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2014 STRATEGIC MEDIA PLAN
Report by Tiara Dees
2014 Strategic Media Plan > Warby Parker | 3
T A B L E O F C O N T E N T S I. EXECUTIVE SUMMARY ...................................................................................................................... 4 II. SITUATION ANALYSIS ...................................................................................................................... 5 COMPANY: WARBY PARKER EYEWEAR ............................................................................................................... 5 CURRENT MARKET & CONSUMERS: ..................................................................................................................... 6 Current Demographical Trends for Eyewear Industry ...................................................................... 6
COMPETITIVE LANDSCAPE ..................................................................................................................................... 7 SWOT ANALYSIS ..................................................................................................................................................... 9
III. OBJECTIVES ..................................................................................................................................... 10 MARKETING OBJECTIVES ...................................................................................................................................... 10 COMMUNICATION OBJECTIVES ............................................................................................................................ 10
IV. CONSUMER TARGET MARKET ................................................................................................... 10 PRIMARY TARGET MARKET PROFILE ................................................................................................................ 10 SECONDARY TARGET MARKET ............................................................................................................................ 13
V. CONSUMER TARGET MARKET STRATEGY .............................................................................. 16 MONTHLY REACH AND FREQUENCY ............................................................................................................ 17 SPOT MARKET GEOGRAPHY ................................................................................................................................. 18 TIMING & STRATEGY ............................................................................................................................................. 19 SCHEDULING & MEDIA MIX ................................................................................................................................. 20 Possible Programming Choices .................................................................................................................. 21
DIGITAL MEDIA & SALES PROMOTIONS ............................................................................................................ 22 VI. MEDIA SCOPE & BUDGET ............................................................................................................ 24 REACH & FREQUENCY FLOWCHARTS: SPOT/NATIONAL MARKETS ............................................................ 24 BUDGET RECAP ...................................................................................................................................................... 26
VII. ENDNOTES & SOURCES ............................................................................................................... 27
2014 Strategic Media Plan > Warby Parker | 4
I. Executive Summary The Company
WARBY PARKER EYEWEAR was founded in 2008 with a unique vision to create change within the eyewear industry. To do this, founders Neil Blumenthal and Dave Gilboa borrowed $150,000 and one and a half years later, launched the business that completely changed the way eyeglasses were purchased. Setting a price point of $95, Warby Parker changed the way an eyeglasses manufacturer did business with its customers. Gone were the licensing fees, and high markups for quality frames. Gone was the uncomfortable experience trying on new frames in store, only to return them because the frames did not turn out to be what the consumer expected. Not only did Warby Parker innovate the industry by allowing the consumer more time to try on glasses and find the perfect fit through its home try on program, but this unique eyewear manufacturer guarantees that with each pair sold, another pair would be given to someone in need.
The Problem
THOUGH WARBY PARKER innovated the eyewear scene, the competition is still tough, and there is a lot room to grow within this industry. The eyewear industry is a massive one, and with few large competitors such as Luxottica, Safilo and De Rigio with the majority of market share within this industry. Luxottica, for example, owns Oakley brands, as well as upscale eyewear stores such as LensCrafters, Pearle Vision and the Sunglasses Huts. So the problem is “how does Warby Parker compete with large competitors that have such an impact on an industry?”
The Solution
THE ANSWER to that question is through the way Warby Parker reaches and engages its customers through media. In the past, Warby Parker has targeted the youthful and spirited millennial generation. This generation has shown to be extremely active online, and cares about Warby Parker’s “do good” mission, as well as brand. However, there is an untouched market within the Generation X group, as these older people are often inspired by their younger counterparts in terms of style, and online activity. Through targeting both of these groups, Warby Parker will be able to expand its reach and begin to overtake this industry from its overpriced competitors.
The Vision
THE FOLLOWING 2012 strategic media plan will outline this vision for success through covering several areas such as the consumer target markets, competitors, media mix and more to reach a national base, and six spot markets across the country. Through enacting this strategic media plan, Warby Parker will be able to continue to fulfill its core values and bring a quality product to its consumers for a lower price.
2014 Strategic Media Plan > Warby Parker | 5
II. Situation Analysis
WARBY PARKER conducted research on the current US market to gather
information about the current eyewear market and its competitors. This research was based
mainly off of secondary research, which included demographic and psychographic data,
media data, and Internet sources.
Company: Warby Parker Eyewear
According to the case study packet, Warby Parker Eyewear was named after two
literary figures and was created after Neil Blumenthal broke an expensive pair of glasses.
Blumenthal and Wharton MBA classmate Dave Gilboa decided to create an eyewear
company specifically that would “disrupt an industry” and “…create an iconic fashion brand
[…] that did good in the world.”1 Today, their vision has come to light, as Warby Parker is
valued at $300 million, and “…within two years, the online eyewear retailer sold out of 15
styles of glasses in four weeks and built a wait list of 20,000 customers.”2
Warby Parker Eyewear only costs $95, instead of several hundred dollars compared
to its major competitors.3 The firm is able to accomplish this price point by ordering
materials directly from suppliers and creating its own unique styles that are not marked up
through licensing fees.4 Warby Parker allows consumers to try on glasses for free with their
home try on program, as well as donates a pair of glasses to the needy through the “Buy One,
Give One” program.
Though there are plenty of advantages to Warby Parker’s competitive strategy, there
are also disadvantages. One major disadvantage is that the $95 price point could rise
2014 Strategic Media Plan > Warby Parker | 6
depending on how expensive it is to obtain materials such as acetate to produce glasses.
Another disadvantage is that Warby Parker’s policy of only hiring millennial employees
could allow them to miss out on key opportunities to grow their company and increase
market share by targeting older consumers, as this specific market could be ideal for
continued growth.
Current Market & Consumers:
According to data from the Vision Council Consumer Barometer, “…23% of people
say they are likely to buy a new pair of prescription glasses in the next six months” and
Mintel reports that the sales of prescription eyeglasses is expected to grow 15% by 2018.5
According to the case study packet, there is data “that makes it clear that this category is
growing, likely because of the recovery from the recession has caused people who had been
putting off the purchase of new glasses…” to buy eyewear now. A potential threat to the
wearable eyewear industry is laser eye surgery. According to the case study packet, “…while
only 3% of current recipients of eye surgery used to wear glasses or contacts, a hefty 35% of
current or potential corrective vision users say they are interested in this procedure.”6
The following table is pulled from the case study packet, detailing the market
demographical trends for the wearable eyewear industry:
Current Demographical Trends for Eyewear Industry7 Age Adults, 55+ Ages 65-74 expected
to increase by 21% by 2018.
Young people are more likely to care about brand names
or style.
Race Asian Americans more likely to purchase
Hispanic market expected to grow 12%
by 2018.
2014 Strategic Media Plan > Warby Parker | 7
Gender Female Females are more likely to own more than one pair of
glasses
Men or women are not satisfied with
selection in optometrists’ offices and more likely to purchase online.
Figure 2-1 (Table source: Warby Parker Case Study Packet)
To summarize, there is potential growth in the eyewear market, especially with
groups that are older, female, and more focused on style. These groups are also less satisfied
with eyewear stores, and are willing to shop online for their glasses purchases.
Competitive Landscape
The eyewear market in the United States is a massive one. According to data by
Euromonitor, the eyewear industry in the US has made almost $30 million so far in 2013.8
According to the case study packet, the top three competitors to Warby Parker are
Luxottica brands (which include brands such as Oakley and owners of eyewear retailers such
as LensCrafters, Sunglasses Hut and Pearle Vision), Safilo Group (which brands include
Dior and Hugo Boss), and De Rigo (which brands include Givenchy and Fila).9
Competition in the eyewear industry is especially tough as competitors are large and
take the majority of the market share. The above table by Euromonitor in Figure 2-2 shows
the current market share for major competitors in the eyewear industry at this time and how
large the competitors have grown over the past few years.
However, though competition is tough, Warby Parker has advantages over big
eyewear companies like Luxottica. According to a report titled “Luxottica Retail North
America Inc in Eyewear (USA)” by Euromonitor, the large eyewear retailer has online
2014 Strategic Media Plan > Warby Parker | 8
websites for Pearle Vision or LensCrafters, but do not have a way for customers to purchase
glasses online.10 The reason is “…due to the inherent challenges of buying prescription
spectacles online.” Euromonitor also cites that “…when buying spectacles, consumers tend
to test various options to gauge the fit and style of a pair of before making a decision.”11
Warby Parker has a potential advantage over Luxxotica through online sales, as more
consumers (young and old) are shopping online for eyeglasses, and Warby Parker’s five day,
five pair home try on program give consumers a longer amount of time to test eyewear for
free.
Price can also play a large role in Warby Parker’s competitive strategy. Though many
are driven to expensive brands such as Oakley or Dolce & Gabbana, Warby Parker’s $95
price point may drive more cost-conscious consumers to purchase over expensive brands.
According to research that was included in the case study packet by Mintel, 45% of
consumers in a survey answered that they would “replace my glasses more often if they were
not so expensive,” compared to 13% of consumers in the same study that stated that they
would purchase “the latest styles of eyeglasses.”12
In an article by Inc.com called “Attack of the Warby Parker Clones,” Warby Parker’s
unique online business model may also be inspiring smaller competitors to arise as well.
Competitors such as Classic Specs, Lookmatic, Mezzmer, Made Eyewear, Eyefly, Rivet and
Sway have appeared up in the past two years, with “…similar aesthetic[s] and online business
model[s].”13 Smaller firms using similar strategies could be troublesome for Warby Parker, as
this could cause consumer confusion and detract from Warby Parker’s brand awareness.
2014 Strategic Media Plan > Warby Parker | 9
SWOT Analysis
THE FOLLOWING is a situation analysis of Warby Parker. This analysis includes
internal components such as business strengths and weaknesses, and external components
such as opportunities and threats.
2014 Strategic Media Plan > Warby Parker | 10
III. Objectives
Marketing Objectives
MARKETING OBJECTIVES for the 2014 year will be to increase sales by 20
percent. The following report will detail how this goal will be met through targeting specific
markets.
Communication Objectives
COMMUNICATION OBJECTIVES for the 2014 year will be to increase awareness
of Warby Parker’s products among target markets. Communication objectives will be
obtained through increasing reach through the strategic use of media.
IV. Consumer Target Market
Primary Target Market Profile
WARBY PARKER currently targets the “millennial” generation for its eyewear
products.14 According to a report by the Pew Research Center, millennials are “…the
American teens and twenty-somethings who are making the passage into adulthood at the
start of a new millennium” and are known to be “confident, self-expressive, liberal, upbeat
and open to change.15
According to Pew, the millennial generation is more ethnically diverse than older
generations. The above chart shows a growing black, Hispanic, Asian and bi-racial segments
of this market, compared to adults 30 years or older.
2014 Strategic Media Plan > Warby Parker | 11
Millennials are also more likely to be technologically savvy, with 24% of this target
market stating that they believe technology use is what makes their generation unique in
open-ended responses in Pew’s surveys. According to Pew’s research, this generation is also
more likely to use social media networking sites, with 75% of respondents surveyed stating
that they have social networking profiles.
As a company, Warby Parker to date has positioned itself to target the millennial
generation for its eyewear products. The bulk of eyewear products purchased through Warby
Parker are online, as there are only a few brick-and-mortar stores available for consumers to
visit. Warby Parker also targets this specific market through its social media outreach,
specifically on Facebook, Twitter and Instagram.
It is also important to examine who is purchasing eyeglasses within the millennial age
group, as well as how this could affect the overall media plan. The following is the results
from a cross-tabulation on Simmons OneView on specific factors such as demographics,
psychographics, and behaviors toward shopping for new eyewear:
Demographical Data for Ages 18-3416
Gender Race Education Income Location Eyeglass Types
Point of Purchase
Market that wears or purchases eyeglasses
Mostly female
White Most have been to
college for 1-3 years (Highest index: 20 year-olds)
Many make in between
$40 - $100k a
year (Highest index: 18
y/o at $75k a year)
Many live in the West
or in the South
(Highest index: 18
y/o in South, 30-34 y/o in the West.)
Most do not wear
glasses, but if when they do,
they wear lenses over contacts
Most purchase
glasses at eye doctor, but
some purchase online
2014 Strategic Media Plan > Warby Parker | 12
Index Female: 109 Male: 90
105 20 y/o: 223 18 y/o: 149
18 y/o: 117 30-34 y/o: 122
Sample: Female: 3,975 Male: 2,702
5,592 20 y/o: 77 18 y/o: 118
18 y/o: 94 30-34: 187
6,677 Eye doctor: 1,308 Online: 72
Source: Simmons OneView, Fall 2010 NHCS Adult Study, 6 months Total sample size for 18-34 year olds: 2,403
Total sample size for males: 5,365 Total sample size for females: 6,985
P s y c h o g r a p h i c D a t a f o r A g e s 1 8 - 3 4 1 7
Psychographic: 18 – 21 y/o 22 – 24 y/o 25 – 29 y/o 30 – 34 y/o
Impulse Shopper Average Above
Average/Far Above Average
Average Above Average
Brand Loyal Below Average/Average Far Below Average Far Below Average to
Average Far Below Average
Child Influenced Average Average/Above Average
Average/Above Average
Above Average/Far
Above Average
Radio Involvement Below Average/Average
Far Below Average/Below
Average
Average/Above Average Average
TV Involvement Below Average/Average
Below Average/Average Average Average
Newspaper Involvement
Far Below Average/Below
Average
Far Below Average/Below
Average
Far Below Average to Average
Far Below Average/Below
Average
Magazine Involvement
Above Average/Far
Above Average
Above Average/Far
Above Average
Above Average/Far Above Average
Above Average/Far
Above Average Ad Receptivity Far Below Average Far Below Average Far Above Average Average
Smart Shopper Average Below Average Above Average/Far Above Average
Above Average/Far
Above Average
Early Adopter Above
Average/Far Above Average
Above Average/Far
Above Average
Above Average/Far Above Average
Far Above Average
2014 Strategic Media Plan > Warby Parker | 13
Internet Activity Above
Average/Far Above Average
Above Average/Far
Above Average
Above Average/Far Above Average
Above Average/Far
Above Average Source: Simmons OneView, Fall 2010 NHCS Adult Study, 6 months
Looking at the demographical and psychographic data, the primary target market for
this media plan is 18-34 year old females. Many people of this age group live in the South or
West, and do not wear eyeglasses. However, the ones that do wear eyeglasses chose lenses
over contacts. Though most purchase through their doctor’s offices, some do purchase
online, and this trend is looking to grow in the future as stores work to improve the online
buying experience. The psychographic data also indicates that people in this age group is not
brand loyal and somewhat of impulsive shoppers. Older millennials are also heavily child-
influenced shoppers. Most of this generation are heavily involved in radio and magazines and
have high Internet usage activities. This media plan will mainly focus on radio, magazines
and Internet as the main media vehicles for this age group.
Secondary Target Market
WHILE MANY may believe that the millennial generation dominates all forms of
online activity, according to the Pew Research Center, Generation X — ages 33 to 44 —are
more likely to “…bank (67%), shop (80%) and look for health information online (82%)”
and Pew even refers to this generation as “online grown ups.” 18 Pew also mentions in another
report that Gen X “…continues to lead in online shopping.”19 The following chart from
Pew’s “Generations Online in 2009” report lists Internet usage and populations of millenials,
Generation X and more:
2014 Strategic Media Plan > Warby Parker | 14
Source: Pew Internet, “Generations Online in 2009,” January 28, 2009
Targeting Generation X as a secondary market could help increase brand awareness
and market share for Warby Parker’s products, as this generation is engaging in online
shopping more than younger generations. The following is research conducted using
Simmons OneView also showing similar patterns and specific demographics and
psychographics of this generation:
Demographical Data for Ages 35-4520
Gender Race Education Income Location Eyeglass Types
Point of Purchase
Market Mostly White Groups 35- More Age group Ages 35-39 Higher
2014 Strategic Media Plan > Warby Parker | 15
that wears or purchases eyeglasses
female 39 and Groups 40-
44 were more likely
to have graduated
from college
likely to make in between
$40 - $100k a
year
40-44 more likely to live in
the Northeast
are more likely to
wear regular
eyeglasses over
contacts
income earners
($60k or more) are
more likely to purchase their glasses at Costco or
Online. Index Female:
109 Male: 90
105 35-39 y/o: 116 40-45 y/o: 119
40-44 y/o: 116
35-39 y/o: 128
Sample: Female: 3,975 Male: 2,702
5,592 35-39 y/o: 315 40-44: 400
40-44 y/o: 208
35-39 y/o: 197
Source: Simmons OneView, Fall 2010 NHCS Adult Study, 6 months Total sample size for 35-45 year olds: 1,948
Total sample size for males: 5,365 Total sample size for females: 6,985
P s y c h o g r a p h i c D a t a f o r A g e s 3 5 - 4 5 2 1
Psychographic: 35 – 39 y/o 40 – 45 y/o
Impulse Shopper Above Average Far Above Average
Brand Loyal Far Below Average Far Below Average
Child Influenced Far Above Average
Far Above Average
Radio Involvement Above Average Far Above Average
TV Involvement Above Average Below Average
Newspaper Involvement
Far Below Average/Below
Average
Far Below Average/Below
Average
Magazine Involvement
Far Above Average
Far Above Average
Ad Receptivity Far Above Average Below Average
Smart Shopper Average Above Average
2014 Strategic Media Plan > Warby Parker | 16
Early Adopter Far Above Average Below Average
Internet Activity Far Above Average Average
Source: Simmons OneView, Fall 2010 NHCS Adult Study, 6 months
Looking at the demographical and psychographic data, the secondary target market
for this media plan is 35-45 year old females. Many people in the Gen X population live in
the Northeast, have most likely graduated from college, and make between $40,000 and
$100,000 a year. Higher income earners are more likely to purchase their glasses at Costco or
online; however, most income brackets are more likely to purchase through Costco and not
at Wal-Mart. Psychographic data shows that this group is highly influenced by their
children, not loyal to any particular brands, and smart shoppers. This group is more likely to
be involved with magazines, radio, and TV, as well as have high amounts of Internet activity.
For this media plan, we will focus on TV, magazines, radio and Internet for this particular
target market.
V. Consumer Target Market Strategy
THE FOLLOWING SECTION will cover media objectives, strategies and tactics
for the 2014 advertising year. This plan will start on January 1 of next year, until December
31, 2014. It will include the following goals and specifics: monthly reach and frequency,
geography, timing and scheduling decisions, media mix, as well as selected sales promotions.
This media plan’s simulation market will be adults, ages 18-49. The total universes for these
markets are 131,026,000 nationally and 30,331,000 in the six spot markets.
2014 Strategic Media Plan > Warby Parker | 17
Monthly Reach and Frequency
WARBY PARKER Eyewear is relatively new in the eyewear industry, and many
consumers have still not heard about this brand, its products, or its message. In order to help
increase awareness about Warby Parker’s brand and product offerings, this plan will focus on
optimizing frequency over optimizing reach. According to Chapter 7 in the Media Flight Plan
handbook, by optimizing frequency, Warby Parker will be able to introduce their products
into new market.22 Utilizing the Media Flight Plan simulation software, here are the
following reach and frequency goals for the 2014 year:
Source: Media Flight Plan Simulation
2014 Strategic Media Plan > Warby Parker | 18
The 2014 media plan will be a national and spot campaign, with reach remaining at
50 throughout the year for spot and national markets. Average frequency will remain low
nationally as well, and higher frequency campaigns will be focused in 6 urban spot markets
across the country. Share of Voice (SOV) will remain around 16.7% by Q4 nationally and
33.3% in selected spot markets. Gross Rating Points (GRP) will total to be 1,050 nationally
by the end of 2014 and 1,650 in spot markets.
Spot Market Geography
SPOT MARKETS for the 2014 strategic media plan will be the following:
These six spot markets were chosen based off current Designated Market Area
(DMA) rank and geographical locations throughout the United States and these markets
make up approximately 20.63% of US households. Each location was chosen in order to
provide widespread advertising coverage across six major cities in the US.
2014 Strategic Media Plan > Warby Parker | 19
Timing & Strategy
TIMING for the 2014 media plan will be based off of a flighted advertising
schedule. The reason for this decision was that according to the 2012 Warby Parker Annual
Report, sales for later quarters
were much higher than earlier
in the year. The following
graphic on the left is an
example pulled from the
Warby Parker Annual Report.
The advertising schedule for
the 2014 year will officially
begin in June 2014.
The following timeline on the
next page shows when and
what type of advertising will take place throughout this season for spot markets. Selected
media for both target audiences is a mix of net and spot radio, spot TV, magazines (women),
and Internet (targeted sites, search and sponsorship). This media will be used to achieve a
high reach in spot market areas. A chart on page 22 will list specific television, magazine,
radio and Internet sites and titles that will be included in Warby Parker’s media strategy for
the upcoming year.
Source: 2012 Warby Parker Annual Report
2014 Strategic Media Plan > Warby Parker | 20
Scheduling & Media Mix
June • Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Women's Magazines • Internet: Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive; Spot TV: Daytime
July
• Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Women's Magazines • Internet: Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive; Spot TV: Daytime
Aug. • Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Internet: Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive, Nighttime
Sept. • Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Internet: Keyword Search, Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive, Nighttime
Oct.
• Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Women's Magazines • Internet: Keyword Search, Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive, Nighttime
Nov.
• Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Women's Magazines • Internet: Keyword Search, Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive, Nighttime
Dec.
• Net Radio: Morning Drive, Daytime, Evening Drive, Nighttime • Women's Magazines • Internet: Keyword Search, Targeted Sites, Sponsorship • Spot Radio: Morning Drive, Daytime, Evening Drive, Nighttime
2014 Strategic Media Plan > Warby Parker | 21
Possible Programming Choices TV Radio Women’s
Magazines Internet
Net
Alternative AOR (Excluding
Rock) AOR (Including
Rock) Classic
Classic Rock Contemporary
Christian Contemporary
Radio HOT AC
Inspirational Mexican
Modern Rock Modern Rock
Oldies Spanish
Spanish AC Urban Variety
All You Cooking Light Cosmopolitan
Elle First for Women
Good Housekeeping InStyle
Prevention Real Simple
Woman’s World
Specific Search Terms
Specific Targeted
Promo Sites Toward Women:
Cosmopolitan Manhattan Fashion
Magazine Spotsify Magazine VivMag Magazine Women's Health
Magazine Glamour
Targeted Banners & Advertising on: Online Magazine
Sites Social Media
Networks Search Engines
Spot
BET Bravo CBS
Disney Food Network
FX ESPN
Fine Living Fuse G4
HSN Nick @ Nite Nickelodeon Showtime
Speed Spike TLC Style
VH1/ VH1 Classic
Alternative AOR (Excluding
Rock) AOR (Including
Rock) Classic
Classic Rock Contemporary
Christian Contemporary
Radio HOT AC
Inspirational Mexican
Modern Rock Modern Rock
Oldies Spanish
Spanish AC Urban Variety
2014 Strategic Media Plan > Warby Parker | 22
THE MEDIA and programming choices were chosen specifically to target both 18-
34 year olds as well as 34-44 year olds in spot market and national areas in order to meet
optimal frequency. TV advertising will utilize the past television ad created for Warby
Parker. High frequency radio advertising will market Warby Parker’s $95 price point, “Buy
One, Give One” campaign, as well as the free opportunity to try on five pairs for free, for
five days. In the summer, the radio and magazine advertising will be focused on selling
Warby Parker’s line of sunglasses, and in the fall/winter, radio and magazine ads will feature
promotions specifically for Back-to-School or Christmas promotions. Internet advertising
will be focused on keyword searches, banner ads and promotional sites on clothing websites
and social media networks.
Digital Media & Sales Promotions
THE USE OF DIGITAL MEDIA is essential to Warby Parker’s strategy for the
2014 year. According to the 2012 Warby Parker Annual Report, 50% of customer service
related issues are handled through the Internet, as opposed to 45% handled over the phone
and 5% in store.23 The Twitter account @WarbyParkerHelp has tweeted over 90,000 times
in order to assist customers with purchases, or to help lock in a purchasing decision. This
activity will continue throughout the 2014 year, as well as Facebook page activity, and
Facebook promotions. Another way to access the younger generation is by focusing some
radio advertising on free services such as Spotify or Pandora, and developing special “Warby
Parker” stations where people can tune in, and get specific Warby Parker related advertising.
Many ads over Spotify offer special promotions specifically for listeners, and this could be an
asset to pushing promotions that could be cheap and effective.
2014 Strategic Media Plan > Warby Parker | 23
PROMOTIONS will also be an essential asset to Warby Parker for the upcoming
year, allowing the company to build continuing relationships with consumers, as well as
create new customers or brand awareness. The following chart will show what types of
promotions will take place throughout the 2014 year, and specifically how these promotions
can help build this awareness for the Warby Parker brand:
P r o m o t i o n P l a c e / A d v e r t i s i n g M o n t h D e s c r i p t i o n
“Insta-great” Win a Pair
Nationwide, advertised through
Facebook, Instagram, Twitter and other
social media networks.
January
Participants can Instagram a photo of themselves (“selfie”)
and describe why they would look great in Warby Parker glasses.
Several winners will be chosen and given
a free pair
“Get in the Shade” Summer Try On
Promotion
Specific spot markets: Atlanta,
GA; Houston, TX; Los Angeles, CA; New York, NY
June
Representatives from Warby Parker travel to these spot market
areas and allow customers try on
glasses. Participants can tag Warby
Parker in these pair to receive a special
promotional discount for their own sunglasses.
“Back to School” Buy One, Get One Half
Off
Spot Markets, advertised through
radio, magazine and spot TV markets
September
Campaign focused toward older adults
purchasing glasses for their high
school/college age children. If parent
buys child new glasses, they get their
own pair of sunglasses or lenses
for half off.
2014 Strategic Media Plan > Warby Parker | 24
VI. Media Scope & Budget
THE FOLLOWING CHARTS will display the scope and budget of the final
strategic media plan for 2014. This will include the reach and frequency levels, as well as a
final recap of the budget for the upcoming year.
Reach & Frequency Flowcharts: Spot/National Markets
January
February
March April May June July August
September
October
November
December
Reach Goal 0 0 0 0 0 50 50 50 50 50 50 50 Reach Est 0 0 0 0 0 88.1 88.1 90.1 91.4 92.4 92.4 92.4
0 10 20 30 40 50 60 70 80 90 100
Reach
Reach (Goal & Est.) - Spot & National
January
February
March April May June July August
September
October
November
December
Avg Freq Est 0 0 0 0 0 6.2 6.2 7.3 8.3 9 9 9 Avg Freq Goal 0 0 0 0 0 6 6 7 8 9 9 9
0 2 4 6 8 10 12 14 16 18 20
Average Frequency
Average Frequency - Spot & National
2014 Strategic Media Plan > Warby Parker | 25
To conclude, reach was set at 50% across national and spot markets, with frequency
remaining at 3 for national markets and varying between 6 and 9 for spot markets. In some
instances throughout this campaign, it is possible for reach to be very high, even with very
high frequency. The months with the highest frequency will be October, November and
December, as the 2012 Warby Parker Annual Report has shown that sales increase by the
end of the year. On the next page is the budget recap and total for 2014.
January
February
March April May June July August
September
October
November
December Total
GRPS Balance 0 0 0 0 0 -‐250 -‐250 -‐310 -‐360 -‐380 -‐380 -‐380 0 GRPS Est 0 0 0 0 0 550 550 660 760 830 830 830 5010 GRPS Goal 0 0 0 0 0 300 300 350 400 450 450 450 2700
0 1000 2000 3000 4000 5000 6000 7000 8000 9000
Gross Rating Points
GRPS - Spot & National
2014 Strategic Media Plan > Warby Parker | 26
Budget Recap
THE SET BUDGET for the 2014 strategic media campaign was $30 million. By
starting later in the year with advertising, Warby Parker will be able to heavy up in Q3 and
Q4 to capture those sales. By the end of the year, there should be around $425,590 left in
contingency funds or extra advertising media spending.
January
February March April May June July Augus
t September
October
November
December Total
$(000) Balance 0 0 0 0 0 8.1 8.1 32.6 179.2 65.9 65.9 65.9 425.59 $(000) Est 0 0 0 0 0 3325.2 3325.2 3856.3 4265.3 4934.1 4934.1 4934.1 29574.4
1 $(000) Goal 0 0 0 0 0 3333.3 3333.3 3888.9 4444.4 5000 5000 5000 30000
0
10000
20000
30000
40000
50000
60000
70000
Budget (In Millions)
Budget Recap (In Millions)
2014 Strategic Media Plan > Warby Parker | 27
VII. Endnotes & Sources
1 Warby Parker Case Study Packet 2 Warby Parker Case Study Packet 2 Warby Parker Case Study Packet 3 Warby Parker Case Study Packet 4 Warby Parker Case Study Packet 5 Warby Parker Case Study Packet 6 Warby Parker Case Study Packet 7 Warby Parker Case Study Packet 8 Euromonitor Datagraphic 9 Warby Parker Case Study Packet 10 “Luxottica Retail North America Inc in Eyewear (USA),” Euromonitor, Dec. 6, 2012 11 “Luxottica Retail North America Inc in Eyewear (USA),” Euromonitor, Dec. 6, 2012 12 Warby Parker Case Study Packet 13 “Attack of the Warby Parker Clones,” Inc.com, Jill Krasny, July 15, 2013 14 Warby Parker Case Study Packet, Mintel 2013 15 Pew Research Center Social & Demographic Trends, “Millennials: Confident. Connected. Open to Change.” Feb. 2010, http://www.pewsocialtrends.org/2010/02/24/millennials-confident-connected-open-to-change/ 16 Simmons OneView, Fall 2010 NHCS Adult Study, 6 months 17 Simmons OneView, Fall 2010 NHCS Adult Study, 6 months 18 Pew Research Center, “Gen X: Online Grown Ups,” http://www.pewresearch.org/daily-number/gen-x-online-grown-ups/ 19 Pew Internet, “Generations Online in 2009,” January 28, 2009, Sydney Jones and Susannah Fox, http://pewinternet.org/Reports/2009/Generations-Online-in-2009/Generational-Differences-in-Online-Activities.aspx?view=all 20 Simmons OneView, Fall 2010 NHCS Adult Study, 6 months 21 Simmons OneView, Fall 2010 NHCS Adult Study, 6 months 22 Media Flight Plan, Chapter 7, Dennis Martin and Robert Coons, 2011 23 2012 Warby Parker Annual Report
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