Snapple Media Plan

Spring 2016

Marina Triplett, Joyce Hsu, Dylan Ramos, Kacey Robb

Table of Contents
History

Situation Analysis
Consumer

Market

Product

Competitors

SWOT

Target Audience

Geography

10

Measurable Objectives,

11

Strategies & Tactics

Budget & Timeline

12-13

Creative Brief

14

Snapple History
Snappy Apple, the first Snapple
product was created by three
childhood friends, Leonard (Lenny)
Marsh, Hymand (Hymie) Golden,
and Arnold (Arnie) Greenburg. The
all-natural juice drink was created in
New York City in 1972. Originally
Snapple was only sold in health
food stores. By August 1992
Snapple was in every major market
within the United States, as some
like to believe it was because it is
made from the best stuff on Earth.
Snapples brand identity was
established as a quirky, fun and
unique brand that quickly gained a
passionate base of consumers.
3

Consumer Analysis

The current Snapple consumer is 18 to 49 years old, both male and

female. They enjoy the small things about life: the laugh of a small
child, a first date kiss and a day in the sunshine. Snapple drinkers
are glass half full kind of people. Whether they are 18 or 49, all
consumers appreciate the history and vintage feel of the Snapple
brand. The original glass Snapple bottle is an accessory to the
flavor.
Snapple consumers like adventure but love the idea of being on a
simple schedule for certain aspects of life. They sleep in when
necessary but are morning people if need be. While they rely on
coffee in the morning for the initial caffeine kick to get through the
day, they consume a Snapple product daily as refreshment.
The general consumer likes to experience new things, so
experiencing the newest Snapple flavor is always on the bucket
list. Even though they wander and try new things, they will always
appreciate their original favorite Snapple that reminds them of their
childhood.
4

Market Analysis
The Liquid Refreshment Beverage
category is a highly competitive market
that has evolved drastically since Snapple
s inception. Snapples faction of the LRB
market is in the tea and juice category,
more specifically ready-to-drink tea and
juice. Within this category, Snapple is the
fourth largest brand but has experienced
significant growth over the past year
whereas competitors are declining. Tea is
the fifth most consumed beverage and is
expected to continue to grow.

Product Analysis

Snapple currently has over 70 total products and flavors. Snapple appeals to
consumers who are concerned with healthy choices by promoting that their products
are made from the best stuff on earth. The brand has developed a strong brand
image through the bottles distinctive characteristics that are unique to Snapple. A
premium image is represented through the glass bottle packaging. Snapple is also
well known for the snap of their bottle cap and Snapple Facts under each lid.
Snapple belongs in the LRB (Liquid Refreshment Beverage category) especially
ready-to-drink tea and juice ($5.3 billion). Tea is now the fifth most consumed
beverage, more than fruit juice and sports and energy drinks. In recent years,
consumers have started to prefer healthier beverages and identify RTD tea a lowercalorie alternative.
In efforts to align with consumers preferences, Snapple reformulated existing
products and launched new healthier options. In 2012, Snapple launched their lowcalorie alternative to their Half n Half product, Diet Half n Half Lemonade Iced Tea.
This new product proved successful in expanding their market share. In 2014, Snapple
launched their Straight Up Tea which appeals to consumers based on the fact that it
contains only tea, water, sugar, and natural flavors. These improvements to their
product line have helped Snapple to align itself with a healthy and natural brand
image.

7.3%
market
share of
the RTD
category
$365.8
million
revenue
per year
Operating
income of
$49.6
million

AriZona Beverages holds

the highest sales volume
however it is on a declining
trend. Last year marked its
third year of declining sales.

17.3%
market
share of the
RTD
category
$920
million
revenue per
year
Operating
income of
$140 million
Low price
points

Lipton Tea holds second

highest sales volume.

15.6%
market
share of the
RTD
category
$827.5
million
revenue per
year
Operating
income of
$85.5
million

Snapple vs. Competitors

Snapple currently sits at

fourth place bringing in the
fourth highest sales volume
in the category of RDT juice
and tea.

Strengths

Brand image (playful, quirky,

natural, authentic)

High Brand Recognition

Premium quality drinks

Wide range of products (over 70

flavors)

Premium packaging, glass bottle,

unique lid (fact and pop)

Weaknesses
Lack in sales and brand
awareness/relevance in nonheartland markets
Not strong presence/interaction
on social media
Somewhat non-differential
product

Opportunities

Threats
Growing competition
Competitions have lower price
point
Competitions have greater social
media following and consumer
interaction
Tea drink consumption is only 8%
of all non-alcoholic beverages.

Growing health concerns, natural

product
Rise of RTD (ready to drink) category
Companys brand image provides
more flexibility to utilize creative
media mixes in order to reach target
audience
The brand awareness in heartland
areas only requires extra frequency

W
T

Target Audience
Heartland Audience

Non-Heartland Audience

The Heartland Snapple consumer is

the typical United States Easterner.
Many of these Snapple drinkers
commute to The Big Apple, where
they purchase their favorite Snapple
drink. They are financially sensitive
but splurge when they feel they
have deserved it. They belong to the
working class and spend long hours
at work. These type of consumers
get to work before the rest of the
employee's, leave after everyone
has gone and spend their lunches
on the clock. Because the commute
is a large part of their daily routine,
they spend that time reading and
planning their next big adventures.

The Non-Heartland consumer is

made up of target audience not in the
Eastern states. Because the commute
lifestyle is nothing like eastern states,
these consumers spend their time
taking road trips. They spend less
time being influenced by external
stranger relationships and more so
with close relationships. The ideal
Non-Heartland consumer drives a
more conservative vehicle with
capabilities that are needed for
activities such as hiking, camping and
roadtrips. They tend to buy in bulk
and visit grocery stores less often.
Their work schedules are more
routine and family time is most
important to them.

Heartland
Consumer

Geography
Heartland:

Mostly consists of heavy-consumers

Makes up 50% of Snapple sales
Need consumers to keep drinking
Snapple

Non-Heartland:

Non-Heartland
Consumer

Mostly consists of light-consumers

Makes up 50% of Snapple sales
Need consumers to try more Snapple
Spot Markets:
Dallas, TX
Las Vegas, NV
Phoenix, AZ
Salt Lake City, UT
Seattle, WA
Nashville, TN
New Orleans, LA
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Objectives, Strategies &

Tactics

National Tactics in Heartland and Non-heartland:

Media Objective: Reach 85% of

heartland and non-heartland
consumers with an average frequency
of 4 by end of July 2017.
Strategy: Use diverse and strategic mix
of online and traditional media in places
where target market is known to spend
their time.

Tactic 1: Create a television commercial that will air

on Net TV (e-morning), Net Cable (daytime) and
National Syndicated programs.
Tactic 2: Employ radio advertisements on Net
Radio during the morning drive and daytime.
Tactic 3: Create a national digital campaign
consisting of targeted sites and social media posts.

Spot Tactics in Non-heartland Markets:

Tactic 1: Create a spot television commercial that

will air in non-heartland markets during daytime
and early fringe dayparts.
Tactic 2: Employ targeted digital spot radio
advertisements for non-heartland markets.
Tactic 3: Strategically place relevant messaging in
high traffic out-of-home locations including
subways, bus stops, airports, billboards and
building wraps.
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Timeline
National tactics: 1, 2, 3

1: television commercial that will air on Net TV (e-morning), Net Cable (daytime) and National Syndicated
programs.
2: spot radio advertisements on Net Radio during the morning drive and daytime.
3: national digital campaign consisting of targeted sites and social media posts.

Aug 2016

July 2017

1: spot tv commercial that will air during daytime and early fringe dayparts.
2: targeted digital spot radio advertisements for non-heartland markets.
3: Strategically place relevant messaging in high traffic out-of-home locations including subways, bus stops,
airports, billboards and building wraps.

Spot tactic: 1, 2, 3
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Budget & Timeline

13

Communications Objective: Increase brand relevance

Tip Snapple Users from 50% to 75% by end of
among Heavy
2017. Tell the audiene about the problem through a
Creativestory,
Strategy:
Snapple
currently is perceived as an
ideally
a person.
all natural juice drink and wants to continue to that
perception within its new customers. Snapple wants to
be seen as a company that finds the importance of
humor and quirkiness. They are a brand of intelligence
with a side of charm. Snapple believes its consumers
can feel these things with a drink of a Snapple product,
each flavor giving a different experience. These
experiences can be personalize with every different
consumer. The company wants to be portrayed as
caring for its consumers with every decision it makes,
hence the natural ingredients used within its products.

Creative Brief

Promise: The benefit Snapple provides is an experience

that no other juice drink can. From the sturdy glass
bottle and the enticing pop of the lid to the hidden
riddle under it. Snapple promises to fully understand its
consumers and expand its brand to fit the experiences
wanted.
Tone: The tone of Snapple is light-hearted and innocent.
Because Snapple has been around for over 40 years,
the tone should align with the original happy, playful
and humble brand image they have had since 1972.
Tagline: Made from the best stuff on Earth

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