Integrated Marketing Communications Plan
Prepared by:
Greg Roberts
Reata Brannaman
Zach Merrill
Kendrick Wilson
Shelby Schwendeman
Executive Summary
Established in 2016 by Eric Sterkel and a Montana State University integrated marketing
communications team; SomeWear is a local Bozeman, MT brand that is a unique avenue for
consumers to show their local pride and self-expression. SomeWear allows individuals to
express themselves through local representative apparel and a unique recognizable brand image
that allows consumers to show who they are and what they love. Not only do we want the
SomeWear brand to just be an apparel brand, we want the SomeWear brand to be an image that
has a viral effect on its target market and be an image that is relatable to people around the
country that have a love for not only Montana, but wherever their SomeWear might be. The five
step integrated marketing communications plan will allow SomeWear to fully analyze its
environment as well as threats and opportunities. In developing our Integrated Marketing
Communications (IMC) plan, we set marketing goals, business goals as well as several
marketing communications goals for SomeWear that would help develop the business into the
unique brand that it is. Our marketing and marketing communications goals are to create a brand
image, increase brand awareness, and to increase consumer engagement. When creating our
specific strategies and tactics to be implemented, we came up with individual tactics that are
directly related to achieving the corresponding marketing and marketing communications goals.
Next, the measurement and evaluation methods for each strategy are demonstrated to ensure the
success, growth, and world domination for SomeWear. We have included a short description of
each section of our integrated marketing communications plan as follows.
Situation Analysis
After analyzing SomeWear’s strengths and weaknesses through primary and secondary data, we
were able to discover SomeWear’s opportunities and threats. Due to SomeWear being a startup
company, we researched the known competitors of the SomeWear brand and various trials and
tribulations that we will have to overcome. Also, we analyzed the current market for SomeWear
and what areas we will focus our attention to.
Goals & Audience
This section of our integrated marketing communication plan allows us to provide SomeWear
with business goals, marketing goals and marketing communications goals. Once our goals were
set, we used an eight-step market segmentation process where we found the perfect SomeWear
audience. Each audience segment is described in detail on who they are and why they need
SomeWear.
Positioning & Key Messages
After discovering SomeWear’s goals and desired audience, we were able to provide SomeWear
with a positioning statement and Key Messages. The Positioning statement represents what they
want their brand to represent while the key messages exemplify what the company is and how it
stands out from the competition. Examples of each key message is provided in detail.
Strategies & Tactics
Each marketing and marketing communications goal has at least three strategies with specific
tactics to achieve the goal. The following list shows our strategies throughout all three marketing
and marketing communications goals:
Graphic Design
Outdoor Advertising
Co-branding
Event Marketing
Sweepstakes/Competitions
Digital Marketing
Guerilla Marketing
Direct Marketing
Public Relations
Sponsorships
Measurement & Evaluation
The final section of SomeWear’s integrated marketing communications plan is to measure each
strategy and its related tactics to ensure that they are accomplishing SomeWear’s marketing and
marketing communications goals. A detailed list of quantitative and qualitative measurement
analyses will be provided along with a budget plan and schedule.
Table of Contents
Situation Analysis…………………………………………………………………………………1
Goals and Audience……………………………………………………………………………….9
Positioning and Key Messages………………………………………………………………… 18
Strategies and Tactics……………………………………………………………………………21
Measurement and Evaluation…………………………………………………………………….30
Conclusion……………………………………………………………………………………… 36
References………………………………………………………………………………..………37
Appendix……………………………………... …………………………………………………39
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Situation Analysis
A situation analysis is the examination of the history, background, environment,
strengths/weaknesses, opportunities/threats, assumptions, and other pertinent information derived
from the business plan and the marketing plan of a company. The situation analysis for Rep Your
Code will provide information about the current market, competition, and the strategic analysis
of where and what Rep Your Code is along with opportunities for future growth.
Company History
The brainchild of cousins Eric Sterkel and Dave Morrison, Rep Your Code (RYC) was founded
in 2015 in Bozeman, MT, to make and sell Montana-themed apparel. Sterkel is the owner of five
Bozeman companies including Insight Creative Business Solutions, a business brand marketing
and advertising company, which is his most prominent firm. Morrison is the owner of 406
Construction in Bozeman. Insight Creative Business Solutions helped develop Montana-themed
designs for an apparel start-up based in Helena. The designs eventually inspired the fourOsix
clothing brand, a popular statewide brand specializing in Montana-themed apparel and
accessories.
After realizing the existing demand and potential market for
Montana-themed products, Sterkel and Morrison combined forces to
create a limited liability company (LLC) named Rep Your Code,
which is in direct competition with fourOsix. Eric focuses his time on
delegating while Dave focuses on sales. Both Eric and Dave are
involved in their other business responsibilities and do not have the
time to fully commit to creating the brand they both envision for
RYC.
Organizational Mission and Core Competencies
At the moment RYC does not have formal mission statement or key
messages. RYC’s core competency lies in the Montana-themed
designs it creates.
Industry Analysis and Research
The apparel industry is an incredibly expansive market, without segmenting the products towards
specific markets it covers virtually every consumer segment, population, and demographic. In
the United States, the apparel industry produces roughly $225 billion in revenue per year, as of
2012 (Statista, 2012). Allocating this $225 billion is difficult because of the amount of variables
that influence a consumer’s apparel purchase decisions. With the ever growing and immensely
large selection of styles and brands, it becomes even more difficult to precisely define the
consumers of a broad style. This means it is easier to define the narrow market of a single brand
rather than a collective market. So while we are aware that the collective apparel market is worth
a massive $225 billion, the micro-market we will concentrate on will be a specific micro-
segment of the overall apparel industry. There are several industry wide segments that categorize
the characteristics of our consumers. While there are age and gender related segments, there are
also geographical and behavioral segmentations (Clow, Baack, 2015). RYC falls under the
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lifestyle and behavioral segmentation. Explained further in our Customer Segmentation
section.
Generation Y, also known the Millennial Generation, is an important market for branded lifestyle
apparel. According Shopper Typology, “[Generation Y is a] quality conscious, brand
conscious, novelty seeking, hedonistic, confused by over choice, habitual, brand loyal, and
fashion conscious shopper typologies.” (Dhurup, Manillall, Mafini, 2014). Because we will be
directing a large amount of focus towards generation Y, we will keep these consumer qualities in
mind when designing our brand position and message. Our market share will not be in relation to
the industry value of $225 billion, instead it will be in relation to competitors who either
currently or will occupy a similar market position as RYC. There are several competitors whom
have been operating in Montana for several years, they are analyzed in depth in the competitor
portion of this analysis, and RYC will have to penetrate this competitions share of the market.
State pride is a popular concept in the United States, and movements are derived from specific
regions, cities, or states as well as style, food, and general culture. For example, we have all seen
the ubiquitous “I heart New York” t-shirts which, developed in 1977, have maintained popularity
and relevancy to this day (Sooke, 2011). Clothing that represents one's home town, city, or
region signifies a growing portion of the clothing market, especially in Montana. According to a
Gallup poll conducted in 2014, three in four Montanans said they would not want to reside in any
other state (Potes, 2016). One might think that regions with greater populations, such as large
cities and southern states, would have the most fervent state/regional pride; but according to a
recent USA Today poll, 77% of Montana residents believe their state to be the best possible place
to live (See map below). Eric used his own company to conduct research and found similar
results.
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The diagram pictured above was produced by USA Today for its 2014 article, Which U.S. states
have the most pride?, and shows that 77% of Montana residents take pride in their state above all
others, which is tied for highest in the country with Alaska.
Capital
RYC was initially funded by Sterkel and Morrison’s personal income from their other business
operations. Although RYC has not done any marketing, multiple product launches have supplied
enough revenue to reimburse both Eric and Dave and generate funds for further company
expansion.
Customer Segmentation
Identifying the specific population segments that RYC attracts is fairly premature because the
brands incredibly limited exposure. Most the purchases to this point have been made by males
and females equally. They tend to have a family, being between 28-45 years old, Sterkel believes
this is because parents tend to value their personal image and brand association. Our primary
segment then is dominated by individuals who value brand and image above price and utility. It
will be important to consider this segment when designing a brand position and message.
Target Market
The target market of RYC consists of a variety of customer characteristics. As we mentioned in
our customer segmentation RYC has already sold well to individuals who prioritize personal
image and brand association, so it will be important to include this segment in our target market.
The target market will be an expansion of our current customer segment, beginning in Bozeman
and continuing to expand through Montana. Penetrating the market of Bozeman, and eventually
Montana, means attracting the populations with a high value of personal image and brand
loyalty. RYC has already shown even appeal in its limited exposure, and with proper messaging
that equality should be transferable to Bozeman as a whole.
Marketing
RYC has intentionally limited the company exposure as to not lead the brand in a direction that
was not intended. This means the marketing efforts have been limited to product testing and
limited sales.
Competition
RYC’s competition varies based on the type of Montana associated products being marketed, and
the size of the audience being targeted. Therefore, to accurately analyze the existing competitive
environment, we have identified three categories of competition that RYC competes with when
developing its brand and establishing a customer base.
1. Direct Competition: These companies are state-themed apparel producers based in
Montana that emphasize brand loyalty/personal image
o [406]: Operated by the Green Light Boutique, an eco-friendly apparel and home
décor store in downtown Missoula, [406] is a Montana themed clothing brand.
The Green Light Boutique acquired [406] from a local designer and screen printer
in February 2013 (The [406] Shop, 2016). Both RYC and [406] have created
designs based of the 406 Montana area code, and thus are popular among similar
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consumer segments. [406] products are not only sold through Green Light’s
storefront, but also through an ecommerce outlet, the406shop.com, as well as 17
different outlets throughout Montana (The [406] Shop, 2016). The [406] brand
stresses its commitment, ‘to keep its products organic and sustainable by
supporting local businesses and markets’ on its online retail outlet (The [406]
Shop, 2016). This brand has clearly set a goal to connect with local consumer
markets.
o fourOsix: An independent brand located in Helena, MT, fourOsix has developed
into a lifestyle brand that, in founder Alex Rincon’s own words, laminated on the
fourOsix website, “promotes art, music, style, forward thinking & Montana
living” (FourOsix, 2016).This brand’s self-description indicates a desire to create
a more cognitive emotional connection with its customers. Since it is a lifestyle
brand, clothing is only a part of the company. FourOsix also promotes local
artists’ galleries, organizes branded concerts, and sponsors Montana based events
like the fall art walk.
o Montana Clothing Co: This is a high-end women’s clothing brand in Whitefish,
MT. It credits its inspiration as the “high mountains of Montana to a Tuscan
village, implying a blend between fourOsix’s “Montana living” with the European
sophistication and style (Montana Clothing Co., 2016).
o Montana Shirt Co.: Possibly the most similar company to RYC because of the
similarity in design, while neither infringe or directly mimic each other they
certainly have similar use of the outline shape of the Montana state. Montana
Shirt Co. uses its website to not only sell its apparel but to promote its cause
related marketing of donations to Glacier National Park. Similar to [406],
Montana Shirt Co. is using Montana’s association to national parks to leverage
the support of individuals who value protection of Montana parks. (Montana Shirt
Company, 2016)
2. Small indirect t-shirt competition: These companies specialize in the sale of souvenir
shirts. The companies do not have a brand that appeals to a specific demographic based
on style, or even necessarily local pride, as tourists are a major target of these businesses.
o Cactus Records: A Bozeman store selling everything from t-shirts to buttons, as
well as local concert tickets and stickers. Cactus offers non-branded shirts with
simple area code or state outline prints. The store is advertised on flyers in
Bozeman as good gift shop for tourists, and on the college campus as a ticket
outlet for local concerts.
o ShirtWorks: ShirtWorks is located in Bozeman, they provide a service in which
customers are able to design and print a custom shirt. While its customers are not
target consumers of RYC because large custom orders are not a desired source of
revenue for the business, it is capable of producing custom Montana-themed
apparel, which would mean lost market share for RYC. Customers who purchase
individual custom clothing from ShirtWorks may do so because they have not
found a brand that identifies with their style. Ideally, RYC’s brand will connect
with those unclaimed consumers.
o Montana Gift Corral: A local Bozeman company that sells Montana branded
gifts such as apparel and trinkets. Montana Gift Corral has three location is
Bozeman, downtown, the airport, and Walmart. Montana Gift Corral influences
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both Montana locals and tourists because of its wide variety of Montana branded
gifts.
3. Large indirect t-shirt competition:
o Walmart: Walmart dedicates a large portion of its super stores to both men’s and
women’s apparel. Walmart averages approximately 100,000,000 customers per
week, and eight cents out of every U.S. dollar is spent at Walmart. Of its over
$482 billion dollars in sales worldwide, apparel account for about 13% or $62.7
billion. (Statistic Brain, 2016). As the world’s largest retailer, they use
affordability to capture market share. They offer extremely affordable clothes at
convenience, and thus are focusing on extremely price conscious consumers.
o Target: Target is branded as affordable and stylish, according to its CEO who
wants to brand target as ‘Tarjay’ since it sounds like a high end French clothing
brand (Karp, 2015). It has branded itself, especially its apparel, as affordable yet
refined so as to likely appeals to customers who prioritize its price over brand
names.
Competitor’s Current Marketing Communications
Direct Competition
[406] clothing: The 406 shop has a substantial online presence. It not only has a
functioning e-store, but also Facebook and Twitter pages. According to the “about us”
page on the company’s website, [406] is a wholesale business, therefore it primarily
markets its products to retailers around the state. (The [406] Shop, 2016)
fourOsix: Through its designation as a lifestyle brand, fourOsix has developed a heavy
involvement with the local community. By supporting local artists and musicians, it has
established a connection with the creative community. This is a brand that relies heavily
on digital marketing through its social media accounts, as well as event marketing
through the use of its event sponsorships. FourOsix has a Facebook, Twitter, and Tumblr
page, and sponsors events such as “A-Robs Smash Life Banked Slalom” at Big Sky and
puts on a “Holiday Beard Competition” in Helena. These events are primarily advertised
through social media, of which the Facebook page seems to generate the most consumer
engagement as it has accumulated 23,783 likes (FourOsix, 2016). For lifestyle brand such
as FourOsix, social media presents a powerful foundation on which to build a brand
community and interact with consumers. However, it should be noted that FourOsix does
not seem to have an established Instagram page nor a link to one on its website. This is
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surprising since visual mediums like Instagram lend themselves well to marketing
clothing.
Montana Shirt Co.: This brand seems to have the most traction in the state, judging by
social media metrics. It not only has the most likes on Facebook (over 100,000), but the
most followers on Instagram and Twitter, with 7,545 and 1,163, respectively. Montana
Shirt Co. also is effective in leveraging social media to drive customer interaction. It
holds Montana themed photo contests on its various platforms, posting requests for
photos that “#REPMONTANA,” and facilitates promotional giveaways (Montana Shirt
Company, 2016). While it is difficult to quantify its current market share, if Montana
Shirt Company’s social media presence is any indication, it will be RYC’s most
formidable competitor in the market.
SWOT Analysis
A static Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is an initial
examination of the company’s current state in terms of the four variables mentioned above. A
SWOT for RYC is displayed in the following table and a dynamic analysis can be seen in
Appendix A:
We then had to select areas of data that allowed our static SWOT to be dynamically deployed,
this environmental data can be seen below. Environmental data are variables that have been
derived from the opportunities described in the static SWOT analysis. These variables are seen to
have the most potential for RYC in opportunities and growth.
Strengths of RYC include the power of Montana state pride, authenticity, and variety. Even
though most of these strengths are in the development process, if executed correctly they will
result in competitive advantages. The weaknesses of RYC center on the fact that RYC is not an
established brand and, to date, has not done any marketing to develop a presence in the lifestyle
apparel sector. The company’s existing social media pages are incomplete and others have not
yet been created, which only contributes to this lack of brand awareness.
There are 17 opportunities that RYC could potentially take advantage of to begin establishing a
cognitive, affective, and conative connection with the target market. Establishing awareness
among the Bozeman and Montana State University community can provide room for both
product and sub-brand expansions. The variety of individuals who live in the Bozeman
community present significant opportunities as well, from long-time residents to transient college
students to tourists. As long as RYC forms the correct connections with the correct audience, the
theme of state pride should be relatable in any case. Furthermore, RYC has the ability to
differentiate itself from competitors through local and sports associations. Threats to the
opportunities available to RYC are the costs associated with creating the brand image and the
current competition already established in the market.
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Strategic SWOT Analysis
The Strategic SWOT analysis take the results from the rudimentary, static SWOT and greatly
expands upon them. This allows us to identify the action items that will best allow RYC to obtain
a competitive advantage. The process involves pairing potential action items with specific
opportunities, allowing us to efficiently plan the most effective action items. Based upon the
results of the SWOT analysis, we identified six opportunities as the ones with the greatest
potential to positively impact the company’s bottom line and listed them as “environmental
data.” The six include:
College Students/Newcomers
Long Time Locals
Extensions
Local Association
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Tourism
Sports association
Once established, three sets of opportunities/threats and strengths/weakness were assigned to
each area of environmental data. Each of the three sets for each environmental data item were
assigned five action items, specific tactics used to execute the opportunity chosen for
environmental data. At the end of the process, 90 action items were displayed with frequent
duplicate ideas. The following are the top action items we identified (for a full view of the
strategic SWOT, see Appendix B):
Art Competitions
Poster Boards/Billboards/Flyers
College Events
Local Events
Environmentally Friendly
Online Retail/Website
Promotion/Pocket Points
Sports Sponsorship
Regional Campaigns
Social Media
Fundraising/Charity
These action items are potential ideas on how to execute and take advantage of the best
opportunities facing RYC (for a complete list of action items see Appendix C). Further
discussion of these action items will be discussed in the Strategies and Tactics section of this
plan.
As the development of the integrated marketing communications plan for RYC continued, it was
the decision of both Sterkel and our team to start a new company. The company is called
SomeWear, a lifestyle brand that allows individuals to express themselves through local pride
driven apparel. RYC remains a company, but will be primarily operated by Morrison. The next
four sections of the integrated marketing communications plan will refer to SomeWear, rather
than RYC. Because of the similarities of SomeWear to RYC, it is noted that the situation
analysis is correct and informative for both companies.
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Goals and Audience
The purpose behind the Goals and Audience portion of this Integrated Marketing
Communications (IMC) plan is to determine our target audience and how those markets will be
accessed. It will also help determine a set of goals by which the success of accessing target
markets will be measured. Marketing and marketing communication goals will determine a
desired direction for SomeWear’s brand development. A set of business goals will also be
developed in conjunction with the marketing and communications goals. These business goals
will be quantitative benchmarks that measure the financial success of the company, as opposed
to the level of brand development. To bridge the gap between business and marketing
communications goals, we will use specific strategic marketing tactics designed to accomplish
the quantitative business goals. By completing a set of these goals we will develop a guide for
creating a financially prosperous business, by building a desired lifestyle brand. Our complete set
of goals can be found below:
Marketing and Marketing Communications Goals
➔ Develop a brand image
➔ Increase brand awareness
➔ Increase consumer engagement
These marketing and marketing communications goals represent milestones that will contribute
to the successful development of the brand. If all of these goals are met in succession by the end
of 2016, the brand will be on course to be profitable and ready for expansion.
Business Goals
➔ Launch product line
➔ A positive return on investment
➔ Profit from product line launch to create additional product lines
Our businesses goals represent concrete measures that are not only attainable but are also in
accordance with the marketing and communications goals. To accomplish each goal, we will use
strategies and tactics specifically tailored to the development SomeWear’s brand. A detailed
description of our strategies and tactics will appear in the following section of this report.
Segmentation
To identify the audiences that we recommend SomeWear target for all its marketing efforts
going forward, we used a sequential segmentation process. Through Francisco Guzmán’s eight-
step segmentation method, we were able to differentiate populations by static characteristics and
explicitly describe SomeWear’s ideal target consumer. The following sections describes the eight
steps we used to gain insight into SomeWear’s desired target markets:
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● Reference Market
○ This initial process defines the SomeWear’s reference market by three
characteristics: 1.) Who has a need to be satisfied 2.) How consumers satisfy this
need and most importantly, 3.) What consumer need SomeWear satisfies.
● Macro-segmentation
○ This portion identifies a macro-segment on which SomeWear should concentrate.
It uses the three components of the reference market to broadly describe a
population group with a need that can be satisfied by SomeWear’s product.
● Detecting variables for micro-segmentation
○ This is the process of identifying variables that differentiate segments of the
macro-segment from the larger population.
● Selecting variables for micro-segmentation
○ Micro-segmentation breaks the macro-segment into smaller more specific
segments by selecting specific and measurable variables.
● Variable operationalization
○ Operationalization defines said variables by measurable factors that can be
analyzed empirically and quantitatively.
● Micro-segmentation
○ Once the operationalized variables are applied to the macro-segment, several
distinct segments will emerge. These segments are micro-segments which can be
specifically described by static characteristics. Each micro-segment is named
based on its distinct combination of variables.
● Selection target market
○ These target markets represent the desired audience of SomeWear. They usually
consist of three to four micro-segments that indicate the most suitable market for
SomeWear to target.
● Capture target market
○ Capturing the target market is accomplished by implementing the strategic tactics
that are derived from the goals and our strategic SWOT. Since we have created an
ideal target audience through the micro-segmentation, we are able to concentrate
our strategies around that specific audience. There are three procedures a
company can employ to capture its target market – undifferentiated,
differentiated, and concentrated.
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Step 1 – Define the Reference Market
When launched, the SomeWear brand will provide customers an avenue to express their
individuality and lifestyle, while also capitalizing on the loyalty and sense of community
residents feel about their home region, state, or even neighborhood. “Fashion plays a vital, if not
the most important role, in enabling individuals to construct, sculpt and express their identities,
especially in larger metropolitan cities where they mingle with crowds of strangers and have only
fleeting moments to impress them” (Bennett, 2005: 96). The primary function of SomeWear is to
provide products that serve the intrinsic human need for a sense of belonging and self-esteem. By
offering clothing that stylishly expresses “hometown” loyalty and pride, wearers can not only
express their individuality but also feel part of greater community.
In identifying the who, how, and what as it relates to consumers who would best identify with
SomeWear’s desired brand, we were able to pinpoint a target population from macro to micro
segmentation. When defining the who, SomeWear targets consumers who have pride in where
they live or where they are from while also having a desire for self-expression. The what is
defined by self-expression and pride, which are the avenues on which SomeWear values the
lifestyle brand. SomeWear will provide the target consumers with the how, by creating and
providing products that are individualistic and representative.
Step 2 – Macro Segmentation
To narrow the market to a specific target macro-segment, we first identified the different
channels people use to express themselves and their lifestyle - art, clothing, and social
entertainment. We then identified three groups that are likely to spend money on self-expression:
students, alumni/professionals, and blue collar workers. Then, using a two variable analysis, we
looked at which combination of group and channel best fit the need for pride and self-expression,
using a market size measurements from Statista.
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Clothing was overwhelmingly more popular as an avenue of expression, in terms of money
spent, than either art or social entertainment. It also identified students as those most eager to
spend money on individual expression.
Step 3 - Detecting Variables for Micro-Segment
● Psychographic
○ The psychographic variables will help determine which lifestyle factors relate
well to the brand, and create perceptual connections within the customer’s
subconscious. Because SomeWear is building a lifestyle brand, it will need to
stress the psychographic variables that it has in common with its target audience,
primarily, the affinity toward any lifestyle that is associated with living in a state
or region. This is the predominant psychographic variable that will be relatable to
consumers, and should be the basis for any perceptual connections stemming from
brand. The following are specific variables regarding psychographic analysis:
● Personality
● Self-expression
● Personal hobbies/interests
● Demographic
○ While we can use demographics to describe an individual whose love for a local
or regional lifestyle and self-expression connects with the SomeWear brand, it
would not act as a barrier to a new target market. Because a portion of most
demographics align with the SomeWear lifestyle, we will be concentrating
primarily on qualitative psychographic variables, as opposed to quantitative
demographics.
● Age
● Race
● Gender
● Income
● Education
● Socioeconomic
○ The success of this brand depends on two elements: pride in state/regional
lifestyle, and the desire to express individuality. Today, individuality is often
expressed through brands and one’s desire to express individuality can be
represented monetarily. For example, the amount of money an individual spends
on branded items is indicative of how he or she values self-expression. Because a
certain level of discretionary income is required to purchase these brands, our
profitable market will be limited to these individuals. The following are
socioeconomic variables taken into consideration:
● Desire for individuality
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● Economic status
● Social status
● Geographic
○ The demand that SomeWear can create is dependent on the level of pride
individuals have in their home state or town, which varies by geographic location.
Some states, like Montana for example, have high levels of pride while others,
such as Illinois, do not (USA Today, 2014). Hence, our target markets should
focus on high-level states or regions, and each product line must correspond with
the lifestyle of each state. Since our predecessor, Rep Your Code, has already
developed and sold various 406-branded products, Montana would be a good
place to start. The following are variables that were considered when analyzing
geographics:
● Country
● State
● Region
● Town/City
Step 4 - Selecting Variables for Micro-Segment
We have identified two primary psychographic variables to differentiate the macro-segment.
These are 1.) Level of self-expression and 2.) Level of state/regional pride. These variables are
the foundation of the SomeWear brand, and help establish the desired target market.
Step 5 - Variable Operationalization
To operationalize said variables, we must come up with ways to objectively measure them. To
measure the level of self-expression, we will use the amount (or percentage) of money an
individual spends on branded items. To measure “hometown” pride, we will look at the amount
of time the individual spends on activities specific to their region or community. The relationship
between these two variables creates a matrix of individual micro-segments (consumer types)
within our larger macro-segment. Each micro-segment we identified is named after a
characteristic that we feel briefly explains the individual being targeted.
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These are the primary micro-segments of individuals within our target audience.
As you can see, the individual changes as both self-expression and state pride rise. Some
consumers may feel totally indifferent to self-expression and state pride, while others may be
“local legends” who promote their own brand image within the community.
Step 6 - Micro Segmentation
Both variables, pride in where you live and desire for self-expression, were compared against
each other at low, medium, and high levels. The level of one variable was measured at all three
levels of the other variable to create nine distinct consumer descriptions that fall under
SomeWear’s target macro population. Listed below are the distinct descriptions of each micro-
segment.
● Indifferent: Low desire for self-expression, low pride in where you live.
○ “Indifferent” consumers do not care about local activities nor the brand of
clothing that they wear. They have no interest in associating themselves with a
brand, nor feel the need to represent their state pride.
● Economical: Low desire for self-expression, medium pride in where you live.
○ The “economical” group consists of consumers who spend their time on local
activities rather purchasing brand name apparel. While they may have significant
pride in where they live, they are not likely to spend money in order to express
this.
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● Utilitarian: Low desire for self-expression, high pride in where you live.
○ These consumers are very happy with where they live and the lifestyle it offers
them. However, they do not purchase branded items because they have no
practical value to them and are unlikely to spend money on clothing centered on
self-expression.
● Logo-oriented: Medium desire for self-expression, low pride in where you live.
○ The “logo-oriented” segment spends a fair amount of their income on branded
items to express themselves, although they have little to no emotional attachment
to their home. They are more likely to purchase a well-known brand than one
representing their home.
● Weekend Warrior: Medium desire for self-expression, medium pride in where you live.
○ A weekend warrior knows the perfect balance between work and play. The same
can be said about how they spend their money and time. While they value their
image and self-expression, they find time to enjoy the lifestyle their hometown
offers.
● Family Man: Medium desire for self-expression, high pride in where you live.
○ This is an overarching term for a head of a family. We can infer that they enjoy
living where they live because they have chosen to raise a family there. Through
their children they may be highly involved in community activities, yet still
purchase brands that coincide with their beliefs.
● Tourists: High desire for self-expression, low pride in where you live.
○ This micro segment consists of consumers whose experience with local activities
is fleeting but valuable. Tourists’ desire to participate in state-specific activities is
high yet they have little pride in this state because they are just visiting. Despite
this, many tourists like to purchase souvenirs as mementos of their visit, which
suggests they have a high desire for self-expression.
● Newcomer: High desire for self-expression, medium pride in where you live.
○ Individuals move to a new state or region for a variety of reasons, but many move
because of the lifestyle their new home offers. We define these people as the
“newcomer” segment, meaning they are excited about their new surroundings and
ready to express why they chose Montana as a new home. Newcomers also have a
desire to feel a connection with their adopted community.
● Local Legend: High desire for self-expression, high pride in where you live.
○ The “local legend” is someone who has made a state or region their permanent
home, not just geographically but in every aspect of their life. Their hometown is
embodied in their very being; they represent the spirit of the region. Highly
involved in most local events, they have built their lifestyle around their
community. Beyond this, local legends are advocates for the qualities of their
home and are known/respected by most local figures. They are passionate and
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loyal to brands that either local or correspond with their hometown. These
individuals would serve as tremendous SomeWear brand ambassadors.
Step 7 - Selecting Target Markets
It should be noted that SomeWear, as a brand, does not exist yet. Unlike its predecessor, Rep
Your Code, it does not have any product offerings. For these reasons, as we will explain further,
we recommend an undifferentiated target market strategy. However, should we use a
differentiated strategy, we have chosen five of our micro-segments on which SomeWear should
focus its marketing communications efforts. Please reference the names of each market segment
above.
● Tourists: This segment is excited to express to their home community where they went on
vacation. SomeWear will be an attractive avenue for this expression. Tourists are willing
to spend money on discretionary purchases. According to Newsmax, tourism is the third
largest industry in the state of Montana (Lee, 2015). In 2013, the U.S. travel and tourism
industry contributed 1.42 trillion dollars to its GDP, and by 2024 it’s forecasted to
contribute more than 2.5 trillion dollars (Statista, 2015). Targeting such a large and
lucrative segment can generate revenue and provide an opportunity for growth in other
areas.
● Newcomers: This micro segment is excited to live in a new environment and will want to
immerse themselves in the local community. While the U.S. mover rate has remained
constant over the past 6 years, staying between 11.5 and 12.5 percent, this percentage
represents an extremely large number of people - 35.7 million to be exact (U.S. Census
Bureau, 2015). Through its products, SomeWear can offer a sense of belonging for
individuals new to the area, assuming the brand becomes emblematic of the community.
● Local Legend: With the right marketing communications, local legends will be excited at
an opportunity to express their love for Montana (or any state/region) through
SomeWear. This is our die hard market, which spares no expense to demonstrate their
pride in their hometown and/or region and their favorite brands. Local legends are an
extremely important segment because they can be trendsetters in the community.
● Weekend Warrior: Although weekend warriors have a moderate desire for self-
expression and state pride, this market has potential for growth. This is a segment that is
not stagnant, and either brand expression or their pride could shrink or grow depending
on their experiences. We hope to positively influence these metrics with our IMC
strategy. If they have a good experience and forge a connection with SomeWear, this
will hopefully only further their state/regional pride. Because this segment is both large
and fickle, it will be important to make a quick connection with these consumers.
● Family Man: Since this target market already has high state pride, it will be easier to
create an emotional connection rooted in shared love for the state. Because they do not
often identify with specific brands, the connection will need to be strong. Due to the fact
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that this segment has children, they are heavily involved in their local community events
and thus offer opportunities to create connections through family interests.
Step 8 - Capturing Target Segments
We recommend that SomeWear initially begins its marketing communications efforts with an
undifferentiated strategy, meaning we attack the whole market regardless of segments. This
prevents us from missing segments that were not originally identified as part of the target
audience, and minimizes the extent to which we alienate segments.
We are launching both a product and a brand, and since there is no existing customer base for
SomeWear, limiting marketing communications to specific segments can impede organizational
growth and market penetration. An undifferentiated strategy may not allow for increased market
penetration in specific micro-segments. On the other hand, if successful, it will create overall
brand awareness which is the top marketing communications goal. Once we have firmly
identified the consumers with which SomeWear resonates, we can implement a more segment-
specific strategy.
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Positioning and Key Messages
After surveying the industry and cultural landscape in our situation analysis, we then identified
specific goals along with our target audience for the brand. Now we will further refine our
marketing communications efforts by determining SomeWear’s desired positioning and the key
messages we will project to our target audience.
Positioning is the perception, created by the company’s branding efforts, that resides in the
consumer’s mind regarding the company, product, or service in relation to its competition. Key
messages are defined as the core competencies or distinguishing characteristics of the company
that we wish to communicate to consumers. Through the following key messages, we explain the
ideal position that SomeWear should occupy in relation to competing apparel companies in its
sector.
Positioning Statement “SomeWear allows individuals a unique avenue of self-expression through a representative, and
locally inspired, brand.”
Key Messages Local Pride
Unique Designs
Self-Expression
Representativeness
Examples of Key Messages These are descriptions of what messages the SomeWear brand will rely on to build brand
awareness.
Local Pride SomeWear apparel not only gives individuals a mechanism to demonstrate their local
pride, but it also provides them with a sense of belonging to a greater community. Through
regional graphics and artwork, the high variety of product designs will fit the demands of every
clientele with an emotional connection to Montana. Based in Bozeman, Montana, SomeWear
launched its first line of apparel with the 406 logo and is developing apparel to appeal the broad
range of consumers in Montana. The expansion of emotional appeal from the simple area code
logo will allow emotional connection to develop for anyone from a local resident of 30 years to a
first-time tourist. Ex. Montanans are eager to demonstrate their local pride in any way possible, as was
evident by the success of the initial 406 logo. Expanding on that pride will only allow
more avenues to express that local pride.
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Unique Designs SomeWear’s designs can either represent a specific region, activity, or gathering; but it
will also be produced by local artists and designers. These designers will bring their original
Montana themed ideas and concepts to life through SomeWear apparel, and consumers will feel
satisfied that they are supporting local artists as well as the community. They are representing
their region as a whole and the people within it. Additionally, SomeWear’s variety of original
designs, prints, and graphics provide a greater selection of product offerings to the consumer
both in width and depth. This increases the likelihood a consumer will find an item that connects
with his or her unique taste and style. Ex. As was mentioned above, Montanans jumped at the opportunity to express their local
pride through the 406 logo, but the small selection size meant the brand did not stand
apart as unique. So focusing on significantly expanding the number of designs will allow
SomeWear to stand as brand focused on uniqueness, as well as create more opportunities
to source material from local sources.
Self-Expression For a large portion of people, clothing is at the core of individual expression, and
SomeWear seeks to be the vehicle that facilitates this. The SomeWear brand is meant to express
the significant piece of a person's identity that is derived from where they live or have lived.
Another important aspect of one’s identity is embodied in the activities he or she enjoys, which
will be expressed in a majority of SomeWear apparel designs. The individual traits that are born
and nurtured by an environment’s lifestyle will be reflected through an individual’s selection of a
SomeWear design. Ex. By increasing number of unique designs consumers will be capable of differentiating
themselves from SomeWear users, while still expressing local pride in the Montana
themes that the designers are derived from. So instead of having a limited number of
designs inspired by skiing the Bridgers, and having a large number of individuals wearing
the same piece of apparel; SomeWear will have a large enough number of designs that
individuals will not feel as though they are not following a crowd.
Representativeness The glue that binds SomeWear’s key messages together is the idea that our customers
have a desire to represent themselves, essentially communicating to others: “what makes
me…me.” In the field of statistics, representativeness is defined as the level of how well or how
accurately a sample reflects upon a population. This accuracy is precisely what sets SomeWear
apart, it provides the most representative apparel of one’s home. Regardless of how much time
they have spent there, they will feel an emotional connection toward a piece of the state or
community, and thus a desire to represent that connection. To do this, our clothing will subtly,
and not so subtly, reference the unique regional themes and features that many individuals have
connected with. Ex. People that spend time in Bozeman fall in love with the famed Bridger mountain
range, and the Bridger Bowl ski area. While tourists are happy to return home sporting an
unabashed “Bridger” labeled t-shirt, local residents may prefer to represent this affinity
for Bridger through a more subtle design, perhaps a stenciled outline of the mountain
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range for example. This range of subtle distinctions allows SomeWear to achieve a high-
level of representativeness for separate groups of consumers.
In conclusion, based on the positioning statement we have developed for SomeWear, we can
assess how we will incorporate our key messages into the future brand’s identity. By leveraging
consumers’ desire to express themselves via their home and lifestyle, and providing them with a
stylish and precise vehicle for this expression, upon launch we will push SomeWear to the next
level in development and positively impact its bottom line. The specific techniques we will use
to achieve this will be covered in the subsequent section: strategies and tactics.
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Strategies and Tactics
The fourth section of our Integrated Marketing Communications plan for SomeWear identifies
the exact strategies and tactics we will use to achieve the marketing communications goals
identified in the Goals and Audience section. Our strategies describe the necessary direction
required to accomplish the goal. The tactics are the specific actions we will use to implement
these strategies.
Marketing communications goals:
Develop a brand image
Increase brand awareness
Increase consumer engagement
The following strategies and tactics apply to each marketing communications goals listed above.
Each strategy demonstrates characteristics that will be necessary in achieving our
communication goals.
Goal: Develop a brand image Strategy 1: Graphic Design
Develop a recognizable SomeWear logo that emphasizes the brand’s core values.
o Below are two logos that, we believe, reflect the SomeWear:
Develop a tagline that is memorable and reflective of the brand.
o We recommend one of the following taglines:
SomeWear: The official brand of anywhere.
Anywhere. Everywhere. SomeWear.
SomeWear: Live it. Love it. Own it.
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Develop stickers with various designs that relate to SomeWear’s brand values. The
stickers can be handed out to customers, sold, and or placed around different parts of the
community.
The following are examples of SomeWear stickers
Business cards will help spread the SomeWear brand through a more professional
environment. Helping to create relationships and contacts with potential retailers and
partners.
Strategy 2: Outdoor Advertisements
Flyers will be spread around Bozeman and the Gallatin Valley to help introduce the
SomeWear brand and what it represents.
o The following is a recommended example of a SomeWear flyer:
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Poster boards will be used sparingly in densely populated areas to promote SomeWear
products and events. This will allow for us to keep a consistently updated brand exposure
within the community.
Billboards will be placed on highways in Gallatin Valley so that consumers will be
exposed to SomeWear advertisements while commuting. This will also serve as an
exposure point for tourists, arriving and departing from the Yellowstone International
Airport.
SomeWear advertisements will be placed in local arenas around Gallatin Valley. This will
maintain brand exposure during high profile sporting events.
Bozeman Ice Barn and Montana State University Football Stadium.
SomeWear wraps will be wrapped around Streamline busses in Bozeman and the Gallatin
Valley. These mobile advertisements will be seen by individuals commuting between the college
campus for school, an important segment in building the SomeWear brand.
Strategy 3: Co-branding
Local breweries around the area have themed names that fit into our local representative
nature of the SomeWear brand. Established breweries have formed strong connections
with their clientele, partnering the two brands will allow SomeWear access to the
breweries most loyal clientele as well as their general customer base.
o Bridger Brewery, 406 Brewery, Montana Brewing Company, Bozeman Brewing
Company.
o Creating a SomeWear themed beer in partnership with any of these breweries
would create an excellent avenue for which to begin a relationship with the
breweries customers, as mentioned above. Naming the beer after SomeWear,
“SomeWear Shandy” or “SomeWear Stout”, would be a way of introducing the
SomeWear brand in the positive atmosphere of a brewery.
Goal: Increase brand awareness Strategy 1: Event Marketing
Montana hosts an impressive amount of local events, some are listed below as possible
sponsor options; a sponsorship would create a beneficial opportunity to introduce and
further the SomeWear brand to potential consumers. It would be a setting in which
consumers would relate SomeWear brand to the event they are attending, and ideally
enjoying.
o Music on Main, Sweet Pea Festival, Moods of the Madison, Gallatin County Fair,
Miles City Bucking Horse Sale, etc.
Host an event in conjunction with a recreational organization such as the Gallatin Valley
Skate Association along with Big Brothers Big Sisters to help promote community
togetherness and development our brands social image. Providing exposure for the
SomeWear brand, as well as benefiting the local organizations.
Developing ties with the local community via events and promotions will help us to
penetrate our target market and create a brand image that is representative of our goals.
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Strategy 2: Public Relations
Media hits will express how much exposure SomeWear is receiving at events, partnering
with charities, and through new campaigns. We need to make sure that SomeWear is
receiving enough social media attention and that our target market is aware of SomeWear
communications. Conversely, it will be our job to make that SomeWear’s media exposure
is concentrated on the desired topics: charity sponsorships, hosting/sponsoring events,
partnering, etc.
o Montana State University’s the Exponent
o KGLT
o The Moose
Cause related marketing is a particularly important opportunity for SomeWear. We will
be able to align our brand with a charity that is already well respected within the
community, and by their own consumer base. Partnering with a charity presents the
opportunity for quality media exposure, access to a large number of potential customers,
and helps strengthen a connection with the community.
o Heart of the Valley Animal Shelter, Gallatin Valley Skate Association, Bozeman
Food Bank, Save Our Snow, Montana Water Association, Montana Trappers
Association, The Bridger Foundation.
Strategy 3: Contests/Sweepstakes
“Share your SomeWear” contest
o A social media contest across all SomeWear’s online platforms that will
encourage followers to share pictures consistent with the SomeWear brand
message by using #GOSOMEWEAR. The Contest will focus on followers
sharing photos they believe reflect SomeWear values. The winner will be
selected, and his or her photo will be shared through the SomeWear social media
accounts. The winner will then be awarded a SomeWear product bundle. This is
way of engaging our customer base to engage with our brand while
simultaneously building and improving our brand image.
Support local artists’ work
o The campaign will focus on SomeWear’s commitment to supporting local artists.
Once a locally based artist is chosen, the SomeWear social media accounts will
share samples of their work with our followers. The artists will benefit from the
exposure SomeWear can provide, while SomeWear will strengthen the brand
image by emphasizing a commitment to the local community.
SomeWear scavenger hunt
o As a way of engaging consumers, a SomeWear media account will offer a product
bundle to the first person who sends a picture of themselves enjoying a
predetermined location. This will encourage consumers to quite literally, go
somewhere. It is a fun interaction that will strengthen a relationship between
customers, while focusing on SomeWear brand values.
Strategy 4: Outdoor Advertising
Flyers will be spread around Bozeman and the Gallatin Valley to help introduce the
SomeWear brand and what it represents.
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Poster boards will be used sparingly in densely populated areas to promote SomeWear
products and events. This will allow for us to keep a consistently updated brand exposure
within the community.
Billboards will be placed on highways in Gallatin Valley so that consumers will be
exposed to SomeWear advertisements while commuting. This will also serve as an
exposure point for tourists, arriving and departing from the Yellowstone International
Airport.
SomeWear advertisements will be placed in local arenas around Gallatin Valley. This
will maintain brand exposure during high profile sporting events.
o Bozeman Ice Barn and Montana State University Football Stadium.
SomeWear wraps will be wrapped around Streamline busses in Bozeman and the Gallatin
Valley. These mobile advertisements will be seen by individuals commuting between the
college campus, an important segment in building the SomeWear brand.
Strategy 5: Sponsorships
SomeWear will also want to align itself with unorganized sports such as the recreational
sports mentioned below.
o Skiing, snowboarding, hiking, fishing, kayaking, mountain biking, snow shoeing,
ice climbing, rock climbing, camping, rodeo, etc.
Sponsor local sporting teams, with the SomeWear logo on the team’s gear or
advertisement in the arena.
o Junior hockey team, club football teams, or a Montana State Club Baseball Team.
Strategy 6: Guerilla Marketing
SomeWear bike rack
o Bozeman, being a very popular biking town, will benefit from additional bike
racks in areas of heavy bike traffic. The shape of these bike racks will be in the
form of the word “SomeWear”.
SomeWear photo booth in downtown Bozeman
o An outdoor photo booth located iconic downtown Bozeman will be available for
anyone to take a picture of Bozeman being their “SomeWear.” A caption will be
put on the top picture saying “This is my SomeWear” while a caption of
“Bozeman” will be printed across the bottom of the photograph. Photographs can
be printed for a small fee of $5 or emailed to a self-entered email address for free.
Beer Labels that are also Stickers
o We mentioned before that we wanted to develop a co-branded beer with a local
brewery such as 406 brewing. A method of using this as a guerilla marketing
campaign would be to make the beer labels peelable so that they are also stickers
that people can put on their computers, cars, bikes, stop signs; ANYWHERE.
Everyone peels the labels on their beer anyways, so this would be a new take on
an old habit.
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Goal: Increase Consumer Engagement Strategy 1: Digital Marketing
Create and maintain accounts for major social media platforms
o Facebook
Events, product updates, and video clips will be posted on Facebook.
o Instagram
Pictures of products, advertisements, and video clips will be posted on
Instagram.
Photos will be shared using hashtags.
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o Twitter
Event updates and advertisements will be posted on Twitter.
SomeWear hashtags will be established to create consumer engagement.
We recommend the following hashtags:
#GoSomeWear
#FindSomeWear
o Snapchat
Consumers who are in the local area of SomeWear can add their snapchat
story to the SomeWear snapchat story for all consumers in the area to
view.
Create and maintain a user friendly interactive, user friendly, website that is updated
regularly. The website must reflect the SomeWear brand, be updating with the following
information:
o Events
o Products
o Contact information
o Video clips
o Links to social media platforms
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Create a SomeWear YouTube channel where consumers and subscribers can watch
SomeWear videos and clips that are also posted on SomeWear social media platforms.
Strategy 3: Contests/Sweepstakes
“Share your SomeWear” contest
o A social media contest across all SomeWear’s online platforms that will
encourage followers to share pictures consistent with the SomeWear brand
message by using #GOSOMEWEAR. The Contest will focus on followers
sharing photos they believe reflect SomeWear values. The winner will be
selected, and his or her photo will be shared through the SomeWear social media
accounts. The winner will then be awarded a SomeWear product bundle. This is
way of engaging our customer base to engage with our brand while
simultaneously building and improving our brand image.
Support local artists’ work
o The campaign will focus on SomeWear’s commitment to supporting local artists.
Once a locally based artist is chosen, the SomeWear social media accounts will
share samples of their work with our followers. The artists will benefit from the
exposure SomeWear can provide, while SomeWear will strengthen the brand
image by emphasizing a commitment to the local community.
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SomeWear scavenger hunt
o As a way of engaging consumers, a SomeWear media account will offer a product
bundle to the first person who sends a picture of themselves enjoying a
predetermined location. This will encourage consumers to quite literally, go
somewhere. It is a fun interaction that will strengthen a relationship between
customers, while focusing on SomeWear brand values.
Strategy 3: Direct Marketing
Email lists will keep subscribers up to date on events, product releases, and promotions.
o Promotions will be sent through emails
Redemption code “SomeWear” for 20% of your next purchase
Direct mail will be sent out to the local Bozeman area with SomeWear brand
information.
o Promotions will be printed on direct mail.
Redeem this card or a free sticker with purchase.
This concludes the strategies and tactics that we have formulated in respect to the three
marketing communications goals. Our goals are as follows: 1) Develop a brand image. 2)
Increase brand awareness. 3) Increase consumer engagement. We will discuss how to best
evaluate the effectiveness of these strategies and tactics in our section where we evaluate
measurement and evaluation.
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Measurement and Evaluation
To ensure that the tactics introduced in the previous section are effective in relation to our
marketing communications goals, we have established the following measurements to evaluate
their success. We recognize that since SomeWear is a startup company and has little to no brand
recognition, we are setting our benchmark at zero across all metrics. Therefore, our evaluation
methods will not produce useful information until after a six month period. We have also
included a budget that details what percentages should be allotted to each strategy, as well as a
comprehensive timeline of when each tactic should be implemented and completed.
Budget
The following chart represents the percent spending for each strategy within our three budgets
listed below:
Listed below are three variations of the strategic budgeting plan for SomeWear. We recommend
the Gold Budget Plan to ensure that SomeWear’s marketing communication goals are fully met,
but we have included the Bronze and Silver budget plans to demonstrate two different, more
conservative marketing communications budgets. Each budget covers a 19 month period, starting
May 2016 and ending in December 2017.
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Budgeting Activities: Outdoor Advertising:
This includes the design and creation of flyers, posters, billboards, and bus
wraps.
Event Marketing:
Event marketing includes fees paid to promote the SomeWear brand at events,
booth and materials, and costs to host SomeWear’s own events.
Direct Marketing:
Direct marketing costs include email listings reviews, email list programs, design
of print mail, creation of print mail, as well as postage for direct mail.
Digital Marketing:
Digital marketing costs include the costs to run and set up all social media
accounts as well as training and compensation for an individual to effectively run
and monitor these accounts. This also includes the cost for the creation and
maintenance of the website.
Graphic Design:
Graphic Design costs include the development of the logo, tagline, and sticker
design as well as the stickers themselves.
Co-branding:
Co-branding costs include partnering with breweries, hosting events with
breweries, and funding the custom SomeWear brews.
Contests/Sweepstakes:
Contest and Sweepstake costs include prizes allocated to contest winners as well
as the costs to set up and run each contest.
Public Relations:
Public relations costs includes the money donated to a cause as well as the money
spent on press releases in magazines, newspapers, and on radio shows.
Sponsorships:
Sponsorship costs include the money to design and produce the materials for the
sponsorship as well as sponsoring the event or person.
Guerilla Marketing:
Guerilla Marketing costs include costs to conduct unusual marketing techniques
that include the material design, creation, and implementation.
Gold Budget Plan: $20,000
Outdoor Advertising: 11% or $2,200
Event Marketing: 16% or $3,200
Direct Marketing: 10% or $2,000
Digital Marketing: 11% or $2,200
Graphic Design: 10% or $2,000
Co-branding: 10% or $2,000
Contests/Sweepstakes: 5% or $1,000
Public Relations: 5% or $1,000
Sponsorships: 5% or $1,000
Guerilla Marketing: 17% or $3,400
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Sliver Budget Plan: $15,000
Outdoor Advertising: 11% or $2,250
Event Marketing: 16% or $2,400
Direct Marketing: 10% or $1,500
Digital Marketing: 11% or $1,650
Graphic Design: 10% or $1,500
Co-branding: 10% or $1,500
Contests/Sweepstakes: 5% or $750
Public Relations: 5% or $750
Sponsorships: 5% or $750
Guerilla Marketing: 17% or $2,550
Bronze Budget Plan: $10,000
Outdoor Advertising: 11% or $1,100
Event Marketing: 16% or $1,600
Direct Marketing: 10% or $1,000
Digital Marketing: 11% or $1,100
Graphic Design: 10% or $1,000
Co-branding: 10% or $1,000
Contests/Sweepstakes: 5% or $500
Public Relations: 5% or $500
Sponsorships: 5% or $500
Guerilla Marketing: 17% or $1,700
Measurement Measurement strategies and tactics is crucial for ensuring that SomeWear’s marketing
communications goals are accomplished. The following describes how each marketing
communication goal will be measured.
Goal 1: Develop a brand image
Creating a brand image and personality cannot be measured at the beginning of the company’s
life and will be evaluated six months after the brand release. The materials being released will
need to be market tested to ensure the desired message is being delivered to our audience. We
will rely on the following strategies to test our developing relationship with our customer base.
Qualitative:
Focus groups discussing our audience’s thoughts of the SomeWear logo, tagline, and
overall opinion of the brand. We can also test unaided and aided recognition.
Survey to the general public about what they know or don’t know about SomeWear.
Goal 2: Increase brand awareness
Strategy: Event marketing
Quantitative:
Event marketing can measure awareness by tallying the number of stickers, posters, and
other small merchandise handed out at local events.
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SomeWear can create a raffle where consumers sign up for SomeWear’s email list and
then they are entered into a raffle for free SomeWear gear. We can measure awareness
and engagement by the amount of people who give SomeWear their email.
SomeWear can measure the amount of products purchased from customers in our email
list.
Measure the number of attendees at SomeWear hosted events.
Strategy: Public relations
Quantitative:
Record the number of mentions in newspaper articles, magazines, local news and radio
shows.
Analyzing and recording the circulation of newspapers and magazines in which
SomeWear is mentioned.
Strategy: Contest/Sweepstakes
Quantitative:
SomeWear can measure how many people participate in the contest or sweepstakes
by recording the number of entries and participants.
Goal 3: Increase consumer engagement
Strategy: Digital marketing
Quantitative:
For social media mediums such as Instagram, Twitter, and Facebook, we will
measure the amount of likes SomeWear obtains as well as the amount of shares
SomeWear obtains, which we would like to scale heavier than likes because it is a
direct result from consumer engagement.
Count and record number of hashtags people use on all social media sites such as
Instagram, Twitter and Facebook.
o #GoSomeWear
Website interaction can be measured by the number of page views as well as the time
spent of the website, known as “dwell time.”
Number of website subscriptions.
Number of consumers added to the SomeWear mailing list.
Number of views on SomeWear videos on YouTube.
Number (and quality) of comments on SomeWear videos on YouTube.
Number of subscriptions to the SomeWear YouTube channel.
Number of banner ad clickthroughs from partnering website. The click through rate
will measure the percentage of users who click our ad or link out of the total number
of users that visit the website.
Strategy: Contest/Sweepstakes
Quantitative:
SomeWear can measure how many people participate in the contest or sweepstakes
by recording the number of entries and participants.
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Strategy: Direct Marketing
Quantitative:
How many people opened/viewed the email
How many people forwarded the email
Measuring the click through rate as well tracking the links that were clicked and what
parts of the website were visited.
How many sales were generated as a result of the email?
How many respondents from direct mail used their coupon code?
Schedule The following schedule is the recommended time period for the implementation of our tactics
over the next 19 months. This timeline is directly associated to our recommended budget
allocation. The execution of each SomeWear tactic is noted by a suggested starting date and
ending date, with awareness tactics being implemented concurrently. The schedule starts in May
2016 and ends in December 2017.
Launching the “Share Your SomeWear” contest will be on Cyber Monday, which falls on
November 28, 2016. Along with our competition, SomeWear will launch our second new
product line. Consumers shop more on Black Friday and Cyber Monday that any other day of the
year. This launch will increase our digital marketing campaigns and competitions as well as
profiting the SomeWear as a whole.
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Conclusion
After developing SomeWear’s complete integrated marketing communications plan, we
recommend the implementation of this integrated marketing communications plan in order to
achieve SomeWear’s goals. Through the established marketing and marketing communication
goals as well as the corresponding strategies and specific tactics, SomeWear will see growth and
development of the brand throughout the next 19 months. This 19 month schedule allows
SomeWear to create a strong brand image as well as gaining a competitive advantage in its
market.
37
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