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Media Plan 2013Cruise Media GroupKenny Hernandez

Burton HohmanAlex Torres

Lindsay EdmundsKatherine KolterEmily Cummins

ADV 4300 Sect 7420Fall 2012

Table of ContentsCruise Media Group 3Company Background 5Competitive Environment 6Advertising Analysis 7Media Analysis 8Key Consumers 9Seasonal and Geographic Factors 10SWOT Analysis 11Objectives 12Target Audience 13Creative Positioning 14Geographic Coverage 15Scheduling 16Budget Allocation 17Media Mix 18Conclusion 20Index 21Works Cited 22

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Cruise Media GroupCruise Media Group formed in fall of 2012. Many agencies

have specialties in travel and leisure, but here at CMG we

focus only on cruise lines. With our help you can embark on a

successful voyage through the ocean of today’s current media

environment. So come aboard and set sail with us as we keep

your media plan afloat here at Cruise Media Group.

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Company BackgroundCarnival Corporation & PLC sits atop of the market as the largest cruise company in the world. Carnival

Cruise lines has seven other sister brands, but the Carnival Cruise brand continues as the largest and most

successful. With twenty-four vessels in its fleet, Carnival has the largest passenger capacity of any cruise line

and employs roughly 37,000 (Canrival-news.com). Founded in 1972 by Ted Arison. The current CEO, Gerry

Cahill, works in their company headquarters in Doral, Florida. With a 44% market share and nearly $11 billion

in revenue, Carnival continues to dominate the cruise market (Carnival-news.com). The Carnival Corp. has a

12 month fiscal year beginning in December and ending in November with every three months making up a

quarter.

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Competitive EnvironmentCarnival Cruise has a firm grasp on the current market place, but with numerous competitors, both

large and small, Carnival faces serious competition. In the current competitive landscape Carnival holds a

44% market share with Royal Caribbean Cruise lines behind them at 23% (Francis). Norwegian Cruise Lines,

Mediterranean Shipping Company (MSC), Disney Cruise Lines, and Star Cruises collectively form an 18%

market share (Francis). A litany of other small, regional, and specialty cruise lines round out the market with

14% (cruisemarketwatch.com) of the market. With a strong hold on the cruise market, Carnival also faces

competition with many land-based organizations.

Cruise lines face a variety of competition -- not just other cruise lines. Some of their main indirect

competition includes theme parks, posh beach resorts, and other tourist destinations. These destinations have an

advantage in that they do not require an ocean in order to operate. Hence they entice mainland-living persons

more readily than a cruise line can.

New trends continue to ebb and flow through the cruise industry. Some of the most recent trends in

the cruise industry include river boat cruises as well as new port destinations internationally. An expert in the

industry noted “river cruising will continue to grow at a faster pace than the rest of the industry” (Young). New

international ports continue to rapidly expand including places like Lithuania and Dubai (Young).

Total Market ShareCarnival 44%

Royal Caribbean

Norwegian, MSC, Disney, and Star Cruises

18%

Other 14%

23%

F1

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Advertising AnalysisSince it’s formation, Carnival has positioned itself as “The Fun Ship” emphasizing value and family fun.

Carnival’s current advertising focuses on this theme with their colorful content and fun branding. Carnival ads

like this one focuses on family and spending a fun time with the whole family. Another ad takes on the indirect

competition by pitting a camping trip where the campers get

attacked by wild animals against the relaxation of a cruise ship.

Carnival’s print and outdoor ads also place a heavy emphasis on

fun and family (Seekingalpha.com). MSC cruise line positions

themselves differently than Carnival. MSC attempts to position

itself as a posh and cool alternative (F13). Their print and video

ads focus on elegance and the coolness of their cruise line. Royal

Caribbean positions themselves in between MSC and Carnival.

They focus more on the cruise ship being an escape from the busy

world as opposed to a fun family vacation. Royal Caribbean’s tag-

line “The Sea is Calling” plays on this theme as an escape from

the busy business world by using a sea shell as a phone (Mest).

Royal Caribbean’s advertising also include children, but they have a heavier emphasis on adults and business

workers (14).

F2

F3 F4 F5

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Royal Caribbean 43%

Carnival 35%Disney 21%

MSC 1%

Media AnalysisDespite the majority market share, Carnival comes in second in terms of advertising share of voice.

Royal Caribbean has a 43% share of voice with Carnival cruise line a close second with 35% share of voice.

Disney follows behind with a 21% share of voice, and MSC rounds out the major cruise lines with a less than

1% share of voice. Collectively, these four cruise lines spent approximately 117 million dollars on advertising

(Ad$pender). Across the industry, television and internet make up over 93% of all money spent on advertising

. Television had the most with 66% of the industry budget followed by internet ads at 27% of the industry’s

budget. Print and outdoor together amount to approximately 7% of the industry’s budget (Ad$pender).

Carnival’s media mix similarly follows that of the industry average. Carnival spends 65% on television

advertising giving Carnival an

approximate 35% share of voice.

RC dominates the television

market with 86% of their budget

going there giving them a 56%

share of voice (Ad$pender).

Disney Cruise Lines and MSC

collectively have less than a

10% share of voice in television.

Internet advertising has a much

more competitive landscape.

Carnival leads internet

advertising with a 42% share of

voice, disney follows closely

behind with 35% share of voice,

Royal Caribbean remains competitive with a 22% share of voice (Ad$pender).

F6

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Key ConsumersAs mentioned, Carnival targets families as their key consumers. Generally these families have a

median age of 41, household incomes ranging from $50,000 - $125,000. Roughly 40% of Carnival cruisers

have traveled on a Carnival cruise line before

(imagealliance.com). At the moment, 90% of

cruisers live in the United States, with only 10%

living in Canada or other foreign countries.

Known as the “Fun Ship,” Carnival Cruise

lines host vacations for individuals and families

who enjoy a plethora of activities, games, and

entertainment (Motter). Carnival cruises offer

a variety of children’s programs and activities,

specifically targeting families. CEO, Gerry Cahill, believes in the power of experience. Rather than simply

selling a room in a hotel, Cahill wants to sell an experience the whole family can enjoy. He states, “I have

two daughters, (and) what I quickly learned is when you’re going on vacation, whether or not you enjoy that

vacation is dependent on whether or not your children enjoy that vacation. If it bombs for the kids, you’re toast.

We very much gear our products now to provide a great experience with the kids. We all have (kids) clubs and

activities, and we have these ropes courses and the water parks and things like that” (Sloan and Stoddart). One

way in particular that Carnival Cruise Lines targets families is in relation to the value they place on the home.

Cahill states, “We’ve tried to stay a little bit closer to home so people can drive (to ships). For families, four or

five airplane tickets start to get fairly significant” (Sloan and Stoddart).

Target MargetCarnival Passengers 2011Repeat Passengers 2011

F7

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Seasonal and Geographic FactorsCruises have peak times and seasons. The most popular travel times happen between February and

October, but tend to have higher rates. With November through January having the least popularity and lowest

rates. Currently Carnival spends 91% of its budget from November through April (Ad$pender). Cruisers tend

to purchase a vacation at least three to six months in advanced (Randall). This long purchasing process explains

why the main brunt of advertising occurs during non-peak travel times. Geographic factors play a large role in

cruise operations and advertising. Obviously, cruise lines need a large body of water to operate, but passengers

on the whole live near port cities. Most vacationers don’t mind traveling some distance to reach ports, but air

travel acts as a deterrent to potential cruisers. Therefore the key consumers must live within driving distance of

a port city.

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SWOT AnalysisCarnival Corp. owns and operates more ships than any other cruise line in the world. This gives them

a key strength over all of their competition. The Carnival Corp. also owns a variety of other cruise brands

that cater towards different budgets and locations (Canrival-news.com). This allows Carnival to focus on

keeping their established brand image. Carnival continues to have a strong brand image as the fun ship and has

established themselves as one of the premier cruise ships.

January 13, 2012 will continue to haunt the Carnival Corporation, when one of their cruise ships ran

aground and capsized as a result of the captain’s negligence (Johanson). Hundreds reported injuries and many

died; safety procedures took triple the time they should have. The Concordia incident shook the entire cruise

industry, and continues to shadow the future operations of all cruise lines (Johanson). While the cruise ship

belongs to the Carnival Corp it does not bear the name Carnival, thus preventing a direct association with the

Carnival brand. Also, investigations showed the incident resulted from captain’s error and not anything related

to the ship itself. Another issue that continues to plague the Carnival brand includes a higher than average

influenza rate on their cruise line (Johanson). Another weakness that prevents Carnival from expanding world

wide doubles as a potential strength. Currently Carnival has many cruise brands across the globe, but they all

have different brand names. Should the Carnival brand go international they would start as a new company

despite Carnival Crop. having a worldwide presence.

Despite this weakness, the international market has exploded recently and poses a huge opportunity for

the carnival brand. However, despite the growing international opportunities, new port cities continue to open

within the United States. Most notably a new port opened in New York City and thus presents Carnival with a

huge opportunity (Gene). The Carnival brand will also introduce it’s largest ship that the company has ever built

(Motter). This will allow Carnival to carry even more passengers and will generate a positive buzz about the

brand.

One of the biggest threats that Carnival faces comes from the United States government. Newly

proposed tax regulations would force carnival to pay significantly more taxes (marketingteacher.com). These

new taxes on top of continually rising gas prices will greatly affect the bottom line of Carnival Corp. Other

threats to both the brand and corporation come from nature. Storms like Hurricane Sandy force Carnival to alter

or cancel trips and have potentially caused damage to ships. New competition coming into Carnival’s territory

also pose a threat (Sloan). Companies like Norwegian Cruise lines operating out of secondary Texas ports could

draw new business away from carnival in these areas (Rice).

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ObjectivesContinuing the success of Carnival Cruise lines by executing the new marketing objective would push

Carnival’s advantage over the competition. Carnival will increase market share by 6% in the next fiscal year.

This would achieve a total market share of 50%. In order to achieve this, Carnival needs to increase awareness

amongst new cruisers by 27% in the same 12 month period. In order to do this, Carnival needs to achieve 80%

reach and 8 frequency amongst the primary target audience during quarter 1 and quarter 2. During quarter 3 and

4, Carnival only need maintain a 60% reach and 3 frequency amongst the secondary target audience.

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Target AudienceCarnival has two target audiences that both share similarities but have a significant difference. The

primary audience consists of “first-time cruisers” meaning they have never vacationed on any cruise ship. The

target consists of a family with children old enough to travel, but young enough that they still live at home.

These families live a fairly active lifestyle. Their households have a steady income with moderate disposable

income. Generally these families have never considered going on a cruise, or have a misconception about the

costs of cruises. This audience also lacks awareness of cruise port locations, but live within driving distance of a

port. Living within driving distance of a port adds a further layer of value to the mind of a new cruiser, because

having to purchase plane tickets in order to go on a cruise serves as a large barrier to purchasing a family

cruise. The secondary market shares many of the same traits, but this group has traveled with Carnival Cruise

lines before. This audience has more knowledge of cruises, but may lack awareness of new features, deals, and

port locations. This audience has loyalty towards Carnival and has different priorities than new cruisers. Like

frequent fliers, returning cruisers expect different treatment than new cruisers. They know what to expect and

therefore do not need an explanation of what to expect. This group also tends to plan cruises longer in advanced

than new cruisers.

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Creative PositioningCarnival positions themselves as “the fun ship.” This philosophy has successfully molded their position

in the mass market. Most

cruise lines emphasize their

position on the destination

of the cruise. Carnival has

a different approach --

they emphasize the cruise

experience as a whole,

and the advantages of

an all-inclusive vacation

package (Nykiel, 169).

Carnival focuses on the fun

a cruiser has on the ship itself. Thus the brand makes the ship the primary destination and the ports a secondary

attraction. The ship’s design and activities highlight an overall theme of fun. Carnival makes sure to create a

cohesive image of fun throughout their brand.

F8

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Geographic Coverage In utilizing both national and spot geographic coverage, Carnival Cruise Lines will target families and

individuals living near port cities, as well as nationwide cruisers. In broadening coverage through national

coverage, Carnival Cruise Lines will not only retain returning cruisers, but also attract those who have never

cruised before.

In particular, this campaign for Carnival Cruise Lines will highlight geographic markets near ports such

as towns in Florida, California, New York, South Carolina, North Carolina, and Texas within driving distance

from the ship’s port.

In highlighting these

specific geographic

areas, Carnival Cruise

Lines will target price-

conscious families and

individuals, keeping

in mind that families

are less likely to

purchase cruise tickets

and airline tickets

simultaneously. From

a family’s perspective, driving proves a more cost-effective option, rather than purchasing plane tickets for the

entire family, staying in a hotel, and then boarding the ship for the cruise. Despite the small amount of land that

boarders the oceans in America, only 17% of the total land area, over 50% of Americans live within a coastal

county (NOAA.gov).

Location of Carnival PortsReasonable Driving Distance

F9

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SchedulingCruise destinations have different peak times throughout the year. However, the absolute busiest time

of year to cruise occurs between the months of late March and early September. Carnival spends over 90% of

it’s advertising budget between December and May, because the purchasing process occurs approximately three

months prior to a cruise (Ad$pender). As a result , advertising in December relates to cruises in March and

April, January advertising relates to April and May cruises, etc. Starting in June, Carnival will have a steep drop

off in advertising. Very few cruises occur during the months between September and February. During these

times, Carnival will switch focus from the total market to just the secondary market of returning cruisers. This

audience purchases cruises much further in advance than the primary market. However, this market also needs

less convincing of the cost benefits of a cruise vacation. Because Carnival will have year-round advertising, this

strategy will not strictly fall into a burst media plan, but will mix elements of bursting and pulsing.

0 20 40 60 80 100

Quarter 1 Quarter 2

F10

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Television 60%

Internet 33%

Non-Traditional 3%

Outdoor 2%Print 2%

Budget Allocation In order to gain market share in 2012, Carnival’s advertising budget will increase to a conservative 42

million dollars. The reason for the modest increase from 2011 comes as a result of reduced income in quarter 1

and quarter 2 of 2011 as a result of backlash from the Concordia incident. However, quarter 3 returned Carnival

Crop. to prior years income averages (phx.corporate-ir.net). Carnival has a continual projected growth and

as a result the advertising budget will need to increase to match the projected growth. The new advertising

budget allocation differs from 2011 as

well. The new budget will spend 60%

towards television, 33% to internet, 3% to

nontraditional, 2% to outdoor, and another

2% to print. The decreased television and

increased internet advertising spending

follows a continuing trend in Carnival’s

advertising from year to year. The re-

introduction of print advertising allows

Carnival to target a new audience not

reached in the previous year. Decreasing

the outdoor budget is a good opportunity

because no other major cruise lines are

advertising in the outdoor medium.

During the 12 month period, Carnival has an average of 48% frequency and 6 distribution. However, due

to the vastly unequal distribution of the yearly budget the plan makes more sense when broken apart. During

quarter 1 and 2, with over 90% of the budget during this time, the frequency averages at 80% with 8.5 reach.

During this time Carnival focuses on a broad target audience in order to increase awareness of the brand as a

whole. During quarters 3 and 4 Carnival targets a very small portion of that original target audience averaging

a frequency of 15% and a distribution of 3. This allows Carnival to still advertise effectively despite having

minimal proportions of the budget (See F12).

F11

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Media MixCarnival’s media mix would include a variety of media, including television spot advertising, internet,

newspaper, magazines, outdoor, and non-traditional advertising. Television advertising for Carnival will include

vehicles such as HGTV, the Food Network, and the Travel Channel. These channels air a variety of content

in line with what Carnival’s target audience would enjoy. Carnival will also advertise on several local news

stations. This allows Carnival to target specific geographic areas. Television advertising costs a lot of money for

Carnival, but it allows them to create ads that truly showcase the experience of a Carnival Cruise (Katz, 65).

With an increased budget, internet advertising will continue as an important source of advertising.

Carnival will use Google AdWords to place advertisements on selected keywords in Google Searches.

Keywords such as “family vacations,” “family trips,” “fun vacations,” and “affordable family fun” allow

Carnival to reach out to an audience that lacks awareness of Carnival’s value or availability for family fun. They

will also use Google Display Network in order to place banner and video advertisements across many different

websites that the target market visits. Internet allows for incredibly specific targeting and a large reach, not quite

as large as television but close, however ROI proves difficult to track, the internet has huge amount of clutter,

and not to mention banner blindness (Friedmen) amongst internet users.

Carnival has used print advertising in the past, but did not use the medium in 2011. The new print ads

would run in magazines and newspapers. Some of the magazines would include: “Caribbean Travel and Life,”

“Travel + Leisure Magazine,” and “Working Mother.” Collectively these magazines have a circulation of over 1

million consumers (mriplus.com). These magazines target vacation planners and those living an active lifestyle,

thus a perfect match for Carnival’s target audiences. The magazine medium allows for Carnival to specifically

target members of the target market, but advertisements require long planning cycles (Katz, 88). Carnival will

utilize newspapers to target specific areas around port cities advertising towards the decision makers within a

family unit. Newspapers allows Carnival to specifically target geographic areas; however the lack of detail in

the advertisements add a challenge to portray the experience of a Carnival Cruise (Katz, 67).

In addition to these vehicles, Carnival will execute 2 non-traditional ideas. Both will occur in New York

City in order to increase awareness of new and lesser known ports. The first will take place in Central Park.

Central Park is a popular place for model boat races, and a model yacht club even holds weekly competitive

races. For this idea, Carnival will host their own boat race in Central Park. Pre-event promotions and the event

itself would catch people’s attention and encourage them to participate in the fun, entertaining, and leisurely

lifestyle of cruising with Carnival. This event would show the contrast of the busy New York life with the

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fun and leisure of a cruise. A model Carnival cruise ship would also participate in every race, but would only

slowly cruise to the end of the race. This would further add to Carnival’s focus on fun mentality. To keep the

event interesting to non-New Yorkers, specific Carnival Twitter followers or Facebook fans would have an

opportunity to race a boat remotely over the internet via live streaming cameras.

The second non-traditional idea would take place in Times Square. This idea also focuses on creating the

laid back, fun cruise experience in the heart of one of the busiest cities on the planet. Carnival would recreate

a life-like top deck of a Carnival Cruise ship, complete with the signature red smokestack tail-fin. This event

would generate free publicity for Carnival. The event would allow busy passers-by to experience a Carnival

Cruise experience in the middle of New York City. It would include games, activities, competitions, a slide

much like those on the Fun Ships, and of course, some of Carnival’s excellent cuisine. Catching the audience

off-guard with fun, diverting activities like this would convey the carefree cruising lifestyle.

These nontraditional executions will serve as an entertaining wedge into the everyday lives of the target

audience, thus catching their attention and turning their vacation considerations towards cruising with Carnival.

Focusing Carnival’s advertising on these specific vehicles, along with a few others, will achieve our strategy

because it puts the Carnival brand name at the forefront of consumers’ minds when they think of escaping on a

vacation.

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The focus of Carnival’s new media plan will target new cruisers heavily, but will continue to target

the 40% of returning cruisers that make up Carnival’s total market. For the majority of the plan, Carnival will

continue it’s previous scheduling strategy, but will add new vehicles to reach a broader audience. Carnival needs

to continually emphasize the value that a cruise vacation has throughout all its advertising. New non-traditional

ideas will further increase awareness and further strengthen Carnival’s brand image. To continue as a market

leader, Carnival must emphasize fun at all times allowing the Carnival brand to continue on as “the Fun Ship.”

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IndexFigure Number

Title References

F1 Total Market Share Data from Cruise Market WatchF2 Carnival Outdoor Ad http://adsoftheworld.com/media/outdoor/carnival_cruiselines_waters-

lide_escapeF3 Carnival TV Ad pt1 http://www.youtube.com/watch?v=je7axonV2UAF4 Carnival TV Ad pt2 http://www.youtube.com/watch?v=je7axonV2UAF5 Carnival TV Ad pt3 http://www.youtube.com/watch?v=je7axonV2UAF6 Share of Voice Data Gathered From Ad$penderF7 Ratio of Target Audi-

ence to CruisersPopulation Data gathered from US Census Data, Cruiser data from http://phx.corporate-ir.net/phoenix.zhtml?c=140690&p=irol-reportsother2

F8 Carnival Ad http://www.divasonlytravel.com/Cruise.htmlF9 Carnival Target Mar-

ketsDriving distances based off of 300 Miles away from Carnival ports.

F10 Advertising Schedule Data gathered from Ad$penderF11 New Advertising Bud-

get AllocationBased on new Media plan.

F12Time Period Frequency Distribution GRP Proportion BudgetQ1 87 10 870 59% $24,589,502Q2 73 7 511 34% $14,442,799Q3 20 4.5 90 06% $2,543,741Q4 10 1.5 15 01% $423,956Total/Avg 1/2 80 | 3/4 15 1/2 8.5 | 3/4 3 1486 100% $42,000,000

Data Gathered from Ad$pender

F13

http://www.theepochtimes.com/n2/technology/black-friday-travel-ads-grab-a-discounted-cruise-or-vaca-tion-46527.html

F14

http://friendandjohnson.com/blog/tag/advertising-images

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