Download docx - Product Marketing Plan: Call of Duty Black Ops II - for Lady Gamers

R u n n i n g H e a d : M a r k e t i n g P l a n : C a l l o f D u t y : B l a c k O p s I I P a g e | 1

Marketing Plan: Call of Duty: Black Ops II

Sabrina Mergenthaler

Colorado Technical University Online


Table of Contents

EXECUTIVE SUMMARY ………………………………………………..pg 3

SITUATION ANALYSIS…………………………………………………pg 5

Industry Analysis

Competitive Analysis

SWOT Analysis

Consumer Analysis

MARKETING STRATEGY…………………………………………..……pg 13

Objectives

Marketing & Distribution Channels

The Positioning and Communication Strategy

Pricing and Promotion

Media Plan

PERFORMANCE EVALUATIONS AND MONITORING………...….…pg 22

BUDGET……………………………………………………………………pg 23

CONCLUSION……………………………………………..………………pg 25

REFERENCES


Executive Summary

Being part of the history of seeing Call of Duty: Black Ops II break new records, is an

opportunity beyond imagine for most. However, our firm has eagerly accepted the challenge of

researching and targeting a new audience for Black Ops II. Having already identified a rapidly

growing segment within the video gamer population, our agents are focusing on the marketing

plan that corresponds to Activision’s mission and captivates the right audience (Developing

Marketing Strategy and Mix, n.d.). Our goal for Activision’s Call of Duty: Black Ops II is to

increase sales by 10% by the end of the first quarter of 2013, by focusing on the quickly

expanding female-gamer population between the ages 16 and 34 years old, with a limited edition

version. We believe our marketing strategies will accomplish just that (Armstrong & Kotler,

2006).

Using a variety of integrated channels to deliver one consistent and integrated media

message is the foundation upon which our marketing strategies are built (Armstrong & Kotler,

2006). In fact, to target this particular audience our marketing message tells female gamers to

bring out their inner soldier and get into the game. Our agents have identified opportunities

through exploring a variety of adjustment options in packaging and image to put Call of Duty:

Black Ops II directly into the hands of our female audience—both new and old (Integrated

Marketing Strategies, n.d.).

As Activision engages in its mission of becoming the most-well-respected game

manufacturer, we have brought to light several distinguishing means for the company to stand

out as a leader within the industry. With our firm’s plan in place molding these objectives into a

well-defined campaign relies on clear understanding of, and effective representation of the

company’s goals to the right audience (Vollmer, 2008). As we work towards achieving this goal,


we have targeted an audience that is relatively new to gaming, and responsive to tactics

involving empowering women, with a message that says: bring out your inner soldier, and get

into the game. To maximize the success of accomplishing our goal of generating a 10% increase

in sales to the new female gamer between the ages of 16 and 34, our marketing plan consists of a

single message, spread with the use of a variety of tactics, employed across a multitude of

medias to increase the frequency—or, number of times our target market is met with our

message: bring out your inner soldier (Sirgy & Rahtz, 2007).

With the future at stake, Activision’s drive in achieving their goal creates a doorway to

the future that enhances the relationship between Activision, their products, and the consumers

who use them. That relationship begins with the right placement, based on many factors about

our target audience as well as significant surveying of the market (Grewal & Levy, 2012).

Additionally, using the versatility of a plan that integrates so much technology—both new and

old—it reaches not only our intended audience, but acknowledges our loyal consumers.

The versatility of all the Call of Duty games across the various gaming consoles has

made the game successful in a wide range of markets (Company Background, n.d.). The

similarities in the segments contribute to campaigns that can be recycled with minor tweaks.

Similarities from target to target may include geographics (location); demographics (or

characteristic indicators of consumer markets), such as age, religion, race, income, education,

and more; and even psychographics (personal values) (Alsem & Wittink, 2013). For example,

the age bracket for Call of Duty consumers is between 16 and 34 in women, and up to 40 in men.

Our relationship with these consumers begins with the right placement, based on many

factors about our target audience as well as significant surveying of the market (Grewal & Levy,

2012). Additionally, using the versatility of a variety of strategies and tactics that are attractive to


our audience as well as measureable allows us to provide a marketing campaign that is flexible

and matches the demands of the target when the target wants it to (Vollmer, 2008).

The details of our firm’s marketing plan—or the course of promotional action that will

deliver a consistent message across a variety of channels for Activision’s Call of Duty: Black

Ops II—are built upon company objectives and strategies which have been identified through

marketing research (Armstrong & Kotler, 2006). Using tools, such as the SWOT analysis, to

define strengths, weaknesses, opportunities, and threats surrounding Call of Duty; we can adjust

objectives and/or actions to improve our marketing strategies (Winer, 2004). This information

also opens the door to increasing the success of an effective IMC (Integrated Marketing

Communication) strategy, as it enables us to better identify our target consumer and the tactics

that will improve our reach (Piermatteo, 2012).

It is our firm’s intention to provide the details of our marketing campaign that will

strategically progress Activision’s goals as a company by achieving a 10% increase in the sale of

its most successful video game: Call of Duty: Black Ops II. By narrowing our targets on a new

audience, and delivering a marketing approach that builds awareness and familiarity; we can

succeed at generating the edge that not only improves the sale of Call of Duty: Black Ops II, but

perceives Activision as a leader within its industry (Grewal & Levy, 2012).

Situation Analysis

Among the many approaches to gathering information regarding fluctuations in market

conditions, companies, and products; the situation analysis provides us insight on the conditions

of the internal and external environments of particular companies and/or products (Grewal &

Levy, 2012).


Industry Analysis

With consistent growth rates of 15+ percent since 2009 in the gaming population of

America and many other countries; the predicted revenue of the video gaming industry is not

only growing, but predicted to surpass $35 billion by 2017 (Gaudiosi, 2012). More important to

our focused campaign, among the growth of new gamers, 42% are female (Serious Gamer,

2012). As technology continues to advance, it is estimated that the video game industry will be

among the biggest beneficiaries—from opening doors to better gaming experiences and higher-

quality graphics to changing the means by which these video games are marketed (Gaudiosi,

2012).

SWOT Analysis

Also known as the SWOT analysis, the tool measures internal (from within Activision)

strengths and weaknesses, and external (from competitors) opportunities and threats (SWOT

Analysis (2), n.d.). Fluctuations that affect the SWOT analysis often occur in cultural,

demographic, social, technological, economic, and political environments (Grewal & Levy,

2012). Surveying has provided us with the following insights on Activision’s Call of Duty:

Black Ops 2.

Strengths Much of Call of Duty’s success can be directly linked to the brand equity—or the

value of the brand. The awareness in the market of the Call of Duty game series greatly

contributes to improved sales with each new release. Activision does a superb job of building

loyalty in consumers through the associations connected to the brand (Grewal & Levy, 2012).

With each release—consumers expect more of what they are looking for. Like changing a first

impression, changing perceptions can be difficult and costly. Fortunately, Activision and Call of

Duty are not thwarted by negative perceptions. Instead, they are looked to for leadership and


action—especially among our target audience. Other significant strengths of Call of Duty: Black

Ops II include:

Connection of the game to the audience through comedy, emotional appeal and

vivid imagery

Regular release of new video content from the game on popular video sites such

as YouTube (Newton, 2012).

Favorite first-person shooter among gamers.

Hi-quality graphics.

Engaging story plots.

Incorporates sci-fi and futuristic environments with familiar character names.

Alternate scenario options for gamers to choose throughout the game.

Three games in one (Zombies, single player, and multiplayer) (Frum, 2012).

Use of well-known actors to fill roles and write plots (Gaudiosi, 2012).

Weaknesses

While Call of Duty has many qualities that make it a desirable game, Activision relies on

the game’s sales to account for 40-45% of entire company earnings each year (Brightman, 2012).

Thus far, the rating of Call of Duty: Black Ops II has been lower than that of Call of Duty’s

Modern Warfare 3 (Frum, 2012). While the launching of the latest Call of Duty game came only

a week after the release of Halo 4, is it believed that the current gap in sales of nearly 20%, is

related to the game’s launch only a week before Thanksgiving (Brightman, 2012).

As Activision made the decision to produce the game for the Wii U instead of Wii,

backlash may also stem from the expectation of consumers. In unison with the game’s release,

many consumers expected many sales and discounts to be available on Black Friday. Since users


must now consider having to purchase another gaming console to enjoy the game, the lack of a

discount over the Black Friday shopping weekend may have been a more significant component

of the lack of sales (Brightman, 2012). While none of these are necessarily weaknesses in the

game itself, they are significant indicators of problems in the decision-making marketing

department, and room for improvement in the product development and testing phases of the

product lifecycle (Piermatteo, 2012).

Opportunities

However, Activision has promised a female character (Hamilton, 2012). Gaming

enthusiasts are relying on a lineup of stiff competition to project improvements to the Call of

Duty gaming series—perhaps to include a female character (Brightman, 2012). With the

presence of many popular actors like Sam Worthington (Wrath of the Titans, Man on A Ledge),

James C. Burns (Criminal Minds, Make It or Break It), and Michael Rooker (The Walking Dead,

Slither), we increase opportunities in commercials that connect Call of Duty to the celebrities,

shows, and movies that our audience is into (Gaudiosi, 2012). Using a strong female celebrity as

the role of any future female character will definitely increase favor of the game among our

specific market of female gamers.

As Activision interacts with and manages the consumer relationship, live streaming is

another tactic planned for use by consumers (Sirgy & Rahtz, 2007). Live streaming being audible

as well as visual, provides an opportunity to build our female relations by hosting female-based

streams on popular media channels, such as YouTube and Facebook (Newton, 2012).

Threats

Though pre-sales of Black Ops 2 have already outdone all games across the board, sales

are expected to remain steady through the holidays. Rivaling the game’s holiday marketing


potential is Bungie—Activision’s leading competition. As court actions between Bungie and

Activision reveal more of the companies’ plans—the future of competition is one guarantee on

which Activision can count. Under codename Destiny, Bungie’s plans include the release of a

line of sci-fantasy, first-person shooter games over a span of four years (Pham & Fritz, 2012).

It is important to note, though, that the anticipation of improvements is based on the

2012/2014 lineup of video games to be released—like those from Bungie. With sales of Call of

Duty: Black Ops II currently down by an estimated 20%, the threat of better games to come

creates more of a hope in consumers who have already adopted the Call of Duty lifestyle

(Brightman, 2012). However, Activision may have thwarted the game’s performance further by

opting to choose the Wii U console, over the Wii console.

The Wii U console was released five days after Call of Duty: Black Ops II (Wii U

spotlight, 2012). The newness of the gaming system not only creates concerns in gamers for the

game’s use on the new system, but also does nothing to increase the potential reach of our target

market. The new system costs upwards of $200 (Wii U spotlight, 2012). This means a gamer will

spend at least $260 before taxes to play Call of Duty: Black Ops II on the Wii U.

The problem with this is that the female market is not looking to spend that kind of

money on a game or new console just to play it. Women also cling to familiarity in gaming

consoles. Their fear in learning a new console will directly inhibit purchase of Call of Duty for

the Wii U. While this will have an immediate and upfront affect on sales—it will be something

we can push later in the Wii U lifecycle as consumers generate trust in the new system (Stuart,

2012).


Consumer Analysis

The versatility of all the Call of Duty games across the various gaming consoles

has made the game successful in a wide range of markets (Company Background, n.d.). The

similarities in the segments contribute to campaigns that can be recycled with minor tweaks.

Similarities from target to target may include geographics (location); demographics (or

characteristic indicators of consumer markets), such as age, religion, race, income, education,

and more; and even psychographics (personal values) (Alsem & Wittink, 2013). For example,

the age bracket for Call of Duty consumers is between 16 and 34 in women, and up to 40 in men.

One of the key distinctions in the target is not just in gender, but how the gender thinks

and behaves as a consumer based on their needs and desires (Vollmer, 2008). For example, our

research indicates that women are more likely to purchase products that support charities, and

they are twice as likely to purchase products that support charitable organizations that support

women. Women behave in this way because it makes them feel like they have taken

responsibility for their roles in the world as women; contributed to women’s progress; and quite

frankly because it takes less time to spend money than invest volunteer hours (Chambers, 2012).

While some males may be reached and influenced by our strategies, we want our frequency to

target these females (Integrated Marketing Strategies, n.d.).

Surveying our intended consumers on their satisfaction and desires with Call of Duty has

assisted us in creating the plan of action in capturing our new audience (Grewal & Levy, 2012).

The following survey was sent to thousands of consumers matching our profile via the internet.

1. Please rate your familiarity with the Call of Duty line of video games?

Not familiar at all

Somewhat unfamiliar

Somewhat Familiar

Completely familiar


3.

What gaming console(s) do you currently own? Select all that apply.

Computer Xbox

PlayStation

Wii

Wii U

Other (please specify)

4. When planning to purchase a new game, what is your preferred method of purchase?

Internet

In-store

Catalog

5. How often do you play video games in a typical week (in hours)?


6. Which best describes your age category?

18-24

25-34

35-42

43-50

9. What stores do you prefer to purchase games from?


Wal-Mart

Target

Kmart

Toys R Us

Other ____________________

The Results

The variety in the range of our target audience is strikingly similar in demographics to

our other segments. However, a big variation exists in their satisfaction with the game. For

instance, 87% found content in graphics and story-line quality among our target audience—

indicating that we can expect the reuse of current material with female additions to be sufficient.

However, females strongly indicated zero-distinction in the personal feel of the game, and

admitted a female character would generate that appealing nature (Survey, 2012). From these

findings we have concluded the marketing plan to focus on a limited edition Call of Duty: Black

Ops II which features a playable female character. This is discussed in greater detail throughout

this plan.

Marketing Strategy

Management of the customer lifecycle requires an understanding of the appropriate

means of reaching that audience (McKinsey, n.d.). In reaching our consumer, we use integrated

marketing messages—a main message across various marketing channels—to generate

influence. How often we drive this influence to them is the frequency; and in marketing Call of

Duty, we want our frequency—the visibility of the game—high (Alsem & Wittink, 2013).


With the evolution of technology, we have been provided new methods of interacting

with consumers. Our mixed marketing strategy utilizes a variety of interactive, non-interactive,

online and offline advertising opportunities from direct mailing tactics, direct selling and

sampling (at tradeshow events), and in-store game stations where the game can be tested before

purchase at limited locations (Alsem & Wittink, 2013).

Objectives

With our firm’s plan in place, our marketing objective—the goal of our campaign—is

to generate a 10% increase in sales of the female gamer between the ages of 16 and 34, by the

conclusion of the first 2013 quarter (Grewal & Levy, 2012). Molding these objectives into a

well-defined campaign relies on clear understanding of, and effective representation of the

company’s goals to the right audience (Vollmer, 2008). Activision strives to become the most

well-respected game manufacturers. As we work towards achieving this goal, we have targeted

an audience that is relatively new to gaming, and responsive to tactics involving empowering

women, with a message that says: bring out your inner soldier, and get into the game.

Marketing


In order to accomplish bringing Activision to the role of leader, we respond to this

audience with exactly what they are looking for in the Call of Duty female soldier; and we give it

to them in the Limited Edition Call of Duty: Black Ops II, with a message that tells them to bring

out their inner soldier (Vollmer, 2008).

The version features a fully-female influenced cover. The image of a soldier—strong,

confident, a born leader—a female; this very limited version sends our message

to our female audience: bring out your inner soldier. She’s not big-big breasted

like Lara Croft. She’s the image of the Jane next

door, with a lot of attitude and confidence. If

you ask her, anything men can do—she can do,

and she wants you to dare her (Hamilton, 2012).

Backed by research, we have found these concepts to be the foundation for delivering female

gamers a game they can enjoy, too (Survey,

2012).

It is important to understand, though,

marketing is everything, and everything is

marketing (McKenna, 1991). With the

powerful statement in mind, we broach

positioning Call of Duty: Black Ops II.

Positioning is a tool of marketing that strives

to create a perception or image in the mind of

the consumer. The goal is to ensure image

and positioning consistency (Alsem &

•Exclusive Female Player Mode

• In-game notoriety and perks

• Free Nuketown2025 Upgrade map


Wittink, 2013). However, images and perceptions are immensely controlled by everything in

which a company is involved. Altering these images and perceptions means designing a plan that

integrates the right target-corresponding channel strategies with the right message (Vollmer,

2008). Conveying our message—bring out the soldier—through the use of images depicting

female soldiers on everything related to our campaign, we consistently market in everything that

is marketing, while reflecting a game that encourages strong women, and builds an image our

audience has been eagerly awaiting (Chambers, 2012).

Positioning

However, strategic positioning should also be considered in generating the most

frequency in visibility of the product in stores (Grewal & Levy, 2012). Women matching our

consumer profile are more often making purchases at places like Wal-Mart, Target, K-Mart, and

Amazon—both online and off (Survey, 2012). As that tends to be the case, our positioning of the

limited edition Call of Duty for ladies recognizes the importance of positioning our game in

familiar stores that have both brick-and-motor and online presence, and should be concentrated

within those locations according to strategic shelving placement (Grewal & Levy, 2012).

Using the versatility of a POP display to strategically place the limited edition game in

the path of our particular female gaming consumer, we can focus on the brick-and-mortar

locations that will serve our purposes (Using Design Elements to Communicate, n.d.). In

America, we are strongly tied to Wal-Mart. The company accounts for 25-30% of video game

sales by casual gamers (Caoili, 2012). Our goal is to reach a casual gaming audience of females

between the ages of 16 and 34; and guess where 88% of them prefer to shop. Our survey

indicates—Wal-Mart (Survey 2012). In generating greater frequency and reach opportunities in


this group, it is plainly obvious that a strategic placement of multiple POP displays throughout

companies like Wal-Mart will serve our purpose.

Communication Strategy

The diversity of offerings at each store allows us to focus on our target female audience

with licensing Call of Duty Girl merchandise such as clothing, accessories, and supplies; and

other lifestyle-forming up-sale items (Vollmer, 2008). However, an effective IMC strategy

requires a variety of interactive, passive, online, and offline communication strategies to fully

connect with this target audience (Grewal & Levy, 2012). Especially since the Limited Edition

Call of Duty: Black Ops II for women gamers will be uniquely priced, we must consider

positioning strategies that effectively:

Conveys the products features.

Provides competitive edge and value.

And, best utilizes the opportunities offered by celebrity characters; incorporating female

characters; and leading the female audience to properly enjoying the game (Vollmer,

2008).

We can accomplish many of these goals through communicating where and how our groups

want us to (Winer, 2004). Research indicates that the majority of our audience is on the computer

surfing the internet (Survey, 2012). By initiating tactics that include sharing on Facebook and

Twitter the related blogs, video streams, email newsletters with tips and guides, discussion

forums and an all-female multiplayer team with a live-streaming Call of Duty channel on

YouTube, we generate unlimited connections with our specific audience (Vollmer, 2008)

Pricing and Promotion


In determining and setting the price of our limited edition game, our plan considers the

influence of internal and external factors, such as pricing objectives, costs, strategies of other

elements, costs of manufacturing, communication, and distribution (Cateora & Graham, 2005).

However, supply and demand are often credited with being the greatest influencers on

price (Piermatteo, 2012). We have a predetermined supply for the limited edition Call of Duty:

Black Ops II. As such, we must create the demand. Though our intention is to create 300,000

copies of the game, our aim is to reach more than half a million new gamers.

Because of the impact pricing has on the success of a campaign, it is important to

understand that cost estimates are based on extensive research, previous experience, and the

firm’s best judgment; and therefore cannot be guaranteed. However, with the proper monitoring

tactics and metrics in place to identify pricing issues as a factor, we can adjust sales and other

promotions quickly and accordingly. Based on our research and all the contributing factors our

plan uses packaging strategies and a skimming approach to set the suggested retail price at $70

(Cateora & Graham, 2005).

Packaging Strategy

Packaging is just one of the many channels we use to promote products. When our

consumers see Black Ops II in their favorite magazines, on their most-visited internet sites, and

on the shelf at their local store or preference—they are seeing one image repeatedly. We call this

the frequency, and the frequency is the amount times our game is going to be viewed by buyers

before they go and get it (Armstrong & Kotler, 2006). Maintaining consistency in packaging is

one of the key components that allow us to target specific audiences from across the aisle and


through all other channels. Like games before it, the Black Ops II package may look simple, but

it promotes volumes about the game to the shopper (Using Design Elements to Communicate,

n.d.).

The opportunity through exploring new packaging options not only puts Call of Duty:

Black Ops II directly into the hands of our female audience—both new and old—but aids in

building a new perception and image for our new audience that will take them into the future,

and leaves room for increased price (Integrated Marketing Strategies, n.d.).

This is a special edition video game, though. As such, we identify the special nature of

this copy by dressing the external wrapper with stickers that educate the consumer about why it

is such a special edition. As we review the technique of this sample we will also address the

significance of the stickers (Marketing Inspiration in Product and Package Design, n.d.).

You can see, we have another female soldier. Like the original

version, this soldier is any-woman’s soldier. The shadow work

contributes to the ability of the player to be the character, as it creates a

screen in which they place their own features. The title font, the company logos, and ratings are

all standard throughout the series to aid with familiarity and visibility in the market (Using

Design Elements to Communicate, n.d.).

The external clear plastic wrapper has a few stickers strategically placed to allow

maximum view of the cover image, and provide enough details to portray the value of the

product. These stickers include:

• The Limited Edition Sticker- It stands out against the background while adhering to the

theme of Call of Duty. It lets the customer know from a distance that this game is special for


one reason or another. It encourages the shopper to take a closer

look (Using Design Elements to Communicate, n.d.).

• Black Benefits Sticker- Identifies the perks and benefits which

come with game purchase (Using Design Elements to Communicate, n.d.). This list of

benefits includes an exclusive female character player mode; an in-game identifier of your

characters as having contributed to the White House Project; a free upgrade to the Nuketown

2025 map—an incentive offered only on pre-order; and more!

• Partnership Sticker- Indicates the partnership with which Activision is donating a portion

of the proceeds to (Using Design Elements to Communicate, n.d.). Symbolizes to the buyer

that further details on the organization can be found inside. This also has the effect of

justifying the mild increase in cost on the product (Using Design Elements to Communicate,

n.d.).

But packaging does not stop there. There is no reason for the consumer to feel like the

excitement ends at the purchase. In fact, our marketing continues once the buyer opens the

package. Inside, information on our partnership with the White House Project

can be found. It will explain the goals of the charity, and discuss how the

donations will be used to further the opportunity for success. The same

folded brochure will have a frequently asked questions area where many

more questions can be found.

Also, buyers will find a mini-catalogue for the Call of Duty Girl Mall.

For the full catalogue a link is provided, and a promotional 10% off first purchase coupon is

included. On this insert, ladies gain knowledge and access to the Call of Duty Girl line of

•Exclusive Female Player Mode

• In-game notoriety and perks

• Free Nuketown2025 Upgrade map


merchandise—such as clothing through Levy, and limited edition Call of Duty Girl designer

brand purses and boots by Sketchers, Reebok, and Converse (Marketing Inspiration in Product

and Package Design, n.d.).

And what better way to connect this market further to

Activision and the Call of Duty, than with a car decal

(Piermatteo, 2012)? Using Call of Duty’s familiar skull

emblem in a variety of feminine colors including a vibrant

pink, purple, white, and red; we’ve created a static-cling

decal for the car. Our findings indicate this market as the

largest users of car decals (the stick families you may have seen). As such, we estimate that this

car decal will be a huge hit among our female gamers who want to demonstrate just how they

have brought out their inner soldier (Piermatteo, 2012).

Other upsale opportunities will be provided in the form of inserts, and may include things

like official Call of Duty computer accessories, head gear, and keyboards to make using all of the

in-game features easier (Developing Marketing Strategy and Mix, n.d.).

Media Plan

With the advancement of technology and the rise of social media across the internet,

connecting with our target audience has never been easier (Vollmer, 2008). Our plan proposes

several social media tactics that generate awareness and interaction with our target market where

they like to hang out—Facebook (Survey, 2012). Using Facebook’s voting platform, for


instance, we can conduct a poll that reaches our target market and directly involves them,

through a direct-response tactic, which allows consumers to aid in the development of the female

character for our limited edition Call of Duty: Black Ops II (Piermatteo, 2012). This approach

effectively announces Activision’s plans, while generating hype, involvement, and brand equity

(Grewal & Levy, 2012). As consumers develop trends in communication, social media will

become the active and expected vehicle for updating this audience on the progress of the game’s

release (Vollmer, 2008).

Other tactics in our media strategies include participation in discussion forums, video

streaming sites, and gaming magazines that are attractive to our audience (Chambers, 2012). In

fact, through Activision’s own website, we intend to release the following press statement

regarding this limited edition Call of Duty: Black Ops II:

Already a well-standing member of the gaming industry, Activision continues to pursue

achieving record breaking interests. Recognizing a need in female gamers to enjoy games

like Call of Duty, Activision sets out to embrace the population and provide them a place

to call home.

The limited edition Call of Duty which features a playable female character—in all three

gaming modes—is set to release at 12a.m. December 24th. You can save time by pre-

ordering the game and other Call of Duty Girl merchandise through the game’s direct site

—www.CallofDutyGirl.com.

This version will only be available to the first 500,000 customers, and comes with a

bonus 2025 Nuketown map. It will be available for purchase both online and off at your

local Wal-Mart and other super centers, such as Target, and Best Buy. This limited


edition is playable across the popular gaming consoles: PlayStation 3, Xbox 360, PC, and

the new Wii U.

More importantly, Activision feels it is necessary to take a position on equality for all

people including women. As they push these efforts in the right direction, Activision

partners with the White House Project—which builds leaders out of young women—to

Advance the sale of the latest release of the popular Call of Duty series (Alsem &

Wittink, 2013).

By connecting tactics that include branding a lifestyle, being part of a supportive

community, and overall consistency; we will not only be visible to our intended market, but we

will be the further push that drives Activision closer to accomplishing its vision (Using Design

Elements to Communicate, n.d.).

Performance Evaluations and Monitoring

Regardless of our choice of distribution for marketing material, one thing remains static

—measurability. If you were about to ask—”but how do we know if any of this is working?”

These approaches all come with a technique for immediately measuring their impact. From

packaging to broadcasting posts on discussion forums and emailing perspective consumers, each

of these channels comes with an assignment or tool for metrics. On Facebook, Twitter, YouTube,

and millions of sites across the net, we have follower counts, share counts, “likes,” dislikes,

comments, and so much more that we can count and read to generate significant knowledge on

the performance of our attempts.

Our shelved products have all been tailored with the corresponding insert material that

tells consumers to register, visit us, or take a survey to receive a perk—all of which is carried out

online to gather and provide immediate results (Sirgy & Rahtz, 2007). These efforts work to not


only provide feedback on our approaches, but allow us to make decisions that will alter our

marketing path. The more quickly we are able to identify weaknesses in the chain of our

campaign, the more effectively we can respond with an alternative strategy (Grewal & Levy,

2012).

Budget

Considering the immense size and value of this campaign—which grabs our audience

from every venue they wish to be reached through—it is equally necessary to consider the

budget for Activision’s end. Based on our choices of magazines, social networking sites, gaming

sites, and the potential for fluctuation—we can expect the cost of our campaign to vary

throughout the campaign (Vollmer, 2008).

Having conducted research on the types of media we will use, the locations in which

we will distribute, and the timing; we estimate a cost in this campaign to be anywhere from $1.5

million to $2 million. Fortunately, our plan is flexible at a moment’s notice, which means we can

potentially reduce costs, or possibly see them rise (Armstrong & Kotler, 2006). However, our

metrics will provide us the essential information for making those decisions more effectively

when they arise (Grewal & Levy, 2012). In the chart below, we have defined those expected

developments. These numbers assume cost of labor, production, and standard fees associated

with producing the advertising media.

Print (popular trendy women and young

women’s Magazines/News Paper/

PressRelease

Social Media (Facebook,

Twitter, YouTube)

Other Digital (Activision Web site,

popular gaming sites)

January $150,000 $175,000 $65,000February $25,000March $25,000 $5,000April $50,000 $150,000May $50,000 $5,000June $100,000


July $20,000 $100,000AugustSeptember

$10,000 $5,000

October $75,000November $10,000 $5,000December

While these numbers reflect marketing aspects of our campaign, they neglect a very

important figure—the cost of producing the limited edition Call of Duty Black Ops II game.

Bearing in mind, our limited edition is still the same Call of Duty game, but includes a playable

female character. By re-using much of components of the original game, we can significantly

reduce the cost of production in certain departments such as: the development team, and scenic

artists. Whereas original game production can run upwards of millions of dollars—our game is

already ready, is supplied in limited availability, and needs minor changes that may not exceed

$800,000 in labor and production and testing costs (Isaak, 2011).

It is our intention to generate 300,000 copies of the limited edition Call of Duty: Black

Ops II. Priced competitively at $70, the success of the sale of 300,000 games is equivalent to $21

million. Keep in mind that our firm charges a standard non-refundable deposit of $10,000 plus

0.01% of total sales at the conclusion of the campaign. By that, should the success of our

campaign perform at the $21 million expected, Activision can anticipate spending approximately

$21,000 in our fees in addition to the anticipated $1.5-2 million in costs. However, based on our

calculation, Activision would generate an additional $18 million in revenue (Piermatteo, 2012).

Conclusion

Using a variety of integrated channels to deliver one consistent and integrated media

message is the foundation upon which our marketing strategies are built (Armstrong & Kotler,

2006). In fact, to target this particular audience our marketing message tells female gamers to

bring out their inner soldier and get into the game. There are many channels in which this


message can be adopted, and our plan makes use of all of them (Grewal & Levy, 2012). By

connecting tactics that include branding a lifestyle, being part of a supportive community, and

overall consistency; we will not only be visible to our intended market, but we will be the further

push that drives Activision closer to accomplishing its vision (Using Design Elements to

Communicate, n.d.). As we work towards achieving our goal—to surpass projected sales by 10%

by capturing the growing female-gaming audience between the ages of 16 and 34—we firmly

believe that our course of action has the ability as well as the sustainability to be a tool that

achieves. Backed by solid research to identify the target audience and determine their needs and

desires from video games, we have developed a message and multi-faceted approach to

delivering that message. Through this strategic approach, we can accomplish our mission, and

assist Activision in becoming the most well-respected game manufacturer within the industry.

References

Alsem, K., & Wittink, D. (2013). Strategic Marketing: An Applied Approach. Pearson Custom

Publishing.

Armstrong, G., & Kotler, P. (2006). Principles of Marketing ( (11th edition) ed.). Upper Saddle

River, NJ: Prentice Hall.


Brightman, J. (2012). Call of Duty: Black Ops II first-year sales could be down 15%. Game

Industry International. Retrieved from http://www.gamesindustry.biz/articles/2012-11-

29-call-of-duty-black-ops-ii-first-year-sales-could-be-down-15-percent

Chambers, B. (2012). What Women Want (In Female Video Game Protagonist). The Mary

Sue.com. Retrieved from http://www.themarysue.com/what-women-want-in-female-

video-game-protagonists/

Frum, L. (2012). The future world of 'Call of Duty: Black Ops II.'. CNNTech.com. Retrieved

from http://www.cnn.com/2012/11/13/tech/gaming-gadgets/call-of-duty-future-tech/

index.html

Gaudiosi, J. (2012). Call of Duty: Black Ops 2 enlists Hollywood talent to bring its story to life.

Digital Trends. Retrieved from http://www.digitaltrends.com/gaming/call-of-duty-black-

ops-2-enlists-hollywood-talent-to-bring-its-story-to-life/

Gaudiosi, J. (2012). New Reports Forecast Global Video Game Industry Will Reach $82 Billion

by 2017. Forbes.com. Retrieved from

http://www.forbes.com/sites/johngaudiosi/2012/07/18/new-reports-forecasts-global-

video-game-industry-will-reach-82-billion-by-2017/

Grewal, D., & Levy, M. (2012). Marketing (Third Edition ed.). New York, NY:

McGraw-Hill/Irwin.

Hamilton, K. (2012). There Will Actually Be Women in the Next Call Of Duty. Kotaku.

Retrieved from http://kotaku.com/5907178/there-will-actually-be-women-in-the-next-

call-of-duty

Integrated Marketing Strategies. (n.d.). M.U.S.E., Colorado Technical University. Retrieved from

https://campus.ctuonline.edu/courses/MKTG430/p1/hub1/3329.pdf


Isaak, E. (2011). The Cost of Game Production. Game Developer. Retrieved from

http://gamedev.stackexchange.com/questions/4518/how-much-does-it-cost-to-produce-a-

major-video-game

McKenna, R. (1991). Marketing Is Everything. Harvard Business Review. Retrieved from

http://hbr.org/1991/01/marketing-is-everything/ar/1

McKinsey. (n.d.). Customer Lifecycle Management. McKinsey & Company. Retrieved from

http://www.mckinsey.com/client_service/marketing_and_sales/expertise/

customer_lifecycle_management

Newton, C. (2012). Stream your Call of Duty play on YouTube. CNET. Retrieved from

http://news.cnet.com/8301-1023_3-57547238-93/stream-your-call-of-duty-play-on-

youtube/

Piermatteo, L. (2012). Live Chat 2. Integrated Marketing Strategy Capstone. Colorado Technical

University.

Sirgy, M., & Rahtz, D. (2007). Strategic Marketing Communications: A Systems Approach to

IMC. Mason, OH: Thompson.

Stuart, K. (2012). Wii U – review. The Guardian. Retrieved from

http://www.guardian.co.uk/technology/2012/nov/30/wii-u-review

SWOT Analysis (2). (n.d.). M.U.S.E., Colorado Technical University. Retrieved from

https://campus.ctuonline.edu/courses/MKT380/p2/hub1/12228.pdf

Vollmer, C. (2008). Always on : Advertising, Marketing and Media in an Era of Consumer

Control. New York, New York: McGraw-Hill.

Wii U spotlight. (2012). Nintendo. Retrieved from http://www.nintendo.com/wiiu

Winer, R. S. (2004). Marketing Management. Upper Saddle River, NY: Pearson Prentice Hall.
