Campaign Plan - dylanries.files.wordpress.com · Campaign Plan Prepared By: Dylan Ries of Immortal Design Agency Prepared For: MKTG433 & Tahini Owners May 12, 2016 California State

Campaign Plan

Prepared By: Dylan Ries of Immortal Design Agency

Prepared For: MKTG433 & Tahini Owners

May 12, 2016

California State University, San Marcos

Tahini // Immortal Design // i

Table of Contents

Agency Philosophy ....................................................................................................... 1

Executive Summary ...................................................................................................... 2

Situational Analysis ...................................................................................................... 2

Industry Review ........................................................................................................... 2

Company Review ......................................................................................................... 4

Research ........................................................................................................................ 6

Target Market ............................................................................................................... 6

Competitive Positioning ............................................................................................... 8

Integrated Marketing Strategy ...................................................................................... 8

Campaign Objective ..................................................................................................... 8

Campaign Message ..................................................................................................... 8

Overview of Marketing Tools........................................................................................ 9

Marketing Tool 1: Advertising ...................................................................................... 9

Tool Objectives ............................................................................................................ 9

Media/Strategy Description .......................................................................................... 9

Plan ............................................................................................................................ 10

Rationale .................................................................................................................... 10

Marketing Tool 2: Interactive ...................................................................................... 10

Tool Objectives .......................................................................................................... 10

Media/Strategy Description ........................................................................................ 10

Plan ............................................................................................................................ 11

Rationale .................................................................................................................... 11

Marketing Tool 3: Sales Promotion ........................................................................... 11

Tool Objectives .......................................................................................................... 11

Media/Strategy Description ........................................................................................ 12

Plan ............................................................................................................................ 12

Rationale .................................................................................................................... 12

Creative Recommendations ....................................................................................... 12

Target ........................................................................................................................ 12

Objectives .................................................................................................................. 13

Brand Theme ............................................................................................................. 13

Tahini // Immortal Design // ii

Slogans ...................................................................................................................... 13

Media Plan Recommendations .................................................................................. 14

Media Objectives ....................................................................................................... 14

Tactics and Rationale ................................................................................................ 14

Plan ........................................................................................................................ 14

Flowchart ................................................................................................................ 15

Budget .......................................................................................................................... 15

References ................................................................................................................... 16

Appendix ...................................................................................................................... 17

Tahini // Immortal Design // 1

Agency Philosophy

Our collective goal at Immortal Design Agency is to deliver an effective, long-lasting and creative approach to the typical marketing strategic goals.

We believe there are four stages which are absolutely key to a successful marketing campaign. The first of which is planning, which starts with quality research and collecting/browsing data. Second, is the implementation of the campaign, when the majority of expenses are incurred. The third stages focuses on analyzing and tracking the campaign for effectiveness. Of course, the fourth and final stage focuses on improvement of the campaign moving forward.

Quality is as important to us as it is to Tahini. We do not take shortcuts. We understand the value of hard work and pride ourselves on creating an environment where competition is emphasized. In doing this, we compete against each other to deliver the highest quality campaign plan possible.

With an extreme attention to detail and a passion for helping businesses meet their goals, Immortal Design Agency would be honored to assist Tahini Middle Eastern Street Food in recognizing their marketing opportunities and actually achieving real goals.


Executive Summary

Through an integrated marketing campaign, Tahini can focus their resources and

convert the target audience into actual customers. In a complementary and synergistic

strategy, the customer receives messages from multiple platforms. Using tools like

advertising, interactive marketing, and sales promotions we can meet the objectives of

increasing awareness for Tahini, encouraging consumer engagement, and most

importantly increasing sales. Highlights of the marketing strategy include using OOH

advertising, printing flyers, sending direct mailers, sponsoring content on blogs, regular

social media use and embracing the use of third party food delivery applications. The

current budget for year one is currently projected to be at a surplus at year end.

Situational Analysis

Industry Review

Tahini will operate within the fast-casual, including dine-in and take-out, industry.

This industry has been growing significantly since its inception. Through economic

expansion and recession there has been a consistent demand for fast-casual

restaurants. The following sections will address Tahini’s position within the industry

through Porter’s Five Forces model.

Intensity of Rivalry/Industry Competition

It is important to classify the competition into several groups before analyzing the potential intensity of the rivalry within this industry. Those who are directly competing with Tahini are restaurants serving Middle Eastern cuisine for about $10 or less per meal. There are several companies around the North Park area attempting to serve this market, however they are similar to Tahini only in the fact they are providing Middle Eastern food. This small region has several Middle Eastern style delis and grocers including Mama’s Bakery and Deli, North Park Produce and Mid East Market. Companies within the same general region offering a restaurant style setting include Micho’z Fresh Lebanese Grill, Aladin Hillcrest Cafe, Med Cafe, two Kebab Shop locations, Kabob House, Sultan Baklava, Sultan’s Shawarma, and Haji Baba Hookah and Mediterranean San Diego. On the slightly higher end would be Bandar restaurant and Sadaf. Competition is going to be most intense with Kebab Shop because of their presence in the San Diego area as well as their online presence. Kebab shop is at the lower end of the price range, which also makes them direct competitors with Tahini. The amount of market saturation with similar businesses will definitely require more differentiation of the Tahini brand in order to stand out. Tahini’s position within the market needs to be effectively communicated to the consumer in order to capitalize on their effort to provide fresh and traditional food at a low price.


Threat of Substitutes

In the restaurant business, switching costs are non-existent for consumers. The demand for Tahini needs to be strong enough to overpower the demand for substitute products including but not limited to the competitors’ shawarma, kebabs, and other traditional Middle Eastern meals. Being that the industry as a whole is fast food authenticated facilities/restaurants there are many substitutes available to the consumers. Because there are so many different restaurants being so unique with different styles of food and atmospheres and one specializing in something the other is not, one would think that they would not be considered substitutes when in actuality all fast food facilities are considered to be substitutes within the industry. Although some restaurants may not be direct substitutes such as Mexican food or a burger, other Mediterranean restaurants would be direct substitutes offering very similar dishes putting pressure on Tahini to differentiate themselves in other possible ways to give them a product or service which is more difficult to substitute. Bargaining Power of Buyers

Buyers, or people who eat out at restaurants, are going to pay the price which is listed on the menu. It is an accepted part of American culture to not haggle or try to negotiate a price at this level of sales. However, buyers do have power in a sense because their word will be spread to their friends either by word of mouth in the traditional sense or on one of the many online platforms for restaurant reviews. They are also powerful because a steady flow of new and return buyers is mandatory to the success of a restaurant. The buyers will essentially determine the success of Tahini. Buyers are going to be essential to the “success” of the company, so of course they have bargaining power just as suppliers do, it is just matter of that bargaining power being very low. Every consumer has the opportunity to turn down a meal or at least try and haggle to get more toppings or extra amenities to the meals. These are very small and relatively unimportant bargaining powers, yet still powers the consumers hold. Bargaining Power of Suppliers

Halal meat, vegetable produce, spices, and packaging suppliers along with landlords are the main suppliers to Tahini. More suppliers are beginning to carry halal meats which means the bargaining power of suppliers for this one supply will see a decrease in their power in the future (3-5 years). Seeing that there is more of these types of restaurants and foods being used and coming forth the outlook on the bargaining power for suppliers will increase. With more stores and restaurants having the demand for these special meats and not many suppliers carrying them. They have the ability to charge higher prices or specifically sell to certain venues and places, considering the demand for that specific meat is growing. Threat of New Entrants/Barriers to Entry

Being that Tahini belongs to the rapid growing trendy, casual fast food industry, there will eventually be many new entrants imitating the firm to take market share. This will increase the amount of competition Tahini will have as they become popular. As for barriers to enter, it will be easy for Tahini to enter the market since they are not selling alcohol on premises and will only need common new business and food permits. They


will have easy access to distribution channels being that many distributors are located in San Diego area due to Restaurant Industry. Being the restaurant industry is easy to enter for reasons such as low capital cost, easily obtainable permits, and easily reachable food regulations the entry will not be a very difficult task given they are a unique facility. Tahini also has property knowledge from the gas station that there cuisine was popular and had a high demand for it making it easier to enter market. Granted because they are coming up with a new style fast food that has not been commercialized the threat of new entrants is still high because their industry still lies within that of fast food. There will be so many different substitutes making competition high but also making the threat of new entrants high as well.

Company Review

Tahini is bringing a unique experience compared to the more generic

Mediterranean restaurants whom are serving similar dishes, like shawarma, kebabs and

gyros. The emphasis for Tahini is to focus on Arab street food. The overall goal for

Tahini is to bring Middle Eastern street food into the scope of mainstream American

tastes. The challenge will be finding a balance between authenticity and American

fusion.

Key Numbers (Based on projections from Tahini business plan)

Company Type Private

Fiscal Year-End December

2017 Sales $613,800

1-Year Sales Growth 100%

2017 Net Income $44,247

1-Year Net Income Growth 100%

2017 Employees Less than 10

1-Employment Growth 100%

Owners

Mahmoud Barkawi

Osama Shabaik


Competitors

For the sake of categorizing and better understanding, competitors can be

grouped into two basic fields. Tahini has direct competitors, those who serve similar

Middle Eastern or Mediterranean style food. Tahini also has indirect competitors, those

who compete for the same fast-casual customers by offering other styles of food.

Direct Competitors Indirect Competitors

The Kebab Shop Doner Mediterranean Grill Sultan Shawarma Sahara Kabob House Mystic Grill

Chipotle In and Out Subway & others

Perceptual Map

http://www.thekebabshop.com/

http://www.mydonergrill.com/

http://www.sultansd.com/

http://sahararestaurantsd.com/

http://www.yelp.com/biz/kabob-house-san-diego

http://www.yelp.com/biz/mystic-grill-la-mesa

https://www.chipotle.com/

http://www.in-n-out.com/

http://www.subway.com/


Research

Tahini is interested in deploying a marketing effort before their grand opening sometime in the near future. They have some potential target customers in mind like the young professional, the hipster, and the middle aged professional. Several demographic characteristics were used to create these segments including age, yearly income, as well as typical behavior for those who are going out to eat. However, the market can be segmented in a way where target consumers become more clear, or specific, for when Tahini opens in North Park. Using demographic, psychographic, geographic and behavioristic characteristics we will outline several segments we believe to reflect Tahini’s target market. The goal is to show, with evidence, why some segments are better than others for Tahini’s fast-casual, Middle Eastern/Arab dining experience.

What segments represent viable markets for Tahini?

What is the behavior of consumers in these segments?

Which segments should Tahini focus on targeting?

Target Market

Nielsen Prizm offers a web-tool, called MyBestSegments, which we utilized to

develop a comprehensive outline of all possible segments. The first characteristic to

segment by was “Lifestage Group” which combines “affluence, householder age, and

presence of children at home” to create unique segments (Nielsen Prizm). For a visual

explanation, please refer to figure 1 in the appendix. Focusing on younger consumers

returned 8 possible segments to focus on. Of these 8 groups, further segmentation is

necessary. We look at median household income, age of homeowner/leaseholder, and

also urbanicity to determine which segments are most valuable to Tahini. The specifics

of this are described in greater detail in the following sections.

The following target consumer groups were chosen on several criteria. In North

Park, where Tahini is hoping to open, the median household income is $51,100.

(Prizm). To include many of the consumers in this area we eliminated consumers with

an income over $75,000. The decision eliminated Young Digerati and Bright Lights Li’l

City from our target market.

The next step was to focus on younger consumers, specifically those under 45.

This removed Young Influentials, Bohemian Mix, Suburban Sprawl and Home Sweet

Home. In a study on consumer spending by Morgan Stanley, it was shown how young

consumers, in this case 25-34, spend more on food away from home than all

consumers as a whole. (M, Jamrisko). The majority of expenditures directed toward

dining out are coming from this age group.

The final factor, Urbanicity, is used to divide the remaining two segments. Urban

Achievers fall into the urban group, living directly in and around the main city in an area,

San Diego in this case. Up-and-Comers are categorized as second city, which means


they live in the second largest city in the area. Both of these groups represent valuable

segments for Tahini to focus on.

The data for the following segments was found through Nielsen Prizm.

Urban Achievers After a ZIP code search of North Park, 92104, Urban Achievers were found to be one of the most prevalent consumer groups in the area. 2016 Statistics US Households: 1,933,546 (1.58%) Median Household Income: $37,332 Lifestyle & Media Traits Shop at FedEx Office Read comic books Read New Yorker Watch soccer Toyota Yaris Demographics Traits Urbanicity: Urban Income: Lower Mid Income Producing Assets: Low Age Ranges: Age <35 Presence of Kids: Mostly w/o Kids Homeownership: Renters Employment Levels: White Collar, Mix Education Levels: College Graduate Ethnic Diversity: White, Black, Asian, Hispanic, Mix

Up-and-Comers 2016 Statistics US Households: 1,677,101 (1.37%) Median Household Income: $52,930 Lifestyle & Media Traits Order from priceline.com Travel to South America Read Cigar Aficionado Watch South Park Nissan Altima Hybrid Demographics Traits Urbanicity: Second City Income: Upper Mid Income Producing Assets: Moderate Age Ranges: Age 25-44 Presence of Kids: HH w/o Kids Homeownership: Mix, Renters Employment Levels: Professional Education Levels: College Graduate Ethnic Diversity: White, Asian, Mix

(Nielsen Prizm)

Based on Tahini’s suggested target market of the “Younger Years” we can

identify potential “likes” and “dislikes” for their customers. Because the “Younger Years”

tend to be more progressive and have more ethnic diversity in their segment, they will

like that Tahini is an authentic Middle Eastern fast-casual restaurant. The Urban

Achievers and Up-and-Comers will like the fact that Tahini it is a trendy, hipster

establishment. Since the median household income for Urban achievers is $37,332 and

Up-and-Comers median household income is about average, the prices at Tahini are a

sure “like” for them.

Some potential dislikes for Tahini’s customers may include the fact that it isn’t in

an upscale neighborhood which would be a dislike for segments like “Middleburg

Managers” that come to try Tahini. Also, since many of their potential customers will be


college students, the location is inconvenient because college students aren’t going to

want to drive far from campus to eat lunch. They want a place that is on campus or

walking distance.

Consumers are spending more on dining-out than they are spending on

groceries. Dining-out expenditures surpassed traditional grocery purchases in March of

2015. We can expect consumers to continue behaving according to this trend, unless

economic recession were to significantly impact consumer behavior, decreasing their

dining-out purchases. (A, Kumco).

Competitive Positioning

Tahini has created a position for themselves to stand on which emphasizes

affordability of their food, along with a fusion of authenticity and mainstream American

tastes similar to what was done with other “ethnic foods” like burritos, which of course is

now a Southern Californian staple. The goal for Tahini is to have the same success with

their shawarma as Mexican restaurants have had with burritos. The previously shown

perceptual map (on page 5) offers a simple breakdown of Tahini’s position among direct

competitors.

Integrated Marketing Strategy

Campaign Objective

There are four main objectives of the campaign. First is building awareness for

Tahini. Second, is creating brand that consumers are comfortable engaging with on

various platforms. Third, the goal is to increase sales during discounted/coupon use

periods. Last and most important to the success of Tahini, is to pull customers in to the

store through the messages presented in this campaign. The synergistic use of paid

advertising, interactive marketing, and sales promotions should make it possible to

achieve the objectives previously stated.

Campaign Message

Tahini is a unique experience for adventurous consumers who are tired of the

same old fast-casual dining options that are available on a lunch break or dinner. Tahini

is the only restaurant offering a truly authentic product at an affordable price. The

appeals of the campaign are both emotional and rational. Emotional because there is a

comforting feeling associated with delicious food prepared by caring and friendly service

providers. Rational because of the affordable pricing and large portion size. The

message needs to be consistent across all platforms, but the tone has the ability to vary

depending on the formality of the platform being used.


Overview of Marketing Tools

We will be using advertising, interactive marketing, and sales promotions. As

brief introduction to these tools, I will explain the benefits that can be realized by using

each and how they complement one another.

Advertising is paid, reaches a mass audience, and is extremely effective in

establishing awareness and facilitating brand recognition by target consumers.

Interactive marketing is also mass, but is directed toward target consumers one

is interested in contacting. The engagement consumers are able to make with a brand

is important to consumers being able to trust the company. It also creates a deeper

connection to the brand that is becoming increasingly important to the success of a

business.

Sales promotions are specifically for addressing the final stage of the campaign

objectives. It incentivizes the act of going to Tahini to purchase food. At already

affordable prices, which are then discounted to some extent, consumers are going to be

prompted to act and purchase some food from Tahini.

Marketing Tool 1: Advertising

Tool Objectives

Advertising will facilitate customer awareness of Tahini. The focus of

advertisements will be on outdoor advertising, also known as out-of-home or OOH.

Current awareness is limited to those who have purchased from the previous Tahini

locations and farmer’s markets, but those customers still need to be reminded of what

Tahini stands for as this new venture is launched. A rough goal would be to bring

awareness up to 20%. This means one out of every five citizens of San Diego, who

meet the target market specifications, would say they have heard of Tahini when asked

in a survey. It is an ambitious goal to strive for, but will ultimately produce more paying

customers if successful.

Media/Strategy Description

Advertising reaches a mass audience. For Tahini, we have chosen to use air

advertising. Several companies in the San Diego area offer this service. A plane pulls a

massive banner which displays the image and text we have prepared. While relatively

expensive, this option is worth it for the amount of impressions it can make when

compared to a stationary billboard of similar value. Two flights have been scheduled

into the budget. There remains a surplus of $2,761 which can be used to schedule

another flight if it proves to be as successful in building awareness as expected.


Plan

The first flight would take place on the 4th of July to reach as many potential

customers as possible. Over a period of three hours the plane would fly past Petco Park

and on to the coast where thousands of beach goers will see a massive flying banner

displaying the text, “soak it up with shawarma.” Tahini Middle Eastern Street Food and

the website address will also be prominently written on the banner. The background

consists of a mouthwatering picture of chicken shawarma with all the toppings. The

plane would fly as far north as the three hour time limit allows for. On Labor Day,

another holiday for potential customers to be hitting the beach, the second flight will

take place. The same banner can be used to lower costs. The two holidays seem to be

celebrated in similar ways here in Southern California. Unless the weather is horrible,

many potential customers will be hanging out on the beach when the plane flies by.

Rationale

Going to the beach to celebrate the summer holidays is extremely common. San

Diego area beaches are ranked as some of the most popular beaches in California,

including Mission Beach with 5.9m visitors per year. (L, Osborn). This works out to be

an average of almost 700 people going to the beach every hour, just at Mission Beach.

During summer holidays there is every reason to believe that number would be

significantly greater.

Marketing Tool 2: Interactive

Tool Objectives

The main objective of interactive and internet marketing is to engage customers

on multiple platforms while gaining followers, increasing website traffic, and making

Tahini’s Middle Eastern food available to a wider market. Integrating the campaign on

all relevant social media and food delivery apps will produce greater reach of the

message and it will be a constant reminder to followers and app users.


Regular posting as a user on social media. Relevant social media includes

Instagram for sharing food and lifestyle pictures, Facebook for sharing information and

the brand personality, Twitter for quick updates of information in an informal manner,

YouTube for posting videos which can be shared on the other platforms as well, and a

professional looking Yelp profile for receiving feedback and praise from customers.

Tracking performance of the campaign on the internet is made easy by using Google

Analytics.


Plan

As mentioned previously, social media use will not be paid advertising. There are

apps that exist to make posting on various social media platforms more efficient and

quick. HootSuite provides this service at no cost for two social media platforms, but

begins to cost money when linking more than two. Daily posting on Instagram,

Facebook, and Twitter during key times. The first post of the day would be received just

before target customers are leaving their houses to go to work. According to City-Data,

the majority of North Park residents leave for work between 7am and 9am. The next

posting would occur prior to lunch, around 11am and 12pm. YouTube use will focus on

showing the atmosphere around Tahini, sharing the process of how the food is made,

and also for creating promotional videos which recap events like the grand opening. The

last step is to monitor and adjust scheduling of posts to capture the greatest amount of

unique viewers.

Another interactive area for Tahini to enter is the somewhat new field of food-

delivery apps. There are several options available in the San Diego area where target

consumers reside. The most popular is Grubhub, second most popular is DoorDash,

and the third most popular is Postmates. This opens up another sales channel which

has the ability to reach consumers who are busy at work or the simply do not have the

ability or time to go to Tahini. Monitoring reviews from customers who use these food

deliveries apps is important to maintaining a consistent level of quality across the

various ways of actually receiving one’s food.

Rationale

The reason for simply posting on social media instead of using paid

advertisements is wholly because of the cost associated with it. Advertising on social

media is too expensive for the budget. Regular posting as a user can still be successful

in engaging customers and building awareness. The target audience are avid users of

social media, with their preferred platforms being Instagram and Facebook. They

usually will check Yelp before trying a new place. Embracing food delivery apps makes

efficient use of all available sales channels.

Marketing Tool 3: Sales Promotion

Tool Objectives

There are two objectives which will determine the success of sales promotions.

First, we expect an increase in sales during the promotional period, due to discounted

prices and increased volume of purchases. The second objective is to maintain a high

level of perceived product and service excellence while still allowing for the price to be

discounted.



Direct mailers will be used to first grab attention of target customers. Then, go on

to prompt a sense of interest in Tahini. The interest must be followed with a desire to

purchase. Once the previous emotions have been achieved, there needs to be a call-to-

action in the form of a small percentage discount from purchases or buy one get one

half off sort of coupons. North Park neighborhoods are a priority for direct mailers

because it is crucial to establish brand loyal customers who have the ability to purchase

on a day to day basis. Direct mailers will be sent out once a month.

Flyers will also be posted in areas with high foot traffic. The frequency of these

will also be once a month. The goal is to create an interesting flyer that potential

customers can take a picture of and share for a discount the next time they come in.

Plan

Direct mailers will walk potential customers through the process of gaining

attention, creating interest, making the customer desire a product, and finally making

the customer act on those desires. Flyers will be posted in several areas including the

North Park Library and Balboa Park. Promotional discounts are a going to be a function

of current sales.

Rationale

Most importantly to the campaign, the sales promotion technique grabs interest

and attention while pulling the customer in to the store because of a discount. The sales

promotions act as a call-to-action for those customers who may be on the fence about

trying Tahini for the first time. It is important to remember that the target consumers are

young, but they also include consumers up to 44 years old. The consumers on the older

end of this spectrum have more affinity for coupons than younger groups. The

campaign uses both traditional coupons and the more interactive approach of getting

customers to take a picture of/selfie with a flyer, share it, then receiving the discount.

The process could be seen as fun and may create sense of exploration and adventure

that many target consumers share a love for.

Creative Recommendations

Target

Urban Achievers: Age 35 and slightly older. Reads comic books and the New

Yorker. Enjoys watching soccer. Single or newly married, majority without kids. College

graduates with mostly white collar professions. Median household income is lower to

mid at $37,332. Ethnically diverse including mixed, Asian, Black, Hispanic, and White.

Lunch customers and after work to pick up a quick dinner. “Concentrated in the nation's

port cities, Urban Achievers is often the first stop for up-and-coming immigrants from


Asia, South America, and Europe. These young singles, couples, and families are

typically college-educated and ethnically diverse: about a third are foreign-born, and

even more speak a language other than English.” (Nielsen Prizm).

Up-and-Comers: Between the ages of 25 and 44. Love to travel, especially to

South America. Fans of watching South Park. Single and couples, but unmarried and

without kids. College graduates with median household income in the upper-mid range

at $52,930. Ethnicities are mostly White, Asian, and mixed. “Up-and-Comers is a

stopover for younger, upper-midscale singles before they marry, have families, and

establish more deskbound lifestyles. Found in second-tier cities, these mobile adults,

mostly age 25 to 44, include a disproportionate number of recent college graduates who

are into athletic activities, the latest technology, and nightlife entertainment.” (Nielsen

Prizm).

Both Urban achievers and Up-and-comers are the target audience for Tahini.

They are more likely to buy Tahini’s message because of their ethnic diversity, college

educations, and a young professional mindset welcoming cultural change and new

experiences.

Objectives

Associate Tahini with all that is authentic, modern, innovative, and of course

delicious. Create an atmosphere for Tahini that is welcoming, honest, and friendly.

Customers need to feel like they are traveling on a unique experience when eating at

Tahini.

Brand Theme

The perception/ tone/ guidelines for the campaign should be based on the

following…

Unique, clean, modern

Innovative, motivated, welcoming

Honest, charismatic, and presentable

Authenticity redefined

Slogans

“Authenticity you can taste”

“Take your taste buds on vacation”


Media Plan Recommendations

Media Objectives

Generate customer awareness of Tahini’s new presence in the industry.

Encourage customer engagement through social media and in-person

interactions.

Increase sales through promotional discounts and coupons.

Tactics and Rationale

Target consumers are familiar and comfortable with using technology. However,

this does not mean they always respond to digital advertising while ignoring more

traditional approaches. Through a variety of media, including out-of-home, print, and

digital/interactive, there will be an opportunity to transmit a message to the target

audience throughout their day.

Plan

Internet: Target audience is comfortable with using social media to connect with friends

and follow businesses they support. Certain avenues are more attractive to the

audience than others. For instance, Facebook will achieve greater reach within the

target audience than Snapchat. The majority of advertisements will go through the

internet on free platforms in order to keep expenses down.

Regular posting on social media (Facebook, Instagram, Twitter, YouTube) to

push customers toward website and restaurant in engaging way.

Develop a website with brand story and necessary business information,

while remaining visually pleasing. Tahini.com is taken, but Tahini.us is

available for a cost of $20 for 2 years through GoDaddy.

Print: Strategic placement of fliers in local community. Also offering coupons in

surrounding cities to try and pull customers in.

Direct mailers based on demographics, geographic location, and other

behavioral traits. (1,000 6’’x11’’ glossy postcards per month which could also

be used to facilitate a promotional coupon campaign.) Cactusmailing offers

this service.

Fliers placed throughout local community. 25 full page fliers per month from

Vista Print or similar service provider.

Grass roots, more guerilla marketing like.


Outdoor: Mass advertising through airplane billboards during summer months along

beaches of San Diego.

Costs vary depending on square foot of billboard and time of flight.

25’x75’ billboard will cost about $3,000 and $500 per hour of flight time during

peak demand. A time of 3 hours should be long enough to make a significant

amount of impressions on beach goers. This would bring total cost up to

$4,500 for the first time, with the second and future attempts only costing

$500 per hour.

Fourth of July and Labor Day, Sept. 5th 11am-2pm.

AirSign Aerial Advertising offers coverage of sports events as well as the

beaches from Imperial Beach all the way to Oceanside.

Fly past Petco Park and on to the Point Loma/Ocean Beach area beaches,

going as far north as possible in three hours.

Very good for building initial awareness

Flowchart

(Refer to appendix: figure 4)

Budget

With a Year 1 marketing budget equal to $17,800 there is opportunity for making

smart investments into advertising, interactive marketing, and sale promotion. Total

expenditures for the campaign equal $15,039 which leaves a surplus of $2,761. The

percentage discount we will offer in the sales promotion phase will be a function of

current sales in order to avoid devaluing the companying with this move.


References

Barkawi, Mahmoud, and Osama Shabaik. Tahini Business Plan Concept and Overview. Web. 3 Mar. 2016.

Jamrisko, Michelle. "Americans' Spending on Dining Out Just Overtook Grocery Sales

for the First Time Ever." Bloomberg.com. Bloomberg, 14 Apr. 2016. Web. 14 Mar. 2016.

Kumcu, Aylin, and Phillip Kaufman. "Food Spending Adjustments During Recessionary

Times." USDA ERS -. ERS, 1 Sept. 2011. Web. 14 Mar. 2016. Nielsen Prizm. "Nielsen PRIZM Social Groups." Nielsen MyBestSegments. The Nielsen

Company, 2016. Web. 13 Mar. 2016. Nielsen Prizm. "Segment Details." Nielsen MyBestSegments. The Nielsen Company,

2016. Web. 13 Mar. 2016. "North Park Neighborhood in San Diego, California (CA), 92104, 92116 Detailed

Profile." North Park Neighborhood in San Diego, California (CA), 92104, 92116 Subdivision Profile. Urban Mapping Inc., 2011. Web. 12 May 2016.

Osborn, Lisa. “Southern California’s Least and Most Popular Beaches.” Current Results,

2007. Web. 12 May 2016.


Appendix

Figure 1: Nielsen Prizm Lifestage Chart

[https://segmentationsolutions.nielsen.com/mybestsegments/Default.jsp?ID=7010&menuOption=learnmor

e&pageName=PRIZM%2BLifestage%2BGroups&segSystem=CLA.PNE]

https://segmentationsolutions.nielsen.com/mybestsegments/Default.jsp?ID=7010&menuOption=learnmore&pageName=PRIZM%2BLifestage%2BGroups&segSystem=CLA.PNE

https://segmentationsolutions.nielsen.com/mybestsegments/Default.jsp?ID=7010&menuOption=learnmore&pageName=PRIZM%2BLifestage%2BGroups&segSystem=CLA.PNE


Figure 2: Initial Segmentation

Figure 3: Further Segmentation Screening


Figure 4: Media Buy Flowchart

Me

dia Typ

eC

han

ne

lA

d C

ost

Total C

ost

WEEK

-->1

23

41

23

41

23

41

23

41

23

41

23

41

23

41

23

41

23

41

23

41

23

41

23

4

Intern

et

Instagram

$0

Facebo

ok

$0

Twitter

$0

You

Tub

e$

0

Foo

die B

log

$1

,00

0$

1,0

00

Prin

t

Direct M

ailers$

7,7

99

Flyers$

24

0$

8,0

39

Ou

t-Of-H

om

e

Air B

illbo

ard$

6,0

00

$6

,00

0

Total C

ost

$1

5,0

39

Ad

Bu

dget

$1

7,8

00

Surp

lus ->

$2

,76

1

Jun

eJu

lyA

ugu

stSe

pte

mb

er

Octo

be

rA

pril

May

No

vem

be

rD

ece

mb

er

Janu

aryFe

bru

aryM

arch

Documents

Campaign Plan - dylanries.files.wordpress.com · Campaign Plan Prepared By: Dylan Ries of Immortal Design Agency Prepared For: MKTG433 & Tahini Owners May 12, 2016 California State