Snapple_Plans Book_FINAL

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E X E C U T I V E S U M M A RY

The story began in 1972 when Snapple was born. Three friends in New York City started selling

their tasty bottles door-to-door. Once Snapple entered local drug stores, the small business earned its

reputation from its humble beginning. As the brand solidified its presence with improved distribution,

consumers became even more passionate about the sweetness of Snapple. By the start of the nineties,

shoppers all across America entered convenience and grocery stores searching for Snapple. They

laughed alongside Wendy the Snapple Lady, while their jaws dropped at Howard Stern’s latest anecdote

promoting the product they adored. However, with the turn of the century, Snapple’s personality faded

due to frequent management changes. This resulted in the brand losing its competitive identity and soda

conglomerates took notice. In the early 2000s, several new brands of ready-to-drink teas arrived in the

already crowded bottled beverage market. Always with a humble attitude, upbeat but sometimes offbeat

persona, the brand fought to distinguish itself against its RTD tea competitors.

Today, Snapple’s story is far removed from its humble beginnings. Drinkers are not just rotating

flavors – they rotate categories. Shoppers no longer visit drug stores to choose

between a Snapple or another tea – they are picking up a Dasani at a local

convenience store minutes from their homes.

Simply put, our Snapple story did not just derive from imagination; its

narrative was built through extensive research across the nation. We

traveled to different states to learn more about consumer perceptions

and availability while also consulting numerous secondary sources

along the way. From our research, we discovered that it is impossible

to ignore Snapple’s uniqueness. The personality of Snapple ignites

the love for the brand that consumers feel nationwide.

“ W I T H A R I C H H I S T O RY A N D A N U N M AT C H E D I D E N T I T Y, T H E S N A P P L E S T O RY I S O P E N I N G T O A N E W C H A P T E R . ”

With a rich history and an unmatched identity, the Snapple story

is opening to a new chapter. It does not deserve to conclude with

consumers ditching the brand for other alternatives. We developed

a campaign that breaks the barriers among bottled beverages and

uncaps Snapple to a refreshingly sweet 2017. Join us for the journey.

TA B L E O F C O N T E N T S

R E S E A R C H 2How 'bout them apples?

S T R A T E G Y 8It ’s ripe for the picking

C R E A T I V E 1 1We’re berry sure you’ll l ike what you see

S O C I A L M E D I A 1 3We’ve got some juicy content

P R O MO T I O N S 1 4They’re just peachy

S Y N E R G Y 1 8There’s a flavor for everyone

B U D G E T 2 6We can pay in Snapple caps, right?

C A M P A I G N E V A L U A T I O N 2 6Down to the last drop

Page 2R E S E A R C H

We conducted a massive amount of research

to gain a full understanding of the bottled

beverage industry, including emerging

industry trends and why, where, and how

often consumers choose to buy a beverage. In

November, we traveled straight to New York

City for a week’s worth of primary research

to better understand the brand’s biggest

market. In addition, we conducted secondary

research with extensive nationwide primary

research visiting 17 states, in both the

Heartland and the non- Heartland consisting

of:

K E Y I N S I G H T S

Against ready-to-drink

tea competitors, Snapple

is perceived as more than

just an ordinary tea with

a variety of juice flavors.

M A C R O I S S U E S

“Health and wellness is a major enduring trend, and each brand has to compete in that

environment.” J. Alexander M. Douglas Jr., president of Coca-Cola North America1

A H E A LT H Y L I F E F O R M E The healthy bandwagon has arrived and consumers

are hopping on. With the rise of more accessible

health food stores and an adjusted palette, consumers

now prefer healthier alternatives.2 More importantly,

shoppers are now thinking more consciously about

what they eat and drink. Sweet beverages containing

sugar or high fructose corn syrup and otherwise

unhealthy foods and beverages have fallen to the

wayside as customers seek out ingredients they can

actually comprehend.3 There’s a reason a new Whole

Foods was just built down the road – and they’re not

selling Snapple.

I T ’ S N O T T H E N I N E T I E S A N Y M O R E It’s not the nineties anymore when Fresh Prince of Bel-Air,

Furbies and Snapple were popular cultural icons. For many

consumers, Snapple’s identity was built on Wendy the Snapple

lady and Howard Stern. With Snapple’s celebrity endorsers and

flashy advertising now in the past, other brands have emerged.

Consumers simply have more options – and it’s been almost

two decades since Snapple reclaimed its identity that it has

lost over the years. Recent additions to the RTD tea category

dominate with healthy and natural ingredients. Many convey

the product and purpose in their brand

names to align with today’s consumer thinking.

“I think [Snapple] was having a moment back then. It was super popular in the 90s. I can’t remember the last time I had

one, maybe 20 years ago?”

Kit, New York4

1 Sanger-katz, Margot. “The Decline of ‘Big Soda’.” The New York Times. The New York Times, 03 Oct. 2015. Web. 16 Feb. 2016.2 Lempert, Phil. “Being the Shopper : Understanding the Buyer’s Choice.” J. Wiley & Sons, 2012.3 Market Realist. Consumer Research. 2013.4 Personal interview participant

There is a clear connection

between the sound of the bottle

opening and consumer feelings

as a cue for anticipation of the

taste inside.

Snapple drinkers are not exclusively

drinking Snapple – they choose from a

myriad of beverage options including

bottled water and carbonated soft drinks

when making a purchase decision.

S n a p p l e s t r u g g l e s w i t h

staying true to its identity

in an increasingly crowded

bottled beverage marketplace.


On the surface, the campaign objectives seemed very reasonable but digging deeper we found that

it required a 155% increase in nationwide purchase transactions (see chart above). We believe

these objectives will not realistically be attained. However, we developed solutions which will

significantly increase transactions throughout the country.

O B J E C T I V E S

H E A RT L A N DGrow brand relevance through engagement

tactics with heavy Snapple users

Grow purchase frequency: Grow Heavy User

buying rate from 9x to 10x per year

N O N - H E A RT L A N DDrive trial by converting high awareness

(90%) to top of mind awareness (15%)

Grow purchase frequency: Grow Light User

buying rate from 1x to 3x per year

O V E R A L LGrow Snapple volume in the United States

5 Snapple Case Study. Dr. Pepper-Snapple. 2015.6 Snapple Case Study. Dr. Pepper-Snapple. 2015.

5

6


C AT E G O RY O V E R V I E W Despite expected growth, Snapple (7.7%) is a distant fourth in terms of market share compared to its direct RTD competitors Arizona (17.5%), Lipton (16.1%), and Brisk (11.7%).7

This is in part due to Snapple’s inability to take ownership over its identity in the very crowded market of bottled beverages. In terms of market share of all non-alcoholic

beverages, tea accounts for just 8% while fruit drinks account for only 3%. Snapple needs to rethink where it stands in the category in order to drive trial and frequency.

P R I M A RY C O M P E T I T O R S R e a d y - t o - D r i n k T e a

Dominating the RTD market starts with getting

consumers interested in what Snapple has to offer.

After capturing consumer interest, there’s a higher

likelihood of consumers staying more loyal, thus

increasing trial and frequency.

But we know it’s not that

simple, so we turned to

research.

Uncovered f r o m o u r

Bizarre Bar, a guerrilla

research activation, we found

that consumers actually love the taste of Snapple.

When selecting from a menu of different drinks,

including competitors Arizona, Lipton, and Gold

Peak, consumers chose Snapple 41% of the time and

86% had an overall positive opinion.8 In addition,

56% of 740 survey respondents ranked Snapple as

having an excellent taste compared to its competitors

of Arizona and Lipton.9 This shows that consumers

actually enjoy, and most of the time even prefer the

product to other RTD tea competitors.

Just ask Sam Malone– there’s no one better

than a bartender to get people talking. With

our Bizarre Bar guerrilla research execution,

we created a natural conversation over a

variety of RTD teas to dig deep into consumer

consideration sets. Participants were tasked

with ordering a tea to try and then start

talking. In a natural setting, we learned

firsthand why consumers chose a specific

beverage and how they perceived different

beverages. Tea time at a pop-up bar was one

of the highlights of our primary research.

7 Snapple Case Study. Dr. Pepper-Snapple. 2015.8 Bizarre Bar. Team 192. September 2015.9 Survey. Team 192. November 2015.

Additionally, according to Simmons, Snapple’s brand loyalty index

is 112, compared to competitors Arizona at 74, Gold Peak at 94, and

Lipton at 82 (see table 1). Most RTD tea drinkers are disloyal even

to their favorites, and with the correct messaging, are more likely

to brand switch from other leading tea brands to Snapple. Non-

Heartland consumers will be more likely to brand switch given their

low awareness which influences the consumer consideration set of the

brand due to distribution and advertising. While in the Heartland,

frequency will increase with innovative promotional executions. Once

we drive interest to Snapple and encourage brand switching due to

competitors low loyalty indexes, consumers will be more likely to

consider Snapple and become loyal to it, increasing frequency and

volume. Things just got a lot easier for Snapple.

B R A N D L O YA LT Y O F P R I M A RY C O M P E T I T O R S

1 1 2 7 4 9 4 8 2

Table 1


S E C O N D A RY C O M P E T I T O R S B e y o n d J u s t T e a

Although Snapple currently views itself in the context of the RTD tea category, there

is an opportunity to capitalize on the larger market of overall bottled beverages. There’s

no denying that the bottled beverage marketplace is volatile and dynamic. Throughout

primary research and secondary insights, we arrived at one overwhelming discovery—

current Snapple users and other RTD drinkers, aren’t just choosing between RTD tea

competitors when making a purchasing decision, they’re thinking about every bottled

beverage in between. For Snapple drinkers, users usually choose between bottled

water or carbonated soft drinks against purchasing an additional Snapple.10 Across

the LRB market, Snapple’s inability to broaden its competitive category and shift its

competitive perception reduces purchase opportunities in the Heartland, restricts

consideration in the non-Heartland, and thereby limits overall volume. Now it’s time

for Snapple to start thinking like its consumers. It begins with being braver than any

other beverage in the market.

According to Simmons, we know consumers make other beverage choices. Those

that purchase Snapple are more than likely to also purchase bottled water, with an

index of 207. In addition, Snapple drinkers have an index of 230 for their likelihood

to buy soda. Based on our research, we know Snapple drinkers aren’t just going to

exclusively drink Snapple. Within Snapple, the key is to retain current consumers

from category switching to bottled water or soda. Instead of trading in a Snapple once

a week for a Dasani or Coke, let’s instead push consumers to switch from a Peach to a

Kiwi-Strawberry. As a result, frequency will increase by reducing switching to other

categories (see table 2).

By only competing in RTD tea and fruit drink segments of the LRB category

representing only 11% of volume,11 Snapple limits its growth potential. If Snapple

begins thinking more like its consumers and expands the market they compete in,

the opportunities significantly expand. Specifically, by positioning Snapple in the

category of tea and juice as a competitor to bottled water, carbonated soda, and fruit

juice, Snapple’s competitive segment increases from 11% to 41% of the LRB market.

As a result, a 375% increase in case volume is up for grabs. It’s time for Snapple to

take it.

Sound familiar? Taco Bell’s “Think Outside the Bun” campaign that dominated

the 2000s encouraged consumers to start thinking about something more than just

hamburgers. They changed their perception by expanding into a broader category. This

directly affected how they were perceived in the consumer consideration set against

McDonald’s, Burger King, and Wendy’s. This proved successful as sales increased by

almost 5% in its introductory year – and it didn’t take talking Chihuahuas to achieve

the increase.12

“Water will always be the healthiest alternative, of course. But life is too short

to just drink water.” Rodrigo, Virginia13

10 Survey. Team 192. November 2015. 11 Snapple Case Study. Dr. Pepper-Snapple. 2015.12 Enz, Cathy A. “Multibranding at Yum! Brands Inc: Thinking Outside the Bun.” 2005.13 Personal interview participant

Table 2C O M P E T I T I V E I N S I G H T S


I M P U L S E B U Y I N GThe nature of RTD beverages is that they’re easy to drink as a grab-

and-go product. According to the case study, 80% of Snapple sales are

from grocery and convenience stores.14 However, grocery list lovers

usually aren’t going to enter a store to buy just one Snapple. In

grocery stores, as a result of low RTD tea brand loyalty, consumers

will be more likely to try Snapple over their competitors because

there is a higher chance of brand switching. In convenience stores,

the grab-and-go nature of the stores allows Snapple to be promoted

through retail activations to increase frequency. In both grocery and

convenience stores, RTD beverages offer convenience and Snapple is

no different. Check that off your grocery list.

“When buying a beverage it’s usually in the moment.”

Stephanie, Manhattan15

“Nothing comes to mind for a specific time to get a Snapple.”

Jonny, Chicago16

S N A P P L E O V E R V I E W

F L AV O R & VA R I E T YWith more than 35 variations, Snapple distinguishes itself against competitors by having a flavor for

every taste bud. For those seeking an even healthier alternative, Snapple has sold diet products since

2009.17 This accounts for almost 50% of Snapple’s premium tea sales and 20% of fruit drink sales.18

No matter what a consumer is craving, odds are that Snapple has them covered. In our survey, more

than 70% of respondents rated Snapple as excellent for having the highest variety compared with

other RTD teas.19 During the Bizarre Bar perception test, 41% selected a Snapple beverage from a

menu of various RTD teas due to its various options.20 Snapple continues to offer more flavors with

radically different tastes than its soda or RTD tea competitors.

“I chose Snapple because there’s a diet option, unlike some other teas.”

Jessica, Bizarre Bar21

D I S T R I B U T I O NOur research team traveled to 17 states throughout the country to track the availability of Snapple

in locations other than our hometowns or college campus. The result was overwhelming: Snapple is

hard to find in the non-Heartland. One way to increase consideration and frequency is to improve

distribution efforts across the country. Even when Snapple is available, the lack of prominent display

handicaps the effectiveness of any outside advertising pushes. This starts with bottlers, as nearly

two-thirds of Snapple’s distribution exists through Coca-Cola and Pepsi bottlers, not Dr. Pepper-

Snapple themselves.22 Snapple needs to become as easy to find in Alabama as it is in Connecticut. It

all starts with incentivizing local bottlers and retailers to give consumers a taste of Snapple instead

of the soft drink options currently emphasized in trade promotions.

B E S T S T U F F O N E A RT H While to Snapple, “The Best Stuff on Earth” tagline attempts to attract people who are interested

in wholesome ingredients, it actually communicates different meanings to different consumers.

Additionally, nearly 50% of Snapple’s premium tea sales derive from diet teas and 20% from diet

fruit drinks, which are not made from all natural ingredients. After conducting focus groups and

interviewing beverage drinkers nationwide, we found that the “Best Stuff on Earth” means different

things to different people and doesn’t always speak to wholesome ingredients.

“To me the best stuff on earth is a cheeseburger!”

Jen, Ohio23

14 Snapple Case Study. Dr. Pepper-Snapple. 2015.15 Personal interview participant16 Personal interview participant17 Snapple Case Study. Dr. Pepper-Snapple. 2015.18 Snapple Case Study. Dr. Pepper-Snapple. 2015.19 Survey. Team 192. November 2015. 20 Bizarre Bar. Team 192. September 2015.21 Bizarre Bar. Team 192. September 2015.22 Distribution: Dr Pepper Snapple. Market Realist. Web. 2014.23 Personal interview participant


“I like glass with a lid because it’s fancy. It

makes me feel fancy.”

Jamal, Texas28

M A D E I N N E W Y O R KThe recent “Made in New York” campaign sought

to re-energize all those outside of the Northeast to

grab a Snapple and discover what’s inside. When

our team traveled to New York to conduct research,

we found that many people do not identify Snapple

with their city or even know of Snapple’s historic

New York roots. Similar findings also emerged

after conducting more descriptive research in

other areas of the Northeast. Even in areas of the

Northeast, consumers still don’t personally identify

with New York. People choose to live in a specific

city for a reason – and no Red Sox fan is rooting for

the Yankees on any day. Snapple isn’t just for people

that yearn for the lifestyle of New York, Snapple is

for every American – no matter which Heartland

they settle down in. In order to position Snapple as

a brand all consumers can identify with, we have to

dig even deeper to unify individuals in a way that

will connect the core Heartland consumers with

the non-Heartland prospects. Snapple has a lot of

friends, and they don’t all live in the Northeast.

“The slogan is the opposite of what I thought of Snapple originally – I thought of Snapple as farms,

orchards, and the south.”

Emily, Washington29

PA C K A G I N GThere’s no denying that Snapple stands out on shelves. Its glass bottle differentiates

it among competitors who come in plastic bottles and cans. The casing also offers an

eco-friendly plus, as the glass bottle is more easily recycled than plastic. According

to our survey, Snapple earned an excellent score in terms of its packaging.

Consumers recalled the packaging because it’s memorable. Snapple’s packaging

overall is known for its glass bottle, fast facts, and colorful label. After conducting

hundreds of hours of primary research, something even better emerged: consumers

loved the sound when the top came off.

“The packaging of the product is a multisensory experience for our

consumers.”

Frito-Lay spokesman24

Nearly two-thirds of qualitative research participants mentioned the pop of the

Snapple cap when opening the bottle. According to The Wall Street Journal,

auditory cues can make huge impacts in the minds of shoppers and even affect their

purchasing decisions.25 Think – the iconic “Snap, Crackle, and Pop” of Kellogg’s

Rice Krispies or Alka-Seltzer’s “Plop Plop Fizz Fizz” – marketers know the impact

they are making when positioning their products through sound. According to

Andrew Springate (SVP, Marketing/Sales, Snapple), Snapple even removed its

plastic wrapping around its cap because the audible sound was enough to signify

freshness to consumers.26

“I like the noise when it pops. It’s just kind of fun, I would get excited every

time it popped.”

Taylor, Minnesota27

The cap popping off didn’t just bring a fun sound – it introduced joy and excitement

to start drinking what’s inside. The pop acted as a cue of anticipation of the sweet

experience that awaited every consumer. Snapple’s existing customers were

already on to the unique packaging and the sound when the cap popped off – we

just started listening.

24 “The Search for Sweet Sounds That Sell.” WSJ. N.p., n.d. Web. 25 “The Search for Sweet Sounds That Sell.” WSJ. Web. 2012. 26 “The Search for Sweet Sounds That Sell.” WSJ. Web. 2012.

27 Personal interview participant 28 Personal interview participant29 Personal interview participant

Page 8S T R A T E G Y

A g e : 18-49

S n a p p l e S w e e t S p o t : 30

Ta rg e t P o p u l a t i o n S i z e : 58,652,000

PA S S I O N AT E O R I G I N A L S Individuals who embrace the uniqueness of their personalities and find positivity in

their day with unparalleled passion.

P a s s i o n a t e O r i g i n a l s c e l e b r a t e u n i q u e n e s s b y e m b r a c i n g i n d i v i d u a l i t y, n o m a t t e r w h e n , w h e re o r h o w t h e y f i n d i t .

TA R G E T I N G & S E G M E N TAT I O N

“The general Snapple consumer is 18-49 years old with a bulls-eye target of

30. They’re a positive person that celebrates the little things in life that brings

a bright spot to their day. They appreciate that Snapple is made from The

Best Stuff on Earth but is not a health nut. They are looking for a wholesome,

simple, premium beverage experience.”30

From our research, we discovered that despite having similar characteristics,

not all customers within the Heartland or the non-Heartland are alike. This

prompted us to consider more complex lifestyles and behaviors rather than

simple characteristics in order to identify and further segment our target

market with Snapple.

We used 67 “Esri” (Environmental Systems Research Institute) Tapestry

Lifestyle Segmentation reports, a geographic information systems mapping

software, to capture the market profile for each segment of American consumers.

From the 67 Esri reports, we pulled 29 segments that best fit the profile for our

target:

O P T I M I S T I C

D E D I C AT E D T O FA M I LY

S O C I A L LY C O N S C I O U S

PA S S I O N AT E A B O U T L I F E

Passionate Originals know who they are and aren’t afraid to show

their true colors. From Maine to California, Passionate Originals live

all across the country. They take ownership over their upbeat personas

and passionate personalities while embracing their identities. They

are relentless optimists who lead communities and refuse to leave the

office before the job is done. When an ordinary afternoon turns sour,

they hone in on the bright spot of the day and they embrace it with

passion.

Passionate Originals are the ultimate cocktail party magnets. Peers

are drawn to their infectious personalities and aspirational attitudes.

When they start talking, others start listening – and not just

because they’re explaining their recent afternoon. Every day is a new

opportunity to make their kids cringe or surprise friends with a new

discovery—from entrepreneurial ideas to unexpected new hobbies.

Passionate Originals live to make their unique mark each day. During

lunch break, they are the ones that send a GIF in the office e-mail

thread that everyone can’t stop talking about. It’s never a true family

vacation if it isn’t like the Griswolds; they make sure the whole

family has matching shirts and printed itineraries. They might not be

rappers – but they will spit out a tune in the right setting with a beat.

30 Snapple Case Study. Dr. Pepper-Snapple. 2015.


E X PA N D C O M P E T I T I V E M A R K E T P L A C E In order to achieve objectives, shift the

competitive perception of Snapple and expand

the market opportunities. Increase competitive

segment of the market from 11% of the LRB

category, to 41%– a 375% increase in case

volume.

R E C O M M E N D AT I O N S C A M PA I G N S T R AT E G Y

“Snapple’s brand identity was established as a quirky, fun and unique brand that quickly gained

a passionate base of consumers.”31

Snapple has all of the qualities to be successful, but now just needs to harness its personality to

present itself as a brand that isn’t afraid to be the most unique bottled beverage on the shelf.

Snapple is a dynamic product – some call it a tea while others consider it a juice. Those that buy

Snapple are dedicated drinkers, but we know they’re drinking numerous other beverages as well,

from bottled water to sodas. The ultimate prize is to get Snapple to rethink its competitive category

to increase its sales volume, and it all starts with embracing

current consumer perceptions of the brand.

Throughout primary research across the country, we

found one outstanding discovery: the link between the

consumer and the product is the packaging. Consumers

feel excited after hearing the pop when opening the

beverage.

Snapple’s pop is a cue of anticipation that the

most refreshing beverage awaits you. In the most

humble way, Snapple tells the customer they

made the right choice.

The pop, however, doesn’t just stop at packaging

– its influence extends beyond just the bottle cap.

No matter if a consumer lives in the Heartland

or the non-Heartland, every American deserves

a taste of Snapple. It doesn’t matter where

consumers live; it matters who consumers are –

and we love every individual for what they offer

the world.

PA C K A G I N GLeverage the power of sound as a cue for

anticipation for what’s inside every moment a

consumer pops open a Snapple beverage.

S Y N E R G YReach the Heartland and the non-Heartland

with separate strategic media plans including

digital, social, traditional, and non-traditional

media with minimal wasted coverage.

B R A N D I N GReclaim ownership over Snapple’s identity. In

the crowded landscape of bottled beverages, the

stakes have never been higher for Snapple to

own its brand personality that distinguishes it

against the competition.



M A N I F E S T O

All individuals have a reason to embrace themselves, despite any hesitation or fear. Every person has a reason to celebrate uniqueness no matter how downright wacky – like a young professional who’s a realtor by day but a mime by night.

When a Snapple drinker hears the pop, they know their personality fits right in with the beverage inside.

Today is the day for Snapple to open up to a whole new world of identity:

To make Snapple own its quirks. And celebrate its customers.

It’s time to raise a bottle and make enjoying a beverage an experience that brightens every part of your life

Make it one of a kind Make a mark on the worldMake it different

S n a p p l e – ” M a k e i t P O P ”

B R I E F

C R O S S R O A D S O F I D E N T I T YSnapple used to be relatable. In the midst of an identity crisis, Snapple needs to reclaim

ownership of the qualities that define its personality. It’s not a tea or juice, and it’s

definitely not Diet Coke – it’s Snapple, and that’s what makes it great.

B R A N D D E F I N I N G I D E AWith more than 35 variations, iconic packaging, and a personality that fights conformity,

Snapple is unique, just like the people who drink it. Instead of shying away from what

makes Snapple different, we’re reclaiming the uniqueness of the brand. Every person

has a reason to pop and so does Snapple. The pop energizes consumers and Snapple’s

opportunity to claim their ultimate prize – their identity.

O U R S I N G L E P U R P O S EPopping open a Snapple is the ideal way to capture the bright spot of your day.

T O N E P E R S O N A L I T YHumble, Unique, Passionate, Quirky

B I G I D E A

“ M A K E I T P O P ” is Snapple’s brand-defining idea that unites individuals

from the Heartland to the non-Heartland to embrace who they are

C O N C E P T T E S T I N G

In order test our strategy with the target market, we asked 200 respondents

a series of questions to see if they made a connection between Make It Pop and

Snapple. Participant feedback only strengthened the confidence we had in the

Make It Pop tagline.

We asked individuals which RTD tea brand first came to mind from the Make

It Pop tagline, and then analyzed their responses through Tableau and RStudio

text analysis sentiment software. The word cloud below illustrates the most

common brands associated with the tagline.

S I G N I F I E S T H E S O U N D O F T H E C A P L E A D I N G T O T H E U N I Q U E LY R E F R E S H I N G TA S T E I N S I D E

I S A C A L L T O A C T I O N T O C O N S I D E R P U R C H A S I N G A S N A P P L E

I N V I T E S C O N S U M E R S T O T H I N K O U T S I D E O R D I N A RY B E V E R A G E C AT E G O R I E S

A L L O W S I N D I V I D U A L S T O C E L E B R AT E T H E I R U N I Q U E N E S S

6 9 % O F R E S P O N D E N T S L I N K E D M A K E I T P O P W I T H S N A P P L E

Page 11C R E A T I V E

A F R I E N D N A M E D J I M M Y

For this television spot, we follow the journey of a 9 to 5 worker with an after hours passion for ventriloquism. The juxtaposition of Ted’s work life and his eccentric

hobby showcases what makes him pop.

M O T O R C Y C L EIn this spot, we take a light-hearted look at an ordinary driver who

makes an unexpected friend. He thinks his favorite show tune is

playing but he gets put to shame when a burly biker belts it better

than he can. See page 12 for the link to the full spot.

Frame 1: We open this spot in a typical

office setting at the end of the day. We see a

normal looking man, Ted, excitedly getting

his things together to leave the office.

Frame 5: We whip pan from inside to

outside as Ted hurries down the stairs. He

takes in the fresh air, and heads off to his

destination as music kicks in.

Frame 9: Ted showing off his skills:

drinking a Snapple while Jimmy asks “How

come you always get the Snapple?” Ted

responds “Because I’m no dummy.”

Frame 2: We pan over to a large leather

bag hanging on Ted’s cubicle. A co-worker

subtly looks it down as he passes by.

Frame 6: We see Ted striding down the

sidewalk then key in on his mysterious

bag before ascending to a profile shot. The

sounds of a busy city cut through the music.

Frame 10: Ted and Jimmy continue

performing, with Ted’s leather bag crisp in

the foreground. Scene fades out to “Snapple,

Make It Pop” logo and tagline.

Frame 3: We move to Ted, leaving the

office, as he’s asked by a co-worker if he’s

“Going out with Jimmy tonight?”. Ted

enthusiastically confirms.

Frame 7: Ted arrives at an ominous looking

warehouse. He slows his pace, and takes

a breath to gather himself before looking

down at his bag.

Frame 4: In his hurry out of the office,

Ted takes the stairs to avoid a jam-packed

elevator. The crowd follows his path with

their gaze.

Frame 8: Sounds of laughter and applause

bring us to a comedy club, where Ted is

performing ventriloquism with his doll,

Jimmy.

Page 12C R E A T I V E

B I N G O N I G H TFor radio, we meet an innocent grandmother and her friends as they

crack open a couple of Snapples. They change from bingo-loving ladies to

passionate gamers who will stop at nothing to win.

NARRATOR: Snapple wants to know what Makes You Pop?

DOLORES: Oh well, on Wednesday I go to bingo with the ladies. After

our mid-day tea (pop sound, clink), we fire up the Game Station–

DOTTIE: Dolores, ITS A PLAYSTATION!

DOLORES: Oh, I know... and we own some noobs!

Ambient video game noises begin in the background as the ladies yell commands to each other

NARRATOR: Snapple– Make It Pop

O U T- O F - H O M E In order to drive impulse purchases amongst typical, on-the-go

consumers, a number of out-of-home executions will be implemented

throughout the Heartland and the non-Heartland.

Take a look at our dynamic OOH ads here:

vimeo.com/160194778 password: makeitpop

G O - K A RT ( P R E - R O L L )For the non-Heartland we chose to highlight Snapple as a more exciting

choice (for more exciting people) than soda or water. With just five seconds

to pick, we use the pre-roll format to put the audience in the girlfriend’s

position, emphasizing how Snapple makes the perfect impulse purchase.

By quickly deciding against mundane options for this special occasion,

we hope to encourage category switching among consumers and position

the brand as one that provides a unique experience. Take a look at our

Motorcycle spot and full pre-roll, here:


C H O I C E S ( P R E - R O L L )We targeted our Heartland segment by starting with something to grab their attention: an extreme close up of someone scrutinizing a decision. To showcase just how

many options Snapple has to offer we use the pre-roll platform to show that the flavor variety calls for a 15 second decision. The cashier’s suggestion of “coming back

tomorrow” serves to encourage increased purchase frequency, but also brings the piece into the context of a day-to-day routine.

Frame 1: Scene begins with a close up of a

man’s face in deep concentration which is

held for a couple of seconds.

Frame 2: We cut to a close up of a variety

of Snapple bottles, all different flavors. The

man hesitates to reach for one and pulls

away.

Frame 3: The scene cuts out to show a

convenience store cashier looking at the

man as he continues to stare intently at five

Snapples on the counter. The cashier finally

says to the man, “You know, you can just

come back tomorrow”.

Frame 4: Scene fades out to “Snapple, Make

It Pop” logo and tagline.

www.vimeo.com/160194778


Page 13S O C I A L M E D I A

# P E O P L E T H AT P O PSnapple street teams will hit cities nationwide to find individuals that embrace their uniqueness – whether it is

through clothing, hobbies, or an unordinary job. The result will be a picture of a person who pops explaining their

original story while drinking a Snapple, further positioning the uniqueness of every day consumers drinking the

sweetness of Snapple. The image will appear on Instagram with a pull quote

from the interview as the caption, along with the #PeopleThatPop hashtag.

Each post will be geo-targeted in order to segment audiences in the Heartland

and non-Heartland to serve different messages. Snapple will call on consumers

to continue the conversation online and post what makes them pop with

#PeopleThatPop.

O V E R A L LObjective: Create an online Snapple community to further define the Snapple voice in the

digital space.

” M Y F I R S T C R U S H W A S

C H E W B A C C A . H E R E M I N D E D M E O F

A G I A N T T E D D Y B E A R W I T H A N

E V E N B I G G E R P E R S O N A L I T Y . ”

” I D O N ’ T C A R R Y A R O U N D T H I S S I G N

T O G E T A T T E N T I O N , I J U S T B E L I E V E

S O M E F O L K S R E A L L Y N E E D A H U G .

E V E R Y O N E D E S E R V E S A L I T T L E L O V E . ”

N E W S T H AT P O P SIn an effort to increase traffic to Snapple’s YouTube

and Facebook platforms, News That Pops will deliver

consumers with a humorous and on-brand news

report that encourages social sharing. Each week,

a thirty-second news segment will be produced

and “sponsored” by a different Snapple flavor. The

segment will begin with a news anchor sitting at the

epitome of a Snapply set – a desk counter made out

of Snapple caps, sipping out of a Snapple mug, and a

picture framed with Snapple caps. The news anchor

will deliver the news in a way that pops, with current

events that are quirky, fun, and only the most unique.

S N A P P L E C H AT SnappleChat will leverage Snapchat’s nature of instant engagement in order to increase impulse purchasing.

A series of ten-second videos will be used to promote the SnappleChat handle on Snapchat and drive product

promotion. Each video will be product-heavy with focus on the audible aspects of popping the top off the beverage.

Consumers won’t be able to get enough of the pop as the lid comes off while following the SnappleChat account.

Page 14P R O MO T I O N S

M A K E I T P O P PA RT I E S

Throughout the summer months, consumers in the Heartland will want to grab an invite

to the exclusive Make It Pop Parties featuring a headlining DJ or performer. Guests can

visit the “Bizarre Bar” for a variety of

Snapple refreshments or interact with

the “What Makes You Pop” Wall, an

electronic board for consumers to post

what makes them unique. There will

be 28 parties in four different cities:

New York, Philadelphia, Boston, and

Atlantic City.

In order to gain an invitation,

consumers must purchase a Snapple

with a specially marked cap containing

a link to register on a microsite. Registered attendees will simply need three Snapple bottle

caps to gain admission, encouraging current Snapple fans to buy even more Snapple, in turn

increasing frequency. Best of all, Snapple will contact attendees post-party via e-mail with

exclusive purchase offers and promos with the option to send each promo to a friend.

Chatter from the event will turn into buzz spreading virally, supported with co-promotions

from local radio stations, social media, and digital ads on Pandora and Spotify. Digital

journalists from media outlets will earn exclusive invites for maximum coverage.

B E N E F I T S

H E A RT L A N DObjective: Develop initiatives to spark short-term frequency behaviors through

incentivizing purchases

Increases brand

engagement

Increases purchase frequency

C A P S O F F T O Y O U

In order to give back to the

community, build frequency in the

Heartland, and encourage impulse

purchasing, Snapple will introduce

Caps Off To You - an innovative

pairing of a charity and prize

giveaway. During the promotion,

codes will be printed on the inside

of special edition Snapple caps

distributed in the Heartland. Once

entered into the Caps Off To You

microsite, each code will reveal an

amount of money to be donated to charity in addition to a matching prize

reward for the consumer. Fans of Snapple will receive an extra push, in

the form of a charity-prize incentive, a special offer on their next Snapple

purchase.

Promotes Snapple’s wide

variety of flavors

Creates an electronic

consumer database


Amounts to be donated and prizes to be won will be randomized, and every

code entered will always provide both a donation and a prize. Four charities

will be featured to receive donations:

Users will be able to give their donation to the charity of their choice. These

smaller, unique charities will tie back to Snapple’s roots of starting small and

embracing its uniqueness.

Donations start small at $1, but increase with $5, $10, $20, $100, and $500

awards. Charities will be “fully funded” when they reach $100,000 in donations.

Five lucky winners will be awarded $500, 25 participants will win $100, and

1,500 will be given $20, each disbursed via VISA gift cards. Those who don’t win

money will win coupons for either a Snapple 6 pack (25,000 winners), one free

16 oz. Snapple (60,000 winners), or buy one get one Snapple (60,000 winners).

Caps Off To You will be promoted through social media and with shelf talkers

in stores for six weeks, from October 22 to December 2.

B E N E F I T S

C A P S O F F T O Y O U , c o n t i n u e d M E S S A G E I N A B O T T L E

Provides electronic customer

database

Incentivizes impulse

purchasing

Amplifies Snapple’s identity in

the community

Increases purchase frequency

Since New York is responsible for the largest share of Snapple sales, we know that the

Big Apple has a very unique relationship with the product. The essence of Snapple speaks

to New Yorkers as they capture positivity, fun, and excitement in every day life. Without a

doubt, New York City deserves a year-long promotion and message specifically tailored to

them. In an effort to further connect New Yorkers with the brand to maintain sales volume

in New York and reinforce frequency of purchase, a Snapple street team will hit the five

boroughs and hand city residents an unforgettable message – a message in each bottle.

Each message will ask consumers to complete an activity that brightens their own day to

interrupt an otherwise ordinary afternoon. By pairing Snapple with an experiential stunt,

New Yorkers will interact with the brand in a way that no other beverage ever could.

And we know this works because we did it. After traveling to New York and launching the

execution, we witnessed New Yorkers overjoyed by the sight of Snapple while popping off

the top with anticipation to find their message inside. Snapple drinkers reveled in playing

hopscotch, danced the Macarena and strutted down a makeshift runway. When New Yorkers

popped the cap to see the message inside, Snapple brought them to a place of pure joy.

The hilariously fun video will be available to view

on Snapple’s website, further promoted through

teaser videos released on Facebook, Twitter,

and Instagram.

B R I N G R E C Y C L I N G An organization dedicated to recycling glass products

4 PAW S F O R A B I L I T Y Placing service puppies with children and veterans

B A B Y B U G G Y A clothing service for families in need

C L E A N WAT E R F U N D Bringing diverse families together to encourage clean water

consumption

Showcases passionate and

authentic consumers of the

brand

Generates viral buzz

B E N E F I T S

Increases engagement with the brand

through an experiential activity


S N A P P L E S T O R E S O L U T I O N S

With proper bottler initiative programs, we will solve the current problems

associated with product distribution and deliver more Snapple to grocery

and convenience stores, as well as improve product display in stores. Our

aggressive program has been developed for the two-thirds of bottlers who are

not Dr.Pepper-Snapple owned.

The plan consists of turnkey solutions for improving product placement by

giving control to bottlers who have the most influence in the local marketplace.

The program consist of four approaches:

N O N - H E A RT L A N DObjective: Implement aggressive long-term programs through

bottling network to increase distribution and improve product

placement

P O I N T- O F - P U R C H A S E M AT E R I A L SPoint-of-purchase materials will consist of shelf talkers, customized coolers, floor graphics,

and more. Since beverage purchases are often highly impulsive, point-of-purchase

advertisements will take advantage of the opportunity to attract consumers to buy Snapple

over other alternatives. This will support bringing Snapple to top of mind awareness the

next time a consumer hits the aisle. In-store promotion will focus on two channels: grocery

and convenience, since they account for 55% and 25% of total annual volume, respectively.31

Ultimately, these in-store promotional items will stimulate impulse purchasing and trial in

the non-Heartland, driving frequency. Examples of all the point-of-purchase materials can

be found at:


S P E C I A L PA C K A G I N G O F F E R SSpecial packaging offers such as the SnapPack will be delivered straight to qualifying

stores where Passionate Originals are most likely to shop in the non-Heartland. Throughout

primary research, we found that consumers enjoy drinking Snapple in a group setting like a

picnic or beach day. As a result, during the summer months, stores will be delivered special

SnapPacks – a variety pack of

flavors for consumers to enjoy

with a group in the summer

months. The SnapPack will be

amplified with accompanying

shelf talkers and point-

of-purchase materials. In

addition to summer, other

seasonal offers will be

developed to improve top-of-

mind consideration.


1 . P O I N T- O F - P U R C H A S E M AT E R I A L S

2 . S P E C I A L PA C K A G I N G O F F E R S

3 . S N A P P L E S T R E E T F L E E T

4 . E S R I TA R G E T I N G I N S I G H T S



S N A P P L E S T R E E T F L E E T The Snapple Street Fleet will consist of 15 customized cars and a team of Snapple brand

ambassadors who will travel throughout the non-

Heartland year-round to promote the Snapple brand.

Our research shows that consumers overwhelmingly

enjoy the taste of Snapple32 and there’s no better way

to remind consumers of this than to give them a taste

of the product through sampling.

The Street Fleet will visit convenience and grocery

stores during events when consumers will be out in

droves. For example, a Kroger in New Orleans during

Mardi Gras. The Fleet representatives will also have

a visible presence at high-profile community events

such as festivals and athletic events, spreading

the taste of Snapple. The Snapple Street Fleet will

generate trial, which will convert current brand awareness of Snapple to top of mind

awareness.

Best of all? The cars will be divided into regions, and the brand ambassadors will

work in coordination with local bottlers to create a promotional calendar of events.

Working with the local bottlers directly ensures a positive relationship and helps

alleviate conflict with distribution and product availability.

32 Agency Consumer Insight Survey. 2015.

33 Kyle, Robert C., Floyd M. Baird, and Marle S. Spodek. Property Management. 2012. Print.

E S R I TA R G E T I N G Bottlers and retailers have the same goal: sell more product. As a result, we will

us ESRI Arc Geographic Information System (GIS) to help us inform bottlers

where Passionate Originals are most likely to shop in relation to the city block

where they live. We will select city blocks within a radius of 1.5 miles33 around

convenience and grocery stores containing a high concentration of Passionate

Originals. By handing this data off to bottlers, they will know where to place

product. Instead of focusing time and effort on retail locations where sales may

not be maximized, this highly focused approach narrows in on those geographic

areas and retail stores most likely to yield maximum ROI.

Page 18S Y N E R G Y

O B J E C T I V E S

Front-load traditional media to achieve a maximum four-

week reach of 80% during campaign kick-off, with an

average frequency of 5. With the exception of February,

March, September, October, and November, reach

will range from 50-75% over the year-long campaign

with frequency averaging 4 in the Heartland and non-

Heartland.

Place digital media continuously throughout the year-

long campaign to reach the target market even when

traditional media is not served.

Allocate budget based on demographic, psychographic,

and geographic variables with highest concentration of

Passionate Originals.

Do not exceed media budget of $43,500,000.00 over the

course of the campaign.

S T R AT E G I E S

Separate traditional Heartland and non-Heartland

media plans will be developed to achieve objectives.

Create a pulsing schedule that combines spot traditional

media and continuous digital media around key sales

periods to achieve the desired targeted goal impressions.

Utilize digital media vendors that target based on

demographics, psychographics, and geographic locations

— all living on contextually relevant sites in the

Heartland and non-Heartland.

T R A D I T I O N A L M E D I A

In order to make our selection process more precise, we selected the markets with a sizeable concentration

of Passionate Originals. This resulted in the selection of 66 non-Heartland DMAs and 13 Heartland DMAs,

representing 71% of total US households to serve traditional media to. This enables us to target with such

specificity that no DMA with an insignificant concentration of the target market will be served with traditional

media.

For example, through our demographic, psychographic and geographic ArcGIS data, we found that Richmond,

Virginia whose total population is 1.5 million, has a 39% concentration of Passionate Originals. In comparison,

Minneapolis, Minnesota, whose overall population is 4.6 million has a 10% concentration of Passionate Originals.

Therefore, we would be serving traditional media to Richmond but not to Minneapolis, eliminating a great deal

of wasted coverage.

T O P D M A s R A N K E D B Y C O N C E N T R AT I O N S I Z E I N T H E H E A RT L A N D ( 1 3 ) A N D T H E

SAN DIEGO

MIAMI

LAS VEGAS

EL PASO

SAN ANTONIO

AUSTIN

WASHINGTON, DC

LOS ANGELES

HARLINGEN

HOUSTON

SALT LAKE CITY

BALTIMORE

BOISE

CHICAGO

ATLANTA

SEATTLE

CORPUS CHRISTI

DALLAS

ORLANDO

CHARLESTON

RALEIGH

NORFOLK

TUCSON

RENO

COLUMBUS

WACO

RICHMOND

SANTA BARBARA

SACRAMENTO

CHARLOTTE

INDIANAPOLIS

BATON ROUGE

EUGENE

JACKSONVILLE

MONTEREY

MADISON

SAVANNAH

NASHVILLE

FRESNO

W. PALM BEACH

BAKERSFIELD

KANSAS CITY

DES MOINES

TALLAHASSEE

OKLAHOMA CITY

NEW ORLEANS

LA-CROSSE

CINCINNATI

ALBUQUERQUE

LEXINGTON

COLUMBIA, SC

ST. LOUIS

MILWAUKEE

LOUISVILLE

SPOKANE

CEDAR RAPIDS

TAMPA

MEMPHIS

DETROIT

LITTLE ROCK

GREENVILLE

TULSA

SAN FRANCISCO

PITTSBURGH

CLEVELAND

DENVER

NEW YORK

SYRACUSE

HARTFORD

BOSTON

PROVIDENCE

PHILADELPHIA

ALBANY

HARRISBURG

ROCHESTER

BURLINGTON

BUFFALO

WILKES-BARRE

PORTLAND-AUBURN


T E L E V I S I O N

Spots will air in strategic spot markets within our 79 DMAs during early fringe, daytime, prime

and late fringe on shows and networks that the target is watching.

Television is one of the most effective ways to build brand awareness. Spot buys were strictly

utilized to directly target Passionate Originals to maximize coverage and minimize waste.

Brand messages will be tailored to the target through predetermined spot markets in the

Heartland and non-Heartland. Cable networks will be used to meet overall campaign objectives.

R A D I O

Our radio spots will run in our targeted DMAs on an aperture

schedule, hitting consumers when they are on-the-go like an

afternoon lunch break or a beach day on a hot summer day.

Source: Nielsen NPower National TV Toolbox

Source: Gfk MRI National DoubleBase


TOTAL TRADITIONAL GRPs

TOTAL TRADITIONAL SPEND


TOTAL TRADITIONAL GRPs

TOTAL TRADITIONAL SPEND


D I G I TA L M E D I A

The targeting of digital will be national, including all top 129 DMAs. Rather than excluding DMAs that did not have a significant concentration of Passionate Originals, we

only excluded zip codes. With this rationale, we can reach a high concentration of the target everywhere in the United States, regardless of DMA, increasing coverage while

minimizing waste.

For example, zip code 75204 in Dallas, Texas has a concentration of 21,046 Passionate Originals. However, zip code 75203 has a concentration of 2,188 of our target. Therefore,

in order to maximize coverage and reduce waste, zip code 75204 will be exposed to our digital media tactics while zip code 75203 will not.


PA N D O R A I N T E R A C T I V E A DTo position Snapple as the best choice in the drink marketplace, a tower of empty

water bottles and soda cans will be able to be knocked down by selecting one of

four fruits. The user will select a fruit and it will be launched to knock over the

tower. When this happens the copy, “Water and soda are foul balls”, will appear.

This will be followed by the copy, “Snapple is a knockout” and the participant

will be presented with a first place prize– a Snapple flavor that corresponds with

the fruit they chose to throw.

C A P S O F F T O Y O U S Y N C E D A DThis execution will showcase Snapple’s charitable Caps Off to You (see page 14)

promotion by depicting bottle caps rolling and turning into a variety of change,

showing that by purchasing Snapple you will be able to make a difference.


P R O G R A M M AT I C PA RT N E R S

Along with the usage of our network partners and

direct site buys, pairing up with Turn and Xaxis as our

programmatic partners will compliment the splashes of

our high-impact units to enable ongoing awareness across

desktop and mobile.

These programmatic partnerships will maximize reach and

efficiency through Real Time Bidding.

We’ve chosen to utilize two similar partners to track

performance against each other throughout the campaign

and optimize as needed.

N E T W O R K PA RT N E R S

Network partners offer a more efficient use of budget by

using a blend of targeting capabilities within premium, high-

quality content.

D I R E C T S I T E B U Y

Partnering with Pandora gives us the

chance to capture our targets’ eyes and

ears. Through an interactive rich media

banner, we will play off Pandora’s mood-

based context and highlight the impulse

and on the go nature of Snapple.

With these engaging units, listeners will

be exposed to Snapple’s brand personality

increasing top of mind brand awareness.

Undertone and Conversant will be used to serve high-

impact cross-screen units that will be served across

desktop, smartphone, and tablets.

YuMe will use a captivating video ad unit designed

to grab consumers’ attention and drive video views.

InMarket will target consumers through Beacon

technology by partnering with mobile retail apps.

When a consumer walks into a store with this

technology, mobile alerts and engaging high-impact

ads will appear on their phones while they are

shopping. Even better, they can add Snapple to their

list with a tap of a finger. Consumers will be targeted with push notifications

from InMarket partner applications upon entering

certain stores.

These notifications will encourage them to swipe

into the app to save on Snapple purchases with

special coupons.


G O O G L E A D W O R D S Due to the flexibility and

immediate measurability, we will

allocate a portion of our budget to

Google AdWords, not to exceed a

cost per day of $1,500.

In allocating a portion of our

budget to AdWords, we will gain

access to non-search sites such as

Gmail and YouTube.

With a CPC strategy, we

ensure that we only pay for ad

placements that drive Snapple

brand engagement and top-of-

mind awareness. Additionally,

we will not have to pay for any

impressions that do not result in

clicks.

45% of Snapchat users are 18-24, which

makes it the youngest social media platform

S N A P C H AT. 1 0 C E N T S P E R V I E W

Source: Comscore

Source: BI Intelligence

T O TA L E S T I M AT E D I M P R E S S I O N S : 6 . 3 B I L L I O N

Page 26B U D G E T & E V A L U A T I O N

O B J E C T I V EDetermine if Snapple’s Make It Pop campaign stimulated an increase in

frequency of purchase across the Heartland and non-Heartland thereby

growing sales volume across the nation.

S A L E SUtilize sales figures to measure

Snapple’s change in case volume.

P U R C H A S E F R E Q U E N C YMeasure changes in purchase

frequency via Brand Health

Tracker.

M A R K E T I N GEvaluate product placement

and distribution by analyzing

specific store sales reports and

launching surveys in the non-

Heartland.

A D V E RT I S I N G

Gauge Snapple’s renewed

perception as a modern brand

that embraces uniqueness

through top of mind

awareness via Brand Health

Tracker.

M E D I A M I X

C A M PA I G N E VA L U AT I O N

B U D G E T

Documents

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