Pantene Final 5 2 17

Table
of Contents
0.0 Table of Contents- Responsibilities........5
0.00 Executive Summary.......7
1.0 Situation Analysis.......9
1.1 Product/Service...........10
1.1.1 Product History/Description... ......10
1.1.2 Product Image and Benefits.........11
1.2 Product Class: Shampoo Brands/Products.........12
1.2.1 Geographical Distribution......12
1.2.2 Market Share..12
1.2.3 Price Effects..................................13
1.2.4 Seasonal Effects..13
1.3 Competition.....14
1.3.1 Primary Competitors........15
1.3.1.1 Organix/Ogx...15
1.3.1.2 Suave.......17
1.3.1.3 Garnier Fructis.......................................18
1.3.1.4 Tresemme....19
1.3.2 Secondary Competitors...20
1.3.2.1 Redken.......20
1.3.2.2 Paul Mitchell.......21
1.3.2.3 Herbal Essences....21
1.4 Consumer/Target Profiles.........23
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1.4.1 Current Users.....23
1.4.2 Strategic Creation of New Target Audience.23
1.4.3 Target Audience Demographics.....25
1.4.4 Target Audience Psychographics...25
1.4.5 Target Audience Geographics......25
1.4.6. Additional Considerations..........................26
1.5 Environmental Factors........................................................26
1.5.1 Social Factors....27
1.5.2 Economic Factors....27
1.5.3 Legal Factors..........28
1.5.4 Technical and Natural Factors.....28
2.0 SWOT Analysis.......29
2.1 SWOT Introduction............30
2.2 SWOT Factor Table.....31
2.3 Priority Ranking..31
2.3.1. Priority Ranking Chart...32
2.4 Strengths......33
2.4.A. Ethnic Diversity in Media......33
2.5 Weaknesses............33
2.5.A. Magazine Saturation........33
2.6 Opportunities...................................................................34
2.6.A. Asian Representation...............................34
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2.6.B. Growing Social Media Usage......34
2.7 Threats........................................35
2.7.A. Many People Are Using Shampoo Less and Less........35
3.0 Objectives........................................................................36
3.1 Marketing Objectives........37
3.1.1. Objective One........37
3.2 Advertising Objectives.....37
3.2.1. Objective Two.......37
3.2.2. Objective Three....38
3.2.3. Objective Four......38
3.2.4. Objective Five.......38
3.3 Media Objectives.........39
3.3.1. Objective Six......39
4.0 Campaign Timeline....40
4.1 Marketing Objectives.......................41
4.2 Advertising Objectives.........42
4.3 Media Objectives..........................................46
5.0 MAM Analysis.............................................48
5.1 Attribute Search Survey......50
5.2 Multi-Attribute Survey..........................................51
5.3 Line-by-Line Analysis....................................52
6.0 Budget Allocations..........................................56
7.0 Media Selections...........................................60
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7.1 Traditional Media..........................61
7.1.2. Radio Rationale.................................61
7.1.3. Magazine Rationale.............................61
7.1.4. Ambient Rationale...............................62
7.1.5. Television Rationale...........................63
7.2 Digital Media.......................................63
7.2.1. Mobile Rationale......................................63
7.2.2. Internet Rationale...............................63
8.0 Final Message Designs...............................65
9.0 Creative Executions.....................................67
9.1 Radio Commercial.............................68
9.2 Magazine...............................................71
9.3 Ambient.................................................73
9.4 Television Commercial...................75
9.5 Mobile Advertisements..................80
9.5.1 Mobile Advertisement 1..80
9.6 Social Media Advertisement.....91
10.0 Media Plan..95
10.1 Spot Markets.101
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10.2 Vehicle Selections103
10.3 Media Plan By Month108
11.0 Campaign Evaluation..114
12.0 References..117
13.0 Appendix..120
0.0 Table of Contents - Responsibilities
0.00 Executive Summary - Madeline Drake
1.0 Situation Analysis:
1.1 Product/Service - Anna Stevenson
1.2 Product Class - Daniela Schmidt
1.3 Competition - Erin Foertsch
1.4 Consumer/Target Profiles - Alyssa Bielski
1.5 Environmental Factors - Madeline Drake
2.0 SWOT Analysis - Collective Effort
3.0 Objectives - Collective Effort
4.0 Campaign Timeline - Collective Effort
5.0 MAM Analysis - Erin Foertsch
6.0 Budget Allocations - Erin Foertsch & Alyssa Bielski
7.0 Media Selections - Collective Effort
8.0 Final Message Designs - Madeline Drake
9.0 Creative Executions:
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9.1 Radio Commercial - Erin Foertsch
9.2 Magazine - Madeline Drake
9.3 Ambient - Daniela Schmidt
9.4 Television Commercial - Alyssa Bielski
9.5 Mobile Advertisements
9.5.1 Mobile Advertisement 1 - Erin Foertsch
9.5.2 Mobile Advertisement 2 - Madeline Drake
9.5.3 Mobile Advertisement 3 - Daniela Schmidt
9.5.4 Mobile Advertisement 4 - Anna Stevenson
9.5.5 Mobile Advertisement 5 - Alyssa Bielski
9.6 Social Media Advertisement - Anna Stevenson
10.0 Media Plan - Erin Foertsch & Alyssa Bielski
11.0 Campaign Evaluation - Collective Effort
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0.00 EXECUTIVE SUMMARY
The following document is an advertising campaign proposal for Pantene Pro-V
shampoo. We begun by creating a situation analysis. We researched Pantene as a company
by learning of its history, its current products and its geographical distribution. We then
researched the market share positioning of Pantene with its current largest competitors,
including Ogx, Suave, Garnier Fructis, and Tresemme. We found information on the current
users of Pantene and we used this information to decide our target audience. We noticed
that over 25% of Asian women use Pantene, but they have no representation in their
media, so we decided to make diversity a priority in this campaign. Throughout the entirety
of this year-long campaign, we targeted Pantene products to women, aged 35-44 and
researched this audiences demographics, psychographics, and geographics. We looked at
possible environmental factors that could influence, positively or negatively, a company
that Pantene would need to be aware of. We then did an analysis of the strengths,
opportunities, and threats (SWOT) that should be addressed and/or leveraged throughout
the campaign. From doing priority ranking, we came up with six objectives for the
campaign. We had a marketing objective of raising the Pantene Pro-V shampoo market
share. Four advertising objectives were created with the goals of raising Pantene Pro-V
shampoo brand awareness, maintaining shampoo product awareness, increasing diversity
within our campaign advertisements, and increasing Pantene Pro-V social media presence.
Our media objective included increasing Pantene Pro-V share of voice. After creating our
objectives, we came up with a timeline for our campaign. We decided the it would take
place from June 1, 2017 to August 31, 2018. We broke down the timeline to quarters and
decided what would change for each objective in each quarter. We then conducted a Multi-
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Attribute Model (MAM) analysis to analyze our target audiences attitude and perceptions
of Pantene and its competitors. We created two surveys and used the feedback to help
correctly position the brand and better develop the campaign. The MAM analysis
demonstrated that softness and scent were two of the most important aspects of
shampoo, and two of Pantenes highest rated qualities. We then allocated our budget of
$15,748,547 and distributed it by quarter and media class. We decided on our media
selection and chose to have radio, magazine, ambient, and television advertising for
traditional media. We have mobile and internet advertising for digital media. We then
broke down what our message design was and created creative executions for each media
class. Based on findings from our SWOT, our main messages address diversity and the
many products Pantene offers for many different needs. A media plan was then developed
based on usage of the media vehicles within our target. We chose a pulsing schedule for the
year and created visuals for the reach and frequency of the advertising. We have listed all of
our references in works cited and appendix sections at the end of the document.
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1.1 PRODUCT SERVICE
1.1.1 Product History/Description
Pantene Pro-V is a brand of hair care products owned by Procter & Gamble. The
shampoo was created for daily use and is gentle enough for permed or color-treated hair.
The product line was first introduced in Europe in 1945 by Hoffmann-La Roche in
Switzerland. The name was branded based on panthenol as a shampoo ingredient. These
ingredients help with light and clean hair, two characteristics that will be a continual focus
of the Pantene ProV campaign. The demand from European travelers in the United States
drives American retailers to import Pantene from Switzerland in 1960. Fifteen years later,
the packaging was rethought and changed. The golden cap was introduced and became an
iconic look for Pantene products. Even today the gold cap is incorporated into Pantene
products to ensure consumers dont miss the product on the shelf.
In 1983 Pantene expanded their product line while consulting scientist. Healthy hair
and the tagline, The Care and Feeling of Beautiful Hair, became the focus of the company.
Three years later Pantene produced their most famous and memorable campaign. Dont
hate me because Im beautiful. In this year Procter & Gamble expanded Pantenes
distribution on a massive scale, making the hair care technology of Pantene accessible to
women everywhere. Empowering women and rocking beautiful hair has been a continual
trend throughout Pantenes history and, because of its success, should be focused on while
producing further campaigns.
By 2000 Pantene tailored their hair care products to the look you want. With more
than 100 hair care and hairstyling products in the United States alone. In 2006, Pantene
introduced Beautiful Length, a program that encourages women to grow, cut and donate
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their healthy hair to help women battling cancer. In 2014, Pantene launched new shampoos
and conditioners with clinically tested, anti-oxidant damage-blocking technology (The
History of Pantene, 2014). Pantene now offers an extensive amount of haircare products
and should continue to drive an empowering, clean hair statement to its consumers.
1.1.2 Product Image and Brand Benefits
Procter & Gamble positions Pantene as an affordable alternative to salon brands.
Pantene Shampoo, since 1988, has always structured their slogans around the beauty of
strength. Pantene has also changed their product over the years to match consumers
desired style and taste. Recently, textured hair treatments have become very popular
Pantene Products. Because of this recent influx in texture hair treatment our advertising
markets should focus on these areas. In recent advertisements, the shampoo has focused
on growing technology and scientific expertise that helped create their products.
Pantene Pro-V Shampoo consist of ingredients made to keep hair healthy and
strong. Some of these ingredients include Panthenol, Vitamin B5, Cocamide, and does not
contain wax. The Panthenyl adds moisture to hair, vitamin B5 is beneficial for hair
restoration and preventing hair loss, and cocamide MEA improves cleansing ability because
it makes shampoo easier to spread throughout the hair. Pantene Pro-V Shampoo also
doesnt contain wax that weighs hair down after use (Willet B, 2015). Pantene Pro-V
Shampoo is also very affordable. Prices range from $2.99-$20.49. These low prices include
expert collections offered by Pantene. Not only is it told at an affordable price, but Pantene
Pro-V Shampoo can be found in a variety of stores including Wal-Mart, Target, Walgreens,
Rite Aid, and CVS. Easy access, high quality products and scientifically perfected are all
qualities that should be emphasized in future campaigns.
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1.2 PRODUCT CLASS
1.2.1 Geographical Distribution
Pantene Pro-V shampoo has been available in the United States since 1985, when
Procter & Gamble acquired Richardson-Vicks. Before being available in the U.S., it was only
sold in European countries. Currently, P&G is a global market leader in the hair care sector,
with 20% of their global market share primarily from Pantene Pro-V and Head & Shoulders
(P&G annual report, 2016). Pantene shampoos and conditioners have been pronounced
blind-test winners compared to their main competitors in North America, China, and Japan.
Pantene is a well-known hair care brand all over the world, selling their products in
Australia, New Zealand, the Middle East, Europe, Asia, North America, and Latin America.
1.2.2 Market Share (Top 10 for 2015 - Market Share Reporter)
Brand Dollars (in mil) Percentage
Organix $93.1 4.3%
Suave Professionals $66.4 3.0%
Suave Naturals $59.3 2.7%
Pantene Pro-V Daily Moisture Renewal $41.6 1.9%
Garnier Fructis Sleek & Shine $38.2 1.7%
Tresemme Moisture Rich $36.5 1.7%
Clairol Herbal Essences Hill Hydration $31.3 1.4%
Old Spice $29.1 1.3%
Pantene Pro-V Repair and Protect $27.9 1.3%
All other brands (combined) $1,763.8 80.7%
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Pantene Pro-V has several product categories that helps in the expansion of their
market share by targeting different market sections with individually tailored products.
1.2.3 Price Effects
Pantene Pro-V products are known for their inexpensive prices, with their lowest
price being approximately $3.00 and their most expensive product being approximately
$20.00. Specifically for Pantene Pro-V shampoos, their price ranges from $3.00 to $6.00.
As Pantene Pro-V Shampoo can be purchased in convenience stores, pharmacies
such as CVS, and other hair care stores, they are not considered a product that is difficult to
gain access to. Their availability and inexpensive prices result in a low involvement
decision by consumers when acquiring a Pantene Pro-V Shampoo. In addition to their low
prices, Pantene Pro-V has occasional packaging which consumers can purchase two
shampoos for the price of one, or 2-in-1 shampoos that include conditioner as well. This is
beneficial to the brand when other inexpensive competing brands drop their prices or
release a new line of shampoo products.
1.2.4 Seasonal Effects
Pantene Pro-V shampoo is popular all year round, with its major peak season being
in the summer between the months of June and August. Pantene Pro-V shampoo seems to
have a higher demand during these months due to the increase of water activities such as
swimming, increased exposure to saltwater and sun rays that dry out hair, and other
factors that influence a consumers hair care. In addition, as using shampoo is more
abundant during this season, consumers are more likely to invest in buying larger or more
quantities of the product.
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1.3 COMPETITION
The shampoo product category is a vast industry. There are hundreds of brands and
thousands of individual products that specialize in a number of factors including hair type,
function, ingredients, and much more. Because of this, there are four primary competitors
as well as three secondary competitors. Primary competitors were based on each brands
market share in the shampoo product category. Secondary competitors were selected
based on ranking in two categories: usage among the target according to Simmons and our
brand awareness survey. According to Simmons OneView, the main users for all of these
competitors are women aged 18-44.
Share of Voice (Table 1.3.A) - Adspender
Brand Ad Budget for 2016 Share of Voice %
Pantene Pro-V Moisture Renewal and $15,248,400 24.1%

Repair & Protect
Organix/OGX $7,905,200 12.5%
Suave Professionals & Naturals $32,175,600 50.8%
Garnier Fructis Sleek & Shine $4,941,700 7.8%
Tresemme Moisture Rich $3,100,600 4.9%

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1.3.1 Primary Competitors
Pricing - Primary Competitors (Table 1.3B)
Brand/Product Average Price per fluid ounce (According to Wal-Mart Pricing)
Pantene 44.30 / fl oz
Organix/Ogx 39.7 / fl oz
Suave 10.50 / fl oz
Garnier Fructis 19.4 / fl oz
Tresemme 15.3 / fl oz

1.3.1.1 - Organix/Ogx
According to Market Share Reporter, Organix held the number 1 spot in 2015 in the
shampoo product category. They owned 4.3 percent of the market share with $93.1 million.
However, Organix was not listed in Simmons OneView.. The brand is commonly known as
OGX, and sells a variety of beauty products including shampoo, conditioner, and body wash.
They are known for using exotic ingredients in their solutions. Some of these
include Moroccan oil, coconut oil, argan oil, kukui oil, and much more. This is prevalent in
their print advertisements. They use tropical backgrounds and colors, flowers, and vibrant
colors to stand out. They also tend to not use models in their advertisements, and instead
focus on the bottle and ingredients. Their unique bottle shape also makes them stand out
because it is more rounded than most shampoo products. Therefore, it is important to
adjust Pantenes creative advertising accordingly to give Pantene an advantage in standing
out. This can be done by using more diversity in our campaign (see Objective 4).
Ogx does not seem to have a big social media presence, and there is also not a lot of
information about them online. This is a big weakness for people who are researching new
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shampoo products online. We plan to increase our social media presence during our
campaign, which will put us at an even higher advantage in regard to Ogxs lack of
satisfactory social media presence (see Objective 5).
Their name is seen as a big weakness. In 2011, there was big controversy revolving
around the name Organix considering they contain little or no organic ingredients. They
faced lawsuit and were forced to change their name to OGX. However, they are still
commonly referred to as Organix (Yeomans, 2013). Pantene is a well-established name
with a good reputation, and we plan to reinforce this during our campaign.
In 2015, they launched their Bad Ass Hair Day campaign. Their goal was to
empower women to take a stand against bad hair days, and rename them to bad ass hair
days. They launched a new website, badasshairday.com that displayed hair tutorials. They
also launched a social media campaign with the hashtag #badasshairday. Dana Paris, CEO
of OGX at the time, stated, We just want to know what you love about your hair, so we can
make you love it even more" (OGX Beauty, 2015). Because women-empowerment has been
an overall theme within the past decade, we also plan to maintain and reinforce this theme
by featuring women of all cultures.
According to AdSpender, in 2016, they only advertised in magazines. Their total
budget for shampoo products was $7,905,200 and they had 12.5% of the share of voice.
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According to previous years, they have used only magazines for advertising since at least
2012.
1.3.1.2 - Suave
Suave was introduced in 1937 as a hair tonic. They are owned by Unilever and are
based in Chicago, IL. They sell a variety of personal care products including hair care,
lotions, body wash, soaps, and deodorant. In 2015, their Suave Professionals shampoo
product owned 3.0 percent of the market at 66.4 million. Theyre Suave Naturals shampoo
product owned 2.7 percent of the market at 59.3 million (Market Share Reporter). Suave
was also recalled 22% of the time in our brand awareness survey (see MAM analysis),
which was our second highest percentage. Suave scored an index number of 101 within our
target audience in Simmons OneView. Out of all of our primary and secondary competitors,
Suave seems to be the cheapest per fluid ounce (Table 1.3B).
Suave is known as being a very cheap and an easily accessible product. A consumer
can find this product in any drugstore or most stores that sells shampoo. This can be seen
as a strength and a weakness depending on the particular consumers needs. Some may
perceive it as too cheap, and therefore less quality. However, in 2006, they repositioned
their brand to be less of a value and more of a quality product by creating an emotional
appeal among mothers who struggle to maintain their beauty when becoming a mom (Neff,
2006). Pantene is also regarded as on the cheaper side, however, Pantene is more
expensive in relation to Suave and its other main competitors. Since our MAM analysis
indicated that our target group is willing to spend more to get better quality, we aim to
position ourselves as a quality product that is worth the money, however it is more
affordable than some of the more professional brands.
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According to AdSpender, they spent a total of $32,175,600 on advertising in 2016.
They held 50.8% of the share of voice.
1.3.1.3 - Garnier Fructis Sleek & Shine
Garnier Fructis is owned by LOreal, one of the top beauty brands in the world.
According to Market Share Reporter, Garnier Fructis Sleek & Shine owned 1.7 percent of
the shampoo market at $38.2 million in 2015. Garnier Fructis scored an index number of
127 within our target audience in Simmons OneView.
They are owned by LOreal, one of the top beauty brands in the world. By being
associated with LOreal, they have a huge advantage in the brand-saturated market.
However, we plan to strategically combat this by attempting to raise brand awareness for
Pantene throughout our campaign.
Much of their advertising focuses on their anti-frizz characteristic. Many of their
commercials feature women at the beach with shiny and under-control hair despite the hot
climate. This is what most of their campaigns focus on to attract women who need to fulfill
their need of anti-frizzy hair. However, we plan to show our target group the overall high-
quality of Pantene and its ability to fulfill all of their hair needs.
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They mainly focused on television. They held 7.8% of the share of voice.
1.3.1.4 - Tresemme
Tresemme was introduced in 1947 and was originally marketed to professional
salons. It was originally owned by Godefroy Manufacturing Company, but it was bought by
Unilever in 2010. According to Market Share Reporter, Tresemme Moisture Rich owned 1.7
percent of the market share at $36.5 million in 2015. Tresemme was also recalled 20% of
the time in our brand awareness survey (see MAM analysis), this was our third highest
percentage. Tresemme scored an index number of 130 within our target audience in
Simmons OneView.
Because of Tresemmes original purpose toward professional hair salons, they have
a reputation as being high quality. They use a sleek design to maintain their professional
look. However, Pantene is on average more expensive than Tresemme. We plan to position
Pantene as a high quality product that is worth the extra price to show women they are
worth it.
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According to AdSpender, they spent a total of $3,100,600 in advertising dollars in
2016. Most of their budget was geared toward magazines, at $2,901,700 of the budget.
They held 4.9% of the share of voice.
1.3.2 Secondary Competitors
Pricing - Secondary Competitors (Table 1.3C)
Brand/Product Average Price per Fluid Ounce (According to Wal-Mart Pricing)
Pantene 44.30 / fl oz
Redken 62.9 / fl oz
Paul Mitchell 91.6 / fl oz
Herbal Essences 17.7 / fl oz

1.3.2.1 Redken
Redken was founded in 1960 and is owned by the LOreal Group. Redken is
considered our top competitor in terms of Simmons OneView usage among our target.
Redken scored an index number of 223 versus Pantene ProVs index number of 145.
Redken sells a variety of hair care products including shampoo, hair color, mousses, and
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other hair styling products. Redkens shampoo products show to be slightly more
expensive than Pantene (Table 1.3C).
In 2014, Redken made Leandra Lea T Cerezo the face of their product. She became
the first openly transgender model to be the face of a beauty brand or product. This
campaign proved to be a huge advantage for Redken, as many people showed support. This
campaign focused on individuality and not being afraid to be who you are (Redken
Announces Lea T, 2014). During our campaign, we plan to increase diversity. Therefore, we
will show our target that Pantene is well-suited and accepting of all hair types.
No budget was available in AdSpender for 2016.
1.3.2.2 Paul Mitchell
Paul Mitchell was founded by Paul DeJoria and Paul Mitchell in 1980. Unlike most of
our competitors, Paul Mitchell is mostly known for their styling tools such as hair
straighteners, curling irons, blow dryers, etc. Paul Mitchell scored and index number of 171
verses Pantene ProVs 145 within the target (Simmons OneView). Out of all of the
secondary and primary competitors, Paul Mitchell is the most expensive per fluid ounce
(Table 1.3C). We plan to show our target that Pantene is a cheaper alternative to
professional brands such as Paul Mitchell. However, we plan to maintain the high-quality
aspect of Pantene shampoo.
About $2,832,200 of this advertising went to magazines.
1.3.2.3 Herbal Essences
Herbal Essences was founded in 1972 and it is owned by Clairol. Herbal Essences
scored an index number of 146 compared to Pantenes 145 within the target (Simmons).
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Herbal Essences was also recalled 18 percent of the time in our brand awareness survey
(see MAM survey), which was our third highest percentage. Above Herbal Essences was
Tresemme (20% awareness), Suave (22% awareness), and Pantene (28% awareness) was
number one. Out of our secondary competitors, Herbal Essences seems to be the cheapest
per fluid ounce (Table 1.3C). Because Herbal Essences is substantially more cheap than
Pantene, we will reinforce that cheaper is not necessarily better when it comes to taking
care of hair. Most women care about the quality of their hair and shampoo products
according to our MAM survey. Therefore, Pantene is in the perfect spot to be the best
alternative for women looking for a product in the middle.
According to AdSpender, Herbal Essences spent a total of $21,113,300 on
advertising for their shampoo products in 2016. About $12,495,800 went to magazines.
Summary and Strategic Implications
A recurring theme that we have learned in our research of our competitors is that
many of them position themselves as an affordable product (Suave, Herbal Essences,
Garnier Fructis). However, as we learned in our MAM analysis that our target group is
willing to spend more for better quality. Since Pantene is more expensive than most of the
competitors, we plan to position Pantene as a high quality product that is worth the money.
However, two of our competitors are more expensive (Redken and Paul Mitchell).
Therefore, not only do we plan on showing our target group that Pantene can give you
professional results, we plan to show that Pantene is also more affordable than the more
expensive and professional brands. Pantene is the product for people looking for the
middle ground. We plan to do this within our brand awareness objective.
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We have also established that the market is reinforcing diversity and women
empowerment. We plan the incorporate both of these themes throughout our campaign by
our increasing diversity objective as well as our product awareness objective (see
objectives).
1.4 CONSUMER TARGET PROFILES
1.4.1. Current Users
A study conducted by Statistica (2016) showed that 299.63 million Americans use
shampoo, and over 36.4 million American use Pantene ProV last year. Out of those 36
million Americans, Pantenes current focus is on their target audience is women age 18-34,
who are interested in fashion and beauty, and who want healthy hair (Marketing91, 2016).
These women tend to be low income, with the highest form of education being high school,
which might be due to their young age (Info Scout, 2016). They tend to live in the West, and
buy Pantene from drug stores, mostly in the afternoon. Most of their media advertisements
display a single person, predominantly a white woman, waving her hair around and
showing how Pantene makes it healthy. There are few commercials and ads containing
women of color, and that is almost always associated with their textured hair line.
1.4.2. Strategic creation of new target audience
Simmons OneView was used to create Pantenes new target audience. We ran a
cross tab of Pantene users based on age and gender. We discovered that women age 35 to
44 were the highest users of the product. This age and gender group are not the only
people who use shampoo, so two additional groups were added. The first group would be
all women age 35 to 44, and the second would be all Pantene users. To create a well-
rounded target audience, we focused on characteristics that were displayed by all of these
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groups. Because we want to focus on women specifically, we placed more importance on
the characteristics that they displayed versus general users, as seen in figure 1.4.2..A. and
1.4.2.B. Ultimately, the product will be directed at women age 35-44, but input will come
from all three categories and weighted respectively.
Figure 1.4.2..A. Target Audience Makeup
Group 1 Group 2 Group 3 Target Audience
Women age 35-44 Women age 35-44 All people who use The highest rated
years of age years of age who use Pantene as their characteristics that
Pantene as their main brand of were shared among
main brand of shampoo all groups
shampoo
Weight: Weight: Weight: Total:

25% 55% 20% 100%

Figure 1.4.2.B. Target Audience Makeup
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1.4.3. Target Audience Demographics
Our target audience will be women aged 35-44. Our target groups ethnicity is
predominantly Asian, followed by Hispanic, White, then Black. These women are likely to
be conservative, but do not place a lot of weight on their political views. In addition to
being homemakers, these women have college and graduate school degrees. Many work in
the health, education, or social service field. Their individual income varies between 50-
70K, but many make well over 100K. The average household income is somewhere
between 150 and 250k per year. These women are married and have large family. The 35-
44 year old women group has around 2-3 children, while general Pantene users have
reported that they have over 5 children.
1.4.4. Target Audience Psychographics
These women are heavily invested in their children and family, and devote almost
all of their time and energy to them (Simmons OneView, 2013). Their children have a large
impact on the brands that their mothers purchase. The target group believes that eco-
friendly products are of higher quality than regular products. Our target audience does not
necessarily care if beauty products are natural or organic, as long as they are eco-friendly.
Our target audience is brand loyal shoppers, and they liked to be informed of the product.
Although they are interested in getting the best bang for their buck and usually shop at
stores close to them, finding the right brand is still very important to them.
1.4.5. Target Audience Geographics
Geographically, the heaviest users are women who live in the western and
midwestern regions of the United States. Currently, the heaviest Pantene using states
include North Dakota, South Dakota, Kansas, Iowa, and Wyoming. In addition to these
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areas, we would like to expand the brand and focus on regions that have a lot of women in
our target age groups, but do not currently use Pantene Pro-V as their main brand. The
states that will be focused on are Delaware, Kentucky, South Carolina, New York, Texas,
Nevada, and Georgia. The majority of the target audience lives in a house within the
suburbs.
1.4.6. Additional Considerations
Forming the target audience created some limitations. The first would be that
Simmons OneView was the primary source of creating the target audience. It has limited
information about general shampoo and Pantene users, which could have skewed some of
the data. Our biggest issue is that we are unaware of when the Simmons OneView data was
collected. Therefore, we cannot see if Pantene Pro-Vs latest campaign influenced this data,
be certain that its representative of the current target audience, or see the direct impact of
our campaign on the people surveyed .
To combat these issues, we incorporated data from many other sources and
researched the information from every angle possible. Our data represents a cohesive and
representation of the knowledge that is out there, so we are certain that this is the best
target audience that we could provide.
1.5 ENVIRONMENT
There are numerous environmental factors that can influence one business or brand that
the business itself has no control over. They can be social, economic, political, technological or
natural factors. Companies that do business internationally, like Pantene, should look at these
factors in each country.
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1.5.1 Social/Cultural Factors
Social factors have to do with societal trends around our world, and they are constantly
changing. Cultural factors take into account the way a group of people live, and it also evolves.
For instance, a social effect can be the actions of the celebrities who have endorsed the brand.
Selena Gomez is a current example. Her actions can either negatively or positively affect the
publics opinion of the brand Pantene, depending on what her actions are. To prevent this,
Pantene needs to choose wisely when choosing a celebrity endorser. Another social effect would
be current consumer trends. Social trends can affect brand sales. For example, a recent trend is to
create your own (or DIY) haircare products. This would negatively affect potentially all haircare
brands if people are attempting to make their own shampoo with store-bought ingredients.
1.5.2 Economic Factors
Economic changes can also have an impact on a brand. Economy is all about balance. If
the economy is not going well, it could affect Pantene. The company may see a drop in
purchasing because people may cut down and use products more sparingly. However, an
advantage with Pantene is that it already is relatively inexpensive, and some consumers that may
normally buy more expensive products could move towards Pantenes price range in a time of a
struggling economic. On the other hand, if the economy is going well, consumers may feel they
have the ability to splurge on products or brands that are more expensive than Pantene and the
company could see a drop in sales. If something were to impact the supply or demand of Pantene
products, it could drastically affect the company. Pantene needs to be constantly monitoring
economic developments.
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1.5.3 Legal Factors
The brand could also be affected by politics and governmental policies. For example,
new laws could be enforced for hair care/beauty brands, which means there could be restrictions
on the specific ingredients in Pantene products. This could mean new restrictions on importing
certain goods. Also, Pantene still does some animal testing, and its possible for laws to change
and for this to become illegal to do. The company would have to modify some of their current
practices by figuring out an alternate form of testing and rework their budget to do so. Pantene
should have a plan for things that could majorly impact the company legally.
1.5.4 Technological and Natural Factors
Technology is constantly changing in the fast-paced nature of the world today.
Companies cannot control what is changing, how it is changing, or what is being used. It can
have a significant impact on a company. Pantene needs to stay connected and up-to-date. Natural
forces could even be an outside factor that influences a brand. For example, weather and natural
disaster could affect the physical production process of a product. Multiple factors in the
environment can positively or negatively influence a brand.
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2.0 SWOT ANALYSIS
2.1 SWOT Introduction
The SWOT is a research tool that gathers and organizes information about a
product, product category, its competitors, the market, and any other relevant information.
It stands for strengths, weakness, opportunities, and threats. In order to organize the
information, each piece of information is put into one of the four categories. Each definition
of strength, weakness, opportunity, and threat must be determined before organizing the
information. In general, a strength is a positive internal influence, a weakness is a negative
internal influence, an opportunity is a positive external influence, and a threat is a negative
external influence. Internal influences mean that the issues are controlled by Pantene,
while external influences cannot be controlled by Pantene, but still must be considered in
the campaign.
The SWOT is used to determine critical issues and sources that should be addressed
and/or leveraged in the campaign.
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2.2 SWOT Factor Table
STRENGTHS OPPORTUNITIES
Priyanka Chopra and Jillian Hervey- Asian women are 52% more likely than
culturally diverse faces that represent the average. Pantene currently does not
new product for textured hair have an Asian female representative, but it
Shape.com suggests using Pantene as a could get one that could resonate better
hydrating shampoo with our TA.
Website is informational Growing beauty market in the U.S.
Procter and Gamble care about the Growing social media usage
environment
Procter and Gamble holds 20% of the
global market share
WEAKNESSES THREATS
Pantene is ranked number 4 behind Recent trends show that many people
other leading shampoo brands are shampoo/hair products less and less
Magazines are saturated with haircare New trends steer consumers to more
products, including Pantene organic haircare product choices
Tests on animals

2.3 Priority Ranking Introduction

After completion of the S.W.O.T. analysis chart, it is important to prioritize the
companys strengths, weaknesses, opportunities and threats to determine which pieces of
information are important in developing campaign objectives for Pantene. Strengths,
weaknesses, opportunities and threats were separated and each attribute was ranked on a
scale of 1 (low) to 3 (high) for four different categories. The categories included damage,
benefit, cost, and time sensitivity.
Damage- damage to the client if a weakness or threat is not addressed
Benefit- benefit to the client if a strength/opportunity is leveraged
Cost- the cost of money, resources and risk for the issue to be addressed or leveraged
Time-Sensitive- time the company has to achieve such attributes if they were to be
addressed or leveraged in the campaign.
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Each issue was ranked on each of these variables. A total sum of 7 or higher
indicates that the issue should be addressed in the campaign. Below, we have displayed
which issues were deemed as critical.

2.3.1 Priority Ranking Chart
Strengths
Attribute Damage Benefit Cost Time-sensitive Sum
Priyanka Chopra and Jillian

Hervey- culturally diverse 3 3 3 9
faces that represent
Pantene- support new line
for textured hair

Weaknesses
Magazines are saturated 2 3 3 8

with haircare brands
including Pantene
Pantene is number 4 and 2

number 9 in the shampoo 3 2 7
market share

Opportunities
Asian women are 52% more

likely than the average.
Pantene currently does not 3 3 3 9
have an Asian female
representative, but it could
get one that could
resonate better with our TA
Growing social media usage 3 3 2 8

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Threats
Recent trends show that

many people are using 3 2 3 8
shampoo/hair products less
and less, more organic
choices

2.4 Strengths
Strengths are defined as: Any quality about the brand that helps distinguish us
from competitors, give us an advantage within the market, and benefits the brand in any
manner. Qualities that connect us to our target audience.
2.4.A. Ethnic Diversity in Media
Priyanka Chopra and Jillian Hervey are faces of Pantene that support the line for
textured hair. Priyanka represents Indian women, while Jillian represents Black women.
During our campaign, it is important to emphasize that Pantene has a type of shampoo for
every ethnicity and every hair type. Having these spokeswoman allows women of Indian or
African ethnicity to identify with our product. This strength aligns with objective four
because we will be expanding ethnic diversity throughout the campaign.
2.5 Weaknesses
Weaknesses are defined as: Any quality or perceived quality about the brand that
displays us in an unfavorable light or gives the competitors an advantage. Qualities that
our current consumers do not agree with.
2.5.A. Magazine Saturation
Women ages 35-44 are heavy magazine subscribers. Many hair care products,
including Pantenes competitors, also advertise their products in magazines. Because there
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is so much saturation it hard for Pantene to stand out among the variety of other brands.
The damage to Pantene includes less brand awareness. The cost of addressing the attribute
of saturation would be reasonable and it can be done it a timely fashion. We plan to address
this critical issue within our media objectives by outsourcing to other media outlets that
correspond with usage from our target group.
2.6 Opportunities
Opportunities are defined as: A quality that Pantene currently or potentially has
that can benefit our brand. Any outside source that gives us a competitive advantage in the
market.
2.6.A. Asian Representation
It is imperative that Asian Women are included in Pantene advertisements.
Although Asian-Americans only make up 9.6% of Pantene users, 24.6% of all Asian-
Americans use Pantene Pro-V as their primary shampoo (Simmons OneView, 2013).
Currently, Asian women have 0 representation in Pantene ads, and they are still heavy
users. If they are represented in our media, they will be even more likely to identify with
our brand. This opportunity aligns with objective four because we are using this
information to gear more of our advertisements towards Asian women.
2.6.B Growing Social Media Usage
That being said, social media has also grown significantly popular as well. It
connects people and makes the world feel more cohesive. A great deal of sharing of beauty
trends and tips by consumers happens through various social media platforms. In 2018, it
is estimated that there will be around 2.67 billion social media users around the globe, up
from 1.91 billion in 2014 (Statista). This creates conversation about unlimited subjects,
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including the beauty industry. This aligns with objective 5 because we will increase our
social media presence to keep up with this growing market.
2.7 Threats
Threats are defined as: A favorable quality that is applied for the competition and
does not apply to our brand. A quality within the environment that does not show our
brand in a favorable light, or would have a negative consequence for our brand or product
category.
2.7.A. Many people are using shampoo less and less
Recent social trends have shown that people are using shampoo products less and
less. Most beauty blogs advocate for going days without washing hair to sustain natural oils
in the hair. This is a threat for our product category because it would mean that consumers
are using less of shampoo in general, which would reflect in Pantenes overall usage trends.
These trends also steer consumers to look for more organic shampoo products.
Many consumers opt to making homemade shampoo or look for more expensive brands
that use all organic ingredients. This is seen as a threat to Pantene because our brand does
not use all organic ingredients, and this fact may turn away some consumers who decide to
follow these trends.
This issues aligns with objective 3 because we plan to show our target group the
importance of using shampoo products with an emphasis on Pantene. To do this, we will
emphasize Pantenes role in women empowerment and how a high-quality shampoo is
worth it.
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36
3.0 OBJECTIVES
3.1 Marketing Objectives
Objective 1 - Raise Pantene Pro-V shampoo market share in the shampoo product category
of 3.2% (1.3% for Repair and Protect and 1.9% for Moisture Renewal) to 4.5% of the
market share for users of shampoo during the campaign timeline of June 1, 2017 to May 31,
2018.
Implementation: Currently, Suave is above Pantene in terms of market share.
Pantene Pro-V will be positioned above Suave by communicating that although our product
is more expensive, it is higher quality and will do its job in moisturizing the consumers
hair how they want. Our MAM analysis showed that our target is willing to spend more to
get better quality, so we will use this positioning strategy throughout our campaign. By
positioning Pantene as a solution to fulfill a need, we will change the behavior of consumers
to buy our brand over Suave.
3.2 Advertising Objectives
Objective 2 - Raise Pantene Pro-V shampoo brand awareness from 28% to 40% for females
aged 35 to 44 during the campaign timeframe of June 1, 2017 to May 31, 2018.
Implementation: Although Pantene may seem like a well-known brand for some,
there are so many shampoo brands out there that Pantene gets buried in the mix.
Therefore, many consumers may not think of our brand when deciding what shampoo
product to purchase. Raising brand awareness ensures that Pantene is at the top of the
target audience's mind when deciding on shampoo. To increase brand awareness within
our target, we will increase advertising in media outlets that our target uses most. This will
be outlined in our media plan.
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Objective 3 - Maintain shampoo product awareness at 94% and emphasize shampoo
importance with an emphasis on Pantene Pro-V products for women aged 35 to 44 during
the campaign timeline of June 1, 2017 to May 31, 2018.
Implementation: It has become a trend for consumers to use shampoo less and less.
However, the product awareness percentage is still relatively high. Therefore, we aim to
maintain this percentage so that it does not decrease. To do this, we will emphasize the
importance of using Pantene Pro- V shampoo and how it is healthy for the consumers hair.
Objective 4 - Increase diversity within campaign advertisements from 0% to 20% for
Asian-American women aged 35 to 44 during the campaign timeline of June 1, 2017 to May
31, 2018.
Implementation: Currently, there is no Asian spokeswoman for Pantene in the
United States. There are also not any advertisements that show Asian women. Since many
females who are Asian Americans use Pantene, we would like to increase their usage and
show more diversity in our advertisements by having Asian models use our product.
Objective 5 - Increase Pantene Pro-V social media presence to increase followers rate by
25%. Currently, for Facebook, Pantene has 1,500,686 followers. Increasing by 25% would
have an end value of 1,875,857. This objective is aimed at females aged 35 to 44 during the
campaign timeline of June 1, 2017 to May 31, 2018.
Implementation: The social media market is growing as technology advances.
Therefore, we want to utilize social media amongst our target to increase the number of
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clicks on our advertisements within social media, as well as the clicks onto our social media
pages and website. Our target audience is more likely to use Facebook than any other social
media outlet. Therefore, we will focus our advertising there with focuses on various other
social media outlets as well.
3.3 Media Objectives
Objective 6 - Increase Pantene Pro-V Share of Voice 24.1% to 26.1% for media vehicles
used by females aged 35 to 44 during the campaign timeline of June 1, 2017 to May 31,
2018.
Implementation: Since we want to modify the behavior of our consumers, we will
focus on a combination of reach and frequency. However, we will emphasize reach to
communicate to new consumers within our target to switch their preference for one brand
to Pantene Pro-V.
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40
4.0 CAMPAIGN TIMELINE
For our campaign, quarter 1 will take place from June 1, 2017 to August 31, 2017.
Quarter 2 will take place from September 1, 2017 to November 30, 2017. Quarter 3 will
take place from December 1, 2017 to February 28, 2018. Finally, quarter 4 will take place
from March 1, 2018 to May 31, 2018.
LEGEND:
Q1 - Quarter 1 T0 - Benchmark at Beginning of Campaign
Q2 - Quarter 2 T1- Benchmark Following Quarter 1
Q3 - Quarter 3 T2 - Benchmark Following Quarter 2
Q4 - Quarter 4 T3 - Benchmark Following Quarter 3
T4 - Benchmark Following Quarter 4
BM - Benchmark Measurement
Cut-Off - The value at which the contingency plan will be activated
4.1 Marketing Objectives
Objective 1 Timeline - Market Share
T0 T1 T2 T3 T4
Q1 Q2 Q3 Q4
T0 - 3.2% T1 - 3.8% T3 - 4.5% T3 - 4.5%

T1 - 3.8% T2 - 4.5% T4 - 4.5% T4 - 4.5%
BM - Measure BM - Measure BM - Measure BM - Measure
Market share in Market share in Market share in Market share in
shampoo category shampoo category shampoo category shampoo category
Cut-off - +/- 5% Cut-off - +/- 5% Cut-off - +/- 5% Cut-off - +/- 5%
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We are using a combination of successive approximation and equal interval for this
objective. From June 1, 2017 to August 31, 2017 we decided to increase our initial 3.2%
market share to 3.8% due to consumers having to finish their current shampoo product
while we begin our campaign. From September 1, 2017 to November 30, 2017 we decided
to make a greater leap from 3.8% to 4.5%. For the last two quarters we decided to maintain
the 4.5% market share to be closer in comparison with our competitors.
If the percentage of market share is not reached for each benchmark, we will
activate our contingency plan. This plan consists of emphasizing reach in the geographical
areas where our target lives the most to potentially increase sales. Our full contingency
budget consists of roughly 10.2% of our budget at a value of $1,610,008.
4.2 Advertising Objectives
Objective 2 Timeline - Brand Awareness
T0 T1 T2 T3 T4
Q1 Q2 Q3 Q4
T0 - 28% T1 - 32% T2 - 34% T3 - 37%

T1 - 32% T2 - 34% T3 - 37% T4 - 40%
BM - Brand BM - Brand BM - Brand BM - Brand
Awareness Survey Awareness Survey Awareness Survey Awareness Survey
Successive approximation will be used in order to raise brand awareness from June
1, 2017 to May 31, 2018. Quarter one will be through June to August. The summer months
provide Pantene an opportunity to focus on clean hair after summer activities. After a
strong summer push we decided to gradually increase Pantenes brand awareness. In the
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second quarter, awareness will be increased 2% and the third and fourth quarter will each
increase brand awareness by 3%.
Our benchmark consists of a brand awareness survey to measure how our brand
awareness is making progress. If we do not reach our goal for a specific quarter, we will
activate the contingency plan. This plan consists of buying additional media spots that our
target uses most to create more awareness of the brand. Our full contingency budget
consists of roughly 10.2% of our budget at a value of $1,610,008.
Objective 3 Timeline - Product Awareness
T0 T1 T2 T3 T4
Q1 Q2 Q3 Q4
T0 - 94% T1 - 94% T2 - 94% T3 - 94%

T1 - 94% T2 - 94% T3 - 94% T4 - 94%
BM - Product BM - Product BM - Product BM - Product
Awareness Survey Awareness Survey Awareness Survey Awareness Survey
Our goal is to keep product awareness of Pantene at 94% throughout each quarter
of the year during our timeline. Therefore, we are using the equal interval approach. As we
have discussed throughout the campaign, it is becoming an increasing trend for consumers
to use shampoo less and less. We want to make sure the percentage is maintained and does
not decrease by emphasizing the importance of using our shampoo.
If the product awareness starts to decrease, we will activate our contingency plan.
This consists of buying more media spots in the areas that the awareness is decreasing. In
these spots, we will emphasize the importance of using Pantene products for healthy hair
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over not using shampoo at all/using shampoo less. Our full contingency budget consists of
roughly 10.2% of our budget at a value of $1,610,008.
Objective 4 Timeline - Increase Diversity
T0 T1 T2 T3 T4
Q1 Q2 Q3 Q4
T0 - 0% T1 - 5% T2 - 10% T3 - 15%
T1 - 5% T2 - 10% T3 - 15% T4 - 20%
BM - Measure Ads BM - Measure Ads BM - Measure Ads BM - Measure Ads
using Diverse using Diverse using Diverse using Diverse
Ethnicity Ethnicity Ethnicity Ethnicity

We are focusing on increasing ethnic diversity within the Asian American group in a
gradual manner using the successive approximation approach. Increasing 5% by each
quarter makes the sudden increase in ethnic diversity less shocking towards the public and
makes Pantene less vulnerable to criticism for not acting on this issue earlier.
If our benchmark is not met for each quarter, we will continue buying media spots
that showcase diversity in our campaign. Our full contingency budget consists of roughly
10.2% of our budget at a value of $1,610,008.
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Objective 5 Timeline - Increase Social Media Presence
T0 T1 T2 T3 T4
Q1 Q2 Q3 Q4
T0 - 1,500,686 T1 - 1,594,478 T2 - 1,688,270 T3 - 1,782,062

followers T2 - 1,688,270 T3 - 1,782,062 T4 - 1,875,857
T1 - 1,594,478 BM - Measure BM - Measure followers
BM - Measure Followers Followers BM - Measure
Followers Cut-off - +/- 5% Cut-off - +/- 5% Followers
Cut-off - +/- 5% Cut-off - +/- 5%
Our goal to increase social media following will be gradual (successive
approximation) because followers are gained gradually. Throughout our campaign, we
hope to get more consumers viewing our ads and company favorably, and therefore hope
to gain more followers on our social media channels, especially Facebook. We feel as
though we can gain about 90,000 followers every quarter by increasing posts and
promotions through social media. We hope this goal also contributes to more consumers
clicking on our advertisements to go to our website and social media accounts.
If our benchmark is not met, our contingency plan consists of creating more social
media posts that are relevant to our target, as well as buying media spots in the social
media channels that our target uses most often. Our full contingency budget consists of
roughly 10.2% of our budget at a value of $1,610,008.
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4.3 Media Objectives
Objective 6 Timeline - Share of Voice
T0 T1 T2 T3 T4
Q1 Q2 Q3 Q4
T0 - 24.1% T1 - 24.7% T2 - 25.0% T3 - 25.4%

T1 - 24.7% T2 - 25.0% T3 - 25.4% T4 - 26.1%
BM - Measure Share BM - Measure Share BM - Measure Share BM - Measure Share
of Voice of Voice of Voice of Voice
Our goal to increase share of voice will be gradual (successive approximation) and it
will be an effect of the amount of our budget we are putting in each quarter. The biggest
jumps in the percentage take place during the 1st and 4th quarters because this is where
we are spending the most amount of money.
If our goals are not met, we will activate our contingency plan which consists of
putting some of our contingency budget into buying more media channels to get our Share
of Voice to increase to our goal. Our full contingency budget consists of roughly 10.2% of
our budget at a value of $1,610,008.
Our target audiences media use reflects their heavy investment in their children
and families. The television channels that are most watched include Freeform, Animal
Planet, Bravo, Cartoon Network, Discovery Healthy and Fitness, Disney Channel, Disney XD,
E!, Food Network, HG TV, Investigation Discovery, Lifetime, Nick at Nite, Nickelodeon,
Sprout, TBS, TLC, and TRuTV. These women are heavy magazine readers, and are likely to
read the following magazines: All you, Allure, American Way (American Airlines), American
Baby, Baby Talk, Better Home and Garden, Brides, Cooking Light, Family Circle, Family Fun,
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First for Women, Fitness, Food and Wine, Food Network, Glamour, Good Housekeeping,
Health, Hemispheres-United Airlines, House Beautiful, Instyle Mag, Intouch weekly, Ladies
Home Journal, Lucky, MAD, Marie Claire, Midwest Living, More, Natural History, O-the
Oprah Magazine, Parents, People, Prevention, Real Simple, Redbook, Runners World, Self,
Seventeen, Shape, Soap Opera Digest, Southern Living, This Old House, Traditional Home,
Travel + Leisure, Conde Nast Traveler, Womans Day, Womans World, and Womens
Health. Lastly, we also plan on advertising online at websites that these women visit. In
addition to heavily visited social media sites such as Facebook, Pinterest, Twitter, and
Instagram, we will be advertising on websites that they visit frequently. Some of these
websites are child based, such as Disney.com and Familyfun.com . Additionally, we will be
looking at the following websites as potential areas to advertise: Allrecipes.com,
Angieslist.com, Barnesandnoble.com, CBS.com, Consumerreports.org, Coupons.com,
Earthlink.net, Evite.com, Foodnetwork.com, Foxnews.com, Groupon.com, Hallmark.com,
Hotels.com, Livingsocial.com, Monster.com, Movies.com, MSNBC.com, NBC.com,
Netflix.com, NYTimes.com, Pandora.com, Shopping.com, TicketMaster.com, TravelZoo.com,
WebMD.com, Whitepages.com, and Yelp.com
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5.0 MAM ANALYSIS
The Multi-Attribute Model (MAM) is a message design tool that is used to analyze a
target audiences overall attitude and perception toward a brand and its competitors. The
MAM is analyzed to provide the brand with a positioning direction when developing a
campaign. The MAM is developed in two parts: the attribute survey and the comparison
survey.
The first survey, the attribute survey, is used to determine five key attributes or
characteristics of the product category. It uses open-ended questions to allow the
consumer flexibility when selecting attributes. The five most popular attributes are used in
the second comparison survey
The comparison survey is then distributed. This survey is segmented into three 1 to
10 scales: the belief scale, which measures how well the consumer believes each brand
scores on each of the five attributes; the importance scale, which measures each of the five
attributes on its perceived importance to the consumer when purchasing the product
category; and the iconic scale, which asks the consumer to measure what their best of
breed product would rate on each of the five attributes.
Finally, the mean of each 1 to 10 scale is calculated in the comparison survey, and
the results are communicated to the creative team to determine the main message and
positioning strategies in the overall campaign.
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5.1 Attribute Search Survey
Method
The first survey was distributed to our target audience, which is females aged 35 to
44. This survey contained four qualitative questions. The first two questions were basic
demographic questions to ensure our target was reached. The third question asked for the
top five characteristics that the respondent looks for when purchasing a shampoo product.
Finally, the fourth question concerned brand awareness asking which brands come to mind
when the consumer thinks of shampoo products. We surveyed 50 females all within our
target age group. The survey can be found in the appendix (Figure 6.2.1).
Results
For the characteristic question, 70% of respondents listed fragrance as an attribute
they consider when purchasing a shampoo product. 56% of respondents listed price as an
attribute they consider. 28% of respondents expressed that they look for a product that
will make their hair feel soft, moisturized, and conditioned. 26% of respondents explained
they look for a product that contains natural or mostly natural ingredients. The fifth
attribute was the brand name. 22% of the respondents expressed they look for a product
that has a good brand reputation. Therefore, our five key attributes are: fragrance, price,
moisturizing for hair, natural ingredients, and reputation of the brand.
When listing the brands that come to mind for respondents when thinking of
shampoo products, Pantene was listed the most amount of times at 28% of respondents.
Suave (one of our primary competitors) had 22% of respondents, Tresemme (another of
our primary competitors) had 20% of respondents, Herbal Essences had 18% of
respondents, and LOreal had 18% of respondents.
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Although the brands discussed above were our most recalled brands in this survey,
it is important to note how the rest of our primary and secondary competitors scored.
Organix, our top competitor, was listed 0% of the time. Garnier Fructis, another primary
competitor, was listed 12% of the time. Redken, a secondary competitor, was listed 14%
out of respondents. Finally, Paul Mitchell, a secondary competitor, was also listed 14% of
the time.
5.2 Multi-Attribute Survey
Method
When designing our multi-attribute survey, our team retrieved the top 5 attributes
from our first survey for respondents to further consider. We also included our primary
competitors (Organix, Suave, Garnier Fructis, and Tresemme) to be compared with Pantene
Pro-V regarding the five key attributes: fragrance, price, moisturizing for hair, natural
ingredients, and reputation of the brand.
These attributes and brands were based on three scales: belief, importance, and
ideal. Each scale was rated on 1 to 10. For the belief scales, 1 indicated very poorly and 10
indicated very well. For the importance scale, 1 indicated not important and 10
indicated very important. For the ideal scale, 1 indicated very low while 10 indicated
very high. For each scale, 5 indicated average.
We distributed our survey to 44 consumers within our target audience, which is
females aged 35-44. The survey can be found in the appendix (Figures 6.2.2A-C).
Results
The five key attributes were ranked on their importance to the consumer when
considering buying a shampoo product. According to the importance scale, the
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characteristic of softening and moisturizing hair was the top key attribute with an average
response of 8.05. This was followed by fragrance, with an average response of 7.34; natural
ingredients, with an average response of 7.18; reputation of the brand, with an average
response of 6.45; and price, with an average response of 5.81.
5.3 Line-by-Line Analysis (Table 5.2A)
A line-by-line analysis is a positioning tool that interprets the results of the MAM in
a visual way. This chart it created after the MAM results are determined, and it takes the
average response from each question. On the left side, it displays the most important
attributes to the target in order according to the importance scale. It also shows how the
brand ranked in relation to its competitors according to the belief scale. Finally, it displays
how the ideal product ranked according to the iconic scale. This tool makes it easy to see
visually how the brand is overall perceived to the target.
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Attribute Average Score (Table 5.2B)
Softens Hair Fragrance Natural Brand Reputation Price

Ingredients
Pantene 7.12 Pantene 6.62 Organix 5.00 Pantene 6.56 Suave 7.50
Tresemme 6.00 Garnier 6.30 Tresemme 4.64 Tresemme 6.21 Pantene 7.02
Garnier 5.40 Suave 6.26 Pantene 4.47 Garnier 5.45 Garnier 6.53
Suave 4.92 Tresemme 6.21 Garnier 4.40 Suave 5.20 Tresemme 5.71
Organix 4.76 Organix 4.78 Suave 4.13 Organix 4.46 Organix 4.86
IDEAL 8.50 IDEAL 7.86 IDEAL 7.37 IDEAL 8.19 IDEAL 6.21

For the first key attribute, Pantene scored the highest out of the rest of the
competitors with an average score of 7.12. However, Pantene scored lower than the ideal,
which was 8.50. Therefore, it will be important to reinforce the fact that Pantene softens
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and moisturizes hair to our consumers to get closer to the ideal. This would especially
apply to our Pantene Pro-V Moisture Renewal product, which specializes in this
characteristic.
Pantene also scored the highest in the second key attribute, fragrance. However, it is
important to note that it still scored very close to its other competitors with the exception
of Organix. All of the brands scored significantly less than the ideal, which scored 7.86. This
characteristic might be difficult to communicate with consumers, because fragrance
preferences vary from consumer to consumer. However, it is recommended that the
importance of softening hair over fragrance is communicated.
All of the brands scored relatively low for the natural ingredients attribute despite
the high idealized average score of 7.37. Organix scored the highest, which could be
because of its natural-sounding name. None of these brands contain fully natural
ingredients.
Pantene also scored the highest on brand reputation with an average score of 6.56.
However, Tresemme was closely behind with an average score of 6.21. It is important to
maintain positive brand reputation for the consumer to keep an encouraging image of
Pantene in their mind.
For the price attribute, Suave scored the highest average score of 7.50. This makes
sense, because based on our price analysis, Suave was the cheapest out of all of our primary
and secondary competitors (Table 1.3B). However, the ideal average score was 6.21. This
tells us that consumers are willing to spend more money on a product in order to get better
quality in the other four attributes. Pantene scored higher than the ideal with an average
score of 7.02. However, our price analysis tells us that Pantene is more expensive than all of
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its competitors with the exception of Paul Mitchell and Redken shampoo. Therefore, it is
important to communicate to consumers that even though it is more expensive, consumers
will maintain that Pantene is higher-quality and worth the money.
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6.0 BUDGET ALLOCATIONS
Last year, our budget was $15,248,400. For the June 2017 to May 2018 campaign,
our budget has increased by 3.28%. Therefore, this years full budget is $15,748,547. Our
contingency budget will take up roughly 10.2% of our full budget as a value of $1,610,008
(10 percent of the budget, $1,574,854, plus $35,154 leftover from our media plan).
6.1 Quarterly Budget
Quarter 1: June 1, 2017 August 31, 2017: $3,700,965
Quarter 2: September 1, 2017 November 30, 2017: $2,551,170
Quarter 3: December 1, 2017 February 28, 2018: $3,201,338
Quarter 4: March 1, 2018 May 31, 2018: $4,219,858
Figure 6.0A - Quarterly Budget
As reflected in figure 6.0A, the most amount of money is going in the first and fourth
quarters. These are the quarter which contain the warmer months. We also want to heavy
up in the beginning and end of the campaign for a strong start to get our message out
initially as well as a strong finish to keep our message in our targets mind. We put aside
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$500,355 for an outdoor ambient advertisement to stay throughout most the campaign
year within our spot markets. This part of the budget is not reflected in the Media Flight
Plan budget allocations, but it is accounted for in our overall budget.
Table 6.0B - Budget by Media Class
TV Radio Magazine Digital Outdoor Total ($)
June $405,790 $306,891 $235,220 $210,642 $55,595 $1,214,138
July $555,436 $306,891 $276,635 $210,642 $55,595 $1,405,199
August $707,650 $153,352 $157,640 $158,125 $55,595 $1,232,362
September $390,525 $171,567 $172,128 $128,084 $55,595 $917,899
October $440,405 $161,371 $172,128 $124,231 $55,595 $935,730
November $323,990 $128,302 $126,112 $205,432 - $783,836
December $395,150 $169,680 $254,275 $185,116 - $1,004,221
January $513,765 $269,653 $145,300 $101,510 - $1,030,228
February $373,143 $293,646 $326,925 $164,444 $55,595 $1,213,753
March $368,870 $391,342 $363,250 $217,200 $55,595 $1,396,257
April $376,880 $323,136 $305,130 $432,684 $55,595 $1,493,425
May $428,110 $329,721 $326,925 $353,140 $55,595 $1,493,491
Total ($) $5,279,714 $3,005,552 $2,861,668 $2,491,250 $500,355 $14,138,539
% of Total 37.3% 21.2% 20.2% 17.6% 3.5% 100%

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Figure 6.0C - Media and GRP Mix
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7.0 MEDIA SELECTIONS
7.1 Traditional Media:
7.1.2 Radio Rationale
We will be allocating 17% of our budget to radio advertisements. According to
Simmons OneView, our target audience has a high index in radio usage. Their most popular
times to listen to the radio are Monday-Friday morning drive (6 a.m. to 10 a.m.) and
evening drive (3 p.m. to 7 p.m.). Simmons OneView indicates that our target audience is 22-
53% more likely than the average person to be listening to radio at these times, which is
why we are strategically placing the advertisements there.
7.1.3 Magazine Rationale
We plan to use 20% of our budget for magazine advertisements. According to our
research, our target audience uses this media vehicle regularly. Simmons OneView shows
that our target audience uses the following high-index magazines: Allure (152), American
Way (American Airlines) (176), Brides (208), Family Circle (152), Family Fun (157),
Fitness (161), Glamour (164), Good Housekeeping (152), Health (150), House beautiful
(158), Instyle Magazine (167), Ladies Home Journal (157), Lucky (156), MAD (191),
Midwest Living (170), More (177), Parents (166), Self (150), Seventeen (162), Soap Opera
Digest (186), and Womans Day (152). In addition to high viewership among our target
audience, magazines give another opportunity to display the products and work towards
our objectives of increasing brand and product awareness.
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7.1.4 Ambient Rationale
We chose to do an ambient component within our campaign because our target
interacts with ambient (surrounding) elements on a high index. For example, using
elevators had an index of 143, taxis had an index of 127, public transportation had an index
of 140, and waiting rooms/waiting areas had an index of 95. Therefore, we can determine
that our target interacts with surrounding elements and would respond to ambient
advertising.
To emphasize reach as much as possible, our ambient advertising will be placed in
our spot markets. These spot markets have a lot of people in our target audience who are
not currently using Pantene products. Our 10 spot markets are:
Atlanta, Georgia
Charleston, South Carolina
Greenville, South Carolina
Greenville, North Carolina
Houston, Texas
Las Vegas, Nevada
Lexington, Kentucky
Louisville, Kentucky
New York, New York
Reno, Nevada
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7.1.5 Television Rationale
We are allocating 21% of our budget to network television, 5% of our budget to
network cable, and 3% of our budget to national syndication. Last year, Pantene spent the
vast majority of their budget (97.9%) on television advertisements. As it turns out,
television is not the most effective way to reach our target audience. The target audience is
actually 40% less likely to watch television than the average person, which is why we cut
back our television advertising spending by over 50%. The only times that we will be using
television commercials are when our target audience will be most likely to watch TV, which
is early in the morning on weekdays, and prime time on Fridays and Saturdays (Simmons
OneView, 2014).
7.2 Digital Media:
7.2.1 Mobile Rationale
The use of mobile devices is growing at a fast rate. 77% of Americans own a
smartphone as of 2017, which has increased from 35% of Americans in 2011 (Pew
Research Center, 2017). Therefore, our campaign will include placing advertising in the
appropriate mobile apps according to use by our target group. The following apps will be
included in our campaign: HGTV (index of 118), Disney (index of 182), The Bachelor (index
of 188), E! (index of 122), and Nickelodeon (index of 105).
7.2.2 Internet Rationale
As mobile device usage is growing, so is the Internet. Our target uses social media
outlets at high indexes. According to Simmons, Facebook has an index of 140, Twitter has
an index of 142, YouTube has an index of 119, and Pinterest has an index of 259. Since
Pinterest has an overwhelmingly high index, we chose to focus on that social media outlet
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as the main vehicle that we will display our advertising. By using Pinterest as the main
outlet, we will be able to increase our social media presence on other social networking
sites by providing links to our Facebook page on our Pinterest advertisement. This will
address Objective 5.
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8.0 FINAL MESSAGE DESIGNS
We believe that we have sufficiently communicated our main messages throughout
the creative executions. When creating, we made sure to tie in each of the objectives to
aspects of the executions. Again, our six objectives are: raise the Pantene Pro-V shampoo
market share, raise Pantene Pro-V shampoo brand awareness, maintain shampoo product
awareness, increase diversity within our campaign advertisements, increase Pantene Pro-V
social media presence, and increase Pantene Pro-V share of voice. As far as what we will
say in our executions, we wanted to have the overall tone of ads to be relaxing, inviting, and
clean.
Through the headlines, body copy, and scripts of each ad, we designed our messages
to appeal to our target audience of women, aged 35-44. The mobile advertisements connect
well with the specific mobile apps that contain the television programs most popular to our
target audience, according to our Simmons OneView research. Our main goal when creating
these visuals was that we wanted to convey that Pantene Pro-V Shampoo will work with all
hair types. We wanted the viewers to understand, through words and visuals, that Pantene
works with diverse hair types and will end any struggle of finding a shampoo that the
target audience will love.
We believe the slogan Made for you sums up the biggest point we wanted to get
across to potential customers. Were expecting that the creative executions will increase
diversity within the campaign as well as help reach our other objective goals for Pantene of
raising the market share, brand awareness, product awareness, social media presence, and
increase share of voice.
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9.0 CREATIVE EXECUTIONS
Made for you is Pantenes campaign for the 2017-2018 year. We have created an
advertisement for every media vehicle the we will be utilizing, and five mobile
advertisements that we will use throughout the campaign. Each of the advertisements will
address at least one of our media objectives. The core components of each advertisement
will include diversity, fresh scent, and hair softness. The biggest message we want to send
to our target audience is that Pantene is the best shampoo for them because Pantene offers
a variety of unique shampoos that can accommodate all hair types, and that each shampoo
will make their hair soft and fragrant.
9.1 30 Second Radio Commercial
Scene:
Two women at a coffee shop chatting. There is a gentle murmur of people talking in the
background, plates clattering, etc.
Voice Descriptions:
Woman 1: Asian American Voice Actress
Woman 2: African American Voice Actress
Announcer: Woman, aged mid 30s.
Script:
Line 1: Woman 1: I love your hair. Did you get it done?
Line 2: Woman 2: No, I switched my shampoo product!
Line 3: Woman 1: Ive been thinking of doing that, but everything seems to dry out my hair. Ive
been washing it less and less to keep it more natural.
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Line 4: Woman 2: I thought about doing that, but once I tried Pantene Pro-V, there is no way I
would give it up. My hair feels so soft and brand new!
Line 5: Woman 1: Really, do you think it would work even on my hair?
Line 6: Woman 2: Of course! Pantene works on all hair types. You can try different Pantene
products until you find the right one for you!
Line 7: Woman 1: Wow, Ill give it a try!
Line 8: Announcer: Any type of hair, any type of need. Weve got you covered. Your old shampoo
isnt made for you. Try Pantene Pro-V. Its made for you.
Radio Commercial Rationale:
For the scene, we chose it to be in a coffee shop because this is a spot that our target
audience frequents. Although the listener may not be able to tell it is in a coffee shop
specifically, we wanted to incorporate background noises that would be familiar to the
listener.
For the voice actors, we wanted two minorities to be featured as the main
characters. This aligns with Objective 4 and addresses increasing diversity in our campaign.
For our announcer, her voice will sound young and in the age group in which we are
targeting.
Line 1: We chose for Woman 1 to ask if Woman 2 got her hair done to imply how
professional it looks. This aligns with Objective 1 which addresses raising market share.
Since Suave is above Pantene in terms of market share, we are positioning ourselves above
them in terms of quality with this line.
Line 2: We chose this line so the listener knows that the change in hair quality is a
direct result of a product that can be bought instead of going to a salon.
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Line 3: This line address Objective 3, which attempts to raise product awareness. As
we have discussed in our situation analysis as well as our SWOT, it has become a trend for
women to use shampoo less. We want to relate to these women by having a character in
our radio commercial in the same situation.
Line 4: This line also addresses Objective 3 by providing an alternative to using
shampoo less. It raises product awareness with an emphasis on Pantene by showing the
positive effects that can be obtained by using our product.
Line 5: This line addresses Objective 4, which raises diversity in our campaign and
our target group. The woman in line 5 is suggesting that it is hard to find a product that
works for her hair. This is a common problem with women of ethnic nationalities.
Line 6: This line provides a solution to the problem in line 5 while addressing
Objectives 2 and 4. It addresses Objective 2 (raising brand awareness) by suggesting to the
listener the many shampoo products that Pantene Pro-V offers. It addresses Objective 4 by
providing a solution to line 5 - Pantene works on all hair types.
Line 7: This line shows the listener that all of woman 1s concerns about trying a
new shampoo have been addressed, so she will give it a try. This line is to help other
women in our target group to relate to the woman speaking.
Line 8: The announcer is placed here to reiterate the main topics of the commercial.
It addresses Objective 1 (raising market share) by suggesting that the current shampoo
product that the target is using is not made for them, while Pantene is. We end with our
theme slogan that will be used throughout our campaign: Made for you. This line is
suggesting diversity, because no matter the hair type, Pantene is made just for the target
because of the many shampoo products it offers.
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9.2 Magazine (Print) Advertisement
When our target audience sees our Magazine advertisement, we want them to know
that Pantene has the product that will work with their hair. This example of a 2-page
magazine ad would be placed in magazines that our target audience uses. Examples of
some of these magazines are stated in the magazine rationale based on our Simmons
research. Some popular magazines included in this list are Allure, Brides, Family Fun, Good
Housekeeping, Instyle Magazine, Parents, and Womans Day.
We believe the overall look of the ad is similar to the style Pantene currently uses
for their ads. It is clean and simple with a white background. We wanted to stay in a
somewhat similar style of their current advertising in order to blend well with older ads.
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Along with Objective 2: Brand Awareness and Objective 3: Product Awareness, this ad also
aligns well with our Objective 4: Increase Diversity. Throughout this campaign we want to
convey the fact that
Pantene has products
that will work with
every type of hair. The
ad contains women with
four obviously different
hair types. These
diverse women sitting in
salon chairs can all find
a Pantene product that works for them, communicated by the headline, We adapt to your
do. The body copy explains further that Pantene knows all women are different and the
brand treats them as such. The Pantene logo is presented in the bottom-right corner of the
ad, where it has been proven to get the most visibility from observers. Next to the logo is
our chosen slogan, Made for you, tying in again that diversity message once again.
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9.3 Ambient Advertisement
The proposal of having a Pantene Vending Machine comes from the need of an interactive
outdoor advertising that would transmit both diversity and broaden our market share and brand
awareness. By choosing an ambient advertisement, we give our target audience the opportunity to
become more involved with our product and increase their likelihood of Pantene being ingrained
when they make their next shampoo purchase.
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The Pantene Vending Machine would follow the Pantene theme of a white background, with
our slogan Made For You and a photograph of an Asian-American woman between the ages 35-44
as the primary cover. The vending machine would have an interactive screen, in which the TA will
have the opportunity to select their hair type (frizzy, curly, textured, straight etc.), their ideal hair
look, and the scent of their ideal shampoo. After selecting their hair type, hair look and shampoo
scent preference, the digital screen shows the individual an image of the Pantene product for them
which is then released as a sample size through the vending machine. The vending machine will
also include pictures of other recommended Pantene products that the individual can find at their
local grocery store. In addition, by including the headline Select the shampoo for you we are
implying that our target audience can personalize and manipulate the type of shampoo they desire
and may be more curious as to what their ideal shampoo may be.
The vending machine would be placed close to supermarkets and grocery stores that are
known to be a spot market for our target audience. One example would be a supermarket in Seattle,
which has been signaled to be a spot market for Pantene in our target audience range.
The vending machine ambient ad idea meets our diversity goal as well as our increasing awareness
goal. Diversity is transmitted by having an Asian-American woman be the initial cover of the
vending machine, and by allowing each individual to select their type of hair and their preferences
for their ideal product. By Pantene proposing a product for every hair type, it transmits the idea
that Pantene is indeed Made For You and can be as personalized as they want it to be. By
providing a free sample of the ideal Pantene shampoo for each participant, it allows the TA to bring
Pantene home with them and try the product to see if it fits their needs. Also, by maintaining the
color white as the background it aligns with the rest of the campaign and helps reinforce the
traditional layout of Pantene.
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9.4 30-Second Television Commercial
Scene 1
Scene 2
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Scene 3
Scene 4
Scene 5
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Scene 6
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Setting: Flower garden. The first five scenes depict the garden as being in a field, but the
sixth scene reveals that it is actually inside of a bathroom.
Actress: Our actress is an Asian female, who looks to be in her late thirties. She moves
slowly and gracefully throughout the scenes.
Voiceover: The voiceover is a deep, female voice. The woman also sounds like shes in her
40s. She speaks slowly, powerfully, and almost mysteriously.
Mood: The mood of this advertisement is serene and peaceful. All of the scenes will be
slowed down 30% to create a relaxing and graceful ambience.
Sound Effect (SFX): There will be soft, enchanting music played in the background. Spirit of
Success by Alumo
https://www.youtube.com/watch?v=jaDxmt9UiMY&index=12&list=PLnnxRSLejUndkH0r
Wzc2_qVlQTLxPv_0O
Our TV commercial addressed four of Pantenes main objectives. The first one is to
raise brand awareness. Pantenes shampoo bottle and logo is visible for over 70% of this
ad. The voiceover describes the brand and product, giving potential users insight. This also
covers the objective of raising awareness about the importance of shampoo. With the
recent trend of going natural, an increasing number of people have began to wash their
hair less frequently. By positioning Pantene as a fresh, clean and natural product, it can
inform people of the importance of keeping your hair clean while remaining natural. Most
importantly, it is inspiring diversity among our target audience. This will be Pantenes first
television commercial featuring an Asian woman. Not only are we promoting our shampoo
for white females, but for females of all backgrounds and hair types.
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This advertisement also addresses important qualities, as defined by our target
audience. As seen in the MAM analysis, these women want a shampoo that is soft and
makes their hair smell good. Throughout the campaign, we are trying to stress diversity,
and teaching our consumers that Pantene is made for you. Like people, flowers come in a
variety of shapes, colors, and sizes, and all of them are unique. This is what led us to choose
gardens and flowers for our visual advertisement. These women want soft and fragrant
hair, which is comparable to the scent and texture of flower petals. Gardens are also very
natural, which supports our concept of us being natural and fresh.
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9.5 Mobile Advertisements
9.5.1 Mobile Advertisement 1 - HGTV App
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Rationale:
We chose to put a banner advertisement using the HGTV mobile app because this is
network that our target interacts with at a high index. According to Simmons, our target
watches this channel at an index of 118. Since this app allows the user to watch full
episodes of shows featured on HGTV, it is likely they would use the app to watch their
favorite show.
As for the content of the advertisement, we chose an Asian model to represent our
brand to address Objective 4, which is concerned with raising diversity within our
campaign. We chose her to have shiny and full hair to stand out against a white background
so that users are drawn to the advertisement.
The headline states, Designer
Home? Designer Hair to align with
the design aspect with the HGTV
network. This channel is all about
improving the home with design
elements, so we wanted to parallel
that with hair to relate to the viewers interests and needs. The copy, Get the design that
fits your design needs also alludes to relating to the viewer and providing a solution to
their needs. We chose it to be a short sentence because it is on a mobile device. Therefore, it
is small and the viewer will likely not spend much time staring at it. Because of this, we
want to give them our main point to resonate with them. We included our campaign slogan,
Made for you, to tie it in with our overall campaign.
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Lastly, our logo is shown in the bottom right corner because many studies have shown that
this is where the viewers eye goes last.
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9.5.2 Mobile Advertisement 2 - The Bachelor
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Our research concluded that the television show The Bachelor was of high
interest to our target audience. Our mobile ad is displayed on the ABC app, particularly
within the shows section of the app. The Bachelor had an index of 138 on the Simmons
data. The ABC app allows viewers to watch shorter clips and episodes of the popular show.
We chose a
woman of descent with
shiny, flowy hair to be
featured on the ad. This
addresses our goal of
Objective #4, which is to
increase diversity
throughout the brand
Pantene. We wanted an
image of a woman with gorgeous thick hair to positively promote the brand. The
background is simple, with rose petals to fit the theme of The Bachelor.
The headline states, Give yourself a rose, implying that Pantene will make the user
feel beautiful and desired. The hit TV show The Bachelor features one man meeting
several women at the same time, and narrowing down their search for love each week by
giving fewer and fewer women roses. The last lucky lady to get the final rose is the
winner and gets engaged to the bachelor. The body copy states, Get the product that
makes you feel like a winner. This again implies that Pantene products will make the user
feel like a winner after purchasing the products. The pop-up ad also addresses our
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objectives 2 and 3, to increase product and brand awareness. The ad concludes with the
logo in the right-hand corner and the slogan, Made for you.
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9.5.3 Mobile Advertisement 3 - E! News
Due to the results of our research, it was concluded that the E! News app was of high
interest for our target audience (women between ages 35-44). E! News has multiple
platforms for their articles and online videos, and our target audience is most likely to have
the E! News app downloaded on their smartphone. The E! News app provides the
individual with articles and videos of celebrities and the news on their lives. The app layout
is as pictured above, but without any pop-up ads. For this reason, we have chosen that the
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most appropriate and non-intrusive way to promote our products through this app is by
making it seem that it is just one more article in the app. In addition, by making the ad a
Pantene hair tutorial for 8 different looks, it promotes our goal of Pantene being for
everyone. In order to promote diversity, we have also included Asian-American women as
models for the hair tutorial.
By blending the ad with the other articles it will not be as intrusive as a pop-up ad
and our target audience will be more likely to be interested, in addition to the video being a
tool for them to get different hairstyle looks. The video shows the different ways Pantene
can be used in formal or informal occasions, and implies that no matter how low cost our
brand is it can still be used as a high-end product.
The video will follow the white background aligning itself with the rest of the
campaign, and at the end will show the slogan Made For You which also implies diversity.
Throughout the hair tutorial, the model will show different Pantene products that may be
used depending on the style, implying that Pantene has a solution to every bad hair day.
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5.4 Mobile Advertisement #4 - Disney
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The objective of this advertisement is to increase brand awareness within our target
audience. To do this we wanted to increase the advertising in media outlets our TA uses the
most. Women age 35-44 are 46% more likely to have kids. This means a lot of their life
revolves around their childrens wants and needs. Some of these needs include watching
channels such as Disney. Simmons reveals that 69% of women ages 35 to 44 watch Disney
Channel. That being said, we decided to target these women on mobile apps that their
children use.
This mobile also features an Asian model
to help increase the use among their race.
Simmons shows that 52% of women ages 35-44
who use Pantene are Asian. Since many females
who are Asian Americans use Pantene, we would like to increase their usage and show
more diversity in our advertisements by having Asian models use our product.
The bottles are featured in the right-hand corner because it shows the viewer what
the bottle looks like for that specific hair texture. We hope that after glimpsing at the
bottles women will recognize the bottles in store.
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9.5.5 Mobile Advertisement #5 - Nickelodeon
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Media Rationale
We decided to use the Nickelodeon App as a mobile platform because of its high
index, and because the women in our target audience tend to make their purchasing
decisions based on their family and children (Simmons OneView, 2014). Nickelodeons
App contains clashing colors and tends to have a lot of mixed-matched items on it. We
wanted the advertisement to fit in with the environment while maintaining our color
scheme. To find a happy medium, we made the background Pantenes dark blue and light
tan colors. We also used Pantenes font for the body copy. To help us fit in with the app, we
added Nickelodeon cartoons with fun and exciting hair. We also rounded the edges of our
advertisement to match the others.
This mobile advertisement addresses diversity and the inclusion of all hair types.
The Asian woman and the three cartoons all have different hair types, ranging from neat
and tidy to chaotic. This demonstrates that Pantene has a shampoo for every hair type. It
also has an Asian woman, which goes along with our target audience objective in addition
to diversity.
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9.6 Internet/Social Media Advertisement - Pinterest
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The primary objective the Pinterest advertisement seeks to address is, raising
Pantenes market share. Our copy suggests to our audience that Pantene Pro-V works on all
textured hair and that there is finally a shampoo that celebrates different hair. Unlike other
leading brands that have only a variety of different scents, such as Suave, Pantene has
different fragrances and hair products.
We decided to create a Pinterest advertisement because when looking at Simmons
we saw that females ages 35 to 44 have an index of 259
and are very likely to use Pinterest. We also found that
women age 35 to 44 who already use Pantene had an
index of 224 and are also very likely to use Pinterest as
one of their social media platforms.
The headline Made For You, and Get the look
shows our TA that it is a new series that works on all hair.
The copy also suggests clicking on the picture will bring
them to a website that will help them get the look. Not
only is it iterated in the copy of the advertisement that
Pantene has products for all types of hair but also, the
African American woman featured visually represents the one type of hair texture Pantene
works on. While looking at Simmons other races that use Pantene and are between the
ages of 35-44 have an index of 136. This means that a lot of other races to use Pantene
however, until now, there have been no campaigns directed at these ethnic users.
Another objective this advertisement seeks to achieve is increasing Facebook
following. Rather than this advertisement hyperlink to Pantenes website, if clicked on it
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sends users to Pantenes Facebook page where they can find new hairstyles and product
suggestions.
The advertisement has a simple layout because it is intended to look like a regular
Pinterest post. If people desire the curly hair, then they are more likely to pin the image to
their boards or click the extension link to find out more. The signature in the bottom right
hand corner of the picture is small and discreet to ensure that it does not come across as an
advertisement when scrolling through a feed.
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10.0 MEDIA PLAN
Overview: Our media plan will consist of a pulsing schedule throughout the year. We
are heavying up on advertising during the warmer months because these months are when
people shower and use shampoo the most often. We also have an emphasis on reach
throughout our campaign because we want more women within our target age to use our
product. The idea of diversity throughout this campaign also addresses this goal. Our
average reach in our national market is 70, while the average reach in the spot markets is
77.5. The average frequency for our entire campaign is 3.025.
Figure 10.0A - Reach
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Figure 10.0B - Frequency
As shown in figures 10.0A and 10.0B, our reach and frequency values go on the
same general trends throughout the campaign. We have emphasized the beginning and end
of the campaign to put ourselves into the market in the summer months as well as the
months when it starts to warm up.
June and July, the beginning of our campaign, both have an average reach of 83 and
an average frequency of 3.4. Because of the high temperatures in these months, we
estimate that our target will use shampoo more often. Much of our target audience is made
up of mothers with young kids and are likely to do outdoor activities. August, the last
month in the first quarter, is also a warm month so we maintained a relatively high reach of
81.7 and a frequency of 3.2.
In the second quarter (September, October, and November), we have significantly
lowered our reach and frequency values to give us more room to emphasize our campaign
97
in other quarters. September has a reach of 74.8 and a frequency of 2.5. October has a reach
of 74.7 and a frequency of 2.5. Finally, November has a reach of 74.1 and a frequency of 2.4.
For December, we have started to increase our reach and frequency values. This is
because the beauty and haircare product category increases during this month (Nielsen)
because many consumers purchase beauty products for holiday gift ideas. The reach for
this month is 78.9 while the frequency is 2.7. For the remainder of the third quarter,
January and February, we are slowly increasing our values in order to get our message out
and ready for the warmer months to begin. The reach for January is 78.4 while the
frequency is 2.9. For February, our reach is 80.2 and our frequency is 3.0.
The fourth quarter has the highest values for both reach and frequency. This is
because we are gearing up for the summer months to come. Therefore, we are doing a
rapid push to get our message out to resonate with our target audience for the last part of
the campaign. This will also give them time to use up the rest of their shampoo before
potentially switching to Pantene during the summer months after our campaign has ended.
For March, our reach is 83.7 and our frequency is 3.3. For April, our reach is 85.5 and our
frequency is 3.5. Finally, for May, our reach is 85.8 and our frequency is 3.5.
GRP Overview:
The Gross Rating Point (GRP) schedule is shown in figure 10.0C. As is reflected in
the chart, our GRP trend matches the reach and frequency trends. Because of the high reach
and frequency values in quarter one, our average GRP value for that quarter is 274. For
Quarter 2, our low reach and frequency values reflect a low average GRP value of 183. As
98
Quarter 3 starts to increase in reach and frequency, the average GRP value for this quarter
is 225. Our highest average GRP value is presented in Quarter 4, at an average value of 291.
Figure 10.0C
Overview of CPM and CPP:
Cost Per Thousand (CPM) and Cost Per Point (CPP) are reflected in figures 10.0D
and 10.0E. These two elements in a campaign are important in a media plan order to see
the cost of buying impressions. The CPM reflects the cost of buying 1,000 gross
impressions. The CPP reflects the cost of buying 1 GRP. The CPM and CPP charts are
inversely related to the GRP chart because it costs less to buy a higher quantity of GRPs
than it does to buy a lower quantity.
99
Figures 10.0D, 10.0E, & 10.0F
100
Figure 10.0F explains the breakdown of our media vehicles by both revenue and
GRPs. Our national budget is broken into eight media vehicles, seven shown in the chart
above, with Net TV being the highest and general magazines being the lowest. Net radio has
the highest amount of GRPs, and national syndication has the lowest.
10.1 Spot Markets Overview:
For our spot markets, we selected cities that had a high index of females in our
target age group who are currently not using shampoo. However, these spot markets also
have a relatively high index number of overall Pantene users not within our target group.
Therefore, we chose these cities because of the high potential for our target group to start
using Pantene.
Figure 10.1A
Index of Target Audience (Not Index of All Pantene Users

Current Pantene Users)
Atlanta, Georgia 117 81
Charleston, South Carolina 157 86
Greenville, South Carolina 157 86
Greenville, North Carolina 120 58
Houston, Texas 132 94
Las Vegas, Nevada 122 73
Lexington, Kentucky 188 84
Louisville, Kentucky 188 84
New York, New York 136 106
Reno, Nevada 122 73
101

As reflected in Figure 10.1A, our spot markets all have high indexes when it comes
to where our target audience lives. By placing extra advertising in these markets, we will be
able to reach more of our target to help raise brand awareness as well as raise our market
share (Objectives 1 and 2).
Figure 10.1B Pantene Media Mix: Revenue and GRP
Figure 10.1B shows our Spot Market Media Mix. Television takes up the majority of
the spot market because of the amount of our target that watches television (See Vehicle
Selections for Television).
102

10.2 Vehicle Selections:
Figure 10.2A - Television
Television TOTAL GRP TOTAL COST
Network TV - Early Morning 166 $1,191,700
Network TV - Early News 71 $513,800
Network TV - Prime 73 $1,035,000
Network TV - Late Night/News 8 $118,300
Network Cable - Daytime 35 $107,100
Network Cable - Prime 39 $476,300
Network Cable - Late Fringe 12 $82,900
National Syndication 32 $457,300
Spot TV - Daytime 5 $22,700
Spot TV - Early Fringe/News 5 $33,400
Spot TV - Prime 149 $1,043,000
Spot Cable 62 $198,300

Figure 10.2A shows the allocation of our television selections by GRP and how much
we spent on that vehicle. We have distributed to many different times and networks
because we are emphasizing reach in our campaign. Also, our target tends to watch
television at a high rate throughout the day, so we made sure to include many different
times. According to Simmons, our target watches television all day at an index value of 104.
103
We put an emphasis on early morning network television because our target tends
to watch that the most. Our target watches television from 6 am to 9 am Monday through
Friday at an index number of 114.
We also put an emphasis on prime television in both our spot and national markets.
Our target watches primetime television at an index of 104.
Figure 10.2B - Radio
Radio GRP Total Cost
Morning Drive 555 $1,468,500
Daytime 77 $205,600
Evening Drive 265 $711,400
Spot Morning Drive 203 $474,200
Spot Daytime 5 $14,700
Spot Evening Drive 53 $131,100

Since our target audience tends to listen to the radio at high index numbers, we
spent much of our budget in radio. According to Simmons, our target listens to the radio at
an index number of 112. Index numbers throughout the day remain relatively high,
however, there is a jump in the index numbers when it comes to morning drive. Our target
listens to the radio in the morning at an index number of 121. Therefore, we put a big
emphasis on radio advertising during this time for both national and spot markets. We also
put an emphasis on evening drive because our target listens to the radio at this time at an
index number of 124.
104
Figure 10.2C - Magazines
Magazine GRP Total Cost
Womens Magazines 352 $2,341,900
General Interest Magazines 62 $519,700

Because our target consists of entirely females, we mainly focused on womens
magazines for our magazine media. Our target reads magazines at high index numbers.
Many womens magazines had index numbers of over 150 including Brides (208), Glamour
(164), Womens Day (152), and Instyle Magazine (167). We also included some general
interest magazines to obtain the reach we are aiming for.
Figure 10.2D - Digital
GRP Total Cost
National - General Sites/Ad Networks 4 $30,000
National - Targeted Sites/Ad Networks 4 $23,360
National - Publisher Video Sites 126 $994,760
National - Social 247 $807,040
National - Mobile 113 $414,800
Spot - Targeted Sites/Ad Networks 2 $1,200
Spot - Publisher Video Sites 29 $31,900
Spot - Social 84 $32,800
Spot - Mobile 81 $50,000

105
Our campaign consists of digital media outlets. We emphasize social media in our
campaign because of Objective 5 - our goal to increase our social media presence. Our
target also uses the internet and social media at high rates. Facebook has an index of 140,
Twitter has an index of 142, YouTube has an index of 119, and Pinterest has an index of
259. We also emphasized mobile because the use of smartphones and other mobile devices
has been increasing at a rapid rate.
Figure 10.2E - Media Mix
Figure 10.2E shows the overall allocation of our media plan. Figure 10.2F shows the overall
allocation of our media mix in terms of GRPs.
106
Figure 10.2F - Media Mix by GRP

The following pages show our month-by-month media spending plan. Each months
spending budget is rationalized by our reach and frequency goals (see figures 10.0A and
10.0B). The media selections for each month is rationalized by usage of our target (see 7.0
Media Selections). The vehicles within each media were selected also based on usage by
our target (see 10.2 Vehicle Selections).
107
Figure 10.3.1 Media Plan By Month: June
Figure 10.3.2. Media Plan By Month: July
108
Figure 10.3.3. Media Plan By Month: August
Figure 10.3.4. Media Plan By Month: September
109
Figure 10.3.5. Media Plan By Month: October
Figure 10.3.6. Media Plan By Month: November
110
Figure 10.3.7. Media Plan By Month: December
Figure 10.3.8. Media Plan By Month: January
111
Figure 10.3.9. Media Plan By Month: February
Figure 10.3.10. Media Plan By Month: March
112
Figure 10.3.11. Media Plan By Month: April
Figure 10.3.12. Media Plan By Month: May
113

114
11.0 CAMPAIGN EVALUATION
Our campaign will be evaluated based on how well our objectives meet each of their
ending values. Since we have a contingency plan that is roughly 10.2% of our budget, this
money will be set into place if our goals are not met for a specific objective.
For Objective 1, we aim to increase our market share from 3.2% to 4.5%. This will
be evaluated by measuring the market share against our competitors throughout the
campaign timeline and making sure that our goal is met for each benchmark value at the
end of each quarter.
For Objective 2, we aim to increase brand awareness within our target audience
from 28% to 40%. This will be evaluated by administering a brand awareness throughout
the campaign year to our target audience to make sure our benchmark values are met.
For Objective 3, we aim to maintain shampoo product awareness at 94% by
promoting the usage of shampoo products over alternative methods of washing hair (or
not washing hair at all) with an emphasis on Pantene as a brand. This will be evaluated by
distributing a product awareness survey throughout our campaign.
For Objective 4, our goal is to increase diversity within our advertisements from 0%
to 20%. This will be evaluated by measuring our advertising using ethnic models against
the rest of our advertisements.
Objective 5 aims to increase social media presence, specifically on Facebook. This
will be evaluated by the number of followers we have gained after each benchmark value.
Finally, Objective 6 address share of voice. Our goal is to increase Pantenes share of
voice from 24.1% to 26.1%. Since our budget has only increased by a small percentage, we
are only able to increase our share of voice by a small percentage as well. We will evaluate
115
the success of this objective by measuring the share of voice within the market after each
quarter to make sure our benchmark value has been met.
The success of our campaign depends entirely on whether or not our goals for the
stated objectives have been met.
116
12.0 REFERENCES
Works Cited
Adspender 2016.
ABOUT PANTENE BEAUTIFUL LENGTHS. (n.d.). In Pantene. Retrieved from
http://pantene.com/enus/brandexperience/about-the-program
Bhasin, H. (2016). Swot analysis of Pantene. Marketing91.com. Retrieved from
http://www.marketing91.com/swot-analysis-of-pantene/
Neff, J. (2006). Suave washes away value play. Advertising Age, 77(22), 3-3,41.
OGX beauty rocks new campaign with nation bad ass hair day. (2015). PR
Newswire.
"Top Shampoo Brands, 2015." Market Share Reporter. Ed. Robert S. Lazich and Virgil L.
Burton, III. 27th ed. Farmington Hills, Mich.: Gale, 2017. 858 pp. 2 vols. Gale Directory
Library. Gale. CIC Penn State University. 28 Feb. 2017
<http://find.galegroup.com.ezaccess.libraries.psu.edu/gdl/start.do?prodId=GDL>.
Pantene. (2016). In WHAT SUSTAINABILITY MEANS TO P&G. Retrieved from
http://pantene.com/en-us/flexiblesection/what-sustainability-means-to-pg
Pantene Consumer Insights. (2016). Info Scout. Retrieved from
http://infoscout.co/brand/pantene/?utm_expid=75303912-24.l6L7NHOEQze-M9P-
hvusJw.0&utm_referrer=https%3A%2F%2Fwww.google.com%2F
Pew Research Center. (2017). Mobile Fact Sheet. Pew Research Center. Retrieved from
http://www.pewinternet.org/fact-sheet/mobile/
Redken announces lea T. as new brand muse. (2014, Nov 04). PR Newswire.
Research and Markets: Global Beauty Care Market 2014-2018. (2014, October 29).
117
Retrieved February 25, 2017, from
http://www.businesswire.com/news/home/20141029006053/en/Research-Mark
ets-Global-Beauty-Care-Market-2014-2018
Simmons OneView. (2013). Used 2017.
Social Media Usage Worldwide. (n.d.). Retrieved February 25, 2017, from
https://www.statista.com/statistics/278414/number-of-worldwide-social-network-user/
Spradley, N. (2017, January 23). By The Numbers: Everything To Know About Pantene
Pro-V's New Line Just For Us. In Essence . Retrieved January 24, 2017, from
http://www.essence.com/hair/pantene-pro-v-gold-series
Willet, B. (2015, June 23). Pantene Shampoo Ingredients. In Live Strong. Retrieved from
http://www.livestrong.com/article/181091-pantene-shampoo-ingredients/
Yeomans, M. (2013). Is vogue selling its organix hair care brand? Cosmetics Design.
Creative Citations
Bachelor Mobile Ad:
Downloaded ABC app on mobile device and took a screenshot image.
Rose petals: http://www.gulbahcesifm.com/
Indian Woman: http://beautyandblush.com/indian-women-4000-years-old-ayurvedic-
secret-hair-growth-oil-diy/
Magazine Ad:
Red-headed woman: http://www.latest-hairstyles.com/layered/haircuts.html#1
118
African-american woman: http://www.outre.com/product/velvet-remi-short-series-3-4-5-
afro-curl/
Woman with black hair: https://www.wigs.com/products/mckenzie-long-wig-envy
Woman with blonde hair: http://stylesweekly.com/blunt-bob-haircuts-bob-lob-hair-ideas/
Salon chair: http://www.mrcbeautyinc.com/product/black-3142-plain-black-chrome-
armrest-star-base/
HGTV Ad:
Downloaded HGTV app on Google Play and took a screenshot of the homepage.
Asian Model: http://www.redefiningthefaceofbeauty.com/2013/04/highlighting-tips-for-
asian-women-pics.html
E! News Ad:
Downloaded E! News app from Apple Store and took screenshot of the homepage
Model:
https://www.google.com/search?q=pantene+model+asian&source=lnms&tbm=isch&sa=X
&ved=0ahUKEwiwoufdmtDTAhWFRyYKHYwMBlUQ_AUIBigB&biw=1180&bih=671#imgrc
=97bvTgmGULpAxM:
TV AD:
http://7-themes.com/collections/hdq-flower-garden-wallpapers/ - Garden background

https://www.shutterstock.com/video/clip-6408851-stock-footage-field-of-grass-in-front-
of-forest-on-a-sunny-summer-day.html - Grassy field
http://www.viewpoints.com/Pantene-Pro-V-Relaxed-amp-Natural-for-Women-of-Color-
Shampoo-reviews -Pantene bottle (1)
https://www.amazon.com/Pantene-Pro-V-Radiant-Color-Shampoo/dp/B003EGSALS -
Pantene bottle (2)
119
https://www.desertcart.ae/products/3895448-women-s-terry-cloth-bathrobe-robe-
ecovaganza-an-eco-friendly-gift-of-luxury - Woman in white robe
http://www.distractify.com/trending/2016/10/04/washing-hair-wrong - Woman
washing hair
http://www.gettyimages.com/detail/photo/young-asian-woman-running-fingers-
through-hair-royalty-free-image/103569155 - Woman touching hair
https://www.planwallpaper.com/flowers - Flowers
https://www.shutterstock.com/image-photo/bush-trimmed-into-square-shape-
262864823 - Green square bush
http://www.alamy.com/stock-photo-a-mixed-flower-bed-with-daffodils-tulips-and-
crocuses-like-a-wild-36033812.html - Flower Bed
https://www.pinterest.com/flagsonastick/artist-jane-maday/ Bathroom door

Nickelodeon Mobile Advertisement

http://spongebob.wikia.com/wiki/Mystery_the_Seahorse/gallery - Spongebob

http://spongebobandfriendsadventures.wikia.com/wiki/File:Wanda.png - Wanda

http://www.dragoart.com/tuts/22260/1/1/how-to-draw-fee-from-harvey-beaks.htm -
Harvey Beaks
http://www.redefiningthefaceofbeauty.com/2013/04/highlighting-tips-for-asian-women-
pics.html - Asian woman
120
13.0 Appendix
Figure 13.1.1- Attribute Survey
121
Figure 13.1.2A - Comparison Survey
122
Figure 13.1.2B - Comparison Survey
123
Figure 13.1.2C - Comparison Survey
124
Figure 13.2.2 Simmons Crosstabs pp. 56 - 58.
125

126

127
Figure 13.3.A. Target Group Ethnicities
Figure 13.3.B. Target Group Family Size
128

Figure 13.3.C. Geographic Locations With Heavy Use
129

Figure 13.3.D. Target Audience Geographic Locations
130

131
Figure 13.4A - Yearly Flow Chart
132
Figure 13.4B - Yearly Flow Chart
133

134

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Table

0.0 Table of Contents- Responsibilities........5

0.00 Executive Summary.......7

1.0 Situation Analysis.......9

1.1.1 Product History/Description... ......10

1.1.2 Product Image and Benefits.........11

1.2 Product Class: Shampoo Brands/Products.........12

1.2.1 Geographical Distribution......12

1.2.2 Market Share..12

1.2.3 Price Effects..................................13

1.2.4 Seasonal Effects..13

1.3.1 Primary Competitors........15

1.3.1.3 Garnier Fructis.......................................18

1.3.2 Secondary Competitors...20

1.3.2.2 Paul Mitchell.......21

1.3.2.3 Herbal Essences....21

1.4 Consumer/Target Profiles.........23

1.4.2 Strategic Creation of New Target Audience.23

1.4.3 Target Audience Demographics.....25

1.4.4 Target Audience Psychographics...25

1.4.5 Target Audience Geographics......25

1.4.6. Additional Considerations..........................26

1.5 Environmental Factors........................................................26

1.5.1 Social Factors....27

1.5.2 Economic Factors....27

1.5.3 Legal Factors..........28

1.5.4 Technical and Natural Factors.....28

2.0 SWOT Analysis.......29

2.1 SWOT Introduction............30

2.2 SWOT Factor Table.....31

2.3 Priority Ranking..31

2.3.1. Priority Ranking Chart...32

2.4.A. Ethnic Diversity in Media......33

2.5.A. Magazine Saturation........33

2.6.A. Asian Representation...............................34

2.7.A. Many People Are Using Shampoo Less and Less........35

3.1 Marketing Objectives........37

3.1.1. Objective One........37

3.2 Advertising Objectives.....37

3.2.1. Objective Two.......37

3.2.2. Objective Three....38

3.2.3. Objective Four......38

3.2.4. Objective Five.......38

3.3 Media Objectives.........39

3.3.1. Objective Six......39

4.0 Campaign Timeline....40

4.1 Marketing Objectives.......................41

4.2 Advertising Objectives.........42

4.3 Media Objectives..........................................46

5.0 MAM Analysis.............................................48

5.1 Attribute Search Survey......50

5.2 Multi-Attribute Survey..........................................51

5.3 Line-by-Line Analysis....................................52

6.0 Budget Allocations..........................................56

7.0 Media Selections...........................................60

7.1.2. Radio Rationale.................................61

7.1.3. Magazine Rationale.............................61

7.1.4. Ambient Rationale...............................62

7.1.5. Television Rationale...........................63

7.2 Digital Media.......................................63

7.2.1. Mobile Rationale......................................63

7.2.2. Internet Rationale...............................63

8.0 Final Message Designs...............................65