PANDORA ADVERTISING CAMPAIGN
Paper IV: Campaign Plans Book
Atchley, Golding, Prokop, Smitherman, & Trauner
MKG 420: Integrated Marketing Communications
Ball State University
November 21, 2014
1
Table of Contents
From Paper 1:
3
54
From Paper 3:
83
The Budget
87
Media Objectives
Situation Analyses
3
Environmental Analysis
9
Company Analysis
12
Product Analysis
26
Consumer Analysis
41
Competitive Analysis
SWOT Analysis
From Paper 2:
62
Analysis of Our Research
69
Target Market Profile
73
Campaign Objectives and Strategies
Creative Cardinal Inc.
Ellie Atchley, Katelyn Golding,
Elena Prokop, Kyle Smitherman,
& Teresa Trauner
93
87
Target Audience
88
Reach / Frequency
89
Geographic Coverage
90
Creative Implications
91
Promotional Support
91
Trade Communication
92
Budget Limitation
Media Strategies
93
Media Mix
99
Scheduling
101 Weighting, Reach, and Frequency
104 Media Tactics
105 Specific Vehicle Recommendations
Credits & References
110 References
117 Graphic Credits
2
Cultural Environment
The cultural environment of
the Internet radio industry is
competitive, fast growing,
and expanding. About 53%
of Americans aged 12+ listen
to Internet radio.
This audience prefers to listen
to radio online because of
the opportunity to choose
and the ability to skip
undesirable songs.
This is
Over 70% of consumers listen
on a computer. The numbers
are quickly rising for tablets
and mobile devices. This is
considered the “mobile era,”
and it is a huge cultural
factor. Online radio
companies predicted this
surge of mobile use and
prepared for it by creating
apps designed for mobile
users. Since then, Pandora
ad sales have been driven
through the roof with mobile
exposure.
cons
idere
d the
“mob
ile er
a.”
According to a Mintel (2013)
study, Internet radio ads
evoke better reactions then
AM/FM radio.
Although mobile use of
Internet radio is responsible
for a large portion of ad
sales, studies show that most
consumers still listen to
Internet radio from their
homes.
(Online Radio Consumption, 2013)
Situation Analyses
3
Cultural Environment
Consumers overlap in their methods of listening to radio.
Figure 1: Comparison of mediums used to listen to music
Source: Mintel, 2013
4
Economic Environment
Pandora’s total revenue
equaled $427 million in
2013 with 67 million
monthly listeners.
Pandora, as well as the online radio industry in
general, is growing rapidly. Sales growth is expected
to increase because of the continued growth of
users’ hours listened (Mintel, 2014C).
Pandora pays about 25% of their total revenue a year back to the music business. But most
of that money goes back to the copyright owner of the song, and then a much smaller
portion to the artist, and a very small percent to other background performers on a track.
When that figure is averaged by the number of songs played, that amounts to about a
tenth of a penny per song played. Online radio companies are receiving backlash for the
contracts that are giving a majority of the money to large corporations instead of back to
the artists (Knopper, 2011). Raising the ethical question:
Where are customers’ monthly subscription money going to?
Situation Analyses
5
Social Environment
Pandora’s sharing capabilities exceed users’ personal profiles; listeners can connect with friends
through popular social media sites such as Facebook and Twitter.
Consumers have expressed their
desire to share music with friends.
In response, Pandora has given
users the ability to express their music
playlists and share their favorites with
others. Pandora users can: follow
other users, leave comments,
and even listen to and discover
new artists of similar genre.
Image: Screenshot of a user’s profile
Situation Analyses
Source: Trauner, 2014
6
Social Environment
The music business is—and always will be—evolving into a new stage.
Now is the era of online music streaming. Not only is this beneficial to avid music lovers of the
world, but it also gives advertisers the best media vehicles to reach their target audiences.
“Streaming services give music-lovers access to millions of songs, but the
services are not all alike. Online-radio versions, including Pandora and
Apple’s iTunes Radio, choose what consumers hear, and the firms make
their revenues through advertising.”
(The Economist, 2014)
In 2014 streaming online music sources has about 28 million paying subscribers. Due to the
widespread adaptation to mobile devices, the music streaming industry is continuing to
grow. User-friendly apps designed for mobile devices paired with the improved speed of
mobile internet connection (with the emergence of 4G technology) have contributed to
the increase in online radio usage on mobile devices (the Economist, 2014).
Situation Analyses
7
Political/Legal Environment
Pandora's terms of use are important to
Unfortunately, the issue of stealing music
ensure the integrity of their site; that it is
from the Internet has not been solved;
being used by the appropriate audiences
because of this, Pandora will continue to
and for the its intended purposes. You
lose listeners to illegal downloading.
must be at least 13 years old to open a
Pandora account, and Pandora is only to
be used in the United States, New
Zealand, Australia and due to music
licensing agreements (Pandora, 2014).
Unless you have an active DMX Pandora
for Business account, Pandora is for
personal use only. DMX accounts are for
business use and must be signed up due
to the DMCA (Digital Millennium Copyright
Pandora Radio does not allow nor condone illegal downloading of music.
Act of 1998) and the digital rights
management that enforces music
licensing laws for online radio.
Situation Analyses
8
Company Analyses
Pandora is the
sole product,
positioned as
the breadwinner
within Internet
radio.
Figure 2: Pandora leads the
pack with 31% of Americans
aged 12+ who have listened
within the past month.
Source: StatistaCharts, 2014
Who is Pandora?
Pandora is a company that is revered as a pioneer in the digital
audio streaming market. Pandora is a music discovery service
capitalizing on the Music Genome Project. A 2014 survey has Pandora leading the
crowded audio streaming market with an impressive 31% of Americans recorded as
having used Pandora in within the past month. See Figure 2.
9
Company Analyses
Since 2000, Pandora has been an online music radio system designed to adapt to users’
music preferences and connect them with other music of similar style. The service plays a
certain genre of music based on a user's artist selection along with positive or negative
feedback for songs that are chosen by the service, Pandora is able to take into account
when future songs are being selected.
Origin of Pandora’s Name
‘Pandora’ means "all gifted" in Greek.
From the Greek mythology, Pandora received gifts from the gods, one being a gift of
music. At Pandora, they celebrate music and have made it their mission to gift the
musical adventurers with an experience of music discovery. (Pandora Media, 2011)
Pandora’s Mission Statement:
“
To play only music you love. (OK, we've added comedy as
well so we're also up for playing some jokes you'll love.)
(Pandora Media 2011)
”
10
Company Analyses
Pandora’s Philosophy:
Pandora’s philosophy is to “Create a
Pandora’s team of musician-analysts are
unique music experience, customized for
listening to music, one song at a time,
the individual using the Music Genome
while studying and collecting hundreds of
Project®.” By utilizing the wealth of
musical details on every track. Details
musicological information stored in the
include the songs’ melody, harmony,
Music Genome Project, Pandora
instrumentation, rhythm, vocals, lyrics, and
recognizes and responds to each
much more. The result is a personalized
individual's tastes.
radio experience - stations that play music
you'll love - and nothing else.
(Pandora Media, 2011)
Situation Analyses
11
Product Analyses
Pandora’s History:
Pandora Internet Radio started out in Oakland, California as a company called
Savage Beasts Technologies. After a near failure, the company refocused its efforts on
digital music and created the music streaming service app that is available on the
Apple App Store today. Pandora is a public-owned company, whose stock is traded on
the NYSE (Pandora, Investor 9).
Situation Analyses
12
Product Analyses
Stage in the Product Life Cycle: GROWTH
Pandora is currently in the growth stage of the product life cycle. The growth stage is
characterized by increasing competition in the marketplace, lower prices, different marketing approaches, greater consumer awareness in the category and in increase in
profits for all in the marketplace (Growth, 2013). With increased challenges in the growth
stage, comes high profits for Pandora and an opportunity for greater promotional and
marketing activity to guarantee continued growth and reduced competition. It is in this
stage of the product life cycle that a brand can increase market share, brand loyalty
and sales.
Situation Analyses
13
Product Analyses
Brand Personality:
Pandora aims to be leaders in the radio streaming, advancing technologies and ideas
in the Internet radio streaming industry. Pandora Internet Radio strives for a modern, yet
innovative brand personality. In a blog post detailing Pandora’s vision, CMO, Simon
Flemming-Wood, stated that is their goal to “honor our past while looking to the future
with a bolder, more modern identity. The visual design language, which we refer to
simply as “lights,” is meant to evoke the interplay of lights from a live show while symbolizing the flow of music from artists to listeners” (Fleming-Wood, 2013).
Situation Analyses
14
Product Analyses
Major Features:
Pandora Internet Radio is uniquely customized for a user-friendly experience, boasting its
number of major features and benefits. Pandora allows users to create and save personalized radio stations based on their favorite artists, song titles and genres. Users have access to a “thumbs up, thumbs down” feature, which allows Pandora to learn users’ preferences and adapt to their choices. Pandora has predominantly offered music, but has
added comedy to their service as well. Listeners create stations based on comedic preferences, as they do with music. Comedy stations include material starting with the 1960s
through present day. Pandora offers a social tie in which allows users to publish their station and song choices via social media; users can also “share” a song with a friend. Both
the free and subscription service allows users to purchase songs directly from their stations (Information about Pandora, 2013).
Situation Analyses
15
Product Analyses
Major Benefits:
Pandora can be accessed on multiple consumer devices such as cars, video receivers,
blu-ray players, home theaters and TV providers. Pandora is available on most mobile
devices by download through Google Play, Apple App Store, Kindle Marketplace, Nook
Market and the Windows Phone App Store. Pandora Radio is a free music streaming service if used on the web, though this also applies to most mobile devices as well.
Situation Analyses
16
Product Analyses
More Major Benefits:
Pandora Internet Radio requires little effort from users, building personalized libraries of
music from their Music Genome Project. Users have the opportunity to discover new music each time they use Pandora. While there is an intricate structure behind the streaming service, it offers users many interactive features. Pandora is free, legal and safe.
Pandora One, the ad-free subscription, offers additional benefits to users for a low price.
Pandora’s subscription service is ad-free and comes with an audio quality boost, which
provides listeners with a better experience. Along with no ads, Pandora One includes
less skips and fewer timeouts. Pandora One’s features make it ideal for both consumer
and business use (Mintel, 2014C).
Situation Analyses
17
Past Advertising Campaign Example
Client: Bacardi
Pandora partnered with Bacardi in May to launch a digital music series that mixed Cuban and hip hop compositions. The promotion, which ended June 30, 2014, streamed
live studio sessions on Bacardi’s Pandora station entitled ‘Loud & Untamable’ (Mintel,
2014A). The partnership, which was highly successful, has lead to talk of streaming additional live segments through Pandora. This has opened up the opportunity to introduce
new service offerings through Pandora that the competition has not considered.
Situation Analyses
18
Current Advertising Campaign
Testing improved services to target consumers directly
Pandora is testing promotional stations on users’ “Stations You Might Like” list that will
showcase targeted music and advertisements from companies participating in the beta
launch. Pandora offers participating brands the opportunity to personalize their radio
stations and create “musical personalities” for that reflect brand positioning (Mintel,
2014B). By promoting and partnering with these various brands, Pandora has created
additional marketing opportunities for the Pandora Presents series.
Situation Analyses
19
Other Marketing Efforts
PR & Promotional Events:
Pandora holds benefit concerts at little to no cost to consumers. Pandora Presents is a
Pandora Internet Radio sponsored concert series that includes partnerships with various
brands. Pandora and Jeep Wrangler partnered in a live event to connect “bands,
brands and fans” (Our Work, 2014). Jeep and Pandora used the Music Genome Project
to identify up-and-coming artists in various cities and brought free concert experiences
to fans from coast to coast. These events include pre-show tailgates, pre and post-event
custom content and cross-platform media (Mintel, 2014C).
Situation Analyses
20
Product Analyses
Media Vehicles:
Pandora advertises via:

target audience (consumer advertising;
business-professional advertising),

geographic area (national advertising),

medium (broadcast electronic: radio; direct-mail advertising: e-mail;
interactive advertising: Internet), and

purpose (product advertising; commercial advertising;
noncommercial advertising; and awareness advertising)
(Arens & Weigold, p.19).
Situation Analyses
21
Media Vehicles
Examples:
Image: Mobile Monetization, Pandora’s 2-Pronged Approach
Source: Pandora, 2014
22
Product Analyses
Advertising Expenses:
Pandora’ Sales and Marketing expenses for 11 months period ending December 31,
2013 were $70,212,000. For 12 months period ending January 31, 2013, were
$107,715,000. Note that their fiscal year was changed from January 31 to December 31,
and thus their latest fiscal year only accounted for the previous 11 months. For the most
accurate calculations, the 12 month fiscal year ending in January should be used.
The ‘Sale and Marketing’ expense account “consists primarily of employee-related
costs, including salaries, commissions and benefits related to employees in sales, sales
support and marketing departments. In addition, sales and marketing expenses include
transaction processing fees for subscription purchases on mobile platforms, external
sales and marketing expenses such as third-party marketing, branding, advertising and
public relations expenses, facilities-related expenses, infrastructure costs and credit card
fees” (Pandora, Investor 9).
Situation Analyses
23
Product Analyses
Using Pandora to Advertise:
Pandora Internet Radio is host to a wide variety or sponsored stations and advertisements. Among the different types of advertisements featured on Pandora’s mobile application and website are audio, tap, animated overlay pop-ups and banner (Mintel,
2013B).
Pandora Internet Radio is host to a wide variety or sponsored stations and advertisements. Among the different types of advertisements featured on Pandora’s mobile application and website are audio, tap, animated overlay pop-ups and banner (Mintel,
2013B).
Situation Analyses
24
Using Pandora to Advertise, Example
Client: Gatorade
Gatorade, one of the many brands Pandora plays host to, combines a branded radio
station with banner advertisements. In the example of Gatorade, the brand uses their
own channel to promote their brand as a workout channel. For their nationally branded
radio, Gatorade created three distinct stations to exemplify each product line of the
new G Series. As one of Pandora’s native advertising solutions, branded radio is a powerful tool to build the sound of a brand and engage fans. In the case of Gatorade, it
was the opportunity to interact with listeners organically while providing unique, curated
stations that users can enjoy indefinitely (Our Work, 2014).
Situation Analyses
25
Consumer Analyses
An Infinite Scope
Pandora’s music selection is almost as diverse as their consumer market. Use of the Internet paired with the enjoyment of radio music has given Pandora the opportunity to capitalize on an industry with minimal geographic, demographic, and behavioral boundaries. Listening to and discovering new music happens every day for millions of people all
around the world; it is a universal treasure indiscriminate of age, race, gender, income,
location, and lifestyle. Though the potential for market growth is limitless, Pandora will
likely continue to focus on maximizing profits at home before aggressively pursuing expansion overseas (Trefis, 2013).
Situation Analyses
26
Consumer Analyses
Narrowing Down the Options: Choosing a Target Market
As indicated previously, Pandora’s con-
reach that consumer in mobile and offer
sumer market potential is tremendous.
them both Latin and non-Latin music,"
Recent operations have been focused
said Mike Reid, Pandora’s executive di-
on improving their growth in the
rector for multicultural. "You've got sec-
smartphone market and integrating their
ond- and third-generation Hispanics be-
product into automobiles (Trefis, 2014).
coming more influential in this country
Their largest homogenous user segment is
and therefore the proliferation of
the Hispanic population aged 13 to 35
smartphones and technology really put
years old located within the United States
us in a good position with this consum-
(Peterson, 2013). “Growth in [our] Hispan-
er” (Cobo, 2014).
ic [market] is driven by our ability to
Situation Analyses
27
Consumer Analyses
Target Market: Hispanic-Americans
Hispanics currently comprise an estimat-
ready have an infotainment/ multimedia
ed 19 million (or 25%) of Pandora’s 77 mil-
system built in. In particular, Hispanic
lion active listeners. Of these 19 million,
households are more likely than white/
about 17.5 million listen to Pandora on
non- Hispanic households to have in-car
their phones and are overall 17% more
technology features weigh more heavily
likely than non-Hispanics to access the In-
in purchasing decisions (Mintel, 2013A).
ternet through their mobile devices
(Cobo, 2014). In terms of vehicles, 43% of
Hispanics intend to buy or lease a vehicle
within the next two years. Of the vehicles
already owned or used regularly, 39% al-
Situation Analyses
28
Target Market
Demographics: Race, ethnicity, age, income, education
Attributing to Hispanics’ digital media
tion, born in the United States, has a me-
consumption, inclination to smartphone
dian age of 18 years old (Krogstad,
usage, and vehicular multimedia systems
2014). In 2012, Hispanics had a median
is their surprisingly young median age of
income of $39,005 and a poverty rate of
27 years old (U.S., 2011). With the popula-
25.6% (U.S., 2013). Despite this, annual dis-
tion of U.S.-born Hispanics on the rise
cretionary spending totaled over $164.2
paired with a stagnant immigration rate,
billion in the same year (Experian, 2012).
the influx of young consumers continues
About 64% of Hispanics that are 25 years
to grow. Only 36% of Hispanics are for-
or older have their high school degree; of
eign born; their median age being 40
those, roughly 13.8% have a bachelor’s
years old. The remainder of the popula-
degree or higher (U.S., 2013).
Situation Analyses
29
Target Market
Demographics: Language
Language preferences are split evenly with the majority of foreign-born (first generation)
Hispanics preferring to speak only Spanish, U.S.-born with foreign-born parents (second
generation) preferring mostly English but some Spanish, and U.S.-born with U.S.-born parents preferring only English (Experian, 2012). Overall, 66% of Hispanics aged 5 years and
older are considered to speak English very well.
Situation Analyses
30
Target Market
Psychographics:
The Hispanic demographic is considered
‘sold to’—but rather, courted by brands
active, materialistic, hard-working,
that authentically empower their cultural
young, and diverse (Llopis, 2013). Many
relevancy and communicate in ways
still carry an emotional attachment to
that naturally resonate with Hispanic cul-
the Spanish language, regardless of their
tural values” (Llopis, 2013). The Hispanic
personal language preferences. Compa-
population, now composed of over 54.1
nies with content available in Spanish as
million people, is currently the nation’s
well as English help make their Hispanic
second-largest ethnic group behind
consumers feel culturally respected and
white/ Caucasians, making their market
individually valued (Experian, 2012).
segment a large and lucrative pursuit
“Hispanic consumers don’t want to be
U.S., 2013).
Situation Analyses
31
Consumer Analyses
Global Geographic Distribution:
Pandora Internet Radio is available for
ing from the U.S., more than 55% of the
use solely within the United States of
American population is estimated to
America, Australia, New Zealand, and
have a registered account (Trefis, 2013).
those countries’ respective territories. Alt-
After launching their services in Australia
hough expansion is anticipated as part
and New Zealand in December 2012,
of their long-term strategy, users in the
Pandora welcomed 2 million new cus-
United States currently dominate Pan-
tomers within their first two years on the
dora’s customer database (Trefis, 2013).
international market. Now, approximate-
As of June 2014, Pandora has at least 250
ly two new users register every minute
million registered global users (Pandora,
(Trefis, 2014).
2014). With the majority of consumers be-
Situation Analyses
32
Consumer Analyses
National Geographic Distribution:
Approximately 92.8% of Pandora’s total website traffic is generated by the United States
and is currently ranked # 49 on the top 50 sites most visited in the U.S (Alexa, 2014). In
terms of target market, California, Texas, Florida, Arizona, New Mexico, New York, New
Jersey, and Illinois contain roughly 74% of the nation’s total Hispanic population with expanded distribution on the rise (Brown, 2013).
Situation Analyses
33
Consumer Analyses
Brand Preference & Loyalty:
“Hispanics are used to listening to radio
Spotify, Apple’s iTunes Radio, and even
at work, and switching to Pandora was
when compared against endemic web-
easy,” said Diego Prusky, founder and
sites and services such as Univision Digital.
CEO of digital marketing company In-
In a typical week, 39% of Hispanic users
Pulse Digital. “They get free radio, with lit-
listen to Pandora (Cabo, 2014). This reten-
tle advertising and with their own
tion rate of active users among regis-
playlists” (Cabo, 2014). Ease of lifestyle in-
tered users is higher among Hispanics
tegration along with language and cul-
than any other demographic.
tural adaptation has helped make Pandora the # 1 streaming service in the
country among Hispanics— higher than
Situation Analyses
34
Consumer Analyses
Perceived Benefits of the Pandora
Recognizing its need to engage its Hispanic audience, Pandora has since expanded its
library to include three separate subdivisions of Hispanic- oriented music: ‘Latin,’
‘Mexico,’ and ‘Puerto Rico’ (Cobo, 2014). Through surveys and data collection, Pandora
has proactively researched the Hispanic target market in order to personalize their user
experience and improve the quality of interaction. In addition to quality music, personalization, and accessibility, Hispanics can also enjoy improved recognition of cultural nuances and an intimate musical experience.
Situation Analyses
35
Consumer Analyses
Purchasing Criteria & Problem Recognition
Analyzing purchasing criteria involves following the steps of the consumer’s decision-making
process. The 5 steps are usually completed in the following order: (1) problem recognition,
(2) information search, (3) evaluation & selection, (4) store choice + purchase, and finally,
(5) post– purchase behavior.
1
Problem Recognition: The consumer must first be aware that they are dissatisfied. What do I need and/or want? Can Pandora satisfy these needs/
wants?
There is problem that can be solved.
Examples: I want to listen to music / I want to listen to different music genres
on the radio / I want my radio music to be available through the Internet /
I want to be introduced to new music / ect...
Sit-
36
Purchasing Criteria
Information Search
2
Information Search: Searching for information before finalizing a purchase
has become more of a basic instinct in this digital age. Consumers may be
skeptical of the company.

What is Pandora? Who is their audience/primary consumers?
How do I use Pandora? What benefits or features will I receive by purchasing a
subscription? How much does it cost? Where can I listen to Pandora?
What devices can use Pandora? What are Pandora’s limitations?
Consumers are vulmerable to persuasive advertisements.
Examples: Can I search for specific songs or just artists and genres? Can I
make my own playlist? Can I share my favorite music through my social
media networks? What types of people listen to Pandora? Is it a one-time
purchase or a monthly subscription? Can I listen to Pandora in my car or on
Sit-
-the-go? Can my mobile device or computer access Pandora?
37
Purchasing Criteria
Evaluation & Selection
3
Evaluation and Selection: What other brands offer the exact same/similar
services as Pandora? What are the similarities and differences between
Pandora and these other brands in terms of brand equity and organizational structure/values? How do all of these competing services compare/
contrast against each other in terms of features/benefits, price, availability,
ect.? Is Pandora still the best choice?
In this judgment phase, consumers compare the services of competing companies
against one another.
Examples: Which brand is most consumer-oriented? Which brand only
cares about generating more money? Which brand is continually striving to
provide me, the consumer, more value/benefits? Which brand is the
cheapest, has the least commercials, most skips allowed, widest music selection, ect.? Which brand do I like best?
Sit-
38
Purchasing Criteria
Store Choice + Purchase
4
Consumers have made a decision on what they want. They will do more research on
where to get it from and how to access it.
Store Choice and Purchase: How and where can I buy a subscription to
Pandora? Should I buy now or later?
Examples: Do I buy directly from Pandora or through another vendor? What
payment methods do they accept? What is their return/refund policy? Is
there a sale going on now or expected in the near future?
Sit-
39
Purchasing Criteria
Post– Purchase Behavior
5
Post purchase Behavior: How satisfied am I with my purchase? Did it reach
or exceed my expectations? Will I be a repeat customer?
Examples: How well does Pandora fit my lifestyle? Do I use it as much as I
expected? Was it worth the money? Will I continue my monthly subscription? Could I have found a better service for the same price?
Consumers re-evaluate their purchase(s) to determine if their desire has been
satisfied. Retention of satisfied customers increases active user counts.
Sit-
40
Competitive Analyses:
Milk Music
iTunes Radio
Spotify
41
Competitive Analyses
Milk Music
On March 7, 2014, Samsung
At the time of publishing their July 2014:
Telecommunications America, LLC
Quarter 2 financial reports, the service
(Samsung Mobile) released Milk Music
remained free of advertisements and
(Samsung, 2014). The new radio service is
without the option to purchase a
a replacement of their premiere music
subscription; subsequently, there were no
streaming service, Music Hub, which
sales figures available to be reported.
retired earlier this year, July 1, 2014 (Reilly,
On July 30, 2014, Samsung released the
2014). Recent emergence into the mar-
option of buying a premium subscription
ket has left the service with little to no
to the service for $3.99/month (Whitwam,
identifiable market share.
2014). The service remains ad-free, albeit
for a limited time.
42
Competitive Analyses
Milk Music, Continued
Milk Music is a radio service created by Samsung and powered by Slacker. Essentially, Samsung created the interface and design while Slacker remains responsible for everything else
music- related: content partners, licensing, and music selection (Lee, 2014).
Samsung’s mission with Milk was two-fold, says Ryan Bidan, Samsung Mobile’s director of
product marketing. “We heard from consumers that there were too many ads and interruptions on free services, and that set-up could be a pain with log-ins and navigating
spreadsheets,” he says. Plus, “we wanted it to be identified as something completely different. We didn’t want it to be super corporate or Samsung -y because it’s not meant to
be. We wanted a name that spoke to how we felt about music inside the application, the
idea of being fuzzy and nice -- you know, like mother’s milk” (Hampp, 2014).
43
Competitive Analyses
Milk Music, Contined
Key features of the service include:
The service is also highly focused on
an interactive dial, no sign-in required,
personal customization with the user
no advertisements or interruptions,
capability of six song skips per hour per
and a catalog of over 200 genre
station, choice of toggling explicit
stations with nearly 13 million songs.
content on or off, a “Never Play Song”
option, and a preference menu to
fine tune a station’s music selection
based on popularity, release date,
and how often favorited music will
play.
44
Competitive Analyses
Milk Music, Contined
Users can also preview and listen to their
Premium subscribers, in addition to the
last 500 played songs from their History
standard features, can skip as many
menu and adjust the audio quality from
songs as they want, play music without
50 kbps to 90 kbps (Lee, 2014). Addition-
an Internet connection, are given a
ally, Slacker, the radio service providing
Sleep Timer feature, and can turn DJ
Milk Music’s diverse collection, proudly
commentary on or off with just a tap on
promotes their stations being curated by
the screen (Whitwam, 2014).
top DJs and industry pros as opposed to
formulas or algorithms.
45
Competitive Analyses
Milk Music, Contined
A major deterrent to market penetration,
Despite this, Samsung executives remain
however, is its exclusivity. Milk Music is
optimistic in terms of future market growth.
available for download only in the United
Their first marketing effort, which had the
States through the Google Play app store
primary goal of exposure and product
for 12 select models in the Samsung Galaxy
awareness, took place at the 2014 annual
lineup (Google Play, 2014).
South by Southwest Music Conference and
Festival (Hampp, 2014).
46
Competitive Analyses
Milk Music, Contined
As for future advertisements, TV ads and
Due to the lack of need to register for the other media vehicles may coincide with
service, results of the event on increasing
the launch of new products or may comtheir user base are unknown.
plement the marketing efforts of existing
ones. As Ryan Bidan explains, “Right now,
As of September 28, 2014, Milk Music has
anything that could be happening as early
been installed 1 million to 5 million times
as January or February is still in the
and averages a 4.3 on a 5 star scale out of
works” (Hampp, 2014).
61,935 total reviews on the Google Play
app store (Google Play, 2014).
47
Competitive Analyses
iTunes Radio
Similar to Pandora, iTunes Radio is an
The service generates a radio station
Internet radio service. Apple has had the
based on the input given from the user.
service open since last year in 2013. ITunes
With simple reviews of songs summed up
Radio is free and available for all iTunes
with a “Like” or “Dislike”, then iTunes Radio
users. The service does include ads and
is able to give the user an individual
users are able to skip tracks. Other features
experience. iTunes Radio is currently
available for users include customizing
available exclusively in the United States
stations, skip tracks, and purchase songs
and Australia. The service is only accessible
that are played on the stations, from the
with iTunes, Apple TV platforms, and IOS.
iTunes store. Skip tracks allowed are limited
and comparable to Pandora.
48
Competitive Analyses
iTunes Radio, Continued
Apple’s consumer base is brand loyal
being exclusive to Apple products and
giving iTunes Radio a large consumer base
losing potential listeners who don’t own
to start with, the service is accessible with
Apple products. While Internet is constantly
all of Apple’s products (iPhone, iPod, and
growing and reaching new listeners this
etc.). Money from advertisements,
brings more opportunities to the internet
subscriptions, and songs purchased from
radio industry and iTunes radio specifically.
the station all goes towards iTunes Radio’s
This also brings threats to the industry with
profits. This new service offers Apple’s
growing competition between other
followers an internet radio service that is
Internet radio services such as iHeartRadio
already installed on their Apple devices. A
and Spotify.
few weaknesses of iTunes radio includes
49
Competitive Analyses
Spotify
The commercial music streaming service,
According to the case study, “Pandora
Spotify, was launched in October of 2008
Versus Spotify: A Pricing and Technology
bringing a new brand for the Internet radio
Analysis by Ash Alhashim, as of March 2013,
industry. Spotify uses p2p technology for
Spotify had 24 million users and 20 million
making streaming music a more social ex-
tracks in its library. Spotify is best known for
perience. Users can share playlists to
their sharing capabilities and allowing users
Facebook and Twitter to interact with
to go back and re-listen to songs, which is
friends and family. Not only can users share
a feature Pandora has not developed yet.
music, but Spotify creates music libraries for
users by identifying music they have
interest in. Spotify offers premium
subscriptions that allow users to stream
music offline.
50
Competitive Analyses
Spotify, Continued
According to Spotify News, Spotify users can opt in to watch brand-sponsored videos in exchange for 30 minutes of uninterrupted music. This is the space where other
brands can get recognition through Spotify. Some of these new brand partners include,
Coca-Cola, Ford, McDonalds, NBC Universal Pictures, Target and Wells Fargo.
Spotify offers their users with links to partner retailers to make it easy to purchase music.
Spotify prides themselves on being closet.
51
Brand Equity
Conclusions of a Harris Interactive Study
Harris Interactive (Harris Poll EquiTrend)
survey showed which brands in the
conducted a study of the companies
Internet Radio category enabled their
with the strongest brand equity in
consumers to personalize their
January of 2014. Harris examined the top
entertainment. A correlation was found
100 highest-rated brands of 2014. The
which shows the equity of those brands
study inspected over 1,500 brands,
growing at a faster rate than brands in
assessed across 170 categories, expand-
other categories. The criterion of this
ing from automotive to department
study was familiarity, quality, and
stores, and everything in between. The
purchase consideration.
survey polled 42,000 Americans, all of
whom were at least 15 years of age. The
SWOT Analysis
52
Brand Equity
Pandora’s Brand Equity: STRONG
According to the aforementioned Harris
Overall, Pandora has strong brand equity
Poll EquiTrend, Pandora is ranked as the
among all top brands and is a leader in
4th highest gainer in brand equity among
the Internet Radio and entertainment in-
the top 100 brands in the Internet Radio
dustry. Pandora’s ability to cater to a di-
category. The study found that afforda-
verse consumer base, while maintaining
ble distribution of quality entertainment
their promise to personalize all channels
has been a major contributor to brands
for consumers, continues to rapidly in-
ranking high in brand equity. As a high
crease their brand equity.
gainer, Pandora has continued to advance their consumers’ experience by
making their Internet Radio brand the
most personalized.
SWOT Analysis
53
Image: Pandora SWOT Analysis
Source: MKG420, 2014
54
Strengths
Pandora Media Inc. maintains the largest
This year, Pandora’s share of the U.S. ra-
market share in the Internet Radio indus-
dio market climbed to 9.1% from 8.1%
try. According to Fox Business, after Inter-
(Fox Business, 2014). Pandora holds 77.6%
net Radio experienced a growth in
of the market share in the Internet radio
March, Pandora reported to have a total
industry (GuruFocus). In addition, they
of 1.71 billion hours of listeners during the
are the top station in the local radio
month. This growth was 14% larger than
markets across the country.
the previous year’s calculation.
SWOT Analysis
55
Strengths
Continued
Pandora is available on all media plat-
stores their genres of music in every use.
forms, such as mobile devices, comput-
Users build a personalized music library
ers, blu ray players and gaming consoles.
and are able to it share with their friends
Pandora has built a heavy consumer
and family. Free, live concerts are a way
base by providing the most personalized
that Pandora connects with users. Offer-
music streaming experience through the
ing this feature and introducing new art-
Music Genome Project. Users are given
ists to specific targets helps to diversify
the opportunity to discover their own
Pandora’s brand amongst competitors.
taste in music, while Pandora continually
SWOT Analysis
56
Weaknesses
Pandora is losing most of their money to
too much money by not cutting back on
competitor’s upgrades and subscriptions.
free features. In February of 2013, they
They are also offering too many features,
announced that free users would be lim-
such as free music streaming, so consum-
ited to 40 hours of mobile streaming per
ers feel as if they do not need to pay for
month. Although this began to help in-
more features with the subscription. Ac-
crease revenue for Pandora, raising the
cording to the case study “Pandora Ver-
cost of subscriptions and adding more
sus Spotify: A Pricing and Technology
value to these features would help them
Analysis”, by Ash Alhashim in March 2013,
to continually grow.
Pandora realized that they were losing
SWOT Analysis
57
Weaknesses
Continued
Pandora allows users a limited amount of
with their music, there are limits to cus-
skips per song, which is a feature avoid-
tomizing playlists. There are artists and
ed by competitors. Top competitor,
songs that are not available through
Spotify has less advertising interruptions
Pandora and consumer cannot replay or
for their consumers. Although Pandora
store a song that they are interested in.
does allow their consumers to develop a
Again, these are features that top com-
personalized library and interact socially
petitors are beginning to develop.
SWOT Analysis
58
Opportunities
Over the past year, the number of active
with in-dash component manufactures,
listeners has increased to roughly 10 mil-
Alpine and Pioneer, so that a Pandora
lion (Spotify Press, 2014). Because of this,
system will be in every new car sold
Pandora needs to continue to develop
(Alhashim, 2013). If this portion of Pando-
the most innovative features of their
ra continues to grow, then Pandora will
product. According to the Ash Alhashim
continue to gain competitive advantage
case study, in 2012, Pandora developed
and grow a larger consumer base.
partnerships with over 23 car manufacturers including Toyota, BMW and Ford.
They have also developed partnerships
SWOT Analysis
59
Opportunities Continued
As stated in the weakness portion of the
One subscription to get the best audio
SWOT analysis, Pandora could use more
quality. The only issue with this recom-
of an advantage in their audio quality.
mendation is that Pandora One subscrip-
According to the article, “Everything An
tion is tied to a computer. If Pandora ex-
Audiophile Needs to Know About Pando-
panded their subscriptions and best au-
ra,” on Hometheaterreview.com, Pando-
dio quality to all media platforms, then
ra users should purchase the Pandora
this could be a beneficial opportunity.
Another opportunity that Pandora should utilize is advancing the free concerts they offer to
users. Creating larger and more effective advertising and marketing strategies for these
events will results in a larger consumer base and more revenue. Having concerts that satisfy
different types of consumers would help to further our mission to personalize the music industry. Introducing new artists through these concerts would be a valuable way to market
new music and Pandora’s brand.
SWOT Analysis
60
Threats
There is a growing competition with com-
There are lower costs for subscriptions
panies such as Spotify, iTunes Radio and
among competitors that Pandora needs
Samsung’s Milk Music. Some of these
to compete with. Spotify is also continu-
competitors are offering more extensive
ing to develop more advanced social
music libraries and more innovative ways
aspects of their product, which could
to stay connected in the Internet radio
hurt Pandora’s consumer base. Pan-
industry. Pandora’s most aggressive com-
dora’s biggest vulnerabilities in the indus-
petitor is Spotify. Although Milk Music is
try are being the first in the market and
the newest of all Internet radio brands,
the price point for consumers could be
Spotify is the closest trend compared to
improved.
Pandora.
SWOT Analysis
61
Analysis of Our Research
Insights About Pandora
1
The Foundation of Pandora
2
How to Establish Conviction in Our Target Market
3
Geographic Distribution of Market Penetration
4
Who Our Target Market Is
5
The Size of Our Target Market
6
How to Promote Pandora Effectively
7
Focusing National vs International Markets
8
Comparing Pandora vs Competitor Prices
9
Differentiating from Milk Music
62
Analysis of
Our Research
Collection + Evaluation
Our group collected numerous
The data collected came mostly
sources about Pandora and the
from secondary research. We
Internet radio industry. Throughout
found charts, quotes, and other
this semester we have been gain-
statistics from sources that are
ing insight into the Internet radio
highly credible. Pandora’s investor
industry and their primary users.
website is a great example of our
With the use of databases, articles,
findings. The site gave us insight to
and other secondary research, our
Pandora’s company. We were
group was able to achieve knowl-
able to find out market share, rev-
edgeable insight.
enue, and other company facts.
Our group is confident that we found valid and reliable information to better Pandora’s company. We used research databases, articles, and websites to fuel our production with dependable sources. After deciphering
through our sources, we were able to establish useful insights that will help
our group to convict more visits from Pandora’s users.
63
The Foundation of Pandora
Through all of the data, we have established great insights about Pandora
and their target market. Our group’s first breakthrough about Pandora was
on their website where we discovered their principles and mission state-
Analysis of
Our Research
ment. The website also gave a brief history of how Pandora established
their name. This material established a foundation of information regarding
Pandora for our group. Ellie found this information about Pandora on September 5th of this year.
Establishing Conviction
Pandora distributes their investor presentations on their website. This
webpage was a place that gave our group insight about Pandora’s finances and the future of their company. We were surprised to see how many cars
will have Pandora accessibility. This insight about the cars leads us to believe
how we can convict users to listen more music with Pandora. Also, the
presentation listed where Pandora is the number one station out of the top
15 local radio markets (see Figure 3). This information let our group know
where the users are mostly listening to Pandora. This webpage was found by
Kyle on September 5th, 2014.
64
Geographic Distribution of Market Penetration
Figure 3: Map of the USA which shows Pandora as the #1 station in 14 of the top 15 local radio markets
65
Image Source: Pandora, 2014
Pandora’s Target Market
One surprising insight was about who our target market is. Before the project, our group assumed that Pandora’s primary target was a white millennial student attending college. However, we did find that Hispanic millenni-
Analysis of
Our Research
als are our target market. We found articles that described how many and
frequently Hispanic millennials are using Pandora and other internet radios.
Size of the Market
Our next insight about our target market came from Mintel. The report was all
about how Hispanics prefer Pandora over other streaming services. Our
group discovered that Pandora receives 19 million listeners that are Hispanic.
This site was where we gained an understanding about the size of our primary target market. Ellie found this source on September 8th, 2014.
66
Effective Promotion
We learned about how Bacardi is promoting themselves during their studio
sessions with popular modern artists through Mintel. Mintel stated that the
promotion would end with a live event to celebrate and promote the
Analysis of
Our Research
Bacardi brand. The live event would be streamed to the company’s
YouTube channel. This report brought insight to how we can and should
better promote Pandora. Ellie found this source on September 13th, 2014.
National Vs. International Focus
Based on our research from Alexa.com, we have discovered how little of a
presence that Pandora has outside of the United States. 94.5% of the visitors
using Pandora come from the United States. The company does have their
restrictions that limit their reach because they are an internet radio. This data
has helped us focus our strategies towards users within the United States. This
finding came from Katelyn and she found this article on September 6th, 2014.
67
Pricing: Pandora Vs. Competitors
The group gained awareness about the subscription fee for Pandora. The
information came from Pandora’s website. We used this data and compared it to competitors’ prices. Our group found this to be helpful infor-
Analysis of
Our Research
mation, because we want to introduce a student discount. Our goal is to
combat against Spotify’s student price. Teresa discovered Pandora’s pricing for their subscription service on September 7th, 2014.
Differentiating from Milk Music
The next sources we found gave us an insight about one of our bigger competitors, Milk Music. We found what Samsung’s Milk Music benefits and features that they offer their customers. Our group found an article that was
about how Milk Music is exclusive with Samsung phones. Another webpage
explained about how Milk Music is built. With these sources, our group was
able to understand how to better differentiate Pandora from Milk Music.
68
Target Market Profile
Demographics & Psychographics
As indicated previously,
Pandora’s consumer market potential is tremendous. Recent operations
have been focused on improving their growth in the
smartphone market and
integrating their product
into automobiles (Trefis,
2014). Their largest homogenous user segment is the
Hispanic population aged
13 to 35 years old located
within the United States
(Peterson, 2013). “Growth
in [our] Hispanic [market] is
driven by our ability to
reach that consumer in
mobile and offer them
both Latin and non-Latin
music," said Mike Reid,
Pandora’s executive director for multicultural.
"You've got second- and
third-generation Hispanics
becoming more influential
in this country and therefore the proliferation of
smartphones and technology really put us in a good
position with this consumer” (Cobo, 2014).
Hispanics currently comprise an estimated 19 million (or 25%) of Pandora’s
77 million active listeners.
Of these 19 million, about
17.5 million listen to Pandora on their phones and are
overall 17% more likely
than non-Hispanics to access the Internet through
their mobile devices
(Cobo, 2014). In terms of
vehicles, 43% of Hispanics
intend to buy or lease a
vehicle within the next two
years. Of the vehicles already owned or used regularly, 39% already have
an infotainment/ multimedia system built in. In particular, Hispanic households are more likely than
white/non- Hispanic
households to have in-car
technology features weigh
more heavily in purchasing
decisions (Mintel, 2013A).
69
Demographics & Psychographics
Continued
Attributing to Hispanics’
digital media consumption, inclination to
smartphone usage, and
vehicular multimedia systems is their surprisingly
young median age of 27
years old (U.S., 2011). With
the population of U.S.-born
Hispanics on the rise,
paired with a stagnant immigration rate, the influx of
young consumers continues to grow. Only 36% of
Hispanics are foreign born;
their median age being 40
years old. The remainder
of the population, born in
the United States, has a
median age of 18 years
old (Krogstad, 2014). In
2012, Hispanics had a median income of $39,005
and a poverty rate of
25.6% (U.S., 2013). Despite
this, annual discretionary
spending totaled over
$164.2 billion in the same
year (Experian, 2012).
About 64% of Hispanics
that are 25 years or older
have their high school degree; of those, roughly
13.8% have a bachelor’s
degree or higher (U.S.,
2013). Language prefer-
ences are split evenly with
the majority of foreignborn (first generation) Hispanics preferring to speak
only Spanish, U.S.-born with
foreign-born parents
(second generation) preferring mostly English but
some Spanish, and U.S.born with U.S.-born parents
preferring only English
(Experian, 2012). Overall,
66% of Hispanics aged 5
years and older are considered to speak English
very well.
70
Demographics & Psychographics
Continued
The Hispanic demographic is considered active, materialistic, hard-working, young, and
diverse (Llopis, 2013). Many still carry an emotional attachment to the Spanish language,
regardless of their personal language preferences. Companies with content available in
Spanish as well as English help make their Hispanic consumers feel culturally respected
and individually valued (Experian, 2012).
The Hispanic population, now composed of
over 54.1 million people, is currently the nation’s second-largest ethnic group behind
white/ Caucasians, making their market segment a large and lucrative pursuit (U.S.,
2013).
“Hispanic consumers don’t want
to be ‘sold to’—but rather,
courted by brands that
authentically empower their
cultural relevancy and
communicate in ways that
naturally resonate with Hispanic
cultural values.” (Llopis, 2013)
71
Target Market
Profile
Target Market Rationale
Pandora’s Hispanic target market is
The Hispanic demographic is the sec-
strongly represented in Pandora, com-
ond largest demographic in the United
prising 25% of Pandora’s active listen-
States, accounting for 54.1 million peo-
ers. This Hispanic population is aged 13
ple (U.S., 2013). This large segment of
to 35 years old and lives in the United
the population can be penetrated us-
States (Peterson, 2013). This demo-
ing culturally sensitive material such as
graphic accounts for 19 million of Pan-
language preferences and offering
dora’s 77 million active listeners, and
both latin and non-latin music choices.
has room for growth in the demograph- Gaining a large portion of the United
ic segment. Over 90 % of these listeners States population is a beneficial way to
are reached on their smart phone. His-
continue to grow and expand Pan-
panics are more likely to use internet on dora’s market share.
their mobile phone than non-Hispanics
(Cobo, 2014). This is helpful in increasing
the number of listeners via mobile devices.
72
Advertising Strategy & Objectives
Creative Brief
Situation
Currently, Pandora dominates the saturated Internet Radio category, holding 31% of total users. However, Pandora is in the growth stage of its product life cycle and competition is steadily increasing. Pandora has an opportunity for greater promotional and marketing activity that
will secure continued growth and retention and reduce competitive threats. Brand sales and
loyalty are healthy, but can be improved upon within certain market segments.
73
Creative Brief
Continued
Objective
We want to emphasize the unique services and customer relationship Pandora offers in
comparison to our competitors. Pandora not only provides access to Internet Radio, they
provide a unique, customizable experience for each customer using their Music Genome
Project. The advertising needs to address the issue of customer retention and focus efforts
on increasing consumer paid subscription service purchases by 35% at least 3 months after
campaign completion. It will be important to differentiate Pandora from the growing competitive market and stress Pandora’s commitment to creating real -world experiences for
customers via their Pandora Presents program. The objective of the campaign is to persuade consumers that Pandora is the first choice for Internet Radio. We also need to appeal
directly to Pandora’s blanket consumer market with the message that Pandora recognizes
the importance of music in the lives of their customers and assure them that Pandora understands their needs.
74
Creative Brief
Continued
Target Audience
Primary Target Demographics:
Hispanic / Latino males and females; aged 15-30; average household income of $39,000
and above; married or single; high school education level through college and above.
Primary Target Psychographics:
Individuals that have a need for a portable, personal music system; have access to mobile
smart phone and or desktop computer; high media consumption; value an active lifestyle;
materialistic but hardworking; have an emotional attachment to the Spanish language and
culture; value their individualism but place great importance on family; have a strong need
for empowerment.
Primary Target Attitudes and How They Currently View the Brand
Pandora is currently viewed as the trailblazer of Internet Radio; despite competition, consumers do not view Pandora as outdated. Consumers see Pandora as the hassle-free, convenient and personalized alternative to other Internet Radio competitors.
75
Creative Brief
Continued
Promise
Pandora is a brand built from passion and dedication to music. Pandora is committed to
providing customers with the most unique and individualized music experience possible.
Support

Pandora is the pioneer of Internet Radio and has the knowledge to satisfy consumers’
unique needs.

The Music Genome Project enables Pandora to offer consumers the most
personalized music experience possible without the hassle that accompanies
competitors’ services.

Pandora has remained the number one Internet Radio brand despite aggressive
competition.
Tone
Empowering
-
Energetic
-
Creative
76
Advertising Strategy & Objectives
Rationale
Pandora has one of the largest consumer bases in the Internet
radio industry, so our objective is not to gain more listeners,
but to increase the subscription rate among our current base.
We will achieve these objectives through
have an increase in the number of artists
maintaining Pandora’s current customers
and songs that are offered in the library.
with new marketing and advertising efforts.
The number of skips will increase for each
Pandora has recently increased the price
user and there will be a larger selection in
for Pandora One subscriptions, but they
music. Pandora will begin a rewards pro-
are still the lowest subscription cost among
gram for users with a subscription in order
competitors. In order to keep loyalty, it is
to maintain loyalty. On the web portion of
Pandora’s mission to keep the product
Pandora, there will be features such as vot-
consistent with the increasing prices.
ing for a sponsored artist or chances to be
To keep a competitive advantage, Pando-
a part of a concert series and be a part of
ra will work towards advancing our sub-
a meet and greet with artists that are in the
scription features. Pandora’s plan is to
spot light.
77
Advertising Strategy & Objectives
Rationale, Continued
A new marketing approach that Pandora will
be a part of by the year
2016 is to bring awareness
of Pandora One to college
-aged Internet radio users.
Pandora will hold events
at state schools across the
United States. Pandora
plans on partnering with
another company such as
Red Bull, Chegg or other
college-related companies to spread awareness.
At each event, Pandora
will present an artist they
are currently sponsoring
and hold an on-campus
concert. Pandora will increase awareness about
the Music Genome Project
at each event by focusing
user’s attention to the personalized approach Pandora uses for each individual user.
Pandora plans on increasing their profit margins in
the next few years. Pandora will increase the number
of advertisements for nonsubscription users. This will
help to gain more revenue
through advertising efforts
and will push consumers to
upgrade to the Pandora
One subscription. Pandora
also plans to hold a con-
cert for a sponsored artist
that we will charge admission for entrance. Promotional concerts through
Pandora are usually free to
users, which creates loyalty with consumers, but in
this one concert during the
year, there will be a fee
because of the sponsorship. The objective to increase the profit margin is
necessary because we
charge the least amount
for subscription fees, so by
bringing in an increase in
revenue, it will help to enhance features for current
consumers.
78
Advertising Strategy & Objectives
Rationale, Concluded
Advertising objectives such as targeting La-
played is a smart phone that shows Pando-
tino and Hispanic college-aged users and
ra being used. This will develop a young
creating an emotional stigma will help to
target market because of the use of the
bring awareness, knowledge and product
phone to play music. The wording and
domination over competitors. Pandora will
types of music coming out of the phone
start a new advertising campaign that
will help to spread knowledge of the prod-
highlights the phrase,
uct and how to use it. This advertisement
“Amplify Your Life”
campaign will help to build consumer preference for our brand.
and targets a specific group. We will create awareness through the wording, colors
and product placement used in the advertisement. The product that will be dis-
79
Within the IMC Model
Continuation of Pandora Presents
The continuation of Pandora Presents is key to the Pandora brand identity. Not
only is Pandora Presents a key strategy for developing partnerships, it also reinforces the brand’s image among target customers. This series will allow Pandora
to form partnerships with key brands that have a direct tie to our target audience.
Sponsorship of new and emerging artists
Pandora will be sponsoring new and
emerging artists by holding contests
that allow users to submit artist nominations. Pandora users can vote on
nominated artists and have a say in
their future with the brand. This strategy will enable Pandora to strengthen
their relationship with existing users
and pull in new potential customers.
This will not function as a large source
of income for Pandora. However, it
will encourage consumer engagement and brand favorability.
This sponsorship will tie-in to Pandora
Presents, with the winner being given
the opportunity to open for the
headlining musical acts. This opportunity will also create a greater online
presence for Pandora outside of their
Internet Radio website. The purpose
of this venture is to increase Pandora’s user base, expand the brand
and build interest among musicians
and current users.
80
Within the IMC Model
Social Media
By using social media like Twitter, Youtube and Instagram, Pandora will create a seamless user experience. Users will have an online platform and community to express their ideas and appreciation of music. This will also allow
users to share their experiences at Pandora Presents events.
Through the incorporation of social media into our campaign and IMC communications, we are able to tie each aspect of our campaign together. Using a Pandora sponsored Youtube channel that hosts videos of sponsored
artists will allow users to view and vote on nominations. Because we want to
increase paid subscriptions, we will offer additional votes to Pandora One
users.
81
Creative Concept
Big Idea: “AMPLIFY YOUR LIFE”
‘Amplify Your Life,’ the campaign’s
Using the Music Genome Project,
tagline, is the brand’s message. The
Pandora connects music lovers
major message of our campaign is
with genres, artists and songs that
to remind users that Pandora Inter-
inspire, empower and transform
net Radio understands that music
lives. Music is alive and constantly
plays an irreplaceable role in their
changing, it can be recycled and
lives and in history. Pandora knows
reinvented. Pandora knows that
that music, like culture, is not lost
music is a reflection of who its users
with succeeding generations.
are; that is why it is our goal to deliver users the most personalized
musical experience possible.
82
The Budget
Breakdown and Rationale
Seasonality
With this campaign budget, our strategy
In addition, the budget is
will be based primarily on using online me-
expected to produce the greatest reach
dia accounting for 34% of the budget and
for our target audience through digital ad-
television consisting of 16% (see Figure 4).
vertising; for this reason, the majority of
The budget will be distributed and cover
spending and budget considerations are
the months between July and December.
devoted to online, mobile and television.
The majority of the budget will primarily be
spent during the months of September and
October. The strategy calls for spending
the bulk of our television budget during The
Voice programming, which will run during
September and October.
83
Figure 4: Pie Chart of Marketing Expenditures for Proposed Ad Campaign
Source: Smitherman, 2014
84
The Budget
Breakdown and Rationale, Continued
National Vs. Regional
The marketing expenditures chart in Figure 5 shows the seasonality of the budget.
The media strategy calls for heavier schedule during September and October due to efficiency. The scheduled regional television spots, along with the nationally aired show The
Voice will run at the beginning of the season and one month into the airing of the show. The
second media buy on The Voice will coincide with the artists’ battles, a timeslot with high
ratings and viewer popularity during the show’s season.
85
Figure 5: Bar Graph of Seasonal Spending
Source: Smitherman, 2014
86
Media Objectives
Target Audience

Hispanic / Latino males and females, ages 15-30

High school education level through college and above

Married / single, with an average household income of $39,000+

77 million active Hispanic / Latino listeners

Carries an emotional attachment to the Spanish language and culture

High media consumption

Values individualism, but places great importance on family

Have a strong need for empowerment from the brands they buy

Engages in an active lifestyle; are materialistic but hardworking
87
Media Objectives
Reach and Frequency
For this particular campaign, reach is most important due to the niche segment being targeted. Because Pandora is an established brand with the largest market share
and high brand loyalty, this campaign does not require high frequency. Instead, we
will be focusing on reaching our specific target market utilizing the best-suited mediums possible. Because the target audience uses Pandora’s service habitually, frequency will be utilized as part of the strategy during key months of the campaign.
88
Media Objectives
Geographic Coverage
Due to the spread of the campaign’s
the US market ("DMA Estimates: Hispan-
target audience, it is important to have
ic or Latino TV Homes"). The West Coast
geographic emphasis. This campaign
in particular provides several important
with be placed regionally as well as na-
DMAs. We will also be utilizing the south
tionally. Important DMAs include: Los
- Austin, Texas in particular. The adver-
Angeles, with 1,909,300 Hispanic media
tising will be placed in highly Latino /
homes and accounts for 13.542% of the
Hispanic populated areas. Because the
market in the U.S.; Chicago with
target segment is narrow, it is crucial to
515,290 Hispanic media homes that ac-
use the DMAs that provide the greatest
count for 3.655% of the U.S. market;
exposure for campaign effectiveness.
New York with 1,360,660 Hispanic media homes, accounting for 9.650% of
89
Media Objectives
Creative Implications
The copy platform and creative strategy
The creative strategy determined
play an important role in selecting the me-
the overall media, however, we
dia used for this campaign. The strategy
have chosen specific mediums that will
aims to reach as much of the target audi-
appeal to a wide range of audiences. The
ence as possible without alienating Pan-
nationally televised program The Voice will
dora’s average user. While the strategy
reach our primary target audience as well
aims to reach Latinos, a recent Nielsen
as avid music lovers and Pandora users.
study shows an overall growth in the popu-
The local TV programing is aimed to reach
larity of Latin music, even among non-
the primary target and create awareness
Latinos. The number of Latin track down-
to support campaign promotional efforts.
loads has been rising in recent years from
The strategy in place provides reach of our
31.1 million in 2010, to 35.3 million in 2012
target segment without alienating existing
(Nielsen).
and potential Pandora users.
Our strategy is designed to expand, not
limit our possible media platform usage.
90
Media Objectives
Promotional Support
Because the campaign will lead up to sponsored events in the selected DMAs, there is an
intrinsic need for heavy media support in those areas. Our big promotion is a series of
sponsored concerts in select DMAs at the end of the campaign. For this reason, the entire
campaign will include promotional support for these events. Media support is important
for this campaign because it targets such a specific market.
To reach our target audience, we must use media to reinforce Pandora’s brand positioning among users and nonusers.
Trade Communication
For this particular campaign, it is critical to form partnerships and communicate with those
partners for maximum brand promotion. Partnerships will play a critical and essential role
in building and promoting the campaign’s message.
91
Media Objectives
Budget Limitation
The total working budget for this campaign is $5,000,000. Of the $5,000,000, $788,076.00 will
be spent on television. Mobile will account for $650,000.00 of the budget, social media will
account for $770,000.00 of the budget, and partnerships will cost $616,924.00. Online will
account for the largest amount of spending at $1,675,00.00 of the budget.
There is a 10% contingency fund of $500,000.00 built into the budget.
92
Media Strategies
Media Mix
Due to heavy online usage by our target
portant, television is too expensive for the
market, especially through mobile devic-
budget constraints to adequately adver-
es, the campaign’s primary media mix is
tise on a continuous schedule. As such, it
digital and secondary is social media. The
has been given lower priority in this cam-
budget has been allocated to the online,
paign than the digital and social media
mobile, and social media platforms ac-
vehicles. For our media mix, a 10% contin-
cordingly and is scheduled using a 6-
gency fund of $500,000 has been re-
month continuous pattern. Although im-
served.
93
Media Strategies
Media Mix: Television
For television, the plan utilizes both local
paign. Because consumers who
and network channel advertisements and
watch The Voice are already interested in
features new Pandora commercials, which
discovering new artists, enjoy exposure to
will air at carefully selected times during
diverse music genres and show a strong
NBC’s, The Voice. The strategy will use lo-
engagement and a willingness to partici-
cal network television to reach the seg-
pate vote casting on competitions. The
ments in our target audience with a higher
Voice was chosen over American Idol not
potential for promotional concert attend-
only for timing convenience, but also for its
ance. Because Pandora’s promotional
prime age demographic. Commercials
concerts will feature undiscovered, local
airing July through September will adver-
artists, we believe that the local popula-
tise how and where to vote for Pandora’s
tion will be more receptive to advertise-
artists, while commercials airing October
ments than a national audience. The
through December will promote the con-
Voice was chosen for its high ratings and
cert events.
message similarity to the Pandora cam-
94
Media Strategies
Media Mix: Mobile
Admob will be used as the platform for
Admob is a cost efficient method
mobile advertising. Admob gives us more
of advertising because it avoids users who
control by allowing us to set our own
either do not use applications or do not
budget, dictate how many times we want
own a smartphone / tablet. Admob also
our ad to show up, what it looks like and
works seamlessly across all platforms, in-
where exactly we want it delivered. As Ad-
cluding: iOS, Android and Windows devic-
mob only displays advertisements within
es. Additionally, Admob’s targeting capa-
other applications, Pandora can success-
bilities allow Pandora to advertise concert-
fully target those users who are already
related advertisements to the only rele-
prone to downloading and using applica-
vant four regions, (Los Angeles, California;
tions on their mobile devices or tablets.
Chicago, Illinois; New York City, New York;
and Austin, Texas) while simultaneously advertising Pandora services to the rest of the
nation.
95
Media Strategies
Media Mix: Social Media
Pandora’s social media presence is strong for both Facebook and Twitter.
Supplementary funding has been budgeted to continue active consumer engagement.
The additional budgeted funds will be put towards sponsored posts and banner advertisements. By choosing the two primary social media giants that dominate the industry, Pandora’s reach will be optimized. For this particular advertising campaign, excess funding for
Instagram and Google+ was rejected due to projected diminishing marginal returns on increased social media expenditures.
96
Media Strategies
Media Mix: Online
Google Ads Display Network, Media.net, Youtube
and Hulu have been selected for the online
budget. The online medium has been allocated
more of the budget than
any other due to the
heavy Internet usage patterns of Hispanics found in
our earlier research. Much
like Admob for mobile,
Google Ads Display Network allows for a customizable budget, interactive
advertisements and display locations on websites
that are relevant to Pandora and the musicrelated industry.
In order to optimize our influence and reach, Media.net will be used. Media.net creates highly
contextual ads, mobile
docked ads, in-content
ads and desktop interstitial
ads. All ads are highly customizable, feature high
conversion rates and can
be dynamically optimized
between text and display.
Hulu will feature video advertisements and was
chosen for its high quality
display. Its wide availability and lack of a subscription requirement make
Hulu very desirable in
terms of potential market
reach.
Additionally, it is
much cheaper to
advertise on Hulu than it is
on television networks airing the same TV shows.
Youtube will be used for
video ads as well as banner ads. Using Pandora’s
existing Youtube channel,
music videos will be uploaded featuring Pandora’s undiscovered artists
and serve as a method for
promoting the concert series.
97
Media Strategies
Media Mix: Partnerships/Collateral Materials
The portion of the budget allocated for
Allocating a budget for partner
partnerships will be distributed among
colleges and allowing them to utilize re-
each of the four colleges hosting the con-
sources available to them is the most cost-
cert series (UCLA, University of Illinois at
efficient promotional method. This method
Chicago, Syracuse University and Texas
also saves Pandora from having to cus-
A&M) in proportion to the student popula-
tomize materials for each of the different
tion. Use of the budget is intended for re-
campuses. We believe this personalized
imbursement of collateral materials, but all
approach will be in-line with the theme of
advertising expenditures are ultimately
the campaign and showcase the unique
based on the discretion of each university.
creativity and culture of each university.
98
Media Strategies
Scheduling
This campaign is on a continuous advertis-
Although the campaign is consid-
ing schedule for six months, running July
ered a continuous campaign, television
through December. The campaign will co-
spots will be run on a pulsing schedule for
incide with the partnership events de-
the months of September, October and
scribed in the budget and media flow
November during the prime time television
chart. The partners will assist in sponsoring
hours. This strategy will most effectively
emerging artists, allowing Pandora users to
reach our target audience. The television
submit their favorite artists; the winner will
advertisements will run to coincide with
play a free live show. The free concert lo-
the emerging artists contests. Our televi-
cations are based on the designated mar-
sion spots will be on primetime television
ket areas as described above.
time and more specifically during The
Voice.
99
Media Strategies
Scheduling, Continued
A heavy portion of the budget is devoted to online advertising on a continuous
schedule. Pandora will run banner advertisements on sites that are most frequently used by
our target audience. The remainder of the budget is split between social media, mobile
and the contingency fund. Social media and mobile advertisements will be consistent and
continuous throughout the six-month campaign to maximize frequency.
100
Media Strategies
Weighting, Reach, and Frequency
For this specific campaign,
77 million users (Cobo,
teners.
Pandora needs to stay con-
2014).
As stated above in
sistent with the target mar-
To maintain consistency,
geographic coverage, Los
ket in the United States. The
the geographic markets
Angeles has 1,909,300 His-
largest homogenous user
that will receive more
panic media homes and
segment is the Hispanic /
“weight” than others are
accounts for 13.542% of the
Latino population, with a
the largest Hispanic-
market in the U.S. ("DMA Es-
median age of 25 years
populated DMAs. The
timates: Hispanic or Latino
old. The Latino / Hispanic
heaviest designated mar-
TV Homes"). With this being
segment is strongly repre-
ket areas are Chicago, Los
the largest customer base
sented in Pandora’s mar-
Angeles, Austin and New
within our DMAs, we will
ket, comprising 25% of Pan-
York City. These areas will
heavy-up our reach and
dora’s active listeners,
also reach our targeted ag-
frequency through online
which in total is an estimat-
es, using different methods
mediums in this area
ed 19 million of Pandora’s
to reach college-aged lis-
during the campaign.
101
Media Strategies
Weighting, Reach, and Frequency, Continued
Our campaign is designed to maximize
Our campaign will hit online mediums and
reach and frequency using the specific
television networks that are relatable and
months that reflect a college student’s ac-
accessible to college-aged, Latino users.
ademic calendar year. We decided on a
Within our DMAs, we will strongly target us-
six-month campaign to ensure our target
ers at educational institutes such as UCLA,
gets hit heavily in the few months before
Texas A&M, University of Illinois at Chicago
our promotional events take place. Our ad-
and Syracuse University. These universities
vertising frequency stays fairly consistent
are some of the top in our DMAs, therefore
throughout the campaign, but focuses
during the back-to-school months of Au-
mostly on the Internet and media to reach
gust and September we will heavy our
a specific audience.
reach to college students and make advertisements most frequent these months.
102
Media Strategies
Weighting, Reach, and Frequency, Concluded
Our campaign spending is at its highest during the months of September and October because there is a heavy-up in television advertising. During the campaign, we will advertise
with The Voice on NBC in order to reach our audience most effectively. Pairing advertisements with a music-themed television show will help to reach a wide range of audiences
who are using Pandora. As mentioned previously, our campaign goal is not to gain more
listeners, but to keep user retention rate and gain more subscription users. Through this
campaign and concert series, we hope to provide more awareness of what Pandora has
to offer.
103
Media Tactics
Media Flowchart
The media flowchart in Figure 6 illustrates our media strategy. As shown, we have scheduled
all advertising using a continuous pattern for the majority of the campaign time.
Figure 6: Proposed Media Flowchart for Ad Campaign
Source: Smitherman, 2014
104
Media Tactics
Specific Vehicle Recommendations
The Voice
In 2014, this television show has earned a rating of 4.0 in the key 18-to-49-year-old demographic. There were roughly 13.5 million viewers (Hamedy, 2014). The Voice is a show all
about introducing new talent and different genres. For that reason, we believe that Pandora’s advertisements will be given the highest rate of target reach.
Media.net
16.8% of Hispanics use Yahoo for local shopping (“Hispanics Lead Stats”, 2014). Media.net
creates highly contextual ads that are placed online. Media.net offers low traffic minimum
and personal support. Media.net is considered one of the best advertising networks and
will ensure Pandora reaches Hispanic millennials.
105
Media Tactics
Specific Vehicle Recommendations
Admob
The BIA/Kelsey survey found that 48.5% of
Admob can reach new users across their
Hispanics report using some kind of mobile
network of 300,000 plus apps. Their system
device for local shopping; that overshad-
has advanced targeting options that help
ows the 32% of non-Hispanics (“Company
find Hispanics at scale. Admob allows for
| Press Releases”, 2014). In regards to be-
Pandora to track downloads and measure
haviors, adult Hispanic smartphone owners
accurately the advertising results. Google
have been twice as likely to say they
is also continuing to grow and is another
would be interested in receiving ads on
great opportunity for Pandora to reach
their phone when compared to non-
Hispanics through mobile.
Hispanics. Pandora has a great opportunity to be involved by creating interesting
and creative ads.
106
Media Tactics
Specific Vehicle Recommendations
Google Ads Display Network
This is the world’s largest online display advertising network. With this network Pandora has
the opportunity to reach 90% of all internet users. With Google Display Network, 180 billion
ad impressions are served each month. Pandora can use properties like YouTube, Blogger,
and Gmail through Google Display Network. Pandora ads will be effective by demographically targeting the Hispanic millennials with this network.
Youtube
17.7% of Hispanics surveyed said they use YouTube for local shopping (“Hispanics Lead
Stats”, 2014). YouTube generates 800 million unique visitors per month and has 72 hours of
video uploaded per minute. Pandora’s channel will showcase sponsored artists and provide a means of advertisement for video ads on other music related channels.
107
Media Tactics
Specific Vehicle Recommendations
Hulu
A study from The New York Times in 2013 reported that one in three millennials watch mostly
online video/no broadcast TV. Millennials are also reported to watch 34% of TV online;
these bits of information tell us that Pandora can have success reaching millennials through
online ads on Hulu (“34% of Millennials Watch”, 2013).
108
Media Tactics
Specific Vehicle Recommendations
Facebook / Twitter
According to the Pew Research Center’s In-
five or more times every day. The mean
ternet Project, 80% of U.S. Hispanics adults
number of daily look-ins by Facebook users
use social media. Over 68% of U.S. Hispanics
is 4 (Facebook IPO, 2014). Pandora can ad-
adults said that they used Facebook, Twitter
vertise the new advertisements through
or similar social media platforms (“Hispanics
sponsored posts, ads and pages. Twitter is
Lead Stats”, 2014). The data also stated that
also one of the many social media sites that
U.S. Hispanics are more likely to follow a
is most popular among millennials. 59% of
brand on social media than non-Hispanics.
millennials are on Twitter (“How Many Mil-
Hispanics are heavy engaged with social
lennials”, 2014). A Twitter user profile study
media and we believe that to be an asset
shows that 81% of millennials use Twitter at
for Pandora for this campaign strategy. 23%
least once a day (“Four insights about mil-
of Facebook’s users check their account
lennials”, 2014).
Thus, social media provides an important platform for
Pandora to reach targeted millennials with advertisements.
109
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Graphic Credits to:
Creative Team: Ellie Atchley, Elena Prokop, Kyle Smitherman, Teresa Trauner
Stock Images: Flaticon, Google Images
Programs: Adobe Photoshop CS6, Microsoft Publisher 2010
117