequent shoppers. With each $1 spent, shoppers will receive one point. When the shopper has accumulated 200 points, they will receive a $10 coupon to apply towards the customer’s future purchase. The reward will expire within one year of qualifying purchase.

Revive Rewards

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Once customers reach their first reward mark, they will continue to accumulate points towards future purchases as well. For example, a customer spends $250 on a given day. The customer will receive 250 points with that purchase. Therefore, they will earn $10 to be used towards their next purchase. In addition, the extra 50 points will roll over towards their next reward. During the client’s birthday month, they will receive double points. So, if they were to make a $10 purchase, they would receive 20 points. If they were to make a $20 purchase, they would receive 40 points. This is a way for Revive to reward its loyal customers on their birthdays. During the Holiday Season, customers are also eligible for extra points on certain days. For example, Revive can promote a “double-‐points” day, where all purchases receive double points. Rather than one point per dollar spent, the customer would receive two points per dollar spent. Furthermore, “Revive Rewards” can offer a triple point bonus to be used on one item during special promotion days.

Social Media Initiatives

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• Selective Tweets o Use Selective Tweets to post statuses and posts on all social media sites

simultaneously o Save time by only posting once o Select specific tweets to post to Facebook by using “#fb”

• Foursquare

o Set up two locations on Foursquare (one for each store location) o Create a special on Foursquare:

§ “Every third check in, earn $5 off one item.” § “Check into Revive on the first Tuesday of each month, earn $5 off one

item.”

• Facebook o Promote a store raffle. Each person who “likes” Revive’s Facebook page

earns one entry into the raffle o Share Revive’s posts to earn two entries into the raffle.

• Twitter

o Tweet at least twice a week o Include photos of new products and shipments o Request to follow Twitter users o Retweet for an entry into a raffle o Follow Revive for an entry into a raffle

• Post links to each social media site in Revive’s eNewsletter

Social Media Initiatives

Media Plan Budget 19

Social Media:

FANAFI plans for Revive to post on social media sites twice a week. Selective Tweets allows Revive to post their tweets on Twitter and Facebook simultaneously. FANAFI plans for Revive to post on Facebook and Twitter on Wednesdays and Saturdays of every week. Revive will also set up a Foursquare location with special offers on the first Tuesday of every month, and every third check in. Foursquare specials are free to create.

Budget: $0.00

The following tables display the release schedule of the social media initiatives. The schedule is further explained in the appendix.

Social Media Schedule

Media Types 12/1 12/2 12/3 12/4 12/5 12/6 12/7 12/8 12/9 12/10 12/11 12/12 12/13

Facebook Twitter

Foursquare


Media Types 12/14 12/15 12/16 12/17 12/18 12/19 12/20 12/21 12/22 12/23 12/24 Facebook Twitter

Foursquare


Media Types 12/25 12/26 12/27 12/28 12/29 12/30 12/31

Facebook Twitter

Foursquare

Typically, every third “check in” rewards customers with $5 off a purchase. In addition, the first Tuesday of every month, customers will receive $5 off their purchase. For example, on December 4th, Customers will receive $5 off an item when they check in to the Revive store. Print Ads:

Our print ads will run in the Sunday Edition of the Plain Dealer. The Sunday newspaper is read by our target market. These ads will run each Sunday of December.

Budget: $500.00 per print ad ($1,000 total)

Banner Ad:

Media Plan and Budget

Media Plan & Budget

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The Google AdWords system allows Revive to choose how much money they spend, which reflects how frequently the ad will appear on the different sites. FANAFI plans to spend $500, or $15 per day, on the banner ad during the month of December. The price can be adjusted according to Revive’s budget and preferences.

Budget: $15.00 per day ($500.00 total)

Loyalty Program:

Revive will offer a loyalty program to their clients. As a part of this program, Revive will provide free shopping cards and key tags that will be distributed to frequent shoppers. The addition of this program will entice customers to spend more at Revive stores. This program will run continuously.

Revive will outsource the production of the loyalty cards to http://www.vistaprint.com. An order of 250 cards will be placed as soon as possible so that Revive Rewards can begin. The cards will be printed on recycled paper in order to continue Revive’s principles. Below is quoted price from Vistaprint.

Budget: $47.97 (Plus Shipping and Handling)

The following tables display the release schedule of the integrated marketing communication deliverables. The schedule is further explained in the appendix.

Media Schedule

Media Types

12/1 12/2 12/3 12/4 12/5 12/6 12/7 12/8 12/9 12/10 12/11 12/12 12/13

Print Ad 1 Print Ad 2 Print Ad 3 Banner Ad Revive Rewards

Media Schedule

Media Types

12/14 12/15 12/16 12/17 12/18 12/19 12/20 12/21 12/22 12/23 12/24 12/25


Media Schedule

Media Types

12/26 12/27 12/28 12/29 12/30 12/31


Evaluation 21

The success of the campaign will be evaluated in regards to the integrated marketing communication plan’s objectives. The social media plan is expected to increase Facebook “likes,” Twitter followers, and Foursquare “check-‐ins”. An effective social initiative will be successful if Facebook “likes” increase by 50 each month, Foursquare “check-‐ins” increase by 50 each month, and Twitter followers increase by 500 in six months.

The loyalty program anticipates a significant growth in the number of loyal customers. This program should increase the likelihood of customers returning to the store to use “Revive Rewards” and encourage additional purchases as well. Customers will have the incentive to come back and spend their reward, but will also see new products displayed throughout the store.

After six months, the banner ad will be considered successful if online sales have increased by 10%. The banner ad includes the website and will therefore encourage viewers to browse the website and purchase items online. Furthermore, by clicking the advertisement, the user will be directed to http://www.revivestore.com.

The print advertisements’ success will be based on the sales revenue increase within the next three months from the holiday campaign promotions. In addition, the advertisements in the Plain Dealer will increase the number of customers per day. The Foursquare location will also encourage consumers to stop by the store more often to earn “check-‐in” points.

Revive can create an online or in-‐store survey in order to ask the customers which advertisement lead to his or her purchase. This is a great tool in order to determine the success of this advertising campaign. An example survey is provided in the Appendix.

Evaluation

Conclusion 22

Lisa Dunn founded Revive with the ideals of respect, justice, and honesty. Revive’s mission is simple: creating opportunities for disadvantaged producers at a fair price. However, if this important issue is not apparent to possible clients, Revive will have a difficult time selling products and reaching its goal. The lack of fair trade knowledge of many consumers results in low sales numbers and brand awareness. FANAFI’s integrated marketing communication plan contains the tactics to achieve measurable results and the ability to overcome these issues. Implementing uniform holiday print advertisements, the Revive Rewards loyalty program, and the online banner advertisement will help spread awareness of Revive’s presence in the community. Revive will soon become a recognized retail shop competing with both direct and indirect competitors. Revive is unique compared to large retailers because of its fair trade products, safe working conditions for artisans, and family owned environment. Through the social media initiatives such as Selective Tweet, Facebook, Twitter, and Foursquare, Revive will become a well-‐recognized brand within the Beachwood area and surrounding communities. The implementation of this IMC plan will undoubtedly achieve the overall goals of brand recognition and customer loyalty. This will also increase holiday sales revenues and store foot traffic. We look forward to working with you to execute this plan and help Revive reach its full potential.

-‐FANAFI Advertising Group

Conclusion

Appendix 23

Print Ad

The Appendix provides a more detailed explanation of our integrated marketing communication deliverables.

Below is an example of how the advertisements would look in The Plain Dealer. While the ad will print in black and white in the actual newspaper, it is highlighted below in color to draw attention to the placement and feel of a newspaper format.

Appendix

Banner Ad

Appendix 24

The picture below is an example of how the Banner Ad will look on a website. It appears at the top of the page to grab the viewer’s attention.

“Revive Rewards”

Appendix 25

Vistaprints provided a quoted price for “Revive Rewards” loyalty cards. Listed below is a breakdown of costs and specifications.

Appendix 26

Media Plan

Selective Tweets allows Revive to simultaneously post on Twitter and Facebook. The picture below gives a more detailed description of how the application works.

FANAFI has provided at detailed description of the scheduled release dates listed in the Media Plan and Budget section.

Dec 1-‐ Double rewards Dec 1-‐ all three print ads in eNewsletter Dec 2-‐ Print Ad 1 in Plain Dealer Dec 8-‐ Triple rewards on one item Dec 9-‐ Print Ad 2 in Plain Dealer Dec 15-‐ Double rewards Dec 16-‐ Print Ad 3 in Plain Dealer Dec 22-‐ Triple rewards on one item Dec 23-‐Print Ad 1 in Plain Dealer Dec 23-‐Double Rewards

Appendix 27

Dec 24-‐ Double rewards Dec 30-‐ Print Ad 2 in Plain Dealer ***Every day eligible to receive points for purchases and work towards 200 points to be redeemed for $10 coupon.

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