Pepsi Media Plan
Chelsea Costanza
Ryan Schornak
Cameron Sayes
Ellie Hanby
John Andries
Situational Analysis
Marketing Problems
Pepsi is second in the soft drink market, behind Coca-Cola. Due to growing concerns on health, wellness and obesity,
the entire soft drink market as whole, including Pepsi, has experienced a decline. This trend of declination has been
HYLGHQWIRUWKHODVWÀYH\HDUV$QRWKHUSRVVLEOHUHDVRQIRUWKHGHFUHDVHLQWKHVRIWGULQNPDUNHWFRXOGEHWKHLPSOHmentation of the “soda taxes.” While the market is experiencing a decline, within the market, Pepsi has experienced
a 2% decline in market share since 2003 and has witnessed Diet Coke close the gap and threaten to take over the
number two spot in the soft drink market.
2003
2009
1. Coca Cola 18.6%
2. Pepsi
11.9%
3. Diet Coke
9.9%
4. M. Dew
6.3%
5. Sprite
5.9%
6. Dr Pepper 5.7%
Product Brand Analysis
Brief History
Pepsi was originally known as “Brad!s Drink” in New
Bern, North Carolina. Caled Bradham invented the drink
from his home in 1898. Bradham originally invented the
fountain drink to help aid digestion and boost energy. It
was later named Pepsi Cola, possibly due to the digestive enzyme pepsin used in the recipe.
In 1903, Bradham moved the bottling of Pepsi-Cola from
his drugstore to a rented warehouse where he sold 7,968
gallons of syrup. The next year Bradham sold Pepsi in
six-ounce bottles, which drastically increased the sales
increased to 19,848 gallons.
During the Great Depression in 1931, the Pepsi-Cola
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prices during World War I. Eight years later, the company
went bankrupt again. Consequently, the President of Loft
Inc. Charles Guth, purchased the company!s assents.
Loft was a candy manufacturer who owned retail stores
that contained soda fountains. He sought to replace Coca-Cola at his stores! fountains after Coke refused to give
him a discount on syrup.
Market Share:
Pepsi!s market share in 2009 was 9.9%, and they sold
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in market share tied with Diet Coke.
Cost:
The price of an individual unit of Pepsi ranges from $.60
(aprox.) to $1.50 (aprox).
Distribution:
Pepsi is distributed worldwide through various bottlers
across the country.
Methods of selling:
Pepsi sells its product through stores, restaurants and
vending machines.
Advertising Usage:
Magazines, Outdoor, Network TV, Spot TV, Syndicated TV,
Cable TV, Natl. Spot Radio, Social Media
Competitor Analysis (History)
Coke- Coca-Cola, also known as Coke, is a carbonated soft drink that is sold in more than 200 countries throughout the world.
It is produced by the Coca-Cola Company, which is based in Atlanta, Georgia. Coca-Cola was invented in the late 19th century
by John Pemberton, and was intended to be a patent medicine. However, businessman, Asa Griggs Candler, bought out Coca-Cola, and helped it dominate the world soft-drink market throughout the 20th century. The Coca-Cola Company produces
the Coke concentrate, which is then sold to bottling companies, major restaurants and food service distributors throughout the
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Diet Coke'LHW&RNHDOVRRZQHGE\WKH&RFD&ROD&RPSDQ\LVDVXJDUIUHHVRIWGULQNZKLFKZDVÀUVWLQWURGXFHGLQWKH
8QLWHG6WDWHVLQ,WLVVZHHWHQHGZLWKDVSDUWDPHDQDUWLÀFLDOVZHHWHQHU+RZHYHUWKHUHLVDQRWKHUYHUVLRQRI'LHW&RNH
WKDWLVVZHHWHQHGZLWK6SOHQGD&RQWUDU\WRSRSXODUEHOLHI'LHW&RNHGRHVQRWXVHDPRGLÀHGIRUPRIWKH&RFD&RODUHFLSH
but uses an entirely different formula. Diet Coke currently is tied with Pepsi for second place in the market share.
Dr. Pepper'U3HSSHULVDVRIWGULQNFUHDWHGLQWKHVE\SKDUPDFLVW&KDUOHV$OGHUWRQ,WZDVÀUVWVHUYHGDURXQG
DQGZDVÀUVWQDWLRQDOO\PDUNHWHGLQWKH8QLWHG6WDWHVLQDWWKH/RXLVLDQD3XUFKDVH([SRVLWLRQ7KHVRIWGULQNLVQRZVROG
LQ(XURSH$VLD$XVWUDOLDDQG6RXWK$PHULFDLQDGGLWLRQWRWKH8QLWHG6WDWHVDQGLVRZQHGE\'U3HSSHU6QDSSOH*URXS,QF
IRUPHUO\&DGEXU\6FKZHSSHV$PHULFDV%HYHUDJHV,WLVVDLGWREHDGULQNDOOLWҋVRZQZLWKGLIIHUHQWÁDYRUVDQGLVQҋWFODVVLÀHGDVDFROD'U3HSSHUFXUUHQWO\LVÀIWKLQWKHPDUNHWFRPLQJWZRSODFHVEHKLQG3HSVL
Gatorade*DWRUDGHLVDVSRUWVGULQNZKLFKZDVÀUVWGHYHORSHGLQE\UHVHDUFKHUVDWWKH8QLYHUVLW\RI)ORULGD7KHGULQN
ZDVFUHDWHGDVDPHDQVRIUHSOHQLVKLQJWKHÁXLGFDUERK\GUDWHVDQGHOHFWURO\WHVWKDWDUHH[SHOOHGIURPWKHERG\GXULQJSK\VLFDOH[HUWLRQ*DWRUDGHLVRZQHGE\3HSVL&RDQGLVFXUUHQWO\LWҋVIRXUWKODUJHVWEUDQGRQWKHEDVLVRIZRUOGZLGHDQQXDOUHWDLO
VDOHV:LWKLQWKH8QLWHG6WDWHV*DWRUDGHWDNHVÀUVWSODFHLQPDUNHWVKDUHIRUVSRUWVGULQNEUDQGVLQ
Powerade3RZHUDGHLVDVSRUWVGULQNEHORQJLQJWR7KH&RFD&ROD&RPSDQ\,WZDVÀUVWLQWURGXFHGLQDQGLV*DWRUDGHҋV
PDLQFRPSHWLWRU,Q3RZHUDGHZDVUHODXQFKHGDV3RZHUDGH,21,21LVDQDGYDQFHGHOHFWURO\WHV\VWHPWKDWFRQtains four key electrolytes to help replenish four electrolytes lost in sweat. Powerade falls second to Gatorade in the market
share for sports drink brands in 2009.
Competitor Analysis
Market Size:
Coca Cola:
Diet Coke:
Dr Pepper:
Gatorade:
Powerade:
68,664,000
38,520,000
28,675,000
59,480,000
19,039,000
Distribution:
The Coca-Cola Company produces a concentrate, which is then sold to licensed
Coca-Cola bottlers throughout the world. The bottlers then combine the concen[YH[L^P[OÄS[LYLK^H[LYHUKZ^LL[LULYZHUKWYVK\JL[OLÄUPZOLKWYVK\J[PUJHUZ
and bottles. The bottlers then sell and distribute the products to retail stores, vending machine companies, major restaurants and food service distributors. The CocaCola bottlers are responsible for the distribution of Coke and Diet Coke.
Dr. Pepper is also sometimes bottled and distributed under contract by Coca-Cola
or Pepsi bottlers, however Dr. Pepper Snapple Group Inc presently relies on its
own bottling group to bottle and distribute its products in more than 30 states. Independent bottlers, mainly consisting of pre-Dr Pepper/Seven Up-merger regional
bottlers and the Dr Pepper/Seven Up Bottling Group, also help bottle and distribute
Dr Pepper.
Gatorade and Powerade are both distributed by bottlers, as well. Coca-Cola bottlers distribute Powerade and PepsiCo bottlers distribute Gatorade. However, there
has been some issues with the Coca-Cola company wanting to deliver Powerade
directly to retail stores, such as Wal-Mart.
‹
‹
Market Share:
‹
Advertising Usage:
Coke
Diet Coke
Dr. Pepper
$ 68,664,000
$ 38,520,000
$ 28,675,000
Gatorade: 36.1% (secondary market)
Powerade: 15.2% (secondary market)
Cost:
Coca Cola, Diet Coke and Dr Pepper range in cost from $.60 (aprox.)
to $1.50 (aprox.).
Gatorade and Powerade both cost around $2.00
Methods of Selling:
All of these products are sold through restaurants, stores and
vending machines.
Magazines
Newspaper
Facebook
Twitter
YouTube
TV (network,
spot,
syndication,
cable)
Radio (national
spot)
Outdoor
Magazines
Newspaper
Facebook
Twitter
YouTube
TV (network, spot,
syndication, cable)
Radio (national
spot)
Outdoor
Magazines
Newspaper
Facebook
Twitter
YouTube
TV (network, spot,
syndication, cable)
Radio (national spot)
Outdoor
Nature of Products
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Product Life Cycle
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in production, with the trademark being changed 13 times throughout the years. Through these numerous branding
changes Pepsi has managed their product life cycle quite well. Despite sales slightly declining in the past few years,
Pepsi is ranked the number two cola in the US, falling behind Coca Cola and before Dr. Pepper.
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U.S. that consumes the most Pepsi is 18-24 year old males found primarily in the northeast. The company may continue to grow or mature by appealing to a larger portion of the population, perhaps incorporating marketing targeting
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WR´UHIUHVKµWKHLUFRPPXQLW\ZLWKWKHZLQQLQJLGHDDZDUGHGJUDQWPRQH\DQG3HSVLҋVLQFUHDVHGLQYROYHPHQWLQVRFLDO
PHGLDVXFKDV)DFHERRNDQG7ZLWWHUWKH\PD\DFKLHYHWKLVJRDORIUHDFKLQJPRUHFRQVXPHUV%\HQFRXUDJLQJFRQVXPHULQWHUDFWLRQDQGFRPPXQLFDWLQJZLWKWKHPRQDOHYHOZLWKZKLFKWKH\DUHIDPLOLDU3HSVLFUHDWHVEUDQGLQWHUHVW
and loyalty therefore the brand shows no signs of entering decline.
SWOT Analysis
Strengths, Weaknesses, Opportunities and Threats
Pepsi
S
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Coke
Diet Coke
Dr Pepper
Gatorade
Powerade
- Second in the market
for soft drink brands
- Brand Strength
- Effective stride in new
markets
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-Distribution
- World!s market leader
for soft drink brands
- Large budget
-Large scale of operations
- Good source of advertising
- Second in the market
for soft drink brands
- Brand awareness
- Good for diabetic target
market
-Strong marketing and
advertising
- Solid brand awareness
- Strong and loyal brand
image, especially in
South
-Strong market position
-Brand Strength
-Distribution
- Strong marketing and
advertising
-Brand Strength
-Brand Awareness
-Distribution
- Good source of advertising
- Reliant upon line extensions
- Reliant upon particular
carbonated drinks
-Saturation of carbonated soft drink segment
-Overdependence on
U.S. markets
- Negative publicity
- Sluggish performance
in North America
- Decline in cash from
operating activities
- Health concerns facing
aspartame
-Customers are having
trouble differentiating
between Diet Coke and
Coca Cola Zero
- Health craze
- Ranking 5th in the market for soft drink brands
in 2009
-Reliant upon line extensions
- Overdependence on
U.S. markets
-Reliant upon line extensions
- Overdependence on
U.S. markets
- Brand is attractive to
global partners
- Increase market share
through advertising/
sponsorships
- International expansion
- Competitive opportunities
– Growing Hispanic
population in the U.S.
- Competitive opportunities
– Growing Hispanic
population in the U.S.
- Innovation
-Competitive opportunities
- Implement more advertisements
- Launch product in more
countries
- Brand is attractive to
global partners
- Implement more advertisements
- Launch product in more
countries
-Competitive opportunities
- Implement more advertisements
- Launch product in more
countries
- Strong competition
-Potential health issues
-Concerns of obesity
-Dependence on bottling
partners
-Sluggish growth of carbonated beverages
- Intense competition
-Dependence on bottling
partners
-Sluggish growth of carbonated beverages
- Intense competition
with Pepsi
- New entrants are gaining market share
- Negative health effects
- Declining economy/
recession
-Sluggish growth of carbonated beverages
- Health concerns
- Declining economy/
recession
- Strong competition
-Dependence on bottling
partners
- Declining economy/
recession
- Strong competition
-Dependence on bottling
partners
Advertising Expenditure
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Pepsi had the fourth highest total advertising expenditure among it!s competitors with an expenditure of $40.7 million. Pepsi spent over 96 percent of
it!s total budget on various forms of television advertising (Network TV, Spot TV, Syndicated TV and Cable TV). Print media, newspaper and magazine,
recieved together about three percent of the budget, or about $1.2 million dollars. Pepsi spent $345,700 on national spot radio, $10,300 on outdoor
advertising and spent nothing on national newspaper or network radio.
Media Mix
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The media mix breaks down the total expenditure into percentages per medium. Again we see that less than four percent of Pepsi!s expenditure was in
mediums other than some form of television.
Share of Voice
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Share of voice shows what percentage of the total amount spent on one particular medium was spent by a particular company. The larger the percentage, the louder the “voice.” Pepsi had the strongest share of voice in two mediums, national spot radio and television. Pepsi had the weakest share of
voice in magazines, national newspaper and network radio.
Marketing Objectives
PepsiCo is doing well, it is the beverage Pepsi we are concerned about. Overall, we would like to increase market share by 2.5 points,
from 9.9% to 12.4% (about a 25% increase). Also, while overtaking Coca Cola at the number one spot would be ideal, it is not a reasonable goal. However, we do want to maintain our number two position and avoid having our spot taken by Diet Coke.
Target Audience
Media Selection:
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OHDVWHIIHFWLYHFKRLFHVZRXOGEHLQWHUQHWRXWGRRUPDJD]LQHDQGQHZVSDSHUDOORIZKLFKKDYHWKHLUKLJKHVWLQGH[HVLQIRXUWKRUÀIWKTXLQtile. However, due to the popularity among american youth of the internet, it is a medium we intend to use to reach our target audience.
Demographic Selection:
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region to focus our advertising.
Race: Race should mostly be a none-factor. While minorities have a much larger index than whites, they make up only 30% of the universe.
Gender: 0DOHV0HQKDYHDVLJQLÀFDQWO\KLJKHULQGH[WKDQIHPDOHVZKRKDYHDDQLQGH[RIRQO\
Education: Secondary Education. Those who dropped out of high school or pursued no further education upon graduation have much
higher indexes than those who attended or graduated college.
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Income: This demographic varies widely. The two with the highest indexes were $10-15,000 and $25-30,000 with indexes of 148 and
125, respectively. One thing that is certain, after one reaches the $75,000 mark, their likelihood of purchasing Pepsi drops drastically.
Our research leads us to believe that the most logical choice of target consumer for Pepsi is males aged 18 to 34. While lower education
level and lower income males (think blue collar, working class) are also a good choice, we believe narrowing our target down would be
an unwise decision and have elected to go with the larger target audience males aged 18 to 34.
Marketing Mix Strategy
Product
Pepsi is a cola offered in the can, bottle or as a fountain
beverage. Pepsi is usually thought of as sweeter than
Coca Cola.
Place
Pepsico operates nearly 700 manufacturing plants worldwide and operates about 100,000 distribution routes directly or through our bottlers worldwide and serves
approximately 10 million outlets on a regular basis.
Price
Pepsi is an affordable treat like all sodas, with prices
ranging from about $.60 a can to about $2 per unit of
larger two and three liter bottles.
Promotion
Pepsi constantly has several promotions going on, rangLQJ IURP SUL]H UHGHHPLQJ ´SRLQWVµ WR EHLQJ WKH RIÀFLDO
softdrink of the NFL.
Media Objectives
Through our campaign, we plan to achieve our objective goals of increasing our market share by 2.5 points, from 9.9% to
12.4% (or 25%) and preventing Diet Coke from taking our second place spot. We feel that a near $10 million increase in our
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most reasonable market share increase. While overtaking Coca-Cola!s lead in market share would be great, this is not a realistic goal.
Based on numbers researched that will be presented over the following pages, we have determined several means of obtainLQJRXUJRDO:HLQWHQGWRIRFXVRQRQHSULPDU\WDUJHWDXGLHQFH\HDUROGPDOHVDQGKDYHVHWVSHFLÀFUHDFKDQGIUHquency goals for this demographic varying from month to month. We also intend to focus our advertising efforts more heavily
in particular areas of the country based on the likelihood of one consuming Pepsi-Cola or any other brand of regular cola in
these regions.
$OVRZHLQWHQGWRUHDFKWKLVSDUWLFXODUDXGLHQFHWKURXJKPXOWLSOHPHGLXPV7KLVLQFOXGHVWKHODXQFKRIDQHZ5DGLRDQG,Qternet campaign, continuing our strong TV advertising presence and maintaining a presence in both print mediums of Newspaper and Magazine. Our new tactic diverts from traditional Pepsi advertising strategy of almost strictly Television campaigns.
We feel that while this strategy has worked in the past, it has never gotten close to our new goal of 12.4% market share. To
reach this goal we will be trying a different tactic which based on our research gives us strong potential of reaching our goal.
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traditionally strong quarter for Cola products as the weather is warming up. Our campaign will weigh heavily on this quarter
not only due to the weather warming up, but also to get the campaign rolling for the summer. Our second heaviest quarterly
weight is the fourth quarter. This time of the year the football seasons are beginning to come to head, leading to higher sales
in snack foods.
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The research presented over the next several pages supports our rationales.
Target Coverage
As noted earlier, our target audience, based on demographic indexes from the Choices 3 program, are males ages 18-34. Based on further research through the
Choice 3 program, we have also determined which regions of the country and which months of the year we plan to give heavier weights. More information on our
choices for weighting particular regions and times of the year will be presented on the following pages.
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Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
R: 30%
R: 40%
R: 30%
R: 70%
R: 70%
R: 70%
R: 60%
R: 60%
R: 60%
R: 65%
R: 65%
R: 65%
F: 3
F: 3
F: 3
F: 6
F: 6
F: 6
F: 4
F: 4
F: 4
F: 5
F: 5
F: 5
Based on their quarterly index numbers, we have decided these Reach and Frequency goals. The second quarter, April through June, had the highest index numbers and therefore will be alloted the largest portion of the budget and is quarter with which we have the highest goals for. In this time period, we plan to reach 70%
of our target audience an average of six times. The fourth quarter, with the second highest index numbers, has our second highest reach and frequency goals.
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February and 40% in February, with a frequency goal of three in all three months.
Overall Budget
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increase in market share.
Seasonality/Regionality
The chart to the left shows BDI and CDI by region. BDI shows the strength of our brand
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to buy or not by our brand. CDI shows the strength of our category per region. Every
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product in our category, non-diet colas, per region.
131
130
Category Index (CDI)
Brand Index (BDI)
120
109
110
105
101
100
The northeast and midwest will recieve the heavier weights due to their higher brand
index numbers. The south and west regions will recieve slightly less funding due to their
poor brand index numbers, but with a good category index number in the south and to
maintain a presence in the west, the regions still require adequate funding. This is further
discussed in the Budget Recap: Regionality section.
As our reach and frequency goals indicate, the second and fourth quarters will recieve
higher weights than the third and fourth.This will be explained further as we proceed.
92
95
91
90
80
80
70
Northeast
Midwest
South
West
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Scheduling
Scheduling
$6 M
$5 M
$4 M
$3 M
$2 M
$1 M
Northeast
29 %
$14.5 M
Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Following our monthly indexes, we plan to follow a pulsJuly through September will recieve $3.33 million per
Following our quarterly indexes, we plan to
July through September will recieve $3.3 M
ing monthly budget allocation. Our heaviest weights will be April
month, with a quarterly total of $10 million.
follow
pulsing
budget
allowcation.
per:LWKDGUHDGIXOO\ORZLQGH[WKHÀUVWTXDUWHUZLOOUHFLHYH
month, with a quarterly total of $9.9 M.
through June,
as athis
quartermonthly
had the highest
monthly
index. WeOur heaviest
weights
will be
through
as this the lightest
:LWKDGUHDGIXOO\ORZLQGH[WKHÀUVWTXDUWHU
will allocate
$6.5 million
per month
withApril
a quarterly
totalJune,
of $19.5
weight.
The quarter will be allocated $7.5 million, with
million. quarter had the highest indexes. We will allowcate $2 million
going to the
January
March,
and $3.5
million
going will
to
will recieve
leastand
heavy
weight.
The
quarter
Our
second
heaviest
be October
through
De- M. February.
This spike in$7.5
February
is due
additional
$1.5 million
$6.5
M per
monthmonths
with awill
quarterly
total
of $19.5
be allowcated
M, with
$2toMangoing
to Janucember, which had the second highest indexes. Each month will be in funds in anticipation for the Super Bowl.
Our second heaviest months will be October
ary and March, and $3.5 M going to February. This
allocated $4.33 million, with a quarterly total of $13 million.
Our total budget is $50,000,000.
through December, which had the second highest
indexes. Each month will be allowcated $4.4 M, with
a quarterly total of $13.2 M.
spike in February is due to an additional $1.5 M in
funds in anticipation for the Super Bowl.
Our total budget is $50,000,000.
Budget Recap
Regionality
Northeast
29 %
$14.5 M
Midwest
26%
$13 M
West
21%
$10.5 M
South
24%
$11 M
131
130
Category Index (CDI)
Brand Index (BDI)
120
109
110
105
101
100
92
95
91
90
80
80
70
Northeast
Midwest
South
West
‡ Pepsi!s budget allocation, broken up by regions, gives
the most consideration to the Northeast and Midwest
because these are the regions with the highest Category and Brand Development Indexes for Pepsi.
‡ A Brand Development Index (BDI) over 100 is a strong
indicator that the average person will buy a particular
brand for a given area, whereas a Category Development Index (CDI) over 100 is a strong indicator that the
average person will purchase in a particular product
category for a given area.
‡ The Northeast has the highest BDI and a high CDI,
making it a good and promising market. Therefore, we
will give 29% of our budget to this region, the highest
weight of the four regions. This is $14.5 million.
‡ The Midwest also has a good BDI but a low CDI, which
means that there is a high share of market, but we need
to market with caution. With this in mind, it will receive
26%, or $13 million.
‡ The South will get $12 million, or 24% of the budget,
because it has a low BDI but the highest CDI, making it
a good market with room for Pepsi!s brand to grow. The
South and Midwest recieve the closest shares of budget
since while the Midwest has an excellent BDI, the South
is a promising market for Pepsi with such a high CDI.
‡ The West has both low BDI and CDI, meaning it has a
low share of market with poor market potential. Therefore, it will receive the smallest share of the budget,
21%, or $10.5 million. While the western region is considered a dieing market, we do not want to fully relinquish the region to our competition.
‡ Total budget of $50 million.
Budget Recap
Seasonality
Quarter 1
15%
$7.5 M
Quarter 4
26%
$13 M
Quarter 2
39%
$19.5 M
Quarter 3
20%
$10 M
‡ Our budget allocation, based on our seasonality indexes,
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Some constraints that we will be facing with TV and radio advertising are low attention, lack of catalog value and high commercial
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Creative Strategy
With our target audience being males, ages 18-34, we thought that Andy Samberg, the prominent cast member of Saturday Night Live and also member of the music group, The Lonely
Island, would be a great choice to be the face behind Pepsi!s new campaign. Not only is he
hilarious, he is a young male, falling in our target market demographic, who are target audience can relate to.
Our campaign will have a humorous theme, featuring Samberg stumbling across various people in awkward situations and stopping to offer them his Pepsi rule of thumb for said situation.
For instance, a commercial to air during the second quarter would be: Awkward situation #248:
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thumb, saying, “When you!ve already started the water works, don!t try to play it cool and turn
into a tough guy, because clearly you!re not. Instead, work the sensitive side you!ve got. Girls
dig guys who show emotion. Grab a Pepsi out of the ice chest and take a swig to calm you
down. Then suggest to your date that she sooth your wound with the cold Pepsi can. She will
ORYHWDNLQJFDUHRI\RXDQGVHFUHWO\\RXZLOOEHWKDQNIXOIRUWKDWMHOO\ÀVKWKDWWULHGWRUXLQ\RXU
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This campaign will be effective because it can be utilized across all the different mediums we
plan to use. We will also have Samberg in different situations based on the quarters our advertisements will be released. Our campaign will start in the second quarter, featuring spring and
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The third quarter will transition from summer to fall and football season, with the fourth quarter
featuring more football situations along with various other winter circumstances.
Flowchart
Student:
)ORZFKDUW
John Andries
Professor: Kim Nam Young
Semester:
Spring 2011
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Default Flowchart Title
Default Flowchart SubTitle
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Target Demo: All Men ages
Medium
Jan
Feb
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Net TV-Sports
15
10
210.4
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40
210.4
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Jul
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Sep
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Nov
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20
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6
195.1
COST:
GRPS:
211.5
42
42
172.2
112.6
63.6
1
5
10
236.5
6
63.9
236.5
40
20
42
42
601.6
211.5
195.1
140.6
112.6
63.6
1
10
236.5
40
6
191.8
40
20
20
42
164.0
140.6
112.6
137.9
3
191.8
10
236.5
40
92.9
GRPS:
1701.0
601.6
211.5
42
40
40
20
20
20
164.0
140.6
168.9
137.9
3
191.8
549.3
56
1701.0
601.6
317.2
92.9
164.0
20
30
40
40
60
13
92.9
210.9
168.9
137.9
549.3
56
1701.0
1504.1
317.2
20
40
60
60
13
549.3
56
303.8
50
30
20
278.8
10
1504.1
317.2
278.7
210.9
168.9
116.7
63.9
60
60
30
68
278.8
210.9
98.5
116.7
63.9
60
123.0
98.5
116.7
$(000)
35
123.0
219.7
303.8
50
1504.1
634.4
60
68
10
303.8
50
60
60
278.8
10
1895.2
634.4
278.7
219.7
GRPS:
COST:
GRPS:
COST:
1518.8
63
60
68
219.7
210.4
50
1518.8
634.4
60
Net Radio-Daytime
$(000)
210.4
63
1895.2
274.6
Total Across
10
50
1518.8
63
300.8
274.6
10
50
455.6
300.8
422.9
10
210.4
1944.0
300.8
$(000)
10
64
455.6
Net Cable-Prime
$(000)
Net Radio-Evening Drive
May
274.6
Net TV-L Nite/L News
$(000)
Net Radio-Morning Drive
$(000)
Apr
6
23.6
23.6
23.6
236.5
236.5
236.5
118.3
118.3
118.3
141.9
141.9
141.9
National Only Area
GRPS
$(000)
Reach
181
2003.1
70.6
230
3491.4
74.6
181
2003.1
70.6
Avg. Freq.
2.6
3.1
2.6
482
6509.8
89.6
5.4
482
6509.8
89.6
5.4
482
6509.8
89.6
5.4
256
3337.2
79.0
3.2
256
3337.2
79.0
3.2
256
3337.2
79.0
3.2
302
4334.9
82.2
3.7
302
4334.9
82.2
3.7
302
4334.9
82.2
3.7
GRPS:
Cost:
Spot Only Area
GRPS
$(000)
GRPS:
Cost:
Reach
Avg. Freq.
&DPSDLJQVWDUWVKHUHRQ$SULOVWHQGLQJDWWKHHQGRI0DUFKWKHIROORZLQJ\HDU
Plan Total
GRPS
$(000)
Reach
Avg. Freq.
181
2003.1
70.6
2.6
230
3491.4
74.6
3.1
181
2003.1
70.6
2.6
482
482
482
256
256
256
302
302
302
89.6
5.4
89.6
5.4
89.6
5.4
79.0
3.2
79.0
3.2
79.0
3.2
82.2
3.7
82.2
3.7
82.2
3.7
GRPS:
2XUÁRZFKDUWYLVXDOO\LOOXVWUDWHVRXUSODQQHGFDPSDLJQE\EUHDNLQJWKH*53DQGEXGJHWDOORFDWLRQE\ERWKWKHPRQWKDQGPHGLXP
6509.8
6509.8
6509.8
3337.2
3337.2
3337.2
4334.9
4334.9
4334.9
Cost:
© Deer Creek Software, Provo, UT
Year at a Glance
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While slighty over budget by a mere .0009% we have reached both our estimated Reach and GRP goals, and have
achieved formidable Frequency numbers.
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